2009 LandWarNet Track 7 Session 1 Team C4ISR Overview

1. 2009 LandWarNetTrack 7 Session 1Team C4ISR Overview MG Randy Strong Commander, CECOM LCMC

2. Purpose and Objectives OBJECTIVES: By the end of this presentation you will be able to: Understand the scope of the C4ISR system component of LandWarNet, the breadth of the Army Team C4ISR mission, and our interface with ARFORGEN. Understand how the USF Process supports the ARFORGEN Process. Be aware of the tools that are used to manage the Unit Set Fielding Process, such as the Single Interface to the Field (SIF) Portal. Determine which Army Team C4ISR organizations to contact for C4ISR systems support 2

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4. Mission and Vision 4 Our mission is to be DoD�s premier C4ISR capabilities provider for the Joint Warfighter. If a Soldier sees, hears, communicates, commands, or protects the force with it, Army Team C4ISR provides it. The CSA�s four imperatives are our imperatives: Sustain - the Army�s Soldiers, Families and Civilians Prepare - Forces for Success in the Current Conflict Reset - Forces to Posture units for Future Deployments and other Contingencies Transform - to Improve Ability to Meet Demands of Persistent Conflict in the 21st Century Our mission is to be DoD�s premier C4ISR capabilities provider for the Joint Warfighter. If a Soldier sees, hears, communicates, commands, or protects the force with it, Army Team C4ISR provides it. The CSA�s four imperatives are our imperatives: Sustain - the Army�s Soldiers, Families and Civilians Prepare - Forces for Success in the Current Conflict Reset - Forces to Posture units for Future Deployments and other Contingencies Transform - to Improve Ability to Meet Demands of Persistent Conflict in the 21st Century

5. Capabilities and Systems 5 Joint Warfighter Support: 66 OF 76 AC AND ANG BCTs ON TRACK TO COMPLETE USF BY END OF FY 09 57 BCT LEVEL UNITS BEING RESET DURING FY 09 171 SOFTWARE RELEASES INCORPORATING 5,886 REQUIREMENTS � SOFTWARE FOR MOST OF ARMY�S DEPLOYED SYSTEMS (FY09 YTD) $1.7B TO REPAIR & ACQUIRE SPARES (FY 09) $711.5M MAINTENANCE PERFORMED AT TOBYHANNA ARMY DEPOT FOR ARMY, NAVY, AIR FORCE (FY09 YTD) $10.4B OBLIGATED INVOLVING 18,029 CONTRACT ACTIONS FOR THE CECOM CONTRACTING CTR (FY09 YTD) $1.14B NEW FOREIGN MILITARY SALES CASES LEAD FOR 2 JOINT CAPABILITY TECHNOLOGY DEMONSTRATIONS & MANAGE 27 OF 99 ARMY TECHNOLOGY OBJECTIVES Example of Collaboration with USMC � Integration of USMC Support Wide Area Network (SWAN) terminal into Army Regional Hub Node (RHN). SWAN terminated into RHN as a sanctuary node, meeting JITC test requirements with connectivity into both USMC enclave and RHN. Demonstrated during JUICE 09. CERDEC 2 Joint Capability Technology Demonstrations (JCTD) Coalition Joint Spectrum Management Planning Tool Joint Capability Technology Demonstration - Provides combatant commanders with ability to address critical shortfalls in operational spectrum management via automated tools that can facilitate pre-operations assessment of spectrum requirements and deconflict all RF emitters in the AOR. (active) Adaptive Joint C4ISR Node Advanced Concept Technology Demonstration - Demonstrates multi-mission utility by developing a software based RF system that provides assured interoperable comms, while simultaneously performing signals intelligence, electronic warfare, and information operations. (user assessment phase) Joint Warfighter Support: 66 OF 76 AC AND ANG BCTs ON TRACK TO COMPLETE USF BY END OF FY 09 57 BCT LEVEL UNITS BEING RESET DURING FY 09 171 SOFTWARE RELEASES INCORPORATING 5,886 REQUIREMENTS � SOFTWARE FOR MOST OF ARMY�S DEPLOYED SYSTEMS (FY09 YTD) $1.7B TO REPAIR & ACQUIRE SPARES (FY 09) $711.5M MAINTENANCE PERFORMED AT TOBYHANNA ARMY DEPOT FOR ARMY, NAVY, AIR FORCE (FY09 YTD) $10.4B OBLIGATED INVOLVING 18,029 CONTRACT ACTIONS FOR THE CECOM CONTRACTING CTR (FY09 YTD) $1.14B NEW FOREIGN MILITARY SALES CASES LEAD FOR 2 JOINT CAPABILITY TECHNOLOGY DEMONSTRATIONS & MANAGE 27 OF 99 ARMY TECHNOLOGY OBJECTIVES Example of Collaboration with USMC � Integration of USMC Support Wide Area Network (SWAN) terminal into Army Regional Hub Node (RHN). SWAN terminated into RHN as a sanctuary node, meeting JITC test requirements with connectivity into both USMC enclave and RHN. Demonstrated during JUICE 09. CERDEC 2 Joint Capability Technology Demonstrations (JCTD) Coalition Joint Spectrum Management Planning Tool Joint Capability Technology Demonstration - Provides combatant commanders with ability to address critical shortfalls in operational spectrum management via automated tools that can facilitate pre-operations assessment of spectrum requirements and deconflict all RF emitters in the AOR. (active) Adaptive Joint C4ISR Node Advanced Concept Technology Demonstration - Demonstrates multi-mission utility by developing a software based RF system that provides assured interoperable comms, while simultaneously performing signals intelligence, electronic warfare, and information operations. (user assessment phase)

6. Deployed Globally 6 ARMY TEAM C4ISR personnel are deployed throughout the globe providing Army-wide support to ARFORGEN and direct support to the warfighter. World wide 3785 personnel deployed (over 3200 are contractors) (127 are permanent party DACs) Personnel - Data G1 report dtd 27 Jul 09: 252 Military 11,865 DA Civilians Assigned to Team C4ISR (CECOM, CERDEC, PEO C3T, PEO IEW&S, PEO EIS) Worldwide 127 are stationed in 7 foreign countries (permanent duty assignment) Germany, Italy, Japan, Korea, Kuwait, UK Contractors: represent over 90% of the in-theater support (SPOT), but are not accounted for in civilian personnel 11,865 population. If we could account for all classes of contractor support, the workforce number would grow by thousands across Team C4ISR. Theater Support and USF/RESET present a challenging balancing of effort and resources. We are involved, full circle, from developing and fielding new equipment to deploying units and repairing, replacing and updating equipment as units return from deployment ARMY TEAM C4ISR personnel are deployed throughout the globe providing Army-wide support to ARFORGEN and direct support to the warfighter. World wide 3785 personnel deployed (over 3200 are contractors) (127 are permanent party DACs) Personnel - Data G1 report dtd 27 Jul 09: 252 Military 11,865 DA Civilians Assigned to Team C4ISR (CECOM, CERDEC, PEO C3T, PEO IEW&S, PEO EIS) Worldwide 127 are stationed in 7 foreign countries (permanent duty assignment) Germany, Italy, Japan, Korea, Kuwait, UK Contractors: represent over 90% of the in-theater support (SPOT), but are not accounted for in civilian personnel 11,865 population. If we could account for all classes of contractor support, the workforce number would grow by thousands across Team C4ISR. Theater Support and USF/RESET present a challenging balancing of effort and resources. We are involved, full circle, from developing and fielding new equipment to deploying units and repairing, replacing and updating equipment as units return from deployment

7. The Team Members 7 We are not just scientists and engineers�it takes all types to make this enterprise run. Current break out of Team employees at FM by Occupational Category Engineers and Scientists: 34% Logistics/Supply/Maintenance: 25% Administrative/Business: 24% Contracting: 8% Clerks/Assistants: 5% Information Technology: 4% We are not just scientists and engineers�it takes all types to make this enterprise run. Current break out of Team employees at FM by Occupational Category Engineers and Scientists: 34% Logistics/Supply/Maintenance: 25% Administrative/Business: 24% Contracting: 8% Clerks/Assistants: 5% Information Technology: 4%

8. Team C4ISR Members 8 The rather plain org chart I show you here is another attempt to illustrate what the Lifecycle Management concept and Army Team C4ISR are, and how we all interact to support the Joint Warfighter. It is not any one team member organization that does it all. So let me briefly introduce the team starting with the PEOs we have: C3T � WIN-T and Command Posts are the bedrock of C3T�s efforts to provide spectrum dominance in command and control to the warfighter EIS � Provides among many other enterprise capabilities, small computer support and satellite communications technologies to our forces IEW&S � provides the intelligence systems, such as DCGS-A, as well as numerous force protection system to counter the ever present IED threat our forces face in Iraq and Afghanistan The RDECOM�s CERDEC is on the cutting edge of communications and electronics technologies. They work in support of the entire team, PEOs, and Centers of Team C4ISR The Contracting Center Supports the team with contracting and procurement support. Last year they facilitated $16.9B in contract support. The LRC rides herd over the maintenance and sustainment portion of the lifecycle managing spares, repair part inventories and depot interface. Its LARS are forward deployed providing battlefield, fix forward support. The SEC provides a wide array of software engineering support to the PEOs and is heavily involved in Information Assurance of our tactical C4ISR systems Tobyhanna is the premier C4ISR Depot in the world. It services all 4 services and is appreciated by our troops. Take a look at this short clip. The CTSF provides interoperability testing of all fielded C4ISR systems and software to ensure combat reliability of newly fielded capabilities. PEO personnel make up more than 3x the workforce of the CTSF. ISEC provides Army wide information technology engineering support to our posts, camps and stations. If you use a computer anywhere in the Army, ISEC played a role in getting it there. The rather plain org chart I show you here is another attempt to illustrate what the Lifecycle Management concept and Army Team C4ISR are, and how we all interact to support the Joint Warfighter. It is not any one team member organization that does it all. So let me briefly introduce the team starting with the PEOs we have: C3T � WIN-T and Command Posts are the bedrock of C3T�s efforts to provide spectrum dominance in command and control to the warfighter EIS � Provides among many other enterprise capabilities, small computer support and satellite communications technologies to our forces IEW&S � provides the intelligence systems, such as DCGS-A, as well as numerous force protection system to counter the ever present IED threat our forces face in Iraq and Afghanistan The RDECOM�s CERDEC is on the cutting edge of communications and electronics technologies. They work in support of the entire team, PEOs, and Centers of Team C4ISR The Contracting Center Supports the team with contracting and procurement support. Last year they facilitated $16.9B in contract support. The LRC rides herd over the maintenance and sustainment portion of the lifecycle managing spares, repair part inventories and depot interface. Its LARS are forward deployed providing battlefield, fix forward support. The SEC provides a wide array of software engineering support to the PEOs and is heavily involved in Information Assurance of our tactical C4ISR systems Tobyhanna is the premier C4ISR Depot in the world. It services all 4 services and is appreciated by our troops. Take a look at this short clip. The CTSF provides interoperability testing of all fielded C4ISR systems and software to ensure combat reliability of newly fielded capabilities. PEO personnel make up more than 3x the workforce of the CTSF. ISEC provides Army wide information technology engineering support to our posts, camps and stations. If you use a computer anywhere in the Army, ISEC played a role in getting it there.

9. Top Priorities 9 As I mentioned before, the USF/RESET process is cyclical and ever present. It is a process we take very seriously and have refined over time to great success. Jay Harrod will follow me with a more detailed briefing on exactly how we do that. I, in some ways, have had to jump on a fast-moving train that is ahead of schedule, due to enter the station about 6 months ahead of schedule. CECOM LCMC and Team C4ISR leadership has set out to transform the C4ISR portion of the Materiel Enterprise. It is my challenge to complete what others have started. And that is a task I do not take lightly. It truly is a �once in a generation� opportunity. Maintaining the strength of the team and taking care of people during the process are critical in seeing this through. As I mentioned before, the USF/RESET process is cyclical and ever present. It is a process we take very seriously and have refined over time to great success. Jay Harrod will follow me with a more detailed briefing on exactly how we do that. I, in some ways, have had to jump on a fast-moving train that is ahead of schedule, due to enter the station about 6 months ahead of schedule. CECOM LCMC and Team C4ISR leadership has set out to transform the C4ISR portion of the Materiel Enterprise. It is my challenge to complete what others have started. And that is a task I do not take lightly. It truly is a �once in a generation� opportunity. Maintaining the strength of the team and taking care of people during the process are critical in seeing this through.

10. Base Realignment and Closure 10 BRAC is a �once in a lifetime opportunity�� For Army Team C4ISR BRAC is a catalyst allowing us to change the way we operate�to facilitate us moving more rapidly to becoming the US Army C4ISR Center of ExcellenceBRAC is a �once in a lifetime opportunity�� For Army Team C4ISR BRAC is a catalyst allowing us to change the way we operate�to facilitate us moving more rapidly to becoming the US Army C4ISR Center of Excellence

11. BRAC � A Catalyst for Change 11 BRAC is a �once in a lifetime opportunity�� For Team C4ISR it has open a door. BRAC is a catalyst for allowing us to change the way we operate�to facilitate us moving more rapidly to becoming the US Army C4ISR Center of ExcellenceBRAC is a �once in a lifetime opportunity�� For Team C4ISR it has open a door. BRAC is a catalyst for allowing us to change the way we operate�to facilitate us moving more rapidly to becoming the US Army C4ISR Center of Excellence

12. BRAC � A Catalyst for Change 12 This chart is where we stand to truly transform as we move to our new homes at APG. We will occupy as domains, not organizations. This provides an improved environment that will promote collaboration and interaction. At Fort Monmouth we had been dispersed into over 50 different buildings. Our new home brings like endeavor together to better facilitate lifecycle management. This chart is where we stand to truly transform as we move to our new homes at APG. We will occupy as domains, not organizations. This provides an improved environment that will promote collaboration and interaction. At Fort Monmouth we had been dispersed into over 50 different buildings. Our new home brings like endeavor together to better facilitate lifecycle management.

13. BRAC � A Catalyst for Change 13 Brand New State of the Art facilities that we expect to begin occupy ing by July of 2010. Phase 1 - the main campus and training facility are almost completed and Phase 2 - contracts have been let with construction now underway of the remaining buildings. Phase 2 - First Contract Awarded 20 April 2009 �- Other Major Facility Contracts To Be Awarded Aug 2009 �- Projected �Move In� Feb 2011 3 Miracles here�Fully Funded, Ahead of Schedule and Under Budget. Brand New State of the Art facilities that we expect to begin occupy ing by July of 2010. Phase 1 - the main campus and training facility are almost completed and Phase 2 - contracts have been let with construction now underway of the remaining buildings. Phase 2 - First Contract Awarded 20 April 2009 �- Other Major Facility Contracts To Be Awarded Aug 2009 �- Projected �Move In� Feb 2011 3 Miracles here�Fully Funded, Ahead of Schedule and Under Budget.

14. Team C4ISR Campus 14 Giving that the groundbreaking took place in March of last year, the progress that has been made is truly amazing � with the external structures completed, internal work is proceeding ahead of schedule. Giving that the groundbreaking took place in March of last year, the progress that has been made is truly amazing � with the external structures completed, internal work is proceeding ahead of schedule.

15. Some Challenges We Face Iraq Theater Drawdown Afghanistan Theater Build-up Moving the C4ISR Team to Aberdeen Proving Grounds S3 and R2 Contract Vehicles 15 Drawing down in Iraq after 6 years of troop rotations and equipment fieldings present us with the unenviable challenge of finding all the pieces, accounting for them and providing disposition instructions. No small undertaking. At the same time we must focus our support in Afghanistan where the challenges facing our troops is different that in Iraq. Our support challenges are greater�it is not business as usual�again. Maintaining the momentum as the finish line comes into sight and staying the course. Some great collaboration several years ago set us on this path to building a C4ISR Center of Excellence. We cannot come up short. Rapid Response - R2 Award currently under protest, GAO decision not expected until mid-September. No orders will be awarded during the remainder of FY09. We will determine what work will be solicited on R2 after the GAO decision is issued. It will be on a task by task basis. Strategic Services Sourcing - S3 Recompete is still in the development of strategy phase. Once input to the Performance Work Statement is finalized, it will go out on the Interactive Business Opportunities Page (IBOP) for industry comment. Date for Request for Proposals (RFP) has not been set yet. Drawing down in Iraq after 6 years of troop rotations and equipment fieldings present us with the unenviable challenge of finding all the pieces, accounting for them and providing disposition instructions. No small undertaking. At the same time we must focus our support in Afghanistan where the challenges facing our troops is different that in Iraq. Our support challenges are greater�it is not business as usual�again. Maintaining the momentum as the finish line comes into sight and staying the course. Some great collaboration several years ago set us on this path to building a C4ISR Center of Excellence. We cannot come up short. Rapid Response - R2 Award currently under protest, GAO decision not expected until mid-September. No orders will be awarded during the remainder of FY09. We will determine what work will be solicited on R2 after the GAO decision is issued. It will be on a task by task basis. Strategic Services Sourcing - S3 Recompete is still in the development of strategy phase. Once input to the Performance Work Statement is finalized, it will go out on the Interactive Business Opportunities Page (IBOP) for industry comment. Date for Request for Proposals (RFP) has not been set yet.

16. At the End of the Day� 16 And as we always say, no matter the differences we might have on the how, there is never disagreement on the Why? We owe it to the men and women out there to ensure that what we provide is effective and reliable. They deserve that.And as we always say, no matter the differences we might have on the how, there is never disagreement on the Why? We owe it to the men and women out there to ensure that what we provide is effective and reliable. They deserve that.

17. LandWarNet 2009 17

18. PURPOSE: To illustrate the integrated life cycle management of systems and capabilities that results in coordinated and synchronized support to ARFORGEN through the Unit Set Fielding process. OBJECTIVES: By the end of this presentation you will: Know the origins of Unit Set Fielding (USF) Understand how the USF Process supports the ARFORGEN Process Be aware of the tools that are used to manage the Unit Set Fielding Process, such as the Single Interface to the Field (SIF) Portal 18 NETCOM�s vision looks to the future and projects where our command intends to be in 8-10 years � operating with in a fully Joint, network centric environment --- we have much to do to achieve this vision Our mission statement directs an immediate focus on what we do everyday to enable battle command � actions ISO wartime operations, training and readiness as well as our operational base, NetOps and enterprise core competencies. (Walk through each of the five functions // indicating further discussion on each in the brief) Our expeditionary forces are transforming to align with the Army�s BCT construct ---- rapidly deployable communications capabilities and highly trained warfighting Signal Soldiers The operational base provides the Step, Teleport, Fixed Regional Hub Nodes (FRHN), Area Processing Centers (APCs) and other capabilities that enable reach-back within and between the various theaters for tactical and non-tactical communication support 24 hours a day, 7 days a week. Our Enterprise Capabilities represent the business processes and technologies that enable us to operate globally Network Operations is how we operationally assure Global Decision Superiority and interface with the Joint environment Executive Agent and Special Missions are critical, no-fail missions in support of the National Command Authority and DoD that we have been specifically missioned to provide ISO the Joint and Army Warfighter � they are integral to our ability to extend the network as well as providing critical C2 capabilities to the NCANETCOM�s vision looks to the future and projects where our command intends to be in 8-10 years � operating with in a fully Joint, network centric environment --- we have much to do to achieve this vision Our mission statement directs an immediate focus on what we do everyday to enable battle command � actions ISO wartime operations, training and readiness as well as our operational base, NetOps and enterprise core competencies. (Walk through each of the five functions // indicating further discussion on each in the brief) Our expeditionary forces are transforming to align with the Army�s BCT construct ---- rapidly deployable communications capabilities and highly trained warfighting Signal Soldiers The operational base provides the Step, Teleport, Fixed Regional Hub Nodes (FRHN), Area Processing Centers (APCs) and other capabilities that enable reach-back within and between the various theaters for tactical and non-tactical communication support 24 hours a day, 7 days a week. Our Enterprise Capabilities represent the business processes and technologies that enable us to operate globally Network Operations is how we operationally assure Global Decision Superiority and interface with the Joint environment Executive Agent and Special Missions are critical, no-fail missions in support of the National Command Authority and DoD that we have been specifically missioned to provide ISO the Joint and Army Warfighter � they are integral to our ability to extend the network as well as providing critical C2 capabilities to the NCA

19. Origin: Recognized need to improve synchronization of fielding and training actions. Mission: Execute USF actions involving C4ISR suite of systems in an integrated, synchronized five-phase process. Commander�s Intent: - Develop an Orders Based Process. - Identify the BC/Comms/Enabler systems. - Ensure a standardized/coordinated approach. - System of Systems centric coordination with higher HQ / MACOMs. - Embrace systems architecture and Data Products as a product. - End-state of a synchronized fielding to BCTs and division with the minimal impact to unit and efficient resource utilization. Unit Set Fielding Approach 19 The Unit Set Fielding Concept grew out of the need to end all disjointed fielding actions and disruptions to unit training schedules. The mission of Unit Set Fielding is to field the C4ISR suite of systems in an integrated, synchronized manner. OPORD 06-002 was written to lay out the USF approach. An excerpt of the CDR�s intent is here on this slide. You can see it directed that we � The Unit Set Fielding Concept grew out of the need to end all disjointed fielding actions and disruptions to unit training schedules. The mission of Unit Set Fielding is to field the C4ISR suite of systems in an integrated, synchronized manner. OPORD 06-002 was written to lay out the USF approach. An excerpt of the CDR�s intent is here on this slide. You can see it directed that we �

20. Why Is This Important? Battle Command Doctrine and Unit TTPs Digital Doctrine not keeping pace with Battle Command Systems Unit commanders must know how to fight digitally � Dominate the Network Battle Command as a Weapon System Fully embrace the Battle Command Training Strategy Battle Command Readiness Reporting to HQDA: Equipment, Operators, Knowledge and Battle Staff Skills IA Skills Critical to Fighting Digits Deployment Timeline: Team C4ISR allocates resources for training Unit allocates time, resources and battle rosters key personnel 20

21. Training Campaign Plan 21 Orient to the chart Delta C Vertical axis Delta T Horizontal axis Path depicted from Lower left to the upper right results in end-state of a �trained and ready unit� A Trained unit, from our perspective, specifically means they are confident in the capabilities of the SoS and flexible in their ability to implement in the fight The vertical columns represent the type of operation and lends some perspective to priority of effort to ensure sync with the Army Decisive operations are those that directly accomplish the task assigned by the higher headquarters. Decisive operations conclusively determine the outcome of major operations, battles, and engagements. Shaping operations at any echelon create and preserve conditions for the success of the decisive operation. The purpose of sustaining operations is to generate and maintain combat power. Sustaining operations are operations at any echelon that enable shaping and decisive operations by providing combat service support, rear area and base security, movement control, terrain management, and infrastructure development. Each of the stars represents a discrete operation being executed to help both the Army and the Unit �get well� What we are trying to achieve by executing these operations is to increase the slope of the line, that is get the unit greater levels of capability and proficiency in a shorter period of time. Next Chart. Orient to the chart Delta C Vertical axis Delta T Horizontal axis Path depicted from Lower left to the upper right results in end-state of a �trained and ready unit� A Trained unit, from our perspective, specifically means they are confident in the capabilities of the SoS and flexible in their ability to implement in the fight The vertical columns represent the type of operation and lends some perspective to priority of effort to ensure sync with the Army Decisive operations are those that directly accomplish the task assigned by the higher headquarters. Decisive operations conclusively determine the outcome of major operations, battles, and engagements. Shaping operations at any echelon create and preserve conditions for the success of the decisive operation. The purpose of sustaining operations is to generate and maintain combat power. Sustaining operations are operations at any echelon that enable shaping and decisive operations by providing combat service support, rear area and base security, movement control, terrain management, and infrastructure development. Each of the stars represents a discrete operation being executed to help both the Army and the Unit �get well� What we are trying to achieve by executing these operations is to increase the slope of the line, that is get the unit greater levels of capability and proficiency in a shorter period of time. Next Chart.

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24. Leadership focus and involvement is critical to success Battle Roster development is key � Right Soldiers to training Internal management processes (�Digital Discipline�) Maintaining SW Configuration Management Property accountability of digital systems (e.g. Removable Hard Drives) Maintaining or modifying the delivered System Architecture Digital Pre-Combat checks Classroom training is not enough � exercise digital systems at every opportunity - trained, seasoned Soldiers achieve �Expert Rifleman� Knowledge Management SOPs and Digital Battle Drills a plus Do not become dependent on contractors to install/maintain systems � these are Soldier tasks 24

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26. Team C4ISR Single Interface to the Field (SIF) Integrated Support Solution Tools for ARFORGEN and C4ISR Systems� Support 26

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28. C4ISR SIF Scope: Key Processes Unit Set Fielding (Fielding, Training, Equipment schedules/status) Field Support Personnel Tracking (personnel management, movements, training levels) Issues/Incident Reporting and Trend Analysis Weapon System Information available to all stakeholders System Reference Information (Weapon System Portfolio) Documentation (IA, Manuals, TTPs, etc.) Training Materiels (On-line training, etc.) Standardized SITREP, Activity Reporting (AMC & ASA(ALT)) Software Management (SW Releases, Ordering/distributing, etc) Portal Enterprise Capabilities Document Management Alerts Collaboration: GFT, DCO, Sharepoint Information Sharing: Wiki, Blog 28

29. Page 29 SIF Concept of Operations

30. SIF Portal & Modules https://sif.kc.us.army.mil 30

31. SIF System Pages & Weapon System Portfolio (WSP) 31

32. SIF Unit Set Fielding (USF) Module 32

33. SIF Unit Set Fielding (USF) Module cont. 33

34. SIF Enterprise Unit Set Fielding PEO GCS Prototype started with PM HBCT � Abrams & Bradley PEO EIS Prototype to start in 4QFY09 New USF Release � enhanced functionality, navigation, Calendars, etc. Capability for Non-USF systems to use USF Module to manage fieldings (ex: GRRIP) 34

35. Contact Info For more information contact: ARFORGEN and Unit Set Fielding (USF) process: Jay Herod (732-427-3392 / jay.herod@us.army.mil) Team C4ISR Single Interface to the Field (SIF) tools: John Wilder (732-427-8200 / john.e.wilder@us.army.mil) Robert Wheeler (732-427-2400 / robert.b.wheeler1@us.army.mil) Team C4ISR SIF URL: https://sif.kc.us.army.mil VISIT OUR C4ISR SIF EXHIBIT AT BOOTH # 1039 35