The Acquisition Handbook

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Business Tools for AcquisitionIPT/Project Transition ManagementThrough-life management of military capability necessitates transfer of management responsibilitiesfor a project from the DPA to the DLO. Transition planning aims to provide continuous assuranceto all stakeholders that the transfer of management responsibility, and the availability of projectdata, will be achieved in a seamless manner.Transition of management responsibility can occur under one of the following two scenarios:Transition of a Through-life IPT• Transition of a ProjectThe transition process requires considerable planning, agreement, and close co-operation by theDPA and the DLO. The Transition plan is a key element within the Through Life ManagementPlan (TLMP). Detailed guidance on Transition planning is available on the AMS.Business Tools for Acquisition (BTA)The new ways of working described in this handbook require new and improved Acquisitionbusiness tools. These include such things as:Shared Data EnvironmentsRequirement Management toolsProject Management tools•Noting that the emphasis of Smart Acquisition is on:Closer working with IndustryEmpowered delivery teams (IPTs), with•Product Data Management toolsCommercial and Contractual toolsPerformance Reporting toolsFinance and Human Resources systems and toolsA whole life approach, involving all key stakeholdersDual Accountability to equipment supplier organisations (DPA & DLO)Answerability to equipment customer organisations (ECC and the Second Customer)There is therefore a need to ensure a coherent approach is taken between the ECC, DPA, DLO,Second Customer and Industry in the definition and delivery of their business tools. The key is tomove away from an organisational approach to defining and delivering these tools, to one wherea joint approach is taken leading to interoperable or common tools to support shared businessprocesses.28
Who is involved?The Business Tools for Acquisition (BTA) programme has been set up to help understand thecurrent and future business needs across Acquisition, with a particular focus on IPTs, and put inplace a prioritised programme to deliver business tools that meet these needs. The BTA Visionis:“An Acquisition business environment based on common business processes where timelyaccess to the shared information necessary to work collaboratively is provided by aninteroperable set of business tools”The BTA programme has itself been modelled on Smart Acquisition principles. This is to ensurethat business capability gaps are correctly identified and prioritised, that user requirements aredefined to address the gaps, and that an empowered delivery team is tasked with deliveringbusiness solutions that meet these requirements, including all technical elements (InformationSystems, etc) and non-technical elements (training, business process changes, etc).Acquisition Policy and Process Group (APPG)The APPG, which involves the owners of key acquisition processes, is intended to enable theguidance on acquisition policies and processes to be both consistent with each other and theobjectives of Smart Acquisition.The APPG's outputs will be:•the AMS guidance;•A single view of how acquisition processes interrelate;A catalogue of all acquisition policies and processes, their owners, and the maturity ofA mechanism for reviewing, endorsing and prioritising the development of acquisitionpolicies and processes.Who is involved in the Acquisition Process?Within MOD, the core relationship in the acquisition process is between the customer and thesupplier.CustomersOver the life of a project there are two customers.The ECC is responsible for developing and managing a balanced and affordable equipmentprogramme to meet the current and future needs of the Armed Forces. Within this overarchingmission, the ECC’s tasks are:29
Page 1: The Acquisition HandbookEdition 4 -
Page 4 and 5: ContentsWhat is this handbook for?
Page 6 and 7: The aim of Smart AcquisitionWhat is
Page 8 and 9: The Acquisition CycleWhat are the m
Page 10 and 11: Smart RequirementsSmart Requirement
Page 12 and 13: Smart Requirementsupgrade, and prog
Page 14 and 15: The Requirement SetConceptually, th
Page 16 and 17: Through Life Management Plan (TLMP)
Page 18 and 19: Whole Life Costs and Cost Of Owners
Page 20 and 21: ApprovalsEquipment projects are div
Page 22 and 23: Acceptance and ISDendorse. Thereaft
Page 24 and 25: Measures and Targets and Indicators
Page 26 and 27: Public/Private PartnershipPublic/Pr
Page 28 and 29: Team Working with IndustryPFI will
Page 30 and 31: Team Working with IndustryMOD beyon
Page 34: The Customers and the IPT• Requir
Page 37 and 38: Who is in the IPT?(“dotted lines
Page 39 and 40: Core, Associate and Attached IPT Me
Page 41 and 42: The Acquisition Stream (AS)The AS w
Page 43 and 44: Acquisition Competence Framework (A
Page 45 and 46: Performance ManagementSmall Project
Page 47 and 48: Acquisition Training CellAcquisitio
Page 49 and 50: Electronic VersionThis handbook is
Page 51 and 52: Jargon BusterAssociate IPT MemberAn
Page 53 and 54: Jargon BusterDemonstration StageThe
Page 55 and 56: Jargon BusterKey User Requirements
Page 57: Jargon BusterSystem AcceptanceThe f

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