Information Dominance Anytime, Anywhere…
PEOC4I.NAVY.MIL
2 December 2009Chris Miller
PEO C4I858-537-8779
Program Executive OfficeCommand, Control, Communications, Computers and Intelligence (PEO C4I)
Acquisition of Information Dominance
Statement A: Approved for public release, distribution is unlimited (23 NOVEMBER 2009)
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About PEO C4I
Workforce• Civilian: 204• Military: 68
FY09 Total Obligation Authority (based on PB10)• Research & Development: $542M• Procurement, Navy: $1,004M• Operations & Maintenance, Navy: $437M• Ship Conversion, Navy: $1351M
Programs - Total: 132• ACAT I: 8* ACAT II: 4 ACAT III & Below: 119• Rapid Deployment Capabilities (RDCs): 1
Platforms Supported – FY09• Afloat: 260 Shore: 220 Expeditionary: 34
*Includes: IAC – 3 IAM – 2 (1-DISA/1-PEO C4I)IC – 2 PreMAIS/MDAP - 1
updated 22 October 2009
Navy C4I Key Facts
More than 170,000 C4I users
More than 5,200 radios fielded
More than 2,700 annual installations
More than 700 applications supported
Average/fielded bandwidth capability Carrier: 4 mbps - 24mbpsDestroyer: 512 kbps - 8mbpsSubmarine: 128 kbps
Average technology refresh18 months
Average time to market Initial fielding: 36 monthsFull Fielding: 8-10 years
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Today’s Information Environment…
• The world is changing dramatically… IT is driving the change, leading to an explosion in volume
Our C2 and networks are increasingly vulnerable
… but IT is creating opportunities to dramatically increase the Navy’s warfighting capabilities
199516M Internet Users
20101.65B Internet Users
2001513M Internet Users
By 2049, a $1,000 computer will exceed the computational capabilities of the human race
-- Shift Happens, February 8, 2007
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The Opportunity
• We are at threshold of a new era in the history of warfare…faced with formidable challenges and game-changing opportunities
• Information is no longer an enabler, but a core warfighting capability
• Navy must transform to dominate in this new environment
This Navy Transformation is as important as Sail to Steam… Battleships to Carriers… Nuclear Power at Sea
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Be the DOD Role Model for C4I Acquisition Excellence
PEO C4IStrategic Priorities
GOALS
PEO C4I VisionInformation Dominance; Anytime, Anywhere …
PEO C4I Mission Provide integrated communication and information technology systems that enable
Information Dominance and the command and control of maritime forces
Acquisition Excellence Leadership Continuous Improvement
INTEGRITY DEDICATION TO WORKFORCE FLEET FOCUS EXCELLENCE TEAMWORK INNOVATION
Institutionalize lean, consistent, transparent, end-to-end business
processes
Shape and align programs to achieve a
cost-effective, fully integrated PEO C4I
portfolio
Improve readiness of PEO C4I products and sustainment
support services for the maritime forces
Be the C4I Provider for
maritime forces and partner
organizations
Foster a proficient, agile, empowered
and diverse acquisition workforce
ASN (RDA) Strategic Priorities
Get the Requirements Right Make Every Dollar Count Rebuild the Acquisition Workforce
Be Accountable For Disciplined Program Performance Foster a Healthy Industrial Base
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Unique Maritime Challenges
• Expansive Physical Environment From the ocean floor to outer space and
everything in between
• High Volume of Data Linking Vessel, People, Cargo, Infrastructure
data from multiple and disparate sources, Then getting it to the tactical edge in a relevant
format
• New Partners Traditional: Coalition partners and
Interagency organizations drive cross-domain and releasable solutions
Non-Traditional: new International and Interagency partners drive Non-classified solutions
Nearly three quarters of the planet is covered by water.-- A Cooperative Strategy for 21st Century Seapower
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Commercial Trends
Network as a platform Collaborative decision
making Social networking Standardization to maximize
returns Data Center consolidation Supply Chain efficiency
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Information Technology Evolution
Info
rmat
ion
Driv
en C
apab
ility
• Central computer center• Software in computer center only• Work brought to the computer center
1950 1960 1970 1980 1990 2000 2010 2020
1. Centralized - Mainframe
2. Networked - Decentralized
3. Internet - Cloud
• PC enabled and network• Software distributed in both server and client computers
• Work from the user location
• Virtualized compute; global network enabled
• Software decoupled from hardware
• Work from anywhere
Adding functional capability has become easier with each new wave
We are in early stages of Wave 3 information technology
Mainframe and Client-Server waves remain in place
Waves represent many co-dependent technologies, matured over time
But enterprise infrastructure gaps & vulnerabilities are far more critical
Navy is using Wave 2 processes – but requires Wave 3 capability
Information Dominance Opportunity Dilemma
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PEO C4I Strategy Meeting the Challenges
PROGRAM / TECHNICAL
GOALS
OPERATIONAL BENEFITS
ACQUISITIONGOALS
• Continue migration toward Open Architecture• Reduce applications • Reduce servers, but increase utilization & capacity• Transform application programs into community of
interest service providers
• More responsive to fleet readiness requirements• Increased supportability and standardization• Increased system interoperability & network security• Increased joint alignment
• Accelerate delivery by leveraging rapid acquisition processes
• Pursue common solutions and integration programs• Leverage commercial technology and innovation
Jointness / Interoperability Faster Delivery Bang For The Buck
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GCCS-M 4.0• Client-Server• Multiple Tests/Certs• Interdependencies
ORD Full-Rate Production
OPEVAL FOC
OOMA• Client-Server• Multiple Tests/Certs• ACAT I Program
Development Began Multiple DT/OT Events
1995 2000
FieldingDecision
ProgramInitiation
2005 2010
FOC
Windows OS
CPU
NT WIN 2K XP Vista
486 Pentium
MDA Development Initiated
PORInitiation
R3B QRA FRP
MDA Spiral 1• 8 Physical sites• 8 Web Access sites• 4 NCE Web Access sites
Pentium II Pentium 4 Core 2
Windows 7
MedfieldQuad Core
Innovative AcquisitionAddressing Faster Delivery
Need innovative acquisition to keep pace with technology
ULV OA
RDC SSVQRA
CBSP• 3 Terminal Variants• Initial Delivery SSV – 7 mos• RDC - MS C – 30 mos
MS C
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Rapid Acquisition Projects
Commercial Broadband
Satellite Program
Subnet Relay / High Frequency Internet
Protocol
Automatic Identification
System
Wireless Reachback
System
• Rapid Deployment Capabilities (RDCs): Tailored, streamlined approach for initiating and
managing development of a capability Expedites technical, programmatic, and financial
decisions as well as procurement processes PEO C4I has executed 4 RDC programs, averaging
13 months from designation to delivery of initial capability
• Urgent Operational Needs Statements (UONS): Combatant Commander-identified life- or combat-
mission-threatening need Based on unforeseen military requirements that must
be resolved in days, weeks or months PEO C4I delivered solutions for 4 UONS within weeks
• Maritime Domain Awareness (MDA): SECNAV-directed special project Provides threat detection, vessel tracking and anomaly
detection capability, and ability to share data with law enforcement
PEO C4I delivered initial capability in 13 months
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Open Architecture (OA) Technical Migration Strategy
Achieving Speed to C
apability
CommunicationsMulti Band
Software DefinedIP
Network InfrastructureCommon Computing Environment
Enterprise ServicesThin Clients
C2 & ISR Applications Community of InterestServices
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DDG Bandwidth
ADNS incremental upgrades, EBEM/ESEM implementation, and WGS launches enable more efficient bandwidth utilization and higher bandwidth allocations.
2011
2009
20042003
Mbps
12510050211815129630
Bandwidth ImprovementDDG
INMARSAT
64k
SHF Timeplex
2048KSHF/EBEM
ADNS Inc IIB
8192K
SHF/EBEM/ESEM/Ka
ADNS Inc III
25000K
(ADNS Inc III Objective)
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Rapid Acquisition Networks
• iPhone™ model moving forward CANES is our key enabling
program – the platform for warfighting “apps”
Separate hardware and software
ISNS EA reduced total number of racks by 30%
Facilitate Agility at Network Speed
• Case Study: GCCS-M 4.X & XCOP
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eXtensible Common Operational Picture (XCOP)
• Immediate Impact on GCCS-M PoR Materiel solution approval to IOC in 9 months Accelerates 3.X retirement by 3 years
• C2 Opportunity Drivers INFOCON 3 (accelerate 3.X retirement) GCCS-J delays and suitability issues
• Key Capability ONR Future Naval Capability (FNC) Effort;
Trident Warrior tested Automated Information System (AIS) Track
Manager Aug ’09 Gate Review approved XCOP as Core
of GCCS-M alternate materiel solution
Enables Rapid Transition of Information Superiority Tools
XCOP Displays
• Game Changing Opportunities C2 Rapid Prototype Continuum
(C2RPC) Advanced ASW Toolset already fielded
at CTF 74 Maritime Tactical C2 (MTC2) JC2C User Defined Operational Picture
(UDOP)
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Integrated Capability
DCGS-N
GCCS-M
NM
T
DCGS-N
GCCS-MCANES
Development Integration Delivery
Integrated Package Seamless CapabilityIndividual Systems
CBSP
NMT CB
SPExample: Common Submarine Radio Room
• >$700M avoided• Eliminated multiple:
S/W development, sustainment & accreditation Test & integration processes Training pipelines
CANE
S
ADNS ADNS
C4I Integration Programs
• Centrally managed, open architecture• Common across all submarine classes• Leverages existing acquisition
programs• Integrates GOTS, COTS, NDI
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Coming Soon …
SPAWAR Space Field Activity
SSC Pacific
SSC Atlantic
CURRENT READINESS REPORTING
Deployable JointCommand and Control
PMW 140
Battlespace Awareness & Information Operations
PMW 120
Command and Control PMW 150
Tactical Networks PMW 160
International C4I Integration
PMW 740
Carrier and Air Integration PMW 750
Ship IntegrationPMW 760
Submarine Integration PMW 770
Shore and Expeditionary Integration
PMW 790
PEO C4IMr. Chris Miller
SPAWARRADM M. BachmannVICE DEPUTY
PRINCIPAL DEPUTY
INTELLIGENCE
PRINCIPAL MILITARY DEPUTY
ASN(RDA)Assistant Secretary of the Navy
(Research, Development & Acquisition)
CNOChief of Naval Operations
Communications PMW 170
Selected as SCC Selected as SCC Atlantic Technical Atlantic Technical
Director; Director; reporting in reporting in
January 1010January 1010
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• Further a unifying organizational vision and strategy
• Demand partnership, collaboration and transparency
• Leverage diversity and innovation
• Seek ways to better connect emerging technologies and Acquisition Programs
• Foster a culture of Continuous Process Improvement
Looking Forward
“When the wind of change blowssome build walls, others build windmills”
-- Chinese Proverb
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We get it.We also integrate it, install it and support it. For today and tomorrow.
