The HFI Case - Human Factors Integration Defence Technology ...

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HFIDTC/2/WP2.8.1/2Version 2/ 09 December 20084 Exploitation RoutesThe previous HFI DTC report outlining the need for an HFI Case (MacLeod et al. 2005)made the following statement about potential stakeholders:“The stakeholders of an HFI within Systems Case would reside in many departmentsof government, all three armed services, and industry. In particular, the DPA andDLO should adopt this Case in order to complement the current accepted Safety Caseand R&M Case through a fuller consideration of the human contribution to designedsystem capability and performance. … Mentorship of the Case has yet to be resolved.Possible sources of mentorship being the Committee for Defence EquipmentReliability and Maintainability (CODERM), the Department of Trade and Industry(DTI), and the Health and Safety Executive (HSE).”It needs to be born in mind that this project was carried out at a time where the MoDimplemented a significant number of changes to policies, structures and processes thathave many implications on how an HFI Case may be conducted. This includes, forexample, the availability of the new AOF; the promotion of a capability-based approach;significant organisational restructuring (e.g. the merging of the Defence LogisticsOrganisation (DLO) and the Defence Procurement Agency (DPA)); the new Def-Stan 00-250; an as yet unpublished JSP on HFI; the encouraged use of MODAF. The HFI Caseguidance has been able to link into most of these. However, at this stage no experienceexists yet as to how these updated structures and processes will be put into practice, andwhat the exact implications will be for the HFI Case.For example, the HFI Case guidance took a very wide approach to link in with the newconcept of a capability-based approach. Much other guidance material for this is stillunder development, while the overall concept of a capability-based approach is still in itsimplementation phase, thus it is not yet common practice. Many stakeholders findthemselves in new roles where new processes need to be followed and previous workingpractices remain active. Thus, it was not possible to establish concrete stakeholdercommitment for this guidance document.Moreover, the list of potential stakeholders can be assumed to be potentially very broad(see Figure 1), since it aims to cover all phases of the capability lifecycle. The HFI Caseguidance states:“This guidance primarily supports people in MoD planning, managing, auditing andcertifying roles. It is intended for use by stakeholders involved in conceiving andoverseeing projects or programmes that relate to human issues. It may concern allMoD stakeholders involved throughout the capability lifecycle 3 . However, it mayalso be of use to project planning and documentation activities conducted by3 “The MOD Unified Customer includes: (1) The ECC (the Sponsor); (2) The User; (3) Science InnovationTechnology (SIT); (4) Defence Equipment and Support (DE&S); (5) The Central representative. … TheDevelopment Concepts and Doctrine Centre (DCDC) and Industry can also provide support to thecapability planning process at various times.”http://www.aof.mod.uk/aofcontent/strategic/guide/sg_unifiedcust.htm.7
HFIDTC/2/WP2.8.1/2Version 2/ 09 December 2008potential contractors or applicants (e.g. industry; research organisations). Itprovides generic aids to project planning (e.g. for bids) and to documentation.”For the above reasons, the strategy to be adopted for identifying suitable stakeholders willbe to publicise and market the activities under the PIC (Process Improvement Cell) atDE&S. This may include, for example, Foyer Events and mini-workshop/demonstratorsessions to which stakeholders will be invited. Moreover, the PIC will be approachingPrimes, and possibly Universities, for HFI Awareness training, for which existingmaterials can be updated with details of the HFI Case.The potential stakeholders vary with the different layers described throughout theguidance, since they are dealing with different types of overview and depth. Table 1summarises the three abstraction layers, their relationships to the HFI Casedocumentation, and describes associated stakeholders (taken from the HFI Caseguidance).Table 1: The different layers of concern for the HFI Case.LayerStrategicOperationalTacticalFocus Purpose DocumentationneedsOverarching • Enforce the need for HFI Case of Cases –strategy of involvement into allHFI Casewhen HFI capability lifecycle phases; strategyrequirements • Clarify the role of HFI in document andare needed long-term capability change central referenceacrossefforts;to other caseprojects • Initiate through-lifedocumentationmanagement activities forHFI.Identifyingthe needs forinitiating HFICases asprojects aredefinedGeneratingprojectspecificHFIrequirements• Raise the requirement forHFI input into projects;• Identify common HFIconcerns across projects;• Manage HFI outputs acrossprojects;• Encourage technicalinterfaces between projectsand lifecycle phases;• Ensure inclusion of HFIneeds into high-levelbusiness plans.• Conceive the HFI activityplan for a specific project;• Track progress andachievements;• Manage changes torequirements.A documenttracing keyactivities fromHFI plans acrossprogrammes orprojectsA project-specificHFI CasePotentialOwnerA stakeholderresponsible forthe recognitionof capabilitychange needsA stakeholderoverseeingprogramme orprojectalignmentA stakeholderresponsible fora specificprogramme orprojectTable 2 lists potential primary stakeholders, and Table 3 lists potential secondarystakeholders of the HFI Case guidance in relation to the capability lifecycle phases.8
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