The problems described above are the inevitable consequence of the systemic problems described earlier in this chapter and in Chapter 6 (e.g., overheated programme, immature technical solutions, constant changing and shuffling of requirements). To cope with these problems whilst delivering a reasonable set of outcomes, the central customer and DE&S have had to work together without excessive finger pointing around the inevitable shortcomings in capability delivery. As noted elsewhere, systematic delay has been the "acceptable" consequence of this troubled process.
The original Smart Acquisition principles set out a model for acquisition with a clear distinction between customer and project deliverer. The recommendations above would reassert this principle, but in the context of an affordable, stable and technically realistic EP. The relationship would move firmly toward a "hard boundary":
• the customer would specify firm requirements to DE&S and hold the funding for successful delivery against these projects. It would also accept full time and cost responsibility for changes to projects that it initiates itself. These costs should include indirect and MoD internal costs; and
• DE&S should be measured on delivery against these clarified requirements. With the clarity proposed, it would be unable to pass blame for some performance shortcoming back to the "system", as it can legitimately do today.
Again, it should be emphasised that "un-blurring" the boundary between the Capability Sponsor and DE&S will only work in the context of a successful implementation of changes proposed to the upstream planning and resourcing issues.