Jun
11
Don Bower was a clever fellow and a technical group leader responsible for development of submarine counter measures. “Countermeasures” is a title covering numerous devices, techniques, systems, and technologies directed to countering threats to a submarine. For example, in movies we have seen simulated scenes of aircraft trying to turn and “jink” to escape a heat-seeking missile. Also, we have seen planes that throw out decoys and chaff to tempt the guidance systems on incoming missiles to divert and pursue the decoy or be confused by the chaff rather than following the true aircraft.
Likewise, ships and submarines have been illustrated in movies wherein they seek to evade detection by the weaponry of enemy craft. We have a submarine diving deep to escape depth charges dropped over the side of a destroyer. Likewise, we see imagery of submarines changing course dramatically in order to maneuver faster than an attacking destroyer is capable of responding. Likewise, we see stories of boats and ships equipped with machinery that supports evasion of detection by silencing motors, silencing the propellor screws, and so forth.
The task at hand was “counter measure launchers”. Torpedoes may be placed into a large empty tube at the front or rear of a submarine. The tube is sealed off and flooded. The torpedo is started and swims out of the tube. The torpedo travels under its own power out of the tube toward a target. Counter measures may likewise be placed in a much smaller tube. The penetration (opening) through the hull of a submarine for a torpedo may be a couple of feet in diameter. By contrast, counter measures are often sent out through a penetration of only five or even three inches.
Counter measures have various responsibilities. For example, some devices are sensors detecting conditions and contacted by telemetry devices to send back signals showing surface conditions, depth monitoring information, and so forth. Likewise, counter measures may send out electronic information or dis-information to deceive torpedoes, detection equipment, and the like from ships and aircraft seeking to attack a submarine.
Don was responsible for obtaining a development contract for a counter measure launcher suitable for installation on a submarine. Don got along well with the program manager who was a civil servant for the Navy. Under the contract we were working on, we were obligated to deliver certain prototypes, tests, and reports on performance. Don also had in mind several “whiz-bang” developments he wanted to present to the “customer”.
What Don did not understand is that we had to meet the contract objectives first. He kept insisting that he was tight with the program manager from the Navy, and that the program manager wanted him to do the “whiz-bang” add ons. Nevertheless, I understood that meeting the contract objectives was a government contract requirement. All the extra “whiz-bang” features might be of benefit, but did not themselves meet the basic, simpler, contract requirements. They were all optional after meeting contract requirements. Thus, when Don began directing the team toward meeting the “whiz-bang” requirements at the expense of contract requirements, I was considerably concerned.
Sure enough, the day finally came when the program manager was transferred from the Navy office to a new post. The new program manager was not chummy with Don. That manager invited Don to a review to discuss the milestones under the contract. Instead of finding himself performing pet projects of interest to the project manager, Don found himself out of compliance and behind schedule on his contract performance. The contract was closed out. No further work was forthcoming, and the working relationship with that Navy laboratory was destroyed.
The counter measures project may not have been a favorite of the new program manager. There may have been nothing Don could have done. However, by not meeting the contract objectives, Don was out of compliance, and had no justification for the continuation of the contract or for any follow-on contracts. Not withstanding some projects can be somewhat political, there is no substitute for meeting the contract objectives.
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