undersea enterprise mr. scott dilisio executive director, submarine forces submarine force managing...
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Undersea EnterpriseUndersea Enterprise
Mr. Scott DiLisioExecutive Director, Submarine Forces
SUBMARINE FORCE SUBMARINE FORCE MANAGING MANAGING
COMPLEXITYCOMPLEXITY
Undersea EnterpriseUndersea Enterprise
Managing Complexity
• Non-linear outcomes– No definitive models– Tied to interaction of humans
• Loose problem boundaries• A set of complicated components and
processes– Understanding the limitations of metrics– Organize architecture based on usage
The Task: Managing the complex decision making process into a highly disciplined and effective force.
The Task: Managing the complex decision making process into a highly disciplined and effective force.
2
Undersea EnterpriseUndersea Enterprise
A Complex World
Com
man
d &
Co
ntro
l
Force
Management
Force
Generati
on
Logis
ti
cs
Pro
tect
ion
Glo
bal
Dete
rren
ce
Maritim
e/
Littoral
Operatio
ns
Access & Access
Denial Ops (Air & Space)
Net-
Centr
ic
Opera
tions
Land Operations
Space
Operations
Air
Operatio
ns
Spec
Ops &
Irregula
r
Warfare
(Land)
Access & Access
Denial Ops (Land)
Sp
ec
Op
s/
Irreg
ula
r W
arfa
r e
(Mar &
Exp
)
Acce
ss
&
Acce
ss
Denia
l
Op
s
(Mar &
Exp
)
JointShaping
Interagency/ IGO/NGO Coordination
Stability
Operation
s
Defense
Support
to US Civil
Authorities
Info
rmatio
n
Opera
tions
Pu
blic
Aff
airs
Op
era
tion
s
CHINFOCHINFO
NN44NN
11
N2N2 Supported Combatant
Commander
POM
POM
PO
M
N3N3
N9N9
N5N5
NN55
NN77
NN66
Hom
ela
nd
Defe
nse
NN55
SSNSSN
TLAMTLAM
Maritime Land
AirAir
SpaceSpace
Batt
lesp
ace
A
ware
ness
3
Undersea EnterpriseUndersea Enterprise
…Of many governance processes
Governance ProcessEstablish Framework
Governance Board
Establish Intended usage of
Architecture
Establish Intended usage of
Architecture
Governance Board
Identify Scope of CoP Area
Identify Scope of CoP Area
Governance Board
Compare Overlaps and Gaps
Compare Overlaps and Gaps
Governance Board
Determine Doctrine to use
Determine Doctrine to use
Governance Board
Produce Enterprise Architecture
AV-1
Produce Enterprise Architecture
AV-1
Governance Board
DevelopMissionVision
And Goals for COP
DevelopMissionVision
And Goals for COP
NAVY Strategic Plan
Community of Practice (CoP) Process
CoP
Establish CoP
Establish CoP
CoP
Develop OV-1Develop OV-1
CoP
Define FunctionsOV-5's
Define FunctionsOV-5's
CoP
Document AS-IS Processes
OV-6C
Document AS-IS Processes
OV-6C
CoP
Perform Analysis on AS-IS
Processes
Perform Analysis on AS-IS
Processes
CHARTER
Governance Board
Review and ApproveCharter
Review and ApproveCharter
CoP
Establish Intended usage of
Architecture
Establish Intended usage of
Architecture
CoP
Define Systems to SupportOV-6C
Define Systems to SupportOV-6C
CoP
Define Enterprise Processes
Define Enterprise Processes
CoP
OV-7OV-7
NAVYTV1 and TV-2
EA Development Process
Enterprise TV-1 and TV-2Process TBD
Authoritative Data Sources
Inputs From CoP
DARS
Output To CoP
TV Process(Compare with DISR Online)
DefineTechnical
Views
PORRetrieves
AuthoritativeOV’s from DARS
Build System Views (SV’s)
Program of Record Process
MDACross Platform
SystemAssessment
· Derive Functional Requirements· Compare System to Functional Needs· Prepare Technical Forecast (TV-2)
Feed Databases
SV’s
Acquisition Documentation
Portfolio
4
Undersea EnterpriseUndersea Enterprise
Complex Collaboration
On-scene Commanders On-scene Commanders On-scene Commanders On-scene Commanders On-scene Commanders
CTF
CTG
WC
#’d Fleet/MCC/CJTF
NCA
COCOM
NCC/CJTF
CNO/JCS
5
Undersea EnterpriseUndersea Enterprise
Operational Activity – System Function Matrix (OV-5)
◄ 1328 Activities ►◄ 1328 Activities ►
◄ 916 Fu
nctio
ns
►
◄ 916 Fu
nctio
ns
►
6
Undersea EnterpriseUndersea Enterprise
JCIDS - A Starting Point
NR-KPP NR-KPP NR-KPPNR-KPP
ICDPIA
FAA
IntegratedArchitectures
Concepts ofOperations
Family of JointFuture Concepts
JCIDS AnalysisCapabilities Based Assessment AV-1
AV-2OV-2OV-3OV-5SV-1TV-1
DoDAF
OV-1
CJCSM3170.01B
AV-1
AV-2 6
OV-1
OV-2
OV-4
OV-5
OV-6c
SV-1SV-2
SV-4
SV-5
SV-6
TV-1
TV-2 7
DoDI4630.8
ISP 1
AV-1
OV-1 OV-2
OV-3 2
OV-4
OV-5
OV-6c
OV-7 3, 4
SV-2
SV-4
SV-5
SV-6
SV-11 3
TV-1 5
TV-2 3, 4
CJCSM3170.01
B
CPD
Architecture products are updated and reused during the JCIDS and Acquisition processes
CDDMilestone
AMilestone
B
Milestone
CISP 1
OV-1
CJCSM3170.01B
CJCSI6212.01
D
CJCSI6212.01
D
CJCSI6212.01
D
AV-1
OV-1 OV-2
OV-3 2
OV-4
OV-5
OV-6c
OV-7 4
SV-2
SV-4
SV-5
SV-6
SV-11 4 TV-1 8
TV-2
CJCSM3170.01
B
AV-1
AV-2 6
OV-1
OV-2 OV-4
OV-5
OV-6c
SV-1SV-2
SV-4
SV-5
SV-6
TV-1
TV-2 7
DoDI4630.8
JCD
CJCSI6212.01
D
1 – Reference Model compliance requirement
2 – Product required for NR-KPP assessment.
1 – Use architecture products from JCIDS documents for ISP analysis. May be Tailored ISP (TISP*).
2 – Not required or assessed. Used to develop other products. (CJCSI 6212.01D)
3 – As available for CDD
4 – When applicable for NR-KPP
5 – Initial IT Standards Profile from DISR
6 – Acronym List
7 – Not a specified ISP product. Required for NR-KPP assessment. (CJCSI 6212.01D)
8 – Final IT Standards Profile from DISR
The integrated architecture is updated and reused throughout the JCIDS and Acquisition processes
* Tailored ISP: AV-1, OV-1 (optional), OV-5, OV-6c (optional), SV-1 (optional), SV-5, SV-6, and TV-1 (CJCSI 6212.01D)
FSA
FNA
7
Undersea EnterpriseUndersea Enterprise
Submarine Classes Contain the Same Basic Set of Subsystems and Architecture; Last Legacy 688 Installation FY12
Submarine Force Evolution
TI10/12
ORP
September 2014 Future Based on the
Current Model
TI010/12/14
TI!10/12/14
TI02/B1C
SEAWOLF
Prior to 1998
OHIO (SSBN)
LOS ANGELES
VIRGINIACOTS
BSY - 2
Trident CCS
CCS Mk-2
NPES
TI Future
OHIO (SSGN)
TI02/04/08
Legacy/TI98/02/04/06/08
Legacy/TI02/B1C
TI02/08
August 2010
Ti Future
SEAWOLF
OHIO (SSBN)
LOS ANGELES
VIRGINIA
OHIO (SSGN)
SEAWOLF
LOS ANGELES
VIRGINIA
8
Undersea EnterpriseUndersea Enterprise
Submarine Warfare Federated Tactical Systems (SWFTS)
IMAGINGPMS435
RADAR
DAWG
COMBATCONTROL
PMS425
Circuit D
Ship ControlSystem
Portable Ship Control Unit
LIDAR
SONARPMS401
OBTT
SRWS(AI&R)
NAVIGATION
Acoustic Intelligence
(ACINT)
IFF
RADIO /CSSR
TSMS
Non Tactical Data Processing
InteriorComms
SOF
ESM
GCCS-M
USW-DSSSubLAN/CANES
• Ensures impacts of individual upgrades to interfacing systems are identified prior to development / delivery
• Determines which upgrades require concurrent delivery
• Ensures SWFTS-wide testing of upgrades prior to delivery
• Stabilizes upgrade rates for submarines• Allows for bundling of RCI and non-RCI model upgrades
• Maximizes Ao
- Rapid COTS Insertion (RCI) Model: Tech insertion (TI) design every 2 years; modernize each Sub every 4 years
- Other Models (TI design every 4-6 years and/or updates based on obsolescence)
Federated program deliverssystem upgrades in integrated fashion
PEO IWS 2
PMS425
PEO IWS 6
PMS450
ONI-34
PMS450
PMS435
PMW770
PMW770
PMS450
PMS450
PMS450
PMS401
PMS450
PMS401
PEO IWS 5PMW160
Multiple systems can by impacted by any single system
modernization or upgrade
Multiple systems can by impacted by any single system
modernization or upgrade
9
Undersea EnterpriseUndersea Enterprise
System “Real Estate” Impact
SONARSONAR
AN/BYG-1AN/BYG-1
IMAGINGIMAGING
Example: VIRGINIA Class
TI-10 Modernization and Forward Fit
configuration
Example: VIRGINIA Class
TI-10 Modernization and Forward Fit
configuration
10
Undersea EnterpriseUndersea Enterprise
Supporting the Rapid Commercial off-the-shelf Insertion Model
10 11 12 13 14 15 16 17 18 19 20FY
Upgrade Cycle
TI-10 TI-14 TI-185-Year Insertion Cycle
• Reclaimed assets create spare parts pool to support few remaining TI-10 boats
• Upgrades generally occur before failures become supportability issue
• 4-year cycle aligns Navy upgrades with COTS marketplace
Failure rate at ~4 yrs
Failure rate at ~6 yrs
Num
ber
of F
ailu
res
LifespanFailure rate at ~4 yrs
Failure rate at ~6 yrs
Num
ber
of F
ailu
res
LifespanFailure rate at ~4 yrs
Failure rate at ~6 yrs
Num
ber
of F
ailu
res
LifespanFailure rate at ~4 yrs
Failure rate at ~6 yrs
Num
ber
of F
ailu
res
Lifespan
SUPPORTABILITY• Failure rates increase significantly
beyond 4-year time frame• At, or near, the time parts reach
obsolescence• By the time “bad actors” have been
identified, EOL buys can be difficult
Significant up-front planning and continuous monitoring required to ensure supportability beyond COTS industry’s “sweet spot”
Significant up-front planning and continuous monitoring required to ensure supportability beyond COTS industry’s “sweet spot”
11
Undersea EnterpriseUndersea Enterprise 12
• Plan of Record: TIs fielded every two years; individual boat upgrades every four years• Maintains production industrial base
• Ensures trained personnel for manufacturing and testing
• Uses “state of the practice” hardware vice “state of the art”
• Ensures broad industry support and competitive pricing
Year 1Year 2
Year 3Year 4
Year 5Year 6
TI KitProcurement
Year 7
Kit Installation
TI-X + 3
Four years between individual boat Tech
Insertions
TI-X + 1
TI-X + 2
TI-X
TI-14APB-15APB-09
TI-08 TI-10 TI-12APB-11 APB-13
TI-14APB-15APB-09
TI-08 TI-10 TI-12APB-11 APB-13
• Keep pace with technology• Minimize obsolescence• Ensure continuous opportunity for system improvements
Uninterrupted Cycle of Tech Insertion Procurements and InstallationsUninterrupted Cycle of Tech Insertion Procurements and Installations
GoalsGoals
Hardware Tech Insertion (TI)
Undersea EnterpriseUndersea Enterprise
Why are we having this discussion?
• Most business approaches are anchored by history
• Most budget and execution models rely heavily on history
• Military utility is derived from a successful execution of very complex processes
• Cost to own and operate is a direct result of executing historical formulas
13
Military, Civilian and Industry Team is not focused forward on the task at hand.
Military, Civilian and Industry Team is not focused forward on the task at hand.
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