Delivering major defence programmes successfully

The UK defence industry is the essential platform for economic and political stability, contributing to the nation's prosperity and quality of life. However, a disconnect exists between the defence and civil major programme sectors. Bridging this gap requires a strategic shift towards leveraging the successes and expertise of both.  

Having a safe and secure economic environment provides the bedrock of the funding, planning and delivery of major programmes in civilian sectors, many of which are perceived by the public to be of higher priority: think renewable energy, Net Zero programmes and decarbonising housing stock. Raising the positive impact to society of defence programmes and attracting the best people from the civil major programmes will help remove that disconnect. The defence industry needs to learn quickly, and to incorporate best practice from the civil sector.  

Progress so far 

The landscape of the UK defence industry is intricate, requiring swift responses to ever-changing global geopolitics and rapid technological advancements which, in turn, reshape its core priorities. Recent events, such as the conflict in Ukraine, serve as a timely reminder that the absence of security and stability can significantly hinder the success of programme planning and execution. Major disruptions, like those seen in financial markets, in supply chains, and in the availability of skilled professionals, underscore the importance of a secure foundation — the impacts of subsequent financial pressures have reverberated across all projects within the UK.  

In this dynamic environment, adaptability and innovation are imperative. By selectively adopting and adapting best practices from civil portfolios, we can effectively enrich defence. While discussions on the potential of artificial intelligence (AI) to enhance programme delivery are commonplace, it's important to acknowledge that readily implementable solutions remain limited. Rather than expending excessive effort on overly ambitious innovations for major programmes, we must first reiterate and build upon our existing strengths, preserving the assurance of capable leadership. Strengths should include: 

• Accurate cost forecasting: cost forecasting poses a persistent challenge to defence projects. The defence industry must employ experienced estimators to analyse project requirements, historical data and market trends. Early investment in the project lifecycle, supported by government initiatives, will enable realistic cost estimates, optimal resource allocation and secure funding. A rigorous and holistic approach will reduce the risk of cost overruns and better manage budget expectations. 
• Strengthening project controls: robust project controls ensure meticulous monitoring, data analysis and performance tracking. Identifying leading indicators and promptly adapting to changing factors will enhance defence project adaptability, efficiency and timely decision-making. Project controls' specialists ensure that defence projects can adapt to changing political factors and technological advancements while maintaining efficiency. 
• Effective risk management: geopolitical uncertainties and supply chain disruptions demand proactive risk management. Skilled professionals must anticipate worst-case scenarios and plan mitigation strategies early in the project lifecycle to minimise exposure. These tools and techniques will reduce exposure to defence projects at an early stage — we must invest the time and resources to forecast risks and apply mitigation before actualisation. 
• Timely quantity surveyor engagement: Quantity Surveyors' involvement in shaping commercial strategy and procurement decisions should occur early to optimise resource utilisation and maintain project financial viability. Their timely input will make informed decisions that align with budgetary constraints and overall project goals. 
• Empowering project managers: exceptional leadership and coordination, as highlighted by SAID, are vital for project success. A solid governance framework empowers project managers to focus on objectives, guide diverse teams and address emerging challenges like supply chain disruptions and ethical considerations while avoiding reliance on heroics. 

By embracing these solutions, the defence industry will not only improve programme performance but also align with political and public expectations. As a stable bedrock for civil programmes, the defence sector paves the way for secure and resilient civilian programme delivery. Emphasis on systems, processes and experienced leaders will effectively resolve the intricate challenges of major programme delivery.  

Through this collaborative approach, the defence industry can confidently deliver its significant portfolio of major programmes and contribute to a more secure and prosperous future for all. Systems and process will address complicated project delivery challenges, and experienced leaders throughout who are empowered to problem solve will resolve complexities. 

 

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