Driving supplier value in UK Defence The Challenge Our customer, a leading UK defence company, is now in the initial design phase for a next-generation nuclear-powered attack submarine programme, as part of a trilateral agreement between the UK, Australia and the US. This will eventually see Australia and the UK operate SSN- AUKUS submarines, which will be based on the UK’s next generation design, incorporating technology from all three nations, including cutting-edge US submarine technologies. The current design and product lifecycle management tooling, which has been in place to design and manufacture the current submarine classes, is no longer fit for purpose for this next generation programme, and work is therefore underway to upgrade this, to allow for example better three-dimensional visualisation and design. This is on the critical path of the overall programme and the key challenge is to accelerate delivery across a complex set of delivery partners, product providers and internal stakeholders.
Our Approach We have provided expertise across our key three services:
Programme and Project Management There are multiple third parties involved in the programme, with significant associated contractual and commercial activity required. The procurement team within our customer was struggling to understand programme requirements and timescales, and in turn the programme was frustrated with the service from the procurement team. We deployed a senior delivery consultant to sit between the two, forming a plan from the programme on required commercial activity and helping the internal procurement team to manage the supplier relationships and activity. This also involved ‘leaning into’ the core programme team to help guide activity and improve programme management ways of working. Programme Management Office (PMO) The governance and control across the programme, particularly on the planning side, was not significantly mature. We deployed an experienced PMO focused consultant to work with the internal PMO team to bring best practice ideas and techniques to improve the control processes. There was a lack of an overall joined up plan across all the workstreams and we helped to bring this together, understanding the methodology, deliverables required and critical dependencies. Change Management and Business Data Readiness The submarine business areas will need to provide the required data to test and deploy the new tooling solutions. The business areas will also need to be trained and ‘made ready’ to accept the new solutions so that the design teams can be operational and efficient, as required by the wider submarine design and build programme. We deployed an experienced change management consultant to work with the business areas and the programme to understand the data and readiness requirements and to plan out and oversee the required activity.
“Thanks to the Project One team for bringing structure and governance drive to the programme and also to making sure that we are getting increased value from our supplier base”.
Programme Director
The Value Add and Outcomes It is still very early days on our deployment on this critical programme, but already our team are receiving great feedback and are driving towards a number of outcomes. The third-party suppliers are now under much better control, with clearer scope and responsibilities, leading to more efficient delivery. The programme plan is now becoming clearer, and the governance and control processes are being enhanced to ensure progress is maintained.
10
11
real change • real difference
Made with FlippingBook - Online magazine maker