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Cap ISTAR A Common Services Approach to Decision Maker Support

Social. People. Persona. Information. Network. Real World. Cognitive. Cap ISTAR A Common Services Approach to Decision Maker Support. Virtual. Physical. Head of Capability (ISTAR) Air Commodore Tom Cross RAF. Role of Capability Sponsor (Cap ISTAR).

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Cap ISTAR A Common Services Approach to Decision Maker Support

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  1. Social People Persona Information Network Real World Cognitive Cap ISTARA Common Services Approach to Decision Maker Support Virtual Physical Head of Capability (ISTAR) Air Commodore Tom Cross RAF

  2. Role of Capability Sponsor (Cap ISTAR) To make the most out of the UK’s Defence capability within allocated resources, Capability Sponsor is responsible for: • Leading the Capability Planning Process • Identifying the equipment and support requirements • Act as the sponsor for new and enhanced equipment and support programmes Core functions: • Capability Planning; Capability Investigations; • Programming; Programme Management; • Team Management & Development; • Communications and Stakeholder Engagement; • Research; Requirements Management, Sector Leadership

  3. E-3D – ABCCC/surveillance NIMROD R1 - SIGINT Theatre ISTAR & Wide Area Surveillance (WAS) ASTOR – SAR/GMTI GR4A – Dual Band EO/IR FMV/CAS (RAPTOR/Litening 3) REAPER – FMV/SAR/GMTI/EW/CAS . SKASaC – GMTI SHAPE / CLEAR D4K - FMV ODETTE/WISTON/RCF - EW Tactical ISTAR HERMES 450 (TUAV) – EO/IR FMV LEWT - EW Bde/BG organic ISTAR DESERT HAWK 3 EO/IR FMV MAMBA - WLR REMOVER – FP EO/IR FMV HOLD / BUILD LCMR - WLR Base ISTAR/ Surveillance and Force Protection CORTEZ – Integrated FP system REVIVOR – FP EO or IR FMV

  4. SDSR 2010

  5. SDSR Strategic Direction • Strategic Posture: “The National Security Council has determined that [the UK] should adopt an adaptable strategic posture and that our armed forces should be structured to maximise our ability to conduct a number of different operations concurrently in addition to non-discretionary commitments.” • Strategic Force Structure • Near-term Contingent Capability: Directed Force 2010 (DF10) • ‘Real-World’ Demands and Joint Contingency Plans • Strategic Aiming Point: Future Force 2020 (FF20) • Future Threats and Changing Character of Conflict • Strategic Planning Waypoint: Interim Force 2015 (IF15) • Balance Policy, Programme and Resources • SDSR 2015

  6. FF20 Elements: Committed Force Non-discretionary, inescapable elements of National Sy Strat. High-Readiness Force (HRF) Non-enduring Contingencies Enduring Deterrence, Coercion and Containment [ISTAR noted as HRF Risk] Low Readiness Force Meet Emerging Events Increase Intervention Scale Include Reservist Element Principles of FF20 Capability: High Quality Rigorously Prioritised Balanced Efficient Well-supported Flexible and Adaptable Expeditionary Enabling Capability Delivery Understanding Demand Clarity in Supply Acquisition Agility SDSR Policy Headmark FF20

  7. Assessment of likely future contextand implications for ISTAR capability Implications for ISTAR/IO Capability: Future Context Required breath of understanding: Physical, virtual cognitive domains, enemy, friendly neutral Complex and Unpredictable Increasing demand for information and intelligence Premium on agility and flexibility Influence increasingly central Requirement for Collaboration and Partnership Continued challenging Financial Climate Enhanced Integration and Interoperability Battlespace that is congested, cluttered, contested, connected and constrained Achieving Value for Defence Establish Influence as a core capability Conflict remains uniquely human Effective Management of dependencies Cyberspace will grow in importance Persistence, precision and discrimination Rapid technology development and information overload Prioritise and understand risk taken

  8. ISTAR - Definition The co-ordinated acquisition, processing and dissemination of timely, accurate, relevant and assured information and intelligence which supports the planning, and conduct of operations, targeting and the integration of effects and enables commanders to achieve their goal throughout the Spectrum of Conflict. JWP 0-01.1

  9. Kill Chain Inversion 1950 - 1990 1990 - 2010 Effort Finding Killing Killing Finding Easier to Find - Harder to Kill Harder to Find - Easier to Kill

  10. UNDERSTANDING Understanding and analysing the information SHARING Sharing it with the people and systems that need it DECIDING Helping people decide what to do Information Superiority Using people and technology to provide UK Defence with the understanding it needs so the right decision gets made and the right action gets taken, at the right time by SENSING What UK Defence needs to Know, at home and abroad DPD Collect

  11. UNDERSTANDING Understanding and analysing the information SHARING Sharing it with the people and systems that need it DECIDING Helping people decide what to do Information Superiority Using people and technology to provide UK Defence with the understanding it needs so the right decision gets made and the right action gets taken, at the right time by SENSING What UK Defence needs to Know, at home and abroad DPD Collect

  12. ISTAR Enterprise Analysis Architectural Development “Understanding Demand” & “Clarity in Supply”

  13. Social People Persona Information Network Real World Required Breadth of Understanding Cognitive Virtual Physical Enemy Friendly Neutral

  14. Cap ISTAR Cap Goals & Services

  15. Decision-maker centric ISTAR ISR Understand Cognitive Domain The ISTAR ‘Process’ Collect Decision Maker Understand Virtual Domain Understand Physical Domain Process Direct Detect, Validate & Verify Candidate Targets Disseminate Info Ops Shape Operating Environments Influence Activity Capability Goals

  16. ENDS Useful outputs e.g. indicators and warnings, targeting information. WAYS Supporting processes e.g. collection management. MEANS Underpinning systems e.g. Comms links, database integration.

  17. Benefits and Risks of Services Approach • Benefits. By adopting a Service-Oriented approach at the ‘whole of ISTAR level’ we can: • Improve interoperability (‘everything talks to everything’) • Increase the chance of known information and services being discoverable and accessible by those that need it/them, when they need it. Better handles unpredictable demands placed on ISTAR. • Maximise efficient use of resources (people and finance) through increased re-use/ reduced duplication • Improved Agility (‘plug in and play’), supports an incremental approach • Make increased use of COTS systems (eg from the media industry) • Challenges/Risks: • Increased up front costs? Cheaper through life. • Networks/Comms may not able to support SOA vision. SOA approach may place more emphasis on connectivity and capacity than more conventional approaches (whilst delivering improved capability) • Requires more rigid Governance (Design Authority?) • Increased risk to E2E capability since not delivered as a stovepipe? / Can make planning more complicated

  18. Stove-piped Capability vs Common Services Approach Decision-maker Decision-maker Decision-maker interface Dissemination Services Processing Tools Geo SIGINT C2 Etc.. Data Store Collection Services Direction Services Information Information Stove-piped Approach Common Services approach

  19. IBM’s Digital Media Framework Set-Top Box Retail Display Ingest & Indexing Interactive Engine Streaming Media Media Server Digital Rights System Wireless Edge Content Content Infrastructure Device Cache Management Aggregation Services System Business Wireless Rights System Gateway Distribution Scheduling Multi- repository Publishing Search Production Transaction Managed Middleware System Media Server Business Gateway Hosting Other Return Data Network Create Manage Distribute & Transact Editing LAN Rendering Animation PC - Print Video Text Image WAN E-sourcing Storage Kiosk Audio Production Application Integration Middleware Business Support Systems, Operational Support Systems Rich Media Creation Warehousing Protection Infrastructure Delivery Devices 19

  20. Summary

  21. Key principles • A number of cross cutting principles underpin all aspects of the Approach: • Decision-maker centric ISTAR • The breadth of understanding that decision-makers require (Physical, Virtual, Cognitive, Red, White, Blue) • A ‘Services’ view of the ISTAR enterprise • Military, enabling, technical services • A progressive shift towards common/shared services • Leverage Commercial parallels and modular/open architectures • ‘Triage’ approach to legacy system re-use • ISTAR as part of a wider ‘system of systems’ – Defence, OGD, Allies, Partners, Wider World….. • Agile acquisition is a key success factor

  22. Questions?

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