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Copyright @ 2011. All rights reserved
Project Controls in Counter‐Improvised Explosives 
Device (C‐IED)
Project Controls Expo
09/10 Nov London 2011
Copyright @ 2011. All rights reserved
Speaker Profile
David Insley joined BMT Hi‐Q Sigma in Aug 08 having spent over ten 
years working for the UK Ministry of Defence on a range of defence 
projects and programmes. David currently provides consultancy in
project and programme management, supported by a strong technical 
base in engineering. This is underpinned by his full membership of the 
Institution of Mechanical Engineers and the Association for Project 
Management. He possesses a range of experience across the UK 
Defence Sector having contributed to the delivery of complex Core 
Programmes and Urgent Operational Requirements, primarily in the
capability areas of Counter Improvised Explosive Device, Royal Navy 
Destroyers, munitions and soldier systems.
Copyright @ 2011. All rights reserved
Index
Introduction to BMT.
Our Work in C‐IED.
Challenges in Managing C‐IED Projects.
Tailored Approach to Project Control.
Benefits to the Client and their Equipment Suppliers.
Questions. 
Copyright @ 2011. All rights reserved
INTRODUCTION TO BMT
Copyright @ 2011. All rights reserved
BMT Group
BMT is an international design, engineering and risk management 
consultancy, working principally in the defence, energy and 
environment and maritime transport sectors.
BMT invests significantly in research. Its customers are served through 
a network of international subsidiary companies. The group’s assets 
are held in beneficial ownership for its staff.
Copyright @ 2011. All rights reserved
Resources
£142 million turnover.
23 companies.
40 offices in 15 countries.
Global client base.
Knowledge‐sharing networks.
Practice communities.
Cross‐selling.
Career opportunities.
Copyright @ 2011. All rights reserved
Market Sectors
Copyright @ 2011. All rights reserved
Geographic Sectors
Copyright @ 2011. All rights reserved
BMT Hi‐Q Sigma Overview
A professional services company with 100 consultants working across 
the UK through offices in Bath, Basingstoke and London.
Operating across the Defence, Energy and Transportation sectors.
Achieved a turnover in 2011 of ~ £10M.  
As an employee benefit trust with no manufacturing or supply chain 
interests, we provide truly impartial advice, assistance. 
In the complex world which we know you face every day, our goal is 
simple and steadfast: 
to bring clarity
Copyright @ 2011. All rights reserved
BMT Hi‐Q Sigma Capabilities
We help to deliver complex 
programmes through the 
integration of programme 
management and systems 
engineering. 
We help you achieve clarity 
through: 
Strategic guidance to 
organisations in the 
establishment and management 
of programmes
Interventions to optimise existing 
programmes
Provision of quality people as 
interim support 
Copyright @ 2011. All rights reserved
OUR WORK IN C‐IED
Copyright @ 2011. All rights reserved
Caveats
All content is Unclassified and open source.
Aim is to provide an insight into:
BMT Hi‐Q Sigma capabilities and their application to C‐IED 
projects. 
My personal experience, opinions and lessons learnt in 
implementing  project control systems for C‐IED projects.
The focus will be on the management and control of C‐IED projects 
and not the specific threats or military capabilities involved, which 
are highly classified.
Copyright @ 2011. All rights reserved
Context (1)
Copyright @ 2011. All rights reserved
Context (2)
Copyright @ 2011. All rights reserved
Context (3)
Copyright @ 2011. All rights reserved
Context (4)
Copyright @ 2011. All rights reserved
Consultancy Effort
BMT Hi‐Q Sigma have supported the delivery of projects across Deter, 
Detect, Neutralise and Exploit aspects of C‐IED. 
Clients include:
Defence Equipment & Support:
Force Protection (focus on tri‐service All‐Arms Military User).
Special Projects (focus on Specialist Military User).
DSTL Security Sciences Department (focus on research).
Consulting model:
Provision of project management and technical expertise.
Embed with the client as their independent Customer Friend.
Utilise a flexible reach‐back mechanism to draw on specialist 
project control skills as required  e.g. cost modelling.
Copyright @ 2011. All rights reserved
CHALLENGES IN MANAGING C‐IED 
PROJECTS
Copyright @ 2011. All rights reserved
The Nature of C‐IED Projects (1)
Rapid evolution of threat:
Decision making cycle.
Reaction time is critical!  
Urgent projects are initiated by the Military User in theatre:
Identifies and articulates a current or imminent gap.
Must be justified i.e. something must have changed.
Changing role – draw‐down and hand‐over to ANSF over next 4 years.
Development route:
COTS/MOTS.
Development.
Focus on delivery of equipment – other lines of development (e.g. 
training and logistics) may have to catch up.
Copyright @ 2011. All rights reserved
The Nature of C‐IED Projects (2)
Integration:
With platforms (e.g. vehicles) and people!
Size, Weight and Power envelope. 
Interoperability with equipment used by partner nations. 
Rapid equipment supplier response required.
What do you do when the operation is over?
Copyright @ 2011. All rights reserved
TAILORED APPROACH TO PROJECT 
CONTROL
Copyright @ 2011. All rights reserved
Performance and Scope (1)
Getting the specification right up front is crucial to controlling the 
performance and scope of a project.
For urgent projects concessions are inevitable:
The gold‐plated solution is unlikely to be possible in the time
Must deliver the fundamentals of the capability. 
Project managers must engage with engineers to prevent ‘over 
spec’.
Impact statement against concessions – what is acceptable?
Some key considerations in C‐IED are size, weight, power and in 
some cases noise.
Copyright @ 2011. All rights reserved
Performance and Scope (2)
Tailored approach required:
Focus testing on what is important utilising evidential read‐across 
where possible.
A system meeting a partner nation standard  may satisfy a UK 
standard by default. 
Detailed but appropriately flexible specification is key:
Difficult to satisfy everything if COTS e.g. climatic conditions.
No concession = no capability!
Too much concession = capability not fit for purpose!
Progressive assurance.
Copyright @ 2011. All rights reserved
Time
Automatic reaction to urgent projects is to go into fire fighting mode –
“I don’t have time to plan”.
Need a sufficiently robust schedule that can be delivered effectively:
Right level of detail.
Captures full scope of work.
Clear critical path so critical activities can be focused on.
Clear milestones.
Includes uncertainty and risk where appropriate.
Baselined, resourced and progressed.
Coherent with equipment supplier delivery schedule – also needs 
to be tracked.
Regular review and update.
Copyright @ 2011. All rights reserved
Cost
Not as critical as time for urgent projects. 
But demonstration of value for money is essential in the current 
economic climate.
Pre‐business case – need robust cost estimates.
Post‐business case – project funded based on agreed costs and 
controlled.
Need a validated and verifiable cost model:
Breakdown structure vs. relevant phases of the project life cycle.
Justification through clear assumptions.
Includes uncertainty and risk where appropriate.
Copyright @ 2011. All rights reserved
Risk (1)
Need a simple but robust risk management system.
Hierarchy to reflect:
Programmes and portfolios.
Corporate reporting and escalation. 
Stages:
Identify – what concerns do key stakeholders have?
Analyse – what is the probability and impact on cost, time and 
performance?
Plan – how are we going to mitigate the risks?
Manage – implement mitigations, regular review, configuration 
control, linkage to assumptions.
Joint risk management with equipment suppliers where possible!
Copyright @ 2011. All rights reserved
Risk (2)
Tailored approach to risk analysis on:
Cost model.
Schedule.
Robust confidence figures for cost and time:
Pre‐approval to underpin business case figures.
Post‐approval to control the boundaries of the project.
Through‐life review – risk analysis should not be a one‐off activity!
Copyright @ 2011. All rights reserved
Intervention
Effective project controls will assist with early warning of threats to 
achieving cost, time and performance targets.
BMT Hi‐Q Sigma specialise in intervention through independent 
project reviews:
Analysis of client and equipment supplier practices.
Identify root cause of problems:
Lack of resources.
Contractual arrangements.
Specification.
…
Report and recommend corrective action.
Evaluation of progress.
Copyright @ 2011. All rights reserved
BENEFITS TO THE CLIENT AND 
THEIR EQUIPMENT SUPPLIERS
Copyright @ 2011. All rights reserved
The Client (1)
Performance and Scope:
Application of engineering expertise and judgement.
Clear specification that describes the capability the User needs.
Focused approach to testing with read‐across.
The right level of flexibility.
Progressive assurance.
Time:
Avoidance of fire fighting.
A robust schedule to the right level of detail that can be tracked.
Copyright @ 2011. All rights reserved
The Client (2)
Cost:
Alignment with the project life cycle.
Underpinned by clear assumptions.  
Risk:
Simple but robust risk management system.
Risk analysis providing robust confidence figures for cost and time.
Joint approach.
Intervention:
Analysis of the problem to identify root cause(s).
Corrective action planning and evaluation.
Copyright @ 2011. All rights reserved
The Equipment Supplier (1)
Performance and Scope:
Clear and achievable specification.
Test planning to the right level of detail.
Informed approach to concessions where/if appropriate.
Time:
Clear and achievable timescales.
Sound basis for forward resource planning.
Visibility of activities critical to the client.
Copyright @ 2011. All rights reserved
The Equipment Supplier (2)
Cost:
Realistic budget.
Basis for contingency.  
Risk:
Joint approach.
Understanding of the clients concerns.
Risk analysis taking into account uncertainty and risk impact. 
Intervention:
Independent audit/scrutiny of practices and processes.
Continuous improvement.
Copyright @ 2011. All rights reserved
QUESTIONS
Copyright @ 2011. All rights reserved
THANK YOU
Dave Insley
BMT Hi‐Q Sigma Ltd
5 Riverside Court
Lower Bristol Road
Bath, BA2 3DZ
United Kingdom
david.insley@hiqsigma.com
www.hiqsigma.com
Tel:   +44 (0) 1225 820980
Fax:  +44 (0) 1225 820981
Mob: +44 (0) 0773 3368956

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