Undersea Enterprise Mr. Scott DiLisio Executive Director, Submarine Forces SUBMARINE FORCE MANAGING COMPLEXITY

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. 2

Undersea Enterprise A Complex World Command & Control Force Management Force Generation Logistics Protection Global Deterrence Maritime/ Littoral Operations Access & Access Denial Ops (Air & Space) Net-Centric Operations Land Operations Space Operations Air Operations Spec Ops & Irregular Warfare (Land) Access & Access Denial Ops (Land) Spec Ops/ Irregular Warfare (Mar & Exp) Access & Access Denial Ops (Mar & Exp) Joint Shaping Interagency/ IGO/NGO Coordination Stability Operations Defense Support to US Civil Authorities Information Operations Public Affairs Operations CHINFO N4 N1 N2 Supported Combatant Commander POM N3 N9 N5 N5 N7 N6 Homeland Defense N5 SSN TLAM Maritime Land Air Space Battlespace Awareness 3

Undersea Enterprise …Of many governance processes 4

Undersea Enterprise Complex Collaboration On-scene Commanders CTF CTG WC #’d Fleet/MCC/CJTF NCA COCOM NCC/CJTF CNO/JCS 5

Undersea Enterprise Operational Activity – System Function Matrix (OV-5) ◄ 1328 Activities ► 6

Undersea Enterprise JCIDS - A Starting Point NR-KPP ICD PIAFAA Integrated Architectures Concepts of Operations Family of Joint Future Concepts JCIDS Analysis Capabilities Based Assessment AV-1 AV-2 OV-2 OV-3 OV-5 SV-1 TV-1 DoDAF OV-1 CJCSM B 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 ISP 1 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 B CPD Architecture products are updated and reused during the JCIDS and Acquisition processes CDD Milestone A B C ISP 1 OV-1 CJCSM B CJCSI D CJCSI D CJCSI D 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 B 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 JCD CJCSI D 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 D) 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 D) 8 –Final IT Standards Profile from DISR The integrated architecture is updated and reused throughout the JCIDS and Acquisition processes * Tailored ISP: AV-1, OV-1 (optional), OV-5, OV-6c (optional), SV-1 (optional), SV-5, SV-6, and TV-1 (CJCSI D) FSAFNA 7

Undersea Enterprise Submarine Classes Contain the Same Basic Set of Subsystems and Architecture; Last Legacy 688 Installation FY12 Submarine Force Evolution TI10/12 ORP September 2014 Future Based on the Current Model TI010/12/14 TI!10/12/14 TI02/B1C SEAWOLF Prior to 1998 OHIO (SSBN) LOS ANGELES VIRGINIA COTS BSY - 2 Trident CCS CCS Mk-2 NPES TI Future OHIO (SSGN) TI02/04/08 Legacy/TI98/02/04/06/08 Legacy/TI02/B1C TI02/08 August 2010 Ti Future SEAWOLF OHIO (SSBN) LOS ANGELES VIRGINIA OHIO (SSGN) SEAWOLF LOS ANGELES VIRGINIA 8

Undersea Enterprise Submarine Warfare Federated Tactical Systems (SWFTS) IMAGING PMS435 RADAR DAWG COMBAT CONTROL PMS425 Circuit D Ship Control System Portable Ship Control Unit LIDAR SONAR PMS401 OBTT SRWS (AI&R) NAVIGATION Acoustic Intelligence (ACINT) IFF RADIO / CSSR TSMS Non Tactical Data Processing Interior Comms SOF ESM GCCS-M USW-DSS SubLAN/ CANES Ensures impacts of individual upgrades to interfacing systems are identified prior to development / delivery Determines which upgrades require concurrent delivery Ensures SWFTS-wide testing of upgrades prior to delivery Stabilizes upgrade rates for submarines Allows for bundling of RCI and non-RCI model upgrades Maximizes A o -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) Federated program delivers system upgrades in integrated fashion PEO IWS 2 PMS425 PEO IWS 6 PMS450 ONI-34 PMS450 PMS435 PMW770 PMS450 PMS401 PMS450 PMS401 PEO IWS 5 PMW160 Multiple systems can by impacted by any single system modernization or upgrade 9

Undersea Enterprise System “Real Estate” Impact SONAR AN/BYG-1 IMAGING Example: VIRGINIA Class TI-10 Modernization and Forward Fit configuration Example: VIRGINIA Class TI-10 Modernization and Forward Fit configuration 10

Undersea Enterprise Supporting the Rapid Commercial off-the-shelf Insertion Model FY Upgrade Cycle TI-10TI-14TI-18 5-Year Insertion Cycle Reclaimed assets create spare parts pool to support few remaining TI-10 boats Upgrades generally occur before failures become supportability issue 4-year cycle aligns Navy upgrades with COTS marketplace SUPPORTABILITY Failure rates increase significantly beyond 4-year time frame At, or near, the time parts reach obsolescence By the time “bad actors” have been identified, EOL buys can be difficult Significant up-front planning and continuous monitoring required to ensure supportability beyond COTS industry’s “sweet spot” 11

Undersea Enterprise 12 Plan of Record: TIs fielded every two years; individual boat upgrades every four years Maintains production industrial base Ensures trained personnel for manufacturing and testing Uses “state of the practice” hardware vice “state of the art” Ensures broad industry support and competitive pricing Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 TI Kit Procurement Year 7 Kit Installation TI-X + 3 Four years between individual boat Tech Insertions TI-X + 1 TI-X + 2 TI-X Keep pace with technology Minimize obsolescence Ensure continuous opportunity for system improvements Uninterrupted Cycle of Tech Insertion Procurements and Installations Goals Hardware Tech Insertion (TI)

Undersea Enterprise 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 13 Military, Civilian and Industry Team is not focused forward on the task at hand.