Case Studies

BMT Hi-Q Sigma has supported the MCS Convergence programme

Supporting a key naval change programme

“It is the combination of “thinking” and “doing”, combined with an understanding of DE&S processes and the MCS business, that means that BMT Hi-Q Sigma has been able to support the client in delivering change and realising the benefits” - Capt Dain Morritt

What benefits did we deliver?

  • Implemented a consistent schedule tool (EPM 2010) for all MCS projects with a value greater than £1M, allowing Management to use this information to inform decisions
  • Management Boards making decisions based on accurate and up-to-date information
  • Continued awareness of and positive interest in the MCS Convergence Programme across industry and MoD
  • A target Combat Systems open architecture has been described and published and a series of interventions have been identified to help converge planned solutions to exploit the benefits of common, open architecture

What was the challenge?
MCS is an enterprise change programme. Its objective is to move from diverse combat systems designs and acquisition practices across a range of Royal Navy vessels towards a common core combat system across the fleet.

One of the main challenges when working with the Maritime Combat System team is its complexity, as it consists of 300 people who were recently brought together from disparate teams with diverse operating models, managing over 250 equipment projects delivered through 200 contracts with multiple suppliers and complex supply chains.

What was our solution?
BMT Hi-Q Sigma set up a Programme Management Office and Project Support Office, which ensured rigorous project and programme management was applied to the large number of change management projects.

We undertook a process in the PMO for identifying and managing the benefits for the MCS Convergence Programme, and also implemented a risk toolset and processes to improve the recording of risks.

Prior to BMT's involvement, there was an inconsistent approach to planning and scheduling with multiple tools and methods being used across MCS. This meant that every team was working to different schedules; there was no alignment of Management Reporting information across Team Leaders and Management Board. We implemented a number of changes and introduced a consistent schedule tool (EPM 2010) which was rolled out using one to one sessions and workshops.

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