building c4isr capabilities in a dynamic environment

ASD (C3I) SYSTEMS DESIGN & ACQUISITION WORKSHOP

Building C4ISR Capabilities in a Dynamic Environment

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MISSION

Explore innovative ways to improve DoD C4ISR system design and acquisition processes so that we can better transform advances in information technology into operational capabilities.

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Context and Expectations• The workshop has been divided into three

panels– Building C4ISR Capabilities in a Dynamic

Environment– Design and Development Risk Management– Transition

• Each panel has been directed to– Formulate Problem Statement– Identify Impediments, Constraints and Opportunities– Provide Recommendations for Incremental

Improvements– Identify venue for follow-up

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Nature of the Problem (1 or 3)• There are several factors that contribute to the “dynamic environment” in

which future C3I systems-of-systems will be acquired– Threat

• The New World Disorder is characterized by – Extreme uncertainty about future adversaries, areas of operation– The need to coordinate, interoperate with different organizations

(e.g., NGOs, law enforcement agencies)– Concepts of operations

• There is a much greater emphasis being placed on joint and combined operations

• Politically, it is important to conduct operations in the context of ad hoc coalitions of the willing

– Commercial information technology• DoD use is increasing• This technology is characterized by an 18 month time scale

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Nature of the Problem (2 of 3)

• The C4ISR acquisition problem is characterized by several “curses of dimensionality”– Systems -- There are an extraordinary number

of systems that must work together effectively, even in the limited case of a single Service (see next vugraph)


Scope of Interoperability:ABCS Exemplar

Legend:example: JMCIS-joint-98

ImplementationYear

(U= Unscheduled)

Interface Level: ALLIEDARMYJOINT

System

GCCS-A

CSSCS

MCS

ASAS

FAAD C2

FBCB2AFATDS

IMETS

DTSS

MCS Interop.LFCS-army-97CTAPS-joint-97JMCIS-joint-98JStarsGCS-joint-98TCO-joint-98AUSTACCS-allied-98HEROS-allied-96LFCCIS-allied-97QIFS-allied-98SIACCON-allied-98SICF-allied-96

ASAS Interop. Adv.Quickfix-army-UAMS-army-00ARL-army-UATCAE-army-97CTS/CTAPS-army-97DAI-army-97Enhan.Trackwolf-army-UEPDS-army-97ETRAC-army-UETUT-army-97GBCS-army-UGuardrail-army-97IEWCS-army-UIPF-army-97MIES-army-97MITT-army-97NGIC-army-UNPIC-army-UNSA-army-97SSP/S-army-97TEAMMATE-army-97TES-army-97THMT-army-97TrafficJam-army-97Trailblazer-army-97TRRIP-army-UUAV GCS-army-97UAV MPCS-army-97CARS/TRIGS-joint-97IAC-joint-97JMCIS-joint-97JStarsCGS-joint-97NIPS-joint-97TBMCS-joint-UTCAC-joint-97PASS-K-allied-URAPIDE-allied-97

FBCBS Interop.BCIS-army-UKIOWA-army-ULVRS-army-UM1A2 SEP-army-UM2A2-army-U MICAD-UNBCRS-army-UPaladin-AFCSPLGR-army-97LandWarrior-army-U

AFATDS Interop.ATHS-army-97BCS-army-97FDS-army-97Firefinder--army-97FIST DMD-army-97FOCC-army-97FOS-army-98IDM-army-99IFSAS-army-97LtacFire-army-97MBC-army-97MDS-army-97MFCS-army-99MMS-army-97UAV/TS/00-army-UAFATDS-joint-99 (MC)CTAPS/TBMCS-joint-98IFSAS-joint-97 (MC)JStars/GCS-joint-97TacFire-01-joint-U (MC)ADLER-allied-98ATLAS-allied-98BATES-allied-98

GCCS-A Interop.AIBS-army-96FAISA-army-97TARSTAT-army-97-98AMSAA-joint-96APC-joint-96ASAS-joint-97ATCOM-joint-96AWDS-joint-97CASCOM-joint-96CTAPS/TBMCS-joint-97DAMO-ODR-joint-96DES-joint-96DLA/ICIS-joint-96GCCS/GSORTS-joint-98GCCS/GSRDI-joint-98GCCS/JOPES-joint-98IOC-joint-96ISC-P-joint-96JTAV-joint-97LOGSA-joint-96MCS-joint-96PERSCOM-joint-96RAMS-joint-96REQVAL-joint-96SAMAS-joint-96TAV-joint-96

FAAD C2 Interop.LLAPI-allied-95GBS Radar-army-94HIMAD-army-94LSDIS Radar-army-97TIBS-army-UAWACS-joint-93Hawkeye-joint-93

CSSCS Interop.GCCS/A-army-99SAMS/2-army-97SARSS/1-army-97SARSS/2A/D-army-98SIDPERS/2.75-army-97SIDPERS-3-army-98SPBS/R-army-97TAMMIS-army-98ULLS/S4-army-98

IMETS Interop.GPS-army-MMS-army-UAV-army-JSTARS CGS-joint-

IMETS Interop.FAST-Joint-JSTARS CGS-joint-MITT-Joint-

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Nature of the Problem (3 of 3)

• The C4ISR acquisition problem is characterized by several “curses of dimensionality”– Systems -- There are an extraordinary number of

systems that must work together effectively, even in the limited case of a single Service

– Organizations -- There are many organizations that have been created to deal with the key issue of interoperability (see next vugraph)


Preliminary Analysis of Joint C4ISR Interoperability & Integration ProcessesPolicy Joint

ArchitecturesI & I Planning & Assessment Constructs and Prescriptions

Di r e c t i v e s

O versight

OP SYS TECH

Elements of the Interoperability & Integration

Assurance Equation

Processes

Consortia-JROC/JWCA-MCEB IIP

-CMS/ISB/ISS-JIIB-DoDIIS Mgmt Board

-CIO “Councils”

Organizations

-DSC

-JITC

-JITF-JNTF

-JBC/Federated Labs

-Intelink Mgmt Office

-DISA

-Joint Staff-OSD

Initiatives-C4ISR Architecture Framework-DoDD/DoDI 4630

-JIER-JTA

-DII COE

-SHADE-DoDIIS SIMO

-LISI

IntegratedMaturity Models

& Metrics

Enabling Capabilities & Implementation Options

ProceduresApplicationsInfrastructureData

Imple-mentationCriteria & Standards

Method Tools

Process

Prototyping & Experi- mentation

Certifi-cation

SystemProfiles

&Performanc

eMeasures

DoD-WideSystemsInterop

Repository

-JEXP

Assessment & Validation Process

Systems Status

Acquisition Life Cycle

SystemRequirements

Development

ProcurementEvolutionary

Improve-ments

IERsMNSsORDs

Joint Assess-ments

Other

-CINCs-MILDEPs-Defense Agencies

-JWIDs/ACTDs

7/15/98

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Basic Objective

• Achieving effective,* affordable C4ISR systems to accommodate:– Diverse uncertain threats– New and evolving ops concepts– Our Inability to fully specify requirements up-front– Rapidly advancing technology

* Effective = necessary functionality, interoperable (w/i services, joint, coalition), secure, adaptable, scalable, evolvable ...

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Selected Process Issues• There is a need to enhance rapid insertion of evolving technology to ensure

that fielded systems are not obsolete• Steps are required to co-evolve DOTLMP, requirements, capability, technology

(while being sensitive to the issues of value and cost)• The current acquisition process is oriented toward weapons systems vice

software/IT systems• Efforts must be made to implement the right Industry/Government partnership• We tend to deal with legacy systems as the least common denominator -- we

need to learn how to migrate legacy systems• The Architecture Framework contains no process description -- we need

implementation guidance• There is no process to evaluate and review architectures (e.g., no sign off

process) -- how does it fit in the acquisition process?• Need a support environment that makes it easier to build an interoperable

system than a non-interoperable one

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Additional Selected Issues

• Systems are not interoperable and they must be to act as an effective, robust system-of-systems

• Current incentives/rewards in acquisition are inadequate to promote prudent risk-taking

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Provocative Thoughts (“Light Bulbs”) (1 of 2)

• Several steps must be taken to ensure that systems (hardware, software, people) are robust– Software error recovery– Robust testing - - scale of test (Note: Numbers of LRIP

systems are too limited to support); alpha and beta testing

– Redundancy - diverse solutions -- h/w, s/w, people– Contingency planning -- h/w, s/w, people– “Consumers Union/Underwriters Laboratory for COTS– Red teaming

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• Revise the Architecture Framework to reflect changes in the 5000 series– ASD C3I should explicitly examine how to execute

spiral/helical development within the reassessment of the Architecture Framework

– Need a champion• Support coalition interoperability experimentation• Support establishment of a joint rapid acquisition

program element -- leverage success of current Warfighters Rapid Acquisition Program (WRAP)

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• Provide a rich and usable toolset for building interoperable systems (late addition by Jeremy Kaplan)– GCCS COE– Distributed Joint Test Bed– JTA compliancy listed– Boilerplate language for acquiring interoperable

systems– Mechanisms for receiving joint warfighter feedback

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3

A Framework for FormulatingRecommendations

PeopleOrganizations

Culture

Products

Processes Tools/Experiments

ResourcesVision/Policy

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Preliminary Recommendations (1 of 2)

• Cultural Change– Implement CIO role as “Bully Pulpit”

• Organizational Change– Zero base interoperability organizations

• Vision/Policy– Rationalize cross-Service operational visions– C3I, A&T develop and cosign a policy paper on spiral/helical

development and its relationship to new 5000 directive - emphasis on co-evolution and experimentation across DOTLMSP

• Processes– ASD C3I should explicitly re-examine the Architecture

Framework within a spiral/helical development environment

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Preliminary Recommendations (2 of 2)• Processes (Concluded)

– Re-assess the Architecture Framework to ensure the inclusion of necessary view to include security and robustness/error recovery

• Resources– Provide for “joint funding” resources to support joint/coalition

activities - not a service take away– Establish a joint rapid acquisition PE

• Tools/Experimentation (& People)– Extend CTSF model for joint use - collective environment/training– Develop and disseminate Best Practices for Experimentation

• Products– Additional views of the Architecture are needed (e.g., security, error

recovery)

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Way Forward

• To transform the preliminary recommendations into final recommendations, the panel will– Amplify, reassess the recommendations– Sort the recommendations (e.g., near-term vs longer

term)– “Vet” them with members of the acquisition

community• For those recommendations that are of

interest, the panel will work with the OSD(C3I) staff to help in their implementation

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Backup Material

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Candidate Recommendations• Cultural - joint/coalition mindset, incentives,

leadership/champions• Organization - champions, streamline interop orgs - zero base• People - collective training - ops and acquisition• Vision/Policy - rationalize cross-service visions• Processes - partnerships w/o borders, spiral/helical

development, architectural views & framework - how to? Synchronization events, portfolio mgmt

• Resources - joint rapid acquisition PE, incentives• Tools/Experiments - coalition (in test bed), purple CTSF,

Experimentation Best Practice• Products - Architectural Views (e.g., security, error recovery)

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Acquiring Systems-of-Systems -- Strawman Major Issues (1 of 3)

• Evolutionary Acquisition– Barriers to implementation; e.g.,

• Reaction of Congress• Concerns of T&E Community• Existing DoD policy, guidance

– Tools to support implementation• CTSF experience (US Army)

– Steps to facilitate assimilation of commercial products (with their 18 month characteristic time cycle)

• Requirements-Acquisition-Operations Relationship– What is the appropriate relationship between the two processes?– How does one formally capture the requirements insights that emerge during

an evolutionary acquisition?

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Selected References

• Annette Krygiel, “Behind the Wizard’s Curtain”, NDU and DoD CCRP, July 1999

• Stuart Starr, “Modeling & Simulation to Support The Acquisition Process”, Chapter 9 of Military Modeling for Decision Making, MORS, 1997

• “Rapid Development”, Microsoft• “Institutionalizing the Good Idea: CTSF”, Grasso• “Spiral Development: Experience, Principles and

Refinement,” Barry Boehm

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Proposed Concept of Operations• Identify candidate major issues (building on a strawman set)• Discuss and rank order the major issues• For a selected set of high priority major issues, formulate

preliminary– Findings– Recommendations

• Formulate a process for follow-on activities; e.g.,– Identify relevant references– Clarify the nature of the problem– Identify additional organizations to be represented on the

team– Identify organizations to visit– Establish a schedule for future meetings

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• Confederations of Allied/Coalition Systems-of-Systems– What steps can be taken to ensure that US and allied/coalition

acquisitions are• Interoperable?• Mutually reinforcing?

• Architectures– To what extent can families of architectures (e.g., operational, system,

technical) help us acquire systems-of-systems more effectively and efficiently?

– What is the state-of-the-art in architecture development and application?• Simulation Based Acquisition

– Applicability to C3I acquisitions?– Availability of supporting tools, data, knowledge

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• Education & Training– How can we educate and train Program Managers on the

processes that must be performed to acquire systems-of-systems?

– How can we educate and train the operators who will man the systems-of-systems (particularly as CONOPS evolve to respond to the evolving system-of-systems)?

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Solution Mechanisms

• Experimentation• Architectures• Policy• Organization

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Problem/Solution Matrix

Experimentation Architecture Policy Organization

Nointeroperability

EvolvingTechnology

Co-evolution ofDOTLMP

Incentive Awards

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Today’s Timeline

• 9:00 - 9:15 Reformulate Problem Statement

• 9:15 - 10:00 Lessons Learned/Roadblocks/Constraints

• 10:00 - 10:45 Light Bulbs• 10:45 - 11:30 Synthesis• 11:30 - 11:45 Revisit Problem Statement• 11:45 - 12:00 Way Forward

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Where Are We Now?

ESC(CUBE)

Hurlburt(TIC)

JBC/JED/USACOM

Field

Joint Ops Field

SPAWAR C4ISR-SIE

MAJCOMSIndustry

Academia

TechnicalIntegration-

Development

Force-LevelService

Integration

SystemFielding

Ad hocAd hoc

Sea BasedBL

Labs

DARPA

Ft. HoodCTSF Field

Field

CECOM(DIL)

building c4isr capabilities in a dynamic environment

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