Submarine Delivery Agency Maritime Underwater Future Capability SSN(R) Fast Paced Spiral Development Craig Bland, BAES and Annabelle Ransome-Williams, UK MOD 1
What is MUFC? • 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 Single Statement of User Need - “To provide an interoperable, survivable and available • The current status of SSNR Project is: Future Underwater Capability that can operate globally whilst maintaining mission security and forward presence. Contributing to Force and Power Projection, and • Established a credible programme to accelerate delivery Battlespace Dominance with the Versatility, Flexibility and Adaptability to achieve effect and influence into and from the underwater environment across the Joint Operating • Gained approval for Programme Definition and Design Phase in Apr Environment.” • Finalisation of mobilisation to start PDD, inc commercials 2
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 of capability solutions; c) Optimising the time taken from concept phase through design and to manufacture of solution; 3
Lessons Learnt • 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 OFFICIAL – SENSITIVE
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. 5
SSNR PDD – What is approach? • 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. 6
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 7
Design Approaches and Teamworking Structure Decide (Eng & PM Mgt) • Value Chain* & Resilience • • Build Strategy & Pace • Cost of Ownership & Efficiency • Programme Integration & Benefits Mgt • Acceptance & Quality Route to Contract & Delivery Capability Joint Support Office** Availability & Sustainment Whole Boat Integration & Transversals Ocean Interfaces Combat System Instrumentation Major Ship Sys Minor Ship Sys Hull & Outfit Secondary Control & Primary Change Management, Communications, Training and Culture Enablers Project Controls Collaboration Tools * Value Chain = Operational Effectiveness of Customer, Tier 1 & Supply Chain Construct 8
Design of the SSNR PDD Phase • 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. The PDD Phase scope can be considered as two ‘types’ whose outputs must be integrated : • Refine submarine Design(s) to meet emerging requirements and AUV linkages (1) the refinement of the Reference Design and delivery solution to a suitable maturity • Operate much improved delivery arrangements, controlling the Programme to deliver (2) investigations to improve design or delivery solution defined in terms of benefits to VFM outcomes which provide a sound basis for the next phase. objectives Deliberate tension exists between these concurrent tasks. • It must do this in a way which retains compliance with governance requirements, while delivering within the wider Enterprise context. 9
Time-boxed design increments 10
Charter To be inserted 11
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 12
Summary 13
Questions 14
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