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MOD GMPP data (CSV)
Updated 23 April 2013
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| Project name | WATCHKEEPER | Astute Boats 1-7 | Military Afloat Reach and Sustainability (MARS) | Nuclear Warhead Capability Sustainment Programme | QEC Aircraft Carriers | Successor SSBN | Type 26 Global Combat Ship (T26 GCS) (P900005700) | Type 45 Destroyers | CIPHER | CROWSNEST | End Crypto Units (ECU) | Falcon - 02 (Increments A & C amalgamated at 1/4/11) | MARSHALL | Merlin Capability Sustainment Programme (MCSP) | Chinook (incl. project Julius) | Puma Helicopter Life Extension Programme | Spearfish Upgrade (SFU) | Specialist Vehicles - Recce Block 1 | Complex Weapons | Warrior Capability Sustainment Programme | A400M | Joint Combat Aircraft | Core Production Capability | Wildcat | Beyond Visual Range Air-to-Air Missile (Meteor) | Airseeker | Typhoon | Defence Information Infrastructure | Defence Infrastructure Transformation Programme | Future Reserves 2020 | BORONA | Defence Core Network Services | Logistics Commodities Services Transformation | Corporate Services Transformation Programme | New Employment Model | Submarine Enterprise Performance Programme |
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| Department | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD | MOD |
| MPA RAG rating (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the MPA Annual Report) | Red | Amber | Green | Not set | Red | Not set | Not set | Green | Not set | Not set | Not set | Green | Not set | Green | Amber | Amber | Not set | Green | Amber | Green | Amber | Amber/Green | Green | Amber | Green | Amber/Green | Amber/Green | Amber/Red | Amber | Amber | Amber | Red | Amber | Amber/Green | Amber | Amber |
| Description / aims | Watchkeeper will provide the operational commander with a 24 hour, all weather, intelligence, surveillance, target acquisition and reconnaissance capability supplying accurate, timely and high quality imagery to support decision making. The system consists of unmanned air vehicles, sensors, data links and ground control stations. Watchkeeper is planned to be delivered through an incremental programme to allow the system to benefit from both existing and emerging future sensors and air vehicle technology. | The military requirement is for 7 Astute Class Submersible Ship Nuclear to replace the existing Swiftsure and Trafalgar Classes of nuclear powered attack submarine. Astute Class submarines are required to perform a range of military tasks; these unique requirements are combined within the Astute design to provide global reach, endurance, covertness, sustained high speed and the ability to conduct unsupported operations in hostile environments. | The MARS programme will provide afloat logistic support to UK and allied maritime Task Groups (TG) at sea and their amphibious components operating ashore. New vessels will incrementally replace much of the existing Royal Fleet Auxiliary flotilla. The capability is designed to support maritime units undertaking discrete Military Tasks and Standing Commitments and both Carrier Strike and Littoral Manoeuvre TG capabilities. MARS comprises four elements: bulk consumables, non-bulk consumables, solid stores, forward aviation support (the provision of helicopter basing and operating facilities to accommodate some Task Group rotary wing platforms, or to provide operational flexibility during a campaign.) The initial focus is on the replacement of Single Hull Tankers required in order to comply with International Maritime environmental standards. The MARS programme will continue to be reported on as a single programme until the final performance cost and time envelope for Tankers has been agreed with the MOD Approving Authority, which is anticipated Dec 2012. | The Nuclear Weapons Capability Sustainment Programme is a programme at the Atomic Weapons Establishment to maintain and where necessary to develop science and technology capability to develop infrastructure facilities, and staff capabilities to ensure that the UK has the ability to underpin any decision on a future UK nuclear warhead. | The programme will deliver two Queen Elizabeth Class Aircraft carriers, configured to operate Short Take-off and Vertical Landing (STOVL) aircraft. The carriers will form an integral part of the UK's Carrier Strike capability. | To ensure that the UK continues to maintain Continuous at Sea Deterrence (CASD) by replacing the current class of SSBN Vanguard submarines with a new class of SSBN of between three to four boats. The programme is in the Assessment Phase, with a Main Gate approval due in 2016. This report relates specifically to delivery of the SSBN platform and the propulsion plant. | There is a need to replace the 13 Type 23 surface combatant capability before the safe operating standard for legacy ships is withdrawn and the platforms become obsolete. Following the Strategic Defence and Security Review it was confirmed that this enduring requirement will be delivered by the Type 26 Global Combat Ship (T26 GCS). T26 GCS is planned to be a globally deployable and sustainable warship that will form the backbone of the Royal Navy’s future fleet. It will be a task group enabled Anti Submarine Warfare warship, with an acoustically quiet hull and will combine the capabilities necessary to protect maritime task groups, the strategic deterrent and land forces, with the flexibility to conduct a wide range of other tasks. The current planning assumption is for a class of up to 13 ships delivered in two variants; anti submarine warfare and general purpose vessels. | The Type 45 is a new class of six Anti-Air Warfare Destroyers, to replace the capability provided by the Royal Navy’s existing Type 42s. The warship is being procured nationally. The Type 45 will carry the Principal Anti-Air Missile System (Now termed "Sea Viper") which is capable of protecting the vessels and ships in their company against aircraft and missiles, satisfying the Fleet’s need for area air defence capability into the 2030s. The Principal Anti-Air Missile System is being procured collaboratively with France and Italy. The T45 Team within Ship Support (Alliance) is responsible for providing the Principal Anti-Air Missile System to the warship Prime Contractor, via the MAWS Project Team within the Weapons Operating Centre. | CIPHER is a capability delivery programme providing a security management infrastructure for all grades of security devices and components to meet the needs of UK MOD and enables wider government to exploit it. It provides all high grade cryptographic devices to meet the communications confidentiality, availability, interoperability and data integrity needs for Defence Business and Operations. | The CROWSNEST project will succeed the capability currently provided by the Sea King Mk7 Airborne Surveillance and Control (SKASaC) aircraft. The primary purpose of this capability is to provide Force Protection for Maritime Task Groups and their forward deployed Task Elements, including wide area surveillance overland and in the Littoral (SKASaC is currently deployed on Op HERRICK). The CROWSNEST Airborne Surveillance and Control capability will now be delivered as role-fit mission system equipment for installation into the Merlin Mk2 aircraft. | ECU is a minimised set of the most urgently required cryptographic equipment necessary to ensure that MOD’s Safety and Security requirements are satisfied and that highly protectively marked information continues to be protected to levels that meet Government policy. The project is an incremental programme to introduce a smaller family of new technology crypto devices to replace those which will be unsupportable over the coming years. Capability gaps to be filled by a mixture of industry specified Commercial Off The Shelf (COTS) products and MOD developed items for smaller volume requirements. | Falcon provides a tactical formation level secure communications system for the UK and will provide this for the Allied Rapid Reaction Corps (ARRC). Falcon will enable High Readiness Force (Land) (HRF(L)) units to be deployed rapidly to areas of crisis, allowing the UK to remain a pivotal member of the ARRC. It has delivered a major upgrade to the RAF's ability to handle complex network-enabled operations on deployed operating bases. | Marshall will deliver a cost-effective long term solution for the delivery and support of Terminal (i.e. in the region of Aerodromes) Air Traffic Management equipment and number of associated services at MOD airfields in the UK, Permanent Overseas Bases and for Operations. | The Merlin Capability Sustainment Programme will update 30 Merlin Mk1 aircraft to overcome existing and forecast obsolescence within the Weapon System Avionics to ensure sustainment of the required capability until the planned out of service date. It updates and replaces the majority of the aircraft electronic systems and updates the associated training system. | The Chinook is the primary heavy-lift support helicopter within Defence. The Chinook is a key component of Future Force 2020; it supports the rapid deployment, in-theatre movement; insertion, re-supply and extraction of Joint Forces along with their equipment. The UK currently operates a fleet of 46 aircraft - 38 Mk2/2A and 8 Mk3. The Chinook Programme, in the context of GMPP population, includes the following: a project to upgrade the fleet with a digital cockpit (Project JULIUS); and a project to purchase 14 additional aircraft (Project New Buy). | Puma HC1 provided one third of the Department's medium Support Helicopter fleet. The Out of Service Date (OSD) for the Puma HC1 Helicopter fleet was December 2012, driven by obsolescence of components, safety issues and changed legislative requirements. The Life Extension Programme, which will produce the Puma HC2 with an Out of Service date of 2025, will address these hazards by the installation of a glass cockpit, modern avionics, including a digital automatic flight control system, and new engines. These upgrades will address obsolescence and safety issues and deliver a step change in performance, particularly in hot and high environments and brownout conditions. | Spearfish is the sole heavyweight torpedo in the UK arsenal. The Spearfish Upgrade project is required to deliver a mid-life update to sustain a credible and safe weapon for future submarine operations. The scope of the project includes digitisation of the weapon, the provision of a new insensitive munition warhead to replace the current ageing warhead, changes to the fuel system and the introduction of a new communications link. | Recce Block 1 is the first increment of the Scout Specialist Vehicles (Scout SV) Programme. Scout SV will provide the backbone of the medium weight element of the Army's Balanced Force and will replace ageing vehicles such as Combat Vehicle Reconnaissance (Tracked) as well as introducing new vehicle capabilities. Recce Block 1 is comprised of the Scout, Recce Armoured Personnel Carrier (APC), Recce Repair and Recce Recovery variants. These new vehicles will replace Scimitar, Spartan and Samson respectively which are now over 40 years old. | The Complex Weapons (CW) portfolio/pipeline meets the UK’s requirements through an innovative approach that enables delivery of 'world-class' CW capability within a significantly reduced (c£1Bn over 10 years) resource envelope. The key principle of the CW portfolio/pipeline approach is maximising system level commonality and sub-system/technology level modularity and re-use. This approach is enabled by a consistent pipeline of funding which provides stability to the UK's CW sector in return for greater flexibility to the MoD and sustainment of the industrial skills and capabilities required to safeguard Operational Advantage and Freedom of Action. | Warrior Capability Sustainment Programme (WCSP) delivers capability enhancements in fightability, survivability, growth potential and safe operation to ensure the Army remains able to meet Defence Final Outputs by means of: a) An improved turret with stabilised 40mm cannon which: allows firing on the move, is more effective against dismounts and armoured targets, improves fightability and enhances survivability; b) An enhanced electronic architecture to allow integration of turret systems, improve power generation and distribution; c) A common armour mounting system to enable current and future protection schemes to be easily mounted and tailored to the contemporary threat, enhancing survivability and a reduced logistic burden; and d) An Armoured Battlefield support vehicle (ABSV) - Support vehicles with survivability and mobility matched to the remainder of the WCSP fleet addressing obsolescence of Bulldogs and the limitations of UOR Platforms. | A400M is a brand new military transport aircraft that will provide both tactical (within theatres of operation) and strategic (long distance, into theatres of operation) airlift capability. This is a complex programme comprising 7 European nations. | The Joint Combat Aircraft (JCA) is the requirement for a multi-role aircraft to be operated jointly by the Royal Air Force and the Royal Navy from both land bases and the new Queen Elizabeth Class aircraft carriers. The Lightning II F-35 Joint Strike Fighter (JSF) has been selected as the aircraft to meet the JCA requirement, and provides the UK with a fifth generation air system. Lightning II will provide the UK with an expeditionary multi-role fighter with the ability to enter and operate within contested airspace. Using secure links it will operate as a Combat Intelligence, Surveillance, Target Acquisition & Reconnaissance platform providing intelligence to troops on the ground, and when required will be able to employ a range of sophisticated weaponry, even through adverse weather. | To maintain a naval reactor Core Production Capability (CPC) to support the UK’s nuclear submarine flotilla. All Royal Navy submarine propulsion nuclear reactor cores have been manufactured at the Rolls-Royce (RR) Raynesway site. To conduct nuclear operations on the Raynesway Site, Rolls-Royce Marine Power Operations Limited is ‘Licensed’ by the Office of Nuclear Regulation as required by the Nuclear Installations Act. The technological and manufacturing capability to produce submarine reactor cores has traditionally been sustained through successive contracts for their production. With the introduction of long life cores and the reduction in the submarine flotilla size the numerical requirement for cores has reduced. This project sustains the production capability and optimises the production of future long life cores. | Wildcat has been developed to meet the requirements for a dedicated small helicopter for deployment in both the land and maritime environments. This project will succeed the current Lynx helicopter fleet and the principal roles it undertakes, such as support to Land operations and in the role of ships' flights deployed on operations and other worldwide tasks. The timelines of the programme are aligned to the Out of Service Date of the current aircraft. | Meteor is a 6-Nation Beyond Visual Range Air to Air Missile programme which the UK leads. The UK, along with the other Eurofighter development partners will integrate Meteor onto its Tranche 2 and 3 Typhoon aircraft as a replacement for the Advanced Medium Range Air-to-Air Missile (AMRAAM) C5 missile in the later part of the decade. Assessments are also being undertaken on the feasibility of integrating Meteor onto the UK's F-35 aircraft. | Airseeker will sustain the UK’s airborne electronic surveillance capability previously provided by the Nimrod R1 aircraft against an evolving and increasingly complex target set up to 2025. It will provide a rapidly deployable capability to support operations where it will be able to collect, analyse, fuse and disseminate a coherent and readily interpretable electronic surveillance picture in support of national, joint and coalition operations. This information will support targeting and combat identification. The period between the retirement of the Nimrod R1 and introduction of Airseeker is being covered through the UK/US Co-manning Memorandum of Understanding (MoU). | Typhoon is an agile multi-role combat aircraft for the RAF. It is being developed, produced and supported collaboratively with Germany, Italy and Spain. The RAF will receive 160 aircraft in three tranches and will form the cornerstone of the UKs air defence capabilities in the future along with Lightning II. The Typhoon Future Capability Programme provides enhancements to the Typhoon aircraft, both in the air-to-air and air-to-surface roles, sustaining the fleet’s multi-role capabilities. The first phase of the Future Capability Programme will integrate Paveway IV and the Lightning III Laser Designator Pod onto Tranche 2 aircraft. | Description: DII is the largest Defence IT programme of its type in the world, with an ultimate global footprint in the Fixed (UK mainland and overseas permanent sites), Mobile ('on the road' and homeworking), and Deployed and Maritime (supporting Operations, Exercises and routine working) environments. DII operates across all security domains. Aims: DII's approved aim is to deliver to Defence a secure and coherent information infrastructure at best value for money and to approved cost; this capability was approved partly on the basis that it will replace the MOD's costly and outdated legacy systems and deliver significant operational and efficiency benefits. | Defence Infrastructure Organisation (DIO) has been created to establish a single delivery organisation responsible for the majority of infrastructure projects, estates and property management, including hard and soft facilities management and utilities management. The DIO construct enables the MOD to brigade the majority of Departmental infrastructure funding under a single top level budget. A key aim of the programme is for MOD to be able to better manage assets and delivery on a prioritised basis through the formation of the Strategic Asset Management and Programming Team (SAPT) within DIO; this in turn will deliver critical business efficiencies of approximately 50% reduction in DIO staff numbers, equivalent staff cost savings and contract cost savings of £90m from financial year 2013/14 onwards. | Future Reserves 2020 is a 10-year programme to revitalise the Reserve Forces, enabling Reserves to have a greater role and be integrated alongside the Regular component of the Armed Forces. This requires an increase in size and change in the nature of the Reserve role. The trained strength of the Reserves of all three Services will grow by 50% or more by 2018 to 30,000 in the Territorial component of the Army Reserve, 3,100 in the Royal Navy and Royal Marine Reserves and 1,800 in the Royal Auxiliary Air Force. In addition, there will be improved equipment and training, revised terms and conditions of service and a change in the nature of our relationship with employers. | To examine and implement the most effective way of closing Rhine Garrison and Munster Station in Germany by: relocating HQ Allied Rapid Reaction Corps, 16 Signal Regiment & 1 Armoured Division Signal Regiment, plus 102 Logistic Brigade. The exact requirements for the latter are being worked through in light of the Army's Basing Announcement on 5 Mar 13. BORONA is also responsible for streamlining the management of infrastructure and support services in support of UK Defence personnel based in Germany and the European mainland and for releasing estate vacated in Germany as a result of Strategic Defence Spending Review preliminary moves (e.g. Celle). | DCNS is the programme responsible for replacing Defence’s major information and communications systems, including computers, telephones, and video-conferencing, and the networks that they use, both in the UK and deployed overseas, either permanently or on specific operations. The scope of the DCNS approach is initially focussed on replacing what is currently provided by Defence Electronic Commerce Service (DECS), Defence Fixed Telecommunications Service, Defence Information Infrastructure (DII), Defence High Frequency Communication Services and SkyNet contracts. However, it is intended to expand the approach incrementally to cover all Information Services and Systems (ISS) projects and programmes. Under DCNS, ISS is developing a new acquisition programme approach that is based upon the following key principles: (a) The adoption of a Services Portfolio approach; (b) A Target Supply Chain Model; (c) The creation of a Target Operating Model; (d) Construction of an ISS Delivery Programme | LCS(T) aims to deliver a future operating model which ensures that procurement processes, inventory management, storage and distribution of non explosive materiel adopts two core fundamentals as mandated by the Defence Board: Certainty of Military Supply and Cost Minimisation, thus delivering value for money. | To improve the efficiency and effectiveness of corporate service delivery in the MOD, through the creation of a Defence Business Services (DBS) organisation and strengthening the role of relevant process owners, in line with best practice. This has included the appointment of a contractor to manage DBS. The programme arose out of the report on "Civilians in Defence' commissioned by the Secretary of State in January 2010 and submitted by Mr Gerry Grimstone in July 2010. The corporate services currently in scope include civilian HR, finance, information services, vetting, audit, commercial and potentially military HR | NEM will design and deliver by FY 20/21 a New Employment Model for Regular and Reserve Service Personnel that supports Operational Capability through a competitive offer which is attractive, affordable and enables agility encompassing all Regular and non-Regular Service personnel. Civil Service and contractor staff are out of scope. The Programme is seeking improvement in: 1.Terms of Service (TOS): Including creating a generic TOS framework, part time working for Regular service personnel and manpower control measures. 2.Value and Reward: including the delivery of a pay solution which supports career streaming, a new approach to Specialist Pay, reform of Additional Commitment Incentives (ACI) and simplification of the allowances construct. 3.Future Accommodation: including a strategy for Armed Forces accommodation which supports lifestyle choice and modern families, includes a Home Purchase Incentive and sustainable increases in accommodation charges. 4.Training Education and Resettlement: including the delivery of a single Inflow/Outflow contract, the delivery of more training on a distributed basis and piloting of elements of training. | SEPP is a business transformation programme in which the three monopoly tier 1 suppliers within the Submarine Enterprise (BAE Systems, Babcock and Rolls-Royce) work together collaboratively with the MOD. The programme aims to deliver £900M of benefits by FY20/21 as endorsed in the 2010 Strategic Defence and Security Review. SEPP covers the entire Submarine Enterprise, including the design, build and in-service support of submarines; it does not cover the Strategic Weapons programme, including the Atomic Weapons Establishment (AWE), which is being reviewed under a separate programme within the Submarine Operating Centre. |
| Departmental narrative, actions on Delivery Confidence Assessment | Following a thorough review and re-baselining of the Watchkeeper schedule at the end of 2012, and continuation of the joint working groups between the Project Team, Thales and the Military Aviation Authority (MAA), significant progress has been made towards provision of evidence to satisfy the initial Release To Service (RTS). The equipment deliveries remain on track and over 400 hours of operational flight trials have taken place. | Since October 10, the Astute programme has held schedule and remained within approvals. A number of initiatives have been identified from lessons learned on the production of the first 2 hulls and are being implemented but this will take time to achieve the required level of confidence to demonstrate stability in the 7 boat programme | The contract for four MARS Tankers was placed with Daewoo Shipbuilding and Marine Engineering (DSME) on 9th March 2012 and is progressing in accordance with the project plan and within budget. | Not set | Assembly of HMS Queen Elizabeth at Rosyth is progressing well with over 38,000 tonnes of ship in the dock at Rosyth. The ship will be largely structurally complete by the end of this year and she will be “floated-out” next year. Construction of HMS Prince of Wales is also well underway, with all the lower block units in build and centre blocks 03 and 04. The RAG assessment is largely owing to ongoing re-baselining encompassing a wide range of factors (e.g. build strategy, implications of STOVL reversion decision) that need to be considered. Once this work has completed, the Department will seek re-approval of the programme in 2013. | There is ongoing work to mature the cost and schedule information that will support the Main Gate Business Case. | Main Gate 1 (May 12), endorsed by the MOD Investment Approvals Committee, identified a baseline design from which more detailed design work is to be matured along with cost and schedule certainty during the remainder of the Assessment Phase (AP) and for the Support Solution to enter its AP. This work will underpin the programme’s Main Gate 2, which is expected towards the middle of this decade, and therefore allowing the production phase to begin within the same timescales. | The Type 45 programme's cost reductions and schedule adherence have been externally audited and validated via the annual NAO MPR process. Indeed, the most recent MPR covering the year up to end March 2012, which was published on 10 January 2013, acknowledged that the Type 45 build programme had released risk contingency now that In-service date had been achieved. The report further commented that the holding of such contingency funds against risks during the build programme was a prudent approach. | Not set | The CROWSNEST project is in the process of seeking departmental approval to enter its Assessment Phase leading to the Main Gate investment decision later in the decade, at which point the project delivery parameters will be confirmed | Not set | The project had experienced various delays relating to technical issues with the cryptographic technology, which protects the security of the information being transmitted. These issues caused a 15 months delay overall to the project. The forecast in-service date for all the variants of the equipment was December 2012. However, the project went into service in October 2012 ahead of the revised date. As a result the RAG status is now GREEN. | In January 2012 a new single project team was created to manage Marshall and a new B1 (G6) level Project Manager / Team Leader appointed. The team addressed issues with the Invitation to Participate in Dialogue (ITPD) documentation that had failed a review in 2011, rebaselined the programme via an MOD Review Note and issued the ITPD in October 2012. | Programme remains within its approval boundaries for cost and time envelope. | New Buy: The Department has continued to work at developing a delivery strategy with the contractor; after Approval there was no negative impact on the schedule. Julius: The programme is on-track to its revised schedule. | A usable operational temperate climate capability (Day & Night) in permissive environments will be delivered by Dec 13. | No Departmental Actions currently required. | No Departmental Actions currently required. | A routine MPA Project Assessment Review (PAR) was carried out in Nov 12. This assessment confirmed that strategically the programme was on track to deliver the required outputs and outcomes, however noted that challenges associated with the programme's complex governance arrangements and manpower resourcing in critical areas required immediate attention. To address these issues the SRO has implemented new governance arrangements for capability planning and delivery. These new arrangements serve to provide greater levels of visibility and assurance to Front Line Command customers and wider stakeholders. This will evolve and be further embedded throughout 2013/14. Additional actions to address the additional recommendations of the PAR team are in place and being delivered. | The Project has successfully achieved its first Anchor Milestone FV510/511 System Design Review and is on track to achieve its next Anchor Milestone FV510/511 Preliminary Design Review. Risks to the project are being managed to ensure it stays on track to deliver to time, cost and performance. | Work is on-going to develop and deliver an affordable in service support solution, and detailed discussions about the proposal are continuing. | The Joint Strike Fighter programme is a complex programme over 9 nations, including the US. The programme team recognises the scale of work required during the next phase and remains on track to deliver on time and within its approved envelope. The team continues to monitor fiscal developments in its partner states and mitigate any impact to UK delivery. The present Amber/Green score is an accurate reflection of the current status of this complex programme, which is still within the Development Test phase. | No Departmental Actions currently required. | The core aircraft programme is assessed as Green however, the interdependency with the Future Anti Surface Guided Weapon (FASGW) programme to deliver the full Attack capability required of the Naval variant is under review and has been decoupled from Wildcat delivery to prevent delays to IOC. The project overall remains Amber due to the linkage between Wildcat Helicopter Maritime Attack (HMA) and FASGW at Full Operating Capability (FOC). Work has been initiated to identify the potential to advance the FASGW (Light) capability and integration to go some way to addressing the shortfall. | No Departmental Actions currently required. | Airseeker will undertake an independent assurance review in June 2013. | At the time of this report the project was Green as self assessed by the Department which was taking action to further reinforce its recent improvements in cost control by re-baselining the first phase of aircraft software upgrades. This action would continue to make the overall Departmental self assessment of the project Green in subsequent reports. | DII is taking the following action to bring the remaining delivery challenges into line under a robust risk-adjusted plan. Above SECRET: Fixed rollout and the Deployed element has completed user acceptance trialling. Some residual performance issues are being addressed. Dependencies exist with other critical programmes of work to deliver the required capability and to enable the retirement of legacy systems. Deployed Maritime: Progressing well but subject to challenges to meet the Fleet's requirements at sea. Deployed Land: Work continues to address the impact of evolving requirements. Gateways: Testing continues on the initial International Gateway solution to enable information exchange with close allies and the retirement of the legacy gateway in 2013. Collaborative Software: A revised schedule for EDRMS (corporate records management) rollout has been agreed for completion in spring 2014. Web Browser: A pilot completed successfully in October 2012. Work is being completed to ensure MOD-wide applications' compatibility. Enterprise-wide rollout is anticipated to begin in April 2013. | DIO has achieved Defence Board and Investment Approvals Committee approval to move to an Assessment Phase to develop and assess Strategic Business Partner options. A shortlist of Strategic Business Model (SBM) bidders has been identified with negotiations ongoing. DITP achieved IOC for Enhanced Operating Model (EOM) ‘go-live’ in April 13. A Technology provider has been appointed and Implementation Support is in place with productive on going engagement with Trade Unions (TU) with EOM post mapping completed. The challenges remain: to delivering full operating capability of the EOM by April 2014; ensuring recruitment delivers suitably skilled staff to resource the EOM;and the successful conclusion of TU consultation.; in parallel Managing the procurement of a Strategic Business Partner whilst maintaining service delivery and; achieving Defence Board and Cabinet Office endorsement of Strategic Business Partner preferred option will run in parallel. | Timescales are challenging, but the recent public consultation exercise has resulted in the early development of firm policy proposals which provide a blueprint of where the programme is seeking to go. The 2018 numerical targets are challenging, but felt to be achievable. Team capacity is being augmented in the short-term and longer-term requirements are being assessed as we progress towards the White Paper publication and beyond. | The move of the two Signal Regiments from Germany to Stafford is planned for Summer 2015. Prior to the move, Beacon Barracks at Stafford will undergo a major construction and refurbishment programme. This programme is currently undergoing departmental scrutiny and approvals and due to the construction contract’s competitive dialogue procedure a two stage approvals process is required. The amber rating reflects the number of activities which are on the critical path for approvals (contract award and the construction schedule) before the site is ready to receive the two Signal Regiments in 2015. | Significant and ongoing engagement took place between the Programme, MOD officials and their Cabinet Office counterparts to clearly articulate the case for extension of DII contracts and the implications of not doing so. Separately, Cabinet Office engaged with Hewlett-Packard (the main supplier within the DII contract) at global level. MOD supported this engagement by driving down the cost of the proposed extension. This culminated in spend approval being given by Cabinet Office Ministers on 30 April 13 which resolved the issues driving the MPA's poor September 2012 Delivery Confidence Assessment. Following the original MPA PAR assessment of AMBER/RED in July 12 an Action Plan was initiated to address the recommendations of that PAR. To date the vast majority of the proposed actions have been completed satisfactorily. A small number of residual actions were predicated on the appointment of an Industry Strategic Partner to the programme. This appointment was made in March 13 and it is anticipated that the residual actions will be addressed as a matter of urgency by the Strategic Partner in conjunction with the DCNS Programme. | The Project Team continue to develop documentation for Industry engagement, and to satisfy MOD and HMT scrutiny requirements. Active engagement with HMT has resulted in recent approval to proceed to the Pre-Qualification Questionnaire (PQQ) stage. Availability of funding for failing infrastructure and potential new build is being addressed through the project’s assessment phase. | The programme is hitting its milestones, its commercial partnership arrangement is effective, it is within budget and will deliver substantial cash savings. The GREEN/AMBER rating reflects challenges surrounding resourcing of the programme, governance arrangements and benefits management. A strategy is being developed for the future provision of corporate services which will include proposals for an improved programme governance structure. Actions are in hand to address the need for additional resources in the programme team and to improve programme management processes, particularly benefits management. | Stage II is taking forward a number of components, including pay, accommodation, training, and career structures. Defence Board decisions are required on pay reform and Home Purchase Incentive (HPI)/accommodation options. On pay, the Defence Board must judge the balance of cost, risk and benefits which support the development of pay options. On HPI and accommodation grading/charging proposals, a decision on the approach to implementation is required. Other NEM components will be subject to routine departmental scrutiny. Since Q2 2012, NEM have had successful engagement with the Armed Forces Pay Review Body; who are key stakeholders that need to be convinced of the overall attractiveness of the NEM offer. | The delivery confidence is unlikely to improve until benefits have been banked. The main focus, therefore, has been on benefit realisation and identifying where benefits will be realised. The achievement of identifying 50% of benefits at 50% confidence has helped to improve stakeholder confidence in the programme. The delivery of the Foundation Contracts will embed the commitment to the benefits. The Rolls-Royce Foundation Contract was signed in February 2013. The recent introduction of a non-financial benefit realisation process through the re-issue of the Benefits Realisation Plan is also helping to increase confidence in the programme’s ability to deliver enduring benefits. |
| Project - start date | 01/03/1998 | 17/03/1997 | 25/07/2005 | 01/04/2008 | 01/12/1998 | 14/04/2011 | 21/07/2008 | 15/08/2000 | 10/07/2007 | 31/03/2013 | 31/08/2007 | 01/01/1998 | 01/04/2006 | 01/06/2003 | 01/04/2008 | 30/09/2009 | 30/04/2010 | 16/12/2009 | 11/06/2008 | 31/10/2011 | 17/05/2000 | 01/10/2001 | 01/04/2012 | 01/12/2001 | 20/10/1995 | 18/03/2010 | 01/06/2003 | 01/09/2001 | 11/01/2011 | 01/09/2011 | 01/08/2006 | 01/12/2009 | 01/08/2011 | 01/07/2010 | 03/05/2011 | 01/05/2010 |
| Project - end date | 31/12/2040 | 31/03/2024 | 30/06/2019 | 30/04/2025 | 01/12/2018 | Not set | Not set | 31/07/2014 | 31/07/2031 | 30/09/2022 | 31/08/2040 | 31/03/2035 | 31/03/2035 | 01/10/2016 | 31/03/2017 | 31/10/2014 | 31/12/2022 | Not set | Not set | 01/03/2022 | 31/12/2046 | 31/03/2050 | 19/03/2023 | 31/03/2046 | 01/12/2019 | 01/04/2018 | 10/04/2018 | 31/03/2015 | 01/03/2015 | 01/03/2018 | 01/03/2019 | 01/03/2020 | 01/02/2018 | 01/12/2016 | 01/10/2021 | 01/03/2014 |
| Departmental narrative on schedule, including any deviation from planned schedule | The Watchkeeper programme is particularly challenging as the first Unmanned Air Systems (UAS) of its size to be operated in the UK under a reinvigorated regulatory process. Watchkeeper did not achieve its in-service date of April 12 as the system was unable to declare a Release to Service (RTS). The delay to the introduction of Watchkeeper into theatre is being mitigated by the continuation of the Hermes 450 service to ensure there is no capability impact on the current operation. The Department continues to work closely with the Prime Contractor and other key stakeholders to generate and implement a recovery plan. | The programme is on track measured against the approved schedule of 2010. | The project is on schedule. | Not set | Project is currently being re-baselined and as a result we will be updating our previously agreed dates once this work has concluded. We expect Sea Trials for the first ship to begin in 2017, followed by Flying Trials with the Lightning II aircraft in 2018 and achievement of Initial Operating Capability in 2020. Dates will be confirmed as part of project re-approval in 2013. | Project is on schedule to Main Gate. | Not set | As at April 2013, all 6 Ships have been Accepted Off Contract and 5 of these having been declared In-Service, the programme continues to deliver successfully against its key milestones. Remaining milestones for the final 2 ships remain on target. | The main activity/priority for the project at present is the completion of the overall system design. This is a complex and unusually challenging activity which is taking longer to complete than was originally anticipated. Given the nature of the capability, it is essential that the design is sufficiently mature before proceeding further. | CROWSNEST is awaiting approval to enter the planned competitive Assessment Phase, there is currently no expected deviation from the planned schedule | After a difficult start, this technically and programmatically challenging project is progressing well and delivering against the revised schedule. Some elements have already been delivered and the first new crypto units are due to complete their technical evaluation in the first half of this year (2013). | The Project was on track to enter service against the revised project baseline agreed under Review Note December 2011, however this was achieved 2 months ahead of schedule (October 12). | In October 2012 the MOD and HMT approved a Review Note that results in a contract award date of October 2015, a contract length of 22 years (no change) and a project end date of 2037. | The programme remains on track. However a wider Merlin fleet issue caused a 2-3 month temporary cessation of flying which affected MCSP development trials flying , although this has not yet impacted key delivery dates, it has increased schedule risk. A number of initiatives are being put in place to address this risk. | New Buy: No deviation from planned schedule. Julius: Achieved IOC in June 2012 (9 months late) with limited Release to Service to the Special Forces only. Work continued to solve the Software problems. However the overall schedule was adjusted and we currently estimate that the original FOC will still be achieved. | There are a number of contributing factors to the schedule deviation including: greater than originally expected volumes of remedial work that disrupted both development and production activity; delays in sourcing some critical Government Furnished Equipment; and delays to the development programme caused by technical issues and the loss of key Puma flight test personnel in a fatal helicopter accident. The review note, approved in Apr 13, forecasts IOC for Mar 15. The Puma Project Board accepts this risk-adjusted date, noting that plans are being executed to deliver a limited capability in summer of 2013 and a usable but limited operational capability early in 2014. | All technical aspects of the project are proceeding satisfactorily. | The project is in Demonstration Phase and progressing through system design and risk reduction milestones to inform the major investment descion at Main Gate 2 for the manufacture and in service support options (IOC, FOC, performance, veh numbers & fleet mix, cost, time and residual risk). Main Gate 2 will also take into account outcome from ongoing Army Structures, Rebasing and Reserves work. | One of the 27 projects within the CW Programme, the Selected Precision Effects at Range Capability 2 Block 1, was delayed by 23 months due to problems with rocket motor and warhead development. Design and configuration changes are being introduced and undergoing verification/validation and although Qualification is yet to be achieved, confidence is high that these fixes will address the technical issues. | Prime Contractor has delivered the Demonstration phase within the Approvals dates so far and this is expected to continue for the rest of the project. | The programme is currently on schedule to deliver the UK aircraft in accordance with the contracted delivery plan. | Lightning II's In-Service Date (ISD) will be determined at the project's next main investment decision point which is Main Gate 4, scheduled for October 2013 | Project Schedule dates (@50% Confidence) will undergo a rebaselining in April 2013. The current baseline data was supplied in Main Gate Submission in June 2011, and rebaseline will reflect contract placement in April 2012. The rebaselining will not change contract delivery dates. | The Wildcat Army Helicopter (AH) 50% ISD forecast date slipped from 31 Jan 14 to 31 Aug 14 (7 months) and results from risk review of the key enablers which are on the critical path. However, this has not affected the reported End Date of Mar 2046 which relates to the OSD for the Royal Navy (HMA) variant. | The project end date reflects the end of the production run for the UK's Meteor missiles, which is the last main outturn milestone. The programme will however continue by supporting the missile in-service throughout the planned life of the Typhoon platform. The production programme remains fully on track with Meteor's first missile expected to be delivered on time by December 2012. | At present Airseeker remains on course to deliver within approved timelines; however, achievement of Initial Release to Service, which places IOC at risk, is under threat but mitigation of this risk should be resolved during Q2 FY13/14. | At the time of this report a minor deviation to the future software upgrade programme was being re-baselined by seeking a re-approval, bringing it back to the planned schedule. | Current approvals require programme completion at 31 Mar 15. | On schedule to deliver against original milestones although Efficiency and Reform Group approval of the Technology Initial Gate Business Case was delayed and Cabinet Office Commercial Models Team approval of Strategic business Partner options was protracted. | On schedule. Green Paper published and consultation exercise launched on 8 Nov 12. White Paper due for publication Spring 13. | The current elements for closure of the Rhine Military Complex (2014) and full closure of the Rhine Garrison (2016) remain on track, although the latter is dependent on the move of the Signal Regiments to Stafford in 2015. The Army Basing Plan announcement on 5 Mar 13 has amended the timeframe and location for the relocation of 102 Logistic Brigade. Work is ongoing to determine whether the Logistic Brigade remains part of the BORONA programme. Other elements of the basing plan may be added to the BORONA programme for delivery but this is subject to ongoing work. | While DCNS has continued to make progress with the EMPORIUM (DECS replacement) Interim Purchase to Payment contract signed on time in Dec 12, the delay in approval for GRAPEVINE 1 (DII extension) was a significant deviation from the planned schedule for that element of the programme. Remedial action to gain approval and bring GRAPEVINE 1 back on track was successful as outlined above in the "Departmental Actions Narrative on RAG" box. Separately, work has been maintained to progress other elements of the DCNS programme through the adoption of a working assumption that the GRAPEVINE 1 Business Case would be approved. This approach has reduced the impact of the delay to that approval that might otherwise have been had on other elements of the programme | The Official Journal of the European Union contract notice was issued in February 2013. Subsequently, Cabinet Office and HMT have requested a feasibility study on the early delivery of a new build facility in order to realise benefits and savings during FY15/16. This has delayed the planned Industry Day and release of Pre-Qualification Questionaire. A Review Note is being presented to IAC shortly and industry engagement will re-commence once HMT has approved this. | The creation of DBS and the appointment of the DBS management contractor were later than planned; this did not adversely impact the delivery of financial benefits, which are being realised ahead of schedule by DBS. | Stage II (Policy Design) is underway and will last until April 2014. The programme remains on-track to meet the first 'go-live' date of April 2015. | The programme is broadly on track with benefit delivery underway earlier than originally planned. The signing of the Rolls-Royce foundation contract has subsequently been achieved, with the two remaining foundation contracts (with BAES and Babcock) due in Spring 13. The programme is still on track to be closed in March 14. |
| 2012/13 Budget (£million) | 91.375 | 557.298 | 52.3 | 906.277 | 657.723 | 410.28 | 62.94 | 252.239 | Not set | 3.5 | Not set | 29.02 | 2.019 | 87.9 | 139.98 | 97.82 | 23 | 147.291 | 254.72 | 49.007 | 189.77 | 192.497 | 115 | 209.02 | 60.87 | 110.492 | 827.793 | £850.24 | £37.86 | £0.00 | £31.17 | £18.00 | £8.36 | £7.40 | £0.00 | £0.00 |
| 2012/13 Forecast (£million) | 59.159 | 553.26 | 52.3 | 907.611 | 658.5 | 413.283 | 57.8 | 146.86 | Not set | 2 | Not set | 29.02 | 1.13 | 87.9 | 153 | 89.8 | 23 | 132.78 | 254.72 | 66.51 | 189.77 | 163.302 | 75 | 203.88 | 60.87 | 128.878 | 863.68 | £831.40 | £37.86 | £0.00 | £30.39 | £13.79 | £8.36 | £9.01 | £0.00 | £0.00 |
| Total budgeted whole life costs (£million) (including non-government costs) | 1079.076 | 9947.224 | 1860.203 | 12139.3 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 1467.044 | Not set | 796.44 | 1185.51 | 279.279 | Not set | Not set | 3624.05 | 1667.042 | Not set | 15979.16 | Not set | 1661.368 | 1185.34 | 1271.121 | 18251.976 | £7,331.72 | £124.55 | £0.00 | £1,151.30 | £5,051.05 | £2,056.19 | £38.40 | £0.00 | £0.00 |
| Departmental narrative on budget/forecast variance for 2012/13 (if variance is more than 5%) | In identifying that Watchkeeper would not achieve ISD in Apr 12, the forecast costs for FY 12/13 reduced by ~£30m. The ~£2m variation can be accounted for by delays to Watchkeeper activities associated with supporting functions. The milestones in support of ISD are being reprofiled to provide a robust cost forecast of the revised Watchkeeper schedule. | Not required as variance is with +/- 5%. | Not required as variance is with +/- 5%. | Not set | Not required as variance is with +/- 5%. | Not required as variance is with +/- 5%. | The in-year variance was due to lower than anticipated cost for engaging with current equipment suppliers to pass information to BAE and a slow build up of the industry project team.. | Budget Figures represent Planning Round 12 Control totals for FY12/13 onwards. Forecast Figures for FY12/13 represent the Projects Accounting Period 4 Forecast. The forecast reduction of £105m comprises release of risk provision (£39.5m), an improved forecast to completion of the ship build & Principal Anti Air Missile System (PAAMS) contracts (£21.5m) and BAES Terms Of Business Agreement savings (£44m). All of these result from successful delivery of key programme milestones during FY11/12 and the first Quarter of FY12/13. | Not set | The £3.5m FY 12/13 budget figure given in the Q2 report included costs which now lie outside of the CROWSNEST programme as a result of SDSR. This anomaly was corrected in future reports and the budget for FY 12/13 has since been reported as £2m | Not set | Not required as variance is with +/- 5%. | Variance Explanation: The expenditure variance is due to the delay in the issue of ITPD. | Not required as variance is with +/- 5%. | Variance of £13M attributed to the advancement of Boeing activity from FY13/14 for Julius and MK6. In addition this variance includes advancement of the procurement of MK6 engines from FY13/14. | PR12 commitment restrictions and need to contract for changes in capability requirements, subsequent to MG, led to contract re-negotiation with the Prime Contractor. This has resulted in a revised funding profile. | Not set | The Forecast for FY 12/13 is based upon the Accounting Period 03 position, with the delta associated with the implementation of the Planning Round 12 Option and delay in the achievement of Preliminary Design Review Exit milestone. | Not required as variance is with +/- 5%. | Variance in FY 2012/13 reflects a change to the accruals profile on the Prime contract for the Demonstration Phase. There has been an increase in the amount of work planned to take place in the early years of the contract, with a corresponding reduction in later years. The Demonstration Phase is Firm priced, and therefore there is no cost growth to the programme. | Not required as variance is with +/- 5%. | Major drivers of variance relate to UK contribution to common JSF development activities which were brought forward from FY12/13 into 11/12 at end of 11/12 (£18M). Remaining variance relates to reduction in UK specific development activity required at this time (CE marking of support equipment and F-35B specific UK Weapons integration). | This in-year delta between spend and control total arose as a result of a later than originally planned placement of the CPC contract. This was due to the extended negotiations in order to achieve a satisfactory commercial position for MoD and a Departmental Approval (a pre-requisite for Investment Approvals Committee approval at Main Gate.) Therefore, only a proportion of the work included when the £115m budget was set has been able to be completed in this financial year as planned. At present, this cannot be claimed as an overall saving to the project but is a re-profile of the project spend. The background is as follows: It is expected that, as part of the Submarine Enterprise Performance Programme, real savings will be delivered through this project. The first of these will be declared through Annual Budget Cycle (ABC)13 but it is too early now, at the start of this major ten year contract to be certain about the total quantum of project savings. This will largely be determined by the Project’s ability to manage the most important risks in a consistently successful manner to project completion. | Not required as variance is with +/- 5%. | Not required as variance is with +/- 5%. | FY12/13 variance is due to a combination of continued early placement of FMS case contracts by the United States Government, resulting in further mitigation of aircraft delivery schedule risk, and adverse exchange rates. | Not required as variance is with +/- 5%. | Not set | Not set | Not set | Not set | The forecast figure £13.79m includes elements of the programme that have since been removed, and on current data should read £10M. The variance of 2012/13 forecast costs of £10m against budgeted costs of £18m can be attributed to slippage of planned activities (-£1.1M) and approval delays (-£6.9M). | Not set | The cost variance in 12/13 is largely attributable to increased DBS management contract fees, which reflect and are more than balanced by anticipated savings under the contract (the fees are determined by the savings achieved). | Not set | Not set |
| Departmental narrative on budgeted whole life costs | The Whole Life Cost figure includes the cost of the Assessment Phase, the ongoing costs for the Demonstration, Manufacture & Initial in-service Support (DMIS) Phase and future In Service Support costs (include contractual obligations and forecasted costs out to 2016 only). Provision for technical support and engine upgrade is also included although only out to 2016 and future equipment upgrades are not included in this figure. | With 2 submarines now at sea and the remainder under construction, there is a growing basis of historical data on which the forward procurement costs are based. | The Whole Life Costs (WLC) data in this Q2 return does not represent the project baseline at Main Investment decision, it was based on Planning Round 12 as required for the GMPP return. The WLC figure was subsequently adjusted in Q4 to reflect the approved baseline following a Performance Cost Time baseline adjustment of December 2012. | Not set | Not set | Not set | Not set | The number will conflict with the value given in the latest MPR report, due to it using a different financial reference point. PT believe that the MPR figure should be the single, audited cost reference for the whole programme. | Not set | Not set | Not set | The Budgeted WLC up to FY34/35 for the Falcon project includes Phase 1 - Inc Project A & C support costs with minimal remaining Equipment Procurement Programme (EPP) budget. It also includes Phase 2 which covers 2a Coherency (to upgrade remaining fleet to UOR standard), 2b Tech Refresh (including crypto upgrade), 2c Air Portable/early entry (miniaturisation) and Phase 2d Tech Refresh. | Not set | MCSP is delivering new electronic systems that are more reliable than the systems they replace and the Department fully expects to deliver a platform with a lower cost of ownership for the future. | Current forecast in line with original Main Gate Business Case approvals | The programme remains within the Approved Budgetary Limit (ABL) and is affordable within the PR12 funding provision. | Not set | Not set | Not set | An increase in Retail Price Index (RPIX) forecast is driving a positive variance against budget in the Manufacturing Phase due to a Variation On Price (VOP) clause in the Contract. This will have to be considered in the context of the overall Armoured Vehicle Programme or the Army's wider Equipment Plans. | Not set | Budgeted whole life costs represent through life costs for supporting UK F-35 aircraft contributing to the Carrier Strike requirement. | Not set | Not set | The budgeted whole life costs are based on a combination of sunk costs, contractually agreed figures and estimates based on past metrics. They also assume that the in-service support of Meteor and any mid-life updates will continue to be undertaken collaboratively by the programme's development partners. Any change in the collaborative arrangements will impact on the UK's whole life costs. | The programme has no cost growth although there are pressures within the Equipment DLOD (Ddefence Lines of Development) (due to the cost of additional airworthiness activity) and Infrastructure (due to increased costs for new buildings). Variance in early years is forecast to be recovered in FY16/17+. | WLC above is taken from the Budget figure provided through the 12/13 Q2 GMPP. A WLC based on the forecast figures may be more representative of the true cost of the programme. Whole Life Costs do not include Typhoon Support or some of the related Acquisition programmes such as Synthetic Training Aids, for example. | It should be noted that this is not the cost of DII singularly and includes other - separately funded - programmes of work on which DII relies | The whole life cost for the DITP include in house programme team costs, external assistance and costs associated with the procurement of an infrastructure management system. | GMPP cost reporting awaiting first business approvals | The budgeted costs include the UK and Germany costs of infrastructure reprovision for units moving out of Rhine Garrison, plus Germany costs for closure activity (including remediation and redundancy) and UK costs for support services to units returning from Germany. | WLC includes sunk costs of £26M (FY10/11 to FY12/13) and FY13/14 10 year costed plan of £5,025M. | No significant change. It should be noted that in September 2012 the report encompassed the wider programme, MOSAIC. Following discussions it was agreed that reporting should focus on the main transformation project LCS(T). Some small elements of MOSAIC have since been removed from the cost data e.g. Disposal Services Agency and British Forces Post Office. | Across the life of the programme, an overspend of approximately £2M is forecast, reflecting the earlier than planned delivery of financial benefits (which outweigh the increased costs). | GMPP cost reporting awaiting first business approvals. | September GMPP cost reporting awaiting first business approvals. |