quarterly industry day 2nd qtr fy19, 26 feb 2019 · 0810 opening remarks - captain yokoyama,...

1

Quarterly Industry Day2nd QTR FY19, 26 Feb 2019

Statement A: Approved for Public Release. Distribution is unlimited (22 February 2019).

Advancing Naval Information Warfare Through

Rapid Prototyping on a Global Scale

2

General Admin


▼ Registration

▼ Emergency Protocol

▼ Facility Layout / Restrooms

▼ Coffee & Water Stations

▼ Please Silence Cell Phones

▼ See staff at registration desk for any feedback or questions

▼ Complimentary Wi-Fi is provided

▼ Anti-Trust Rules

▼ Agenda

3

Facility Layout


Main Ballroom

Gov’tOne-on-Ones

Lunch/No-HostSocial

Registration

4

Anti-Trust Rules

Regarding your company’s and/or your competitors’ product & services:

– Do not discuss current or future prices.

– Do not discuss any increase or decrease in price.

– Do not discuss pricing procedures.

– Do not discuss standardizing or stabilizing prices.

– Do not discuss controlling sales or allocating markets for any product.

– Do not discuss future design or marketing strategies.

Regarding your company’s and/or your competitors’ selection of their supplier

companies:

– Do not discuss refusing to deal with a company because of its pricing or

distribution practices.

– Do not discuss strategies or plans to award business or remove business from a

specific company.

Regarding your company’s and/or competitors’ trade secrets:

– Do not discuss trade secrets or confidential information of your company or any

other participant


5

0700 Check-in / Registration

0800 Admin / Agenda Overview – Chad Bryant, ATI (*Begin Webcast)

0805 Welcome - Ms. Sharon Pritchard NIWC Pacific

0810 Opening Remarks - Captain Yokoyama, Commanding Officer NIWC Pacific

0825 Keynote Speaker - Carly Jackson, Dir of Prototyping - Information Warfare NIWC Pacific/DASN(RDT&E)

0850 NIWC Atlantic Opening Remarks - Mr. Pete Reddy NIWC Deputy Executive Director

0900 IWRP Consortium Status / Health - Chad Bryant

0910 IWRP Workflow Overview - Don Sallee

0945 Networking Break

1000 Presentation of RPP Topics – Mr. Andrew Tash Technical Director PEO-EIS

1230 Break for Lunch (*End Webcast)

1330 One-on-One Sessions Commence (designated breakout rooms)

1330 IWRP Program Overview / OT Authority Overview (concurrently in main ballroom)

1400 OTA 101 Overview - Chad Bryant, Mandi Ballou

1430 BIDS Training for Consortium Members (concurrently in main ballroom)

1445 Networking Break

1500 Speed Networking (concurrently in main ballroom)

1600 Open Networking Opportunities (concurrently in main ballroom)

1700 Adjourn

Agenda


No Host Schedule:Where: Kona Coast Ballroom

Time: 5-7pm

*Cash Bar

Statement A: Approved for Public Release. Distribution is unlimited (22 February 2019). 6

SPACE AND NAVAL WARFARE COMMAND

Welcome

SPAWAR is part of the Naval Research & Development Establishment (NR&DE)

Quarterly Industry Day

2nd QTR FY19

26 February 2019

Ms. Sharon Pritchard

NIWC Pacific

Head of Contracting

Welcome AboardInformation Warfare Research Project

(IWRP)

February 26, 2019

CAPT Mel Yokoyama, USNCommanding Officer

DISTRIBUTION STATEMENT A: Approved for public release, distribution is unlimited (11 FEBRUARY 2019)

Great Power Competition

8

Idea

ScaleWarfighter

“Our competitive advantage has shrunk, and in some areas, is gone altogether. We

do not have the margins we once enjoyed “- Design 2.0

Information Warfare

Cyber, EMW, Space,

C4ISR-T

Strong demand

− Live, Virtual, and

Constructive (LVC) Training

− Artificial Intelligence and

Machine Learning

− Additive Manufacturing

Faster

Bottom Line Up Front

9

When the O-3’s and E-5’s reach for the tools they need……those tools

have to be there and they have to work.

10

Thank You For Supporting Our Warfighters

11Statement A: Approved for Public Release. Distribution is unlimited (22 February 2019).

Carly JacksonDirector of Prototyping for Information Warfare

Naval Information Warfare Center Pacific (NIWC PAC)

Deputy Assistant Secretary of the Navy for

Research, Development, Test and Evaluation (DASN(RDT&E))

IWRP


“…deliver performance at the speed of relevance”

- National Defense Strategy

Build a More Lethal Force

Strengthen Alliances and

Attract New Partners

Reform the Department for

Greater Performance and

Affordability

National Defense Strategy


Supporting the National Defense Strategy

Security Environment:

• Increasing use of the maritime domain—the oceans,

seas, waterways, and seafloor

• Rise of global information systems, especially the role

of data in decision making

• Increasing rate of technological creation and adoption

Navy’s Response

• Become more agile

• Compete in ways that are sustainable

• With the Joint Force and with our allies and partners,

control the high end of maritime conflict

To recapture strategic momentum and grow our advantages in the maritime domain,

the U.S. Navy will act with a sense of urgency and creativity

15

4 year, 3.9 Billion Mile Knowledge Advantage

Process & Learning:Are we capturing

maximum advantage?

Self-driving car

Driven 1.5M miles in 16 years

0 Vehicles sold

Targeting Level 3 & 4 Technology

Technology Ready ‘after 2020?’

FIX > FIX > FIX > FIX > SHIP

Autopilot

Driven 4B Miles in 4 years

158,000 Vehicles sold


Technology ready in 2019

FIX > SHIP > FIX > SHIP > FIX > SHIPSelf-driving car

Driven 1.5M miles in 16 years

0 Vehicles sold


Technology Ready ‘after 2020?’

FIX > FIX > FIX > FIX > SHIP

TESLA - 4 year, 3.9 billion mile knowledge

advantage

Process & Learning:Are We Capturing Maximum Advantage?

15


Quick Wins, Throw Deep

Autonomy and Unmanned Systems

Advanced Communications and Connectivity, Advanced Sensing

Micro/Nano Satellite Technology, Nanotechnology and Meta Materials, Synthetic Biology

CYBER, Big Data Analysis, Advanced Computing

Advanced Power Systems, Directed Energy, Railgun, High Velocity Projectiles

Accelerated Acquisition Authorities

Set Based Design Methods

Flexible Funding Constructs

Strategic Planning

Live, Virtual, Constructive Environments

S&T

NR&DE Facilities and Resources

17

Engineering &Manufacturing Development

Problem Identification & Definition

Wargames, Experimentation,TTXs, Hackathons, Tech

Scouting, ChallengeCompetitions, etc.

Technology Maturation & Risk Reduction

Production andDeployment

Sustainment & Disposal

Limited Trials Decision Point

• Scale Up• Cancel• Harvest Technology• Understand Operational Needs• Continue Limited Production

Material Solution Analysis

Pre-Concept(Inc. JCIDS)

Alternate Pathway(s)

Prototyping, Testing &Evaluation, Refining,

Developing CONOPs, etc.

A B C

FY16 NDAA Section 804Middle Tier Acquisitions

Rapid Prototyping – Rapid Fielding

FY17 NDAA Section 806Acquisition Agility

MOSA – Component Prototyping

Rapid Acquisition Authority (RAA) Determination

Technical Authority

Contracts Financing Legal

Accelerated Acquisition Alternative Pathways and Authorities

Traditional Acquisition (5000.02)

Accelerated Acquisition

Key Enablers to Accelerate



• Middle Tier straddles urgent needs and traditional MDAPs – hence the “middle tier”

• Exempt from MDAP statutes (i.e., 10 USC 2366b)

• Exempt from JCIDS process and DODI 5000.02, unless DOD provides otherwise

FY16 NDAA Section 804Middle Tier Acquisitions

Traditional Major Defense Acquisition Programs

(5+ years)

Middle TierRapid Prototypes(Within 5 years)

Rapid Fielding (Within 5 Years with

production start within 6 months)

Urgent Acquisitions

(Now)

19

ETNT 2

Developer

Operator

DEVOPS


20

NSWC PortHueneme Div

Port Hueneme, CA

NSWC Corona DivCorona, CA

Naval Air Warfare Center Weapons

Division(NAWC WD)

China Lake, CA

NSWC Panama City DivPanama City, FL

NSWC Crane DivCrane, IN

Deputy Assistant Secretary of the Navy for Research, Development, Test & Evaluation (DASN RDT&E)

Arlington, VA

NAWC TSDOrlando, FL

NRL StennisHancock, MS

NAWC WDPoint Magu,, CA

NSWC PhiladelphiaPhiladelphia, PA

NUWC HeadquartersNUWC Newport DivNewport, RI

NSWC Carderock DivWest Bethesda, MD

NSWC HeadquartersWashington, D.C.

NSWC Dahlgren DivDahlgren, VA

NSWC Indian Head Explosive Ordnance Disposal Technology DivIndian Head, MD

Combat DirectionSystems ActivityDam Neck, VA

Naval Research LabWashington, D.C.

Naval Information Warfare Center Atlantic (NIWC LANT)Charleston, SC

Office of NavalResearch (ONR)Arlington, VA

Naval Air Warfare Center Aircraft Division(NAWC AD)Patuxent River, MD

NUWC Keyport DivKeyport, WA

Naval Information Warfare Center

Pacific (NIWC PAC)San Diego, CA

NIWC PAC HawaiiPearl City, HI

NRL MontereyMonterey, CA

Academia

Commercial Industry

Defense Industry

Naval Research and Development Establishment

Capitalizing on the Best and Brightest our

Nation has to Offer

Maintaining the Edge


21

Information Warfare Research

Project (IWRP)


IWRP uses an alternative

acquisition method

called an OTA (Other

Transaction Authority) to:

Greatly increase speed to

award

Reduce barriers to

competition

Increase access to

innovative commercial

solutions

Leverage advanced

commercial technologies

Focusing on underlying technologies that advance Naval

information warfare capabilities through a consortium

that can support research, development and prototyping

Policies and Guidance

Warfighter Needs

IWRPFor the advancement of

IW Technologies to the Warfighter

Emerging Technology

Assessment

Commercial & Investment Sector

Technology Growth Areas

Enables rapid research for IW

Prototype projects in the area of IW

Increases access to innovative commercial solutions for defense requirements

Fosters innovation with non-traditional industry partners

Allows Prototype consideration through Industry initiated Ideas



Welcome



2nd QTR FY19

26 February 2019

Mr. Pete Reddy

NIWC Atlantic

Deputy Executive Director

23

Navy Wide Approach

▼ IWRP is Open across the Naval Research and Development Establishment

(NR&DE)

▼ Workflow Breakout – Prototype Opportunities

3 Prototype Opportunities from NAVSEA

1 Prototype Opportunities from N80/NAO

20 Prototype Opportunities from NIWC Atlantic

4 Prototype Opportunities from NIWC Pacific

▼ Workflow Breakout – Forecasted (potential based on strategy discussions)

7 NIWC Atlantic

2 NIWC Pacific

2 NAVSEA

1 Combatant Commanders (COCOM)


28 Prototype Opportunities

12 Forecasted Prototype Opportunities

24

Changing Culture and Energizing the Workforce

▼ Changing our culture is like turning an Aircraft Carrier

Our goal is to be agile enough to maneuver like an Littoral Combat Ship (LCS)

▼ Drive for 25 Campaign

NIWC Atlantic drive to challenge 22 Divisions to Identify 25 Prototyping Opportunities for

2nd QID on 26 February

Generated 17 new prototype opportunities

▼ Over 50 individual educational engagements since 8 Nov QID

Division and Project Level Strategy discussion (How to apply IWRP)

Rules of Engagement for Collaboration Bridging

Evaluation Process Briefings



IWRP Consortium

Status and Health

26

Consortium Health

236 Consortium Members

27% Traditional

73% Non-Traditional

Traditional

Non-Traditional

Academic2%

Large34%

Not-For-Profit1%

Small63%

Academic

Large

Not-For-Profit

Small


27

IWRP Consortium Map

33 States Represented


28

Consortium Update

▼ Consortium Timeline 26 June 2018: OTA Executed

01 July 2018: Official Announcement of Award

06 July 2018: Formation Committee Seated

11 July 2018: Member Documents Approved & Onboarding Initiated

06 September 2018: 100 Members onboard

14 January 2019: First IWRP Award Executed


29

Consortium Governance

▼ Transition: Within six (6) to twelve (12) months after the start-up of the consortium, when a suitable base of members representing all categories has joined, the Formation Committee will dissolve and transition to a leadership structure by Executive Committee

Executive Committee:

− 6 seats shall be elected from Member organizations

− 2 seats Large Business or Non-Profit

− 3 seats Small Business

− 1 seat Academia− 3 Officers:

−Chair, Vice-Chair, and Treasurer

▼ EXCOM Transition Timeline

28 February - 12 April 2019: Nomination Period

22 April – 6 May 2019: Electronic Voting Period

Prior to May QID: Notify Members

During May QID: Conduct Formal Turnover of Responsibilities


30

Member Resources


▼ Public Website: www.theiwrp.org

http://www.theiwrp.org/

31

Member Resources

▼ Members Only Website (Collaboration Portal)

▼ Member Collaboration Database

Search:

Keyword

Company Name

Tech Capabilities

Collaboration Interest

Status

Business Type

State





2nd QTR FY19

26 February 2019

Mr. Don Sallee

NIWC Atlantic

IWRP Program Manager


Workflow Overview

https://youtu.be/6OS82hwhuZ8


https://youtu.be/6OS82hwhuZ8

34

FY19 By the Numbers


Data indicates approximately $28M in potential FY19 for Project Prototype Agreements.

FY19 transaction forecast: 25-30 transactions (this is expected to grow in FY20 and 21).

FY19 is expected to be a learning year with limited execution; during the following two

FYs we will have an opportunity to increase execution 100% over FY19 and FY20.

The 3rd quarter of each FY is expected to have a higher volume of transactions while the

1st quarter of the FY is expected to be light in volume of transactions.

Requirements will be planned to quarterly events where possible.

Urgent requirements will be processed on an AD HOC basis.

1st Award Made January 2019

39 Prototype Opportunities submitted to workflow to date

36 Prototype Opportunities submitted in FY19 to date

Slide Provided 8 Nov November 8th QID:

Mr. Bill Deligne, former Deputy Executive Director

challenged our workforce to get 60 Prototypes in the

work flow in FY19 and award 50

35

Quarterly Event

In Person vs. Virtual

A Virtual Industry Day event will be held March 5-7

– 8 Additional Prototypes will be presented

– The event will have technical briefs and one-on-one sessions

Rational for adding a Virtual Industry Day

– Opportunity for our workforce to make more resources available for collaboration

– Allows for an increase in prototype offerings and getting more research and

innovation accomplished


36

Production Workflow

2nd QTR FY19

Processing of RPPs on the Government Side

Issue: The government was batching multiple prototype opportunities together to reduce the

number of announcements. However, modification of single Prototype Opportunities in a batch

RPP created confusion and additional work across the government and consortium.

Opportunities for Process Improvements (OPI)

Each Prototype Opportunity will have a single unique tracking number (e.g. 19-XXXX)

Technical Point of Contact

Issue: Consortium Members were having difficulty in communicating and collaborating with the

Technical Project Lead listed in the RPP.

Opportunities for Process Improvements

Up to three technical points of contact can be added to the RPP to allow addition touch points for

collaboration with the government


37

Production Workflow

2nd QTR FY19 (cont’d)

Access to Classified References

Issue: One of the prototype opportunities referenced classified references required to be reviewed

prior to submission of white papers.


SPAWAR executed a DD-254 at the base OT within IWRP to allow the transmission of classified

references. Classified references can only be provided to companies that have appropriate

measures in place.

RPP Modifications

Issue: We have been processing a high volume of RPP modifications. Most of them are due to a

need to extend the RPP period to allow the government more time to accomplish their portions of

the workflow.

Opportunities for Process Improvements

SPAWAR will be extending the RPP end date at the beginning to better meet expectations

between the government and the IWRP consortium. In addition, we are working with technical

leads to better prepare for the work flow to allow the best opportunity to stay on track.


38

Production Workflow

2nd QTR FY19 (cont’d)

Inconsistent White Paper Feedback

Issue: How we communicated the white paper feedback process and how it was interpreted within

the government was mismatched.


Guidance documents and the white paper feedback template were updated. However, with BIDS

coming on line, the workflow within the system should generate more consistent feedback

reporting


FY19 continues to be a learning year.

There are many more opportunities for process improvements.

39

Industry Initiated Ideas (I3)

First Opportunity


Purpose

▼ Allow Consortium Members to offer proof of concept and novel application of innovative methods and technology

Observations / Lessons Learned

▼ Observation: Responses had a wide range of scope and price

Lesson Learned: The desired result was obtained. By soliciting EWPs with broadly defined scope, responses are more likely to receive a

variety of innovative and perhaps unexpected approaches and can select projects that are both likely to offer realized value and fall within

the available budget

▼ Observation: Evaluation Teams were able to complete evaluations and provide feedback in a timely manner

Lesson learned: By offering a simplified, first filter approach, TPOCs were able to support the program schedule and provide timely

feedback to offerers

▼ Observation: Considering the number of members in the technology areas covered by the solicitation, fewer

than expected responses were received

First Opportunity▼ 3 Request I3 for Prototype Proposals released▼ 15 Enhanced White Papers submitted▼ 11 projects will be presented in oral briefs to 3

panel▼ 3 project selections expected

“We don’t know what we don’t know”

40

Proof of Concept

Project Oral Presentations

to Gov SME Panels

Workforce Capability Gaps


Process Overview

Technical Growth Areas

Funding Sponsor

NRDEGoals

Warfare Requirements

Laboratory Improvements

1 Technical research idea identifiedRDT&E

OPN

O&MN

Appropriation

Type Identified2 $$ Budget

Set3

Gov’t

Technical

SME’s Identified

Enhanced

whitepapers4

Solicitation announcement

SMEs make Selections for

Oral Presentation

5 6

IWRP Qrtly Industry Day

Proof of Concept

Prototype

Project

Selection And

RFP

7

X

XX

X

X

Prototype

X

X

Proposal

Evaluation

and Award

8 Project Execution

and

Closeout9


41

Getting

the Most

from All Projects


Project Follow-up

Technical Gov’t SME

Oversees PPA Execution

Completed Project Reviewed

Technical Gov’t SME

or Consortium

Member

Brief technical information at event for workforce development

12

Project Artifacts Saved in Repository

10

11


42

Other Items of Interest

Some future Prototype Opportunities will require teaming

We will be asking for feedback from the Formation Committee at the next QID

– Are we communicating/collaborating the way that we need to?

– How can we help you in responding to prototype opportunities?

– Etc.

NIWC Atlantic Executive Director Mr. Chris Miller tip of the day:

“Have more virtual collaboration Industry Days to increase tempo in prototype execution.

IWRP is a Navy Wide opportunity and we need to set up the processes and infrastructure

to execute it that way.”


43

Fiscal Year 19 Schedule


–––––––––––––––––––

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Start Execution

Project Panel ASSY

Allow CLASS PPAs

PAC QIDSan Diego, CA

26 FebruaryLANT 3rd QID

Charleston, SC14 May

4 December

CDCA Annual Mtg

LANT Qtrly MtgCharleston, SC

FY19

LANT 4th QIDStafford, VA14 August

Decision Point

Increment 2

We are here

White PaperLibrary

Virtual Collaboration Charleston, SC

March 5/6/7

Virtual Collaboration

(TBD)

Changes/updates annotated in red




Networking Break




Prototype Projects


Modern Service Delivery

Andrew Tash

Technical Director

PEO EIS

26 FEB 2019

Mission

We deliver modern, secure, and effective

enterprise information technology systems

and services

Vision

To provide the premier enterprise

information

technology user experience

Deliver an enhanced and positive customer experience

Enhance data-driven decision making• Shift to the cloud

• Make mobile “the way we work” via Modern Service Delivery

• Strengthen modern data management and analytics

Increase agility and drive affordability

Develop and maintain and workforce driven by modern IT and continuous process improvement

• Enhance enterprise network performance• Implement and improve user-centric design

principles• Enhance self-service capabilities

• Adopt modern private-sector methodologies for acquisition and service delivery

• Modernize enterprise networks and business systems

• Maximize automation in systems and services

• Empower the workforce• Foster an environment of innovation and

continuous learning• Increase workforce recognition

49

Modern Service Delivery

Secure access to services and data anytime, anywhere and from any device (ubiquitous access)

50

Objective State - 2021

Operational ViewAligned with DoD Cloud Computing Strategy Overview

Our plan is to migrate 100% to cloud computing through a combination of on-prem

and off-prem clouds with a common platform for interoperability. Delivering

capabilities via cloud is critical to meeting Navy mission at speed and driving affordability.

Digital Core Services enables

enterprise-wide management,

security, operations, and analytics

for agile decision making;

supports interoperability,

portability and development

Navy Cloud First

Policy signed in

Feb 2017

requires use of

Commercial

Clouds and

reduction in

legacy on-

premises data

centers.

51

NaaS Concepts


19-LANT-0023 Identity and Access

Management (IdAM)Dr. Will Stephens

PEO EIS must adopt industry standard IdAM

capabilities as part of Digital Core Services

supporting a hybrid multi-cloud environment

including DoD; Navy Enterprise; Excepted; and

Disconnected, Intermittent, Low-Bandwidth (DIL)

Hybrid Cloud environments. PEO EIS seeks an

integrated industry solution providing an 80%+

modern IdaM capabilities including.

1. Identity Federation

2. Identity Information Governance and Administration

3. Access Management

.

Schedule: Expected prototype in virtual

environment (white paper) followed by Navy

Enterprise production prototype (Full Proposal) in FY19.

FY19 Award Projection


19-LANT-0031 Network as a ServiceDr. Will Stephens

The prototype is intended to demonstrate functionality and to collect quantitative information to

prove or disprove the following working theories. Answers to the theories will drive subsequent

architectural choices and Navy production investment in follow-on contract activities through the

IWRP. Theory 1: Connection directly from bases to (Cloud Service Providers) CSPs will enable better

network performance to the CSP than using existing connectivity paths (DISA WAN and Boundary

Cloud Access Point (BCAP) to CSP)

Theory 2: Use of CSP/Telco to provide WAN connectivity from base to base will enable better

network performance than using existing connectivity paths (DISA WAN)

Theory 3: Use of CSP/Telco for WAN connectivity will enable faster WAN provisioning

reconfiguration than currently available service (DISA WAN)

Theory 4: Use of CSP virtual Boundary Cap (BCAP) will provide greater performance than

currently available DISA BCAP

Theory 5: Use of CSP virtual BCAP can provide equivalent services in a different way

Theory 6: CSP Internet Access Point (IAP) can provide better performance than connecting

through the DISA IAP

Theory 7: Use of CSP IAP can enable secure, high performance, consumption of Navy cloud

services without traversing the Department of Defense Information Network (DODIN)

Theory 8: The cost for the WAN, IAP, and BCAP services will be merited given the performance,

scalability, and flexibility provided. Note, the scaled costs for each will be provided by the contractor,

but the business case evaluating the value/performance/cost will be developed by the government.

Schedule: Expected

prototype in Navy Enterprise

production prototype (Full

Proposal) in FY19.

FY19 Q3Award Projection


19-LANT-0031 Network as a ServiceDr. Will Stephens

Background Scope of Work

The Navy relies on many providers for transport services. The current use of

many contracts, service providers, and approaches tied to specific networks

and domains prevents the adoption of modern transport capabilities,

resulting in lack of operational flexibility. The current approach is unable to

meet modernization needs. Continuously modernizing transport is necessary

because efficient connectivity is a critical enabler for the on and off-premise

cloud computing capabilities necessary to support the National Defense

Strategy. Due to a planned shift to commercial cloud, the Navy needs to

access to continuously modernized transport services for operational

flexibility to re-architect for changing service consumption.

• Connectivity from bases to CSPs

• WAN connectivity from base to base

• Internet Access Point

• Cloud Access Point

• Performance testing

Top Level Requirements

Request Released 14 Feb

2 week collaboration ends 1 March

Full Proposals due 29 March

Contract Award April 26

Prototype install complete 26 July

Milestones

• Connect bases directly to DOD PA IL4 Cloud Service Provider (CSP)

• Create Wide Area Networking connectivity from base to base

• Provide a CSP managed, government configured virtual Boundary

Cloud Access Point (VCAP)

• Provide a CSP managed, government configured virtual Internet

Access Point (IAP)

• Develop and execute performance testing plan comparing new and

current servicesData Rights

Seeking government purpose rights for Intellectual Property



19-LANT-0032 Navy Enterprise Service

Desk (NESD)Kristopher Leonard


• Effort assigned to PEO EIS PMW 250 October 2018.

• Status quo consists of ~97 Tier-1 Service Desks supporting ~500

programs/systems/applications.

• Users navigate through multiple points of entry to access Navy’s Service

Desks.

• Multiple input channels (telephone, web, chat, etc.) IT Service Management

(ITSM) processes are not integrated or uniform across Navy Service Desks.

• Service Desks are managed by agents who are Subject Matter Experts

(SMEs) for systems on hand.

• Develop a prototype, and if successful, expand into

production/transition to Fleet.

• Worldwide continuous operations: 24/7/365 (Afloat & Ashore).

• Single entry point for users to access Navy Service Desks.

• Self-service (Tier-0) capability to guide users to solve issues on

their own prior to engaging a Service Desk agent.

• Process Impact Level (IL)-4 data for prototype (Unclassified

Privacy Act Data). For production, IL 4/5 and IL-6 (IL-6:

Classified (SECRET)). Classified will be on premises.

• Reduce time to resolve issues using integrated technologies

knowledge management (KM), standardization, and significantly

reduce costs.

• Compatibility with BMC Remedy (extensively used by Navy).

Top Level Requirements• System shall continuously learn: knowledge centered (self-correcting,

demand-driven, capture in the moment, first call focused) employing artificial

intelligence, machine learning, and natural language processing.

• System shall integrate all channels of input – Contact Center Omni-Channel

telephony solution (Automated Call Distribution (ACD), Interactive Voice

Response (IVR), Web, Chat, Workforce Management) with ITSM tools.

• System shall be hosted in the commercial cloud.

• System shall migrate data from existing Navy Service Desks’ databases.

• System shall employ a single, easily recognizable, and memorable entry

resource.

• System shall provide self-service (Tier-0) resources prior to agent

engagement.

• System shall gather, compute, and output metrics for tracking operations.

Prototype Award August 2019

Prototype Phase 9 Months

Production Capability Approx. 1 Year

Milestones

Data RightsSeeking government purpose rights for Intellectual Property



19-LANT-0032 Navy Enterprise Service

Desk (NESD)Kristopher Leonard

COOP

Common

Service

Mgmt. for

Tiers 0-3

Self-Service

(Tier-0)

Business Relationship Management (BRM)

Access to Analytics

‒ 24/7/365 troubleshooting

‒ Single Point of Entry

‒ Web, email, phone, chat

‒ End-to-end tracking

‒ Standard reports & metrics

‒ Improved data quality

‒ Predictive modeling &

machine learning

Levels of Service:

Basic support‒ Detailed ticket entry and routing to

Tier-2

Full support Tier-1‒ Troubleshoot per Standard Operating

Procedures (SOPs), program usage,

password reset, manage account,

network issues

Partial support Tier-2‒ After business hours detailed ticket

entry

‒ Basic troubleshooting

Other Services‒ Specialized and/or custom reports

‒ Specialized / configured BMC IT

Service Management (ITSM) and/or

Contact Center telephony System

‒ Subject Matter Expert (SME) and

Tier-2 Level Services and support

‒ Help Desk Institute (HDI) and

Information Technology Infrastructure

Library (ITIL) training

‒ BMC Remedy Software as a Service

(SaaS)

‒ Symon and/or other Dashboard

Support

‒ Other specialized requirements

Prototype

uses

Knowledge

Management

(KM)

to enable

Service Desk

consolidation

providing

support to

ships at sea

(AFLOAT) and

Navy

Installations

(ASHORE).


19-LANT-0038 Cloud Access

Security BrokerDr. Will Stephens

• The Navy is in the progress of developing a hybrid multi-cloud environment

for ashore with specific integration points with on premise Disconnected

Intermittent, Low-Bandwidth (DIL) shipboard clouds. Industry trends are

changing from a well-defined perimeter to a user and data-centric focus on

security, and the Navy is planning on following that design pattern.

• CASB serves as a central integration point for fully automated continuous

monitoring capability identified as a critical aspect supporting a move to that

environment.

• Navy needs to identify what a mature capability looks like, how to get there,

and start by implementing a CASB Minimum Viable Product (MVP)

• White Paper

• Identify vendor MVP capabilities and success measures

• Identify what a mature CASB integration should look like

• Identify a maturity path from a Minimal Viable Product (MVP)

to mature CASB

• Prototype

• Measure success

• Refine a mature architecture

Upon successful prototype demonstration the CASB can be fully deployed

in the Navy Enterprise service environment

Request Released 14 Feb

White Paper Submissions 15 March

White Paper Down select 29 March

Full Proposals due 26 April

Contract Award 17 May

Minimum Viable Product Prototype 1 July

• CASB MVP Prototype

• Data Security Controls

• Threat Detection and Prevention

• Intermediation/Integration

• Compliance & Risk

• Discovery, monitoring, policy enforcement, and compliance

actions

• CASB MVP Prototype Integration Points

• Navy IL4 Cloud – AWS, Azure, SalesForce

• Services – IaaS, PaaS, SaaS

• Communication through DISA CAP

• Encryption Key Management


Top Level Requirements Milestones




19-LANT-0038 Cloud Access

Security BrokerDr. Will Stephens

The objective of this prototype is to identify and implement CASB minimum viable product for Navy Enterprise use as part of a plan to develop integrated and mature CASB, Data Security Controls, Threat Detection and Prevention, Intermediation/Integration, and compliance and risk capabilities. The objective is to be achieved through evaluation of white paper submissions, refinement of requirements, and selection and execution of a proposal.

1. Identify what a mature integrated CASB implementation will look like

2. Identity a maturity development plan for CASB

3. Select and implement CASB Minimum Viable Product prototype in Navy Enterprise production

environment based on future maturity and maturity development plan.

Schedule: Expected prototype in virtual environment (white paper) followed by Navy Enterprise

production prototype (Full Proposal) in FY19.



19-LANT-0047 Enterprise Application

Performance Management Capability

(EAPMC) Robert Thornton

• DC2HS currently hosts ~280 Mission Owner (MO) systems throughout two

Component Enterprise Data Centers (CEDCs) and one Commercial Hosting

Provider (CHP) comprised of ~4200 virtual servers.

• Most MO systems are transitions from legacy sites where the user is often

local to the system.

• Post-transition performance anomalies from the MO and end user

perspective lead to long cutover delays and wasted man hours supporting

trouble resolution.

• Legacy monitoring capabilities do not provide full monitoring visibility from the

user to the web server, down to the application server and the database

server.

• Provide an enterprise level, application performance monitoring

solution that will provide DC2HS operators insight into the

performance of MO applications from beginning (end user

browser) to end (database transactions), to include the network

performance metrics and real-time alerting.

Contract Award0 Days After Contract

Award (DACA)

Demonstrate EAPMC Capability 90 DACA

Begin Integration of EAPMC 91 DACA

Integration of EAPMC Complete 119 DACA

Begin Testing of Fully Integrated System 120 DACA

Performance Test Report 170 DACA

• The prototype shall:

• Run in a CEDC, commercial or government cloud, or in a hybrid

environment.

• Have the ability to monitor application performance at the end user

browser, including mobile platforms.

• Have the ability to monitor performance of the network through Joint

Regional Security Stacks, firewalls, load balancers, etc.

• Have the ability to web applications, mobile applications, and

databases.

• Show the exact latency of any transaction caused by the network.

• Have the ability to establish performance baselines.



Milestones




19-LANT-0047 Enterprise Application

Performance Management Capability

(EAPMC) Robert Thornton

IaaS

Co-Location

Managed Services

Network Connectivity

OPEN – FY20 Offering

Engineering Services

Security and Database Services

Navy Cloud Broker Services

Transition & Integration

Services

Disaster Recovery Services


19-LANT-0037 Project

Scheduling and AnalysisDavid Brodeur

Background Scope of Work• Legacy Scheduling Application not readily accessible to all members of

the user community.• Unique training required for qualified schedulers who are the only ones

directly accessing the application and information• No way to view/edit information on mobile devices

• Current functionality does not scale across projects or across ship maintenance activities. Each ship availability schedule and associated analysis is isolated from other availabilities.

• Technical limitations:• Graphics and information displays are static, not interactive • System architecture limits real-time updates and external interface

functionality• Legacy coding is difficult to modify and maintain

• Provide an Initial Scheduling Tool Capability Demonstration highlighting:

• Network Creation and Maintenance

• Critical Chain Management and Metrics

• Usability for the “Super User” to the First Line Supervisor

• Graphics and Interoperability with Other Platforms

• Scalability and Capacity examples

• Provide Models associated with High Level Data Concepts, Logical Data, Operation, Interface, Resource Flow and others to allow understanding of any future integration efforts.

• Following Prototype Analysis and Software Configuration, provide a “Full” Demonstration.

Top Level Requirements• The intent of this prototype project is to provide critical chain and critical path

scheduling ability to the Navy Ship Maintenance Community leveraging COTS products to the maximum extent possible.

• Demonstrate current industry best practices and innovations in work scheduling solutions

• Proven high degree of flexibility while providing the extreme capacity and scalability for Navy Ship Maintenance.

• Ability to handle continuous work package scope changes, emergent and new work, schedule conflicts and different user skill levels.

• Enable full prioritization across all ship maintenance communities.• Ability to handle all resources (personnel, material, etc…) and their

constraints including ways to mitigate critical chain constraints using resources from other/all facilities in a way that optimizes overall delivery of ships to the fleet.

Award

Initial Demonstration Award plus 30 Days

*Revised Estimates Based on Demo Award plus 45 Days

*Detailed Models and Full Prototype Demo Award plus 270 Days

Enterprise Deployment Plan Award plus 300 Days

*Add’l Milestones to be tracked /added between

Revised Estimates and Full Prototype Demo

Milestones


FY19 Q?Award Projection


19-LANT-0049 Afloat Integrated Learning

Environment (AILE) Pilot LT Stevie Greenway

The AILE Pilot should: Implement AILE on a “virtual” digital twin Consolidated Afloat Networks and

Enterprise Services (CANES) platform using the C2C24 Framework.

Function in a disconnected or austere communications environment

Be capable of storing application data locally to be synced with ashore

systems when bandwidth becomes available

Use the C2C24 Implementation Framework Development and Testing process

within the Collaborative Software Armory (CSA).

Provide feedback and updates to SPAWAR engineers on the C2C24

procedural documents

Demonstrate a repeatable process for Testing, Staging and Deployment of

AILE updates using the phased C2C24 Framework.

NOTIONAL MILESTONES: Obtain Access to NR&DE Commercial Cloud

Onboard application into the NR&DE Commercial Cloud

Subscribe to the CSA

Execute initial application Test 1 using CSA tools

Mitigate results of initial Test 1

Execute Test 2

Today Tomorrow

Schedule: Prototype to be delivered in multiple increments on a monthly basis using CANES Agile Core Services (ACS).

The government anticipates to government Purpose Rights

The Afloat Integrated Learning Environment (AILE) Pilot will modernize learning afloat by applying the Compile to

Combat in 24 Hours (C2C24) Implementation Standard.


https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwix4O-U8PDNAhXL5YMKHU6CCUwQjRwIBw&url=https://en.wikipedia.org/wiki/USS_Independence_(LCS-2)&bvm=bv.126993452,bs.1,d.amc&psig=AFQjCNEa9jaCHsupeCIWz6qSz9QxclS-NQ&ust=1468514253323381

https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwix4O-U8PDNAhXL5YMKHU6CCUwQjRwIBw&url=https://en.wikipedia.org/wiki/USS_Independence_(LCS-2)&bvm=bv.126993452,bs.1,d.amc&psig=AFQjCNEa9jaCHsupeCIWz6qSz9QxclS-NQ&ust=1468514253323381




Networking Break

64

19-LANT-0019 WBSTOMJoseph Forbes


Introduction/Background

• The Wideband Satellite Communications on the Move (WB-SOTM) System shall

provide the maritime platform connection to the Secret Internet Protocol Router

Network (SIPRNET). The system shall use Department of Defense (DoD) Wideband

Global SATCOM (WGS) X-Band or Commercial leased Ku-Band satellites to connect

to the Defense Information System Network – Tactical Edge (DISN-TE) services via

DoD SATCOM Gateways (Teleports).

• Reliable, ruggedized WB-SOTM System that can meet the demand of the maritime

environment in particularly those of boat and combatant craft operations while at the

same time effectively and efficiently communicating.

• The antenna shall be capable of meeting ARSTRAT-DOD Wideband Terminal

Performance Certification Requirements for WGS X-Band and certified for

Commercial Ku as the Threshold and ARSTRAT-DOD Wideband Terminal

Performance Certification Requirements for WGS X-Band certified as the Objective.

Data Rights

All data rights will be government purpose rights

Technical Requirements

• Operate in an extreme marine environment

• Operate on 28 vdc

• Maintain satellite lock on-the-move

• Compatible with DoD modems

• Mountable on small craft

Deliverables• WB-SOTM Prototype

• Documented Operating Procedures

• Documented Test Plan, Procedures and Reports

• System Diagram

• RF Radiation Pattern

• System Manual (User/Maintenance Manual(s))

• Interface Control Document

Milestones


Award (DACA)

Provide antenna for environmental testing 90 DACA

Delivery of antenna for lab system 120 DACA

Delivery of 1st antenna to be fielded 150 DACA

ARSTRAT Certification Process 356 DACA

FY20 Q3/4Award Projection


19-PAC-0024 Project PLATINUM HUSKY

(PPH)Mark Zabriskie / Duong Hang

Background Scope of Work• Project PLATINUM HUSKY (PPH) shall evaluate emerging commercial cloud

edge-computing capabilities for the afloat computing environment and

potential transition to the Consolidated Afloat Network Enterprise Services

(CANES) and other distributed computing requirements.

• Prototype 1: Develop and integrate Agile Core Services (ACS) utilizing the

CANES infrastructure, into the Amazon Web Services (AWS) Navy Research

Development Establishment (NRDE) Commercial Cloud Environment and

then transferred to an AWS Snowball Edge (SBE).

• Prototype 2: Develop and integrate ACS, utilizing the CANES infrastructure,

into the AWS NRDE environment and then transferred to a Microsoft (MS)

Azure Stack (AS) and/or an MS Data Box Edge (DBE).

Provide the Government a report that describes the technical and IT

sailor training changes, if any, required for the system management

tools used for CANES software and ACS in order to integrate the

compute, network and storage capabilities of an AWS SBE cluster.

The Report shall also include:• Software scripts/code required to demonstrate functionality in the

prototypes• SysML-format (preferably MagicDraw) reference architectures (RAs)

showing: Requirements diagram, Structural diagrams, Internal block diagrams, Block definition diagrams, Package diagrams, Parametric diagrams, Behavioral Diagrams, Use case diagrams, Activity diagrams

• Commercial procurement strategy• Software licensing current and needed strategies• Costs model / rough-order magnitude (ROM) based on RA• Government-design/built racks versus vendor-designed/built racks• Updates to policies, programming, and resourcing• Recommended next steps

Top Level Requirements• Functional: The prototype shall enable an IT sailor using existing CANES and

ACS system management tools to:

• Connect and integrate the edge device cluster into the CANES

infrastructure

• Provision the additional compute, storage, and network capabilities of the

edge device cluster and make it available for use via CANES & ACS

• Monitor the availability, capacity, and performance of the edge device

cluster

• Demonstrate continuity of operations as each edge device is removed

from the cluster mid-operation and recovery

• Gracefully de-provision, shutdown, and remove the entire edge device

cluster from the CANES infrastructure

• Non-Functional: operate within the unclassified NRDE network

Contract Award 0 Days After Contract Award

Test Plans Developed 30 DACA

Lab set up 60 DACA

Architecture, cost model & procurement strategy developed

130 DACA

Testing and Test report completed 150 DACA

Final report published 240 DACA

Milestones




19-PAC-0024 Project PLATINUM

HUSKY (PPH)Mark Zabriskie / Duong Hang

SC Configuration Manager *

SC Operations Manager

SC Service Manager

Veeam Backup & Replication

Combination of listed SM products

* Windows Server Update Services (WSUS) is co-located where this product is installed

CANES SW3 SM Subsystem Components

CANES

Baseline

Platinum

Husky

Public

Cloud

Gov

Data Center

Vis

ion

No

tio

nal

fo

r P

roto

typ

es

1 &

2

ACS Software Stack• RedHat OpenShift PaaS

environment • Open source and GOTS

software to support data analytics (services that allow big data and machine learning applications to be operated in a Navy environment) and

• Common services (perform utility and visualization functions).



19-PAC-0026 Forward Manufacture of Expendable Floating,

Logistics and Assault PlatformsDr. Kristin Holzworth and Capt Matt Friedell

Background Scope of Work• On July 21, 2017, President Donald J. Trump signed Executive Order (EO)

13806 on Assessing and Strengthening the Manufacturing and Defense

Industrial Base and Supply Chain Resiliency of the United States.

• Currently, the industrial base faces an unprecedented set of challenges;

combined, these challenges erode the capabilities of the manufacturing and

defense industrial base and threaten the Department of Defense’s (DoD)

ability to be ready to “fight tonight,” and to retool for great power competition.

• The recent democratization and proliferation of additive manufacturing

technologies affords the opportunity for resiliency through the rapid

reconstitution of critical assets for warfighters at or near the point of need.

• The rapid forward manufacture of expendable floating, logistic and assault

platforms provides a critical asset to support littoral operations in a contested

environment.

This initiative has two objectives:

1) Rapidly forward manufacture an expendable aluminum floating

platform capable of transporting personnel

2) Rapidly forward manufacture an expendable aluminum floating

platform capable of providing logistical support

Alternative materials including polymer, polymeric composite, polymeric

foam, or a hybrid combining aluminum and polymer will also be

considered as the rapid forward manufacture media.


In accordance with technical specifications and Naval standards:

1) Develop and demonstrate a prototype capable of simulating ship-to-shore

movement of personnel

2) Develop and demonstrate a prototype capable of simulating ship-to-shore

movement of logistical support items

Milestones

Data Rights:Seeking government purpose rights for Intellectual Property

Contract Award DACA

Design Finalization / Technical Data Package Creation 60

Material Characterization Testing 90

1:4 Scale Prototype Fabrication 120

Design Reconsideration/Modification 150

Full-scale Prototype Fabrication, Test and Evaluation 210

Full-scale Prototype Field Testing 270



19-PAC-0026 Forward

Manufacture of Expendable Floating,

Logistics and Assault PlatformsDr. Kristin Holzworth and Capt Matt Friedell

Seabase

Expendible

Floating,

Logistics and

Assault

PlatformsManned Assault Littoral

Staging

The rapid forward manufacture of expendable floating, logistic and assault platforms

provides a critical asset to support littoral operations in a contested environment.

69

19-LANT-0028 Automated Industrial Control

Systems (ICS) Modeling Reed Phillips


Background Scope of Work• This tool or suite of tools has application to Department of Defense (DoD)

Industrial Control Systems (ICS) deployed at 400+ sites worldwide.

• The typical ICS environment is aging, fragile, heterogeneous, complex, and

has to maintain high availability.

• Identification is the first step to securing ICS.

• Current IT identification tool’s performance is inadequate for use on such

systems.

• Identification for ICS is currently tedious and cumbersome, depleting

resources, driving up costs and decreases availability of ICS.

• New automated solutions are needed to properly identify and define ICS

environments, and free up resources.

(I): An automated Asset Inventory identification and enumeration tool

that is specifically built for an ICS environment. The tool should not

interfere with active operations.

(II): Identify and inventory system Data Flows, allowing analysis of

known and unknown system data traffic. Identify and relate the

interconnections and dependencies of the system in an interactive

ICS network map.

(III): Provide a mechanism to catalog System Behaviors of an ICS

system. This includes expected and emergent System Behaviors.

Top Level Requirements• A prototype tool or suite of tools that shall Integrate into a lab environment

and shall not exceed space requirements of a 24U 19” rack and an HMI.

• The tool set shall not have any external or wireless communications (stand-

alone).

• The prototype tool or suite of tools hardware shall be in compliance with

applicable IA standards.

• Within a known lab environment, the tool or suite of tools shall be capable of

detecting and documenting a threshold of 90% and an objective of 98% of

the hardware, software, firmware (I), data flow (II), and changes in system

behaviors (III) of the entire ICS system.


Award (DACA)

Demonstrate prototype Tool Set 90 DACA

Begin Integration of Tool Set 91 DACA

Integration of Tool Set Complete 119 DACA



Milestones

Data Rights: Seeking government purpose rights for Intellectual Property


70

19-LANT-0028 Automated Industrial Control

Systems (ICS) Modeling Reed Phillips


UNCLASSIFIED – DISTRIBUTION D

Image taken from Stephen Hilt; Kyle Wilhoit; Clint Bodungen; Bryan

Singer; Aaron ShbeebPublished by McGraw-Hill, 2016

Purdue Enterprise Reference Architecture (PERA)

(I) Automated Asset

Inventory

IT/OT Collection

(II) Automated IT/OT

Data Flows

Identification and

Inventory

(III) ICS System

Behaviors Catalog

https://learning.oreilly.com/library/publisher/mcgraw-hill/


19-LANT-0029 Ruggedized Polymer

BracketJosh Heller

Background Scope of Work• Technology refresh of the Key Management Infrastructure (KMI) system on

both shipboard and submarine installations are causing a change in the form

and fit of previously designed mounting brackets and is introducing readiness

risks due to cost and lead time for redesigned fixtures.

• KMI Integrated Product Team and SPAWAR Logistics and Life Cycle

Engineering Competency (4.0) initiated a tasking with limited success to

design and develop a polymer additively manufactured bracket set to mount

the KMI equipment.

• Challenges arose with consistencies in print and the redesigned bracket

ultimately failed shock testing.

• Develop a set of tailorable processes and standards that will take

an existing traditionally manufactured design and redesign the

fixture for additive manufacturing.

• Identify commercially available equipment and material that will

support the developed process

• Demonstrate the process through the redesign and printing of an

existing KMI fixture.

Top Level Requirements• The project shall:

• Determine a tailorable design and printing process

• Develop appropriate printing verification methods

• Identify and utilize commercially available materials and equipment.

• The printed bracket shall:

• Printed from a plastic or composite polymer material that conforms

with environmental standards.

• Designed to be able to withstand vibration and shock testing in

accordance with MIL-STD-167-1A and MIL-STD-901E

• Must not change its current mounting interface, overall footprint and

fastener pattern


Award (DACA)

Determine Redesign Process 50 DACA

Conduct Redesign 75 DACA

Print Redesigned Bracket 89 DACA

Deliver Bracket for Testing 90 DACA

Milestones




19-LANT-0029 Ruggedized

Polymer BracketJosh Heller

Technology refresh of the Key Management Infrastructure (KMI) system on

both shipboard and submarine installations are causing a change in the form

and fit of previously designed mounting brackets. A redesign of the mounting

brackets for traditional manufacturing has introduced readiness risk due to

high cost of fabrication and long lead times for delivery.

The requested prototype for this project is twofold: (1) To develop a set of

processes and standards that will take an existing traditionally manufactured

design and redesign the fixture for additive manufacturing. (2) To demonstrate

the process through the redesign and printing of an existing KMI fixture. The

project shall:

Determine a tailorable design and printing process

Develop appropriate printing verification methods

Identify and utilize commercially available materials and equipment.

The printed bracket shall:

Printed from a plastic or composite polymer material that conforms with environmental

standards.

Designed to be able to withstand vibration and shock testing in accordance with MIL-

STD-167-1A and MIL-STD-901E

Must not change its current mounting interface, overall footprint and fastener pattern

Schedule: Expected prototype to be delivered within 90 days of award.

Government testing to be supported by contractor within 30 days of prototype

delivery.



19-LANT-0029 Ruggedized

Polymer BracketJosh Heller

UNCLASSIFIED – DISTRIBUTION DA tailorable process for redesigning existing traditionally fabricated brackets and fixtures for

additive manufacturing will allow for increased readiness.

KMI bracket and fixture set



19-LANT-0033 Littoral Combat Ship

Relay PlatformMatthew Cawley

Background Scope of Work• The Littoral Combat Ship (LCS) Mine Countermeasure Mission (MCM) Mission

Package (MP) supports MCM operations through the employment of unmanned

surface vehicles (USVs) with an array of sensors and systems to detect, localize

and neutralize mines

• The MCM USVs send data at high data rates to LCS over communication

channels

• The Navy is currently developing a Government Furnished Equipment (GFE)

Multiple Vehicle Communications Relay System (MVCRS) that will be used as a

relay system and integrated onto a relay platform

• Provide a relay platform capable of integrating the MVCRS and

demonstrate that it is capable relaying data to achieve BLOS

communication ranges

o The relay platform shall be a combination of a USV (that can

be remotely controlled or operated autonomously) and an

airborne platform that is tethered to the USV

o The relay platform should be capable of launching,

recovering, and flying the airborne platform remotely

• Integrate the MVCRS equipment into the relay platform

o Providing electrical and cooling interfaces

• Conduct performance based testing with the relay platform integrated

with the MVCRS


• The relay platform shall be capable of operating at sea

• The relay platform shall have a reasonable operations endurance

• The relay platform shall be capable of deploying, retrieving, and operating the

airborne platform

Contract Award

0 Days After

Contract Award

(DACA)

Demonstrate Integrated USV & Airborne Platform 90 DACA

Begin Integration of MVCRS 91 DACA

Integration of MVRCS Complete 119 DACA

Begin Testing of Fully Integrated Relay System 120 DACA


Milestones


75

Introduction/Background

• The United States Naval Observatory (USNO) telescope network

USNO-TN) is a fairly simple architecture consisting of a complex

and heterogeneous remote infrastructure with multiple

geographic locations possessing a wide array of capabilities.

USNO remotely controls these telescopes from Washington, DC

and transfers data from the remote locations back to USNO-DC

for processing and analysis. The external network of telescopes

is highly heterogeneous. Some potential locations are on USNO

facilities in CONUS; some on DoD facilities both CONUS and

OCONUS; some on US GOCO facilities CONUS and OCONUS;

some on US COCO facilities (CONUS & OCONUS) and some

on facilities operated by allied foreign governments. Some of the

telescope buildings are owned by the US and some are not. The

locations and ownerships of the telescopes adds another level of

problems to the security of the network and the integrity of the

data. USNO must be able to operate this heterogeneous

network at high levels of automation in order to obtain, retrieve

and process the data needed to support USNO’s, the Navy’s and

DoD’s mission, all within the context of USNO’s ongoing network

upgrades and system and software accreditation activities in a

way that meets all security requirements.

TECHNICAL REQUIREMENTS:

• Shall allow all users to remotely control telescopes and instruments from the USNO RDTE network. The ultimate goal is to fully automate this process, controlled from USNO-DC.

• Shall utilize existing USNO RDTE laptops.

• The system shall be capable of allowing users to manually download data from the remote system. Ultimate goal is to fully automate this process, controlled from USNO-DC.

• The system shall have computer network defense.

• The system shall be capable of allowing users to automatically download data.

• The system shall have capability to execute DoD/DoN compliant scripts.

• The system shall be capable of hosting data via Secure File Transfer Protocol (SFTP).

• The system shall have an established Virtual Private Network (VPN) link from USNO-DC RDTE the remote telescope site.

• The system shall have a network storage capability. (Threshold 1TB Objective 5TB)

TESTING REQUIREMENTS:

• The vendor(s) shall assist in Field User Evaluation (FUE) to validate system capabilities by

providing documented test procedures and provide technical assistance when required to

perform the test assessmentDeliverables1. Bill of materials (hardware and software).

2. Total Cost Ownership (includes procurement and out year

sustainment costs)

3. Drawing

4. Documented Test Plan and Procedures

19-LANT-0039 USNO Telescope

remote control and data consumption David Bates


FY20 Q2/3Award Projection


19-LANT-0042 PMW/A-170 Small SWaP

GPNTS VariantJon Wrinn

• Position, Navigation, and Time (PNT) Assurance requires the ability to

compare and fuse inputs from diverse sensor technologies.

• NAVSSI and GPNTS are the Navy’s current platforms for PNT Assurance

• Survivability attributes driven by Mission Criticality are Size, Weight and

Power (SWaP) drivers

• A similar product does not exist for smaller maritime platforms

• Open systems architecture and Government-purpose Intellectual Property

are keys to adapting to new sensor technologies

• The Small Size, Weight and Power (SWAP) GPNTS Variant development

seeks to develop a reduced physical size of GPNTS but not functionality

• Approximately 100 units maybe fielded across various platforms, in a

relatively short period of time (~3yrs) if the prototype is successful.

• Derive an appropriate technical performance requirements set for

a small SWaP GPNTS Variant

• Develop a prototype small SWaP GPNTS Variant capable of

hosting and executing the GPNTS common core software

• Test, demonstrate, and provide analysis that the prototype meets

the established technical performance

• Develop a timeline for operational testing for development to

fielding


Award (DACA)

System Requirements Review 30 DACA

Preliminary Design Review 90 DACA

Critical Design Review 150 DACA



• The Small SwaP GPNTS Variant Shall:

• Provide precise position, velocity, attitude, and time (assuming

appropriate sensor input)

• Operate in GPS degraded and denied environments (assuming

appropriate alternative sensor inputs)

• Host and execute GPNTS common core software

• Have an Open Architecture design

• Be GPS M-Code Compatible or have an upgrade path for M-Code

• Accept, validate, and fuse external sensor inputs

• Detect and exclude misleading information

• Be compatible with ADAP and MAGNA anti-jam GPS antennas



Milestones




19-LANT-0042 Small SWaP GPNTS Concept

Time and Frequency Users

Navigation Users


19-LANT-0043 USMC

Mobile Remote Tower Muhammad Patel

Background

Scope of Work• NIWC Atlantic in partnership with the US Air Force has contracted with

Frequentis USA to provide a complex camera system to support an Early

Operational Assessment (EOA) of using camera technology to replicate the out-

the-window view of a traditional Air Traffic Control Tower.

• The parameters of this camera system are pre-defined.

• Camera feeds, via Fiber Optic cables, will transmit live data back to a Remote

Operations Center where Air Traffic Controllers will relay information to relevant

stakeholders based on information contained in the live data feed.

• The EOA project is a joint operation between the US Air Force, US Navy, and

US Marine Corps, however this specific tasking is only in support of the

USN/USMC portion of the project.

• Provide a mobile solution to which the government provided camera

array and video compression equipment can be affixed, set-up, and

operationally verified in a range of environmental conditions.

• Follow-on production requirements may extend to developing a

corresponding mobile solution for the Remote Operations Center to

incorporate the backroom processing equipment and operational

control positions.

Top Level Requirements• The prototype shall be capable of:

• Transportation over different types of terrain with no damage to camera

or video processing/distribution equipment.

• Setup/Breakdown times of 1 hour or less

• Transportation by KC-130 aircraft, or similar military aircraft commonly

used for aerial transport

• Supporting AVCS design of a circular array of panoramic cameras, and

a minimum of 4 Pan-Tilt-Zoom (PTZ) cameras

Contract Award 0 Months After

Contract Award

(MACA)

Phase 1: Delivery of Prototype Concept Design NLT 3 MACA

Phase 2: Demonstration of Initial Prototype

Mockup(s)

NLT 9 MACA

Phase 3: Field Demonstration of Full Scale

Prototype w/o integrated camera system

NLT 18 MACA

Phase 4: Field Demonstration of Full Scale

Prototype with integrated camera system

NLT 24 MACA

Milestones

Data Rights: GPR for all data rights.

FY19 Q4 / FY20 Q1Award Projection


19-LANT-0044 VIDS Automated Deployment

and Test SystemGary Ludlam

• Visual Information Display System (VIDS): Consolidated processing,

control, and display of air traffic control (ATC) information.

• Current development environment:

• Subversion configuration management repository

• Hudson build server

• Jira issue tracking for task management.

• Problem: Excessive manual testing of enhancements and bug fixes

• Seeking: automated deployment and testing solution to reduce testing cost

and schedule, allowing rapid testing and fielding of new solutions.

• Develop prototype automated deployment and testing system

integrated into existing VIDS development environment

• Draft system configuration manual

• Draft operator’s guide

• Design documentation

• Test and evaluation of automated deployment and testing system

• Automated software installation

• Automated system configuration validation

• Automated testing, including:

• Executing GUI interaction on VIDS.

• Validating displayed data.

• Validating and modifying database data.

• Injecting test data

• Logging test results into Jira

Contract Award 0 Days After

Contract Award

(DACA)

Phase 1 Demonstration of Sample Deployment

and Test

60 DACA

Phase 2 Demonstration of Sample Deployment

and Test

90 DACA

Begin testing of fully integrated prototype

automated deployment and test system

151 DACA

Final test report 180 DACA



Milestones




19-LANT-0048 Modernization GPS User

Equipment (MGUE)Leif Manley, 52460

• SPAWAR Atlantic develops navigation solutions for US Navy Submarines

and integrates those capabilities into the IP-1747/WSN Enhanced Control

Display Unit (ECDU).

• The current M-Code GPS schedule indicates full rate production and the

availability of the capability for integration in the FY-20 to FY-22 time frame.

This time frame corresponds with Submarine Technology Insertion FY-22 (TI-

22).

• To prepare for the integration of M-Code GPS into submarines, SPAWAR

LANT requires a prototype M-Code GPS solution for integration into

Submarines.

• The M-code GPS solution be GPS RF compatibility tested with current and

future components of the submarine GPS RF data path. The M-code GPS

solution must have its space, weight power and interface requirements

characterized for integration planning into a TI-20/TI-22 ECDU design.

• Ensure Sail, Antenna and Radio Room current configurations will

support M- Code GPS operation.

• Determine if the current sub RF path can accommodate the M-Code

signal in space without modification.

• Determine any component changes required to support M-Code GPS

operation.

• Determine the current sub mast compatibility with GPS M-Code signals.

• Estimate current RFDACS/antenna compatibility with GPS M-Code

signals.

• Determine GPS Splitter compatibility with the GPS M-Code RF signals.

• Test the MGUE with a RFDACS in a laboratory environment.

• Identify any issues with M-Code operations and RFDACS.

• Determine space, weight and power requirements of GPS M Code

receiver.

• Determine compatibility of GPS M-Code receiver with existing ECDU

VME Card Cage.

• Determine compatibility of GPS M-Code receiver with future ECDU

cPCI Card Cage.

• Determine options for data integration of the GPS M-Code receiver into

the ECDU.

• Perform engineering, technical and program

support services for MGUE to include:

Early examination of the submarine

RF path and integration

studies/testing with prototype M-

Code capable GPS receivers

Determination of GPS M-Code

receiver compatibility with the existing

and future Navigation Suites on

SSNs and SSGNs



Milestones






Don Sallee: [email protected]

IWRP Internal SPAWAR WIKI: https://wiki.spawar.navy.mil/confluence/x/7-N_Dw

IWRP Public Site: https://www.theiwrp.org

mailto:[email protected]

https://wiki.spawar.navy.mil/confluence/x/7-N_Dw

https://www.theiwrp.org/