The New ESC Command and Control Acquisition Handbook
Concept of Operations
15 Feburary, 1997
A word from the Commander
This document contains the concept of operations for the Electronic Systems Center’s New Acquisition Framework. This concept will guide ESC in taking advantage of the latest technology while working hand in hand with our users to rapidly respond to their requirements and needs. In the near term it will enable us to field capability quicker and at lower cost and in the longer term open up opportunities to carry ESC into the 21st Century.
The concept of operations is a document about the future. It describes the goals we need to attain the processes to get there and the organizational elements to get the job done. The goals reflect the needs of our users and the environment in which we operate. Our users require command and control that is joint ready, cost effective and integrated vertically and horizontally. Our environment is one of rapid technological change and declining share of resources. The processes reflect the best practices of the information industry, defense acquisition and many grass roots ideas generated in program and project teams at ESC. The organizational framework is built to facilitate those processes.
As acquisition professionals you need to be fully engaged in this concept of operations. Understand the ESC goals and how they relate to the Air Force goals and your individual program. Build a working knowledge of the key processes and deploy them in every aspect of your job. Remember that many of these processes originated as pioneering ideas of integrated product teams. Keep the spirit of innovation alive and continue to improve the way we operate. Finally, we are a single integrated team comprised of professionals from many fields our challenge is to strengthen our ties so we can deliver the best C2 systems in the world.
Our purpose is to move from federated stovepipe C2 systems to an integrated C2 system based on the Defense Information Infrastructure. We are building and executing processes to match the key attributes of today’s military C2 systems with the dynamic information technology environment. Our purpose is also to dramatically improve the speed with which improvements in C2 are fielded, and execute the AF’s vision in Information Superiority.
Command and control (C2) is the exercise of authority and direction by a commander over assigned forces. C2 functions are performed through systems, communications, facilities, personnel and processes. C2 is a dynamic and complex information management challenge.
Since commanders at every level have faced this challenge, answers to this challenge have taken many forms, each tailored to the mission and resources of the commander. In the past there have been C2 systems for strategic and tactical forces; global and theater missions; and air, ground and maritime operations. These systems were separately funded and directed. The result was a collection of "stove piped " systems. The only way these systems were integrated was through the operators re-keying data or hand carrying files from one stovepipe system to another. As the warfighters’ environment has changed so has the demand for integrated C2 systems.
Also, since the systems fielded in the past were both complex and unique, the engineering and management efforts were complex and time consuming. Information systems built in the commercial sector have increasingly adopted new technology. New technology allows information systems to be built or improved faster than ever before. Since the commercial world has experienced significant improvements in speed to market, we strive for the DoD to experience similar improvements in speed to the field. Not only has the warfighter’s environment forced a demand for integrated C2 systems, it also demands more responsive acquisition and development processes which will allow the warfighter to preserve his technological lead.
The Desert Storm highlighted the need to adapt C2 systems to better inter-operate and to accommodate operations with allied and coalition forces. In the Provide Comfort operation in Bosnia, the demand to integrate joint and coalition forces surfaced again, this time for operations other than war. Even though some linkages between C2 systems had been established after Desert Storm, commanders stated the need to centrally control and execute forces in order to deal with the political sensitivities of Bosnia operations. So today, systems still require further integration to keep up with the warfighters’ demands. This challenge is being addressed with the Defense Information System Agency (DISA) initiated the Global Command and Control System (GCCS) and Global Combat Support System (GCSS) processes, which together form the Defense Information Infrastructure (DII). These initiatives continue to push toward highly integrated C2 systems delivered in a timely manner.
Forward *
Table of Contents *
1 Introduction *
1.1 Core Values *
1.2 Mission *
1.3 Vision *
1.4 Core Competencies *
1.5 ESC Core Competencies *
1.6 Goals and Objectives *
1.7 The New ESC C2 Acquisition Framework Overview *
1.7.1 C2 Acquisition Board *
1.7.2 Acquisition Development Office *
1.7.3 Battle Lab and Command and Control Unified Battlespace Environment (CUBE) *
1.7.4 Defense Information Infrastructure - AF *
1.7.5 Integrated C2 SPOs *
1.7.6 Major Weapon System SPOs *
1.7.7 Information SPOs *
2 Core Processes *
2.1 Spiral Development *
2.2 Technical Management Processes *
2.2.1 Architecture Oversight *
2.2.2 Systems Engineering *
2.2.3 Test and Certification *
2.2.4 Technology Planning *
2.2.5 Configuration Management *
2.3 Business Processes *
2.3.1 Business Decisions *
2.3.2 Source Selections *
2.3.3 Flexible Contracting *
2.4 Personnel Processes *
2.4.1 Allocation Process for Program Management and Technical Personnel *
2.4.2 Allocation Process for Financial Management Personnel *
2.4.3 Allocation Process for Contracting Personnel *
2.4.4 Allocation Process for MITRE Systems Engineers *
2.4.5 Allocation Process TEMS *
2.4.6 Personnel Evaluations and Feedback *
2.5 Management Forums *
2.5.1 Installation Reviews *
2.5.2 Acquisition Reviews *
2.5.3 Program Reviews *
2.5.4 Acquisition Process Performance Reviews *
2.5.5 Architecture Council *
2.5.6 Program Technical Reviews *
2.5.7 C2 Acquisition Board *
2.5.8 Resource Management Council *
3 Organizational Elements *
3.1 Acquisition Development Office (ADO) *
3.1.1 ADO Organizational Structure *
3.2 Defense Information Infrastructure - AF *
3.2.1 Infrastructure – Chief Architect Office *
3.2.2 Technology Plans Office *
3.2.3 Resource Management Office *
3.2.4 Operations Office *
3.3 Product Area Directorates (PAD) *
3.3.1 Vision and Mission *
3.3.2 Organizational Structure *
3.3.3 Roles and Responsibilities *
3.3.4 Surveillance PAD *
3.3.5 Communications PAD *
3.3.6 Command and Control C2 PAD *
3.3.7 Intelligence PAD *
3.3.8 Data Management PAD *
3.3.9 Modeling, Simulation & Training PAD *
3.4 Integrated C2 SPOS *
3.4.1 Vision and Mission *
3.4.2 Organizational Structure *
3.4.3 Mobility SPO *
3.4.4 Strategic and Nuclear Deterrence SPO *
3.4.5 Combat Air Forces SPO *
3.4.6 Information Superiority SPO *
3.4.7 International SPO *
3.4.8 Force Protection SPO *
3.5 Information SPOs *
3.5.2 GCSS-AF SPO *
3.5.3 Logistics Information SPO *
3.5.4 Financial Information SPO *
3.5.5 Contracting Information SPO *
3.5.6 Medical Information SPO *
3.5.7 Base Support Information SPO *
3.5.8 Weather Information SPO *
3.5.9 Commissary Information SPO *
3.5.10 Materiel Management Information SPO *
3.6 Major Weapon System Program Offices *
3.6.1 JSTARS SPO *
3.6.2 AWACS SPO *
3.6.3 Peace Shield SPO *
3.6.4 MILSATCOM Terminals SPO *
3.6.5 AF Mission Support System *
4 How PADs, SPOs, and the DII Inter-Relate *
4.1 Mission Area Planning *
4.2 Acquisition Strategy Definition, RFP Preparation and Source Selection *
4.3 Program Execution *
4.4 Test and Evaluation *
4.5 Sustainment and Support *
5 Command and Control Unified Battlespace Environment (CUBE) *
6 Modeling, Analysis and Simulation Center (MASC) *
7 MITRE Role *
7.1 MITRE Organizational Alignment with DII, PADs, and SPOs *
8 Management Information Tools [MIS] *
Appendices *
9 Appendix 1 - Why is ESC Changing? *
9.1 Leveraging the Commercial Technology Revolution *
9.2 Application to ESC Programs *
9.3 Joint Technical Architecture (JTA) and the Global Command and Control System (GCCS) *
9.4 What is Changing? *
10 Appendix 2 – DII COE Primer *
10.1 GCCS Tutorial *
10.1.1 Fundamentals of C2 Acquisition *
10.1.2 Integrated *
10.1.3 Flexible *
10.1.4 Survivable *
10.1.5 Affordable *
10.2 Fundamentals of Acquiring C2 Systems *
10.2.1 Technology versus Requirements versus Time *
10.2.2 Leveraging the Civil sector *
10.2.3 Defense Information Infrastructure – Common Operating Environment (DII-COE) *
10.2.4 Joint Technical Architecture (JTA) *
11 Appendix 3 – Product Area Directorate Initial Program Allocation *
11.1 Surveillance *
11.1.1 Products *
11.1.2 Services *
11.1.3 Technology Programs – Rome Lab *
11.1.4 Technology Programs – MITRE *
11.2 Communications *
11.2.1 Products *
11.2.2 Services *
11.2.3 Technology Programs – Rome Lab *
11.2.4 Technology Programs – MITRE *
11.3 Command and Control *
11.3.1 Products *
11.3.2 Services *
11.3.3 Technology Programs – Rome Lab *
11.3.4 Technology Programs – MITRE *
11.4 Intelligence *
11.4.1 Products *
11.4.2 Services *
11.4.3 Technology Programs – Rome Lab *
11.4.4 Technology Programs – MITRE *
11.5 Data Management *
11.5.1 Products *
11.5.2 Services *
11.5.3 Technology Programs – Rome Lab *
11.5.4 Technology Programs – MITRE *
11.6 Modeling, Simulation & Training *
11.6.1 Products *
11.6.2 Services *
11.6.3 Technology Programs – Rome Lab *
11.6.4 Technology Programs – MITRE *
12 Appendix 4 - Integrated C2 SPOs Initial Program Allocation *
12.1 Mobility SPO *
12.1.1 Initial Program Allocations *
12.1.2 Pre Milestone I and Technology Programs *
12.2 Strategic and Nuclear Deterrence SPO *
12.2.1 Initial Program Allocations *
12.2.2 Pre Milestone I and Technology Programs *
12.3 Combat Air Forces SPO *
12.3.1 Initial Program Allocations *
12.3.2 Pre Milestone I and Technology Programs *
12.4 Information Superiority SPO *
12.4.1 Initial Program Allocations *
12.4.2 Pre Milestone I and Technology Programs *
12.5 International SPO *
12.5.1 Initial Program Allocations *
12.5.2 Pre Milestone I and Technology Programs *
12.6 Force Protection SPO *
12.6.1 Initial Program Allocations *
12.6.2 Pre Milestone I and Technology Programs *
13 Appendix 5 - Information SPOs *
13.1 GCSS-AF SPO *
13.1.1 Initial Program Allocations *
13.1.2 Pre Milestone I and Technology Programs *
13.2 Logistics Information SPO *
13.2.1 Initial Program Allocations *
13.2.2 Pre Milestone I and Technology Programs *
13.3 Financial Information SPO *
13.3.1 Initial Program Allocations *
13.3.2 Pre Milestone I and Technology Programs *
13.4 Contracting Information SPO *
13.4.1 Initial Program Allocations *
13.4.2 Pre Milestone I and Technology Programs *
13.5 Medical Information SPO *
13.5.1 Initial Program Allocations *
13.5.2 Pre Milestone I and Technology Programs *
13.6 Base Support Information SPO *
13.6.1 Initial Program Allocations *
13.6.2 Pre Milestone I and Technology Programs *
13.7 Weather Information SPO *
13.7.1 Initial Program Allocations *
13.7.2 Pre Milestone I and Technology Programs *
13.8 Commissary Information SPO *
13.8.1 Initial Program Allocations *
13.8.2 Pre Milestone I and Technology Programs *
13.9 Materiel Management Information SPO *
13.9.1 Initial Program Allocations *
13.9.2 Pre Milestone I and Technology Programs *
14 Appendix 6 - Defense Wing Intelligence Capability (DWIC) Project Spiral Development Process *
14.1 Introduction *
14.2 An Example *
14.3 Conclusion *
15 Errata *
15.1 Changes from Rev 9.1 to 9.2 *
15.2 Changes from Rev 9.0 to Rev 9.1 *
15.3 Changes from Rev 8.9 to Rev 9.0 *
15.4 Open Issues *
The AF Core Values are the foundation; the bedrock upon which Air Force people work to achieve and enhance our core competencies. Our Core Values are:
We recognize these core values because they tell us the price of admission to the Air Force family; whether officer, enlisted, civil servant, or contractor all must display honesty, courage, responsibility, openness, self-respect, and humility in the face of the mission. These core values point to what is universal and unchanging in the profession of arms. They are road signs to point out the importance of duty, honor, country, dedication, fidelity, competence, and other professional attributes. Another reason for recognizing the core values is that they help us get a fix on the ethical climate of the organization. Lastly, the core values serve as a beacon vectoring us back to the path of professional conduct; the Core Values allow us to transform a climate of corrosion into a climate of ethical commitment.
The Air Force Mission is "To defend the United States through control and exploitation of air and space".
The mission of the Electronic Systems Center is to rapidly deliver an integrated C2 capability to the warfighter while advancing the state of the Military Command and Control. ESC develops and acquires systems that combine computers, radars, information displays, and communication gear. These systems monitor enemy forces and allow U.S. commanders to make quick decisions based on the latest information and quickly transmit those decisions to troops in the field.
The JCS Joint Vision 2010 states a vision for joint warfighting based on four pillars: dominant maneuver, precision engagement, full-dimension protect and focused logistics. Supporting these pillars are information superiority and technological innovations. This vision provides the unifying principles for integrating the visions of the warfighting CINCs with those of the individual services.
The AF’s vision is the "Air Force people building the world's most respected Air and Space force ... global power and reach for America". This vision reflects our contributions to the joint warfighter from the airman’s perspective. It is a vision for the 21st Century Air Force based on a new understanding of what air and space power mean to the nation. Moreover, it embodies our belief that in the 21st Century, the strategic instrument of choice will be air and space power.
ESC’s vision is "Technical and acquisition professionals delivering integrated full spectrum command and control – total battlespace awareness for the warfighter."
The vision of the Electronic Systems Center focuses on an evolving C2 challenge. A smaller joint force structure operating across the full spectrum of conflict whether alone or with allies requires highly integrated C2 systems. ESC is prepared to apply agile and creative acquisition and sustainment processes to rapidly deliver highly integrated C2 systems that will ensure the Air Force vision is achieved.
Our nation's Air Force develops, trains, sustains and integrates the elements of air and space power to produce:
Air and Space Superiority: The ability to prevent adversaries from interfering with operations of air, space or surface forces – assure freedom of action and movement
Global Attack: The ability to attack rapidly anywhere on the globe at any time.
Rapid Global Mobility : The ability to rapidly move forces anywhere on the globe.
Precision Engagement: The ability to locate the target or objective, provide responsive command and control, generate the desired effect, assess our level of success, and to retain the flexibility to re-engage with precision. Find, fix, track or target anything that moves on the surface of the earth
Information Superiority : The ability of the Air Force’s air and space based assets to provide global awareness, intelligence, communications, weather and navigation to dominate the battlespace. It is essential to delivering a truly interactive common battlespace picture for Full Spectrum Dominance.
Agile Combat Support: Provide combat support operations to allow combat commanders to improve the responsiveness, deployability and sutainability of their forces. It complements the Joint concept of Focused Logistics which is indispensable to achieving Full Spectrum Dominance.
ESC contributes six core competencies which form the key building blocks for an integrated command and control system.
Surveillance: The ability to provide the warfighter tailored situational awareness for conducting precision engagement and achieving air, space and information superiority.
Communications: The ability to pass information seamlessly among sensors, operations centers and shooters and to do so inside the enemy’s decision loop. It ensures information superiority for achieving all other core competencies.
Command and Control: The ability to dynamically plan and execute the warfighter’s plans for achieving superiority, mobility, and combat support and conducting global attach and precision engagement
Intelligence: The ability to rapidly integrate multiple sources of information about an adversary to enable the commander to precisely apply the proper forces for attaining mission objectives.
Data Management: The ability to transform data into knowledge so warfighters can dynamically and collaboratively plan and execute missions from global attack to rapid global mobility and sustain those missions through agile combat suppport.
Modeling, Simulation and Training: Provide warfighters the opportunity to rapidly evaluate proposed courses of action and to ensure they are capable of getting the most from the C2 systems.
ESC has defined six strategic goals to reach our vision, they are described below in priority order:
Objective: Our objective is that by June 1998, 80% of our acquisitions are meeting the 18-month timeline. By June 1999, our objective is to achieve 90% satisfaction.
Objective: ESC will:
Objective: TBD
Objective: TBD
Objective: TBD
Objective: Demonstrate over time, a continuous increase in the number of fielded systems and fielded improvements to existing systems through the CUBE/Battlelab process. In addition, show improving customer satisfaction metrics on all aspects of these systems to include performance, sustainment, training, etc.
To achieve our strategic goals and objectives, a new ESC C2 acquisition framework will be implemented which consists of five major elements as shown in the figure below.
The framework is designed to balance and integrate the business processes (ADO), technology practices (DII-AF), and development efforts (SPOs) at ESC. In addition, the C2 Acquisition board is established to integrate the entire C2 community.
C2 Acquisition Board
The AF Command and Control Acquisition Board is the execution authority for AF command and control acquisition issues. It provides unified direction to the DII-AF office, PADs, and SPOs consistent with DII architecture and standards. The C2 Acquisition Board harmonizes cross-portfolio and cross-center activities while ensuring that the command and control community supports the AF Corporate Information Officer objectives.
The Board is co-chaired by the Deputy Assistant Secretary of the Air Force for Acquisition (SAF/AQ) and the AF Director for Strategic Communications (AF/SC). The Board includes the AF Program Executive Officers, Mission Area Directors, DISA Director, Product Center Commanders and the AF/SC as members. MITRE’s Director of AF programs acts in an advisory role. The C2 Acquisition Board will meet at the call of the chairmen, but not less than quarterly. HQ ESC will host the C2 Acquisition Board and provide all secretariat functions.
The mission of the Acquisition Development Office (ADO) is to manage the ESC process for acquisition, to support the program manager and Integrated Product Teams (IPTs), and provide the business processes needed to execute the 18-month cycle. The Acquisition Development Office will:
The ADO does for ESC’s business community what the DII/AF Office does for ESC’s technical community, and it does this by determining the best way to acquire the technologies identified by the DII/AF. The ADO’s support role begins with training teams to use the acquisition management process, it continues with consulting activities through the pre-award timeframe, it provides the source selection environment, and the ADO follows up after award to learn the lessons found during contract execution. The ADO is the ESC focal point for acquisition reform initiatives and authority for applicable commercial practices used in procurements.
Battle Lab and Command and Control Unified Battlespace Environment (CUBE)
The AF is currently establishing five Battle Labs in addition to interfacing with the Joint Battle Center to achieve the JCS Joint Vision 2010. The five Battle Labs will focus on:
and assist our users in the development of doctrine, tactics, techniques and procedures as new capabilities are introduced.
The distributed network for conducting spiral development and integrated testing is called the Command and Control Unified Battlespace Environment or (CUBE). The CUBE focuses on development test and evaluation. It is connected to the Air Force Battle Labs that develop doctrine, tactics, techniques and procedures as new capabilities are introduced.
The CUBE will be interconnected with the five Battle Labs and the Joint Battle Center along with eleven extended CUBE locations at user and other developer sites. The extended CUBE locations will be:
This interconnected environment gives our users enhanced training opportunities and the ability to assess the promise of new prototypes and technologies in addition to doctrinal and procedural development.
The CUBE replicates the data nodes and links of our warfighters integrated C2 environment. It is available for academia, industry and program offices, either separately or collectively to prototype, demonstrate, and test new C2 capabilities. The environment gives users a first hand look at whether new additions are functional within their integrated C2 system. The CUBE is distributed to user locations to facilitate close warfighter involvement.
Defense Information Infrastructure - AF
The linchpin of this new acquisition structure is the DII-AF Office. Specifically, the mission of the DII-AF office is to provide the AF C2 community with the AF configuration of the DII, to continually upgrade the DII to better support the AF C2 system, and to enforce compliance with the DII Common Operating Environment (COE). This office will ensure that integrated, flexible, survivable and affordable C2 systems are built. ESC will achieve its mission of an integrated C2 system by aggressively deploying the DII standards through a strong Chief Architect and systems engineering processes. The DII-AF provides centers of technical expertise in the form of the Product Area Directorates (PADs).
The PADs deliver COE compliant products/services to the Integrated C2 SPOs. These products will run the spectrum from components to complete systems. The PAD structure cover ESC core competencies: surveillance, communications, command and control decision tools, intelligence, data management, as well as developmental and operational modeling and simulation.
The new ESC acquisition framework satisfies the command and control through Integrated Command and Control (C2) System Program Offices (SPOs). These SPOs are focused on customers providing the AF core competencies and are organized according to mobility forces, strategic and nuclear forces, combat air forces, information superiority forces, force protection elements, international customers, major weapon systems, and information management activities. The SPOs may be responsible for a single program (as in the case of JSTARs, a Major Weapon System SPO) or a combination of programs.
The primary mission of the SPOs is to deliver integrated command and control capability, compliant with the Defense Information Infrastructure (DII) Common Operating Environment (COE), to satisfy the customers’ requirements in 18 months or less.
The major weapon system SPOs will develop, acquire, and sustain major systems in a cradle to grave fashion. These systems include the Airborne Warning and Control System (AWACS), the Joint STARS (JSTARS) Weapon system, the Peace Shield Program, and the MILSATCOM Terminals Program.
An Information Management SPO develops, acquires, and sustains management information systems used at base/depot, Major Command (MAJCOM), Service, or Agency level. The 300+ programs/projects contained in the Information Management SPOs support the following mission/functional areas: Global Combat Support System (GCSS) - Air Force, logistics (e.g., supply, maintenance, transportation, ammunitions), financial/comptroller, contracting, medical, base support (e.g., civil engineer, services, security police, manpower/personnel), weather, commissary, and material management.
The primary strategic goal of ESC is to implement an acquisition cycle of 18 months or less from start to first item delivery. The second goal is to ensure that the systems we deliver in this rapid customer response cycle are integrated in compliance with the DII common operating environment. The third goal is to accomplish this rapid delivery of integrated systems while reducing both the ESC overhead costs and the life cycle costs of these systems. In order to achieve these goals, a new development methodology, as well as the associated technical, business, and personnel management processes must be incorporated into the ESC spectrum.
Spiral Development
The centerpiece of the new acquisition methodology is known as spiral development. This technique, also referred to as evolutionary acquisition, has widespread suitability in acquiring command and control in a rapidly changing technology environment. While the classic "grand design" and incremental delivery techniques are still available to the program manager working with well-defined requirements, the spiral development approach is designed to satisfy uncertain user requirements with evolving technology.
As the name implies, spiral development is a series of cycles with each defined by a refinement in the user’s requirements definition, an increase in the system’s technical capability and operational mission effectiveness. The compliance and compatibility of the system with the DII COE is assessed within each spiral.
At the end of each spiral, the user is presented with alternatives to continue to another spiral, deploy as is, or stop. Each option will have the cost information and contract vehicles immediately available to execute. The process eventually produces the required capability desired by the user and continues to insert technology as required throughout the system life cycle. The entire process begins with a requirements pull or technology push.
Initially, the requirements may be very general or ill defined. The customer-focused Integrated C2, Major Weapon, and Information System Program Offices (SPOs) have the responsibility to work with their respective users to gain a very general understanding of these requirements. The SPOs will leverage the full capabilities of the AF Battle Lab/ CUBE structure in this requirement refinement process using existing systems, prototypes, or models.
The technology push may come from the commercial sector, the development labs, other SPO, or AFMC activities. It is the responsibility of the DII-AF Office and its Product Area Directorates (PADs) to maintain cognizance of the commercial capabilities and state-of-the-art in their product technology areas. They also are the center experts on the DII COE standards in these areas.
The first spiral begins with an analysis by the Integrated Product Team assigned by the DII to determine if the requirement may be generally satisfied with commercial off-the-shelf (COTS) or existing product line or system components. Most of the systems that ESC develops should fall into this category. In fact, approximately 75% of the hardware and software in ESC command and control systems are COTS or common components. Components and systems would be assembled and integrated in the CUBE to determine suitability, performance, and DII COE compliance. This effort could be accomplished with organic resources or the team may take advantage of several integration or product line contracts available from the DII-AF. Task order type contracts are designed to allow rapid access to contractor teams with typically less than 30 days required from work definition to contract implementation.
If new contracting arrangements are required, the services of the Acquisition Development Office (ADO) would be enlisted early to help in the acquisition strategy definition.
In either case, the DII-AF would ensure that the command and control system being integrated or developed is compliant with the evolving DII COE. New or unique requirements or developed capability may require a change to the DII COE. In this case, the DII-AF would negotiate these changes with DOD, DISA, or other service agencies.
As the system continues through the spiral, it is exercised and tested in the CUBE with its associated Battle Lab. This is a critical element of the spiral development process. Since operational requirements are often based on the technology available, the CUBE/Battle Lab interface is an iterative interaction with operational possibilities arising from the technology evolution.
Emerging from the first spiral would be an initial command and control system capability in the form of an operational prototype, or a simple system capable of being fielded. In each case, the customer would gain benefit immediately and the item would be compliant with the DII COE. At this point, the alternatives mentioned earlier would be available to the customer to stop, limit the process to this initial capability, or continue into the next spiral.
In the next spiral, the IPT would continue to refine the customer’s requirements and develop the system’s capability. Technology infusion would occur if required and any changes to the DII COE would be incorporated. The program manager would use the DII-AF to provide COTS and technical product line expertise organically or in a contractor oversight mode. Additionally DII-AF personnel and CUBE resources would be used to demonstrate the evolving system capability and provide the necessary COE compliance certification. If the developed capability represents a desirable addition to the GCCS or GCSS applications or DII COE, the DII-AF office would again sponsor the change. The DII-AF may choose to add the system or components to its product line catalogs for use by other SPOs. When ready, the system would be provided to the appropriate Battle Lab for operational experimentation and evaluation.
Emerging from this spiral would be an evolved and improved command and control system capable of being fielded, deployed and supported. Again the customer would be presented with the alternatives to use the system as is or continue to the next phase for further development.
The spiral development process continues in the same manner with each phase refining the requirements, improving the system’s performance and supportability, infusing appropriate technology, certifying COE compliance, and providing increased operational capability. While the chart depicts the process ending with satisfaction of a completed ORD, in reality the process continues throughout the life cycle of the system until retirement or termination.
The primary focus of the process is to deliver operational command and control capability to the user in 18 months or less. This capability may be an initial prototype or a complete, fully operational system. This is accomplished by establishing a strong connection with the customer in the Battle Lab/CUBE environment for continuous evaluations and feedback, maximum use of existing COTS and common components, leveraging existing integration and product line contracts, and using the one stop shopping services of the ADO.
The spiral development process has substantial benefits which:
In summary, spiral development allows the delivery of operational capability to the user based on the state of the possible in technology in the shortest possible time. While the formal implementation of this concept may be new, it has actually been implemented in several programs. It would be illustrative to review one of these - the Defense Wing Intelligence Capability (DWIC) project spiral development process is detailed in appendix 6.
The formal implementation of the spiral development process requires several major changes in the technical, business, and personnel management practices at ESC. The next section will review these various processes.
Technical Management Processes
Delivering integrated command and control capability to the warfighting customers requires strong technical management practices to ensure this integration takes place. These practices include:
- technical architecture oversight to ensure early incorporation of standards
- robust systems engineering to eliminate duplication and deficiencies
- system test and certification to ensure DII compliant programs are executed
- technology-planning and development to advance the state of the possible in command and control
- configuration management of all AF C2 systems
It is important to emphasize that these processes will have to be superimposed on existing programs at ESC in order to move to a truly integrated AF command and control system. One of the most important elements of this progression is technical architecture oversight.
Architecture Oversight
One of the most important roles in the new acquisition framework is that of the Chief Architect. This person is responsible for overseeing and enforcing adherence to DOD mandated standards and interface controls. The oversight will be effected through the use of an Architecture Council, Program Technical Assessments, IPT membership, and implementation of a common technical management database.
The Chief Architect will preside over the Architecture Council that will be comprised of the Chief Engineers from each Product Area Directorate and System Program Office. This forum will be used to ensure that each ESC program incorporates the changing DoD standards, DISA policies, and appropriate commercial practices. The Council will be the authority for resolving the many technical issues arising from the translation, integration, and prioritization of these standards.
The Chief Architect will conduct Program Technical Assessments as required of PAD or SPO programs. These Assessments will determine the degree of compliance with the established DoD standards and policies. They will also be used to identify issues for resolution by the Architecture Council or necessary changes to be sponsored to DISA for DII COE incorporation.
The Chief Architect will provide representation to appropriate IPTs. These representatives will work hand in hand with the program teams to provide expertise for early identification of applicable standards, policies, and issues. In addition, these team members will provide feedback to the Chief Architect regarding the implementation of the DoD standards.
A common index of current DoD standards, policies, and practices applicable to ESC’s acquisition programs will be maintained by the Chief Architect’s office. This database will also index DII COE compliant products, components, and systems available from PADs, SPOs, and other appropriate agencies.
In addition to the classic requirements-based systems engineering approach of requirements analysis, functional allocation, and system performance specification, implementation of the new ESC acquisition framework demands a technology-based approach as well.
In this case, the systems engineering process must continually assess the wide variety of commercially available technology and common component technology available from other PADs and SPOs and identify potential operational capabilities that could be realized. The initial implementation of this will require teamwork from the DII-AF, PAD, and SPO personnel in evaluating existing programs to determine DII COE compliance and crosscutting application potential.
The evaluation will be accomplished at the hardware component or software configuration item level. The identified program elements will be catalogued and made available to all SPOs and PADs for use in constructing new systems. A four-step process to initiate migration toward DII-COE compliance has been defined that PADs and SPOs will apply to the programs that have initially been allocated to their portfolio:
(1) Allocate existing programs to the appropriate PAD or SPO
This step has been completed in the form of initial allocations to PADs and SPOs that are listed in appendices 3 and 4.
(2) Evaluate compliance with DII COE
(3) Migrate appropriate components and programs to the DII COE
(4) Integrate components and programs into a seamless C2 system
The DII-AF and PADs play an important role in steps two and three to provide COE compliant components and program elements. The SPOs take the lead in step four integrating these components into command and control solutions for their customers.
This systems engineering effort must continue for each new requirement, component or system produced to maintain an efficient acquisition process eliminating duplication and deficiencies.
Test and Certification
In the new ESC acquisition framework, test and certification is an essential mechanism for moving to an integrated AF C2 system. It verifies that development systems meet the user needs and are ready for fielding.
The Chief Architect will be responsible for reviewing the testing of each developed system and certifying compliance with the DII COE. The certification will be required prior to fielding a system for long term operational use. Certification will typically not be required for ACTD or early developmental prototypes. The certification testing will leverage the CUBE facilities to the maximum extent possible and will be conducted as a central element of the spiral development process.
Our new test processes stress compliance with the DII-AF and integrated C2 systems. Therefore development testing must be focused on those aspects as well. Product area directorates and integrating C2 program offices must budget and plan for system compliance and integration tests. The CUBE provides the capability to conduct these tests.
All ESC products are required to be tested by/in the CUBE prior to their release for deployment or user evaluation. The purpose of this is to ensure quality, performance, DII COE compliance, and interoperability before product release.
A combined staff of CUBE and PAD/SPO personnel will execute development testing. The CUBE personnel will provide a report to the appropriate PAD/SPD for his/her evaluation. The Responsible Test Organization staff will execute Operational Testing and a report of results will be provided to the DII/SPD for evaluation. Final product release authority will reside with the DII for PAD products and with the appropriate SPD for Customer SPO products. The DII is responsible for ESC certification as a DII COE compliant product.
Whenever possible the product area directorates should leverage the COTS nature of their systems and seek out opportunities for combined development and operational test. Our long-range goal is to change the nature of C2 testing both operational and development so it supports the 18 month timelines of spiral development.
The technology planning will center on two key elements – the Product Area Technology Teams (PATTs) and systems migration roadmaps for the customers.
PATTs will be designated for each product area (surveillance, communications, command and control, intelligence, data management, modeling and simulation). They will be focused specifically on commercially available technology, lab efforts, MITRE MOIE and MSR activities, and other program developments or advances within their area. They will maintain knowledge of the "state of the possible" for their products.
The PATTs seek technology innovations as part of commercial and defense related industry. This PATTs provide entry points for commercial industry to apply their technology in defense applications. The PATTs interface with defense related industry to guide their technology investments toward the AF vision of a seamless C2 system.
The PATTs must interface with the AF laboratory (super-laboratory) to ensure the relevance of their investments and activities and leverage these investments into the PAD and Integrated C2 programs.
Systems migration roadmaps for the customers will be developed by each of the Integrated C2, Major Weapon System and Information SPOs. The roadmap will identify the migration path to an integrated C2 system by merging the technology plans developed by the PATTs with their customers requirements.
There will be common configuration control and management processes across ESC. A common index of current DoD standards, policies, and practices applicable to ESC’s acquisition programs must be maintained.
Our configuration management processes will parallel commercial practices and rely on implementation of common tools such as HORIZONLINK.
Configuration baselining of currently fielded systems with an assessment of their capabilities and capacities is needed to support the DII and our users. The configuration management function will maintain the "catalog" of common products and components, provided by the PADs and SPOs, that are DII-COE compliant. The catalog will also contain information on product line and integration contracts and delivery orders for rapid acquisition.
Flexible acquisition strategies will provide open system product line architectures with reusable software components and compliant hardware. By using reusable technology, software repositories, C2 product line architectures, and rapid prototyping techniques, a contractor can quickly integrate tested components into functional systems. The goal is to rapidly design, develop, and deliver quality operational C2 systems that satisfy the majority of the user’s functional and performance requirements at reduced costs. Our business processes will be realigned and refocused toward achieving the 18-month cycle (or less) of the spiral development model.
Schedule is a key driver, and industry will need to focus their proposals and systems engineering activities toward maximizing systems functionality with the 18-month cycle. In addition to maximizing functionality, industry must also focus their efforts on attaining DII-COE compliant products and services.
Our relationship with industry must also change. We must become more open with industry. One concept to consider is a more open dialog with industry throughout the selection process. We can openly disclose the funds available for the upcoming spiral and allow industry to maximize the gain for that cycle, keeping in mind that schedule is the key driver in the spiral development process.
There are three keys to the success of our revised business processes. They must:
To achieve the 18-month cycle, we must make rapid business decisions. Families of acceptable strategies that can be used in most acquisition cases must be developed maximizing the use of corporate "pre-decisions."
The Acquisition Development Office will work with the DII to match known successful business approaches with various scenarios to provide templates for successful acquisition strategies. These templates along with business analysis and acquisition strategy development support will be available to all organizations from the ADO.
The Acquisition Development Office is responsible for providing the processes and support necessary for our programs to move quickly through their early business decisions. Strategic Roundtables and Acquisition Strategy Panels must be pursued quickly and successfully with minimum "scrap and rework". Support from an experienced business group of cross-functional experts can accelerate key business decisions such as basic program approach (strategic roundtable), acquisition approach (Acquisition Strategy Panel), and Source Selection. In addition, this group will maintain cognizance over the latest in Acquisition reform initiatives and is responsible for infusing these initiatives into our programs and business processes.
(Remainder of this section to be developed by ADO team)
Source selections must no longer be used to reduce the program risk or level competing proposals. We must pursue award without discussions and when not possible, minimize the use of clarification and deficiency reports. Our selections must become "best value" oriented always keeping in mind the need for open systems and DII-COE compliance.
From a management perspective, we must place stronger emphasis on past performance. Industry partners with a demonstrated history of success should find that this benefits them in future procurements. We need to emphasize the performance we want with a strong emphasis on incentives such as award fees. When our industry partners do not produce the type of progress we demand on our programs, we should terminate the on-going activity and pursue another source and possibly technical approach.
We will standardize our procurements such that most parameters are known up front and won’t waste time in negotiations. Items that can be standardized include Terms and Conditions, Rates and Factors, Base Profits, Data Requirements, and more.
There are several aspects to flexible contracting that can greatly speed up the development of integrated C2 systems within our new organizational framework. These include:
- Ready access to a family of pre-competed contracts to develop and to integrate product line components.
Individual product areas can award a set of contracts to develop open systems, to provide integrating services, and to acquire compliant products. Open systems for a peculiar product area will be compliant with the DII and JTA. Integrating services would tie together components within a product area (integrate two decision systems) or between product lines (communications and surveillance). A menu of compliant products provides program office access to components for spiral development or users for fielding systems.
- Ready access to a family of pre-competed integrating contracts that can rapidly integrate systems from available components across the Product Directorates.
Most C2 systems are based on a collection of product lines: sensors, communications or decision systems. The DII-AF Office can provide a family of integrating contracts that the Integrated C2 SPOs can utilize to quickly integrate common products and components to tailor a C2 system that satisfies a customers need in terms of months instead of years.
- A wide array of rapid contracting tools and processes that support research, development, prototyping, technology insertion, or whatever activity is needed to enhance the COE, common catalog of components, or our customers needs. These tools include vehicles such as BAAs, PRDAs, CRDAs, and GRANTs in addition to conventional Request for Proposals.
A major objective of the reorganized ESC is to create a dynamically operating personnel matrix organization that can quickly and efficiently allocate resources where they are needed the most. To implement this philosophy, the DII-AF office controls the Resource Allocation process for the Program Management and Technical career fields with final allocation authority resting with the DII Director. For FM and PK resources, the functional manager will accomplish the allocation across Acquisition, Wing, and Laboratory needs. Within the DII and Customer SPOs (Acquisition arena), the functional manager will accomplish the distribution of FM and PK resources on a day to day basis. However, the DII Director will have final authority to resolve any issues that arise.
The Product Area Directorates are technical domains of expertise that are shared across any program with a need in that domain. This expertise consists of personnel resources, product line contracts, and common DII certified products that can be shared and/or allocated across all PAD and Customer SPO programs. Operating as a true matrix, we can accomplish more with less as our manpower resources are reduced by budget constraints.
Allocation Process for Program Management and Technical Personnel
The DII Director will allocate program Management and Technical Personnel across the DII, PAD, Customer SPOs and Acquisition Development Office. The Acquisition Manpower Resource Group within the DII Resource Management Office will control these allocations on a day to day basis.
The PAD directors will be responsible for collecting the manpower needs across their domains to include their own needs as well as the needs of the Customer SPOs. The PADs will provide their requirements along with priority assessments to the Resource Management group (part of the DII Office). This group will aggregate the requirements, develop a recommended allocation, and present this along with any impact concerns to the DII Director. If serious impacts exist, the DII Director can call for a Resource Management Council consisting of the PAD Director, Customer SPDs, and Functionals to ensure all concerns are properly aired and addressed. The DII Director maintains final allocation authority for Program Management and Technical resources.
To be supplied by FM.
To be supplied by PK.
The resource sizing and distribution process for MITRE personnel will operate similar to the process for organic program management and technical personnel. The DII director will have final allocation authority and the PADs will collect the requirements and priority assessments and pass them forward to the DII/RMC through the Acquisition Manpower Resource group. Once approved by the DII or RMC, the Contracted Support group will procure the required resources. MITRE requirements will be aggregated into seven TO&P’s organized around the PAD structure to reduce administrative burden and increase flexibility. The seven TO&P’s are:
Day to day responsibility for proper allocation of MITRE resources is a joint responsibility between the MITRE Area Manager and the DII/PAD Director.
The DII Transition team will develop detailed processes for this section.
The resource sizing and distribution process for TEMs personnel will operate similar to the process for organic program management and technical personnel. The DII director will have final allocation authority and the PADs will collect the requirements and priority assessments and pass them forward to the DII/RMC through the Acquisition Manpower Resource group. Once approved by the DII or DMC, the Contracted Support group will procure the required resources. TEMs requirements will be aggregated into seven technical domains organized around the DII/PAD structure to reduce administrative burden and increase flexibility. The seven technical domains are:
Day to day responsibility for proper allocation of TEMS resources is the responsibility of the DII/PAD Director.
The DII Transition team will develop detailed processes for this section.
The ESC Framework can be described as an agile enterprise. Experts will be dynamically assigned to support the goals of full C2 integration and the spiral development process. Keeping the work force fresh and focused on our objectives is the primary purpose of personnel evaluations and feedback. Some personnel will be assigned full time to a particular project or program, while others will move frequently to bring their functional expertise to bear on many programs. The evaluation and feedback system must strike a balance between the needs of individual for counseling and career progression and functional plans for meeting ESC’s strategic goals.
Accurate evaluation and feedback occurs at the point where the work is accomplished and by the team leader accountable for meeting program goals. Personnel assigned full time should be evaluated and counseled by the team leader accountable for goals. If the leader is from a different functional then the director for that functional area will review the evaluation. The director of the functional area will evaluate personnel assigned to several teams.
Military assigned full time to a program/project team will be evaluated and counseled by the team leader. The director for the ratee’s functional area will be serve as the acquisition examiner. Personnel assigned to more than one team will be rated by the director of the ratee’s functional area
Civilian appraisals are important to ensure civilian personnel are accountable at an appropriate level to the individual with overall responsibility for performing the mission, as well as providing feedback to the ratee. Civilian appraisals should motivate personnel to be responsive to the mission, exercise sound professional judgment, and pursue continued professional growth.
To ensure consistency across the center for rating individuals, the following rating process will be used:
Installation Reviews are held on a weekly basis to ensure proper support and coordination between the ESC line organizations, HQ staff elements, the DAC Program Organizations and the supported PEO program organizations. The Installation Review is attended by representatives from these organizations and is chaired by the ESC Commander.
Acquisition Reviews are held on a weekly basis to focus on the program management status and issues of the ESC line organizations, DAC Program Directors and the supported PEO Program Directors. The Acquisition Review is attended by representatives from these organizations and is chaired by the ESC Commander. Representatives from the ESC HQ staff elements are also invited.
Program Reviews are held as required to center on a specific program or portfolio of programs. Focus is primarily on cost, schedule, and performance issues as outlined by the Program Director. The ESC Commander chairs the Program Review. Representatives from other ESC organizations are also invited as required.
Acquisition Process Performance Reviews are held as required to center on a specific process improvement issues. Focus is primarily on process methodology, metrics, implementation, and resource issues. The ESC Commander chairs the Process Performance Review. The principal participants are the DII and ADO. Representatives from other ESC organizations are also invited as required.
The ESC Chief Architect will oversee a technically domain-based (e.g., Command and Control, Surveillance, Communication, Intelligence, Data, Modeling Simulation and Training) Architecture Council. The Architecture Council will insure that the delivered C2 System Architecture’s capabilities satisfy users' requirements and are fully compatible with the C2 Architectures provided by AF/SC and DISA, and that the products and services produced at ESC are DII-COE complaint.
This Architecture Council will be comprised of the chief engineers of the PADs and SPOs and others as necessary. While those Chief Engineers organizationally report to their respective PAD/SPD, they will participate (as an additional duty) to resolve any issues affecting the AF C2 System's implementation of the Joint Technical Architecture (JTA) and the DII Common Operating Environment (COE).
The Chief Architect is also responsible for enforcing through the PEOs, DACs, and the C2 Acquisition Board, the C2 PAD/SPD Systems' adherence to mandated standards and architectural tenets.
The Chief Architect will conduct Program Technical Reviews as required of PAD or SPO programs. These Reviews will determine the degree of compliance of programs and components with the established DoD standards and policies. They will also be used to identify issues for resolution by the Architecture Council or necessary changes to be sponsored to DISA for DII COE incorporation.
The C2Acquisiiton Board will provide unified direction to the Defense Information Infrastructure - Air Force Office (DII-AF), Product Area Directorates, and C2 System Program Offices. The Board will ensure that C2 implementation is in accordance with the DII architecture and standards. The Board will also coordinate cross-portfolio and cross-center related activities. Additionally, the Board will ensure that the C2 community adequately supports the Corporate Information Officer's activities, objectives, and initiatives.
The C2 Acquisition Board will be co-chaired by SAF/AQ and AF/SC. Membership will include all Program Executive Officers, Mission Area Directors, a representative of the C2 General Officer Steering Group (AF/XOC), DISA, the Product Center Commanders, and the Mitre Corporation senior Vice President for Air Force Activities as an advisor.
A Resource Management Council will be held on an "as needed" basis to resolve manpower allocation issues or seek alternative resolution to problems. A Resource Management Council can be called by either the DII Director or the PK or FM Functional.
When the DII Director calls the Council, he does so to address Program Management or Technical Career field issues, or to address acquisition allocation issues. Under these circumstances the DII Director chairs the Council. In this case, membership consists of the DII, PAD directors and the SPDs, and the functional managers.
When FM or PK calls the Council, it is by definition called to address allocation issues that range across the Acquisition workforce, the Wing, and the Laboratories. In this case, the ESC Vice Commander chairs the Council and membership consists of the DII, FM, PK, the Wing Commander, and appropriate Laboratory representatives.
The organizational chart that represents ESC during the Transition is shown below. The transition period is defined as the period from 1 Feb 1997 to June 1998. The Transition period allows the DII-AF the time needed to define, implement, and refine the new integrating processes that make up the spiral development engine and ensure that the new acquisition culture and processes take root. On 1 Feb 1997, the operational management of ESC will fall under this Transition structure.
During the Transition period, the DII-AF Office will fall under the operational control of the Program Executive Officer for C2. The PEO’s role is to provide continuous attention and nurture the new organization into existance, ensuring it meets its goals and objectives while satisfying the AF vision. Train, organize, and equip responsibilities for the DII-AF Office remains the responsibility of the ESC Commander.
DAC organizations consist of the Information SPOs and program organizations shown above.
The PEO portfolios at ESC are also being realigned to support the new acquisition framework. Specifically:
In June 1998, the operational control of the DII-AF Office will revert back to the ESC Commander as shown below.
ESC has developed a new acquisition framework and structure that executes the Spiral Development Model. This new acquisition structure is based upon an integrating DII-AF and Acquisition Development Offices, 6 Product area directorates, and 20 Integrated C2 System Program Offices. These organizational elements are independent of geographic location and as such will integrate personnel and programs as necessary to achieve these organizational groupings.
The Acquisition Development Office consists of a centralized group of cross-functional acquisition experts. These experts will engage with the project teams at the start of the acquisition cycle and provide sage advice and access to "grey beard" experts throughout the acquisition cycle.
The concept for the Acquisition Development Office is drawn from ESC’s experience with its Request For Proposal Support Office (RFPSO), and the lessons for both the Central RFP Support Team (CRFPST) formed by SAF/AQ and recent experiences of the ESC Systems Acquisition Directorate. The ADO is created within the new ESC organization as keeper of the acquisition management process and the supporter of teams using it, as well as being ESC’s experts on acquisition reform and commercial business practices. The importance of this central role is sufficient to have the Office report directly to the ESC Commander. This also recognizes the critical role the Office plays in advising the Commander independent of the SPOs, and the customers the Office serves other than the SPOs. The ADO will be manned with the best experienced acquisition people drawn from the program management, contracting, acquisition logistics, systems engineering and financial management functional areas. The ADO will be collocated in one facility commensurate with the Office’s responsibilities for program support, source selection security, and the archiving of sensitive documents and lessons learned materials.
The ADO will provide process training for IPTs as well as just-in-time training for specific IPT activities. At the top level, the ADO will deploy the acquisition management process model, enforce its use to ensure consistency, and measure results for process improvement. The ADO will devote a portion of its time and resources to maintaining contact with the broader DoD Acquisition Reform community, and will insure ESC’s processes are up-to-date and compliant. In this vein, the Office will stay abreast of best practices for source selections, Contractor Performance Assessment Reviews (CPARs), and Performance Readiness Assessment Groups (PRAGs), as well as the latest computer based tools for pre-award activities. The ADO will conduct Acquisition and RFP Workshops using the CRFPST template for training, and will offer tailored courses in all elements of the process. Working through professional associations such as AFCEA, NSIA or AFA, the ADO will periodically offer these same training opportunities to industry. In fact, the ADO will encourage IPTs to offer potential contractors and their customer representatives the chance to train with the IPT, as well as participate in the pre-award activities as stressed in acquisition reform.
The ADO will serve as the focal point for the beginning of all new starts, with all acquisition projects, including ECP activities, required to contact the ADO for an assessment of the team’s requirements for support and training. The ADO will set up a support plan and preliminary schedule of events with the IPT. The ADO will track progress, and with the IPT and customer, declare the start date for ESC’s acceptance of the work. This particular activity is necessary to accurately track progress toward the ESC goal of delivering products in 18 months. This activity is also necessary to resolve the top-level acquisition approach amongst three choices: buy from existing sources, acquire with waivers/deviations, or acquire without requiring waivers/deviations. The second and third of these choices are the primary candidates for use of a consistent, centrally managed acquisition process. It is at this juncture that decisions of competitive or non-competitive contracting will be made. The "buy from existing sources" approach implies no development is required and there are existing contract vehicles available, such as Indefinite Delivery/Indefinite Order (ID/IQ) contracts at ESC or elsewhere, that satisfies customer requirements.
As part of the initial activities, the ADO will work with the DII/AF staff to evaluate customer requirements and technical solutions, and to understand the procurement implications such as technical risks, integration requirements, and merging with upcoming versions of the DII Common Operating Environment (COE). This includes the documenting of the program’s evolution and sustainment in the out-years and the eventual merger of the program into the COE. This approach fulfills the goal of having the best possible business solution developed in concert with the best possible technical solution. The ADO will also insure the program has laid out its test strategy and more specifically planned its use of the CUBE, the Air Force Battle Lab structure, and potential exercises and formal demonstrations.
The ADO will continue to support the IPT and program manager through the pre-award phase in accordance with the support plan. This will include market surveys, risk analysis and development of sections L and M of the proposed contract. The ADO will aid with RFP preparation, the Acquisition Strategy Panel (ASP) briefing, and the Acquisition Plan. The ADO will provide the source selection facilities as needed, and support the IPT through award announcement.
The ADO will develop and maintain a follow-up program with customers to learn the lessons of its support and thus improve the acquisition management process. This post-award activity will support the ADO’s goal of avoiding scrap and rework, and perpetuates the objective of being a "hands-on" support team working with SPOs, IPTs and other customers throughout all phases of the acquisition process.
The measures of success for the ADO are:
The source selection team is responsible for operating the source selection facility, the scheduling of its use, and the enabling of IPTs using the facility. The program support team is the focal point for all customer support interactions and planning aside from the actual source selection. They are the key ADO staff members to interact with the DII-AF Office and to be the hands-on support to the IPTs. The operations team enables the rest of the Office with network support, tools development and maintenance, and archiving of lessons learned, as well as tracking ADO performance metrics. The operations team is also responsible for security of source selection. The team leaders are O-5/GS-14 equivalent positions depending on responsibilities.
A major tenet of this new acquisition structure is the integrating focus of the DII-AF Office. This office’s principle responsibility is to ensure achievement of an integrated C2 system and will do so by overseeing all ESC C2 activities.
The DII Offices located at each ESC facility will report to the DII-AF Director.
The DII-AF is the principal organization responsible for integrating ESC’s geographically separated units and programs. It will do so by ensuring that common development processes, standards, product line contracts, and integrating contracts are in place across the center. Additionally, the DII-AF is responsible to ensure all ESC products are DII compliant and will do so by adequately testing for compliance using the distributed CUBE. As a result of successful tests, the DII-AF will award the ESC stamp of approval indicating a certified inter-operable product.
In addition to the DII-AF acting as an integrating ESC force, the Integrated C2 SPOs also serve to unify ESC’s efforts. Organized by Customer focus, all programs serving a common customer (or set of customers) are combined under a single SPD responsible for all aspects of program execution for the customer’s portfolio of programs.
The DII is the responsible organization to develop and deliver the C2 infrastructure that will be the foundation of the AF C2 system. Specifically, the mission of the DII-AF office is to ensure integrated, flexible, survivable and affordable AF C2 systems and enforce compliance with the DII Common Operating Environment (COE).
As shown above, the DII is a System Program Office (SPO) and operates under the guidance and direction of a System Program Director. In the End State, this SPD will report to the ESC Commander in his Dedicated Acquisition Commander’s (DAC) role. In the interim, to assist in the establishment of the DII organization and operation, the DII SPD will report to the Program Executive Officer for Battle Management and Command and Control (PEO BA/C2) until the completion of the transition period in June 1998.
The DII-AF will achieve its mission of an integrated C2 system by aggressively managing the overall Spiral Development Process. The DII-AF provides centers of technical expertise in the form of the Product Area Directorates that deliver Defense Information Infrastructure compliant products/services and do so within an 18-month cycle or less. It will:
The DII-AF office will be organized around five functional areas: Technology Plans, Infrastructure, Product Area Directorates, Resource Management and an Operations office. In addition, the DII-AF office will closely monitor and coordinate with the activities of the CUBE and MASC on a day to day basis, although these two organizations will report directly to the ESC Vice Commander.
The Infrastructure group is responsible for supplying the DII COE/JTA to PADs and SPOs while evolving and orchestrating the DII - AF vision of an AF integrated C2 system. This responsibility requires the execution of two primary roles: AF C2 Chief Architect and AF C2 Baseline Manager.
The ESC C2 Chief Architect is responsible for overseeing and enforcing adherence to mandated standards and architectural tenets. The Chief Architect will oversee and guide a set of Product Area (e.g., Command and Control, Surveillance, Communication, Intelligence, Data, Modeling Simulation and Training) Architecture Councils. The Architecture Councils will ensure that the delivered C2 capabilities satisfy the system level and technical architectures defined by the JTA. They will also translate, integrate, prioritize, and resolve the wide variety of issues emerging from their implementation.
Compatibility, Interoperability, and Integration (CII)
These councils will be comprised of the Chief Engineers from the various PADs and SPOs. While the Chief Engineers report to their respective PAD/SPO SPD, they will respond to the ESC Chief Architect.
The Infrastructure group emphasizes the enforcement of DII mandated architectures and standards including the escalation of critical architectural issues and non-compliance alerts to the C2 Acquisition Board as required.
The Technology Plans Office has three major responsibilities, these are:
The Resources Management Office will act as the focal point/secretariat for the manpower allocation process.
Program Management and the technical career fields are managed and allocated by the Resource Management Office within the DII-AF office. Final allocation and resolution of resource distribution issues is the responsibility of the DII-AF director. The resource management group is responsible for all personnel assignments and movement of personnel within the DII, PADs, SPOs, CUBE, MASC and Acquisition Development group. In addition, this office will ensure workforce development/broadening through judicious re-assignment/rotation across all acquisition elements within ESC. This resource management responsibility applies to the following career fields:
This office is also responsible for providing a functional expert/POC for each career field who is responsible for maintaining cognizance of and communicating to the workforce any existing policies/processes/procedures required by higher headquarters. In conjunction with the functional role, this office will ensure training/workforce development for each of the career fields mentioned above and maintain center level APDP statistics and certifications.
The Resource Management Office will also provide all FFRDCs and SETA support contracting activities. As such, this office will contract with the MITRE Corp, Lincoln Laboratory, the SEI, and TEMS organizations necessary to provide the manpower resources of ESC and other AF/DOD agency customers.
Support activities will include:
The DII Operations office will include several supporting activities to the acquisition programs center wide. This specific support outlined below is provided on a case by case basis to needed Pads/SPOs with the home office expertise resident in the DII General Program Support Group.
The mission of the Acquisition Civil Engineering group is to support the PADs and SPOs in the planning, siting, environmental impact analysis, design, construction, and management for the acquisition of real property facilities that support our C2 Systems worldwide.
This group will operate as a matrix organization providing resident expertise to the needing PAD or SPO. The resident support individual will draw upon the home office expertise as needed for additional expertise and/or surge support in all aspects of Acquisition Civil Engineering. The resident personnel will operate as IPT members and be responsible to both the Program/Project manager and the home office.
In addition, the home office is responsible for managing all civil engineering processes and maintaining cognizance of and communicating to the workforce any existing policies/processes/procedures/legislative/regulatory guidance required. Typical support tasks include:
Lastly, the Acquisition Civil Engineering group will be the center focal point for MILCON requirements and provide overall guidance and support to the 38th EIG, SSG,
MSG, and CPSG.
The mission of the Acquisition Security group is to provide superior security services for all ESC acquisition activities. The services available are:
The mission of the Acquisition Meteorology group is to enable the PAD and SPO programs’ success by providing the best available environmental support. This group provides knowledgeable interaction with AF weather centers and provides centralized environmental information to ESC customers via automated means. Additional tailored meteorology support is available to PADs and SPOs on an as needed basis.
The financial management group will provide all elements of financial management (program control) support for the DII-AF Office.
The DII-AF will provide centers of technical expertise in the form of the Product Area Directorates (PADs). The PADs deliver COE compliant products/services to the Integrated C2 SPOs and do so within an 18-month cycle or less. These products will run the spectrum from components to complete systems. The PAD structure covers the basic elements of any command and control capability - surveillance, communications, command and control decision tools, intelligence, data management, as well as developmental and operational modeling and simulation.
The vision of the PAD is to create and maintain a "catalog" of common products and services that are DII-COE compliant based upon the latest state of the art Commercial Off the Shelf (COTs) and Government off the Shelf (GOTs) components at the lowest possible cost. In addition, the PADs strive to reduce the cycle time of technology insertion.
The PADs will acquire the infrastructure components and technologies encompassed by their technical domain. They work across the industry and DOD to verify their compliance prior to certification through the CUBE/Battle Lab environment. PADs must strive to acquire the broadest possible knowledge of available components, systems, and technologies to satisfy the needs of the Integrated C2 SPOs and our customers. The PAD must also maintain the broadest possible knowledge of DII COE requirements and JTA standards.
While the PADs may be organized differently according to requirements, management preference, technology, and product/service needs etc. a typical organization for a Product Area Directorate is shown below.
The PAD’s mission spans a broad range of both technical and acquisition responsibilities. Technical roles include providing technical expertise to the SPOs, advising the DII-AF, enforcing COE and JTA, inserting technology, and allocating engineering resources to the SPOs. The PAD’s acquisition responsibilities include procuring and developing components and services for "product catalogs," managing product line and integration services contracts, and providing support services to the SPOs. Additionally the PADs maintain and manage the product area software/hardware configuration and associated user documentation.
One of the most important roles of the PADs is to migrate their programs and components toward DII-COE compliance and increase the catalog of common programs and components for the DOD. In order to accomplish this migration, the process defined in section 2.2.2 will be used.
In addition, the PAD supports the DII-AF as the single interface to the Defense Information Services Agency (DISA) and AF/SC for the AF command and control community. In this capacity, the PAD is responsible for providing requested changes to the DII COE to accommodate changing technology, COTS evolution, and SPO requirements.
The PADs are aligned with ESC’s core competencies and represent the building blocks of the AF’s Integrated C2 System. They are:
Surveillance PAD
Surveillance includes all aspects of remote sensing and target detection. Specific components include early warning radar, tactical weather radar, air defense radar, air traffic control radar, and correlation and fusion of multi-sensor data.
To be developed by the PAD cadre.
Communications product area covers a wide variety of networks, receivers, terminals, computer systems, and radios.
To be developed by the PAD cadre.
The C2 PAD centers on command and control decision-making software tools, software display and information management modules, common workstations, peripherals, servers, etc.
To be developed by the PAD cadre.
The intelligence PAD supplies secure data processing components, national imagery exploitation systems, integration services for intelligence systems, defensive information security modules, advanced encryption/decryption devices, intelligence data handling systems, and secure communications components.
To be developed by the PAD cadre.
Data standards, common data elements, database structure, and data management systems are critical elements of an integrated system. In is in these areas in which the Data Management PAD will provide a center of expertise and is responsible for coordinating the efforts of the C2 acquisition community in all AF C2 standardized data initiatives.
To be developed by the PAD cadre.
The Modeling and Simulation PAD will provide the capability to rapidly merge operational requirements and technological opportunities. It will provide the software models used by the CUBE, SPOs and other PADs throughout the spiral development process. These models will be used for both developmental as well as operational test and evaluation.
To be developed by the PAD cadre.
The Integrated C2 SPOs are the customer-focused portion of the organization. They develop and deliver seamlessly integrated systems that satisfy their customers needs based upon the common certified technologies, products, and services from the PADs and DII-AF. The SPOs provide a single point interface to their customer that should vastly improve user requirements development, integration, and prioritization - a dramatic change from past practice.
Vision and Mission
Our vision for the Integrated C2 SPOs is to satisfy our customers’ needs within 18 months or less with seamless integrated systems that are DII-COE compliant. These systems will be based, as much as possible, upon Commercial Off the Shelf (COTS) or Government Off the Shelf (GOTS) components so that acquisition and life cycle costs are dramatically reduced.
The approach to create an integrated AF C2 system must take into account the significant investment in existing programs. The programs that have been allocated to a SPO will be evaluated for compliance with DII COE at the component level using system-engineering techniques. Hardware designs and software interfaces, formats, protocols, coding, etc. will be assessed for ease of migration to the open systems based DII COE architecture.
Programs or components within programs that are common or can enhance the catalog of DII-COE compliant products will be migrated to the Product Area Directorates over time. Programs and products selected for migration will consider the customers’ requirements, migration costs, and senior management direction as well.
The mission of the SPOs is to integrate the building blocks of command and control systems (surveillance components, communication components, etc.) into capability that allows the warfighter to dynamically plan and execute, operate globally, and possess tailored situational awareness.
The SPOs are focused to support the AF’s core competencies and to serve the primary customers in the AF C2 community:
AF Core Competency
ESC SPOs
Air and Space Superiority
Strategic and Nuclear Deterrence Integrated C2 SPO
Combat Air Forces Integrated C2 SPO
AF Mission Support System (AFMSS)
Airborne Warning and Control System (AWACS)
Global Attack
Combat Air Forces Integrated C2 SPO
AF Mission Support System (AFMSS)
Joint STARS
Rapid Global Mobility
Mobility Integrated C2 SPO
AF Mission Support System (AFMSS)
Precision Engagement
Information Superiority Integrated C2 SPO
Combat Air Forces Integrated C2 SPO
Strategic and Nuclear Deterrence Integrated C2 SPO
Joint STARS
Information Superiority
Information Superiority Integrated C2 SPO
Milsatcom Terminals Program
Agile Combat Support
Global Combat Support System (GCSS-AF)
Logistics Information SPO
Financial Information SPO
Contracting Information SPO
Medical Information SPO
Base Support Information SPO
Weather Information SPO
Commissary Information SPO
Material Management Information SPO
Moving to an integrated AF C2 system will greatly enhance the AF’s core competencies and require maximum cooperation between the SPO and their customers. Using the AF Battle Lab and co-located CUBE synergy, the SPOs will help the customers define their operational requirements’ roadmap. This roadmap will cover the spectrum of command and control capability needed – from tactical to strategic, squadron to air component level, theater to global. The SPOs will then use their technical and developmental expertise with the customer to define the systems architecture necessary to follow the roadmap.
In acquiring and integrating the systems and components, the SPOs will use the spiral development process described earlier as much as possible. This is especially necessary when the customer’s requirements are general or ill defined. The SPOs will use PAD provided products and services to the maximum extent possible in their acquisition efforts. When new development is necessary, the SPOs will work with the ADO to use prime, integration or product line contracts, or other available acquisition vehicles to meet the customer and timeline requirements.
To accomplish the vision and mission described above, the SPO’s organizational structure must reflect strong customer support, technical integration capability, and rapid acquisition execution.
While the SPO’s may be organized differently according to requirements, management preference, program phase, etc. a typical structure is shown below:
Adhering to the IWSM concept, programs/projects within an SPO will be designed/developed by IPTs led by program managers accountable for cost, schedule, and performance. Program/project Managers (PMs) will draw on matrixed support staff as needed. These IPTs will integrate the products and services provided by the DII-AF and PADs to the maximum extent possible to satisfy customer requirements. If COTS solutions or existing PAD products cannot provide the required performance, the IPT will use the spiral development process described earlier to develop new capability. The same team(s) will both develop and maintain their systems.
Customer representatives will be assigned to appropriate programs/projects to ensure customer functional representation. These representatives will provide the single critical interface to the user in the CUBE/Battle Lab structure as part of the spiral development process. In other words, the customer’s requirements will be iterated with the "state of the possible" in the CUBE/Battle Lab environment.
Integrated C2 SPOs will use common systems engineering approach in integrating PAD components and complying with the DII COE. Common engineering, architectures, data and process will be a major focus of the DII-AF organizations. Process reviews will ensure compliance with established systems engineering processes.
As described in the next section, existing SPO programs may be migrated to the DII COE, restructured, or terminated according to customers requirements, migration costs, and senior management evaluation.
The Mobility SPO provides the integrated C2 capability to rapidly move forces anywhere in the world. This includes moving cargo through ariel ports, controlling airlifters and tankers, and ensuring attack aircraft can deploy forward. These functions are the requirements of the Integrated C2 System shown below:
Dynamic Planning & Execution
In-transit visibility
Tanker/Airlifter Control
Robust Global Ops
Air Navigation
Precision Landing
Global Air Traffic Management
To be developed by the SPO cadre.
Mission area capabilities for the Strategic and Nuclear Deterrence Command and Control SPO includes integrated warning and attack assessment, national missile defense, and emergency strategic communications. Primary customers include AF Space Command, North American Air Defense Command and US Space Command.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
The existing programs assigned to this SPO (see appendix 4) represent mission area capabilities in theater battle management, mission planning and support, air operations control, and airborne command and control.
The CAF SPO must migrate and evolve these programs in order to provide its customers the ability to dynamically plan and execute, operate globally, and possess tailored situational awareness as they move into the future. An integrated system must address squadron to wing to air component level requirements and the ability to manage forces locally to theater-wide to globally.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
The fastest growing challenge in command and control is in the information superiority domain. Mission area capabilities include intelligence data processing, intelligence communications, offensive and defensive information warfare, and satellite imagery processing. Primary customers include Air Force Intelligence Agency, national and defense intelligence agencies.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
Combined and allied operations are a key ingredient of AF combat forces employment. To be effective, the integrated C2 system must include capabilities to communicate and operate with our international partners. Mission area capabilities in this SPO will cut across the spectrum of ESC C2 functions. Primary customers include our international allies.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
Protecting forward-deployed AF combat forces is also a critical element of an integrated C2 system. Mission area capabilities of this SPO include control of security forces, base installation security and weapon systems storage security. Primary customers include Air Force Security Forces Agency.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
An Information SPO develops, acquires, and sustains management information systems used at base/depot, Major Command (MAJCOM), Service, or Agency level. The 300+ programs/projects contained in the Information SPOs support the following mission/functional areas: Global Combat Support System (GCSS) - Air Force, logistics (e.g., supply, maintenance, transportation, ammunitions), financial/comptroller, contracting, medical, base support (e.g., civil engineer, services, security police, manpower/personnel), weather, commissary, and material management.
Information SPO systems generate and store most of the Air Force’s corporate information that is computerized. This information includes historical data that must be maintained in large data warehouses as well as current operational status data needed for production activities associated with day-to-day operations. Approximately 70% of the entire Air Force’s corporate data originate within these information systems. Consequently, these systems must have tailored viewpoints of this same integrated data that represents the intersection of the business rules and processes of various functional communities (e.g. supply and maintenance). The systems provide a major source of data for a variety of battlefield support command and control systems.
Vision and Mission
Information SPOs turn stovepipe and dedicated programs within their mission/functional area into integrated systems compliant with the Defense Information Infrastructure (DII) Common Operating Environment (COE).
Information SPOs are responsible for execution of assigned programs, from development through sustainment, while ensuring consistent application of standards across all products. They also provide a single face to the functional customer.
The Information SPO’s mission spans a broad range of responsibilities which include management responsibility and oversight over the analysis, design, development, acquisition, integration, implementation, and test of assigned programs. It includes the maintenance and configuration management of application software and associated user documentation. Further, the Information SPOs are responsible for ensuring consistent application of DII and GCCS/GCSS across all assigned programs.
Information SPOs offer a tremendous opportunity to achieve the synergistic benefits of a coordinated modernization approach within a product area. These systems have common challenges; e.g., changes needed to operate in the Year 2000 and beyond; the migration to the DII COE; the insertion of the Defense Message System capability to allow for joint service interoperability; the exploitation of worldwide web technology; affordable protection of sensitive but unclassified information; and the recurring need to obtain COTS licenses. The synergistic benefits occur through improved cross-functional business process reengineering, integrated data reengineering, and sharing of a common COTS software application.
The majority of the programs within the Information Management area operate within the Defense Base Operating Fund (DBOF) arena. Consequently customers must be formally identified and Service Level Agreements (SLAs) must be established on a recurring annual basis.
An Information SPO can consist of a single program or collection of programs/projects. The programs may be executed at a single location or at multiple geographically separated locations.
The Information SPO System Program Director (SPD) is the single face to the customer, provides cradle to grave program management/oversight, institutes seamless processes, and provides a common approach to the customer’s management information systems needs.
The SPD will have management responsibility for all legacy and migration programs within the SPO. The SPD will execute the assigned programs. The SPD will sponsor and infuse technology and will ensure product compliance with the Global Command and Control System (GCCS)/Global Combat Support System (GCSS) architecture. The SPD will use the facilities of the Defense Information Infrastructure-AF Office (DII-AF Office) for development and verification testing.
Policies and responsibilities will be executed by the SPD through Program/Project Managers (PMs). PMs may be either collocated or located at Geographically Separated Units (GSU). The SPD will report directly to the DAC (ESC/CC) or appropriate PEO. The PMs’ day-to-day activities will be conducted by direct and continuous interaction with their customer community, with their 2-Ltr and with/among the support staff and DII-AF organization. Program/project managers will be located within the SPO or if geographically separated from the SPD will be located with other geographically separated programs/projects within the SPO.
Adhering to the IWSM concept, programs/projects within an Information SPO will be managed by Integrated Product Teams (IPTs). Customer representatives will be permanently assigned to appropriate programs/projects to ensure customer or functional representation.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
These single systems SPOs represent major systems acquisitions under Program Executive Officer leadership based on DOD 5000 criteria. While these SPOs focus on standalone systems they will be subject to the integrating authority of the DII-AF.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
To be developed by the SPO cadre.
The SPO's mission spans a broad range of responsibilities that include management responsibility and oversight over the analysis, design, development, acquisition, integration, implementation, and test of assigned programs. It also includes the maintenance and configuration management of application software/hardware and associated user documentation. Furthermore, the SPO is responsible for ensuring consistent application of DII and GCCS/GCSS standards and software development/engineering and support processes across all assigned programs.
The System Program Director (SPD) will report to the Designated Acquisition Commander (DAC) or appropriate Program Executive Officer (PEO) and have the responsibility to execute assigned programs from development through sustainment. Policies and responsibilities will be executed by the SPD through Program/Project Managers (PMs). The PMs’ day-to-day activities will be conducted by direct and continuous interaction with their customer community, with their 2-Ltr, and with/among the support staff and DII-AF organization.
The SPD must work closely with the DII-AF, the CUBE, the AF Battle Lab structure, and the customer in the spiral development process. The SPO provides a single interface to the customer throughout the spiral development process including pre-milestone I activities and customer CUBE operations. The SPO manages the program and engineering resources provided by the DII-AF organization to conduct its mission area planning, acquisition strategy selection, program execution, testing, sustainment and support efforts.
Mission Area Planning
In the fast paced world of C2 technology, customer requirements often depend on the state of the possible. The SPOs lead the Technology Planning Integrated Product Teams (TPIPTs) which merge the customers’ requirements roadmaps with the robust technology push from the DII-AF organization. The DII-AF provides distributed CUBE support, technical expertise across the command and control product areas, and access to rapid prototyping capability. SPOs will rely on the DII-AF to provide status of commercial off the shelf (COTS) products and insight into the existing capabilities of other program components. The requirements and capabilities are matured and integrated through the spiral development process.
In defining an acquisition strategy, SPOs will use the service and product line contracts available from the DII-AF organization when possible. The approach will be to satisfy customer requirements using existing capabilities to the maximum extent possible. Existing components and COTS items will be integrated to provide a compliant C2 solution. This is a key feature in achieving rapid acquisition cycle times. When development is necessary, the SPOs will also rely on the DII-AF expertise in the Joint Technical Architecture and COE to provide proper RFP preparation. The SPOs must submit their acquisition approach for DII-AF concurrence. The SPOs will in turn provide feedback to the DII-AF on contractor and product performance.
All system development tasks will be managed and funded by the Integrating C2 Program Offices. The purpose of the system development activities is to provide support to the individual Integrating C2 Program Office in designing and developing a specific C2 system using the product line architectures and components. System development support includes requirement definition, acquisition planning, rapid prototyping, systems engineering, software development, system integration, test, training, and deployment. The product area prime contractors will collaborate on all system development activities up to the Government’s down-select to one or more contractors for the final system development and delivery. The contractor(s) will also provide feedback to the core activity throughout the range of system development activities. The system development process consists of the following activities:
a. Initial Acquisition Strategy Planning: Initial strategy planning occurs when a C2 Program Office requests product area support. The product area directorate and its contractors will advise on the advantages provided by its products and services. The product area directorate can issue Task Orders, as required, to support the Integrating C2 Program Office.
b. Acquisition Strategy Panel (ASP): When Task Orders are issued, the contractors can participate in the strategic planning process and support preparations for the peculiar C2 ASP. The product area directorate and its contractors will advise on potential technical solutions and provide rough-order-of-magnitude schedule/cost estimates. The core provides a framework to identify detailed technical, schedule, and budgetary estimates; and to identify risks.
c. Program Execution Planning: After successful completion of the ASP, the product area directorate will issue additional Task Orders to support the Integrating C2 Program Office. Using core resources and developing integration products as required, a multi-contractor product line team may rapidly prototype a C2 solution. (Teamwork by both the Government and the contractors is imperative to ensure that the requirements are fully understood.) The contractor team will develop a Program Execution Plan (PEP) that identifies the user’s operational performance and functional requirements, the software/hardware components that satisfy those requirements, risk mitigation trade-offs, and the systems engineering/integration steps necessary to design, deliver, and maintain the C2 system. The PEP will be submitted to the Government for approval.
d. Government Downselect Decision: After the C2 Program Office (and Milestone Decision Authority, as appropriate) approves the PEP, the Government will request a proposal from each product area contractor for the detailed design, development, testing, and fielding of the C2 system. Based on the information provided and the downselect procedures specified in the contract, the Government may issue a Task Order(s) to one or more of the contractors. Multiple, incremental Task Orders may be issued depending upon the size and complexity of the system being developed.
e. System Design, Development, and Deployment: Upon receipt of the Task Order(s), the contractor(s) will begin the detailed design, development, and delivery process. The contractors will address operational logistics and logistics support planning tasks for long-term organic maintenance and/or Contractor Logistics Support, such as, Interim Contractor Support (ICS), Training, Technical Orders/Data, and Provisioning. Long-term logistics support will be executed by a separate contract(s).
There are many variations to this acquisition concept. The basic approach can be tailored to the technology of the product area, to the availability of contractors and marketplace, or to the resource constraints of the program.
Using the spiral development process, the SPOs will lead Integrated Product Teams (IPTs) to deliver the required C2 capability within the specified cost, schedule, and performance parameters. Again, the SPOs must work closely with the DII-AF product area directorates and the distributed CUBE to execute the program. The DII-AF will ensure that tradeoffs made by the SPO account for DII-COE compliance and JTA inclusion. The SPOs will provide requirements and feedback to the DII-AF for changes to the DII COE and additional capabilities for inclusion in Product Area Directorates (PADs) catalogs.
SPOs will use the CUBE infrastructure for test and evaluation of developed systems in a DII COE. The DII-AF will certify compliance of the systems to COE and JTA standards. SPOs will provide feedback to the DII-AF on performance of products and components provided by the PADs in an integrated test environment.
SPOs will provide sustainment and support throughout the life cycle of the system using the PADs and CUBE structure as needed for technology insertion and product line upgrades. Due to the dynamic C2 technology environment, SPOs should plan and budget for wholesale hardware and software replacement every 5-7 years.
The CUBE will support our programs with C2 integration/interoperability demonstrations, large-scale technology demonstrations, and real world C2 problem solving. It also serves as a key link in the enterprise engine – spiral development model by providing the ability to test the quality of our products, assess their readiness for deployment, and provide the tool and infrastructure necessary for independent test and certification of our systems. As such, the CUBE will be used in many differing ways. Not only for doctrinal/procedure development, training, technology insertion, and demonstrations but also as a DT&E facility when operated by the DII and as a C2 OT facility when operated by a Responsible Test Organization. To provide this capability, the staff will develop test suites and environments necessary to certify ESC products.
All of these activities will occur in close coordination and cooperation with the other DII organizations and Customer SPOs. The DII will oversee the CUBE facilities while the CUBE staff will report directly to ESC/CV in the short term to retain its entrepreneurial approach. Over time, the CUBE staff will come under the direction of the DII.
Ensuring maximum usage of the BL/CUBE and its associated tools by all potential benefactors is a key objective of this reorganization. Funneling/assignment of ideas and possibilities will result in operation of the enterprise engine model and new capabilities in our systems and lower cost of ownership and operation.
The Modeling, Analysis and Simulation Center (MASC) provides analytic modeling and simulation (AM&S) for customers throughout the center and to customers of ESC’s C2 products. The MASC’s principal product today is generation of contingency scenario simulations to stimulate the CUBE. Furthermore, the MASC provides operational effectiveness analyses of communications netting and intelligence, surveillance and reconnaissance technologies and concepts. These analyses help ESC PADs and Customer SPOs to assess the likely operational payoff of various technology concepts, and help inform the operational pull to ESC’s technology push.
One of the major goals of the reorganization is to advance the Modeling, Analysis, Simulation, and Simulated Training capabilities in the C2 arena. The MASC today does not provide M&S for test support, nor does it have the capability to perform operational effectiveness analysis of C2 systems, either singly or integrated. These additional capabilities along with the ability to accomplish training in a simulated environment are required for the MASC under this reorganization.
MITRE is DoD’s C3I Federally Funded Research and Development Center (FFRDC). As an integral part of ESC, MITRE provides expertise in C3I system engineering and integration, furnishing technical leadership and broad-based C2 knowledge in helping ESC and the AF achieve the integrated C2 vision. There are three primary areas where MITRE supports ESC and the AF:
ESC draws extensively on MITRE’s core competencies:
With these core competencies MITRE has a strong knowledge base to apply toward achieving the C2 vision under the new acquisition framework.
MITRE has recently undergone an internal realignment to better support ESC and the integrated C2 vision. With its new internal alignment, MITRE is emphasizing the importance of the DII and cross-program integration.
MITRE has five primary mission/domain organizational components that provide the interfaces to the ESC. These components are:
Each of these organizational components will be aligned to support particular parts of the new ESC organization and provide integration across both technology areas and mission/customer areas. With this alignment, each of the five MITRE organizational components will have at least one product area focus and at least one SPO responsibility, thus providing both "horizontal" and "vertical" integration within each of the five components.
MITRE will provide a specific and unique organizational interface with the DII and each of the PADs and selected SPOs. Incorporated in MITRE’s internal realignment is the ability to adapt readily to any modifications to the ESC DII/PAD/SPO structure or to the ESC assignment of program responsibilities. A MITRE "focal point" will be identified for each organizational interface. This focal point will work directly with the associated ESC 2-letter/director to manage the MITRE support to the program portfolio in the DII-AF or particular PAD/SPO and to provide senior technical guidance.
The alignment of MITRE with the DII-AF and PADs is shown below:
Each of the interfaces shown indicates a MITRE focal point and identifies the part of the MITRE organization that provides the support for the products and programs in the corresponding part of ESC. The C2 Platform part of the MITRE organization has the major role in working with the DII-AF to enable the integrated C2 vision.
The MITRE alignment with the SPOs is shown in the following figure.
As described in the DII/PAD discussion, each interface represents a focal point at MITRE and identifies the part of the MITRE organization that is responsible for the SPO program(s).
In several cases, e.g., the Financial Information SPO, the Contracting Information SPO and the Commissary Information SPO, MITRE has no program connections and thus no alignment is currently identified.
The DII Transition team will develop this section.
Appendices
- Why is ESC Changing?
Appendix 2 – Defense Information Infrastructure Common Operating Environment Primer
Appendix 3 – Product Area Directorate Initial Program Allocation
Appendix 4 - Integrated C2 SPOs Initial Program Allocation
Appendix 5 - Information SPOs Initial Program Allocation
Appendix 6 - Defense Wing Intelligence Capability (DWIC) Project Spiral Development Process
Our vision is of a 21st Century Air Force based on a new understanding of what air and space power means to the nation - the ability to hit an adversary’s strategic centers of gravity directly as well as prevail at the operational and tactical levels of warfare. Global situational awareness, the ability to orchestrate military operations throughout a theater of operations and the ability to bring intense firepower to bear over global distances within hours to days, by its very existence, gives national leaders unprecedented leverage, and therefore advantages.
In order to achieve global situational awareness, we must attain information superiority in the battlefield. However, the volume of information in joint warfare is growing rapidly. The ability of the future Joint Team to achieve dominant battlefield awareness will depend heavily on the ability of the Air Force’s air- and space-based assets to provide global awareness, intelligence, communications, weather and navigation support. While Information Superiority is not the Air Force’s sole domain, it is, and will remain, an Air Force core competency. The strategic perspective and the flexibility gained from operating in the air-space continuum make airmen uniquely suited for information operations.
This document describes the foundations of the "New ESC Acquisition Framework" designed to provide this integrated C2 capability to the Air Force. Specifically, it lists our strategic goals, defines the key attributes of Command Control (C2) systems, and provides the organizational construct to dramatically improve their acquisition. Together these define an innovative, cooperative and collaborative acquisition culture focused on delivering affordable, integrated C2 capability to the Air Force in the fastest possible time.
We must focus our activities on our mission, "to achieve information superiority for the USAF". In order to accomplish our mission, we must change the way we acquire C2 systems. First, information technology is cycling at a rate that turns inside our traditional budgeting and acquisition processes. Second, the demand for C2 systems has changed from single purpose to joint integrated systems. We must adapt!
Our purpose is to move from federated stovepipe C2 systems to an integrated C2 system based on the Defense Information Infrastructure. We are building and executing processes to match the key attributes of today’s military C2 systems within the dynamic information technology environment. We are committed to dramatically improve the speed with which C2 capabilities are fielded.
Agility in trading off requirements with schedule and dollars is the cornerstone for developing C2 acquisition processes. The Defense Information Infrastructure- Common Operating Environment (DII-COE) and the Joint Technical Architecture (JTA) guide the trade off process to ensure integrated C2 systems.
Leveraging the Commercial Technology Revolution
The engine powering the information industry is the civilian marketplace. This marketplace is global and is supported by an ever-increasing services industry. It also provides a tremendous opportunity to leverage the civilian information industry, from software to global communications, for equipping our forces at a much lower cost. The key will be to flexibly state our requirements, so we time our investments of both dollars and schedule to get the most from the information products appearing in the marketplace.
Information technology produces new capabilities, ideas and services at a turnover rate of about 18 months. This means information products and breakthroughs turn inside our requirements and acquisition cycles. This has been made possible through the use of open standards and modular components. The sheer volume of information products creates challenges to achieving interoperability and integration.
Current ESC programs have undergone a subtle change of complexion over the past few years. In the past, the programs were mostly unique, custom, one of a kind. They were developed to meet very detailed and complex requirements, and it took a considerable amount of effort and discipline to cross all the hurdles associated with bringing a system from concept to fielded capability. There have been many "blue ribbon" studies into acquisition practice that have advocated changes, and those changes have taken place, but have gone unheralded. Currently programs have a much larger portion of their functionality provided by integrated standardized (or standardizable) components.
A survey of 22 programs at ESC, representing $XXXM in program funds yet to be spent to completion, revealed that 67% of the hardware being incorporated into systems is commercially available and an additional 11% of the hardware could be GOTS for other programs. Thus only 22% of the hardware incorporated into systems is uniquely developed hardware.
Similarly, 42% of the software being incorporated into systems is commercially available, and an additional 32% of the software is or could be common software to be reused in other systems. Thus only 26% of the software incorporated into systems is uniquely developed software.
The acquisition strategies, practices, and policies being applied for an era when hardware and software were predominantly custom developments are outdated for the current development environment.
Global operations for our smaller more capable military forces require the use of a split base/reach back concept. To execute, data must flow seamlessly among DoD’s sensors, operations centers and shooters to achieve dominant battlespace awareness and must move inside the enemy’s decision loop.
The JTA is actually a set of architectures: operational, systems and technical. Operational defines the organization, tasks, and information flows (type and frequency) to accomplish a warfighting function. Systems Architecture defines networks, platforms, locations and physical connections. It shows how multiple systems inter-operate. It is designed to satisfy the operational architecture per standards defined in the technical architecture. The technical architecture provides the rules and guidelines for basing engineering specifications, for building common components; and for developing product lines. It includes a common set of mandatory standards for sending and receiving information; for understanding the information (content, format, data elements, and image interpretation); and for processing information.
The Defense Information Infrastructure Common Operating Environment (DII-COE) is the process for building an ever-increasing infrastructure of service functions and for shouldering the mission applications necessary to handle Joint, CINC and service operations. It is both processes and product, and its products are the standard hardware and software components for building integrated C2 systems.
The Global Command and Control System (GCCS) is the DISA DII-COE compliant program devoted to three practical products in the near term. First, it is being developed to provide a common basis for all command and control systems in the DoD. Second, it is being developed as a means for consolidating the large numbers of legacy command and control systems into a more manageable smaller number (preferably one). Third, it is providing as a first product, the replacement system for the World Wide Military Command and Control System. Acquiring new systems using the GCCS model will require new acquisition practices.
Tactics must be developed to rapidly synchronize our requirements and acquisition cycles with the delivery of information products and services. Computers, communications and navigation components are becoming commodities because the industry is adopting open standards for inter-connecting those components. These components can be tied together to deliver an integrated C2 systems capability. These tactics form the basis for a new approach to C2 acquisition.
A command and control system is devoted to supporting the decision processes for its users. In the case of warfighters, commanders need information presented to them that comes of a variety of sources, with a variety of relevance to a given decision, and with a variety of completeness and timeliness. The challenge to the commander is to derive an accurate interpretation of the situation and to make an effective decision. The C2 systems provided by the technical community attempt to aid this process by making the movement and manipulation of informal as complete as possible. There are three entities that comprise a C2 system.
C2 systems are made up of data, nodes and links. Data is passed along links between nodes. Nodes may be a commander’s operations center or an airborne sensor platform. Nodes process data and convert it to information to dominate the battlespace. To ensure Commanders can meet the complex information challenges of joint operations, C2 systems must be integrated, flexible, survivable and affordable.
Effective C2 systems are highly integrated. This means information is transferred in the right format, at the right time, and in the right process to all nodes. Systems must be integrated both vertically and horizontally across the battlespace. Additional fundamentals furthering integrated systems are:
Flexibility is fundamental to meet changing situations and diversified operations across the spectrum of conflict with minimum delay and disruption. Flexibility can be achieved when systems are designed to be scaleable and adaptable.
The data, nodes and links concept is the way C2 systems are designed and defended. C2 systems can be defended through dispersal, hardening and multiple communications links. The age of information warfare demands additional measures:
Affordable
C2 systems have tremendous opportunities to leverage the commercial sector. The wide array of technology options can lead to complex solutions, unique applications, specialized training and lengthy development times. All these lead to expensive acquisition programs and costly sustainment strategies. Close teamwork between users and acquirers is essential to ensure C2 systems are delivered faster, better and cheaper.
Fundamentals of Acquiring C2 Systems
There are several key challenges we face in acquiring C2 systems. They are fundamental to our business. First, information technology produces new capabilities, ideas and services at a turnover rate of about 18 months. This means information products and breakthroughs turn inside our requirements and acquisition cycles. Second, the resources we have to harness this environment are decreasing in terms of dollars and people. Third, the sheer volume of information products creates challenges to achieving interoperability and integration.
Tactics must be developed to rapidly synchronize our requirements and acquisition cycles with the delivery of information products and services. DoD wide strategies must be executed to deliver integrated C2 capabilities. Understanding the drivers and trends behind information technology is essential.
Technology versus Requirements versus Time
Several technology trends are shaping the capabilities we can deliver to the warfighter. Computers, communications and navigation components are becoming commodities because the industry is adopting open standards for inter-connecting those components. These components can be tied together to deliver a C2 systems capability.
Capabilities are introduced in two ways: the delivery of new information products and the combining of existing components in new ways. This not only helps meet existing requirements but also enables and inspires new "unstated requirements". All this occurs in approximately 18-month intervals which is inside our traditional requirements and programming process. We need improved requirements and programming processes to exploit the pace of technology innovation provided by adherence to open standards.
The engine powering the information industry is the civilian marketplace. This marketplace is global and is supported by an ever-increasing services industry. It also provides a tremendous opportunity to leverage the civilian information industry, from software to global communications, for equipping our forces at a much lower development cost. The key will be to flexibly state our requirements, so we time our investments of both dollars and schedule to get the most from the information products appearing in the marketplace.
Agility in trading off requirements with schedule and dollars is the cornerstone for developing C2 acquisition processes. Executing open system standards such as the Defense Information Infrastructure - Common Operating Environment (DII-COE) and the Joint Technical Architecture (JTA) guide the trade off process to ensure integrated C2 systems.
The DII-COE is both processes and product. It is the process for building an ever-increasing infrastructure of service functions and for shouldering the mission applications necessary to handle Joint, CINC and service operations. Its products are the standard hardware and software components for building integrated C2 systems.
The Global Command and Control System (GCCS) is the DISA program devoted to three practical products in the near term.
First, it is being developed to provide a common basis for all command and control systems in the DoD. The intent of using a common basis is to:
Second, it is being developed as a means for consolidating the large numbers of legacy command and control systems into a more manageable smaller number (preferably one).
Third, it is providing as a first product, the replacement system for the World Wide Military Command and Control System.
The key long-term impact of the GCCS is to establish a standardization program, which will enable information system components (hardware and software) to be interchanged piecemeal, as improvements become available for the individual components. This represents a dramatic departure from past practices where systems were either built from scratch as a custom design, or where rigorously defined standard products were specified which achieved commonality, but did not allow for evolution. Achieving standardization among components which facilitates interoperability and integration, while simultaneously allowing growth and evolution in accordance to progress achieved in both the commercial and government sector is a fundamental challenge. However, meeting that challenge will result in a command and control environment which meets the needs of the DoD vision.
Acquiring new systems using the GCCS model will require new acquisition practices. Among these:
The Global Command Support System (GCSS) is the DISA program devoted to establishing the common baseline system counterpart to the GCCS for the DoD support systems. It is being developed to provide a common basis for all logistics, base operations, business, and general management information systems in the DoD.
All of the acquisition challenges that are involved in the GCCS apply to the GCSS.
Joint Technical Architecture (JTA)
Global operations for our smaller more capable military forces require the use of a split base/reach back concept. To execute, data must flow seamlessly among DoD’s sensors, operations centers and shooters to achieve dominant battlespace awareness and must move inside the enemy’s decision loop.
The JTA provides the framework to permit this flow of information. It includes a common set of mandatory standards for sending and receiving information; for understanding the information (content, format, data elements, and image interpretation); and for processing information. This will help us achieve true "plug and play" among C2 components and ensure seamless communication among diverse media.
The JTA is actually a set of architectures: operational, systems and technical. Operational architecture defines the organization, tasks, and information flows (type and frequency) to accomplish a warfighting function. Systems Architecture defines networks, platforms, locations and physical connections. It shows how multiple systems interoperate. It is designed to satisfy the operational architecture per standards defined in the technical architecture. The technical architecture provides the rules and guidelines for basing engineering specifications, for building common components; and for developing product lines.
We should strongly encourage industry to use the JTA for Advanced Technology Demonstrators (ATDs). The JTA applies to our Advanced Concept Technology Demonstrations (ACTDs); to migrating or improving legacy systems; and to develop new systems. The JTA along with the DII-COE are necessary components for building an agile process to trade requirements, schedule and dollars.
Surveillance includes all aspects of remote sensing and target detection. Specific components include early warning radar, tactical weather radar, air defense radar, air traffic control radar, and correlation and fusion of multi-sensor data. The products, services, and technology activities assigned to this PAD are defined below:
Atmospheric Early Warning System
-NATO Air Defense
-FAA Replacement Radar
-SOUTHCOM Counter Drug
None
Correlation & Fusion
Integrated Photonics
Tactical Air Surveillance
Radar Moving Target Imaging
ECM/ECCM for Radar
Atmospheric efforts compensation for Radar
Hi-Frequency, Hi-Resolution experimental site
Sensor technologies for dominant battlespace awareness Enhanced airborne detection of ground targets
Communications product area covers a wide variety of networks, receivers, terminals, computer systems, and radios. The products, services, and technology activities assigned to this PAD are defined below:
Combat Information Transport System
Joint Tactical Information Distribution System
Theater Deployable Communications
Defense Message System
Pacer Speak
Defense Data Network
SINCGARS
Theater Deployable Communications
ULANA II - Unified Local Area Network
MISTS II - MIS Technical Support
AF Command and Control Network
Advanced C3 Technology
Tactical Air Information
Warfighter Information Usage
Advanced GPS Technology
Global Broadcast Services
This PAD centers on command and control decision-making software tools, software display and information management modules, common workstations, peripherals, servers, etc. The products, services, and technology activities assigned to this PAD are defined below:
Common Mapping Tool Kit
DCAPES
Global Command and Control System (COE)
AF Work Station
Command and Control Product Lines (CCPL)
Standard Base Level Computer
Software Technology
I-CASE – Integrated Computer Aided Software Engineering
Software Support Services
Desktop IV & V
AMMUS-M, AF Multi-User MiniComputer System Maintenance
Tactical Battle Information Management
Knowledge Base Systems
S/W Life Cycle Tools
Distributed Systems
Information Exploration
Information Fusion
The intelligence PAD supplies secure data processing components, national imagery exploitation systems, integration services for intelligence systems, defensive information security modules, advanced encryption/decryption devices, intelligence data handling systems, and secure communications components. The products, services, and technology activities assigned to this PAD are defined below:
AF Electronic Key Management System
Common imagery Ground Support System (CIGSS) Test Bed
imagery Support Server Environment (ISSE) Guard
Integration for C4I (IC4I)
RIGS Products & Services (RPS)
Advanced Optical Memory Tech
Intelligence Advanced Development
None
Data standards, common data elements, database structure, and data management systems are critical elements of an integrated system. In is in these areas in which the Data Management PAD will provide a center of expertise and is responsible for coordinating the efforts of the C2 acquisition community in all AF C2 standardized data initiatives. Those initiatives include:
The products, services, and technology activities assigned to this PAD are defined below:
AF Defense Data Repository
Product Data System Modernization
Link-16 Integration
Databases for the 21st Century
Vector Map Data - Remote Sensing
Risk in the Data Warehouse
Meta-Data and mediation for data sharing
Finally, the Modeling and Simulation PAD will provide the capability to rapidly merge operational requirements and technological opportunities. It will provide the software models used by the CUBE, SPOs and other PADs throughout the spiral development process. These models will be used for both developmental as well as operational test and evaluation. The products, services, and technology activities assigned to this PAD are defined below:
National Air and Space Model
Modeling and Simulation Center (MASC)
Equip Battle Labs
Embed Modeling, Simulation, and Training in C2 for real time use
None
Battlespace Visualization Hierarchical Modeling Research
With Rapid Global Mobility as a key AF core competency, providing an effective, flexible command and control capability for airlift and tanker forces becomes a critical element of the integrated AF C2 system. Mission area capabilities for this SPO include global air traffic management and airspace control, in-transit visibility, air navigation, and precision landing capabilities for cargo aircraft. Primary customers include Air Mobility Command and US Transportation Command.
Air Traffic Control and Landing System/National Airspace System (ATCALS/NAS)
Command and Control Integrated Processing System (C2IPS)
Joint Precision Approach Landing System (JPALS)
Global Air Traffic Management
FANS (Future Air Navigation System)
AMC Information for the Warrior (IFTW)
Mission area capabilities for the Strategic and Nuclear Deterrence Command and Control SPO includes integrated warning and attack assessment, national missile defense, military satellite communications and emergency strategic communications. Primary customers include AF Space Command, North American Air Defense Command and US Space Command.
Integrated Tactical Warning/Attack Assessment (ITW/AA)
Cheyenne Mountain Upgrade (CMU)
Missile Warning Space Surveillance Sensor (MWSSS)
Cinc Mobile Alternate Headquarters (CMAH)
Minimum Essential Emergency Communication Network (MEECN)
Defense Improved EAM Replacement System
Modified Mini Receive Terminal
National Missile Defense
NORAD/USSPACECOM Warfighting Support System
Combat air forces providing the AF core competencies of air control, global attack and precision engagement require a robust capability as part of an integrated AF C2 system. Mission area capabilities for this SPO include theater battle management, mission planning and support, air operations control, and airborne command and control. Primary customers include Air Combat Command, Pacific Air Forces Command, US Air Forces Europe Command, US Southern Command and Special Operations Command.
Theatre Battle Mgmt Core Sys (TBMCS)
AF Mission Support Sys (AFMSS)
B-2 A/E/W MDPS
B-1 A/E/W
SOFPARS
GTACCS (DSM)
Regional/Sector Air Operations Center (R/SAOC)
Airborne Command and Control Center (ABCCC)
Virtual ABCCC
The fastest growing challenge in command and control is in the information superiority domain. Mission area capabilities span intelligence data processing, exploitation, and dissemination, as well as incorporating signals and imagery intelligence into airborne, mobile, and ground intelligence systems. The SPO’s mission area also encompasses offensive and defensive information warfare. The primary customer is the Intelligence Community, to include the Air Intelligence Agency, national and defense intelligence agencies, and joint and service intelligence units.
COBRA DANE
COBRA JUDY
COBRA GEMINI
RECCE Intel Ground Systems
Joint Service imagery Processing System (JSIPS)
Eagle Vision
Tactical Exploitation Group (TEG)
Tactical Input Segment (TIS)
Digital imagery Processing System (DIPS)
Anvil Exploitation System
Airborne and Mobile Intel Systems
Tactical Automated Situation Receiver
S-Band Tactical Automated Receiver
Airborne Broadcast Intel
Tactical Receive Equipment (TRE)
Intelligence Data Handling Systems
Automated Message Handling System
Communications Support Processor
Deployable Wing Intel Capability
Sentinel II Integration Program
Voice Processing Training System
Information Warfare
Base Information Protection
IW Vulnerability Assessments
IW Planning Tools
Combined and allied operations are a key ingredient of AF combat forces employment. To be effective, the integrated C2 system must include capabilities to communicate and operate with our international partners. Mission area capabilities in this SPO will cut across the spectrum of ESC C2 functions. Primary customers include our international allies.
Air Sovereignty Ops Center
Ground Air Transceiver System
Korea Radio Systems
Egyptian Integrated Mission Support
Protecting forward-deployed AF combat forces is also a critical element of an integrated C2 system. Mission area capabilities of this SPO include control of security forces, base installation security and weapon systems storage security. Primary customers include Air Force Security Forces Agency.
Base and Installation Security System
Weapon Storage and Security System
The majority of the programs within the Information Management area operate within the Defense Base Operating Fund (DBOF) arena. Consequently customers must be formally identified and Service Level Agreements (SLAs) must be established on a recurring annual basis. The customer is responsible for providing the funding and requirements. The IM SPO is responsible for providing the required product and services at a predicted cost and on a predicted schedule. This must be supported by detailed cost accounting for internal direct, indirect, and overhead costs with a major emphasis on efforts to reduce overhead costs. In summary, the IM SPO area is market-driven and must have a business-oriented mindset.
Customers are responsible for defining requirements, establishing priorities, and providing resources for development and sustainment activities. Requirements normally originate in the form of a Computer Systems Requirement Document (CSRD), Mission Need Statement (MNS), Operational Requirements Document (ORD), Program Management Directive (PMD), SLA, etc. Requirements that exceed $5 million are generally documented via a MSN, PMD, and an ORD. Approved requirement documents for DBOF-funded programs will be implemented with an approved SLA. The System Program Director is authorized approval authority for system modifications of less than $1 million. Headquarters USAF must approve new major communications-computer systems requirements.
GCSS-AF SPO Initial Program Allocations
Pre Milestone I and Technology Programs
Pre Milestone I and Technology Programs
Pre Milestone I and Technology Programs
Pre Milestone I and Technology Programs
Defense Commissary Information System
None
The Deployable Wing Intelligence Capability demonstrates the use of a spiral acquisition process to rapidly respond to the warfighter's needs. In the ever-changing information technology environment, such a development process that allows for rapid insertion of new changes is essential to meeting the user's requirements.
This iterative spiral process involves the user continuously throughout the development life cycle and provides a rapid-turnaround, tailored product for the end user. Furthermore, the spiral process used on the DWIC program has fostered an atmosphere of open communication and mutual understanding between the acquisition and user communities. This constant dialog has refined the original requirements, synthesized additional needs which can be satisfied by DWIC and has found new uses for existing programs.
USAFE/CC directed the 31st FW to create a deployable WingTIP (Integrated Ops-Intel Planning Center). The 31st determined baseline requirements for this deployable WingTIP capability using available, in-garrison resources. The 31st estimated 2 C-5 military airlift equivalents (5 pallets for intelligence workstations) to pack up
everything and deploy it to a remote location, relying on the communications squadron (the rest of the 2 C-5 equivalents) to provide them with the connectivity to SIPRNET at the new site. This answer was impractical for logistical reasons and the 31st approached
ESC/IC with the requirement. ESC/IC and the 31st worked together to establish mission goals for this deployable capability. While developing this initial vision, we realized the vital importance of integrating the system development with communications elements.
Without the capability for both remote and local communication links, the entire system would not function properly. In order to meet the program goals, both ESC/IC and the 31st realized that emerging commercial technology would have to be used in order to reduce the deployment footprint, stay within budget constraints and still rapidly fulfill this need. Existing systems already existed for deployments, but only two of these workstations would fit on a military airlift pallet - the requirement from the 31st meant fitting six workstations and the communications equipment on one pallet.
With a clear set of goals, both organizations collaborated to produce a proof-of-concept demonstration at Fort Franklin V (FFV). This decision to demonstrate a prototype was made only one month from the start of the Fort and without any equipment available for the demo.
ESC/IC working with the CUBE, other ESC SPOs and industry borrowed the necessary equipment with many of the critical components arriving just days before the demonstration. The loaned equipment provided the majority of the necessary man-portable workstations. The CUBE and SPOs provided the necessary infrastructure and obtained the required Government software. With the exception of the Portable
Mission Planning System from ESC/YV, all of the systems were built using the GOTS software tapes and the loaned hardware. As part of the demonstration, 3 intelligence analysts from the 31st FW exercised the systems and provided invaluable feedback on the system's capabilities. Mid way through Fort Franklin V, the DWIC demonstration expanded from using just the Local area Network to include encrypted Satellite communications relays to and from remote sites. These relays provided all of the necessary communications for the remainder of FFV. For DWIC, FFV acted as a suregut deployement to a battle lab for two reasons, one operators from the 31st exercised the systems, and the battle labs were not in existence at the time. Based on this battle lab type of exercise, the 31st FW validated the concept of a Deployable Wing Intel Capability and left FFV knowing that the team's concept and a capability for the field were very close.
The spiral model compelled us to continuously review capabilities and find improvements. This was necessary for two reasons, one, the deployment footprint from FFV still required two airlift pallets due to the truck mounted satellite communications suite, and two, the current collateral message handling system in the field did not
perform adequately for the users' needs. To tackle both of these issues, we searched for low-profile, commercial satellite communications and a low bandwidth capable government message handler (DoDIIS AMHS). In addition to these changes, the advanced RDI Powerlite Turbo 170 laptops became available, greatly increasing
processing power and speed over the previous Model 110. During these upgrades, two users of the CIS system, AMC/IN and AFSOC/IN, became interested in DWIC as a solution to their long-standing requirement for a laptop capability. The portability requirement had not been previously met due to lack of a commercially available technology. Seeing a package integrating communications links and laptop size, both organizations became candidate user organizations for the DWIC.
On 31 January, following the C2 Task Force O-6 review, AF/SCMC and AF/XOII both working the 820th Security Forces Group requirements for Force Protection requested additional information on DWIC, and inquired about a potential demonstration at the Pentagon and subsequent deployment with the 820th Security Forces Group to USCENTCOM's area of responsibility. This deployment to USCENTCOM's AOR will be coordinated between the Air Staff, Force Protection and Air Expeditionary Force Battle Labs to exercise and validate the DWIC concept of operations in the Force Protection and Air Expeditionary Force arenas.
Current efforts include end-to-end system testing in the CUBE and should yield a tested field-deployable capability by the 2nd week of Feb. Testing began in the CUBE during the month of January to validate workstation configurations and interface to SIPRNET. The communications testing with the INMARSAT terminals and the encryption
equipment was delayed due to equipment delivery schedule slips. Following CUBE system testing, the DWIC equipment exercised by the Battle Management/Command and Control Battle Lab to further refine the concept of operations and provide a Combat Air Forces assessment. Following a successful assessment by the Battle Labs (BM/C2, Force Protection and/or AEF), the Deployable Wing Intelligence Capability will be a will be available for procurement.
Any of the users can have a tested configuration available to their field unit within 90 days of production funding. Timing and operational concept validation with the respective battle labs and user communities will determine which community and role the first DWIC will assume. Further testing in the CUBE will commence to work
on the SCI portion of DWIC. This testing requires the acquisition of additional software. In addition, the SCI portion requires further security accreditation. Upon completion of the SCI testing, the battle labs will be given the oppurtunity to evaluate the SCI portion
and the appropriate concept of operations.
ESC/IC quickly responded to the warfighter's need by using the spiral acquisition process on the DWIC program. By continuously involving the user in the development process, we have been able to quickly develop and validate a deployable capability, while simultaneously evolving user requirements and integrating state-of-the-art COTS equipment. AMC, AFSOC, 820th Security Force Group in addition to USAFE, provided inputs into the final concept of operations and the battle labs combined with operational exercises will provide the final concept validation. The spiral engine provided the framework to integrate a diverse set of users' needs and provides each user with an opportunity to work with the developer.
1. Fixed the Core values section (1.1) - Excellence in all we do!
2. Cleaned up the ESC mission and vision, section 1.2, 1.3
3. Re-sequenced the sub-paras in section 1.7 for better flow, no word changes.
4. Put the SPO org chart in the SPO section vice the PAD org chart.
5. Changed "Space and Nuclear Deterrence SPO" to "Strategic and Nuclear Deterrence SPO" per the boss' comment at the TOC. Lots of Occurrences and graphics.
6. Changed "PEO c2" to "PEO Battle Management/Command and Control" per the latest Druyun letter. Note the original abbreviation for PEO Battle Management was PEO/BA (NOT PEO/BM) So, I changed the new abbreviation to be PEO BA/C2 vice PEO BM/C2 shown in the latest Druyun letter?
7. Changed "PEO Surveillance" to "PEO Surveillance and Nuclear Deterrence" per the latest Druyun letter.
