1.
Defence Equipment & Support: Helicopters Operating Centre
Delivery of the UK MOD Rotary Wing Strategy 2009-2015
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2.
Ian Craddock MAPM RPP
Director Helicopters, Defence Equipment & Support
Head of Helicopter Project & Programme Management
Introduction
7 years acquiring man portable and mobile communication systems. Highlight running a
competition to establish and introduce a new communication system into Kosovo during
the Balkan conflict within 14 weeks of the requirement being identified.
7 years shaping MOD plans in investment in helicopter programmes. Highlights
include editing the Helicopter Chapter of the 2005 Defence Industrial Strategy and leading
analysis in support of the 2009 Rotary Wing Strategy.
5 years strategic leadership of the helicopter portfolio (and our PPM development).
Highlights include the delivery to cost and ahead of time of major modifications to our
Puma Fleet and the introduction of a new Search and Rescue Service in the Falkland
Islands – both are saving lives today.
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3.
- Catalysts for Change
- Strategic Goals
- A revised approach: the Rotary Wing Strategy
- Programme Complexity
- Programme Delivery: Tranche 1
- Success built on people and skills
- Programme Benefits now and for the future
- Transformation through Programme delivery
AgendaOFFICIAL
2015
PROGRAMME
OF THE YEAR

4.
Little consensus between the 3 Services on a
helicopter forward plan
Pressing need to address obsolescence &
for decisions on successor fleets
Extensive intra-fleet variation (fleets within
fleets) due to partial fleet modifications
Backdrop of global financial crisis &
inevitable pressures on Government spending
Financial shortfalls in equipment acquisition
plans - >£1 billion to close the gap
Pre-2009 was a challenging period for the
Helicopter (Rotary Wing) Programme within the UK MOD
Government Ministers decided to conduct a holistic review of the investment opportunities
available across the Helicopter Portfolio to determine the most cost-effective investment mix
The Rotary Wing Strategy announced in the Houses of
Parliament in December 2009
Catalysts for Change
Criticism in Parliament & the Media over the
suitability of helicopter capability
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5.
Pre-RWS Media
MoD software blunder keeps Chinook helicopters grounded - Eight Chinook helicopters
have not been able to be used since they were bought in 2001 because the Ministry of
Defence (MoD) tried to save money by designing its own software for them. Aug 2009
U.K. Helicopter Shortage Weakens
Afghan Operations - A shortage of helicopters in Afghanistan is
undermining U.K. operations. “It seems to us that operational
commanders in the field today are unable to undertake
potentially valuable operations because of the lack of
helicopters for transportation,” James Arbuthnot (leader of the
Defence Select Committee). July 2009
Helicopter shortage
'risking lives‘ - The
Government's staggering"
failure to provide more
helicopters in Afghanistan
has put troops' lives at
risk, David Cameron
warned.
Oct 2008
Lack of helicopters ‘puts injured troops at risk’ – British troops wounded in Afghanistan
are enduring lengthy delays before receiving hospital treatment because of shortage of
helicopters, senior army surgeons have claimed. Eight Chinook helicopters have not been
able to be used since they were bought in 2001 because the Ministry of Defence (MoD)
tried to save money by designing its own software for them. Aug 2009
UK troops 'need more helicopters' - UK forces fighting
the Taliban in Afghanistan need more troop-carrying
helicopters to carry out their mission, the British
commander there has said. Brigadier Ed Butler
requested more Chinook helicopters in response to a
promise by Prime Minister Tony Blair of whatever
extra resources were needed. Oct 2006
Helicopters were viewed generally as a ‘bad news’
story within MOD
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6.
Address forecast gaps in Helicopter Capability without increasing capital
investment requirement beyond established budgets
Reduce the costs of ownership of the overall helicopter fleet
Address key obsolescence & safety risks
to sustain operational capability
Strategic Goals
Support wider streamlining of
Infrastructure footprint
A simple & compelling target against which to design a
coherent investment plan
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7.
Strategic AnalysisOFFICIAL
Capability Equivalence eXchange Ratio (CEXR)
Reference Mission:
2000 kg of equipment
Sea level to 3000ft (and back)
15 minute loiter time at destination
15 minute fuel reserve
Defined temperature
Merlin = 1
More Capable
Less Capable
CEXR * Number of Aircraft = LIFT effect
LIFT effect / Cost = measure of economy
28% more LIFT effect delivered
by the RWS
Sophisticated Operational Analysis
& simplified ‘Marketing’ techniques

8.
Investment in new more capable & flexible larger-lift aircraft;
recognizing the operational flexibility of the Chinook helicopter fleet
Reduce the number of helicopter types operated by 2018, through
the retirement of some older types
Optimize past investment in the Merlin helicopter, focusing on
maritime capabilities for which its size & safety features are suited
Strategic Plan
Acquisition of 14 new Chinook, & termination of
plans to launch competition for new medium
types
Acquisition of 62 new Wildcat; modify Lynx for
immediate use in Afghanistan (using Wildcat
engines)
Investment in upgrading & modernizing existing Chinook, Puma &
Merlin fleets
Reduces ‘fleets within fleets’; more flexibility &
lower support costs
Replace aging Lynx aircraft operated by Army & Royal Navy
Retirement of Sea King, Lynx & Gazelle -
reducing support costs; ~50% reduction in
aircraft numbers
Modernise and optimise the 55 existing Merlin
aircraft; Launch of CROWSNEST Project
Transformation of support arrangement to focus on improved
availability & productivity
Improved fleet ‘productivity’ & reduced support
costs
A clear plan of action that commanded
wide stakeholder support
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9.
Programme Complexity
Multiple Customers Multiple Suppliers
Parliament
Media
All whilst fighting a war in Afghanistan & supporting
counter-terrorism at home & abroad
Portfolio Breadth
Parallel Transformations
• Transition of ownership of Merlin from RAF to Royal Navy
• Relocation of Army Air Corps from Germany and Dishforth into Yeovilton
• Crew transitions: RAF Merlin to Chinook; Sea King to Merlin
New Aircraft Projects
Major Aircraft Modification Projects
New & Updated Synthetic Environments
New & Upgraded Support Projects
5 Operating Bases
UK & Overseas Suppliers
Multiple Aircrew & Maintainer Training Aids
Substantial Deployable Inventory
Emergent Safety & Capability Upgrades
Over Tranche 1
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10.
Composite
Tail Blades
Tail Boom
Reinforcement
Extended Range
Fuel Tanks
Electrical Wiring
Replacement
Makila 1A1
Engines
Structural Modifications on Upper
Section
Updated Glass
Cockpit
New Digital Auto-
Pilot
Cabin & Cockpit
Ballistic Protection
Fuel System
Survivability
Secure
Communications
Defensive Aids
System
Helmet Mounted
Display
Fire Protection
/ Extinguisher
Programme Complexity
Aircraft upgrade projects were typically
complex & extensive
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11.
Programme ComplexityOFFICIAL
Same on the outside; transformed
on the inside!
Complexity hidden beneath a familiar facade

12.
Programme Complexity
Developing support solution not
just delivering capital projects
Defence User
Defence User
Supplier
Supplier
Repair
Spares
Advice
Repair and
Overhaul
Responsible
for availability
Ad hoc product
improvement
Frontline
Maintenance
Incentivised by aircraft
availability
- Spares inclusive
- Product improvement
- Depth maintenance
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Reduced Cost of Ownership
Risk Transfer to Supplier
Improved Productivity
“£440m saved over 5 year period on
Apache, Merlin & Chinook support”
Supplier base is
reactive to ad-hoc
frontline demand
Supplier base is
responsive;
incentives align
to frontline need

13.
Programme Environment used to promote pull-
through of learning across projects
Programme Organization
Clear Senior Responsible Owner established
for all programme elements
Business Change Managers established in
Front Line Commands
Platform-focused teams delivered individual
projects and ensure coherence with BAU
Project Boards to ensure coherent delivery and
promote strong relationships between sponsor,
delivery organisation and end user
Strategic Governance
The Helicopter Operating Centre as single
programme-delivery body
Programme Support Office to manage
dependencies and maintain coherence
Project Delivery Team
Programme Board
Senior Responsible Owner
Capability Integration
Working Group
Project Board(s)
Project Manager(s)
Programme Manager Business Change Mgr
Changingemphasisasprogrammematures
Initial focus was on managing boundaries & interfaces;
a different focus was needed for execution
Execution Governance
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14.
Deliberate investment made in developing professional
skills & competences of those involved, across the
programme:
68 x people have Manage Successful Programmes Practitioner
qualification
Each core project led by a Registered Project Professional
129 x people have either APMP or AMP PQ
qualifications (or both)
9 x people undertaking Master’s level P3M qualifications
(6 more about to start)
Skills transferable across wider organization: building for the future
Stability of tenure in key roles has been catalyst for lessons to be captured, shared & learned
Investment in People
Active career management of key personnel
People are critical to success!
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15.
Delivered Benefits
Forecast capability gaps have been closed without the need for additional capital investment
5 new capabilities already delivering on operations and
substantial support savings achieved
The delivery of Puma Mk2 delivers twice the range &
payload, but also retires a long-standing safety concern
The delivery of Chinook Mk6 increases Lift
capability
The Merlin Mk2 provides the
most versatile & capable naval
helicopter in the world
Saving lives: c1500 people moved per month in Kabul
The Royal Navy & Army’s new Wildcat
helicopters enhance mission capability
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16.
Delivered Benefits
These are flexible capabilities,
not just for war-fighting
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Ebola Crisis in Sierra Leone
Typhoon in the Philippines
Storms in the UK

17.
Tranche 2 Benefits
Upgrading Merlin to enable it to
undertake new roles upon the
retirement of Sea King
Orders placed for 50 AH-64E;
the latest US Army Apache
configuration (Jul 16)
Continued focus on
support improvements
with Wildcat & Puma
Mk2 the next objective
2015 represented the first tranche of programme benefits
delivery, but there are more to follow
New Search & Rescue service in the Falkland
Islands 6 months early and on budget (Mar 16)


Initial Operating Capability for
Littoral roles achieved 6
months early (Mar 16)
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18.
2015 Media Reporting
MoD contracts safeguard 1,000 AgustaWestland jobs - Helicopter maker
AgustaWestland has been awarded two contracts from the Ministry of Defence
worth £760m which will secure 1,000 jobs in the UK.
UK Armed Forces has some of the best helicopter
fleets in the world - The Ministry of Defence has
delivered some of the most technologically advanced
and well-supported helicopter fleets in the world over
the last year it's been announced by the Defence
Minister on his visit to RAF Benson today.
UK hits halfway mark on defence helicopter upgrades – With an ongoing
upgrade of the UK’s military helicopter fleet around 50% complete,
discussions have already begun within the defence ministry looking at future
rotorcraft requirements beyond the middle of the next decade.
UK's upgraded Puma helos prepare for Afghan
deployment - The United Kingdom is to deploy its
newly upgraded Westland/Aerospatiale SA 330E Puma
HC.2 medium transport helicopters to Afghanistan this
month, just weeks after initial operating capability
(IOC) for the type was declared.
By 2020 the UK should have one of the most modern and capable
rotary-winged fleets in the world…the envy of many Western
countries…a force to be reckoned with
Gary Parsons, Editor AirForces Monthly, March 14
“a great success story for DE&S in delivering helicopter
capability to each of the main service users”
Defence Minister, Philip Dunne, March 2015
The strategic importance of the Chinook Mk6 should not be under-estimated.
These helicopters will provide a significant uplift in helicopter capability“.
Rt Hon Philip Hammond, June 2014
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Transforming our Reputation

19.
Effective Stakeholder Management built on
growing reputation for doing the right thing

More effective
change management processes
?
Common narrative against which to
build joint efforts
More effective prioritization of
common industry resources
Genuine commitment from DE&S, customers and
suppliers to delivery
Need to recognize earlier the complexity of
transition from legacy to upgraded fleets
This wasn’t a smooth ride, but ownership, commitment &
team-working were key
Stability of senior team with clear ownership of
“promise delivery”
PPM development ensured common lexicon &
supported career planning
Programme approach enabled coherent
decisions in face of funding challenges
What worked & what didn’tOFFICIAL

20.
Celebrating Success
TOP TRUMPS VIDEO
We’re very proud of our achievements!
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21.
A substantial programme of re-capitalization of the UK MOD military helicopter has
been achieved alongside transformation of the support arrangements for these fleets
5 new capabilities have been delivered to UK Armed Forces & £440 million saved from
the forecast cost of supporting the fleet for the next 5 years, without impacting
military effectiveness
TRANSFORMED CAPABILITIES; TRANSFORMED REPUTATION; CONFIDENCE FOR THE FUTURE
The power of Project Management
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