Underwater Defence Technology 2020 26-28 May Rotterdam Ahoy, NL - - PDF document

UDT 2020 Fast paced spiral development for the UK’s SSN(R) Presentation/Panel

Underwater Defence Technology 2020 26-28 May Rotterdam Ahoy, NL Conference Theme - The Underwater Golden Triangle: Teamworking in the Underwater Domain.

There are many international aspects to the managing the trade-offs in design, as the Netherlands along with many other countries sees the need to work and collaborate internationally. The Netherlands policy makes clear that international cooperation is at the heart of the Netherlands development of its capabilities and in their future operational employment. The Netherlands employs a “Golden Triangle” concept in its capability development. This approach encourages regular and institutionalised collaboration between the government, knowledge institutions and industry. UDT is a platform for the exchange of information and ideas between those working in the development and exploitation of undersea defence technology; it is the Underwater Golden Triangle.

UDT 2020 Fast paced spiral development for the UK’s SSN(R) Presentation/Panel

UDT 2020 - Fast paced spiral development for the UK’s SSN(R), part of the Royal Navy’s Maritime Underwater Future Capability

Annabelle Ransome-Williams1, Craig Bland 2

1 MUFC / SSN(R) Programme Manager , Submarine Delivery Agency, UK MOD, Bristol, UK 2 MUFC & Strategy Director, BAES SYSTEMS, Barrow-in Furness, UK

The UK’s SSBN deterrent submarines is well underway. In addition, the Maritime Underwater Future Capability (MUFC) project has been established to assess future capability requirements and develop

• ptions to perform operations and tasks within the underwater environment when the current Astute

Class Submarines leave service. With approval to proceed with the Design Phase achieved the programme is embarking on the early submarine design phase which takes a fast-paced design spiral approach to accelerate the submarine procurement. A collaborative approach has been adopted which combines the complementary capabilities and capacities of the UK Ministry of Defence, BAE SYSTEMS as the submarine designer and manufacturer, Rolls-Royce as the designer and manufacturer

• f the nuclear propulsion plant and drawing on Babcock’s as the through-life support know-how. From

the earliest point, suppliers are to be engaged fully in the design effort, with a focus on optimising the delivery arrangements alongside availability and sustainment considerations. This paper sets out the background delivery principles, approach and some of the aspects for leadership and management attention in the delivery of this programme

NOMENCLATURE

DRE Dreadnaught class Joint Cost Model (JCM), the Jointly-Owned Reference Design (JORD), the Design Specification (JODS), the Joint Risk and Opportunity Register (JROR) IMBS Integrated Master Build Schedule LFE Learning from Experience MoD Ministry of Defence (United Kingdom) MSTA Major System Technical Authority MUOC Maintenance, Upkeep and Operating Cycle NSRP Nuclear Steam Raising Plant PDD Programme Definition and Design SDA Submarine Design Authority SSN(R) Ship Submersible Nuclear (Replacement) TLC Through-life Cost UPC Unit Price Cost WBI Whole Boat Support Integration WBTA Whole Boat Technical Authority

1 Background

Pre-concept MUFC work commenced in 2014. Early wok focussed on development of Operational Analysis and development of indicative SSN(R) design solutions, notably the nuclear reactor plant (NSRP). By 2017 the MUFC strategy recognised that while SSNs remain the majority capability solution, emerging technology offered enhanced capabilities and led to consideration of non-SSN capability elements. In August 18 MUFC formally entered the Equipment Procurement Programme with approval for year-1 of a 3-year initial concept phase to develop SSN-options leading to the endorsed Capability Requirement Document (under Underwater Battlespace Capability Management Group) in December 18.

2 Initial Concept Phase

The approach sought to involve industry in exploring new and potentially radical technological, operational and commercial solutions to the challenges facing modern-day war- fighting scenarios. In the face of sometimes rapid technical, military and environmental changes the challenges include: a) Exploitation of the underwater environment, including the challenges and

• pportunities of underwater detection and

communication;

UDT 2020 Fast paced spiral development for the UK’s SSN(R) Presentation/Panel b) Improving availability, flexibility, affordability and supportability of capability solutions; c) Optimising the time taken from concept phase through design and to manufacture

• f solution.

The design vision and ambition emerged and fully embraced the mothership concept [1]: work packages considered off-board sensors carried (hosted) by a manned platform, vehicles that are independent (autonomous) and/or deployed from manned surface and air platforms. Presently, we are about starting the follow-on work

• Programme Definition and Design (PDD) Phase.

The purpose of this three-year initial design phase is to create a compelling, compliant, client-owned solution for SSN(R) Full Design and succeeding phases, which meets Customer requirements for: (i) Warfighting Capability; (ii) Availability on time and through life; (iii) Whole life cost efficiency; (iv) Enterprise and boat sustainment; and (v) Stakeholder confidence. It must do this in a way which retains compliance with Industry corporate, MOD and SDA governance requirements.

3 Introduction

The PDD Strategy requires a change in mindset from previous projects at a similar stage, learning from experience to meet challenging strategic

• bjectives to optimise the sustainment of in-service

capability through 2030 and beyond. It must concurrently: refine a submarine design until sufficiently mature to enter the Full Design stage and define much improved delivery arrangements. Control of the programme must be maintained throughout, to deliver value-for-money outcomes which provide a sound basis for the next phase.

4 SSN(R) Delivery Principles

The approach is based on six key agreed principles: PRINCIPLE 1: SSNR programme is to be delivered at pace

• a. The management arrangements must be

designed to empower the project teams to make effective and swift decisions, with appropriate escalation and arbitration mechanisms

• b. To enable pace the management arrangements

and establishment (mobilisation) must consider the hard and soft systems to ensure that custom and practice is moved on to set new norms of behaviour

• c. Supporting processes must be more

innovative especially in understanding the nature of change, benefits and associated risk.

• d. Pace is to be reflected in the design iteration

drumbeat and Whole Boat Integration review intervals.

• e. Learning mechanisms are to be established

to ensure that economies of scale and scope with Dreadnought (re-use) and knowledge pull-through. PRINCIPLE 2: SSNR programme decisions are a balance of schedule, cost, capability and in- service availability

• a. The decision-making arrangements are to be

designed to allow engineering aspects to be traded against schedule (including build drumbeat), cost (UPC and TLC), capability and in-service availability.

• b. The management arrangements are to

establish the requisite participants and supporting systems to ensure an emphasis on design for cost, and, design for maintainability.

• c. Wider ecosystem will need to be considered

in determining good decisions, and making transparent the full implications - engineering being a single component of design focus.

• d. Maximum re-use and minimal (most

beneficial) change principles should be exploited to maximum effect in the programme and design

• definition. To support effective change control, a

clear integrated baseline (design, build duration and cost) is maintained throughout.

• e. Ways to future-proof components, systems

and interfaces are to be addressed in the availability and support workstreams. PRINCIPLE 3: SSNR programme and design definition is to be fully integrated with the supply base

UDT 2020 Fast paced spiral development for the UK’s SSN(R) Presentation/Panel

• a. Programme definition is to provide a step-

change in the submarine enterprise supply chain engagement, both existing and potential suppliers. In doing so, the design phase is to innovate around known problem areas.

• b. Critical suppliers are to be engaged fully in

the whole boat design effort, from the earliest point

• possible. Non-material aspects are to be fully

explored to identify programme benefits. PRINCIPLE 4: SSNR programme ways of working are fully collaborative

• a. The definition phase is to be collaborative

across MOD, Tier 1s, wider supply base (Tiers 2-4) and other stakeholders (e.g. users and other experts), co-located at BAES-S (Barrow).

• b. Key people (across the supply base) with the

requisite capability and aptitude for collaborative working are to be seconded into the programme. PRINCIPLE 5: SSNR Programme Integration is a key value-adding capability

• a. Programme Integration is a whole enterprise

activity centred around timely MOD decision making in a controlled design evolution.

• b. Common interfaces and standard protocols

are to be used to simplify Whole Boat Integration and minimise complexity.

• c. In-service availability is a key feature of

trade-off decision making, the programme is to

• ptimise the military capability against

commitments and capability coverage.

• d. PDD scope of work is to be made clear

through definition of a plan comprising all activities to deliver the outcomes and deliverables against the Strategic Objectives. Whole Boat Integration and Programme integration approach, activities, scope and capability is to be defined. PRINCIPLE 6: SSNR programme outputs will positively support MOD approvals

• a. The outcome is increased certainty and more

tightly bounded risk.

• b. Options must be underpinned by realism and

developed in a way that makes transparent the full implications of any choice.

• c. Programme pace is to result in a good level
• f product maturity to enable an incentivised

detailed design and build contract to maximise confidence in the customer and approvals community

Design Tension and Scope

The PDD Phase scope can be considered as two ‘types’ whose outputs must be integrated: a. the refinement of the Reference Design and delivery solution to a maturity suitable to progress to the next phase b. investigations focussed on improving the design or delivery solution to be taken forward, defined in terms of benefits to resilience, pace, sustainment, cost-efficiency, quality and Submarine Enterprise capability Design tension exists between the tasks in that: a. Challenging Strategic Objectives have been set requiring overall improvements, a % in time and cost for platform(s) delivery b. Need to achieve an optimum balance between re-use with the changes necessary to make required improvements c. Capacity, time and cost to achieve the definition and design outcomes is constrained d. With some possible exceptions, the adoptions of investigation recommendations will require reworking of the design, hence impacting the pace of design maturity in exchange for benefit realisation propositions. Also, many of the benefits themselves are in tension These outcomes will be articulated within the key artefacts, namely the Integrated Master (Build) Schedule (IMBS), the Joint Cost Model (JCM), the Jointly-Owned Reference Design (JORD), the Design Specification (JODS), the Joint Risk and Opportunity Register (JROR) and the Delivery Arrangements for the future programme.

UDT 2020 Fast paced spiral development for the UK’s SSN(R) Presentation/Panel

5 The PDD Operating Model

The design and delivery arrangements taken forward into the business case will be the result of MOD decision-making, based on evidence and proposals developed by collaborative MOD/Industry design and focussed investigation. During PDD, Design Authority will be held by MOD for both the Submarine Design and the Delivery Arrangements. The Reference Design provided by MOD at the start of PDD has been developed by the MOD-led Naval Design

• Partnership. During Full Design, the intent is for

MOD to delegate the Technical Authority (TA) role to Industry and therefore during PDD the 'TA- in-waiting' will play a vital role in creating solutions and making recommendations, gaining deep, progressive experience and ownership of the Reference Design. It is intended that at the end of PDD the starting point for the next phase will be a 'Jointly Owned Reference Design' (JORD). Figure 1: SSN(R)high level operating model

6 PDD Design Spiral Approach

To balance tensions, drive intensity and efficiency, the approach is to adopt a fast-paced spiral

• methodology. In addition, adopting enhanced

supplier engagement with particular focus on exploring supply chain sustainability, optimisation and capability. Design approaches cover a number of key models: waterfall, spiral, iterative/incremental models. The Waterfall Model is the oldest and the most well- known model. This model is widely used in government projects and in many major companies. The special feature of this model is its sequential

• steps. In software and other industries, waterfall

model works well for projects where quality control is a major concern because of its intensive, but for submarine design the multi-functional nature of the design problem hampers a more direct design process to develop a design description to such a level of detail that it can serve as the basis for the production of a ship [2]. Also, the model is hard to adapt for ill-defined re-use of previous design elements and isn’t adaptable enough to address ambiguity associated with technology insertion and collaboration and structural aspects leads to time and cost projection unacceptable to the UK MOD. Iterative or incremental model assumed that all customer capability features are defined and that a core product is stable when increased functionality is designed-in. The spiral model is a development process which combines elements of both design and prototyping in stages, combining the advantages of top down and bottom up design. With express intent to accelerate the capability timeline, the SSNR design phase has designed- into the governance a 4-month spiral drumbeat and builds on agile delivery methods. Empowered cross-functional teams will work in parallel workstreams, solving known problem and building

• n opportunities using many sources of innovation

and novelty. The design and programme will be integrated and (re)balanced at regular intervals to a fixed governance drumbeat. Using a problem and benefit focused activity, identifying solution strategies aligned the strategic benefits against the customer capability requirements. In this way the approach combines naval architecture and systems engineering [3] approaches in a complimentary way, deriving the optimised requirement within the programme time and cost parameters [4]. To increase programme pace, PDD strategy looks to break the traditional separation of stages and Phases to include preliminary design, system design (functional and spatial). The phase is to be cost and time constrained, against candidate key user requirements which will be defined through the design process, therefore, the only variable is the maturity of system design.

UDT 2020 Fast paced spiral development for the UK’s SSN(R) Presentation/Panel Fig 2: PDD straddles the consecutive phases and Stages in the submarine design With significant variables a modern design for all submarine functions and specifically considering

• perational analysis necessitating aspects of

mothership core design [1] a rapid design spiral with early design choices is essential. Design decision logic mapped to the timeline will drive focus and pace throughout the iteration drumbeat. The staring position is to understand the extent of previous design re-use to leverage economies of learning, scale and scope with Dreadnought in

• particular. With the input of a MOD owned

reference design the design work will focus on delivering better value product with minimal change and where change is benefit led approach is adopted to understand what risk and reward is

• expected. This process is designed to allowed

rapid progress of the design where it matters most, capitalising on re-use where appropriate – see Figure 2. Figure 3: Design The spiral model (adapted for submarine design)

7 The key aspects for implementation

A number of key aspects for management attention during the implementation are summarised.

• 1. Scope of Work and Planning: the core design

development tasks, the re-use of existing design and technologies, and benefits led assessment of the areas for innovation and change. Sequencing the areas for major change upfront allows the design to be constrained early

• 2. Benefit and Risk Analysis: a process to identify

areas that matter most for design prototype solution and design choices and trade-off space. Then to determine work prioritisation (combination of risk, investment and benefit trade-off) and order or sequencing with dependencies identified.

• 3. Whole Boat Integration: the system and

functional aspects of the product are produced in stove-piped teams, along with the testing and

• recommendations. Every quarter the design is

brought together to look at the whole boat and programme implications, seeking to balance the design and find the conflict and trade-space forming early good quality customer and supplier decisions to lock down the variables and drive design maturity.

• 4. Programme Integration (Evaluation) Phase: This

allows all parties to evaluate the programme implications, specifically the P (design maturity, safety and performance against capability requirements/aspirations), T (time for platform construction and fleet force projection) and C (unit cost and whole life costs) parameters. This understanding drives the focus and planning in the next spiral. Fundamentally important to the success of the approach is collaboration and teamwork. MOD with the two primary Industry Participants, BAES – Submarines and Rolls Royce -Submarine under a commercial Collaboration Agreement. A tripartite framework commercially ties each party to working together with the PDD phase Contract(s) to which it is a party, to deliver the:  PDD Phase Strategic Objectives;  PDD Phase Outcomes;  PDD Phase Deliverables. In working together to deliver the Collaborating Parties agreed to:  act openly and in good faith;  make decisions under this Agreement to achieve what is Best for SSN(R) Project and the wider Submarine Enterprise;

11

SSN-R Programme Definition Phase Architecture

1 2 3 5 6 7

4

• A. Requirements and Targets
• B. Programme Design & Definition
• C. Approvals and Assurance
• D. Procurement and Supply Chain
• E. Build and Drumbeat
• F. LFE & Capability Improvement
• G. WB Design Maturity:
• WB Transversal & Standards
• Ship Systems
• Platform Systems
• NSRP
• Secondary Systems
• Ship Control
• Ocean Interface
• Combat Systems
• Cross Thematic Areas
• H. Plat. Availability Improvements
• I. Team Devel. & Improvements

Workstreams

12 Overview * 1-3 year duration PDD Phase * Define end-state targets for PDD and each year *Define focus and targets for each workstream; annual and each PI Block * Allocate £ per workstream per block but estimate per W/S total and each year *Define Control Account who holds ring for PCT & risk, and manage within timelines (CAM does not equal W/S) * Each W/S has PC/PM/BS & tech supt for toolsets

Go-live Year 1 Apr 20 Apr 21 Apr 22 Year 2 Year 3 OBC 2 LSD

8 12 9 10 11

2* Programme Leadership Board (Q’ly) 1* Programme Management Board (Monthly) 2 * Leadersh

ALB AMB

SEDR

NED Challenge Function?

Final

Workstream Rules

• Within Sprint box, full autonomy
• No deviation outside box
• If < Target Maturity, allow 1 month

after WB/Prog Review to mend

• PM /PCE can redirect W/S if they

signal divergence from overall direction

Termly/4 monthly Month long Cross- W/S Integration

Programme Increment (PI) Programme / P Controls (Driving things in right way)

Monthly Sprint Cycles

PI and Sprint Cycle sets formal governance rules:

• Whole Prog Annual 2*

review

• Termly 2*/1*
• Monthly 1*/

PM/PCE Integrative Sprint – Programme wide rebalancing, incl WB Review. Update MDAL, Risks, Cost Model. Retrospective and redirect. Start each PI Block afresh! Outcome: PCT and Risk Outcome: PCT and Risk defined for whole programme 10 9 8 Integrative rebalancing – Programme Wide including Whole Boat Review. Retrospective, and redirect. Start each PI Block afresh! Incentives Align incentive proposal around hitting target maturity at end of each year. If not, allow 3 months to recover, but then incentive falls away quickly

Platform Integration

Programme Increment (PI) Programme Increment (PI) PDD

UDT 2020 Fast paced spiral development for the UK’s SSN(R) Presentation/Panel  work on an Open Team basis;  encourage co-operative behaviour between themselves and their suppliers; 

• perate in accordance with the PDD Phase

Values and Delivery Principles. All parties agree to carry out the following activities:  fulfil their roles under the Collaboration Agreement, and actively participate in the Governance and Design Management Arrangements;  work with the wider supply chain to help sustain key skills, support innovation and promote collaborative working where necessary or conducive in the supply chain and in accordance with law;  work together to make available such facilities as may reasonably be required  develop the Project processes on an

• ngoing basis to optimise scarce resources

8 Challenges

Designing future military capabilities including submarine programmes requires increased teamwork between platforms, industry participants and inclusion of wider sector / non-sector expertise to stimulate new ways of doing in a traditional design and delivery environment with the introduction of increasingly unmanned systems, the programme approach to stimulate development of technology and concepts to advance man/machine teaming will be key to operational success. To this end, programme approaches need to adapt to be inclusive, adaptable and agile in how they employ the best people in design and delivery and maintain underwater military capability. It is still early days for the programme; progress made so far is extremely encouraging but not without effort in some key areas: Leadership and Culture. Developing a business case and contract that in many ways goes against the learnt behaviours is challenging. Seniors Leader change leadership and advocacy on internal approvals process and governance is required. Strong leadership and middle management is required to champion the aspects of a time-boxed working enhanced collaboration and tolerance with ambiguity, whilst ensuring the core competence of submarine design is safeguarded and nurtured to stretch capabilities. New ways of working need to be enshrined through new process development, new people are required to bring forward wider experience and galvanise

• development. a

Balance of Investment across Re-Use and

• Change. The balance of re-use and change is

fundamentally important. Moreover, the ability to make the most important change decision upfront and in a well-informed way is imperative to drive tight spiral of submarine design maturity to achieve pace and efficiency. Re-use or pull through from existing programmes is imperative to exploit Non- reoccurring costs, optimise the economies of scale and scope for consistency at a component level (supply chain), training and operator knowledge (operator and operations benefits) The change needs to be minimal and focussed where it matters most to enhance military capability whilst

• ptimising the cost of ownership. Early and robust

challenge panel on appropriate methods of constraining change from the outset and maintenance of position is an intrinsic part of the process. Balance of focus between Product and Delivery

• Arrangements. Our submarine products are

complex – a great deal of systems, suppliers and

• interfaces. The focus on delivery and the key areas
• f tension, including critical dependencies needs as

much, maybe more, attention as the product design – these are the areas that are sometimes left later in the design cycle and can cause delay. They are inherently difficult to identify and manage without concerted effort and a wider variety of skills to understand the interrelations, and, develop ways of minimising and overcome. The team stricture was developed to create dedicated teams outside main system teams to maintain focus on key areas of build strategy, cost of ownership, acceptance, supply chain value etc, and multifunctional teams executed beneficial activities Decision making. In PDD programme decisions are a balance of schedule, cost, capability and in- service availability. The decision-making arrangements are to be designed to allow engineering aspects to be traded against schedule (including build drumbeat), cost (NRE, UPC and TLC), capability and in-service availability. The management arrangements are to establish the requisite players and supporting systems to ensure an emphasis on design for cost, and, design for maintainability – a healthy tension in this stage of the lifecycle. To support effective change control,

UDT 2020 Fast paced spiral development for the UK’s SSN(R) Presentation/Panel a clear integrated baseline has been established and will be used from the start of PDD to build a mature jointly owned design, cost model and master Design and Build (D&B) schedule. PDD will analysed potential opportunities for build duration and drumbeat compression to deliver the full scope of the customer requirements at an affordable cost. To this end, the phase outputs including Platform and NSRP design maturity, Build Strategies, a fully resourced Integrated Performance Management Baseline (IPMB) including cost assurance, and coherent and effective management arrangements including those to deliver design, acceptance and support

• arrangements. Ways to future-proof components,

systems and interfaces are to be addressed in the availability and supportability.

9 Concluding Remarks

Identifying the range of supply chain parties to be involved and specific delivery and design challenges is fundamental. Alignment of strategic intent and programme and objectives needs to follow, alongside the understanding of the focus of design iteration and extent of re-use. The vision must we set and believed to stretching but

• achievable. Also, a benefit led approach is

essential to galvanise the collective will to

• vercome inevitable points of tension. Pragmatic

delivery principles need to be flowed down throughout the organisation to set the climate for

• success. Fostering positive relationships,

encouraging open communication and embedding supportive behaviours means project members and parent organisations can change and flex to meet inherent challenges without breaking down In summary, the combination of vision, design and planning and collaboration behaviours across non- traditional and diverse skills establish a powerful force for capability generation.

References

[1] R G Pawling and D J Andrews, A SUBMARINE CONCEPT DESIGN – THE SUBMARINE AS AN UXV MOTHERSHIP Warship 2011 - Naval Submarines and UUVs. Royal Institution of Naval Architects, 2011. 1. Web. [2] Nordin, Mats. "A Novel Submarine Design Method - Based on Technical, Economical and Operational Factors of Influence." (2014): 2014. Web [3] Van Griethuysen, W. J., Marine design – can systems engineering cope? CMDC, 2000. [4] Andrews, D. J., Marine Requirements Elucidation and the Nature of Preliminary Ship Design, pp. A23-A39, Transaction of RINA 153, Part A1, London, 2011

Biographies

Craig Bland Annabelle Ransome-Williams Annabelle is an established and experienced delivery lead and P3M professional, with experience of private, public and third sectors. Annabelle has a track record delivering strategically important programmes and projects, closing the gap between strategy, capability and capacity through transformational results.