Evolving R&D and Acquisition Strategies for GWOT

1. Evolving R&D and Acquisition Strategies for GWOT 27 March 2008 David Ludwig Deputy Program Executive Officer, PEO Command, Control, Communications Tactical

2. A Warfighter’s Perspective Rapidly deliver mission-relevant, soldier-friendly capabilities Rapid, Rotation Set Fielding Threat-Adaptable SoS Training 24x7x365 In-Theatre Support Given these challenges, how does the R&D community adapt to a ‘Need It Now’ environment that leverages COTS technology?

3. Continuous communication between PEO and S&T communities Aligning the Requirements, S&T, and Acquisition Communities PEO C3T Process Example PEO C3T Systems Engineering & Integration (SE&I) Directorate 1 – PMs specify and prioritize S&T technology gaps 2 – SE&I shapes S&T project portfolio 0 – PMs assess TRADOC capability gaps & POR requirements 4 – SE&I oversees S&T project execution & facilitates transition to PMs 3– SE&I aligns and tracks S&T projects PEO Community S&T Community PMs must be key execution stakeholders SoS Engineering shapes the S&T solution space

4. PEO C3T S&T Integration Strategy • 1. Drive SoS engineering solutions… • Execute through the PEO’s Systems Engineering IPT • Identify and prioritize technology gaps at the PEO(s)-level • Focus the S&T investment for the PEO(s) 2. Institutionalize a formal repeatable process at the GO/SES level 3. Gain understanding of S&T program approval and execution process 4. Expand the S&T Resource Network

5. C 4 ISR Priorities 1 2 3 R 4 E S 5 O 6 U R 7 C 8 E S 9 10 Prioritizing S&T Execution Aligning Limited S&T Resources with Prioritized Operational Needs PEO C3T Top 20 S&T Priorities Technology Transition Matrix (T2Matrix) https://t2matrix.kc.us.army.mil “We must be able to focus by priority” – Dr. Killion, 27 Sep 2005

6. Transitioning S&T Solutions to PORs • Successes • In Theatre • Command Post of the Future • DARPA-developed, PEO C3T POR for Commander/Staff decision-making • TIGR • DARPA-developed capability for Co and below intelligence gathering & planning • Emerging Contender • Wireless Network After Next (WNAN) • DARPA developing potential low-cost soldier radio capability • Challenges • “Operationalizing” • Delivering Warfighter-Focused v. Technology Policy-Driven Solutions • Resourcing • Aligning S&T Funding with Acquisition/ Warfighter Priorities • Execution Ownership • Engaging PMs early (and often) in the S&T process

7. Command Post of the Future (CPOF) Users Corps through Battalion Commanders and Staff Officers • DARPA developed, PEO C3T fieldedexecutive level decision support system provides shared situational awareness and collaborative tools to support decision making, cross functional planning, and execution Primary Commander Data Exchanges Friendly Positions Significant Activities Graphics CPOF Collaborative Environment 3D Map view & Specialized Force Visualization Tools Custom Commander’s Workspace View into other User’s Shared Workspaces Voice conferencing capability • First Deployed to Iraq • with 1CD in 2004 • Now fielding to all • rotational Units as • PEO C3T POR

8. Rifleman Radio Challenge GPS Policy Waiver Required Encryption Policy Waiver Required JTRS Waiver SA Policy Clarification Required Significant obstacles must be overcome to make Rifleman Radio a reality Objective - Pursue affordable CDS at Pltn/Sqd Leader Encryption Implementation GPS JTRS Compliance Action Required PLI Classification PLI Injected to COP Com’l GPS Desired (SAASM at Pltn/Sqd Leader Only) AES-256 Type III Desired Non SCA Solution Sample Issues Localized PLI Desired SBU Near Term - Sqd/Pltn Leader PLI Only Desired State Source: CERDEC Challenge: Forging an S&T—Acquisition community partnership to deliver cost-effective, timely solutions for the Warfighter

9. PEO C3T Technology Transition POCs Kay Griffith-Boyle, Linda.GriffithBoyle@us.army.mil Grace Xiang, QiPing.Xiang@us.army.mil

10. Commercial Best Practices vs.PEO C3T S&T Management Processes

11. Technology Transition BarriersLessons Learned

12. C4ISR S&T Management Policy (26 Sep 2006) • Common C4ISR S&T Management Process • T2Matrix as Central Repository • Prioritization of Technology Gaps • PEO be the Sole Endorsing Authority and Annual Program Review * • PEO be the Sole Approving Authority for Agreements and Annual Revalidation * * PM concurrence is prerequisite PEO-Level S&T Management Policies • PEO C3T Technology Transition Memo (28 Sep 2005) • Futures Office is Assigned as Centralized Manager for Technology Transition Planning and Execution • Each PM will address all S&T investments in their Program Review • Each PM is Directed to Appoint T2 POCs

13. 7 5 1 Feb Update Tech Gaps semi-annual update by PM T2 POCs Top 15 Priorities Announcement Aug-Sep Update Tech Gaps annual update by PM T2 POCs Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2 2 Oct SE IPT Tier II Peer Review (PM SE Leads) 4 20 Nov SE IPT Annual GO/SES Technology Gaps Panel Session 6 Public Releasable Subset of Tech Gaps SBIR .2 Topic Solicitation S&T POM ATO WTC Review ATO, TTI Proposal PEO C3T S&T Mgt Process isSynchronized with DA S&T Activities 3 30 Oct SE IPT Tier I Peer Review (PMs) DA S&T Activities