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, closed-book, 30-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.
Duration: 3 days
Delivery mode: Classroom
Locations: Canberra, Brisbane, Sydney, Melbourne, Adelaide, Perth
In-house: All states and neighbouring countries, contact the Professional Education Course Unit for more information. Recommended for groups of 10 or more.
What you will receive:
- Comprehensive course notes
- UNSW Canberra certificate of completion/attendance*
- Morning tea, lunch and afternoon tea
- Masters credit: UNSW Canberra allows students who have successfully completed a minimum of 12 days of approved professional education short courses to use those courses as credit in eligible postgraduate programs.
*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 development managers
Project technical staff
Hardware and software 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
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
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
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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