AUSN

SPRING 2018

Navy magazine is distributed on Capitol Hill,the Pentagon and naval bases around the world. It provides information that impacts Sailors, their families and the Navy. Navy is published quarterly by the Association of the United States Navy (AUSN).

Issue link: http://digital.ausn.org/i/976866

Contents of this Issue

Navigation

Page 16 of 43

15 Association of the United States Navy Association of the United States Navy 15 Tom Boucher, program manager for the Electromagnetic (EM) Railgun at the Office of Naval Research (ONR), talks to Hahn during a Jan. 12, 2017, visit to the railgun facility at Naval Surface Warfare Center, Dahlgren Division, Dahlgren, Va. The EM Railgun launcher is a long-range weapon that fires projectiles using electricity instead of chemical propellants. Magnetic fields created by high electrical currents accelerate a sliding metal conductor, or armature, between two rails to launch projectiles at 4,500 mph. force as a very well-balanced model that takes into account all of those elements that are necessary to do this over and over and over again. ey're very successful at moving capability to the submarines regardless of the platform type and regardless of the age of that capital investment, the platform. ey've gotten to a point where we've actually had to, at some points, dial back the speed at which we're delivering. at's a great place to be, because you're providing the user with too much change. ey've tuned that system over the last decade or so, and that's the one I always point to as a pretty darn good model. How are you engaging other stakeholders to help improve or speed up the transition of critical technologies to the fleet? We've recognized that without that acquisition partner, the program partner on the back end of this, we are producing science for science's sake, or research for research's sake, and we're not getting capability out to the fleet. We have revamped our Future Naval Capabil- ities process in order to make each one of the projects that are working inside of that process (and these are three-year projects that are pushing technology pretty hard), and they've got a program waiting on the other end and that program has raised their hand and said, "Hey, we need this capability and we're willing to take that risk and bring it into our program space and incur the cost, schedule and performance challenge that comes with bringing in new technology, but we believe that that will satisfy a requirement and it's worth us taking that risk." Inside of the Future Naval Capabilities process we've now created what I would call a shared destiny, with the gaining resource sponsor and the gaining program office, such that the investment that's done with the resourcing that we can bring and the talent we can bring from the Office of Naval Research side to the problem, now joins the programmatic expertise that comes from the program offices, the acquisition expertise. Instead of a handoff being done, now we run those as shared proj- ects and we create a shared destiny where the projects live for a finite period of time. e funding is now much more tied together and we focus not just on, "Did we transition to the program office?" We focus on, "When is the initial operating capability date for that tech- nology, that project, that capability to show up in the field?" And if that's not in time to solve a problem in the fight, then it's not worth doing. We won't even enjoin in those projects. So we've created the shared destiny sort of model and all sides of this project are bought in. at's a different way to partner than we have done before. We're looking forward to seeing how that goes. JOHN F. WILLIAMS

Articles in this issue

Archives of this issue

view archives of AUSN - SPRING 2018