"Building the Naval Acquisition Enterprise"
Building the Naval Acquisition Enterprise Dr. Delores Etter Assistant Secretary of the Navy Research Development and Acquisition 6 April 2006 Outline • Strategic Environment • ASN (RDA) Vision and Goals • Acquisition Volatility Issues • Acquisition Enterprise Team – NAVAIR – VADM Massenburg – NAVSEA – VADM Sullivan – SPAWAR – RADM Bachmann – MARCORSYSCOM – MajGen Catto • Questions & Answers 2 Strategic Environment • Engaged in the Global War on Terror • Quadrennial Defense Review • Fiscal Challenges (FY07 Budget Submitted to Congress) 3 ASN (RDA) Vision To provide weapons, systems and platforms for the men and women of the Navy/Marine Corps that support their missions and give them a technological edge over our adversaries. 4 ASM (RDA) Goals • Expedite GWOT acquisition programs as much as possible without compromising safety. • Reduce volatility in ongoing and current acquisition programs. • Develop and investment/transition strategy for Science and Technology (S&T) to ensure future technological edge. • Lead the Acquisition Enterprise component of the Naval Enterprise, in collaboration with OPNAV/HQMC and the fleet. 5 Acquisition Volatility • Definition – tending to vary often or widely • Program characteristics that affect acquisition program volatility: – Program complexity – Requirements fluctuation – Budget instability – Schedule demands – Contractor/PM optimism 6 Enterprise Approach • Benefits: – More Open – More Collaborative – More Integrated 7 Payoff for Acquisition • Threshold Performance • Reduced Cost • Increased Productivity 8 Acquisition Enterprise Team • NAVAIR – Aircraft and carriers ready for tasking at reduced cost • NAVSEA – Ships ready to deploy • SPAWAR – Metrics being developed • MARCORSYSCOM – Ability to deliver equipment 9 Building the Naval Acquisition Enterprise VADM Massenburg Commander Naval Air Systems Command 6 April 2006 NAE BOD LOGOS 11 Naval Aviation Enterprise (NAE) Single Fleet Driven Metric Aircraft and Carriers Ready for Tasking at Reduced Cost – Inventory (People & Stuff) – Reliability – Cycle Time – Total Cost (vs. Individual Cost) 12 Naval Aviation Vision CFFC / CNAF - CNAL - CNAVRES - CNATRA RIGHT FORCE . . . REQUIREMENTS / RISKS RIGHT READINESS . . . RIGHT COST . . . FLEET RIGHT TIME . . . PROVIDERS RESOURCES ASN(RDA)(DASN(AIR), PEOs, NAVAIR, NAVSUP(ICP, DLA), NMPC, CNET(NPDC) N78 / N43 / HQMC . . . TODAY, AND IN THE FUTURE 13 Potential Operating Concept (Current & Future Readiness) PROVIDERS / ENABLERS WARFIGHTER ENTERPRISES (Supporting Warfighter Enterprises) (Delivering Combat Capability to COCOMs ) • Dollars Resources at Each • People Enterprise Intersection • Stuff • Capability PROVIDERS & ENABLERS NAE SWE USE NNFE NECC MPT&E OUTPUT = READINESS COST AT&L** Installations Health Care S&T 14 **Note: AT&L includes PEOs, SYSCOMs Potential Navy Enterprise INDIVIDUAL WARFIGHTER ENTERPRISES Demand Signals PROVIDERS & ENABLERS CNO REQUIREMENTS NAE SWE USE NNFE NECC MPT&E AT&L Installs Health OUTPUT = Care READINESS S&T COST CFFC / N8 / VCNO / ASN (FMB) ASN (RDA) PROVIDERS RESOURCES PRODUCTIVITY DRIVERS: – Priorities – Common Metrics – Behavioral Changes – Integrated Capabilities 15 – Single Processes / Owners – Transparency of Information Critical Navy Enterprise Processes And Behaviors • Identify Domains and assign Single Process Owners • Assemble the right Enterprise teams and gain commitment • Operate in support of a Single Fleet Driven Metric (what the Enterprise values) – Agreement on scope, outputs, and linked metrics – Transparency of data to promote trust and monitor performance – Shared knowledge on issues and key problems affecting the Domain – Recognize, nurture, and respect technical authority – Identified entitlements (what’s needed, when, how much, and no more) • Agree on desired output (e.g., Readiness over Cost), with focus / trade-space involving current and future readiness • Operate with discipline, governance, and a regular (timely) drumbeat • Baseline every dollar, all the people, all the stuff, and all the capability within the domain, with assigned accountability for outcomes • Establish entitlements and continually measure gaps-to-entitlement • Remove barriers to productivity 16 Acquisition and Life Cycle Support (A&LCS) NAVRIIP CFT Team Lead: RADM Starling, CNAL Coordinator: Mr. Russ Scott Acquisition and Life Cycle Support Lead: RADM Venlet (PEO (T)) Action Officer: CAPT Wallace • Provide NAE with Comprehensive Visibility into Acquisition Expenditures during the Year of Execution • Future Readiness Metrics Development and Management • Acquisition Cost and Cycle Time Reduction Initiatives • Effect Major Reduction in Historical RDT&E Cost Growth Trends 17 A&LCS Cross Functional Team (CFT) Acquisition Volatility Four Broad Efforts: • RDT&E Cost Reduction • Strategic Cost Management (SCM) Aviation Affordability (Gap Closure) • Execution Year Financial Transparency • Drive Requirements Stability 18 A&LCS CFT Barrier Removal Team (BRT) A&LCS CFT Lead: RADM Venlet (PEO(T)) Barrier Removal Team Lead: CAPT Steve Eastburg (PEO(A)) • Goal is to identify internal and external opportunities to improve program performance that result in AIRSpeed Type 1 savings • Strategic approach to attack requirements instability and contractor performance: – JCIDS, Post MS B impact, Contract Performance Report, and Earned Value Management (EVM) analysis 19 Building the Naval Acquisition Enterprise VADM Sullivan Commander Naval Sea Systems Command 6 April 2006 SYSCOM Role in the Enterprise Concept PROVIDERS/ WARFIGHTER ENABLERS ENTERPRISES (Supporting Warfighter Enterprises) (Delivering Combat Capability to COCOMs ) • Dollars Resources at Each • People Enterprise Intersection • Stuff OUTPUT = READINESS • Capability COST PROVIDERS & ENABLERS NNFE NAE SWE USE NECC MPT&E AT&L Installations Health Care S&T RELATIONSHIPS ARE CRITICAL TO OUTPUT 21 Who are the enterprises? Warfighter Enterprises: – Naval Aviation Enterprise (NAE) Single Process Owner = CNAF PRIMARY MISSION: – Naval Surface Warfare Enterprise (SWE) Deliver warfighting Single Process Owner = CNSF capabilities to the Navy Components and – Naval Undersea Enterprise (USE) Combatant Commanders, Single Process Owner = CSF increase productivity across their Domain, at – Naval Expeditionary Combat Enterprise (NECC) reduced costs. Single Process Owner = NECC – Naval NETWAR/ FORCEnet Enterprise (NNFE) Single Process Owner = NETWARCOM 22 Challenge Integrate NAVSEA and associated PEOs into the Enterprise Construct Enterprise Role • Naval Aviation Participant; Aircraft Carrier equity, PEOCV • Surface Warfare COO; driving BOD drumbeat, PEO Ships, PEO IWS SEA00B supporting Cost Management Team • Undersea Warfare Maintenance/Modernization Team, PEO SUB has major equity • Naval Exp. Combat Focus on Craft Acquisition; Riverine & Command Coastal System (PEO LMW, PEO Ships, NSWC) • Naval NETWAR/ SPAWAR / PEO IWS engagement ForceNet …. Their “stuff” goes on our ships 23 NAVSEA Interface to the NAE Who: • PEO Carriers and SEA 05 interface with the NAE How: • 2 standing teams – Carrier Readiness Team (PMS 312) • Works with the Fleet to determine a single current readiness metric – NAE Cost Management Team • Determines strategic cost initiative for POM and budget cycles Examples: – Cost of Aircraft Carrier Readiness – Thickness of flight deck for future aircraft carrier designs – Limit future aircraft size relative to current CVN 21 flight deck 24 NAE Structure NAE Board of Directors (BOD) *CNAF (CEO) *NAVAIR (COO) USMC AVN *CNAL CNATRA NAVSUP N82 CFFC N4/7 *N78 NSAWC N43 RES *AVN HC DASN LOG DASNAIR * NAE BOD EXCOM Governance Process Governance Process VADM Massenburg (COO) VADM Massenburg (COO) NAVRIIP CFT NAVRIIP CFT Training - HC CFT Training - HC CFT Cost Mgmt CFT Cost Mgmt CFT RADM Starling RADM Starling VADM Mayer/RADM Moran VADM Mayer/RADM Moran RADM Kilcline/RDML Lemmons RADM Kilcline/RADM Robb 25 NAVSEA Interface to the SWE Who: • SEA 00 • SEA 05 • PEO Ships • PEO IWS How: BOD plus three standing teams – Sustainment + Modernization – Personnel Readiness – Strategic Financial Management (advisory) Examples: • SHIPMAIN • LCS Oversight Board • Personnel (FIT) 26 SWE Structure SWE Board of Directors (BOD) *CNSF *NAVSEA CFFC N43 PEO IWS *DCNSF/CNSL OPNAV N41 OPNAV N76F *OPNAV N76 NAVSUP V-NAVSEA *N75 CNI OPNAV N76B *PEO SHIPS PERS4 NNWC *OPNAV N43 SPAWAR * SWE BOD EXCOM VADM Sullivan, NAVSEA Chief Operating Officer NAVRIIP CFT Sustainment & Modernization Team Training - HC Team Personnel ReadinessCFT Strategic Financial Management Team FLAG Lead: RDML Frick FLAG Leads: RDML Holloway / VADM Moran\ RADM Mayer FLAG Leads: RDML Carr/RDML Caesar RADM Starling AO: CNSF N43 CAPT Lewis RDML Masso AO: CNSF N41 CAPT Davis Co-AO: NAVICP 05 CAPT Port AO: CNSF N1 CAPT Rabun Co-AO: CNSF N8 CAPT Kaufmann Co-AO: PERS41 CAPT Kurta 27 NAVSEA Interface to the USE Who: • SEA 00 • SEA 07 • PEO Subs • SEA 04 How: Four Teams – Maintenance Sustainment – Total Force Readiness – Resource Management – Operations Examples: • Warshot Reliability Action Panel • Shipbuilding Strategy • ERO/SRA/DMP Management 28 USE Structure USE Board of Directors (BOD) COMNAVSUBFOR (CSF) *NAVSEA PEO SUBS OPNAV N4 *DEP CSF NAVSUP NAVSEA 07 *OPNAV N77 NAVSEA 08 rep OPNAV N43 *SSP CPF N43 NAVSEA 073 *OPNAV N13 FFC N43 * USE BOD EXCOM Maintenance NAVRIIP CFT Total Force Readiness Training - HC CFT - Total Force Readiness Cost Mgmt CFT Operations Cost Mgmt CFT Sullivan/RADM VADMRADM Starling Hugel VADM Mayer/RADM Moran RADM Walsh RADM Kilcline/RADM Robb RADM Kilcline/RADM Robb RADM Talbot/RDML DeLoach RADM Walsh RADM Cassias/RADM Kenny RDML Hilarides/RDML Klein RADM Drennan/RADM Walsh RDML Timme 29 Critical Navy Enterprise Processes and Behaviors 1. Identify Domains and assign Single Process Owners. 2. Assemble the right Enterprise teams and gain commitment . 3. Operate in support of a Single Fleet-Driven Metric (what the Enterprise values). Agreement on scope, outputs, and linked metrics Transparency of data to promote trust and monitor performance Shared knowledge on issues and key problems affecting the Domain Recognize, nurture and respect technical authority Identified entitlements (what’s needed, when, how much, and no more) 4. Agree on desired output (e.g., Readiness over Cost), with focus/ trade-space involving current and future readiness. 5. Operate with discipline, governance, and a regular (timely) drumbeat. 6. Baseline every dollar, all the people, all the stuff, and all the capability within the domain, with assigned accountability for outcomes. 7. Establish entitlements. Continually measure gaps-to-entitlement. 8. Remove barriers to productivity. 30 Building the Naval Acquisition Enterprise RADM Bachmann Commander Space & Naval Warfare SYSCOM 6 April 2006 CNO & QDR Validation “As a primary catalyst for naval transformation, FORCEnet has the potential to fundamentally transform operations themselves, generating greater effectiveness, efficiency, and adaptability. Further, through the transformation of systems…., FORCEnet is expected to influence the entire naval enterprise.” -- ADM Mike Mullen Chief of Naval Operations 1 March 2006 “Achieving the full potential of net-centricity requires viewing information as an enterprise asset to be shared and as a weapon system to be protected. As an enterprise asset, the collection and dissemination of information should be managed by portfolios of capabilities that cut across legacy stove-piped systems. These capability portfolios would include network-based command and control, communications on the move and information fusion.”-- Quadrennial Defense Review 2006 32 Naval NETWAR/FORCEnet Enterprise (NNFE) VISION: NETWAR/FORCEnet Enterprise is responsible for the implementation of FORCEnet. FORCEnet is the operational construct and architectural framework for naval warfare in the Information Age, integrating warriors, sensors, databases, command and control, networks, platforms, combat systems and weapons into a networked, distributed combat force. FORCEnet delivers effects- based operations that are joint and coalition interoperable. FIRST YEAR SCOPE: NETWAR/FORCEnet Enterprise will focus on Command, Control, Communication, Computer, Combat Systems and Intelligence (C5I) systems and appropriate Business IT solutions integrating systems supporting the warfighting naval forces (deployed and ashore), while providing interoperability to the joint and coalition forces. Our near-term efforts will tackle current readiness, while looking to balance and fulfill long-term solutions. 33 ENTERPRISE LEADERSHIP TEAM NNFE Board of Directors (BOD) VADM McArthur (CEO), NNWC RDML Bachmann (COO), SPAWAR RDML Deutsch (CFO), OPNAV N6 RDML Deets, NNWC Mr. Honecker, NNWC Mr. Smith, SPAWAR Mr. Bauman, PEO C4I & Space Mr. Cox, DPEO C4I & Space RADM Godwin, PEO -EIS RDML Flynn, SPAWAR RDML Rodriguez, SPAWAR RDML Brown, IO Director Mr. Weddel, OPNAV N6 RDML Beaman, NNSOC / NNWC N3 Ms Linda Newton, PACFLT N6 RDML Frick, PEO-IWS RDML Masters, NAVRES BGEN Allen, HQ USMC C4 Mr. Murray Rowe, MPT&E CIO CAPT Ed Rosequist, NNFE Coord RDML See, PEO Space Systems Dr. Federici, DASN (C4I) Ms. Anne Sandel, DASN (IWS) ADVISORS PEO-EIS PEO -SPACE SYS ASN -RDA NAVSUP ONI ONR CNI SWE / NAVSEA NAE NAVAIR MCCDC CAPT Dimas RDML Bachmann RDML Deutsch/OPNAV N-6 Chief Operating Officer Chief Financial Officer Metrics Team Governance AND Communication CFT 1 Strategic Planning CFT 2 Warfighter / Customer CFT 3 Provider Modernization & CFT 4 Financial/Funding RDML Deets / Mark Honecker Assurance - RDML Flynn Life Cycle Support RDML Deutsch RDML Rodriguez 34 The FORCEnet “Network” Chief of Naval Operations Assistant Secretary of the Navy Research, Development, Acquisition Operations OSD JFCOM Acquisition & Requirements NRO CECOM Commander ESC NAVSEA etc. Fleet Forces Command SPAWAR CFFC MARCOR Naval Network FORCEnet SYSCOM Warfare Chief Engineer Command NETWARCOM FORCEnet NAVAIR Chief Assessor Command Relationships CNO STRAT USNAVCENT CINCUSNAVEUR CFFC CINCPACFLT Fleet CDRS Direct Support ADDU NETWARCOM ADDU JTF GNO OPNAV 39 SPAWAR IOD Director NAVY-MARINE SPECTRUM NCDOC(NAVCIRT) NIOCs NNSOC DCMS NCTSI CENTER COCOM OPCON NAVSOC FLTSURSUPPCOM NCTAMS TACON ADCON Ref: Joint Pub 0-2 (UNAAF) Enterprise-wide Approach The Enterprise Challenge From Capabilities to FORCEnet C4I Portfolios FORCEnet C4I DoD Net-Centric Fn Concept Portfolios Checklist Robust, reliable communication to all nodes Internet Protocol (IP) Reliable, accurate and timely information on all battle- Bandwidth Secure & Available space units Enabled Comms Storage and retrieval of authoritative data sources Quality of Service Information assurance Application Diversity Modular architecture Services Distributed and collaborative Oriented Smart Pull (vice smart push) command and control Seamless cross-domain Architecture access and data exchange Data Centric Robust knowledge management Post in Parallel Automated decision aids User Assured Sharing Autonomous and Customized disconnected operations Systems Only Handle Information User-defined and shareable Once (OHIO) SA 37 How NNFE Can Get There Naval Platform NCW Characteristics Naval Platform DoD Net-Centric Fn Concept • Characteristics Checklist PEO C4I Roadmap Robust, reliable communication to all nodes Reliable, accurate and timely information on all battle- space units Storage and retrieval of Bandwidth Enabled Internet Protocol (IP) Secur e & Availab le Comms established a process linking authoritativ e data sources Qualit y of Service Information assurance Application Diversit y NCW Ready Improvement Opportunities Modular architecture Services Distributed and collaborative command and Oriented Smart Pull (vice smart pu sh) FORCEnet capabilities to control Seamless cross-domain Archi tecture Level 1 Level 2 accessLevel 3 exchange and data Data Centric TIME FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 Robust knowledge FY 13 FY 14 management Post in Parallel CONSTELLATIONS Automated decision aids User portfolios and capability levels Assured Sharing DSCS (SLEP) DSCS End-of-Life Autonomous and Customized disconnected operations WGS System s Only Handle Information Once User-defined and shareable AEHF SA (OHIO) MU OS with specific systems on T -SAT Commercial FORCING FUNCTIONS NESI 6 platforms; enterprise future DOD IP B6 Goal IPV4 Transition to IPV6 100% IPV6 100% IPV6 Telep ort Tra nsiti on to IP 25% 50% 75% 100% Teleport Enabling Services DBA, QoS, Self-Manage d Netwo rks GIG-BE (terrestrial c om ms) Optical Mesh IP Network Integrated GIG planning HAIPE (hi gh -sp eed e ncr yp tio n) T C QoS, NAF & PC F T C T erminal JT RS WNW HAIPE 1.0 HAIPE 2.0 Quality of Service, Network Acc ess Functions & Policy Control Fu nctions WNW Surrogate Start Fielding TC Terminals Capability Stepping Stones to Fn WNW Spiral 1 Fully Net Ready • “Decision-making under NCES/JC2 Based on Fn Block 3 The next steps involve NCES Block 1 NCES Block 2 NCES undesirable conditions“ Concept 7 • Robust, reliable communication to all nodes Docum ent • Reliable, accurate and timely information on friendly, Net Enabled env ironmental, neutral and maturing the PEO Roadmap “Network based command hostile units and control” • Storage and retrieval of authoritativ e data sources • Multi-path and improv ed • Robust knowledge transport reliability management capability with • Dynamic bandwidth mgmt direct access ability to raw data • Customized applications •User-defined and shareable SA into a NNFE product and • Distributed and collaborative and data sources Net Connected • Common infrastructure and command and control “Improved decision making” data exchange standards • Automated decision aids to • Improv ed data exchange enhance decision making • Web-based serv ices across domains •Information assurance • Improv ed network • Enterprise management for • Seamless cross-domain asset analysis and repair include other PEOs (PEO EIS reliability and performance access and data exchange. • Increased bandwidth • Initial knowledge • Interoperability across all Full IT21 • Improv ed coalition management and automated “Online“ domains and agencies operations and data sharing decision aids •Autonomous and disconnected •IP Reach Back • Tailorable situational • Assured sharing operations •Local Area Networks awareness tools • Distributed command and • Automatic and adaptiv e •Wideband Receiv e • Standardized data exchange control operations diagnostic and repair • Modular and open and PEO IWS, etc..) •RF Management between domains • Modular architecture to •Surv ivable comms • Defense in depth architecture expedite new capabilities Level 0 Level 1 Level 2 Level 3 NCW Level Components Today FY07 FY10 FY14 8 • The end goal is a collection of Platform Level 0 Basic Network Connection Level 1 Higher Bandwidth & Improved Network Infrastructure Level 2 NCW Enabled Level 3 Fully NCW Ready decisional quality information Bandwidth Enabled Ships Subs Shore IP capable, Link 11, Link 16, MIDS-LVT (L Only), DWTS, CWSP, EHF MDR, DSCS, INE OS INMARSAT up migration, EHF TIP, X/C -Ban for DDGs, ADNS Incr 2 (IP Static QoS Mechani m, Traffic Mgm Mechanism & Ap grad (2X BW), GBS IP BW Bottleneck), ISNS Incr 1 (T compression), Link 22, Dyn Network Manag es t, d s plication Prioritization, WGS raffic Shaping/IP amic Data Link emen CSRR, Sub HDR antenna, High Speed Global Ring (HSGR), t IPv6, NMT (4X ProtectedBW (2 Mbps)), WGS w/ EBEM modem (10XBW (15 Mbp term), JT s)), MUOS (64 Kbps to small RS, WNW, Tactical Netwo rking Waveform, Video over IP, CDL Spiral 1, Sub COMMS at Speed/Depth, Sub SHF (FOT, Sub X-Band Turboco modem), WGS Ka, ADNS Incr 3 (Black Core Ro Satellite Dynamic Band antenna, VoIP Incr 2 uting), width Allocation, Sub HDR dic TSAT w/ TC terminal (17-45 ), Mbps protected Advan HDR an a, tenn TCDL/ u-band in the OE-538, VoIP Incr 3, IXS Cutover/Assured IP K ced to assist in all phases of the SSGN, VA SHF, Sub cutover to IP, BLOS e, Tactical Data Exchang VoIP Incr 1, HAIPE MIDS JTR, WNW (TTNT-Like), Tactical Networking TSAT w/ TC terminal (17-45 Legacy, MIDS-LVT (LOS Link 16, Link 22 rm, Wavefo Weapo Data Link ns ), Mbps protected IXS Cutover Aircraft Only), Link 11 Sharing of data via ten CDS (Con t Based GCCS 4x (web en abled services). ISNS Incr 1 IPv6, NCES Incr 2 (Common Enterprise Infrastru cture, translators (Link 16 data Open Services/Interfaces, Web-En abled), DCGS/TCS, INFOSEC), MergedNetworks, NNFE business cycle, concept to CCS via tran slators), IP (ruggedized redund ant n ), etwork, GIG-E SSEE NCES (Incr 3), IP based incr E, NGC2P, Link 22, COMPOSE 2&3, Sub- WNW uses CLIP forCombat interface, COMPOSE 4, Ships Cap able via LAN, combat systems (DDX, CVN LAN (Incr 1&2), CDL-N, SCI Networks incr 2, CDL Spiral 1, CLIP, JTRS, WNW, Tactical Networking Link 11, MIDS-LVT (L OS Wavefo SSEE incr F, JICO Support System , rm, 21), Assured IP, Sub-LAN Subs Enterprise Man agement Spiral 1, CENTRIXS Incr 3, Enterprise Services Shore Only) BLK 2, CND Phase 3, EKMS Phase V, BLOS Enterprise Man ten agement Spiral 2, Con t Based Manag ement Spiral 3, SCI Link 16 data integ rated Encryp t, tion, GPS Modernized User Equipmen ISNS Oriented into Combat (exception of e, Tactical Data Exchang Port DMS to ISNS/Sub LAN, GPS User Equipmen Upgrade (NAVSSI, t Incr 2 Networks incr 3 10 CVs, CGs), Serial Archit ecture Cryp INE, CENT to, RIXS, NAV WAR), HAIPE GPS Receivers(NAVSSI) to fielding ten CDS (Con t Based Some aircraft with Link 16 Link 16, Link 16 data integrated into OFP, Link CLIP, MIDS JTR, WNW (TT NT), Tactical Networking INFOSEC), OFP uses IP Aircraft OS MIDS-LVT (L Only), 22, GPS User Equipment Upgrade (NAV WAR) rm, e Wavefo Stand Alon Display uses IP data based information, Modify Link 11, GPS Receivers (Kneebo ard IP capability via WNW pipe), WNW uses OFP to handle IP based CLIP for host interface to OFP, Weapons Data Link, traffic GPS Modernized User Equipmen t GCCS 4x/JC2 In cr 1 (Web E nabl ed Dev ices, U ser e JC2 Incr 3 (DOD wid use o f Ships Sharing of data via Define d Op er atio nal Pict ur e (UDOP)), CO MPOSE 2&3, IPv6, JC2 Incr 2 (Common Enterprise Infrastructure, Services Orien ted translators, SSEE incr E, CUB (SCI GCCS), METOC Upgr ades, Applications Migrate toNCES), CLIP, COMPOSE 4, Subs NTCSS, Optim ized Or ga niza tion al Ma int ena nce Ac tivit y Architecture), CDS (Content User Centric Shore CDF/ GP B HES/COBL U (OOMA), TMIP -M , Navy En ter pr ise ERP Con ver ge nce DCGS/TCS, SSEE incr F, JICO Support System Based INF OSEC) Information Effor t, CBR Disp er sion, JWARN, System s Aircraft JC2 Incr 3 (Modified OFP to handle IP based Information ) 9 38 Platforms and Systems Aligned to Where are We? FORCEnet Portfolios and C4I Capability Levels Level 0 Level 1 Level 2 Level 3 Basic Higher Bandwidth & Fully Net Platform Net Enabled Network Improved Network Ready Connection Infrastructure INMARSAT upgrades (2X BW), GBS IP IPv6, NMT (4X Protected BW (2 Mbps)), WGS w/ EBEM TSAT w/ TC terminal (17-45 migration, EHF TIP, X/C-Band for DDGs, ADNS modem (10X BW (15 Mbps)), MUOS (64 Kbps to small Mbps protected), Advanced IP capable, Link 11, Link Incr 2 (IP Static QoS Mechanism, Traffic Mgmt Ships term), JTRS, WNW, Tactical Networking Waveform, HDR antenna, TCDL/Ku-band 16, MIDS-LVT (LOS Only), Mechanism & Application Prioritization, WGS Video over IP, CDL Spiral 1, Sub COMMS at in the OE-538, VoIP Incr 3, Subs DWTS, CWSP, EHF MDR, BW Bottleneck), ISNS Incr 1 (Traffic Shaping/IP Speed/Depth, Sub SHF (FOT, Sub X-Band Turbocodic IXS Cutover/Assured IP DSCS, INE Bandwidth Shore compression), Link 22, Dynamic Data Link Network Management, CSRR, Sub HDR antenna, modem), WGS Ka, ADNS Incr 3 (Black Core Routing), Satellite Dynamic Bandwidth Allocation, Sub HDR Enabled High Speed Global Ring (HSGR), SSGN, VA SHF, Sub cutover to IP, BLOS Tactical Data antenna, VoIP Incr 2 Exchange, VoIP Incr 1, HAIPE MIDS JTR, WNW (TTNT-Like), Tactical Networking TSAT w/ TC terminal (17-45 Aircraft Legacy, MIDS-LVT (LOS Link 16, Link 22 Waveform, Weapons Data Link Mbps protected), IXS Cutover Only), Link 11 Sharing of data via CDS (Content Based IPv6, NCES Incr 2 (Common Enterprise Infrastructure, GCCS 4x (web enabled services). ISNS Incr 1 INFOSEC), Merged Networks, translators (Link 16 data Open Services/Interfaces, Web-Enabled), DCGS/TCS, (ruggedized redundant network, GIG-E), SSEE NCES (Incr 3), IP based to CCS via translators), IP WNW uses CLIP for Combat interface, COMPOSE 4, Ships Capable via LAN, incr E, NGC2P, Link 22, COMPOSE 2&3, Sub- CDL Spiral 1, CLIP, JTRS, WNW, Tactical Networking combat systems (DDX, CVN LAN (Incr 1&2), CDL-N, SCI Networks incr 2, 21), Assured IP, Sub-LAN Subs Link 11, MIDS-LVT (LOS Enterprise Management Spiral 1, CENTRIXS Waveform, SSEE incr F, JICO Support System , Incr 3, Enterprise Only) Services Enterprise Management Spiral 2, Content Based Shore Link 16 data integrated BLK 2, CND Phase 3, EKMS Phase V, BLOS Encryption, GPS Modernized User Equipment, ISNS Management Spiral 3, SCI Tactical Data Exchange, Port DMS to ISNS/Sub Networks incr 3 into Combat (exception of Oriented Incr 2 LAN, GPS User Equipment Upgrade (NAVSSI, 10 CVs, CGs), Serial NAVWAR), HAIPE Crypto, INE, CENTRIXS, Architecture GPS Receivers(NAVSSI) CDS (Content Based Some aircraft with Link 16 Link 16, Link 16 data integrated into OFP, Link CLIP, MIDS JTR, WNW (TTNT), Tactical Networking INFOSEC), OFP uses IP MIDS-LVT (LOS Only), Waveform, Stand Alone Display uses IP data Aircraft Link 11, GPS Receivers 22, GPS User Equipment Upgrade (NAVWAR) (Kneeboard IP capability via WNW pipe), WNW uses based information, Modify OFP to handle IP based traffic CLIP for host interface to OFP, Weapons Data Link, GPS Modernized User Equipment JC2 Incr 3 (DOD wide use of Ships Sharing of data via GCCS 4x/JC2 Incr 1 (Web Enabled Devices, User Defined Operational Picture (UDOP)), COMPOSE 2&3, IPv6, JC2 Incr 2 (Common Enterprise Infrastructure, Services Oriented Architecture), CDS (Content Subs translators, SSEE incr E, CUB (SCI GCCS), METOC Upgrades, Applications Migrate to NCES), CLIP, COMPOSE 4, User Centric Shore CDF/BGPHES/COBLU NTCSS, Optimized Organizational Maintenance Activity (OOMA), TMIP-M, Navy Enterprise ERP Convergence DCGS/TCS, SSEE incr F, JICO Support System Based INFOSEC) Information Effort, CBR Dispersion, JWARN, Systems Aircraft JC2 Incr 3 (Modified OFP to handle IP based Information) Trident Warrior Impact Examples of POR accelerations that POR that used feedback New concepts that were technology results from were Fleet Leave Behind to accelerative design approved for further Past Trident Warriors and development development Intra-battle group Wireless ADNS PMW fleet tested None TW 03 Network (VRC 99) aboard the Essex ESG and then accelerated development of Inc II Digital Asset Management Develop draft ROP with Service Oriented TW 04 System (DAMS) supporting USA 4th POG (PSYOP) associated baseline ESG Architecture for the Architecture (SOA) capability applied to ADNS Inc II prosecution of FIRES dissemination of Blue EHF TIP Force Tracker information M2M interface between Army ABCS and Navy GCCS-M Coalition Naval Forces ADNS Inc IIa, ACME, High Altitude Long TW 05 (CNF) Community of Interest network, including Circuit Emulation,VoIP / VTCoIP, Bandwidth Endurance CONOPS Optimization Strategy Maritime Tactical Wide routers, VPN concentrators, Area Networking (Allied (BOS) E-mail server, Web-Server, Communications SIGABA Server, C2PC HFIP Publication (ACP) 200) Gateway and Persistent War SNR – proposed as POR Room Chat server 120 Day Forecast of POA&M Objectives Completed items last 30 days Next 120 days • CFT2 manned and ready • Establish cross functional rules • Established weekly drumbeat • Complete mapping to-be execution- year meeting and long-term process in CFT2 swim lane • Established long-term CFT2 • Identify cultural and business barriers meeting dates scheduled • Support CFT 1 with “surfboard” definition – Face to face planned in SD for • Capture and rank order ongoing 24 April improvement tasks • Conducted CFT2 training • Create formal method for managing • Drafted and submitted CFT2 improvements Charter • Collect existing CFT2 related metrics • Initiated process mapping • Understand what’s required by NNFE’s • Established NNFE access on ECIC metrics and CFFC’s enterprise readiness portal for CFT2 members team • Describe measurable effects to be achieved and install predictive metrics with targets • Share lessons learned 41 Additional Challenges 1. Identify equivalent C4I domain oversight manager/advisor a. Equivalent to NAE “Wing Commodore / Program Manager” b. Establish entitlements c. Conduct Readiness and Cost Analysis 2. C4I Domain Briefs to NNFE BoD on regular basis Basis of the NNFE Roadmap 42 Summary • NNFE is underway • NNFE is evolving FORCEnet roadmaps to accommodate Joint / Coalition operations • Recognize the road ahead will be challenging • NNFE demands the co-evolution of technology, organizations and processes Delivering Combat Power 43 Building the Naval Acquisition Enterprise MajGen Catto Commanding Officer Marine Corps SYSCOM 6 April 2006 Marine Corps Systems Command • We are at war • Significant Accomplishments • Advanced Planning Briefing to Industry – NDIA Conference – Baltimore, 13-14 April 45 Questions? Back Up 47 The Navy Enterprise Construct The Lead Type Commander provides the readiness “demand signal” in his role to train and equip the Fleet. Requirements NAVSURFOR NAVSUBFOR NAVAIRFOR NETWARCOM NECC The Providers are Systems The Resource Sponsors Commands, PEOs, Field provide budget and financial Activities, and others who resources to both providers and provide material and people the Type Commanders, and resources to the lead Type steward the warfighter’s Commanders. requirements for the acquisition process. Providers Resources NAVAIR, NAVSEA, OPNAV N7/N4/ NAVSUP, SPAWAR BUPERs PEOs 48