One of the most significant pressures on defence programme delivery is that of timescales and iterations: time vs tempo. In this paper, we explore answers to questions around programme viability, how we can adapt our programme models, behaviours and approaches and how to respond to tensions around time vs tempo successfully.
25 November 2021
In complex defence programmes, adopting an agile approach often benefits. Agile is more than a buzzword: it is a philosophy and development framework that needs to be integrated into organisational environments that typically do not – or indeed cannot - work in this manner. If you get this integration wrong or don’t give it sufficient focus, tensions will derail programme delivery.
One of the most prominent pressures on defence programme delivery is that of timescales and iterations: time vs tempo. How can we adapt our programme models, behaviours and approaches to respond to these tensions? How can you iteratively develop an upgraded capability and deliver it to the front line by a required date – to avoid a capability gap – whilst adhering to long-timescale organisational processes and continually demonstrating value-for-money and programme viability?
In this article, Andrew Gray, Senior Principal Consultant, and Leigh Storer, Consultant, BMT, describe how programmes and governments can apply agile frameworks and development environments in the right way to help prioritise work, identify risks and manage options before programme delivery is threatened.
Andrew is an experienced transformational and operational capability change practitioner who can draw upon his practical and theoretical knowledge of the leadership and management of people and activities across the product generation, capability development and business transformational change cycles. From an engineering background in the aerospace sector leading teams in multi-discipline, multi-site and multi-cultural environments, Andrew now works for BMT Defence & Security where he advises clients in all aspects of complex change management. As well as being a Fellow of the APM and a Chartered Project Professional, Andrew is a UK and European Chartered Engineer, and a member of the Royal Aeronautical Society.
Leigh Storer is a Consultant within BMT Defence and Security UK. She has experience in a wide range of projects across the lifecycle as well as contract management. Leigh holds the APM PMQ and enjoys a versatile workload, including client work and involvement in the Research and Development area of BMT.
Chloe Yarrien
Chloe Yarrien discusses how Maritime Autonomous Systems (MAS) are not capable of solving every problem and meeting every need simultaneously, but they can be very useful and effective for certain tasks and applications.
N/A
We have recently attended the IMarEST Engine as a Weapon event where we delivered industry-leading talks on a range of topics, from Autonomous Vessels to Digital Twin in Ship Design.
Leigh Storer
This paper, available as a download, looks at the intricacies of trust within the public sector and presents BMT’s four key enablers to building trust in the public sectors’ transformation initiatives.
Kathryn Walker
Whether we like it or not, the world is facing a growing number of wicked problems – problems where there is no obvious route to resolution, and no agreement on the core challenges. With the incredible advances now seen in AI, to what extent can computer generated input support in ‘solving’ wicked problems?