Policy and Process

DCP Approval Rate / Schedule Slip

Poor Project Definition at DCP Entry
Process / Documentation Requirements
Whole of Life Focus
Insufficient Process/Management Guidance
Role of CMin FIC Delivery
Lack of Well Defined Requirements
Industry Involvement in Needs/Rqmts Phases
Access to Stakeholder Expertise / Advice / Support
Technical Risk Management
A-Sec Cap Reviewof Pre-DCP Proposals
Out of Cycle DCP Entry
Programmatic Risks Across Platforms
Project Directives
Implement Lessons Learnt
Finalise DI(G)OPS 45-2
Improved Capability Scope Summary
Key Defence Assets Review
Develope-DCDH
CDG Streamlining/Slimlining
Identify High Priority Process/Performance Shortfalls
Identify Root Cause of Delays/Slips
Improve Clarity/Guidance inFIC Delivery
Develop Project Accountability Matrix
Input to Formal Asset andSustainment Processes
Decompose IDA into Specific CS Components
Map Dependencies to Identify IntegrationObjectives
Drive Capability Integration through Standardisation
Influence Capability Docs to Optimise Integration
Management of Assets Under Construction
CDG Project Risk Framework
CDDReview(inc CDDLite)
Improve/Update CDG Process Map
Costing Methodology Framework
Cost Estimation Best Practice Guide
Business Rules for W-o-D input to Cost Estimates
Integrate DCDH into SoDI
DGCP Specialist Advice (?)
EstablishFormal Process Improvement Framework
Management of Minor Projects
Lack of Formal Risk Management Framework
Portfolio &Project Scheduling
Cost Estimating Framework
Source and Recommendations
(Relevant to CDG)
Reform Actions
(Current, Planned or Proposed)
High-Level Issues
Priority Actions in Progress
Within BPR Scope
ReformActionCompleted
ReformAction Colour Key
CDG Reform Activity Map
IMPORTANT NOTE
There is no correlation betweenthe input and
output colours for the High-Level Issues
column below. Any similarity in input and
output colours is merely coincidental and is
not intended to represent a link between a
Source and a ReformAction
Planning
DCP Over-Programming
DCP Alignment with WFGT, NPOC, etc
Project Interdependencies
Defence/CDG Performance Matrix
Portfolio Management of Projects
DCP Review
Development of Realistic and Achievable Schedules
Develop SMART Outputs/Targets
Identify Opportunities for Combined Pass
DMO Emerging Projects Planning
Reduce Project/Phase Splitting
Management of Forward Work Plan
Information Technology Action ItemDatabase
Project Viewer
Develop Near Miss Register
Capability Integration Objective Reporting Tools
Develop NewCost Model Tool
Standardise IT Toolset
Integrated Defence Architecture
Capability Development Support Tools
StandardisedToolset
Information Management
Governance
Requirement for Non-Adversarial Contestability
Project Accountability
Committee Structures / Roles
Reactive Issues Management
Lack of Corporate Learning
Process Control(s)
Independent Industry Advice
Corporate Trade-Offs and Priorities
Outcome &Delivery Focused Decisions
Strategic Directionof Defence Enterprise
FASCIR Tiger Team Report on DCP Entry
CDG Corporate Risk Framework
Project Initiation Board
EI&WReporting
Quarterly Accountability Reporting
DSO Roles and Responsibilities
Capability Gate Reviews
OTS Benchmarking Reports to MINDEF
Senior Expert Advice
Independent Gate ReviewBoards
Define Defence Capability Attributes at DCP Entry
Define Committee Roles (Advisory/Commitment)
Formalise Mechanisms for Commitment to Decisions
Develop NonAdversarial Contestability Criteria
Determine CDG Input to DC Quarterly Review
Public DCP Management
Project Triage (?)
Corporate/Project Reporting
Link CDG Work Plan to Corporate Plan
Central Agency Engagement
Skilling
Lack of Specialist Skills (CE, PM, BC Writing)
CDG Mid Year Induction Training
Utilise/Expand CTMC
Interactive e-Learning
Improve IT Training (?)
Desk Officer Skilling Program
Cost Estimator Professional Certification
Consolidated CapDev Training Paper
Improve CDG InductionTraining
CDG Mentoring Program
People
Allocationof GroupResources
Capability Development Career Stream
Link 06/EL2+PARs/PFADS to Exec Charter/OPA
Link PMPerformance to Defence Outcomes
APS Career Management Framework
Establish CDG Mentoring Program
CDG Staff Rotations to DMO
3-Year Military Posting Cycle
Funding
Cost of Local vs Overseas Acquisition
Level of Up-Front Investment
Alignment withCFO ProgramView
OTS Cost Benefit Analysis
NewPortfolio Management Tool (Plan View?)
Integrate Cost andSchedule Management
Increase Transparency in Contingency Use
Consider Growing Cost of Ownership at 1st/2nd Pass
ConfirmDCP Maritime Resourcing
Cost Benefit Analysis of Capability Integration
Capture Capability Integration Costing
Publish Project Approval Policy
Cost of OTS vs Developmental
Organisation
CDG/CIR Restructure
Managing W-o-D Organisational Boundaries
Service Level Agreements
Separation of CDG/CIR Functions
Establish PMO
Industry Partnership
Increase to CDG FTE
Business Process Review
P3O Roadmap
Extend End to End IPT and Project TeamLeaders
Map Project Delivery Chain
Centralise Critical Skills in Shortage
Develop Root Cause Remediation Plans
Improve Engagement with RAN Engineers
Branch Alignment (?)
Improve Central Agency Engagement
Improve W-o-D Engagement
Improved Engagement with Customer Base
CDAF and EWGs
Access to DOFDPanel (?)
End-to-End Integrated Project Teams
Mortimer Review
Implement Project Directives
Increase Rigour for DCP Entry
Support OTS consideration with Cost Benefit Analysis for Each Project
Develop draft MAA at Project Entry to DCP
Devote Sufficient Resources and Skills inCDG
Pappas Review (DBA)
ImprovedLinks between Strategic Objectives and RequiredCapability
Accurate Forecasting of Acquisition andOperating Costs
Effective Planning &Management of Major Equipment Expenditure (Programming)
Reduce the Cost of Major Equipment Procurement.
Proust Review (DMR)
Improvements to CSAs andSLAs
A Structured Approach to Business Planning and Improvement
Black Review
Strengthen Personal and Institutional Accountability
Increase Rigour and Contestability within Capability Development
Develop Employment Incentives to RetainKey CivilianStaff in the Capability area
Implement Three Year Postings for ADF Personnel into Capability Projects
Improve Critical Skills Development
Planning focusedon outcome-focused, Whole-of-Defence, SMART targets
A Simplified Top-Level Committee Structure
ReviewCapability Investment Management and End-to-EndCapability Delivery
Translate policy into Measurable Outcomes with Individual Delivery Accountability
Create Mechanisms for Ensuring More Rigorous Information Management
Tightens Boundary Conditions around the Capability Development Process
MINDEF Announcements
BenchmarkingAcquisition Proposals Against Off-the-Shelf Options
Two-Pass Approval Systemfor Minor Capital Projects
Implementation of an Early Indicators and Warning system
Expansion of the Gate Reviewsystem
Introduction of Quarterly Accountability Reports
EstablishAssociate Secretary Capability
ASEC Cap Reviewof Capability Proposals Prior to DCP Entry
Rizzo Review
Take Whole-of-Life Decisions
ANAO Review of Two-Pass Process (2008)
Early and Ongoing Involvement of Central Agencies
Implement a Sound Records Management Policy within CDG
Refine its Methodology for Assessing andDescribing Technical Risk
NCWImplementation and Integration Strategy
Decompose the IDA into Specific Capability SystemComponents
MapCapability Dependencies to Identify Capability Integration Objectives
Enhance Cost Benefit Analysis of Capability Integration
Drive Capability Integration through Standardisation
Influence Capability Documentation to Optimise Capability Integration
Develop Capability Integration Objective ReportingTools
Capture Capability Integration Costing
EstablishClear Requirements Methodology for all Capability SystemComponents
CDG P3M3 Assessment
Identify Quick Win Opportunities
Establish Centre of 3P Excellence Function
Develop 3P Guidance
Develop 3P Tools
Establish 3P Delivery Management Function
3P Business Integration
ANAO Audit of Acceptance into Naval Service
Improve Systems EngineeringProcesses and Efficiency
Improve Management of CMs Acceptance into Operational Service
Senate Inquiry into Defence Procurement
Issues FromHearing11-12August
ANAO Audit of Light Weight Torpedo Replacement
Mechanisms to Better Manage Programmatic Risk across Multiple Platforms
Ernst and Young Risk Assessment
Group Level Risks
CDG Internally Raised Issues
HCS TownHall Meetings
CCDG Change Management Emails
CDG Business Process Review
Terms of Reference Established Commence Oct 11
Strategic Reform Program
Capability Development ReformStream
Project Closure
J DSC Stakeholder Analysis Tools
Implementation of Shared Services