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The Voice of Military Communications and Computing

Mobile Networks O IT Acquisition O PEO C3T Update

Network Evaluator

Brig. Gen.N. Lee S. Price

Program Executive OfficerCommand, Control, Communications(Tactical)

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C4August 2011

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Military inforMation technology august 2011 VoluMe 15 • issue 7

features coVer / Q&a

23

DepartMents

inDustry interView

36

Brigadier General N. Lee S. PriceProgram Executive Officer

Command, Control, Communications (Tactical)

Joseph HickeyVice President of Business

Development and MarketingUltra Electronics TCS

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Editor’s Perspective

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Buy When NeededTo be more relevant in an era of disruptive technology, future budgets must be inherently more flexible for acquisition of C4/IT systems, argues a former Army chief information officer.By Lieutenant General Jeff Sorenson (Ret.)

6

Networks at the EdgeAs military reliance on mobile communications grows and portable and commercially inspired devices proliferate in the field of operations, the need for effective networking technologies to link them together has increased as well.By Adam Baddeley

12

15

Soldier-Level ConnectivityWIN-T program manager looks back on five years of change in Army’s linchpin tactical network of the future.

On-the-Move MilestoneThe second increment of Warfighter Information Network-Tactical (WIN-T) recently wrapped up its major developmental test, marking another key step in the Army’s plans to establish a mobile communications grid for the battlefield. By Amy Walker and Claire Heininger Schwerin

SPECIAL REPORT: PEO C3T UPDATE

Two recent requests for information (RFIs) by the Department of the Navy (DoN) offer interesting insights into how that service, and by extension the broader military and government, will be trying to hold down IT costs in an era of tight budgets.

With the Navy and Marine Corps developing new networks at the same time that they and other agencies are seeking to cut non-tactical IT spending by 25 percent, the RFIs seek industry ideas on how to achieve savings in two key areas: basic business software and data centers.

The first RFI addresses the category of “end user communica-tions and collaboration,” which represents the nitty-gritty essentials of office life—email, word processing, spreadsheets and collabora-tion tools. It argues that DoN can no longer afford to maintain a number of different systems for these functions.

In the course of asking for information on a host of needed system characteristics, from open standards to cybersecurity, the document lays out some requirements that to me sound very much like the voice of experience. The system, it says, must enable users to “access email and collaboration services without having to create new email accounts, resort to work-arounds, and manual processes; access the data required to support mission accomplishment without having to supply their own data storage devices; and effectively collaborate with coalition partners and non-governmental organizations.”

I’m guessing there’s a lot of real-life user frustrations behind each of those ideas.The other request focuses on the 80 data centers currently operated by the department, many

of which implement custom solutions with outmoded service delivery models and also don’t make sense in the current environment. The document sees some benefits from consolidating or retiring many of the existing 1,600 IT systems, but suggests that the long-term solution lies in a combina-tion of public and private data centers.

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peopleArmy Brigadier General Joseph A. Brendler, who has been serving as chief of staff, Defense Information Systems Agency, has been assigned as chief, C/J-6, International Security Assistance Force, Operation Enduring Freedom, Afghanistan.

Rear Admiral Samuel J. Cox will be assigned as director of intelligence, J2, U.S. Cyber Command. Cox is currently serving as director, National Maritime Intelligence Center.

The following Army brigadier generals are among those recently nominated for appoint-ment to the rank of major

general: John A. Davis, director, current operations, J-33, U.S. Cyber Command; Robert S. Ferrell, director for command, control, communications and computer systems, U.S. Africa Command; Gregg C. Potter, commanding general/comman-dant, U.S. Army Intelligence Center of Excellence and Fort Huachuca, Ariz.; N. Lee S. Price, program executive officer, command, control, and communications (tactical).

Rear Admiral (lower half) Sean R. Filipowski will be assigned as deputy director of operations, J3, U.S. Cyber Command. Filipowski is currently serving as director, Cyber, Sensors and Electronic Warfare, N2/N6F3, Office of the

Chief of Naval Operations.

Rear Admiral Janice M. Hamby will be assigned as military deputy to the Chief of Information Office, Office of the Assistant Secretary of Defense for Networks and Information Integration. Hamby previ-ously served as vice director of command, control, communica-tions, and computer systems, J-6, Joint Staff.

Rear Admiral (lower half) Matthew J. Kohler will be assigned as deputy commander, Fleet Cyber Command/deputy commander, Tenth Fleet.Kohler is currently assigned as deputy chief, Tailored Access Operations, National Security Agency.

After a lengthy development process, the Department of Defense has unveiled its new strategy for operating in cyberspace.

The strategy, outlined in a July 14 address by Deputy Secretary of Defense William J. Lynn III, focuses on ways to protect DoD networks against increasing numbers of cyber-attacks from terrorist groups and rogue states.

As Lynn pointed out, the need for cyber-defense has grown as adversaries and potential adversaries have noted the critical role of networks and information technology in all aspects of U.S. national security, as well as all other aspects of modern society.

“All of the advanced capabilities we have, whether it’s targeting or navigation or communication … have a backbone that’s run through information technology,” he said. “So if you’re a smart adversary and you’re seeking an asymmetric way to come at the United States, cyber will appear to you very, very quickly.”

In remarks to reporters, Lynn indicated that the strategy concentrated on hard-ening defenses and reducing incentives for attacks, because the difficulty in identifying the source of attacks makes retaliation an ineffective strategy. In recent years, military planners have debated the roles of defensive and offensive cyber-strategies, including the possibility of launching kinetic actions in response to cyber-attacks.

In a related development, the Government Accountability Office has issued a report contending that while DoD is taking proactive measures to better address cybersecurity threats, its organiza-tion in this field is decentralized and spread across various offices, commands, military services, and military agencies.

The report, titled “DoD Faces Challenges in Its Cyber Activities” (GAO-11-75), also points out that while several joint doctrine publications address aspects of cyberspace operations, DoD officials acknowledge that the discussions are insuf-ficient, and that no single joint publication completely addresses cyberspace operations.

The Navy’s Consolidated Afloat Networks and Enterprise Services (CANES) program, which will consolidate and enhance five shipboard legacy network programs to provide a common computing environ-ment infrastructure for command, control, intelligence and logistics applications, has passed a significant engi-neering milestone. Critical design reviews (CDR) have been completed for the two competing CANES systems being developed by Lockheed Martin Mission Systems and Sensors and Northrop Grumman Information Systems.

“CDR is a key point in the CANES program as it establishes the design baseline and provides assurances that CANES will meet stated performance require-ments within cost and schedule parameters,” said Navy Captain D.J. LeGoff, program manager for the Tactical Networks Program Office. “We are confidently proceeding into system fabrication, demonstration and test.”

The next step in the engineering and manufac-turing development (EMD) phase of the program is completion of a test readiness review. This review will ensure that the CANES design is ready to proceed into formal contractor system integration test prior to

down-select to a single CANES design. The review will also assess test objectives, test methods and procedures, and scope of testing while verifying the traceability of testing to program requirements.

Although the continuing resolution passed by Congress earlier this year resulted in an approxi-mate five month schedule delay in the completion of the EMD phase of the contract, all major acqui-sition milestones are still achievable within the approved parameters established by the milestone decision authority in January. The first CANES instal-lation on a fleet destroyer is planned for late in fiscal year 2012.

Consolidation through CANES will eliminate many legacy, stand-alone networks while providing an adapt-able and responsive information technology platform to rapidly meet changing warfighter requirements. This strategy strengthens the network’s infrastructure, improves security, reduces the existing hardware foot-print and decreases total ownership costs. In addition to providing greater capability, CANES will allow sailors to benefit from reduced operations and sustainment workloads as a result of common equipment, training and logistics.

Shipboard Network Steams Ahead Cyberspace Strategy Unveiled

Compiled by KMI Media Group staff

PROGRAM NOTES

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As military reliance on mobile communications grows and portable and commercially inspired devices proliferate in the field of operations, the need for effective networking technologies to link them together has increased as well.

Operating in conditions vastly different from developed urban areas—where cell phone towers, Wi-Fi spots and 4G systems seamlessly connect smartphones and other devices—military communicators must contend with austere environments and the lack of an infrastructure. Moreover, the coalition nature of most modern military operations means that units must be able to communicate with international forces as well as law enforce-ment and non-government organizations.

In response to these challenges, government and industry researchers are developing new methods to achieve interop-erability and provide robust communications amid adverse conditions.

The Defense Advanced Research Projects Agency (DARPA), for example, has funded a project called the Mobile Ad hoc Interoper-ability Network GATEway (MAINGATE), which is demonstrating technologies for mobile ISR and C2 networking. MAINGATE has a second-generation mobile ad hoc network designed to provide on-the-move and at-the-halt network-centric connectivity for ground and air platforms.

Raytheon-developed MAINGATE was recently tested at the Army Expeditionary Warrior Experiment, which showed the sys-tem’s ability to provide mobile networking among headquarters, mounted and dismounted units.

MONAX

MONAX from Lockheed Martin is fundamentally a deploy-able, secure, 4G private network and the devices that operate on

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that network to leverage smartphone applications and capability, both developed by the organization that uses MONAX and from outside.

MONAX refers to “mobile network access,” according to Sam Guthrie, director strategic ventures for Lockheed Martin Infor-mation Systems and Global Services Defense.

Work on MONAX has been motivated by a desire to exploit smartphone technology.

Guthrie explained, “The kinds of activities that we associ-ate with our smartphone usage in our personal lives could very likely have a great impact for operators such as military tactical units at the very outer edge of our networks as well as non-military users with important operational field work performed on the edge of networks like first responders. Smart-phone devices in the hands of the user would actually be a step up in involvement from the devices that they have today and would be affordable given what is in the commercial market today.

To realize the MONAX vision, LM enlisted partners who pro-vide various niche hardware and software capabilities, creating a unique system that includes a Lynx device which brings the network together. “Our customers want to put capability in the hands of people in an affordable way,” Guthrie said. “We believe that staying agnostic on the end-user device gives our custom-ers maximum flexibility in their choices. Commercial companies are changing and improving the designs and capabilities of their

phones rapidly. MONAX can leverage that all along the way with-out having to invest in the R&D or new design work for a new end-user device, which inevitably increases cost to the customer.”

Rather than convert each and every smartphone to MONAX, the system uses Lynx as an appliqué module that attaches to a wireless equipped module. That acts as a gateway to the network, which Guthrie notes is a key design difference between this and other offerings. “We take any one of those devices—a smart-phone, iPhone, iPad, Android phone or tablet—and it securely connects via WiFi into the Lynx device; from the Lynx device on, you are then in the 700 MHz network.”

MONAX creates its own flexible 700 MHz network, on fre-quency band that in the U.S. has been reserved for first respond-ers for the foreseeable future, and which customers for MONAX have indicated a preference for. The same frequency is also highly suitable for use overseas in likely areas of deployment, again based on user feedback.

“If you try to use a cell phone today in the theater of operation, the networks there are not secure and they are not stable. MONAX brings a network that does those things. We have checked with the spectrum managers of various organizations and given their potential theaters of operation, 700 MHz is a pretty nice place to be if you don’t want to disrupt local commer-cial activity,” Guthrie said.

MONAX base stations have either one or three sectors, with each sector supporting 250 simultaneous users—roughly five

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to six times the capacity of a normal cell phone, providing greater reliance against the network being swamped in an emergency. Range and throughput is a function of multiple factors. In a deployment on board an aerostat at Yuma, Ariz., however, MONAX supported live streaming video to a smartphone at 38 km.

MONAX recently demonstrated the integra-tion of the Air Force’s legacy voice and data com-munications deployable infrastructure with the 3rd Combat Communications Group, at Tinker AFB, Okla., demonstrating that the same network design used on the flightline at home could be quickly deployed with the unit. MONAX sup-ported a range of activities.

Communications on the edge had generally previously been supported by land mobile radios. Using the MONAX cellular system and another product called the Universal Communications Platform out of Lockheed Martin Global Training and Logistics, the legacy radios and telephone sys-tem were able to be integrated into the network, maintaining the capital investment but with the addition of significant data capabilities.

“What customers are looking for is how to capitalize on what they have already invested in, but also move into the future so that they are not forever stuck in a data-poor world with their people on the edge,” Guthrie observed.

fAsTCOM

FASTCOM (Forward Airborne Secure Transmissions and Communications) was publicly launched at the AUSA exhibi-tion last fall. The expeditionary cellular network, developed by a team of ViaSat and two Textron Systems companies, AAI and Overwatch, was slated to be part of the Empire Challenge exer-cise this spring.

The core technology of FASTCOM is a secure cellular CDMA network provided by ViaSat.

“If you think of how a cellphone network works today, your phone links up to the tower and you are able to connect to the rest of the world. The Department of Defense has said that there is a need for having a private cellular network where soldiers could be connected together without having big heavy radios, instead of using commercial smartphones to send data and full motion video as well as voice. What we did at AUSA is demon-strate FASTCOM with our partners ViaSat and Overwatch with the phones and applications that enable this technology,” said Dave Landis, managing director, UAS business development, AAI Unmanned Aircraft Systems.

The FASTCOM network is established via two pods mounted to extended wing hardpoints underneath the RQ-7 Shadow UAV, which support 100 simultaneous users pushing and pulling data. When flying at 5,000-8,000 feet the payload can create a cone of coverage 13 miles in diameter.

A separate backhaul link is also provided to handle cellular network traffic back to the Shadow aircraft’s ground control station for access to secure backhaul networks. The pods draw power from the Shadow aircraft’s 300W of generated power, with

two pods being necessary to provide sufficient balance of the platform. As well as unmanned aircraft, the FASTCOM pods also can be deployed on aerostats or ground vehicles.

Landis added, “ViaSat is working with a government agency to achieve certification on FASTCOM’s secure encryption technology, which enables Secret and below communication on commercial Android-powered smartphones.”

Available throughput for the system has not been disclosed, but it is sufficient to provide high quality video to users on the network via smartphone devices. “We have the ability to send and view full motion video via a smartphone, allowing dismounted troops to connect to the battlefield network or to view aircraft video just like they are watching TV,” said Landis.

As part of the FASTCOM concept, the team has matched the network with key applications according to user requirements.

“The handheld user can collect data and pass that collected data back to a TOC as well as receive the products of any analyzed data,” explained Jon Percy, vice president, business development and strategy, Overwatch. “Primar-

ily what you are providing to the warfighter on the edge is situational awareness. With SoldierEyes and FASTCOM, you are providing the warfighter with an easy way to feed data back to the TOC and an easy way to provide intelligence products back to the warfighter on the edge.

“What you have back at the TOC is a whole lot more ana-lytical capability and a whole lot more visualization so you can provide those products back to the edge users,” Percy added.

Applications within the network include SoldierEyes, which is similar to TIGR but provides improved analysis tools to fil-ter information that is no longer relevant. Other applications include Cloudwave and Project Greyhound. The former provides the infrastructure tools that the various apps need to control databasing of information and visualization of information.

NIghThAwk 3g

“Smartphones are inevitably going to be in warfighters’ hands because smartphones simply have too much utility,” explained Ed Zoiss, vice president advanced program and tech-nology, Harris Government Communications Systems. “Soldiers are already familiar with them; they use them in their everyday life. They really crave the experience that they can get at home and they want it on the battlefield. [In some cases] our custom-ers are already buying smartphones, but they don’t have the means to connect them together on the battlefield.”

Zoiss gave the example of biometric devices that have been fielded with 3G modems already inside, but that lack a network to access and get back into the Global Information Grid.

Harris’ goal has been to provide that capability, but in an environment that would allow those same types of devices to connect via the GIG back into the databases to allow warfight-ers to do their mission more successfully. The result is Knight-Hawk 3G. Today a number of systems have been acquired by a

Dave Landis

Jon Percy

[email protected]

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government agency and they are now moving toward operational fielding.

Jointly developed by Harris and Battlefield Telecommu-nications Systems (BTS), KnightHawk 3G is a customizable cellular network in a box compatible with COTS equipment, including smartphones and tablets. Each KnightHawk 3G is installed with BTS Praefectus Mission Management Soft-ware, which automates configuration and management of the cellular network, and enables each KnightHawk to oper-ate autonomously or as a scalable network with hundreds of nodes for increased range. This compatibility allows users in the battlefield to leverage existing applications, thereby enabling them to track a team’s location, automatically translate foreign languages and conduct remote training using existing advanced programs.

Harris is the service provider of the KnightHawk net-work, providing the base stations and hardware. The smart devices on Knighthawk will be smartphone and tablets obtained commercially, to which additional levels of secu-rity and ruggedization will be added.

For the network management element, Harris enlisted the help of BTS, which provided the Praefectus Mission Management Software, which automates configuration and management of the cellular network. It enables each KnightHawk network to operate either autonomously or as a scalable network with hundreds of nodes for increased range.

UlTrAMOve

Ultra Tactical Communications Systems (TCS) has provided high capacity line of sight communications for roughly 50 years, supplying 40,000 radios beginning with the AN/GRC-103, -226 and -512, with the latest generation system provided via the GRC-245 high capacity line of sight (HCLOS) family. The latest radio is a Band IV version adopted by Canada, and via FMS as part of the U.A.E.’s Patriot program, as well as being part of the contract, worth up to $650 million over seven years, that equips the U.S. Army Warfighter Information Network-Tactical (WIN-T) program.

The GRC-245 is outside of the cellular world, but Ultra TCS is now incorporating best of breed technologies from both its cellular portfolios and other more established military RF domains within a single brigade-to-battalion-to-company solu-tion called UltraMove.

“3G and 4G are the big buzz right now,” said Joe Hickey, vice president of business development and marketing at Ultra TCS. “They are a piece of the network puzzle, but if you want a high capability backbone, 3G or 4G are not the right solution. It is not even the right solution using commercial wireless where the backbone is either fiber connectivity or a high capability microwave connectivity.

“In a military tactical environment, the backbone needs to be either SATCOM or a high capacity LOS radio,” Hickey noted. “As you start delivering multi-megabits to the individual soldier, those methods become very expensive. In UltraMove, we have a HCLOS backbone at the brigade-to-battalion level, and at battalion-to-company level we have on-the-move-type capa-bilities, which is where cellular technologies come to the fore.

As the soldier dismounts and wants a high capability connec-tion, that’s where we see 802.11n Wi-Fi solutions really being deployed. This allows both company and platoon level commu-nications, where you could have iPhone, Android or BlackBerry type devices that connect into the network by via 3G and/or 4G type connectivity.”

For the brigade-to-battalion links, Ultra uses the latest gen-eration of the GRC-245 family, known as the Enhanced HCLOS Radio, which improves on the throughput of 34Mbps aggregate or 65Mbps full duplex in today’s version to as much as 360Mbps of aggregate bandwidth. For battalion-to-company communica-tions, a new WiMAX 802.16e solution is being used, which is called Ultra’s HCLOS PMP-E.

Encryption for UltraMove uses NSA FIPS 140-2 Suite B type certified technologies, which also provide international interop-erability. In addition to high capacity links, UltraMove includes a universal gateway product that provides connectivity to legacy VHF and HF products via IP. UltraMove deploys in a transit case for easy movement via an assortment of transportation mediums for increased flexibility.

Multiple components of the UltraMove solution have already been tested individually by various bodies within the Army, including the air defense community, with more testing of the solution in the coming months. O

Contact Editor Harrison Donnelly at [email protected]. For more information related to this subject, search our archives at

www.MIT-kmi.com.

UltraMove provides an all-in-one rapid deployment communications solution. [Photo courtesy of Ultra Electronics tCS]


PEO C3T UPDATE

As project manager for Warfighter Information Network-Tactical (PM WIN-T) in the Program Executive Office Com-mand, Control, Communications-Tactical (PEO C3T), Colonel William C. Hoppe has provided the management and guid-ance for the Army’s satellite and terres-trial tactical communications network. His workforce of 743 personnel executes an annual budget of over $1 billion to provide these capabilities to the soldiers, sister services and other organizations worldwide.

Hoppe has a Bachelor of Science degree from the U.S. Military Academy.

Hoppe is scheduled to take over as the military deputy to the director of the Communications Electronics Research Development and Engineering Command located at Aberdeen Proving Ground, Md.

Hoppe was interviewed by MIT Editor Harrison Donnelly.

Q: How would you assess the state of the WIN-T program in 2011?

A: That is an interesting question with a lot of potential answers depending on the perspective one takes. What is the state of WIN-T in 2011 as compared to where it was in 2007 when I became the project man-ager? Well, the program has come a long way in implementing the plan that came out of the June 2007 restructure of the pro-gram. WIN-T Increment 1 has completed all its statutory requirements, including a beyond low-rate initial production report

delivered to Congress; Increment 2 is in low-rate initial production [LRIP] and currently planned to start new equipment training [NET] in January at Fort Bliss, Texas; Incre-ment 3 has not one but two acquisi-tion program baselines [APB] that have been signed; the Commercial Satellite Terminal Program has pro-vided hundreds of systems to users

in multiple theaters; and the list goes on and on. What is the state of WIN-T in 2011 in light of the drawdown in Operation New Dawn [OND] and announced drawdown in Operation Enduring Freedom [OEF]? Like all postwar administrations, money is going to be tight and there is only one uni-versal constant—change. I expect, given all the Army has learned over the past decade, there will be more change. I don’t know what specifically that change might be, but I believe it naive to think WIN-T won’t be affected in some way by fiscal pressures or lessons learned over the past 10 years.

Q: What is the current status of the expanded capabilities to be offered under WIN-T Increment 2?

A: As I stated previously, the Increment 2 program is in LRIP. We got that author-ity from Defense Acquisition Executive [DAE] Dr. Ashton Carter in segments. We received initial LRIP authority to cover the test units in March 2010 and the remainder of the LRIP quantities were approved in September 2010. Since then, we have built a brigade and division head-quarters set of equipment for those units to use in the upcoming test. We’ve taken that equipment through both contrac-tor and government production qualifica-tion testing. We have been working with the Brigade Modernization Command and the platform PMs on A-kits design and development for the various vehicles that are the target platforms for the point of

presence and Soldier Network Extension [SNE]. The A-Kit is the hardware required to install the B-Kit standard WIN-T com-ponents onto a unique platform. B-Kit includes the WIN-T components required by a vehicle for the WIN-T network. We have also completed joint interoperability testing, the logistics demonstration, and in general are gearing up for the NET, which is due to start in January 2012 with the subsequent initial operational test and evaluation [IOT&E] scheduled for April/May 2012.

Q: Where does Increment 2 fit in the Army’s plan to bring increased communications to the furthest edges of the battlefield?

A: It’s important to remember that the increments of WIN-T are the tactical back-bone of the Army network. Increment 2 will provide an SNE at the company level that connects the company command-er’s vehicle to the larger network. The requirement, as stated in the Increment 2 capability production document, is that “Increment 2 shall provide selected com-panies a Soldier Network Extension [SNE] that is a SATCOM-on-the-move 64-128kps throughput gateway to the WIN-T WAN [wide area network] for extending data networks e.g. EPLRS and SINCGARS data networks.” Increment 2 only provides con-nections down to selected company com-manders’ vehicles. The tactical edge is much further down than company; the edge is down at the squad level and argu-ably down at the team level and individual soldier level. The devices provided to the tactical edge, if they are intended to oper-ate across the WAN, will at some point interface into the WIN-T WAN. This follows similar technical models in use today, for example the Joint Tactical Radio System [JTRS] family of radios interfacing back to the WAN. The challenge, which the

wIN-T prOgrAM MANAger lOOks BACk ON fIve yeArs Of ChANge IN ArMy’s lINChpIN TACTICAl NeTwOrk Of The fUTUre.

Soldier-Level Connectivity


PEO C3T UPDATE

engineers will no doubt figure out, is what those varied edge networks and devices look like and what the most efficient con-nection architecture should be.

Q: How do you see WIN-T Increment 3 changing the way the Army operates once it is deployed later in this decade?

A: It’s hard to talk about Increment 3 without understanding the relationship Increment 3 has with Increment 2. The analogy I like to use is a commercial soft-ware application development and rollout. Pick your favorite commercial application. The developer of that application didn’t start out saying version 1.0 was the end state. There is a product development list associated with that application develop-ment—a feature set, which is normally tied to a desired release. The developer has additional capabilities being developed even as they finalize the current software release. Increment 2 was an early release

of on-the-move capability. The rest of that intended capability is still being developed under Increment 3. Also, recall that com-ing out of the restructure back in June 2007, the only contract vehicle in place was the ‘big bang’ engineering and manufac-turing development [EMD] contract. The PM basically implemented an engineering change proposal to the EMD contract, and that became WIN-T Increment 2. The Army essentially drew a line across the develop-ment of the waveforms, network opera-tions [NetOps] and so on, and said, ‘This is good enough’ for Increment 2.

The remainder of the capabilities will come in Increment 3. The best example I can give you is the Highband Networking Waveform [HNW], the terrestrial [line of sight] component of the on-the-move net-work. In Increment 2 we are taking HNW version 2.0.5 into the IOT&E in April/May 2012. The scheduled HNW version for the Increment 3 IOT&E is version 3.2. The later versions provide higher throughput,

among other things. We go from approxi-mately 40 megabits per second aggregate on a link to 110 megabits per second. There are additional changes, but you get the point. We do the same thing for the Network Centric Waveform [NCW] which is the SATCOM-on-the-move waveform. The Increment 2 IOT&E has version 5.1, and the scheduled Increment 3 IOT&E would take version 5.2.2 into test. Not all the network planning and operations software is fully developed in Increment 2 either. The Increment 2 IOT&E has version 2.0; the Increment 3 IOT&E has version 5.0, and lots of additional features in the requirements document for Incre-ment 3 that are still under development, all designed to enhance the initial on-the-move capabilities being delivered in Increment 2.

Q: What would you identify as the chief achievements of the WIN-T program in the past year?


PEO C3T UPDATE

A: The portfolio in general has touched every deploying unit in the Army, Marine Corps and numerous title 32 [National Guard] missions. It’s hard to single out just a few, so I’ll try to give you one from each of the product offices. In Prod-uct Manager, WIN-T Increment 1, under Lieutenant Colonel Raymond Compton’s leadership, aside from providing all the deploying units their Increment 1 equip-ment and resetting all the redeployers, providing the CX-I [CENTRIXS-Interna-tional Security Assistance Forces] hard-ware and engineering support to OEF as they built out the Afghan Mission Network has to be the most operationally significant piece. There are many others. For Lieutenant Colonel Robert Collins in Product Manager, WIN-T Increment 2/3, clearly it’s getting Increment 2 on con-tract for LRIP and preparing the way for the Increment 2 IOT&E coming up in the second quarter of 2012. The first brigade and division set are off the production line and going through acceptance testing now. Increment 3 is also under Lieutenant Colonel Collins, and after a lot of detailed work, getting the revised APB signed by Dr. Carter has to be the biggest pressure release. We had been under a fair degree of pressure after the Future Combat Sys-tems [FCS] program was disestablished to get the Increment 3 program re-baselined without the FCS requirements.

As the product manager for satellite communications [PdM SATCOM], Lieu-tenant Colonel Greg Coile has the largest basket product office in WIN-T, managing around 20 systems that are in various stages of their life cycle. His manage-ment of the Commercial Satellite Termi-nal Program is clearly the highlight in terms of immediate, responsive, relevant capabilities to short notice requirements. He’s supported units literally all over the world on short notice providing com-mercial SATCOM solutions to augment existing program of record [POR] solu-tions or providing kit to units that are not authorized POR equipment on their tables of organization and equipment. You could do an entire article on all the products in the PdM SATCOM portfolio. Last but definitely not least is the Command Post Systems and Integration [CPS&I] Product Office under Lieutenant Colonel Carl Hol-lister, and until recently under Lieutenant

Colonel Terry Wilson. Aside from provid-ing the command post platform POR to authorized deployers and resetting the redeployers, I would have to say, Lieuten-ant Colonel Wilson’s team providing the command and control on-the-move opera-tional needs statement support to both OND and OEF are the big highlights from the past year. CPS&I touches almost every deploying unit.

Q: What were some of the key lessons you learned in deploying to Afghanistan, where you helped set up the Afghan Mission Network?

A: There are still two major lessons re-learned that I think are still important to keep in the forefront. The first is not integrating a new kit in the theater. That integration should be engineered and tested, and a plan handed off to the gain-ing command. There was, and I suspect still is, an inordinate amount of effort put in by deployed units to integrate new equipment on the ground. The second is a bit harder, and therefore one we keep re-learning—the importance of coalition operations. Coalition interoperability goes much deeper than just talking voice on the same RF network. There has been a lot of progress because of the Afghan Mission Network but there is still a ways to go. Col-onel David Moore, who recently retired, and Colonel Jonas Vogelhut, who replaced him, and PM Mission Command have done excellent work on the data architecture of the mission command applications, but they are one domain.

Q: What have been some of the most significant developments among the several other programs under PM WIN-T?

A: We’ve initiated the fielding of the Advanced Extremely High Frequency [AEHF] upgrades to the Secure, Mobile, Anti-Jam, Reliable, Tactical-Terminals [SMART-T] program. This will allow the Army and other SMART-T users to even-tually take advantage of the new AEHF constellation that is being launched. The Air Force has already put the first ‘bird’ into orbit, so that capability is soon to be a reality. Of course that upgrade stays backwardly compatible with the existing EHF constellation. The Harbor Master

Command and Control System is in final operational assessment, and we expect to field those units over the next year. In May, Dr. Carter signed the acquisition decision memorandum on Increment 1, allowing the program office to move for-ward to gain full materiel release, and in turn allowing the Army to move forward with the completion of the Increment 1 program. We’ve fielded over 80 percent of the target units; we’ve come a long way in five years. The Commercial Satellite Ter-minal Program is putting deployable Ku/Ka earth terminals in a number of places around the globe, including lots of sup-port to Task Force Horn of Africa. PdM’s WIN-T Increment 1, SATCOM, and CPS&I are all supporting the U.S. Army Africa Command operational needs statements. PdM Increment 1 has made four of the five regional hub nodes operational, and the regional hub node at Camp Roberts, Calif., is well under construction. PdM Incre-ment 1 is supporting C5ISR operational needs statements with additional ways to use the Increment 1 capabilities. The CPS&I team continues to provide battle command system of systems integration training to deploying units. And the last item I will tick off the list is Increment 2 delivering its equipment to Fort Bliss, Texas, for early exposure of the equip-ment to 2nd Brigade/1st Armored Division personnel in preparation for NET that will begin in January 2012. Everyone is very busy, and I’ve surely omitted other key events.

Q: Is there anything else you would like to add?

A: I would only like to add that this is my final opportunity as PM WIN-T to address this forum. It has been a total of five years since I took my original charter as the PM Tactical Radio Communication Systems, which included the Joint Network Node [JNN] program. I transitioned with the JNN program to WIN-T in 2007 coming out of the restructure. These last four years in WIN-T have been very reward-ing and extremely busy. I would hope others would agree that the people in and associated with the programs in the WIN-T portfolio have provided that edge to our deployed soldiers, Marines and other users. It has truly been a privilege. O


PEO C3T UPDATE

The second increment of Warfighter Information Network-Tactical (WIN-T) recently wrapped up its major developmental test, marking another key step in the Army’s plans to establish a mobile communications grid for the battlefield.

“Army senior leadership has recognized that the cornerstone of modernization is the network, and WIN-T Increment 2 delivers that high capacity network on-the-move,” said Lieutenant Colonel Robert Collins, product manager (PdM) for WIN-T Increment 2. “Its fielding will be a significant milestone as we deliver the next-generation network that will transform how the Army operates and conducts its operational missions, both at-the-halt and now on-the-move, all the way down to the company level. It’s a major step.”

The WIN-T Increment 2 production qualification test-gov-ernment (PQT-G) was the major developmental test leading to the upcoming operational test and the eventual fielding, which is expected in 2012. The PQT-G, which concluded in August, was the largest instrumented test ever held at the Aberdeen Test Center, Md., with WIN-T Increment 2 hardware and software installed in tactical vehicles spread out over five geographically dispersed sites.

During the six-week event, hundreds of personnel collected thousands of gigabytes of data on the network’s performance—including how fast messages travel, how reliably they arrive at their destination, throughput assessments and whether the network is successfully prioritizing urgent messages like medevac requests ahead of routine traffic.

”Our successes and accomplishments will be documented on paper and in reports, but the real sense of accomplishment comes in knowing we have provided the U.S. soldier a capability that will help protect him from harm’s way,” said Andrew J. Pahutski, PdM WIN-T Increment 2/3 chief of test.

Similar to a home Internet connection, WIN-T Increment 1, the Army’s current tactical network backbone, provides high-speed, high-capacity voice, data and video communications to units on the battlefield, at-the-halt or at-the-quick-halt. Unlike a home Internet connection, WIN-T Increment 2 will provide this network to a mili-tary formation while it is moving across the battlefield.

By AMy wAlker ANd ClAIre heININger sChwerIN

sIX-week fIeld AssessMeNT TesTs lATesT versION Of wArfIghTer INfOrMATION NeTwOrk-TACTICAl.

MIT 15.7 | 15www.MIT-kmi.com


AdApTINg TO ChANge

One of the key strengths of WIN-T Increment 2 lies in its ability to adapt to changing mission conditions in real time, without the pre-planning and configuration required of traditional networking infrastructure. By taking advantage of both terrestrial and satellite communications, units in austere environments such as mountain-ous regions can still connect and communicate through this self-forming, self-healing network. Should a component of the network become inoperable, it will restructure itself and continue providing the seamless communication needed to complete dynamic opera-tional missions.

“The PQT-G was an opportunity to conduct a technical assess-ment, in this case of a division headquarters element with a full brigade-level deployment, in a controlled environment to make sure that we have a solid baseline understanding of technical performance before we deliver it to the soldiers to conduct operational testing,” Collins said.

The spring 2012 WIN-T Increment 2 Initial Operational Test and Evaluation (IOT&E) will be conducted at White Sands Missile Range, N.M., with the 2nd Brigade/1st Armored Division (2/1 AD), which is also part of the Army’s Brigade Modernization Command. The PQT-G is based on an operational mission set that is fundamentally built around the unit structure of 2/1 AD.

To better understand how the system performs in different situa-tions, various scenarios were played out during the PQT-G with some nodes on-the-move, some at-the-halt, everything on-the-move and then everything at-the-halt. Similarly, the test used SATCOM only, terrestrial radio links only, and then both SATCOM and terrestrial links. During the different scenarios the testers assessed various attri-butes of the network, including throughput, message delivery time, reliability, and its self-healing abilities during network blockages.

“This is an opportunity to gauge the readiness of our technolo-gies, assess performance of the network, and ascertain limitations through realistic scenarios and using clear, measurable metrics,” Collins said.

The PQT-G also stressed the network up to eight times of its maximum capacity to see how many messages could be delivered given such an exceptionally heavy load.

“The critical component was to make sure the network was delivering the most important messages ahead of lower precedence traffic,” Collins said. “It’s potentially acceptable not to immediately complete a message if the network is congested, but we need to make sure that category one messages—survival and life-or-limb mes-sages—are delivered ahead of lower precedence messages that can be put in a holding pattern.”

Traditionally, the WIN-T network has been at the battalion level and above, but the Soldier Network Extension (SNE) of Increment 2 will now extend that network down to the company level for the first time. Using its on-the-move satellite communication systems, the SNE will be used to heal and extend lower echelon tactical radio networks for geographically separated elements blocked by severe terrain features.

During the event at Aberdeen Proving Ground, SNEs at the rate of 33 per company were installed on high mobility multi-wheel vehicles, although the same kit can also function in several other unit vehicle platforms. Other WIN-T Increment 2 hardware involved

in the test included the tactical communications node (TCN) and the point of presence (POP) and NOSC.

NeTwOrk CeNTerpIeCe

The TCN is the centerpiece and hub of the WIN-T network. Its primary mission is to support command posts and tactical operations centers while at-the-halt. Unlike current WIN-T Increment 1 systems, the Increment 2 TCN is equipped with both satellite and line-of-sight terrestrial transmission systems that operate while on the move, allowing it to stay connected at all times.

The WIN-T POP is the primary Increment 2 configuration item that will be installed on the tactical combat platforms of select com-manders and staff officers at division, brigade and battalion echelons. The POP enables mobile battle command by providing secret level on-the-move network connectivity. The POP, similar to the TCN, includes both beyond line-of-sight satellite and line-of-sight terres-trial transmission systems.

As the testers mimicked the activities of a brigade, field engineers monitored the network performance in real time, said Harry Cun-ningham, head of the C4 directorate at Aberdeen. At the end of each day, more than 280 drives’ worth of data was harvested through a meticulous process that ensured no valuable information slipped through the cracks.

“It gives us solid control over the data,” Cunningham said, adding that integrity is crucial for a test of this magnitude.

WIN-T Increment 2’s key performance parameters needed to be assessed in a technical setting free of the uncontrolled influences within the operational test environment. The PQT-G was specially designed to illustrate the system’s ability to meet requirements as articulated in the capability production document, Pahutski said.

While the PQT-G focused on technical functionality, the upcom-ing operational test will focus on how the network benefits the over-all execution of the soldier’s mission. The IOT&E will demonstrate whether or not the network speeds decision cycles, enables increased operations tempo and increases speed of maneuver. The two tests complement one another, but they have two different purposes, Col-lins said.

To prepare for the IOT&E, PM WIN-T will deliver early assets to 2/1 AD in August and September to provide hands-on exposure and early insights. The official new equipment training and fielding begins in January 2012, leading up to the IOT&E, which is slated for spring of 2012.

“As the Army modernizes current software capabilities and integrates its standalone technologies into a system of systems, WIN-T Increment 2 will provide the necessary network capabilities to enhance Army modernization, and these pre-fielding tests provide the stage to make certain that it is well integrated and ready for the warfighter,” Collins said. O

Claire Heininger Schwerin and Amy Walker are staff writers for Symbolic Systems, supporting the Program Executive Office Com-mand, Control and Communications-Tactical.

PEO C3T UPDATE


www.MIT-kmi.com.


Compiled by KMI Media Group staff

TeleCommunication Systems (TCS) has been awarded a new order with a ceiling value of $60.8 million to provide tactical SHF satellite terminals to the Army. The order is initially funded at $53.1 million and will be funded up to a total of $60.8 million if the options are fully exercised. The award was made under the Army’s $5 billion World-Wide Satellite Systems contract vehicle in support of the program manager for the Warfighter Information Network-Tactical. Delivery of the terminals is expected in the second and third quar-ters of 2012. TCS has established a proven

track record for more than two decades as a trusted provider of communication technology solutions to solve the govern-ment’s toughest technical challenges, under conditions that demand the highest level of reliability, availability and security. To ensure mission continuity, TCS offers the SwiftLink family of deployable communica-tions solutions and complete end-to-end managed services for converged (IP-based) voice, video and data solutions to organi-zations requiring seamless, highly secure connectivity between fixed sites and remote operations.

The Toughbook H2 from Panasonic Solutions Company is a fully rugged, ergo-nomic Windows tablet PC. This next-gener-ation handheld tablet device is designed for highly mobile government workers and is well-equipped for the rugged and extreme envi-ronments of military personnel. The design and capabilities of the solution allows for it to serve as a valuable tool for a number of applications, such as on the flight-line maximizing maintenance and operations effi-ciency or for soldiers in sun-drenched desert regions to easily view mission critical data. The Toughbook H2 offers an enhanced processor

and expanded drive capacity, while being faster and more versatile than its prede-cessor, the Toughbook H1. The H2 also offers I/O ports for Ethernet, USB and true serial options as well as enhanced outdoor viewability through the use of Panasonic’s TransflectivePlus tech-nology. The H2 also features optional barcode and RFID readers, camera, GPS and Gobi 2000 3G mobile broad-band technology from Qualcomm to help maximize mobile worker productivity. The Toughbook H2 will also offer embedded support for 4G networks, with certifications

coming later this year. Security options include fingerprint reader and insertable or contact-less SmartCard reader.

Rugged Handheld Tablet Offers Enhanced Processor

Army Orders Tactical SHF Satellite Terminals

UltraMove from Ultra Electronics, TCS is a revolutionary system solution that delivers on-the-move IP services, including voice, data and video, in a portable transit case. Designed to be deployed virtually anywhere, the system is particularly useful at the outskirts of military networks, or in disaster areas by providing wireless access with 400 mbps shared aggregate bandwidth to support multiple simultaneous users and applications. UltraMove provides dual benefit by offering Wi-Fi and WiMAX hotspots for units in the field, while maintaining the ability to tie back into the core network through an

integrated high-capacity line-of-sight wireless point-to-point radio. Handheld devices and portable computers are already playing a major role in modern tactical communications networks due to their decreasing cost, small footprint, and overall usefulness to receive and upload mission-critical data. Providing mili-tary and disaster relief personnel with robust wireless access to serve these devices in remote areas remains a challenge. UltraMove solves this issue by offering a highly flexible, inte-grated, and ruggedized platform that delivers wireless hotspot capabilities for both mobile end-user devices and standard IT equipment.

Solution Delivers On-the-Move Services in Portable Transit Case

A small, lightweight, embeddable radio developed by Harris has received Type 1 certi-fication from the National Security Agency, paving the way for its use in high-security, space-constrained communications applica-tions such as unmanned airborne systems, vehicles and shelters. The Harris small secure data link (SSDL) provides embedded encryp-tion capabilities in a single-channel, multi-band, multi-mission radio. Measuring less than 25 cubic inches and weighing just 18 ounces, it is the smallest size, weight and power (SWaP) Type 1 VHF/UHF software-defined, embeddable radio available. The SSDL is based on the Harris Falcon III AN/PRC-152(C) handheld radio, the world’s most widely deployed, software-defined tactical radio, with more than 150,000 units delivered. The SSDL supports multiple VHF/UHF waveforms that enable a wide variety of missions, including ground-to-ground, ground-to-air and air-to-air communica-tions. Multiple SSDL radios can be controlled from a single, remote interface. In addition, the SSDL supports the variable message format; is improved data modem interop-erable; and provides enhanced support to combat network radio and digital close air support missions.

Lightweight Data Link

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Access to water? Limited.Bandwidth on-the-move? Anytime. Anywhere.Ultra Electronics, TCS portable networking systems provide high-capacitymobile coverage for units in the field. A mix of best-in-class WiMAX andWi-Fi mesh technology maintains the ability to tie into the network throughan integrated Enhanced High-Capacity Line-of-Sight (EHCLOS) radio with up to 400 mbps shared throughput. Integrate combat radio networks, legacytelephony capabilities and newer VOIP technologies into a single IP networkto support interoperability of joint and coalition forces. Deploy highbandwidth on-the-move voice, data and video services with the ability to connect anytime, anywhere – even in the most remote areas.

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The Air Force has approved Northrop Grumman’s Theater Deployable Communications (TDC) wireless distribution module (WDM) for production. TDC WDM provides a line-of-sight extension of a local area network and a radio-frequency link extension of local IP-based traffic to rapidly distribute network capability to tactical warfighters in remote areas. A total of 140 WDM suites are entering production for the Air Force Electronic Systems Center. The approval to start production follows environmental and operational

testing. The operational test demonstrated the WDM in both point-to-point and point-to-multi-point modes of operation at distances and rates not previously achieved. WDM is a new component of the Air Force’s TDC, a ground-to-ground commu-nications infrastructure that transmits and receives voice, data and video communications securely, to or from wireless, satellite or hard-wired sources. It is designed to communicate information rapidly and securely to achieve interoperability between Air Force, joint and coalition elements throughout

the theater and “reach-back” command and control centers via Defense Information Systems Network core services, Defense Switched Network, NIPRNet and SIPRNet. The TDC system is mobile and modular. The equipment is packaged in kits and modules that are installed, transported and operated from transit cases and can be tailored to meet specific mission needs. WDM is the next evolution of wireless IP networking, consisting of a single radio that operates in both the commercial and NATO frequency bands.

The West Virginia Army National Guard (WVARNG) was recently named a winner of the Army Community of Excellence Award (ACOE), which recognizes Army and Army National Guard garrisons for their overall high performance, use of innovative tech-nology, quality of life and management tech-niques. A contributing factor to WVARNG’s selection for this award was development of the Mobile Deployment Kit, a rural communications solution built by EFJohnson. The kit was created by Sergeant Gordon Craft of the WVARNG in order to help solve the organiza-tion’s radio and wireless communications problems resulting from the state’s rural nature, difficult terrain, and need for higher powered radios. Commonly referred to as the “Gordo Box” in deference to its creator, the kit includes an EFJohnson 5300ES Remote

Mobile radio with a handheld control head, a 24V/12V power converter, 110W power supply and cables contained within a hard, deploy-able case. The versatility of the equipment enables its use in multiple vehicles, including

aEHMMWV, passenger car or in a standard wall socket. WVARNG relies on a combination of cell phones, satel-lite phones and LMR radios (VHF and UHF) radios to overcome the state’s communications challenges. The cost of

installing new radios into every commercial or military vehicle in the state was not feasible. The portability of the kit makes it possible to deploy mobile, statewide radio communica-tions from any vehicle or operating location. As a result, deployed forces, liaison officers and specialized teams may now effectively and reliably communicate mission-critical information.

ITT Corp. has announced the future names for its water technology and services business and its Defense and Information Solutions segment, which will become standalone compa-nies following the completion of a previously announced separation plan. Upon completion of the spinoffs, the future defense company will be named ITT Exelis, and the future water company

will be named Xylem. ITT’s core industrial busi-ness will continue under the ITT Corporation name. Following completion of the planned separation, ITT Exelis will focus on C4ISR-related products and systems and informa-tion and technical services, supplying military, government and commercial customers in the United States and globally.

Defense Segment to Be Renamed ITT Exelis

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Network EvaluatorIntegrating Multiple Systems to Work Together by Design

Q&AQ&A

Brigadier General N. Lee S. Price took the helm as the pro-gram executive officer for Command, Control, Communications-Tactical (PEO C3T) in November 2009. The preceding 16 months, she was the deputy program manager for the Future Combat Systems, Brigade Combat Team-Networks. Price was nominated for promotion to major general in July 2011.

Price came to the Future Combat System from her three-year tenure as the deputy acquisition executive for U.S. Special Operations Command, where she was responsible for providing the specialized equipment and products for the Department of Defense special operators.

From July 2002 to July 2005, Price was the project manager, Defense Communications and Army Transmission Systems (PM DCATS). As PM DCATS, she was honored as the Army’s Project Manager of the Year in October 2004.

Price began her military career in 1975 as a private first class in the Alabama National Guard, and was later commissioned through Officer’s Candidate School and was transferred to the Signal Corps. She entered active duty in October 1981. She has a Bachelor of Science from the University of Alabama in Birming-ham and master’s degrees from the University of Arizona and the Industrial College of the Armed Forces.

Price was interviewed by MIT Editor Harrison Donnelly.

Q: What role did PEO C3T play in the recent Network Integrated Evaluation (NIE) this summer?

A: The NIE was the first in a series of semi-annual evaluations designed to integrate and mature the Army’s tactical network. The most recent NIE, which concluded in July, consisted of two separate events.

The first stage involved record tests for five programs of record, two of which were PEO C3T systems: the Joint Capabilities Release [JCR] and Network Integration Kit. Our Project Manager, Force XXI Battle Command Brigade-and-Below [PM FBCB2] equipped about 200 platforms with the Blue Force Tracking [BFT] 2 transceiver configuration for the test. This test will inform the Army G-3’s decision on the fielding of the transceiver in fiscal year 2012. To demonstrate interoperability, the Marine Corps joined us in the test, which will likewise inform the Marine Corps’ fielding decision.

The second stage occurred in the final two weeks of the six-week NIE. Its purpose was to evaluate developmental and emerg-ing network capabilities less formally. During this stage, PEO C3T had the lead to integrate each of the mission command solutions

that resided on the network, so they could function properly for the test. There are a number of architecture products required to both initialize the tactical system and to ensure that it stays cur-rent with changes. Our folks were charged with developing all of these products. We will remain in this role for the future NIEs and network integration rehearsals [NIRs], where we will integrate all systems, including those which are not part of our organiza-tion. We also worked with the other involved PEOs and entities to provide equipment for this effort. The equipment we provided includes the Warfighter Information Network-Tactical [WIN-T], AN/PRC-117G, SINCGARS, EPLRS, the current and future itera-tions of FBCB2 and mission command applications. AN/PRC-117G is the Army’s first networking waveform radio. Today, it serves as an interim networking radio, providing a bridge to the next-generation Joint Tactical Radio System [JTRS] radios.

NIE coordination is led by a three-party triad consisting of the PEO for Integration [PEO I], which leads the triad on behalf of the assistant secretary of the army acquisition, logistics and technology; the Army Test and Evaluation Command [ATEC] and the Brigade Modernization Command.

Using 2/1 Armored Division [AD] as the test unit for NIE/NIR, capabilities will be tested in the United States, so they are mature when they reach soldiers’ hands in locations such as Afghanistan. A lab test will occur at Aberdeen Proving Ground, Md., followed

Brigadier General N. Lee S. PriceProgram Executive Officer

Command, Control and Communications-Tactical (PEO C3T)


by an operational test at White Sands Missile Range, N.M., and subsequent fielding of the equipment to theater.

Testing capabilities in an integrated environment is critical. Doing so in a stovepiped fashion cannot show us how the capabili-ties interoperate on the network. We will rely on the expertise of the soldiers of 2/1 AD to determine if these networked mission command solutions are operationally relevant. Through these semi-annual events, the Army will be able to field the network we build with the best applications and systems it can handle. The events will support the Army’s efforts toward an iterative and agile process to optimize the brigade combat team network.

NIE is already changing culture in how Army systems are procured, engineered and fielded. Once formalized, an innovative approach known as the agile process will redefine how the Army identifies requirements gaps, validates requirements and leverages existing technologies. We will leverage work performed in the labs and the field to evaluate commercial off-the-shelf and government off-the-shelf solutions, which are under consideration for entry into the capability set process. The process provides a fair, level playing field for those involved to compare industry solutions to requirements in the field. The process will significantly increase the speed at which we deliver innovative concepts to the field, so capabilities reach the soldier’s hands before they become obsolete.

Our network initializations team at Product Director, Tactical Network Initialization [PD TNI] has been involved in the plan-ning, integration and execution phases of the event. They led the team that provided the information necessary to produce fully integrated and de-conflicted data required to initialize the tactical communications systems. This includes the information required to enable end-to-end network-centric connectivity and interoper-ability across the tactical Internet. Every information and network device or system connected to the Global Information Grid, including LandWarNet, needs properly configured information to operate within the network.

Our PD Communications Security [COMSEC] is excited about the insertion of network, the common load device, and with it the future key management infrastructure, into the NIE. In the past, COMSEC devices and key distribution capabilities were often an afterthought added after a device or system was proven. The NIEs will include COMSEC as a priority in an integrated network environment. Since they will occur every six months, we can con-sistently examine COMSEC over this type of network.

PM WIN-T has been providing network and systems integra-tion support to NIE/NIR 11.2. These efforts have primarily focused on integrating prospective NIE/NIR systems under evaluation/systems under test systems into the WIN-T wide area network. For 11.2, these efforts include integrating SIPRNet/NIPRNet Access Point [SNAP] very small aperture terminals and commercial ter-restrial systems into the network support of the company com-mand posts, integrating the JTRS handheld, manpack, small form fit radio system and ground mobile radio networks, and providing network operations integration support to the unit.

PM WIN-T’s Product Manager [PdM] SATCOM fielded a full bri-gade complement of 15 SNAP terminals to the 2/1 AD to augment their eight Satellite Transportable Terminals previously fielded with WIN-T Increment 1. SNAP is a non-program of record COTS system providing reliable SATCOM access. Nearly 600 terminals have been deployed in Operation Enduring Freedom, Opera-tion New Dawn and the Horn of Africa. In addition to providing

equipment for evaluation during the NIE, PdM SATCOM deployed SNAP field service representatives [FSRs] for the event.

Q: As a result of warfighter feedback, PEO C3T and PEO Integration assembled a prototype company command post package into the evaluation. How did that process go, and what did you learn from the experience?

A: The collaborative process of developing the prototype Company Command Post [CoCP] resulted in four variants placed in eight companies within 2/1AD. All variants leveraged existing Army infrastructure, communication and mission command systems in new ways to create the CoCPs. One variant was based on the fully materiel released Standardized Integrated Command Post Systems Command Post Platform shelter mounted on a dual axle trailer towed by an MRAP vehicle. This variant was a collaborative effort between PEO C3T, PEO I and the Army Aviation and Missile Research Development and Engineering Center Prototype Integra-tion Facility at Redstone Arsenal, Ala. Another variant leveraged the Stryker command-and-control-on-the-move vehicle. This vari-ant allowed the commander and two operators to maintain situ-ational awareness while moving about the battlefield. The CoCP variants had environmentally controlled workspace based on the fielded Trailer Mounted Support System and local and wide area network functionality provided by the SNAP.

The experience of developing each of the variants to support NIE 11.2 reinforced the importance of viewing the command post as a total holistic system greater than the sum of the individual components within it. Each product, whether it is infrastructure such as power, environmental control and lights, network con-nectivity, or mission command workstations, must fit together like the pieces of a puzzle. Stated differently, the importance of the engineering required is to ensure the systems are synchronized to function together, maximizing the value to the commander and his staff.

Q: What were some of the key lessons you learned from the evaluation about PEO C3T programs and how they work in field conditions?

A: We received very valuable feedback from the users of our equip-ment. The soldier is the essential focus of the present and future networked mission command solutions we develop, field and sus-tain. Through this valuable opportunity to work with 2/1 AD, our engineers learned the strengths and challenges of our systems and gained an enhanced perspective of how soldiers use them.

The PEO C3T staff on the ground found that soldiers really liked the increased throughput of the BFT 2 transceiver, which provided much faster situational awareness, blue force location update rates and the ability to send larger-sized messages. They also indicated that the higher resolution maps were a big improve-ment. Soldiers also provided candid feedback on how we can improve the usability of certain capabilities of the system and its interactions with other systems. Obviously making those software changes before it is fielded is not only easier, but also gets the improved version to the soldiers more quickly.

For SNAP terminals, the NIE reinforced for our staff in a test environment many of the lessons we have learned from its use in theater. This includes the value of the SNAP in obtaining and


disseminating SIPR/NIPR data as an extension of the WIN-T net-work and providing transport for many other C4ISR capabilities. They found the SNAPs to be both reliable and durable and recog-nized the importance of training to operators. Soldiers spoke of the value of FSRs in theater to assist in supporting SNAPs. The NIE also reinforced our continuing goal to make SNAP lighter, easier to use and more power efficient.

While the PEOs do an outstanding job of developing their own systems, what we and the Army as a whole can improve upon is integrating multiple systems to work together by design. Standardization and configuration management will be a big step forward for the Army and significantly improve our ability to inte-grate across programmatic and PEO lines. Size, weight and power considerations are consistently done well for standalone systems. NIE showed us how we can collectively improve the way we inte-grate separate systems for a singular end-user. This applies to both our legacy systems and systems under development.

Q: Now that your command is settled in Aberdeen Proving Ground, Md., how do you see the new location and facilities adding to PEO C3T’s support for the warfighter?

A: The move has allowed us to relook at how we do business and to gain efficiencies that translate into more dollars available to sup-port our troops with more and improved equipment.

We have talented new people who have joined us to replace those we lost through retirement or who are moving to other jobs in the New Jersey and Virginia areas. This talent will allow us to see new ways to enhance our products for the soldiers and will be a part of the next generation that will continue that soldier sup-port. We are already enjoying the close proximity to our testing, logistics, ISR and research and development partners on post.

We have reaped the benefits of our close proximity to ATEC’s Aberdeen Test Center [ATC] during the WIN-T Increment 2 production qualification test-government, which concluded on August 5. This major developmental test has prepared us to send WIN-T Increment Two to White Sands Missile Range for its upcom-ing operational test and the eventual fielding, which is expected in FY2013. WIN-T Increment 2 hardware and software was installed in tactical vehicles spread out over five geographically dispersed sites during the largest instrumented test ever held at the ATC.

Q: Can you provide an overview of some of the key achievements of your command in the past year?

A: Our dedicated staff provides premier, 24/7 support to the field and their achievements are consistently recognized by the com-manders who benefit from their efforts. We have enhanced our field support by executing a new process to continually monitor weekly reports on operational needs statement [ONS] activ-ity, to improve coordination and alert our PMs of new ONSs submitted by units and recent ONSs validated and approved by Headquarters, Department of the Army. ONS requests are visible to our headquarters through a new centralized reporting method, which includes monthly reporting and continuous monitoring of ONS activity and tracking until completion.

Since July 2010, we’ve fielded AN/PRC-117G radios in response to an ONS from Afghanistan. The radio is helping units expand networks that were previously restricted to fixed sites.

The urgent requirement to field these radios by July 2011 is nearly complete.

With our partners in the Research, Development and Engi-neering Command [RDECOM] and Program Executive Office for Intelligence, Electronic Warfare and Sensors [PEO IEW&S], we also responded to a C5ISR ONS to thicken and extend the network to the tactical edge. This effort will facilitate the timely exchange of voice, video and data intelligence across the areas of responsibility.

In October 2010, U.S. Army Africa determined that the current Army standard Contingency Command Post [CCP] is too large and is not rapidly deployable without significant amounts of strategic lift. The command submitted an ONS to fill a gap in its ability to command and control operations in Africa. During any deploy-ment, communications equipment will compete for already scarce lift requirements alongside other important mission-critical sys-tems. Through the ONS, the Army will deliver a low profile, mobile CCP to operate in a joint, interagency, intergovernmental and multinational environment. Initial feedback is that this project is going great.

During the past year, Project Manager Mission Command has made great progress towards developing and launching its collapse strategy. The strategy will consolidate standalone infrastructures and applications and collapse the fires, sustainment, maneuver, air defense, and airspace product lines onto a common workstation. This new architecture will significantly enhance the commander and staffs’ ability to effectively conduct collaborative mission planning and execution. Equally important is infrastructure con-solidation. Up until now, each Army program has deployed its own supporting infrastructure. A key aspect of the collapse strategy is to diminish redundancy by combining infrastructure information services and hardware, so this becomes a singular effort rather than multiple separate ones.

Power is the lifeblood of the networked mission command solutions fielded by PEO C3T and other Army organizations. As those systems multiply in number and capability, the demand for power follows, increasing the need for more efficient ways of generating, storing and distributing energy. Through PEO C3T’s PM Mobile Electric Power [MEP], we have been steadily modern-izing DoD’s tactical generator fleet while also pioneering new technologies. Our next generation of DoD standard mobile electric power sources, known as Advanced Medium Mobile Power Sources [AMMPS], has completed the engineering manufacturing and development phase. We finalized AMMPS’ full-rate production and full materiel release in July 20, and the first units are expected to arrive in Afghanistan in November.

On average, the AMMPS are 21 percent more fuel-efficient and cost 82 percent of the unit cost of the Tactical Quiet Generators they will replace. As soon as AMMPS enters production, the initial production units will be fielded to Afghanistan to replace existing theater provided equipment. Once in place, the AMMPS generators will save approximately 300,000 gallons of fuel per month. Not only will that represent a significant monthly savings in fuel costs, but it will also reduce the exposure of our soldiers to the dangers of improvised explosive device attacks on supply convoys.

In addition, PM MEP has deployed the Army’s first microgrid to Bagram, Afghanistan. The Afghanistan Microgrid Project consists of a one megawatt microgrid made up of four genera-tors linked together that will take the place of 22 generators all

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operating independently. This microgrid is projected to reduce fuel consumption needed to produce power by an additional 20 percent to 30 percent, and will serve as a prototype system to define future microgrids for the Army and rest of DoD.

Q: Can you give readers more detail about the Afghan Mission Network and how PEO C3T contributed?

A: While in Afghanistan in December, Vice Chief of Staff of the Army General Peter Chiarelli emphasized “ramping up” pre-deployment requirements on the Combined Enterprise Regional Information Exchange System [CENTRIXS]-ISAF [CX-I]. The CX-I secure network is the U.S. component of the Afghan Mission Network [AMN]. PEO C3T is engaged with the Combat Training Center Division, PEO Simulation, Training and Implementation and the Department of the Army’s G-3 to further enhance CX-I in CONUS for pre-deployment training. This will allow connectiv-ity to the live network, so full mission rehearsal exercises can be conducted on the CX-I environment. Doing so will reduce recep-tion, staging, onward-movement and integration time for units when they arrive in Afghanistan. With a resident CX-I presence, combat training centers can emphasize critical security-level training to effectively and securely move data from SIPR to the CX-I network.

AMN is a key effort between our organization, PEO IEW&S, the Army G-3 office and U.S. Central Command J-2/J-3/J-6 to bring coalition data sharing to Afghanistan. In the past, with 45 coalition nations each using their own secure network to transmit critical information, there was no quick and efficient way to share battlefield data across the coalition. At their discretion, separate coalition forces can now share data from their respective secure networks on this centralized network. With the partners I spoke about, we migrated all appropriate mission-critical U.S. C2 and ISR systems from SIPRNet to our “coalition partners.”

For the CX-I effort, PEOs C3T and IEW&S received the 2010 David Packard Award for Acquisition Excellence, the highest award given in the acquisition community. PM MEP previously received this award in 2009.

Q: What do you see as some of the most exciting new technological initiatives underway at PEO C3T?

A: We are highly anticipating the forthcoming enhancements for the future iterations of FBCB2/BFT. With the present version, soldiers in separate vehicles can share one another’s visual per-spective of the battlefield through GPS technology. The terrestrial FBCB2 and satellite version, BFT, tracks and displays friendly vehicles and aircraft that appear on a computer screen as blue icons over a topographical map or satellite image on the ground. Users can manually add red icons that show up as the enemy on the screen and are simultaneously broadcast to all the other FBCB2 users on the battlefield. Other capabilities include creat-ing, sending and displaying graphics such as battlefield hazards. Users can also send text messages to each other similar to email on the Internet.

With the Joint Battle Command-Platform [JBC-P], soldiers will access position location information [PLI] from a smartphone just like you use for your personal and business needs. JBC-P software on a dismounted handheld, known as “battle command

product line mobile,” will let users share situational awareness and access command and control messaging. With only a few thumb movements, the user will access JBC-P’s key map and messaging functionalities in their entirety. With just a few touches of the computer screen, they will grab map icons, display associated icon information and instantly populate a report with PLI. Through network upgrades in systems like JCR and BFT 2, soldiers will receive PLI reports at a significantly faster rate. We continue to field the present iteration of FBCB2/BFT to the Army and Marines, and we have begun to field JCR. JBC-P will replace JCR in capability set 13/14.

From a COMSEC perspective, we are excited by the idea of over-the-network keying [OTNK]. OTNK eliminates the redun-dancy previously experienced by COMSEC custodians, who would have to travel across the battlefield multiple times to place keys on load devices at one location, and then drive to another location to upload and deliver it. Through OTNK, a key is generated “in synch,” using the network itself through secure means to commu-nications security devices. I also believe this supports the exciting communications-on-the-move-capabilities in our other program offices—PMs WIN-T, FBCB2 and Mission Command.

Q: What are some of the toughest communications/information security challenges being faced today by Army units in tactical operations, and how is your command working to respond to them?

A: System complexity is one challenge tactical units face today. The systems are complicated, and the more complicated you make the systems, the less likely it becomes that a soldier in the field will be inclined to use them. One thing PD COMSEC will do in the developmental process is not simply to train, but to find methods to make communication security devices not only secure, but also user-friendly.

COMSEC custodians used to have a separate role in the field. Now that role is an additional duty to an already heavily tasked communications specialist. PD COMSEC is making the full life cycle communications security process as intuitive and user-friendly as possible. During the developmental process, it is impor-tant for the technology to take the burden off of the solider while still meeting all the accountability and security requirements that we put forth in information security.

The current fight has highlighted the need to extend the network down to lower echelons than ever before, resulting in more network node locations across the battlespace. This has created a variety of second-order challenges, such as terrestrial radio spectrum congestion, saturation of available commercial SATCOM resources, and additional network/crypto management and support burdens. PEO C3T is working to address these chal-lenges across the product portfolio. For example, the next incre-ment of WIN-T will bring a terrestrial radio backbone capability that not only adds additional capacity to the network, but also has ad-hoc/mobile networking features that will greatly reduce the burden on the soldier to operate and maintain these large radio networks.

Q: What steps are you taking in terms of procedures and processes to increase efficiency and react to the tighter budget environment?


A: Simply put, every developmental, fielding and sustainment effort must be performed with efficiency in mind. By making efficiency a top priority, we can meet additional soldier requirements at a better value for our taxpayers. Over the past two years, the support burden of our field support staff has doubled, as evidenced the increase in trouble tickets. The C4ISR Field Support Branch Support Operations Center [SOC] has increased efficiencies to effectively manage this burden, while decreasing the digital sys-tems engineer presence by four person-nel. Should the support burden continue to increase at the current rate, a relook at mission or a staff increase might be required. We have continued to improve SOC efficiency and streamline the support effort, so our users receive support at the right place and right time.

Similar to PM Mission Command’s collapse strategy, PM FBCB2 is provid-ing enhanced interoperability by bringing logistics platforms into the operational network. Collapsing this into a singular system will yield efficiencies in procure-ment, fielding and sustainment.

In developing future iterations of FBCB2/BFT, PM FBCB2 will leverage pre-existing hardware and other system components to save taxpayer dollars. In the acquisition strategy to enhance the present FBCB2-BFT system into future iterations such as JBC-P, the PM will introduce new capabilities by incremen-tally improving the software to meet user requirements rather than starting from scratch. During the development of the JBC-P acquisition strategy, the Defense Contract Management Agency estimated that starting to rewrite the software from scratch would cost $400 million. The approach to improving the hardware is similar. We will upgrade rather than replace the more than 100,000 FBCB2/BFT vehicle mounted computers in the field, which cost nearly $7,000, yielding a monumental cost savings.

As DoD strives to become more energy efficient on the battlefield, each service branch is pursuing its own innovative goals, from the Afghanistan Microgrid Project I mentioned previously to roll-up solar panels that fit in Marines’ back-packs. But through PM MEP, serving as a DoD PM, they have established a Joint Standardization Board whereby all the services share solutions and training that

is crucial for users in the field. As the DoD PM for power, PM MEP standardizes fea-tures across generators of different sizes to simplify training, maintenance and the logistical impact on the battlefield. Thus, when troops are downrange, the Army and Marines can work together to resolve issues and provide power without missing a beat.

PM MEP has also developed and is fielding centralized power solutions [CPS] that replace numerous smaller sized gen-erators with fewer but larger generators combined with power distribution equip-ment. The CPS for a single division main command post [CP] reduces the number of generators from 14 to three to power the CP. This saves approximately 200 gal-lons of fuel per day for one division main CP, frees up five HMMWVs and three fam-ily of medium tactical vehicle pintles that can tow other assets. It provides power on a 24/7 basis with 100 percent redundancy, and significantly reduces the manpower and logistic footprint on the battlefield for power. Similarly, CPS solutions for a brigade CP reduce the number of genera-tors needed to power the CP by seven and save approximately 270 gallons of fuel per day for each brigade CP.

CX-I was efficiently developed to sup-port the evolving operational require-ments in theater at a diminished cost. In engineering a coalition sharing solution for the 2nd Stryker Cavalry Regiment, PEOs C3T and IEW&S didn’t purchase new equipment. Instead, we both exten-sively re-used and reconfigured existing network equipment. Maximizing use of existing equipment allowed us to develop the solution at a cost of $2.1 million, which saved more than $10.7 million at the time.

PD TNI is currently testing a tech-nology that will give the signal officer flexibility to make critical changes to the initialization information on the network. Currently, this function is not available to the soldier, but it is our intent to deliver this service after testing and with the delivery of Capability Set 11-12.

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the same capabilities as popular sites like Facebook and Wiki-pedia, but in a secure Common Access Card-only environment, thus enabling military, DoD civilians and contractors to discuss sensitive but unclassified information. If someone in the Army is working on a new smartphone app, energy-efficient technol-ogy or budget process, there is a good chance that someone in the Navy or the Air Force is doing the same thing. With milSuite, they can find one another and combine efforts. There are hundreds, if not thousands, of processes that can be made more efficient by harnessing secure social media. Earlier this year, we launched the milSuite Enterprise Edition, which makes the tools—milWiki, milBook, milBlog and milTube—accessible across the wider DoD. Army Training and Doctrine Command, U.S. Armed Forces Command and RDECOM are among our many partners using milSuite to achieve their goals.

Q: Are there any things that you have been doing that you anticipate not being able to do in the future as a result of tighter budgets? What criteria do you see as most important in deciding what efforts should be continued and what is of a lower priority?

A: With tighter budgets looming for the foreseeable future, the Army is focusing on initiatives that will help reduce budget pressures while maintaining essential war fighting capabilities. Those programs that can demonstrate the ability to not only improve their combat effectiveness, but also reduce operating and sustainment costs at the same time will likely be targeted for investment to help reduce the Army’s future overall budget. The key to this is ensuring your programs have a strong business case that can demonstrate and document these savings.

Q: What changes would you like to see from industry in how it interacts with your organization?

A: With budget constraints being as they are, the Army can ben-efit from having industry partners who can develop commercial

markets for the products they sell to us. This helps to reduce overhead expenses for both the Army and the public consumer—a “win-win” for everyone. In addition, it encourages industry to apply more of their internal research and development dollars to develop technologies which are beneficial to the Army.

Q: What are your primary goals for the year ahead?

A: Continuing our efforts to support deployed soldiers is our top priority. Through unit set fielding [USF], we will remain aligned with the Army force generation process and ensure our fielding schedules effectively intertwine with the priorities of the units we support. Initiated in fiscal year 2005, USF is a synchronized approach to fielding a vast range of capabilities that span Army Team C4ISR.

When it began to digitize its forces prior to USF, the Army could only field its capabilities to between two and three brigades per year. We are now fielding and resetting close to 100 units a year. Over the last 12 months, 84 units have completed the USF process either to receive initial fieldings and training in prepa-ration for deployment, or to synchronize the reset and further fielding, training and field support upon their redeployment. Approximately 10 more units will enter into USF by the end of fiscal year 2011.

Our goal is to be proactive in aligning ourselves with our part-ners in building the network of the future. As the network inte-grators, now is the time to build, staff and synchronize the team who will participate in future integration exercises. We will focus on preparing our power generation capabilities and networked mission command solutions of the next capability set, which will provide maneuverability and mission command to future warfighters.

Expanding our Systems Integration Laboratory here at APG is another major objective. Tying it with the other great C4ISR laboratories at APG will allow us to perform systems interoper-ability testing in Maryland before they are sent to White Sands, and even to theater.

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Q: As your command’s BRAC process draws to a close, can you provide us with a status update on PEO C3T’s transition to APG? What have you learned, particularly about the way you manage human resources?

A: As of mid-July, we are right on track to meet our mission of a complete transformation to APG and close-out of Fort Monmouth, N.J., by September 15. Of our more than 1,800 employees, we have 926 personnel on the ground at APG, with 110 transferring in bound to APG by the fourth quarter FY2011. There are 169 non-mover vacancies that are or will be filled, and the positions of 66 known non-movers will be terminated. We have turned in 21 buildings at Fort Monmouth, with 10 occupied buildings left to turn in. We have shipped 1,468 pieces of equipment to APG and turned over 2,585 pieces of equip-ment to property disposal. We have shredded 113,744 pounds of material.

We learned that moving civilians is not the same as manag-ing a unit of soldiers, where you have a “captive” audience that have practiced unit moves and deployments. We have a mix of military, support contractors, and two types of DA civilians: our core or permanently assigned ones and those we internally hire on an as needed basis from other Army organizations.

The military are easy, as this BRAC was a standard PCS for them. The civilians were harder, as many of these folks have never moved in their lifetime, and now were being told their

job was relocating more than 150 miles away. Management of expectations and training folks on how a PCS move happens was quite challenging. But the bottom line is that people are amazing and rise to the occasion. Stan Niemiec, our product director for BRAC, demonstrated the qualities of a true leader as he synchro-nized our staff, showed them the benefits of this new collabora-tive environment and achieved our BRAC mission on schedule. Thanks to his efforts and those of his tremendous team, we now sit in a collaborative environment with multiple small and large conference rooms, open meeting areas and common work-spaces to better facilitate solutions for the acquisition of new equipment and rapidly respond to and solve problems from the field.


A: The soldier is the most essential stakeholder at the fore-front of our collective efforts to enhance networked mis-sion command solutions. Their role in the present fight has shown us how intelligence is gathered and shared on the battlefield and transformed how we prepare for our future missions. We will continue to implement the input we receive from our brave and dedicated men and women in uniform, as we build, field and sustain the network of the future. They have remained and will continue to be PEO C3T’s number-one priority. O

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The other day I looked around my family room and was struck by the diver-sity and age of my entertainment system: a 50-inch Mitsubishi big screen TV pur-

chased in 1997 as part of a then state-of-the-art unit that included an Onkyo audio/video control amplifier, CD player and stereo cas-sette deck; a Mitsubishi VHS player; and DirecTV. Over the years, newer components were added, such as a Samsung DVD player, an iMac, FiOS and a digital video recorder.

At this point, I am sure you aren’t overly impressed with my entertainment system. It certainly doesn’t sound like the fanciest system on the planet and you’re absolutely right—it isn’t. It’s not HD or 3-D. It doesn’t have all the latest digital capability. In fact, in some instances, it may be a few genera-tions behind. Yet, despite the varying ages and variety of manu-facturers, the components all work together and offer improved entertainment capabilities. We can receive video on demand,

watch any football game in the country and listen to all the latest music.

My family room, it turns out, is a microcosm of the Army: a bunch of C4/IT systems of various forms, ages, technologies and manufacturers that grew over time and must now function together. And it presents the same sort of challenge the Army faces—leveraging past investment while modernizing with new capabilities, and seamlessly interfacing new components without throwing out old ones.

In the case of my family room, the audiovisual industry has largely worked out the kinks for me. However, due to outdated development, acquisition and testing policies and practices, the Army has not been so lucky.

To retain its battlefield pre-eminence in today’s threat environ-ment, the Army needs to achieve the same relative ease of melding old and new, and a guarantee that all future technologies are simple plug-and-play when they reach the field. How will this happen?

By lIeUTeNANT geNerAl Jeff sOreNsON (reT.)

TO Be MOre relevANT IN AN erA Of dIsrUpTIve TeChNOlOgy, fUTUre BUdgeTs MUsT Be INhereNTly MOre fleXIBle fOr ACqUIsITION Of C4/IT sysTeMs.

Buy When Needed



The first major change required is the establishment of, and adherence to, a standards-based architecture. Functionality in the commercial sector, especially wireless capabilities, has exploded because the various vendors adhere to a continuously improving set of interface and everything-over-Internet-Protocol standards during development. So too must the Army conform to a common set of commercial standards for connectivity, interoper-ability and security during the development and production of C4/IT capabilities.

COMMON eNvIrONMeNT

In October 2010, Dr. Malcolm O’Neill, then assistant secretary of the Army for acquisition, logistics and technology, and I as Army chief information officer/G-6 co-signed the Common Operating Environ-ment (COE), a centrally approved set of technologies and standards to which the Army’s network and all applications and systems riding the network must adhere. The COE provides industry a framework within which it can pursue new technologies and be assured of easy integration and fielding with existing systems. The latter part—integration with what’s already in use—is key to the success of a future Army that will continually rotate brigade-sized elements through the various phases of reset, training and ready-to-deploy/deployment.

If C4/IT systems can’t be easily adapted and integrated into tactical formations as they receive new equipment, induct new personnel and train for new missions, then those systems simply aren’t relevant. Additionally, the Army recently stated that it would focus on delivering to combatant commanders, on an annual cycle, a corps, five divisions, 20 brigade combat teams and 90,000 enablers to meet operational requirements. This large rotational force must be interoperable with coalition and service partners, and conforming to the COE is the solution.

In addition to adherence to the COE, changes in testing and budgeting are required. At the impetus of General Peter Chiarelli, the Army is revamping its vision of future C4/IT procurement. The new mantra is “Buy only what we need for those who need it.” Going back to the home entertainment equipment in my family room, I certainly don’t have all the latest capabilities. But I have what I need, when I need it—in my case, watching the Chicago Bears every Sunday.

Those are exactly the conditions Vice Chief of Staff Chiarelli wants to achieve.

To get there, the Army, with help from Congress, must stream-line the budget process. Today, the Army executes a budget that was prepared and delivered to the Congress at least 18 months earlier—one cycle of Moore’s Law. As well, budgets are very pre-scriptive in nature, accounting in advance for every dollar and how it will be spent.

This just does not fit with fielding advanced C4/IT systems. In the 18 months that pass between delivery and execution of an annual budget, technical standards, operational needs and the number of systems required routinely change. Unfortunately, the process of modifying a military budget can take anywhere from a few weeks for internal Army staffing to many months of arduous negotiations with the Office of the Secretary of Defense and four congressional committees.

To be more relevant in an era of ever-increasing disruptive technology developments, future budgets must be inherently more

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flexible for acquisition of C4/IT systems. This will require more interaction with senior staff members at OSD and Congress, and more trust among all parties.

In the coming era of smaller defense budgets, the Army and the other services can ill afford to launch simultaneous major upgrades of all C4/IT systems simply due to scale. By the time the Army would complete the fielding of a new equipment upgrade, it would be rendered obsolete by newer technology—a huge waste of scarce dollars. Thus, for the Army to be effective and efficient with C4/IT upgrades, it must limit procurement contracts to quantities sufficient only for units in the train and ready-to-deploy phases.

To ensure that operational forces receive new technology in a timely manner—and that when it arrives there are no integration problems—the Army is revamping its test and evaluation process. Until now, the phases of testing were executed serially, and the structure of testing organizations mirrored that fact. Partially as a result of base closure and realignment, however, the Army is now combining the Army Test and Evaluation Command with the Developmental Test Command and Army Evaluation Center at Aberdeen Proving Ground, Md.

In conjunction with that, there is a concerted effort to stream-line the testing process, integrate more contractor test data, and adopt a testing philosophy that may include more risk but main-tains safe operational use as the absolute top priority. The testing community will not abandon its responsibility to adequately test

and evaluate systems. Rather, the change will make the Army more responsive to the concept of “good enough” technology, as opposed to absolute perfection, and allow for a more iterative, less complex testing process that can deliver C4/IT upgrades in a timely manner.

INdUsTry INvITATION

That is exactly the point of the Network Integration Evaluation (NIE) hosted this summer at Fort Bliss, Texas: to deploy current C4/IT systems to the field and invite industry to demonstrate new and improved capabilities to integrate into the network. By provid-ing an environment for contractors and soldiers to work together, contractors will better understand how the tactical conditions of a dirty battlefield and limited bandwidth make use of commercial technology more complicated. Likewise, soldiers will have an opportunity to engage engineers and explain exactly what they need, helping to ensure that the development cycle doesn’t become overly complicated and to avoid the “elegant” solution that is only marginally effective in tactical conditions.

I would often say to those in the acquisition community that when soldiers are allowed to interface with contract engineers, magic happens. That may sound a bit trite, but if the Army is ever going to get to a point where it can rapidly develop, test and fund new technology, it is engagements like the NIE that will bring the vision to reality.

The iterative testing process of the NIE, paired with adherence to the COE, also could help foster the deeper trust relationship with OSD and Congress that is necessary to gain more flexibility in the budget process. With the assurance that, before fielding, systems will be assessed in operational conditions twice and their interoper-ability with existing technology and each other proven, the Army can justify a faster, more adaptive budget and acquisition cycle.

The recent pace of technology development in the commercial sector brings enormous promise of an era of much more powerful tactical C4/IT systems that will enable warfighters at the distant edge to have as much situational awareness information as the division headquarters had just a few years ago. It is incumbent upon the Army, the Department of Defense and Congress to do everything necessary to put such technology in the hands of U.S. soldiers.

The Army is making the necessary reforms to do so; with any luck, DoD and Congress will join it on the right path. While keep-ing my family room entertainment suite up to date is a matter of personal taste and my tolerance for shopping, keeping soldiers properly equipped with the latest C4/IT capability is a matter of life and death. O

Lieutenant General Jeff Sorenson (Ret.) is a partner in A.T. Kearney’s aerospace and defense practice. His 37-year military career included more than 20 years in senior exec-utive positions in Army financial and program manage-ment, including his final assignment as chief information officer for the Department of the Army. He can be reached at [email protected].

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Q: For those readers who may not be familiar with Ultra Electronics TCS, please tell us a little about your company.

A: Ultra Electronics TCS, part of the Ultra Electronics group, is a global leader in tactical communication systems. We focus primarily on radio communications and electronic warfare systems. Over the past 50 years, Ultra Electronics TCS has sold more than 40,000 tactical radios in 20 countries around the world. Our main focus historically was producing very high-quality, innovative point-to-point radio technologies. Unbeknownst to many, Ultra Electronics radio links are a critical com-ponent of the U.S. Army’s backhaul wireless network. Today, we have a diversified prod-uct portfolio that includes many different types of wireless products and technologies intended for military use.

Q: What new products has Ultra Electronics TCS recently launched?

A: The business is very innovative when it comes to new products and wireless tech-nologies. Most recently, we launched a new system solution called UltraMove in June. UltraMove is a revolutionary system solu-tion that delivers on-the-move IP services, including voice, data and video, in a por-table transit case. The system is designed to be deployed virtually anywhere, and is particularly useful at the outskirts of mili-tary networks or in disaster areas by provid-ing wireless access with 400 mbps shared aggregate bandwidth to support multiple simultaneous users and applications. What’s interesting and unique about UltraMove is that it provides military personnel with dual benefit by offering Wi-Fi and WiMAX hotspots for units in the field, while main-taining the ability to tie back into the core network through an integrated high-capac-ity line-of-sight wireless point-to-point radio.

Q: Why was UltraMove developed?

A: We developed UltraMove to meet demands by the U.S.—the strongest adopter of such

technology—to put more information in the hands of the warfighters to improve their situational awareness. It is also to provide joint force interoperability—U.S. Army, Navy, Air Force and Marines as well as coalition interoperability in Afghanistan, where Canadian, British and Dutch allies, among others, are embedded with Ameri-can soldiers.

Like all Ultra Electronics TCS prod-ucts, with UltraMove we took a long look at soldiers’ requirements and how they communicate while on the move. Mounted or dismounted soldiers face the same chal-lenges in hostile territory as their forebears on horseback or afoot—knowing if enemies are hidden behind buildings, hills, or veg-etation. There is a plethora of surveillance platforms in theater, including UAVs, heli-copters, low flying aircraft and satellites with a large amount of data that could be very useful to ground troops. With Ultra-Move, military personnel gain access to 400 megabits per second shared aggregate bandwidth to be able to receive, and act on, this critical data.

Q: How does UltraMove enable communi-cations for the military?

A: Handheld devices and portable comput-ers are already playing a major role in mod-ern tactical communications networks due to their decreasing cost, small footprint, and overall usefulness to receive and upload mission-critical data. Providing military and disaster relief personnel with robust wireless access to serve these devices in remote areas remains a challenge. Ultra-Move solves this issue by offering a highly flexible, integrated and ruggedized platform

that delivers wireless hotspot capabilities for both mobile end-user devices and stan-dard IT equipment.

Q: What C4ISR trends do you see next?

A: We see the following industry trends and customer requirements:

• Desire for broadband on-the-move point-to-multipoint/mesh communications down to the soldier to improve overall situational awareness and interoperability across all echelons.

• Changing DoD acquisition process favoring COTS-based solutions to access the latest technology with a quicker turnaround time at an affordable cost.

• The need for additional bandwidth is ever increasing—8 or 16 mbps is no longer sufficient for an army network providing bandwidth down to the soldier.

• Reduced SWAP. Although this is not necessarily a new requirement, there is more emphasis placed on this today due to overburdened vehicles and soldiers.

• The desire for deployed handheld radios to connect or integrate into the IP network to support joint and coalition inter-communication.


A: The military has a part to play in the development of next generation wireless equipment. Industry needs help in under-standing the army’s requirements: for example, high bandwidth at the lowest pos-sible price point versus a full military spec 20 year life cycle product. It is clear the U.S. Army will deploy more sophisticated wireless services to the tactical edge in the future. Delivering system solutions to meet this need with the right form factor, capa-bility mix and ideal price point will be our biggest challenge in the coming years. O

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