The people in sysTems Tlcm handbook - Human Factors Integration ...

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c a p a b i l i t y p l a n n i n g Interoperability The ability of UK Forces and, when appropriate, forces of partner and other nations to train, exercise and operate effectively together in the execution of assigned missions and tasks. In the context of DLOD, Interoperability also covers interactions between Services, UK Defence capabilities, Other Government Departments (OGD) and the civil aspects of interoperability, including compatibility with Civil Regulations. Again the full range of people-related factors apply, particularly those aspects presented under the Personnel, Training and Organisation DLOD. Relevant questions could include: • Does current training policy recognise the importance of interoperability with key allies? (Training Policy) • Are the simulation capabilities in place to support collaborative programmes with other nations? (Training Organisation) • Are the factors impacting effective working with Non Governmental Organisations (NGO)/OGD being addressed? (Ways of Working) • How does training on this Capability interact with training-related Capabilities in other Services? (Training Policy) When should the People Component be considered within Capability Management? The People Component should be considered throughout Capability management - during Capability planning, delivery and generation. The roles and responsibilities of the MOD Unified Customer during these stages are shown in Figure 3. Several points already exist within the current Capability Planning process for considering the People Component of Capability (e.g. during Capability Audit, risk management). It is appropriate to exploit these opportunities, rather than develop additional processes. Examples of opportunities within the Capability planning process are shown in Table 1. Table 1 - Examples of when and where the People Component should be considered within Capability planning. Capability Planning Processes • High Level Operational Analysis • Balance of Investment • Risk Process • Capability Audit • Capability Investigations Capability Planning Products • Risk Register • Capability Planning and Assumptions List • Capability Management Strategy • Capability Management Plan • Research Perspective and Research Goals • MODAF
Cap Sponsor DE&S User Centre DST Industry - Supplier Unified Customer Generation Capability Integration Groups • Led by User • Integrate LODs to generate Force Elements • Years 1-4 Equipment Support Plan coherence User feedback on Capability gaps and opportunities Integration of new and/ or changed capability Capability Management Capability Planning Groups • Led by Capability Sponsor • Devise plans for capability areas • Lead Capability Investigations • Prepare Options • Drive Options through Planning Rounds Planning • Sponsors Programmes • Programme Initiation • Acceptance Programme Boards • Coordinates constituent projects to deliver optimum capability outcome • Three key roles: 3 Senior Responsible Owner = Capability Sponsor 3 Programme Manager = DE&S 3 Business Change Manager = User delivery Figure 3 - Capability Planning Roles and Responsibilities within Capability Management Opportunities for embedding the People Component Opportunities for considering the People Component, shown in Table 1, are described in the following sections. High Level Operational Analysis, Balance of Investment Studies and COEIA High Level Operational Analysis and Balance of Investment studies support the translation of Defence Planning Assumptions into a set of capabilities that are needed in order to achieve desired effects and campaign outcomes. This is a fundamental part of Capability planning [AOF]. The People Component within Operational Analysis (OA) Collaboration between the OA and Human Sciences communities should be encouraged to ensure full representation of the People Component (e.g. Operator and team workload, information flow and manning levels) within OA models and studies. Where the human component is critical, consideration should be given to human-in-the-loop experimentation to ensure effective understanding of the interactions between the DLOD (training, doctrine etc). Scrutineers should be aware of the breadth of people factors when evaluating the output of OA in support of Combined Operational Effectiveness Investment Appraisal (COEIA) submissions. 18/19
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