The successful introduction of new military equipment capability is a complex integration task thatrnrequires many different and sometimes disparate stakeholder requirements to be met within definedrnfinancial and time constraints. Military Capability in this context is considered to comprise 8 elementsrnentitled Defence Lines of Development: (DLODs) Training, Equipment, Personnel, Information,rnConcepts & Doctrine, Organisation, Infrastructure, and Logistics. A ninth overarching theme isrnInteroperability which must be considered with the DLODs. Systems Engineering tools have beenrnadopted and applied to ensure that Military Capability requirements are understood and assured acrossrnall DLODs.rnThis paper describes the processes used in support of the acceptance of Military Capability asrnrepresented by a “typical” weapon system or store for integration with a fast jet aircraft. It is based onrnwork performed under various contracts for the UK MOD within the domain of Integrated TestrnEvaluation and Acceptance (ITEA) planning and support. Those contracts have considered a previousrndefinition of Military Capability that considered 6 Lines of Development (LoDs). “ITEA support “ hasrncomprised deliverables such as plans and other documents and support services such as the provision ofrnITEA databases as described below:rn1. An ITEA Plan defines and promulgates the acceptance strategy, together with thernmanagement processes and sufficiently detailed evidence plans to meet the key acceptancernmilestones leading up to, for example, In-Service Date (ISD).rn2. Goal Structuring Notation (GSN), a technique commonly used to present complex argumentsrngraphically, such as the production of Safety Cases, has been adopted to produce a graphicalrnrepresentation of the Military Capability (MC) Case. It is developed from knowledge of Userrnand System requirements in order to identify the goals that need to be satisfied across all LoDsrnto achieve the defined MC. A mature capability case enables any gaps in requirements to bernidentified and forms the basis for capturing agreed acceptance evidence, linked to each goal,rnin a suitable database [e.g. the Dynamic Object Oriented Requirements System (DOORSR)].rn3. The Capability Case informs the production of Gantt plans for each LoD that show thernprocesses for gathering evidence and achieving progressive assurance throughout the projectrnlife cycle. The application of a simple “traffic lights” system allows information to bernpresented to stakeholders in a form that shows the level of risk inherent in the programme forrneach LoD, through structured meetings such as the Capability Working Group (Acceptance).rnThe approach described above provides early, reliable information about progress and risks inrnachieving acceptance goals and milestones. It also clearly defines responsibility for goals across allrnDLOD within the programme, ensuring nothing important is overlooked. This enables the IPT, andrncustomers for MC, to focus on those issues that require intervention and make informed decisionsrnthrough-life, and thus to manage the project to a satisfactory conclusion.
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