Information Engineer Richard Williams - KMI Media Group

The Voice of Military Communications and Computing
Information
Engineer
Richard
Williams
Principal Director
GIG Enterprise Services
Engineering
DISA
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Future COMSATCOM Services Acquisition ✯ Robert Lentz ✯ NCOIC
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C4ISR
October 2009
Volume 13, Issue 9

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MILITARY INFORMATION TECHNOLOGY
OCTOBER 2009
VOLUME 13 • ISSUE 9
FEATURES COVER / Q&A
6
8
24
27
30
COMSATCOM Alliance
The Defense Information Systems Agency and General
Services Administration are moving rapidly ahead on
implementing the Future COMSATCOM Services Acquisition
program.
By Harrison Donnelly
FCSA: The Industry View
Following the announcement that DISA and GSA would
establish the FCSA program, Military Information Technology
asked a number of satellite communications companies
for their perspectives on the future of military and other
government SATCOM procurement.
Army Tests the “Network Piece”
The Army achieved a major milestone in its future
networking capabilities late this summer with the start of
limited user testing of the Early-Infantry Brigade Combat
Team initial capabilities package by elements of the Army
Evaluation Task Force.
By Scott R. Gourley
Into the Realm of Cyber-Assurance
Shortly before leaving office, the outgoing chief of DoD
information security reflected on his tenure and called for a
new path focused on automated systems.
By Robert Lentz
DISA Ties Strengthen Net-Centric Strategy
The relationship between the Network Centric Operations
Industry Consortium and DISA has flourished and brought
important benefits to both organizations.
21
Richard Williams
Principal Director
Global Information Grid
Enterprise Services Engineering
DISA
DEPARTMENTS
2
4
16
18
34
35
Editor’s Perspective
Program Notes/People
JTRS Update
Data Bytes
COTSacopia
Calendar, Directory
INDUSTRY INTERVIEW
36
Rebecca Cowen-Hirsch
President
Inmarsat Government Services

MILITARY INFORMATION
TECHNOLOGY
VOLUME 13, ISSUE 9 OCTOBER 2009
The Voice of Military Communications
and Computing
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The Defense Information Systems Agency (DISA) has achieved an
important advance in its cloud computing initiative, with the release in early
October of the next version of its Rapid Access Computing Environment
(RACE).
Launched in October 2008, RACE initially allowed for the rapid delivery
of test and development environments. The new release gives Department
of Defense users the ability to self-service provision operating environments
within the highly secured Defense Enterprise Computing Center’s production
environment.
With its rapidly accessible and scalable computing infrastructure, RACE
uses virtualization and the nearly unlimited capability of cloud computing
to offer DoD customers platform/infrastructure as a service in test and production environments, the first of
its kind for DoD.
“This is all about our customers,” said Henry J. Sienkiewicz, technical program director, DISA Computing
Services. “RACE is a first for DoD—our users can now customize, purchase and receive their test and
development computing platform within 24 hours, and the production environments within 72 hours, and
that’s a must for worldwide missions with ever-changing computing requirements.
“Our goal is to allow software development to securely occur within the decision-making cycle. RACE
and other DISA initiatives such as Forge.mil, Global Content Delivery Services and the Net-centric Enterprise
Services posture the agency to support the ever-evolving needs of the American warfighter,” Sienkiewicz said.
RACE’s quick-turn computing solution provides DoD customers with highly standardized computing
platforms quickly, inexpensively and securely. With RACE allowing
for provisioning within the production environment, customers get
self-service provisioning with streamlined accreditation. They’ll get
pre-established inherited IA controls as well as the ability to promote
projects and programs from test to the production environment.
SAN storage up to 1 TB per RACE server is also now available,
with additional storage from 10 GB to 1 TB in 10 GB increments
available.
SOF Leader
Admiral Eric
T. Olson
Commander
USSOCOM
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Compiled by KMI Media Group staff
The newest version of a combat identification
system has been demonstrated to Army officials
at Aberdeen Proving Ground, Md., marking
the first time the system was demonstrated with
a large, crew-served weapon on a U.S. vehicle.
The combat identification (CID) system,
jointly developed by BAE Systems and Thales,
prevents soldiers operating machine guns on
armored High-Mobility Multipurpose Wheeled
Vehicles from firing on friendly forces operating
in other combat vehicles. During the demonstration,
the CID system correctly identified
moving and stationary friendly vehicles through
smoke and fog and in tree lines.
Compiled by KMI Media Group staff
Navy Vice Admiral
David J. Dorsett
has been nominated
for reappointment
to the grade of vice
admiral, and assignment
as deputy chief
of Naval Operations
for Information
Dominance, N2/N6,
Office of the Chief
of Naval Operations/
Director of Naval
Intelligence. Dorsett
is currently serving as
director for Intelligence,
N2, Office of the Chief of
Naval Operations.
Christine Condon
has been assigned as
principal director to
the deputy assistant
secretary of defense
(resources)/director,
congressional review
and analysis, Office of
4 | MIT 13.9
Combat ID Counters Friendly Fire
people
the Assistant Secretary
of Defense (Networks
and Information
Integration). Condon
previously served as
the director, congressional
review and
analysis, Office of the
Assistant Secretary
of Defense (Networks
and Information
Integration).
Patrick J. Allison
Thales Communications
has appointed Patrick
J. Allison to the position
“The general officers and civilian attendees
who took the time to try the CID system all
responded positively to its potential for preventing
fratricide,” said Sal Costa, head of identification
solutions for BAE Systems. “They were uniformly
impressed by its simplicity and effectiveness.”
The demonstration tests consisted of a series
of tactical vignettes developed to reflect potential
real-life situations and how the CID system
works with other technologies to reduce friendly
fire events among U.S. and coalition forces.
“Our team’s innovative combat ID systems
continue to show their potential to deliver
a capability to the warfighter that improves
of business development
manager for the Marine
Corps and Navy. His
primary focus is developing
and promoting
engineering programs
for the company’s
tactical ground communications
products
and developing Thales
derivatives that directly
impact the communications
capabilities of the
Marine Corps and Navy.
Apptis, a provider
of essential IT and
communications
services to key defense
and civilian agencies,
has appointed
Skip Nowland as
chief operating officer.
Nowland previously
served successfully as
the company’s president
and GM for its defense
and national security
sector.
combat effectiveness while minimizing the risk
of friendly casualties,” said Merry Michaux,
director of Thales’ Communications, Navigation,
and Identification business.
The CID system consists of transponders
that are mounted on vehicles and direct-fire
weapon interrogators to help gunners determine
if targets are friendly. The demonstration unit
included a palm switch used to conduct the
interrogation, a visual warning device mounted
near the gun, and headphones for audible warnings
that allow the gunner to see and hear the
results without having to take his eyes off the
target.
L. William Varner
ManTech International
has named L. William
Varner president of
its Mission, Cyber &
Technology Solutions
Group, which is being
created through a
combination of the
company’s Information
Systems & Technology,
and Security & Mission
Assurance Groups.
Varner is joining
ManTech International
Corp. from Northrop
Grumman TASC, where
he was the vice president,
corporate officer
and executive director
of the Intelligence
Operating Unit. In addition,
Terry Ryan has
Terry Ryan
been named president
of ManTech’s Systems
Engineering & Advanced
Technology Group.
www.MIT-kmi.com

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COMSATCOM Alliance
AGENCIES UNIFY BUYING POWER AND LEVERAGE IN THE MARKETPLACE TO GET
NEWER, MORE ADVANCED SATELLITE TECHNOLOGIES INTO THE FIELD FASTER.
BY HARRISON DONNELLY
MIT EDITOR
HARRISOND@KMIMEDIAGROUP.COM
Even as they continue to seek user and
industry input on their proposed new commercial
satellite services acquisition vehicle,
Defense Information Systems Agency (DISA)
and General Services Administration (GSA)
are moving rapidly ahead on implementing
the Future COMSATCOM Services Acquisition
(FCSA) program.
The first formal definitions
and requirements of the initiative,
which is expected to
acquire up to $5 billion in satellite
communications capacity
and services over a decade,
are scheduled for release in
draft form before the end of
the year, and designers hope to
have the new system in place
by fiscal year 2011.
Unveiled to industry
and the press this summer,
FCSA will replace three existing
DISA and GSA programs
with buying vehicles available
to both military and other
government users. The three
components of FCSA will be
dedicated transponder capacity;
subscription services; and
end-to-end solutions. (See
MIT, August 2009, page 4.)
Given the vastly increased
use of commercial satellite
resources by the military in
recent years, the DISA/GSA
alliance is vital to continued
effective support for warfighters, according to
Bruce T. Bennett, DISA’s director of satellite
communications, teleport and services.
“It became apparent to us that we could
not do this alone. So we have decided to partner
with GSA to provide one vehicle for all of
DoD and the federal government, to unify our
buying power and our leverage in the marketplace
to get newer, more advanced technologies
into the field faster,” Bennett said, noting
that DISA will continue to oversee and assist
all the DoD users, while GSA will provide
6 | MIT 13.9
Bruce T. Bennett
bruce.bennett@disa.mil
Kevin Gallo
kevin.gallo@gsa.gov
mentoring and engineering oversight for
other federal users.
“We’ll help each other out as time goes by,
when either of us is overwhelmed,” he said.
“We’re trying to make this so that as new services
become available, we can leverage them
quickly and economically and get them out
there to manage our worldwide missions.”
For Kevin Gallo, GSA
program manager, the SAT-
COM initiative is important
not only for the critical services
it will provide for warfighters,
first responders and
other government users, but
also for the agency partnership
it represents.
“It’s a great example of
different government agencies
working together to
operate efficiently,” said
Gallo. “We’re working side
by side with DISA to pool our
SATCOM acquisition expertise,
avoiding the cost of parallel
acquisition efforts. We’re
working in the same office,
and have briefed industry
jointly, and we’re planning
for the partnership to continue
on through acquisition
and then into operations.”
UNIFYING FORCES
In addition to the benefits
for government users, Bennett suggested,
FCSA will assist industry participants as well.
“One of the things that we were continually
being questioned about by contractors and
Congress was the myriad different processes
that vendors had to go through in order to
be able to sell their services to DoD or other
federal agencies. By unifying our forces, there
will be one process and one methodology, so
we’re hoping it will eliminate a significant
amount of cost and confusion that we were
burdening our commercial brethren with.”
The new vehicles will build on the agencies’
experiences with existing commercial
satellite programs, notably DISA’s Defense
Information Systems Network Satellite Transmission
Services-Global (DSTS-G), which has
been in place since 2001.
Since then, the dramatic growth in military
use of commercial satellites has reshaped
the marketplace, Bennett observed. “Originally,
it was a small business set-aside for
three small vendors to help us navigate the
commercial market space. We’ve now gotten
smarter, and industry has gotten smarter,
so we’ve taken some of the good ideas out
of the original DISA and GSA contracts, did
an exhaustive conversation with industry,
and have identified three unique segments
out there. We’re attacking each individually
to maximize their potential for DoD and the
federal government.
“There wasn’t anything we didn’t like
about the current process, but it was put in
place years ago. What we’ve learned and gotten
better at, we have rolled into this contract
to make it open to any vendor out there to be
able to provide their services to DoD and the
federal government,” he added.
While demand may level out in the future,
technological change will continue to require
a flexible approach, Bennett said. “I don’t see
the kind of growth in the future that we’ve
had in the last 10 years, but I don’t see it
diminishing either. As we start moving to a
network-centric environment, the amount
of information is causing our warfighters to
demand more and more bandwidth in order
to do their mission effectively. Unfortunately,
a lot of the places we deploy to don’t have viable
terrestrial infrastructures, which requires
them to get their connectivity through satellites.
That demand will continue to stay high,
but I don’t see it growing at quite the same
rate that it is today.
“The other big thing is the amount of new
technology and services that they are bringing
to the table, which allows us a lot more
flexibility to meet customer requirements
anywhere in the world. We took a look at past
www.MIT-kmi.com

and future information needs and talked to
almost everyone in the industry to get an idea
of where they are heading and what kinds of
services they expect to bring out in the foreseeable
future, and at how we can best apply
that to the unfulfilled requirements that we
have now in DoD. We spent a lot of time with
industry people, working and talking with
them, picking their brains and letting them
know what our needs were and trying to
match them up,” Bennett recalled.
EASY AND ECONOMICAL
By aggregating demand from a wide range
of government agencies, FCSA is expected to
produce significant economies of scale and
cost savings, while also simplifying administration
for both users and suppliers.
“It should be easier for users to order
services and identify how to fill requirements,”
said Bennett. “It should also be more
economical for the user, and allow a lot more
flexibility and portability of bandwidth.”
The end of the DSTS-G program will
change the status of the three prime contractors—Artel,
DRS Technologies and CapRock
Government Solutions—which will no longer
be in charge of integrating and reselling satellite
products and services from other companies.
But Bennett predicted the companies
would respond to the new environment.
“FCSA has room for everyone,” he said.
“It shouldn’t drastically affect the three companies
in the current program. They can bid
and be members on the contracts. But what
it does do is cut some of the middlemen out,
especially from the transponded services. It
gives us some flexibility and enables more
than just three companies to help us out in
developing our future capabilities.
“Everyone can play, and there’s room for
all. All this does is to eliminate the artificial
barriers we put up in the early part of this
decade,” Bennett said.
Another advantage is that industry will
be able to continually offer new competition
and services, according to Charles F. Edwards,
DISA deputy program manager, SATCOM.
“There are some new or prospective startups
in the commercial satellite industry, and if
they develop their business offerings after
these awards, including transponded capacity
or subscription services, they will be able
to come forward as a supplier. In these two
service areas, we’re going to have continuous
competition, which is of value both to the
government and industry.”
Security could also be an area of mutual
advantage, backers say. “DoD has always been
out ahead on satellites, especially on information
security, that our commercial brethren
haven’t paid a lot of attention to. But they’re
beginning to, because the kinds of information
security requirements DoD has also
apply to the banking and health communities,
for example. So they’re beginning to
offer services that are a lot closer to the native
needs of DoD, and we’re encouraging that
kind of growth so that we can leverage from
them without having to develop specialized
services,” Bennett said.
“We’re also following closely on their next
generation satellites,” he said. “Five years
ago, you might not have imagined putting
a dish at your house and getting Internet to
your home through a satellite. But you can
get that today. What I tell people is that what
they saw in the early 1990s with the growth of
the computer industry, you’re seeing in this
decade in the satellite community, and we’re
just taking advantage of that.”
Meanwhile, officials continue to work
hard to communicate with industry and customers
on the new program, both to get
feedback and to make sure that all potential
competitors understand the opportunities
and how to participate.
“We are still listening to industry as we
move forward, and our communications are
to help us get it right,” said Edwards. “We’re
a buyer in a commercial market, and we
want to make sure we’re asking them to
supply things in the right way. We had the
Industry Day this summer, and this fall we’ll
have another meeting where we’ll talk about
the language on transponded capacity and
subscription services, and ask them to give
us some feedback. We’re going to use draft
documents to communicate with industry to
make sure we get it right. “
“We’re really taking seriously the need
to get information out to our customers and
commercial partners, to make sure that we
work out all the issues and lines of communications
prior to the contracts being in place,”
Bennett said. ✯
Contact Editor Harrison Donnelly at
harrisond@kmimediagroup.com.
For more information related to this subject,
search our archives at www.MIT-kmi.com.
www.MIT-kmi.com MIT 13.9 | 7

FCSA: The Industry View
COMPANIES SEE PROMISE IN NEW APPROACH
TO COMMERCIAL SATCOM ACQUISITION, BUT
QUESTIONS REMAIN.
Strategy Calls for
Provider Innovation
ONLY COMPANIES TRULY SEASONED IN DELIVERING
END-TO-END SATCOM SOLUTIONS CAN
PROVIDE THE VALUE THAT DISA AND GSA ARE
SEEKING FOR THEIR CLIENTS.
BY TOM EATON
teaton@caprock.com
Although there
is still much to learn
about FCSA and the
alliance between DISA
and GSA, one thing
is very clear—this
is a new acquisition
program for a new
generation of satellite communications
requirements. Today’s government customers
need faster and easier access to a broader
range of value-added satellite communications.
When the predecessor contracts to
FCSA were originally issued, the primary
requirement was access to “bulk bandwidth”
and components for self-managed
networks. But after eight years of adapting
to life in the post 9/11 era, defense and
homeland security agencies have developed
more sophisticated requirements. Whether
it’s high capacity bandwidth for unmanned
aerial systems or ultraportable microsat
COMSATCOM Equalizer
MERGER GIVES SATELLITE COMMUNICATION
SERVICE PROVIDERS AN OPPORTUNITY TO
COMPETE ON A FAIR AND LEVEL PLAYING FIELD.
The historic alliance between GSA and
DISA signifies the end of a once exclusive
playing field, and creates a diverse landscape
in which commercial satellite companies
can be competitive.
Adelaida V. Severson, president of
Bushtex, a minority woman-owned small
business that provides end-to-end satellite
communication solutions worldwide, views
this coalition as an equalizer in the commercial
satellite industry, which serves to create
8 | MIT 13.9
(Editor’s Note: Following the announcement that the Defense
Information Systems Agency (DISA) and General Services
Administration (GSA) would establish the Future COMSATCOM
Services Acquisition (FCSA) program, Military Information Technology
asked a number of satellite communications companies for their
perspectives on the future of military and other government SATCOM
procurement. Following are their statements.)
systems for special forces, modern applications
for satellite communications require
more than just the “parts.” They require
complete end-to-end solutions.
By rolling multiple existing contracting
vehicles into one program, DISA and
GSA will accomplish three fundamental
goals. First, they will streamline access to
SATCOM products and services not just
for the Department of Defense, but for all
federal agencies. Second, with access to
new fully managed SATCOM services, in
either off-the-shelf or custom-configured
form, government organizations can leverage
the flexibility of commercially developed
communications, and focus on their
missions.
Finally, FCSA will promote competition
on many levels: among satellite operators
and integrators for transponded bandwidth;
among satellite service companies for subscription
services; and among managed
service providers for end-to-end custom
networks. It is that competition that will
foster more innovative and cost effective
solutions in the marketplace.
The key to maximizing the new FCSA
acquisition strategy, and leveraging the lessons
learned from the current contract
vehicles, is selecting the right kind of providers.
Only companies truly seasoned in
delivering end-to-end SATCOM solutions
can provide the value that DISA and GSA
improved relations with the military entities.
“The merging of GSA and DISA opens
up the marketplace and offers
increased opportunities for innovative
technology and partnerships,”
Severson said. “This extraordinary
merger gives satellite communication
service providers an opportunity
to compete on a fair and level
playing field, while opening up the
doors for us to engage in a variety
of government and military
contracts.”
Severson speaks from experience on
her work with a number of government
contracts, including facilitating Bushtex’s
are seeking for their clients. FCSA’s longterm
success will require focusing on those
contractors with true in-house capabilities.
Innovation requires real investment in the
customer’s mission, not merely “just in
time” procurement facilitation. As a result,
there will be little place in FCSA for “middle
man” brokers who do not invest in, own and
operate network infrastructure and assets.
As a prime contractor on all three current
contract vehicles (DSTS-G, INMAR-
SAT and SATCOM-II), CapRock has become
adept at creating innovative and best value
solutions to meet the unique challenges of
our military, intelligence and government
customers. In doing so, we’ve undergone
an extensive transformation. Rather than
requesting that our customers sign longterm
or multi-year leases that don’t fit their
requirements or funding profile, we have
changed to better fit their needs.
CapRock invests in pre-positioning
bandwidth and infrastructure in current
and future hot spots to make sure we can
meet the military’s requirements when and
where needed. In short, we change, so our
clients don’t have to. Ultimately it is that
kind of adaptability that government agencies
of all types should expect from FCSA
and its supporting service providers.
Tom Eaton is president of CapRock
Government Solutions.
groundbreaking role in the data transmission
from an airplane to various federal
agencies on behalf of the Coast
Guard—the first-ever UAV flight
transmission in history.
“The relationship between
the commercial satellite industry
and the military will continue
to evolve with the state of the
Adelaida V. Severson economy,” noted Severson. “I see
the merging of GSA and DISA
adelaida@bushtex.com as a win-win for both sides. As
we move toward working more with government
entities, we are proud to excel outside
of the beltway in an extremely competitive
industry.”
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The FCSA Vision
LEVERAGING COMMERCIAL SOLUTIONS TO MEET
DOD’S MISSION REQUIREMENTS.
BY RICK LOBER
rick.lober@hughes.com
The FCSA is an
initiative between
DISA and GSA to
provide commercially
available satellite services
and end-to-end
solutions to the government.
It enables
the military and civilian agencies to benefit
from using commercial solutions while
leveraging the power of IDIQ contracting.
For the Department of Defense, FCSA’s
importance cannot be overstated. It is a
potential roadmap that can enable the
military to procure proven commercial
products and solutions, meeting missioncritical
requirements at the best price
and schedule available. As DISA and GSA
seek input on the strategy, there are some
essential points to consider:
•
Solving the bandwidth shortage.
Increased numbers of unmanned
systems continue to absorb bandwidth
needed by the warfighter for tactical
communications. Exponential growth
of these systems and the cancellation
of the Transformational Satellite
Communication System (TSAT) will
create a significant bandwidth
shortage—even when accounting for
WGS and AEHF rollouts and
enhancements. The commercial
satellite industry has solutions
available to meet FCSA’s needs
Open Dialogue Needed
WHILE FCSA LOOKS LIKE A STEP IN THE RIGHT
DIRECTION, IT WILL NOT AUTOMATICALLY SOLVE
THE INVESTMENT PROBLEM.
BY GENERAL ROBERT “TIP” OSTERTHALER (RET.)
Over the past
several years, the
U.S. government
and the commercial
space industry have
engaged in a new and
more productive dialogue,
but it is too
soon to tell whether or not the discussion
will lead to a different relationship for the
10 | MIT 13.9
tomorrow, as well as existing
bandwidth efficient solutions for the
military today. For example, Hughes
SPACEWAY 3 satellite—the world’s
first commercial satellite with
on-board IP-packet switching and
available for government use—has 10
Gbps capacity, as opposed to the 1
Gbps capacity typical of conventional
bent-pipe satellites. To meet the
future bandwidth needs of its
customers, Hughes is currently
designing Jupiter, a next-generation
satellite with 100+ Gbps of capacity,
scheduled for launch in 2012. The
FCSA program could allow for
government lease of shared
bandwidth, full transponders or entire
satellites such as these, providing
needed capacity more quickly than
via time-consuming DoD
acquisitions.
• Managing DoD Networks. As
advanced networks evolve, network
management will become a growing
need within DoD, and much can be
learned from the commercial
industry. Hughes is the largest
provider of broadband satellite
solutions in the world, having shipped
almost 2 million systems to
customers in over 100 countries, and
manages more than 700,000
broadband sites in operation
throughout North America from its
network operations center in
Maryland. The FCSA program could
be structured to allow DoD to learn
from and utilize that kind of
commercial expertise in managed
network services developed over the
long term. What is clear is that government
users have an appetite for satellite
bandwidth that far exceeds the capacity
of government-owned systems, and few
people think that will change any time
soon. This reality would seem to make it
imperative that the government find ways
to ensure that commercial infrastructure
will be available when and where needed.
From the point of view of the commercial
satellite operators, the government
is a highly desirable customer: They
have growing demand; they have defined
requirements and processes; and they pay
their bills on time. So if the government
needs industry to step up and industry
•
last 20 years, in what will
undoubtedly be one of the major
challenges for upcoming government
communications programs.
Leveraging Standards-Based
Solutions. Commercial solutions used
in-theater have the advantages of
rapid deployment and proven
capabilities, but can present
significant logistical support
penalties. These can be avoided by
employing industry standard, open
waveform solutions such as the global
IP over Satellite (IPoS) air interface,
developed by Hughes and approved by
ETSI, TIA and ITU. As a case in point,
DoD can today source IPoScompliant,
mesh capable,
communications-on-the-move
solutions with FIPS-140-2 enhanced
security that yield the warfighter the
best of both worlds—high
performance, bandwidth efficient
technology based on industry
standards, fully supportable from an
acquisition and logistics perspective.
In summary, the FCSA vision should
embrace the objectives of enhancing
today’s military communications capabilities
by utilizing commercially proven,
standards-based solutions, while at the
same time streamlining the acquisition
process to expedite their rapid deployment
now and development of next generation
versions in the near future.
Rick Lober joined Hughes in late 2008
as the vice president and general manager
of the Defense and Intelligence Systems
Division.
wants to serve government, why is it so
hard to come up with a mutually satisfactory
way to get commercial capacity into
the hands of government end-users?
One of the major challenges is to find
ways to bridge the gaps between the business
models of the buyers and sellers.
While the satellite operators are eager
to sell to the federal government, they
have more commercial customers than
government customers. They also have
substantial capital tied up in their satellite
assets, and they have a responsibility to
their investors to get the best yield they
can from those assets. Satellite operators
are very rational and very predictable,
www.MIT-kmi.com

investing in capabilities of interest to the
government when they have an expectation
that their investments will generate
reasonable returns.
On the other hand, government buyers
and end-users operate within an acquisition
environment that features highly
unpredictable overall demand, uncertainty
as to the ability of governmentowned
systems to satisfy requirements,
and one-year budget cycles. When it takes
two to three years to put a commercial
communications satellite in orbit, and
the government cannot predict demand
or know how much money it will have to
buy commercial bandwidth beyond the
current year and perhaps one more, it is
easy to see why industry and government
seem to have the same conversations year
after year.
Acquisition Centerpiece
IT IS IN EVERYONE’S BEST INTEREST TO
PARTICIPATE TOGETHER TO CREATE A SIMPLE,
QUICK, EFFECTIVE AND FAIR APPROACH TO
GOVERNMENT PROCUREMENT OF COMMERCIAL
SATCOM.
BY JOSEPH BRAVMAN
jbravman@omni-sat.com
Commercial SAT-
COM has established
itself as a significant
and permanent element
in meeting part
of the government’s
SATCOM solution set.
It has progressed from
predominantly standard C-, Ku- and L-band
offerings to also include uniquely government
capabilities such as UHF and X-band.
Furthermore, the acceleration of implementation
techniques like hosted payloads
has opened up even greater leverage.
Such payloads can add new transponders
or advanced features like IP routers
in space and distributed architectures, and
at the same time cut cost and take years
off of the time to orbit. There is hardly a
satellite conference that does not have a
panel focused on evolving ways in which
the government can be a better customer
and industry can be a better supplier. With
the demise of large programs such as TSAT,
everyone is looking to find ways to close
that gap.
A large and growing portion of commercial
acquisition comes through DISA
The FCSA might well be a very effective
approach to government purchasing
of commercial satellite capacity, but the
details within the three service areas are
not yet fully developed. Furthermore, it
is not yet clear how much flexibility government
end-users will have as they purchase
capacity and services through the
Schedule 70 and ID/IQ vehicles within
FCSA. As these details are filled in over
the coming months, it will be important
to keep in mind the need to connect the
government and commercial business
models.
From the commercial satellite operator
perspective, the ability to have a direct
relationship with government end-users
provides an opportunity for industry to
better understand future requirement
and to use that knowledge to ensure the
and GSA, each serving as aggregation
points where government customers can
shop. The present acquisition structure,
with vehicles like DISA’s Defense Information
Systems Network Satellite Transmission
Services-Global (DSTS-G), often
are not a quick path to low prices or
innovation, and they are often criticized
by DoD users, the Government Accountability
Office, satellite operators, and
small-to-medium sizes companies for
various and differing shortcomings.
The government is trying to overcome
the rigidity in this acquisition
structure with FCSA as a new initiative,
and allow satellite operators, equipment
and service suppliers, and small and
large company integrators to each fairly
compete under IT Schedule 70 or IDIQ
vehicles. An estimated $5 billion will be
purchased over the next 10 years, and it
is in everyone’s best interest to participate
together to create a simple, quick,
effective, and fair acquisition approach.
After the formal announcement, DISA
and GSA are planning on releasing the
FCSA drafts to industry in the first half
of 2010. The solicitation will be divided
among three classes of capabilities: transponded
capacity; “plug in” subscription
services (FSS and MSS); and custom endto-end
solutions.
There is also an opportunity in
the need to bridge between things
that are truly commercial, but useful
to the government, and those that are
truly governmental and unique. It is
capacity will be available when and where
needed. That will only happen, though,
if the government keeps in mind that
industry will invest only where it has
manageable risks and the expectation of
reasonable returns.
While FCSA looks like a step in the
right direction, it will not automatically
solve the investment problem. For that,
the open dialogue that began several
years ago will need to be continued and
expanded to the point where industry
is directly involved in the government
communications infrastructure planning
process.
Air Force General Robert “Tip”
Osterthaler (Ret.) is president and
chief executive officer of AMERICOM
Government Services.
through enlarging this space that leverage
increases. Below are a few of these
emerging technologies, many of which
should find a significant role in future
commercial acquisitions:
•
•
•
•
•
•
•
Ultra-wideband satellite systems at
Ka-band and above, and including
optical payloads
Fast flow routers and IP switching
True COTM and affordable mobile
phased array antennas
Clusters of distributed and hybrid
systems
Higher order modulation, advanced
signal processing, and highly flexible
SDR terminals
More use of MEO and elliptical
orbits
Next generation LEO systems.
I hope that in the future we will
find many of these items as commercial
component in FCSA offerings, and that
there will be a healthy interplay between
small business/SDB, large business, integrators,
service providers, satellite and
network operators, and equipment manufacturers.
FCSA will not be the one and
only place to shop, but it should become
a centerpiece in the acquisition of commercial
capabilities.
Joseph Bravman is currently
engaged in a number of satellite and
communications projects as president
and founder of Omnisat.
www.MIT-kmi.com MIT 13.9 | 11

Ready for the RACE?
DISA HAS CREATED A GAME-CHANGER
WITH RAPID ACCESS TO THE COMPUTING
ENVIRONMENT, AND IT’S TIME FOR THE
SATCOM INDUSTRY TO MEET THE CHALLENGE.
BY PETER JONES
peter.jones@segoviaip.com
One of the most
exciting developments
at DISA in the last
year or so has been
the Rapid Access to the
Computing Environment
(RACE) program.
This program is said to
have been inspired by Internet Web hosting
companies such as Godaddy.com, which have
developed the capability to provision a virtual
computing environment quickly and painlessly
in minutes, not weeks.
Basically, if you want to host a Website,
provide a credit card number to the hosting
company and it can quickly—without human
intervention—provision your domain, create
DNS records, build a virtual environment
(Windows or Linux), and provision your storage
and Internet connectivity. In under an
hour, you have a qualified domain, with a virtualized
computing environment, ready to go.
Just upload your content and you’re online.
And so it is with RACE. While the time-toprovision
is a little longer, DISA is able to provision
.mil and .gov domains rapidly, at low
cost, based on immediate customer needs.
What a concept: You need it, you provide a
few pieces of data, and the domain is created
for you—now.
FCSA Offers
Government Value
GIVEN THE FUTURE RELIANCE ON COMMERCIAL
SATELLITE NETWORKS, IT IS VITAL THAT DOD
PUT IN PLACE NOT JUST A CONTRACTING
VEHICLE, BUT A TRULY INNOVATIVE SOLUTION.
BY SKOT BUTLER
skot.butler@intelsatgeneral.com
12 | MIT 13.9
DISA and GSA
announced recently
that they would
team up to create a
new contract vehicle
for the provision of
commercial satellite
services to the U.S.
government. This
Alfred Rivera and his folks at the DISA
Computing Services Directorate should
be commended. Not only because RACE is
a world-shaking idea, but also because so
many other services need to meet the same
challenge for speed, responsiveness and customer
service.
In truth, the Computing Services’ innovation
is not the first of this kind of thinking.
As early as 2002, DISA and the predecessor
office to ASD (NII) made a major investment
in the terrestrial DISN’s ability to provision
huge amounts of bandwidth, quickly, through
the GIG Bandwidth Expansion (GIG-BE) program.
GIG-BE became the poster child for
doing things right: fast response, forward
thinking and streamlining DoD’s telecommunications
processes.
If GIG-BE was the first step, and RACE
was the second, what’s next?
Unfortunately, some in the telecommunications
community are not that
enlightened. The commercial SATCOM procurement
system is an egregious example.
We have SATCOM requirements documents,
and we require reams of justification, 1960sera
requests for service, SATCOM databases,
TSRs, TSOs, JCS “approvals,” and other
bureaucratic maneuvers. We limit access to
satellite services based on perceived “need.”
The underlying assumption is that SATCOM
is a precious resource, one that needs to be
parceled out like Scrooge handing out small
coins on Christmas Eve.
Reality is just the opposite. With the
advent of Ka- and commercial X-band, we
no longer have the bandwidth shortage that
hobbled DoD in decades past. Yes, not every-
new vehicle, FCSA, will have three service
areas: transponded capacity; subscription
services; and end-to-end solutions. Under
the current plan, GSA will administer the
contract vehicles, but DISA will maintain
ordering authority for all DoD orders.
Intelsat General welcomes this new
contract vehicle and the opportunity to
provide our services directly to the user
community. We believe that military reliance
on commercial capacity will continue
in a significant way into the future,
and we support a structured balance of
MILSATCOM and COMSATCOM. DoD’s
broad objective of providing bandwidth
and content to the individual soldier and
Marine, coupled with new bandwidthintensive
technologies such as UAVs,
tells us that the government will never
thing can talk to everybody, but the market
is providing more bandwidth, in more technically
efficient ways, in more places, than
ever before.
This is what Rivera and his team are
providing: efficient and timely access to
resources. Instead of a bureaucracy-bound
process, based on equipment acquisition and
procurement timelines, which gets service
in months, DISA instead provides pre-positioned
networks, platforms, and commercial
best-practices business practices—and can
literally provision service in hours.
There is another term for this: managed
services. To some, managed services
is a dirty word. It shouldn’t be. Managed
services means the user doesn’t have to buy
the hardware and software; the user just buys
the service. For those who want to specify
every aspect of the solution, this can be a
hard sell.
Managed services don’t fit well into the
“statement of work/section L/section M”
mindset. But they do fit well into the mindset
of “statement of objectives” and “quality
surveillance” plans.
We need the folks who are watching
DoD telecommunications to pay attention to
what DISA’s Computing Services Directorate
is doing with RACE. Rivera has made
provisioning computing services quick and
easy. There is no reason that SATCOM can’t
be just as simple, and just as responsive to
the warfighter.
Peter Jones is senior director of
business development at Segovia Global IP
Solutions.
fully satisfy its own needs using national
systems.
We believe that a direct contractual
relationship between the government and
the satellite operators will have a positive
impact on the DISA and GSA missions,
and by extension the warfighters and
other government users they serve. Some
specific areas where the government
would benefit:
•
•
The government would gain an
opportunity to provide direct input
into the design of future satellites
and coverage.
Our customers will get the benefit of
a secure Web portal that allows them
to monitor their service end to end,
including bandwidth utilization over
www.MIT-kmi.com

•
time and segment-by-segment link
availability.
Our Intelsat General Secure
Operations Center offers government
customers the ability to securely
leverage Intelsat’s tools, talent and
infrastructure for everything
from EMI/RFI and geo-location to
troubleshooting of remote
equipment.
Meeting Military
Bandwidth Demands
CAN DOD AND THE COMMERCIAL SATCOM
INDUSTRY TOGETHER TRANSFORM POLICY TO
SUPPORT MILITARY OPERATIONS?
BY LIEUTENANT GENERAL WILLIAM J. DONAHUE (RET.)
Current Department
of Defense contracting
processes
have been crafted to
acquire commercial
SATCOM services by
responding to wellspecified
needs, properly
executed through a detailed workflow
process, and supported with a funding document
to pay the bill. These methodical
procedures do not generate the best value
solution. The Department of Defense, for
the most part, does not budget for these
services and buys them on spot markets,
where demand is high and competition
for bandwidth goes to the highest bidders.
This is akin to an individual trying to book
a hotel at the last minute, in a town hosting
a national sports event: You either pay
a premium or you take what you can get
and hope for the best.
DoD also has a 10-year history of using
supplemental operations and maintenance
(O&M) appropriations to finance commercial
SATCOM needs. Without a normal
budget process that serves as a forecast to
industry, there is no signal with respect to
where commercial industry should channel
its scarce investment resources.
DoD buyers would like to treat commercial
SATCOM purely as a commodity,
allowing price to be the sole or key discriminator
for award. Yet they also talk
about the need for industry to better meet
their requirements for security, assurance
and availability. Two simple actions will go
14 | MIT 13.9
This being said, we do still have some
questions for the government. For instance,
precisely how will the government determine
if a particular requirement falls into
the “subscription services” or “end-to-end”
category? Also, we have some concerns
about the seemingly “unlimited” nature of
the awards. How will DISA PMO manage
potentially dozens of bids on every task
order and deliver services to the warfighter
in a timely fashion?
a long way in giving DoD better value and
generating a closer working relationship
with commercial SATCOM industry.
The first action should be a program
objective memorandum and budget line
for commercial SATCOM that is visible
to the industry. The second action should
be development of policies to address the
role of commercial SATCOM industry in
the national defense equation. These two
actions are necessary and essential first
steps toward a government and industry
partnership that will meet future bandwidth
needs better, faster and cheaper than
we have in the past.
As the government and commercial
industry continue to work toward greater
cooperation at this critical time in our
history, DoD must recognize the vital
national resource that the commercial satellite
industry provides. The department
should review its relatively weak current
policies with respect to commercial satellite
services procurement. It needs to
strengthen and build on the framework
whereby commercial satellites currently
provide for more than 80 percent of DoD’s
communications bandwidth requirements.
We clearly need COMSAT acquisition solutions
that will work efficiently, leverage the
government’s buying power and continue
to take advantage of the great strength
represented by commercial bandwidth
providers.
Additionally, the government needs to
consider and plan for emergency preparedness
related to global connectivity. This
should be an initiative similar to the mid-
1980s, when DoD led government efforts
to address national security emergency
preparedness issues related to domestic
telephony and connectivity in the aftermath
of the breakup of AT&T. In all of these
cases, the commercial SATCOM industry
can be an adaptable and capable partner in
Given the future reliance on commercial
satellite networks, it is vital that DoD
put in place not just a contracting vehicle,
but a truly innovative solution that will
meet warfighter requirements of today
and in the next engagement, wherever
that may be.
Skot Butler is director of strategic
initiatives for Intelsat General.
addressing the government’s future communications
needs and solutions.
DoD should make satellite bandwidth
acquisition policy focus on enabling and
strengthening capabilities, all the way to
the edge of the battlefield. Furthermore,
DoD should transform commercial SAT-
COM contracting processes and workflow
to efficiently support global operations.
This will foster real change in the way the
government views the innovation and flexibility
of the commercial SATCOM industry.
The future success of U.S. military operations
will depend on a rich, commercial
satellite communications industrial base.
The government needs to refine its
commercial acquisition strategies to
ensure that our warfighters have all the
bandwidth they need for current operations.
DoD should push this bandwidth as
rapidly as possible to the forward edge and
not wait to receive well-defined requirements,
engineered solutions and funding
documents from the theater of operations.
We have reached new frontiers, including
putting men on the moon, by using innovation,
people and technology. Solving
the SATCOMS bandwidth problem should
be a virtual “chip shot.” We do not want
bandwidth to be a limiting factor when it
is time to apply force or when it is time
to operate against our enemies in hostile
areas.
During his 33-year Air Force career,
Lieutenant General William J. Donahue
served in a variety of communications,
information, command and control
positions at virtually every level in the
Air Force. He has extensive background
in the full range of Air Force information
technology, telecommunications and
space-based systems. Among a range of
clients, Donahue currently supports XTAR
on satellite communications matters.
www.MIT-kmi.com

WIN-T is…
being fielded today.
a self-forming and self-healing network.
providing integrated network operations.
a mobile, ad-hoc network.
the U.S. Army’s current and future network.
For more information please call 508-880-1759.
© 2007-09 General Dynamics. All rights reserved.
Select photographs courtesy of the U.S. Department of Defense.

AMF Program Links Air, Maritime Domains
THE NETWORKED CAPABILITIES BEING DELIVERED ARE THE EQUIVALENT OF GIVING
WARFIGHTERS THE OTHER TEAM’S PLAYBOOK BEFORE THE BIG GAME.
Editor’s Note: This is another in a regular series of updates on the Joint Tactical Radio System (JTRS), as provided by the program’s
Joint Program Executive Office (JPEO).
It has always been about joint networked connectivity in the
battlespace. In the air, from the seas and on the ground, across
distances far and near, linking warfighters with real-time audio,
video and data communications gives our troops and allies
unprecedented capability and superiority in the battlespace. The
networked capabilities being delivered by the Airborne, Maritime/Fixed
Station (AMF) program are the equivalent
of giving our warfighters the other team’s playbook
before the big game. Taking advantage age
of advanced, strategy-changing technologies es
gives us an edge in battle.
One of five major programs within the
JPEO JTRS, the AMF program consists of
a two-channel small airborne (SA) joint
tactical radio (JTR), and a four-channel
maritime/fixed (M/F) JTR.
Increment I of AMF-SA will support
UHF SATCOM, the Mobile User Objective
System (MUOS), Wideband Networking g
Waveform, Soldier Radio Waveform (SRW), W),
and Link-16. The Army’s Longbow Apache attack
helicopter is the lead platform, and the radio will ill also l
go into other Army aviation assets and Air Force tankers and
cargo transports such as the C-130, KC-135 and KC-10.
Increment 1 AMF-M/F will support the UHF SATCOM and
MUOS waveforms, and be integrated into Navy ships like aircraft
carriers and destroyers, as well as fixed station platforms, Air Force
command and control (C2) centers, and Navy shore C2 installations.
The SRW 1.0C waveform was tested in a multi-node, surrogate
radio field trial this past June, and was scheduled to start porting
in October. It demonstrated a high degree of confidence in the
capability and how it will change the battlefield for the warfighter.
During the field test, there were 5 watt handheld radios that were
connected to each other within a line of sight.
Then, another node was placed on the other side of the terrain,
out of line of sight, that was a sufficient distance away than
the range of the radio’s capability. A helicopter rose to 200 feet,
and instantly there was communication. A larger network, which
16 | MIT 13.9
gave greater situational awareness, materialized in a simulated
battlespace environment.
Within the next few months, AMF is on track to hold a critical
design review. A software/hardware demonstration based on a
mission scenario environment will follow in the March/April 2010
time frame.
To date date, the National Security Agency (NSA) has not
identifi identified any key issues with AMF architecture, and
that that’s due in large part to the partnership and
cl close working relationships between the AMF
program, NSA and the contractors delivering
the waveforms.
In summary, AMF provides a vertical
extension of the joint ground domain. The
ground forces, enabled by the JTRS ground
mobile radios (GMR), will establish a critical
network for terrestrial operational forces. All
too often, the ground domain and airborne
ddomain
are characterized as separate layers,
each
having its own network that requires a
strateg strategy to link the two. In reality, it is one network
th that t iis enabled b by the GMR JTRS and AMF JTRS radios.
Interoperability demands a singular view of a joint network that
empowers the soldier, sailor, airman and Marine regardless of the
service or combat platform.
For a long time, the emphasis of developing systems has been
on achieving interoperability of those systems, perhaps giving the
impression of cobbling together disparate independent systems
into a joint enclave of interoperable tools, observed Colonel Raymond
Jones, AMF program manager. A more appropriate word for
today’s thinking, he suggested, might be interdependency. That
reflects a more advanced interpretation that a broad community’s
interests can intersect and support each other, anticipating that
a military operation may grow to include different government
agencies and coalitions. And that’s what AMF and JTRS deliver.
“I’m on task with delivering capability. I’m a warfighter. I wear
a uniform. I tell my contractors this every day: I’m not building
a doorstop. I’m building a capability that needs to get to the
warfighter as quickly as possible,” Jones said. ✯
www.MIT-kmi.com

easons to believe in JTRS—now.
Harris is marking the delivery of the
100,000 th Falcon III ® multiband
handheld radio (AN/PRC-152)—and
proving the value of JTRS solutions today.
��Fielded
by all branches of the U.S. Department of Defense
��Joint
Tactical Radio System (JTRS) approved
But most importantly, the AN/PRC-152 handheld radio is doing what it was designed to do:
enabling our troops to communicate safely and reliably—today.
Learn more about the vision of JTRS and how Harris is delivering on it today: www.jtrs.com

Compiled by KMI Media Group staff
Radio Technology Increases
Congested Network Capacity
BAE Systems has completed the first real-time mobile tests of new wireless
military radio technology designed to help warfighters dispense critical communications
without interruption during battle. The technology allows more traffic
on more networking systems, giving users an advantage during air-to-air, air-toground
and soldier-to-soldier communications. Under a $15.5 million Defense
Advanced Research Projects Agency (DARPA) contract, the company is developing
wireless radios that can untangle interfering digital communications signals. The
DARPA Interface Multiple Access (DIMA) program aims to greatly increase network
capacity and performance in highly congested mobile networks. The radios will
allow multiple transmissions to occur simultaneously on one frequency and can
support as many as five simultaneous conversations into the same time and
frequency slot, even in the presence of severe near-far interference. Known as multiuser
detection, BAE Systems’ real-time technology enables users to communicate
simultaneously on the same channel without centralized control or infrastructure.
Recent experiments validated the technology in a mobile, ad-hoc network environment
and demonstrated the vehicle-mounted DIMA radio’s ability to receive up to
five simultaneous transmissions from different users while traveling at 15 mph.
Mobile Technology Enables
Wireless Wide Area Networks
General Dynamics Itronix will offer Qualcomm’s Gobi global mobile Internet
technology as a new capability for the Itronix line of rugged notebooks, tablet PCs
and ultra-mobile PCs, including the vehicle-rugged GD6000 and the fully rugged
line of GD8000 notebook computers. The multi-mode Gobi technology enables
General Dynamics Itronix customer customers to take advantage
of high-speed high-speed data access access services service from 3G network
carriers around the world. With
Gobi’s technology
in General Dynamics Itronix no notebooks, IT depart-
ments can simplify their opera operations by procuring
and deploying one notebook in a
wireless wide area
network configuration, enabling
global connectivity
among multiple carriers. The em embedded technology
significantly reduces the need to support multiple
embedded or external
cards and reduces
the number
of hardware assets
that need ne IT management.
To keep ke the technology
current, curren software updates
are eeasily
downloaded
whenever the connection
manager is
launched.
18 | MIT 13.9
Multiband Radio
Deliveries Reach
Six Figures
Harris has delivered its 100,000th Falcon III AN/PRC-152(C),
a multiband handheld radio that is providing improved secure
real-time communication between deployed forces at all levels
during combat and crisis. The software-defined AN/PRC-152(C)
is the most widely deployed Joint Tactical Radio System-approved
(JTRS) radio. Currently in use by all branches of the Department
of Defense, many allies and federal agencies, the radio was
funded by Harris and is being procured under the JTRS Enterprise
Business Model. This development work has also yielded the only
JTRS-approved wideband networking radio available today, the
Falcon III AN/PRC-117(G). The multiband, multimission Falcon
III AN/PRC-152(C) radio is available in handheld and vehicular
“grab and go” configurations and provides advanced communications
interoperability to U.S. and allied forces, as well as federal
agencies. The radio has significantly advanced the speed and reliability
of voice-and-data communications on the battlefield.
Air Force Seeks
Improved Targeting
and Sensor Pods
The Air Force has awarded Northrop Grumman a $153
million contract to provide LITENING G4 targeting and
sensor systems and related equipment.
Under the terms of the agreement, Northrop Grumman
will deliver LITENING G4 targeting and sensor pods to the
Air Force, as well as kits for the Air Force Reserve Command
and Air National Guard, to enable the upgrade of existing
LITENING AT pods to the G4 configuration. The contract
also includes the supply of additional data links for the
Air National Guard and Air Force. LITENING G4 is a selfcontained,
multi-sensor laser target-designating, surveillance
and navigation system. The pods are also equipped
with “plug and play” technology that enables them to
accept a variety of data links without further modifications
to the pod or aircraft. LITENING G4 capabilities include
an all-digital 1K forward-looking infrared sensor and a 1K
charge-coupled device TV sensor, providing improved target
detection and recognition ranges; a laser target imaging
program imaging system providing unprecedented target
recognition in a wide variety of conditions; and a “plug and
play” data link system that enables improved communications
between airborne forces and the ground.
www.MIT-kmi.com

Multiplexing Platform Gains
Joint Certification
The Marconi MHL 3000 Multi-Haul Optical Dense Wavelength Division
Multiplexing (DWDM) platform from Ericsson Federal Inc. has passed rigorous
testing to ensure that U.S. government agencies’ critical communications can be
delivered with the highest security and reliability. The platform was tested and
certified by the Defense Information Systems Agency Joint Interoperability Test
Command, and is now listed on the Unified Capabilities Approved Products List
in the Transport Appliances category under the Network Infrastructure section.
MHL 3000 is a flexible and versatile platform to address the optical transport
in metro and core applications, reaching the 3.2 Tb/s capacity over 4,000 km
reach. The single platform addresses a range of applications from CWDM to high
DWDM channel counts and longer distances, at rates up to 100 Gb/s, to satisfy
increased traffic demand and higher bit rate services.
Authentication Solutions
Clear Security Testing
The USB-based eToken PRO 72K (Java) and eToken PRO Smartcard
72K (Java) authentication solutions from SafeNet, a provider of information
security now affiliated under common management with Aladdin Knowledge
Systems, have received Federal Information Processing Standards (FIPS) 140-2
Level 2 and 3 certifications. The broad and versatile range of authentication
solutions offered by SafeNet enables organizations to protect sensitive data,
digital identities, and network resources and infrastructure across multiple
domains, including VPNs, laptops and PCs. These solutions are supported by
the Token Management System 5.0, which simplifies password and authenticator
management and deployment. As the flagship product of SafeNet’s
certificate-based authentication portfolio, the eToken PRO USB, along with its
smart card form factor, are the company’s first Java-based authenticators to
undergo rigorous testing by the accredited National Institute of Standards and
Technology cryptographic module testing lab at InfoGard.
Test Command Awards
IT Support Services Task Order
The Army Test and Evaluation Command (ATEC) has awarded a five-year, $42 million
task order to STG to provide enterprise information technology support services to the ATEC
deputy chief of staff for information management. The task order, which was awarded under
the Information Technology Enterprise Solutions-2 Services contract vehicle, is a continuation
of STG’s support to ATEC under a previous seven-year, $67 million contract. To help satisfy
ATEC’s requirements, STG brought together a team of IT service providers with proven enterprise
network operations, network defense and service desk operations skills. STG will continue to
provide services in the areas of customer support, software engineering, Web development,
network operations, information assurance, IT logistics, training and administrative services.
Crew Display System Improves
Vehicle Situational Awareness
The Integrated Crew Display System (ICDS) for military vehicles from
Rockwell Collins provides enhanced situational awareness, resulting in
increased crew safety and mission effectiveness. ICDS provides video
feeds via a helmet mounted display (HMD) from multiple sensors and
systems in the vehicle, which can be simultaneously viewed by all crew
members. The Vehicle Video Switch, a component
of the system, accepts ts video sources from the
electronic systems in virtually any type of military
vehicle including g the Abrams, Bradley,
HMMWV and Strykers, and provides the display
to vehicle crew members. bers. Crew members can
select from any of the he video input sources,
and view them on the he PV35 HMD. Up to
four viewers can simultaneously ultaneously view the
displays. The operator ator
controller is attached d
to the crew member’s
vest, and is provided
by the PV35 Display
Control Module.
New Offerings Aid Federal
Agency Cybersecurity
QinetiQ North America has unveiled four new offerings
designed to help federal agencies jump-start their cybersecurity.
The services can provide the fundamental framework
necessary for practical steps into the world of cybersecurity.
With this core foundation, agencies can proactively protect
their staff, their sensitive information and their infrastructure
from emerging online threats and risks. The services
are cybersafety training designed to introduce employees
to cyberthreats and Internet risk; a cyber-risk and vulnerability
assessment aimed at helping identify an organization’s
threats, risks and vulnerabilities from an adversary’s perspective;
malware discovery, with information covering details of
the malware ecosystem, distribution chain, actors, providers
and IP spaces involved in generating and spreading it;
and comprehensive malware awareness, which identifies the
threats to an organization’s mission that are present, active
and attacking in the wild today.
www.MIT-kmi.com MIT 13.9 | 19

Q&A
Addressing Enterprisewide Technical Challenges
Information Engineer
Richard Williams
Principal Director
Global Information Grid
Enterprise Services Engineering
DISA
Richard Williams is the principal director for the Global
Information Grid Enterprise Services Engineering Directorate
of the Defense Information Systems Agency (DISA). The Engineering
Directorate is composed of over 900 government and
contractor personnel. Its vision is to plan, engineer, acquire,
and integrate joint, interoperable, secure global net-centric
solutions satisfying the needs of the warfighter.
Previously, Williams was chief of the Transport Engineering
Division and responsible for system engineering activities
related to the Department of Defense teleport program, satellite
communications (SATCOM), including military and commercial
satellite and ground systems, wireless network systems, terrestrial
networking including local, metropolitan, and wide area
transport systems, network security, the transition to Internet
Protocol version Six and for strategic communications. He also
served in the Army Signal Corps at Fort Huachuca, Ariz., and
received the Meritorious Service Medal.
Williams is a member of the IEEE and the AFCEA. He has
published technical papers, given presentations at conferences
and was a lecturer for the AFCEA Professional Development
Center and the Marine Corps Communications Officers School.
He has received numerous awards for special and outstanding
service, and was selected to the Senior Executive Service in July
2003. He is a graduate of Lehigh University with a bachelor’s
degree in electrical engineering.
Q: What is your primary role as the principal director of
engineering for DISA?
A: I have two major roles. The first is to direct activities associated
with DISN transport and IP network engineering, strategic
nuclear C3, national leadership communications engineering,
DoD enterprisewide systems engineering, and cross-program
integration engineering. To accomplish this, we have established
two engineering centers. The Systems Engineering
Center is led by Gerry Doyle, and is where we manage and solve
DISA internal technical issues, DoD-wide technical issues, and
where we execute our role as the DoD executive agent for standards.
The GIG Engineering Center, led by Alan Lewis, is where
we architect, design, develop, implement and sustain communications/network
engineering solutions and capabilities that
support an array of users ranging from the White House to the
deployed tactical warfighter. My second major role is to serve
as one of the DISA senior champions for the technical work
force. Within DISA, we have approximately 900 engineers and
computer scientists. In my senior-champion capacity, I help
the agency develop and maintain a first-class engineering work
force to fulfill DISA missions.
Q: What major engineering challenges do you see as DISA
prepares for the future?
A: DISA has evolved significantly during the past decade to
become an end-to-end provider of information technology services.
The DISA capability portfolio includes C2 applications, IA,
computing services and an assured IP-based, high-bandwidth
optical network. Providing these capabilities to users in a
seamless fashion is an enormous challenge. Success requires
multiple technical disciplines and a solid systems-engineering
approach. For example, software and network engineers must
work together to roll out any new capability, given the interdependence
of these solution components. The applications
developers cannot simply assume that the network will always
provide low-latency performance, and the applications design
needs to account for this.
www.MIT-kmi.com MIT 13.9 | 21

Our challenge is twofold. First, our engineering processes
must be sufficiently agile to bring together the right technical
expertise at the right time during a program’s life cycle. The
second challenge is the ability to forecast and develop the necessary
emerging technical skill sets. Work force technical skill-set
relevance and evolution is essential for both our government
and contract work force. We recognize these challenges and are
currently addressing them. Additionally, we continue to serve as
the assistant secretary of defense for networks and information
integration technical arm and act as the ‘joint technical advocate’
for the department. The net-centric environment and focus
requires us to identify and address key enterprisewide technical
issues. One example is the placement of enterprise services on
the network. We are developing technical guidance to ensure
that as programs plug into the network and deliver services,
there is high probability that the services perform as promised.
We do this in part as the enterprisewide systems engineer and
DoD executive agent for standards.
Q: Can you provide some details on how DISA is solving these
challenges?
A: Regarding the systems-engineering process, DISA has applied
significant attention and effort over the past three years to
establish a standardized systems-engineering process, wherein
the correct set of engineering and programmatic documents and
subsequent technical reviews are accomplished in a thorough,
consistent and repeatable manner. We have closely coordinated
this effort with the DISA Office of the Component Acquisition
Executive. In the area of skill-set development, we piloted the
Technical Workforce Development Project [TWDP] in FY09. The
TWDP contains a set of training courses arranged by technical
areas to train and re-tool the work force. Example skill-set
areas include TCP/IP, IA, SATCOM/wireless, optical transport,
Web services and collaboration services. Curriculum choice and
development is based upon coordination with a number of hightech
companies and adoption of their training techniques. A key
enabler for this effort is the use of Web 2.0 technologies, such as
blogs/wikis, to document progress and establish a collaborative
learning environment and enduring knowledge base. Additionally,
we leverage and integrate our extensive lab and modeling
and simulation environment to provide the necessary hands-on
training experience.
Q: What new technologies are driving your technical skill
sets?
A: As we look to the future, a number of emerging technologies
must be incorporated into the DISA portfolio. These include:
•
•
•
•
•
•
New optical technology 40G and 100G
Integration of carrier Ethernet
Generalized Multi-protocol Label Switching and
evolving Multi-protocol Label Switching and flow-routing
technologies
IP and optical encryption technologies
Unified communications and collaboration within an IP
environment
Wi-Max and related wireless technologies
22 | MIT 13.9
•
•
•
Information assurance for IPv6
Cloud computing and virtualization
Mash-ups and other Web 2.0 technologies.
This is just a partial list of what is required to evolve a knowledgeable
and trained technical work force and keep pace with the
needs of our customers in a net-centric environment.
Q: What partnerships have you engaged in to accomplish your
mission?
A: Fundamentally, our engineering partnerships with other government
organizations and with industry are focused on spurring
innovation to be more effective and efficient in delivering IT
capability. Chief Technology Officer [CTO] David Mihelcic drives
innovation in DISA, and we work closely with him as he implements
this strategy. We have established a number of key partnerships.
First, we have implemented six Cooperative Research
and Development Agreements [CRADAs] with industry partners.
The CRADA focus areas range from open-source software development
to advanced satellite communications architectures. We
use these vehicles to gain insight into emerging technologies
and how we can apply them to our missions. Another example
is our working relationship with the Defense Advanced Research
Projects Agency [DARPA]. Specifically, we are performing lab
evaluation of the DARPA “control plane” project, which examines
flows in IP networks to improve performance when transporting
voice, data and video. It is a radically different approach than the
current queuing and routing of packets that is accomplished in
traditional routers. These technologies are intriguing, especially
in limited bandwidth environments experienced at the edges of
the GIG.
Q: To what extent are DISA engineering activities directed
toward providing capability toward the edges of the network?
A: Some examples are the Digital Video Broadcast-Return Channel
Satellite [DVB-RCS] system; UHF Integrated Waveform;
and our work to improve senior leadership executive aircraft
communications. DVB-RCS is a SATCOM-based capability that
provides significant bandwidth for unmanned aerial systems,
SIPRNet access, and other critical applications in the CENTCOM
AOR. Since DVB-RCS is based on commercial standards, the
deployment was very rapid and is scalable to increase bandwidth
quickly. The UHF Integrated Waveform [IW] is a DISA-developed
improved UHF waveform that can more than triple the capacity
of current UHF SATCOM channels, improves flexibility of
carrying data and voice traffic, and significantly improves voice
clarity.
Recently, we successfully completed the initial operational
demonstration for the first phase of the IW upgrade. Availability
of the software for service fielding is planned for early 2010. Our
work with senior leadership executive aircraft communications
includes assessing performance of communications links that
transit aerial and terrestrial layers. Clearly, airborne platforms
are on the edge of the network, and identifying and resolving
root-cause performance issues is very challenging. We have
developed a prototype assessment tool, composed of COTS products
that include simulation software, to help identify and solve
www.MIT-kmi.com

performance problems. The M&S software allows us to look at
the flight path and aircraft orientation [attitude, roll and heading]
to determine if aircraft maneuvers or flight path may impact
communications-link performance.
Q: Can you provide additional comments on the innovation
strategy?
A: We have been using the Joint Concept Technology Demonstration
[JCTD] process to help drive innovation. The DISA CTO
orchestrates these efforts to identify, address and solve challenging
problems. In the engineering directorate, we support
the CTO and follow his lead. For example, commanders want
the ability to quickly re-task the network to support changes in
mission requirements or react to threats. In FY10, we will have
a JCTD called Integrated SATCOM Operational Management
[ISOM] that addresses this need. The premise is to use machineto-machine
interactions via a policy-based management engine
to accomplish this. ISOM takes advantage of the Joint IP SAT-
COM Modem [JIPM], a DISA-managed product development,
which connects into the DISN for deployed reach-back networks
from DoD teleports. ISOM collects situational awareness from
the deployed network via the JIPM and then uses a policy engine
to adjust bandwidth allocations. This will enable commanders
to adjust network priorities in near real-time. Partners on this
effort are MITRE, APL, JPL, STRATCOM and CENTCOM. We are
very excited about the potential benefits of this work and possible
application of the capability into other critical areas such
as cyberthreat reactions.
Q: Is there anything else you would like to add?
A: As we started this conversation, I indicated that DISA, and
specifically DISA engineering, has changed dramatically over the
past decade. Literally, we are at a unique point in time where the
DISA mission and value to the DoD is growing rapidly. Whether
it is developing solutions for enterprisewide technical issues
or solving program-specific issues, our technical work force is
postured to successfully meet these challenges. An added challenge
is the agency’s BRAC move to Fort Meade, Md. We take
this challenge very seriously and are working closely with our
partners within DISA to ensure that we maintain our technical
work force viability throughout the transition period. I am confident
that we will minimize the impacts and continue to perform
as a world-class provider of IT services to our DoD and national
leadership users. ✯
Contact Editor Harrison Donnelly at harrisond@kmimediagroup.com.
For more information related to this subject, search our archives at
www.MIT-kmi.com.
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www.MIT-kmi.com MIT 13.9 | 23

BY SCOTT R. GOURLEY
MIT CORRESPONDENT
GOURLEYS@KMIMEDIAGROUP.COM
The Army achieved a major milestone in its future networking
capabilities late this summer with the start of limited user testing
(LUT) of the Early-Infantry Brigade Combat Team initial capabilities
package by elements of the Army Evaluation Task Force (AETF).
The LUT, held at White Sands, N.M., represented a critical followon
to the June acquisition decision memorandum that canceled
the manned ground vehicle elements of the Army’s Future Combat
System (FCS), while simultaneously directing the Army to transition
to a modernization plan consisting of a number of separate but
integrated acquisition programs. Those integrated programs include
one to spin out the initial increment of the FCS program to seven
infantry brigades in the near term, as well as additional programs for
information and communications networks, unmanned ground and
air vehicles and sensors, and an integration effort aimed at follow-on
spinouts to all Army brigades.
The network testing encompassed by the monthlong
LUT comes on the heels of earlier tests conducted
with that developing system. (See “Future Network
Testing,” MIT 2009 Volume 13, Issue 4.)
The initial capabilities package tested in the LUT
included tactical unattended ground sensors (T-UGS),
urban unattended ground sensors (U-UGS), the nonline-of-sight
launch system (NLOS-LS), class 1 UAV
Block 0, small unmanned ground vehicle block 1, and
a network integration kit (NIK).
The AETF, designated 5th Brigade, 1st Armored
Division, provided both blue force and red force participants
for the LUT, with blue force elements coming
from the brigade’s 2nd Combined Arms Battalion (CAB) while red
force participants were drawn from the 1 CAB.
Blue Force structure for LUT was centered on 2 CAB’s “Charlie
Company,” supported by a reconnaissance platoon from 2 CAB battalion
headquarters as well as the NLOS-LS fire unit that would
normally be located within the fires battalion assigned to the AETF/
brigade headquarters.
“It’s not the soldiers that are being tested out here, it’s the equipment,”
explained Captain Marc Cervantes, assistant product manager
for capabilities integration. “The soldiers are helping us test this
24 | MIT 13.9
DEMONSTRATION SHOWS INTEGRATION OF MODERNIZED
COMMUNICATION AND SITUATIONAL AWARENESS SYSTEMS.
Lt. Col. Luke Peterson
equipment: to see if it’s reliable and to see if it will do all of the things
it needs to do.
“Just about everyone here has a cell phone and understands that it
is operating on a network,” he said. “And what we’re trying to do out
here is to test the network. That ‘network piece’ is the hardest part to
show someone who is coming out here, but that is what’s really being
tested. We have [unmanned aerial systems] variants in theater right
now. We also have robot variants that are in theater. But they are not
all tied to a network.”
MULTIPLE WAVEFORMS
A key to tying all of the equipment together is the NIK, which provides
the introduction of the FCS network and fusion of current force
capability with the future force. The NIK integrates a
Joint Tactical Radio System (JTRS) software programmable
Ground Mobile Radio (GMR) running multiple
waveforms with an FCS Integrated Computer System
and FBCB2 computer to provide greatly enhanced
situational awareness.
Along with that hardware, which is integrated into
the rear of a combat vehicle equipped with multiband
antennas (HMMWVs were used for the LUT), additional
elements include a range extension relay, to extend the
range of the JTRS handheld, manpack, small form fit
(HMS)—running the Soldier Radio Waveform—that
transmits data from the T-UGS to the NIK.
“That NIK vehicle basically operates like a laptop
with an ‘air card,’” Cervantes observed. “The air cards essentially tie
the laptop into a network, where I can send a picture from a cell
phone to a laptop, so that that individual can see the picture and make
decisions from that picture in real-time.”
Lieutenant Colonel Luke Peterson, product manager for network
systems, provided an overview of the specific network architecture
employed at LUT.
“It comprises two different kinds of network integration kits:
seven pre-engineering development model [EDM] GMRs as well
as three engineering development models of GMRs,” he said.
www.MIT-kmi.com

“And everything is working with the satellite layer called blue force
tracker, which is the current force system deployed today. And what
that tells you is that FCS technologies are operating with current
force systems to give us both terrestrial network capabilities and satellite
network capabilities.”
The pre-EDM GMRs were running four waveforms for the LUT:
Wideband Networking Waveform (WNW) 3.1, Soldier Radio Waveform
0.5, and two channels of SINCGARS. The EDM radios ran three
waveforms: WNW 3.6 and two channels of SINCGARS (Network planners
noted that the EDM, pre-EDM and SINCGARS are interoperable
in the SC/PT mode).
Under the LUT network umbrella, soldiers from the AETF tested
early models of both T-UGS and U-UGS unattended sensors as well as
unmanned ground and air systems.
“Those are intelligence, surveillance and reconnaissance nodes
on the network that provide situational awareness to the soldiers
through the network integration kits and disseminate that awareness
out to the rest of the formation,” Peterson said. “What happens is
that they collect data and imagery on enemy movements and enemy
formations that is then passed into the network. And, once it goes
through a gateway into a network integration kit, it is disseminated
throughout the rest of the force, all the way from the lowest echelon
up to the battalion and brigade tactical operations centers.”
Peterson noted the location of the pre-EDM GMR and associated
power amplifiers in the rear of one of seven participating pre-EDM
NIKs. “There are four channels,” he said. “They are using SINCGARS
presents its 9th annual
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Featuring:
January 25-28, 2010 • Hyatt Regency Crystal City Arlington, VA
Information Superiority for Successful Hybrid Warfare
Featuring Keynotes By:
Gen James Cartwright, USMC
Vice Chairman of the Joint
Chiefs of Staff
Gen James Mattis, USMC
Commander
United States Joint Forces Command
GEN Peter Chiarelli, USA
Vice Chief of Staff, US Army
LTG Keith Alexander, USA
Director, NSA/CSS
Sponsored by:
26 | MIT 13.9
Attend and find
out how the QDR
will affect DoD
spending priorities!
LTG Carroll Pollett, USA
Director, DISA
Lt Gen Kurt Herrman, DEU AF
Director, NATO NCSA
LTG Michael Vane, USA
Director, ARCIC
Dr. Ronald Jost
Deputy Assistant Secretary of
Defense for C3, Space, and
Spectrum, OASD NII/CIO
www.ncwevent.com
for voice, with two channels using SINCGARS. They also use the Soldier
Radio Waveform, which is the key for bringing all of the imagery
and data into the NIK. The systems send their data into the NIK
through the Soldier Radio Waveform. That information is then processed
through the Integrated Computer System, which is integrated
and then sent forward for the soldier to manipulate on a screen in the
front of the cab.”
In the front of the vehicle, that manipulation of data is conducted
with the assistance of the FCS battle command software running on
the Integrated Computer System.
“The soldier then takes that imagery and that data and does what
we call a spot report, and then is ready to send that out, throughout
the rest of the formation, over the Wideband Networking Waveform.
And ‘wideband’ means exactly that. It’s got a wide band with a big
enough pipe to handle passing those images throughout the rest of
the formation out of the battlefield. Those are the four channels that
the [pre-EDMs] have today for the LUT.”
The remaining three NIKs, which featured early introduction of
the EDM GMRs, were used in a network environment linking the
weapons company commander, battalion commander, and battalion
S-3 via WNW 3.6, and linking that node to the rest of the LUT network
architecture via SINCGARS.
FUTURE ARCHITECTURE
Moreover, the entire “future force” architecture is covered by
Blue Force Tracker, which enables interoperability with current force
architectures.
“We currently populate screens with icons marking friendly locations,
enemy locations and so on,” Peterson said. “Blue Force Tracker
helps disseminate that information or battle space object—think of
an icon—to both the NIK vehicles as well as the non-NIK vehicles
that are within a unit formation.”
The Army’s product manager emphasized that the NIK is not
HMMWV platform-specific, adding that the capability “can be integrated
onto other platforms as we continue to mature the design.”
Any future maturation of that design will certainly reflect the
findings and observations derived through the LUT, which was scheduled
to run through late September.
In addition to the participating AETF members, more than 250
Army personnel, Department of the Army civilians, and contractors
from the Army Test and Evaluation Command (ATEC) are independently
monitoring every aspect of LUT operations, preparing an
abbreviated test report, and collecting and processing mountains of
data to help feed a subsequent assessment report. As the independent
evaluators, ATEC will lead the post-LUT assessment process, supported
by Army TRADOC and program management representatives.
The net result should be a report recommending a path to take
concerning the elements within the initial capabilities package.
Current plans call for a Milestone C decision on the package in
December, to be followed by additional test and evaluation milestones.
Longer-range brigade combat team modernization plans call for
the initial capabilities package to be fielded to the first seven teams
by 2014. ✯
Contact Editor Harrison Donnelly at harrisond@kmimediagroup.com.
For more information related to this subject, search our archives at
www.MIT-kmi.com.
www.MIT-kmi.com

OUTGOING CHIEF OF DOD INFORMATION SECURITY REFLECTS ON TENURE
AND CALLS FOR NEW PATH FOCUSED ON AUTOMATED SYSTEMS.
BY ROBERT LENTZ
Warfighters can’t fight battles
without trustworthy informa-
Robert Lentz
tion. Everyday business functions
are stymied when information is
unavailable or when there are serious
doubts as to the reliability of
the information.
In the Department of Defense,
as is the case in the business world
and across the rest of the federal
government, mission success relies
on access to timely and trustworthy
information. This means that
the information residing on our networks needs to be protected
and defended against the ever-present threat of probes and
scans. There are millions of targeted scans on the DoD’s Global
Information Grid every single day, and the threat is coming from
adversaries and hackers.
Information is at the center of network-centric operations. It
is critical to our mission that defense information systems not be
brought down by cyber-attack. It is crucial that we have freedom
of action in cyberspace. If we can’t trust the information we rely
on, it can greatly impact our success on the battlefield.
The issue is so important that John Grimes, then the DoD
chief information officer, created the Office of the Deputy Assistant
Secretary of Defense for Cyber, Identity and Information
Assurance (DASD-CIIA) in 2008 to operationalize informationcentric
concepts. This office, which I have headed, was created
to increase the profile of our mission, which is to protect our
information assets and to give warfighters the ability to access
and share information as needed.
Since the stand-up of the DASD-CIIA, we have made many
accomplishments in the cybersecurity arena. We have deployed
the largest public-key infrastructure in the world. We established
the Unified Cross Domain Management Office (UCDMO), a joint
office created by the CIOs for DoD and the Office of the Director
www.MIT-kmi.com MIT 13.9 | 27

of National Intelligence to address the inefficiencies and ineffectiveness
resulting from years of uncoordinated activities in
the cross domain arena. UCDMO’s goal is to push seamless information
sharing throughout a diverse user community across a
wide variety of security domains that handle both classified and
unclassified information.
We have grown the DoD information assurance budget from
$1 billion a year to now over $3 billion.
STRONG PARTNERSHIPS
We have also improved IA education and training and have
increased our partnerships with the Department of Homeland
Security, private industry, and the global defense industrial
base (DIB). We established a strong partnership with the DIB to
increase network security, as well as put in place a robust model
of threat and vulnerability sharing that extends to all critical
sectors. We established the intergovernmental Data at Rest Tiger
Team (DARTT), which creates policies and acquisition vehicles
to secure sensitive government data and personally identifiable
information.
The DARTT has developed an unprecedented and rapid acquisition
process in support of government requirements, including
the competitive awarding of multiple blanket purchase agreements
that can be used by all U.S. government agencies (federal,
state and local) and NATO. Under the DARTT BPAs, government
agencies have saved more than $100 million in encryption
licenses since July 2007.
We also launched the Defense Venture Catalyst Initiative, a
program that brought cutting-edge technology innovation to
the national security community right after September 11, 2001,
enabling agencies to solve many hard challenges.
But our work is far from finished. Although we have accomplished
a lot, there is much work left to do. If I had to list five of
the biggest challenges that remain, my list would be:
•
•
•
•
•
The need to continuously harden the network, in this
era of social networking, cloud services, and increased
mobile work force and growing global requirements.
The need to move to multi-factor and attribute-based
identity assurance access for people, devices, data and
applications.
The whole area of supply chain risk management. As
the threat changes, we need to adjust as well, which
includes rolling out technologies that inspect and
secure the supply chain.
Raising awareness across DoD and greater national
security community on cyber-resilience, so that
commanders are prepared to operate in a contested
cyberdomain when communications are degraded—or
worse, untrusted. The increased complexity of our
technologies, coupled by our even greater dependence
on them for mission success, makes this an imperative.
Continuing to stress the importance and necessity of
education, training and workforce manning for critical
IT/IA skill sets.
28 | MIT 13.9
NEW STRATEGY
Since 2004, when DoD issued its first information assurance
strategy, much has changed. We have witnessed a stark increase
in both the cyberthreat and the sophistication of the enemy to
penetrate our mission-critical systems.
To help combat the threat, my office recently implemented
a new information strategy that lays out our vision and goals
for cyber, identity and information assurance. In short, we must
become more agile. Although training and education of our work
force is vital, eventually we must begin to take people out of the
mix and move toward an automated security system platform
where devices can recognize a threat and respond more quickly
and efficiently than humans.
We have to improve the time it takes to roll out commercial
technologies. We can no longer afford to wait three, four or five
years to put capabilities out on the battlefield. The direction
we’re headed is to integrate information assurance in the pre-
Milestone A design phase of weapons platforms. The bottom line
is that we have to emphasize IA in the design phase, or otherwise
we will have to pay a tremendous amount of money later on to
fix programs. Even worse, we’ll find ourselves more vulnerable
to attack.
We must trod a new path, one that focuses on automating
security systems that rely less on systems engineers detecting
intrusions and installing security patches.
Now that I have retired from my role as the DASD-CIIA and
the department’s chief information security officer, I leave both
proud of our accomplishments in raising the profile and mission
of cybersecurity across the department, and confident that
remaining challenges will be addressed to deal with the current
cyberthreat.
I like to use the analogy of the automobile back in the 1960s
and before. Back then, there was hardly any safety built into cars.
But today safety features come standard in vehicles—from seatbelts
and shatter-proof glass to anti-lock brakes and airbags.
The automobiles of an earlier era resemble DoD’s information
systems prior to all of the security layers. We had no security
before. In fact, it was like the Wild West. But with the advent of the
Internet, our industry was forced to change. Today, we anticipate
scans and attacks and have adjusted our approach more toward
keeping our mission-critical systems up and operating in the
midst of these attacks. Layered security is enabling us to do this.
Tomorrow, we will rely less on a static, stand-alone information
assurance environment and move toward a cyber-information
assurance realm. DoD must include time and environmental
considerations into its security measures to address the rapid
pace of the threat and to topple our adversaries. We simply must
be faster, more agile and better prepared.
We’re headed in the right direction. ✯
Robert Lentz retired recently as deputy assistant secretary of
defense for cyber, identity and information assurance.
Contact Editor Harrison Donnelly at harrisond@kmimediagroup.com.
For more information related to this subject, search our archives at
www.MIT-kmi.com.
www.MIT-kmi.com

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© 2009 General Dynamics. All rights reserved.

The relationship between NCOIC and
the Defense Information Systems Agency
(DISA), which goes back to the earliest days
of the organization as an idea in the minds
of its founders, has flourished and brought
important benefits to both organizations. It
continues today via an expanded partnership
with the agency’s parent, the Office of the
Assistant Secretary of Defense for Networks
and Information Integration/Department
of Defense Chief Information Officer (ASD
(NII)/DoD CIO), which now serves as the
portal for DoD’s involvement in NCOIC’s
work.
NCOIC incorporated in
the fall of 2004, with Boeing’s
Carl O’Berry as its founding
chairman. Leading up to that
legal move, however, there
had been an extensive series
of discussions that explored
government’s desire to forge
a novel relationship with
industry. It also tested industry’s
willingness to shed traditional
competitor roles so
that, working in concert, companies could
reach consensus about creating interoperability
solutions for customers.
One of these landmark conversations
occurred in 2003, during a meeting between
O’Berry and DISA Director Lieutenant General
Harry Raduege. In the process of pulsing
government leaders for opinions about
the potential value of an industry consortium
dedicated to NCO, O’Berry arrived at
Raduege’s office with four charts and a vision
about network-centric operations. But it
turned out Raduege also had four charts,
and his own vision about improving DISA’s
acquisition process, systems engineering,
communication and DoD-wide enterprise
network services. As the men swapped charts
their thoughts converged and their visions
intersected.
30 | MIT 13.9
Carl O’Berry
INDUSTRY CONSORTIUM, DEFENSE AGENCY JOIN IN QUEST FOR
INTEROPERABILITY VIA NETWORK-CENTRIC OPERATIONS.
(Editor’s Note: This is the second in a series of updates from the Network Centric
Operations Industry Consortium (NCOIC), an organization dedicated to network-centric
operations (NCO) and the interoperability that NCO can bring to its customers. See MIT,
September 2009, Volume 13 Issue 8, page 38.)
O’Berry outlined his vision of an organization
that would advance global interoperability
and enable industry to produce better
results for the government. The idea, he
explained, was that companies would agree
on network-centric standards and protocols,
but continue to compete on the applications
and capabilities. They would share their ideas
and come to consensus without giving away
company secrets.
Raduege expressed interest in the idea,
especially if it would spare government acquisition
communities the horror of proprietary
software and new capabilities
that do not interoperate properly
with current capabilities.
Using open standards and
protocols, he suggested, could
reduce the cost of delivering
things to government activities
unable to fully describe
what they really wanted from
industry.
Even in those early days,
Raduege and O’Berry shared a
vision of a strong industry alliance
that would advance NCO by identifying
appropriate standards and developing tools,
interfaces and protocols to support them.
Even then they foresaw NCOIC’s ultimate
goal: that procurement agencies would one
day include NCOIC’s open, net-centric solutions
in their requirements.
So began the formative DISA-NCOIC
collaboration. And, in 2006, Raduege retired
from the Air Force, joined Deloitte Touche
and became NCOIC’s Executive Council
chairman.
DISA’S VIEW TODAY
As a DoD combat support agency, DISA
is responsible for planning, engineering,
acquiring, fielding and supporting global
net-centric solutions to serve the needs of
the president, vice president, the secretary of
defense, combatant commanders, and other
DoD components, under all conditions of
peace and war. In support of ASD (NII)/
DoD CIO’s information technology activities,
DISA seeks the coherent integration of
military capabilities with other elements of
national and allied power.
DISA envisions that collective engagement
with NCOIC will help the agency to:
•
•
•
•
•
Advance DISA’s combat support
mission in a wide range of current
and emerging areas
Inform DoD’s requirements for netcentric
operations
Identify and stimulate industry’s
support of technologies and
standards that are, or should be,
developed by commercial or nongovernmental
standards bodies
Benefit from industry’s tools and
technology forecasts for future
capabilities
Harvest industry’s advice about
enhancing military operations, now
and in the future.
In the spring of 2007, DISA entered into a
cooperative research and development agreement
(CRADA) with NCOIC. The purpose was
to enhance understanding, development and
refinement of network centric operations
principles and practices that closely touch
both organizations’ interests and missions.
“DISA is designated as DoD’s executive
agent for information technology standards,”
said Dave Brown, DISA Standards Engineering
branch chief. “We use CRADAs as mechanisms
to permit us to work more closely with
industry organizations such as NCOIC, and
to share information and intellectual property
that facilitates consistent understanding
of military net-centric operational and technical
requirements.”
www.MIT-kmi.com

2004
2006
2007
2008
2009
Under the CRADA, NCOIC members
have access to certain government information,
but can use it only within the context
of its Technical Council and functional
teams’ activities.
For example, NCOIC’s
Cloud Computing Working
Group leverages the CRADA
as a vehicle for collaboration
on the development of new
cloud computing capability
patterns.
The effort was launched
during NCOIC’s September
2009 plenary meeting during
briefings by Henry Sienkiewicz
of DISA’s Computing
Services Division and Rob
Vietmeyer, DISA’s Forge.mil
project director, according
to Kevin Jackson, vice president
of DataLine and leader
of NCOIC’s cloud computing
workshop.
Future NCOIC cloud
computing endeavors will
correlate lessons learned
from the Rapid Access
Timeline of NCOIC Collaboration with DISA/DoD/NII
DISA Director Raduege gives guidance about, supports the formation, and becomes a member of NCOIC’s Advisory
Council (AC).
DISA becomes an NCOIC member.
Ongoing representation—DISA Director Croom joins NCOIC AC.
John Grimes, ASD (NII)/DoD CIO, joins NCOIC’s Advisory Council.
DISA establishes CRADA with NCOIC.
DISA transfers membership to ASD (NII)/DoD CIO. The membership becomes a portal for all DoD to participate in NCOIC.
DISA and NCOIC jointly address IPv6 applications; NCOIC delivers results of invited review to DISA.
DISA, NCOIC collaborate on Standards Management Framework and Reference Implementation Model through the
consortium’s Open Standards Working Group (OSWG).
ASD (NII)/DoD and NCOIC collaborate on Net Centric Attributes, initially under the OSWG, and later under the NCA FT.
DoD’s Jack Zavin becomes vice chairman of NCOIC’s NCA FT.
ASD (NII)/DoD CIO, DISA and NCOIC launch collaboration on cloud computing.
Deloitte, through Raduege, now chairman of its Center for Cyber Innovation, becomes executive co-sponsor of NCOIC’s
Cyber Security IPT, along with John Osterholz of BAE Systems.
Dave Brown
Kevin Jackson
Computing Environment, GIG Content
Delivery Service, and other DISA cloud
computing efforts, to industry’s work on
cloud computing standards.
“We have seen good
progress in NCOIC’s CRADA
work on our standards and
attributes tasks,” said Brown.
“That work paves the way
for validating some standards
profiling that we’ve developed
as technical guidance
for the Global Information
Grid [GIG] capabilities.”
NET-CENTRIC CHECKLIST
DoD CIO John Stenbit
developed and promulgated
a “net-centric checklist” in
2004. He believed that the
GIG should exhibit attributes
that aligned with its
four essential elements—
transport, data, services and
information assurance. Separately,
DoD developed an initial
version of “net-centric
attributes” to guide investments. The attributes
evolved further and were made public
in 2007.
An attribute is a quality or feature
regarded as an inherent part of someone
or something. So, a net-centric attribute
is one that supports the principles of NCO.
Explicitness—an entity’s characteristic of
exposing all information about itself, without
prior assumptions—is one example of a
net-centric attribute. The goodness of attributes
is that they can be measured to gauge
net-centric behavior.
NCOIC’s work on attributes originated
when the organization adopted DoD’s
Net-Centric Checklist as the foundation
of its original Network Centric Analysis
Tool (NCAT), which developers now use to
measure net-centricity in their products
and systems. Over the years, NCAT has
evolved and expanded to include sub-sets
that reflect the special needs of NATO and
the Australian military.
“NCOIC’s Network Centric Attributes
Functional Team [NCA FT] is now reviewing
the net-centric attributes document
at DoD’s invitation and under the DISA
CRADA,” said Jack Zavin, an associate
www.MIT-kmi.com MIT 13.9 | 31

director in the Office of the ASD (NII)/DoD
CIO and vice chair of the NCA FT.
NCOIC will re-baseline the 2007 attributes
list to determine whether it remains
relevant and valid. NCA FT members will
address questions such as: are the elements
correctly identified; are the original suppositions
still on target; how can they evolve
over time; and how can they improve system
performance, cost and delivery speed?
Based on its findings, the consortium will
deliver “voice of industry” recommendations
to the U.S. DoD.
In terms of obtaining meaningful industry
input, Zavin believes that NCOIC has four
characteristics that taken together make the
organization unique. It is solely dedicated
to NCO and interoperability; has a global
membership that generates an international
discussion; is vendor neutral; and has a cadre
of technical experts available to do its work.
In these respects, Zavin believes, DoD
collaboration with NCOIC’s subject matter
experts delivers value beyond the cost of its
membership dues.
NCOIC subject matter expert Hans Polzer
recently offered his “Net-centric Attributes
101.”
“NCOIC is merging the SCOPE model
attributes into NCAT 3 content so that
customers can determine how much netcentricity
they need, and measure the level
of net-centricity that they have,” said Polzer,
Lockheed Martin fellow and NCA FT chair.
“NCAT 3 can help them determine whether
they got the requirements right, assess how
well their design met those requirements
and inform their selection of attributes for
their specific context.”
Polzer went on to say that NCAT attributes
are oriented toward design and
implementation, whereas SCOPE attributes
are more focused on operations and
CRADA Goals
Through the CRADA, DISA and NCOIC aspire to:
•
•
•
Accelerate and increase levels of interoperability in a net-centric
environment—within and among all levels of U.S. government and allies
involved in joint, interagency and multinational operations.
Provide a network-centric environment where all classes of information
systems interoperate by integrating open standards into a common global
framework that employs a common set of principles and processes.
Develop a disciplined, practical approach to developing and executing:
— net-centric implementations
— joint experimentation
— transformational technologies and processes
— meaningful measures of net-centric effectiveness
— identification of best practices and procedures.
Current CRADA work engages NCOIC in developing a Standards Management
Framework and Reference Implementation Model. Executed through NCOIC’s
Open Standards Working Group, industry will share perspectives on standards
that impact DoD’s IT standards management processes. The framework/model
will allow NCOIC to prescribe standards to guide the development of net-centric
interoperability solutions. The expectation is that DoD groups may use NCOIC’s
products.
32 | MIT 13.9
requirements scope. He advised developers
to apply SCOPE at the requirements definition
stage and set target NCAT attribute values
after the requirements are established.
“You want to use a tool like NCAT to
allow flexible tailoring of attributes to specific
program types and contexts,” said Polzer.
ATTRIBUTE SELECTION
In selecting attributes, NCOIC experts
emphasize the following factors:
•
Selecting appropriate net-centric
attributes depends on a particular
system’s problem domain and its
operational scope. Attributes need to
•
a.
b.
•
be appropriate to a system’s operational
effectiveness measures, not to its
degree of net-centricity, per se.
To determine which net-centric
attributes are germane to a particular
system:
Ask yourself the 20 questions that the
NCAT Working Group has developed to
help identify which of NCAT’s 300
questions are most relevant to your
system.
Know that NCAT 3’s questions are now
organized in flexible hierarchical
categories. They can have multiple
answers and can capture extensive
comments/rationale. This allows the
tool to be used in a workshop setting.
Enhanced NCAT 3 gives users new
flexibility in selecting questions for
their evaluation. Also, users can add
new questions or new domaindependent
questions appropriate to
their operational domain. This enables
them to extend the set of net-centric
attributes and contribute new
attributes to the community.
Organizations are urged to begin with
three steps:
•
•
•
Recognize that the definition of netcentricity
differs from one organization
to another—from Australia to NATO to
the U.S., and even within and among
its federal agencies.
Select attributes based on how netcentricity
can provide optimal benefits
for the specific capability in question.
Here the term “optimal” requires a
customer’s value judgment.
Participate in an NCAT/ SCOPE
workshop, or engage with an NCOIC
integrated project team.
NCOIC invites global government and
industry representatives to join its quest
for interoperability via network-centric
operations. To learn more about engagement
in NCOIC’s technical and working
groups, contact hans.w.polzer@lmco.com
or nicolas.berthet@fr.thalesgroup.com;
for cloud computing, kevin.jackson@dataline.com;
for the CRADA, sheryl.sizelove@
boeing.com. ✯
Contact Editor Harrison Donnelly at
harrisond@kmimediagroup.com.
For more information related to this subject,
search our archives at www.MIT-kmi.com.
www.MIT-kmi.com

Welcome to
the Evolution.
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The Sectéra ® vIPer Universal Secure Phone is the next step in end-to-end high assurance
security for voice communications. The vIPer Phone is a single desktop solution for:
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General Dynamics Secure Communications: We Bring You What’s Next
© 2009 General Dynamics. All rights reserved. Sectéra and vIPer are trademarks of General Dynamics.

Compiled by KMI Media Group staff
Compiled by KMI Media Group staff
Battery System Enables
Continuous System Operation
A new battery system for the Guardian Military handheld computer
from Industrial Computing enables continuous system operation. The fourposition
smart charging station, combined with the PDA’s hot-swap battery,
keeps the Guardian system fully available. The multi-position charging
station keeps up to four batteries fully charged. Charging time is three hours
compared to the use cycle of five hours. Therefore a single charging station
can keep several Guardian PDAs functioning continuously. The Guardian
Military PDA handheld form factor meets MIL-STD-801F and MIL-STD-461E
specifications for shock, vibration and electromagnetic interference. Built to
take a five foot drop onto concrete and sealed to IP-67, the Windows Mobile or
CE based system can be adapted to a wide range of applications.
Media Destroyer Shreds
Optical Disks, Other Items
The Model 0201OMD Optical Media Destroyer from Security Engineered
Machinery shreds CDs, DVDs, credit cards, ID badges, access cards, and similar
items, reducing them to tiny particles and satisfying the requirements of
NSA/CSS 04-02. The Optical Media Destroyer can destroy up to 2,500 disks
per hour. The throat, specially designed to accept optical media, is 12.25
inches wide. Ergonomic photoelectric controls provide for hands-free start
and stop; the cutters are activated
by the introduction of discs and are
automatically shut off seconds later
when the material is destroyed. If the
door of the machine is open or the
bag inside is full, the cutting head
will not operate and an indicator
light will signal the problem. The
large 30-gallon waste collection bin
is constructed of anti-static material
to prevent particles from clinging to
it when emptying. The Model 0201
features the exclusive Energy Savings
Mode, which powers down the unit
after prolonged periods of inactivity, and also the Electronic Capacity Control,
which provides a visual indication of infeed capacity being utilized, to help
prevent overfeeding and paper jams.
34 | MIT 13.9
Tactical Radio Enables Coalition
Interoperability
Harris has received certification from the National Security Agency (NSA) for
the Harris RF-310M-HH, the world’s first tactical radio to utilize new encryption
technology designed to simplify the enabling of communications interoperability
within multinational coalitions. Harris and NSA collaborated on the new technology,
which is based on a set of commercial algorithms and keying techniques
defined as “Suite B.” The Harris RF-310M-HH is a multiband, multi-mission,
software-defined Suite B radio certified to transmit voice and data up to
the U.S. Secret level. The objective of the Harris/NSA joint project is to
make it easier for U.S. forces and coalition partners to communicate
on the battlefield, resulting in improved coordination, easier mission
planning and reduced instances of friendly fire. These radios will be
commercially available to coalition partners with limited restrictions
and will enable secure communications with U.S. troops
using other equipment such as the JTRS-approved Falcon III AN/
PRC-152(C) handheld and AN/PRC-117G manpack radios. The
RF-310M-HH has also been submitted to NATO’s Military Committee
Communications and Information Systems Security and Evaluation
Agency for NATO Secret traffic certification.
Long Cases Offer
Versatile Shipping
To meet the demand for long, deep and versatile shipping cases, Pelican
Products has introduced the 1740 and 1770 Long Cases. For easy one-person
transport, the 1740 comes standard with several mobile-friendly features including
two rugged double-wide handles for easy steering and team lifting. Wide-track,
polyurethane wheels (for stable mobility) with ball bearings and nylon hubs ensure
extended towing durability. Designed to either be moved manually or stacked on
pallets, the 1740 features four extra-deep base-to-lid locking cleats that ensure
maximum stacking stability. Built for longer equipment and weapons such as
.50-caliber guns and survey drill kits, the 1770 Long Case is Pelican’s longest case
to date with a length of 54.58 inches. It features the same transit friendly attributes
as the 1740. Both cases feature an open cell core, polymer wall construction engineered
to protect sensitive equipment from some of the harshest conditions on
Earth. Additional standard features include a lid equipped with a polymer o-ring
for a dust and water tight seal and six dual action latches that have
been tested to withstand nearly 400 pounds of
pulling force (but open with a
light pull).
www.MIT-kmi.com

The advertisers index is provided as a service to our readers. KMI cannot be held responsible for discrepancies due to last-minute changes or alterations.
MIT CALEND A R & DI RECTO RY
ADVERTISERS INDEX
Americom . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
www.americom-gs.com
CapRock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
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Cases2Go . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
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GDC4 Needham . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
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GDC4 Scottsdale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
www.gdc4s.com/rifl emanradio
GDC4 Taunton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
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Harris RF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
www.jtrs.com
Inmarsat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
www.inmarsat.com/government
ITT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
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L-3 East . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .C4
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L-3 Linkabit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .C2
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NCW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
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QinetiQ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
www.qinetiq-na.com/getsecure
Rockwell Collins . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
www.rockwellcollins.com/milsatcom
SafeNet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .C3
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Segovia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
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Ultra Electronics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
www.ultra-dne.com/change
DISA Insert
Dynamic Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .C4
www.sstew.com
Northrop Grumman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
www.northropgrumman.com/cybersecurity
Xtar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .C2
www.xtarllc.com
CALENDAR
October 20-22, 2009
InfoTech 2009
Dayton, Ohio
www.afcea-infotech.org
October 27-29, 2009
DCGS Worldwide
Conference and Expo
Virginia Beach, Va.
www.ncsi.com
October 29-30, 2009
TechNet International
Brussels, Belgium
www.afcea.org
November 2-5, 2009
TechNet Asia-Pacifi c
Honolulu, Hawaii
www.afcea.org
November 4, 2009
Adobe Government Assembly
Washington, D.C.
www.adobegovernmentassembly.
com
December 15-17, 2009
Intelligence Warfi ghting
Summit
Tucson, Ariz.
www.ncsi.com
NEXTISSUE
Cover and In-Depth Interview with:
Maj. Gen.
Nickolas G. Justice
Program Executive Offi cer
Command, Control,
Communications Tactical)
Features:
BGAN Bonanza
A variety of new products and services ces
are available to take advantage of the he
communications capabilities available ble
through Inmarsat’s Broadband Global al
Area Network (BGAN) satellites.
Raising CANES
A number of industry teams are pursuing
the competitive contract for the U.S.
Navy’s Consolidated Afl oat Networks and
Enterprise Services (CANES) program.
Intrusion Detection
Navy Cyber Defense Operations
Command has implemented innovative
measures in the fi eld of network
intrusion detection.
Closing Deadline
November 9, 2009
November 2009
Volume 13, Issue 10
Homefront Comm Comms mms
Telecommunications company
programs enabling deployed
warfi ghters to talk with their loved
ones not only are good public
relations, but also demonstrate
cutting-edge technology.
Encryption Technology
Joint Forces Command is
experimenting with a cryptographic
technology aimed at enabling
virtualized communities of interest
to coexist, while still maintaining
complete isolation from each other.
www.MIT-kmi.com MIT 13.9 | 35

INDUSTRY INTERVIEW MILITARY INFORMATION TECHNOLOGY
Q: What do you see as the biggest
potential growth driver in government
demand for mobile satellite services?
A: The most significant growth driver
for mobile SATCOM access is the change
in warfare toward more unconventional
operations. We are seeing fewer
troops deployed, but they have significantly
greater mobility and disconnected
operations. Inmarsat’s converged IP
voice and data on the Broadband Global
Area Network [BGAN] supplies full network
connectivity to units needing agile
comms-on-the-move. This equipment
travels with them, whether on mobile
platforms or with the dismounted soldier.
With net-centric operations, there
is also an increased reliance on access to
intelligence, surveillance and reconnaissance,
which similarly drives the growth
of mobile SATCOM. Greater mobility, a
smaller number of troops and a significant
reliance on situational awareness
require different applications, all of which
Inmarsat provides across its secure IPbased
network.
Another factor driving mobile SAT-
COM growth is that civil governments
now want the same type of situational
awareness and security that the military
expects. The fires in California are a good
example of how fire-and-rescue and other
first-responders have an increased reliance
on mobile satellite services. When
network and landlines are down for any
reason, commercial and mobile SATCOM
provides real-time data at the very front
of a fire brigade, providing real-time mapping
or other vital information to aid
the fire and rescue response. Civil governments
can now have the same level
of communications for security, rapid
response, and disaster preparedness that
the military has enjoyed for years.
Q: How will the changing nature of
military activity in Iraq and Afghanistan
affect Inmarsat’s business?
A: The gradual withdrawal of troops from
Iraq has changed the profile of utilization.
36 | MIT 13.9
Rebecca Cowen-Hirsch
President
Inmarsat Government Services
Combatant commanders have traded boots
on the ground for eyes in the sky. There is
shift in the profile of users, in part because
Iraq has become more dependent on fibre
networks and fixed satellite services. In
Afghanistan, we are seeing a significant
take-up of our service across the entire
coalition, both because of the geographic
scope of Afghanistan and because of significant
mobile operations. Afghanistan
has a different operational profile than
Iraq and has an increased presence of
special ops and small unit forces across a
broad geographic area. These units across
the coalition are heavily reliant on secure
BGAN capabilities.
Q: How do you see increased competition
in mobile SATCOM impacting Inmarsat’s
government business?
A: While we do see a number of regional
mobile satellite providers that may provide
a level of mobile satellite services, there is
no other service provider that provides the
same gold standard of reliability, assurance
and consistency that we offer at Inmarsat.
Our Inmarsat-4 constellation, with its wide
range of converged IP network services, is
providing tomorrow’s IP technology today
on a network that is readily available, completely
funded, and fully reliable. There
may be other MSS satellite operators, no
question. But there is also only one Inmarsat,
providing superior quality of service
that our broad range of customers have
enjoyed for over 30 years.
Q: How do you see the U.S. government
changing how it purchases commercial
SATCOM?
A: The Department of Defense has undertaken
a number of reviews over the past
years and is now in the midst of the
Space Posture Review [SPR]. Among
other areas of focus, it will examine
increased partnerships with the commercial
satellite industry as well as the
international space community. I see
this as a very positive step forward and
a significant example of how DoD is
exploring ways to make real the latest
iteration of the Transformational
Communication Architecture [TCA v 3],
which actually incorporates commercial
SATCOM as a critical element. All indications
are that the department and the
government in general are looking at
stronger relationships with commercial
satellite operators across the board. This
is not unprecedented in the international
defense arena, whether it’s the Paradigm
relationship with the U.K. Ministry of
Defence or other partnerships around
the globe.
If DoD comes forward with something
that is very progressive as a result
of this SPR, the satellite communications
acquisition strategy will need to change
to implement the policy. I do not see the
connection today. This change in policy
will require the associated funding strategy
for commercial SATCOM. Will DoD
intentionally plan, program and fund
for this critical enabler of today’s operations,
or will it continue to leverage, in
its existing ad hoc fashion, supplemental
funds that will not be available to them
for several years?
It is fundamentally important as we
go forward that DoD establish a coherent
policy and direction for commercial
SATCOM, fund accordingly, and have an
aligned acquisition strategy. These elements
must come together rapidly to
ensure the warfighters have the requisite
SATCOM capabilities essential to execute
the mission. ✯
www.MIT-kmi.com

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