SUBMARINE FORCE
MANAGING
COMPLEXITY
Mr. Scott DiLisio
Executive Director, Submarine Forces
Undersea Enterprise
Managing Complexity
• Non-linear outcomes
– No definitive models
– Tied to interaction of humans
• Loose problem boundaries
• A set of complicated components and
processes
– Understanding the limitations of metrics
– Organize architecture based on usage
The Task: Managing the complex decision making process into
a highly disciplined and effective force.
Undersea Enterprise
2
A Complex World
Space
N7
TLAM
N3
Air
N6
N2
SSN
Supported
Combatant
Commander
N9
N5
Maritime
Undersea Enterprise
POM
Land
3
…Of many governance processes
NAVY
Strategic Plan
EA Development Process
Establish
Framework
Governance Process
Establish
EstablishIntended
Intended
usage
usageof
of
Architecture
Architecture
Identify
IdentifyScope
Scopeof
of
CoP
CoPArea
Area
Compare
CompareOverlaps
Overlaps
and
andGaps
Gaps
Determine
DetermineDoctrine
Doctrine
to
touse
use
Produce
ProduceEnterprise
Enterprise
Architecture
Architecture
AV-1
AV-1
Develop
Develop
Mission
Mission
Vision
Vision
And
AndGoals
Goalsfor
forCOP
COP
Governance Board
Governance Board
Governance Board
Governance Board
Governance Board
Governance Board
TV Process
(Compare with
DISR Online)
Program of Record
Process
NAVY
TV1 and TV-2
Community of Practice (CoP) Process
Establish
Establish
CoP
CoP
C
H
A
R
T
E
R
CoP
Develop
DevelopOV-1
OV-1
Define
DefineFunctions
Functions
OV-5's
OV-5's
Document
DocumentAS-IS
AS-IS
Processes
Processes
OV-6C
OV-6C
Perform
PerformAnalysis
Analysis
on
onAS-IS
AS-IS
Processes
Processes
Define
DefineEnterprise
Enterprise
Processes
Processes
Define
DefineSystems
Systemsto
to
Support
Support
OV-6C
OV-6C
CoP
CoP
CoP
CoP
CoP
CoP
POR
Retrieves
Authoritative
OV’s from DARS
Define
Technical
Views
Build System
Views (SV’s)
SV’s
Review
Reviewand
and
Approve
Approve
Charter
Charter
Establish
EstablishIntended
Intended
usage
usageof
of
Architecture
Architecture
Acquisition
Documentation
Portfolio
OV-7
OV-7
CoP
Governance Board
CoP
MDA
Cross Platform
System
Assessment
Feed
Databases
· Derive Functional Requirements
· Compare System to Functional Needs
· Prepare Technical Forecast (TV-2)
DARS
Inputs
From CoP
Enterprise
TV-1 and TV-2
Process TBD
Output
To CoP
Undersea Enterprise
Authoritative
Data Sources
4
Complex Collaboration
NCA
CNO/JCS
COCOM
NCC/CJTF
#’d Fleet/MCC/CJTF
CTF
CTG
WC
On-scene Commanders On-scene Commanders On-scene Commanders On-scene Commanders On-scene Commanders
Undersea Enterprise
5
Operational Activity – System Function
Matrix (OV-5)
◄ 1328 Activities ►
◄ 916 Functions ►
Undersea Enterprise
6
JCIDS - A Starting Point
JCIDS Analysis
Capabilities Based Assessment
AV-1
AV-2
OV-2
OV-3
OV-5
SV-1
TV-1
Family of Joint
Future Concepts
Concepts of
Operations
Integrated
Architectures
Architecture products are updated and reused
The
integrated
architecture
is updated
and reused
during
the JCIDS
and Acquisition
processes
throughout the JCIDS and Acquisition processes
DoDAF
JCD
FAA
FNA
FSA
PIA
ICD
A
CJCSI
6212.01D
CJCSI
6212.01D
CJCSI
6212.01D
CJCSI
6212.01D
NR-KPP
NR-KPP
NR-KPP
NR-KPP
CDD
ISP 1
CPD
ISP 1
Milestone
OV-1
OV-1
CJCSM
3170.01B
CJCSM
3170.01B
1 – Reference Model compliance requirement
2 – Product required for NR-KPP assessment.
1 – Use architecture products from JCIDS documents for
ISP analysis. May be Tailored ISP (TISP*).
2 – Not required or assessed. Used to develop other
products. (CJCSI 6212.01D)
3 – As available for CDD
4 – When applicable for NR-KPP
5 – Initial IT Standards Profile from DISR
6 – Acronym List
7 – Not a specified ISP product. Required for NR-KPP
assessment. (CJCSI 6212.01D)
8 – Final IT Standards Profile from DISR
B
Milestone
AV-1 
OV-1 
OV-2 
OV-3 2
OV-4 
OV-5 
OV-6c 
OV-7  3, 4
SV-2 
SV-4 
SV-5 
SV-6 
SV-11 3
TV-1  5
TV-2  3, 4
CJCSM
3170.01B
AV-1
AV-2 6
OV-1
OV-2
OV-4
OV-5
OV-6c
SV-1
SV-2
SV-4
SV-5
SV-6
TV-1
TV-2 7












DoDI
4630.8
Milestone
AV-1 
OV-1 
OV-2 
OV-3 2
OV-4 
OV-5 
OV-6c 
OV-7  4
SV-2 
SV-4 
SV-5 
SV-6 
SV-11  4
TV-1  8
TV-2 
CJCSM
3170.01B
AV-1 
AV-2 6
OV-1 
OV-2 
OV-4 
OV-5 
OV-6c 
SV-1
SV-2 
SV-4 
SV-5 
SV-6 
TV-1 
TV-2  7
DoDI
4630.8
* Tailored ISP: AV-1, OV-1 (optional), OV-5, OV-6c (optional), SV-1
(optional), SV-5, SV-6, and TV-1 (CJCSI 6212.01D)
Undersea Enterprise
C
7
Submarine Force Evolution
September 2014
Prior to 1998
August 2010
SEAWOLF
BSY - 2
LOS ANGELES
COTS
VIRGINIA
SEAWOLF
SEAWOLF
TI02/04/08
TI010/12/14
LOS ANGELES
LOS ANGELES
Legacy/TI98/02/04/06/08
CCS Mk-2
VIRGINIA
TI02/08
TI10/12
OHIO (SSGN)
OHIO (SSGN)
Legacy/TI02/B1C
Trident CCS
TI!10/12/14
VIRGINIA
NPES
OHIO (SSBN)
Future Based on the
Current Model
OHIO (SSBN)
TI Future
TI02/B1C
ORP
Ti Future
Submarine Classes Contain the Same Basic Set of Subsystems and Architecture;
Last Legacy 688 Installation FY12
Undersea Enterprise
8
Submarine Warfare Federated Tactical Systems
(SWFTS)
Multiple systems can by impacted
by any single system
modernization or upgrade
- Rapid COTS Insertion (RCI) Model: Tech insertion (TI) design every 2 years;
modernize each Sub every 4 years
- Other Models (TI design every 4-6 years and/or updates based on obsolescence)
SONAR
IMAGING
COMBAT
CONTROL
PMS401
PMS435
PMS425
PMW160
PMW770
PEO IWS 2
SubLAN/
CANES
GCCS-M
RADAR
ONI-34
Ship Control
System
• Determines which upgrades require concurrent delivery
• Ensures SWFTS-wide testing of upgrades prior to
delivery
ESM
• Allows for bundling of RCI and non-RCI model upgrades
DAWG
Non Tactical
Data Processing
• Maximizes Ao
PEO IWS 6
Circuit D
• Stabilizes upgrade rates for submarines
Acoustic
Intelligence
(ACINT)
PEO IWS 5
Portable Ship
Control Unit
• Ensures impacts of individual upgrades to interfacing
systems are identified prior to development / delivery
SRWS
(AI&R)
PMS435
USW-DSS
Federated program delivers
system upgrades in integrated fashion
PMS450
PMS450
PMS450
PMS401
PMS450
NAVIGATION
TSMS
PMS450
Interior
Comms
SOF
PMS450
Undersea Enterprise
OBTT
PMS425
RADIO /
CSSR
LIDAR
PMS401
PMW770
IFF
9
System “Real Estate” Impact
SONAR
Example:
VIRGINIA Class
TI-10 Modernization
and Forward Fit
configuration
AN/BYG-1
IMAGING
Undersea Enterprise
10
Number of Failures
Supporting the Rapid
Commercial off-the-shelf Insertion Model
Upgrade
Cycle
• At, or near, the time parts reach
obsolescence
• By the time “bad actors” have been
identified, EOL buys can be difficult
Failure rate at
~4 yrs
• 4-year cycle aligns Navy
upgrades with COTS marketplace
5-Year Insertion Cycle
FY
SUPPORTABILITY
• Failure rates increase significantly
beyond 4-year time frame
10
Lifespan
• Reclaimed assets create spare parts pool to support few remaining TI-10 boats
• Upgrades generally occur before failures become supportability issue
TI-10
11
Failure rate at
~6 yrs
TI-14
12
13
14
15
TI-18
16
17
18
19
20
Significant up-front planning and continuous monitoring required to ensure
supportability beyond COTS industry’s “sweet spot”
Undersea Enterprise
11
Hardware Tech Insertion (TI)
Goals
TI-08
APB-09
• Keep pace with technology
• Minimize obsolescence
• Ensure continuous opportunity for system improvements
TI-10
TI-12
APB-11
APB-13
TI-14
APB-15
Uninterrupted Cycle of Tech Insertion Procurements and Installations
• Plan of Record: TIs fielded every two years; individual boat upgrades every four years
• Maintains production industrial base
TI Kit
Procurement
• Ensures trained personnel for
manufacturing and testing
• Uses “state of the practice”
hardware vice “state of the art”
TI-X
Four years between
individual boat Tech
Insertions
Year 1
• Ensures broad industry support and
competitive pricing
Undersea Enterprise
Kit Installation
Year 2
Year 3
TI-X + 1
TI-X + 2
Year 4
Year 5
Year 6
Year 7
TI-X + 3
12
Why are we having this discussion?
• Most business approaches are anchored by
history
• Most budget and execution models rely
heavily on history
• Military utility is derived from a successful
execution of very complex processes
• Cost to own and operate is a direct result of
executing historical formulas
Military, Civilian and Industry Team is not focused forward
on the task at hand.
Undersea Enterprise
13