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1 Surface Force Availability Project Team Handbook A Guide and Collection of Best Practices for Planning and Executing Surface Ship Availabilities Date Modified: SEPTEMBER 2012

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Page 1: Surface Force Availability Project Team Handbook Hyperlink Files/Project Team... · Subj: SURFACE FORCE AVAILABILITY PROJECT TEAM HANDBOOK management team from developing and implementing

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Surface Force

Availability Project Team Handbook

A Guide and Collection of Best Practices for Planning and Executing Surface Ship Availabilities

Date Modified: SEPTEMBER 2012

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DEPARTMENT OF THE NAVYNAVAL SEA SYSTEMS COMMAND

WASHINGTON NAVY YARD, DC 20376-0001

COMMANDER, NAVY REGIONAL MAINTENANCE CENTER9170 SECOND STREET, SUITE 245

NORFOLK, VA 23511-2325

COMMANDER, NAVAL SURFACE FORCE, U.S. PACIFICSAN DIEGO, CA 92155

COMMANDER, NAVAL SURFACE FORCE, ATLANTICNORFOLK, VA 23511-2325

CNSL4790Ser N43/

CNSP4790Ser N43/

CNRMC4790Ser 100/16416 Oct 12

NAVSEA4790Ser SEA 21/

JOINT LETTER

From: Commander, Naval Sea Systems CommandCommander, Navy Regional Maintenance CenterCommander, Naval Surface Force, U.S. Pacific Fleet (N43)Commander, Naval Surface Force, Atlantic (N43)

SUbj: SURFACE FORCE AVAILABILITY PROJECT TEAM HANDBOOK

Encl: (1) Surface Force Availability Project Team Handbook

1. This joint letter from Commander, Naval Regional MaintenanceCommand; Commander, Naval Sea Systems Command; Naval SurfaceForce, U.S. Pacific Fleet N43; Naval Surface Force Atlantic N43,forwards the first edition of the Availability Project TeamHandbook. This handbook was developed to document bestmanagement practices, and project team strategies and processesfor improved planning and execution of surface ship depotavailabilities.

2. The Availability Project Team Handbook was originallydeveloped in 2008 and has been revised over the past year toensure alignment with the Surface Team One (ST1) construct.This Availability Project Team Handbook is published as aproduct of the Surface Team One (ST1) community.

3. The Availability Project Team Handbook is intended to be aguide and a set of recommendations for use by surface shipavailability project teams. They may use this handbook as atool in developing and implementing their respective projectmanagement plans. It is not directive in nature, but it isissued simply as a guide or starting point for project teams.The target audience for the Handbook includes any member of theProject Team who plays a role in planning and/or executing CNOavailabilities. Nothing in this handbook will prevent a project II

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Subj: SURFACE FORCE AVAILABILITY PROJECT TEAM HANDBOOK

management team from developing and implementing improvedavailability management process.

a. The Availability Project Team Handbook will initially bedistributed to all Project Teams during their scheduledIntegrated Project Team Development (IPTD) Sessions. TheHandbook is also available to all interested parties via theLessons Learned Conference (LLC) Analysis Team Members and/orthe Surface Team One Portal(https://www.surfor.navy.mil/sites/st1) .

b. Version control of the Project Team Handbook is managedby the Lessons Learned Conference (LLC) Knowledge SharingNetwork (KSN). This handbook is a "living" document.Maintenance and Modernization professionals at all levels areencouraged to contribute to this document, particularly based onknowledge gained from meeting and overcoming new challenges withregard to availability planning and execution. The LLC KSN willreview the Handbook on an annual basis, or as deemed necessarybased on requests for changes. The intention is not to have theHandbook signed every time a new revision is issued.

4. For Availability Project Teams to use this AvailabilityProject Team Handbook when planning and executing depotavailabilities.

5. ST1 Support Team point of contact for Surface ForceAvailability Project Team Handbook is Mrs. Inga Parvani, ProjectManager, 703-582-2798, [email protected].

6. I endorse the purpose and intended use of the Surface ForceAvailability Project Team Handbook.

~

. /}~{/,

STEVEN L./ STANCY.. CNSL N43

TODDCNSP

2

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HANDBOOK INTRODUCTION This Availability Project Team Handbook is published as a product of the Surface Team One (ST1) community. It is intended to be a guide and a set of recommendations for use by surface ship Availability Project Teams as a tool in developing and implementing their respective project management plans. It is not directive in nature, but it is issued simply as a guide or starting point for Project Teams. This Handbook is a “living” document. Maintenance and Modernization professionals at all levels are encouraged to contribute to this document, particularly based on knowledge gained from meeting and overcoming new challenges with regard to availability planning and execution. Many desk guides and instructions exist in the Surface Maintenance and Modernization Community. An electronic version of the Handbook is located on the ST1 Portal, where suggested modifications may also be submitted. The ST1 Portal is located at: https://www.surfor.navy.mil/sites/st1 and instructions for access are in Appendix B.

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TABLE OF CONTENTS

HANDBOOK INTRODUCTION ......................................................................................................................... 2

1.0 PURPOSE OF AVAILABILITY PROJECT TEAM HANDBOOK ......................................................... 10

1.1 Varying Levels of Availability Complexity ....................................................................................... 10

1.2 Availability Project Team Handbook Content Sources ................................................................... 11

1.3 Surface Team One (ST1) Introduction ............................................................................................. 11 1.3.1 ST1 Governance Council and Executive Steering Committee (ESC) ....................................... 11 1.3.2 ST1 Knowledge Sharing Networks (KSNs) ............................................................................... 12

2.0 AVAILABILITY PROJECT TEAM MEMBERS AND SUPPORTING COMMANDS .............................. 15

2.1 Key Members of the Availability Project Team ............................................................................... 15 2.1.1 Core Maintenance Team Members ........................................................................................ 15

2.1.1.1 Naval Supervising Activity (NSA) / Regional Maintenance Center (RMC) Project Manager (PM)……………. ...................................................................................................................................... 15 2.1.1.2 Type Commander Port Engineer (PE) ................................................................................. 15 2.1.1.3 Ship’s Force (S/F) ................................................................................................................. 16 2.1.1.4 Ship Superintendent (SHIPSUP) .......................................................................................... 16 2.1.1.5 Lead Maintenance Activity Project Manager (LMA PM) ..................................................... 16

2.1.2 Availability Project Team Members (expanded from the Core Maintenance Team) ............. 17 2.1.2.1 Shipbuilding Specialist (SBS) ............................................................................................... 17 2.1.2.2 Administrative Contracting Officer (ACO) ........................................................................... 18 2.1.2.3 NAVSEA 21 Hull Manager .................................................................................................... 18 2.1.2.1 Planning Yard Representatives (PYR) .................................................................................. 19 2.1.2.2 On-site Logistics Representative (OSLR) ............................................................................. 19 2.1.2.3 SPAWAR C4IS Representative ............................................................................................. 19 2.1.2.4 Alteration Installment Team (AIT)....................................................................................... 20 2.1.2.5 RMC Project Support Engineer (PSE) .................................................................................. 20 2.1.2.6 Integrated Test Engineer (ITE) ............................................................................................ 20

2.1.3 Intermittent Positions ............................................................................................................. 21 2.1.3.1 Warfare Centers and In-Service Engineering Agents (ISEAs) .............................................. 21 2.1.3.2 LMA’s AIT Coordinator and/or Integrator ........................................................................... 21 2.1.3.3 AEGIS Modernization Team (AMT) ..................................................................................... 21

2.2 Commands Of Interest .................................................................................................................... 22 2.2.1 Type Commander (TYCOM) .................................................................................................... 22 2.2.2 System Commands (SYSCOMs) ............................................................................................... 22 2.2.3 NAVSEA21 Fleet Support Office, Washington, D.C. ................................................................ 23 2.2.4 Commander Navy Regional Maintenance Center (CNRMC) Regional Maintenance Centers (RMCs)…………. ......................................................................................................................................... 23 2.2.5 Surface Maintenance Engineering Planning Program (SURFMEPP) ....................................... 25

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3.0 CONTINUOUS EVENTS THROUGHOUT AVAILABILITY PLANNING AND EXECUTION ................... 27

3.1 Integrated Project Team Development (IPTD)................................................................................ 27

3.2 Lessons Learned Conferences (LLCs) .............................................................................................. 28

3.3 Forward Deployed Naval Forces (FDNF) ......................................................................................... 29

3.4 Planning Board for Maintenance (PB4M) ....................................................................................... 29

4.0 ADVANCED PLANNING (C+130 TO A-360) ............................................................................... 31

4.1 Baseline Availability Work Package (BAWP) to Availability Work Package (AWP) Process ............ 31 4.1.1 BAWP-AWP Meetings ............................................................................................................. 32 4.1.2 BAWP-AWP Milestones ........................................................................................................... 33

4.1.2.1 C+120 .................................................................................................................................. 33 4.1.2.2 C+130 .................................................................................................................................. 33 4.1.2.3 C+140 .................................................................................................................................. 33 4.1.2.4 A-470 ................................................................................................................................... 33 4.1.2.5 A-410 ................................................................................................................................... 33 4.1.2.6 A-400 ................................................................................................................................... 34 4.1.2.7 A-360 ................................................................................................................................... 34

4.1.3 BAWP/AWP Change Management Process ............................................................................ 34

4.2 Modernization Planning Input from NAVSEA SPM, SYSCOM Integrators, and TYCOM/READINESS ISIC…………….. ............................................................................................................................................... 35

4.3 Work Package Preparation ............................................................................................................. 36 4.3.1 Maintenance Work Package Preparation ............................................................................... 36

4.3.1.1 Maintenance Team Responsibilities ................................................................................... 36 4.3.1.1.1 Management of Ship Maintenance............................................................................... 36 4.3.1.1.2 Budgeting for Ship Maintenance .................................................................................. 36 4.3.1.1.3 Logistics and Technical Expertise .................................................................................. 36 4.3.1.1.4 Availability Milestones .................................................................................................. 37

4.3.1.2 Current Ship’s Maintenance Project (CSMP) ...................................................................... 37 4.3.1.3 Class Maintenance Plan (CMP) ........................................................................................... 37

4.3.1.3.1 CMP Routines ................................................................................................................ 37 4.3.1.4 Departure from Specification (DFS) Clearance, Temporary Standing Order (TSO) and CASREP Correction Plan ...................................................................................................................... 38

4.3.2 Contractor Support Specifications (800/900 Numbered Work Items) ................................... 38 4.3.3 Ship Change Document (SCD) ................................................................................................. 38 4.3.4 Letter of Authorization (LOA) .................................................................................................. 38 4.3.5 Ship Visits ................................................................................................................................ 38

4.4 Work Package (WP) Development .................................................................................................. 39 4.4.1 Lead Maintenance Activity (LMA) Planning ............................................................................ 39 4.4.2 Master Specification Catalog (MSC) ........................................................................................ 39 4.4.3 Work Specification Review ..................................................................................................... 39

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4.5 Advanced Planning Meetings .......................................................................................................... 40 4.5.1 Required Planning Status Messages ....................................................................................... 40 4.5.2 Advanced Planning Meetings .................................................................................................. 40

5.0 PLANNING (A-360 TO A-75) ................................................................................................... 43

5.1 Planning Metrics ............................................................................................................................. 43

5.2 Planning Milestones ........................................................................................................................ 43

5.3 Task/Fund Ship Installation Drawing (SID) Development (A-330) .................................................. 44

5.4 Ship Checks Completed (A-270) ...................................................................................................... 44

5.5 Screening of CMP (A-270) ............................................................................................................... 44

5.6 Incremental Funding for Ordering Long Lead Time Material (LLTM) (A-270) ................................ 44

5.7 IPTD A-270 / A-195 Event ................................................................................................................ 44

5.8 50% of D-Level Maintenance Work Package 2-Kilos Locked Based on Dollars (A-240, A-190 for MSMO) ........................................................................................................................................................ 44

5.9 Issue/Deliver Ship Installation Drawings (SIDs) to NSA for Contractors and Alteration Installation Teams (AITs) (A-180) ................................................................................................................................... 45

5.10 Request All Modernization Funding (A-180) ................................................................................... 45

5.11 Modernization (A-175 to A-120) ..................................................................................................... 45

5.12 IPTD A-120 Event (A-120) ................................................................................................................ 45

5.13 Work Package Integration Conference (WPIC) (A-120) .................................................................. 45 5.13.1 Pre-WPIC Preparations ........................................................................................................... 45 5.13.2 WPIC Agenda ........................................................................................................................... 46 5.13.3 Post-WPIC Follow-Up .............................................................................................................. 47

5.14 80% of D-Level Maintenance Work Package 2-Kilos Locked Based on Dollars (A-120, A-95 for MSMO) ........................................................................................................................................................ 47

5.15 Award of AIT Contracts (A-90) ........................................................................................................ 47

5.16 100% Lock (A-75)............................................................................................................................. 47

6.0 TRANSITION FROM PLANNING TO EXECUTION (A-75 TO AVAILABILITY START) ....................... 49

6.1 TAR (A-50) ....................................................................................................................................... 49

6.2 Modernization/AIT Support Services Funding (A-45) (a-75 FFP) .................................................... 49

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6.3 Definitize the Work Package (A-35) (A-60 Award FFP) ................................................................... 49

6.4 IPTD A-45 / A-30 Event .................................................................................................................... 49

6.5 Schedule Integration ....................................................................................................................... 49 6.5.1 Total Ship Integrated Test Plan ............................................................................................... 50 6.5.2 Critical Path, Milestone, and Key Event Schedule .................................................................. 50

6.6 Transitioning People through the Integrated Project Team ........................................................... 50

6.7 Project Team Shipyard visits ........................................................................................................... 50

6.8 Crew Move Ashore .......................................................................................................................... 50

6.9 Conduct WPER (a-30) ...................................................................................................................... 50

6.10 WPER to Availability Start (A-30 to A-0) ......................................................................................... 51

6.11 Identifing Work/Testing requiring Execution Strategy ................................................................... 51

6.12 Presentation of Execution Strategies .............................................................................................. 51 6.12.1 Development of the Work Schedule ....................................................................................... 52 6.12.2 Required Strategies ................................................................................................................. 52 6.12.3 Recommended Strategies ....................................................................................................... 52

6.13 Preparing S/F for the availability..................................................................................................... 53 6.13.1 Establishment of a Maintenance Central Location for Management ..................................... 53

6.13.1.1 S/F Involvement in Checkpoints...................................................................................... 54 6.13.2 Equipment and System Lay-Up Requirements, and Planned Maintenance System (PMS) Expectations ............................................................................................................................................ 54 6.13.3 Equipment and Start-Up Requirements.................................................................................. 54 6.13.4 Basic Availability Logistics ....................................................................................................... 54 6.13.5 Crew Move Ashore Requirements .......................................................................................... 54 6.13.6 PCD Expectations .................................................................................................................... 54 6.13.7 Cleanliness Plan ....................................................................................................................... 55 6.13.8 Dock Trials/Fast Cruise/Sea Trials Planning ............................................................................ 55 6.13.9 Safety ...................................................................................................................................... 55

6.13.9.1 Fire Department Integration ........................................................................................... 55 6.13.9.2 Environmental Requirements ......................................................................................... 55

6.13.10 Key Personnel Awareness Briefings .................................................................................... 55 6.13.11 S/F Related Lessons Learned and Best Practices ................................................................ 56 6.13.12 Readiness to Start (A-30) .................................................................................................... 56 6.13.13 Risk Letter and Reporting Requirements (A-120) ............................................................... 56

6.14 Arrival Conference (A-0) ................................................................................................................. 56

6.15 Environment, Safety, and Health (ESH) Management .................................................................... 57 6.15.1 Contractual Requirements ...................................................................................................... 57 6.15.2 Responsibilities ....................................................................................................................... 57

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6.15.3 Lessons Learned and Previous Projects Reviewed.................................................................. 57 6.15.4 Areas of Concern ..................................................................................................................... 58 6.15.5 ESH Risk Mitigation Strategies ................................................................................................ 58

7.0 EXECUTION (A-0 TO C+0) ....................................................................................................... 60

7.1 Execution Project Plan .................................................................................................................... 60 7.1.1 Maintaining the Work Schedule ............................................................................................. 60 7.1.2 Integration of New Work During the Availability .................................................................... 60

7.2 Key Events and Milestones ............................................................................................................. 60 7.2.1 Management of Key Events and Milestones .......................................................................... 60 7.2.2 Other Key Event and Milestones............................................................................................. 61

7.3 Alteration Installation Team (AIT) Support and Management ....................................................... 61 7.3.1 Responsibilities ....................................................................................................................... 61 7.3.2 Regional Maintenance and Modernization Coordination Office (RMMCO) ........................... 62 7.3.3 AIT Oversight ........................................................................................................................... 62 7.3.4 AIT Production Work Oversight .............................................................................................. 62 7.3.5 AIT Memorandum of Agreement (MOA) ................................................................................ 62

7.4 IPTD Mid-Availability Event/ 50% Conference ................................................................................ 63

7.5 Work Completion Certification ....................................................................................................... 63

7.6 Material Management— ILS Management .................................................................................... 64

7.7 Growth and New Work Management Plan ..................................................................................... 64 7.7.1 Authorizing New Work ............................................................................................................ 64 7.7.2 Growth Work .......................................................................................................................... 65

7.8 Quality Management Plan (QMP) ................................................................................................... 65 7.8.1 Responsibilities ....................................................................................................................... 66

7.9 Requirements .................................................................................................................................. 66

7.10 DFS Clearance and CASREP Correction Plan ................................................................................... 67

7.11 Contractor’s Performance Assessment Reporting .......................................................................... 67 7.11.1 Critical Success Factors ........................................................................................................... 67 7.11.2 Contractor’s Performance Assessment Plan ........................................................................... 67

8.0 SHIP’S FORCE (S/F) AVAILABILITY PREPARATION AND INTEGRATION ...................................... 69

8.1 Key S/F Participants ........................................................................................................................ 69

8.2 Communication ............................................................................................................................... 69

8.3 Availability Planning Preparations .................................................................................................. 69

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8.3.1 S/F Work List (A-120) .............................................................................................................. 69 8.3.2 Attend Planning Meetings ...................................................................................................... 70

8.3.2.1 Work Package Integration Conference (WPIC) (A-120) ...................................................... 70 8.3.2.2 Work Package Execution Review (WPER) (A-30) ................................................................ 70

8.3.3 Crew Move (A-30) ................................................................................................................... 70 8.3.4 Local Area Network (LAN) Move (A-30) .................................................................................. 70 8.3.5 Ship’s Arrival Preparation (prepared by A-30) ........................................................................ 70

8.3.5.1 Dry-Dock Conference (if applicable) ................................................................................... 73 8.3.5.2 Arrival Conference (A-0) ..................................................................................................... 73

8.4 Availability Execution ...................................................................................................................... 73 8.4.1 Execution Meetings ................................................................................................................. 73 8.4.2 Maintaining Ownership of Spaces .......................................................................................... 74 8.4.3 Safety ...................................................................................................................................... 74 8.4.4 Cleanliness .............................................................................................................................. 74 8.4.5 Work Authorization Form (WAF) and Tag-Out Process .......................................................... 75

8.4.5.1 Description .......................................................................................................................... 75 8.4.5.2 Quality Assurance (QA) Team Best Practice ....................................................................... 75 8.4.5.3 Integrated Test Plan Coordination ...................................................................................... 75 8.4.5.4 Compartment Close-Out ..................................................................................................... 75 8.4.5.5 S/F Readiness at Availability Completion ............................................................................ 76 8.4.5.6 Fast Cruise, Dock Trials, Sea Trials, Light Off Assessment, and Other Pre-Underway Requirements. ..................................................................................................................................... 76 8.4.5.7 NSA Total Ship Readiness Assessment and Availability (TSRA) Execution Work Review ... 76

9.0 STRATEGY DEVELOPMENT ..................................................................................................... 78

9.1 STRATEGY Overview and Definition ................................................................................................ 78 9.1.1 Strategy Development ............................................................................................................ 78

9.2 “Boiler Plate” Strategies .................................................................................................................. 78 9.2.1 Risk Assessment / Management Strategy - CNRMC Instruction ............................................. 78 9.2.2 Work or Testing Requiring Execution Strategy ....................................................................... 79 9.2.3 Work Integration Plan Strategy............................................................................................... 80 9.2.4 Communications Plan Strategy ............................................................................................... 81 9.2.5 Early Start and/or Smart Start Strategy .................................................................................. 82 9.2.6 Growth and New Work Management Strategy ...................................................................... 83

9.3 Strategy Implementation ................................................................................................................ 84

9.4 Develop Project Team Strategies .................................................................................................... 84

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Appendices

Appendix A Acronym Appendix B Access to the Surface Team ONE Portal SURFOR WEB Appendix C Surface Team One Charter Appendix D Surface Team One Development and Organization

Chart 1 Surface Team One Structure Chart 2 Surface Team One Historical Progression Chart 3 Pre and Post Fleet Readiness Panel Occurrences

Appendix E IPTD Event Overview Appendix F WAF/Tag Out Appendix G Risk Management Project Team Strategy Appendix H Schedule and POA&M Project Team Strategy Appendix I Work Integration Project Team Strategy Appendix J Communications Project Team Strategy Appendix K Production Completion Date Project Team Strategy Appendix L End-To-End Process Map Checklist Appendix M Best Practice Checklist Appendix N Surface Ship Availability Risk Assessment Letter

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1.0 PURPOSE OF AVAILABILITY PROJECT TEAM HANDBOOK The Availability Project Team Handbook (referred herein as the “Handbook”), contains guidance, strategies and advice for surface ship availabilities from past Availability Project Teams based on practices proven to create successful availabilities. It is designed to be a roadmap to facilitate successful availabilities and is not meant to override policy as dictated in policy documents such as the Joint Fleet Maintenance Manual (JFMM) or the Navy Modernization Process-Management and Operations Manual (NMP-MoM). The intended audience for this Handbook includes all members of the Availability Project Teams across the regions involved with executing Surface Ship availabilities. There is recognition that some regional differences exist in the procedures and processes invoked or utilized. It is the objective of this Handbook to support Availability Project Teams to be able to execute availability with an increased level of commonality and/or consistency of approach across all regions.

Many desk guides, policy documents, and training programs exist to document the “how to” aspects of nearly all elements of procedure. This Handbook provides critical elements and guidelines for improving the chances for success that cannot be written in procedural form. Where appropriate, this Handbook provides links to policy or guidelines and does not duplicate them.

1.1 VARYING LEVELS OF AVAILABILITY COMPLEXITY

There are varying levels of complexity among the availabilities this community executes. This is due to ship type, the complexity of the repair work package as well as the modernization work package, number of executing activities, associated funding, among many other factors. Some of these details may be identified in the designated “availability type” (docking, extended, etc). But not all details are identified in that classification system. Different strategies for planning and execution should be considered for availabilities with different levels of complexity. This Handbook does not try to define the level of complexity availabilities, but recognizes there is a need to apply different strategies to different complexity levels. For the sake of awareness, below is a general explanation of what a basic availability may entail vs. a complex availability.

The most basic level of complexity for an availability are nine to fifteen week Chief of Naval Operations (CNO) availabilities in which the limited interrelationship of maintenance and modernization components. These availabilities still require a great deal of integration of work, but it is less complex due to having fewer parties involved with the integration aspect.

A mid-level complexity for availabilities may have some characteristics requiring additional effort with the integration of work. This may include a major alteration that requires integrated planning with the repair work package, as an example.

Complex availabilities include those that require more advanced planning, and more work to fully integrate the schedule and work. These often include availabilities that are extended, docking, have a major modernization work package, or have another characteristic adding to the complexity. These availabilities require a fully integrated schedule of any work to be accomplished, detailed planning and execution strategies agreed to by the Availability Project Team.

Note that the “availability complexity” is not an official term or classification. It is highlighted here in the Handbook to help explain that not all availabilities are alike and varying characteristics of any one availability can make it more or less complex than another.

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1.2 AVAILABILITY PROJECT TEAM HANDBOOK CONTENT SOURCES

This Handbook is intended to be a living document and will serve as a repository for knowledge sharing between Availability Project Teams in the surface ship maintenance and modernization community. Stakeholder feedback is the primary source of inputs for the Handbook, and is welcomed and encouraged at all times. Best practices identified by Availability Project Teams individually or at formal events such as Lessons Learned Conferences, Maintenance and Modernization Performance Reviews, Readiness Reviews, Integrated Project Team Development events, Workforce Development Events, and Availability Departure Conferences, as examples.

The version control for this Handbook is managed by the Lessons Learned Conference Knowledge Sharing Network Analysis Team. This team is chartered by Surface Team One (see section 1.3). Additions, corrections, revisions, are all welcome at all times. The Handbook will be revised and reissued twice per year, in December and in July. To submit content modifications, visit the Surface Team One Portal and click on the “Availability Project Team Handbook” link for current points of contact. https://www.surfor.navy.mil/sites/st1.

1.3 SURFACE TEAM ONE (ST1) INTRODUCTION

Surface Team One is chartered by the Atlantic and Pacific Type Commanders. (See Appendix E, Surface Team One Charter) It was established to be unified body of the many organizations that contribute to the planning and execution of maintenance and modernization on the Surface Ships. ST1 transcends the customary organizational boundaries to which the surface maintenance and modernization community is accustomed, allowing better cross-organizational cooperation and sharing of knowledge. It is not a command nor an official code or organization. Instead, ST1 serves as the coordinating body for representatives across the surface maintenance and modernization community, providing the structure for the management of long-term systematic improvements in quality, schedule and cost performance. While not serving as a technical authority or a substitute for the proper execution of assigned responsibilities, ST1 serves as a forum for accountability and oversight to ensure all organizations are operating within the approved and prescribed processes. The primary stakeholders in ST1 include the Chief of Naval Operations Staff (OPNAV), Fleet Type Commanders (TYCOMs), NAVSEA, Regional Maintenance Centers, and all Surface Ships. Figure X shows the structure of ST1, which identifies the many commands that are members of the Executive Steering Committee. There is a common goal among all stakeholders, and that is to improve current readiness and to meet the ship’s ESL. Each of these commands/organizations plays its own part in achieving this goal, and each is critical to the whole initiative. With the high number of ships, regions, organizations and people, policies and processes, the nature of the Surface Ship community makes for an extremely complex operating environment. To plan and execute maintenance and modernization in a collaborative manner requires not only cooperation on products, but also with the people that make up the many organizations.

1.3.1 ST1 Governance Council and Executive Steering Committee (ESC)

The direction and priorities for the ST1 work effort is provided by the Governance Council and implementation is guided and assisted by the Executive Steering Committee (ESC). The ESC provides the community leadership for ST1 efforts and gaining commitment to ST1 initiatives within respective parent organizations. ESC Members will also guide and champion implementation of ST1 processes within respective parent organizations and serve as a focal point for affiliated stakeholders

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1.3.2 ST1 Knowledge Sharing Networks (KSNs)

ST1 has established several Knowledge Sharing Networks (KSNs), which are cross-organizational groups focused on specific practices rather than specific tasks or assignments. The goal is to manage the evolution of those processes over time. Under the ST1 construct, each KSN aligns overarching priorities and objectives of the community, gains assistance from the ESC in overcoming any obstacles, and communicates suggestions for process improvement. Additionally, the KSNs share information and knowledge across the Surface Navy community. Each KSN’s membership is made up of subject matter experts in that functional area from the general Surface community. ST1 has driven many changes to policies and processes via its stakeholder commands. All of which have positively impacted the end goal of surface ship readiness. Below is a list of the existing KSNs as of August 2012. The ST1 Portal includes each KSN’s Charter and other materials explaining their purpose and objectives. (https://www.surfor.navy.mil/sites/st1).

• Assessments KSN: Identify and examine assessments, certifications, grooms, inspections, and visits across multiple sponsoring organizations. Revise and strengthen common assessment policy, processes, and procedures. Identify overlaps, redundancies, gaps, and synergies between assessment; seeking out opportunities of consolidation or enforcement where needed. Identify intersections of the SFRM, TSRA, FRP, and assessments to establish clarity among different initiatives. Recommend funding requirements and adjustments supporting upcoming Programs of Record (POM & Budget)

• Corrosion Control KSN: Contribute to and implement Corrosion Policy initiatives for acquisition and lifecycle management, communicate acquisition process improvements for design and new construction, transition technology to expedite corrosion mitigation materials and practices, support corrosion control planning and execution for assessments and availabilities, share knowledge regarding of corrosion control efforts.

• Lessons Learned Conference KSN: Facilitate communication between Project Teams of all ship classes across all RMCs and support activities at various stages in their availability to assist in improving cost, schedule, and performance. Provide a singled–up approach to evaluate and capture critical lessons learned and barriers brought forward by Project Teams to facilitate process improvements in the Surface Force

• Metrics KSN: Measure Surface Ship Material Readiness with regard: Loss of Operational Availability, Availability Cost Performance, Increased Shipboard Technical Expertise, CASREPs / Fleet Tech Assists, INSURV Preparations / Results, CMP / CSMP Execution, Adherence to “End 2 End” Availability Planning Process

• Planning KSN: Identify redundancies, overlaps, gaps, and associated intersections with regard to advance planning activities across the surface ship maintenance enterprise. Evaluate the requirements for all advance planning activities key stakeholders to include but not limited to SURFMEPP, TYCOM and CNRMC to ensure an efficient and productive process in place and executed in accordance with current policy.

• Baseline Availability Work Package (BAWP) to Availability Work Package (AWP) KSN: Analyze key events in the E2E maintenance planning process and drive improvement. Identify gaps and seams that prevent delivery of integrated, engineered CNO work packages. Improve CNO availability schedule, cost & quality. Solidify the relationships between TYCOM-SURFMEPP-RMC-NAVSEA HQ. Quantify operational, technical & financial risks. Implement and document best practices. Remove barriers and learn from our collective failures.

• C5I KSN: Improving readiness of Fleet C5I Systems, improving responsiveness and effectiveness of Shore Organizations, enhancing Fleet C5I readiness through process alignment.

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• Modernization KSN: Facilitate strategic modernization availability planning and coordination efforts across ports, ships, acquisition programs and maintenance activities to ensure ship class modernization wholeness through optimal fielding and execution.

• Quality Assurance KSN: Execute quality initiatives, enhance the RMC Quality Assurance coordination efforts in achieving a “Global RMC Organization” for Quality that operates utilizing increasingly common processes. Support the CNRMC Quality Maintenance Program, encompassing the six critical elements of Quality: Policy and Instruction, Organization, Training, Qualifications, Resources, Audits, and Assessments.

• RMC Engineering KSN: Evaluate, mold & update RMC Engineer Department functions & tasks with regard to Fleet Technical Assistance (FTA), Total Ship Readiness Assessments (TSRAs), Contract Management Oversight (CMO). Improve Fleet Readiness by providing core-engineering support. Integrate efforts into a continuous process that identifies, evaluates, and screens maintenance items for completion. Incorporate increased technical rigor, standard processes and formality in the execution of CNO availabilities. Staff the RMCs with appropriate skill-sets to execute the Navy’s maintenance efforts.

This Handbook is a product of ST1 and will continue to evolve to best support Availability Project Teams in outlining how availabilities are best planned and executed.

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Chapter 1 Key Points: • The Availability Project Team Handbook contains guidance, strategies and advice for surface ship

availabilities from past Availability Project Teams based on practices proven to create successful availabilities.

• There are varying levels of complexity among the availabilities this community executes. This is due to ship type, the complexity of the repair work package as well as the modernization work package, number of executing activities, associated funding, among many other factors.

• Surface Team One (ST1) is a unified body of the many organizations that contribute to the planning and execution of maintenance and modernization on the Surface Ships. This Handbook is a product of ST1.

• Knowledge Sharing Networks (KSNs) are cross-organizational groups focused on specific practices rather than specific tasks or assignments.

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2.0 AVAILABILITY PROJECT TEAM MEMBERS AND SUPPORTING COMMANDS The execution of an availability requires a great deal of planning and integration among many key personnel. This includes members of the Core Maintenance Team and the expanded Availability Project Team. In addition, it is important to understand the function and roles of the supporting organizations and commands. This chapter reviews the roles and responsibilities of these various individuals and organizations.

2.1 KEY MEMBERS OF THE AVAILABILITY PROJECT TEAM

The Availability Project Team includes all those personnel who contribute to the planning and execution of an individual availability. It is made up of an expanded team that grows from the Core Maintenance Team (MT). The Core MT includes the Naval Supervising Activity (NSA) / Regional Maintenance Center (RMC) Project Manager (PM), Ship’s Commanding Officer (CO) and Ship Material Maintenance Officer (SMMO), the Type Commander’s Port Engineer (PE), the Ship Superintendent, and the Lead Maintenance Activity (LMA). JFMM Volume II, Part II, Chapter 1 defines in detail the roles and responsibilities of the Core MT. These individuals are typically aligned to the ship for the long term – from advanced planning all the way through execution, and then back into advanced planning for that ship’s follow-on availability. But as an availability progresses from the advance planning period to the planning period, and then into integration and execution, the size of the Availability Project Team expands beyond the Core Maintenance Team. More and more individuals become involved in the process for preparing a single ship for an availability, and each of them is a part of the Availability Project Team. Each is responsible for some aspect of making that availability successful. Successful availabilities foster and incorporate a sense of teamwork that extends beyond the Core MT and to the full Availability Project Team. The many roles that may make up Availability’s Project Team are outlined below with a brief description of their role. These roles are also detailed in the JFMM and the references are included within the descriptions.

2.1.1 Core Maintenance Team Members

2.1.1.1 Naval Supervising Activity (NSA) / Regional Maintenance Center (RMC) Project Manager (PM)

The NSA / RMC Project Manager (PM) is the individual who is responsible for the overall management of an individual availability. The PM is assigned by the Commanding Officer (CO) of the RMC via the Waterfront Operations Department and is the coordinator of the on-site shipbuilding specialist team. The authority of the PM should be clearly defined and identified to all members of the Availability Project Team as they become involved. The PM must interface with the Lead Maintenance Activity (LMA) in relation to contract administration. Duties of this position are outlined in the JFMM Volume VI, Chapter 7, Paragraph 7.3.3.

2.1.1.2 Type Commander Port Engineer (PE)

The PE is the Core MT Leader throughout the various periods of the ship’s cycle and is responsible for tasking all off-ship repair, and maintenance. While the PE is the head of the Core MT, it should be noted that the NSA/RMC PM is the lead for an individual availability. The PE is an historical resource for the ship, RMC, Surface Maintenance Engineering Planning Program (SURFMEPP), NAVSEA, and the TYCOM. The PE possesses in-depth knowledge of their ship’s equipment and systems, material history, required

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maintenance, life cycle requirements, and modernization gained through an extended period of involvement with their assigned ship. The PE is typically a seasoned, civilian member of the ship’s crew.

A PE’s responsibility is broken into four major components: (1) developing requirements, (2) budgeting for ship maintenance, (3) maintenance availability planning, (4) close out.

2.1.1.3 Ship’s Force (S/F)

Ship’s Force participation in an availability is led by the CO with an active participation by the Ship’s Maintenance and Material Officer (SMMO) and the Engineer Officer (CHENG). The Project Team, and more specifically, the PM, needs to set expectations, ensure communication channels are always open, and train S/F to be engaged partners in the availability planning and execution processes.

Clearly established communication expectations are vital to the success of the availability with all parties, but particularly with S/F. S/F representatives need to know what to expect during the various phases of the project, and the Project Team needs to know what the Ship expects throughout the availability. Otherwise, the key stakeholders may end up pulling in opposite directions, jeopardizing a close working relationship.

Proven practices have shown that the Project Team should incorporate S/F participation early and often and be sure to understand their issues, goals, and priorities. Additionally, nearly all successful availabilities have one trait in common - S/F maintained ownership of their spaces. In these cases, sailors were present during any production work, asking questions regarding the repairs and/or modernization work being accomplished. Cleanliness was a high priority for these ships. All members of a work center knew the scope of repairs and status at all times.

Section 6.13 includes details for methods for preparing Ship’s Force

2.1.1.4 Ship Superintendent (SHIPSUP)

A Ship Superintendent (Ship SUP) assists S/F in the tracking of work candidates, the development of new work, and is the point of contact for the Navy Technical Representative on operational matters concerning individual system installations. In addition, the Ship SUP may join the Port Engineer to meet a ship on arrival in port and ensure the Job Order Specifications or the contract is in place. Furthermore, when necessary the Ship SUP will verify that the Job Order Specification or technical portion of the contract is adhered to and provide liaison with the local industrial activity on technical matters.

2.1.1.5 Lead Maintenance Activity Project Manager (LMA PM)

A Lead Maintenance Activity (LMA) Project Manager (PM) manages the contracted workforce accomplished on U.S. Naval ships during any type of Availability. The LMA PM attends routine progress review meetings with all assigned repair activities; while resolving any coordination problems and work conflicts. This individual integrates the work of all repair activities including: directing maintenance providers to their proper points of contact, participating in critiques and problem investigations (Trouble Reports), and conducting Ship’s Force and contractor orientation briefings / training as applicable prior to shipboard work. The LMA PM interfaces with the RMC PM concerning the management of the contracted workforce.

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2.1.2 Availability Project Team Members (expanded from the Core Maintenance Team)

2.1.2.1 Shipbuilding Specialist (SBS)

Shipbuilding Specialist (SBS) are individuals who possess a primary trade background, but effectively perform across trade lines in two or more trade skill disciplines. Team assignments are made to balance trade expertise appropriately with the type of work in the project. A wide variety of comprehensive duties and responsibilities are assigned to these individuals who are expected to act as decision makers with comprehensive knowledge of each work item assigned. Typical assignments include the following duties and responsibilities (as with Project Managers, this may vary depending on the supporting organization):

• Provides current information relating to assigned work items to the team leader who is usually a Project Manager.

• Attends meetings, resolves production problems, develops scope of work requirements, assists in the development of Government TARs and negotiation positions, assesses contractor capabilities, work progress and performance, provides technical support to the ACO, participates in claims avoidance and provides other technical support as required.

• Interfaces with members of S/F to provide current project information and notifies responsible personnel of scheduled evolutions.

• Receives and investigates contractor reports, assists with the development of the Government's technical response, requests engineering support, prepares necessary contract modifications, develops the Government cost estimates, estimates the delay and disruption that may occur because of a contract modification, assists with negotiation preparation relative to TARs and contract modifications (as authorized by the ACO), provides the ACO support in negotiations and maintains records of actions taken.

• Perform/witness Government "G" notification points, identified in the work specifications, when the contractor calls them out. Accomplish random Product Verification Inspections (PVI) utilizing checklists or an attribute system to determine contractor compliance with the quality and technical requirements of the work specifications/contract. Write a Corrective Action Request when nonconformities are detected in accordance with Chapter 11 of this volume.

• Determines the physical progress, as a percentage of work completed, of each work item and each contract modification assigned. This information is updated weekly in a comprehensive progress report that is used in calculating the contractor's entitlement to progress payments as well as in evaluating the contractor's schedule performance.

• Monitors the GFM and Contractor Furnished Material (CFM) report to anticipate actions that may be necessary to preclude schedule impact by unsatisfactory material delivery dates and initiates material orders to replace unsatisfactory GFM or to provide items with unique Government control and confirms the necessity for the contractor to Conducts oversight coordination and inspection of work-related environmental issues associated with Ship's Force and contractor's operations. This effort includes but is not limited to hazardous material (HAZMAT) and hazardous waste (HW) handling, removal, storage, transportation and disposal.

• Monitors the contract guarantee period to help determine whether failure of equipment or systems covered by the guarantee clause is the responsibility of the Government or the contractor, ensures that the work determined by the ACO to be the responsibility of the contractor, whether it is covered by guarantee or was an exception to the completion of the

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contract, is repaired in accordance with the specification requirements and provides cost estimates for incomplete work so that the ACO can ensure that appropriate contract funds are retained in the event that the work must be deleted from the contract requirements or be procured from another contractor.

• Provides positive lessons learned along with feedback related to deficient or inefficient work specifications or work authorizations to the appropriate planning group for use in improving future procurements.

2.1.2.2 Administrative Contracting Officer (ACO)

After a contract has been awarded for ship repair or modernization, only the assigned warranted Administrative Contracting Officer (ACO), within the designated limit of the warrant, may change the terms or conditions of the contract or make a contractual commitment on behalf of the Government. In the RMCs, the Contracts Department Head, Code 400, is the senior contracting officer within the Command with the inherent authority and responsibility for the day-to-day administrative contracting functions. The Contracts Department Head may appoint subordinates to perform some or all of the functions of administering a specific contract whose authority is contingent upon the individuals warranted authority from NAVSEA. Typically, the ACO is assisted by a Contracts Specialist and Cost Monitor who reside in close proximity to the location where the availability is being performed. Administrative functions may be delegated to individuals with special technical or trade skill backgrounds who will obtain or have received additional training in the relevant contract administration areas including the Defense Acquisition Workforce Improvement Act (DAWIA) process so that they can function as a Contracting Officers Representative. The complex technical requirements of ship repair and modernization require the assignment of trade skill and technical personnel from a variety of functional disciplines who must work closely with the Project Manager and Contracting Officer to ensure that the specified terms and conditions of the contract are complied with and that upon final closure of the contract there are no non-conformant or exceptions to the work items except those that have been approved for deviation or waiver by the Contracting Officer.

2.1.2.3 NAVSEA 21 Hull Manager

NAVSEA21 Hull Managers are the direct representative of the NAVSEA21 Sponsored Program Managers (SPMs) on the waterfront. Hull Managers are located in all major homeports including Norfolk, VA, San Diego, CA, Mayport, FL, Pearl Harbor, HI, Everett, WA, Yokosuka, JA, and Sasebo, JA. Hull Managers are responsible for maintaining a regular interface with local Navy commands in the region including the RMCs, Planning Yards, TYCOMs, local In-Service Engineering Agent (ISEA) detachments, and the Warfare Centers.

The primary role of the Hull Manager is to collaborate with the RMCs to maintain and modernize surface ships. Hull Managers plan, coordinate, and oversee the execution of program alterations (typically designated by the letter “K” or referred to as “K-Alts”). During availability execution, Hull Managers ensure that funds are available for the work performed, to help address technical issues with the Planning Yards, to review Condition Found Reports (CFRs) for applicable alterations, and to work with the RMC PM to review and approve growth work needed to address changes in work scope. Hull Managers will have access to and maintain historical cost data for alterations to help ensure cost control for follow-on ships of the class.

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2.1.2.1 Planning Yard Representatives (PYR)

Each ship class has an assigned Planning Yard. During an availability’s advance planning phase, planned ship changes will be ship-checked as part of the Ship’s Installation Drawing (SID) development process. If tasked and funded by the ship change sponsor, the Planning Yard will conduct the ship-check and develop ship specific SIDs. Alternately, the ship change sponsor may elect to have the ship-check conducted and SIDs developed by a third-party contractor. When this option is exercised, the ship-check should be scheduled to occur in concert with ship-checks being conducted by the Planning Yard, and the ship change sponsor must still fund the Planning Yard to review and approve third-party SIDs.

The Planning Yard will develop an Availability Analysis if tasked and funded by the SPM. If developed, copies of the Availability Analysis will be provided to the Project Team. This document can be a valuable aid in determining the optimal duration of the availability. It can also identify areas that may require extra attention from the Project Team, such as ship changes that need careful deconfliction and integration. Such items should be considered for inclusion in the critical path.

During the execution phase of an availability, it may be determined that the SIDs cannot be executed as specified and must be revised. When the Executing Activity (EA) discovers a problem with the SIDs, a recommended course of action and Planning Yard adjudication will be requested via a Liaison Action Report (LAR). Alternately, the Planning Yard may push these revisions out to the EA in the form of a Reverse Liaison Action Report (RLAR). During an availability in which a number of complex ship changes are to be executed, the SPM may provide funding for one or more planning yard representatives to be co-located with the Project Team. In previous availabilities, this action has proven to significantly reduce turn-around time for LARs and SID updates, thereby helping to maintain production schedule.

Upon completion of each ship change, the EA will provide a copy of marked-up (red-lined) SIDs to S/F and another to the Planning Yard. The Planning Yard copy will be used to update the ship’s selected records.

The following organizations serve as the Planning Yard for the designated ship classes below:

• DDGs and FFGs: Bath Iron Works • CGs: Huntington Ingalls Industries • LHA/LHDs: Norfolk Naval Shipyard (NNSY) • LPD-17: Huntington Ingalls Industries • LPD-4 / LSDs / MCMs / PCs: Puget Sound Naval Shipyard (PSNS)

2.1.2.2 On-site Logistics Representative (OSLR)

On-Site Logistics Representatives (OSLRs) are responsible for supporting the configuration management of a particular ship. OSLRs are responsible for validating configuration of the ship following modernization efforts. They verify that equipment removed or equipment added is appropriately represented in the ship’s Configuration Data Management Database-Open Architecture (CDMD-OA). OSLRs also assist S/F with life cycle logistics issues including parts identification, Coordinated Shipboard Allowance List (COSAL) support, and Class Common Equipment (CCE) warehouse material access.

2.1.2.3 SPAWAR C4IS Representative

A SPAWAR Ship Superintendent is assigned to each ship to oversee C4I modernization performed by SPAWAR. The SPAWAR representative serves as the primary point of contact for all work performed by SPAWAR, serving as a liaison between the SPAWAR sponsored Alteration Installation Teams (AITs) and the Project Team and LMA. The SPAWAR representative is responsible for tracking delivery of AIT Plan of

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Action and Milestones (POA&Ms), test plans, and support service requests, monitoring and expediting submission of support service funding for SPAWAR AITs. The SPAWAR Rep will ensure the appropriate AIT manager reviews applicable work specifications for accuracy prior to approval by the Project Team. Starting at A-120, the SPAWAR representative will report maturation of planned SPAWAR-sponsored ship changes. The SPAWAR representative will also assist with both the integration of SPAWAR AIT work into the work package and the development of the integrated total ship test plan. During the execution phase, the SPAWAR Rep will work with the MSMO AIT coordinator/AIT integrator in the daily de-confliction of work schedules, weekly progress reporting, and submission of updates to the integrated work schedule.

2.1.2.4 Alteration Installment Team (AIT)

Alteration Installation Teams (AITs) are governed by NAVSEA Technical Specification 9090-310 (series, in NMP-MoM) entitled “Alterations to Ships Accomplished by AITs / Customer Contract Teams”. This document can be found in the Fleet Modernization Program (FMP) Manual, Volume 2, Appendix A.

AITs may be comprised of contract personnel, government employees, or both. Each AIT will have an on-site AIT leader assigned. Unless specifically waived by the NSA, an on-site government representative (military or civil service) will also be assigned to each AIT for oversight and Project Team liaison.

During advanced planning, the AIT leader or government representative will work with the AIT sponsor activity to ensure timely delivery of required items (i.e., installation POA&M, support service requests, Pre-Installation Check-Out (PICO) and System Operation Validation Test (SOVT) plans, and AIT support funding). The AIT leader and/or government representative will participate with the Project Team in work package integration efforts, supporting development of the integrated production schedule and total ship test plan.

In the availability’s execution phase, the AIT leader or government representative from each AIT will participate in daily production and weekly progress meetings, provide weekly progress reports, and provide periodic updates to the installation POA&Ms and test plans as specified in NAVSEA Standard Item 009-60.

2.1.2.5 RMC Project Support Engineer (PSE)

The RMC Project Support Engineer (PSE) will provide technical compliance and engineering services for the Project Team as it relates to repair and maintenance work accomplished during CNO availabilities. Responsibilities include evaluation of non-conformance issues and liaison with ISEAs, Planning Yards, and others as necessary to resolve technical issues and document technical lessons learned.

2.1.2.6 Integrated Test Engineer (ITE)

The Integrated Test Engineer (ITE) is a critical part of availability certification and works closely with the NSA PM and CHENG to help certify the availability. It is the ITE’s responsibility to approve and provide oversight of the contractor’s development and management of the Integrated Test Plan (ITP). The ITE must make sure that the ITP is functionally linked to the Integrated Production Schedule. This will ensure the ITP is responsive to changes in the production schedule (i.e. when production items completion dates change). The ITE acts as the Government’s primary POC for the collection of scheduling and testing information from all non-LMA maintenance activities (i.e. AITs, FMA, ISEA, and NSY). This individual provides the gathered information as Government Furnished Information (GFI) to LMA for inclusion into the IPS and ITP. In addition they act as the government POC to coordinate Ship’s

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Force testing schedule and major training evolution schedule information. This information is presented as GFI to LMS for inclusion into the IPS and ITP. Furthermore, the ITE serves as the government representative on Total Ship Testing Task Group (TSTTG) as outlined in NAVSEA Standard Item 009-67. The ITE will approve the LMA input to the Sea Trials Agenda for submission to Ship’s Force, ensuring all test procedures with underway requirements are properly scheduled.

2.1.3 Intermittent Positions

The following positions/roles are not standard in all availabilities or in all ports. In cases where large numbers of AITs are involved with an availability, these positions have proven to be critical in the success of the availability.

2.1.3.1 Warfare Centers and In-Service Engineering Agents (ISEAs)

When tasked, representatives from a variety of Warfare Centers representing ISEAs provide Subject Matter Experts (SMEs) to assist the maintenance and modernization community in system-specific or component-specific technical support. For many modernization efforts, the technical development of the system or software is actually done at a Warfare Center, typically in collaboration with industry partners. During CNO availabilities, Warfare Centers and ISEAs may provide On-Site Technical Representatives (OSTRs) to assist with testing of the new system or component and with training of S/F on the new upgrades. The ISEA is also typically responsible for developing certain logistics products to support the new system or component. These products include Preventive Maintenance System (PMS) requirements, technical manuals, operating procedures, Allowance Parts Lists (APLs), and even spare parts/kits to support system testing and training. For Combat Systems (CS) and C4I, ISEAs are often tasked to develop integrated test plans and schedules to facilitate complete operational testing of the combat system or C4I system. Testing plans are usually tied to a certain milestone in the CNO availability (i.e., AEGIS Light-Off (ALO), CS integration testing, System Operation Verification Test (SOVT), etc.) and are important events in delivering an operational ship back to the fleet, ready for tasking.

2.1.3.2 LMA’s AIT Coordinator and/or Integrator

The LMA’s AIT Coordinator/Integrator will be required to manage all modernization as well as integration of modernization work with repair package. This position shall be the primary decision-maker for the coordination, integration, and de-confliction of all modernization and maintenance activity schedules. Note: The NSA retains ultimate authority for resolution of work schedule coordination, integration, and de-confliction issues.

2.1.3.3 AEGIS Modernization Team (AMT)

AEGIS Modernization Team (AMT) The AMT (as needed depending on complexity of availability) is a waterfront activity comprised of NSWC PHD, RMC, Participating Acquisition Resource Manager, and contractor personnel. The mission of the AMT is to ensure the readiness of CS onboard supported ships through modernization, post modernization testing, and technical support. AMTs are established in Norfolk and San Diego. AMT Norfolk will additionally support availabilities in Mayport, while AMT San Diego supports Pearl Harbor, Everett, and Yokosuka availabilities.

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The AMT is led by a naval AEGIS Test Officer (ATO) and civilian Technical Manager (TM). The ATO and TM are responsible to Program Executive Office (PEO) Integrated Warfare Systems (IWS) and to the Naval Supervisory Authority (NSA) for the satisfactory completion of all CS testing from Combat Systems Light-Off (CSLO) through the beginning of preparations for Combat System Ship Qualification Trials (CSSQT). The ATO and TM will serve as the principal point of contact for COs, NSWC PHD, RMC class teams, Readiness ISIC, Naval Surface Forces (SURFOR), and other waterfront organizations for CS modernization and testing issues under the cognizance of PEO IWS. For certain CS intensive availabilities (such as CG and DDG CS modernization availabilities), the AMT will assign an On-Site Representative (OSR) throughout the availability. When assigned, the OSR will join the Project Team at A-135 and will provide oversight for PEO IWS-sponsored AITs.

2.2 COMMANDS OF INTEREST

The majority of the above personnel are a role within one of the following commands. These commands play a large role in the availability planning and execution processes.

2.2.1 Type Commander (TYCOM)

The Type Commander (TYCOM) is the cross class surface force level management, oversight, and adjudication for maintenance and fleet modernization issues. TYCOM provides final approval and promulgation of the Maintenance and Modernization Business Plan (MMBP). Maintenance and modernization execution provides warships ready for tasking to the fleet through:

• Scheduling CNO availabilities five year rolling window • Establishing notional availabilities • Capability plan • Programming • Budgeting • Execution program management of force level surface ship depot maintenance • Cross class prioritization • Habitability program management • Surface ship Naval shipyard availabilities

See JFMM Volume II, Part I, Chapter 3 for more information about TYCOM roles and responsibilities.

2.2.2 System Commands (SYSCOMs)

There are three SYSCOMs with which a Project Team is likely to interface: Naval Sea Systems Command (NAVSEA), Space and Naval Warfare Systems Command (SPAWAR), and Naval Air Systems Command (NAVAIR). Each SYSCOM has a headquarters, multiple field activities, and affiliated Program Executive Offices (PEOs). SYSCOMs, working with the NSA Chief Engineer are responsible for designing, acquiring, and sustaining ships, aircraft, and systems. As such, they are heavily involved in all aspects of modernization, directing resources to properly equip the fleet.

While NAVSEA is the lead in establishing and enforcing technical authority, all SYSCOMs exercise technical authority related to all aspects of system design, operation, and maintenance of their systems and equipment. As the Navy’s primary source of technical expertise, SYSCOMs develop technical standards to ensure systems are engineered properly, operate safely and reliably, and are maintained safely and effectively. As such, SYSCOMs are the final authority for any technical decision related to their ships, aircraft, or systems.

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2.2.3 NAVSEA21 Fleet Support Office, Washington, D.C.

The SEA21 Fleet Support Office is responsible for coordinating and managing all program modernization efforts planned for surface ships. SEA21 is responsible for addressing life cycle issues that inhibit full service life of our ships. They are responsible for issuing the Ship Alteration (S/A) LOAs that provide maturity status of all program alterations intended to be installed during particular CNO availabilities. LOAs are issued to the waterfront one year (A-360) prior to the intended start of execution within a CNO availability. Updates to the LOAs are issued at various times by SEA21 and reflect revisions to maturity status as elements of the alteration (i.e., drawings, logistics, weapons system, baseline approvals, etc.) are completed in the planning process.

For specific S/As and for large complex modernization efforts such as CG/DDG/FFG modernization and LSD mid-life programs, SEA21 platform managers (representing a class of ships) are responsible for all planning and budgeting for Future Years Defense Plan (FYDP). The SEA 21 ship managers (representing specific ships in a class) are responsible for executing the platform manager’s plan and budget within an execution year. Both PMS 400F and PMS 470 are represented by an SPM who has legal responsibility under U.S. Code Title 10 to execute these responsibilities. Typically, an SPM (PMS 400F and PMS 470) is a post-command Acquisition Professional (AP) with the Navy rank of Captain.

The SEA21 Fleet Support Office is also responsible for managing and executing the contracting strategy for the Multi-Ship/Multi-Option (MSMO) contracts currently awarded for ship maintenance and modernization in many homeports. The contracting officer within NAVSEA 02 (SEA 02) is the Procuring Contracting Officer (PCO) while the local RMC typically is designated as the Administrative Contracting Officer (ACO), acting locally to manage the contract. The SPM is typically given the responsibility of being the Fee Determining Official (FDO) for any award fees associated with the contract.

Within the SEA21 program office are other supporting divisions responsible for logistics, training, manpower, and technical elements that integrate the overall modernization products. SEA 21 also has a funds management division that provides financial management and accounting responsibility for program alterations.

2.2.4 Commander Navy Regional Maintenance Center (CNRMC), Regional Maintenance Centers (RMCs)

Commander Navy Regional Maintenance Center (CNRMC) oversees the operations and management of the Regional Maintenance Centers (RMCs) (shipyard and non-shipyard) in the execution of private sector depot level repair and modernization, technical and engineering assistance, contract management services and readiness assessments on naval vessels. CNRMC leads the RMCs in developing and executing standardized maintenance processes and common policy to sustain a global business model that will consistently provide quality cost-wise readiness to the surface force. CNRMC is an Echelon III shore activity, who reports directly to the Commander, Naval Sea System Command. CNRMC is the Immediate Superior in Command (ISIC) of Southeast Regional Maintenance Center (SERMC), Southwest Regional Maintenance Center (SWRMC), and Norfolk Ship Support Activity (NSSA). The surface ship maintenance component of Pearl Harbor Shipyard and Intermediate Maintenance Facility (HRMC) and Puget Sound Naval Shipyard and Intermediate Maintenance Facility (NWRMC) are fully integrated under the respective Naval Shipyard Commanders in those regions. However, HRMC and NWRMC have Additional Duties (ADDU) to CNRMC for surface ship private sector depot level contracting management and execution, technical assistance, Readiness Assessments among various other functions and therefore are accountable to CNRMC for process compliance,

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standardization and execution. Japan Regional Maintenance Center (JRMC) is under the operational purview of Commander, Pacific Fleet (CPF N43) and has ADDU responsibilities to the CNRMC for surface ship private sector depot level contract management and execution functions and also accountable to CNRMC for process compliance, standardization and execution. Genesis of the present day RMCs is based on a Waterfront Integration study that determined a significant efficiency increase was possible if all Fleet maintenance and modernization activities in a port were consolidated into a single command. The RMCs encompass the former Repair Supervisors of Shipbuilding, Conversion and Repair, Supervisor of Shipbuilding Detachments, Shore Intermediate Maintenance Activities, Fleet Technical Support Centers, Fleet Technical Support Center Detachments, Consolidated Diving Unit, Regional Support Groups and Port Engineers. More information regard RMCs is in JFMM, Volume VII, Chapter 37. Each of the RMC’s web pages and addresses are located below. Commander, Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility (IMF)

667 Safeguard St, Suite 100 Pearl Harbor, HI 96860-5033 Website: http://www.navsea.navy.mil/shipyards/pearl

U.S. Naval Ship Repair Facility and Japan Regional Maintenance Center

PSC 473 BOX 8 FPO AP 96349-0008 Website: http://www.srf.navy.mil/

Commander, Norfolk Ship Support Activity - Regional Maintenance Center (NSSA-RMC)

9170 Second Street, Suite 120 Norfolk, VA 23511-2393 Website: https://www.nssa.nmci.navy.mil/

Commander, Pudget Sound Naval Shipyard and Intermediate Maintenance Facility (IMF)

Puget Sound Naval Shipyand & IMF 1400 Farragut Avenue Bremerton, WA 98314-5001 Website: http://www.navsea.navy.mil/shipyards/puget/

Commander, Southeast Regional Maintenance Center

P.O. Box 280057 Mayport, FL 32228-0057 Website: http://www.navsea.navy.mil/cnrmc/sermc/

Commander, Southwest Regional Maintenance Center

3755 Brinser Street, Suite 1 San Diego, CA 92136 Website: http://swrmc.ahf.nmci.navy.mil/

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2.2.5 Surface Maintenance Engineering Planning Program (SURFMEPP)

The Surface Maintenance Engineering Planning Program (SURFMEPP) builds Technical Foundation Papers (TFP) for each ship class and Ship Sheets by hull. The TFPs define, by ship class, the maintenance baseline technical requirements and associated notional maintenance costs (i.e., standard waterfront costs) throughout a ship's life cycle. The Ship Sheets are hull-specific and cover an entire Future Year Defense Program (FYDP) of each ship’s TFP life cycle maintenance continuum. Over time, information fed into the Ship Sheets will capture actual close-out costs and be utilized, along with the TFPs, to support the POM/PR process. SURFMEPP will also identify, track and process all mandatory (technical) maintenance requirements which have a documented pedigree. To facilitate this process, SURFMEPP developed the Baseline Availability Work Package (BAWP), which will contain the Class Maintenance Plan (CMP) requirements, mandatory corrective maintenance actions resulting from mandatory, required, or discretionary assessments, Current Ship Maintenance Project (CSMP) jobs branded by SURFMEPP, jobs associated with Departures from Specification (DFS) and approved and authorized modernization jobs. Once the BAWP is populated and entered into the Regional Maintenance Automated Information System (RMAIS), these jobs may be screened to any availability within the current FRP Maintenance Cycle provided the CMP task periodicity is maintained. If a mandatory BAWP task cannot be screened within its scheduled periodicity, it must be adjudicated by NAVSEA 05D and either executed, canceled or reprogrammed to a future FRP Maintenance Cycle. One year before the commencement of the ship's Chief of Naval Operations (CNO) Availability (A-360), the BAWP becomes the basis for the AWP. At this A-360 milestone, the Type Commander (TYCOM) assumes the lead role in managing the AWP. Non-life cycle jobs are added to the package along with additional jobs resulting from required assessments.

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Chapter 2 Key Points: • The Availability Project Team includes all those personnel who contribute to the planning and

execution of an individual availability. • The Core Maintenance Team is made up of the NSA/RMC PM, PE, S/F, SHIPSUP, and the LMA

PM. • The Project Team is an expansion of the Core Maintenance Team that grows as the availability

start date nears. It includes the Core Maintenance Team plus the SBS, ACO, Hull Manager, Planning Yard Representative, OSLR, SPAWAR C4IS, AIT Leads, PSE, and ITE. Other roles that are involved with an availability depending on its work package include ISEAs, LMA’s AIT Coordinator, and the AMT.

• Commands critical to the availability planning and execution management include the TYCOMs, NAVSEA21, CNRMC and the RMCs, and SURFMEPP.

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3.0 CONTINUOUS EVENTS THROUGHOUT AVAILABILITY PLANNING AND EXECUTION

3.1 INTEGRATED PROJECT TEAM DEVELOPMENT (IPTD)

Once the Project Team has been identified and assigned, it is imperative to prepare the assigned personnel to function as a team. It takes time for a group of people with different backgrounds and perspectives to understand their roles, to get to know each other, to learn to trust each other, and to understand a common purpose and work approach. People are more willing to take ownership of and support something when they are involved in creating it.

Even with meaningful purpose, a constructive working relationship, and complementary skills of the team, the Project Team leadership will not be able to fully utilize the unique talents of the Project Team members without a well-planned working approach and an integrated training plan.

It is also important to spend a fair amount of time covering the project's Mission, Vision, and Values Statement. Trust is vital to the team's success, and openness should be the norm. How team members will deal with each other should be covered so all members feel they are equally important. The NSA has the responsibility to make sure that these connection points are clear and understood by all stakeholders.

This section provides guidelines for training requirements for the entire Integrated Project Team. For S/F, training is used to bridge the knowledge gap and ensure the crew is ready to support both long-range operational and maintenance commitments. The goal of every team is to function as a high performing team. A high performing team develops a shared understanding of the assigned project and processes and works to build the rapport and trust required to meet their goals. New members, as well as experienced team members, benefit from learning activities which focus on team building and teamwork. Leadership from the team must work together as an equal and balanced group and set the example for all to follow as remaining members come aboard.

In developing, executing, and aligning training, there are many methods and curricula available, at both the corporate level and the individual organization level, to increase team members' effectiveness and to help create an excellent working environment for success.

The IPTD curriculum focuses on development and integration of the Project Team; development of availability expectations and success criteria; advance planning; development, reviewing, refining, validating, and communicating key strategies; aligning all members of the integrated project team; process improvement; availability execution processes; and knowledge sharing designed for successful availability execution.

The IPTD staff works with the Project Team leadership to identify needs and offer solutions to schedule and logistic questions, topic selection, speaker selection, and best learning techniques for each IPTD. They serve as the cradle to grave for the IPTD process. From facilitation of arranged topics to customized training programs, the IPTD Staff will continually meet the needs of Project Team.

In the planning process of each IPTD, the IPTD Staff will work with the Surface Team One Community to determine participation at each respective IPTD Program.

The staff will coordinate the event, arrange for speakers, and assemble training materials in preparation for the program. Presentation development and skills practice is available to any presenter in preparation for the IPTD. During each event, staff members open the course, setting participant

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expectations and goals. IPTD staff facilitators also conduct skills training sessions and offer facilitation support during group discussions, freeing the project leadership to concentrate on other issues.

Post-course follow up communication by the IPTD staff with the Project Manager and individual speakers offer lessons learned, a review of action items taken from the course, and begin preparation for the next Integrated Project Team Development event.

The IPTD program is notionally conducted in five events prior to the availability start date and one mid-availability IPTD event at the 50% point. Integrated Project Team Development is one of our most effective teambuilding tools during the planning process and one of the only opportunities a Project Team can come together with every stakeholder involved in the availability. It builds a positive team dynamic by creating an environment for identifying and solving issues.

Throughout each IPTD Event, every effort is made to keep participants engaged and actively learning. A variety of learning experiences are offered, including: Experiential events; Interactive skills activities (team tasks and exercises); Facilitated large and small group discussions; Peer-to-peer training; Reading and Lecture.

3.2 LESSONS LEARNED CONFERENCES (LLCs)

As a part of entering the advanced planning phase, it is timely and important to incorporate into the availability plan the defined “learning process” upon which this Handbook, as well as the Lessons Learned Conference (LLC) Process, was created. The objective is to take advantage of and apply the lessons learned and best practices that have been captured from previously completed availabilities in a way that creates value for the upcoming availability.

The LLC meetings are scheduled to take place at various times during ship’s scheduled CNO Availability from A-390 to C+30. These events are Video Teleconferences (VTCs) scheduled for a specific ship class on a quarterly basis with ships in one of the three windows of time associated with a ship’s availability, as outlined below. Advanced Planning Session (APS): A-390 to A-360 Purpose: Initiate Project Team Member communications and develop collective plans and identify strategies to accomplish what we know needs to be done. In addition, milestones from A-720 should also be reviewed during the APS time frame. Planning Lessons Learned (PLL): A-120 to A-80 Purpose: Aid in transition from “Availability Planning” to “Availability Execution” mindset, identify potential risks and establish risk mitigation plans, ensure good communication, share lessons learned / barriers of planning process. Execution Lessons Learned (ELL): C-15 to C+30 Purpose: Discuss overall successes and challenges to include Project Team lessons learned and barriers. Establishing an informal milestone whereby the right people take the opportunity to utilize the LLC information and process will ensure that prior lessons learned will evolve into lessons applied.

Lessons Learned packages can be quickly and easily assembled based on the information on the LLC web page, which can be accessed on the ST1 Portal (https://www.surfor.navy.mil/sites/st1) and in accordance with Appendix B.

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3.3 FORWARD DEPLOYED NAVAL FORCES (FDNF)

Special consideration should be given for advance planning milestones associated with FDNF. Contact the maintenance professionals at the Ship Repair Facility in Japan for more information.

3.4 PLANNING BOARD FOR MAINTENANCE (PB4M)

The Planning Board for Maintenance (PB4M) is used to manage the ship’s maintenance program. The PB4M is a regularly scheduled meeting between the core MT and the ship’s leadership to discuss ship-wide maintenance issues. Chaired by the CO, this forum provides a review of current planned maintenance, future maintenance planning, and fiscal concerns. The intent of the PB4M is to ensure clarity of intent of both the ship’s efforts and the shore infrastructure with respect to total ship maintenance, operational schedules, modernization plans, and other concerns affecting ship material readiness. Current Ships Maintenance Project (CSMP) quality and overall communication and planning are expected to improve by the use of this process as well. Guidelines for these meetings are provided in JFMM Volume VOL II, Part 1, Ch. 4 and VI, Chapter 41.

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Chapter 3 Key Points: • IPTD Events are held throughout the planning and into the execution of an availability. The focus

of IPTD Program is to improve the functional performance of CNO Availability Project Teams, ensure roles and responsibilities of each Project Team member are known and understood by all team members, enhance communication skills, promote relationships needed to ensure success, and develop project plans to drive a high probability of success. Scheduled IPTD events develop availability expectations and success criteria, build and validate strategies, and align members of the integrated Project Team.

• The LLC meetings are scheduled to take place at various times during ship’s scheduled CNO Availability from A-390 to C+30. These events are Video Teleconferences (VTCs) scheduled for a specific ship class on a quarterly basis with ships in one of the three windows of time associated with a ship’s availability, as outlined below.

• The PB4M is a regularly scheduled meeting between the core MT and the ship’s leadership to discuss ship-wide maintenance issues.

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4.0 ADVANCED PLANNING (C+130 TO A-360) The core MT is responsible for all aspects of planning and preparation for availabilities. All members of the core MT must work together to accomplish the orderly planning of availabilities as outlined in the Planning Process Milestones found in JFMM Volume II, Part II, Chapter 2, Appendix D.

In addition to specifically assign responsibilities, each core team member must work within their extended organization to identify and resolve issues at the earliest point in the planning process. The PM is the RMC’s principal advance planning manager for availabilities. The PM works closely with the MSMO representative and MSMO advance planning manager and is tasked with overall responsibility for coordinating all aspects of the availability planning processes.

4.1 BASELINE AVAILABILITY WORK PACKAGE (BAWP) TO AVAILABILITY WORK PACKAGE (AWP) PROCESS

Surface Maintenance Engineering Planning Program (SURFMEPP) has lead responsibility for Baseline Availability Work Package (BAWP) development. At or around C+130, representatives from SURFMEPP, the Type Command (TYCOM), and the ship’s Port Engineer (PE) will convene for a Life Cycle Planning Conference (LCPC). SURFMEPP is responsible for planning and conducting the conference, and will set the date, location, and agenda for the LCPC by C+45. Regional Maintenance Center (RMC) Assessment Directors, RMC and TYCOM Total Ship Readiness Assessment (TSRA) Planners, Program Manager Representatives (PMR), and representatives from Naval Regional Maintenance Command (NRMC) Code 200, NAVSEA 05D, NAVSEA 21 Modernization, TYCOM N43, the Multi-Ship Multi-Option (MSMO) contractor (or Planning Activity), Immediate Superior in Command (ISIC), and the ship’s Maintenance Team (MT) are encouraged to attend the LCPC. Figure 1 illustrates the entire process timeline.

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SEA 05:TYCOM Deferral Request Letter

A-110: Adjudicate A-100: Submit to TYCOM via SURFMEPP

A-110A-230

BAWP TO AWP PROCESS – ALL SHIPS (EXCLUDING FDNF, LCC AND NEWCON)

A-75

Update BAWP Tasks With New Requirements

100% D-Level Maintenance Locked to $

A-35

DefinitizeWork

Package(WPER held

at A-30)

A-0A-360

SEA 21 Issue Modernization

LOA

AWP Review. Approves AWP for

RMC/MT

Establishes Availability in

NMD

Generates AWP

A-240

Review Change Deferral Request Letters

Submit 1st Change Deferral Request Letter

for Review

50% D-Level Maintenance Locked to $

A-120

WPIC

Submit 2nd Change Deferral Request Letter

for Review

80% D-Level Maintenance Locked to $

C+30

MMPR

C+60

Availability Closeout

End of Cycle Analysis

C+90

Submit Final BAWP

Closeout Report

TYCO

MM

T/RM

CNA

VSEA

SURF

MEP

P

Review Change Deferral Request Letters

SEA 21 Locks Modernization

LOARM

C T/

A

AVAILABILITY START

SHIPMAIN milestones highlight the “CNOMSMO entitled process”. Refer to the JFMM for any process other than the

“CNO MSMO entitled process”.

Review Deferred Items with

TYCOM

Review Deferred Items with

TYCOM

Final Risk Assessment

Letter

Issue Modernization

(LOA)

C+75

Begin Next BAWP Cycle

C+45

BAWP Close-Out Verification & Assessment Meeting

SEA 05:TYCOM Deferral Request Letter

A-230: Adjudicate A-220: Submit to TYCOM via

SURFMEPP

BAWP TO AWP PROCESS – ALL SHIPS (EXCLUDING FDNF, LCC AND NEWCON)

Update BAWP Tasks With New Requirements

Life Cycle Planning

Conference Upload BAWP Tasks

Issue Formal Planning Schedule

Letter

Update BAWP Tasks With New Requirements

50% of BAWP Tasks Screened

To An Availability MT

/RMC

NAVS

EATY

COM

SURF

MEPP

RMC

T/A

Review Change Deferral Items with RMC Technical Authority

Review Deferral Items with TYCOM

BAWP Pre-Pushed to MT

A-470C+120 C+130 C+140 A-410 A-400

CSMP/DFS Review & BAWP Mid-Cycle

Review

100% of BAWP Tasks Screened

To An Availability

Figure 1. BAWP to AWP Process

4.1.1 BAWP-AWP Meetings

In addition to the LCPC, SURFMEPP will host the CSMP/DFS/BAWP Mid-Cycle Review (A-410) and the BAWP Close-Out Verification and Assessment Meeting (C+45). When possible, the SURFMEPP

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conferences will be held in conjunction with other MT scheduled meetings, such as monthly Availability Advanced Planning Meetings and Planning Board for Maintenance (PB4M).

4.1.2 BAWP-AWP Milestones

4.1.2.1 C+120

SURFMEPP will send a list of the FRP Maintenance Cycle Class Maintenance Plan (CMP) requirements and a list of recommended availability services to the ship’s PE for review and correction. This list is a preview of initial BAWP and will be discussed in detail at the LCPC. SURFMEPP will provide a list of CMP-required assessments to TYCOM, NRMC and RMC as requested in support of the TSRA process.

4.1.2.2 C+130

SURFMEPP will conduct the LCPC. The LCPC agenda will include a review of the planning schedule, required CMP assessments, Navy Data Environment (NDE) modernization forecasts, CNO Availability services/routines as applicable, organizational responsibilities and Departure from Specifications (DFS).

4.1.2.3 C+140

SURFMEPP will upload a data file (MM0001 file) with all mandatory maintenance actions and expected CNO Availability services into the maintenance screening and brokering system (e.g., RMAIS) in support of ship-specific MT screening and brokering requirements. The data file (MM0001 file) will span approximately ten (10) calendar quarters and will include the requirements through C+120. SURFMEPP will issue formal correspondence detailing the BAWP planning schedule and outstanding action items from the LCPC. Requirements uploaded to the maintenance screening and brokering system with a due date prior to the ship’s A-470 milestone must be screened no later than 60 days prior to the requirement’s due date.

4.1.2.4 A-470

SURFMEPP will update the BAWP with new requirements resulting from configuration updates and completed mandatory requirements whose next due date falls within the current FRP Maintenance Cycle through C+120.

50% of the BAWP work items in the maintenance screening and brokering system are required to be screened by the ship’s PE, who will use this system to screen this task. Tasks shall be screened by the PE to a current or future avail (other than Unfunded) within the current FRP Maintenance Cycle. If A-470 occurs within 30 calendar days of C+140, the PE may forgo the 50% screening milestone and instead have 100% of the BAWP work items screened by A-410.

4.1.2.5 A-410

SURFMEPP, TYCOM representatives, RMC and the ship’s MT will meet to review the ship’s BAWP and CSMP to ensure inclusion of all required services/routines and life cycle impacting Class Advisories and DFSs. NDE modernization forecasts are addressed as applicable. RMC Assessment Directors, NRMC, RMC and TYCOM TSRA Planners, PMRs, and representatives from NAVSEA 05D, NAVSEA 21

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Modernization, CNSL/CNSP N43, MSMO Contractor (or Planning Activity), ISIC, and the ship’s MT are encouraged to attend this meeting. CSMP items will be evaluated for “AR” branding and inclusion into the BAWP. 100% of the BAWP total work items in the maintenance screening and brokering system are required to be screened by the ship’s PE. Tasks shall be screened by the PE to a current or future maintenance period/availability, other than Unfunded, within the current FRP Maintenance Cycle. Any mandatory CMP requirement pushed after A-410 is required to be screened within 60 days of the maintenance screening and brokering system import date.

4.1.2.6 A-400

SURFMEPP will update the BAWP with repair tasks resulting from assessment tasks in addition to the results (i.e., deferral or technical challenges) from the CSMP/DFS/BAWP Mid-Cycle review. Further changes to the BAWP must be submitted using the Change Request procedure outlined in appendix (e) and the CMP Cancellation Deferral Notification System (CDNS). CMP work completion, configuration updates and new CMP additions will require SURFMEPP to upload CMP items into a ship’s CSMP after A-400. These updates will be coordinated with the ship’s PE prior to initiation. If the ship is beyond A-360, updates shall be coordinated with the respective TYCOM AWP Manager in addition to the ship’s PE.

Ship Design Manager (SDM) authorization via SURFMEPP Platform Engineering will be obtained if stakeholders desire to withhold or delay CMP tasks generated by configuration updates and new CMP additions if these tasks will be due prior to the end of the current FRP Maintenance Cycle.

4.1.2.7 A-360

The TYCOM’s AWP Manager will review the BAWP and assume responsibility for planning and developing the AWP.

For ships completing their new construction period, configuration data lags approximately six (6) months from the completion of Post Shakedown Availability (PSA). This delays the formation of the ship’s CMP. SURFMEPP will coordinate with TYCOM and the ship’s MT to adjust BAWP milestones per enclosure (3).

4.1.3 BAWP/AWP Change Management Process

To support work prioritization and authorization decisions, BAWP work items must be branded using the branding category codes in Figure 2. Change Requests to “A” branded items require adjudication through the BAWP Change Management process per appendix (f). Change Requests are adjudicated by NAVSEA 05D via SURFMEPP. Work Item Branding Categories will be entered by SURFMEPP in the “Category of Work” block on the Automated Work Request (AWR).

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Mandatory (Technical): Requires an approved Change Request prior to non-accomplishment. Only SURFMEPP is authorized to brand items in this category. BAWP work items in this branding category include maintenance actions which have high-level technical requirements and/or are NAVSEA-mandated. Adjudication is managed by the applicable Technical Warrant Holder.

A1 Mandatory maintenance by direction of higher authority

A6 Reprogrammed BAWP items from previous maintenance cycles

AH Mandatory maintenance approved for deferral in the current maintenance cycle

AR Repair task that must be accomplished within the current FRP Maintenance Cycle

Required (Non-Technical): Requires TYCOM approval prior to non-accomplishment.

B3 All other modernization not included as categories B1 or B2 (Note: “B1” and “B2” N/A to Surface Ships)

B6 Availability Services (Temp/Routine)

B7 Repair work related to an active CASREP or DFS

B9 Assessments in support of shipboard inspections (e.g., TSRA or C5RA) or mandatory CMP items requested for early accomplishment

Figure 2. BAWP/AWP Change Management Process

4.2 MODERNIZATION PLANNING INPUT FROM NAVSEA SPM, SYSCOM INTEGRATORS, AND TYCOM/ READINESS ISIC

Modernization milestones are designed to occur during an availability (A-720 to A-0); however, official Modernization planning commences at A-720 when the CNO availability is created in the Navy Maintenance Database (NMD).

The Ship Program Management (SPM) is responsible for integrating all modernization efforts for a ship regardless of which SYSCOM or PARM is the alteration sponsor. The SPM can provide an overview of what is planned and which organization is the lead. Additionally, plans for mid-life extension programs and other major modernization efforts reside with the SPM. Early communication with the SPM and SYSCOM integrators will provide in-depth visibility into ship changes intended for CNO availabilities, including those but are not yet scheduled in Navy Data Environment-Navy Modernization (NDE-NM).

The SPM Integrated Schedule Working Group (WG) and Scheduling Conference was established to manage all SYSCOM installation efforts, eliminate scheduling duplications, and reduce unnecessary baseline proliferation. The SPM Working Group is a cross-organizational team designed to strategically align existing and future resources into appropriate-sized modernization and maintenance availabilities.

The SPM Working Group is open to all organizations developing ship-impacting alterations (NAVSEA, TYCOM, etc.) and ship-impacting maintenance items (i.e. SURFMEPP) for in-service Surface Ship Combatants over the Future Years Defense Plan (FYDP).

As the Ship Program Manager for Surface Combatants, PMS 400F is responsible for chairing the SPM Integrated Scheduling Conferences and will lead working sessions to identify opportunities and risks.

If the combination of planned maintenance and modernization work exceeds the intended availability duration, the SPM can assist by tasking the planning yard (PY) to conduct an availability analysis.

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Additional key personnel for complex availabilities may include PEO IWS System Integration Program Manager (SIPM), PEO C4I PMW 700 Integrator, and NAVAIR 1.2 Integrator. An established series of regular planning meetings may be required earlier than the A-360 planning milestone.

4.3 WORK PACKAGE PREPARATION

Work items are identified and consolidated into work packages. The items originate from a variety of sources, described in the following paragraphs.

4.3.1 Maintenance Work Package Preparation

4.3.1.1 Maintenance Team Responsibilities

The primary responsibility of the Maintenance Team is to manage the maintenance and modernization process in accordance with the maintenance policies, directives, and business rules of the Fleet Commander, TYCOM, and the Naval Supervising Activity (NSA). The Maintenance Team has four principal roles:

4.3.1.1.1 Management of Ship Maintenance

The Maintenance Team ensures the ship's Current Ship's Maintenance Project (CSMP) and Availability Work Package (AWP) are valid and accurately reflect the ship's material condition and current maintenance status. The Maintenance Team ensures there is an initial Class C (+/- 7.5%, or, 15% variance) cost estimate in man-days and material dollars for all work candidates, including assessments and technical assistance. The estimates shall be developed by the Ashore Ship’s Maintenance Manager during initial review of the work candidates. The estimates shall be as accurate as possible, based on available information such as return costs from similar jobs, Ashore Ship Maintenance Manager experience, and NSA and other government prepared or approved estimates. These estimates shall be updated within the CSMP as they are refined in order to provide the Maintenance Team with adequate data to plan maintenance actions. The MT coordinates inspections, certifications, assessments, and assist visits in support of the class maintenance plan. Additionally, the MT may provide on-scene assessments of equipment conditions to develop valid and accurate work candidates.

4.3.1.1.2 Budgeting for Ship Maintenance

The Ashore Ship’s Maintenance Manager is responsible for the ship's MMBP. The MT develops the budget recommendation for funding maintenance requirements for the fiscal year. The MT assesses the ship's anticipated material condition for budget consideration, including the validated CSMP, CMP, planned fleet alterations, outstanding DFSs, TSOs, CASREPs, and INSURV material discrepancies. This MMBP shall address the funding required for CNO availabilities, advance planning, and CM. Ashore Ship’s Maintenance Manager and the MT members will maintain their ship within the fiscal guidance defined by the approved MMBP.

4.3.1.1.3 Logistics and Technical Expertise

The MT maintains a current, valid CSMP and AWP that serve as the authoritative source for all information on maintenance requirements. All technical guidance and advice provided by the members of the MT must be in compliance with SYSCOM approved technical guidance and policy. In instances where action by a Technical Authority is needed, the Ashore Ship Maintenance Manager shall ensure

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this authorization is obtained. The effective logistics support for maintenance depends on the accuracy of the ship's configuration records. The Maintenance Team oversees prompt submission of change documentation pursuant to maintenance or modernization, validates change entries, and ensures configuration records (e.g., Configuration Data Managers Database – Open Architecture) are updated.

4.3.1.1.4 Availability Milestones

The Ashore Ship’s Maintenance Manger works with the TYCOM to develop, plan, and coordinate scheduled availabilities, CM opportunities, and emergent repairs of assigned ships within the resources provided. The TYCOM shall enter CNO availabilities, assessments, routine tasks, and authorized Fleet and Programmed Alterations into the appropriate Maintenance Automated Information System in accordance with standard availability planning milestones. The Maintenance Team serves as the point of contact for the NSA in coordinating maintenance and planning activities. The maintenance team facilitates the orderly conduct of work candidate identification, validation, and screening.

4.3.1.2 Current Ship’s Maintenance Project (CSMP)

All shipboard maintenance is centrally managed via the CSMP. The CO must ensure that the work candidates documenting problems are accurate, objective, prioritized, and lined to the CSMP shore file as the material deficiencies are discovered. This file permits work to be planned in a continuous and orderly manner. Using the same database for all maintenance allows the flexibility to redirect work between differing windows of opportunity, such as availabilities or other repair activities.

Only work documented in the CSMP is authorized for accomplishment. An accurate, up-to-date CSMP is the mark of a thorough maintenance approach and is essential for a well-maintained ship. Additionally, the CSMP should be reviewed to ensure Casualty Reports (CASREPs) and temporary Departures from Specifications (DFSs) are captured. When needed, the PE can also pull pre-written repair tasks, assessments, and service items into the CSMP.

4.3.1.3 Class Maintenance Plan (CMP)

The CMP is the heart of a well-engineered ship maintenance strategy. CMP represents a consensus of the best-known engineering practices for each maintenance object. CMP tasks are the preferred way to assess and generate valid maintenance requirements over local, unique tasks when they match the scope of those requirements. Scheduled CMP tasks are automatically pushed into the CSMP shore file to support planned off-ship maintenance and material assessments of ship systems and equipment.

4.3.1.3.1 CMP Routines

Availability routines are recurring tasks pulled from the CMP and brokered for accomplishment during any scheduled availability. Efforts are underway to standardize the use of recurring tasks. Examples are:

• General requirements for work at a designated location (such as contractor facility, shipyard, etc.) • Hazardous waste produced on Naval vessels • Transportation for personnel and equipment • Trade supervision provided • Cleaning and pumping services

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4.3.1.4 Departure from Specification (DFS) Clearance, Temporary Standing Order (TSO) and CASREP Correction Plan

The PE will review all open CASREPs and TSOs, and active DFSs for inclusion, as applicable, in the Availability Work Package (AWP). As per Commander Naval Surface Forces (CNSF) message 031556ZMAY05 and in accordance with NWP 1-03.1 (formerly NWP 10-1-10), a ship in a CNO availability is to submit Casualty Cancel Reports (CASCANs) for all CASREPs with repairs scheduled during the availability.

4.3.2 Contractor Support Specifications (800/900 Numbered Work Items)

In every work package, work items that cover basic services and management functions provide the backbone for the contractor to perform any production work. Temporary services provide the backbone to the support the contractor’s production work. Functions such as crane support, rigging, temporary power, temporary air (if not provided at the work site), and ventilation are funded under these work items. Availability management, integrated Logistics Support, /Provisioning Technical Documentation support (ILS/PTD Support), and facilities support are other examples of general work items included to support the basic business functioning of the contractor. These work items are usually entered into the CSMP by the PE and will factor into the ship’s overall available funds for the availability.

4.3.3 Ship Change Document (SCD)

The SCD is the single authorized document for all modernization on Navy ships. The SCD is used to communicate the modernization proposal and facilitate a decision to procure and install based on merit, technical feasibility, and funding. SCDs being developed generally consist of two types of changes, based on funding source: Fleet Type Commander (TYCOM) changes, and Program System Command (SYSCOM) or Program Executive Office (PEO) changes. Once an SCD is approved, the alterations are scheduled, coordinated, and authorized in accordance with the policy and process, as defined by the NMP-MOM (or One Book). Alterations can be accomplished either inside or outside of CNO availabilities. The Ship Program Manager (SPM) – PMS470 for amphibious ships and PMS400F for combatant ships - has final authorization authority for Program SCDs accomplished within CNO availabilities, the TYCOM retains final authorization responsibility for all Fleet Alterations and any Program Alterations scheduled for accomplishment outside of CNO Availabilities. Alterations being planned for installation follow an entitled process initiated by an SCD. By policy, all SCDs and legacy alterations being planned for an availability can be viewed on the NDE website.

4.3.4 Letter of Authorization (LOA)

All SCDs, Field Changes, and Engineering Changes planned during a scheduled CNO availability must be included in a LOA. At A-360 there are two LOAs released, one to the. NAVSEA SPM, and one to the. TYCOM N43. Subsequent LOAs will be sent to add or delete requirements of the original LOA until A-120.

4.3.5 Ship Visits

Ship visits are part of the “good planning” associated with the preparation and execution of an availability. Timing and PT members for ship visits vary with the type and schedule of the ship, the

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complexity of the availability, and funding available for travel (if required). Ship visits also vary based on the policies and perspectives of each RMC and how they approach this part of the planning process. • Key members of the PT should consider a ship visit prior to the 100% lock date. Normally, the ship

will be on deployment at this time, so a ship visit requires a good deal of discussion and planning to ensure it is as productive as possible.

• There is no right or wrong number or timing of ship visits. Visits may be conducted as early as A-220 and there could be multiple visits. Some PTs may find it necessary to conduct a phased approach because the planning phase requires critical information that necessitates a ship visit. Many PTs find the best time to visit this ship is when the ship has completed a good portion of her deployment and is headed back. The, S/F should have the time, focus, and capacity to be involved with planning the upcoming availability.

• The success of the ship visit is ultimately determined by the experienced coordination between the PT and the ship. Typical participants are the PE, PM, SBS, contractor PM, planners, and design personnel. During the visit, the PT can reestablish or build relationships with S/F. The completed work specification package, new work discovered during the deployment, and what the ship can expect to have accomplished during the availability should be discussed.

4.4 WORK PACKAGE (WP) DEVELOPMENT

As the PE brokers work from RMAIS to NMD for inclusion into the availability, the availability work package will need to be developed. At times, many AWRs will need to be grouped together to develop a single work item, or a single work specification will be transformed into a work item. This will depend on the complexity and interrelationship of AWRs that have been brokered.

4.4.1 Lead Maintenance Activity (LMA) Planning

The LMA, often the Multi-Ship Multi-Option (MSMO) Contractor or Firm Fixed Price (FFP) Contractor, will perform the planning for depot level repair work. (Exceptions to this may include the first of a ship class SCD. In such a case, the advance planning, drawing preparation and material ordering, is typically performed by the assigned planning yard. Follow-on SCDs of such a complex nature should be assigned to the planning yard). MSMO contractor planning personnel will develop specifications as tasks using NMD. Specifications will be prepared in accordance with the requirements outlined in the JFMM Volume II, Ch. 4.

4.4.2 Master Specification Catalog (MSC)

The work package preparation process leverages the large library of planning documents that are stored in the MSC. The MSC is a ready resource of technically correct and current work items that are universally accessible for use via the NMD. The vast majority of these documents can be reused for planning future repair actions. The primary purpose of the MSC is to reduce maintenance costs by:

• Reducing planning efforts • Identifying and promoting best practices • Effectively managing lessons learned • Minimizing delays associated with maintenance planning.

4.4.3 Work Specification Review

To ensure specifications accurately reflect the work that is required, it is incumbent on the PM to ensure a thorough and timely review of all specifications, regardless of what organization originated the specification (contractor, government, etc.). Other factors to address include:

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• The PT members should ensure the specification accurately reflects the required scope of work, reviewing each specification and soliciting additional review within their respective organizations when required. The PM should send draft specifications for AIT support services to appropriate resource sponsor for review prior to approval by the Project Team.

• S/F should be provided an opportunity to review specifications to ensure accurate scope of work and to understand the contents of the work package.

• In order to prevent delays or re-work, the PM must establish a timeline for the completion of specification reviews, including Code 200 Engineering review, by the 100% Lock date.

• The PM should monitor the MSMO planning process to ensure that all specification review comments are addressed and/or incorporated. Best practices show that, when possible, changes should be incorporated immediately following a spec review. This will allow all involved to see and agree to the changes to the work item.

• The PM must ensure all specifications are prepared in accordance with current technical directives. SMEs in Codes 200 Engineering and QA will review work items for technical accuracy. This ensures that all shipboard maintenance, repair, and modernization accomplished under the cognizance of the RMC are done so in accordance with approved technical requirements. Those technical requirements must be identified and specified prior to the commencement of work, and all non-conformances must be documented, submitted, and evaluated using approved processes. Reviews provide the opportunity to verify contractor identified Long Lead Time Material (LLTM) that will be required.

4.5 ADVANCED PLANNING MEETINGS

4.5.1 Required Planning Status Messages

The JFMM Volume II, Part II, Chapter 2 and NAVSEAINST 4710.8B require the release of monthly ship availability advance planning reports starting at A-360 and continuing until the ship availability readiness to start message (required by NAVSEAINST 4710.6B) is released at A-30. Monthly planning meetings are a useful means of gathering team members together and obtaining the information for the advance planning reports.

4.5.2 Advanced Planning Meetings

During work package development, advance planning meeting participants discuss progress on action items for incorporating new strategies and lessons learned into the plan. The PM will normally chair these meetings with participation from the PT. A detailed agenda will be developed by and issued by the PM. It's generally a best practice to execute advance planning meetings on a weekly basis.

Recommended agenda items for the advance planning meetings include the following topics:

• Description of the planning strategy. • High level key event schedule and discussion of critical path(s). • Review of major work items (open items, risk issues, items of significance to participants). • SCD and/or AIT planning statuses (including detailed technical discussion of technical issues and

open items as needed). • Windows of opportunity for ship checks to support Ship’s Installation Drawing (SID) development. • Progress in meeting planning milestones. • Training strategies for the availability. • Identification of S/F workload and management strategy. • Availability process improvement.

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• LLTM requirements. • MMPR feedback candidates. • Integrated test plan and test procedure requirements. • Status of available and required funding. • Discussion of contractor requirements. • Pre-fabrication candidates and status. • AIT installs and required support. • Status of assessments and requested additional technical support. • Early start work candidates. • Requirements for docking, pier berthing, and temporary services. • Habitability issues such as crew move, stores, Quality of Life (QOL), etc. • S/F support issues such as parking, berthing, messing, T1 connectivity, chill water, radio, etc. • Required S/F training: tag-out procedures, Work Authorization Forms (WAFs), site specific issues,

etc. • Ship operational status upon arrival: dead stick, boiler lay-up, fuel levels, weapons, hazardous

materials, etc. • Anticipated growth and new work acceptance. • Lay-down requirements. • Existing special paint systems such as sigma edge guard in tanks or well deck. • Low Solar Absorbent (LSA) on freeboard or any other coatings that are not in accordance with as-

built drawings or documented via Ship Alts. • PT core list for distribution. • Storeroom access and industrial impact. • Customers can relay specific concerns and directions to PT members. • Feedback from current efforts and comments can be discussed with the customers and each

organization to ensure the core MT’s basic understanding of the work package. • Lessons Learned and Best Practices from previous availabilities can be discussed for applicability and

incorporation into the planning of the work package. Class specific, tailored Best Practice checklists are found in Appendix L.

• Development of execution strategies and organizational structure. • Review LOA, with focus on workload versus availability duration.

The discussions of the monthly meeting will provide information that will be used to compose the quarterly/monthly ship availability advance planning report. The message composition should follow the guidance provided in NAVSEAINST 4710.8 (series). The NMD-produced Availability Status Report (ASR) can be used to provide the necessary information review of the planning milestones and their respective red, yellow, green dates. This shall provide guidance to the planning activity on determining overall and individual status of the planning effort. It shall be up to the planning activity to determine overall status, which is not necessarily reflective of any individual.

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Chapter 4 Key Points: • The Advanced Planning process covers the period from A-720 to A-360. • Surface Maintenance Engineering Planning Program (SURFMEPP) has lead responsibility for

Baseline Availability Work Package (BAWP) development. There are many milestones associated with the development of the BAWP and are described in detail in this chapter.

• The Ship Program Management (SPM) is responsible for integrating all modernization efforts for a ship regardless of which SYSCOM or PARM is the alteration sponsor.

• The primary responsibility of the Maintenance Team is to manage the maintenance and modernization process in accordance with the maintenance policies, directives, and business rules of the Fleet Commander, TYCOM, and the Naval Supervising Activity (NSA). The steps required for the development of the work package are outlined in this chapter.

• Various Advanced Planning Meetings are in place to ensure strong communication in advance of the availability start.

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5.0 PLANNING (A-360 TO A-75)

All milestone dates in this section are per the JFMM, which can be accelerated to support more complex

availabilities and regional needs.

5.1 PLANNING METRICS

Planning metrics are designed to identify delays in the planning process that might jeopardize the

definitization of the MSMO contract or award of the firm fixed price contract. Definitions for the

planning metrics are found in the JFMM Volume VI, Chapter 31, Appendix A. Proper entry of data into

NMD by the PM is essential as reports, briefs, and metrics are derived from data in the Navy

Maintenance Database (NMD).

5.2 PLANNING MILESTONES

By A-360, the planning milestones require that CNO availabilities be established in the authoritative date

base (i.e. NMD).

For those MSMO contracts that provide for contractor execution planning to include specification

preparation, the PM must task the MSMO contractor to begin availability planning actions. The Fleet

Desk Guide provides the details of the actions the MSMO contractor is to accomplish and will help the

PM follow the MSMO contractor as the availability is planned. In conjunction with the MSMO advance

planning manager, the PM must ensure the milestone information is properly entered into NMD during

set-up.

The PM is responsible for the formal establishment of planning milestones in NMD. The PM should work

with the other members of the PT, including the MSMO contractor representative, to finalize the

scheduled availability planning milestones.

Among the many planning milestones, there are three incremental Work Package Lock milestones,

which include all milestones related to writing and reviewing specifications. The process centers on the

50%, 80%, and 100% Automated Work Request (often referred to as “2 kilo”) package lock milestones

against the dollar value of the availability. For the process to be effective, the LMA is tasked to plan and

estimate the work assigned at the key milestones:

• 50% lock milestone prior to A-240

• 80% lock milestone prior to A-120

• 100% lock milestones prior to A-60

Proactive work identification and management of the continuous estimating and incremental proposal

review process is fundamental for an effective planning effort. This process is built on the concept of

continuous planning, estimating, reviewing, and scoping at the 50%, 80%, and 100% lock milestones to

meet the complete Technical Analysis Review (TAR) process and definitization milestone. The goal is to

identify and plan the work as early as possible in order to right-size the entire package to the ship's

budget. The intention is to meet the A-35 definitization milestone and to eliminate the churn caused by

canceling work candidates prior to or after availability start.

While the Work Package Lock milestones are critical to the planning process, below are other key

planning milestones to support the planning process.

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5.3 TASK/FUND SHIP INSTALLATION DRAWING (SID) DEVELOPMENT (A-330)

At this point in the planning stage, the TYCOM AND SYSCOM are required to fund the development of

SIDs. The PT should liaise with the proper TYCOM and SYSCOM sponsors of alterations in order to verify

that this milestone is met. Slippages in this area will produce a cascading delay effect on the alteration

planning process, which will impair execution quality and increased premium cost.

5.4 SHIP CHECKS COMPLETED (A-270)

Prior to this date, all PY ship checks need to be completed. The PM must work with the PY Rep to ensure

the planning yard has opportunities to complete ship checks supporting the development of alterations.

5.5 SCREENING OF CMP (A-270)

All CMP tasks that are to be executed during the availability should be screened by A-270. The PE is

responsible for routine review of the CMP tasks and scheduling completion of those tasks prior to their

deadline dates. Screening of CMP tasks is designed to provide time to schedule any pre-availability

assessments that may be required to fully define the work package and to ensure timely screening of

findings that will require adjudication during the availability.

5.6 INCREMENTAL FUNDING FOR ORDERING LONG LEAD TIME MATERIAL (LLTM) (A-

270)

The PM will need to liaise with all known Ship Change Document (SCD) sponsors to apprise them of

funding needs. This must include Habitability Work (JFMM Volume VII, Chapter 6, and Volume VI,

Chapter 31). The PM is the administrator for funds provided from all sources during the availability,

ensuring that allocated funds are used appropriately. Identification and ordering of LLTM supports these

goals.

5.7 IPTD A-270 / A-195 EVENT

The A-270/A-195 IPTD Event(s) focus on team building/development and alignment of the team through

strategies. Modernization/mid-life availabilities will start at the A-270 milestone date; all standard

availabilities will begin at A-195. At these events team members are identified, roles are defined, the

different stakeholders share and shape their expectations and the foundation for a single, solid team

with a common mission and vision is built. Work development centers around the project timeline,

project strategies and identifying potential risk. See Appendix E for a detailed summary of IPTD Event

topics.

Note: SRF-JRMC holds this IPTD Event at approximately A-165.

5.8 50% OF D-LEVEL MAINTENANCE WORK PACKAGE 2-KILOS LOCKED BASED ON

DOLLARS (A-240)

The A-240 milestone requires that at least 50% of the dollar value of the repair work package has been

authorized for planning. This is measured by using the Maintenance and Modernization Business Plan

(MMBP) budget and comparing it to the best estimate value of the work authorized for planning from

NMD. Normally, the work locked at this point will be modernization work, mandatory shipyard routines

(e.g. docking requirements, support services), and major industrial work, which is generally known

before A-240. At this point, the Lead Maintenance Activity (LMA) should have a green light to plan that

work, order material, and expend funding in preparation for completing the work. The intent is to avoid

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large batching of work prior to milestones so work that has been identified and is of high priority should

have been authorized for planning well in advance of this date.

5.9 ISSUE/DELIVER SHIP INSTALLATION DRAWINGS (SIDS) TO NSA FOR CONTRACTORS

AND ALTERATION INSTALLATION TEAMS (AITS) (A-180)

The Planning Yard (PY) is responsible for meeting this milestone, which is critical to the success of the

planning effort and successful availability execution. Although the PY is responsible, the PM should use

his PMR representatives to ensure the PY provides the items on time.

5.10 REQUEST ALL MODERNIZATION FUNDING (A-180)

All Modernization funding should be requested in accordance with the JFFM Vol II, Part 2, Chapter 2,

Appendix D.

5.11 MODERNIZATION (A-175 TO A-120)

The PM must be proactive to ensure that all AIT support, schedules, and requirements are received from

the corresponding AIT manager at A-135. This information must be provided to the MSMO contractor to

allow for effective integration into the availability schedule prior to the Work Package Execution Review

(WPER). By A-120, final lock of the modernization package is required.

5.12 IPTD A-120 EVENT (A-120)

The A-120 IPTD event, notionally 2-3 days, shifts the team’s focus in three significant ways: 1) the

briefings and discussions of the team shift from a strategic to a tactical view; 2) an expanded

participation by S/F is desired; and 3) MSMO contractors and SBSs are brought into the expanded

Project Team. The Work Package Integration Conference (WPIC) will be conducted in conjunction with

this IPTD event. The five required availability planning and execution strategies, plus other strategies

deemed necessary by the Project Team, are a focus at this IPTD Event. The goal is to generate discussion

between all the major stakeholders and move toward documented strategies that are acceptable for

signature. S/F participation during this event allows for the ship's concerns and issues to be shared with

the PT, in order to create satisfactory solutions for all parties involved with project. See Appendix E for a

detailed summary of IPTD Event topics, and Appendices G-K for strategy templates.

Note: SRF-JRMC holds this IPTD Event at approximately A-90.

5.13 WORK PACKAGE INTEGRATION CONFERENCE (WPIC) (A-120)

A WPIC is held at the A-120 milestone and can be combined with a Planning Board for Maintenance

(PB4M) or an IPTD event. Its purpose is to review all work that has been authorized for accomplishment

during the availability, and identify any remaining issues and actions required to be completed prior to

availability start. Guidance for conduct of the WPIC is found in JFMM Volume II, Part I, Chapter 4,

Appendix F. The WPIC marks the end of the Advance Planning process and the beginning of the

Execution Planning process. Upon completion of the WPIC, emphasis should shift from what work will

be accomplished to how best to execute the work scheduled to be accomplished.

5.13.1 Pre-WPIC Preparations

The PM is responsible for scheduling and chairing the meeting and preparation of the WPIC agenda.

Attendees will usually include all members of the MT, S/F department heads, the MSMO contractor

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advance planning manager, key members of the MSMO availability execution team, AIT sponsors (or

designated representatives), an RMC production representative, the RMC C-300 class leader, the RMC

AIT advance planning manager (if assigned), and the waterfront operations officer (or a designated

representative). A message announcing the date and location should be sent prior to the meeting to

ensure full participation by required attendees. Someone should be assigned to record the meeting

minutes and a post-WPIC message containing meeting minutes should also be sent.

Work package integration efforts should include modernization and O-, I-, and D-level work. Some job

identification in these areas may still remain, depending upon exactly when the WPIC is scheduled.

Identification of high-impact S/F repairs (painting, non-skid, etc.) and planned maintenance checks

(switchboard cleaning, etc.) must be complete. The PB4M is a good venue to move the ship on this

identification effort.

Significant discussions about execution milestones and key events should have been completed prior to

the meeting. These discussions include the MSMO contractor, S/F, and modernization sponsors. There

must be firm dates and definitions established so everyone attending the WPIC leaves with a clear

understanding of expectations. This will form the basis for the MSMO integrated work schedule, which is

the centerpiece of the WPER at A-30. Best Practices should be reviewed to identify items applicable to

the availability.

5.13.2 WPIC Agenda

The PM will prepare the WPIC agenda. A general guide for development of an effective WPIC checklist

and agenda is available in JFMM Volume II, Part I, Chapter 4. Some suggested topic areas include:

• Review habitability issues (including crew move)

• Review critical path and controlling items

• Identify requirements that the ship must meet prior to availability start

• Discuss new work, deletions, and major rewrites

• Review AIT requirements

• Review AIT interface problems

• Review potential I-level and S/F interface problems

• Review early start requirements

• Identify any work items in jeopardy

• Define work that must be started by a certain date (other than option items)

• Define work that must be accomplished by Production Completion Date (PCD)

• Review testing requirements

• Review option items and invoke “No Later Than” (NLT) dates

• Review list of pro-rated work items

• Review availability duration requirements

• Define Light-Off Assessment requirements and expectations

• Review remaining advance planning and contracting milestones

• Review status of outstanding customer funding

• Review unresolved specification review requirements

• Conduct lessons learned review

• Pre-Installation Check-Out (PICO) requirements

• Pre-availability testing and paint-sampling

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5.13.3 Post-WPIC Follow-Up

Upon completion of the WPIC, the PM is responsible to draft the post-WPIC summary message

summarizing the results of the WPIC and highlighting any areas of concern.

5.14 80% OF D-LEVEL MAINTENANCE WORK PACKAGE 2-KILOS LOCKED BASED ON

DOLLARS (A-120)

As the work package reaches the 80% lock point, the PM and PE should verify the funding for the

availability in order to avoid unnecessary churn prior to the availability start date. At A-120, 80% of the

D-Level maintenance work package is locked based on the dollar value of the availability.

5.15 AWARD OF AIT CONTRACTS (A-90)

AIT Contracts should be awarded to non-MSMO AITs no later than A-90 by AIT sponsors.

5.16 100% LOCK (A-75)

In accordance with the JFMM and port milestones, 100% lock of the work package is based upon

estimated cost of package. From this point forward, other work has to be rescheduled or added as new

work during execution in order to accommodate the additional work required during this time period. A

Business Case Analysis (BCA) would be required to justify the decision to add new work.

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Chapter 5 Key Points:

• The Planning process covers the period from A-360 to A-75.

• Many milestones exist to properly prepare for the availability. All milestone dates in this section

are per the JFMM, which can be accelerated to support more complex availabilities and regional

needs.

• During the Planning period, the Project Team should form as a team via IPTD Events and other

planning activities to ensure roles and responsibilities are understood by all team members upon

availability start.

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6.0 TRANSITION FROM PLANNING TO EXECUTION (A-75 TO AVAILABILITY START) This section captures the events and steps that may lead to a successful transition from the planning phase of a ship's availability to the execution phase. Items in this section are intended as guidelines and good ideas based on past Project Team experience, and therefore should not be considered as verbatim compliance steps. More detailed information on the various tasks can be found in the JFMM.

6.1 TAR (A-50)

Complete TAR process for work package definitization. Ensure this process is started early to allow time for adequate reviews. The PT should be prepared to assist the TAR team with scoping of work specifications, government estimate information, and other issues that may arise during the TAR process.

6.2 MODERNIZATION/AIT SUPPORT SERVICES FUNDING (A-45) (A-75 FFP)

As AIT funding should be decided by A-45, negotiations should take place much earlier. The PM should formally (via e-mail) request the funding required to definitize the work package. To give modernization sponsors an opportunity to be able to meet this milestone, it is incumbent upon the PM to request funds at A-55 (MSMO) or A-135 (FFP).

6.3 DEFINITIZE THE WORK PACKAGE (A-35) (A-60 AWARD FFP)

The Contracting Officer should formally agree to cost estimate of work package authorized for execution at this point (issue and sign the supplemental agreement for the availability).

6.4 IPTD A-45 / A-30 EVENT

The A-45/A-30 is a 2-3 day event and is the major team integration step just prior to the start of the availability. Modernization and mid-life availabilities will meet at the A-45 milestone date; all standard availabilities will meet at A-30. The WPER will be conducted in conjunction with this meeting. The purpose of this event is to ensure the team has the information needed to successfully guide their work groups through the project. Information about team leadership and structure, roles and communication, work package, and strategies developed through IPTDs are presented to the team by Core Project Team leaders. It is important to remember that many, if not most, of the Ship's Force Supervisors are new to naval maintenance, so care must be taken to clearly communicate at an appropriate level of understanding throughout the IPTD event. See Appendix E for a detailed summary of IPTD Event topics.

6.5 SCHEDULE INTEGRATION

The Contractor provides a proposed integrated work schedule at A-45 (FFP) or A-30 (CP or FFP contracts greater than 120 days). The complexities of work integration and coordination must be resolved during planning by the PT. Incorporating the input of all individuals and organizations that make up the team into a single work integration plan increases the likelihood the project approach will be effective. Written project strategies are an effective means to define a common approach within the Execution Project Team and can be useful for exporting lessons learned later to the Execution Project Team as a part of the continuous improvement process. Recommendations for project integration strategies are identified here.

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6.5.1 Total Ship Integrated Test Plan

The time to address the need for a Total Ship Test Plan (TSTP) is during this transition phase. As the clarity of the work package increases, a draft plan should be developed. This TSTP is, highly dependent on the level and complexity of the Availability Work Package, and therefore will require due consideration as to the level of effort needed to build it. It should encompass the entire ship, ranging from CS and C5I to HM&E equipment and systems requirements. This effort stems from the NAVSEA Standard Work Specification 009-67.

6.5.2 Critical Path, Milestone, and Key Event Schedule

Development of a critical path, milestone, and key event schedule by the contractor is a key tool for the management of the availability. The contractor is responsible for updating the schedule throughout the availability as new/growth work is introduced and settled into the availability work package.

6.6 TRANSITIONING PEOPLE THROUGH THE INTEGRATED PROJECT TEAM

Even with screening, the departure of knowledgeable managers (S/F, Area Managers, PMs, etc.) during the availability may be unavoidable. It is essential that a transition or turnover plan is in place that minimizes the impact of their leaving. In addition, they must devote adequate time for information turnover to their replacement.

6.7 PROJECT TEAM SHIPYARD VISITS

If the availability is to be conducted off station, a pre-availability visit to the shipyard is highly recommended. The ability for S/F to walk the site and develop concrete expectations of their environment will aid in the transition into execution. Typical participants are the CO, Executive Officer (XO), SMMO, SUPPO, Security Officer, and COMMO.

6.8 CREW MOVE ASHORE

In case the production work will require the crew to move off ship, the PT needs to work closely with the ship to ensure a smooth offload of material occurs. There are various lessons learned that can be used, such as inventory lists on and inside all containers, and a single POC process for the removal of items from the containers. As S/F will not be living on the ship, S/F will need to ensure they have a process for walking spaces and monitoring work that is occurring.

6.9 CONDUCT WPER (A-30)

A WPER is conducted for all availabilities by the Lead Maintenance Activity (LMA). All organizations that plan to accomplish work during the scheduled availability should be represented at the WPER. The purpose of the meeting is to review the integrated work production schedule that has been prepared by the EA. This is the final opportunity to resolve any work interface or production support issues between the different activities before actual production work begins. The PM or PE will coordinate the meeting arrangements and attendees. See JFMM, Volume II, Part I, Chapter 4 for specific details and template.

The following actions should occur:

• Finalization of technical work documents and work specifications • Finalizing and issuing project strategies (incorporating ship’s input) • Staging of equipment and material • Final negotiations of private sector contracts

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• Finalize Early Start/Fast Start Plan (work items, services, S/F support, etc.) • S/F processing of initial WAFs for early start work • S/F finalize post deployment stand-down schedule, if applicable • S/F standing up of availability organization (Work Control, Work Integration, etc.) • Continuation of S/F training for availability preparation • Finalize and issue the integrated arrival plan required to support arrival conditions and availability

start

6.10 WPER TO AVAILABILITY START (A-30 TO A-0)

Between WPER and the availability start, the remaining Execution Project Team members will be identified and brought in as active members of the team. The project strategies and work plans are disseminated and reviewed by those who will be involved with the availability execution. It is important to begin this process before these team members reach the shipyard, Depot Maintenance Facility (DMF), or homeport, since they will be performing their roles immediately upon arrival.

6.11 IDENTIFING WORK/TESTING REQUIRING EXECUTION STRATEGY

The Project Team members will determine which work or testing requires an execution strategy. Not all work or testing requires the effort and expense, but each item should be reviewed to make this determination. A formal strategy could be required when the work or testing falls into one of the following categories. Note: The below items are not all-inclusive, but have the potential to impact successful project completion and warrant execution strategies.

• The work or testing is in the critical path for the project • The work or testing has the potential to have major impact on other organizations' ability to

execute their work • The work may be impacted by limited resources • Highly occupied work areas (even though each work item in a space or area may not be large, the

number of work items can be) • Industrial work that requires S/F support • Multiple of shifts required at the start to meet schedule • Support services required to accomplish work for both maintenance and modernization • Specific steps involved in work accomplishment • Spaces affected during execution including space de-confliction and closeout • Equipment access control

6.12 PRESENTATION OF EXECUTION STRATEGIES

The development of a formal strategy for a controlling/critical work item, test, or process requires specific attributes to be addressed that will differ among strategies. Strategies should be prepared by the managers responsible for execution. The strategies will be reviewed by the Project Team for total work package integration. All strategies should include the following attributes:

• Responsibility • References • Enclosures • Introduction • Discussion • Schedule of Events (SOE) • Additional Comments

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• Performance Reporting • Concurrence Signatures • Enclosures

6.12.1 Development of the Work Schedule

Desired start dates are solicited by scheduling personnel and every effort is made to accommodate each work group’s start requests, provided those dates can be supported in the integrated work schedule. For example, it might not be a good time to start flight deck resurfacing early in the overhaul. If the schedule does not support the work group’s requested work start dates, alternate dates are negotiated. The NSA is the final authority in the resolution of scheduling conflicts. Maintenance of the integrated schedule by all organizations is necessary for the integrated team to function during execution. An accurate integrated schedule provides the necessary information to assist organizations to make informed decisions.

6.12.2 Required Strategies

The following five strategies are required for all availabilities. These are available as enclosures in this document (Appendix. G - K) as well as online at the ST1 Portal website.

• Risk Assessment and Management Strategy • Work Integration Strategy • Schedule and Plan of Actions and Milestones (POA&M) Strategy • Communication Strategy • Production Completion Date Strategy

6.12.3 Recommended Strategies

The following strategies are examples of work and processes that fall into the above categories and should have execution strategies:

• Early or Smart start • Tag-outs • Pre-fabrication and staging of material • Firemain work • Service steam work • Main propulsion • Boiler work (SAI/CAI) • Hull preservation • Crew's move aboard, work affecting crew quality of life, and shipboard habitability • Equipment lay-up for extended availabilities and equipment restarts • Certifications that may affect schedule • Temporary services • Piping inspections for corrosion • AIT and contractor integration • Hangar bay and flight deck non-skid • Work affecting availability of weapons elevators (ACE/CWE) • Work occurring during the post deployment stand-down • Tank entry and closure

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• LLTM • Base lining Existing Condition of Equipment • Ship’s Force Work Integration • Success During Certification:

o AEGIS Light-Off (ALO) o Light Off Assessment (LOA) o Aviation Certification o Well Deck Certification o AEGIS/Fire Control System o Gage Calibration o Work Certification o Sea Trials o Awards

6.13 PREPARING S/F FOR THE AVAILABILITY

S/F are primarily war fighters and operators of their ships. They are generally not experts in shipyard maintenance. Still, they have a significant role in the success of the availability. It is critical that the PT provide appropriate training to put S/F at ease as they enter into a very different operating environment. In order for the most cooperative and effective coordination with S/F, early coordination, as early as 6 months prior to start, is best. However, final coordination training should be conducted at A-30 days and no later than A-14 days to ensure that the Project Team is prepared for the upcoming maintenance period.

One method is to conduct a leadership review (key Project Team members, CO, XO, Dept. Heads, SMMO, 3MC, and other key S/F members) that covers a POA&M with the ship, highlighting the following key topics:

• Establishment of the Maintenance Information Center (MIC) • Equipment and Systems Lay-up Requirements and PMS Expectations • Basic Availability Logistics • Crew Move Ashore Plans • Equipment Start up Expectations • Production Complete Date Expectations • Cleanliness Plan • Dock Trails/Fast Cruise/Sea Trials Planning • Safety • Key personnel awareness briefings (Availability 101)

6.13.1 Establishment of a Maintenance Central Location for Management

Establishing a central location provides a place for the contractor and government team to access deck plate assistance for WAFs, tag-outs, QA checkpoints, operational testing support, and other day to day maintenance concerns. This location is often referred to as the “Maintenance Information Center (MIC)” or “Work Control”. Issues that should be included are:

• Work Authorization Form (WAF) / Tag-Out expectations (See Appendix F for best practices on WAF / Tag-Outs from previously completed availabilities.

• S/F Quality Assurance Support: The RMC QA organization should offer QA training for S/F personnel. • Expected manning requirements • S/F work schedules

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• Testing support requirements • Cleanliness requirements • Readiness to Start • Risk Letters

6.13.1.1 S/F Involvement in Checkpoints

By training a group of S/F in the basic QA procedures, the Project Team gains an invested, knowledgeable liaison between the general population of S/F and the Project Team. This cadre of inspectors is aware of the contract requirements to which the contractor should be performing. This augmentation of the RMC’s QA team increases the team’s effectiveness. In addition, the greater the involvement by S/F during the work, the easier it is for S/F to regain a sense of ownership at the end of the availability.

6.13.2 Equipment and System Lay-Up Requirements, and Planned Maintenance System (PMS) Expectations

Another topic that should be covered in the basic familiarization of S/F is equipment and system lay-up requirements, and PMS expectations. While the length of availability and corresponding PMS will dictate which type of layup will be required in each system, the crew may not have time to accomplish this PMS in conjunction with the work commencement. For example, if the ship is to return from deployment, enter a Post Overseas Movement (POM) period, and then transit to the dock, sufficient crew members may not be available to support intensive lay-up maintenance. It is advisable, therefore, to identify any lay-up requirements that do not meet the contract timeline as early as possible (prior to definitization, if able). These maintenance activities should be written into the contract specifications.

In addition, all equipment lay-up plans should be addressed during this preparation phase. Key systems examples include coolers, fire main, chill water, and air conditioning units.

Plans for any PMS that is due during the availability also need to be addressed at this time.

6.13.3 Equipment and Start-Up Requirements

As with any lay-up maintenance, corresponding start-up maintenance will need to be considered and integrated into the schedule.

6.13.4 Basic Availability Logistics

A review of basic mooring positions, tug coordination, and general housekeeping assists the ship in the transition into a maintenance environment.

6.13.5 Crew Move Ashore Requirements

It should be clear to the PT what the crew expectations are for Crew Move Ashore. It is critical to not make assumptions as part of this effort. The crew should discuss their comprehensive plan for storage of repair locker equipment, berthing gear, and other pilferable items.

6.13.6 PCD Expectations

It is important that the PT, S/F, and Contractor all understand and agree on the definition of PCD. As defined in the JFMM, all work involving machinery spaces must be complete and the spaces available for S/F training to commence. [PLACEHOLDER FOR CHECKLIST and JFMM reference]

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6.13.7 Cleanliness Plan

Develop a strategy to maintain a high degree of cleanliness in order to promote excellent work and quick restoration at the completion of the availability. The strategy should include requirement for the installing activity and S/F.

6.13.8 Dock Trials/Fast Cruise/Sea Trials Planning

Using the philosophy “beginning with the end in mind”, the team needs to understand the basis for the development of end of availability activities.

• Dock Trials: JFFM Volume 2, Part I, Chapter 3, Appendix I describes the minimum dock trials requirements for surface ships.

• Fast Cruise: JFFM Volume 2, Part I, Chapter 3, Appendix J describes the minimum fast cruise requirements for surface ships.

• Sea Trials: JFFM Volume 2, Part I, Chapter 3, Appendix K describes the minimum sea trials requirements for surface ships.

6.13.9 Safety

Safety is paramount. The ship will be entering into an unfamiliar industrial environment. Use of Personal Protective Equipment (PPE) is essential for the well-being of the crew as is increased situational awareness.

6.13.9.1 Fire Department Integration

It is a good practice to coordinate with the local fire department and dispel any assumptions PT may have about inherent capability of the response team. Suggestions include setting up a walk-through of the project and a communication of the major work items and risks that the responders would incur. If time allows, further coordination of a drill that integrates S/F and the local fire department can reap great benefits should an emergency arise.

6.13.9.2 Environmental Requirements

Environmental requirements are tied to specific facilities. Furthermore, jobs during maintenance availability may involve more serious environmental hazards. It is critical that the rules associated with the various sites be briefed and understood. For example, the rules S/F may be used to with regards to painting could be different within the contractor’s facility. S/F should be made aware of the change of operating procedures.

6.13.10 Key Personnel Awareness Briefings

In order for S/F to be effective partners in the execution of shipyard availabilities, key ship’s personnel should be made familiar with practices and processes unique to this environment. In addition to the definitions, the timelines for these processes to be employed should be explained so everyone is working from a common set of expectations. Some suggested briefing topics include:

• Condition Found Reports • Request for Contract Change (RCC) • Scope Control • Cost Control • Delay and Disruption

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• Constructive Changes • Integrated Schedules • Contractual Documents • Control of Systems and Spaces • Testing Support Requirements • Cleanliness

6.13.11 S/F Related Lessons Learned and Best Practices

For each availability, a portion of the crew will have not experienced a significant maintenance period on board. Regardless, if a member of S/F has already been through an availability, each availability is different due to changes in team members or positions they hold during the maintenance period. The PT must ensure all team members glean from the best practices of other ships.

Also, S/F should utilize other tools that are available. Maintenance University provides S/F training for those entering into an availability.

6.13.12 Readiness to Start (A-30)

The Readiness to Start message describes the readiness of the executing activity to begin and complete the availability as scheduled. See NAVSEAINST 4710-6B for more details.

6.13.13 Risk letter and Reporting Requirements (A-120)

Throughout the planning process, advanced planning messages (outlined in the JFMM) and other required reports (as required by CNRMC) are compiled to communicate how the availability planning is progressing. At the A-120 milestone, the PM is required to formally summarize the key risks to the availability via a Risk Letter. Updates to the Risk Letter are required as necessary to adequately document and convey to leadership the remaining concerns the PT has throughout the availability planning and execution. See Appendix M for the CNRMC Risk Assessment Instruction.

6.14 ARRIVAL CONFERENCE (A-0)

Within a week of the availability start, an arrival conference should be held to discuss security, access, contractual authority, in-plant rules, safety, cleanliness, etc. The arrival conference is conducted by the NSA/industrial activity and attended by the CO, XO, Department Heads, key shipboard personnel and a TYCOM representative. Based on the planning meetings, training, and other familiarization efforts, the arrival conference should present very little new information. The conference agenda should include information on the following topics, as applicable:

• Problem resolution not completed at the WPER/WPIC • 100 hour plan expectations. This is an explanation to S/F as to what they can expect to happen

within the first 100 hours of the availability i.e. which jobs will be starting, conditions of the plant, services installed

• A discussion of work scheduling and production planning requiring close cooperation between S/F and industrial activity personnel

• Changes to dates for Key Events such as dry-docking, Dock Trials, Fast Cruise, and Sea Trials shall be made known and agreed upon

• Resolution of any problems regarding work to be undertaken, material, scheduling

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6.15 ENVIRONMENT, SAFETY, AND HEALTH (ESH) MANAGEMENT

6.15.1 Contractual Requirements

Some ESH contractual requirements can be found in NAVSEA Standard Items. Examples of the more common ESH Standard Items are as follows:

• 009-03 Toxic and Hazardous Substances; control • 009-07 Confined Space Entry, Certification, Fire prevention and Housekeeping; accomplish • 009-24 Isolation, Tagging and Blanking Requirements; accomplish • 009-40 Requirements for contractor’s Cranes at Naval Facilities; accomplish • 009-61 Shipboard Use of Fluorocarbons; control • 009-74 Occupational, Safety and Health Requirements; accomplish • 009-86 Recovery of Chlorofluorocarbon (CFCs) and Fire Suppressant Halon (H) Materials; accomplish • 009-88 CHT and Motor Gasoline (MOGAS) Tanks, Spaces, and Piping, including Sewage or MOGAS-

Contaminated Tanks, Spaces, and Piping; certify

6.15.2 Responsibilities

NAVSEA Standard Items, 29 CFR 1915, and applicable Navy regulations describe the responsibilities of NSA, S/F, and contractors for maritime related work ESH compliance. Performance of work in a safe manner and a healthy environment are of the utmost importance to the PT. A coordinated and dedicated effort between the PT, contractors, and S/F will promote this goal. The ESH Strategy is the PT’s plan for ensuring the worksite is free of ESH hazards, and ESH compliance is achieved through risk mitigation practices and proactive actions.

• The contractor will be required to manage and dispose of hazardous waste generated by its and its subcontractors’, efforts.

• All HAZMAT will be procured, recycled, or disposed as HAZWASTE in accordance with the local HAZMAT/HAZWASTE process.

• Local Navy ESH Office personnel shall be invited to attend the planning, WPER, pre-arrival, and arrival conferences.

• All hazardous waste transfers will require a PCP and will be conducted in accordance with all federal, state, and local requirements.

6.15.3 Lessons Learned and Previous Projects Reviewed

A joint effort by all organizations will help this succeed. Examples of ESH lessons learned are:

• A safe work environment exists only if PT members take ownership of the ESH strategy. • A daily walk through with S/F, contractors, and other personnel will help identify and resolve project

deficiencies. • Fire retardant materials must be used to protect decks, bulkheads, and machinery. • Combustibles will be removed or adequately protected within 35 feet of hot work. • Reviewing past paint and asbestos sample data helps establish work controls and determine the

need for any additional sampling. Note: Suspected Asbestos Containing Material (ACM) is required to be sampled prior to removal and/or repair and must be treated as ACM until proven otherwise. Paint is also to be treated as containing heavy metals if it has not been sampled and proven otherwise.

• Reviewing previous project’s Lessons Learned Conference minutes looking for ESH matters can be beneficial.

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6.15.4 Areas of Concern

In order to provide the safest work environment with regards to ESH, and to make sure all ESH standards are adhered to, the following list outlines areas that have been of particular ESH concern in the past and should be addressed with extra care to ensure compliance and understanding.

• Project personnel understanding of ESH requirements. • Following Environmental Best Management Practices (BMPs) • Compliance with confined space entry and related work. • Project personnel’s adherence to and enforcement of fire prevention requirements. • Proper routing and labeling of leads in accordance with NAVSEA Standard Item 009-07 • Project personnel’s adherence to and enforcement of fall protection requirements. • Personnel’s understanding electrical safety and appropriate lockout/tag-out requirements. • Consistent use/wear of Personal Protection Equipment (PPE) when walking on piers, vessels, and for

all work being performed. PPE (at a minimum) consists of safety glasses with side shields, hard hats, ear plugs, and safety footwear.

6.15.5 ESH Risk Mitigation Strategies

Based on information from previous availabilities, the following risk mitigation strategies may be helpful in managing and reducing the impact of common ESH issues:

• Project Team must ensure the ESH representative’s required attendance at various project meetings is appropriately indicated on the meeting schedule

• Project ESH representative will write a daily ESH brief to personnel • Project ESH Manager will provide environmental BMP information to PMs for briefing to project

personnel • Project personnel will receive confined space entry awareness training prior to working on navy

vessels • The ship’s safety officer and project’s hot work coordinator will provide fire prevention awareness

information to project personnel via the daily meeting • Project ESH, Ship’s Safety, and contractor’s ESH representatives will conduct daily ESH inspections of

the worksite • The record of the ESH worksite inspections shall be maintained using NAVSEA Standard Item 009-07. • Requirements for marking and running lines and leads through Fire Zone Boundaries are found in

NAVSEA Standard Item 009-07, section 3.10

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Chapter 6 Key Points:

• This section captures the events and steps that may lead to a successful transition from the planning phase of a ship's availability to the execution phase. Items in this section are intended as guidelines and good ideas based on past Project Team experience, and therefore should not be considered as verbatim compliance steps.

• Integration of the schedule, work, and test plans is critical to the success of an availability. • The development of a formal strategy for a controlling/critical work item, test, or process

requires specific attributes to be addressed that will differ among strategies. Strategies should be prepared by the managers responsible for execution and shared with the whole Project Team.

• It is critical that the PT brief S/F on expectations of the availability regarding the schedule and work to be executed during the availability before the availability start. The more that S/F is involved with the availability planning, the more likely the availability will be successful.

• Risks to the success of the availability should be communicated to senior leadership via the Risk Letter.

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7.0 EXECUTION (A-0 TO C+0) This section outlines, documents, and communicates the essential aspects of a Project Execution Plan. Not all ship availabilities are the same in terms of scope, duration, or complexity, therefore the key elements and recommendations outlined in this section are done so with the understanding that they would be utilized as appropriate to the specific availability.

7.1 EXECUTION PROJECT PLAN

Continuity of availability management in the form of a dedicated, Integrated Execution Project Team significantly contributes to a ship’s availability’s success. The following topics suggest how to achieve and retain an Integrated Project Team.

7.1.1 Maintaining the Work Schedule

The work schedule serves as the event planner for the availability, and includes any work that may potentially impact the schedule. This includes Ship’s Force (S/F), shipyard, contractor, and AIT work. Contractors and AITs provide vital information to scheduling personnel regarding duration, man-hours, and number of personnel on the job. Although contractors and AITs may not be funded, nor have a desire to support work schedule data input, these groups are required to meet NSA scheduling requirements.

7.1.2 Integration of New Work during the Availability

New work identified for accomplishment during the availability must be reviewed and accepted by the NSA. Approval of new work is based on available funds and on the ability for such work to be added to the schedule without jeopardizing previously scheduled work, key events, or the scheduled availability completion date. Each time new work is considered, a work execution plan, detailing the encompassing work requirements (i.e., on-site quality assurance, shipboard requirements such, drawing/planning yard technical support, etc.), is developed. The NSA should agree that approval of the new work will not negatively impact the availability.

7.2 KEY EVENTS AND MILESTONES

7.2.1 Management of Key Events and Milestones

It is important for all the PT members to have a clear definition of the key events and milestones, and a thorough understanding of what is required to meet them. The following list of recommendations will ensure all PT members are aligned regarding key events and milestones.

• At the beginning of the availability, clearly articulate definitions to all PT members, and support and oversight organizations. Do not assume that everyone has the same level of understanding and/or expectations of a particular key event.

• Build and utilize a production complete plan. This plan expands the overall project milestones by building and integrating sub-Process Control Procedures (PCPs) that address the different areas the project wants to focus on. For example, one of the more sensitive key events is the engineering PCD.

• The ideal situation is to complete all originally identified work and testing prior to PCD. • Reality does not often allow this clear-cut definition. Occasionally some new work must be

completed in order to support S/F preparations for light-off assessment (LOA)/steaming. Additionally, sometimes there is outstanding original work that does not impede the ships ability to make preparations for LOA/steaming and should not delay completion of key events.

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• PCD is defined as the point at which the PM and S/F agree that work is accomplished to the extent required to support S/F preparations for LOA/steaming.

o Equipment availability (propulsion plant/electrical generators, critical pumps, underwater hull/rudders, ect.)

o Space(s) are accessible and can be utilized for their intended purpose/function, i.e. safe operation of the plant(s). This should occur at least two weeks prior to LOA.

Use key events to clearly mark the path from availability start to finish. Some examples of Key Events to be included are:

• Docking • Undocking • PCD • Dock Trials • Fast Cruise • Sea Trials

7.2.2 Other Key Event and Milestones

Other key event or milestone focus areas might be high level tests and major work evolutions (AC plant install and elevator work) and system take-down/restoration (JP-5, CHT, and chill water).

7.3 ALTERATION INSTALLATION TEAM (AIT) SUPPORT AND MANAGEMENT

7.3.1 Responsibilities

The general roles and responsibilities for the NSA are identified below. Additional roles and responsibilities that provide guidance for AIT Installations are contained in NAVSEA Technical specification9090-310(Series). These roles and responsibilities can be refined, if required, in a Memorandum of Agreement (MOA). The specification establishes procedures applicable for all shipboard Alterations/Ship Changes (SCs) accomplished by Alteration Installation Teams (AITs) or any organization that performs the duties or functions of an AIT. The specification provides requirements for the planning, scheduling, and accomplishment of logistically supported alterations/SCs on active and reserve U.S. Navy ships by AITs and provisions for a Quality Management System (QMS) for accomplishment of such work. Other activities responsibilities are defined in the 9090.310 series. These activities include:

• Lead Maintenance Activity (LMA) • Ship Acquisition Program Manager • AIT Sponsor • AIT Manager • AIT On-Site Installation Coordinator • AIT Lead • AIT • RMMCO • Configuration Data Manger • In-Service Engineering Agent (ISEA) • Immediate Superior In Command (ISIC) • NAVSEA 04RP - Modernization Planning and Sustainability Office

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• NAVSEA 04XQ - Quality Programs and Certification Office.

7.3.2 Regional Maintenance and Modernization Coordination Office (RMMCO)

The Regional Maintenance and Modernization Coordination Office (RMMCO) is a regionally-aligned organization that serves as the initial point of entry for all waterfront related alteration/ship change (SC) installations performed by AITs. The RMMCO serves as the control point (i.e. gatekeeper) for AIT check-in and check-out for all alterations/SCs. The RMMCO Gatekeeper is designated by and acts with the authority of the NSA. The RMMCO verifies that AIT alterations/SCs are properly authorized and mature.

7.3.3 AIT Oversight

The NSA is charged with the oversight responsibility of work being accomplished on Navy ships during any type of availability. The NSA also has overall responsibility for integrating the planning and execution of work on Naval ships by all involved activities. As such, the PT has the following specific responsibilities during execution:

• Control AIT access to ships. • Ensure that the AIT’s intended work is authorized. • Ensure AIT work is scheduled and integrated into the total work plan for the availability. • Ensure that all ship systems and locations impacted by AIT work is known and understood. • Participate in critiques and problem investigations (trouble reports) as necessary. • Monitor the effectiveness of AIT manager execution of QA oversight responsibilities. The QA

manager will verify the effectiveness of the AIT QA plan. • Coordinate with the AIT manager and S/F to ensure satisfactory completion of alterations.

7.3.4 AIT Production Work Oversight

AITs can be unfamiliar with policies concerning maintenance procedures while the ship is in a shipyard environment. If there are numerous AIT activities involved with the availability, it may be necessary to assign one person to coordinate support and liaise with on-site government representatives to ensure conflicts are avoided.

The on-site government representatives are dedicated engineers or technicians experienced in the various disciplines involved in AITS. These specialists monitor the contractor’s performance of work and testing. The on-site government representative provides expert advice in the anticipation, identification, and resolution of problems that may occur during the maintenance, repair, and alteration installation phases, as well as during the grooming and complex systems level testing phases. When AITs are assigned, the on-site government representative is the primary POC for all coordination or AIT work.

7.3.5 AIT Memorandum of Agreement (MOA)

The roles and responsibilities of the AIT's may be further refined, if required, in an MOA. MOAs will be written by the AIT manager to clarify the responsibilities of all participants involved in the alteration installation. AIT sponsors are responsible for ensuring that NSA QA support services and funding requirements are planned and clearly defined in an MOA. Some NSAs provide standard MOA templates for use during their availabilities. The AIT manager should contact the NSA prior to writing an alteration-specific MOA in order to incorporate NSA requirements. The NAVSEA Technical Specification 9090-310 (series) provides general guidance to activities involved in the alteration process. The MOA shall be written to provide specific requirements to each activity involved in accomplishing an alteration. The depth of the specific requirements, identified in the MOA, will depend on the complexity of the subject

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alteration. Participants include, but are not limited to, the installing activity, NSA, life cycle manager, ship, and support activity. Topics to be addressed in the MOA depend on the complexity and scope of the alteration. The following are sample topics:

• Funding requirements • Meeting attendance • Asbestos • Tag-out, work control, and testing • QA, testing, and certification • Schedules • Clearances • Hazardous waste • Safety • General cleanliness • In brief/out brief • Support services • Violations of safety/hazardous materials • NAVSEA standard items that are invoked for the installation • Clearly defined Technical Authority responsibilities consistent with NAVSEA Instructions 5400.97 and

5400.95.Painting and adhesive application permit • Diesel engine (50hp or greater) registration/permit • Site-specific EPA HW Generator ID No. if using a MSR or Agreement for Boat Repair (ABR) to dispose

of hazardous waste. • The AIT Customer Contracted Team Coordinator (AIT CCTC) will process MOAs from AIT government

sponsors.

7.4 IPTD MID-AVAILABILITY EVENT/ 50% CONFERENCE

The IPTD Mid-Availability Event is held at the 50% point in the availability and may be held in conjunction with the 50% conference. The focus of the event is on regrouping, refocusing and realigning the Project Team.

7.5 WORK COMPLETION CERTIFICATION

The NSA has the responsibility to ensure that all work under their cognizance is authorized and completed in compliance with applicable technical requirements and maintenance policies. Work completion will be tracked and reported to management on weekly basis by the ITE/PSE. The authority to certify completion of all work rests with the regional waterfront chief engineer and technical authority. Work completion certification states that all production work to support a safe sea trial is complete.

The following list provides titles of recently used memoranda and their signatories:

• QA pre-sea trial completion (QA manager) • Work authorization (PO and PE) • Work documents issued (PO and PE) • All work completion (PO) • Depot level work completion (project officer and Shipyard Ship Superintendent (SSS)) • Intermediate level work completion • S/A AIT work completion (PO) • HAB AIT work completion (PO)

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• Testing completion (test manager) • DFS certification (technical authority) • Completion of work to support sea trials (PE) • S/F work completion (ship’s CO)

7.6 MATERIAL MANAGEMENT— ILS MANAGEMENT

The class logisticians, material managers, and NSA representatives provide logistics services in support of ships maintenance. The class logistician becomes the single point of contact for configuration and ILS issues for ships supported by the NSA. The role of being the single point of contact is integral in the execution process in order that true accountability can be placed on delivery of products as well as avoidance of duplication of effort. Additional logistical requirements in support of the class logistician will be given to the logistics department senior port logistician for tasking the logistic department’s branch heads for accomplishment.

General support tasking consists of:

• Providing direct ILS and Continuous Maintenance (CM) support to the core teams. • Providing class MT with logistic support, whether inside and outside availabilities. • Providing ships with logistic assistance as required. • Interfacing with outside logistic organizations. • Representing RMC at conferences/meetings which have logistic impacts.

7.7 GROWTH AND NEW WORK MANAGEMENT PLAN

During the execution of a maintenance availability, it is anticipated that deficiencies will be identified that could be accomplished as growth or new work on the existing contract. Growth work is any additional work that is identified after contract award that is related to a work item in the original work package and is typically required. New work is any addition work that is identified after the contract award but it not related to any existing item in the work package.

Continuous communication with the PE, PM and PMR, and the ship is necessary to keep the PT informed on the status of new work. The NSA's new work process has many requirements (estimating, funding, scheduling, technical direction, resources, etc.), which may take many days to complete, even for individual new work items. Communication allows the PT to remain knowledgeable of the status of the new work since immediate action by the NSA to do the work is sometimes expected.

7.7.1 Authorizing New Work

This strategy is the PT’s process for authorizing new work. The Project Team shall perform a BCA to decide whether the new work should be added to the current availability or scheduled during another maintenance opportunity. New work will be authorized only if the BCA indicates it is the best course of action, taking into consideration all applicable business and operational risks and factors.

The PT, led by the Port Engineer, will put together a BCA for each D-level work. The Project Officer (PO), PE, and PM will provide the following formal or informal input to the BCA:

• Cost impact • Availability schedule impact • Future screening opportunities • Available emergent work funds

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• Ship’s CO’s concerns At a minimum, the following supporting documentation should be included in the BCA: • CFR, if identified by the contractor • Status of remaining funds • Navy estimate for completing new work item • Correspondence related to acceptance of new work (i.e., e-mails between members of the PT,

contractor, S/F, or technical authority)

The Type Commander will make the final decision on the schedule and cost impact for the new work in accordance with business rules. The PT will maintain all documentation related to, and in support of, all new work BCA decisions.

If additional funds are necessary, the PE will request an increase in funding controls.

All BCAs will be reviewed for lessons learned and discussed during the LL Conference.

7.7.2 Growth Work

Growth Work is defined as any additional work that is identified after contract award or finalization that is related to a work item included in the contract award or finalization. Growth does not include pre-priced options or reservations that were specifically identified in the solicitation or defined package. It is the responsibility of the MT, using the Maintenance and Modernization Business Plan (MMBP) as the guide, to authorize the Contracting Officer to commit funds for any growth and/or new work. Growth or New Work Proposals. The MT will evaluate the Technical Analysis Report (TAR) prepared by the Technical Analyst for each work item submitted by the contractor. The TAR examines and evaluates the contractor's proposal to determine the reasonableness of the contractor's estimates and overall proposal. The Analyst examines all aspects of the proposal including labor, material and subcontractor or teaming members' pricing. See JFMM, Volume VII, Chapter III for more information on Growth and New Work.

7.8 QUALITY MANAGEMENT PLAN (QMP)

The Quality Management Plan (QMP) assigns responsibilities and coordinates activities associated with the monitoring, reviewing, and verifying of the contractor’s quality management processes, while also providing a degree of risk-based oversight. The QMP will contain the following:

• Validation of the prime contractor’s approved QMS (NAVSEA Standard Item 009-04). • Work specification review for technical correctness and confirmation of the requisite (V), (I), (Q)

and (G) point observations. • Planning and scheduling of non-mandatory oversight in the form of PVI, PR and PEs. • Implementation of Expanded Control Process Procedures (EPCPs), as required. • Auditing of processes involved in the collection and validation of Objective Quality Evidence

(OQE).

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7.8.1 Responsibilities

The QMP is applicable to the PT and describes the activities associated in monitoring the contractor’s quality management system, as it applies to work being performed, and the associated risks.

• The government is responsible for ensuring that SBSs, Technical Matter Experts (TMEs), and Quality Assurance Specialists (QAS) are appropriately trained and utilized.

• Designated personnel shall understand and comply with the requirements of the QMP. • Supervisors and managers shall be familiar with this procedure to ensure proper support during

contract execution. • Contractor’s QA department will schedule all inspections and tests via standard test/inspection

event authorization forms. • The government will distribute the forms to the SBS/TME assigned to that particular work item for

Government Checkpoint (G point) witnessing. • SBS/TME attending G points shall ensure that all associated Objective Quality Evidence (OQE)

submitted by the contractor at the conclusion of scheduled checkpoint(s) accurately describes the evolution(s) completed.

• SBSs/TME shall submit the completed OQE to the Project Manager for tracking purposes. • SBSs/TME/QAS shall perform Product Verification Inspections (PVIs) directly related to the work

package assigned to them by the PM. A comprehensive list of PVIs is available in NMD, from which the SBS/TME/QAS can choose. Each individual Product Verification Inspection (PVI) has specific attributes related to the system(s), procedure(s), or hardware being inspected. Upon completion, the SBS/TME/QAS shall turn in the completed PVI checklist to the PM via the QAS for review and submittal to the Project Team QAS no later than Friday of each week. The processes to be inspected via PVIs include, but are not limited to:

o Welding: piping, structural, non-destructive testing o Coating applications: critical, non-critical o Installations: alignment, foundation work o Electrical: power, instrumentation o Tag-out

7.9 REQUIREMENTS

The Project Team QAs shall develop and maintain a plan to effectively monitor the contractor’s QMP. This surveillance plan should include:

• Assisting the PT in the review of work specifications, identification errors, omissions, and moderate to high-risk work.

• Developing and maintaining a checkpoint tracking system. • Provide PT QA training. • Updating and maintain PVI checklists. • Developing and maintaining a PVI tracking system. • Reviewing and approving, or disapproving the contractor generated technical PCPs. Update the

PCP control log accordingly. • Reviewing the contractor’s Test and Inspection Plan (TIP), which is submitted on a weekly basis

and verifies data submitted against work specification requirements for errors and or omissions. • Monitoring the accomplishment of checkpoints and other quality related functions. Perform

surveillance of in-process work to verify quality requirements have been met.

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• Assist SBSs in generating and issuing Corrective Action Requests (CARs) when warranted. Update CAR log accordingly.

• Assist the Project Team in witnessing checkpoints when requested or warranted. • Interact with the contractor’s QA organization in a team effort to prevent and resolve quality

issues. • Provide a weekly QA report to the Project Team management. • Compile and track all QA project issues ensuring that open items do not affect ships safety or

operation • Provide a written and signed ships certification report as required. • Organize and archive all QA OQE data generated during contract execution into the QA

department’s surface ship surveillance program file. In addition, a back-up copy will be put on Compact Disc (CD) that will be in the possession of the Execution Project Team QA manager.

7.10 DFS CLEARANCE AND CASREP CORRECTION PLAN

The PE will identify all CASREPs and DFSs. Any DFS issued during the availability as a result of contractor’s work must be issued by technical authority and included in the work completion certification package. A copy of any DFSs issued will be provided to the ship. As per CNSF Message (DTG 031556ZMAY05) and IAW NWP 1-03.1 (formerly NWP 10-1-10), a ship in a CNO availability is to submit a CASCAN (Casualty Report Cancellation) on all CASREPs scheduled to be repaired during the availability.

7.11 CONTRACTOR’S PERFORMANCE ASSESSMENT REPORTING

Detailed processes are in place to assess the contractor’s performance of an availability.

7.11.1 Critical Success Factors

Many of the details of how to assess the contractor’s performance are located in the individual contracts. Most current MSMO contracts grade the contractor’s performance in four critical areas:

• Cost • Schedule • Technical • Management

The attributes to assess each of the above areas are usually located in the Award Fee Evaluation Board (AFEB) Appendix of the contract.

7.11.2 Contractor’s Performance Assessment Plan

The Project Officer among others will be required to testify to the MSMO’s performance as it was observed during availability planning and execution. Formatting and other requirements for the monitoring reports and testimony development can be obtained from the contracting office.

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Chapter 7 Key Points:

• The Execution period includes from availability start to availability completion. • Chapter 7 outlines, documents, and communicates the essential aspects of a Project Execution

Plan. Not all ship availabilities are the same in terms of scope, duration, or complexity, therefore the key elements and recommendations outlined in this section are done so with the understanding that they would be utilized as appropriate to the specific availability.

• It is important for all the PT members to have a clear definition of the key events and milestones, and a thorough understanding of what is required to meet them.

• During the execution of a maintenance availability, it is anticipated that deficiencies will be identified that could be accomplished as growth or new work on the existing contract. Contractual processes are in place to manage the execution of this work.

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8.0 SHIP’S FORCE (S/F) AVAILABILITY PREPARATION AND INTEGRATION This section is intended as a guide for S/F in preparation for an availability. There are many “moving parts” with regard to availability planning and execution, and it has been proven time and time again, that the most successful availabilities are those that have an engaged and involved participation from the S/F. The ship is the ultimate customer of the maintenance and modernization accomplished during the availability. S/F can make or break the success of an availability. Active participation in the Project Team has proven to be the single greatest indicator of success.

8.1 KEY S/F PARTICIPANTS

The following personnel are typically the S/F representatives who interact directly with the Availability Project Team.

• Commanding Officer (CO) • Executive Officer (XO) • S/F Availability Coordinator: designated by A-180 (or at Project Team request). This person serves as

the S/F primary point of contact for availability planning and execution activities. It is critical that the availability coordinator is engaged with the Project Team, is present at the planning meetings, daily coordination meetings, as well as weekly production meetings.

• Engineer Officer (ENG or CHENG) • Combat Systems Officer (CSO) • Other Key Department Heads (DH) as required

8.2 COMMUNICATION

Clearly established communication expectations are vital to the success of the availability. The ship needs to know what to expect during the various phases of the project, and the Project Team needs to know what the ship expects throughout the availability. Otherwise, the key stakeholders may end up pulling in opposite directions, jeopardizing a close working relationship. Proven practices have shown that the Project Team should engage S/F early and often and be sure to understand their issues, goals, and priorities. The Integrated Project Team Development (IPTD) Process helps to lay the foundation for communication (see Appendix E).

Ask-learn-share is a knowledge-management model useful in continuous improvement. Simply put, ask questions of those who know, learn from those people, and share your new knowledge with others who could benefit from it. This is a two-way process; the crew must be encouraged to engage with the work being accomplished, to ask questions, learn about the systems, and share that information throughout their work center. Equally important, the Project Team must ask questions of the ship, learn, and share that information with other team members. S/F lives ship systems even when they do not have detailed technical knowledge. They provide invaluable insight into problems and issues.

8.3 AVAILABILITY PLANNING PREPARATIONS

The following sections highlight areas that S/F should be involved regarding availability planning.

8.3.1 S/F Work List (A-120)

All Organizational Level work that S/F plans to accomplish during the availability will be provided to the NSA’s PM by A-120. Examples include planned paint and preservation, valve repairs or replacement, piping repairs, engineering equipment repairs, etc. The intent is to provide a work list that will allow the

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Prime Contractor to develop an integrated execution schedule that ensures minimal conflict between Organization Level work and Depot Level Work.

8.3.2 Attend Planning Meetings

Several meetings take place in the months prior to the start of the availability. The intention of these meetings is to coordinate the work, schedule, resources, manning, etc., that need to be integrated for the availability. Ideally, S/F along with all other organizations should be present at these meetings to ensure all work is considered while coordinating efforts. These items are outlined in greater detail in Section 6.0 and Handbook.

8.3.2.1 Work Package Integration Conference (WPIC) (A-120)

The WPIC is the final review of the work package with the Maintenance Team (MT), contractors, and the Alteration Installation Team (AIT) representatives Its purpose is to review all work that has been authorized for accomplishment during the availability, and identify any remaining issues and actions required to be completed prior to availability start. Guidance for conduct of the WPIC is found in JFMM Volume II, Part I, Chapter 4, Appendix F. The WPIC marks the end of the Advance Planning process and the beginning of the Execution Planning process. Upon completion of the WPIC, emphasis should shift from what work will be accomplished to how best to execute the work scheduled to be accomplished.

For more information, see Chapter 5.

8.3.2.2 Work Package Execution Review (WPER) (A-30)

The WPER is the final review of the work package with the MT, contractor, and AIT representatives. A WPER is conducted for all availabilities by the Lead Maintenance Activity (LMA). All organizations that plan to accomplish work during the scheduled availability should be represented at the WPER. The purpose of the meeting is to review the integrated work production schedule that has been prepared by the EA. This is the final opportunity to resolve any work interface or production support issues between the different activities before actual production work begins. The PM or PE will coordinate the meeting arrangements and attendees. See JFMM, Volume II, Part I, Chapter 4 for specific details and template.

For more information, see Chapter 6.

8.3.3 Crew Move (A-30)

If production work requires the crew to move to a berthing barge, added emphasis should be provided in keeping the sailors in their work spaces when possible. It is recommended that a “Crew Move” Strategy be developed to help facilitate the moving of the crew (see Appendix G through K for Strategy Templates). Coordination for crew move ashore should be finalized no later than A-30.

8.3.4 Local Area Network (LAN) Move (A-30)

If S/F is required to move the Local Area Network (LAN) SIPR and NIPR to the berthing barge, coordination should be finalized at A-30. The PE is a resource for LAN move coordination.

8.3.5 Ship’s Arrival Preparation (prepared by A-30)

When the ship arrives in port, or at the shipyard where the work is being accomplished, many events require attention and coordination between S/F and the Project Team. These are outlined below, and should be finalized by A-30.

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• Berthing location: mooring lines and oil boom. • Tug/pilot service: determine who is responsible and where the boarding location is. • S/F parking: determine where authorized car and motorcycle parking spots are located (shipyard,

pier, etc.) and who is authorized to park in them. Consider where bike racks will be located. • Crane staging areas • S/F sanitary trailers: determine where the trailers will be located, who maintains and cleans them,

and if there is cleaning service on the weekends and holidays. Ensure the trailers are marked for S/F use only.

• Transportation specification: If the contract will require an outside organization to provide transportation, ensure type, number, capacity, etc. are clearly defined and hours of operation will support S/F working hours and duty sections.

• Temporary reefer/freezer storage: if a temporary reefer/freezer is needed, determine location and authorized use.

• Phone lines: ensure that the ship’s phone lines are operational in the shipyard and that the numbers are shared with key availability POCs.

• S/F equipment: Remove all equipment and materials from the ship. All tools must be locked up. Eliminate any possible opportunity for items to be removed from the ship without the owner’s knowledge.

• Force protection requirements: o Access lists: S/F needs to establish the method by which they will allow access to the ship.

Particularly during the first week of the availability, ship access can be a very challenging matter. Past lessons learned have shown that a single, alphabetical (by person’s name) list is the most efficient method of allowing access to the ship.

o Updates to access list: Ensure that the proper method of routing access lists to the ship is well communicated with the MT and contractor.

o Badges/stickers: S/F will also need to determine how they will allow repeat ship visitors onboard. Past lessons learned have identified successful methods via S/F providing stickers to place on the visitor’s ID badge or S/F providing a unique badge for visitors to wear.

• S/F planned off-loads/on-loads: items that require a plan for off-loads/on-loads include: RHIB boats, life rafts, hazardous material/paint, antennas, 25 MM gun, stores, mattresses, ammunition, and other equipment.

o Ammunition storage: determine where ammunition will be stored and how the space will be secured from all unauthorized access. Most industrial locations (both public and private shipyards) require offload of all ammunition prior to ship’s arrival.

o During offload, all items should be methodically inventoried and organized. When organizing items at offload, considered which equipment will be required first and store it accordingly.

• Work and lunch hours: All organizations should communicate their working hours with the Project Team. This includes the contractor, AITs, RMC, S/F, and any others working on the ship. If S/F remains on the ship during the availability, mess hours should also be made known to the Project Team to ensure contractor traffic is minimal.

• Availability impacts to S/F: during most availabilities, the work being accomplished is very intrusive on the ship. S/F should be prepared for what spaces, system, and equipment will be impacted. The Project Team should review this with S/F prior to the availability start, preferably no later than the WPER (A-30). S/F should be notified in advance about what spaces are requested to be cleared during the availability. The following spaces are commonly interfered with:

o Habitability work: galley, mess, freezer, scullery, laundry, sanitary spaces, and berthing.

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o Secure space access: CO and XO staterooms, RADAR Cooling Equipment Room (RICER). As much as possible, all classified material should be removed from the ship. Any space with classified material/equipment that cannot be removed must be manned when contractor employees are working in the space.

o Potable water o Hot water o Ship-wide potable water chlorination o Firemain o Salt water cooling o CHT o Reefer plant o A/C plant o Heating/ventilation o Low Pressure (LP) air o High Pressure (HP) air

• LAN equipment room cooling. S/F training and drills: it is important to communicate the ship’s training schedule during contractor working hours. Ensure that the following details are communicated with the Project Team:

o Protection drills o Expectation of contractors o In-port fire party/damage control drills o Drill versus main events announcements

• Space material condition: It is important to document the material condition of all spaces that the contractor will work in or traverse through. It is best to document conditions using still photographs or videos. At the completion of the availability, the contractor will repair all items which are their responsibility.

• S/F tools and equipment: o Tools: To the maximum extent, all s/f tools and special equipment should be offloaded and

stored. Any tools or equipment that are not offloaded must be securely stored. Do not leave tools or drawers or cabinets which can be easily opened.

o Ship’s equipment: It is IMPERATIVE that all ship’s equipment be laid-up in accordance with PMS requirements. Failure to do so will result in excessive equipment failure during light off.

• S/F planned repairs or events during availability: it is critical to coordinate and integrate the S/F schedule with the Project Team. Doing so will alleviate potential space and work conflictions. S/F planned work or events often include the following areas, but all work should be communicated. These items must be identified by A-120 and provided to the NSA’s PM.

o Painting (passageways, spaces, exterior) o Firemain repairs o Valve work o Diving operations o Passive Countermeasures System (PCMS) o Aviation certification o Light Off Assessment (LOA) o Board of Inspection and Survey (INSURV)

• Planned shore power disruptions: be prepared for potential shore power disruptions. Communicate with the Project Team whether or not the ship’s stand-by generator will be available during that planned period. Review loss of power emergency procedures.

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• Affected tanks at low suction: S/F is responsible for de-fueling the ship and de-watering the ballast tanks. Ensure that the schedule for doing so is communicated with the Project Team. It is important to also have a compensating tank plan.

8.3.5.1 Dry-Dock Conference (if applicable)

If the ship is being dry-docked, there is a conference held to review the details of the dry-docking. The Dry-Dock Conference is coordinated by the Naval Supporting Activity (NSA)’s dry-docking officer.

8.3.5.2 Arrival Conference (A-0)

The arrival conference occurs on the first day of the availability. All critical path items, key Point of Contacts (POCs), MT Members, contractors, and AIT Representatives involved with the availability to discuss interfacing of each.

8.4 AVAILABILITY EXECUTION

During the lead up to, and during, the availability, there will be many key coordination meetings. S/F leadership must ensure appropriate personnel are participating.

There are tools and training available to S/F in anticipation of an availability. These resources include Maintenance University (MU) and the NSA’s departmental representatives (QA, Safety, Environmental, etc.). S/F should aggressively pursue the available information from both of these resources. An informed crew will result in improved availability execution and ultimately an improved product for the ship.

8.4.1 Execution Meetings

Every effort should be made by all S/F Khaki and Departmental First Class Petty Officers to attend the various production meetings taking place once the ship is in the Yards. These meetings include:

• Daily production meetings: These meetings are typically held each morning of the availability and are the primary forum for resolving issues. This meeting is the most vital to daily success and requires attendance by S/F Senior Deckplate leadership.

• Daily safety walk: S/F Khaki should participate in the daily safety walk through’s of their spaces. These are typically conducted with the NSA PM and/or SBS and contractor representative.

• Weekly production meeting: During the weekly production meetings, the MT will review progress of each critical path item as well as all AIT progress to determine adherence to the schedule, and de-conflict any potential work.

• Mid-Availability Conference: The Mid-Availability Conference is scheduled at approximately the 50% point of the availability, and S/F participation is important to ensure any issues are properly communicated among the regional leadership. Depending on availability length, there may be 25% and 75% conferences, too. Again, S/F participation is key.

• Departure Conference: The Departure Conference is typically scheduled within approximately 14 days of the completion of the availability. During this meeting, any work items that did not get completed during the availability window are identified, and a way ahead is coordinated.

• Lessons Learned Conferences (LLCs): S/F, along with other Project Team members, will be expected to participate in three Video Teleconferences during the planning and execution of a CNO availability. These VTC’s represent an opportunity for the Project Team to initiate availability strategies, communicate and mitigate risk, learn from other availability successes, and provide feedback about the successes or areas for improvement in their own availability. Commander, Navy

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Regional Maintenance Center (CNRMC) and TYCOM will request participation in the VTC’s, S/F will provide input, and the NSA’s PM will take charge of presenting the Project Team’s availability information.

8.4.2 Maintaining Ownership of Spaces

Nearly all successful availabilities have one trait in common: S/F maintained ownership of their spaces. Every effort should be made by sailors to be present during any production work and Check Points, asking questions and looking for issues. All members of a work center should know the scope of repairs and status of the work taking place in their spaces at all times.

8.4.3 Safety

Safety should always be the number one concern for all personnel.

• Personal Protective Equipment (PPE): On the pier and on the ship, all personnel are required to wear PPE. PPE includes safety goggles/glasses, hard hate, and steel toed boots.

• Fire watches: Contractor fire watches should be marked visibly with an ID, sticker, vest, etc. If S/F requires a fire watch for any work accomplished, that person should also be wearing clearly marked gear to indicate their role.

• Damage Control: S/F is always the first line of defense in combating fire, flooding, and other damage. Depending on location of the availability, additional resources may be available. These resources should be outlined at the arrival conference. A coordinated drill, with S/F and supporting organization participation, should be held at the beginning of the availability.

8.4.4 Cleanliness

The importance of maintaining cleanliness on and off a ship during an availability is imperative. A high standard of cleanliness improves personnel safety, protects equipment, improves sailors’ Quality of Life (QOL), and promotes good relations between the maintenance providers and S/F.

It is recommended that S/F along with the other members of the MT develop a strategy to ensure cleanliness standards are well communicated and adhered to throughout the duration of the availability (see Appendix G through K for various Strategy Template). S/F should be holding maintenance and modernization providers responsible for cleaning their work areas prior to the end of each shift. By holding these providers responsible, it is the most effective way for S/F to maintain overall shipboard, pier, and dry-dock cleanliness. The following are examples of ways to maintain cleanliness standards:

• Daily Cleanliness walk-through: Daily (at a mutually agreed upon time) conduct a cleanliness walk-through with senior S/F personnel and senior Project Team members through designated areas of the ship.

• Contractor food and beverage on ship: Contractors should not be permitted to bring food or beverage (other than water) on board the ship.

• End of shift cleaning: Holding the workers responsible for cleaning at the end of each shift is the first line of defense in maintaining the ship, piers, and dry-dock to a high standard of cleanliness, but there is always dirt and debris that cannot be directly identified to any one individual. Extra effort by all workers needs to be a focus.

• Cleanliness enforcement: Daily enforcement of cleanliness by S/F, NSA, contractor, AITs, and trades supervisors ensures cleanliness is being maintained.

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8.4.5 Work Authorization Form (WAF) and Tag-Out Process

Work Authorization Forms (WAFs) and tag-outs are often a challenge to execute smoothly and effectively in an availability. They require constant coordination between S/F and the contractor executing the work. If WAFs and tag-outs are not done correctly, a significant time delay for the start of work may be experienced.

All WAFs must be completed in accordance with JFMM Volume IV, Chapter 10. More details regarding the WAF and tag-out process can also be found in Appendix F of this manual. The following paragraphs in this section are a consolidation of proven practices.

8.4.5.1 Description

The robust requirements associated with the WAF and tag-out process can be overwhelming for surface ships due to the initial volume of WAFs and tag-outs that must be initially processed at the start of an availability. It is recommended that a “WAF-Tag-out Team”, comprised of S/F and contractors, be set-up to help alleviate the burden of processing WAFs and tag-outs. It is essential that this team be allotted adequate time, training, or the organizational structure needed to ensure all required tags are hung prior to work commencement. Delay and disruption at the onset of the Availability often translates to extended availabilities, impacting operational readiness and resulting in increased costs. This proven practice serves as a recommendation to help ensure an efficient WAF and tag-out process is in place onboard the ship prior to entering the Availability. Please note that local standards should be reviewed in conjunction with the development of a WAF tag-out plan. See Appendix F for best practices associated with WAF / Tag-Outs.

8.4.5.2 Quality Assurance (QA) Team Best Practice

Many Quality Assurance (QA) checks are set up to formally document the completion of specific work items or installations. These checks occur often throughout the duration of the availability and are typically coordinated by the activity accomplishing the work. The NSA’s Ship Building Specialists (SBSs) are assigned to various work items to serve as the NSA QA inspection for work items. The contractor or installing activity will also have a designated QA representative present for work assigned to them. Every effort should be made by S/F to attend all QA work completion points / “check points”.

8.4.5.3 Integrated Test Plan Coordination

S/F should be involved with the planning and coordination of the contractor test plan. The contractor and the AITs will likely have test plans associated with the work being accomplished, which will require an S/F witness to ensure new equipment or alterations operate properly. S/F should make every effort to be part of every test accomplished to ensure the test was completed to their standard, and they understand how the new system operates in their space.

8.4.5.4 Compartment Close-Out

As the contractor or AIT completes work in a specific space, the compartment will be closed-out. Prior to the space being closed out, the contractor, AIT, NSA, SBS, and an S/F representative should inspect the space together to determine if it is ready for S/F to resume ownership of the space. Once the space is “closed out” by the contractor, S/F will have accepted the space back from the contractor or AIT. At this time, S/F will be responsible for the operation and cleanliness of the space from that point forward.

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8.4.5.5 S/F Readiness at Availability Completion

At the completion of the availability, S/F must be immediately ready to operate the ship and all of its systems. To prepare for sea trials and beyond, extensive training will be required by the crew. S/F training directly impacts production, either by removing sailors from production work or by forcing systems/spaces to be operational during the training. Therefore, S/F and the Project Team must communicate their needs and desires to minimize training impacts on production while allowing ample time for S/F training. It is critical for S/F to conduct training during all phases of the availability, not just before light-off to maintain watch stander efficiency.

8.4.5.6 Fast Cruise, Dock Trials, Sea Trials, Light Off Assessment, and other pre-underway requirements.

S/F must ensure they are informed of and complying with all JFMM, TYCOM, and ISIC requirements when preparing for the above evolutions. Appendices contained in JFMM, Volume II, Part I, Chapter 4 lists all expectations for Fast Cruise, Dock Trials, and Sea Trials.

Other pre-underway requirements (either Training or Reporting requirements) will depend on ship’s Immediate Superior in Command (ISIC), TYCOM, and executing NSA. Frequent communication with all parties will ensure that S/F is prepared for success.

8.4.5.7 NSA Total Ship Readiness Assessment and Availability (TSRA) Execution Work Review

The availability’s NSA will be responsible for a complete certification of work performed during the ship’s availability. The certification will be a product of government quality checkpoints, system operational checks, and readiness assessments performed by the NSA’s technical assistance personnel. Again, S/F engagement is key to the success of this work review. Subject Matter Experts (SMEs) will inspect the equipment during the Total Ship Readiness Assessment (TSRA), and provide equipment grooming and S/F training. It is essential for S/F to support this effort, and provide maximum participation to ensure increased knowledge level for the sailors that own and operate the equipment.

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Chapter 8 Key Points: • Active Ship’s Force (S/F) participation in the Project Team throughout the Planning and Execution

Phases is critical for the availability to be successful. • Key Participants from S/F include:

o Commanding Officer (CO) o Executive Officer (XO) o S/F Availability Coordinator o S/F Department Heads

• There are tools and training available to S/F prior to entering an availability. Resources include: Maintenance University (MU) and the Naval Supervising Activity (NSA)’s departmental representatives (QA, Safety, and Environmental, etc.).

• Every effort should be made by the crew to maintain ownership of their shipboard spaces. By maintaining ownership, the sailors should be present during production work, testing, and close-outs.

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9.0 STRATEGY DEVELOPMENT

9.1 STRATEGY OVERVIEW AND DEFINITION

A strategy is a long term action plan for establishing a common solution to a problem that all key players in the availability agree upon during the planning phases. A strategy can be considered an element of the Availability Project Team’s overall management plan. By using strategies, emergencies and surprises can be avoided since a collective plan is already in place to minimize issues. A strategy allows for better communication of the collective plan.

9.1.1 Strategy Development

When developing a strategy, consideration must be given to the content through SIPOC. • S: Supplier – who / what contributes to the process? • I: Input – what tools, guidance, requirements are needed to accomplish the process? • P: Process – what is the process and how does it tie together the supports? • O: Output – what are the process outputs? • C: Customer – who are the process customers?

When all the above questions can be answered, a thorough strategy is developed for all members of the Project Team. Examples of Availability Strategies can be found on the Surface Team One portal (access instructions can be found in Appendixes F through J). Every strategy includes the following elements:

• Responsibility: This section should be as generic as possible with regard to the individual/organization that is responsible, but should be specific to the strategy.

• References: All applicable references • Enclosures: List of Enclosures specific to the strategy • Introduction: Brief description/overview of the strategy and its purpose • Discussion: in depth explanation of the purpose of the strategy to include the “why and how”

this strategy is developed • Schedule of Events (SOE): A timeline developed by the Project Team that is applicable to the

strategy • Additional Comments: Any necessary amplifying information for the SOE • Performance Reporting: Identify and explain any key metrics that will be utilized for the

strategy, and the frequency which they will be reviewed • Concurrence Signatures: All personal that will review and sign the strategy into action

9.2 “BOILER PLATE” STRATEGIES

All Project Teams should develop and execute five basic “boiler plate” strategies for their Availability (see Appendixes G through K for templates). It is expected that every Project Team will develop these strategies during their A-195 Integrated Project Team Development (IPTD) Event.

The following discusses the development of strategies in depth to assist the Project Team’s strategy development.

9.2.1 Risk Assessment / Management Strategy - CNRMC Instruction

The purpose of Risk Assessment is to help the Execution Project Team:

• Effectively identify and eliminate or reduce potential hazards

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• Minimize the impact of risks (reduce costs and schedule impacts) • Avoid quality problems • Improve the quality of the products and services they provide their customers • Develop sufficient proficiency in applying the process such that risk management becomes an

automatic or intuitive part of their daily decision-making process

The basic steps involved in Risk Assessment is to allow the Execution Project Team to work together to assemble a plan that will minimize foreseeable risks. The process takes the team through the following basic six steps:

• Identify the risk groups for the work being reviewed (examples: personnel safety, budget, schedule, etc.)

• Identify the process level groups for the work (examples: cleanliness, noise level, single valve, etc.) • Select specific job risk that needs to be mitigated. For each risk, define the severity (the magnitude

of the loss if the risk comes to pass) and probability (the likelihood that an event will actually occur) • Develop a mitigation plan • Work the plan • Supervisory follow-up to ensure plan is being used and is working

At approximately the A-120 IPTD Event, many of the risks to the Availability should be identified and documented in a Risk Letter from Regional Maintenance Center (RMC) Commanding Officer (CO) to their respective Type Commanders (TYCOM) (see Appendix A).

An example template of the Risk Assessment / Management Strategy can be found in Appendix M.

9.2.2 Work or Testing Requiring Execution Strategy

It is critical to identify early the work or testing that requires an execution strategy. This was discussed in detail in Section 6.11.

The Project Team members will determine which work or testing requires an execution strategy. Not all work or testing requires the effort and expense, but each item should be reviewed to make this determination. A formal strategy could be required when the work or testing falls into one of the following categories. Note: The below items are not all-inclusive, but have the potential to impact successful project completion and warrant execution strategies.

• The work or testing is in the critical path for the project • The work or testing has the potential to have major impact on other organizations' ability to execute

their work • The work may be impacted by limited resources • Highly occupied work areas (even though each work item in a space or area may not be large, the

number of work items can be) • Industrial work that requires S/F support • Multiple of shifts required at the start to meet schedule • Support services required to accomplish work for both maintenance and modernization • Specific steps involved in work accomplishment • Spaces affected during execution including space de-confliction and closeout • Equipment Access Control

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9.2.3 Work Integration Plan Strategy

The work integration plan developed by the Execution Project Team is vital to the overall success of the availability and is effective when all parties agree to its intent. Adherence to the work integration plan by all concerned will maximize the potential for success. The Work Integration Plan Strategy Template can be found in Appendix I.

It is recognized that a single Work Integration Strategy may not be sufficient for one availability, and the team is encouraged to develop more strategies as needed for their availability. Listed below are two specific work strategies that could be considered by the Project Team, and illustrate the level of detail and content provided.

• Work Strategy Example 1: Habitability Strategy Impact of Work on Crew Habitability and Quality of Life (QOL)

Work regarding crew habitability must be included in the Execution Project Team’s integrated execution strategies as the crew’s QOL is considered by the Navy to be among the most critical issues today. The integrated Execution Project Team should build this habitability strategy with input from all maintenance providers to ensure an all-encompassing plan. The ship is home for many members of the crew, and planning each work evolution should include considerations for crew habitability. Steam, potable water, electrical and sewage systems, shipyard work near occupied spaces, and crew berthing are among the items reviewed when planning work. Alternative services are included in the job scope to minimize impact on crew habitability. To avoid moving crewmembers repeatedly, all items of work that impact a specific berthing area should be grouped for simultaneous accomplishment. A berthing officer assigned from S/F can serve as coordinator for alternate berthing areas onboard the ship; therefore, the Execution Project Team should recommend appointment of a berthing officer if one has not been previously assigned. Whenever possible, work requiring isolation of services should be performed during evening hours when ship operations are minimal. Working jobs during this time frame is the least disruptive to the crew. Depending on magnitude, some work may require more than one evening shift to accomplish. With the Execution Project Team’s sensitivity to habitability issues during planning, potential work and crew disruption can be minimized during execution. Work that has the potential to impact crew habitability can be considered for accomplishment prior to the ship entering the shipyard.

Strict compliance with hangar bay and flight deck designated lay-down areas. The Execution Project Team should discuss requirements for work areas onboard the ship’s hangar bay and flight deck. Designation of assigned lay-down areas and the development of a lay-down area drawing prevent industrial clutter and are utilized by the Execution Project Team to enforce staging requirements and prevent conflicts. Lay-down requirements for the shipyard, contractors, and S/F should be identified and agreed upon by the Execution Project Team. The type of work, size of work, and contractor requirements are all considered when assigning lay-down areas that can be modified as shipboard requirements change.

• Work Strategy Example 2: Finalize Collocation Strategy.

Communication is part of building and maintaining the Integrated Execution Project Team. Part of the communications strategy includes physically collocating the team, as much as practical, to enhance communication. Once a project enters the execution phase of the availability, many things can affect plans and strategies. Despite daily meetings, strategy sessions, e-mail and other communication links, nothing can replace team members discussing project problems and potential solutions informally face-to-face. Collocation is part of the communications strategy. During the Execution Project Team ship visit, the team members refine their collocation strategy. The PE/PM

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must leave the ship after the WPER with agreement from all the team members regarding location. The CO also needs to agree on shipboard space provision and allocation of lay-down areas, and these agreements should be formalized on the integrated lay-down plan prior to the team’s departure from the ship. If feasible, the use of portable trailers located on the pier adjacent to the ship is expanded. These trailers are to house the contractor’s management support personnel (additional area managers and trade foremen) in close proximity to the work. All Execution Project Team and management personnel use a cell phone system that allows “push-to-talk” communication. This enables efficient operation even though they are not all in one facility. The benefits of collocation can be summarized in the following list:

o Deck plate supervision visible and constant o Quick resolution of ship’s concerns/issues o Building relationship with the customer o Quick resolution of work issues by NSA o Enhanced sharing of resources between shops/ship o Quick resolution of contractor issues by RMC or government sponsor o Cost savings by limiting travel for shipboard issues (all involved) o Knowledge shared by all on how to repair Naval ships o Less time spent off the ship by NSA enhances work effort

9.2.4 Communications Plan Strategy

The ability of the Execution Project Team to communicate effectively is a critical factor in the development and adherence to the work integration plan. A well-defined communication strategy outlines how information will be shared between team members. A template for a Communication Strategy can be found in Appendix J.

Developing a communications strategy defines the level of communication and methods of implementation. The following topics should be addressed in the project communication strategy:

• Types of schedules to be developed and shared between organizations • Meetings that will occur, including time, purpose, and participants • Distribution requirements for letters and memoranda • Special briefings (i.e., docking, light off, etc.) including time, purpose, and participants. • Events requiring notification • How the MOA will be issued, to whom, and how the contents will be briefed. • How the work integration plan will be communicated and to whom • How inputs to the weekly SITREP will be reviewed by the Execution Project Team • Capturing and communicating lessons learned • Integrating late added work/ new requirements • Planned execution meetings:

o Daily production meetings o Daily CFR meeting with ship CO o Daily/weekly Project Team meeting o Weekly command level production meeting o Monthly PB4M meeting

• Required briefs: o Arrival conference o Mid-availability conference o Departure conference

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o AIT in-briefs to S/F o AIT out-brief

• Required E-mails: o Weekly ASR to N43 o Weekly ESH report o Weekly QA report o Weekly AIT ILS discrepancy report

• Required planning messages: o Advanced planning message. o Ready to start message.

• Required execution messages: o Weekly SITREP o Request to commence fast cruise o Report completion of fast cruise o Monthly availability status message o Readiness for sea trial

• Required post-availability messages: o Availability completion message C+10 o Lessons learned message o Documentation of significant events as required by JFMM Volume VII Chapter 11. This is one of

the most significant actions that every member of the availability management team shall comply with. Significant events are personal observations of conditions or actions by or to any party to the contract that would affect the performance of the contract. Issues of this nature shall be brought to the supervisor’s attention immediately for resolution and documentation.

9.2.5 Early Start and/or Smart Start Strategy

The project must finalize their early start and/or smart start strategy (or strategies) to ensure it includes but is not limited to the following:

• Communications - Make preparations for T1 line installation upon ship’s arrival (or other appropriate high speed intranet connectivity for the S/F use during the avail)

• Cleanliness - Implement cleanliness strategy • Critical path work - Identify and set priorities • Environmental - Review any shipyard specific environmental issues with the ship prior to their

entering the shipyard. Complete paint, lagging, and tile sampling prior to availability start. • Facilities and collocation - Set up shipboard collocation plan in the event that facilities must be

moved. Set up collocation with regards to “last off - first on” to facilitate clearing the hangar bay/flight deck for availability completion.

• Flight deck work (for applicable ships) • Evaluate non-skid work - Accomplish non-skid outside of the availability and during warm weather

months where practical • Habitability - Implement habitability strategy • Pier Set-Up

o Set up prior to ship’s arrival o Run temporary services o Identify lay-down areas/submit lay-down plan

• Plant Conditions

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o Propulsion plant work is just one of the key work areas during an availability where the team needs to focus their collective management attention. The focus areas normally utilize a “tiger team” or sub-Project Team approach with the right players building and implementing a plan to effectively complete areas of work. These plans are also often referred to as work strategies and serve to get everyone on the same timeline to successfully focus on and accomplish a particular area of the ship or system.

o Make as many preparations as possible for establishing required plant conditions for the availability prior to the availability start.

o Where the ship’s schedule allows, establish plant conditions required for the availability prior to availability start.

o Coordination of operational “tether” requirements for the particular homeport or unit. Ultimately, the availability cannot fully commence until definitive requests are submitted and approval received to waive surge status.

• Temporary Services o Route temporary services shipboard as allowed o Make access cuts not to interfere with containment o Tools and necessary equipment staged shipboard

• Provide early start/smart start WAFs to the ship for processing on return from deployment or at least 30 days prior to the start date

9.2.6 Growth and New Work Management Strategy

During the execution of a maintenance availability, it is anticipated that deficiencies will be identified that could be accomplished as growth or new work on the existing contract. Growth work is any additional work that is identified after contract award that is related to a work item included in the original work package and is typically technically required. This strategy describes the Project Team’s process for authorizing new work. The Project Team shall perform a Business Case Analysis (BCA) to decide whether or not to add new work to the current availability or schedule it during another maintenance opportunity. New work will be authorized only if the BCA indicates that this is the best course of action, taking into consideration all applicable business and operational risks and factors.

A BCA will be performed for each D-level work item by the MT with the PE as the lead. The project officer, PE, and PM will provide the following input to the BCA (formal or informal as needed):

• Performance metrics impact • Availability schedule impact • Future screening opportunities • Available emergent work funds • CO’s concerns

At a minimum, the following supporting documentation should be included in the BCA:

• Condition Found Report (CFR), if identified by the contractor • Status of remaining funds • Government estimate for completing new work item • Correspondence related to acceptance of new work (i.e., e-mails between members of Project

Team, contractor, S/F, or technical authority)

The MT will make the final decision in accordance with business rules and will maintain all documentation related to, and in support of, all business case decisions.

If additional funds are necessary, the project office will request the additional funding.

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9.3 STRATEGY IMPLEMENTATION

Strategies are intended to add discipline to the documented process. In order for a Strategy to be successful, all applicable members of the Project Team must concur and sign-off on the Strategy. The members should include representatives from the Ship, NSA, Lead Maintenance Activity, TYCOM Type Desk Officer, and any other necessary members of the Project Team.

The Strategy must be enforced by all members of the Team. It is critical that everyone agrees on the Strategy, and does their part in ensuring it is followed. The strategy must receive support from the “top down and bottom up.” Key players in helping to enforce the Strategy include the PM, PE, Ship CO, and the RMC.

Template strategies can be found on the Surface Team One (ST1) Portal. Refer to Appendix B for accessing the ST1 Portal.

9.4 DEVELOP PROJECT TEAM STRATEGIES

Development of viable strategies is essential to a successful availability. Strategy development will be a key take-away during the A-195 IPTD Event, in which the boiler plate strategies will be developed by the Project Team.

It is recognized that other strategies may exist within individual Project Teams, but may be valuable to many Project Teams. It is intended that a repository of these strategies will be built such that each Project Team can forward examples for inclusion in this Handbook. The web site for this effort is still being discussed.

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CHAPTER 9 KEY POINTS:

• A strategy is a long term action plan for establishing a common solution to a problem that all key players in the availability agree upon during the planning phases. A strategy can be considered an element of the Availability Project Team’s overall management plan. By using strategies, emergencies and surprises can be avoided since a collective plan is already in place to minimize issues. A strategy allows for better communication of the collective plan.

• All Project Teams should complete the five boiler plate strategies for their upcoming Availability during their A-195 Integrated Project Team Development (IPTD) Event. Templates for these five strategies can be found in Appendix F through J. The boiler plate strategies are:

o Appendix G: Risk Assessment / Management Strategy o Appendix H: Schedule / POA&M Strategy o Appendix I: Work Integration Strategy o Appendix J: Communication Strategy o Appendix K: PCD Strategy

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ACRONYMS ABR—Agreement for Boat Repair

ACE—AIT Coordination Engineer

ACM—Asbestos Containing Material

ACO—Administrative Contracting Officer

AIT—Alteration Installation Team

AIT CCTC—Alteration Installation Team Customer Contracted Team Coordinator

ALO—AEGIS Light-Off

AMOD—AEGIS Modernization

AMT—AEGIS Modernization Team

AOR—Area of Responsibility

AP—Acquisition Professional

APL—Allowance Parts List

ASR—Availability Status Report

ATO—AEGIS Test Officer

AWP—Availability Work Package

AWR—Automated Work Request

BAWS—Baseline Availabilities Work Package

BCA—Business Case Analysis

BMP—Best Management Practices

CAR—Corrective Action Request

CASCAN—Casualty Cancel Report

CASREP—Casualty Report

CCE—Class Common Equipment

CD—Compact Disc

CDMD-OA—Configuration Data Management Database-Open Architecture

CFC—Chlorofluorocarbon

CFR—Condition Found Report

CHENG—Chief Engineer, Engineer Officer

CHT—Collection, Hold, Transfer

CM—Continuous Maintenance

CNO—Chief of Naval Operations

Appendix A: Acronyms

Availability Project Team Handbook Appendix A: Acronyms

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CNRMC—Commander, Navy Regional Maintenance Centers

CNSF—Commander Naval Surface Force, U.S. Pacific Fleet

COSAL—Coordinated Shipboard Allowance List

CO—Ship’s Commanding Officer

CS—Combat Systems

CSLO—Combat Systems Light-Off

CSMP—Current Ships Maintenance Project

CSPE—Combat Systems Project Engineer

CSSQT—Combat System Ship Qualification Trials

D-Alts—TYCOM Alterations

DCA—Damage Control Assistant

DFS—Departure from Specification

DMF—Depot Maintenance Facility

EA—Executing Activity

ESH—Environment, Safety, and Health

FDNF—Forward Deployed Naval Forces

FDO—Fee Determining Official

FMP—Fleet Modernization Program

FYDP—Future Years Defense Plan

G Points—Government Checkpoints

HP—High Pressure

HP&E—Hull, Mechanical, and Electrical

CMP—Integrated Class Maintenance Plan

ILS—Integrated Logistic Support

INSURV—Board of Inspection and Survey

ISEA—In-Service Engineering Agent

ISIC—Immediate Superior in Command

IWS—Integrated Warfare Systems

JFMM—Joint Fleet Maintenance Manual

K-Alts—SYSCOM Alterations

KTR—Contractor

LAR—Liaison Action Report

LLC—Lessons Learned Conference

Appendix A: Acronyms

Availability Project Team Handbook Appendix A: Acronyms

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LLTM—Long Lead Time Material

LOA—Letter of Authorization

LOA—Light-Off Assessment

LOA—List of Alterations

LP—Low Pressure

LSA—Low Solar Absorbent

MCIT—Maintenance Continuous Improvement Team

MIC—Maintenance Information Center

MMBP—Maintenance and Modernization Business Plan

MMPR—Maintenance and Modernization Performance Review

MOA—Memorandum of Agreement

MOU—Memorandum of Understanding

MSC—Master Specification Catalog

MSMO—Multi-Ship/Multi-Option

MSR—Master Ship Repair

MT—Maintenance Team

NAVAIR—Naval Air Systems Command

NAVSEA—Naval Sea Systems Command

NAVSUP—Naval Supply Command

NDE—Navy Data Environment

NDE-NM—Navy Data Environment-Navy Modernization

NMD—Navy Maintenance Database

NSA—Naval Supervisory Authority

NSWC—Naval Surface Warfare Center

NSWCCD—Naval Surface Warfare Center, Carderock Division

OMS—Outside Machinery Space

OQE—Objective Quality Evidence

ORM—Operational Risk Management

OSLR—On-Site Logistics Representative

OSR—On-Site Representative

OSTR—On-Site Technical Representative

PARM—Program Acquisition Resource Manager

PB4M—Planning Board for Maintenance

Appendix A: Acronyms

Availability Project Team Handbook Appendix A: Acronyms

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PCD—Production Completion Date

PCMS—Passive Countermeasures System

PCO—Procuring Contracting Officer

PCP—Process Control Procedure

PE—Port Engineer

PEO—Program Executive Office

PHD—Port Hueneme Division

PICO—Pre-Installation Check-Out

PMA—Planned Maintenance Availability

PM—Project Manager

PMR—Program Manager’s Representative

PMS—Preventive Maintenance System

PO – Project Officer

POA&M—Plan of Action and Milestones

POD—Plan of the Day

PPE—Personal Protective Equipment

PVI—Product Verification Inspection

PY—Planning Yard

QA—Quality Assurance

QOL—Quality of Life

RICER—Radar Cooling Equipment Room

RLAR—Reverse Liaison Action Report

RMAIS—Regional Maintenance Automated Information System

RMC—Regional Maintenance Center

S/A—Ship Alteration

S/F—Ship’s Force

SBS—Shipbuilding Specialist

SCD—Ship Change Document

SHIPSUP – Ship Superintendent

SID—Ship’s Installation Drawing

SIPM—System Integration Program Manager

SIPOC—Supplier, Input, Process, Output, Customer

SITREP—Situational Report

Appendix A: Acronyms

Availability Project Team Handbook Appendix A: Acronyms

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SME—Subject Matter Expert

SMMO—Ship Material Maintenance Officer

SOE—Schedule of Events

SOVT—System Operation Verification Test

SPAWAR—Space and Naval Warfare Systems Command

SPM—Ship Program Manager

SSLCM—Surface Ship Life Cycle Management Activity

SSS—Shipyard Ship Superintendent

ST1—Surface Team One

SURFMEPP—Surface Maintenance Engineering Planning Program (formerly SSLCM Activity)

SURFOR—Naval Surface Forces

SYSCOM—System Command

TIP—Test Inspection Plan

TAR—Technical Analysis Review

TM—Technical Manager

TSN—Test Sequence Network

TYCOM—Type Commander

VTC—Video Teleconference

WAF—Work Authorization Form

WPER—Work Package Execution Review

WPIC—Work Package Integration Conference

XO—Executive Officer

Appendix A: Acronyms

Availability Project Team Handbook Appendix A: Acronyms

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Appendix  B:  ST1  Portal  SURFOR  Web  

Availability  Project  Team  Handbook  Appendix  B:  ST1  Portal  SURFOR  Web  

ACCESS  TO  SURFACE  TEAM  ONE  (ST1)  PORTAL  SURFOR  WEB  1. Go  to:  http://www.register.surfor.navy.mil/default.aspx  2. Click  on:  “Register  for  ‘SURFOR  Web’  Account”  3. Fill  in  the  information  requested  and  submit.  

NMIC  Users:  You  are  finished!  You  will  soon  receive  an  email  with  ausername/password.    The  first  time  you  log  in  to  the  site,  you  will  need  to  use  it.    Thereafter,  the  web  site  will  refer  to  your  CAC  and  you  will  not  need  to  enter  any  information.  

Once  you  have  an  account,  go  to:  https://www.surfor.navy.mil/sites/st1  4. Follow  steps  1-­‐3  above.    You  will  then  be  directed  to  the  below  screen.    

a. In  the  Command  field,  type  in  “NAVSEA”    b. Select  “contains”  under  the  command  field.  c. Click  “Search”.    This  should  bring  up  a  drop  down  menu  from  which  you  can  choose  the  most  

appropriate  command.      d. Once  you  select  a  command,  click  on  “Lookup  UIC”.      e. Click  “Submit”  at  the  bottom  of  the  screen.  

 5. You  will  be  directed  to  another  page  requesting  additional  information.    When  prompted,  enter  “Katherine  

Buckley”  or  “Inga  Parvani”  as  your  Point  of  Contact.  6. If  you  require  further  assistance,  email  [email protected].    

You  are  finished!  You  will  soon  receive  an  email  with  a  username/password.  Once  you  have  a  SURFOR  Web  account,  go  to:  https://www.surfor.navy.mil/sites/st1/  

Ask-­‐Learn-­‐Share  is  a  knowledge-­‐management  model  useful  in  continuous  improvement.    Simply  put,  ask  questions  of  those  who  know,  learn  from  those  people,  and  share  your  new  knowledge  with  others  who  could  benefit  from  it.    This  is  a  two-­‐way  process;  the  crew  must  be  encouraged  to  engage  with  the  work  being  accomplished,  to  ask  questions,  learn  about  the  systems,  and  share  that  information  throughout  their  work  center.    Equally  important,  the  Project  Team  must  ask  questions  of  the  ship,  learn,  and  share  that  information  with  other  team  members.    S/F  lives  with  and  operates  ship  systems  even  when  they  do  not  have  detailed  technical  knowledge,  and  they  provide  invaluable  insight  into  problems  and  issues.  

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Appendix C: Surface Team One (ST1) Charter

Availability Team Project Handbook Appendix C: Surface Team One (ST1) Charter

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Appendix C: Surface Team One (ST1) Charter

Availability Team Project Handbook Appendix C: Surface Team One (ST1) Charter

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Appendix C: Surface Team One (ST1) Charter

Availability Team Project Handbook Appendix C: Surface Team One (ST1) Charter

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Appendix C: Surface Team One (ST1) Charter

Availability Team Project Handbook Appendix C: Surface Team One (ST1) Charter

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Appendix C: Surface Team One (ST1) Charter

Availability Team Project Handbook Appendix C: Surface Team One (ST1) Charter

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Appendix C: Surface Team One (ST1) Charter

Availability Team Project Handbook Appendix C: Surface Team One (ST1) Charter

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Fleet and TYCOM Membership: CPF N431 CNSP N43 CNSL N43 FFC N43B

OPNAV and SYSCOM Membership: OPNAV

N431/N95/N96 SEA21A SEA05D SEA04RM PEO C4I PEO IWS PMS400F PMS470 SURFMEPP CNRMC

Exec. Dir.

Knowledge Sharing Networks / SSRIs

Corrosion KSN LLCs KSN Advance

Planning KSN Metrics KSN

C5I KSN Quality Assurance KSN

RMC Engineering KSN

Forums MMPR Contracts Governance

STAR Board

RMC / ISEA Lash Up LCMG

Readiness Reviews

(R2)

Sustainment SSRI

Assessments KSN Planning KSN

ST1 Executive Steering Committee (ESC) Co-Chairs: NAVSEA21 / CNRMC

NAVSEA21

FFC N43

CNSL

CNSP

CPF N43

CNRMC

Surface Team One Governance Council OPNAV N96

ModernizationKSN

Flag Level Reviews (FLRs)

Appendix D: Chart 1 Surface Team One Structure

Availability Project Team Handbook Appendix D: Chart 1 Surface Team One Structure

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� Availability Hot Wash Process (2004-2011)

� CNRMC Stand-Up (Mid 2010)

� E2E Process Mapping (Early 2010)

� SHIPMAIN Policy Review

(2010-2012)

� SSRI/ “5 Big Rocks” (Early 2010)

The Yield

20112004 2006 2008 2009 2010 2012

� ST1 Stood-Up

Initial ESC Meeting, ST1 Charter Signed

by VADM Curtis (Nov 2009)

SURFMEPP Stood-Up �

(Nov 2010)

� Corrosion KSN Stood-Up (First

Chartered KSN) (Mar 2011)

� Lessons Learned Conferences

Initiated (Jan 2011)

� Initial MMPR (Apr 2011)

� BAWP-AWP KSN Stood Up

(Jul 2011)

� Metrics KSN Stood Up

(Jul 2011)

� C5I KSN Stood Up

(Mar 2012)

� AP KSN Stood

Up (May 2012)

� Assessments KSN

Stood Up (Apr 2012)

� IPTD Events Initiated

(May 2011)

� Eng and QA KSNs

Stood Up (Sept 2011)

SHIPMAIN(2003-2008)

SHIPMAIN(2003-2008)

BALISLE

REPORT(issued APR 2010)

BALISLE

REPORT(issued APR 2010)

MCIT

(2008-2011)

MCIT

(2008-2011)

SWE / FRE /

SSMO (2008-2009)

SWE / FRE /

SSMO (2008-2009)

SSLCM

Stand Up(2008)

SSLCM

Stand Up(2008)

Events

influencing

development of

ST1

Cross-Organizational Efforts and Alignment•Revised RMC CPs

•EOY Funding Collaborative Prioritization Drills

•KSNs with SME Improving Processes Collaboratively

•SHIPMAIN Report Findings

Tools and Resources•E2E Maint, Mod, Sustainment Process Map

•ST1 Website/Portal

•Knowledge Management Toolbox (70+

documents)

•ST1 Informational Brochures

Forums Targeted at

Community Improvement•Semi-Annual MMPRs

•Project Team Conversations via LLCs

•Class Team Leader Forum

•Contracts Governance

•MSMO Industry Day Events

•RMC/ISEA Lash Up

Surface Team One Getting Surface Maintenance and

Modernization Business Done.

� ST1 Flag Gov CounciI

(Mar 2012)

� ST1 Charter signed by

VADM Hunt/RADM

Thomas (Feb 2012)

Appendix D: Chart 2 ST1 Historical Progression

Availiabilty Project Team Handbook Appendix D: Chart 2 ST1 Historical Progression

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3

Pre-FRP

SHIPMAINMajor revolution in Surface Ship Maint &

Mod .(Organization, Planning, Execution.)

Addressed improvements in: Requirements

Definition, Package Preparation, Placement

& Oversight, Alts and Mods to support the

Sea Power 21 vision. “Better, Faster,

Cheaper” to support Global War on Terror

via Navy Fleet Response Plan.

RSG, FTC, SUPSHIP, SIMA

Stood-down

BRAC / IRCAIntegrated Readiness Capability Assessment

Alignment of RMC(s) to Shipyards,

Reduction of personnel

Pre-Fleet Readiness Panel (FRP) Activity

Surface Ship Life Cycle Management Activity

(SSLCMA)

Developing a more technically

robust and long-term perspective

on the current state of non-nuclear

Surface Ship readiness

CRMCRe-alignment to

SEA 04Y

CRMC Stand-up

*Fleet Readiness

PanelStood-up

MSMO Spiral II

* Details in follow-on slides

*MSMO

National Maintenance /

Modernization Procurement

Strategy & Contract Structure for

Surface Ships. ASN(RDA) memo,

Nov ’04: A “partnership,” Navy is

the MSMO “primary customer,”

MSMO becomes “SME” for the

product line (Ship Class), Navy

provides predictable workload

forecast, MSMO develops

complimentary business lines

to defray Navy cost.

2003 2004 2005 2006 2007 2008 2009

SWE BOD Est.

CLASSRONs Established

3

RMC Stood-up

Established to fuse

together four functions &

commands: RSG, FTC,

SUPSHIP, SIMA(mod &

repair) &

Ship’s Intermediate

Maintenance Activity

*SEA-21 Stood-up

Manages the complete lifecycle

support for Maint. & Mod. of

Non-nuclear Surface Ships.

Equips ships with technologies

& systems through their

service lives.

Appendix D: Chart 3 Pre and Post Fleet Readiness Panel Occurences

Availability Project Team Handbook Appendix D: Chart 3 Pre and Post Fleet Readiness Panel Occurences

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4

2009 2010 2011 2012

� Corrosion KSN� Lessons Learned Conferences

� BAWP-AWP KSN

� Metrics KSN

� IPTD Events

� Eng & QA KSNs

*ST1Stood-up

Premier surface maintenance,

modernization, and sustainment

governance body.

Surface Team One�ST1 Revised Charter signed by

VADM Hunt / RADM Thomas� C5I KSN � ST1 Flag Gov Council � Assessments KSN

� Initial MMPR

CNRMC� JFMM Review� Quality Assurance� Workforce Development (WFD)� Total Ship Readiness Assessment (TSRA)

� RMC Policy Standardization (RPS)� Cost Engineering & Analysis (CE&A)

� Availability Work Certification (AWC)

���� “29 in 12” E2E Deep Dive

SEA 21

SFRM Implementation

Surface Force

Readiness Manual

� MCM TF� AEGIS/SPY TF

� BMD TF� LPD-17 TF� NAVIGATION TF

CLASSRONs Abolished

� Navy Afloat Maintenance Training (NAMTS)

Post-Fleet Readiness Panel (FRP)

SHIPMAIN Policy Review

*JFMM

Revised

*Flag LevelReview

� Planning KSN

*CNRMC

Stood-up

5 Phase Plan Initiated:

Phase 1: Identify Critical Gaps in Surface

Ship Maintenance & Modernization (SSM&M)

Phase 2: Align NAVSEA, SEA 21 BSO 60, BSO 70 Equities

Phase 3: Develop Long Range Engagement Strategy

Phase 4: Establish Global RMC Maintenance Strategy

Phase 5: Attack Lost Operational Days and Availability Costs

� Initiatives� KSN(s)

*SSRI / “5 6 Big Rocks”X

*SURFMEPPStood-up

Provides centralized Ship lifecycle maintenance

engineering, class management and modernization

planning, and management of Maint. strategies

aligned with Fleet & TYCOM priorities.

4

* Details in follow-on slides

FRPFinal

Report

Appendix D: Chart 3 Pre and Post Fleet Readiness Panel Occurences

Availability Project Team Handbook Appendix D: Chart 3 Pre and Post Fleet Readiness Panel Occurences

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INTEGRATED PROJECT TEAM DEVELOPMENT (IPTD) Program

The focus of IPTD Program is to improve the functional performance of CNO availability project teams, ensure roles and responsibilities of each project team member are known and understood by all team members, enhance communication skills, promote relationships needed to ensure success, and develop project plans to drive a high probability of success. Scheduled IPTD events develop availability expectations and success criteria, build and validate strategies, and align members of the integrated project team. The IPTD program is conducted in four or five events (A---270 for major mod avails only, A---195, A--- 120, and A---30 in conjunction with the WPER) prior to the availability start date and one mid--- availability IPTD event (at the 50% point). Each IPTD is tailored to meet the needs of the Project Team taking into account team dynamics, experience of team members, availability length and complexity. The IPTD program curriculum focuses on the development and integration of the project team; development of availability expectations and success criteria; advance planning; development, reviewing, refining, validating, and communicating key strategies; aligning all members of the integrated project team; process improvement; availability execution processes; project risk identification and risk management and knowledge sharing designed for successful availability execution.

The Integrated Project Team Development staff works with the PM and other Project Team Leadership to develop the event agenda, identify participants, select speakers, and determine an event date. The staff coordinates the event, arranges for speakers, and assembles training materials in preparation for the event. Attendance information, action items, lessons learned, and risks are documented by the IPTD staff during the events and put into an End of Event report which is sent out to all participants. IPTD A---270/A---195 EVENTS The A---270/A---195 IPTD Event(s) focus on team building/development and alignment of the team through strategies. Modernization/mid---life availabilities will start at the A---270 milestone date; all standard availabilities will begin at A---195. At these events team members are identified, roles are defined, the different stakeholders share and shape their expectations and the foundation for a single, solid team with a common mission and vision is built. Work development centers around the project timeline, project strategies and identifying potential risk. The A---270/A---195 events will include the following topics, as applicable:

• View from the bridge given by senior leadership • Review Action Items from A---270 IPTD Event • Formation of the project's Mission and Vision Statements • Verification of team roles and responsibilities • Identification of availability expectations and success criteria

Appendix E: Integrated Project Team Development(IPTD) Program

Availability Project Team Handbook Appendix E: Integrated Project Team Development

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• Discussion of the advance planning timeline and milestones • Identification and discussion of strategies • Team Building/Development Module and Exercises • QA Presentation • Identify plans to incorporate corporate lessons learned • Lessons learned briefs from other project teams • Review of what is in the Maintenance, Modernization and Repair packages • ABS assessment intro, plan, status • TSRA intro, plan, status, scrub results and prioritize/screen • 1st Time alt or mod package brief(s) • CFR/RCC Review/Analysis from previous or similar avail(s)

Minimum participation at the IPTD A---270/A---195 events should include:

• PM • PE • CS PE • SHIPSUP • LEAD SBS • ACO • CTL • SEA21 SMR(s) • PY Rep • MSR • TYCOM TDCA • CMP MGR • SURFMEPP Rep • Project Support Engineer • Ship’s Force • SPAWAR Ship Superintendent • PHD CS Project Engineer

IPTD A---120 Event The A---120 IPTD event, notionally 2---3 days, shifts the team’s focus in three significant ways: 1) the briefings and discussions of the team shift from a strategic to a tactical view; 2) an expanded participation by S/F is desired; and 3) MSMO contractors and SBSs are brought into the expanded project team. The Work Package Integration Conference (WPIC) will be conducted in conjunction with this IPTD event. The five required availability planning and execution strategies, plus other strategies deemed necessary by the Project Team, are a focus at this IPTD Event. The goal is to generate discussion between all the major stakeholders and move toward documented strategies that are acceptable for signature. S/F participation during this event allows for the ship's concerns and issues to be shared with the PT, in order to create satisfactory solutions for all parties involved with project. See Appendices X---X for strategy templates.

Appendix E: Integrated Project Team Development(IPTD) Program

Availability Project Team Handbook Appendix E: Integrated Project Team Development

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The A---120 event will include the following topics, as applicable: • Identification of availability expectations and success criteria (NSA and S/F) • Verification of team roles and responsibilities • Acceptance or announcement of the project's Mission and Vision Statements. • Exercises and activities which promote team integration, learning, and socialization • SBS introductions • Review of the project timeline, key events, milestones, and test events • Explanation of Environmental Health and Safety priorities and requirements • Whole---team review of key strategies (preparing them for signature) to include:

o Communication, PCD, Work Integration, Compartment Close---out/Turnover, Schedule, and Risk Management

• Discussion of S/F resource management and expectations • Work Authorization • WPIC requirements from JFMM • Risk Management exercise • Define and document common terms/milestones, PCD, Habitability Complete, etc. • Work Specification Review • Strategy writing session • ABS assessment introduction, plan, and status • TSRA introduction, plan, status, validate results, and prioritize/screen • Availability Execution and Work Certification introduction and plan • Contracting “Do’s and Don’ts” brief • Technical Authority brief • First time alteration or modernization package brief(s) • Smart Start candidates and timeline discussion • Proposed access cuts and temporary services discussion • CFR/RCC review and analysis from previous or similar avail(s) • Lessons Learned Process brief and Best Practice Checklist review • Integrated Logistics Overhaul (ILO) introduction, plan, and status • Develop Ship’s Force brief

• Discuss, plan for, and review status of upcoming INSURV/CERTs and their impact on avail (Led by IPTD Facilitators)

The IPTD A---120 expected participation includes:

• PM • PE • Combat Systems PE • SHIPSUP • SBSs • Code 200 Engineering Representative • Code 400 ACO Representative • Code 900 I---Level Representative • SEA21 SMR(s) • PY Representative

Appendix E: Integrated Project Team Development(IPTD) Program

Availability Project Team Handbook Appendix E: Integrated Project Team Development

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• TYCOM Representative • SURFMEPP Representative • MSMO/MSR Representative • SPAWAR Ship Superintendent • PHD CS Project Engineer • SSES Representative • NAVAIR Representative • Crane Representative • Corona Representative • AITs • MSR Partners/ Subcontractors • ISIC Representative • S/F Avail Coordinator

IPTD A---45 / A---30 WPER EVENT

The A---45/A---30 is a 2---3 day event and is the major team integration step just prior to the start of the availability. Modernization and mid---life availabilities will meet at the A---45 milestone date; all standard availabilities will meet at A---30. The WPER will be conducted in conjunction with this meeting. The purpose of this event is to ensure the team has the information needed to successfully guide their work groups through the project. Information about team leadership and structure, roles and communication, work package, and strategies developed through IPTDs are presented to the team by Core Project Team leaders. It is important to remember that many, if not most, of the Ship's Force Supervisors are new to naval maintenance, so care must be taken to clearly communicate at an appropriate level of understanding throughout the IPTD event.

The A---45/A---30 event will include:

• Presentation and reinforcement of the project's workforce identity as one integrated PT

• Introduction of the Core Project Team leadership and team structure • Clear definition of supervisors’ roles and responsibilities. Review of the project's key

events, milestones, and major work issues in the schedule. • Summary of key strategies and the deckplate---level support required • Mandatory reviews for the whole team: Safety, Communication, Cleanliness,

Habitability, Recognition and Awards, Co---location, and Temporary Services • Review of the Smart Start or 100---Hour Plan • Distribution of supporting documents such as rosters, schedules, maps, etc. • WPER requirements from JFMM • Risk Management exercise • Assessment status review

Appendix E: Integrated Project Team Development(IPTD) Program

Availability Project Team Handbook Appendix E: Integrated Project Team Development

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• Exercises and activities which promote team integration, team learning, and socialization

• ABS assessment plan • TSRA plan, status, review and validation results, and prioritize/screen jobs • Avail Execution and Work Certification plan • Access cuts and temporary services plan • Smart Start Candidates, plan, and timeline • Draft System Restoration Plan and Test Schedule • Review execution processes, CFR/RCC, WAF, Tagouts, etc. • Contracting Do’s and Don’ts brief • Technical Authority brief • LL brief(s) • ILO plan • Discuss, plan for, and current status of upcoming INSURV/CERTs and their impact on

the availability

The IPTD A---45/A---30 Event participation includes:

• PM • PE • CS PE • SHIPSUP • SBSs • Code 200 Representative • Code 400 Representative • SEA21 SMR(s) • PY Representative • TYCOM Representative • SURFMEPP Representative • MSMO/MSR • SPAWAR Ship Superintendent • PHD CS Project Engineer • SSES Representative

Appendix E: Integrated Project Team Development(IPTD) Program

Availability Project Team Handbook Appendix E: Integrated Project Team Development

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• NAVAIR Representative • Crane Representative • Corona Representative • AITs • MSR Partners/Subcontractors • ISIC Representative • S/F

IPTD MID---AVAILABILITY EVENT The IPTD Mid---Availability Event is held at the 50% point in the availability and may be held in conjunction with the 50% conference. The focus of the event is on regrouping, refocusing and realigning the project team.

The Mid---availability event will include the following topics, as applicable:

• Celebrate Victories to Date • Presentation of Systems Restoration Plan • Presentation of Integrated Test Plan/Status • Strategies Status given by Strategy Owners • Discussion of lessons learned to date and Strategies/Plans the team think would have

been useful for them to have developed • QA Presentation • ESH Presentation • Team Building/Development Module and Exercises • Risk Letter Update • Discussion and/or Presentation of Clear, Complete, and Agreed Upon Remaining

Milestones • Discussion and/or Presentation of Compartment Close Out Schedule • Work Certification Plan/Status • Integrated Test Plan/Status • Presentation of Agreed Upon Common Terms and Milestones • Sea Trial Plan and Agenda • Status and agreement upon remaining production work schedule & milestones • Manning Plan • Cost and schedule estimate to be completed • Capturing and documentation of Lessons Learned • Outstanding discrepancies tracking plan • Impact assessment of growth work • Reinforce PT mission and vision

Appendix E: Integrated Project Team Development(IPTD) Program

Availability Project Team Handbook Appendix E: Integrated Project Team Development

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Minimum participation at the IPTD A---120 event should include:

• PM • PO • PE • CS PE • SHIPSUP • LEAD SBS • ACO • CTL • SEA21 SMR(s) • PY OSR(s) assigned to avail • MSR (and Subs) • TYCOM TDCA • CMP MGR • SURFMEPP Rep • Project Support Engineer • Integrated Test Engineer • Ship’s Force • SPAWAR Ship Superintendent • PHD CS Project Engineer • Major Alt AITs • ISIC Rep • ATG Rep

Appendix E: Integrated Project Team Development(IPTD) Program

Availability Project Team Handbook Appendix E: Integrated Project Team Development

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Tag-Out and WAF Proven Practice Development

Description

The robust requirements associated with the WAF tag-out process can be overwhelming for surface ships due to the initial volume. WAF tag-out teams, comprised of S/F and contractors, do not have adequate time, the proper training or the organizational structure needed to ensure all required tags are hung prior to work commencement. Delay and disruption at the onset often translates to extended availabilities, impacting operational readiness and resulting in increased costs. Establishing MIC serves as a recommendation to help ensure an efficient WAF tag-out process. Note that local standards should be reviewed in conjunction with the development of a WAF tag-out plan.

Roles and Responsibilities

Communication is still the key to ensuring a successful availability. Knowing who and where to go to initiate/clear WAF tag-out is paramount to better executing these programs. S/F, the MSMO contractor, and the project team should have a clear understanding and agreement of who the key players are and their respective responsibilities in the WAF tag-out process. The list of key players and their responsibilities should then be communicated to all involved from the supervisors on down to the deck plates prior to the start of and during the availability at meetings.

• S/F Coordinator: Designate (primary and alternate) single S/F WAF coordinator. Designate sub-coordinators for engineering and CS (technical authority for respective systems). • Designate and assign an agreed upon number of S/F personnel who will act as the core unit of

the WAF tag-out execution group. Recommend utilizing engineering duty officers and duty CS watch standers to cover nights and weekends.

• Contractor coordinator: Designate single contractor WAF coordinator. • AIT sponsor coordinator: Designate single AIT sponsor WAF coordinator to consolidate AIT

requirements and provide to the contractor WAF coordinator. AIT sponsor coordinator should also provide all WAFs to WAF coordinator in preparation for availability start by approximately A-14.

• Designate and publicize contact information for the AIT’s single point of contact for the overall project team (including name, location, and mobile/phone number).

Single Central Location

The designation of a single space for integrating availability management, including the WAF tag-out logs, has proven to be a successful strategy. The size of the ship in availability and the CO’s direction should, of course, be taken into consideration. Following listed locations as per respective RMC’s are examples of designated central location.

Common Logs and Binders

Common logs and binders have been used to administer a successful WAF tag-out process. Maintaining similar documents and tools allows for continuity between WAF coordinators and common approaches for organization.

• Contractor binder contains the originals. • Ship binder contains copies. • Strongly encourage electronic logs (allows for parsing by department, division or system).

Appendix F: WAF / Tag Out

Availability Project Team Handbook Appendix F: WAF / Tag Out

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Training

Effectiveness and efficiency of the project team’s management of the WAF tag-out process has proven to stem, in part, from the quality of pre-availability training. The MSMO contractor or the RMC should provide training on WAF tag-out process and procedures that are to be used in accordance with the JFMM by all members of the project team.

Conduct training as soon as practicable (A-30), and NLT A-14 days. More complex availabilities may want to conduct training at the A-120 timeframe. Also note that there is a Norfolk Naval Shipyard Guide that has been used successfully to achieve the intent of this training.

• Include the AIT Government Representative and individual AITs. • Include all S/F involved with WAF tag-out program.

Logistics

The contractor should order enough tags to support the increased requirements associated with the WAF process.

Concluding Comments on WAF Tag-Out

A common theme in past successful availabilities has been due to early planning efforts. It has been found that early identification of work and pre-staging of WAFs and tag-outs prior to start of the availability have contributed to a quick start and final success. Finally, use of this Proven Practice is not mandatory. It is offered as a recommendation for use in the future based on its success in the past. It is not a guarantee of success. Feedback on the results of its use is both desired and encouraged.

Appendix F: WAF / Tag Out

Availability Project Team Handbook Appendix F: WAF / Tag Out

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Risk Assessment / Management Strategy 1. Responsibility. The USS XXX SRA Project Officer C/400 has responsibility for the development, communications, dissemination, maintenance and execution of this strategy. 2. References.

A. Joint Fleet Maintenance Manual (JFMM): COMFLTFORCOMINST 4790.3 Rev B; Appendix D “Business Case Analysis Tool”

B. DRAFT Project Team Handbook

C. Project Management Institute: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fourth Edition 2008, Chapter 11 Project Risk Management.

3. Enclosures.

(1) USS XXX Project Risk Card Template

4. Introduction. The purpose of the Project Risk Management Process is to provide a consistent approach for managing risks as an integral part of the project execution by the shipyard. Risks that occur during the phases of the SRA that are not brought to the attention of the Project Team in a timely manner cannot be minimized. It is extremely important to identify and communicate risks as soon as possible up line and across the team than it is to delay communication for completeness of impact and associated costs. USS XXX Project Leadership is committed to addressing risk proactively and consistently throughout the project. To be successful, a conscious choice must be made at all levels of the organization to actively identify and pursue risk management throughout the project’s lifecycle. This plan will define how the project team manages and reports risk throughout the advanced planning and execution of the availability. This plan will put in place the approach the team will take to mitigate risks prior to them becoming a crisis and ultimately leading to a higher probability of project success. Project success has been articulated as successfully meeting objectives in the areas of Customer Satisfaction, First-Time Quality, On-Time Delivery, On Budget, Team Member Development and Organizational Benefit from Lessons Learned. 5. Background. • The purpose of risk identification is to identify and categorize risks that could affect the

project and document these risks. These risks will have to go through the process of assessment, analysis, mitigation and planning, allocation, and monitoring. Identification methods that will be utilized include:

o Previous Project Risks o Contractor Recommendations o Ship’s Maintenance Schedule (PMS) o Recent Hot Wash Results o Job Summary Review Meetings o Metrics Trend Analysis o Technical Code Warrant Input (Code 200) o Project Team Discussion

Appendix G: Risk Management Project Team Strategy

Availability Project Team Handbook Appendix G: Risk Management Project Team Strategy

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• Risk assessment is the process of quantifying identified risks. When performing risk assessment, the likelihood of the risk occurring is categorized from “not likely” to “near certainty.” The consequence, or the project penalty incurred if the uncertain event does occur, is also analyzed when performing risk assessment. The risk lead will provide initial assessment of the identified risk. The RMWG will be responsible to validate or adjust as required.

L I KE L I HOOD

What is the Likelihood the Risk Will Happen?

Level Chance of

Occurrence Your Typical Approach and Processes

A Not Likely: 10% chance …Will effectively avoid this risk based on standard practices

B Low Likelihood: 30% chance

…Have usually avoided this type of risk with minimal oversight in similar cases

C Moderate: 50% chance …May avoid this risk, but workarounds will be required

D Highly Likely: 70% chance

…Cannot avoid this risk with standard practices, but a different approach may work

E Near Certainty: 90% chance

…Cannot avoid this risk with standard practices, may not be able to mitigate

Table (1)

Given the risk is realized, what would be the magnitude of the impact?

Level Technical Performance Schedule Impact Cost ($)

1 Negligible Minimal or No Technical

Impact

Minimal schedule slip but able to meet need dates

w/o add’l resources; Critical path unaffected

Cost increase < 20K

2 Marginal

Minor Technical shortfall or small

reduction in design margin; Same approach

retained.

Minimal schedule slip requiring add’l resources

to meet need dates; Critical path unaffected

Cost increase 21K – 60K

3 Moderate

Moderate Technical shortfall or significant reduction in design

margin; Workarounds available

Significant schedule slip; Ship Redelivery

unaffected.

Cost increase 61K – 100K

4 Critical No remaining design

margin; Severe Technical shortfall

Major schedule slip; Will miss Milestone date; Ship Redelivery affected

(<1 week)

Cost increase 101K – 170K

5 Unacceptable

Unacceptable, will result in technical

deviation w/ no known workarounds; Ship will be

undeliverable.

Major schedule slip; Ship Redelivery affected

(>1 week)

Cost increase >171K

Table (2)

Appendix G: Risk Management Project Team Strategy

Availability Project Team Handbook Appendix G: Risk Management Project Team Strategy

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• The stage of risk analysis combines the identified and assessed risks into an overall project risk estimate. By performing quantitative risk analysis, the overall risk assessment can be used to determine cost and schedule contingency values to quantify high-risk events. Risk analysis provides a basis for evaluating the effectiveness of risk management.

Figure (1)

• Risk mitigation and planning’s purpose is to explore risk response strategies for risks

identified as high risk during risk analysis. Risk mitigation and planning may require the Risk Manager to set policies, procedures, goals and responsibility standards. There are three important questions that must be addressed for risk mitigation:

1. What can be done and what options are available to support on time completing of the

project? 2. What are the tradeoffs in terms of all costs, benefits, and risks among the available

options? 3. What are the impacts of current decisions on future options? Key elements for a mitigation plan include:

o Realistic and Measurable/Verifiable Actions o Defined Success Criteria o Realistic Schedules Provided with regard to Availability Performance Period (180

day window) o Cost Effective o Project Risk Level Reduction

• Risk allocation affects cost, time, quality, and on time completion. When risks and their

consequence are understood and measured, decisions on how to allocate risks are able to be made.

ASSESSMENT

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• Risk analysis must continue for the life of the project since risks are dynamic. The list of risks and associated risk management strategies will likely change as the project moves forward. New risks will develop or anticipated risks may disappear as the project matures. In order to effectively perform risk analysis the status and progress of the project must be continually evaluated. The most effective way to perform evaluation is for the Risk Manager to issue weekly and monthly Risk Reports in which the risks are identified. Risk monitoring must also be integrated into the project’s metrics.

6. Schedule of Events. Project Role/Position Responsible Action

Date or Milestone

RMC PE/SEA 21 PMR

1-1: Identify a list of possible risks for the project A-180

RMC PE/SEA 21 PMR 1-2: Accomplish initial plan to mitigate risks A-150 RMC PE/SEA 21 PMR 1-3: Review risk for triggering actions A-120

RMC PE/SEA 21 PMR

1-4: Provide status report for implementing mitigation plans

1st and 15th of each month

Project Manager

1-5: Develop enclosures: List of high risk areas/items, metrics, reporting processes/guidelines, logistics 15 DEC 2010

Project Manager 1-6: Define method of handling new work items during execution 15 DEC 2010

PM/RM 1-7: Agree upon list of tools that we will use to ID, mitigate and communicate risk 15 DEC 2010

PM/RM 1-8: Flesh out the POA&M 15 NOV 2010

PM/RM 1-9: Ensure metrics include tripwires for reporting 15 DEC 2010

PM/RM 1-10: Readiness to Start Message & SITREP weekly investigate more frequent messages 15 NOV 2010

PM/RM 1-11: ID Risk Manager 15 DEC 2010

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7. Additional Comments. 1-1: Possible Risks at this time for the Project include: i. Long Lead Time Material (LLTM): SONAR Transducers (EDD 05

MAR 2012), Shaft Seal (EDD 01 MAR 2012), ii. Funding Issues: $

1-2: Accomplish Initial Plan to Mitigate Risks: iii. LLTM: Logistician, Mr. John Brown, is actively tracking the

material. Weekly updates are submitted to the PM, PE, and TYCOM on status of material. The option of rebuilding the SONAR Transducers once removed is under investigation.

iv. The TYCOM is exploring options to allocate funds. 1-11: The Assigned Risk Manager is LCDR Jane Doe, RMC Code 300. 8. Performance Reporting. The Risk Manager will track the number of risks identified, the number of risk accepted as is, the number of risk mitigated and the growth, new work and premium dollars expended against mitigated work items (risk areas). These will be presented monthly, or at a greater frequency, using the Risk Assessment Card. The adjudication of risks identified in the Project will be determined by the USS XXX Commanding Officer, Project Engineer, and Project Manager.

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Signatures [Add signature blocks as necessary. The CO and NSA PM signatures are always listed last.] Prepared by: __________________________________________ ___________ [Name, Position/Role] Date [Organization] Concurrence: [Name, Position/Role] Date [Organization] Concurrence: [Name, Position/Role] Date [Organization] Concurrence: CAPT/CDR [Name] Date Commanding Officer, USS XXX Approved by: [Name, Position/Role] Date [Organization NSA Project Manager]

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Enclosure (1): Risk Card Template

Risk Card Check one square to indicate

Likelihood and consequence factors of risk.

Likelihood

E D C B A

1 2 3 4 5 Consequence

Risk Overview

Date:

Project Risk Number:

Risk Title:

Lead Organization:

Risk Lead: Name: Email: Phone:

Description of Risk:

Consequences of Risk:

Type of Consequence: ___ Cost ___ Schedule ___ Technical ___ Other (add clarification)

Context of Risk (what, how, why, where of risk condition):

Mitigation Plan

(Attach separate document if necessary) Event ID Number:

Event/Action:

POC Name and Email:

Due Date: Check if Complete:

1. 2. 3. 4.

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Schedule / POA&M Strategy

1. Responsibility.

The USS XXX Master Scheduler and USS XXX Project Manager are responsible for the development, communications, dissemination, maintenance and execution of this strategy.

2. References.

A. Joint Fleet Maintenance Manual (JFMM): COMFLTFORCOMINST 4790.3 Rev B, Vol. II, Part II, Ch. 2

B. DRAFT Project Team Handbook, Chap. 4 C. NSI 009-60

3. Enclosures.

(1) USS XXX FYXX Work Integration Schedule

4. Introduction.

This strategy for USS XXX FYXX SRA outlines the process philosophy during the planning and execution phase to manage key event milestones and the Integrated Schedule.

The Master Scheduler shall provide a proposed Integrated Work Schedule. The complexities of work integration and coordination must be resolved during planning by the Project Team. Incorporating the input of all individuals and organizations that make up the team into a single work integration plan increases the likelihood the project approach will be effective overall. 5. Background.

Reviews of recent projects show that strategic uses of milestones are an excellent tool to assist with schedule adherence. These milestones provide a series of essential short-term goals that allow managing key events effective. Individual milestones are select to support preparation for Key Events by dividing the work into smaller, more manageable groups. Carefully selected milestones provide visibility to help the project maintain focus on the correct priorities to meet all project short and long-term goals.

6. Discussion.

After dry-docking the Ship, the first major key event will be “Undocking.” The uses of Milestones are intermediate checkpoints between the start of the Availability and major project key events. The goal is to eliminate the typical “bow wave” of work and give visibility to allow for planning the high volume of work associated with Availabilities:

An overall timeline for key events, ship checks, work item development and work integration must be established early in the planning process. This timeline should also include key financial events, contractor proposal(s), and the fixed price offer if applicable. This will ensure that all authorized work is integrated into an overall schedule. Milestones will be used to clearly mark the path from the start of the Availability to the end:

• Review milestones utilized by past projects for inclusion into the project’s schedule. • Identify new milestones based on first time or critical path work identified in the authorized work

package.

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• Some examples of milestone usage are high level tests and major work evolutions (AC plant install and elevator work.

• System take-down/restoration (JP-5, CHT, and chill water). • Equipment availability (propulsion plant/electrical generators, critical pumps, underwater hull/rudders). • Transition to event readiness: At least six weeks prior to the key event, the project should begin

holding event readiness meetings. o Due to the fast paced nature of this work, event readiness meetings will be required for

multiple key events during the same period of time. o An example of this is the steaming/LOA event readiness requirement, which occurs four

weeks prior to PCD. These meetings should be orchestrated to obtain and provide the most data possible in the least amount of time. The use of an off-watch PM is suggested for preparing and conducting these meetings.

• Transition from production to operation, testing and training. o Provide S/F time to be successful: Meeting the PCD key event is a must if the ship is going to

be successful. The ship must have two weeks prior to LOA/steaming to train and prepare for the event.

o Event readiness/schedule validation. o Work control management. o Move to local isolation.

• Propulsion plant key event preparation. o PCD o Walk through process (walk through schedule, briefings).

• Propulsion plant key event execution. o Prerequisites list management.

Outside Machinery Space (OSM) key event preparation. OSM key event execution.

7. Schedule of Events.

Project Role/Position Responsible

Action Due Date or Milestone

PM/SPM 1-1: Establish meaningful milestones. 10 DEC 11 / Completed

PM 1-2: Provide list of all meaningful milestones to the Schedule Master.

A-90

CHENG 1-3: Provide a list of all Ship’s Force jobs to be completed for PCD to the Schedule Master

A-90

Master Scheduler

1-1: Build and Publish the Preliminary Master Integrated Schedule

A-60

Master Scheduler

1-2: Build and Publish the Master Integrated Schedule A-30

PM 1-5: Monthly Production Meetings Monthly, 3rd Tuesday of every month

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8. Additional Comments. 1-1: Milestones shall be established that are relevant to successful PCD. 1-2: The Schedule Master will be responsible for integrating all Milestones into the Integrated Schedule to ensure all Milestones are being tracked. 1-4: The Master Scheduler will be responsible for managing the schedule throughout the availability. Any change orders in the form of RCC’s will need to be inputted into the schedule. The Ship Supt will be responsible for tracking and driving production to meet scheduled dates and milestones. 9. Performance Reporting.

The Turnaround Report will be used to track and update the schedule.

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Signatures

[Add signature blocks as necessary. The CO and NSA PM signatures are always listed last.] Prepared by: __________________________________________ ____________ [Name, Position/Role] Date [Organization] Concurrence: [Name, Position/Role] Date [Organization] Concurrence: [Name, Position/Role] Date [Organization] Concurrence: CAPT/CDR [Name] Date Commanding Officer, USS XXX Approved by: [Name, Position/Role] Date [Organization NSA Project Manager]

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USS XX FYXX SRA Integrated Schedule

Appendix H: Schedule and POA&M Project Team Strategy

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Availability  Project  Team  Handbook  Appendix  I:  Work  Integration  Strategy  

Work Integration Strategy

1. Responsibility.

The USS XXX Master Scheduler is responsible for the development, communications, dissemination, maintenance and execution of this strategy.

2. References.

A. Joint Fleet Maintenance Manual (JFMM): COMFLTFORCOMINST 4790.3 Rev B B. OPNAV NOTICE 4700 C. OPNAVINST 4700.7L D. NAVSEA S9AAO-AB-GOS-010 E. DRAFT Project Team Handbook, Chap. 4 and 5 F. NSI 009-60

3. Enclosures.

(1) USS XXX FYXX Work Integration Schedule

4. Introduction.

This strategy defines how the project will de-conflict work accomplished by the RMC’s Prime Contractor and other modernization - maintenance providers including but not limited to: Ship’s Force (S/F), RMC, Alterations Installation Teams (AIT), MSMO, SPM, and TYCOM sponsored contractors by using an integrated schedule. This strategy is primarily a communication method for maintaining an accurate integrated schedule for the duration of the Availability.

5. Background.

A proven practice shows that a successful Availability ensures all authorized work accomplished by maintenance providers is tasked such that the work breakdown structures supports the integrated schedule, work control, certification and the maintenance provider’s requirements.

Work Integration is not only development of an integrated schedule but joint planning, joint execution and continual dialog between various maintenance providers and the ship. Therefore it is imperative that the Work Package be defined and sponsors assign maintenance providers to the Availability before Work Integration efforts commence.

Best Practices included:

• Identifying and solving potential work conflicts between maintenance providers must be done in a timely manner in order to have minimal impact on production when using the Communication Strategy.

• Supporting Ship’s Force habitability goals and requirements. • Developing the integrated schedule prior to the start of the availability. • Review of the non-shipyard work schedule with the responsible department/team. • Space turnover plan between Ship’s Force and Contractors. • Gas Free of Tanks and Voids • Tank and Void close out schedule. • Temporary services required for crew habitability and production work. • WAFs/Tag-Out plan and coordination. • Communication between the AIT, S/F, and the RMC

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Availability  Project  Team  Handbook  Appendix  I:  Work  Integration  Strategy  

6. Discussion.

The complexities of work integration and coordination should be resolved during planning by the Project Team. Incorporating the input of all individuals and organizations that make up the team into a single work integration plan increases the likelihood the project will be successful.

The Master Scheduler (J.K. Doe) needs to take a proactive approach in ensuring proper work integration into the Availability to minimize interference or overlapping of personnel in locations and times during execution of the Work Package. The Master Scheduler is tasked with developing an integrated project schedule that includes all significant work and testing authorized for accomplishment by the various maintenance activities, including S/F. Each maintenance activity, including S/F, shall provide scheduled start dates and duration for their work (to include testing start dates) to the Master Scheduler. The Master Scheduler will evaluate the inputs and develop a Preliminary Schedule that allows for no conflicts between the various maintenance activities’ schedules. The Schedule/POAM Strategy will be utilized in the development of the Work Integration Schedule. The Master Scheduler will then provide a preliminary copy of the schedule to S/F, RMC, AIT, MSMO, SPM, and TYCOM. The completed preliminary schedule will be reviewed with all Subcontractors, AITs and S/F for identification of conflicts and integration/sequencing work and testing. The final Schedule will be issued by A-30.

The schedule shall include all requirements of the 009-60, and include an Activity Identification Number, the Code/Contractor responsible for the work, a brief description of the Activity, the Activity’s duration in days, early start/late start and early finish/late finish Dates, and float. The schedule should be able to give an accurate representation of the work that is taking place on any day in the Availability in a chronological order. Milestones, and what Activity they pertain to, need to be listed in the schedule also. Overall, the Integrated Schedule needs to be easy to understand and read at the “deck-plate” level.

The Integrated Schedule will need to be updated continuously in order to capture all changes of work items and testing. It will also require updating in order that an accurate status of the Availability is provided at any moment. Regularly scheduled meetings will be conducted during the Availability to address progress and problem areas that impact work integration and work execution.

7. Schedule of Events.

Project Role/Position Responsible

Action Due Date or Milestone

Master Scheduler

1-1: Build and Publish the Preliminary Master Integrated Schedule

A-60

Master Scheduler

1-2: Build and Publish the Master Integrated Schedule A-30

Master Scheduler and Planning Coordinator

1-3: Both the Master Scheduler and Planning Coordinator will need to set up a series of model reviews.

A-20

Master Scheduler and

1-4: The Master Scheduler will be responsible for managing the schedule throughout the availability. The Project Manager will

Through Contract

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Project Manager

be responsible for tracking and driving production to meet scheduled dates and milestones.

Completion

PM 1-4: Monthly Production Meetings Monthly, 3rd Tuesday of every month

8. Additional Comments. 1-1: The Master Scheduler is tasked with developing an integrated project schedule that includes all significant work and testing authorized for accomplishment by the various maintenance activities and S/F. 1-3: Both the Master Scheduler and Planning Coordinator will need to set up a series of model reviews. These models will require the presence of trades and subcontractors. Its intention will be to check sequence of events, durations and logic of each activity within the schedule. 1-4: The Master Scheduler will be responsible for managing the schedule throughout the availability, including revisions for for change orders in the form of RCC’s, misses start/finish dates, etc. The Project Manager will be responsible for tracking and driving production to meet scheduled dates and milestones. 9. Performance Reporting.

The Turnaround Report will be used to track and update the schedule.

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Signatures

[Add signature blocks as necessary. The CO and NSA PM signatures are always listed last.] Prepared by: __________________________________________ ____________ [Name, Position/Role] Date [Organization] Concurrence: [Name, Position/Role] Date [Organization] Concurrence: [Name, Position/Role] Date [Organization] Concurrence: CAPT/CDR [Name] Date Commanding Officer, USS XXX Approved by: [Name, Position/Role] Date [Organization NSA Project Manager]

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USS XX FYXX SRA Integrated Schedule

Appendix I: Work Integration Strategy

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Communication Strategy

1. Responsibility.

The USS XXX NSA Project Manager has responsibility for the development, communications, dissemination, maintenance and execution of this strategy.

2. References.

A. Joint Fleet Maintenance Manual (JFMM): COMFLTFORCOMINST 4790.3 Rev B; Reports & messages required by Surface Maintenance Policy Guidance

B. DRAFT Project Team Handbook, Chap. 4 and 5 C. Project Management Institute: A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) Fourth Edition 2008, Chapter 10, Communications D. SL720-AA-MAN-030, Surface Ships and Carriers Entitled Process for Modernization and

Operations Manual (The ONEBOOK, Rev. 3) E. https://www.surfor.navy.mil/engineering/hotwash F. DRAFT Ships Manager Guide

3. Enclosures.

(1) USS XX Project Team Contact List

4. Introduction.

The Communication Strategy will define how information will be communicated amongst the USS XXX Project Team members and out to stakeholders. It will also establish the following:

• Clearly define Project Team communication lines of authority and reporting. • Expectations for daily communication within the Project Team, and an effective meeting schedule

with Business Rules. • Identify the types of information that needs to be communicated, and the person responsible for the

communication. By developing proper communication channels, Project Teams will be less inclined to not open up or share information with people that are not part of their “group,” or local members to be stakeholders in the project. The lack of communication early in the planning period of a project causes ineffective partnerships with sponsors, ship’s force, or Fleet and NAVSEA program offices.

• Identify the types of reports that need to be developed, their reporting schedule and the person responsible for each report.

• Identify a plan for capturing, documenting and incorporating Lessons Learned. It is important for Lessons learned to be captured and submitted throughout the Availability in order to ensure accurate articulation and the opportunity for other teams in their advanced planning and execution phases may also benefit from ongoing process and performance improvement.

The following areas will be addressed in detail to establish effective communication throughout the Project Team for the duration of USS XX SRA:

• Alignment Responsibility and Communication Model • Communication Responsibility • Distribution for Letters of Memoranda • Special Briefings • Events Requiring Notification • Electronic Communications • Meetings

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• Lessons Learned Communication

5. Background.

Lessons Learned from numberous availabilities and ships indicate a variety of issues that cause meetings to be ineffective. Examples include:

• Meeting goals are vague or not communicated to the Project Team • Decisions cannot be made or the right information shared when participants without authority or

appropriate information attend the meeting • Meets are inefficient at best when they “wonder off-topic” or have to be extended because

participants were unprepared • Project Team members are often double-booked for meetings when they are scheduled without

consideration of the planned meeting schedule

6. Discussion.

Alignment Responsibility & Communication Model One of the early keys to success for the availability is the relationship between the leadership of the Modernization and Maintenance Teams, and the Ship’s CO. It is imperative that throughout the planning and execution of the availability, that they establish, develop, and maintain a close working relationship. To facilitate this relationship, it is highly recommended that the SPM, NSA PM and Ship’s CO discuss the defined Project Team communication lines of authority and reporting as well as their expectations for daily communication with the Project Team.

Communications Responsibilities. Clear definition of communication responsibilities for project activities and for specific work on the project should be identified and communicated beginning with the first advanced planning activities through to the closing of the project. The USS XXX SRA Project Team began formally listing Project Team members’ responsibility for and involvement with various project activities at IPTD STEP I and STEP IA as shown in the following RACI chart. (See Figure 1 below.) Chart Key: R= Responsible, A= Accountable, C= Consulted, I= Informed USS XXX FYXX SRA Who (Position, Title, Code)

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Item Project Plan or Strategy

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1 Advanced Planning I C R I I I 2 AIT Management I R I I I 3 Cableway Team I I I I I 4 Co-Location I R I I I 5 Compartment Release & Closeout I

I I I

6 Contractor Performance Measurement I I R I I I

7 Environment, Safety & Health I

I I I 8 Financial Management I C I R I I 9 Material Management I C I I I

10 Off-Island Work Integration I I I I I 11 Quality I I I R I I 12 Resource Management R C R I I I 13 Risk Management R C I I I 14 Schedule Management I C R I I I 15 Team Development R C I I I 16 Total Ship Test Plan I C R I I I 17 TSSRA / Assessments I I I R I I

Figure (1) Distribution for Letters and Memoranda. The following serves as a minimum requirement for the Distribution of any Letters and Memoranda pertaining to USS XX SRA:

• The NSA Project Manager shall be on the distribution list for all correspondence involving the project. The PM makes internal distribution on the ship as required.

• The SMMO / Ship Availability Coordinator concurs with all letters and memoranda sent to the ship’s CO.

• An approved distribution list will be established for internal project-related memoranda. The list will be maintained by the PM.

• All organizations that have the potential to affect letters and memoranda shall be on the distribution list.

Special Briefings. For any Special Briefings that occur during USS XX SRA, the following guidelines shall be followed:

• The ship’s Commanding Officer, the involved LMA/MSR, SPM, and the NSA Commander are invited to all scheduled progress reviews (25%, 50%, 75%, 100%). Additionally, the PM will invite other modernization & maintenance stakeholders.

• Ship Department Heads are included on any special briefing concerning their departments, or departments that they are representing at any given time.

• The ship’s CO, CHENG, Project Engineer, Port Engineer, Program Manager, and Project Officer will be included on any special briefs for off-yard managers concerning the ship (e.g., high-level management briefs on progress, problem resolutions, etc.).

• Special briefings (CO briefings, Docking, Light-Off, Scheduled shipboard tours, 50% Progress Review, etc.) will be included in the Schedule of Events below.

Special Briefings will also include:

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• The Program Office Briefs (A-12, A-6, A-4) • Major S/As, Training Requirements, MPT & Crew Stabilization Plans • Progress and staff reporting tanks/spaces/staffing/EVMS, etc. • Briefing of the Work Integration Schedule. The briefing of the schedule, should serve to provide a

thorough understanding of the total execution plan. • Regularly scheduled meetings during the Availability to address progress and problem areas that

impact work integration and work execution. • Arrival Conference • AIT In-Briefs to S/F • AIT Out-Brief

Events Requiring Notification. The list includes the personnel and action that must take place for any Event Notification:

• The Integrated Project Team agrees to the terms of Ship’s Force and shipyard emergency notification process. The OOD, PM, MSRs and OSICs are notified immediately of any emergency situation occurring on the ship while in the shipyard. Terms include procedures for immediate notification of the ship’s CO and NSA Commander respectively.

• The Ship CO, NSA Commander, SPM and Maintenance Team must concur when a key event or milestone must be moved prior to making the change.

• No organization is put on report by another without prior discussion between both parties and the NSA PM and Team Lead/PARM.

• The ship’s agenda items should not be submitted prior to discussion with the NSA PM, LMA, SPM, and the Ship Availability Coordinator. This is intended to foster prompt problem solving by the Project Team where problems could be solved quickly yet preserve the channels of communication. This includes involvement of senior management to solve chronic problems beyond the ability of the project team.

Electronic Communications. • Key Project Team members will have cell phones with important numbers pre-programmed into

the phone. The PM will ensure the phone lists of all managers’ phone numbers, including pager, home, cell phone, and work numbers are up-to-date and distributed to the entire Project Team.

• Email and internet access for key project members will be available in the following locations: o Connex Box #5 o Connex Box #6 o Project Team Trailers.

• Required Emails during the Availability include: o Weekly ASR to N43 – POC: LT L.T. Noboday, XRMC, Code XXX o Weekly ESH Report – POC: Mr. C. Doe, Code XXX o Weekly QA Reprot – POC: Ms. S. Cale, Code XXX o Weekly AIT ILS Discrepency Reports – POC: Mr. C. Carl, Code XXX

Meetings. Dissemination of the Meeting Schedule and all enclosures should be accomplished at the Arrival Conference, via RMMCO at check-in for AITs, during Daily/Weekly Production meetings, and posted in the Weekly Production Meeting location/room. Meetings are a primary way to pass and gather desired information. They do, however, require one of the most precious commodities: time. With this in mind, effective management of the time utilized for meetings is extremely important. The following are guidelines for conducting effective meetings.

• Make the required attendance, authority and input required for the meeting clear.

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• Identify someone to be the Meeting Recorder. • Clearly identify the meeting’s objectives and expectations. • Prepare and distribute an agenda for each meeting. • Review unsolved issues and action items at the conclusion of each meeting or at a specific,

scheduled time identified on the meeting’s Action Items list. • Hold each other accountable for participation and action items. • For each item or issue, assign responsibilities with a point of contact and a due date. • Disseminate minutes from the meeting. • Meeting room selection should include a supportive environment in terms of minimal noise,

comfortable seating, proper ventilation, and adequate lighting. • Ensure that any substitutes for participants (delegates) have the required information and authority to

actively participate in the meeting and commit resources or make decisions. • All project team members and attendees shall be prepared to speak to their respective items of

interest. • Promote open lines of communication that is not limited to scheduled meeting times. Utilize the time

before and after meetings to continue the flow of information. As a minimum, the following meetings will be conducted during Execution of the USS XXX Availability:

• Daily Production Meetings. These will occur promptly at 0700 in #4 Production Trailer (Work Control). • Daily CFR Meeting with USS XX CO following the Daily Production Meetings in the #4 Production

Trailer (Work Control). • Weekly Project Team Meeting will occur every Friday at 0900 in the #4 Production Trailer (Work

Control). The Project Manager reserves the right to increase the frequency of the meetings for Special Events (such as PCD, LOA, etc.)

• Weekly command level production meeting will occur following the Weekly Project Team Meeting. • Monthly Planning Board For Maintenance (PB4M) will be scheduled by the USS XX Executive Officer

NLT the first of each month.

Lessons Learned (LL) Communications. Lessons learned as a result of both positive and negative experiences during the course of availability, have the potential to result in improved performance during subsequent operations if they are effectively disseminated. The need to reduce overall costs justifies a coordinated effort to document and share lessons learned with future projects.

A simple and streamlined process is vital to gain benefits while minimizing cost and distraction from other project duties.

The SURFOR website, https://www.surfor.navy.mil/engineering/hotwash, is the central database for Lessons Learned. Team members are expected to review existing LL during planning to gain full benefit from previous projects and to contribute regularly to the database throughout the availability.

• Utilize the Continuous Hot Wash (CHW) website for documenting Leassons Learned (LLs) and Hot Wash issues captured throughout the duration of the planning and execution of the availability. Issues will be discussed during monthly CHW meetings.

• Consider CAR responses as inputs for LL, if appropriate. • Place LL drop boxes on the ship/barge. Include rip-off sheets for S/F and any other workers to write down

thoughts and ideas. • Initial Lessons Learned Review – Early in planning, have a cross-section of team members review the

current LL database for valuable LLs to be considered and/or applied in the planning and execution of the availability. This may require several review sessions.

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Key Events and Milestones It should be the intention of the Project Team to clearly define what each Key Event and Milestone are for the Availability. In the definition, the actions or items that are incorporated into the KE/Milestone to be completed should be clearly annotated. By properly communicating these definitions to the Proejct Team, the Availabilty will be more successful. The following is a minimum requeirement for a complete definition:

• Statement of KE/Milestone • Action Items, or Events, that fall under the KE/Milestons • Target completion date(s) for the KE/Milestone and Action Item(s) • Responsible Code(s)

Each Key Event and Milestone should be clearly communicated to the Schedule Master to ensure that it is incorportated into the Integrated Schedule for the Availability. Messages. USS XX CO will have releasing authority on the following messages. As a minimum, the messages will be routed via USS XX SMMO, all DH’s, XO, Port Engineer, and the Project Manager.

• Required Planning Messages: o Advanced Planning Message o Ready to Start Message

• Required Execution Messages: o Weekly SITREP o Request to commence Fast Cruise o Report of completion of Fast Cruise o Monthly Availability Status Message o Hot Wash Notification Message o Readiness for Sea Trials

• Required Post-Availability Messages: o Availability Completion Message (C+10) o Lessons Learned Message

7. Schedule of Events.

Project Role/Position Responsible

Action Due Date or Milestone

PM 1-1: Assign responsibility for meeting schedule and agenda management

PM 1-2: Identify & adopt Meeting Guidelines. Include the guidelines in the Communications Plan

PM/Project Officer

1-3: Include a preliminary Planned Meetings List in the Communications Plan. (Advanced and execution meetings)

PM/PE/CO/PMR 1-4: Assure access for all project team members (as appropriate) to the SURFOR website for review and entry of Lessons Learned (Reference G)

PM 1-5: Include access to Lessons Learned website as part of team on-

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boarding

PM 1-6: Daily Production Meeting

PM 1-7: Weekly Project Team Status Meetings

PM 1-8: Finalize Planned Meeting List with actual times and locations.

PM 1-9: Identify items contributed to or eligible to be added to the Lessons Learned database in the last month.

PM/PMR 1-10: Monthly Team Planning Meetings

CO 1-11: Weekly Availability SITREP

PM 1-12: Review Conference

PM 1-13: Definition of all Key Events and Milestones for PCD

8. Additional Comments.

1-1: Meeting Schedule and Agenda Management will be assigned to Jane Dane, Project Team Business 1-5: A Lessons Learned Database for Ship’s Force will be maintained by LTJG J. Carl, Electrical Officer. A Lessons Learned Database for the Ship Yard will be maintained by Ms. Kel Doe, Code 2XX. 1-6: Daily Production Meetings will be held at 0700 in the #4 Production Trailer (Work Control). 1-10: Monthly Production Meetings will be held at 1500 the third Tuesday of the Month in the #4 Trailer (Work Control). 1-13: The definition of all Key Events and Milestones, to include the actions or items that are incorporated into the KE/Milestone to be completed should be clearly annotated for understanding by the Project Team. 9. Performance Reporting.

LL Metrics: Significant contributions to the Lessons Learned Database will be identified and tallied each month.

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Signatures

[Add signature blocks as necessary. The CO and NSA PM signatures are always listed last.] Prepared by: __________________________________________ ____________ [Name, Position/Role] Date [Organization] Concurrence: [Name, Position/Role] Date [Organization] Concurrence: [Name, Position/Role] Date [Organization] Concurrence: CAPT/CDR [Name] Date Commanding Officer, USS XXX Approved by: [Name, Position/Role] Date [Organization NSA Project Manager]

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Enclosure (1): USS XXX Project Team (Include all Members)

Last

Name First

Name Military Rank Email Work Phone Cell Phone Project Role ORG

1 Cares Kevin [email protected] 888-888-8888 888-888-8888 PMR Hull Manager SEA21

2 Cyd Noone [email protected] 888-888-8889 888-888-8889 SBS PHNSY & IMF

3 Decon Light [email protected] 888-888-8890 888-888-8889 CG XX ILO Rep PHNSY & IMF

4 Noone Cyd CWO4 [email protected] 888-888-8891 888-888-8890 A-CHENG USS XX

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Production Completion Date (PCD) Strategy

1. Responsibility.

The USS XXX NSA Project Manager has responsibility for the development, communications, dissemination, maintenance and execution of this strategy.

2. References.

A. Joint Fleet Maintenance Manual (JFMM): COMFLTFORCOMINST 4790.3 Rev B; Vol. II and Vol. VII

B. DRAFT Project Team Handbook, Ch. 4 and 5

3. Enclosures.

(1) Key Events / Milestones for PCD

4. Introduction.

The PCD Strategy will define what Key Events and Milestones will be managed by the USS XXX Project Team members and other stakeholders for PCD. It will also establish the following:

• Events required to be completed for PCD • Management of Key Events and Milestones for PCD

5. Background.

Past experience on many availabilities and ships indicate a variety of issues that cause PCD not being meet. Examples include:

• Ship’s Force unable to access the Main Spaces • On-going work in Main Spaces • Cleanliness of Main Spaces • In-complete testing (cold plant) • Improper Closeout of Tanks and Voids • Unexpected Growth Work • Space turn-over

Previous Availabilities also show that if excessive production work and testing is still ongoing at the time PCD is evaluated as complete, key event preparations will be adversely be negatively affect causing the Hot Operations Key Event Date to be impacted.

6. Discussion.

Production Completion Date (PCD) PCD is a CNO Availability key event that is scheduled two weeks prior to the respective Plant Light Off Assessment (LOA) / Hot Operations. PCD marks the Project Team’s transition form a “production work mindset” to an “operational mindset.” It is the intent that all major propulsion plant work and cold plant testing will be complete by all maintenance providers by the scheduled propulsion plant PCD. At PCD, all work involving the Main Spaces is complete and the space is turned over to Ship’s Force. PCD provides sufficient time for Ship’s Force to shift from a maintenance environment back to operations.

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PCD is the point at which the Project Manager and the Ship’s Chief Engineer (CHENG) agree that work and testing are accomplished to the extent required to support Ship’s Force preparations for Light Off Assessment (LOA)/Steaming. As minimum, the following should be considered for PCD:

• Ideally, all originally identified work and testing are complete • Original work outstanding that does not impede the ship’s ability to make preparations for LOA should

not delay PCD • Space(s) are accessible, and can be utilized for their intended purpose/function (i.e. safe operations

of the plant) • Equipment Availability:

o Propulsion plant / electrical generators o Major system piping and valves intact/available o Critical pumps o Underwater hull / rudders o Damage control / firefighting equipment o Access opening and ladders installed for clear passage and are operational o Removal of Temporary Services, except those required for LOA o Major lagging repairs completed o All machinery in-place, assembled, and cold checks are completed satisfactorily IAW current

instructions o Missing deck plates and supports installed o Lose industrial material and debris removed o Danger Tags removed and system restoration

Enclosure (1) lists all Key Events and Milestones that are specific to USS XX Project Team that must be met in order for PCD to be evaluated as complete. These Key Events and Milestones are also defined within the Work Integration Schedule. Light Off Assessment (LOA) LOA is typically scheduled two weeks after the PCD Key Event. The time reserved between PCD and propulsion plant light off is set aside to allow Ship’s Force to complete, as a minimum, the following:

• Pre-event certifications • Clearance of tag-outs • Complete remaining discrepancy corrections • Deep cleaning • Small valve maintenance • Ship’s Force startup maintenance / check-off sheets • Valve lineups • Removal of temporary services • Training

Delaying PCD If PCD must be delayed, strong consideration should be given to moving LOA in order to ensure adequate time (typically two weeks) for Ship’s Force to make preparations for LOA. If enough time is not given between PCD and LOA, the transition from a maintenance environment to an operation environment may be negatively affected. It is permissible for some production work and testing to be ongoing after PCD. However, the Project Team will generate an “Exceptions List for PCD.” The list will detail all work, and its associated testing that is intended to continue after PCD. The Project Team will formally agree that the intensity and/or volume of the items on the Exception List for PCD will not negatively impact the Project’s PCD and LOA. The Exception List for PCD will be carefully evaluated and agreed upon by USS XXX Commanding Officer, Chief Engineer, and Project Manager.

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7. Schedule of Events.

Project Role/Position Responsible Action

Due Date or Milestone

PM 1-1: Define all work that must be accomplished by Production Completion Date WPIC

PM 1-2: Provide list of all PCD milestones to the Schedule Master. A-90

PM / CHENG 1-3: Provide a list of all Ship’s Force jobs to be completed for PCD to the Schedule Master to the Schedule Master.

A-90

Master Scheduler

1-4: Build and Publish the Master Integrated Schedule A-30

PM 1-6: Monthly Production Meetings Monthly, 3rd Tuesday of every month

8. Additional Comments. 1-1: The PM is responsible for preparing the WPIC Agenda. At the WPIC, the LOA / PCD Milestone Sheet should be signed. 1-2: A list of all work items (Enclosure (1)) that must be completed for PCD to be met, will be provided to the Schedule Master IOT ensure integration into the Master Schedule. 1-3: Ship’s Force work items are listed in Enclosure (1). 1-4: The Master Scheduler will be responsible for managing the schedule throughout the availability. Any change orders in the form of RCC’s will need to be inputted into the schedule. The Ship Supt will be responsible for tracking and driving production to meet scheduled dates and milestones. 9. Performance Reporting. The Turnaround Report will be used to track and update the schedule for PCD.

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Signatures

[Add signature blocks as necessary. The CO and NSA PM signatures are always listed last.] Prepared by: __________________________________________ ____________ [Name, Position/Role] Date [Organization] Concurrence: [Name, Position/Role] Date [Organization] Concurrence: [Name, Position/Role] Date [Organization] Concurrence: CAPT/CDR [Name] Date Commanding Officer, USS XXX Approved by: [Name, Position/Role] Date [Organization NSA Project Manager]

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Key Events / Milestones for PCD

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ITEM # MUST DO RESPONSIBLE ORGANIZATION NOTIONAL DATE COMP SOURCE

1 Technical Foundation Paper SURFMEPP A-7 years E2E

2 Class Maintenance Plan (CMP) SURFMEPP A-7 years E2E

3 Ship modernized and maintained to current operating capability TYCOM A-7 years E2E

4 Refined class maintenance plan identifies life cycle maintenance requirements (continuous) PMS A-7 years E2E

5 Fleet scheduling conference at A-7 years. SY first identified, workload first identified, capability plan FLEET A-7 years E2E

6 Long Range Maintenance Schedule (LRMS) by hull, Ship Sheet SURFMEPP A-900 E2E

7 TSRA (Pre-Deployment Assessments) FRP Cycle Event A-870 E2E

8 Advanced planning letter PMS A-810 to A-540 E2E

9 Life Cycle Planning Conference (LCPC) FRP Cycle Event A-780 to A-770 (C+130) E2E

10 C+120 Pre-Push BAWP SURFMEPP A-780 E2E

11 Refined class maintenance plan identifies life cycle maintenance requirements (continuous) FLEET A-780 E2E

12 C+140 Upload BAWP Life Cycle CMP tasks to RMAIS, Issue formal planning schedule letter SURFMEPP A-750 E2E

13 NCMC provides long-range programming review (FYOP and beyond) FLEET A-720 E2E

14Execute assessments and document required repairs. MSMO, Ship's Force, CNRMC,

ISEA, SURFMEPP, TYCOMA-720 E2E

15Review deferral items with TYCOM MSMO, Ship's Force, CNRMC,

ISEA, SURFMEPP, TYCOMA-720 E2E

16 Review change deferral items with technical authority TYCOM A-720 to A-120 E2E

17 Update BAWP ICMP tasks with assessment results / new requirements (continuous) SURFMEPP A-690 to A-90 E2E

18 Integrate Modernization and 2 Kilo generation (continuous) SURFMEPP A-690 to A-90 E2E

19 Planning activity (PEO/PARM) identifies initial Headquarters Controlled & Procured Material (HCPM) ) PEO/PARM A-660 E2E

20Planning activity (PEO/PARM) provides incremental funding for acquisition of Headquarters Controlled & Procured

Material (HCPM) PEO/PARM A-600 E2E

21 Install certification readiness review SEA 62 A-540 to A-450 E2E

22Planned baseline review focus on strike force and interoperability, integration, capability and balance issues NCMC,

EMI assessmentFLEET A-540 E2E

23Conduct TYCOM Readiness Assessment SURFMEPP, TYCOM, PEO/PARM,

PMSA-510 E2E

24 Match work package requirements to MMBP controls ($$) TYCOM A-530 to A-45 E2E

25Understanding the complete package assists in the early development of execution strategies and organization

structure.Project Team A-510 to A-360 Various

26

Commander Naval Regional Maintenance Center (CNRMC) must coordinate development of the Integrated Project

Team Development (IPTD). The organizations involved in the availability cooperate in the development and

issuance of an IPTD, which is the integrated schedule for availability planning. A common understanding is

important to gaining support and buy-in for the overall project plan.

CNRMC and RMCs A-510 to A-360CNRMC IPTD

Inst.

27 Planning Yard requests funding for all modernization work assigned. PEO/PARM and PMS A-480 E2E

28 Verify 50% BAWP tasks screened SURFMEPP A-470 E2E

29 SEA62 conducts final certification readiness review PMS A-450 to A-360 E2E

30 Commence monthly Maintenance Team Planning Meetings (PB4M) FRP Cycle Event A-420 E2E

31 Modernization sponsors provide funding to planning yard for ship change design. TYCOM, PEO/PARM, PMS A-420 E2E

32 IRCA-PR XX (November) FLEET A-420 E2E

33 Verify 100% BAWP tasks screened, CSMP/DFS/CLAD/BAWP review SURFMEPP A-410 E2E

34 Review Modernization plan for BAWP task integration SURFMEPP A-400 E2E

35 Total Ship Readiness Assessment - Post Deployment (as required in FRP Maintenance Cycle) FRP Cycle Event A-390 E2E

36 Modernization sponsors lock work package to support ship checks. TYCOM, PEO/PARM, PMS A-390 E2E

37 Turnover Pre-AWP to TYCOM SURFMEPP A-360 E2E

38 SPM/TYCOM issues initial Letter of Authorization (LOA) (including AITs) TYCOM, PEO/PARM, PMS A-360 E2E

39 Develop an integrated pre-availability Ship's Force (S/F) Training Plan. Ship's Force A-360 Various

40 Planning Start MSMO A-360 E2E

41 Executing activity establish availability in Navy Maintenance Database (NMD) MSMO, Ship's Force, CNRMC A-360 E2E

42 Pre-AWP Review SURFMEPP & TYCOM A-360 E2E

43 Approve AWP for RMC/MT SURFMEPP & TYCOM A-360 E2E

44 Issue Modernization SURFMEPP & TYCOM A-360 E2E

45 Monthly SPM progress meeting PMS A-360 to C+30 E2E

46

IPTD A-360 (Major Modernization Availability) / A-270 (Standard Availabilities) Event - Planning Meeting: develop

clear communications plan for the remaining IPTD Events, establish future IPTD Event dates and develop a strategy

for the planning and execution phases.

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-360 to A-270

CNRMC IPTD

Inst.

47IPTD A-360 (Major Modernization Availability) / A-270 (Standard Availabilities) Event - Planning Meeting: establish

future IPTD Event dates

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-360 to A-270

CNRMC IPTD

Inst.

48IPTD A-360 (Major Modernization Availability) / A-270 (Standard Availabilities) Event - Planning Meeting: develop a

strategy for the planning and execution phases

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-360 to A-270

CNRMC IPTD

Inst.

49 RMC PM requests funding from TYCOM for initial planning of AWP CNRMC A-345 E2E

50Modernization sponsors provide funding to planning yard for ship installation drawing (SID) development (PMs)

TYCOM, PEO/PARM, PMS A-330 E2E

51 Project Team review AWP MSMO, Ship's Force, CNRMC A-330 E2E

52Fleet indentifies maintenance funding allocation, availability, in ship specific maintenance and modernization

business plan (MMBP) (March) FLEET A-300 E2E

53RMC/SPM negotiate MMBPs with TYCOM (March of prior year) CNRMC, ISEA, SURFMEPP,

TYCOMA-300 E2E

54Planned baseline review focus on interoperability, integration and maturity issues, NCMC, EMI assessment

FLEET A-270 E2E

55 Planning Activity completes all ship checks. NSA A-270 E2E

56Modernization and repair sponsors provide incremental funds for acquisition of long lead time material by

executing activity. (PMs)TYCOM, PEO/PARM, PMS A-270 E2E

57

IPTD A-270 (Major Modernization Avail)/A-195 (Standard Avail) Event - Strategic Alignment Meeting: Team

members are identified and roles are defined, with different stakeholders sharing and shaping expectations CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-270 to A-195

CNRMC IPTD

Inst.

58IPTD A-270 (Major Modernization Avail)/A-195 (Standard Avail) Event - Strategic Alignment Meeting Focus: work

development, developing relationships, project strategies and identifying potential risk

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-270 to A-195

CNRMC IPTD

Inst.

59 Project Team review AWP MSMO, Ship's Force, CNRMC A-240 E2E

60 Submit 1st Deferral Request Letter TYCOM A-240 E2E

61 50% of D-Level repair work locked TYCOM A-240 E2E

62 SEA05D begin Deferral Request Letter adjudication PMS A-240 E2E

63 Total Ship Readiness Assessment - Pre-Availability (as required in FRP Maintenance Cycle) FRP Cycle Event A-240 to A-150 E2E

64IPTD A-195 Event (Major Modernization Avail) - Strategy Development Meeting: Communication Strategy discussed

and signed by the team

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-195

CNRMC IPTD

Inst.

65IPTD A-195 Event (Major Modernization Avail) - Strategy Development Meeting: PCD Strategy discussed and signed

by the team

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-195

CNRMC IPTD

Inst.

Appendix L: End-To-End Process Map Checklist

Availability Project Team Handbook Appendix L: End-To-End Process Map Checklist

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66IPTD A-195 Event (Major Modernization Avail) - Strategy Development Meeting: Risk Management Strategy

discussed and signed by the team

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-195

CNRMC IPTD

Inst.

67IPTD A-195 Event (Major Modernization Avail) - Strategy Development Meeting: Schedule-POA&M Strategy

discussed and signed by the team

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-195

CNRMC IPTD

Inst.

68IPTD A-195 Event (Major Modernization Avail) - Strategy Development Meeting: Work Integration Strategy

discussed and signed by the team

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-195

CNRMC IPTD

Inst.

69 MSMO completes planning and estimating of work assigned by A-240 timeframe MSMO A-190 E2E

70 Planning Yard provide ship integration drawings (SIDs) to NSA for use by executing yard and AITs. PMS A-180 E2E

71 LOA A-180 Change 1 (SPM) TYCOM, PEO/PARM, PMS A-180 E2E

72 C5IMP deadline for modernization; late proposals use electronic change configuration board NCMC FLEET A-180 E2E

73 PEO/PARM/TYCOM Modernization risk assessment submitted. TYCOM, PEO/PARM, PMS A-175 E2E

74 Conduct initial Platform Certification Decision (PCQ). SEA 62 A-150 E2E

75 TYCOM approve modernization risk assessment TYCOM A-150 E2E

76TYCOM lead the CASREP, TSO, DFS resolution MSMO, Ship's Force, CNRMC,

ISEA, SURFMEPPA-150 E2E

77 Modernization Sponsor identifies AIT support/schedule impacts requirements. TYCOM, PEO/PARM, PMS A-135 E2E

78 CASREP, TSO, DFS resolution TYCOM A-120 E2E

79 Submit 2nd deferral request letter TYCOM A-120 E2E

80

IPTD A-120 Event (Major Modernization and Standard Avails) - Tactical Execution Meeting: briefings and

discussions of the team shift from a strategic to a tactical view, and expanded participation by the Ship's Force is

desired. (Meeting is conducted in conjunction with the Work Package Integration Conference (WPIC).)

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A-120

CNRMC IPTD

Inst.

81Approved C5IMP installations not certified requires SYSCOM request risk assessment from the cognizant TYCOM

FLEET A-120 E2E

82 SPM issues LOA Change 2. Certification plans approved. TYCOM, PEO/PARM, PMS A-120 E2E

83NSA (RMC Acting) review work package with executing activities and AITs at Work Package Integration

Convergence (WPIC).NSA A-120 E2E

84 Project Team review AWP MSMO, Ship's Force, CNRMC A-120 E2E

85 Finalize services SURFMEPP A-120 to A-90 E2E

86 80% of D-Level repair work locked TYCOM A-120 E2E

87 100% of O-Level repair work locked TYCOM A-120 E2E

88 100% of I-Level repair work locked TYCOM A-120 E2E

89 MSMO completes planning and estimating of work assigned by 80% lock. MSMO A-95 E2E

90 Modernization sponsor award AIT contract for work not being done by Prime Contractor. TYCOM, PEO/PARM, PMS A-90 E2E

91 SPM issues LOA Change 3 (If required). TYCOM, PEO/PARM, PMS A-75 E2E

92 Update AWP ICMP tasks with assessment results / new requirements SURFMEPP A-75 E2E

93 TYCOM Letter Lock SURFMEPP & TYCOM A-75 E2E

94 100% D-level repair work locked TYCOM A-60 E2E

95 MSMO completes planning and estimating of all work assigned MSMO A-55 E2E

96 RMC PM request mod funding CNRMC and ISEA A-55 E2E

97 Modernization Sponsor provides avail funding for modernization to RMC. TYCOM, PEO/PARM, PMS A-45 E2E

98

IPTD Event A-45 (Major Modernization Avails)/A-30 (Standard Avails) - Execution Readiness Meeting: Information

about team leadership and structure, roles and communication, work package, and strategies developed through

the IPTD process is presented to the supervisors by Core Project Team leaders. (meeting will be conducted around

the A-45 to A-30 timeframe or the Work Package Execution Review (WPER))

CNRMC, RMC, PE (HM&E and

CS), LMA PM, Ship's Force,

Sponsor Oganizations,

contractors, and AITs

A-45 to A-30CNRMC IPTD

Inst.

99

IPTD Event A-45 (Major Modernization Avails)/A-30 (Standard Avails) - Execution Readiness Meeting: Project Team

focus on preparing its Readiness to Start brief (meeting will be conducted around the A-45 to A-30 timeframe or

the Work Package Execution Review (WPER)

CNRMC, RMC, PE (HM&E and

CS), LMA PM, Ship's Force,

Sponsor Oganizations,

contractors, and AITs

A-45 to A-30CNRMC IPTD

Inst.

100 Issue final AWP TYCOM A-45 E2E

101 NSA (RMC Acting) definitizes with MSMO. NSA A-35 E2E

102 RMC CHENG quick button Tech Warrant deferral CNRMC A-35 E2E

103 Submit and implement alteration/modernization risk assessment letter TYCOM A-30 E2E

104 Planning Yard delivers material (LLTM and kitted material) (PMs) TYCOM, PEO/PARM, PMS A-30 E2E

105 Project Team conducts Work Package Execution Review (WPER) FRP Cycle Event A-30 E2E

106 Integrated critical systems testing plan due MSMO, Ship's Force, CNRMC A-30 E2E

107 Send "Ready to Start" Message CNRMC A-14 E2E

108 Final risk assessment letter TYCOM C+0 E2E

109

Start of Availibility NSA, MSMO, Ship's Force,

CNRMC, ISEA, SURFMEPP,

TYCOM, PEO/PARM, PMS, Fleet,

OPNAV

A-0 / SA00 E2E

110 TSRA: Avail lifecycle assessmetns CNRMC, ISEA Avail Execution E2E

111 TSRA: Tief 1 and Tier 2 Material Checks CNRMC, ISEA Avail Execution E2E

112

Availability Milestone: Dock Ship NSA, MSMO, Ship's Force,

CNRMC, ISEA, SURFMEPP,

TYCOM, PEO/PARM, PMS, Fleet,

OPNAV

Avail Execution (DD00) E2E

113

Availability Milestone: Undock Ship NSA, MSMO, Ship's Force,

CNRMC, ISEA, SURFMEPP,

TYCOM, PEO/PARM, PMS, Fleet,

OPNAV

Avail Execution (DD00) E2E

114

Availability Milestone: Production Completion Date (PCD) NSA, MSMO, Ship's Force,

CNRMC, ISEA, SURFMEPP,

TYCOM, PEO/PARM, PMS, Fleet,

OPNAV

Avail Execution E2E

115

Availability Milestone: Complete Production Work NSA, MSMO, Ship's Force,

CNRMC, ISEA, SURFMEPP,

TYCOM, PEO/PARM, PMS, Fleet,

OPNAV

Avail Execution (WC00) E2E

116

IPTD Event 50% Review (Major Modernization and Standard Avails) – Regroup/Refocus Meeting: Review the

effectiveness of the strategies and project plan, making course corrections as necessary to ensure the success of

the availability.

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A+30 to A+60 / 50% Complete

CNRMC IPTD

Inst.

117

IPTD Event 50% Review (Major Modernization and Standard Avails) – Regroup/Refocus Meeting: Ensure the Project

Team has a solid plan and strategies that will be executed through PCD, testing, SF training and completing the

availability

CNRMC, RMC, PE (HM&E and

CS), LMA PM, and Ship's Force A+30 to A+60 / 50% Complete

CNRMC IPTD

Inst.

Appendix L: End-To-End Process Map Checklist

Availability Project Team Handbook Appendix L: End-To-End Process Map Checklist

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118

Availability Milestone: Avail Completion NSA, MSMO, Ship's Force,

CNRMC, ISEA, SURFMEPP,

TYCOM, PEO/PARM, PMS, Fleet,

OPNAV

C+0 (CA00) E2E

119

Availability Milesonte: Sea Trials NSA, MSMO, Ship's Force,

CNRMC, ISEA, SURFMEPP,

TYCOM, PEO/PARM, PMS, Fleet,

OPNAV

C+0 E2E

120 SEA62 consolidated software delivery NSWC Port Hueneme PMS A+60 E2E

121 MSMO reports closeout data (cost) in NMD MSMO C+30 E2E

122 Maintenance Team conducts Lessons Learned Conference (LLC) MSMO, Ship's Force, CNRMC C+30 E2E

123 SURFMEPP/AWP-BAWP Closeout Verification and Assessment Meeting FRP Cycle Event C+45 E2E

124 End of analysis SURFMEPP C+60 E2E

125 Maintenance Team issues departure report identifying final avail costs MSMO, Ship's Force, CNRMC C+60 E2E

126 Submit final BAWP/AWP closeout report SURFMEPP C+90 E2E

127 LRMS update by hull SURFMEPP C+90 E2E

128 Review and approve BAWP/AWP closeout report TYCOM C+90 E2E

129 Submit budget input (ship sheet) TSO next PR/POM review (deferrals/LRMS) SURFMEPP C+120 E2E

130 SEA62 conduct final platform certification decision (IPCD) SEA 62 C+120 E2E

131 Start of Next Planning Cycle FRP Cycle Event C+120 E2E

Appendix L: End-To-End Process Map Checklist

Availability Project Team Handbook Appendix L: End-To-End Process Map Checklist

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Availability  Project  Team  Handbook  Appendix  M:  Best  Practice  Checklist-­‐Planning  

BP  #   Best  Practice-­‐  Planning    

Applicable  Ship  Class  

Category   Relevant?  (Y/N)   Assigned  Party  

001 Conduct paint samples during pre-SRA CMAV in order to preclude abatement issues while working in adjacent spaces.

ALL Planning

002 Plan for a CMAV or window of opportunity prior to availability start to prepare the ship for entering the yard period. ("Smart Start")

ALL Planning

003

AC plant work needs to be integrated with maintenance and modernization early on in the planning stage. This work should be accomplished by the MSMO due to the possible impacts on the overall availability.

ALL Planning

005 Senior Leadership must be informed if Ship's Force does not plan to move ashore during availability.

ALL Planning

006 Developing a strategy for the lay-up process may be extremely beneficial during availability planning.

ALL Planning

007

Developing a Legacy Systems Strategy that articulates setting asides funds in support of new work items identified during testing of modernization installations may help mitigate issues with Legacy Systems integration.

ALL Planning

014

During the advance planning, the PT should consider strategies to streamline the work specification review process. This may include engaging RMC Engineering to help better facilitate work specification, a regular drumbeat of meetings with key personnel, and a set process to handle any changes required.

ALL Planning

016

The PM may consider utilizing metrics tools (from Metrics CoP and SURFMEPP SHARC Profile) to help identify, develop, and communicate risk strategies.

ALL Planning

017

Aging material (Vulcan couplings and A/V Mounts) should be considered for replacement. These items typically have a ten year life-span, and are currently operating at 15 years on most PCs.

PC Planning

023

Assessments of outstanding DFSs should be conducted prior to the Advance Planning Phase (A-360) to ensure they are incorporated into the Work Package where applicable.

ALL Planning

 

       

   

       

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Availability  Project  Team  Handbook  Appendix  M:  Best  Practice  Checklist-­‐Planning  

BP  #   Best  Practice-­‐  Planning    

Applicable  Ship  Class  

Category   Relevant?  (Y/N)   Assigned  Party  

027

It is recommended "Pre-Availability Sea Trials" be executed at the earliest convenience determined by the TYCOM N43 and N3, but as feasibly close to the Start of the Availability (SOA) as possible. The PT should make an effort to coordinate with Ship's Force to conduct "Pre-Availability Sea Trials". This would provide an opportunity to assess the ship's capability to complete a full power run, and various other Sea Trial Events, successfully. If the ship is unable to execute items during Pre-Availability Sea Trials, the deficiencies should be documented and included in the Availability Work Package.

ALL Planning

030 Utilizing the Systems and Equipment Material Assessment Team (SEMAT) was invaluable in augmenting S/F and Production Team support.

ALL Planning

031

Work specification sharing between Project Teams and RMCs has proven useful for Project Teams when writing the specs for their availabilities. Although shared specs can only be used as a guide, they can reduce the time it takes to write the specs for a work package.

ALL Planning

032

Communication between RMCs with similar challenges or executing similar availabilities has proven to be extremely beneficial to Availability success.

ALL Planning

035

During the planning phase (prior to the WPIC and the start of the Avail) a weekly work spec review is conducted by the maintenance team. During the weekly review, any necessary corrections/changes need to be done during the meeting so that all members of the maintenance team are aware of the changes that are taking place, eliminating the need for a secondary review of the changed items.

ALL Planning

037

Some PTs have found success in pre-staging long lead time materials (e.g. battle spare pistons) to have on-hand for the availability, should the need for replacement become necessary. This helps mitigate the impact of delays due to long lead time materials.

ALL Planning

038

Review work specifications early and often. Starting specs at A-360 was beneficial and allowed for review as they came in, significantly reducing the wait time and preventing a backlog of un-reviewed specs. Quality Assurance and Code 200 should be involved with the spec writing.

ALL Planning

039 Use of available Kitting Material was extremely helpful in obtaining materials for certain jobs. ALL Planning

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Availability  Project  Team  Handbook  Appendix  M:  Best  Practice  Checklist-­‐Planning  

BP  #   Best  Practice-­‐  Planning    

Applicable  Ship  Class  

Category   Relevant?  (Y/N)   Assigned  Party  

040

When an availability is changed from a Selected Restricted Availability (SRA) to a Dry-docking Selected Restricted Availability (DSRA), leadership needs to be fully informed of the impact of the change, which may include re-writing all specs and delays in obtaining Long Lead Time (LLT) materials/parts. The planning clock needs to be re-set in order to ensure availability success.

ALL Planning

041

Comments from the 2-Kilo should be included with the work specifications when they are entered in the Navy Maintenance Database (NMD). This aids the Project Managers (PMs) during the work spec reviews.

ALL Planning

043

The Ship Building Specialists (SBSs) were assigned from the last completed availability of the same type. This is helping to produce a core team of SBSs, in this case, for modernization availabilities.

ALL Planning

044

Project team members need to be in place during planning. This includes a Project Officer for the duration of the planning, and the Contractor’s SHIPSUP engaging with the team before A-120.

ALL Planning

045

Additional time needs to be allotted for the bid and approval process for avails costing more than $20M. NAVSEA 02 requires additional BCAs after this threshold.

ALL Planning

046 Do not screen more jobs that can be paid for with the authorized budget. ALL Planning

054

If a Project Team was tasked with replacing the stern tube seals while the ship was still in the water, it is strongly recommend by a previous PT that such repairs do not take place while the ship is in the water. The team was successful in their replacement regardless of not being able to double valve protection to the sea or a cofferdam. This is noted as a best practice to recognize the DECATUR Project Team in the event that future PTs are tasked with replacing the stern tube seals while not in a dry dock. Please contact your local AT representative to obtain more information.

ALL Planning

055

The PT is planning a 30-day pre-availability CMAV that will allow them to set up for the modernizations scheduled during the availability. The set-up will include emptying the Combat Information center and Central Control prior to the availability start date. This will also save significant production fire-watch hours that would otherwise be required.

ALL Planning

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Availability  Project  Team  Handbook  Appendix  M:  Best  Practice  Checklist-­‐Planning  

BP  #   Best  Practice-­‐  Planning  Applicable  Ship  Class   Category   Relevant?  

(Y/N)   Assigned  Party  

056

A “no cost” work item needs to be generated for tank closeout and turnover. By generating this work item, it can be made into an RCC when funding is needed for fixing discrepancies identified during compartment closeout.

ALL Planning

057 The GIG-E LAN alteration took approximately 17 weeks to complete. The install took 12 weeks, followed by a five week testing window.

ALL Planning

058

Any Availability starting at the beginning of the new Fiscal Year, in the month of October, should be considered as a potential pull ahead Availability. Maintaining project team flexibility and awareness of this potential to pull ahead avails that start at the beginning of the fiscal year will ensure that those avails are better prepared to adjust during the planning process (if dates are accelerated/ pulled ahead). It will also better prepare the team to ensure the necessary information is provided to the ACO to definitize the contract on time and minimize churn in the planning and execution phases.

ALL Planning

059 Ideally, ship checks should be conducted between A-180 and A-120. ALL Planning

060

The PT had originally planned for 1,000 underwater hull ultrasounds, but was advised to up that number to 3,000 by another project team that had recently completed a DSRA. The PT ended up using 2,800 hull ultrasounds.

ALL Planning

061 When installing a new or refurbished shaft, you should also plan for some flange work to be required.

ALL Planning

062 When parts are no longer manufactured, old parts must be refurbished. This can take additional time and needs to be planned for.

ALL Planning

063

PT members (PMs, PMRs, SBSs, etc) that were involved in specific avail types (mid-life, EDSRAs, etc.) should roll to similar projects to ensure knowledge and lessons learned are transferred. This creates a core team of PT personnel that are experts and can positively influence availability success.

ALL Planning

064

Bi-costal sharing can prevent late identification of multiple issues that have the potential to cause significant delays. For example, USS JOHN PAUL JONES contacted USS ARLEIGH BURKE at least twice a month to share real time lessons learned from their work package.

ALL Planning

083

During Availability Planning, the Project Team should consider conducting VTCs with the ship to ensure that the deployed S/F are included in the preparations.

ALL Planning

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Availability  Project  Team  Handbook  Appendix  M:  Best  Practice  Checklist-­‐Planning  

                       

BP  #   Best  Practice-­‐  Execution    

Applicable  Ship  Class  

Category   Relevant?  (Y/N)   Assigned  Party  

029

Project Teams need to be aware of ships that will have only a caretaker crew at the time of availability execution and take action to plan and mitigate accordingly.

MCM, PC, LCS Execution

036

In order to meet aggressive goals (e.g. preservation of four main spaces during a 16 week availability), the Project Team could set internal milestones. For aggressive preservation work, suggestions include completing all required surface preparations for preservation and setting the overall completion date for 4-5 days prior to the firemain light off.

ALL Execution

048 Conduct a Business Case Analysis for all new work prior to sending the jobs to the PE for review.

ALL Execution

065

Good communications between the contractor and SBS can lead to low CFR Cycle Times. If the CONTRACTOR communicates with the SBS in advance that a CFR will be submitted, preparations can be made for the receipt of that CFR and quickly turn around the time it takes for the Government to process it.

ALL Execution

066

The PSE and QAS performed weekly audits with the Maintenance Team and the Contractors on the CFRs and RCCs. This allowed for quick turn-around on the certification of key events.

ALL Execution

067

A central Work Control Location (“The Box”) set-up onboard USS JOHN PAUL JONES to coordinate the writing, review, and issue of all Tag-Out’s and WAFs.

ALL Execution

068 Objective Quality Evidence (OQE) should be started at the beginning of the availability.

ALL Execution

069 Having a full-time, on-site ACO starting at or before 30% can greatly increase productivity and help with the COPA processing.

ALL Execution

070

The PT should consider requiring that proper Test Inspection Plans (TIPs) be submitted before Work Authorization Forms (WAFs) or COCs are approved.

ALL Execution

071

Quality Assurance (QA) or Engineering should be checking jobs as they are worked. Many man-hours can be saved if QA is accomplished on jobs as they are being completed rather than performed at the end of an Avail.

ALL Execution

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Availability  Project  Team  Handbook  Appendix  M:  Best  Practice  Checklist-­‐Planning  

 

 

 

 

 

 

 

 

 

 

 

BP  #   Best  Practice-­‐  Execution    

Applicable  Ship  Class  

Category   Relevant?  (Y/N)   Assigned  Party  

072

S/F was very aggressive in attempting to make all checkpoints. By S/F being present at the majority of checkpoints, it provided them with an opportunity to retain ownership of the Ship

ALL Execution

073

Starting Week One of the Availability, a weekly “LOA Planning” Meeting was conducted to start preparing the ship for LOA. The purpose of the meeting was to seek out any areas that may impact LOA and prioritize them.

ALL Execution

074 The Project Team saw great success in using containment to support the planned non-skid work.

ALL Execution

075

The motor operated valves experienced a lot of problems during testing. Project Teams should require that these valves be cycled regularly during the avail.

ALL Execution

076

The tent covering for the Flight Deck did not provide adequate coverage due to it being too small and having numerous gaps in it, causing a sealant needing to be used to secure the tent properly. During Availabilities, proper sized tents need to be used to ensure the flight deck is fully covered, and can be held down without a sealant that requires to be cleaned off the non-skid upon removal.

ALL Execution

053

Automatic Coating Limited (Canada) provided invaluable training to 2 members of S/F regarding powder coating and corrosion prevention of louvers. This training should be utilized by more people when it is available.

ALL S/F

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Availability  Project  Team  Handbook  Appendix  M:  Best  Practice  Checklist-­‐Planning  

                         

BP  #   Best  Practice-­‐  End  of  Availability    

Applicable  Ship  Class  

Category   Relevant?  (Y/N)   Assigned  Party  

033 Bi-weekly to weekly Work Certification meetings may enable the Work Certification process to be smoothly executed.

ALL End Of Avail

034

To assist with correcting Light Off Assessment (LOA) discrepancies, an LOA Rapid Response Team (RRT) comprised of 8 contractors (1 coordinator and 7 specific subject matter expert technicians) was planned for as an LOA reservation work item. The work item specified which types of technicians and how many hours they would be required. The team stood up approximately 1 week prior to LOA and remained on standby to assist with correcting discrepancies as they arose. While the RRT members were contractors, Ship’s Force was still heavily involved and maintained overall responsibility. This greatly aided in the success of the LOA.

ALL End Of Avail

042

The PT started regularly scheduled Work Certification review and planning meetings at the beginning of the availability. These meetings increased in frequency as the certification dates approached, up to every-other-day for the two weeks immediately preceding the certification. The meetings included representatives from Quality Assurance (QA), the contractor’s QA, Code 200, and the RMC. Frequency of meetings can be tailored to fit each individual availability.

ALL End Of Avail

047

Where available, use of BAE’s Work Certification Program is extremely useful when documenting Objective Quality Evidence (OQEs)

ALL End Of Avail

051

System Operability Verification Tests (SOVTs) have run late on other ships, even past the end of the availability. SOVTs need to be scheduled for completion within the avail and avails should not be completed with SOVTs still outstanding.

ALL End of Avail

077

Having regular PCD, Fast Cruise, Dock Trials, and Sea Trials Meeting separate from the daily production meetings helped streamline the work certification for these areas a little easier.

ALL End of Avail

079 PTs may benefit from scheduling at least 2 weeks between undocking and PCD. ALL End of Avail

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Availability  Project  Team  Handbook  Appendix  M:  Best  Practice  Checklist-­‐Planning  

 

 

BP  #   Best  Practice-­‐  End  of  Availability    

Applicable  Ship  Class  

Category   Relevant?  (Y/N)   Assigned  Party  

080 Including the LOA line item within the work specification proved to be extremely beneficial at when preparing for LOA.

ALL End of Avail

081

In order to complete the requirements of Dock Trials and Fast Cruise for certification, in accordance with JFMM Appendices I and J, more than one day need to be scheduled for each. Also, at least one day should be allotted to allow for the administrative requirements between dock trials and fast cruise.

ALL End of Avail

082

Tying individual work items to key events is critical to completing the key events successfully and on time with the new work certification process. Although, some of the items can be closed out after testing (dock/sea trials), it is still critical for the work certification and availability to be successful to tie all the individual items to key events.

ALL End of Avail

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DEPARTMENT OF THE NAVY COMMANDER

NAVY REGIONAL MAINTENANCE CENTER 9170 SECOND STREET, SUITE 245

NORFOLK, VA 23511-2325

4790 Ser C300/109 12 Jul 12

FIRST ENDORSEMENT on NWRMC ltr 4700 Ser 101/12017 of 25 Jun 12

From: To:

Commander, Navy Regional Maintenance Center Commander, Naval Surface Force, U.S. Pacific Fleet

Subj: UPDATED ASSESSMENT OF AVAILABILITY RISK FOR USS RODNEY M. DAVIS (FFG 60) FY11 DOCKING SELECTED RESTRICTED AVAILABILITY

1. Forwarded with concurrence. With the requested availability extension to 14 March 2013 approved, risk has been reduced to "MODERATE" for on time delivery within current controls and CNO end dates with risk to projected undocking date of 13 December 2012 as "LOW". A full analysis has been conducted and remaining availability risks have been identified, assessed, and related mitigation plans developed.

2. Key production work with risk remaining include the new Stern Tube shaft installation, closure of all hull access cuts and the installation and operational testing of four new diesel engines and all 40 sea valves. Returning idle systems, that have been in lay-up for an extended period of time, to operational status and cost overruns due to port loading and ships age also present significant risk.

3. The Maintenance Team will work diligently with NAVSEA 02 to identify risk and to ensure ail requirements are met. Technically required growth will be managed within established budgeted controls and no new work will be authorized without Flag Officer approval.

4. CNRMC point of contact is CDR Peter M. Ludwig, Deputy Director of Operations, 757-443-2650 x4216, [email protected].

Copy to: NAVSEA (PMS 400F, SEA04, SEA02) COMPACFLT (N43) COMDESRON NINE SURFMEPP C100 NWRMC C100/300 PSNS & IMF

~~/ By direction

Appendix N: Surface Ship Availability Risk Assessment Letter

Availability Project Team Handbook Appendix N: Surface Ship Risk Assessment Letter

rshonk
Typewritten Text
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DEPARTMENT OF THE NAVY PUGET SOUND NAVAL SHIPYARD

AND INTERMEDIATE MAINTENANCE FACILITY 1400 FARRAGUT AVENUE

BREMERTON, WASHINGTON 98314-5001 IN REPLY REFER TO

4700 Ser 101/12017 25 June 12

From: Commander, Puget Sound Naval Shipyard and Intermediate Maintenance Facility

To: Commander, Navy Regional Maintenance Center

Subj: UPDATED ASSESSMENT OF AVAILABILITY RISK FOR USS RODNEY M. DAVIS (FFG 60) FY11 DOCKING SELECTED RESTRICTED AVAILABILITY

Ref: (a) NAVSEAINST 4790.28 (b) PSNS&IMF ltr 4700 Ser 101/10004 of 6 May 11 (c) PSNS&IMF ltr 4700 Ser 400/046 of 2 March 12 (d) PSNS&IMF ltr 4700 Ser 101/12013 of 9 May 12

1. Purpose. Puget Sound Naval Shipyard and Intermediate Maintenance Facility I Northwest Regional Maintenance Center (PSNS & IMF/NWRMC) is the Naval Supervising Activity (NSA) for the USS RODNEY M. DAVIS (FFG 60) FY11 Docking Selected Restricted Availability (DSRA). As required by reference (a) and CNRMC direction, this letter contains an update of references (b) , (c) , and (d) of the availability execution risks associated with the USS RODNEY M. DAVIS (FFG 60) FY11 DSRA. Vigor Shipyards (formerly Todd Pacific Shipyards) is the Lead Maintenance Activity (LMA) via a sole-source cost plus award fee/incentive fee Multi-Ship Multi-Option (MSMO) contract for the USS RODNEY M. DAVIS (FFG 60) FY11 DSRA.

2. Availability Risk Assessment. The NSA currently considers this availability a moderate risk due to remaining production work, cost overruns due to technical challenges, contractor inefficiencies exhibited to date, and inherent factors of a long availability's affect on the crew. The key production work with risk remaining include the installation of the new Stern Tube shaft (due to delayed delivery, closure of all hull access cuts, and the installation and operational test of new sea valves and four new diesel engines. Of equal concern is the 60 percent turnover in ship's force personnel and the light off of ship's equipment that has been in layup for 18 months.

3. Significant Risks and Related Mitigation. In order to achieve a low risk for this availability significant risks have been identified, assessed, and related mitigation plans developed.

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a. Schedule/Technical Risk (Production Risk).

1. Original delivery date for the new stern tube shaft was 1 April 2012. This slipped to 19 May 2012 due to the repair activity's workload. The shaft is packed and ready for shipping to Vigor Shipyard but is delayed due to quality report discrepancies found by NSWCCD, Philadelphia.

Mitigation: The project is engaging NSWCCD for a timeline to grant the Stern Tube Shaft waiver. Once the waiver is granted by technical authority, the shaft can .be shipped to Vigor Shipyard. If the shaft is not received by 22 June 2012, the contractor will need to increase resources to maintain shaft installation schedule, resulting in increased costs to the government.

2. Over 50 access cuts in the ship's hull, including four major cuts that support the diesel engine install, are required to be closed. The Contractor has demonstrated quality deficiencies in weld repairs during this availability that have led to rework. It is critical that the Contractor install the inserts correctly the first time. Rework would impact underwater hull preservation efforts.

Mitigation: Project personnel will increase quality surveillance of contractor work throughout the entire process from initial fit up to final nondestructive testing of hull access closures.

3. All 40 sea valves removed and replaced during this availability must be tested prior to undocking. A large quantity of these valves are motor operated. Any faulty valves failing operational testing and requiring rework could negatively impact undocking date.

Mitigation: As the individual sea valve installations are completed, operational and hydrostatic testing will be conducted at that time. While every valve's operational test is a Government checkpoint, additional in process quality surveillance will be conducted during the repairs.

2

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4. While all four diesel engines installation will be complete by late August, the engines cannot be started and tested until the ship's systems are aligned and the ship is undocked. The current schedule allows for one week of testing per engine which is considered moderate risk.

Mitigation: With limited time to test each diesel engine after undocking, an effective test and inspection plan is required. All SSDG support systems must be aligned for full operation as soon as possible in order to support diesel testing. The contractor will have the necessary resources on hand in order to insure successful testing. Proj~ct Team is wo~king with Vigor to address these issues. Additionally, SEA 21 personnel (Mr. Gann and Mr. Beardori) will also be on the deck plates providing additional government oversight of the contractor during this period.

b. Cost Risk.

The contractor's performance to date has resulted in significant overruns for the project. The age of the ship and the high port loading for this contractor have contributed to the cost overruns. However, it is the quality deficiencies in workmanship that have driven inefficiencies ·and significant rework. Current NAVSEA and TYCOM funding is adequate to cover the overrun to date. TYCOM funding is adequate to cover all growth and new work. Some growth work is anticipated as testing for the diesel installation commences, and additional NAVSEA money will likely be required.

Mitigation: The Project Team is closely monitoring the contractor's Earned Value Management System (EVMS) Reports and noting any areas where efficiencies are dropping. Furthermore, this is communicated with senior RMC leadership to allow them to engage the senior leadership of Vigor Shipyards to drive focus and improvements in availability performance. Also, additional funds will be requested of NAVSEA to have on hand in FY13 for potential late breaking growth.

Note: In the past month, performance for structural repairs in AUX 3 and the stern tube area have been on or ahead of schedule and cost.

3

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c. Ship's Force Risk.

The ship's machinery I equipment will have been in layup for 15 months by the time the ship undocks. Significant impact due to valve gasket I packing failures, electrical/ electronic equipment failure, and machinery failures should be expected. Furthermore, Ship's Force has seen a 60 percent turnover since the beginning of the availability which may further reduces crew proficiency.

Mitigation: The project will drive the schedule to provide the ship with the most training and system light off time possible. The team will develop a Production Completion date for each space. As work is completed in a specific space, crew training and systems alignments will commence on a space by space basis. USS RODNEY M DAVIS (FFG 60) Commanding Officer has prepared an aggressive crossdeck and training plan for his crew in order to insure a successful Light Off Assessment. A properly managed Light Off Assessment reservation pool will be established to deal with equipment discrepancies in the most expedient manner possible.

5. Summary and Conclusion. With the requested availability extension to 14 March 2013 approved and the above mitigations in place, the NSA categorizes the risk to meeting the projected undocking date of 13 December 2012 as low. Furthermore, Vigor has outside commercial motivation to complete the work in dock as fast as possible. Vigor has approximately two months of required repairs to the dry-dock safety deck to support commercial work scheduled to start in the dry dock in March 2013. Based on this, there is a high likelihood of Vigor meeting the 13 December 2012 undocking date or potentially moving that date to the left. Once main space preservation work completes, the team will reevaluate the undocking date projections. Once the ship is out of dry dock, there still remains a low to moderate risk to the availability end date of 14 March 2013 based on recent Vigor performance in the areas of maintaining schedule and cost overruns.

6. Questions or comments concerning this letter should be directed to Mr. Timothy Cooley, Project Manager, USS RODNEY M. DAVIS (FFG 60) FY11 DSRA, at (425) 304-5829 or via email at [email protected].

/S/ P. E. PROVENCHER By direction

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Copy to: COMPACFLT (N43) COMNAVSURFPAC (N43) NAVSEA (PMS 400F, SEA 04) COMDESRON NINE

Blind copy to: 101 400 450

5

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