The fast-track effort seeks to transform a process that typically takes years into a continuous stream of development, integration, testing and delivery that would bring the Navy new capabilities iteratively – sometimes even in days.
“The entire government-industry team is on a digital transformation journey to deliver advanced capabilities faster – at the speed of relevance,” said Wes Kremer, president of Raytheon. “This isn’t the Cold War. If our enemies unveil a new anti-ship threat today, we can’t wait years to respond.”
Instead, with agile and DevSecOps, developers can whip up a basic version of a capability, then improve it quickly and continuously, much like commercial tech companies frequently add features and functions to smartphones and apps.
“We must act with urgency to give our sailors everything they need to be effective in an increasingly software-based battlespace,” said Kim Ernzen, vice president of Naval Power at Raytheon. “The goal is to develop, test and push system updates to forward-deployed ships in days. It’s ambitious, but completely doable.”
Ernzen’s team will use its experience in Navy combat systems and the company’s own transformation to cloud-native architectures in their proposal responses.
The company is embracing its existing practices in agile, DevSecOps and cloud-native technologies, migrating many of its operations to cloud computing.
The business’ experience comes from decades of involvement in key combat systems, fire control, advanced sensors, next-generation effectors and system integration. Raytheon saw improved productivity, quality and affordability with its mature agile development practices for SPY-6.
For this latest effort, the company will look to its practical experience developing and running government-led, agile DevSecOps-based software factories like the U.S. Air Force’s Kessel Run. Raytheon, a business of Raytheon Technologies, developed the software factory to modernize Air Force platforms and systems. Raytheon engineers have spent time supporting Kessel Run.
“We’re partnering with numerous commercial companies that specialize in advanced digital technologies to move us forward and enable us to deliver better products to our customers faster,” said Kremer, who cites the U.S. Army’s Lower Tier Air and Missile Defense Sensor, or LTAMDS, program as a proof point for success.
For LTAMDS, the company used a modular, open-system approach to software design and architecture established with the SPY-6 radar. The approach worked. The team delivered a Technological Readiness Level 6+ validated prototype within six months of receiving the requirement.
Those successes are helping change the culture inside Raytheon, too.
“We talk a lot about technology advancements, but digital transformation is a cultural revolution, too,” Kremer said. “We’re asking people to work in dynamic, collaborative settings across a wide variety of stakeholders to deliver software rapidly and frequently. It’s a huge shift, and it’s not always easy.”
By applying lessons learned from Kessel Run, Kremer’s team and Raytheon are finding ways to make it work. The company received an ‘Exceptional’ Contractor Performance Assessment Reports System, or CPARS, rating on its work with the Air Force on the new software factory.
“The key is to work as one team that allows the government-industry team members an equal voice in the process and the ability to provide honest feedback and critiques,” Kremer said. “As long as all team members focus on the end goal of getting better capabilities into the hands of our frontline warfighters, incredible things can happen.”