CLC Artefacts: Project-level Artefacts | Overview *online course*
This course provides attendees from within the Australian Defence Organisation, other government agencies and defence industry with an opportunity to develop an understanding of the principal project artefacts associated with the Australian Defence Capability Life Cycle (CLC): The Joint Capability Need Statement (JCNS), the Operational Concept Document (OCD), and the Function and Performance Specification (FPS) and the Project Execution Strategy (PES). A guided walkthrough of the OCD Development Guide is provided and selected important activities are discussed in detail. A number of exercises are introduced to provide attendees practice in developing aspects of the JCNS, OCD, FPS and PES.
Prior attendance at the CLC Management Course is recommended.
Duration: The course will be structured into two modules which can be undertaken across two consecutive days 9.30am to 12:30pm each day.
Delivery mode: Online
What you will receive:
- Comprehensive electronic course notes
- UNSW Canberra certificate of attendance
Affiliated courses: CLC Management (3 days), CLC Program Artefacts (2 days), Requirements Practice (5 days), Introduction to Project Management (3 days), and Introduction to Systems Engineering (3 days)
WHO SHOULD ATTEND:
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, business development managers, contract managers, project managers, capability development staff, systems engineers, and project technical staff.
Brief Revision of Capability Life Cycle (CLC)
Overview of the CLC | Philosophy of CLC | Key attributes | Phases of the CLC | CLC Process and Supporting Frameworks| CLC Artefacts | Hierarchy of Defence Guidance | Introduction to the hierarchy of CLC Management artefacts: CPN, PS, PIOC, JCN, JCNS, PES, Support Concept, IPMP, ILSP
What is a System | Hierarchy of Systems of Interest to System elements | SoS, FoS, PoS and their relationship to CLC Programs | Programs as a reference for Projects
Intent of Mission Engineering | Process of Mission Engineering | Define mission, goals and objectives | Define measures of effectiveness | Consider design constraints | Consider external interfaces | Produce context diagram | Define system boundary | Identify system-level trade studies
Pre-Gate 0: JCNS (Capability Definition)
Relationship to higher level guidance CPN, PIOC, JCN | Scope boundaries | How proposal will develop, deliver and sustain capabilities | Define IOC and FOC | Work through an example of a JCNS
Pre-Gate 0: PES (Project Strategy)
PES Content | PES Considerations | Approval Strategy | Asset Management Strategy | Commercial Strategy | Governance and Management Strategy | Work through an example of a PES
A Guided Walkthrough the OCD Development Guide
A guided walkthrough the major sections of the OCD pausing to highlight the important sections as well to discuss appropriate content for each.
Identify Stakeholders | Identify CS Boundaries (Context Diagram, Consider External Interfaces) | Identify Mission Objectives (Identify Mission and Operational Needs, Secondary Missions) | Identify Policies and Doctrine | Glossary and Referenced Documents | Define Capability System Needs (Identify all End-user Classes, Select Operational Scenarios) | Define Capability System Constraints (Enterprise, Project, External and Design) | A Cautionary Note WRT Constraints | Describe Existing System Capability | Define Materiel System Requirements
Integrated Project Management Plan (IPMP)
IPMP Content | IPMP Considerations | Key aspects
Business Case / Proposal Development
Developing Gate Proposal based on five case model
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 systems engineering, electrical and ITEE colleges, a Senior Member of IEEE (SMIEEE), a Fellow of the International Council on Systems Engineering (FINCOSE), and a Fellow of the Institute of Managers and Leaders (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 School of Engineering and Information Technology, 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 Co-Chair of the Requirements Working Group INCOSE. He is the author or co-author of twelve books, three book chapters, and over 250 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.