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 - F ast paced spiral development for the UK’s SSN(R), part of the Royal Navy ’ s Maritime Underwater Future Capability Annabelle Ransome-Williams 1 , 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 options 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 of 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 (NSRP). By 2017 the MUFC strategy recognised that while SSNs remain the majority capability solution, emerging technology offered enhanced DRE Dreadnaught class capabilities and led to consideration of non-SSN Joint Cost Model (JCM), the Jointly-Owned capability elements. In August 18 MUFC formally Reference Design (JORD), the Design entered the Equipment Procurement Programme Specification (JODS), the Joint Risk and with approval for year-1 of a 3-year initial concept Opportunity Register (JROR) phase to develop SSN-options leading to the IMBS Integrated Master Build Schedule endorsed Capability Requirement Document (under LFE Learning from Experience Underwater Battlespace Capability Management MoD Ministry of Defence (United Kingdom) Group) in December 18. MSTA Major System Technical Authority MUOC Maintenance, Upkeep and Operating Cycle 2 Initial Concept Phase NSRP Nuclear Steam Raising Plant PDD Programme Definition and Design SDA Submarine Design Authority The approach sought to involve industry in SSN(R) Ship Submersible Nuclear (Replacement) exploring new and potentially radical TLC Through-life Cost technological, operational and commercial UPC Unit Price Cost solutions to the challenges facing modern-day war- WBI Whole Boat Support Integration fighting scenarios. In the face of sometimes rapid WBTA Whole Boat Technical Authority technical, military and environmental changes the challenges include: 1 Background a) Exploitation of the underwater environment, including the challenges and opportunities of underwater detection and Pre-concept MUFC work commenced in 2014. communication; Early wok focussed on development of Operational Analysis and development of indicative SSN(R) design solutions, notably the nuclear reactor plant
UDT 2020 Fast paced spiral development for the UK’s SSN(R) Presentation/Panel b) Improving availability, flexibility, b. To enable pace the management arrangements affordability and supportability of and establishment (mobilisation) must consider the capability solutions; hard and soft systems to ensure that custom and practice is moved on to set new norms of behaviour c) Optimising the time taken from concept phase through design and to manufacture c. Supporting processes must be more of solution. innovative especially in understanding the nature of change, benefits and associated risk. The design vision and ambition emerged and fully embraced the mothership concept [1]: work d. Pace is to be reflected in the design iteration packages considered off-board sensors carried drumbeat and Whole Boat Integration review (hosted) by a manned platform, vehicles that are intervals. independent (autonomous) and/or deployed from manned surface and air platforms. e. Learning mechanisms are to be established to ensure that economies of scale and scope with Presently, we are about starting the follow-on work Dreadnought (re-use) and knowledge pull-through. - Programme Definition and Design (PDD) Phase. The purpose of this three-year initial design phase PRINCIPLE 2: SSNR programme decisions are is to create a compelling, compliant, client-owned a balance of schedule, cost, capability and in- solution for SSN(R) Full Design and succeeding service availability phases, which meets Customer requirements for: (i) Warfighting Capability; (ii) Availability on time a . The decision-making arrangements are to be and through life; (iii) Whole life cost efficiency; designed to allow engineering aspects to be traded (iv) Enterprise and boat sustainment; and (v) against schedule (including build drumbeat), cost Stakeholder confidence. It must do this in a way (UPC and TLC), capability and in-service which retains compliance with Industry corporate, availability. MOD and SDA governance requirements. b. The management arrangements are to 3 Introduction establish the requisite participants and supporting systems to ensure an emphasis on design for cost, The PDD Strategy requires a change in mindset and, design for maintainability. from previous projects at a similar stage, learning from experience to meet challenging strategic c. Wider ecosystem will need to be considered objectives to optimise the sustainment of in-service in determining good decisions, and making capability through 2030 and beyond. It must transparent the full implications - engineering being concurrently: refine a submarine design until a single component of design focus. sufficiently mature to enter the Full Design stage and define much improved delivery arrangements. d. Maximum re-use and minimal (most Control of the programme must be maintained beneficial) change principles should be exploited to throughout, to deliver value-for-money outcomes maximum effect in the programme and design which provide a sound basis for the next phase. definition. To support effective change control, a clear integrated baseline (design, build duration 4 SSN(R) Delivery Principles and cost) is maintained throughout. The approach is based on six key agreed principles: e. Ways to future-proof components, systems and interfaces are to be addressed in the availability and support workstreams. PRINCIPLE 1: SSNR programme is to be delivered at pace PRINCIPLE 3: SSNR programme and design definition is to be fully integrated with the a. The management arrangements must be supply base designed to empower the project teams to make effective and swift decisions, with appropriate escalation and arbitration mechanisms
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