The Acquisition Handbook

Jargon BusterProgramme Responsibility MatrixThe Programme Responsibility Matrix provides a complete record of theresources available to a particular project and who is responsible forthem. The Matrix tracks and manages who contributes to the delivery ofthe IPT’s output, both in terms of work and sources of funding. TheProgramme Responsibility Matrix provides definitions of which costsshould be tracked by an IPT and which should not, so that whole lifecostings can be constructed on a consistent basis across MOD.Public/Private Partnerships (PPP)A central government initiative embracing a whole raft of interfaceswith the private sector, including the Private Finance Initiative,Partnering and Outsourcing.Requirements Manager (RM)The individual, usually a military officer, responsible to the IPTL forinterpretation of the DEC’s User Requirement Document (URD) andconstruction of the System Requirement Document (SRD).Second CustomerThe customer responsible for user and in-service aspects of theprogramme. The role is two-fold, with Single Service Chiefsundertaking the Core Leadership role in support of the EquipmentCapability Customer, and the end users of equipment (primarily theFront Line and Training Commands) undertaking the PivotalManagement role, with responsibilities for specifying the in-serviceoutputs required, negotiating CSAs and monitoring IPT performanceShort Term PlanThe Short Term Plan defines the Department's final and intermediateoutputs over the coming four years and allocates resources to budgetholders in line with those outputs. The short term planning processincludes the first four years of the Equipment Plan.StakeholderThose who have an interest in the system. Includes operationalstakeholders (users) and systems development and supportstakeholders.StandardisationThe development and implementation of concepts, doctrines,procedures and design to achieve and maintain the required levels ofcompatibility, interchangeability or commonality in the operational,procedural, materiel, technical and administrative field to attaininteroperability.Stretch TargetA target which is currently out of reach, but not out of sight.Significantly more difficult than hard targets, stretch targets requirethe breaking of previous boundaries and constraints. The teamdetermines what needs to happen for the stretch target to beachieved and then makes it so.52