landwarnet 2008

1. LandWarNet 2008

2. 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

3. 3 Joint Capability Portfolios “To optimize the provision of capabilities for the joint warfighter, the Dept. will work to re-orient its processes around joint capability portfolios.” “The Dept. will begin to break out its budget according to joint capability areas.” “By shifting the focus from Service-specific programs to joint capabilities, the Dept. should be better positioned to understand the implications of investment and resource trade-offs among competing priorities. As a first step, the Dept. will manage three capability areas using a capability portfolio concept: . . . . “ QDR Report, February 2006 pages 67-68 QDR 2001 (p13) and NDS 2005 (p11) both describe shifting to a “capabilities-based” approach to implement the defense strategy. Capabilities-based planning should be focused more on how adversaries may challenge us than on whom those adversaries might be or where we might face them. It focuses the Dept on the growing range of capabilities and methods we must possess to contend with an uncertain future. QDR 2006 expands the concept to managing Joint force capabilities by ‘portfolios’ of capabilities.QDR 2001 (p13) and NDS 2005 (p11) both describe shifting to a “capabilities-based” approach to implement the defense strategy. Capabilities-based planning should be focused more on how adversaries may challenge us than on whom those adversaries might be or where we might face them. It focuses the Dept on the growing range of capabilities and methods we must possess to contend with an uncertain future. QDR 2006 expands the concept to managing Joint force capabilities by ‘portfolios’ of capabilities.

4. 4 Background IR&G is one of eight QDR-directed ‘execution’ roadmaps Mr. Krieg USD AT&L and LTG Sharp DJS are co-leads Focused on DoD-level strategic decision making, capability portfolio management, and acquisition reform initiatives

5. 5 Institutional Reform & Governance Roadmap Six sets of tasks were approved by the Deputy’s Advisory Working Group (DAWG) on January 30 and February 2, described as Actions to Critical Path (ACP) ACP 1- Improve Strategic Direction ACP 2- Continue Capability Portfolio Management Experiment ACP 3-Establish a corporate decision framework, align data and improve transparency ACP 4- Streamline and integrate processes—make concept decision happen ACP 5- Discipline resource allocation for improved stability and alignment to strategic priorities ACP 6- Actively monitor performance & accountability

6. 6 Guidance on Intent for JCAs

7. 7 Joint Capability Portfolios – Army View “To optimize the provision of capabilities for the joint warfighter, the Dept. will work to re-orient its processes around joint capability portfolios.” - QDR Report, February 2006, pages 67-68 COCOM Combatant Commander CPM Capability Portfolio Management/Manager DSD Deputy Secretary of Defense FCB Functional Capability Board IR&G Institutional Reform & Governance JCA Joint Capability Area No standard approach to CPM – and not capabilities focused Joint lexicon – originally the base goal for this effort; new terminology appears in every PowerPoint briefing Services, JS and analytical agencies all provide input to capability development process (JCIDS) CPMs have no obligation to coordinate with Services or designated Acquisition executives COCOM Combatant Commander CPM Capability Portfolio Management/Manager DSD Deputy Secretary of Defense FCB Functional Capability Board IR&G Institutional Reform & Governance JCA Joint Capability Area No standard approach to CPM – and not capabilities focused Joint lexicon – originally the base goal for this effort; new terminology appears in every PowerPoint briefing Services, JS and analytical agencies all provide input to capability development process (JCIDS) CPMs have no obligation to coordinate with Services or designated Acquisition executives

8. 8 Summary - Service Views of CPM concept

9. 9 9 JCAs

10. 10 DepSecDef Memo CPM Way Ahead

11. 11 DepSecDef Memo CPM Way Ahead

12. 12 NC CPM

13. 13 JNO POM10 Assessment Framework This slide shows the principal analytical foundation for the JNO PR 09 assessment. The slide is built on the model we used for the POM08 assessment briefing, but is updated to reflect on-going studies and current JNO work plan.This slide shows the principal analytical foundation for the JNO PR 09 assessment. The slide is built on the model we used for the POM08 assessment briefing, but is updated to reflect on-going studies and current JNO work plan.

14. 14 Focus Team Update

15. 15 Focus Team Update

16. 16 Focus Team Update

17. 17 IT PfM and JNO CPM

18. 18 JNO CPM/IT PfM Conflict

19. 19 Notes from Joe Paiva on what OSD is planning on doing 1) The new JCA taxonomy, once approved by DepSecDef, will be the single, department-wide capability taxonomy - We will refer to the "Net Centric Portfolio" as opposed to the EIEMA - We will bin and assess investments within sub-portfolios aligned to Tier 2 JCAs (i.e. "Information Transport", "Enterprise services", "Net Management" and "Information Assurance") as opposed to existing "domain" names. - Enterprise Architecture efforts will leverage and align to this taxonomy whenever appropriate 2) We will have a single set of integrated/aligned governance documents and processes - DODD 8115.01 will be merged with the new DODD for CPM so there is one, consistent set of guidance - DODI 8115.02 will be re-written to incorporate the new JCA-based CPM effort directed by the DepSecDef; The re-writes may be issued as part of some form of implementation guidance for the DODD for CPM - In particular, existing EIEMA IT PfM and JNO CPM governance bodies will be synchronized to create a single process for the Net Centric portfolio 3) The need for DOD and MilDep Chief Information Officers to perform their Clinger-Cohen (Tile 10 and Title 40) roles and responsibilities will not go away - DOD CIO is recommending changes to the Draft DODD for Capabilities Portfolio Management to ensure it is clear that all Portfolio Managers (not just the JNO CPM) must manage the IT portions of their portfolio in accordance with DOD and Component CCA CIO guidance (i.e. a re-written 8115.02 issued as part of the implementation guidance for the new/single DODD for CPM)Notes from Joe Paiva on what OSD is planning on doing 1) The new JCA taxonomy, once approved by DepSecDef, will be the single, department-wide capability taxonomy - We will refer to the "Net Centric Portfolio" as opposed to the EIEMA - We will bin and assess investments within sub-portfolios aligned to Tier 2 JCAs (i.e. "Information Transport", "Enterprise services", "Net Management" and "Information Assurance") as opposed to existing "domain" names. - Enterprise Architecture efforts will leverage and align to this taxonomy whenever appropriate 2) We will have a single set of integrated/aligned governance documents and processes - DODD 8115.01 will be merged with the new DODD for CPM so there is one, consistent set of guidance - DODI 8115.02 will be re-written to incorporate the new JCA-based CPM effort directed by the DepSecDef; The re-writes may be issued as part of some form of implementation guidance for the DODD for CPM - In particular, existing EIEMA IT PfM and JNO CPM governance bodies will be synchronized to create a single process for the Net Centric portfolio 3) The need for DOD and MilDep Chief Information Officers to perform their Clinger-Cohen (Tile 10 and Title 40) roles and responsibilities will not go away - DOD CIO is recommending changes to the Draft DODD for Capabilities Portfolio Management to ensure it is clear that all Portfolio Managers (not just the JNO CPM) must manage the IT portions of their portfolio in accordance with DOD and Component CCA CIO guidance (i.e. a re-written 8115.02 issued as part of the implementation guidance for the new/single DODD for CPM)

20. 20

21. 21 Backup

22. 22 Definitions from Draft DoDD Joint Capability Areas. Collections of like DOD activities functionally grouped to support capability analysis, strategy development, investment decision making, capability portfolio management, and capabilities-based force development and operational planning. Capability Portfolios. A collection of logically grouped capabilities and the associated Doctrine, Organization, Training, Manpower, Leadership, Personnel and Facilities (DOTMLPF) programs and initiatives organized around the Joint Capability Areas, serving as a Department-level force development decision management tool. Capability Portfolio Management. The process of ensuring programs and initiatives within and across capability portfolios are balanced and optimized to capability and capacity required to meet the Department’s Strategy and joint warfighter need in the most reasonable period of time, within the total aggregated portfolio budget.

23. 23 Current CPM leads

24. 24 Additional CPM leads Meiners Asst Dep USD (Acq, Resources, Tech), OUSD(I)Meiners Asst Dep USD (Acq, Resources, Tech), OUSD(I)