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- Agenda

� Historical/tactical context � Scope & complexity of the 688i project � Project organization and resources � Environment & infrastructure � Key project management resources &

challenges � Examples of PM implementation & results � Summary

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- There are only two classes of ships…

…submarines and targets!

23 Oct 2003 - ESD.36J SPM 3

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-Project Management Context

Project Preparation Project

Planning

Project Adaptation

Project Monitoring

Enterprise has chosen what product or system to develop

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Characteristics of Complex Defense Projects

� Life cycle 40-50 years cradle to grave � Driven by external threat environment � Almost always requires new technology

development � Almost always ‘in design’ (planned and

unplanned iterations) throughout system life � Strong political influence factors � Many technologies in each system and

subsystem

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- Historical/Tactical Context

Project Preparation Project

Planning

Project Adaptation

Project Monitoring

Enterprise has chosen what product or system to develop

ProjectPreparation Project

Planning

ProjectAdaptation

ProjectMonitoring

Enterprise haschosen what productor system to develop

� Early-mid 1980s- cold war era (close)

� Submarine force key deterrent

� SSN-637 & 688 classes heart of attack submarine fleet

� SSN-688 class justified as high-speed ASW escort for carrier task force

� Speed, stealth primary focus for 688

� Under ice operations not included in plan (637 class to cover)

� Separate sensors and fire control/weapons inherited from 637 class

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- Threats, Mission & Technology

� Carrier task force escort concept implemented, but limited effectiveness of attack submarine

� 637 class submarines nearing retirement � Increasing Soviet emphasis on arctic operations,

‘ice bastion’ concept for SSBNs � Digital technology and computer power enabled

dramatic combat system integration and support capabilities

� Next totally new attack class 10+ years away

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- Selected ‘Product’- SSN 688i

� Significantly enhanced SSN-688 class � Major changes to engine room for

increased efficiency � Added under ice capability to class � Fully integrated digital combat/weapons

system (AN/BSY-1 Combat/Control) � Improved sound isolation & quieting � Integrated vertical launch system

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- Scope & Complexity

Project Preparation Project

Planning

Project Adaptation

Project Monitoring

Enterprise has chosen what product or system to develop

ProjectPreparation Project

Planning

ProjectAdaptation

ProjectMonitoring

Enterprise haschosen what productor system to develop

� SSN 688-725 comprised1st flight hulls

� SSN 751 first ‘688i’ � Contract awarded 1982 � Keel laid 1985 � Delivery 6/1988 � Each hull approx. $400M

(w/o GFE)

� Required new structuretopside - sail, planes,superstructure changes

� New sensors requiredfor under ice operation

� Integration of multiplecomplex sensor, firecontrol and weaponslaunch systems required

� 1000’s of drawingchanges

� 1st shipyard attempt atfully integrated CStesting

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688 688i

External comparison- 688 vs. 688i

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- AN/BSY-1 Combat System

� Prime contractor: IBM Federal Systems (contract 1982) � Major subcontractors: Hughes, Raytheon, Rockwell, Unisys � Integrated sensors & sensor processing

� Bow sphere (main broadband sensor)� Hull line arrays� Towed array (narrowband sensor)� Under ice sonar� Multiple auxiliary sensor systems

� Integrated navigation, fire control/weapons control � Display & processing of sensor and ship control data � Integrated display of data, common display technology & new

tactical displays � Mk 48 ADCAP torpedoes, tube-launched Harpoon & Tomahawk � Vertical launch Tomahawk

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- Technical Data � Integrate legacy AN/UYK-7, -20, -44 computers, functions

& software � 117 units of new and existing hardware; 32 tons weight � 64 general purpose and 35 specialized processors, digital

beamformers, signal conditioners, displays and storagedevices

� 4.6 million lines of code for navigation, target detection,classification and localization

� Integrated current code for fire control and weapons systems

� Distributed processing with redundant and agile modularfunctionality; reduced spares and logistics support

� Ship safety and combat capability critically dependent on success

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- Project Organization(s) (Simplified)

Gov’t & GFE Shipyards Combat System

NAVSEA

Subs Sea-92

CSys Sea-06

PMS 393

BSY-1 Sea 06V

SUPSHIP NUSC, Field

GFE Providers, Contractors & Support

GFE Providers,Contractors & Support

Washington Newport News (VA)

Electric Boat (CT)

Design Yard

Construction Yard

CFE Providers

CFE Providers

(Largely GFE)

IBM (Prime

Contractor)

Sub­contractors

Sub­contractors

Legend: Acquisition Implementation

System of Systems Project of Projects

Contract, Funding, Data

Material, Integration, Delivery

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- Environment & Infrastructure

� Contractual project challenges � Design Agent errors occurred (for various reasons

including CAD limitations and as-built variations),and became government liabilities in the shipyard

� Key goal is to keep GFE off the critical path � ‘Constructive changes’ frequently occur ‘on the

deckplates’ � Principal players geographically separated

� NAVSEA in Washington � Newport News Shipbuilding in Tidewater VA area � IBM Federal Systems in Manassas, VA � Electric Boat in Groton, CT

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- Environment & Infrastructure

� Mid-1980s: no MS Project, no graphical tools, no SE tools (requirements mgmt, risk mgmt, etc.) � Mainframe and mini-based text schedules, PERT

calculations � Only PC-based tools were early spreadsheets

(VisiCalc, Symphony) and word processors (WordStar)

� No integration across projects, contracts � No requirement or tools for integration � Executing PM (SUPSHIP) responsible for ultimate

delivery

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- Key PM Challenges & Resources

Project Preparation Project

Planning

Project Adaptation

Project Monitoring

Enterprise has chosen what product or system to develop

ProjectPreparation Project

Planning

ProjectAdaptation

ProjectMonitoring

Enterprise haschosen what productor system to develop

� Each acquisitionmanager focused onown contract & ‘image’

� Integration, evenintegrated planning, isoften only possible atthe shipyard level

� All integration and testplans & procedures for688i & BSY-1 are new and untested

� Risk assessment & management requireintense ‘manual’ integration effort

� People, in each organization, are thekey resources

� All contractors are incentivized for both cost and delivery

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- Management Tools

� Each major organization used some variation of a scheduling and planning system � Most mainframe-based, ‘green bar’ text output � Usually structured around either material/cost flow

(shipyard) or CPM/PERT (Navy and IBM) � At the integrated implementation level, these

data must be integrated and tracked‘manually’: � Derive integrated GANTT using major milestone

information from each organization � Perform independent risk assessment & determine

options for mitigation

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- Assembling the Integrated Project

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- Monitoring the Integrated Project

� In the absence of ‘automated’ tools & processes, critical decision support data must be assembled ‘manually’: � Daily shipyard project reviews- know the capabilities and

credibility of the attendees � Reviews at major contributing organizations (IBM, NUSC, etc.) on

a frequent basis � Attendance and substantive technical input at frequent integrated

reviews (often created by project manager) � Homework- understand all technologies and key components at

the system level, dive deeper when required � Outside of meetings, ‘progress reviews’ in person, ‘on the

deckplates’ (or integration lab, etc.) � Learn the strengths, weaknesses, motivations, credibility and

commitment level of all key project personnel � Repeatedly update personal assessment of risks/mitigation

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- Managing the Integrated Project ‘Rules’ that worked:� Never ‘manage’ from an office- lead from the scene

of the action � Develop two-way trust with project personnel

� Go to bat for the people and teams, with data � Ensure your input is heard at evaluation time

� Use people as teachers in their areas- have them assess the risk in their portion of the project

� Challenge assumptions on schedules and risks � Assemble your own ‘progress report’, whether for

senior management or yourself, on a regular basis-emphasize content, not prose

� Elevate risks and problems, with data and recommendations

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Running the Project

Project Planning

Project Adaptation

Project Monitoring

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- Software Development Challenges

� IBM & subcontractors had formidable task: � Integrate numerous legacy code packages at

machine language level (usually with little/no memory remaining)

� Create millions of source code lines in an era of little accepted SW process standards or tools

� Sea-06V/IBM ran intensive BSY-1 CCBs � All problems and change requests graded for

severity, assigned priority � Software CCB dealing with 8-15,000 PTRs

(Program Trouble Reports) during development

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- Software Test in the Shipyard

� Ultimate integration responsibility was shipyard project team responsibility � SUPSHIP chair, Shipbuilder Test department conduct tests and

generate TPRs, NAVSEA/lab representatives, SUPSHIP, ship’s crew (later stages) grade & assign action

� Added shipyard input to Sea-06V/IBM (prime) CCB � Flowed shipyard test PTRs up to prime CCB as required- jointly

generated priority

� Dramatically illustrated the difference between ‘Requirement’ and ‘Nice to Have’ � Started yard test with 8000+ TPRs � Went to initial sea trials with just under 4000 open TPRs

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Project Challenge-Broadband SONAR

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- Critical Importance of Broadband

The critical safety sensor for submerged operations

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- The BSY-1 Broadband Problem

� The level of integration, additional acoustic processing, and software structure provided excellent performance, but � System crashes were still occurring 3 months

before scheduled sea trials � Following such a crash, a system re-initialization

(all functions of equal priority) required more than 5 minutes

� 5 minutes ‘blind’ in sea trial submerged operations off Long Island (or elsewhere) was unacceptable!

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- Risk Mitigation Project

� All SSNs carried HP85 portable computers for calculating SONAR conditions from temperature and salinity (among other) data to predict performance

� SSNs have a ‘line array’ (BQR-7) with far fewer acoustic elements than the sphere, but proper orientation/frequency characteristics for a simple, less capable forward- and side-looking SONAR

� Cabling from BQR-7 ran near SONAR room and HP85, but had no connection point and no suitable beamforming capability

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- A ‘Baby Broadband’ is Born

The HP85 and BQR-7 were combined in a ‘rapid prototype’ generation of a back up broadband SONAR � Programming done by NUSC engineers � Cabling changes designed by NUSC,

completed by shipyard � Resulting unit worked so well it was

replicated for several additional ships � SSN 751 never lost broadband on sea

trials 23 Oct 2003 - ESD.36J SPM 28

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Project Challenge-The Grease Pump

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- Bow Planes and Grease

� Bow planes on WWII submarines folded, but were not retractable

� Dynamics of high speed ship control and flow noise targets required retractable planes for 688i

� Retractable planes require lubrication

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- Dynamic & Acoustic Considerations

23 Oct 2003 - ESD.36J SPM

688- Planes near center of pressure, in flow field of sail

688i- Planes forward on large moment arm, in main hull flow field

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- Bow Planes, Grease & SUBSAFE

� Following loss of the Thresher, the Navy instituted a new program called SUBSAFE � History and substance of SUBSAFE

� Only hull penetrations exempt from SUBSAFE were those with <0.25” diameter

� Proposed grease line was D=0.75” except where it passed through elliptical bulkhead, where it necked to D=0.25”

� Grease flow characteristics � Pump designed for 3500 psi; tested to 10000- no

grease flow!

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- Magic ‘Blue Grease’

� UK allies identified a synthetic lubricant with much better flow characteristics

� Suggested ‘blue grease’ worked at acceptable pressures

� Seals designed to leak…and did � Can you track a 688i using blue grease

detection technology? � By the way, the answer is ‘No’!

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Technology Limitation-The Torpedo Room

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- Lasers vs. Experience

� Critical alignment point in torpedo room is the ‘Load Line’

� Must maintain alignment to acceptable tolerances at all depths (to quote Jane’s Fighting Ships, “greater than 400 feet…”)

� All structure in the room compresses and expands with depth excursions

� Solution: Use state-of-the-art laser theodolite alignment methods, coupled with extensive FEM models

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- Experience Wins!

� Following weeks of extensive measurements and intensive (and expensive) adjustments, initial load line measurements on trials yielded unacceptable results

� Prior to noise and weapons trials, the two waterfront gurus (no degrees, but 80+ years combined experience) ‘eyeballed’ the room and provided required adjustments

� On successive trials, load line was measured and confirmed within specification

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- Summary- Key Success Factors

� Methods and tools are an important part of preparation, but can only supplement: � Thorough technical understanding of major

project content � Intense and repeated reviews of project

assumptions, risk and risk mitigation requirements

� Comprehensive leadership, personal commitment, professional judgment and understanding of the human capital available in project teams

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23 Oct 2003 - ESD.36J SPM 38