| Data Element No/Heading | Data | Definition/Description | |
| 1.1 Project Management |
| • Service: could be either one or a combination of Royal Australian Navy, Australian Army or Royal Australian Air Force. • Capability Type: is one of the following; New Capability, Replacement or Upgrade. • Complexity: either ACAT I, ACAT II, ACAT III or ACAT IV • Government 2nd Pass Approval Date. • Prime Contractor: Contractor title as represented in the contract. | |
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| Line | • General Manager | |
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| Management | • Division Head or Program Manager • Branch Head • Project Director | |
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| History | • Project Manager: Name and title of officer, and start and end dates on project | |
| 1.2 Project Context | Description | A short description of the project, commencing with the current project cost. The description is presented in capability terms and, where appropriate, will mention equipment quantities. | |
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| Background | A summary statement that covers Government approvals history and any strategic changes that have occurred since approval. Also provides the context for the current status of the project. | |
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| Uniqueness | This data element focuses on those particular aspects that make the project unique. | |
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| Major Challenges | This data element identifies the challenges facing the project in the reporting year and in the coming year. The focus is on the project's current major issues rather than short-term problems. | |
| Current Status | Cost Performance | At a strategic level this identifies project expenditure in relation to its approved project cost. It also confirms whether the project is on track for delivering within budget. Circumstances that may have affected cost performance are briefly mentioned. | |
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| Schedule performance | Briefly describes key schedule milestones achieved and issues facing the project in achieving future milestones. Milestone achievement or non-achievement in the current year is also mentioned. | |
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| Capability performance | At a strategic level, this section describes the progress of the capability being acquired. | |
| 1.3 Project Approvals | First Pass | Identifies the First Pass Government approval date for post-Kinnaird projects. For pre-Kinnaird projects the equivalent date is shown. | |
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| Identifies the Second Pass Government approval date for post-Kinnaird projects. For pre-Kinnaird projects the equivalent date is shown. | ||
| 1.4 Prime Acquisition Contract(s) Details | Top 5 contracts | Prime Contractor(s): Identifies the top 5 contracts. Restricted to contracts that are valued at greater than 10% of the current approved project cost or $10m (whichever is the greater). Foreign Military Sales (FMS) procurements are identified as "US Government" | |
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| Scope Outline: Briefly identifies the essence of the contract in supply terms (e.g. how many items being procured, duration of support contract as part of the acquisition contract, etc.) | |
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| Type (Price basis): There are three usual choices for this: Variable - where the base contract price is variable for indexation and/ or foreign exchange Firm - where the price is firm and unalterable For Foreign Military Sales - FMS | |
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| Form of Contract: This refers to the genesis of the contract i.e. DEFPUR 101, ASDEFCON (Strategic, Complex). See Abbreviations for explanation of terms. | |
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| Unique arrangements such as alliance or Public Private Partnerships. For Foreign Military Sales - FMS | |
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| Signature: The date that the contract was signed | |
| 1.5 Other Current Project Phases or Sub Projects | Phase or Sub-Project Description | Includes approved projects with the main project number and the phase of the project The name of the project and a brief description of the capability | |
| 1.6 Project Maturity Score and Benchmark | Benchmark | Benchmark Maturity Score. See explanation in Appendix 4. | |
| Current Project | The maturity score recorded in June. | ||
| Explanation | A short explanation of the difference between the Current and Benchmark scores. | ||
| 2.1 Project Budget History
| Original Approved | The approved project cost for the DMO element of the project at Government Approval. | |
| Real Variation | "Scope" changes which are attributable to changes in requirements by Defence. These generally take the form of changes in quantities of equipment, a change in requirements that result in specification changes in contracts, changes in logistics support requirements or changes to services to be provided which are accompanied by a corresponding budget adjustment. Where the original approved amount is not Second Pass Government Approved, projects will show the actual Government Second Pass Approval amount in the description column (in bold) and not as a scope real variation. "Transfers" occur when a portion of the budget and corresponding scope is transferred to or from another approved project in DMO or to another Group in Defence in order to more efficiently manage delivery of an element of project scope and to vest accountability for performance accordingly. "Budgetary Adjustment" is made to account for corrections resulting from foreign exchange or indexation accounting estimation errors that might occur from time to time. Also included under this heading are | ||
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| Departmental administrative decisions that result in variations such as efficiency dividends harvested from project budgets or adjustments made to fund initiatives such as Skilling Australia's Defence Industry (SADI). | |
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| Price Indexation Variation | Variations to the Original Approved project cost for the DMO element of the project from price indexation adjustments to take account of variations in labour and materiel indices over time. | |
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| Exchange Variation | Variations to the Original Approved project cost for the DMO element of the project due to foreign exchange adjustments brought about by changes in foreign exchange rates for payments in foreign currency. | |
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| Total Budget | The sum of the above variations. | |
| 2.2 Project Expenditure History | Prior to July 2009 | This item comprises all amounts incurred in all periods before the current reporting period (e.g. all project expenditure up to 30 June 2009). Reporting of expenditure is to be split into the following: Contractor expenditure against each of the top 5 contracts, restricted to contracts valued at 10% of the current approved project cost or $10m (whichever is the greater). Other which comprises operating expenditure, contractors, consultants, contingency, other capital expenditure not attributable to the aforementioned contracts and minor contract expenditure. The two expenditure elements above are subtotalled to give a single amount for all prior period expenditure. | |
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| 2009-10 Financial Year | This item comprises all expenditure for the 2009-10 financial year. Reporting of expenditure is split into the following: Contractor expenditure against each of the top 5 contracts, restricted to contracts valued at 10% of the current approved project cost or $10m (whichever is the greater). Other expenditure which comprises operating expenditure, contractors, consultants, contingency, other capital expenditure not attributable to the aforementioned contracts and minor contract expenditure. The two expenditure elements above are subtotalled to give a single amount for financial year expenditure. | |
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| Total Expenditure | This item discloses total project expenditure as at 30 June 2010. It is the sum of prior period and current period expenditure reported above. | |
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| Remaining Budget | This item discloses the total remaining project budget by subtracting the total expenditure from the total budget. | |
| 2.3 Contract Details | Contractor | Lists the the top 5 contractors. The top 5 contracts will be restricted to contracts that are valued at 10% or more of the current total budget or $10m (whichever is the greater). | |
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| Signature Date | The date the contract was signed as documented in section 1.4. | |
| Base Price at Signature ($m) | This is the base date price at contract signature and by definition is expressed in base date dollars. | ||
| Quantities at Signature | Expressed in whole numbers, this is the quantity of equipment under contract as at the date the contract was signed. The quantity of contracted equipment is provided at a summary level. | ||
| Base Price at 30 June 2010 ($m) | The base date contract price as at 30 June 2010 expressed in base date dollars. | ||
| Quantities at 30 June 2010 | Expressed in whole numbers, this is the quantity of equipment under contract as at 30 June 2010. The quantity of contracted equipment is provided at a summary level. | ||
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| Equipment | Generally includes hardware only and provides a platform level summary, disclosing prime mission and support system elements. | |
| 2.4 In-year Budget Expenditure Variance
| Estimate ($m) | The estimated project expenditure for the 2009-10 financial year. | |
| Actual ($m) | The actual project expenditure for the 2009-10 financial year. | ||
| Variance ($m) | Budget expenditure variances disclosed separately as per the variance factors described in the following section. The sum of these variances gives a total variance equal to the difference between the Budget Estimate and actual expenditure. | ||
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| Variance Factor | This section provides a range of factors attributable to the cause of the variances between the Budget Estimate and actual expenditure. These factors are:
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| Explanation | An explanation addresses the variance factors noted above, where relevant. | |
| 3.1 Design Review Progress | Review | The events included as applicable to the project are:
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| Major System/Platform Variant | States the major system that the design review refers to. If there are significant variants for the major systems then these are identified. | |
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| Original Planned | The original planned achievement dates for the events per the contract at signature. | |
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| Current Planned | Replanned dates as evidenced by a contract amendment. | |
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| Achieved/Forecast | • Achieved: The date that the event was achieved. • Forecast: The date the event is likely to be achieved. | |
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| Variance (months) | The difference between the original planned date and the achieved/forecast date, expressed in months. | |
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| Variance explanations | A top level description of the reasons for the variance to achieved/forecast dates. | |
| 3.2 Contractor Test and Evaluation Progress | Test and Evaluation | The events included as applicable to the project are:
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| Major System/Platform Variant | States the major system to which the Test and Evaluation event refers. | |
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| Original Planned | The originally planned achievement dates for the events per the contract at execution. | |
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| Current Planned | Replanned dates as evidenced by a contract amendment. | |
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| Achieved/Forecast | • Achieved: The date that the event was achieved. • Forecast: The date the event is likely to be achieved. | |
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| Variance (months) | The difference between the original planned date and the achieved/forecast date, expressed in months. | |
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| Variance explanations | A top level description of the reasons for the variance to achieved/forecast dates. | |
| 3.3 Progress Toward Initial Operational Capability
| Item | Represented at a whole of capability level, unless Initial Operational Capability is broken out under individual Mission or Support Systems. | |
| Original Planned | The original date on which the Mission or Support System element was scheduled to achieve Initial Operational Capability. | ||
| Achieved/Forecast | • Achieved: The date that the event was achieved. • Forecast: The date the event is likely to be achieved. | ||
| Variance (months) | The difference between the original planned date and the achieved/forecast date, expressed in months. | ||
| Variance Explanations/Implications | A brief description of the reasons for the variance to achieved/forecast dates. | ||
| 3.4 Progress Toward Final Operational Capability
| Item | Represented at a whole of capability level, unless Final Operational Capability is detailed under individual Mission or Support Systems. | |
| Original Planned | The original date on which the capability element was schedule to achieve Final Operational Capability. | ||
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| Achieved/Forecast | • Achieved: The date that the event was achieved. • Forecast: The date the event is likely to be achieved. | |
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| Variance (months) | The difference between the original planned date and the achieved/forecast date, expressed in months. | |
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| Variance Explanations/Implications | A top level description of the reasons for the variance to achieved/forecast dates. | |
| Schedule Status Bar Graph | Graph | A graphical representation of the projects original and current achievement dates for:
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| 3.5 Measures of Effectiveness | Capability Pie Chart and Associated Traffic Light Analysis | Pie chart and associated narrative provides a percentage breakdown of the projects Measures of Effectiveness (MOEs) status as at 30 June 2010. The narrative identifies:
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| 4.1 Major Project Risks | Identified Risk (Risk identified by standard project risk management processes) | • Description: A major project risk rated as "extreme" or "high" on DMO's Standard Risk Management Matrix. • Remedial Action: The risk treatment/action proposed for the risk identified. | |
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| Emergent Risk (Risk identified during 2009-10) | • Description: A major project risk that has emerged during the 2009-10 financial year. • Remedial Action: The risk treatment/action proposed for the risk identified. | |
| 4.2 Major Project Issues | Description | Risks that have been realised or issues that have arisen that require management action to address. | |
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| Remedial Action | What remedial action is proposed for the issue identified | |
| 4.3 Linked Projects | Project | The project name and number that this project is dependent on to deliver its outcomes | |
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| Description of project | A brief description of the linked project. | |
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| Description of Dependency | Describes the nature of the dependency | |
| 5.1 Key Lessons Learned | Project Lesson | Describes the strategic lesson(s) learned. | |
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| Refers to one of the following 'DMO Systemic Lessons' that can be cross referenced back to each individual Project Lesson include:
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