Capability Life Cycle (CLC) Management

This course provides attendees with an overview of how Australian Defence conducts business with regard to development and management of capability. Attendees from within the Australian Defence Organisation, other government agencies and defence industry are provided with an opportunity to develop an understanding of the principles, processes, practices and artefacts associated with the Australian Defence Capability Life Cycle (CLC). An overview is provided of the major aspects of capability systems development including systems acquisition, project management, program management, systems engineering, conceptual design, systems engineering management, requirements engineering, integrated logistics support (ILS), procurement and contracting, risk management, and assurance. Attendees are introduced to the principal artefacts of the development and management of capability and capability systems.

At the end of the course there will be an optional, open-book, 50-minute test that will confirm completion of the three days. Those Defence attendees who pass the course test will receive a successfully completed certificate which will allow them to record the completion in PMKEYS: Capability Management Introduction—PMKEYS Proficiency P125256.

Who Should Attend

Course Outline

Presenter Background

Dates & Registration

Duration: 3 days

Delivery mode: Classroom

Locations: Canberra, Brisbane, Sydney, Melbourne, Adelaide, Perth

In-house: All states and neighbouring countries, contact the  for more information. Recommended for groups of 10 or more.

What you will receive:

Affiliated courses: Requrements Practice (5 days), Introduction to Project Management (3 days) & Introduction to Systems Engineering (3 days)

*pending final results


Anyone within Government or industry requiring an understanding of how Defence does business with regard to the capability systems development process, including, but not limited to;

Business managers

Systems engineers

Business development managers

Project technical staff

Contract managers

Hardware and software engineers

Project managers

Reliability engineers

Capability development staff

Supply chain managers


Introduction to the Capability Life Cycle (CLC)

Overview of the CLC | Key attributes | Principles and Behaviours | Leadership | Governance | Phases of the CLC | Overview of Capability Management Artefacts | Overview of Capability Management Practices

Introduction to Systems Acquisition

Introduction to systems | Systems acquisition | Systems engineering | Requirements engineering | Introduction to project management | Introduction to program management | System acquisition models

Conceptual Design

Define business needs and requirements | Define stakeholder needs and requirements | Define system requirements | Identify stakeholders | Mission, goals, objectives | Validation measures | Context diagram | Conceptual Design tutorial

Systems Engineering Management

Technical reviews and audits | Systems test and evaluation | Specifications and standards | Technical risk management | Configuration management | Integration management | Engineering management plan

Developing System Requirements

System requirements framework | Define functional/non-functional requirements | Define performance requirements | Define verification requirements | Assign rationale

CLC Practices

Integrated Logistic Support (ILS) | Supportability Analysis | Logistics Support Analysis | Life Cycle Costing (LCC) | Procurement and Contracting | Smart Buyer | Contract Templates | Risk Management | Assurance

Program Reference Artefacts

Capability Program Narrative (CPN) | Program Strategy | Program Integrating Operational Concept (PIOC)

Program and Project Artefacts

Joint Capability Narrative (JCN) | Joint Capability Needs Statement (JCNS) | Project Execution Strategy (PES) | Business Case | Integrated Project Management Plan (IPMP)

Capability Development Documents

Operational Concept Document (OCD) | Function and Performance Specification (FPS) | Test and Evaluation Master Plan (TEMP)





Associate Professor Mike Ryan holds BE, MEngSc and PhD degrees in electrical engineering from the University of New South Wales. He is a Fellow of Engineers Australia (FIEAust), a Chartered Professional Engineer (CPEng) in electrical and ITEE colleges, a Senior Member of IEEE (SMIEEE), a Fellow of the International Council on Systems Engineering (INCOSE), and a Fellow of the Institute of Management and Leadership (FIML). Since 1981, he has held a number of positions in communications and systems engineering and in management and project management. Since 1998, he has been with the University of New South Wales, at the Australian Defence Force Academy where he is currently the Director of the Capability Systems Centre. His research and teaching interests are in communications and information systems, requirements engineering, systems engineering, project management, and technology management. He is the Editor-in-Chief of an international journal, and is a co-chair of the Requirements Working Group INCOSE. He is the author or co-author of twelve books, three book chapters, and over 200 technical papers and reports.



Dr Shari Soutberg has over 30 years experience in Defence, with a focus on materiel acquisition, sustainment, organisational improvement and reform.  Shari is currently an Industry Fellow at the UNSW Capability System Centre.  Significant activities include development of a framework for delivery of joint force outcomes and training courses on capability development practices applicable to Defence.  Prior to this, Shari was the acting Chief Systems Engineer for CASG and a member of the First Principles Review (FPR) Capability Lifecycle (CLC) team which developed capability management reform initiatives.  As Director Systems Engineering and later Director Materiel Engineering in CASG, Shari led the development and implementation of Defence engineering policy and guidance, including fundamental changes arising from the WHS Act 2011.  Shari provided stewardship of the Defence Engineering and Technical Job Family through establishing learning and development structures. She also supported Defence corporate engineering and technical workforce planning including industrial relations engagement.  Whilst in the Office of the Parliamentary Secretary for Defence Industry, Shari was a significant contributor to the Defence Industry Policy leading to the role of Director Industry Policy. After joining the Department of Defence, Shari worked on maritime platforms and equipment and as a project manager for naval projects.  Shari has a Bachelor of Engineering (Electrical), Masters of Management Economics, and a Doctor of Philosophy which addressed requirements development in Defence capability management.

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