MIT 16-1 (Feb. 2012)

The Voice of Military Communications and Computing

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Military Information Technology

February 2012 Volume 16 • Issue 1

Features

Cover / Q&A Getting Agile on Software

Department of Defense software developers are experimenting with a process for injecting flexibility, speed and quality into complex IT projects.

By Peter Buxbaum

5

Networking’s Tactical Tests

The Army’s Network Integration Evaluation field exercise is the service’s latest tool in both understanding network needs at the brigade and below tactical echelons and testing and validating those immediate needs and solutions.

By Adam Baddeley

10

16 Major General Suzanne Vautrinot Commander 24th Air Force

Acquisition Transition

2012 is promising to be a critical transition point for Air Force IT acquisition, as awards loom for an expanded contract vehicle designed to reduce the acquisition and contracting burden on technicians and warfighters.

By Karen E. Thuermer

21

Suite B’s Sweet Spot

Spurred by the need of warfighters at the tactical edge for communications that are secure but also easily accessible and interoperable, Suite B encryption technology is gaining increasing acceptance.

By Harrison Donnelly

24

Departments 2

Editor’s Perspective

3

Program Notes

4

People

14

Data Bytes

26

COTSacopia

27

Calendar, Directory

Industry Interview

28

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Jeana Cunningham Vice President of Federal Sales Fujitsu Network Communications

Military Information Technology

Volume 16, Issue 1

EDITOR’S PERSPECTIVE

February 2012

The Voice of Military Communications and Computing Editorial Managing Editor Harrison Donnelly harrisond@kmimediagroup.com Online Editorial Manager Laura Davis laurad@kmimediagroup.com Copy Editor Laural Hobbes lauralh@kmimediagroup.com Correspondents Adam Baddeley • Peter Buxbaum • Cheryl Gerber Scott Gourley • Karen E. Thuermer Art & Design Art Director Jennifer Owers jennifero@kmimediagroup.com Senior Graphic Designer Jittima Saiwongnuan jittimas@kmimediagroup.com Graphic Designers Amanda Kirsch amandak@kmimediagroup.com Scott Morris scottm@kmimediagroup.com Kailey Waring kaileyw@kmimediagroup.com Advertising Account Executive Cheri Anderson cheria@kmimediagroup.com

KMI Media Group Publisher Kirk Brown kirkb@kmimediagroup.com Chief Executive Officer Jack Kerrigan jack@kmimediagroup.com Chief Financial Officer Constance Kerrigan connik@kmimediagroup.com Executive Vice President David Leaf davidl@kmimediagroup.com Editor-In-Chief Jeff McKaughan jeffm@kmimediagroup.com Controller Gigi Castro gcastro@kmimediagroup.com Administrative Assistant Casandra Jones casandraj@kmimediagroup.com Trade Show Coordinator Holly Foster hollyf@kmimediagroup.com Operations, Circulation & Production Distribution Coordinator Duane Ebanks duanee@kmimediagroup.com Data Specialists Rebecca Hunter rebeccah@kmimediagroup.com Tuesday Johnson tuesdayj@kmimediagroup.com Raymer Villanueva raymerv@kmimediagroup.com Summer Walker summerw@kmimediagroup.com Donisha Winston donishaw@kmimediagroup.com

Given the budget situation facing the nation and the military, it seems like Congress would be eager for a proposal that could save an estimated $100 million a year. Nevertheless, lawmakers have forced a delay in the Army’s ongoing plans to migrate its email systems to an enterprise system operated by the Defense Information Systems Agency.

Responding to a provision in the fiscal 2012 defense authorization bill, Army officials at the end of last year suspended work on transitioning new users to Enterprise Email, although support will continue for the roughly 300,000 Army and joint users who are Harrison Donnelly Editor already on the new system.

The congressional provision barred expenditure of funds for the migration process and required the Army to designate Enterprise Email as a formal acquisition program, with the Army acquisition executive as the milestone decision authority. In addition, the service must report to Congress on the details of the program, its anticipated costs and savings, and possible alternatives. Funds will become available 30 days after delivery of the report, which is expected in mid-February.

Pending submission of the report, the Army plans to reschedule migrations originally set for January-March 12, affecting approximately 234,000 Outlook user mailboxes and 400,000 webmail-only users. The move will delay the shift to NIPRNet full operating capacity for at least 45 days, officials say, although the SIPRNet transition planned for later in the year may not be affected.

It is true the transition to Enterprise Email has not gone totally smoothly. The Army last year called a temporary halt to the shift, with officials citing the general disorganization of some of the system being transitioned as well as possible scalability concerns. In addition, it doesn’t seem unreasonable to require the program to meet standards for acquisition oversight, competition and so on.

I just hope that outside political pressure doesn’t derail this sensible initiative.

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PROGRAM NOTES

Compiled by KMI Media Group staff

Comms Office Tops CIO Awards The Department of Defense Office of the Chief Information Officer has honored the Directorate of Communications, Office of the Defense Representative Pakistan/J6, in the U.S. Embassy in Pakistan for outstanding achievement in information management and technology.

The team citation, announced in late 2011, was part of the 11th annual DoD CIO Award, for which more than 70 nominations were submitted worldwide. The applicants were evaluated based on their efforts in one or more of the following eight critical IT areas: acquisition; architecture and interoperability infrastructure; identity and information assurance and cyber operations; management and standards; synchronized and responsive operations and services; capital planning and optimized

information technology investments; information management/technology/assurance workforce; and information sharing and data management.

In addition to first place honors given to the Directorate of Communications, team awards were presented to: • Second Place: Medical Communications for Combat Medical Care, Army, Fort Detrick, Md. • Third Place: Office of the Chief Information Officer, Joint Chiefs of Staff.

• Fourth Place: C4 Systems (J6) Directorate, U.S. Forces Japan, Yokota Air Base, Japan.

• Fifth Place: INSCOM Futures Development Team, Army, Fort Belvoir, Va.

Assured Communications for the Mobile Warfighter The first satellite for the Navy’s nextgeneration narrowband tactical satellite communications system is being prepared for a mid-February liftoff aboard an Atlas V launch vehicle.

The program’s prime contractor, Lockheed Martin, delivered the first Mobile User Objective System (MUOS) satellite to Cape Canaveral Air Force Station, Fla., in December. The MUOS constellation will augment and replace the legacy Ultra High Frequency Follow-On system, providing significantly improved and assured communications for the mobile warfighter.

The MUOS satellite has been undergoing post shipment testing, fueling, payload fairing encapsulation and mate atop the Atlas V launch vehicle in preparation for launch.

“MUOS will greatly enhance the capabilities of the warfighter to communicate on the move,” said Mark Pasquale, Lockheed Martin vice president and MUOS program manager. “The system will provide military users 16 times the communications capacity of existing satellites, including simultaneous voice, video and data capability enhancements and we look forward to achieving mission success for our customer.”

MUOS consists of four geostationary earth orbit satellites with an additional

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on-orbit spare and a fiber-optic terrestrial network connecting four ground stations around the globe. Each satellite will feature two payloads that enable the system to integrate with the existing architecture while upgrading military users to the new wideband code division multiple access (WCDMA) system.

Utilizing the latest commercial advances in 3G cellphone and satellite technology, MUOS will provide mobile warfighters point-to-point and netted communications services at enhanced data rates and priority-based access to on-demand voice, video and data transfers.

Lockheed Martin Space Systems leads a team that includes General Dynamics C4 Systems and Boeing Defense, Space and Security.

Individual awards were presented to: • First Place: Navy Lieutenant Hannah L. Bealon, International Security Assistance Force CJ2 Operational Support Element Systems, ISAF Headquarters, Afghanistan.

• Second Place: Army Chief Warrant Officer Joshua L. Parks, 7th Theater Tactical Signal Battalion, U.S. Army Schweinfurt, Germany/ Joint Networks Communications Network Center, Afghanistan.

• Third Place: Air Force Lieutenant Colonel Pamela L. Woolley, Joint Staff OCIO. • Fourth Place: Benjamin Pauwels, White House Communications Agency, Defense Information Systems Agency.

Rifleman Radio Heads to Afghanistan The General Dynamics C4 Systems JTRS HMS Rifleman Radio (AN/PRC-154) and the General Dynamics Itronix GD300 wearable computer deployed recently to Afghanistan with elements of the 75th Ranger Regiment.

The Rangers are equipped with the Rifleman Radio for intrasquad communications and with the GD300, running the Tactical Ground Reporting (TIGR) tactical app, to send text messages, situation reports and other information to individual solders. Feedback from planned operational assessments will be used to inform the future fielding of the Rifleman Radio to the Army as a whole.

“This capability provides unprecedented communication and situational awareness that changes how soldiers fight,” said Chris Brady, vice president of assured communications for General Dynamics C4 Systems. “The JTRS HMS Rifleman Radio is ready for combat and could reduce the military’s dependence on interim radio solutions that are unable to deliver anything like this.”

The JTRS HMS program office and the regiment decided to conduct the operational assessment following three separate successful evaluations in 2011. The Rifleman Radio is part of the Joint Tactical Radio System (JTRS) Handheld, Manpack, Small Form Fit (HMS) radio family.

The JTRS HMS Rifleman Radio provides reliable networked voice and data communications in austere and cluttered urban environments using the government’s Soldier Radio Waveform (SRW). The General Dynamics GD300 is an Android-based, fullrugged, wrist or body-worn computer. When paired with the Rifleman Radio, the GD300 displays the position-location information of all soldiers in the network. Soldiers can also use the GD300 touch-screen display to place pictorial graphics and send maps to team members or their leaders using the TIGR app.

The75th Ranger Regiment, a rapidly deployable strike force, is the largest special operations combat element in the U.S. Army. The 75th Ranger Regiment has been continuously deployed in support of overseas contingency operations since October 2001.

MIT 16.1 | 3

PROGRAM NOTES

Compiled by KMI Media Group staff

Team Seeks Navy Contract for Upgraded Electronic Attack Lockheed Martin and Raytheon are teaming to compete for a Navy contract that will upgrade the fleet’s capability to electronically attack anti-ship missiles.

Through its Surface Electronic Warfare Improvement Program (SEWIP) Block 3 upgrade, the Navy seeks to cost-effectively enhance the electronic attack (EA) capability of its AN/SLQ-32 V(3) and V(4) electronic warfare (EW) systems to counter advances in threat technology. All U.S. aircraft carriers, cruisers, destroyers and other warships use the AN/SLQ-32 EW system.

SEWIP Block 3 is the latest upgrade in an evolutionary succession the Navy is pursuing for its EW system. Each upgrade incrementally adds new defensive technologies and functional capabilities. The Lockheed Martin-Raytheon team intends to offer a SEWIP Block 3 solution derived from more than 80 years of combined, proven experience in developing systems to defend the fleet. A formal Navy request for proposals is anticipated later this year.

Under a $167 million contract awarded by the Navy in November 2009, Lockheed Martin is developing SEWIP Block 2, which includes passive detection capabilities for advanced threats and establishes a framework to easily integrate future upgrades. The Navy approved the Block 2 solution during a critical design review in February 2011, and two engineering development

models are undergoing integration and testing at Lockheed Martin’s new EW systems test facility in Syracuse, N.Y. “Technology is rapidly advancing around the world, and we understand the threats our Navy faces are not simplified by today’s fiscal challenges,” said Carl Bannar, vice president of Lockheed Martin’s Integrated Warfare and Surveillance Systems business. “By teaming with Raytheon, the original developer of the legacy AN/SLQ-32 program, we will provide the Navy with a solution for SEWIP Block 3 that addresses today’s and tomorrow’s evolving threats.”

Developed by Raytheon in the 1970s, the original AN/SLQ-32 systems employed passive radar technology for early warning, identification and tracking of enemy threats. Subsequent upgrades provided an additional active capability for simultaneous jamming of multiple threats.

“Lockheed Martin’s experience on the current SEWIP Block 2 system combined with Raytheon’s expertise in shipboard EW will give U.S. Navy fleet commanders a critical advantage on the seas,” said Mark Kula, vice president, tactical airborne systems, for Raytheon Space and Airborne Systems.

“The Lockheed Martin-Raytheon partnership provides the low-cost, highreliability solution the Navy needs to meet current and future sea-surface threat environment.”

PEOPLE The list of Air Force colonels recently nominated for appointment to the rank of brigadier general includes Colonel Kimberly A. Crider, who has been assigned as mobilization assistant to the director of communications and information and chief information officer, Headquarters Air Force Space Command, Peterson Air Force Base, Colo.

The list of Army brigadier generals recently nominated for promotion to major general includes Brigadier General Harold J. Greene, who is currently serving as program executive officer, intelligence, electronic warfare and sensors, Aberdeen Proving Ground, Md., and Brigadier General Lawarren V. Patterson, who is currently serving as commanding general, 7th Signal Command (Theater), Fort Gordon, Ga.

4 | MIT 16.1

Compiled by KMI Media Group staff

senior vice president and general manager of its cyber and security operations business unit. Chadason’s team provides specialized security solutions to key intelligence community and U.S. military customers.

Lt. Gen. Dennis L. Via Army Lieutenant General Dennis L. Via has been nominated for appointment to the grade of general and for assignment as commanding general, U.S. Army Materiel Command. His career has included assignments as director, C4 Systems Directorate, Joint Staff, and commanding general, CECOM Life Cycle Management Command and Fort Monmouth, N.J. ManTech International has named Mark P. Chadason

QinetiQ North America has appointed Jerry Hogge as senior vice president of business development. He joins QinetiQ North America from SAIC, where he was vice president, strategy and business development.

CACI has appointed Dr. Lani Kass as corporate strategic advisor and senior vice president, where she will lead corporate efforts to advance CACI’s presence in the U.S. national security market. Prior to joining CACI, Kass served as senior policy advisor to the Office of the Chairman of the Joint Chiefs of Staff. She

also has served as director of the Cyber Task Force, where she developed the intellectual concepts that led to the establishment of the U.S. Cyber Command.

Bart LaGrone Northrop Grumman has appointed Bart LaGrone vice president, airborne early warning and battle management command and control (AEW/BMC2) programs. He will be responsible for the continued development and production of the E-2D Advanced Hawkeye supporting the Navy’s future AEW/BMC2 requirements.

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DoD developers experiment with process for injecting flexibility, speed and quality into complex IT projects.

By Peter Buxbaum MIT Correspondent

In October 2011, the Government Accountability Office (GAO) released a report identifying seven successful large information technology projects from across the federal government. The Department of Defense representative was the Global Combat Support System-Joint (GCSS-J).

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Bob Elfanbaum

bob.elfanbaum@asolutions.com

Jeff Stevens

Chris Gunderson

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cgunders@nps.edu

The GAO identified several common success factors across the seven programs. Program officials were engaged with stakeholders, the report said, endusers were involved in the development of requirements and in testing system functionalities, and program staff prioritized requirements.

All of these are characteristic of Agile software development, a series of methodologies that seeks to inject a level of flexibility, speed and quality into complex IT projects. The GAO report noted that GCSS-J “is being developed incrementally using Agile software development” and that “the use of Agile software development was critical to the success of the program.” GCSS-J is a logistics system that provides information interoperability and enhanced situational awareness needed by decision-makers.

The use of Agile was not a foregone conclusion in the development of GCSSJ. “Five years ago the program delivery cycle stood at 18 months,” said Susan Myers, director of operational excellence at Northrop Grumman, the principal integrator on the project. “The program manager told us we needed to find a way to deliver the product faster, better and cheaper. Ultimately, the GCSS-J team determined that Agile provided an opportunity to get functionality to warfighters faster.”

Working with the Defense Information Systems Agency, project participants came up with a plan and an incremental approach. “We said, ‘Lets do this,’’’ said Myers. “But we all entered into the process understanding that everybody needed to be committed to make it work.”

The success of GCSS-J stands in contrast to many large IT projects both in and out of government, which have the reputation of generating massive cost overruns if they don’t just fail outright. “Sixty percent of large IT projects fail because they move too slowly to keep up with technology,” said Chris Gunderson, a research associate professor of information science at the Naval Postgraduate School.

Within DoD, problems of IT development may be traced to the processes, sometimes described as the “waterfall” methodology, outlined in documents such as DoD Directive 5000.1 and Instruction 5000.2. Waterfall is a linear process that mandates that all requirements be developed up front and that a lengthy cycle

of development and testing follow before the capabilities are ever handed off to end-users.

“These heavyweight processes were designed for large weapon systems development and are not necessarily appropriate for the production of IT systems,” according to a 2011 paper released by Mitre Corp. entitled, “Handbook for Implementing Agile in the Department of Defense.”

Congressional Mandate Congress recognized these problems when it passed the 2010 defense authorization bill, which imposed four requirements on DoD IT development projects: continuous involvement with users; a modular, open systems approach; continuous rapid prototyping; and continuous fielding of new capabilities. These conditions, too, are characteristic of Agile methodologies.

Defense acquisition regulations do not prohibit the use of Agile, but there hasn’t been a wholesale embrace of the methodology within DoD. While there are several DoD Agile success stories, the cultural shift required for the adoption of Agile has not been complete, and there are differences of opinion as to the extent to which Agile prevails within DoD. Agile software development first arose in the mid-1990s among commercial software developers, who sought to foster collaboration among development teams, business people and customers to realize faster times to market, quick responses to changing needs and priorities, early and frequent delivery of value, increased quality and reduced cost, and decreased risk through regular product demonstrations.

“All software development suffers from the complex yet indeterminate nature of computers and software in general,” said Steven Ropa, an Agile coach at VersionOne, a company that markets a project development tool. “Software projects can quickly get bogged down by the number of things that really can’t be known until the software itself begins to emerge. This variability has been a large challenge for major projects in DoD, since budgets and project scope are sometimes determined years in advance.”

“DoD wants to fix requirements as much as possible on the first day of a project and then go through the acquisitions process,” said Bob Elfanbaum, general manager of Asynchrony Solutions, a www.MIT-kmi.com

division of Schafer Corp. “This has never worked.”

Waterfall methodologies consist of defined, highly constrained sets of activities. “The actual construction of software doesn’t actually occur until well into the process,” said Ropa. “Agile methodologies are very pragmatic, and accept that we cannot know everything there is to know about the software until we actually create it, and that change will happen.”

But the perceived flexibility in requirements is a major issue when it comes to the acceptance of Agile within DoD. “People have grown up with the understanding that requirements have legal standing and that there needs to be some rigor in the analysis,” said Jeff Stevens, technical director at the Army Air Missile Defense Project Office. “You can have high level discussions where people say that Agile is a good thing. But when you start talking to lawyers and contract officers, it doesn’t fit their standard model.”

Myers found that the requirements issue was one of the biggest challenges

in the application of Agile to GCSS-J. “Everyone hears about requirements flexibility,” she said, “and they think that means that anyone can come in with whatever they want, at any time, and then you end up with something different than what you thought you were going to get.”

Since Agile encourages development in increments, the GCSS-J team dealt with the requirements issue by allowing flexibility during the planning phases but closed off the process once the development work for each increment got underway.

Scrum and Sprint What else does Agile stand for? The Agile Manifesto, as articulated by the Agile Alliance, says that Agile values “individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; and responding to change over following a plan.”

“Agile development practices are based on a set of highly visible, highly repeatable activities,” said Ropa. “While the actual scope of a given project is variable, the delivery time and dates are fixed, thus controlling costs. The practices behind Agile recognize that no battle plan ever survives first contact with the enemy.”

Agile is characterized by the adoption of processes and methodologies such as scrum, extreme programming and lean/ kanban. “Scrum is by far the most popular approach, as it focuses strongly on the project management aspects of software development,” said Ropa. “Extreme programming is focused mainly on the technical excellence that makes iterative development successful.”

Planning in Agile is based on the concept of a finite “time box.”

“In scrum this is called the sprint,” said Ropa. “The sprint is a fixed cadence, usually two weeks, in which we will take some user stories,” pieces of functionality that are achievable within the course of a single iteration, “and implement them all

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the way to potentially shippable functionality. The goal for every sprint is to have working software that could be shipped.”

Extreme programming is focused mainly on the technical excellence that makes iterative development successful.

“We don’t spend inordinate amounts of time filling out requirements and design documents,” said Ropa. “We start with a vision and these will then be broken into pieces of functionality. We are more focused on the actual usage of a piece of software.”

Lean/kanban methodologies were originally introduced as part of organizational reengineering. “Lean came before Agile and Agile can be thought of as a natural expression of lean,” said Dave Rico, an IT consultant. “Some people view the two as unique paradigms since lean is based on stringent mathematical abstractions while Agile is not.”

DoD Acceptance Todd Olson

Richard Cheng

richard.cheng@excella.com 8 | MIT 16.1

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Keith Lane

To what extent is Agile accepted within DoD? “There are pockets of enthusiasts, early adopters who are 100 percent gungho,” said Todd Olson, vice president for products at Agile Software. “Others take a wait-and-see approach. The provisions of the National Defense Authorization Act are living proof that there is commitment within the federal government, and specifically in DoD, to be more incremental and more rapid.”

But Gunderson, who has systematically investigated the use of Agile within DoD, argued that while there may be any number of Agile flag wavers, “there are very few government organizations, especially in the defense and intelligence communities, that actually understand how Agile works and are benefiting from it.

“The whole Agile approach requires that you have customers, the ultimate users of applications, involved in the development process, creating user stories which are fairly abstract descriptions of what customers would like to get done,” he added. “That isn’t something that government programs typically do.”

Another issue is that the rapid twoweek sprints are perceived to compromise the testing and certification processes. “It takes much longer to do the certifications required to deploy the stuff legally,” said Gunderson. “That is a big show stopper.”

But Rico claims that a significant number of large DoD projects and a strong majority of small to mid-sized projects use Agile methodologies in the development of software. “There are about 70 very large programs across DoD using a mix of traditional and Agile methods,” he said. “There are literally thousands of small to medium-sized projects that operate beneath the covers of acquisition oversight, of which 70 percent are using scrum and other forms of Agile methods.”

Some large DoD projects have adapted Agile methodologies to meet the scale of their work. The Integrated Air and Missile Defense Battle Command System (IBCS), a command and control system, required the generation of millions of lines of code by a 150-person software organization, including more than 100 programmers.

Design for Version 2 of ICBS is currently ongoing, while the requirements phase for Version 3.0 will begin in about a year.

“It is not practical for 100 people to converge every two weeks,” said Keith Lane, the IBCS chief architect at Northrop Grumman, the prime contractor. So the project opted instead for eight-week cycles in which to build functionality.

In order to make the project manageable, the development team was divided into eight functional teams. “We didn’t push Agile at the team level,” said Lane.

“We left that to their discretion. At the project level, we scaled some of the Agile approaches” such as the incremental development of capabilities.

According to Stevens, development of command and control systems lends itself to Agile. “It is hard to develop all of the performance requirements up front,” he said. “It’s more behavioral than bullets, missiles, or trucks.”

At GCSS-J, using Agile methodologies reduced project delivery cycles from 18 months to six months. “Going out of the chute, all stakeholders needed to be involved,” said Myers. “We took a standard approach to Agile in terms of sprints, but it was difficult to make all of this work quickly.”

The program used the Agile method of time boxing to confine releases to six month intervals. Requirements were entered into a database and then broken down into smaller bits and pieces so that they could be worked on incrementally. www.MIT-kmi.com

“When we first started, it was difficult, because the government has its policies and procedures and some of these things can tie your hands,” said Myers. “We were lucky that the program manager was willing to think outside the box. Another big thing was making everyone understand that flexibility doesn’t mean that anyone can change anything any time they want.

We agreed collectively that once a sprint started, nothing could change.”

GCSS-J is an ongoing project and is still using Agile. “The program is capitalizing on lessons learned and proving capabilities as they go,” said Myers. “They are still open to saying, ‘We need to make this better.’”

Northrop Grumman itself has developed an internal Agile community of practice as an infrastructure to support Agile programs for its customers. The community provides a handbook, training, seminars, lessons learned, best practices and reachback to Agile practitioners.

Patriot Excalibur Patriot Excalibur (PEX) is an Air Force government off-the-shelf software program that has implemented an Agile development model, specifically utilizing extreme programming, since 2003. PEX serves over 670 Air Force and National Guard units by automating squadron processes. The applications focus on scheduling, training and standardization/evaluation.

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“Prior to Agile adoption, the delivery cycle was 18 months,” said Richard Cheng, managing consultant at Excella Consulting. “PEX suffered from low adoption rates and mismatches between delivered functionality and end user expectations.

To survive, the program had to adapt, and the developers on the team proposed that the government program management adopt Agile methodology.”

Once the program management committed to adopting Agile, the next step was to obtain training. Production was halted and the entire team was educated on Agile values, principles and practices. After that, Agile team processes were developed.

The adoption of Agile has resulted in the reduction of delivery cycles from 18 months to 22 weeks. Each release addresses an average of 480 user stories.

The PEX team use two-week iterations to produce interim versions of software for user testing. This rhythm has been sustained for several years.

“PEX is a great success story and the team has been encouraging others in their sphere to adopt Agile,” said Cheng. “It has been frustrating for them because adoption is slow.”

“Agile is definitely considered a best practice for developing software in the commercial world,” said Elfanbaum, “and it is where DoD needs to go. The focus is on capabilities rather than programs.

The biggest long-term barrier is how to reform the program-centric acquisitions process.”

“We hear some folks in DoD saying they are doing Agile, but in reality they’re not,” said Myers. “The key factor which makes implementation successful is that everyone needs to be involved. There is a lot of transparency required and for some that is scary. I think the culture shift is probably the most difficult part of Agile.”

For Gunderson, the adoption of Agile may allow DoD finally to harness the capabilities of commercial industry. “The government hasn’t been able to figure it out yet,” he said. “The world of software is marching forward and the government is getting overwhelmed. What I hope is that the coming draconian budget cuts will force people to rethink things and approach problems with fresh perspectives. Maybe then DoD will be able to get some traction on Moore’s law.”

“It’s not a bridge too far” to think that DoD will eventually go Agile, said Cheng, “but it is not happening overnight either.

We need to hear more success stories and we need some changes in policies that will make it easier for DoD programs to go Agile.

“The end game,” Cheng added, “is that the term ‘Agile’ will go away. It will just be the way we run projects.” O

For more information, contact MIT Editor Harrison Donnelly at harrisond@kmimediagroup.com or search our online archives for related stories at www.mit-kmi.com.

MIT 16.1 | 9

Networking’s Tactical Tests Army evaluations offer realistic scenarios for integrating network components.

By Adam Baddeley MIT Correspondent The Army’s Network Integration Evaluation (NIE) field exercise is the service’s latest tool in understanding network needs at the brigade and below tactical echelons, and testing and validating those immediate needs and solutions.

The event, which also provides the opportunity for formal test procedures for programs of record in realistic scenarios, brings together the acquisition, TRADOC and training communities, industry and 3,800 soldiers from the 1st Armored Division to integrate network components and then quickly field complete, brigadesized sets of capability “We are not just evaluating equipment in a vacuum,” explained Colonel Pete Miller, deputy commander, Brigade Modernization Command (BCM). “What we want to do is replicate the current operational environment that we are fac-

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ing and build to an anticipated operational environment that we may see in the future.”

The NIE is a series of four events of that name that kicked off with the sixweek NIE 11.2 in June-July 2011, and which will culminate with NIE 13.1 in the fall of 2012. The latest and recently concluded event was NIE 12.1 this past fall, which continued the Army’s validation of the Bridge and evaluation of the objective baseline architectures that will form capability sets (CS) 13 and 14 respectively.

The former will begin deployment in early 2013 with the first of eight brigade combat teams, with the CS 14 architecture due to be validated at the next NIE. The focus of each NIE has changed over time. The 11.2 event looked at operations across the full spectrum, from force-on-force mechanized forces down

to stabilization missions. In contrast, 12.1 looked at a focused subset of this over a shorter, three-week schedule focusing on extending network capability down to the soldier level and mission command on-the-move capabilities at the company level.

“Comparing like with like is not the right paradigm,” Miller observed. “To me, looking back at the last scenario is comparing how we fought the last war to how we fight the next one. My team has an agile process to continuously evolve the scenarios and evaluate the things we want to develop. We have to address what we see coming at us, not what we did last time. The scenarios are going to evolve based on what we think we got right and what we missed the mark on.”

The evolution of the NIE occurs both event to event and on a day-to-day process

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during the NIE itself. Miller explained, “The scenarios are planned before the NIE starts, but every night we hold meetings with the opposing force, the collection team and the exercise control team. We ask what happened in the last 24 hours and determine if the collection team has got to answer the question they thought they would answer in order to feed the evaluation at the end of the exercise. If the answer was yes, we continue on for the next day. If not, we figure out what has to be looked at again or retask to make sure we do that assessment.”

To help ensure that evolution, the BCM has sent teams to the National Training Center (NTC) and the Joint Readiness Training Center (JTRC) to leverage their experience in running exercises that also include a strong political, economic and social environment in a valid and legitimate threat scenario. One tool being considered is the TRADOC Intelligence Support Activity, which allows real world examples to be taken from theater, sanitized for security and then integrated in exercises.

“We want more robust, richer and deeper scenarios for NIE 12.2 and beyond,” Miller said. “I want to have the brigade immersed in a wide area security and combined arms maneuver environment where the brigade is simply conducting operations, not unlike what they would do if they were sent to the NTC or JRTC. We think we may be going toward a menu of scenarios because once we get the network baseline set in CS 13, the question becomes what the NIE’s focus is after that. For example, folks may shift to ISR for 13.2.

“Another NIE focus beyond that might be squad as the decisive force or ground combat vehicle and the squad.

Based on what the Army wants, we could adjust the scenario within a certain base model to shape it to their needs and evolve it in real time,” he said.

The event also combines formal test and evaluation, with 12.1 for example being the initial operational test and evaluation (IOT&E) for the new AN/PRC-154 Rifleman Radio, a new addition to both the Baseline and Objective architectures.

How formal testing and evaluation can

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take place in the same event without either one interfering with the fidelity of the other is illustrated by the example of the Rifleman Radio at 12.1, which provided a bearer network for several different handheld applications being developed while using a dedicated company for the specific purpose of testing against the test data for the program of record.

SINCGARS and More ITT Exelis fielded a number of solutions as systems under evaluation at NIE 12.1. Ubiquitous at the event were the company’s SINCGARS radios, with a mix of E and F model radios, representing the bulk of the more than 400,000 radios in service with the Department of Defense. Employing that as the basis of the solution, the company introduced two additional capabilities to the system using precise geolocation via SAASM GPS cards, both for situational awareness (SA) working with the FBCB2 Joint Capabilities Release (JCR) and as a means of providing radio-based combat identification.

In addition, two communications solutions were also added, the first a development of the Sidehat SRW module and the second the use of the new GNOMAD SATCOM system, already used by the 4th Infantry Division in Iraq and now equipping the Strategic Response Force in Kuwait.

The SINCGARS-based Precision Location Information (PLI) at NIE 12.1 saw a GPS SAASM added to the system that works with the radio transmission capability to automatically send the location of each radio into the network, with updates based on time interval or distance moved.

“We added a new software load into the SINCGARS radio called Universal Network SA, which enables the SA from SINCGARS being sent throughout the Brigade Combat Team, automatically populating the FBCB2 JCR computer terminal. Now users out there who were equipped with FBCB2 JCR could also see those platforms that only have SINCGARS,” explained Tony Tabler, senior manager business development for RBCI and PLI.

Both SINCGARS PLI and RBCI used the same SASSM GPS technology on the radio, with RBCI adding the further ability to enable the user to interrogate a particular area of operation.

“In the fire support element at NIE 12.1, we interfaced the SINCGARS radio with software hosted on a separate computer that allows you to interrogate an area of operation,” Tabler said. “If there was a SINCGARS radio in that area that has SAASM GPS, within just a few seconds, you were able to determine whether or not a friendly is located in the area.”

A total 34 Sidehat modules were distributed between the two battalions, the 1/35 Armored and 1/1 Cavalry Regiment, during NIE 12.1. Each Sidehat module enhances a SINCGARS set, adding a second SRW channel that provides a unifying bridge between the legacy and future networks.

“When we created Sidehat, we had a 5W prototype with a relatively modest 3 to 5 km range. What we have also demonstrated during NIE was our 28W extended range capability, which has ranges exceeding 20 km,” said Ken Flowers, director of business development, networked communications.

Conversion of the mount was a very simple implementation, Flowers explained. “We slid the radio into the mount, used GPS and HMI from the existing SINCGARS radio, and replaced the existing SINCGARS antenna with a single tri-band antenna.”

Using the SRW, Sidehat was able to communicate downwards to Rifleman radios and upwards to the WIN-T network via PRC-117G radios.

Nine ITT Exelis GNOMAD systems were also fielded, of which six were integrated onto Caiman MRAPs, two onto HMWWVs and one on an M-ATV. They were used across the entire program at brigade HQ, each of the battalion HQs and down into the fire support companies.

“We were integrated fully into the network. We were fully integrated with WIN-T Increment 1 and interoperated with Increment 2 at the theater router level at the Fort Gordon, Ga., fixed regional hub node. We also integrated with a

MIT 16.1 | 11

number of radios and others systems/ applications, including SINCGARS and the AN/PRC-117G, and we had a Sidehat connection. Everything was plugged into it to see how it worked—and it performed very well,” said Ross Osborne, business development, GNOMAD. “Once routing configurations were set, GNOMAD provided 300-400 Kbps transmit and 1.2 Mb receive using Linkway S2 modems, and the system was able to do all the applications that were required,” Osborne said. These included CPOF, TIGR AFATDS and secure VoIP, as well as extending baseband out of the vehicles into TOCs. Outside of the NIE, the system was deployed in Iraq since August with 4ID, where it was used to retrograde from Tikrit, Mosul, and Kirkuk into Kuwait, where the system remains with the Strategic Response Force. Discussions are underway to enable acquisition via the Rapid Equipping Force.

Work is also continuing on reducing size, weight and power to make it more adaptable for small vehicles. A 3G/GSM module has been demonstrated and a 4G/LTE module is due to be added in the spring. Work continues on multiband Ka-/Ku- and Ku-/X-band antenna variants.

Network Manager General Dynamics C4 Systems played an important role at NIE 12.1, according to Jim Price, vice president of tactical networks.

“We currently have a Network Operations and Security Center at NIE, which is basically the network manager. We have three tactical communications nodes, which go with the brigade and battalion headquarters; three points of presence, which are commanders’ vehicles; and 10 Soldier Network Extensions, which are currently at Fort Bliss, Texas. It is being considered a ‘unit under evaluation’ as opposed to a ‘unit under test.’ Its use in 12.1 provides experience in integrating the WIN-T Increment 2 network with the other brigade capabilities and visibility into how it behaves in an operational environment.”

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what was done at NIE is giving disWIN-T Increment 2 will use NIE mounted soldiers the same C2 and SA 12.2 as its IOT&E, with the outcome of information that they had in the vehicles, that test driving the full rate producand enabling them to access that same tion fielding decision. For NIE 12.2, a information, no matter where they were. full brigade set will be at White Sands Throughout their mission, they could use Missile Range, N.M., fully equipping 2nd the handheld device to see their location Brigade 1st Armored Division with WIN-T was on the map, use a digital chemlight Increment 2. for cleared buildings, red for cautionThe 101st Air Assault Division Headary, double checking to see where other quarters at Fort Campbell, Ky., will also soldiers were and instead of talking on be equipped with WIN-T Increment 2 the radio and raising chatter they could and will participate in the IOT&E. In use free text with the individual that they addition to the formal IOT&E for Increneeded to contact.” ment 2, there will be an evaluation of the Beyond the immediate tactical netdownsized version of the WIN-T Tactical work, the GD300 also supported stanCommunications Node (TCN) known as dard military messaging to link to higher TCN Light, currently being developed on echelons. All software loaded onto the the Increment 3 contract.

30 Android-based GD300s at the NIE was Although no production decision has GFE. been made, General Dynamics does anticEslinger noted that soldiers’ immediipate that the TCN Light will be added to ate feedback identified the clear benefits of the Increment 2 production baseline. mapping and free text, with the GD300’s The brigade set for the IOT&E at ruggedization ensuring the devices stood 12.2 includes eight TCNs, Price said. up well in the field. Additional deploy“At some point during the test as ment has taken place with other entities part of a capstone exercise, two of the including USSOCOM. For NIE 12.2 its Increment 2 TCNs will be removed from role will include integrating into different the network and TCN Light will be put in radios in 12.2. and evaluated.”

A sustainment brigade at Fort Riley, Kan., will also have WIN-T Increment 1 Interoperability Validation assets with the Increment 1b solution, which comprises the MPM1000 Network The two key radios participating in Centric Waveform modem and an addiNIE 12.1 for Harris RF Communicational router to cope with the colorless tions were the AN/PRC-152A wideband core security architecture used in Increhandheld radio, which received NSA cerment 2. tification in September, and the AN/PRCWhile WIN-T is cer117G manpack, which is tainly the company’s bigalready in widespread use gest contribution to the in theater.

NIE, it is not the only one.

NIE provided “the Information transported opportunity for the radio over NIE networks was to be evaluated by the displayed to troops via a soldier in a dismounted number of handheld and configuration for voice other devices, including and position location the General Dynamics information using the Intronix GD300, which is network architectures, Maj. Gen. worn on the arm, chest all the way up to the C2 Dennis Moran (Ret.) or carried in pockets and systems that were at the connected to the AN/ battalion and brigade PRC-154 Rifleman Radio. level,” said Army Major General Dennis Greg Eslinger, part of the technical Moran (Ret.), vice president of governstaff at General Dynamics C4 Systems, ment business development at Harris RF explained the device’s role: “The crux of Communications.

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Interoperability was also validated across a range of waveforms. “Not only does the AN/PRC-152A have the wideband feature, but it also has all the narrowband waveforms that are crucial on the battlefield for interoperability,” Moran said. “These include SINCGARS, VHF/ UHF LOS and the UHF Tacsat waveforms. As we go into NIE 12.2 we will also be operating the JTRS Soldier Radio Waveform after being certified on the PRC-152A in the new year. Then we will have full interoperability between all of the other SRW products that will be in that evaluation.”

At the NIE, Harris successfully demonstrated wideband interoperability between different platforms. For example, soldiers were able to exchange voice and data between AN/PRC-117G radios operating ANW2, a Type 1 certified waveform, and the Rifleman Radio, operating a Type 2 version of SRW. “We believe that operationally, dismounted leaders need to have a Type 1 SRW capable radio. With Type 1 certification we are also automatically certified for Type 2 operation of the waveform.

Depending on the mission, you could run Type 1 SRW and interoperate with any radio that is Type 1, or load a Type 2 key and be able to interoperate with a Rifleman Radio or any other device that is operating on Type 2,” Moran said.

At NIE 12.1, the AN/PRC-117G provided a brigadewide networking architecture that allowed information to flow seamlessly from radios in forwarddeployed positions to commanders in fixed-site locations. The information moved between separate ANW2 and SRW radio networks using cross-banding solutions. In the exercise, ANW2 was operating in M-ATVs and TOCs and served as a surrogate backbone network to replace the Ground Mobile Radio.

“We are certified to operate Type 1 SRW in the AN/PRC-117G,” Moran noted. “Our networks were providing data flow up and down the architecture from the dismounted soldier all the way up through the brigade TOC.” For Capability Set 14, the Army plans will see the ANW2 replaced by the WNW for the Objective backbone network.

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Nine ITT Exelis GNOMAD systems were fielded, of which six were integrated onto Caiman MRAPs, two onto HMWWVs and one on an M-ATV. [Photo courtesy of ITT Exelis]

Each Sidehat module enhances a SINCGARS set, adding a second SRW channel that provides a unifying bridge between the legacy and future networks. [Photo courtesy of ITT Exelis]

This government waveform will shortly be integrated on the AN/PRC-117G. As part of NIE 12.2, the Army has invited industry to bring WNW-based multi-channel, multi-band solutions to the event. Harris is also offering a solution based on the AN/PRC-117G vehicular adapter, nomenclatured the AN/VRC-114, for the new Mid-Tier Vehicle Network Radio program.

Both Harris RF Communications and Harris Government Communications Systems Division have new offerings for NIE 12.2. The Army was scheduled to make the final selection of technologies for NIE 12.2 in December.

A number of products are already an integral part of that coming event.

Moran said, “First we know that the AN/

PRC-117G is going to be in the evaluation running ANW2 and SRW, along with the AN/PRC-152A, which has been accepted into NIE 12.2 running SRW, and thirdly the RF-7800W, which has also been accepted into the Capability Set 13 baseline and will also be there. There are a number of other products that we have recommended and other government agencies have recommended to be brought in.” O

For more information, contact MIT Editor Harrison Donnelly at harrisond@kmimediagroup. com or search our online archives for related stories at www.mit-kmi.com.

MIT 16.1 | 13

DATA BYTES Army Seeks Enterprise Cloud Computing Services Seven companies have been chosen to provide enterprise cloud computing services for the Army Program Executive Office Enterprise Information Systems. The recently awarded contract of $249.8 million will be divided among the contractors for work to be carried out over the next five years. The companies are Lockheed Martin, IBM, HP Enterprise Services, General Dynamics One Source, Northrop Grumman, MicroTech and Criterion Systems.

Contract Supports Army Wideband SATCOM Operations

Solution Combines Hardware, Software for Mobile Security Motorola Solutions has announced the first deployment of its new security platform for mobile telephony, the Assured Mobile Environment (AME).

The AME 1000 Secure Mobile Telephony Solution combines the benefits of hardware-based cryptography and certificate management with a software-based secure voice application on a smartphone. The system combines a handheld device with hardware and software that provide NSA Suite B voice security for mobile communications. It consists of a Motorola ES400 enterprise smartphone, CRYPTR micro encryption module, Apriva

Voice software and Apriva gateway infrastructure. While providing enterpriseclass durability for day-in and day-out reliable operation, the ES400 smartphone also has the power to run demanding enterprise applications. The Motorola CRYPTR micro includes hardware-based encryption and key management in a microSD form factor that supports both Federal Information Processing Standard 140-2 Level 3 and Full NSA Suite B Cipher Suites. Secure voice capability is activated through Apriva Voice, a NSA Suite B Voice over Internet Protocol application for AME 1000 users.

The Army has awarded ITT Exelis a $121 million contract to provide mission support to wideband satellite operations centers and management sites around the world. The Wideband Satellite Communications Operations and Technical Support contract, awarded by the Army Space and Missile Defense Command and the Army Forces Strategic Command, Peterson Air Force Base, Colo., includes the base year and six, one-year option periods. Exelis will continue to support global network and computer systems for critical military satellite communications.

The cost-plus-fixed-fee contract also calls for operations and maintenance, life cycle engineering, on-site technical assistance, equipment installation, depot-level repair, logistics, cyber security, and training and sustainment.

Navy Taps Northrop Grumman for Consolidated Network The Space and Naval Warfare Systems Command (SPAWAR) has selected the Northrop Grumman Space and Mission Systems Corp. to develop and produce the Navy’s next generation tactical afloat network, Consolidated Afloat Networks and Enterprise Services (CANES). Northrop was selected over contract competitor Lockheed Martin. A $36.6 million was issued for the procurement of the CANES network infrastructure, including a guided missile destroyer (DDG) variant first article; DDG variant production unit; and multipurpose amphibious assault ship variant first article. This contract includes options which, if exercised at the maximum 14 | MIT 16.1

quantities, would bring the cumulative value of the contract to an estimated $637.8 million. The next step in the program is completion of an operational assessment in SPAWAR’s Enterprise Engineering and Certification laboratory in support of a Milestone C decision in the summer of 2012. The Milestone C decision will commit the Department of Defense to production and authorizes the program entry into limited deployment.

The first CANES installation aboard a fleet destroyer is planned for late fiscal year 2012. Ultimately, CANES will be deployed to more than 180 ships, submarines and Maritime Operations Centers by 2020. www.MIT-kmi.com

Compiled by KMI Media Group staff

Network Access Control Solution Certified for Security ForeScout Technologies has achieved the industry’s highest level of security certification for a network access control (NAC) solution involving assurances from the EAL 4+level. The certification provides ForeScout’s government and other clients with high confidence in the implementation of security mechanisms in CounterACT. Common Criteria Evaluation Assurance Levels (EAL) offer a simple scale for

comparative measurement, enabling technology buyers to verify that products meet the security claims made by vendors. The comprehensive evaluation process attests to ForeScout’s secure development practices. ForeScout’s CounterACT platform offers government enterprises real-time visibility and automated control for NAC, guest networking, mobile security, endpoint compliance and threat prevention.

Satellite Modulation Technology Uses Bandwidth Efficiently NS3 satellite modulation technology from NovelSat technology addresses the chronic shortage of satellite bandwidth that is restricting the deployment of UAVs around the globe today. NS3 technology has been shown to boost satellite capacity by 28 percent to 70 percent over the previous highest performance alternatives offered by the second generation Digital Video Broadcasting Standard (DVB-S2). The NS3 technology uses existing spectral bandwidth more efficiently to reduce satellite leasing costs by 20 percent to 37 percent over DVB-S2 (on 36MHz and smaller transponder segments), reduce

antenna size by 33 percent, increase geographical coverage and/or increase capacity by up to 70 percent on wide transponders such as the 72 MHz transponders and offer unparalleled data speeds of up to 358 Mbps. For UAVs, NS3 can contribute to a 33 percent reduction in the onboard pedestal and antenna size. Such a reduction may contribute to improved UAV aerodynamics, fuel consumption and flight range as well as reducing its radar cross section. NovelSat’s modulators, demodulators and modems are designed with increased resiliency.

Army Identifies Unmet Needs for Tactical Communications The Army’s System of Systems Integration Directorate has announced that it is seeking interested industry and government sources with mature solutions to enhance existing network systems capabilities to participate in the Network Integration Evaluation (NIE) 13.1 event, scheduled to occur next fall at Fort Bliss, Texas, and White Sands Missile Range, N.M. The purpose of the “sources sought” notice is to identify emerging capabilities to be evaluated

against a set of entrance criteria for an opportunity to participate in NIE 13.1. The identified gaps are: multi-channel tactical radio; mission command on the move; low-cost-low-SWaP tactical cross domain solution; joint participation capability (U.S. and allies); aviation extension; small form factor, modular transit case SATCOM terminal and baseband; mission command in-garrison training; and improved operational energy.

Air Force Contracts for Support of AFNet Hardware Air Force Materiel Command has awarded Harris a $6.8 million contract to deliver integration and maintenance support through December 2012 for AFNet hardware. The integration and maintenance support provided by Harris under the contract includes: system engineering, management of technical publications, Tier 2 and 3 response center support, software configuration and on-site system support. Harris is currently performing upgrades and modernization for Air Force network systems at several bases within the continental U.S. The Harris team includes subcontractor BAE Systems. This contract was awarded under the NetworkCentric Solutions (NETCENTS) contract vehicle.

Army Orders High Capacity Tactical Radios Ultra Electronics TCS has been awarded orders for tactical communications equipment totaling $23 million. Ultra will supply shelter upgrade kits and additional AN/GRC-245 radios for the Army’s Warfighter Information Network-Tactical (WIN-T) program. The kits will be used to upgrade the AN/TRC-190 sheltered line-of-sight radio communications www.MIT-kmi.com

system to be compatible with IP-based networks and will enable the use of 34 Mbps fullduplex links with the AN/GRC-245 radio. The Army is transitioning to an everything-over-IP network model, and this latest equipment from Ultra TCS will greatly extend the life cycle of the deployed radio product by enabling it to interface with the more modern network.

The AN/GRC-245 is a high-capacity-line-ofsight tactical radio capable of up to 34 Mbps data throughput. It provides full-duplex operation in Band 1 (225 to 400 MHz) and Band 3+ (1350 to 2690 MHz), with an option to upgrade to Band 4 (4400 to 5000 MHz). Ultra TCS has shipped more than 5,000 AN/GRC-245 units to date.

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Cyber Leader

Q& A

Extending, Maintaining and Defending the Air Force Network Major General Suzanne M. “Zan” Vautrinot Commander 24th Air Force Air Force Network Operations Major General Suzanne M. “Zan” Vautrinot is the commander, 24th Air Force, and commander, Air Force Network Operations, Lackland Air Force Base, Texas. She is responsible for the Air Force’s component-numbered air force providing combatant commanders with trained and ready cyber forces that plan and conduct cyberspace operations. 24th Air Force personnel extend, maintain and defend the Air Force portion of the Department of Defense global network. The general directs the activities of three operation cyber wings, two headquartered at Lackland AFB, and one at Robins AFB, Ga., as well as the 624th Operations Center at Lackland.

Vautrinot entered the Air Force after graduating from the Air Force Academy in 1982. She has served in various assignments, including cyber operations, plans and policy, strategic security, space operations and staff work. The general has commanded at the squadron, group and wing levels, as well as the Air Force Recruiting Service. She has served on the Joint Staff, the staffs at major command headquarters and Air Force headquarters.

Prior to assuming her current position, Vautrinot was director of plans and policy, U.S. Cyber Command, and the special assistant to the Air Force vice chief of staff.

Vautrinot holds a Master of Science degree from the University of Southern California, Los Angeles.

Vautrinot was interviewed by MIT Editor Harrison Donnelly.

Network, the AF portion of the Department of Defense Global Information Grid [GIG]. As an Air Force entity alone, 24 AF command responsibilities span across more than 120 bases and support over 800,000 network users.

Q: What is the mission of the 24th Air Force?

Q: How is the command organized, and what are the responsibilities of its various units?

A: The 24th Air Force [24 AF] is the operational war fighting organization that establishes, operates, maintains and defends Air Force networks and conducts full-spectrum operations in cyberspace. We establish, operate and defend Air Force networks to ensure warfighters can maintain the information advantage as we prosecute military operations. We are responsible for conducting the full range of cyber-operations.

The commander has a triple function, wearing three different hats—Air Force Cyber [AFCYBER], 24 AF, and Air Force Network Operations [AFNetOps]. As AFCYBER, she provides combatant commanders’ support via U.S. Cyber Command by integrating cyber into the joint fight. As 24 AF commander, she supports 10 major commands. Under her 24 AF hat, she’s responsible for advanced cyber training, engineering and installation, rapid tool development and extending the network to the tactical edge. As AFNetOps, she commands, controls and operates the Air Force

A: The 24th Air Force is built as an operational numbered Air Force supporting the global cyber mission of the Air Force and DoD. The three roles of the numbered Air Force—AFCYBER, 24 AF, and AFNetOps—determine current and future cyber mission areas and direct the execution of cyber-operations around the world.

As the Air Force cyber component to U.S. Cyber Command, the command supports full spectrum operations. The Air Component Cyber Element [ACCE] is co-located with U.S. Cyber Command at Fort Meade, Md., and is a liaison between joint and Air Force level cyber-activities. The 624th Operations Center, located at Lackland AFB, is a 24/7 organization focused on around-the-clock situational awareness of the Air Force network.

Three wings support the command in all aspects of the cyber mission, extending the strategic and operational perspective down to the tactical edge of the network. The 67th Network

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Warfare Wing [67 NWW], headquartered at Lackland AFB, is charged as the Air Force implementation element for the AFNetOps, and provides network warfare capabilities to Air Force, joint task force and combatant commanders to operate, manage and defend global Air Force networks.

The 67th NWW organizes, trains, and equips cyberspace forces to conduct full-spectrum Air Force network operations for the AFNetOps Commander and combatant commanders worldwide. As the Air Force’s only Network Warfare Wing, the 67th NWW employs more than 2,500 military and civilian Air Force Space Command personnel in 26 locations worldwide.

The 688th Information Operations Wing [688 IOW], headquartered at Lackland AFB, is a redesignation of the Air Force Information Operations Center. The 688 IOW, which comprises 1,000 civil and military personnel, is the Air Force’s center of excellence for information operations. The wing is responsible for creating the information operations advantage for combatant forces through exploring, developing, applying and transitioning counter information technology, strategy, tactics and data to control the information battlespace and provide the world’s best IO leaders.

The 689th Combat Communications Wing, headquartered at Robins AFB, Ga., is responsible to train, deploy and deliver to the president and secretary of defense warfighter expeditionary communications, information systems, engineering and installation, air traffic control and weather services. The unit consists of 7,000 active duty, Air Force Reserve and Air Force National Guard personnel as well as civilian and contractor support. All members maintain a unique tactical skill set that allows them to operate in austere, deployed and joint/coalition environments.

In 24 AF headquarters, which includes the 624th Operations Center, we have about 400 people. When you include the three operational cyber wings, that number becomes just over 5,400 people. Then, in addition we have about 11,000 AF Reserve and Air National Guard personnel that support the cyberspace mission in all three 24 AF wings. The reserve and Guard personnel fill a critical role as augmentation to active duty units, and in a few cases, are the sole Air Force expertise in cyber-activities.

Q: What are your command’s reporting and working relationships with U.S. Cyber Command and Air Force Space Command?

A: The 24th Air Force, in its roles as a U.S. Air Force Numbered Air Force [NAF] under Air Force Space Command and as the Air Force component to U.S. Cyber Command, operates within two organizational and reporting structures.

As the Air Force cyber-operations component to U.S. Cyber Command, or AFCYBER, the command is responsible for the employment and integration of Air Force cyber forces and capabilities into the joint fight on behalf of U.S. Cyber Command. In this capacity we maintain constant contact between the 624th Operations Center, AFCYBER’s operational arm, and the U.S. Cyber Command Joint Operations Center. Reporting to U.S. Cyber Command and command and control functions are executed through this operational structure.

In the conduct of operations, it is essential that we not only work closely with U.S. Cyber Command, but also through www.MIT-kmi.com

established relationships with other combatant commands, our partners in the other military services and supporting DoD agencies. Through U.S. Cyber Command, these relationships also extend out to the Department of Homeland Security, the defense industrial base [DIB] and law enforcement entities to help share information across organizations.

In our role as an NAF, 24 AF reports directly to Air Force Space Command, which is the lead major command in the Air Force for providing military focused cyberspace and space capabilities with a global perspective to the joint war fighting team. In close partnership with Air Force Space Command, 24 AF conducts many of the organize, train and equip functions necessary to be able to present mission ready AFCYBER forces to combatant commanders. Additionally, under the authority of the chief of staff of the Air Force, the 24 AF commander is responsible for command of all Air Force network operations. This structure unifies all Air Force network operations forces under a single commander; however, in order to execute coordinated network operations, 24 AF maintains strong partnerships across the entire Air Force, to include all the major commands, other numbered air forces and air and space operations centers. These ties help ensure coherency, responsiveness and agility of network defense against potential adversaries.

Q: What do you see as the chief achievements of 24 AF over the past two-plus years?

A: While there are literally dozens of things that can be highlighted as 24 AF accomplishments, there are really three key areas that tell the story of the past two years: operations development, training and deployments. With the creation of an operational level cyber-organization, we’re changing the cultural mindset towards cyber in the Air Force from “support” to “operations.”

Our operations are supporting national objectives around the world. For example, the 67 NWW provides full spectrum cyber capabilities, from operating and defending the Air Force’s network to providing offensive capabilities for five different combatant commands. The 689th Combat Communications Wing is responsible for extending cyber to the tactical edge. It recently provided alternate communications capabilities supporting the U.S. forces drawdown in Iraq and extended the Air Force network to drug interdiction operations supporting homeland defense.

We continue to build on our success in the command and control of our cyber capabilities. The 624th Operations Center is responsible for exercising tactical control over cyber-forces assigned to 24 AF. As part of this mission, the center is working to provide the ability to understand how the network is used for operations, control the network in order to maximize operational capability and respond in real-time to issues that would negatively impact operations. Our first step has successfully linked cyber to kinetic missions by providing mission assurance to selected remotely piloted aircraft. With increased capability and capacity we expect to expand to additional mission sets in the future.

But the change is not just apparent from an operational perspective. We’ve developed a training pipeline for cyberairmen both at the Air Force and joint levels. The 688 IOW is the Air Force’s lead cyber training organization, responsible for MIT 16.1 | 17

ensuring our airmen have the right skills to conduct operations in cyberspace. In partnership with Air University and Air Education Training Command, 688 IOW ensures we grow cyber-savvy airmen throughout their career. Cyber training starts in basic military training and continues throughout an airman’s career through annual training, professional development education and specialty courses.

The most serious national security threats carried out through computer networks facing the United States in the next five years grow out of two parallel trends: our growing dependence on computer networks for essential private, governmental, economic and military mission support functions; and the escalating capabilities of actors on the Internet to achieve significant disruption of services through threats to infrastructure or data availability, integrity and confidentiality.

Q: What are the cybersecurity challenges facing 24 AF? A: The cyber-threats our nation faces are urgent, sometimes difficult to detect, potentially devastating and growing. With 15,000 networks, approximately 800,000 “customers” and over 7 million computing devices, the Air Force, just like DoD and the nation, continues to be a target in cyberspace for malicious activity. The department depends on cyberspace to execute its national security mission and provide timely responses to crisis or contingency, conduct its operations, project power abroad and keep our troops safe.

Cyber-attacks are not a future threat; the nation faces the threat of cyber-attack and constant intrusion efforts today.

Recent high profile intrusions highlight the threat to U.S. businesses and critical infrastructure, and they underscore the need for a strategy for DoD to work closely with the DIB and support DHS in its efforts in other critical infrastructure sectors. As technologies continue to evolve and spread, the nation and DoD face the very real possibility that these threats will continue to increase.

Cyber-threats primarily break down along three areas: exploitation, disruption and destruction. Exploitation is the most common malicious activity. The loss of sensitive but unclassified data is allowing potential adversaries to quickly close the technology gap with the United States without the huge investments we’ve made in order to position ourselves as the world’s most capable military. Disruption can degrade the availability and effectiveness of our networks and systems, impacting DoD’s ability to operate successfully. Destructive capabilities are now emerging and have the capacity to do physical damage.

Another aspect of the cyber-threat of great concern is theft of confidential business information and intellectual property, including the threat it poses to U.S. national and economic security. This includes theft from the DIB, upon which DoD depends for the safeguarding of sensitive information and the delivery of critical capabilities.

Malicious cyber-activity is undertaken by a wide range of actors, from nation states to individuals. Terrorist groups such as al-Qaida have stated their desire to unleash a cyber-attack against the United States, and transnational criminal organizations and individuals with malicious intent can use cyber-tools to steal sensitive, commercially valuable intellectual property, work to undermine our economy and threaten our national security.

But what concerns me more than this is the growing sophistication of the cyber-threat and the relatively low cost for our adversaries to develop cyber capabilities. All you have to do is look at capabilities reflected in the Duqu malware to see how an adversary can easily modify malware for their purposes that has the potential to degrade or deny cyber capabilities.

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Q: You recently described yourself as a “meat and potatoes” type of person focused on the basics. How would you define your current priorities, and how do you go about deciding between competing priorities in a world of limited time and resources?

A: In order to understand my priorities, I need to make sure the “meat and potatoes” analogy is understood. When you feed the family, the meat and potatoes are the main meal and what sustain us. Dessert is not served every night—at least not in my house—and is nice to have, but is not the main meal. Take that same analogy with the enterprise—the meat and potatoes are the network infrastructure, critical components, policy and security measures we provide every day to ensure the Air Force mission around the world is able to execute in, through and from cyberspace. Dessert is the gadgets: new technologies like iPads, iPhones, BlackBerrys and BB Playbooks, or any other mobile device using iOS, Android, or WinMobile. This goes directly into why my priorities are the way they are: I need to ensure the Air Force mission anywhere in the world is not impacted due to cyberspace limitations, and to do that, I need to focus on the “meat and potatoes” first.

So, the “meat and potatoes” analogy brings me to five priorities that are our main focus in all of our current cyberspace operations efforts.

First, we need to simplify and modernize our network architecture. As I’ve already mentioned, we’re moving from a series of disparate networks to a single Air Force enterprise. We will continue to work toward this goal, but we cannot afford to continue to use outdated concepts and architectures. We must balance the need to automate and simplify our networks with our security and mission assurance mandates. To accomplish this, we must leverage leading technology from industry, government laboratories and academia.

As we move to a homogenous network construct, these advances will enable automation, efficiency and better situational awareness. With that situational awareness, expanding Air Force understanding of mission “reliance” on those networks and moving to a “mission” assurance versus a “network” assurance mindset requires real-time understanding of network touchpoints for every mission—a mapping capability we haven’t yet achieved but are working toward.

Second, allowing freedom of action for friendly operations and denying this to adversaries is a key portion of Air Force cyberspace operations. With the unholy alliance of nationstates, hacktivists and criminals operating in cyberspace, we have a big challenge in protecting our missions, systems and information from all those that would or could do us harm.

But as we mature our operations, we are beginning to automate functions that were once done through manpower, and are www.MIT-kmi.com

reapplying our manpower and brain power to the more challenging defensive operations of today. Every mission depends upon cyber as an enabling capability, and our job is to assure that mission capability.

Third, we are synchronizing our network operations and defensive measures in order to shore up the gaps where the adversaries operate; those adversaries being nation-states, criminals and hackers, as well as people who don’t know what they are doing. When you link all your efforts together, as well as link up with our other mission partners, the gaps get smaller, and disallow adversaries the areas to operate in.

Fourth, we are defining key competencies and training cyber warriors in support of joint and Air Force operations. The cyberspace training in the Air Force has been structured similar to that of pilot and space operator training, with the same rigor and certifications necessary for other Air Force operators. This structure allows us to know that when we send a cyber-operator to a tasking, they have had the training necessary to accomplish their expected tasks. We have some very talented folks doing some amazing work every day, and we are working to ensure they get all the upfront training that they need.

Our fifth priority is enhancing full spectrum cyberspace operations. Our adversaries are using new tactics and techniques in the attempt to thwart our defenses every day. It is our job to anticipate these new tactics, and be able to block their every attempt. Like I said before, we have some amazingly talented people working for us in Air Force cyber-operations, and we are applying their unique expertise and training to innovating and problem solving across the force and in support of larger DoD and national efforts.

Q: What would you say were the key elements of the Air Force strategy for securing its networks?

A: As mentioned above, we must continue our efforts to simplify and streamline our network architecture. The more complicated and heterogeneous our network is, the harder it is to defend. On one hand, we must move quickly; our current architecture is not sustainable or defendable in the long term. Conversely, we must be careful that we make these changes in a way that increases our ability to support the Air Force and joint warfighter. An analogy would be that we must upgrade the capabilities on the airplane while we continue to fly it in an ever more demanding environment.

The Air Force must continue to streamline its cyber-acquisition processes. We must be able to inculcate leading technologies that will produce “non-linear” increases in our capabilities while reducing the manpower required to operate these systems.

For example, we are looking at leveraging cloud technologies in a way that will increase our mission effectiveness and defensive posture while minimizing our management overhead.

The cyber-environment we face is dynamic. Commercial industry drives the pace of change of the cyber domain. The Air Force didn’t create cyber, but we need to leverage it for national security purposes. Therefore, our strategy must be dynamic as well, so we are streamlining cyber-innovation and acquisition processes within the Air Force to allow 24 AF to more rapidly respond to cyber threats and emerging U.S. Cyber Command requirements. www.MIT-kmi.com

Q: What are you doing to reach out to airmen and other system users to promote the kind of behavioral change that will help improve security?

A: By treating cyberspace as a domain, we at 24 AF, under the umbrella of Air Force Space Command, are able to organize, train and equip our forces to operate and defend our networks and perform our mission sets. Our efforts range from incorporating mandatory cyber-education for those in the lowest ranks to elite training for new, highly specialized careers in network defense. Our DIB partnerships with the private sector are helping us to build our collective knowledge base and incorporate best practices and latest tools into cyber training.

We rely on support from leadership at all levels of the chain of command in order to promote behavioral change. All Air Force major commands have embraced cybersecurity and are “all in” with ensuring all airmen have the appropriate knowledge to operate in cyberspace. We also receive critical support from combatant commands to ensure that all military members are trained to common levels.

Q: What are you doing to ensure that the Air Force has enough trained personnel in the cyber field?

A: To successfully accomplish the cyberspace mission, we need the right mix of personnel and are achieving that through focused recruitment, management of career paths and providing the right professional development opportunities.

The talent inherently present with our cyberspace operations force provides the foundation upon which the Air Force can build its capability and tool kit for future operations.

Through our cyberspace professional development program, we will continue to grow our force to meet the needs of the Air Force, DoD and nation.

Our new cyber accessions undergo nearly six months of initial training and eight weeks of in-depth cyber warrior training before we place them on the front lines of the cyber-fight.

Our folks have the best resources, the best training and the best capabilities in the world. We’re well prepared to counter any cyber threats and secure our networks to ensure our military and our nation has the connectivity it needs to conduct business.

As technology advances, the Air Force will strive to employ the best tools and solutions to meet new challenges. The Air Force increasingly relies on its cyberspace warriors and their ability to anticipate, adapt and innovate as they employ the tools and skills of the professional cyberspace operator. We are responsive, flexible and forward-looking. As technology and threats evolve, we continually review, refine and adapt our training to meet and exceed mission needs. Our airmen are prepared to conquer today’s challenges and overcome tomorrow’s adversaries.

In addition, as we have done since our stand up, and have been instructed to do through the new DoD strategy for operating in cyberspace released last July, 24 AF will continue to look for new partnering opportunities with academia, industry and other government partners in the effort to stay current with the rapid advances in cyber technology.

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Q: What role can industry play in achieving your mission?

A: Cyber is a team sport, and there is an “I” in team. The “I”s we rely on are industry, international partners, and the intellectual capital resident in our universities and think tanks. More than any other line of military operations, cyber is closely linked to industry and their innovations. We must be able to leverage what industry brings to the marketplace. If you look on the battlefield today, you’ll see numerous examples of handheld communication devices that were new to the market only a short time earlier. In addition, as the marketplace continues to drive the need for more efficient and effective cyber-architectures, we must take advantage of those technologies that can help us operate more efficiently and increase the overall security of our networks.

The military has a responsibility to protect national security, while industry has a responsibility to protect shareholder profits, both of which are important aspects of how our nation continues to function. DoD relies heavily on private sector networks to perform its mission, particularly within the DIB, and is partnering with DIB companies to identify and improve cybersecurity across industry. By protecting the anonymity of companies while helping them address cyber intrusions affecting DoD programs, the two entities are strengthening the nation’s cyber defenses. DoD also uses the nation’s critical infrastructure, both in the physical domain and in cyberspace,

to conduct its mission. It must protect and defend these systems if we intend to complete our missions, and we are working with DHS to do this with careful consideration of privacy and civil liberties.

DoD’s success in cyberspace depends on a robust public/ private partnership. The defense of military networks will matter little unless our critical civilian infrastructure is also able to withstand attacks. In the case of the Air Force, we are in the process of building a defense in depth, where we are protecting the most important assets more thoroughly, and we are keeping our defense dynamic throughout our entire network and all our systems to ensure mission assurance.

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

A: First of all, criminals and other nefarious actors realize that targets are typically more vulnerable when operating from their home network since there is less rigor associated with the protection, monitoring and maintenance of most home networks. Second, disciplined security practices at home as well as at work greatly reduce cyber vulnerabilities, much the same as they do when conducted by administrators on corporate networks. Third, the National Security Agency and the U.S. Computer Emergency Readiness Team provide the general public tips on how to protect themselves and reduce home-based cyber vulnerabilities. O

www.NCSI.com 888.603.8899

Lieutenant General Ronald L. Burgess, Jr. Director, Defense Intelligence Agency

Mr. Grant M. Schneider Deputy Director for Information Management and Chief Information Officer, Defense Intelligence Agency

Major General Ronnie Hawkins Director, Defense Information Systems Agency

Ms. Teresa Takai Chief Information Officer, Department of Defense

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Acquisition Transition

Air Force rolls out net-centric awards designed to reduce the contracting burden on technicians and warfighters.

By Karen E. Thuermer MIT Correspondent 2012 is promising to be a critical transition point for Air Force IT acquisition, as awards loom for an expanded contract vehicle designed to reduce the acquisition and contracting burden on technicians and warfighters.

The Air Force is building on the success of its Network Centric Solutions (NETCENTS) program as it continues to launch NETCENTS-2, the new contract vehicle being developed by the service’s IT acquisition office.

Since NETCENTS was first implemented in 2004, the networking products and services contract has largely been seen as a success by both contractors and customers. While NETCENTS-1 currently consists of multiple award, indefinite delivery/indefinite quantity (IDIQ) type contracts with six large businesses and two small businesses, NETCENTS-2 will bring forward a wide host of contractors. www.MIT-kmi.com

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• App Services (small business) contract: May It will also provide the Air Force, Department of Defense and • App Services contract (full and open competition): August. other federal agencies with a primary source of networking equipment/product supply and a means of system engineering, instalDavis stressed that dates of the contract can change, so it is best lation, integration, operations and maintenance for a family of to check the official public website at http://public.gunter.af.mil/aq/ DoD-adopted commercially standardized networking solutions that netcents/default.aspx for the latest released schedule. are interoperable with Air Force, Joint, and DoD standardized netThe Products contract includes networking equipment, servers/ working technical architectures. storage, peripherals, multimedia, software, identity management/ “NETCENTS-2 ensures adherence to the Air Force Enterbiometric hardware and associated software, delivery, warranty and prise Architecture, and thus enables enterprise management of maintenance.

Air Force IT investments,” reported Stephen Davis, Air Force Two of the contracts (the NetOps and AppSvs) offer small business NETCENTS-2 lead. companion contracts. The IT professional support and engineerBut unlike NETCENTS-1, which was awarded to only eight prime ing services (ITPS) is set aside for service-disabled veteran-owned contractors, four of which were large business and four of which businesses, although it is currently on hold due to were small, this contract has three categories with a resource constraints. possible $11 billion out of $24.2 billion available to “Non set-asides require a minimum of 23 percent small businesses. small business subcontracting,” Rich Fanelli, capThe program leverages billions of dollars of Air ture manager for NETCENTS at Lockheed Martin, Force spending to procure IT capabilities at the best pointed out. price. It also reduces risks and operational efforts “The EISM and the ITPS scopes are new to in the areas of reliability, maintainability, interoperNETCENTS-2, providing IT advisory and assistance ability, security, information assurance, systems and services support at all organizational levels,” Davis engineering. commented. “Each of the seven sets of contracts will “In today’s economic environment, the IDIQ have multiple awards, thus greatly expanding the pool vehicles such as NETCENTS offer the federal cusRich Fanelli of pre-vetted contractors, and tailoring them to the tomer cost-effective use of measured investment dolspecific support area.” lars,” commented John Heller, vice president of DoD “As a result, there will be between 18 and 27 awards just for small programs at Harris Corp. business companies,” remarked Fanelli. “This is important because it gives the government users, who are buying from NETCENTS, Enterprise Vehicles access to more small businesses and eliminates tiers between small and large companies.”

Besides supporting agile acquisition practices, NETCENTS-2 also provides streamlined, enterprise level contract vehicles that enable the standardization of base-level contracts for operations and mainInfrastructure Solutions tenance activities.

“In addition, NETCENTS-2 supports the re-engineering and The EISM contract covers a wide range of services for Air Force modernization of legacy systems through the rapid, incremental major commands, direct reporting units and center-level organizadelivery of solutions through pre-vetted lists of support contractors, tions that want to develop and manage service-based IT capability and enabling improved day-to-day operations and mission execution,” effectively integrate them with existing systems.

Heller said.

The two network operations and infrastructure solutions conOverall, there are five objectives of the NETCENTS-2 program: tracts include network management and defense, service-oriented meeting or exceeding operational net-centric requirements; ensuring architecture infrastructure, enterprise level security and managetechnical compliance with DoD and Air Force standards; meeting or ment, and implementation and operations. exceeding required delivery timelines; leveraging buying power to The two application service contracts include systems sustainmeet strategic sourcing goals; and promoting small business. ment and development, migration, integration and net-centric data The first of the seven indefinite delivery/indefinite quantity services. contracts to be created under the NETCENTS-2 was the Enterprise The total value of the NETCENTS-2 contract is more than $24 Integration and Service Management (EISM) program, which has a billion over a seven-year period. It will be managed by the Air Force five-year ceiling of $460 million. The contract, awarded in late 2010, Enterprise Information Systems Directorate, located at Gunter covers a wide range of services for Air Force major commands, direct Annex, Ala. reporting units and center-level organizations that want to develop The total NETCENTS-2 contract is expected to have between 55 and manage service-based IT capabilities and effectively integrate to 75 awards. Unlike NETCENTS-1, where most of the work is done them with existing systems. by a subcontractor, most of the work under NETCENTS-2 will be All but one of the remaining NETCENTS-2 contracts are prodone by primes. jected to be awarded in 2012. Following are the contracts and their Heller commented that he sees NETCENTS-2 continuing to be a 2012 award date: moving target held up in the acquisition cycle of proposal evaluation.

“But industry expects high activity on the NETCENTS-2 • Products contract: April vehicles when they are awarded,” he added. “The services have • NetOps (full and open competition ) contract: June continuing requirements to refresh information technology to keep • NetOps (small business) contract: August up with the challenges of national security command and control, 22 | MIT 16.1

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engineering solutions network that is software based with less risk than they were used to.”

As a result, DRC was selected for the EISM contract. “This enables us to demonstrate to the government that it can buy a minimal risk software and enterprise product,” he added.

To win the contract, however, DRC decided early to bring in companies that that have focused on the commercial side and make them interested in pursuing the military market.

“We did just that,” he said. “Certainly, the large innovators, like Amazon web services and Google, recognized that the federal sector is the sector they are playing in right now. They were looking for vehicles that could demonstrate their capability.”

In addition to teaming with Amazon and Google, DRC teamed with innovative commercial vendors that also had products with demonstrable contracts.

“We have about five partners—two brand name, and three or four not so brand names,” he reported. “All are innovative companies that deal in the commercial space.”

For example, one subcontractor, Aras, is a product life cycle management vendor that has done software development for FedEx. “FedEx bases their entire product life cycle management on their commercial product,” Zaks said. “I think thought leaders like this are important to bring to the government.”

Another company with which DRC is partnering is Push to Test, a software company that builds automated test script applications.“They provide the life cycle management piece of open source software and maintenance and consulting services,” Zaks explained.

So how do these DRC-related teams play into the NETCENTS contract? “On the EISM side, we see them as being the Googles of the world,” Zaks responded. “The Amazon web services will provide leadership. Because of EISM, the agreement is not to sell products, but ideas—enterprise integration.”

DRC is seriously considering providing an apps services store, Zaks added. “There is no reason why the government should not be in a position where they can compete in the development of those services and charge for them as they are being used.

It would behoove the government to do that in the future, although we still have a security issue to solve.

But for certain applications, they can do that and go the way commercial enterprise has.”

Meanwhile, DRC has submitted a prime bid for the applications piece that is going to be awarded next summer.

Different Approach Overall, Zaks emphasized that for a midsize company such as DRC, NETCENT-2 offers an opportunity Irving Zaks, senior vice president and general to “spread our wings and demonstrate to the governmanager of the defense group for DRC, emphaIrving Zaks ment that we have made investments in niche areas sized his company’s perspective on the NETCENTS-2 in enterprise architecture. We can bring innovative contract. izaks@drc.com approaches more than some of the big companies.

“What NETCENTS-2 brings to the table for DRC is “Fortunately, the government, in its appeal to expand acquisithe ability to offer a different approach to software development and tion opportunities, has allowed us to come to the table and share in enterprise integration,” he said. our ability to compete,” he said. “At the end of the day, we can take The company has spent the last decade building its expertise numerous contract vehicles in our portfolio and deliver that which and leadership in engineering enterprise architecture and new will bode well and proceed in what will be an austere environment approaches to make software less fragile than in the past. during the next decade.” O “We pride ourselves on being able to take the best of both the commercial and federal side of our business and bring the two For more information, contact MIT Editor Harrison Donnelly together to offer the government an innovative approach,” Zaks said. at harrisond@kmimediagroup.com or search our online archives “NETCENTS offered us the opportunity to build a team that could for related stories at www.mit-kmi.com. demonstrate to the Air Force that it is possible to build a complex as well as meeting the increasing cyber-threats to our national infrastructure.”

According to Fanelli, the current NETCENTS contract is a valued and vital component of Lockheed Martin business development and delivery organizations across the corporation.

“The NETCENTS contract has a broad scope definition that allows Lockheed Martin to continue to provide services to current customers as well as to gain access to related and new business markets,” he said. “The broad range of contract users across the Air Force and other DoD agencies has provided Lockheed Martin the ability to expand market presence, enter into new business areas, and continue to grow the current customer base. We look forward to continued support of DoD customers as a prime on NETCENTS-2.”

The first EISM contracts were awarded by the Air Force’s NETCENTS-2 office in November 2010.

Those IDIQ contracts went to: Booz Allen Hamilton; CACI Enterprise Solutions; Deloitte Consulting; Dynamics Research Corporation (DRC); Science Applications International Corporation (SAIC); and Jacobs Technology (formerly TechTeam Government Solutions).

These firms have spent a good part of the year developing and refining their teams of partner companies and preparing to bid on task orders. Meanwhile, Air Force officials have been busy establishing processes and procedures for the program.

Under the EISM contract, SAIC will provide technical services as required for tasks associated with a broad range of enterprise-level activities. SAIC will also support integration and portfolio management by providing support as needed in areas including engineering, integration and services management.

Because EISM provides strategic level consulting, officials expect it will help the Air Force and its major commands, direct reporting units and center-level organizations manage and plan for IT and net-centric changes within their domains. These services will enable enterprise integration and service management support for both infrastructure and mission capabilities. The EISM contract is not intended for unit-level, program management or non-Air Force support.

“Additional information on the use of the EISM contracts will be distributed to Air Force contracting officers and through major command and reporting unit directors of communications and information,” Davis reported.

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By supporting tactical comms that are secure but also interoperable, Suite B encryption is gaining increasing acceptance.

By Harrison Donnelly MIT Editor Spurred by the need of warfighters at the tactical edge for communications that are secure but also easily accessible and interoperable, Suite B encryption technology is gaining increasing acceptance for military field operations.

As promulgated by the National Security Agency, Suite B is a set of standardized, COTS-based encryption methods developed by industry, which in combination provide a level of communications security sufficient for many operational uses. While not as iron-clad as Type 1 encryption, which uses classified methods to protect the most sensitive government communications, Suite B also avoids many of the strict rules about use and physical control that apply to Type 1 systems.

Because it uses unclassified methods, Suite B is also well suited to information sharing and collaboration with coalition forces and other organizations that are working closely with U.S. forces in Afghanistan and elsewhere. Suite B is part of NSA’s Cryptographic Interoperability Strategy, which was developed to improve information sharing with coalition partners.

First issued by NSA in 2005, Suite B has been somewhat slow in working its way into the fabric of military operations.

Deployment has been held back both by hesitance about using commercial technology to protect classified information as well as by a thicket of regulatory and certification issues.

In recent months, however, major companies have added to their array of products incorporating Suite B algorithms, as well as going through the rigorous process of obtaining security certification from NSA. With more Suite B product introductions on the horizon, and progress being made in hammering out the regulatory and certification process, Suite B appears to be becoming a fixture of the array of security technologies available to the military.

“It’s in its infancy from an implementation standpoint, but it’s strategically important to everything that military operations do on a go-forward basis,” said Janet Kumpu, director of General Dynamics C4 Systems Fortress Technologies. “We have seen a strong desire to expand secure communications at the edge of the network, supporting force protection, situational and other applications. In many cases, that network extension can’t be done cost effectively or successfully with Type 1 applications.

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“There’s a lot of demand, interest and desire from our military customers to adopt Suite B. We’re seeing it incorporated into requests for proposals, and NSA is encouraging people to look to commercial industry first with these types of implementations before funding custom development work,” Kumpu added.

Interoperability Strategy Not long after its acquisition by General Dynamics last year, Fortress Technologies released its latest Suite B entrant, the DS310 encryptor for secret communication between wired or wireless devices and networks. Delivered in a driverless PC card and supporting multiple layers of encryption, the DS310 meets stringent security guidelines, including those of NSA. The DS310 is part of a prototypical implementation of the NSA Suite B initiative awarded to Fortress Technologies in 2009 to develop a short-range wireless sensor network for protecting secret wireless communications within Department of Energy Nuclear facilities.

The product reflects the company’s strategic involvement with NSA’s interoperability strategy, Kumpu explained.

“Fortress has proactively integrated all of the defined Suite B crypto algorithms across our entire product line. We are currently working with several customers going through the evaluation of our products in support of this NSA objective. We’ve been one of the leading providers of this technology and capability in anticipation of its future adoption.

“The DS 310 is our solution for the client side of this architecture,” she continued. “Crypto products are end-to-end solutions, protecting the security of both the network and the data. The DS310 provides a hardware encryption solution for a variety of different laptop or tablet devices that would be connected over a wired or wireless infrastructure. That product is part of our solution, in cooperation with the DoE.” The predominant impetus for Suite B has been “to have a portfolio of industry-based COTS solutions that were exportable, releasable to cooperative nations, allowing for the ability to have an interoperable network without a Type 1 controlled device,” Kumpu explained. “It’s about motivating industry to invest in integrating these technologies, having

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security that’s good enough for the operational requirements of our customers, and making sure it’s interoperable across a broad set of users, which allows us to share information more efficiently.”

Still, changing users’ thinking about the kind of encryption protection they need, and writing rules to enable them to adopt a new approach safely, has been a lengthy process, she acknowledged.

“The largest challenge I see has been the mindset change and paradigm shift to embracing commercial technology for use in protecting classified data. The other area that has been evolving has been about what the review process will be. There’s been a lot of discussion around the certification and accreditation process—how do you manage risk, given that you’re opening this to a much broader set of customers and partners. Those elements are still being defined.

“But overall, there has been a significant amount of progress, particularly in the last year. I believe you’ll see adoptions and deployments of Suite B technology over the next couple of years,” Kumpu said.

Critical Certification Along with developing a number of new products incorporating Suite B, General Dynamics C4 Systems (GDC4S) has been working to obtain NSA certification for key products.

GDC4S recently received NSA certification for its TACLANEC100 encryptor as a Suite B device to secure network communications at the Secret level and below. The certification makes the C100 a non-Controlled Cryptographic Item (CCI), enabling users to operate the encryptor in environments where there is a high risk of equipment loss.

The TACLANE-C100, as a NSA Cryptographic High Value Product, non-CCI device, is part of the government’s new “leave behind” strategy, which also enables interoperability among U.S. government, military and NATO networks as well as private industry responsible for securing the nation’s critical infrastructure.

Certification by NSA is a critical factor, according to Mike Guzelian, vice president of secure voice and data products for GDC4S. “Just because you implement Suite B algorithms doesn’t mean your product is good or certified. It’s just a set of algorithms,” he said. “A lot of people are saying they’re using NSA-approved Suite B algorithms. But you have to watch the wording. That doesn’t mean their product has gone through any type of certification, but just that they are using those algorithms. I could use those algorithms, but if I don’t implement them properly, I could end up with a lousy product that isn’t secure.”

NSA backing could also be key in acceptance of the approach by military customers, Guzelian suggested. “From a pure Suite B standpoint, I don’t think there’s going to be any issues with customer acceptance. The key is whether a layered Suite B approach that’s not certified by NSA going to be accepted by customers, or are they really looking for that certification letter upholding its classified use.

“No one has expressed concern about going to Suite B. But they’re expressing a lot of concern about adopting a solution that’s not NSA certified. That’s where time will tell which way they go,” he added. www.MIT-kmi.com

Along with incorporating Suite B into existing products, the company has ambitious plans to roll out a number of new products incorporating Suite B in innovative ways.

Other key companies are also moving to take advantage of the benefits of Suite B. For example, both of Lockheed Martin’s information assurance cross domain solutions, Radiant Mercury and Trusted Manager (TMAN), are Unified Cross Domain Management Officecertified transfer guards that utilize elements of the Suite B encryption. With Suite B encryption they are able pass data securely between multiple government organizations as approved by NSA. The Radiant Mercury and TMAN products support more than 600 operational locations passing multiple data formats via multiple network protocols. In addition, these products both provide service-oriented architecture and enterprise capabilities for cloud operations.

Lockheed is also planning to expand the support for Suite B in other communications products, according to Reggie Cole, a senior engineering fellow.

Harris offers the RF-310M-HH handheld tactical radio, a multiband, multi-mission, software-defined unit that is the first NSA-certified tactical radio to utilize Type-1 Suite-B encryption algorithms for protecting voice and data transmissions up to Secret level classification.

The radios have been used by the International Security Assistance Force in Afghanistan to enable secure interoperable communication between coalition units using RF-310M-HH radios and U.S forces using either RF-310M-HH or other Suite B tactical radio products.

Suite B is also incorporated into the Soldier Radio Waveform (SRW) developed by the Joint Tactical Radio System program, noted Richard Rzepkowski, vice president of communications security products for Harris.

Even so, Suite B still has a lot of room to grow, Rzepkowski suggested. “Some of the things that aren’t yet behind us include universal adoption of the Suite B standard. It has to be implemented as more than just a set of cryptography standards. You also need to define the waveforms that are going to utilize it.

The SRW waveform uses it, as do our VHF-UHF-line-of-sight waveforms.

“There are a small set of communications that are defined to implement Suite B today, but they are growing,” he continued.

“There is a new one that just came out last summer, published by NSA—the Tactical Secure Voice Cryptographic Interoperability Standard. That waveform is going to start showing up in products over the next couple of years.

“As more of the waveforms get defined and we see that they are available for the various applications, whether satellite, line of sight or network communications, we’ll see more and more adoptions of Suite B technology. It’s in its infancy today, but our assessment is that applications will continue to grow, and we’ll continue to support their proliferation,” Rzepkowski said. O

For more information, contact MIT Editor Harrison Donnelly at harrisond@kmimediagroup.com or search our online archives for related stories at www.mit-kmi.com.

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COTSACOPIA

Commercial Off - the - Shelf Technology

Compiled by KMI Media Group staff

Encryptor Provides Multi-Key Data Security EtherGuard HSE from 3e Technologies International (3eTI), an Ultra Electronics company that offers highly secure wireless networks, is designed to provide high speed data encryption for enhanced performance and reliability, providing impenetrable multi-key data security that will enable the ultimate in secure applications for DoD network operators. Designed to meet

FIPS-140-2 Level 2 validation and Common Criteria certification standards, EtherGuard HSE uses 3eTI’s proprietary DarkNode technology to uphold strict DoD-grade security and protect against Layer 2 vulnerabilities. The device’s higher throughput will improve secure network transmissions while simplifying management by allowing selective encryption according to traffic type.

The military-grade encryption device maintains close to 700 Mbps high-speed encryption and exceptionally low latency at less than 500 microseconds. This will dramatically improve performance by operating at full speed without packet loss, regardless of whether bandwidth-intensive The Nucleus Server is the newest member of applications, or multiple users the Nucleus family of compact computers from and devices are involved.

NextComputing. The Nucleus Server is a small pedestal server optimized for full-scale server deployments that require a mix of virtualization, highspeed networking and enterprise-level storage. Unlike traditional servers, the unit takes up only half the space, while offering performance on par with much larger systems. While enterprises are always looking Falcon Electric has released a threefor ways to reduce the cost of running their data module version of its 5000VA ED Series centers, there is a limit to how much space and power rugged uninterruptible power supplies can be freed up with traditional rack-mount systems.

(UPS). Designed to protect sensitive military Many businesses that don’t need a full rack cabinet communications and electronic equipment often opt for tower servers, which can be easier in harsh environments against costly power to reconfigure or relocate when needed. However, problems, the ED Series is now available most tower servers are still quite large and moving in a modular form factor that signifithem more than occasionally is still not practical. cantly improves the ability for military Also, many tower servers lack redundant power or personnel to move and relocate the UPS. integrated storage on par with rack-mounted soluElectronic equipment is typically handtions. The Nucleus Server solves the shortcomings of carried through tight spaces onto and off traditional tower servers when it comes to reliability, of military vehicles, aircraft and vessels. portability and performance. For organizations that With the new three-module configuration, need access to server hardware from anywhere, the lifting the UPS is now within acceptable Nucleus Server offers the smallest form-factor available, including a convenient handle for easy portage.

Pedestal Server Optimized for Full-Scale Deployments

Three-Part Power Supplier Eases Relocation weight limits for a “one man” lift. In order to make a “single” 5000VA UPS out of three modules, the ED -4-5000RM-3/1-6-L-3’s three 2U modules each perform a specific role that, in concert with multiple power and communications cables, gives users the ability to slide the three 2U chassis into the equipment rack and then connect all of the functionality through the cables. The system consists of two UPS modules and a single module that contains the charger and other electronics. The end result is a UPS that, in terms of functionality and performance, mirrors Falcon’s model ED-5000RM-1 two 3U “double-module” UPS.

Rugged Computer Suited for Outdoor Environments

The Durabook R13C from GammaTech Computer passes Military Standard 810G certification for drop, shock and spill protection, plus explosive atmosphere, salt, fog and freeze/thaw standards. It is perfectly suited for a variety of applications, including law enforcement, military, homeland security,

26 | MIT 16.1

field service, mining and mobile workers in any type of outdoor environment. Adding to its fully rugged character is its IP65 rating, which ensures that enclosed portions of the unit are completely protected against any contact with dust and water. Its magnesium alloy case is 20 times stronger than ABS plastic.

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The advertisers index is provided as a service to our readers. KMI cannot be held responsible for discrepancies due to last-minute changes or alterations.

MIT CALENDAR & DIRECTORY Advertisers Index Asynchrony Solutions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 www.asolutions.com/agile Carahsoft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C4 www.carahsoft.com/dco/upgrade DoD IIS 2012. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 www.ncsi.com

Lind Electronics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 www.lindelectronics.com University of Maryland University College . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C2 http://military.umuc.edu/anyplace

Calendar February 22-24, 2012 AUSA Winter Symposium and Exposition Fort Lauderdale, Fla. www.ausa.org February 27-March 2, 2012 RSA Conference San Francisco, Calif. www.rsaconference.com

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March 12-15, 2012 Satellite 2012 Washington, D.C. www.satellitetoday.com March 18-20, 2012 AFCEA Belvoir Industry Days National Harbor, Md. www.afceabelvoir.org

March 22-23, 2012 CyberFutures Conference and Technology Exposition National Harbor, Md. www.afa.org March 27-29, 2012 TechNet Land Forces-Southwest Tucson, Ariz. www.afcea.org

April 1-4, 2012 DoDIIS Worldwide Conference Denver, Colo. www.ncsi.com May 7-10, 2012 DISA Mission Partner Conference Tampa, Fla. www.afcea.org

MIT 16.1 | 27

INDUSTRY INTERVIEW

Military Information Technology

Jeana Cunningham Vice President of Federal Sales Fujitsu Network Communications Q: How is Fujitsu working to make high performance networking a reality for government agencies?

A: Fujitsu Network Communications [FNC] invests $2.6 billion annually in research and development, producing optical networking platforms with the performance, reliability and security required by the military and other agencies. Our optical communications technology not only leads the industry in patents [more than 34,000], but more importantly, in business-critical deployments. More than 450,000 of Fujitsu’s networking platforms can be found in carrier and enterprise networks throughout North America, many of which support military and government organizations.

We ensure our optical networking technology meets, or exceeds, the most stringent government standards. For example, our Flashwave optical platforms have undergone rigorous testing to be incorporated into the Unified Capabilities [UC] Approved Products List [APL]. This testing proved the Flashwave’s ability to provide security, protocol compliance, stability, scalability, interoperability and management in government network configurations.

The UC APL includes multiple Fujitsu products, such as the Flashwave 9500 Packet Optical Networking Platform [Packet ONP]; the Flashwave 7500 Metro/ Regional Multiservice ROADM [Reconfigurable Optical Add-Drop Multiplexer]; the Flashwave 4100 ES micro Packet ONP; and the Flashwave 4500 Multiservice Provisioning Platform [MSPP], among other Fujitsu technologies, on the list of approved products for deployment by the U.S. government.

Fujitsu’s collaborative approach to client engagements means that, in addition to our technology, we bring optical networking experts who work hand-in-hand with the local team to ensure success in network planning, deployment and maintenance.

28 | MIT 16.1

Q: Can you provide some examples of the ways in which Fujitsu is meeting the needs of government organizations?

A: Fujitsu is an innovator in connectionoriented Ethernet and optical transport technologies and a market leader in packet optical networking solutions, WDM and SONET. Additionally, Fujitsu offers a broad portfolio of multivendor network services as well as end-to-end solutions for design, implementation, migration, support and management of transportation networks.

Some examples of the ways in which our technology supports government deployments include: • The Flashwave 9500’s simultaneous support for connection-oriented Ethernet [COE], optical transport networks [OTN], ROADM and SONET/ SDH transport technologies, as well as industry-standards-based optical speeds reaching 100G per second, have made this multi-award winning platform the go-to choice for numerous agencies. The platform’s capabilities make it perfect for supporting data-intensive, as well as research, applications. The Flashwave 9500 can also be found enabling agency migrations away from disparate legacy solutions toward a ubiquitous, secure and highly reliable network.

• The Flashwave 4100 ES Packet ONP offers an optical networking solution for the specific needs of air bases.

The system provides the data backbone for runway operations in support of lighting systems, glide slope

indicators, NAVAID and other key functions.

• The Flashwave 7500 Metro/Regional Multiservice ROADM [Reconfigurable Optical Add-Drop Multiplexer] was used by a U.S. health-related federal agency to reduce the amount of fiber needed to deliver a given number of services, saving the agency over 75 percent per year in dark fiber leasing costs. The Flashwave 7500 was also deployed at one of the largest military posts in the United States, minimizing the use of fiber while providing up to 40G of bandwidth on each of its 40 wavelengths to handle IP-based and other emerging applications required for warfighter success.

Q: What is unique about Fujitsu’s approach to solving the networking needs of government entities?

A: As in the private sector, there is a determined move by government organizations toward Ethernet. High performance, packet-based networking is required to efficiently support emerging and nextgeneration applications, including videoconferencing, Voice over IP, 3-D imaging and streaming audio and video.

Fujitsu leverages the latest generation of Ethernet, called COE, to offer the economies of scale of Ethernet with the level of performance expected from mature transport technologies, such as carrier Ethernet. COE offers carrier Ethernet’s sought-after qualities—standardized services, reliability/protection, quality of service [QoS], service operations, administration and management [Service OAM], and scalability—then adds security.

Since COE does not actually use any IP protocols, it is immune from the alltoo-popular IP-based attacks to which common routed networks are susceptible.

And COE does not use any Ethernet bridging or MAC-based protocols, so it is also immune to MAC-based denial of service attacks that are possible with classical Ethernet switching solutions. O www.MIT-kmi.com

NEXTISSUE

March 2012 Volume 16, Issue 2

Cover and In-Depth Interview with:

Douglas Wiltsie PEO Enterprise Information Systems U.S. Army

Features • SATCOM Savings

Both the military and industry are looking for ways to hold down or reduce the cost of providing commercial satellite bandwidth to warfighters.

• Android Security

As the military moves toward wider certification of smartphones and other mobile devices, industry is stepping forward with new ways to improve the security of a popular operating system.

• Handheld Apps for Precision Fire

Forward entry devices developed by the Army link soldiers, commanders for accurate munitions delivery.

• Boutelle on the Issues

Now a Cisco executive, Lieutenant General Steve Boutelle (Ret.), the former chief information officer of the Army, is still speaking out boldly on key cyber, security and other issues.

Bonus Distribution: SATELLITE 2012 Washington, D.C. March 12-14, 2012 Fort Belvoir Industry Day National Harbor, Md. March 18-20, 2012

Insertion Order Deadline: February 21, 2012 • Ad Materials Deadline: February 28, 2012

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