Central / Joint
Questions from this defence segment. Each one routes to a named door, a band, and the public-source proof path to scope next.
Micro answerWhat are the unresolved assumptions behind the Defence strategy policy team's next decision on force design and political-military alignment?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Defence strategy policy team's thinking on force design and political-military alignment?Lessons-learned scanSprintHow should the Defence strategy policy team decompose force design and political-military alignment into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Defence strategy policy team to improve force design and political-military alignment?C2 / decision advantage designProgramme advisoryWhat should the Defence strategy policy team stop, start, accelerate, merge or defer across the portfolio connected to force design and political-military alignment?Portfolio prioritisationProgramme advisoryHow should the Defence strategy policy team align allies, industry, classification, releasability and workshare around force design and political-military alignment?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Defence strategy policy team set for force design and political-military alignment, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Capability sponsor desk's next decision on capability requirement framing?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Capability sponsor desk's thinking on capability requirement framing?Lessons-learned scanSprintHow should the Capability sponsor desk decompose capability requirement framing into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Capability sponsor desk to improve capability requirement framing?C2 / decision advantage designProgramme advisoryWhat should the Capability sponsor desk stop, start, accelerate, merge or defer across the portfolio connected to capability requirement framing?Portfolio prioritisationProgramme advisoryHow should the Capability sponsor desk align allies, industry, classification, releasability and workshare around capability requirement framing?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Capability sponsor desk set for capability requirement framing, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Head Office portfolio team's next decision on portfolio prioritisation?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Head Office portfolio team's thinking on portfolio prioritisation?Lessons-learned scanSprintHow should the Head Office portfolio team decompose portfolio prioritisation into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Head Office portfolio team to improve portfolio prioritisation?C2 / decision advantage designProgramme advisoryWhat should the Head Office portfolio team stop, start, accelerate, merge or defer across the portfolio connected to portfolio prioritisation?Portfolio prioritisationProgramme advisoryHow should the Head Office portfolio team align allies, industry, classification, releasability and workshare around portfolio prioritisation?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Head Office portfolio team set for portfolio prioritisation, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Joint capability integration staff's next decision on multi-domain integration?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Joint capability integration staff's thinking on multi-domain integration?Lessons-learned scanSprintHow should the Joint capability integration staff decompose multi-domain integration into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Joint capability integration staff to improve multi-domain integration?C2 / decision advantage designProgramme advisoryWhat should the Joint capability integration staff stop, start, accelerate, merge or defer across the portfolio connected to multi-domain integration?Portfolio prioritisationProgramme advisoryHow should the Joint capability integration staff align allies, industry, classification, releasability and workshare around multi-domain integration?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Joint capability integration staff set for multi-domain integration, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Defence finance/business-case team's next decision on value-for-money and options appraisal?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Defence finance/business-case team's thinking on value-for-money and options appraisal?Lessons-learned scanSprintHow should the Defence finance/business-case team decompose value-for-money and options appraisal into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Defence finance/business-case team to improve value-for-money and options appraisal?C2 / decision advantage designProgramme advisoryWhat should the Defence finance/business-case team stop, start, accelerate, merge or defer across the portfolio connected to value-for-money and options appraisal?Portfolio prioritisationProgramme advisoryHow should the Defence finance/business-case team align allies, industry, classification, releasability and workshare around value-for-money and options appraisal?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Defence finance/business-case team set for value-for-money and options appraisal, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Commercial/procurement desk's next decision on route-to-market and supplier selection?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Commercial/procurement desk's thinking on route-to-market and supplier selection?Lessons-learned scanSprintHow should the Commercial/procurement desk decompose route-to-market and supplier selection into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Commercial/procurement desk to improve route-to-market and supplier selection?C2 / decision advantage designProgramme advisoryWhat should the Commercial/procurement desk stop, start, accelerate, merge or defer across the portfolio connected to route-to-market and supplier selection?Portfolio prioritisationProgramme advisoryHow should the Commercial/procurement desk align allies, industry, classification, releasability and workshare around route-to-market and supplier selection?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Commercial/procurement desk set for route-to-market and supplier selection, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Requirements writer / operational analyst's next decision on requirements sanity and testability?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Requirements writer / operational analyst's thinking on requirements sanity and testability?Lessons-learned scanSprintHow should the Requirements writer / operational analyst decompose requirements sanity and testability into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Requirements writer / operational analyst to improve requirements sanity and testability?C2 / decision advantage designProgramme advisoryWhat should the Requirements writer / operational analyst stop, start, accelerate, merge or defer across the portfolio connected to requirements sanity and testability?Portfolio prioritisationProgramme advisoryHow should the Requirements writer / operational analyst align allies, industry, classification, releasability and workshare around requirements sanity and testability?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Requirements writer / operational analyst set for requirements sanity and testability, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Programme management office's next decision on schedule risk and dependency control?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Programme management office's thinking on schedule risk and dependency control?Lessons-learned scanSprintHow should the Programme management office decompose schedule risk and dependency control into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Programme management office to improve schedule risk and dependency control?C2 / decision advantage designProgramme advisoryWhat should the Programme management office stop, start, accelerate, merge or defer across the portfolio connected to schedule risk and dependency control?Portfolio prioritisationProgramme advisoryHow should the Programme management office align allies, industry, classification, releasability and workshare around schedule risk and dependency control?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Programme management office set for schedule risk and dependency control, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Test and evaluation authority's next decision on test evidence and trial design?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Test and evaluation authority's thinking on test evidence and trial design?Lessons-learned scanSprintHow should the Test and evaluation authority decompose test evidence and trial design into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Test and evaluation authority to improve test evidence and trial design?C2 / decision advantage designProgramme advisoryWhat should the Test and evaluation authority stop, start, accelerate, merge or defer across the portfolio connected to test evidence and trial design?Portfolio prioritisationProgramme advisoryHow should the Test and evaluation authority align allies, industry, classification, releasability and workshare around test evidence and trial design?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Test and evaluation authority set for test evidence and trial design, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Security accreditation office's next decision on security accreditation and residual risk?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Security accreditation office's thinking on security accreditation and residual risk?Lessons-learned scanSprintHow should the Security accreditation office decompose security accreditation and residual risk into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Security accreditation office to improve security accreditation and residual risk?C2 / decision advantage designProgramme advisoryWhat should the Security accreditation office stop, start, accelerate, merge or defer across the portfolio connected to security accreditation and residual risk?Portfolio prioritisationProgramme advisoryHow should the Security accreditation office align allies, industry, classification, releasability and workshare around security accreditation and residual risk?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Security accreditation office set for security accreditation and residual risk, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Export controls/classification office's next decision on exportability and classification?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Export controls/classification office's thinking on exportability and classification?Lessons-learned scanSprintHow should the Export controls/classification office decompose exportability and classification into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Export controls/classification office to improve exportability and classification?C2 / decision advantage designProgramme advisoryWhat should the Export controls/classification office stop, start, accelerate, merge or defer across the portfolio connected to exportability and classification?Portfolio prioritisationProgramme advisoryHow should the Export controls/classification office align allies, industry, classification, releasability and workshare around exportability and classification?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Export controls/classification office set for exportability and classification, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Defence innovation cell's next decision on rapid experiment selection?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Defence innovation cell's thinking on rapid experiment selection?Lessons-learned scanSprintHow should the Defence innovation cell decompose rapid experiment selection into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Defence innovation cell to improve rapid experiment selection?C2 / decision advantage designProgramme advisoryWhat should the Defence innovation cell stop, start, accelerate, merge or defer across the portfolio connected to rapid experiment selection?Portfolio prioritisationProgramme advisoryHow should the Defence innovation cell align allies, industry, classification, releasability and workshare around rapid experiment selection?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Defence innovation cell set for rapid experiment selection, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Defence data/AI product owner's next decision on AI/data product adoption?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Defence data/AI product owner's thinking on AI/data product adoption?Lessons-learned scanSprintHow should the Defence data/AI product owner decompose AI/data product adoption into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Defence data/AI product owner to improve AI/data product adoption?C2 / decision advantage designProgramme advisoryWhat should the Defence data/AI product owner stop, start, accelerate, merge or defer across the portfolio connected to AI/data product adoption?Portfolio prioritisationProgramme advisoryHow should the Defence data/AI product owner align allies, industry, classification, releasability and workshare around AI/data product adoption?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Defence data/AI product owner set for AI/data product adoption, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Training and education command's next decision on training transformation and throughput?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Training and education command's thinking on training transformation and throughput?Lessons-learned scanSprintHow should the Training and education command decompose training transformation and throughput into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Training and education command to improve training transformation and throughput?C2 / decision advantage designProgramme advisoryWhat should the Training and education command stop, start, accelerate, merge or defer across the portfolio connected to training transformation and throughput?Portfolio prioritisationProgramme advisoryHow should the Training and education command align allies, industry, classification, releasability and workshare around training transformation and throughput?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Training and education command set for training transformation and throughput, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Joint logistics command's next decision on logistics resilience?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Joint logistics command's thinking on logistics resilience?Lessons-learned scanSprintHow should the Joint logistics command decompose logistics resilience into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Joint logistics command to improve logistics resilience?C2 / decision advantage designProgramme advisoryWhat should the Joint logistics command stop, start, accelerate, merge or defer across the portfolio connected to logistics resilience?Portfolio prioritisationProgramme advisoryHow should the Joint logistics command align allies, industry, classification, releasability and workshare around logistics resilience?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Joint logistics command set for logistics resilience, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Defence medical services's next decision on medical readiness and deployed care?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Defence medical services's thinking on medical readiness and deployed care?Lessons-learned scanSprintHow should the Defence medical services decompose medical readiness and deployed care into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Defence medical services to improve medical readiness and deployed care?C2 / decision advantage designProgramme advisoryWhat should the Defence medical services stop, start, accelerate, merge or defer across the portfolio connected to medical readiness and deployed care?Portfolio prioritisationProgramme advisoryHow should the Defence medical services align allies, industry, classification, releasability and workshare around medical readiness and deployed care?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Defence medical services set for medical readiness and deployed care, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Legal / ROE / ethics advisor's next decision on legality and rules of engagement?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Legal / ROE / ethics advisor's thinking on legality and rules of engagement?Lessons-learned scanSprintHow should the Legal / ROE / ethics advisor decompose legality and rules of engagement into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Legal / ROE / ethics advisor to improve legality and rules of engagement?C2 / decision advantage designProgramme advisoryWhat should the Legal / ROE / ethics advisor stop, start, accelerate, merge or defer across the portfolio connected to legality and rules of engagement?Portfolio prioritisationProgramme advisoryHow should the Legal / ROE / ethics advisor align allies, industry, classification, releasability and workshare around legality and rules of engagement?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Legal / ROE / ethics advisor set for legality and rules of engagement, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Public affairs / influence interface's next decision on trust, narrative and information risk?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Public affairs / influence interface's thinking on trust, narrative and information risk?Lessons-learned scanSprintHow should the Public affairs / influence interface decompose trust, narrative and information risk into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Public affairs / influence interface to improve trust, narrative and information risk?C2 / decision advantage designProgramme advisoryWhat should the Public affairs / influence interface stop, start, accelerate, merge or defer across the portfolio connected to trust, narrative and information risk?Portfolio prioritisationProgramme advisoryHow should the Public affairs / influence interface align allies, industry, classification, releasability and workshare around trust, narrative and information risk?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Public affairs / influence interface set for trust, narrative and information risk, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the Estates / infrastructure authority's next decision on basing, estate and infrastructure capacity?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the Estates / infrastructure authority's thinking on basing, estate and infrastructure capacity?Lessons-learned scanSprintHow should the Estates / infrastructure authority decompose basing, estate and infrastructure capacity into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the Estates / infrastructure authority to improve basing, estate and infrastructure capacity?C2 / decision advantage designProgramme advisoryWhat should the Estates / infrastructure authority stop, start, accelerate, merge or defer across the portfolio connected to basing, estate and infrastructure capacity?Portfolio prioritisationProgramme advisoryHow should the Estates / infrastructure authority align allies, industry, classification, releasability and workshare around basing, estate and infrastructure capacity?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the Estates / infrastructure authority set for basing, estate and infrastructure capacity, and what early decisions would preserve optionality?National capability roadmapMicro answerWhat are the unresolved assumptions behind the NATO liaison / international programmes desk's next decision on coalition and alliance alignment?Unknowns register / research triageMicro answerWhat external lessons, allied signals and threat changes should alter the NATO liaison / international programmes desk's thinking on coalition and alliance alignment?Lessons-learned scanSprintHow should the NATO liaison / international programmes desk decompose coalition and alliance alignment into doctrine, organisation, training, materiel, data, people, facilities and sustainment choices?Capability decompositionSprintWhat decision flows, data flows and authorities are required for the NATO liaison / international programmes desk to improve coalition and alliance alignment?C2 / decision advantage designProgramme advisoryWhat should the NATO liaison / international programmes desk stop, start, accelerate, merge or defer across the portfolio connected to coalition and alliance alignment?Portfolio prioritisationProgramme advisoryHow should the NATO liaison / international programmes desk align allies, industry, classification, releasability and workshare around coalition and alliance alignment?Alliance / multinational programme designEnterprise / multi-yearWhat 3–10 year roadmap should the NATO liaison / international programmes desk set for coalition and alliance alignment, and what early decisions would preserve optionality?National capability roadmap