First Word: Introducing Capability

Steve Smyth, Head of the Programme Management Office

It has been my privilege to be involved in the delivery of RNZAF capability since November of last year, when I took up my appointment as Head of the RNZAF Programme Management Office (PMO). The PMO was introduced by the Capability Branch of the Air Force to pull together the five major Long Term Development Plan Air projects into a single Programme, within which resource conflicts across the Projects could be identified, resources prioritised and synergies realised.

While previous Air Force News articles have quite naturally focused on the upgrade of the airframes (Boeing 757, C-130 Hercules and P-3 Orion) and the acquisition of new helicopters (NH90 and Training/Light Utility Helicopter) work undertaken by MOD (Acquisition) with the support of seconded RNZAF personnel, the Introduction Into Service issues which the RNZAF Project Managers are addressing, have not received the same attention.

With the support of Directorate of Logistics Capability (DLC) colleagues, the Introduction Into Service (IIS) Project Managers and their small teams are taking a ‘whole of capability’ approach to bringing these new systems into service. This means not only monitoring the build and delivery of equipment (MOD responsibilities)but looking at the whole Capability, which consists of Equipment Support (including spares and test equipment), Boeing 757 And C-130 Life Extension Project

Personnel (right numbers, trained and available), Training (all the training required to support the system – not just aircrew), Infrastructure, Concept of Operations (how to employ the system), Information (data to operate and link the systems to manage the data and knowledge acquired through operational test and evaluation). Along with Airworthiness (the system can be safely operated) and Finance (ensuring we can afford to operate it), these components of capability make up the total system capability.

It is the IIS Project Managers’ responsibility to co-ordinate the coming together of these components of capability at the right time to deliver the Projects. Across the RNZAF (and relevant Joint organisations such as JLSO), Stakeholders who are responsible for delivery of the individual components work with the PMO, through an Integrated Transition Plan, to deliver their part of the Plan. With the introduction of these upgraded and new systems comes an additional operational dimension. The platforms are all glass cockpit based ‘digital systems’. Data is now just as important as fuel to operate the system and conduct the mission.

Accordingly, a sixth major system is required to support them. This is the Integrated Mission Support Squadron (IMSS) which will generate and provide the data necessary for every mission. The first of the upgraded systems, the Boeing 757 will be with us in the new year, followed by a bow-wave of other upgraded systems and support. We all need to ensure our component of capability is ready to contribute.

Introduction Into Service Project Managers:

WGCDR Sammy Clark (Boeing 757 And C-130 Life Extension Project)
WGCDR Andrew Clark (P-3k2 Orion)
WGCDR Ron Thacker (NH90 And Training/ Light Utility Helicopters)

Current (At 19 june2007) Forecast ‘First Airframe Handover to RNZAF’ Dates:

Upgraded Boeing 757 - Early 2008
P-3k2 - Mid 2008
C-130 Life Extension Project (LEP) - Mid 2008