Submarine Delivery Agency Maritime Underwater Future Capability - - PowerPoint PPT Presentation

Submarine Delivery Agency

Maritime Underwater Future Capability

SSN(R) Fast Paced Spiral Development

Craig Bland, BAES and Annabelle Ransome-Williams, UK MOD

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What is MUFC?

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• Capability Programme led by Defence Nuclear Organisation (DNO):
• Operations & tasks within the underwater battlespace when Astute SSNs leave service
• Not just SSNs, or equipment's, but all capability aspects
• Completing 2-year initial concept phase (ICP) in March 2020
• In last 2-years MUFC has:
• Agreed Capability Requirements and inclusion of SSN in force-mix
• Accelerated by 12-months, down-selecting key SSN characteristics
• Completed trials and analysis to inform AUV opportunities
• The current status of SSNR Project is:
• Established a credible programme to accelerate delivery
• Gained approval for Programme Definition and Design Phase in Apr
• Finalisation of mobilisation to start PDD, inc commercials

Single Statement of User Need - “To provide an interoperable, survivable and available Future Underwater Capability that can operate globally whilst maintaining mission security and forward presence. Contributing to Force and Power Projection, and Battlespace Dominance with the Versatility, Flexibility and Adaptability to achieve effect and influence into and from the underwater environment across the Joint Operating Environment.”

MUFC and SSNR design challenges

a) Exploitation of the underwater environment, including the challenges and opportunities of underwater detection and communication; b) Improving availability, flexibility, affordability and supportability

• f capability solutions;

c) Optimising the time taken from concept phase through design and to manufacture of solution;

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Lessons Learnt

OFFICIAL – SENSITIVE

• Collaboration at the heart of submarine design. enhanced industrial capability and capacity through the

collaboration with a focus on programme delivery arrangements as well as design the platform

• understanding the Customers demand -understanding the technology and operational landscape,

understanding how to keep options open for the longest time to allow technology insertion and capability flexibility

• customer decision making at pace as the key to maintaining good progress
• focussed approach for managing change and innovation, investing only where it matters most
• adding value through earlier, more frequent and deeper supply-chain engagement

MUFC and SSNR design outcomes

• PDD Outcome 1: Agreed the customer requirements and generate the evidence to support the

available capability choices (including broader MUFC options) established business and programme arrangements to maximise their achievement.

• PDD Outcome 2: Matured the platform design in accordance with agreed design principles to

achieve the agree performance requirements, presenting options for Departmental approval.

• PDD Outcome 3: Shaped the wider delivery ecosystem to enable and support platform delivery

within PCT parameters.

• PDD Outcome 4: Developed procurement options and commercial arrangements that enable

SSN(R) delivery while supporting wider Enterprise considerations.

• PDD Outcome 5: Mobilised for the next phase of work against agreed PCT and risk baselines,

transferring risk appropriately into industry supply chain.

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SSNR PDD – What is approach?

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• Established top-down control of “requirements”:
• MUFC Capability Requirement agreed by UWB Capability Mgt. Group
• User Requirements, design principles, key characteristics & specifications
• SSNR Reference Design and Functional model support option analysis
• Approving Authority construct and Organisational Arrangements
• Programmatic / wider Eco-system key consideration from outset:
• SSNR Charter already agreed and in place to drive ways-of-working
• Balanced decisions across range of customer agreed priority areas
• Early IMS to set targets and aspirations
• Cost model in place – to be developed into Joint Cost Model
• Key Suppliers identified and initial engagements commenced:
• Recognises where key strategic relationships required
• More regular and non-transactional engagements to mature design
• Competition where valid; single-source where case can be made
• Balance SSNR with strategic supplier mgt. and flotilla-wide aspects.

MUFC and SSNR design principles

• PRINCIPLE 1: SSNR programme is to be delivered at pace
• PRINCIPLE 2: SSNR programme decisions are a balance of schedule,

cost, capability and in-service availability

• PRINCIPLE 3: SSNR programme and design definition is to be fully

integrated with the supply base

• PRINCIPLE 4: SSNR programme ways of working are fully collaborative
• PRINCIPLE 5: SSNR Programme Integration is a key value-adding

capability

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Design Approaches and Teamworking Structure

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Decide (Eng & PM Mgt) Programme Integration & Benefits Mgt Whole Boat Integration & Transversals Primary Secondary Major Ship Sys Combat System Ocean Interfaces Control & Instrumentation Minor Ship Sys Hull & Outfit

• Joint Support Office**

Value Chain* & Resilience Build Strategy & Pace Cost of Ownership & Efficiency Acceptance & Quality Route to Contract & Delivery Capability Availability & Sustainment Enablers

Change Management, Communications, Training and Culture Collaboration Tools Project Controls

* Value Chain = Operational Effectiveness of Customer, Tier 1 & Supply Chain Construct

Design of the SSNR PDD Phase

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• Key Lessons from the past include:
• Greater MOD control of a requirements driven design solution
• Balanced decisions focussed on range of capability and wider requirements
• Concurrently refine design and programme options
• Earlier and more frequent non-transactional supply-chain engagement
• Early low-risk release to supply-chain for manufacture
• The SSNR PDD phase must:
• Create a compelling, compliant, client-owned solution for SSN(R)
• Deliver (i) Capability; (ii) Availability on time and through life; (iii) Whole life cost

efficiency; (iv) Enterprise sustainment; and (v) Stakeholder confidence.

• Refine submarine Design(s) to meet emerging requirements and AUV linkages
• Operate much improved delivery arrangements, controlling the Programme to deliver

VFM outcomes which provide a sound basis for the next phase.

• It must do this in a way which retains compliance with governance

requirements, while delivering within the wider Enterprise context.

The PDD Phase scope can be considered as two ‘types’ whose outputs must be integrated : (1) the refinement of the Reference Design and delivery solution to a suitable maturity (2) investigations to improve design or delivery solution defined in terms of benefits to

• bjectives

Deliberate tension exists between these concurrent tasks.

Time-boxed design increments

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Charter

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To be inserted

Progress and areas for attention

• Reverse the paradigm
• The paradox of control
• Begin with the end in mind
• Put first things first
• Teamwork : breaking cultural norms
• Change leadership

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Summary

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Questions