Date post: | 26-Dec-2015 |
Category: |
Documents |
Upload: | godwin-lee |
View: | 213 times |
Download: | 1 times |
Modeling & SimulationIn EnterpriseArchitectures
Modeling & SimulationIn EnterpriseArchitectures
Stephen J. Swenson
October 22, 2003
“It is the last lesson of modern science, that the highest simplicity of structure is produced, not by few elements, but by the highest complexity.”
Ralph Waldo Emerson, “Goethe; or, the Writer”
“Life was simple before World War II. After that, we had systems.”
RADM Grace Hopper
DefinitionsDefinitions Model
A physical, mathematical, or otherwise logical representation of a system, entity, phenomenon, or process.
Simulation A method for implementing a model over time.
Modeling and Simulation (M&S) The use of models, including emulators, prototypes,
simulators, and stimulators, either statically or over time, to develop data as a basis for making managerial or technical decisions. The terms "modeling" and "simulation" are often used interchangeably.
Model A physical, mathematical, or otherwise logical representation
of a system, entity, phenomenon, or process.
Simulation A method for implementing a model over time.
Modeling and Simulation (M&S) The use of models, including emulators, prototypes,
simulators, and stimulators, either statically or over time, to develop data as a basis for making managerial or technical decisions. The terms "modeling" and "simulation" are often used interchangeably.
Source: Defense Modeling and Simulation Office Glossary of TermsSource: Defense Modeling and Simulation Office Glossary of Termshttps://www.dmso.mil/public/resources/glossary/
IntegratedIntegratedSystem TestSystem Test
ExploitationExploitation
ConceptConceptDevelopmentDevelopment
TrainingTraining
Mission PlanningMission PlanningAnd RehearsalAnd Rehearsal
OperationalOperationalTestTest
LogisticsLogistics
DevelopmentalDevelopmentalTestTest
PerformancePerformanceLimit TestingLimit Testing
TacticsTacticsDevelopmentDevelopment
VulnerabilityVulnerabilityStudiesStudies
PerformancePerformanceAssessmentAssessment
Uses (e.g.) of M&S in DoDUses (e.g.) of M&S in DoD
Vision for DoD TransformationVision for DoD Transformation
“The two truly transforming things might be in information technology and information operating and networking…connecting things in ways that they function totally differently than they had previously.
“And if that’s possible…then possibly the single most transforming thing in our Force will not be a weapon system, but a set of interconnections and a substantially enhanced capability because of that awareness.”
Secretary of Defense Donald Rumsfeld, 9 August 2001
“The two truly transforming things might be in information technology and information operating and networking…connecting things in ways that they function totally differently than they had previously.
“And if that’s possible…then possibly the single most transforming thing in our Force will not be a weapon system, but a set of interconnections and a substantially enhanced capability because of that awareness.”
Secretary of Defense Donald Rumsfeld, 9 August 2001
capability capability
Assessment
Capability Roadmap
capability
task a
task b
task c
20162004 2006 2008 2010 2012 2014
capability
Resource Strategy
2004 2006 2008 2010 2012 2014
capability
sys 3SLEP
sys 1block
upgradenew sys
FOC sys 2end of svc life
FE
ED
BA
CK
training change
field new organization
system 1
system 2
system 3
system 4
system 5
system 6
task
a
task
b
task
c
task
d
task
e
task
f
task
g
Proposed Methodology (From JCS J8)Proposed Methodology (From JCS J8)
NationalNationalMilitary Military StrategyStrategy
NationalNationalMilitary Military StrategyStrategy
JointJoint VisionVisionJointJoint
VisionVision
Service Service OperatingOperatingConceptsConcepts
Service Service OperatingOperatingConceptsConcepts
JointJointCapstone Capstone ConceptConcept
JointJointCapstone Capstone ConceptConcept
JointJointOperating Operating ConceptsConcepts
JointJointOperating Operating ConceptsConcepts
Concepts
DM DM
Dominant ManeuverArchitecture
Precision EngagementArchitecture
Full DimensionalProtection Architecture
Intel, Surveillance, Recon Architecture
Dominant ManeuverArchitecture
Dominant ManeuverArchitecture
Precision EngagementArchitecture
Precision EngagementArchitecture
Full DimensionalProtection Architecture
Full DimensionalProtection Architecture
Focused LogisticsArchitecture
Joint Force C2Architecture
Joint Force C2Architecture
Joint Force C2Architecture
Intel, Surveillance, Recon ArchitectureIntel, Surveillance, Recon Architecture
Architectures
TECHNOLOGY Character of Information Age Warfare
TECHNOLOGY Character of Information Age Warfare
“New rules for a new era”
• Emerging discontinuities in warfare• Advantages from “small, fast, and many”• Substituting information for tonnage• Rebalancing military forces for future ops• Defining new operational concepts with
proper breadth and mix of capabilities
• Emerging discontinuities in warfare• Advantages from “small, fast, and many”• Substituting information for tonnage• Rebalancing military forces for future ops• Defining new operational concepts with
proper breadth and mix of capabilities
TERRORISMImpact of 9/11TERRORISMImpact of 9/11
• Globalization, new rule set,“system perturbation”**• “Era of invulnerability is over… surprise is back”*• Willingness to spend “projected surplus” for security• National priorities have shifted• Homeland security the top security priority• Successes of NCO in Afghanistan (OEF)
• Globalization, new rule set,“system perturbation”**• “Era of invulnerability is over… surprise is back”*• Willingness to spend “projected surplus” for security• National priorities have shifted• Homeland security the top security priority• Successes of NCO in Afghanistan (OEF)
TENSION Resource Constraints
TENSION Resource Constraints
• QOL, O&S costs continue to trump modernization• Aging force growing more costly• Huge bow waves in aviation, shipbuilding persist• Finding $ for transformation and modernization• Program divestiture where returns are decreasing
or “not contributing to (benefiting from) the net” • Reduced buys of legacy systems
• QOL, O&S costs continue to trump modernization• Aging force growing more costly• Huge bow waves in aviation, shipbuilding persist• Finding $ for transformation and modernization• Program divestiture where returns are decreasing
or “not contributing to (benefiting from) the net” • Reduced buys of legacy systems
TRANSFORMATIONNew Administration Seeking
Change (& Strategy )
TRANSFORMATIONNew Administration Seeking
Change (& Strategy )
• DPG/QDR force sizing debate• Balancing risks (insufficient resources)• Regional balance / assured access• Capabilities-based planning• Promotion of innovation & experimentation• More entrepreneurial requirement process• Pervasive realignment underway
• DPG/QDR force sizing debate• Balancing risks (insufficient resources)• Regional balance / assured access• Capabilities-based planning• Promotion of innovation & experimentation• More entrepreneurial requirement process• Pervasive realignment underway
*DEPSECDEF P. Wolfowitz; ** T. Barnett, Office of Force Transformation
Four Catalysts …Four Catalysts …
Business Process Changes Stronger Government / Industry
Collaboration Rapid Prototyping Rapid Technology Insertion Experimentation Human Systems Integration ReAlignment
Business Process Changes Stronger Government / Industry
Collaboration Rapid Prototyping Rapid Technology Insertion Experimentation Human Systems Integration ReAlignment
Operational System Changes FORCEnet Global Information Grid Network-Centric Enterprise Services Information Warfare Cooperative Engagement Sensor-to-Shooter Large-N / Swarm Small, Fast, Many Uninhabited / Unmanned Vehicles Non-traditional Sensors Non-traditional Threats
Operational System Changes FORCEnet Global Information Grid Network-Centric Enterprise Services Information Warfare Cooperative Engagement Sensor-to-Shooter Large-N / Swarm Small, Fast, Many Uninhabited / Unmanned Vehicles Non-traditional Sensors Non-traditional Threats
…Which Means…Which Means
INFRASTRUCTURE Human Resources Contracting Practices Networks Knowledge / Data
Management Work Flow Management
NTEROPERABILITY Simulation-to-Simulation Simulation Composability Lexical / Semantic
Descriptions Battlespace Taxonomies and
Ontologies
INFRASTRUCTURE Human Resources Contracting Practices Networks Knowledge / Data
Management Work Flow Management
NTEROPERABILITY Simulation-to-Simulation Simulation Composability Lexical / Semantic
Descriptions Battlespace Taxonomies and
Ontologies
CONTENT Human Behaviors Large-N System Behaviors C2 Modeling Network Modeling Environment Modeling Effects Modeling Materiel Modeling
Traditional Threat Non-Traditional Threat Advanced Blue Systems
Content Performance Time, Space
ARCHITECTURES
CONTENT Human Behaviors Large-N System Behaviors C2 Modeling Network Modeling Environment Modeling Effects Modeling Materiel Modeling
Traditional Threat Non-Traditional Threat Advanced Blue Systems
Content Performance Time, Space
ARCHITECTURES
M&S Community ChallengesM&S Community Challenges
The Navy Modeling & Simulation Standards
Project
The Navy Modeling & Simulation Standards
ProjectSupported by Government and Industry
ADVOCATE: M&S
Community Outreach and Education Program.
NOMINATE: Identify
the need for Navy
M&S Standards and
Best Practices.
EVALUATE: Technical Review by a team of M&S experts with feedback from M&S Community.
The Navy M&S Community and
Industry are invited and
encouraged to nominate M&S
standards (including protocols,
techniques and processes) that
will support the use and reuse of
Navy models, simulations, and
data. The steps within the Navy’s
M&S Standards Process focus on
three key activities: Nominate,
Evaluate and Advocate Navy
M&S standards. Essential to these
key elements are an automated
web tool suite; facilitated support
to address and surmount
challenges; and M&S experts to
review, leverage and refine
appropriate standards.
Concept of OperationsConcept of Operations
Government Nominate Industry
Advocate Evaluate
CONCEPT OF OPERATIONS
Dell Lunceford (AMSO) Chuck Maclean (NIST) Ron Hofer (UCF / IST) Bernie Zeigler (Univ. of Arizona) Warren Katz (MaK Technologies) Bill Tucker (Boeing) Jean-Louis Igarza (NATO) Andrew Vallerand (DND Canada) Dylis Grant (QinetiQ) Bjorn Moller (Pitch) Simone Youngblood (DMSO) Gunnar Ohlund (FMV Sweden) Phil Zimmerman (DMSO) Bob Lutz (JHU/APL) Bill Waite (Aegis Technologies) Gabriel Wainer (Carleton University) Paul Foley (DMSO) Mike Conroy (NASA) Tom Johnson (Analytical Graphics) Sam Fragapane (AFAMS) Jeff Fogle (Northrop-Grumman TASC)
Dell Lunceford (AMSO) Chuck Maclean (NIST) Ron Hofer (UCF / IST) Bernie Zeigler (Univ. of Arizona) Warren Katz (MaK Technologies) Bill Tucker (Boeing) Jean-Louis Igarza (NATO) Andrew Vallerand (DND Canada) Dylis Grant (QinetiQ) Bjorn Moller (Pitch) Simone Youngblood (DMSO) Gunnar Ohlund (FMV Sweden) Phil Zimmerman (DMSO) Bob Lutz (JHU/APL) Bill Waite (Aegis Technologies) Gabriel Wainer (Carleton University) Paul Foley (DMSO) Mike Conroy (NASA) Tom Johnson (Analytical Graphics) Sam Fragapane (AFAMS) Jeff Fogle (Northrop-Grumman TASC)
Community Community LeadersLeaders
InternationalInternational
GovernmentGovernment
IndustryIndustry
AcademiaAcademia
Community Community LeadersLeaders
InternationalInternational
GovernmentGovernment
IndustryIndustry
AcademiaAcademia
Standards reflect a consensus about shared knowledge and experience that is economically beneficial to a community of interest.
Key enabler of efficiency and optimization in the development of simulation systems.
Open standards create a competitive marketplace for vendors on a level playing field.
Killer of the stovepipe. They can spur, and benefit from, increased research. Standards do not stifle creativity – they are a platform on
which creativity builds. Without appropriate M&S/data standards, we have
chaos!
Standards reflect a consensus about shared knowledge and experience that is economically beneficial to a community of interest.
Key enabler of efficiency and optimization in the development of simulation systems.
Open standards create a competitive marketplace for vendors on a level playing field.
Killer of the stovepipe. They can spur, and benefit from, increased research. Standards do not stifle creativity – they are a platform on
which creativity builds. Without appropriate M&S/data standards, we have
chaos!
Perspectives on Standards
Perspectives on Standards
ComposabilityComposability Composability is the ability to put together a piece of
software from several components. This is an essential property for building large and complex systems as it enables modularization and separation of concerns.
E.g. Legos Interchangeable parts Local area networks Object oriented programming Java Beans
Composability is the ability to put together a piece of software from several components. This is an essential property for building large and complex systems as it enables modularization and separation of concerns.
E.g. Legos Interchangeable parts Local area networks Object oriented programming Java Beans
Advantages• End user flexibility• Component reusability• Separation of concerns• Ease of test (system of systems
perspective• Abstraction of details• Speed delivery of product
Advantages• End user flexibility• Component reusability• Separation of concerns• Ease of test (system of systems
perspective• Abstraction of details• Speed delivery of product
… … Our Challenge is CONTEXT DEPENDENT composabilityOur Challenge is CONTEXT DEPENDENT composability… … Our Challenge is CONTEXT DEPENDENT composabilityOur Challenge is CONTEXT DEPENDENT composability
Dealing with new requirementsDealing with new requirements
LMMSLMMS(Large, Monolithic, (Large, Monolithic, Mega-Simulation)Mega-Simulation)
LMMSLMMS(Large, Monolithic, (Large, Monolithic, Mega-Simulation)Mega-Simulation)
His additionHis addition
Her additionHer addition
My additionMy addition
My-LMMSMy-LMMS(My Large, Monolithic, (My Large, Monolithic,
Mega-Simulation)Mega-Simulation)
Pennies from heaven
Pennies from heaven
Vito’sVito’sThreatThreat
SAM ModelSAM Model
Herb’sHerb’sF-18 E/FF-18 E/F
ModelModel
Joe’sJoe’sEO/IREO/IR
EnvironmentEnvironment
Betty’sBetty’sBackgroundBackgroundAir TrafficAir Traffic
ModelModel
My RadarSystemModel
Sally’sSally’sFLIRFLIRModelModel
Sim
ulat
ion
Eng
ine
Sub-optimalAnalysis
SpaghettiCode
Expensive
Simulation Challenged
Desirable
Draft Goals for Navy M&S StandardsDraft Goals for Navy M&S Standards
To enable the Navy Mission and Vision by aligning M&S Development, Identification, Evaluation, and Advocacy through standards.
To improve structure and discipline in the Modeling and Simulation Community by inculcating architectural concepts, ensuring the common use of architectures, and fostering interoperability among architectures.
Provide standards for the composability of Naval M&S activities.
Provide standards for the content and the description of content of Naval M&S and related data.
To improve modeling and simulation business practices by identifying best practices and standards for the acquisition, execution, and employment of modeling and simulation tools.
To enable the Navy Mission and Vision by aligning M&S Development, Identification, Evaluation, and Advocacy through standards.
To improve structure and discipline in the Modeling and Simulation Community by inculcating architectural concepts, ensuring the common use of architectures, and fostering interoperability among architectures.
Provide standards for the composability of Naval M&S activities.
Provide standards for the content and the description of content of Naval M&S and related data.
To improve modeling and simulation business practices by identifying best practices and standards for the acquisition, execution, and employment of modeling and simulation tools.
CU
LT
UR
EC
UL
TU
RE
TE
CH
NO
LO
GY
TE
CH
NO
LO
GY
BU
SIN
ESS
BU
SIN
ESS
T*E*A*M*S
TTorpedo orpedo EEnterprise nterprise AAdvanced(ing) dvanced(ing) MModeling odeling
and and SSimulation imulation
InitiativeInitiative
Shortfalls of Existing CapabilityShortfalls of Existing Capability
OLD SOFTWARE OLD SOFTWARE PARADIGMPARADIGM
• High maintenance costs
• Difficult to acquire new talent
• Does not take advantage of rapidly advancing software development technologies
• Does not adhere to emerging software standards
• Limited flexibility
• Monolithic products
OLD SOFTWARE OLD SOFTWARE PARADIGMPARADIGM
• High maintenance costs
• Difficult to acquire new talent
• Does not take advantage of rapidly advancing software development technologies
• Does not adhere to emerging software standards
• Limited flexibility
• Monolithic products
LACK OF LACK OF INTEROPERABILITY INTEROPERABILITY AND REUSABILITYAND REUSABILITY
• Unnecessary and costly redundancy
• Limited consistency across enterprise
• Limited compliance with DoD interoperability standards
• Isolation from other communities
LACK OF LACK OF INTEROPERABILITY INTEROPERABILITY AND REUSABILITYAND REUSABILITY
• Unnecessary and costly redundancy
• Limited consistency across enterprise
• Limited compliance with DoD interoperability standards
• Isolation from other communitiesDYSFUNCTIONALDYSFUNCTIONAL
CULTURECULTURE
• Competition v. Cooperation
• Now v. Then
• Not Invented Here
DYSFUNCTIONALDYSFUNCTIONAL
CULTURECULTURE
• Competition v. Cooperation
• Now v. Then
• Not Invented Here
NON-STANDARD NON-STANDARD PROCESSESPROCESSES
• Requirements
• Testing
• Documentation
• Configuration Management
• Resourcing
• Sharing
NON-STANDARD NON-STANDARD PROCESSESPROCESSES
• Requirements
• Testing
• Documentation
• Configuration Management
• Resourcing
• Sharing
Shortfalls of Existing CapabilityShortfalls of Existing Capability
OLD SOFTWARE PARADIGM
• High maintenance costs
• Difficult to acquire new talent
• Does not take advantage of rapidly advancing software development technologies
• Does not adhere to emerging software standards
• Limited flexibility
• Monolithic products
LACK OF INTEROPERABILITY AND REUSABILITY
• Unnecessary and costly redundancy
• Limited consistency across enterprise
• Limited compliance with DoD interoperability standards
• Isolation from other communities
DYSFUNCTIONAL
CULTURE
• Competition v. Cooperation
• Now v. Then
• Not Invented Here
NON-STANDARD PROCESSES
• Requirements
• Testing
• Documentation
• Configuration Management
• Resourcing
• Sharing
• Lack of direction; loss of focus, Lack of direction; loss of focus, unvectored thrustunvectored thrust
• Difficult to adapt to [rapidly] changing Difficult to adapt to [rapidly] changing technology, business, and operational technology, business, and operational environmentsenvironments
• Efforts not sharedEfforts not shared
• Difficult to attract new talentDifficult to attract new talent
• Inconsistent resultsInconsistent results
• Loss of credibilityLoss of credibility
• Lack of direction; loss of focus, Lack of direction; loss of focus, unvectored thrustunvectored thrust
• Difficult to adapt to [rapidly] changing Difficult to adapt to [rapidly] changing technology, business, and operational technology, business, and operational environmentsenvironments
• Efforts not sharedEfforts not shared
• Difficult to attract new talentDifficult to attract new talent
• Inconsistent resultsInconsistent results
• Loss of credibilityLoss of credibility
End StatesEnd States Analysts identify required components, assemble components into a requirement-specific
simulation tool, document the tool’s configuration, and begin a study within 48 hours of initial tasking.
A fully integrated team of [weapon enterprise] model developers, testers, users, and sponsors define M&S strategic goals, standards, and processes
Component models developed for one program are “plug compatible” with models developed for other programs (I.e. pay once)
Corollary: Modeling content built for one phase of weapon development is usable in all subsequent phases of weapon development
Corollary: Technology, acquisition, operational, etc decisions are based on consistent model results
Confidence in undersea weapon models is high because each component model is developed according to a standard specification (I.e. interface and structure), tested according to a standard process, and integrated into requirement-specific simulation tools according to standard practices.
Content developers are free to focus on content and to innovate “on top of standards” unfettered by peripheral (I.e. non-content) concerns.
A Modeling and Simulation Resource Repository (MSRR) compliant “card catalog” (meta-data) of undersea weapon models, environments, and threats is available to the entire weapons enterprise.
Analysts identify required components, assemble components into a requirement-specific simulation tool, document the tool’s configuration, and begin a study within 48 hours of initial tasking.
A fully integrated team of [weapon enterprise] model developers, testers, users, and sponsors define M&S strategic goals, standards, and processes
Component models developed for one program are “plug compatible” with models developed for other programs (I.e. pay once)
Corollary: Modeling content built for one phase of weapon development is usable in all subsequent phases of weapon development
Corollary: Technology, acquisition, operational, etc decisions are based on consistent model results
Confidence in undersea weapon models is high because each component model is developed according to a standard specification (I.e. interface and structure), tested according to a standard process, and integrated into requirement-specific simulation tools according to standard practices.
Content developers are free to focus on content and to innovate “on top of standards” unfettered by peripheral (I.e. non-content) concerns.
A Modeling and Simulation Resource Repository (MSRR) compliant “card catalog” (meta-data) of undersea weapon models, environments, and threats is available to the entire weapons enterprise.
Modeling and simulation is matter-of-fact. Focus is on putting better Modeling and simulation is matter-of-fact. Focus is on putting better ordnance in the hands of the warfighter -- cheaper and faster.ordnance in the hands of the warfighter -- cheaper and faster.
Modeling and simulation is matter-of-fact. Focus is on putting better Modeling and simulation is matter-of-fact. Focus is on putting better ordnance in the hands of the warfighter -- cheaper and faster.ordnance in the hands of the warfighter -- cheaper and faster.
To Achieve the End States:To Achieve the End States: Technology
Modeling content (quality, fidelity, critical mass) Simulation framework(s) Repository (card catalog model) – web, MSRR compliant Human-machine interface(s)
Standards / Formalisms Interoperability standards: common vocabulary (lexicon), grammar (syntax),
world view (taxonomies, ontology), understanding (semantics) Process standards: common model development, VV&A and integration
processes Documentation standards: common templates and documentation
requirements Evolved Culture
Enterprise-wide cooperation is the rule; competition is the (sometimes advantageous) exception
Individual technical contributions are encouraged and efficiently managed
Technology Modeling content (quality, fidelity, critical mass) Simulation framework(s) Repository (card catalog model) – web, MSRR compliant Human-machine interface(s)
Standards / Formalisms Interoperability standards: common vocabulary (lexicon), grammar (syntax),
world view (taxonomies, ontology), understanding (semantics) Process standards: common model development, VV&A and integration
processes Documentation standards: common templates and documentation
requirements Evolved Culture
Enterprise-wide cooperation is the rule; competition is the (sometimes advantageous) exception
Individual technical contributions are encouraged and efficiently managed
CommonCommonFrame ofFrame ofReferenceReference
Standards-Based Collaborative EnvironmentStandards-Based Collaborative Environment
Common ProcessesCommon ProcessesCommon ProcessesCommon Processes
Consortium Organization OverviewConsortium Organization Overview
PROCESS IPTPROCESS IPTPROCESS IPTPROCESS IPT
Configuration Configuration Control BoardControl BoardConfiguration Configuration Control BoardControl Board
Executive Executive Steering GroupSteering Group
Executive Executive Steering GroupSteering Group
FRAMEWORK FRAMEWORK IPTIPT
FRAMEWORK FRAMEWORK IPTIPT
TECHNICAL TECHNICAL DESIGN IPTDESIGN IPT
TECHNICAL TECHNICAL DESIGN IPTDESIGN IPT
SystemsSystemsEngineering Engineering
GroupGroup
SystemsSystemsEngineering Engineering
GroupGroup
Manages standardsManages standardsManages standardsManages standards
PROCESS IPTPROCESS IPTPROCESS IPTPROCESS IPT
Configuration Configuration Control BoardControl BoardConfiguration Configuration Control BoardControl Board
Executive Executive Steering GroupSteering Group
Executive Executive Steering GroupSteering Group
FRAMEWORK FRAMEWORK IPTIPT
FRAMEWORK FRAMEWORK IPTIPT
TECHNICAL TECHNICAL DESIGN IPTDESIGN IPT
TECHNICAL TECHNICAL DESIGN IPTDESIGN IPT
SystemsSystemsEngineering Engineering
GroupGroup
SystemsSystemsEngineering Engineering
GroupGroup
Manages standardsManages standardsManages standardsManages standards
Oversees consortium, Oversees consortium, Oversees consortium, Oversees consortium, develops requirementsdevelops requirementsdevelops requirementsdevelops requirementsOversees consortium, Oversees consortium, Oversees consortium, Oversees consortium, develops requirementsdevelops requirementsdevelops requirementsdevelops requirements
Integrates Integrates Integrates Integrates IPTs IPTs IPTs IPTs w/weapons w/weapons w/weapons w/weapons community, USW community, USW community, USW community, USW community, community, community, community, DoD DoD DoD DoD
communitycommunitycommunitycommunity
Integrates Integrates Integrates Integrates IPTs IPTs IPTs IPTs w/weapons w/weapons w/weapons w/weapons community, USW community, USW community, USW community, USW community, community, community, community, DoD DoD DoD DoD
communitycommunitycommunitycommunity
Develops/maintains Develops/maintains Develops/maintains Develops/maintains standardsstandardsstandardsstandardsDevelops/maintains Develops/maintains Develops/maintains Develops/maintains standardsstandardsstandardsstandards
Develops taxonomy, Develops taxonomy, Develops taxonomy, Develops taxonomy, content, and interfacecontent, and interfacecontent, and interfacecontent, and interfaceDevelops taxonomy, Develops taxonomy, Develops taxonomy, Develops taxonomy, content, and interfacecontent, and interfacecontent, and interfacecontent, and interface
Develops common Develops common Develops common Develops common software environmentsoftware environmentsoftware environmentsoftware environmentDevelops common Develops common Develops common Develops common software environmentsoftware environmentsoftware environmentsoftware environment
THIS IS LARGELY A SOCIAL ENGINEERING CHALLENGE!THIS IS LARGELY A SOCIAL ENGINEERING CHALLENGE!
“The woods are lovely, dark and deep.But I have promises to keep,And miles to go before I sleep,And miles to go before I sleep.”
From Stopping By Woods on a Snowy Evening by Robert Frost
“The woods are lovely, dark and deep.But I have promises to keep,And miles to go before I sleep,And miles to go before I sleep.”
From Stopping By Woods on a Snowy Evening by Robert Frost
SEA SHIELD
SEA BASING
SEA STRIKE
SEA SHORE
SPACE
AIR
WARFIGHTER
SENSORSNETWORKS
DECISION AIDS WEAPONS
SEABED
TR AN SFOR MI NG I NFORMATI O N I NTO COMB AT POW ERFORCENET
21st Century
SEA SHORE
SPACE
AIR
WARFIGHTER
SENSORSNETWORKS
DECISION AIDS WEAPONS
SEABED
TR AN SFOR MI NG I NFORMATI O N I NTO COMB AT POW ERFORCENET
21st Century
Naval POWER 21
• Network Centric Warfare is the theory.• Net-Centric Operations is the concept.• FORCEnet is the process of making the theory and concept a reality.
Naval TransformationNaval Transformation