By Mark V. Arena
A short research examines the follow-on creation of the complicated SEAL supply method (ASDS) for the Deep Submergence Directorate (PMS 395) of the Navel Sea structures Command.
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Additional resources for Advanced SEAL Delivery System: Perspectives and Options
Clearly, the vendors did not envision the same project as the government did. The trend continued when the winner, Westinghouse, attempted to meet requirements within or close to the original bid, despite many indications that this was not possible. This lack of definition and catering to an unrealistic price resulted in a significant number of design changes and decisions that resulted in dramatic cost and schedule growth. NGC inherited these problems when it acquired the Westinghouse division building the ASDS.
Lastly, the program office should establish a PMAG to provide input to assist the program manager in assessing all aspects of the ASDS program including technical, programmatic, financial, and contractor performance.
We recommend that the program office form such a group, with a charter to examine additional affordability issues and areas of remaining risk (as well as any other topics the PM deems appropriate). The membership of the team should include representatives similar to those of the IPT, as described above, but it should be led and facilitated by a neutral party. This team should exist for a short period of time—no more than 30 days. Program Management 31 Conclusions • Program is moving in the right direction • Several technical issues remain • Opportunities exist to further reduce costs • Additional management actions by Navy and NGC will further strengthen and benefit the program R Conclusions After an uncertain start, the ASDS program is proceeding on a more solid foundation.