undersea enterprise mr. scott dilisio executive director, submarine forces submarine force managing...

Undersea EnterpriseUndersea Enterprise

Mr. Scott DiLisioExecutive Director, Submarine Forces

SUBMARINE FORCE SUBMARINE FORCE MANAGING MANAGING

COMPLEXITYCOMPLEXITY


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


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


…Of many governance processes

Governance ProcessEstablish Framework

Governance Board

Establish Intended usage of

Architecture


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


Architecture


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


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


Operational Activity – System Function Matrix (OV-5)

◄ 1328 Activities ►◄ 1328 Activities ►

◄ 916 Fu

nctio

ns

►

◄ 916 Fu

nctio

ns

►

6


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


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


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


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


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


Num

ber

of F

ailu

res

LifespanFailure rate at ~4 yrs


Num

ber

of F

ailu

res



Num

ber

of F

ailu

res



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)


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.

undersea enterprise mr. scott dilisio executive director, submarine forces submarine force managing...

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