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CHIPS January – March 2009 Volume XXVII Issue I Department of the Navy Chief Information Officer Mr. Robert J. Carey Space & Naval Warfare Systems Command Commander Rear Admiral Michael C. Bachmann Space & Naval Warfare Systems Center Atlantic Commanding Officer Captain Bruce Urbon Senior Editor – Sharon Anderson Assistant Editor – Nancy Reasor Layout and Design – Sharon Anderson Web Support – Deborah Midyette – DON IT Umbrella Program Disclaimer. The views and opinions contained in CHIPS are not necessarily those of the Depart- ment of Defense, nor do they constitute endorsement or approval by the DON CIO, DON IT Umbrella Program or SPAWAR Systems Center Atlantic. The facts as presented in each article are verified insofar as possible, but the opinions are strictly those of the individual authors. Refer- ence to commercial products does not imply Navy endorsement. Don't miss a single issue of CHIPS! 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Web address: www.chips.navy.mil/.. 2 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience Features 6 Department of the Navy Chief 8 Director Navy Networks Rear 11 NGEN Program Manager 14 Commander, Regional Information Officer Robert J. Carey Adm. David G. Simpson responds Capt. Timothy Holland outlines the Maintenance Centers Rear Adm. answers the top 10 questions about to questions about NGEN reasons for the NGEN evolution J. Clarke Orzalli describes the the department's Next Generation governance and command and and the need for better security work of the RMCs in support of control and global connectivity fleet customers Enterprise Network, or NGEN Navigation Guide 4 Editor's Notebook 25 More News from the DON CIO 5 From the DON CIO Robert J. Carey 26 Going Mobile – New recurring series by the DON CIO 6 Top 10 Questions about NGEN with answers from DON CIO Rob Carey 27 Trident Warrior 09 / Operational Level Command and Control 8 Interview with Rear Adm. David G. Simpson 30 DON Enterprise Architecture Development Supports Naval Director Navy Networks OPNAV N6 Transformation – Service oriented architecture and disciplined processes 10 CNO Names Next Generation Enterprise Network Chief 33 Can You Hear Me Now? How one idea can change the world 11 10-1-10 – The Evolution Begins 34 Global 2008 A new era in command and control of naval networking assets War game series helps Navy plan for future capabilities 13 DON Releases Service Specifications for NGEN 36 METOC Data Management for Net-Centric Operations 14 Interview with Rear Adm. J. Clarke Orzalli 38 Information Assurance Training Underway on USS Abraham Lincoln Commander, Regional Maintenance Centers Lincoln Carrier Strike Group innovates with underway training 17 San Diego Mayor Visits SPAWAR Systems Center Pacific 39 Hold Your Breaches! – Case stories of real privacy breaches in the Navy 18 SSC Pacific signs largest ever DoD patent license agreement 40 U.S. and Coalition Forces Build Technological Capacity for the Multimillion-dollar up-front payment for Navy-developed inventions Government of Iraq 20 Fleet begins transition to new reporting system 42 The Lazy Person's Guide to Social Engineering Web services and service oriented architecture provide robust tools Con artists, hackers and cyber terrorists want you! 21 The DoD Travel Assistance Center 45 Under the Contract Complete service for the defense traveler for temporary duty travel New DoD-wide Enterprise Software Initiative contracts 24 DON CIO Releases Web 2.0 Policy Web 2.0 tools promote greater user input, creativity and collaboration CHIPS January – March 2009 3 Editor's Notebook Happy Safe Networking! So says longtime CHIPS author, retired Air Force Maj. Dale J. Long, in this issue's installment of the "Lazy Person's Guide." You may be amused by the reference to Happy Safe Networking instead of the traditional Happy New Year greeting, but think of how miserable we are when the network is down or working at less than optimal performance, or worse yet, there has been a security violation. It isn't just a matter of inconvenience. When you think of the national security data, proprietary data and Department of the Navy intellectual capital that ride on DON networks, security becomes the single most important factor in naval operations. When you consider what is at stake, we should be inspired, not disheartened, and approach network security as an opportunity to innovate new solutions, not only to defend and secure DON networks, but at the same time to take advantage of tech- nologies that help us do our jobs better, make the nation more secure and empower the warfighter on the pointy end of the spear. With inspiration and innovation in mind, we take a close look at the Next Genera- tion Enterprise Network, the follow-on to the Navy Marine Corps Intranet. NGEN will replace the NMCI with better security, flexibility to embrace new technologies and, most importantly, allow the network to truly become a command and control node in the naval arsenal, according to DON leadership. But the best network security in the world will fail — if we become careless. Not surprisingly, users are the weakest link in network security. In this issue, Dale Long takes a look at social engineering — that insidious, ever-present collection of scams, hacks and schemes that tricks users into providing information that aids cyber terrorists in infiltrating DoD and DON networks. Security studies indicate that increasingly these attacks are politically motivated, and not just attempts to extort money or steal personally identifiable information, such as Social Security and credit card numbers. The statistics are bone-chilling! For more information about social engineering techniques and ways to protect yourself and the net- work, go to the U.S. Computer Emergency Readiness Team Web site at www.us-cert.gov and the Department of the Navy Chief Informa- tion Officer Web site at www.doncio.navy.mil. In November, the CHIPS staff joined Team SPAWAR in an exhibit that showcased the C4I products and information technology systems that Team SPAWAR engineers for the warfighter at the MILCOM conference. Thanks to those readers who stopped to say hello. Welcome new subscribers! Sharon Anderson Team SPAWAR exhibit at MILCOM 2008 at the San Di- ego Convention Center Nov. 17-19, 2008. Team SPAWAR participants included SPAWAR Systems Centers Pacific and Atlantic, SPAWAR headquarters, Program Executive Office Space Systems, PEO Enterprise Information Sys- tems (EIS), PEO Command, Control, Communications, Computers and Intelligence (C4I) and JPEO Joint Tacti- cal Radio System (JTRS). Hope to see you at the West Coast DON Information Management/Information Technology (IM/IT) Confer- ence Feb. 10-13, 2009, at the San Diego Convention Center. The DON CIO is hosting the IM/IT Conference at the same time and location as West 2009, a conference sponsored by AFCEA International and the U.S. Naval Institute. To register for the conference and for more in- formation, go to the DON CIO Web site at www.doncio. navy.mil. 4 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience Information sharing has long been a hallmark of information technology. We have proven its worth on the battlefield as directly contributing to the commander's ability to make more agile and better decisions. More than ever before, information has to be shared securely with those who need it — across the Department of the Navy (DON), throughout the Department of Defense and with other government agencies, coalition and allied partners. Therefore, our days of living in stove-piped or silo environments are over. A net-centric strategy with interconnectivity of our networks has enabled increased access to information, but we must always be mindful to balance access with security. This balancing act is the premise of information assurance, which combines information security with information availability, and it has become vitally important in this information age. Protecting networks and information, especially in the face of the ostensible popularity of malware and cyber terrorism, has be- come a challenge for all federal agencies. The DON has made great strides in this area over the last several years. The Navy Marine Corps Intranet (NMCI) was the launching point for the greatly enhanced security posture of the nearly 700,000 Sailors, Marines and civilians who rely on it. Each month it blocks approximately 9 million spam messages and detects more than 1,200 intrusion at- tempts and an average of 60 viruses before they can infect the network. NMCI has implemented and enforced the DoD Public Key Infrastructure (PKI) cryptographic logon (CLO) mandate; usernames and passwords have been replaced by the use of DoD PKI to cryptographically log on to DON networks. In addition to the security enhancements afforded by NMCI, the department has improved security through the use of public key- enabled Web sites and role-based access. Most of these enhancements require no more effort for the user than logging on to the computer using CLO, but the benefits are immense. Using PKI, users can access secure Web sites, digitally sign forms, and encrypt and digitally sign e-mails. BlackBerry users can now use secure Bluetooth BlackBerry Common Access Card readers for digital signature and encryption capability, to ensure the proper protection of information contained on those devices which are simply an exten- sion of our networks. While this may seem to be a burdensome layer, adding to the time it takes to respond to e-mails securely, it is worth it. Some of the areas in which the department has beefed up security are not as transparent as the NMCI/CAC/PKI solutions. These include encryption of data at rest (DAR) and the decision to block access to sites such as Gmail, YouTube, Second Life, Hotmail and Yahoo mail to decrease the likelihood of network vulnerabilities. Encrypting data at rest is a solution that responds to the loss of personally identifiable information (PII) — the information that can be used to identify and steal the identity of a Sailor, Marine or DON civilian and wreak financial havoc. Identity theft is a real and growing trend that we must take seriously. There are three main types of media that are vulnerable to loss: hardware, which usually translates to the loss or theft of laptops or thumb drives; paper, which is usually the loss of PII printed on paper; and electronic, which is the erroneous posting of PII on Web sites or contained in e-mail. We must take every precaution necessary to minimize the amount of PII collected and shared, and make it accessible to only those with a need to know. We have implemented a number of policy initiatives designed to modify behavior and improve privacy awareness across the DON. However, our DAR effort is also important in protecting DON sensitive information which includes more than PII. As we move from NMCI to the Next Generation Enterprise Network (NGEN), protection of our networks and information will continue to be a priority. The threat environment to IT networks has changed significantly over the last eight years since NMCI was implemented. The NGEN design and operations will be flexible enough to adapt and change with evolving threats and accommo- date new technologies and capabilities as they become critical to operations. Security will be a key component of all aspects of NGEN. Security will come from every user who connects; each of us is a cyber- warrior and must understand facets of IT never before required. This will be true for services and functions provided by industry, as well as those managed by the government. The government must have visibility into, and control of, network operations to ensure this critical asset is fully supporting user needs. Therefore, ultimate responsibility for security of DON networks will reside with the government. We don't know what the next cyber security issue of significance will be. But just as the combination of NMCI and other solutions has successfully defended our networks up to this point, we are working to make sure that security under NGEN will be just as strong. Robert J. Carey Top 10 Questions about NGEN with answers from the DON CIO Rob Carey The Department of the Navy Chief Information Officer, Robert J. Carey, is one of a group of high-level DON lead- ers planning for the implementation of the Next Genera- tion Enterprise Network, or NGEN, the name used for the follow-on network to the Navy Marine Corps Intranet. The DON will transition to NGEN when the NMCI contract ends Sept. 30, 2010. A well-recognized advocate of innovative technology tools and process models, Carey was among the first gov- ernment executives to establish a blog and among the first to embrace the use of Web 2.0 tools to improve commu- nication and collaboration within the DON CIO team and across the DON. In a policy memo, Carey wrote that IT tools, including wi- kis, blogs and Web feeds, will give warfighters seamless ac- cess to critical information. The memo, issued Oct. 20, 2008, is available on the DON CIO Web site at www.doncio.navy.mil. When CHIPS asked Mr. Carey to discuss NGEN, he responded to the top 10 questions that he is most often asked. Q: Why are you going with a segmented approach to NGEN Q: What are some of the major lessons learned from the NMCI, and implementation? how will you apply those lessons in NGEN? A: The acquisition strategy for NGEN is still under development A: Some of the most important lessons learned were the things and hasn't been approved yet by the Department of the Navy, that worked well with NMCI. For example, NMCI provided the de- but we are aligning the work necessary to manage NGEN by seg- partment with a true enterprise network. It eliminated the 'haves ments. This means we may have one or more contracts to deliver and have-nots,' and provided nearly 700,000 DON users the nec- the services needed to support the department's mission. This essary IT capabilities to perform their critical missions and func- will be decided once we complete the Analysis of Alternatives tions. In addition, it provided an interoperable capability across (AoA), the output of which will feed the acquisition and subse- our enterprise, facilitating the sharing of data, information and quent contracting strategy. services. Most importantly, it allowed us to gain consistent con- We studied the ITIL (Information Technology Infrastructure Li- trol of the information assurance/computer network defense brary) process and believe it is the most logical way to proceed. posture of our largest enterprise IT network. Our research indicates that a segmented approach has become On the downside, the contract language for NMCI did not al- an industry best practice over the last few years. Segmenting low us to respond as quickly to emerging requirements; making the work provides greater flexibility for the government and in- changes became a contract negotiation. We've learned that les- creased opportunities for industry to compete to provide NGEN son, and NGEN will take us to where we'll have ownership of the services. network. We also learned that we can't treat this network as if it were a weapon system; we must treat it as part of the critical Q: How did you decide on what functions to keep in house and what infrastructure necessary to execute our mission. to outsource. Is security outsourced? The threat to IT networks has changed significantly over the last eight years and the world of IT changes at a rapid pace. This A: We have developed notional schemes of what functions will means that the NGEN design and operations must be flexible be directly performed by government personnel and those enough to keep pace with the ever evolving security threat and that will be accomplished by contractors. All of those final deci- flexible enough to adapt to the reality of rapidly changing IT. sions will be informed by the AoA and the acquisition strategy selected. Q: How will the changeover to NGEN be accomplished? 6 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience A: The transition from NMCI to NGEN must be accomplished quired to achieve these capabilities. We are in the process of de- in such a way as to ensure continuity of service across the en- fining a roadmap for achieving the future NNE to include what terprise. Therefore, the transition will be performed in a well improvements need to be made in what years, and developing thought out and executed manner. the resources to accomplish these interim goals. This roadmap The highest levels of the DON have been fully engaged in de- will identify the convergence and alignment of IT investments velopment and approval of the plans for NGEN, and the depart- across the department to support this vision and strategy. ment recently established a System Program Office to coordi- nate the activities associated with bringing NGEN to fruition. The Q: Will NGEN provide a mechanism to find personnel in the other establishment of this new organization demonstrates the DON's services via e-mail to really connect a joint force? commitment to making the transition to NGEN successful, with no opportunity for a gap in this critical service. A: A limited version of this capability already exists across the De- partment of Defense, with the Joint Enterprise Directory Service. Q: How difficult will it be to extend NMCI/NGEN to warships at sea? NMCI today, and NGEN in the future, will be fully compliant with the JEDS standard, which allows the DoD to continue to migrate A: The scope of the initial block of NGEN will be identical to that toward a true enterprise e-mail and directory service capability. of NMCI. It will provide network and computing services to more than 700,000 DON users located within the continental United Q: Will the NGEN be structured so that users can take advantage of States and at select locations overseas. It will not provide ser- new technologies, like Web 2.0, when they come along? vices directly to afloat users. Afloat users will be provided services by the Integrated Ship- A: The department embraces the use of Web 2.0 collaboration board Network System, ISNS, and its follow-on, the Consolidated and working from anywhere we can connect to the network. Afloat Networks and Enterprise Services (CANES). Web 2.0 does not use new technologies; it is primarily different We want to make sure CANES and NGEN are interoperable applications of current technology. Web 2.0 tools present many through implementation of common technical standards, busi- opportunities for collaboration and information sharing that ness processes and well-defined interfaces. support becoming a transparent organization, and they are be- coming vital to keeping pace in today's environment. So yes, the Q: What training will be needed for NGEN use and maintenance? NGEN infrastructure will support it, just like the NMCI infrastruc- ture today supports it. A: From the end-users' perspective, the transition from NMCI to My hope is that commands will come onboard and fully ex- NGEN will be almost transparent. As you know, network secu- ploit the use of Web 2.0 commensurate with necessary security rity is paramount to the success of the Navy-Marine Corps team, requirements. I mention security because the implementation of so we can expect each user to become a cyber warrior, armed any new tools in the DoD requires a cautious risk management with the knowledge of what it takes to protect and defend approach for ethical use and to protect the confidentiality, integ- information. rity, and availability of the data. The government personnel required to control network op- erations of NGEN will undergo function-specific training ini- Q: Will the DON be able to take advantage of the DoD-wide En- tially, and periodically as required, to maintain proficiency in terprise Software Initiative and federal SmartBUY licensing agree- their particular position. The major areas of training will include ments or other cost-saving strategies that support large volume network operations, security operations and service life-cycle buys to acquire software and services for NGEN? management. A: Yes, all DoD Enterprise Software Initiative and SmartBUY En- Q: What other aspects of Navy IT will be affected by the move to terprise Software Agreements are available for use under NGEN. NGEN? What upgrades to hardware and software will be needed? The scope of the ESAs, as well as regulation and policy, are all written to enable and encourage their use regardless of the A: As the department prepares for the transition to NGEN we NGEN strategy. will focus on three areas: (1) continuing to make necessary im- provements to the capabilities provided by NMCI; (2) continuing to eliminate redundant legacy network environments; and (3) moving toward the procurement of software and hardware as an enterprise commodity. This will better prepare us for NGEN to be the true DON enterprise-wide network. NGEN will inherit the NMCI capabilities at the end of the NMCI contract; therefore, no new hardware or software will be re- quired as part of the initial rollout of NGEN. But similar to NMCI, NGEN will undergo a continuous process of technology refresh, for both hardware and software. As we implement subsequent 'blocks' of NGEN and as we head toward our vision of a future Naval Networking Environment (NNE), it is likely that new hardware and software will be re- CHIPS January – March 2009 7 Interview with Rear Adm. David G. Simpson Director, Navy Networks Deputy Chief of Naval Operations Communication Networks (N6) Rear Adm. Simpson was named the interim Assistant Chief of Naval Operations Next Generation Enterprise Network (NGEN) and Director of the NGEN System Program Office. The SPO is a new ACNO position created by the Secretary of the Navy, the Chief of Naval Operations and the Commandant of the Marine Corps on Oct. 15 to ensure that NGEN is developed with strong central governance from an office serving as the single focal point for policy, resources and requirements, acquisition, and technical authority and operations. ACNO NGEN will work directly with the Department of the Navy Chief Information Officer (DON CIO), OPNAV N6, Headquarters Marine Corps (HQMC C4), Program Executive Office Enterprise Infor- mation Systems (PEO EIS), PEO C4I, Space and Naval Warfare Systems Command (SPAWAR), Marine Corps Systems Command (MARCORSYSCOM), Naval Network Warfare Command (NNWC) and Ma- rine Corps Network Operations and Security Command (MCNOSC) to field and sustain a reliable and secure network that is responsive to Navy and Marine Corps warfighter needs, as well as the needs Rear Adm. David G. Simpson of the overall DON workforce. Rear Adm. John W. Goodwin has been named ACNO NGEN and will arrive in January to fill the two-star director billet. ACNO NGEN will be responsible for delivery of Navy and Marine Corps enterprise network capabilities. Rear Adm. Simpson will continue to support NGEN, leading the Navy's NGEN resources and requirements efforts from his position as Director of Navy Networks on the OPNAV N6 Staff. NGEN will replace the Navy Marine Corps Intranet (NMCI) and many of today's legacy terrestrial networks for which NMCI was not well suited. Since its inception, NMCI has produced a very capable enterprise network that has provided both the Navy and Marine Corps a solid enterprise foundation from which to build NGEN. NMCI transformed Naval network services starting with the initial NMCI contract award in October 2000 and has improved cus- tomer satisfaction each year. With nearly 700,000 active users and a wide range of information technology services available, NMCI is the largest corporate intranet of its kind. NMCI has greatly improved the ability of the Navy and Marine Corps to centrally manage information technology service, control IT spending — and provide strong security. Rear Adm. Simpson has been working on the requirements for NGEN with Navy and Marine Corps stakeholders within the DON since his assignment to OPNAV N6 in the spring of 2008. The acquisition approach is notional at this stage because an Analysis of Alternatives, directed by the Secretary of Defense, is currently in progress. Respecting the competition sensitive nature of some of the finer details, CHIPS asked the admiral to discuss some of the high level plans for NGEN. Q: According to the NGEN program office, the NGEN acquisition Navy and Marine Corps will have process owners for each of the approach will be based on a notional segmentation concept that high level NGEN processes. NGEN Service Operations leads will breaks existing network functions into groups and separate ser- be the Naval Network Warfare Command for Navy and the Ma- vices so that some may be run by the Navy and others may be out- rine Corps Network Operations and Security Command for the sourced. Will the Navy be the integrator for the segmented services? Marines. These organizations will have command and control responsibilities for the end-to-end provision of network service A: IT services under NGEN will be managed using the IT Infra- working closely with the supporting military, government and structure Library (ITIL) version 3, Service Delivery Model. This contract team. industry-developed, open standard framework is being used The program manager for NGEN is working closely with DON to define each of the processes and interfaces associated with stakeholders and industry to define integration requirements as the delivery of NGEN services. Responsibility for a given process part of the ITIL Services Management framework. and/or interface will be defined in concert with the Service De- During the requirements generation phase, the NGEN team sign Specification. spoke with CIOs from several large corporations that success- ITIL v3 is organized into Service Strategy, Design, Transition, fully balanced in-source/outsource segmentation to understand Operations and Continuous Improvement processes. Both the the value in that service delivery model. There is a good body of 8 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience "Every attempt at network intrusion, whether it is successful or not, provides a network attacker useful information. In order to stay ahead of the threat, DON networks must learn from each attempted intrusion or attack and improve our defense." Rear Adm. David G. Simpson Director Navy Networks knowledge for industry best practices that we want to emulate. A: NGEN will be the foundation for the Naval Networking Envi- We are currently working through the process of determining ronment. It will introduce a consistent set of operational stan- if there is a smart grouping that would suggest a number of seg- dards and services to provide warfighter and business IT capa- ments or a single segment covering all those functions. We are bilities across the fleet and Marine force. looking at that trade space to see what will work best for the NGEN will continue to provide embarkable IT assets for use department and its IT partners. afloat as well as tailored solutions for an increasingly mobile DON workforce. Over time this will include OCONUS networks as well Q: The Department of the Navy has determined that it must exert as shared services between the afloat and shore environments. greater oversight and direct control of the design and operations Currently, individual augmentees will continue to be sup- of NGEN. Why? ported by the network service provider of their assigned unit. NGEN will, however, ensure that commonly adopted standards A: To meet the command and control needs of our personnel, the for services and data are implemented across the DON to ensure DON must have operational and design control of our networks. interoperability with the rest of DoD, with other agencies, and This refers to the assignment of priorities, direction and policies with our coalition partners. within an accountable framework with well-defined standards, Future NGEN increments will seek to deliver capabilities re- policies and enforcement mechanisms. quired to realize the Chairman of the Joint Chiefs of Staff Global Naval IT networks must have exceptionally high levels of agil- Information Grid 2.0 vision for global joint warfighter access to ity and flexibility in order to keep pace with evolving mission network services on any part of the GIG. challenges and an ever-increasing cyber threat. A strong cen- tral governance is required to ensure that decisions impacting Q: With the Department of the Navy's plan to retain control and a wide range of DON stakeholders can be made quickly, in re- oversight of NGEN within the Navy and Marine Corps, are there sponse to changes in the network environment. plans under development to determine what skill sets and types of Networks represent a significant investment for the depart- civilian and military billets are needed to operate and maintain the ment, one that requires a daily balance between provision of new network? service and affordability. Navy and Marine Corps command and control of NGEN will provide the strong governance necessary A: A fully trained and qualified government workforce is an es- within a supported/supporting commander structure led by sential part of the DON's NGEN implementation. The billets and Navy and Marine Corps NETOPS forces, aligned operationally positions are resourced in the Future Years Defense Program underneath U.S. Strategic Command's Joint Task Force-Global (FYDP) and the demand signal captured in the respective ser- Network Operations (JTF-GNO), and Navy and Marine Corps ser- vice Total Force Manpower Management System. vice components. ACNO NGEN is working closely with N1, HQMC C4 and DON civilian human resources specialists to define the required skill Q: Some in the DON would say that the "network is a weapon." sets and generate recruitment, hiring and training plans to de- What will NGEN deliver to operational commanders? liver a capable NGEN government workforce on time. A: First and foremost, the network must deliver robust, reliable Q: Given that NMCI is owned and operated by the current contrac- communications between commanders and supporting forces. tor, how will the DON ensure that EDS does not have an unfair com- NGEN will do this as a military capability with a government petitive advantage? workforce ready to defeat potential adversaries who would seek to deny or exploit Navy and Marine Corps network services. A: The DON is working to ensure a level playing field. NGEN will Every attempt at network intrusion, whether it is successful or utilize an open standard (ITIL) for the Service Delivery Model not, provides a network attacker useful information. In order to that should be widely recognizable to IT service providers. NGEN stay ahead of the threat, DON networks must learn from each at- will continue to seek feedback from industry on the Service De- tempted intrusion or attack and improve our defense. sign Specification and subsequent implementation plans. NGEN will include a robust security operations segment that NGEN will continue to provide as much information as is al- will work within Navy and Marine Corps computer network lowed to educate potential vendors on DON requirements for defense organizations, coordinating closely with JTF-GNO and NGEN while respecting the acquisition sensitive nature of the [STRATCOM's] Joint Functional Component Command Network program. Warfare (JFCC-NW) to proactively address cyber threats. Q: What should the current nearly 700,000 users of the NMCI under- Q: How will NGEN address the needs of the fleet? Will NGEN support stand about moving to NGEN? Is there anything that NMCI users deployed Marines and Navy individual augmentees? can do to prepare for the transition? CHIPS January – March 2009 9 CNO Names Next Generation Enterprise Network Chief A: Current NMCI users should understand that continuity of ex- isting service is the No.1 priority for NGEN. There will not be a flip By Eddie Riley – NGEN Public Affairs of a switch on Oct. 1, 2010, with a 'hard' cutover. Instead, NGEN will employ a conservative transition plan to assume operation On Nov. 20, Chief of Naval Operations Adm. Gary Roughead of the current NMCI environment, develop the DON NETOPS named the commander of Naval Air Force Atlantic to lead the De- workforce, and introduce NGEN ITIL structured services oper- partment of the Navy's largest, enterprise-wide IT initiative as the ated by a military, civilian, contractor team. new Assistant Chief of Naval Operations for the Next Generation Planning for the transition is underway. Early transition activi- Enterprise Network System Program Office. As ACNO (NGEN), Rear ties are being defined to ensure continuity of service through- Adm. John W. Goodwin will oversee the DON's development, ac- out the process. Users should continue to participate in required quisition and deployment of NGEN — the follow-on to the Navy network security training and work with their claimant's techical Marine Corps Intranet contract that ends Sept. 30, 2010. representative and assistant CTR to understand changes in net- The NGEN SPO, a first-of-its-kind organization in the DON, was work governance as we get closer to the transition period. approved by the CNO and Commandant of the Marine Corps ear- lier this year. It brings together the DON's governance areas for Q: Will the department be able to take advantage of the DoD- NGEN — policy, resources and requirements, acquisition, and fleet wide Enterprise Software Initiative and federal SmartBUY licensing readiness, support and operations — under a single command. The agreements to acquire software and services for NGEN? elevated coordination at the ACNO level will ensure stakeholders are included in the design and implementation process and help A. Yes. Use of ESI, where it makes sense, is an NGEN goal. Specific facilitate a smooth transition from NMCI to NGEN with continuity utilization will be determined by the acquisition strategy. of services to end users. The SPO includes all of the functions of the existing NGEN, NMCI Q: The SPO will also be working to consolidate legacy networks. and OCONUS Navy Enterprise Network (ONE-NET) program offices. What types of networks are remaining and will their functions be The SPO resides within the Navy staff, leveraging the institutional part of NGEN? support of both CNO and Headquarters Marine Corps staffs. Goodwin will join the NGEN SPO in January. Interim ACNO A: Through operation Cyber Asset Reduction and Security (NGEN), Rear Adm. David G. Simpson, will lead the SPO until Good- (CARS), the Navy has made significant progress in the last two win arrives. Simpson continues to set the foundation as the NGEN years in lowering the number of Navy legacy networks from over resource sponsor in his assigned position as the director of Navy 1,000 to fewer than 500. The NNWC-led CARS team has set a goal Networks on the deputy chief of Naval Operations for Communica- to reduce an additional 200 networks in 2009, and eliminate the tion Networks (OPNAV N6) staff. Marine Corps Col. David M. Hago- rest of the legacy environment in 2010. pian will continue to serve as the deputy director, NGEN SPO. More significantly, CARS has led Navy's efforts to improve the The NGEN initiative is focused on re-establishing government security environment for both enterprise and 'excepted' Navy design and operational control over Naval networks, creating a networks. Recent response to DOD-wide security threats proved more secure and agile intranet, and recruiting and developing the the value of this program as Navy was able to rapidly develop an future Naval IT workforce. It is a central pillar in the department's effective response through CARS implementation. goal of building the Naval Networking Environment (NNE), the Both Navy and the Marine Corps benefited from their strong DON's vision for a highly secure reliable enterprise IT system that commitment to enterprise-wide networks with service-wide im- provides ready access to data, services and applications when and plementation of directed information assurance achievable in a where needed. minimum amount of time. The NGEN SPO will coordinate continued service for existing The Naval Networking Environment will continue to include shore and garrison networks, including NMCI; support consolida- a number of excepted networks requiring some degree of iso- tion of legacy networks; and direct the transition to NGEN while lated access or unique technical capabilities, but we will ensure providing implementation oversight to enable enhanced capabili- that they are as vigilantly protected and efficiently operated as ties within the future NNE by 2016. our enterprise network. Similarly, the DON will continue to work The NGEN initiative is currently in the pre-decision phase with to reduce legacy applications, databases and data centers. a requirements document approved earlier this year by the CNO This is an exciting time for naval networks with both NGEN, the and CMC. A system specification, currently under development, Marine Corps Enterprise Network (MCEN), and the Consolidated will further define the required system functions and performance Afloat Networks and Enterprise Services (CANES), delivering im- parameters. The acquisition approach, currently under draft, is proved security and warfighting capabilities across the DON op- expected to be based on a notional segmentation concept that erational spectrum. breaks existing network functions into groups and separates ser- The department will build upon the Naval Networking Envi- vices into those that may be run by the DON and others that could ronment to meet the increasing cyber threat, empower Millen- be outsourced. nial Sailors and Marines, and produce a consistent collaborative Under the current NMCI contract, network services are provided information environment across the fleet and Marine force. by one prime contractor. The DON has released four Requests for Information and held one industry day to get feedback from the information technology community on the NGEN initiative. Go to Navy News Service at www.navy.mil and click on the Navy Leader- ship link to view Rear Adm. Simpson's biography. – Edited from Navy News Service Dec. 2, 2008 10 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience 10 • 1 • 10 – The Evolution Begins A new era in command and control expeditionary networking By Capt. Timothy Holland If you work in or with the Department of the Navy (DON), two operational requirement tai- years or so from now, you will be using a new intranet to conduct lored to a specific mission. business. The current Navy Marine Corps Intranet contract ends Over the next two years, Sept. 30, 2010. On Oct. 1, 2010, the DON will be transitioning to and at the initial delivery of the Next Generation Enterprise Network (NGEN). NGEN, you won't notice much Currently, every NMCI user is provided a complete suite of ap- change. There will not be a plications and services at each "seat" — consisting of connec- flip of a switch Sept. 30, 2010, tivity to local area networks, wide area networks, guaranteed when the NMCI contract ends. network performance, security, network support, all help desk Users will still have access to support, training, cryptographic logon, identity management current systems and tools, and attribute-based access. The combination of this set of ser- but NGEN will be well on vices has tremendous value. the way to realizing needed The current design provides secure, universal access to inte- improvements. grated voice, video and data communications, and a common Capt. Timothy Holland computing environment across the DON, which has played a Why change? NGEN Program Manager critical role in dramatically improving security across the enter- prise while greatly improving business efficiency and the ex- Since 9/11, the requirements of the commands currently sup- change of information. ported by NMCI have changed as the department engaged in the global war on terror. Shore-based and forward operational Innovation, Security and Global Connectivity commanders in the fleet view all of the DON's enterprise net- works as extensions of their ability to wage war and have stated With NGEN, the DON's vision is to transition to a network that that coalition and multinational command, control, communica- will have a secure, reliable capability that capitalizes on its sig- tions and computers (C4) interoperability remains the top fleet nificant investment and improves focus on the warfighter. This priority. will be accomplished by first enabling command and control (C2) of naval network resources, and second, by improving Navy There are compelling reasons to move to NGEN, NNE 2016 — enterprise business and administrative functions. and beyond — as outlined below. NGEN, over time, will provide a state-of-the-art, global net- working environment that is responsive to the operational ✓ To make DON networks better commander, that unleashes the collaborative nature of the Mil- lennium Generation and empowers our future warriors. It will Today, DON networks are no longer just a business support build on the lessons learned in developing the world's largest system. They must be built in ways that allow them to be in- intranet, the NMCI, and allow visibility into the network's control teroperable across commands. Continuous improvement means and cost to help the DON migrate from costly, vulnerable legacy constant evaluation of process and progress and making neces- networks. sary changes to succeed. In other words, NGEN is part of the NNE NGEN represents the evolution of naval IT networks. It is a strategy that will bring about the integration of multiple simul- central pillar in the DON's goal of a single-enterprise network taneously moving pieces across the Navy and Marine Corps. within the overall Naval Networking Environment. The NNE 2016 is the DON's vision for a highly secure and reliable enterprise The keys to the success of NNE 2016 are: providing ubiquitous access to data, services and applications • A common enterprise architecture; from anywhere across all program and operational boundaries. • Adoption of and adherence to enterprise standards, including The NNE is an iterative set of integrated, phased programs the use of enterprise purchase agreements for our most that will guide the DON toward a future net-centric enterprise common hardware and software components used across the environment. department; The NNE will be bound by an enterprise architecture, common • A common governance structure and operational construct; standards and a common governance and operational construct • Access for Sailors, Marines and civilians who should not be ad- that is consistent with the joint goals for Defense Department- ministratively bound to any one computer seat. With their Com- wide access to information technology services around the mon Access Card and proper authorizations, they should be able world. to sit down at any personal computer or computing device and It will allow U.S. Naval forces to partner, communicate and log in to receive "their" information with access to their data; share information with a diverse array of multinational, federal, • Shared services; and state, local and private sector organizations given a particular • Common IT service delivery across the operational spectrum. CHIPS January – March 2009 11 Shore-based and forward operational commanders in the fleet view all of the DON's enterprise networks as extensions of their ability to wage war and have stated that coalition and multinational C4 interoperability remains the top fleet priority … ✓ To support the warfighter The job of naval networks is to deliver mission-critical infor- mation to DON personnel when and where they need it. War- fighters will have the ability within the NGEN footprint to exe- cute assigned missions and exercise command and control. At the same time, NGEN will defend the cyber domain by defeating ever increasing cyber threats with a military capability designed to fight, win and prevent cyber attacks. NGEN will provide service for a number of warfighting and Navy corporate activities. It must support an embarkable cat- egory of users, such as Sailors and Marines, whose in garrison command location is ashore. Embarkable users need to be able to transition seamlessly to Navy's afloat IT environment without loss of identity or function- ality. Marine Corps expeditionary users similarly need to transi- Cpl. Michael K. Kono is on his second deployment in support of Operation Iraqi tion seamlessly from garrison to the fight forward within a con- Freedom. A computer network administrator, Kono is in charge of constantly up- sistent IT environment. dating the security of the networks and making sure the base's air boss is always The DON has expeditionary NGEN users who need to be sup- able to contact other bases to coordinate 2nd Marine Aircraft Wing's mission ported over low-bandwidth connections, and the DON has nu- throughout Iraq. Marine Corps photo by Sgt. Juan Vara, 2nd MAW July 2005. merous users with challenging mobile requirements. Think of Navy recruiters who travel hundreds of miles to high schools ✓ Governance to operate and adaptability and storefront locations, they need their information to be avail- able and accessible while traveling. To meet the command and control needs of DON personnel, While not in the first increment, the DON will want NGEN to the department must have operational and design control over help achieve a better balance between security and the need naval networks. Governance refers to the assignment of decision for a few Navy users to have broader Internet access to take full rights and accountability framework (standards, policies and en- advantage of emerging technologies, in addition to social and forcement mechanisms) to encourage desirable behavior in the business Web technologies. A layered defensive strategy will be use of IT. Adaptability refers to the ability of our network to field an important characteristic of NGEN service. new, modified or additional services in a timely manner at an Our service men and women need to know that the DON sup- agreed service level. ports them and that its Naval Networking Environment allows Department of the Navy IT contingencies must allow unprec- them to do their job effectively without interruption. edented agility and flexibility. NGEN governance is focused on creating a process for decision making in which all stakeholders, ✓ To ensure optimum security including leadership, internal customers and related areas, such as acquisition, have appropriate channels to provide necessary Modern day conflicts are increasingly moving from the tra- input. This mitigates problems and improves system perfor- ditional battlefield to cyberspace. Due to ever-increasing cyber mance, adaptability and cost effectiveness for the DON. threats and the military's increasing dependency on IT infra- NGEN will use an IT Service Management (ITSM) framework structure, continuous security improvements are required to based on industry best practices. Use of the Information Tech- protect against this insidious threat. A security failure could re- nology Infrastructure Library (ITIL) version 3 will allow the DON sult in a loss of credibility, capital — or worse — lives. to apply an open standard that is consistent across the entire Security refers to assured information sharing; network de- operational spectrum. It will allow the department to bring max- fense; confidentiality; a high rate of available enterprise access; imum competition to bear on specific functional segments of assured mission management; integrity; and non-repudiation of NGEN without detracting from end-to-end interoperability. data and users. ITIL's systematic approach will bring a tested, rigorous, effi- The DON is dedicated to protecting, defending and safeguard- cient service delivery model to DON network operations that is ing information and information systems (including networks consistent with recognized international standards. It is a model and applications) by ensuring their availability, integrity, authen- that many of the DON's industry partners use. tication, confidentiality and access control through technical, ITSM is a discipline for managing IT systems centered on managerial and operational means. meeting an organization's requirements on the part of internal 12 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience Out of the box, NGEN must be at least as good as NMCI DON Releases Service Specifications for NGEN and must be capable of growing to meet warfighter By Eddie Riley – NGEN Public Affairs needs … The Assistant Chief of Naval Operations for the Next Generation Enter- or external customers. The output is a strategy for the design, prise Network released the Draft NGEN Block 1, Increment 1 Service Speci- implementation, maintenance and continual improvement of fication document Dec. 4. This release is the most recent Department of the service as an organizational capability and a strategic asset. the Navy industry interaction and builds on information previously pro- ITIL is a set of concepts and techniques for managing IT infra- vided during the NGEN Industry Day earlier this year. structure, development and operations. Processes are designed The draft represents the DON's first articulation of an approach to imple- to be compatible with the requirements for performing IT ser- menting the NGEN environment. The document provides service specifi- vice strategy, design, transition and operations functions that cations for the initial occurrence of NGEN, which is Block 1, in addition to will result in the optimum service management infrastructure. the framework for how those services will be provisioned, managed and Since there is no existing DON standard for ITSM implementa- supported. The document is available by searching for "NGEN" on the Fed- tion, NGEN is leading the effort in implementing ITSM partner- eral Business Opportunities Web site at www.fbo.gov. ing with the Naval NETWAR FORCEnet Enterprise (NNFE) to de- The DON believes the specifications will establish a framework for the velop and maintain an enterprise IT maturity model. transition of services from the Navy Marine Corps Intranet to NGEN; specify Embracing ITSM from the start of NGEN development will bet- performance measures for the delivery and provision of services; and de- ter position the Navy to manage life-cycle processes. We expect fine and allocate Information Technology Infrastructure Library (ITIL) func- to have a consistent organization that captures requirements, tions that will facilitate the increased DON operational and design control delivers, monitors, optimizes and enhances IT service with a ma- desired in NGEN. ture, coherent and transparent process. "This document deconstructs the Department of the Navy's NGEN re- quirements into an industry-defined open standard service delivery mod- ✓ To ensure the utmost reliability el. It identifies the processes and subprocesses for IT service strategy, ser- vice design, service transition, service operations and continuous service Department networks are mission critical. Preventing and rap- improvement using the ITIL framework," said Rear Adm. Dave Simpson, idly responding to failures or breaches and building redundan- interim ACNO NGEN. "We would like to receive comments from interested cies are essential. Reliability means that protected data is consis- industry partners on our representation of the process definitions, as well tently available when needed. Reliability refers to the ability of as their associated interfaces. the network to maintain operations at agreed service levels dur- "This draft does not constitute a commitment by the government to ac- ing normal operations, peak demands and disaster situations. quire NGEN exactly as outlined in the document but will help us develop Out of the box, NGEN must be at least as good as NMCI and RFPs that are equally relevant to government and industry. The acquisi- must be capable of growing to meet warfighter needs. It must tion approach, specified services and allocation of ITIL functions are all still be capable of providing assured information exchange for in development, and we'll adjust design specifications in the document Navy's critical command and control nodes and key supporting based on input from industry," the admiral said. command operations centers. Simpson also outlined DON's ramp-up for NGEN governance."Rear Adm. John Goodwin has been named ACNO NGEN and will arrive in January to What is the risk of not moving to NGEN or NNE? fill the two-star director billet. ACNO NGEN will solidify [the] DON's top-lev- el governance for NGEN, bringing together the authorities for resources, As the NGEN program manager, I must stress that NGEN signi- requirements, policy, acquisition and operations into a single office. ACNO fies much more than how we buy information transport servic- NGEN will be the sponsor responsible for delivery of USN and USMC enter- es; it is really about how the DON executes network operations prise network capabilities." across Navy and Marine Corps operational and business core Simpson will continue to support NGEN, leading the Navy's NGEN re- mission areas. source and requirements efforts from his position as director of Navy Net- As we move further into the millennium, network users will works on the OPNAV N6 staff. become more dependent on access to information. To ensure The opportunity for feedback and comments from industry partners on the DON stays ahead and prevents information dependence the draft service specifications closed Jan. 9. from becoming a liability, the department must practice con- The Navy and Marine Corps service chiefs approved the requirements tinual service improvement. for the NGEN program in April. This document is an interpretation of those NGEN is the first milestone in the evolution of Naval IT net- requirements that NGEN stakeholders will approve in near-term. Indus- works; it promises to deliver operational command and control, try should view the document as a demand signal for the resources and robust security and exciting technology innovations. expertise required to operate and support the DON's primary enterprise network. Feedback will be valuable at this stage to validate the proposed Capt. Timothy Holland is a 1982 graduate of the U. S. Naval Academy with a bach- Service Delivery Model prior to the DON's release of a formal request for elor's degree in engineering and a master's of science degree from the Naval proposal. Postgraduate School. He reported to the Program Executive Office for Enterprise The next step for NGEN will be to turn the specifications into a state- Information Systems as the NGEN program manager in June 2007. ment of work and request for proposal(s). CHIPS January – March 2009 13 Interview with Rear Admiral John Clarke Orzalli Commander, Regional Maintenance Centers A Naval Academy graduate, Rear Adm. Orzalli is the commander of the Navy's Regional Mainte- nance Centers (CRMC). He holds a Bachelor of Science degree in marine engineering and master's degrees in materials science and engineering and systems management from the Massachusetts Institute of Technology and Golden Gate University, respectively. CRMC was established in 2007 to manage the seven Regional Maintenance Centers located in fleet concentration areas worldwide. The Atlantic Fleet RMCs are located in Norfolk, Va.; Mayport, Fla.; and Ingleside, Texas. The Pacific Fleet RMCs are located in Pearl Harbor, Hawaii; San Diego, Calif.; Yokosuka, Japan; and Bremerton, Wash. RMCs combine the waterfront activities involved in ship repair into a single maintenance en- terprise to increase fleet readiness, improve ship maintenance processes and reduce costs to the Rear Adm. John Clarke Orzalli Navy. The consolidation merged the functions of the repair Supervisors of Shipbuilding (SUPSHIPs), Readiness Support Groups (RSG), Shore Intermediate Maintenance Activities (SIMAs), Fleet Technical Support Centers (FTSCs) and port engineers. This consolidation enables the RMCs to leverage the strengths of the different organizations in work brokering and contracting. The establishment of the ship's Maintenance Team has increased information exchange among all parties concerned and thereby ensured the right maintenance is being completed at the right time. In addition, the implementation of an innovative contract vehicle, Multi-Ship, Multi-Option (MSMO), has increased the partnership between the Navy and private sector, improving response time and saving money. The RMCs' ultimate mission is to sustain the nation's investment in a fleet of 283 deployable ships by providing cost-wise mainte- nance to the fleet. CHIPS talked with Rear Adm. Orzalli in November about ship maintenance at the RMC headquarters located on the waterfront of the Norfolk Naval Base. CHIPS: Was the driver for consolidation of these different fleet sup- Rear Adm. Orzalli: The information and communication sys- port activities to gain efficiencies? tems available today have provided the Navy maintenance com- munity significant capabilities. To the point where we can and Rear Adm. Orzalli: Yes, by consolidation of activities involved have implemented a one-call solution to assist ships. in ship maintenance in a region there are great opportunities We have established a global call center that will take world- for efficiencies. The consolidation takes advantage of improved wide calls and direct them to the proper technician to get the communication tools and information technology systems in or- question answered. These technicians immediately work to re- der to provide a better, more consistent service to the fleet. solve the problem with the ships via distance support, where The process actually started in the early '90s with the consoli- they talk the shipboard personnel through the processes, proce- dation of back shop functions, such as motor rewind capability dures and checks to troubleshoot and repair the system. and pump repairs. The classic example was here in Hampton If it [issues] cannot be resolved via distance support we will go Roads where we had 17 different organic activities that were ca- to the ship. Our technicians are located close to the waterfront, pable of rewinding a motor. so if the ship is located in port, we can rapidly respond to the We established Regional Repair Centers which provided a sin- ship's needs. If they are overseas, we deploy technicians neces- gle location for a specific maintenance function with common sary to provide support. processes and training. By doing this we gained efficiencies and For the systems which the RMCs don't have the expertise nec- reduced our footprint. Those successes spurred further regional- essary, especially the newer ones, we go immediately to the in- ization efforts. service engineering agent, the SPAWAR [Space and Naval War- fare] Systems Center, or the equipment manufacturer. CHIPS: Do you work with the shipyards? The RMCs are the ship's initial call for maintenance support. They solve approximately 95 percent of the problems, but if they Rear Adm. Orzalli: In actuality some of our Regional Mainte- can't handle the job, they'll bring in partners. To support this, nance Centers are also naval shipyards. A case in point, I was the we have been working with Rear Adm. "Grunt" Smith, vice com- commander at Puget Sound Naval Shipyard when we stood up mander [of ] SPAWAR, to reduce response time, to correct system the Northwest Regional Maintenance Center. problems, and to make sure all of us are using the same informa- In this case, Pacific Northwest, Puget Sound Naval Shipyard, is tion sharing tools. the Regional Maintenance Center, and they are responsible to me as CRMC to execute functions of technical support and con- CHIPS: Do you have a prescribed time that you want to be able to tract oversight on work that is done in the private sector. respond to a problem? CHIPS: When I think of ship maintenance, I think of pumps and Rear Adm. Orzalli: It depends on how it is identified to us. If the paint, not technology. But maintenance is so much more complex. casualty significantly degrades one of the ship's primary warfare 14 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience missions (category 3/4 casualty), we have specific timelines to Is planned maintenance difficult to schedule with the current op- meet. If it is a category 2 casualty, meaning the ship can still op- erational tempo? erate, but is degraded within a functional area, then we will use budget considerations as part of our thought process. We will Rear Adm. Orzalli: Yes. We work with the ships and the Type prioritize the maintenance to determine when it is the right time Commanders to schedule and execute planned maintenance to repair it. Many times that's right away. over the ships' life cycle. The current world situation has in- creased the operational tempo in support of the Fleet Response CHIPS: Do you work with the Surface Warfare Enterprise? Plan. This does make it more difficult to coordinate completion of maintenance in support of the ships' schedules. However, our Rear Adm. Orzalli: Quite a bit, as most of our work is aboard Multi-Ship, Multi-Option contract partnership has helped us to surface ships, and I am on the Surface Warfare Enterprise Board respond to both the planned maintenance and made us more of Directors and Executive Committee. However, we support the responsive to meet the emergent maintenance needs. Surface Warfare Enterprise, the Undersea Enterprise, as well as the Naval Aviation Enterprise, in providing services to the ships. CHIPS: If SPAWAR had a new software upgrade to ships' systems, A lot of the systems that we work on, especially in communi- would they first come to you for scheduling? cation and information systems, are on all types of platforms. In working with all the enterprises, I have executed performance Rear Adm. Orzalli: It depends. For example, in our surface ships agreements which establish expectations of timeliness, costs we have a maintenance and modernization business plan that and metrics. We are driving the RMCs to meet the expectations we have put together based on proposed alterations for the ship of the customers. during that execution year, as well as the maintenance budget. Any scheduled availabilities are identified during that time CHIPS: Does your organization include contract specialists? and what work is scheduled to go on during those scheduled availabilities and integration of the alteration work with the Rear Adm. Orzalli: One of the functions of the Regional Main- maintenance. tenance Centers is contracting for private sector maintenance. For a lot of alterations, we use alteration installation teams and, We have shipbuilding specialists on the deckplate to provide in some cases, some of the support work for those alteration in- oversight for the contractors for the work, but we also have a stallation teams goes to the Multi-Ship, Multi-Option contractor contracts department that negotiates with our private sector to provide support. We try to balance the amount of work that is partners on the contracts. in alterations to ensure we don't overtax the skill set required for We have multiple contract vehicles. One of the current initia- the maintenance or modernization package. tives is using portfolio contracts where we have contract vehi- We have had some recent availabilities with huge modern- cles in place for specific functions so we can rapidly put work in ization efforts such as the Iwo Jima here in the Hampton Roads place. area. This required extensive coordination to manage the inter- In addition, for maintenance availabilities, we have Multi- faces between the alterations and maintenance work packages. Ship, Multi-Option contracts for each specific ship type within a We are working to include management measures necessary to homeport. This allows us to develop partnerships and teaming ensure coordination by including the Joint Fleet Maintenance arrangements with a prime contractor for that ship type. They Manual. are a one-year contract with multiple option-years designed to improve responsiveness to the ships. CHIPS: Are the RMCs responsible for upgrades on radar or weapon MSMO contracts also provide an opportunity for learning, systems? since one prime contractor owns the contract for maintenance in scheduled availabilities and in unscheduled availabilities. This Rear Adm. Orzalli: If it is done on the waterfront and part of an enables us to make better economic decisions on when to com- availability, then the Regional Maintenance Center is designated plete the maintenance. We have them for almost every ship and the Navy's supervising activity. This means they are responsible almost every homeport. for the integration, execution and final certification of the work on that availability even though it is sponsored and paid for by CHIPS: What happens if ships are deployed when a casualty occurs? a program manager. This requires strong lines of communica- tion between CRMC and SPAWAR. Our organizations have recog- Rear Adm. Orzalli: We have maintenance facilities at Naples, nized that if we are to succeed we must work on alignment and Italy, in the 6th Fleet; Manama, Bahrain, in the 5th Fleet; and communication. Recently, we have made significant strides with Yokosuka, Japan, in the 7th Fleet. Deployed ships are provided communications and teaming partnerships. maintenance support according to where they are located. Each RMC is assigned an area of responsibility to respond CHIPS: I have heard from leadership that there are legacy systems worldwide. If the ship is not in the vicinity of our facilities, or they on the ships that they would like to see replaced with modern tech- do not have the capability to complete the work, then we can nology. Would the CRMC be the driver for that? provide worldwide voyage repair by deploying fly-away teams to meet the ship. Rear Adm. Orzalli: We look at this issue from two perspectives. The first is that we do alterations to reduce required mainte- CHIPS: Do you coordinate planned maintenance as well as repairs? nance. The Regional Maintenance Centers have an engineering CHIPS January – March 2009 15 department that provides technical support and oversight of excitement than that. Seriously, I know that rust is a huge concern the technical aspects of the repair efforts. If we determine a sys- for the Navy. tem has a high failure rate due to a technical or operational is- sue we can make recommendations to modify components that Rear Adm. Orzalli: You stole one of my lines. I was at the Mega would reduce the necessary maintenance. Rust Corrosion Conference and [Rear] Adm. James McManamon In such cases, we prioritize in order to get the best return on from SEA 21 [deputy commander for Surface Warfare] was there. our investment. An example is that we shifted from pumps that I started my discussion by saying, I was asked by a friend where require packing, to pumps with mechanical seals, and thereby I was going. When I told her that I was going to the Mega Rust significantly reduced the repacking requirement. We may also Conference, she said, 'Boy, that sounds exciting,' and rolled her change material types or find replacement components that eyes. don't fail as often. When at graduate school at MIT, I worked in the Corrosion Lab The second perspective is the modernization of systems to for three semesters, so corrosion is a passion of mine from an support the ships' warfighting capability. We buy ships and keep academic pursuit. The conference brought together a diverse them in service for 30 to 40 years. In the later years of a ship's ser- group of scientists, engineers, salesmen and innovators. All of vice life, finding spare parts and technical expertise for originally them were looking to address some of the significant issues that installed equipment can be a problem. In addition, systems may we have to deal with from the naval perspective. Rust is gener- become obsolete. In these circumstances the equipment may be ally thought of as a nuisance, but in the Navy, it is a huge cost performing a function fine, but providing repair parts and tech- driver. nical support become cost prohibitive. We build ships, principally out of steel, and we sail them in salt The RMCs provide input for the metrics that we track, which water. It doesn't take a degree from MIT to recognize that we are might reveal these trends. We work with the CLASSRONs (Class going to have corrosion issues. There are three components to Squadrons) and the warfare enterprises to determine if a system the rust issue: the material, the environment and the electrical is troubled and make recommendations to correct the problem. potential. The maintenance community attempts to tackle all three. We CHIPS: The job of keeping Navy ships combat ready is extremely choose materials that are not susceptible in the environment. challenging. What is the composition of your staff? However, non-corrosive material suitable in ship applications can be very expensive, so they may not be available from an Rear Adm. Orzalli: I initially had orders as the commander of overall cost perspective. The second thing is to isolate the mate- the Mid-Atlantic Regional Maintenance Center. From that posi- rial, and we often do that with paint. tion it was difficult to implement standard processes and proce- The third thing is the electrical potential so in multiple sys- dures across the RMCs, while coordinating the maintenance on tems we have impressed current where we change the electrical the waterfront. Therefore, a year ago CRMC was formally stood potential so even if we don't have paint, the electrical potential up. From the beginning, my goal was not to raise a large staff but is such that the susceptible material is stable. Our paint systems to tap into the individual Regional Maintenance Centers for sup- have become much more complicated. port and expertise so I wouldn't have to retain it at headquarters. At the conference, we got good synergy and commitment be- I have a senior civilian as an executive director that helps me tween the paint manufacturers to work on systems that will last understand the business. I have a senior military officer, a captain, in the environment that we are subjected to. There were not any who is my principal interface with all my customers. Since the breakthroughs from a technology perspective, but the Navy is customers are primarily warfighters, it helps to have a uniformed committed to using one coat of paint that has a rapid cure with guy that can speak the same language with the customer. the qualities of longevity and durability that we need to reduce My staff includes a financial group that not only does the over- our overall life-cycle costs. Industry recognizes where we are go- sight of execution, but is responsible for putting together the ca- ing and that we are committed to it. pability plans that will generate the RMCs' requirements in order to get programming and funding. We have a process improve- CHIPS: Can you talk about the ship paint process? ment person, who employs the principles of Lean Six Sigma to standardize and improve our processes. Rear Adm. Orzalli: It depends; different portions of the ship I have a group of information technology specialists who keep have different paint cycle requirements depending on the envi- the maintenance applications operating. Our assessment per- ronment. We will paint based on the inspected condition of the son taps into the other RMCs or other activities for expertise to tank or surface. Sometimes it depends on how well the initial certify that the activities are operating in accordance with the application stands up. We will do a local area or spot touch-up, requirements of the Joint Fleet Maintenance Manual. or sometimes we will do a full blast, take it down to white metal and start over again. CHIPS: Where does your funding come from? The systems we are installing today have design life cycles of 10 to 20 years in the salt water environment. The cost of paint Rear Adm. Orzalli: We are funded by Fleet Forces Command out is not the biggest cost when you do a paint job. It's the cost of of the ship maintenance funding. preparation to prepare the surface to accept the paint. If we can reduce the number of times that we have to paint — we will CHIPS: I read on Navy dot-mil that you went to the Mega Rust Corro- drive down the cost. sion Conference in August. It sounds like your job would offer more We are working on some other things like embedded sensors. 16 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience San Diego Mayor Visits SPAWAR Systems Center Pacific A tank with a painted surface could have a sensor inside that will measure the electrical activity in the tank, and thereby tell us if By Jim Fallin, SSC Pacific Corporate Communications and Public Affairs we have a breach in the paint system. There are limited applica- tions at this point, but it enables us to find the problem early and The working relationship and longstanding partnership between therefore limit the damage and cost. the City of San Diego and Space and Naval Warfare Systems Center Pacific (SSC Pacific) took a significant step forward over the month of CHIPS: Can you talk about some the successes that you have had? December following a command visit by San Diego Mayor Jerry Sanders and two subsequent meetings where Capt. Mark Kohlheim, SSC Pacific's Rear Adm. Orzalli: There have been some significant changes commanding officer, and other senior SSC Pacific staff members, joined in the RMCs since I first reported aboard, and this has been ac- Sanders for meetings with the city's Economic Roundtable and for companied by some successes. If you look at the population of briefings with the mayor's personal staff and Inter-government Committee non-shipyard Regional Maintenance Centers, since standing up on Economic Development. in October of 2004, we have reduced from about 8,000 people During the mayor's visit in early December, Capt. Kohlheim and SSC Pa- to a little over 3,000. This reduction has enabled us to reduce the cific's Technical Director Carmela Keeney talked about SSC Pacific's lab's infrastructure and overhead required, as reflected by the Mid- role as the Department of Defense designated Center of Excellence for Atlantic Region alone reducing the number of facilities from 17 Command and Control, Communications, Computers, Intelligence, Sur- to five buildings. veillance and Reconnaissance, and its many recent accomplishments in One of the areas in which we have made clear progress since providing support to America's warfighters and the global war on terror. the standup of the Regional Maintenance Centers is in avail- Sanders also received a detailed overview of the command's business ability planning. The RMCs used to conduct the preponderance model and numerous mechanisms for partnering with industries from Mr. of detailed planning necessary to execute availabilities, and Gary Wang, SPAWAR's chief technology officer and head of SSC Pacific's the contractor would duplicate this effort. Since implementing science, technology and engineering department, and a comprehensive Multi-Ship, Multi-Option contracts, we simply identify the work, overview of the lab's increasing efforts to promote interest in math and and the contractor identifies the detailed planning that is neces- science throughout San Diego schools by Dr. Jim Rohr, director of SSC Pa- sary to complete the work, including material ordering and tech- cific's educational outreach programs. nical work specifications. This has made a significant impact on At the conclusion of his visit, Mayor Sanders commented that, based on responsiveness and cost. his own personal and firsthand experience, SSC Pacific clearly rivaled Law- rence Livermore National Laboratory, Los Alamos National Lab and Oak CHIPS: I've read some discussion on the need for more "hands-on" Ridge National Lab in bringing innovation and technologies to bear, and maintenance training for Sailors to replace current computer-as- in successfully partnering with local businesses and the local community. sisted training. Do have a hand in recommending training for ship Sanders went on to say that SSC Pacific represented an extraordinary and maintenance? unique local resource that San Diego and the region must recognize. On Dec. 10, Capt. Kohlheim responded to a personal invitation from Rear Adm. Orzalli: The RMCs provide limited training opportu- Mayor Sanders to join him at his Economic Roundtable for discussions nities to our Sailors. When our technicians go aboard ship, our with other local business and community leaders on the development of Sailors gain experience by observing and participating in the a strategic plan for San Diego's future. One week later, on Dec. 17, Capt. troubleshooting process. Kohlheim, Gary Wang and Jim Rohr joined the mayor at City Hall to deliver We conduct some limited classroom type training on specific a command briefing to the mayor's staff and other city officials. systems within our facilities. In addition, the shipyards and some "I welcome this recent and increased contact with the mayor and his of the RMCs operate a journeyman-level training program called enthusiastic support for the command," Kohlheim said. Navy Afloat Maintenance Training Strategy. As far as the issue of computer-based training, I was the gradu- ation speaker at Great Lakes two months ago, and I had an op- portunity to visit the Navy's training facilities for A School. They have some computer-based training, but the Sailors also get the opportunity to conduct hands-on troubleshooting and repair of the actual equipment. Since the ships are the driving factor in the training pipeline for our Sailors, my role in this area is different. I talked with the Fleet Master Chief to ensure that we have a good feedback mecha- nism between the ships on the waterfront with the schoolhouse. We need to continually review our training programs to ensure that they meet the ships' requirements and identify where the maintenance community can provide support. To view Rear Adm. Orzalli's biography, go to www.navy.mil and click on the Navy Leadership link. For more information about the Regional SSC Pacific Commanding Officer Capt. Mark Kohlheim, San Diego Mayor Jerry Maintenance Centers, go to www.crmc.navy.mil. Sanders and SSC Pacific Technical Director Carmela Keeney. CHIPS January – March 2009 17 SSC Pacific signs largest ever DoD patent license agreement The in-house office attorneys perform an initial patent search and evaluation, if the idea passes screening, the attorneys More than 90 Navy inventors represented in new licensing agreement to commercialize a portfolio will file a patent application with the U.S. Patent and Trademark Office, according of Navy-developed technologies bringing important inventions from the lab to the marketplace … to Lieberman. The USPTO evaluates the patent ap- plication against other patents and pub- By Ed Budzyna and Dr. Stephen Lieberman lished information to see if it is novel and worthy of patenting. Space and Naval Warfare Systems commercialization of an entire portfolio "The process for getting the patent Center Pacific finalized a patent license of Navy-developed technologies focused could take up to several years. The initial agreement with Elemental Wireless LLC, on computer software and hardware, ad- step of disclosing the idea gets it into the a wireless and software product develop- vanced algorithms, artificial intelligence pipeline. Then the patent office can take ment firm headquartered in Delaware in semiconductors, digital imaging, com- anywhere from weeks (that would be in September 2008. This innovative technol- munication protocols, lasers and optics." the best case) to sometimes more than a ogy transfer agreement, which builds on Patenting and patent licensing are two year to file that patent application which guidance from the Deputy Under Sec- important mechanisms used in the Navy goes to the USPTO. It depends on how retary of Defense for Advanced Systems technology transfer program. Patents many are in the pipeline," Lieberman said. and Concepts, Office of Technology Tran- protect the Navy's research and develop- Additionally, and under the terms of the sition, took more than two years to nego- ment investment, and make inventions patent license negotiated with Elemental tiate and contains more than 60 patents. more valuable to private sector entities Wireless, the inventors will receive addi- The agreement represents the com- seeking to commercialize a technology. tional payments when their inventions bined work of more than 90 individual in- Patent licensing supports economic de- are sublicensed to other companies. ventors at SSC Pacific, the Navy's premier velopment in the United States by lever- "Inventors that assign their rights to laboratory for information technologies. aging the products of the Navy's research the government are entitled to a share The lab, which employs about 2,000 sci- and development enterprise. of the royalties from licensing the inven- entists and engineers, has a portfolio of "This license agreement will provide a tion. Once patent applications are filed, about 300 already issued patents. path for moving important technologies my office tries to market those inventions The new agreement includes a multi- from the lab to the marketplace, as well to let industry know they are available million-dollar up-front payment, accord- as a vehicle for creating high-tech private for licensing," Lieberman explained. "The ing to Dr. Stephen Lieberman, who is the sector jobs, while providing a significant payment that the inventors would get is director of SSC Pacific's Office of Research financial return to the Navy," Lieberman not from the patent; it is from the licens- and Technology Applications. said. ing of these government inventions to a "All told, this agreement contains the When scientists or engineers working commercial entity." single largest up-front licensing fee ever in the SSC Pacific lab invent something This tech transfer of innovations to in- negotiated by the U.S. Navy and the De- that they believe is potentially patent- dustry through licensing agreements is partment of Defense," Lieberman said. able, they file a patent disclosure with SSC critical for getting the technology to mar- "The agreement will help facilitate the Pacific's patent office. ket and getting it into a form that can be The Space and Naval Warfare Systems Center Pacific patent licensing agreement team members. Top row, left to right: Stephen Lieberman, Vincent Crowley, Natalie Pope and Scott Miller. Bottom row, left to right: Ryan Friedl, Ana Smith and Carye Concha. Other team members not pictured include: Peter Lipovsky, Eric Anderson, Soheil Atari, Jonathan Lim, Irene Tan and Michael Kagan. The new licensing agreement represents the transfer of Navy-developed technologies to the marketplace. Technologies include: software and hardware, advanced algorithms, artificial intelli- gence semiconductors, digital imaging, communi- cation protocols, lasers and optics. 18 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience reacquired by the Defense Department to support the warfight- A sampling of SSC Pacific-developed technologies include: er, according to Lieberman. Wearable Ultra-broadband Antenna "The Navy generally will not be the one to take the product Enhanced Touchpad into a robust, fully supportable form — or even to its most use- Ultra-sensitive, Low Power Magnetometer ful format. Often, it requires the commercial sector to do that. Algorithm for Minimum Antenna Size The biggest success for us is what we call 'spinning the technol- Flexible Video Display ogy out' or licensing it out of the government to a provider, so Microsensor Medical Condition Monitor that provider can spin it back into the government as a product." MEMS Displacement Sensor Ultra Sensitivity – Just licensed! The big benefit to the Navy and DoD is the acceleration of tech- nology into usable products that fulfill warfighter requirements. Robotic Radio Communications System "When Navy scientists and engineers invent things, it is usu- Object Selection in 3D Environment ally cutting-edge innovation," Lieberman added. Increasing Network Communication Capacity Sometimes developed technologies have dual use in both Red Blood Cell Deglycerolization System DoD and the civilian community. Autonomous Remote Biohazard Surveillance System "We will see both cases. A lot of our inventions are focused on Motion Generated Electricity software, communications, and a number of broad categories Electroactive Polymer Biaxial Braid and technologies. It is likely that there will be products that the Intelligent Decision Support System DoD will be interested in, and there will also be commercial ap- Water Quality Profiling System and Autonomous Sensor Buoy plications," Lieberman said. Microprocessor Power Reduction "We have had several technologies in the past that we have Exponentially Tapered Biconical Antenna licensed. One was a technology that offered an efficient way to Non-Destructive Evaluation of Microwave Tubes test the toxicity of water. It was a technology developed here in the lab that uses bioluminescence. Dinoflagellates are ma- rine organisms that produce a blue-green light like a firefly. The For a complete list, go to http://enterprise.spawar.navy.mil/body.cfm?topic_Id= amount of light the organism produces decreases if it is exposed 2678&Type=R&category=29&subcat=211. to toxicants. It is like the canary in a cage that coal miners used to detect poison gas," Lieberman continued. Dr. Lieberman and the lab team work hard to publicize the "One of our scientists discovered that this luminescence de- lab's work to maximize the up-front investment that has been creased when exposed to toxicants. The Navy patented his dis- made in developing technologies. covery, and we licensed it to a company here in San Diego Coun- "We don't want to see our innovations sitting on a shelf. We ty that has now created a commercial product for rapid testing want them to be exploited for commercial use. When I started of toxicity in water. He is now marketing it internationally." heading our Technology Transfer Office, I would often find when Lieberman said it has also brought benefits back to the DoD networking with the entrepreneurial community that most of because the Navy is looking at it as an improved method for the community was not aware that the DoD or federal govern- conducting some of the toxicity tests that it is required to do. ment was a great source of innovative technologies. Lab personnel work closely with the Office of Naval Research "They always are familiar with universities being a source of and the Acting Director for the Office of Technology Transition, innovation, but we are not on their radar screen. Ms. Cynthia Gonsalves, for guidance, according to Lieberman. "We are looking ahead and trying to embrace some more "All of the tech transfer guidance and oversight is done novel and exciting ways to inform the public about the avail- at the Office of Naval Research. That office provides us with ability of our technologies," Lieberman said. basic guidelines and even the basic templates for Navy license SSC Pacific's Technology Transfer Office is developing videos agreements. that highlight technologies that are available for licensing. The "We also report our activity on licensing up to the OSD level, first marketing video has not only been successful at attracting to Cynthia. We had a meeting a couple of weeks ago, hosted by industry interest to a particular technology, but Lieberman also Cynthia. It is an annual tech transfer meeting where we all get sees it as a powerful recruiting tool for drawing young scientists together and share best practices and get updates on new legis- and engineers into working in Navy labs. lation that affects tech transfer within the DoD," Lieberman said. Navy scientists and engineers work with groundbreaking tech- SSC Pacific was designated by the Department of Defense as nologies and also can benefit from licensing agreements with the Center of Excellence for Command and Control, Communica- industry. At the same time, their work supports the warfighter. tions, Computers, Intelligence, Surveillance and Reconnaissance You can view the video at http://enterprise.spawar.navy.mil/ (C4ISR) in the Maritime Domain and for Research, Development, body.cfm?topic_Id=2678&Type=R&category=29&subcat=211. Acquisition, Test and Evaluation (RDAT&E) and the Integrated "There is a trend with YouTube — all this video stuff is be- RDAT&E Center for Maritime C4ISR for Information Technology. coming so common. Young people pay attention to it. We want SSC Pacific is the nation's only full spectrum C4ISR laboratory young people to see what we are doing. It's exciting," Lieber- providing research, development, acquisition, test and evalu- man said. ation and full life-cycle support across systems that integrate the military's sensors, networks, command and control, and weapons into a fully netted combat force with full spectrum dominance. CHIPS January – March 2009 19 Fleet begins transition to new Afloat units are currently receiving the DRRS-N hardware and software to fa- reporting system cilitate the transition. Virtually all Com- mander, Navy Installation Command shore stations and regional command- Web services and a service oriented architecture provide robust tools for faster ers worldwide are already reporting in and better combat readiness reporting and decision making DRRS-N. Many other shore-based com- mands have begun the transition as well. The Fleet Response Plan, in execution By U.S. Fleet Forces Public Affairs of the maritime strategy and combatant commander requirements, reinforces Feeling out of SORTS? That's because thinking and reporting, moving the focus the need for an efficient and modern- the current readiness reporting system, from reporting unit resources and train- ized readiness management system that Status of Resources and Training System, ing, to assessing and managing force provides accurate and relevant readi- commonly known throughout the fleet capabilities. ness information for planning and risk as "SORTS," is being replaced with a new Using a suite of applications, the pro- assessment. Web-enabled database system that lever- gram provides leaders and force manag- DRRS-N will also be more user-friend- ages single-entry authoritative data from ers a much more robust package of tools ly than the current readiness system, across the naval enterprise. and information to aid in crafting rapid SORTS. Designed with the Sailor in mind, The new Defense Readiness Reporting responses to emerging crises while also a significant milestone in the upcoming System-Navy provides unit command- providing greater ability to assess opera- fleet transition is the capability to auto- ers with detailed resources information tional risks. matically populate SORTS data fields. This to assist in assessing readiness. The fleet "DRRS-N will enhance operational de- eliminates the requirement for opera- began transition to DRRS-N Oct. 1. cision-making processes by providing ac- tional units to report in both DRRS-N and DRRS-N is based on a service oriented curate, near real-time information about SORTS during the transition period. architecture and uses Web services to combat readiness to our operational "We wanted to minimize DRRS-N data move data. This change provides Navy commanders," said Deputy Chief of Staff input by using unit resource data that is and joint commanders continuous access for U.S. Fleet Forces Command (USFF) already provided through a variety of to unit and group level capability-based Operational Readiness and Training, Rear other authoritative systems in a Web ser- readiness assessments. Adm. Rich O'Hanlon. viced environment. Since data only has to Commanders will use Business Intelli- The journey to DRRS-N implementa- be entered once in the right system, that gence for decision support. BI provides a tion began in 2002 when the Defense De- will lighten the burden on Sailors," said flexible decision-support mechanism that partment mandated that all the services Sue Tysor, program manager for DRRS-N. allows the generation of an assortment develop a capabilities-based readiness of ways of reporting — everything from input into the DoD Readiness Reporting For more information about DRRS-N, Common static reports to graphical dashboards. BI System (DRRS). Access Card holders can go to https://www. allows the rapid and relatively inexpen- To meet this requirement, USFF, in co- fleetforces.navy.mil/drrs-n. sive development of a virtually limitless ordination with the Chief of Naval Op- variety of readiness reports to support erations, is the Navy's executive agent for higher level commanders in making read- DRRS-N development and transition. iness and resource allocation decisions. The old SORTS system is based on a formatted naval message with a rigid line construct transmitted via naval message traffic. DRRS-N uses a completely dif- ferent construct, but can collect specific comments related to overall mission es- sential tasks (MET), capability readiness, or individual resource deficiencies, as appropriate. A Web dialogue displays the last re- ported readiness assessment for each capability and task. The commander can make any appropriate changes and insert comments as required. The data input by the commander is then forwarded via Naval Station Great Lakes (Nov. 14, 2008) Adm. Jonathan W. Greenert, commander, U.S. Fleet Forces Com- Web services to be recorded in the main mand, inspects a recruit drill team as the reviewing officer for a recruit graduation ceremony at Recruit DRRS-N database. Training Command. Greenert also toured RTC facilities and many of Training Support Center's A and C DRRS-N is a major shift in readiness Schools during a two-day visit to Naval Station Great Lakes. U.S. Navy photo by Scott A. Thornbloom. 20 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience The DoD Travel Assistance Center Complete service for the defense traveler before, during and after temporary duty travel By Sharon Anderson Ever wonder about the dedi- assistance (including federal cated people behind the De- holidays) to DoD personnel fense Travel System (DTS), the before, during and after offi- fully integrated, electronic, cial travel. The staff can answer end-to-end financial manage- questions about travel-related ment system that transformed topics including the DoD travel temporary duty travel for De- card, travel policy, commercial fense Department personnel? travel services and programs, To fully appreciate their efforts, as well as provide assistance you need to take a closer look with DTS to all defense travel- at DTS and what it does for the ers — both military and civilian DoD traveler. — regardless of military service DTS meets unique DoD mis- or defense agency. sion, security and financial sys- The TAC complements the tem requirements within the assistance provided by defense guidelines of federal and DoD Travel Assistance Center program manager Jim Deming with deputy program travel administrators (DTA), ac- travel policies and regulations. manager Lonnie Cole. cording to Jim Deming, the TAC Before DTS, federal travelers program manager. DTAs are went one place to get their travel orders, and to still another to typically designated to assist personnel working in their activity. make transportation, lodging and rental car arrangements. "In the beginning, our customer base was mainly made up of After completing their travel, they filed a travel voucher defense travel administrators. This past summer we opened our through one of many travel systems in use throughout the DoD. services to all military service and defense agency travelers. This Many submitted hardcopy forms they filled out manually along was a phased approach that began in October 2007. Today, we with their receipts to be processed — and then waited — some- execute the call center function for DTMO for DTS assistance, times not so patiently for reimbursement. and recently expanded our mission to answer all travel-related questions, including questions on the new DoD [Citi] travel card About the Defense Travel System transition, commercial travel services and travel policy," Deming The Defense Travel System (DTS) is a fully integrated, digitally secure, electronic said. system that automates temporary duty (TDY) travel authorizations, reservations, The TAC also assists recruits traveling from their Military En- and voucher processing of DoD travel transactions. It is specifically tailored to trance Processing Station (MEPS) to their first training base. meet unique DoD mission, security and financial system requirements while From the time a recruit leaves a MEPS to the time that a camp or remaining within the guidelines of federal and DoD travel policies and regulations. station accepts the trainee for an individual training assignment, For more information on DTS, please visit the Defense Travel Management Office the TAC makes sure each recruit gets from place to place. Web site at www.defensetravel.dod.mil/. "You would think that was an easy task, but somebody can get sick, flights can be delayed or canceled, and you can have in- DTS, in contrast, enables travelers to complete all these trans- clement weather issues. We take calls from the recruits, and we actions from the convenience of their desktop computers. Ac- put them in hotels and get them fed because these individuals cording to the Defense Travel Management Office (DTMO), the travel sometimes with little cash, and have not yet been issued organization that serves as the single focal point for commercial a DoD travel card. travel within DoD, DTS processed more than 3 million temporary "For a lot of them, it is their first time away from home and duty travel vouchers with an average voucher payment time of they are young — sometimes as young as 18. We are their life- 7.8 days during fiscal year 2008. line. We work with major hotels that are located close to airports DTS enables better oversight of the multibillion-dollar DoD to provide lodging and meals, and we work with the United Ser- travel enterprise and ensures compliance with applicable fed- vice Organizations, the USO, so they can assist," Deming said. eral and DoD travel policies and regulations, according to the DTMO. At the time of the interview with Deming, the DoD transition to the new Citi travel card was just over the horizon — Nov. 30. Enter the TAC Deming said transition planning had been going on for more To expand assistance provided to DoD travelers, the DTMO es- than a year to ensure a smooth transition for travelers. tablished the Travel Assistance Center (TAC) to provide 24-hour "Do you know that Citi opened a state-of-the-art 33,000 square- CHIPS January – March 2009 21 foot support facility in Norfolk? We are meeting with Citi repre- Customers receive timely assistance and many issues are re- sentatives to finalize plans for the transition — that's one more solved with the first communication with the TAC. September link to providing good service to DoD travelers. was a particularly busy month with more than 15,000 call center "We have a message on the TAC interactive voice recording tickets issued. "That was a new record for us," Deming said. system so that customers that have travel card questions or is- The TAC leadership team coordinates with the DTMO daily to sues can select from a menu to speak directly to an analyst at discuss any emerging issues. When it is time for a DTS software the TAC, or be transferred to Citi's support desk for card service upgrade, meetings expand to include the DTS-PMO. The pro- issues. We know that this will be a big change for travelers, and gram management office is in charge of acquisition of the sys- we have been working for a year on the type of support that we tem, development, integration and maintenance of DTS. anticipate travelers will need," Deming said. In the last three months, DTS underwent three software up- grades, crossed the fiscal year, and adapted to the new DoD Space and Naval Warfare Systems Center Atlantic has man- travel card. During these events, TAC lead analysts performed aged the travel call center for the Navy since 2004, so when functional tests, often working weekends and late hours to en- DTMO established a call center for DoD travelers, SPAWAR of- sure proper functionality. fered its expertise in this competency area. Deming, a retired Customers contact the TAC from all over the world including Army colonel with 26 years of active service, oversees the TAC the Middle East and Pacific. Since quality customer service is and its staff of 35 personnel, 32 of which provide direct support the hallmark of the TAC, each Tuesday the team offers a "DTS to the call center. Many on the staff are former military service Outreach Call" for anyone from the DoD travel community. members with experience in travel-related services. Calls last about two hours and are held at 8:00 a.m., and 1:00 and 10:00 p.m. EDT to accommodate those in each time zone. What the TAC Does Typical topics include the top call center tickets for the week, the In simple terms, customers call the TAC at 1-888-Help1Go and latest DTS software upgrades and other emerging travel-related speak to an analyst based on their type of problem. For first time topics. callers, the analyst will first create a traveler profile and call cen- ter ticket so they will be able to track the progress of the ticket TAC Quality Initiatives and retain a record of the help received. The TAC follows a philosophy of continuous process improve- The analyst then records the problem and resolution on the ment — team members learn this on the first day of work. Per- call center ticket. If the analyst cannot resolve the issue during sonnel avidly embrace the tenants of the ISO 9001:2000 Quality the call, the ticket is escalated to either DTMO or the DTS vendor Management System (QMS). All team members are expected to for resolution. routinely contribute to better ways of doing business. "We hold a TAC improvement meeting every week where DTMO recently launched Travel Explorer (TraX), a user-friendly analysts come up with suggestions to improve service to the Web solution that is an extension of the TAC and offers a central- customer, whether it entails changes to our interactive voice ized source of travel information. TraX allows users to submit a recordings or changes to the call center ticket management sys- call center ticket, track the progress of open tickets while TAC tem. Some of these suggestions we use as rapid improvement representatives conduct research, or search and review respons- events. We employ them quickly to improve the overall custom- es to previously submitted questions. er experience," Deming said. Before submitting a help ticket, users are encouraged to ex- plore the self-help features for instant access to hundreds of The TAC uses, in addition to other highly regarded sources, frequently asked questions, as well as to view various training Help Desk International (HDI), as a benchmark for customer ser- opportunities and trip planning tools. The DoD Travel Assistance Center Team. 22 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience vice. Guided by an international panel of industry experts and The Defense Travel Management Office (www.defensetravel.dod. practitioners, HDI is a leading resource for call center emerging mil/) was established to serve as the single focal point for commercial trends and best practices. travel within the Department of Defense to establish strategic direction, "We use Help Desk International standards for gathering met- set policy and centrally manage commercial travel programs. rics data and analyze it to make sure that we are within certain standards for our key performance indicators," Deming said. The DTMO maintains central oversight for commercial travel man- The TAC utilizes Lean Six Sigma techniques to identify and re- agement, travel policy and implementation, customer support and fine processes. The team integrated scheduling techniques with training, DoD travel card program management, and functional over- inbound call metrics to optimize staff scheduling, eliminating sight for the Defense Travel System. excess capacity when call volume is low and ensuring maximum staffing during peak call hours. The TAC CTO team troubleshoots DTS documents that might The TAC also employs state-of-the-art technology to maxi- not transmit properly between DTS and the global distribution mize the efficiency of the workforce. Some of the technologies system, resolves passenger name record (PNR) errors, verifies used are described below. approvals in PNRs and confirms reservations. All CTO analysts have access to DTS and the three major glob- • AltiGen Automatic Call Distribution System. The team con- al distribution systems: Sabre Travel Network, Apollo Travel and tinually analyzes and refines this tool to meet the changing Worldspan. needs of the travel community. Recently, the team found a way "Our CTO analysts assist in updating reservations so that the to reduce caller wait time. Compounded annually the savings quality checks performed by Sabre and DTS allow the document are significant. This high-tech telephone network allows the to update in DTS and process through the routing chain so the team to "home source" analysts to minimize weather-related traveler can get an authorization approved," Deming said. commuting problems and continuity of operations challenges. The TAC finance team addresses issues and tickets that are Additionally, it significantly minimizes staff turnover and has related to centrally billed accounts and debt management and demonstrated increased analyst productivity. specializes in resolving accounting system rejects. One of the more popular questions from travelers is "Where is • RightNow Ticket Management System. The team continually my reimbursement for travel?" according to Deming. analyzes and refines the look and feel of the product to promote "Our average voucher payment time is 7.8 days. DTS interfac- ease of use for the analyst in gathering pertinent information es with many partner financial systems with which we have to to assist the customer. Effective use of the reporting capability coordinate and research issues. DTS is a very complex system provides management with appropriate dashboard metrics to that complies with and far exceeds the standards for payments measure effectiveness. to DoD employees outlined in the DoD Financial Management Regulation," Deming said. • LCD Display System. Multiple large screen display systems are used to monitor queues and to communicate important no- The TAC technical team monitors DTS health along with the tices to team members. The recruit assistance team uses the dis- developers and maintainers of the system. Every morning the plays to monitor national weather patterns and airport delays to technical team lead checks all the connections and servers to anticipate disruptions affecting recruit movements. the global distribution systems for the airlines to make sure that they are all awake and working. • Plantronics Wireless Headphone System. The TAC believes "We perform different scenarios to ensure the system is up that continuous improvement and improved quality of life can to peak performance. If it isn't, we immediately report that to be achieved without costly intensive changes. For example, the DTMO," Deming explained. TAC recently moved from using standard headsets to wireless "If a caller tells us that they are having trouble connecting to headsets. DTS, we put them through a series of troubleshooting exercises Initially implemented for weekend and overnight shift em- to see if it is DTS or the network at the installation where the ployees, who often have to get up from their desks at a time customer resides." when staffing is light, the benefits of wireless headsets were TAC employees go through a rigorous 60-day training pro- subsequently extended to the staff during peak staffing hours. gram. The training plan takes them through all possible scenari- Analysts were able to access resources located away from their os in DTS and call center operating procedures. desks while continuing to assist callers. Travelers can contact the TAC 24 hours a day, seven days a week How the TAC is Organized by calling 1-888-Help1Go or DSN 312-564-3639. Users can create an The TAC is composed of several teams — generalist, commer- account in TraX and submit call center tickets online. cial travel office (CTO), financial and technical. The generalist team is the first contact point for customers. In To access TraX, please visit www.defensetravel.dod.mil/Passport. addition to answering travel-related questions, TAC general ana- Participation information and a schedule of upcoming topics for the lysts assist with DTS document or system error resolution, and DTS "Outreach Call" can be found in the announcement section of research and update submitted tickets. They also route tickets TraX. to other TAC teams when required. CHIPS January – March 2009 23 DON CIO Releases Web 2.0 Policy Web 2.0 tools promote greater user input, creativity, information sharing and collaboration By Christy Crimmins On October 20, 2008, the Department of the Navy Chief In- could improve the processing and release of DON "taskers" and formation Officer (DON CIO) released a memo providing initial correspondence. guidance to all Navy and Marine Corps commands regarding the Over the last few years, use of Web 2.0 applications has grown. use of Web 2.0 tools. Facebook currently has more than 120 million active users — up "I wanted to provide guidance and encourage its [Web 2.0] from 70 million less than a year ago. The social networking site is use among Navy and Marine Corps commands," Mr. Robert also the fourth most trafficked Web site in the world, according Carey, DON CIO said. "Web 2.0 tools present many opportunities to statistics published by Facebook. for collaboration and information sharing. They are becoming Carey points out that as more and more "Millennials" (those vital to keeping pace in today's environment." born between 1980 and 2000) join the workforce, these Web Although Web 2.0 can be defined in a variety of ways, it is gen- 2.0 technologies will be used, needed — and even expected — erally accepted as a collective term for Web technologies that more than they are today. Consider that the number of 120 mil- promote greater user input, creativity, information sharing and lion Facebook users is nearly equivalent to half of the number of collaboration. U.S. taxpayers. Popular Web 2.0 tools like Wikipedia, YouTube and Facebook Consequently, the DON CIO team has begun incorporating are primarily driven and maintained by user input. For example, a variety of Web 2.0 tools into their business processes. They if a user notices an error in an entry on Wikipedia, rather than are using wikis to capture corporate knowledge and lessons e-mailing an author or webmaster, the user can simply apply for learned, as well as to develop policy and work with other gov- an account and make the correction. ernment organizations. This method leads to a much quicker release of accurate The DON CIO spectrum team recently used a wiki to gather and updated information while improving direct collabora- comments on its draft Electromagnetic Spectrum Policy docu- tion among interested parties. Imagine how using this tool ment. This allowed those from the larger spectrum community Figure 1. 24 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience More News from the DON CIO the opportunity — not to just comment on the draft — but to help create it. Home Use for Microsoft Products Approved for DON Personnel In addition, Carey writes a blog that is posted on the DON CIO The Department of the Navy, through its contract with EDS for the Navy Web site. Marine Corps Intranet (NMCI), is entitled to use Microsoft Corp.'s Home "I use this online journal to explore IT issues that are facing Use Program. The HUP allows Navy and Marine Corps government civil- my office and the larger department," he said. "This forum has opened up a dialogue within the community and even with ian and uniformed personnel, who are presently NMCI users, to obtain a those outside of the department. The feedback I receive is a key licensed copy of Microsoft Office, Project or Visio desktop applications to component of this blog and Web 2.0 tools in general." install and use on a home computer if these applications are installed on The DON as a whole is using Web 2.0 tools in a variety of ways. their NMCI computer. Contractors are ineligible to participate. For example, U.S. Fleet Forces Command is creating a work-re- The HUP shall continue for the term of the HUP agreement and Depart- lated online social environment that leverages its task manage- ment of the Navy personnel may take advantage of this offering provided ment system. It is also using a social network functionality to provide better visibility of personnel skill sets. This functional- they are employed by the DON and abide by the Home Use Rights End ity gives the command the ability to form task-related working User License Agreement. The DON is not responsible for individual em- groups much more quickly and efficiently. ployee compliance with the terms and conditions of the EULA. The Depart- The Naval Research Laboratory set up a wiki for user docu- ment of the Navy shall undertake reasonable efforts to ensure that DON mentation written by the developers and users of a particu- employees are notified of Microsoft provisions concerning the HUP. lar telescope program. Also, Commander, Carrier Strike Group The authorized HUP applications are accessible by logging on to the Twelve executed a successful combined fleet, joint and coalition test for afloat chat capability over the NIPRNET. NMCI Homeport at https://www.homeport.navy.mil/news/articles/hup- Chat had been used on the SIPRNET side, but not on NIPRNET license-info/. Should this link fail, enter "HUP" in Homeport's search feature due to security vulnerabilities. The test used the open standard to locate the Home Use Program page. Access to the Microsoft HUP Web Extensible Messaging and Presence Protocol, or XMPP, which has site is limited to Navy and Marine Corps government civilian and uniformed security features built in and has been approved for use by the personnel with authorized NMCI e-mail addresses only. Department of Defense. All DON personnel are reminded that personally identifiable informa- Additionally, the Defense Information Systems Agency (DISA) is piloting E-CollabCenter and Defense Connect Online — also tion (PII) and controlled unclassified information (CUI) are not to be stored known as Button One and Button Two. These two collaboration or otherwise used on personally owned laptops, desktops, personal elec- tools facilitate virtual meetings and work groups through Web tronic devices and other media storage. conferencing, chat rooms and one-on-one chat. There is a charge for paying the administrative costs of obtaining the While the DON CIO memo does encourage commands to seek software, including media and shipping. Navy and Marine Corps govern- out opportunities to employ Web 2.0 tools, users are also warned ment civilian and uniformed personnel purchasing this offering may use the that use of the tools must not compromise data integrity or con- fidentiality. Commands are also encouraged to "[A]here to exist- software as desired, provided they abide by the limitations stated above: ing information assurance (lA) and privacy policy, guidance, and PII and CUI are not to be stored on personal electronic media. best practices." Navy and Marine Corps government civilian and uniformed personnel "As a DoD organization, we must be more mindful of security participating in the HUP may obtain only one version of the software at any and cannot freely do everything that, say, an industry organiza- given time and must comply with all licensing requirements. tion can," Carey said. Eligible software and ordering directions may be found at https://www. Additionally, the memo suggests ways in which Web 2.0 tools can be implemented. Among these examples are developing microsoft.com/licensing/sa/benefits/home_use_rights.mspx. Eligible li- policy using wikis and broadcasting information via podcasts censes for this program are also listed. and blogs. Figure 1 shows an expanded list of some Web 2.0 tools and suggested uses. Mr. Carey points out that the list is not Information Literacy Toolkit v. 2.1 meant to limit the use of Web 2.0, but to provide suggestions for The Information Literacy Toolkit is a practical and comprehensive guide a starting point. to making information work for the individual, the organization and the enterprise. The Internet provides access and connectivity that requires new Christy Crimmins provides communications support to the DON CIO. knowledge, skills, abilities and behaviors to take advantage of the great opportunities available to the DON workforce. Individuals must be able to Go to the DON CIO Web site at www.doncio.navy.mil and search recognize what information is needed when, and how to locate, evaluate, under the Policy and Guidance link to view the Web 2.0 Guidance use and effectively communicate it. These skills are essential to bridging Memorandum. To blog with DON CIO Rob Carey, go to www. the gap between the sea of information available and an individual's ability doncio.navy.mil/blog.aspx. The CIO blog is a forum for information to access, understand and apply it. management and information technology matters affecting the IM/ IT workforce and the department. Carey has also launched a podcast Go to the DON CIO Web site at www.doncio.navy.mil and click on the series on a variety of topics that can be accessed from the DON CIO Products link to download the toolkit. Web site. CHIPS January – March 2009 25 I n April 2008, the Department of the Navy Chief In- Implementation of wireless technologies cannot go forward formation Officer (DON CIO) released a report called until these potential drawbacks are satisfactorily addressed. De- "Department of the Navy Enterprise Mobility 2008." partment of the Navy Enterprise Mobility 2008 describes the This concise report describes the strategy the DON strategy the department is following in assessing and adopting would use to leverage the significant advantages that commercially available wireless products. commercially available wireless technologies can deliver to our To establish a governance framework and information reposi- warfighters and those who support them. The report is available tory to enable deployment of secure, interoperable, cost effec- for download on the DON CIO Web site at www.doncio.navy.mil tive and capability enhancing wireless architectures, the DON under the Products link. CIO chartered the DON Wireless Working Group (DWWG) for Enterprise mobility affects everyone and everything, every- Enterprise Mobility under the DON Information Executive Com- where across the DON. Though it may be less obvious for some mittee. The DWWG is a problem-solving forum. It makes recom- of us than for others, we are all dependent on technology that mendations to the DON Information Executive Committee re- connects to either a wired or wireless infrastructure. One of the garding wireless solutions and strategies suitable for enterprise department's greatest strengths is the interconnection of peo- application. ple and processes. Because of its unique mobility requirements, The DWWG is a critical component of the department's ef- the DON has many more wireless connections than our civilian forts to minimize and manage the risk involved in introducing counterparts in industry. new technologies to the DON technical architecture. Since it was As we move into the second decade of the 21st century, even chartered in 2005, the DWWG has published policy and guid- more of these connections will become wireless. Before we enter ance and continually works to align wireless opportunities and the third decade, enterprise mobility through wireless technol- capabilities with mission needs and DON deficiencies. ogy will expand access to information wherever warfighters are The key to the DWWG's success is the participation of DON located, regardless of the existence of a wired infrastructure. employees with expertise in the enterprise application of com- mercial wireless technology and strategic planning, along with However, all wireless technologies have inherent drawbacks industry experts that have been invited to participate at discre- and resultant concerns. Some of the key concerns are described tionary junctures. Though chartered to emphasize virtual com- below. munication and collaboration, the DWWG periodically meets face-to-face to engage a broad audience of key stakeholders • Information Assurance. Can the traffic be intercepted and around the most promising and critical wireless issues facing read by an adversary or easily jammed, thereby preventing in- the DON. formation from getting through? This is particularly important These face-to-face meetings have evolved into an annual sum- as classified voice and Secure Internet Protocol Router Network mit. The 2009 DWWG Annual Summit will be held in conjunction (SIPRNET) communications will increasingly utilize wireless with the DON Information Management/Information Technol- transport modes. ogy (IM/IT) Conference Feb. 10-13, 2009, at the San Diego Con- • Interference. Will introducing new radio frequency emana- vention Center in San Diego, Calif. Included in the agenda will be tions into a military environment negatively impact existing sys- a wide variety of topics for discussion. tems? Interference can hamper communications, degrade the The DWWG Annual Summit is open to registered participants performance of collocated electronics, or even cause ordnance of the DON IM/IT Conference, which is held at the same time and to malfunction, an effect called Hazards of Electromagnetic Ra- location as West 2009, a conference cosponsored by AFCEA In- diation to Ordnance, or HERO. ternational and the U.S. Naval Institute. Details are available at • Robustness. Will the solution work across settings? For ex- www.doncio.navy.mil or www.west2009.org. ample, different frequencies have different propagation charac- For more information about the DWWG, contact the DON teristics; what works well in a wide open environment may not Wireless Team at firstname.lastname@example.com. work nearly as well in a shipboard environment with its numer- ous metallic enclosed spaces. Tom Kidd is the Department of the Navy director of Strategic Spectrum • Non-standard spectrum allocation. Differing spectrum as- and Wireless Policy. In addition to "Going Mobile" he also authors the CHIPS signments in some countries mean that some equipment can- continuing series "Can You Hear Me Now?" which focuses on bringing the not be used globally unless there is permission to operate from complex and often esoteric issues of electromagnetic spectrum to the broader the host nation. DON community. 26 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience Trident Warrior 09 / Operational Level Command and Control "Expanding the Maritime Experimentation Scope" By Brad Poeltler, Tom Forbes and James Gabor In December more than 250 ing maritime security among representatives from 70 orga- maritime partners. nizations, services and nations "The merging of Navy tech- attended the main planning nical and doctrinal experimen- conference for Trident Warrior tation in partnership with our 09 aboard Naval Station Nor- allies will further operational folk, Va. Trident Warrior is the level of war processes and premier annual FORCEnet Sea supporting tools develop- Trial event that executes in a ment," said Capt. Steve Swit- series of experiments conduct- tel, NWDC's experimentation ed ashore and at sea. director. Vice Adm. H. Denby Starling TW 09, including OLC2, will II, commander of Naval Net- be conducted during June and work Warfare Command, ex- July 2009 ashore at commands plained the benefits of Trident in the Norfolk area and at sea Warrior. on ships in the Virginia Capes "Trident Warrior is an excel- Norfolk, Va. – Commander, U.S. Second Fleet, Vice Adm. Mel Williams Jr., gives operating area. lent opportunity to take a close his opening remarks to representatives from more than 70 organizations during Ashore commands involve look at up-and-coming capa- the main planning conference for Trident Warrior 09. TW 09 will be hosted more than 14 nodes including bilities in the maritime environ- by Commander, U.S. Second Fleet and Naval Network Warfare Command, as 2nd Fleet headquarters, Naval ment," he said. "Ultimately, it the seventh experiment of the annual FORCEnet Sea Trial event, which will Computer and Telecommuni- [TW 09] is designed to acceler- expand on the maritime experimentation scope from previous Trident Warrior cations Area Master Station At- ate or deliver new or improved experiments. U.S. Navy Photo by Mass Communication Specialist 1st Class lantic and the Unified Atlantic capabilities to the warfighter. Lolita M. Lewis. Region Network Operations Our objective is to find which Center. systems and technologies are compatible with warfighter needs The OLC2 experiment will be the inaugural experiment using and which ones need to be improved upon." the capabilities of Maritime Operations Center-Experimental (MOC-X) collocated with 2nd Fleet Maritime Headquarters in TW tests command and control technology and doctrine Norfolk, Va. Featuring a global network of maritime headquar- This is the seventh experiment in this annual event, and this ters among U.S. and multinational partners, the products of the year, TW 09 will expand the maritime experimentation scope. experiment will contribute to doctrine and tactics, techniques, Directed by NETWARCOM, and 2nd Fleet, the TW 09 fleet spon- and procedures development. The at-sea portion will be con- sor, TW typically focuses on the at-sea technical experimenta- ducted on USS Nassau (LHA 4), USS Normandy (CG 60), USS tion of critical maritime technologies. However, this year TW 09 Farragut (DDG 99), USS Bulkeley (DDG 84) and USS Alexandria will take advantage of the installed networks and committed (SSN 757). assets of 2nd Fleet, supported by Navy Warfare Development TW 09 and OLC2 are planned and conducted by an expe- Command (NWDC), to examine Maritime Headquarters with rienced, highly skilled planning staff from 2nd Fleet, NET- Maritime Operations Center (MHQ w/MOC) operational-level WARCOM, NWDC, Space and Naval Warfare Systems Command processes under the Sea Trial experiment titled: Operational (SPAWAR) and the Naval Postgraduate School, with specific skills Level Command and Control (OLC2). in experiment design and operational planning. According to Vice Adm. Melvin Williams, Second Fleet com- "The level of experience and expertise that everyone brings to mander, "The Trident Warrior 09 Operational Level of Command Trident Warrior each year just keeps getting better and better," and Control experiment is an excellent opportunity for 2nd Fleet Starling said. "When you bring people of this caliber together in and Naval Network Warfare Command to explore experimental a venue such as this, you're saving valuable time when assessing concepts and technologies to benefit the Navy and joint forces. these technologies and processes. When looking at the big pic- "It will influence future force development, as well as enhance ture, this allows us to move these capabilities to the warfighter teaming with our allies and partners while exploring operational much sooner." command and control flexibility, consistency, capability and ca- Technical experimentation from TW 09 and OLC2 is designed pacity towards improved mission effectiveness," Williams said. to provide answers to detailed analytical questions involving This effort leverages the capabilities of a global maritime part- more than 115 separate FORCEnet technologies. These efforts nership, along with emerging tools, processes and procedures will involve more than 30 shore-based and 70 shipboard instal- to reduce uncertainty and speed decision making, thus improv- lations with each one adhering to ship maintenance, security CHIPS January – March 2009 27 accreditation, network certification, Fleet Readiness Certifica- Second Fleet's Goals for TW 09 and OLC2 Experimentation tion Board, and Regional Maintenance and Modernization Co- ordination Office processes. A tremendous effort by all process Fleet Operations to achieve mission owners is required to facilitate this large volume of installations Fleet operations – safe and effective day-to-day in a short window. Joint Task Force capable headquarters sustainment 2nd Fleet MHQ w/MOC development To carry out this huge effort, technologies are organized into 10 specific focus areas: Providing ready maritime forces for global assignment Fleet training and readiness ✓ Networks: Among the 16 networking technologies will be Global force management the installation and experimentation with Consolidated Afloat Future force development Networks and Enterprise Services (CANES) blade servers both Develop Leaders ashore and afloat operating on classified and non-classified networks. Teaming with allies and partners in execution of the maritime strategy Combined Joint Operations from the Sea Center of Excellence (CJOS COE) ✓ Coalition: Seventeen technologies to be used by the AUS- Allied and multinational maritime partnerships CANNZUKUS alliance, which includes Australia, Canada, New Zealand, United Kingdom and the United States, will be tested aboard U.S. and coalition ships and in host nations. ✓ Information Assurance/Cross Domain Solutions: Tools de- signed to defend against cyber attacks will be tested by an ag- ✓ Information Operations: Several new signals intelligence gressive Red Team assault and are among 11 information assur- (SIGINT) detection and integration capabilities will be included ance and CDS-related technologies being examined. in 16 information operations technologies. ✓ Information Transport: C2 High End Warfare (warfighting ✓ Command and Control applications: Several common op- in a satellite denied environment) will be one of the major focus erational picture and situational awareness collaboration tools points in this area which includes seven new technologies. are among 16 individual technologies is this focus area. ✓ Maritime Domain Awareness: Rapid sharing of vital infor- ✓ ISR: Multi-source integration of manned and unmanned mation concerning ships, passengers and cargo within the U.S. space, air, surface and subsurface sources will be included in 11 in- and coalition military forces and law enforcement is the focus of telligence, surveillance and reconnaissance related technologies. the 10 MDA tools to be tested. ✓ Electronic Warfare: Precision targeting technologies are TW 09 and Operational Level Command and Control (OLC2) among the six technologies to be tested in this focus area. doctrinal and process experimentation will provide procedural insight into the following four major focus areas: ✓ Distance Support: Several technologies designed to pro- vide automated logistic and maintenance information from de- • MOC-to-MOC and coalition collaboration – Test and explore ployed ships back to shore analysis nodes are part of the eight the MHQ MOC-to-MOC core planning cycle processes in re- technologies being tested. sponse to a maritime threat. Explore and evaluate MOC-to-MOC TW 09 Combines Doctrine with Technology Trident Warrior 09 NWDC Doctrine 2nd Fleet NETWARCOM OLC2 Technology 28 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience Norfolk, Va. – Brad Poeltler, deputy director for Trident Warrior, briefs repre- Norfolk,Va. – Mr. Magnus Addico, Secretary General of the Maritime Organiza- sentatives from more than 70 organizations on the planning and mission for tion of West and Central Africa (MOWCA), briefs representatives from more Trident Warrior 09. Trident Warrior is the Navy's major annual operational than 70 organizations, while attending the main planning conference for Tri- FORCEnet experimentation event encompassing discovery, review, selection, dent Warrior 09, addressing his concerns for maritime security along the Gulf analysis, and assessment of networks, technologies, processes and procedures of Guinea and the steps in which working with the Africa Partnership Station that will provide significant advancements or improvements in naval forces (APS) will help to establish coastal security. U.S. Navy photos by Mass Commu- command and control. nication Specialist 1st Class Lolita M. Lewis. collaborative processes to support maritime threat prosecution tremendous impact on the fleet's warfighting capabilities since monitoring. Examine the operational effectiveness of communi- 2003," said Capt. Vince Giampaolo, director for NETWARCOM in- cations networks and systems needed to facilitate and support novation and experimentation. MOC-to-MOC collaboration. Prior to implementation of the Trident Warrior series in 2003, each systems command (SYSCOM) conducted independent net- • Information Operations – Identify and evaluate capabili- work experimentation programs with each program focused on ties and limitations associated with mission planning support, testing one or two technologies at a time. This method provided course of action development and mission analysis from the limited objective experiments (LOE) for each SYSCOM each year. federated IO domain. Identify and evaluate the INTEL/SIGINT Each of these LOEs required separate planning, design, network processes and support required to satisfy IO requirements to development, asset coordination, data collection and analysis meet MOC assessment, planning and execution. teams. There was not a formal or consistent reporting process or an event data repository. • Maritime Situational Awareness (MSA) – Develop and exam- Since Trident Warrior's inception, SYSCOMs have come to rely ine external MOC MSA processes, collaboration and information on TW as a dependable FORCEnet experimentation event which sharing requirements between U.S. Navy MOCs and intelligence provides the Navy with a quality venue to experiment with more centers, other Defense Department and U.S. agencies' opera- than 100 technologies annually. tions centers and coalition MOCs. "One single team plans, designs, develops networks, collects data and provides analysis. TW also records all of the planning • Seabasing – Identify required capabilities of the sea base and analysis information in a single Web-based planning and supporting low-intensity missions. Evaluate considerations data collection repository," said Dr. Shelley Gallup, TW lead for required to position, embark and sustain forces on a sea base data collection and analysis from the Naval Postgraduate School. conducting low-intensity missions. Analyze the responsibilities "TW 10 planning is already underway to continue this benefi- and supporting relationships between the sea base and the sup- cial experimentation series next year. In concert with Command- ported theater headquarters and potential MOC forward ele- er, Third Fleet during [the] RIMPAC 10 multinational exercise, TW ment in force management, logistics and command and control. 10 will continue to focus on FORCEnet technology development, but we'll do it, as in TW 09, with a procedural and doctrinal point TW recommends programs of record development of view," said Cmdr. David Varnes, NETWARCOM's director for Each TW experiment is presented to the Sea Trial Executive the Trident Warrior series. Steering Group (STESG) with specific recommendations. Typi- cally these recommendations are to develop or accelerate a pro- gram of record (POR) or deliver a first of a kind capability within the budget cycle. Brad Poeltler is a retired U.S. Navy captain and the deputy director of Trident "What the STESG typically doesn't see are feedback and de- Warrior. sign improvements to existing PORs which often happen on the Tom Forbes is a retired U.S. Navy captain and the 2nd Fleet science advisor. spot at the technician or action officer level. These make up the Jim Gabor is a retired U.S. Navy commander and the NWDC deputy director vast majority of a TW's success and applicability. TW has made a for OLC2 experimentation. CHIPS January – March 2009 29 By Victor Ecarma Introduction Federation is defined as "a process for relating disparate archi- Federally mandated enterprise architectures (EA) are a stra- tectures that allows for uniqueness and autonomy while main- tegically-based means for the departments of Defense and the taining line-of-sight to strategic objectives. This process focuses Navy (DON) to capitalize on their vast technological assets and on aligning architecture to a high-level taxonomy. The aligned make sound decisions about investments in new technology architectures and their architecture information are then located that will support the warfighter. and linked via the employment of an architecture management The DON is a complex organization with disparate architec- service using a standard set of metadata to allow for consistent ture development efforts and finite resources. Effective, cross- search and discovery." departmental decision making in today's environment relies Federation techniques allow disparate architectures to be upon information technology as a fundamental enabler, yet the meaningfully related and permit acceleration of new architec- DON information infrastructure is quite complex and subject ture efforts across the DoD community to support decision to continual change. Herein lies the requirement for a DON EA makers. that would create the framework for effective, real-time, decision The DON EA provides an integrated approach that uses com- making and policy implementation across multiple DON depart- mon architecture descriptions and data elements across all ar- ments. The DON EA's success is dependent upon its relevance chitecture products and views. An architecture is considered and value to DON decision makers. an integrated architecture when models and their constituent As the chief architect, the DON Chief Information Officer (CIO) architectural data elements are developed such that architec- is leading the effort to design and develop a single DON EA, us- ture data elements defined in one view are the same (i.e., same ing a strategy that federates with external partners and incorpo- names, definitions and values) as architecture data elements ref- rates an integrated, coordinated, flexible and long-term strate- erenced in models in another view. For more information, refer gically focused approach. The DON EA describes the processes, to DoD Architecture Framework (DoDAF) version 1.5. information flows, solutions, data descriptions, technical infra- structure and standards that are integrated to achieve current To enable this integrated approach, the DON CIO, in collabo- and future DON strategic goals and objectives. ration with DON Deputy CIO (Navy), DON Deputy CIO (Marine The DON EA assists decision makers in the execution of ma- Corps), and Assistant Secretary of the Navy for Research, Devel- jor decision processes such as the Defense Acquisition System, opment and Acquisition (ASN(RDA)) Chief Systems Engineer Planning, Programming, Budgeting and Execution, and the Joint (CHSENG), is developing the following: Capabilities Integration and Development System. ✓ DON EA Hierarchy – a structure based on the Joint Staff- developed Joint Capability Areas (JCAs) to relate the complete The creation and implementation of a DON EA will support set of activities occurring within the DON. naval transformation in delivering value by: ✓ DON EA Governance – an overall governance structure that • Creating IT Agility. Create the foundation for planning future clearly defines the roles and responsibilities for development, re- capabilities and adapting to changing environments. view, verification and validation, approval, use and enforcement • Reducing Complexity. Minimize duplication of technology in of architectures across the DON. the infrastructure by consolidating products and tools providing ✓ Naval Architecture Elements Reference Guide (NAERG) – similar functionality. Enable Information Technology/National standardized architectural elements, based on common terms, Security Systems (IT/NSS) to consolidate expertise around fewer which form the elemental building blocks of the architecture. technologies. ✓ DON EA Implementation Plan for the GIG Architecture Fed- • Lowering Operational Costs. Reduce the cost of business eration Strategy – a single set of DON-level federation rules and operations by optimizing IT/NSS acquisition, support, mainte- guidance for use by all developers of DON Segment Reference nance and training costs. Enable reusability and drive standard Architectures (SRAs) to federate with external partners. technologies. ✓ DON EA Product Style Guide – formatting and style require- • Enhancing Portfolio Management. Eliminate duplicative in- ments for architecture products. vestments; re-prioritize investments — invest once — use many. ✓ DON EA Project Management Plan – a schedule for devel- oping Segment Reference Models, SRAs and supporting gover- EA Strategy: External Federation and Internal Integration nance and other management processes. Since the release of the Global Information Grid (GIG) Federa- ✓ DON EA Development Management Process – DON EA tion Strategy in August 2007, the DON CIO has tailored the fed- development criteria and process to manage EA development erated approach in developing and managing the DON EA. The activities of DON SRAs and enterprise solutions to ensure EA ef- DON EA will federate with DoD and other external partners. forts align to DON strategic goals and objectives. 30 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience Compliance ✓ The DON Deputy DON CIO (Marine Corps) stood up a Ma- The Federal Enterprise Architecture Framework was estab- rine Corps Enterprise Architecture Working Group in May 2007 lished in response to the Clinger-Cohen Act (CCA) of 1996 man- to provide policy and guidance to enable Marine Corps EA plan- dating that executive agencies develop and maintain an EA. ning, development, use and evolution throughout the entire life One of the compliance criteria of the CCA requires that acqui- cycle of the Marine Corps EA program. sitions are consistent with Defense Department IT policies and ✓ The DON CIO is drafting a DON EA policy that will imple- architectures. ment similar enforcement mechanisms across the DON. To make the DON EA relevant and not "architecture for archi- ✓ ASN(RDA) CHSENG is using DON EA compliance as criteria tecture's sake," the DON CIO, in close coordination with Deputy during acquisition program reviews. Chief of Naval Operations for Communication Networks (OPNAV ✓ The DON CIO is in the process of developing a proactive ap- N6); Headquarters Marine Corps, Command, Control, Communi- proach to CCA certification for Major Automated Information cations, Computers (HQMC C4); and ASN(RDA) CHSENG, is cur- Systems and DON IM/IT Special Interest Programs. A key compo- rently strengthening processes to tie investment decisions to nent of this proactive approach will be assessment of proposed assessments of architectural compliance making the DON EA a investments against the DON EA. compliance component for IT/NSS investments through the fol- lowing initiatives. This policy is part of the evolving implementation of Title 40/ CCA aimed at reinvigorating oversight, maximizing up-front in- ✓ The DON Deputy CIO (Navy) issued the Navy Enterprise volvement in the IT investment process and eliminating redun- Architecture and Data Strategy April 7, 2007, which states that dancies. (Title 40 of the United States Code formerly Division E Navy programs, projects, systems, capabilities and investments of the Clinger-Cohen Act of 1996 for Major Automated Informa- that are not in compliance with the DON EA and Navy architec- tion Systems (MAIS) and Major Defense Acquisition Programs tures will have their funding withheld. (MDAP) in the Department of Defense.) ✓ The DON Deputy CIO (Navy) stood up the IT Manage- ment Council in May 2008 to oversee the development of Navy Describing the DON EA architectures. The DON EA is a framework comprised of a Capstone Layer and Figure 1. DON Enterprise Architecture Framework. CHIPS January – March 2009 31 a Solutions Layer as shown in Figure 1. The DON EA Capstone will areas to be defined by the intelligence community. be comprised of two tiers: the DON EA Reference Models and In addition, the Department of the Navy SRAs will be collab- DON Segment Reference Architectures. The reference models oratively updated and used as a tool by DON senior leadership will be based on the Federal Enterprise Architecture (FEA) refer- and Functional Area Managers to drive: (1) net-centric transfor- ence models and will provide the standards to which architec- mation and data sharing; (2) business transformation and pro- tures are to be developed, approved and used. The Department cess standardization; (3) investment recommendations and de- of the Navy SRAs will define what DON missions are aligned to cisions; and (4) financial audit ability and internal controls. each Joint Capability Area. The goal of the architecture design is to improve direct and Establishing standards before development occurs ensures indirect support to the Secretary of the Navy, Commandant of interoperability and integration between distributed architec- the Marine Corps and Chief of Naval Operations, thus enhancing tures. The Reference Models provide a framework for under- the DON's ability to execute its mission. standing significant entities and relationships between them within an environment. DON EA Development Management Process Using the analogy of a city blueprint, an architecture blueprint The DON EA Development Management Process aligns and is an important EA tool that creates a plan for a city's assets. The synchronizes Navy and Marine Corps EA development and ini- reference architecture defines the building codes and standards. tiatives that contribute to the development and use of the DON Architects use the reference architecture as a lens to understand EA to support naval transformation. The process will manage EA the current state of the architecture portfolio of assets and map development activities within the DON EA Segment Reference the architecture transition to the future state. Architectures and identified enterprise solution architectures; The FEA consists of a set of interrelated "reference models" ensure EA efforts align to DON strategic goals and objectives; designed to facilitate cross-agency analysis and the identifica- determine the value provided by each effort; and monitor and tion of duplicative investments, gaps and opportunities for col- track progress. laboration within and across agencies. Collectively, the reference models comprise a framework for describing important ele- The DON EA Development Management Process will en- ments of the FEA in a common and consistent way. able transformation of business processes and modernize supporting IT/NSS systems to minimize overlap and maximize There will be six DON EA Reference Models derived from the interoperability. FEA reference models that will provide the codes and standards DON EA Development Management Process goals will: to build the DON EA: ✓ Align non-architecture strategic goals with DON EA devel- ✓ Performance Business Reference Model – Provides frame- opment initiatives; works or standards to measure the performance of major IT in- ✓ Describe DON EA goals and how to determine success; vestments and their contribution to program performance. ✓ Capture milestones and metrics to guide improvements in ✓ Business Reference Model – Provides an organized, hierar- business and warfighting capabilities; chical construct for describing day-to-day business operations. ✓ Identify tangible benefits for each investment in naval ✓ Service Component Reference Model – Business and per- transformation; and formance driven, functional framework that classifies service ✓ Identify gaps where architecture efforts are needed to components with respect to how they support business and solve non-architecture problems and support non-architecture performance objectives. initiatives. ✓ Data Reference Model – Describes, at an aggregate level, the data and information supporting government program and The DON EA development management and process will re- business line operations. quire EA development efforts before they are started to identify ✓ Technical Reference Model – Component driven, technical and document the value to the DON, ensure there is no dupli- framework used to categorize the standards, specifications and cation of effort and prioritize activities to maximize resources technologies that support and enable the delivery of service while producing the most benefit. components and capabilities. Although this process will be maintained by the DON CIO, it ✓ Security Reference Model – Provides a methodology for will be created and treated as a living document and continually developing low risk enterprise information security designs and revised by key stakeholders. delivering security infrastructure solutions that support critical The DON CIO is laying the foundation for the DON EA to be business initiatives directly from the Business Reference Model. relevant and sustained within the department. The DON EA will achieve the DoD's vision of a more agile and integrated organi- Within the DON EA Segment Reference Architectures, there is zation whose systems are aligned and synchronized. a hierarchy that provides a structure to relate the complete set Through incremental steps, this effort will contribute to naval of activities occurring within the DON. This hierarchy is intended transformation by shifting away from isolated stovepiped re- to provide the link between the DON SRAs and program-level quirements development to one in which organizations under- architectures. It does so by placing these activities in relation to stand and embrace cross-community development. the DoD EA; the Joint Staff Joint Capability Areas; the Business Transformation Agency Business Enterprise Architecture; the functional areas defined by the Assistant Secretary of Defense For information on the DON CIO's DON EA development efforts, please visit the for Networks and Information Integration; and those functional DON CIO Web site at www.doncio.navy.mil. 32 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience I n less than two years, nearly 150 distinguished ambas- available on the DON Chief Information Officer (CIO) Web site at sadors and more than 2,000 delegates from across the www.doncio.navy.mil, or you can view it now on the ITU Web site globe will gather for the United Nations International at www.itu.int/. Telecommunication Union's (ITU) World Radiocommuni- It is inarguable that one of the most important WRC-11 agen- cation Conference. During this four-week marathon, com- da items is the one that requests and ultimately determines fu- mitted delegations will scrutinize, debate, create and revise the ture agenda items for later WRCs. Proposed agenda items can be international treaties that govern the regional and global use of submitted by all participating delegations. electromagnetic spectrum or radio frequency spectrum. However, the genesis of any particular agenda item is often traced to one or more individuals in organizations involved with The final acts of World Radiocommunication Conference 2011 research, development, or the operation of spectrum-enabled (WRC-11) will receive little if any fanfare beyond stakeholder capabilities. More often than not this can be traced back further communities, such as those engaged with cellular telephone to one idea — one idea that ultimately will change the world. service, advanced wireless services and other spectrum-related services, even though the results of this gathering will have di- As such, DON program managers, spectrum managers and rect, significant and global implications to all of us who depend anyone else in the department associated with research, devel- on wireless capabilities that can only be enabled by use of the opment, acquisition, governance, or the operation of spectrum- electromagnetic spectrum — and in the 21st century — it is im- dependent systems or devices, has an opportunity to propose possible to imagine a life that isn't directly, or indirectly, depen- issues that may result as a WRC agenda item. dent on the electromagnetic spectrum. International governance, spectrum services, radio frequency Much of our modern way of life would be impossible without interference and emerging technologies are just a sampling of access to the electromagnetic spectrum. The Department of the issues that "bubble up" from individuals with a regional or global Navy (DON) is highly dependent on spectrum-enabled capabili- spectrum challenge or a spectrum solution. ties that provide a multitude of the Navy's and Marine Corps' communication, sensor, intelligence, combat and other capabili- It is through the WRC that DON personnel are able to defend ties that are vital to the naval services' ability to meet their global and advance the capabilities of the Navy and Marine Corps by responsibilities. improving or modifying the world's use of spectrum. Regula- tions and procedures for frequency management, in the Unit- Due to the significant implications to Navy and Marine Corps ed States, and the host nations in which our troops train, are spectrum capabilities, the DON either closely monitors or active- grounded in the international treaties that are made and modi- ly participates in every WRC preparatory venue to protect the fied at the WRC. naval services' equities or to advocate for changes that enhance their capabilities. American anthropologist Margaret Mead said, "Never doubt that a small group of thoughtful, committed citizens can change Additionally, the DON ensures its interests and positions with the world. Indeed, it's the only thing that ever has." WRC issues are known and aptly represented by the United States delegation, which includes personnel from the Depart- Ideas to change the world, or recommendations for future ment of Defense, as well as the DON. WRC agenda items, should be sent to the DON Spectrum Team at firstname.lastname@example.com. The issues that will be decided at WRC-11 are incredibly di- verse as they have been in past conferences. Items on the WRC- Tom Kidd is the Department of the Navy director of Strategic Spectrum and 11 agenda of particular interest to the DON include current, Wireless Policy and was a delegate to the World Radiocommunication Confer- emerging and future radio applications; unmanned aircraft ence in 2007. In addition to "Can you hear me now?" he also authors the recurring systems; ship and port safety systems; sea surface radar; and CHIPS series "Going Mobile" which makes its debut in this issue and focuses on software defined radios. The complete WRC-11 agenda will be enterprise mobility and the DON Wireless Working Group. CHIPS January – March 2009 33 ticular future would look in their specific region through the lens of political, mili- tary, economic, social, infrastructure and information (PMESII) concerns, and then identified the maritime tasks and capa- bilities that would be required for mission success. Over the course of the week, several overarching themes emerged. The ne- cessity for interagency and international collaboration as a key requirement of suc- cessful implementation of the maritime strategy loomed large. To this end, there was an emphasis on practices and tech- nology that facilitate cooperation and co- alition building. Moreover, nontraditional and soft power activities were common threads to three of the four alternative fu- tures, with a clear emphasis on activities aligned to the prevention of war. With respect to the technology require- In 1979, the Navy initiated the annual The 200 participants consisted of indi- ments that emerged from Global 2008, Title X Global War Game as part of its viduals from across the maritime services, one must first caveat that by the game's Cold War strategy development process. the joint community; partner countries very nature, specific platforms and sys- Part of this effort included the analysis including representation from 19 navies; tems were not discussed. Instead, look- of future force structures as part of the U.S. government agencies; international ing to the broader themes that emerged Navy's Title X authority to man, train and and nongovernmental organizations; from the game, in many of these scenari- equip naval forces. and the shipping and defense industries. os one could surmise the applicability of Hosted by the Naval War College in International participants added their ex- critical technologies to enable the mis- Newport, R.I., these war games were pertise and perspective to the activities. sions that were forecasted by playing out suspended in the years immediately the scenarios. following the terrorist attacks of 9/11, Team SPAWAR, the Space and Naval Consider that the number and size of due in part to a lack of "compelling Warfare Systems Command, was well rep- Navy ships is not likely to increase, but the geopolitical reasons," according to Dr. resented at Global 2008, which was also importance of protecting the global com- Robert Rubel, Dean of the Center for attended by members of the director for mons will increase. The ability to quickly Naval Warfare Studies at the Naval War warfare integration, within the office of aggregate forces in response to disrup- College. the Deputy Chief of Naval Operations for tions to the global system becomes para- However, in response to increased in- Communication Networks (OPNAV N6). mount. These disruptions run the gamut terest by senior Navy and Marine Corps Attendance by OPNAV N6 contributed from natural disasters and their accom- leaders, the Title X Global War Game was to participants' understanding of the panying humanitarian and disaster relief reinstated this past summer. The intent of capabilities — and limitations — of cur- missions, to pirate attacks in and out of this seminar-style war game is to aid par- rent and emerging naval networks. It also the sea lines of communication, to kinetic ticipants' understanding of implications provided members of the Naval NETWAR missions in response to rogue state and and challenges of implementing the new FORCEnet Enterprise (NNFE) with a well- non-state actors, to traditional conflicts U.S. maritime strategy: "A Cooperative nuanced understanding of the opera- with major powers. Strategy for 21st Century Seapower." tional needs of Navy, joint, interagency Game participants generally agreed The results from Global '08 will be used and coalition partners. that increased maritime domain aware- to inform capabilities analysis, force de- To this end, Global 2008 explored how ness and information sharing, particularly sign and future concept development. the execution of the maritime strategy with organizations outside of the Defense The more immediate results are maritime might look under one of four alternative Department, would fill an important re- strategy familiarization and to promote futures developed by the Navy strate- quirement in response to a global crisis. international engagement. gic planning process, from regional and In terms of the kind of technologies that From Aug. 4-8, the war gaming depart- global perspectives. may be needed to support and enable a ment at the Naval War College hosted more agile Navy, one area that comes to Global 2008 on behalf of the Chief of Naval The scenarios included variations in mind is more robust C4ISR, or command, Operations in an effort to examine the chal- cooperation by global partners and also control, communications, computers, lenges, issues and implications of imple- included extremist elements. Players de- intelligence, surveillance and reconnais- menting the new U.S. maritime strategy. veloped perspectives on how their par- sance, capabilities. 34 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience "Daily media communications illustrate that we live in a fast-paced, interconnected and volatile environment. Nonetheless, it is reassuring to know that as guardians of peace, our United States Navy is continually postured across the globe to protect our nation's interests. SPAWARRIORS should be equally proud of our continuing contributions in sustaining and advancing our nation's war on terrorism through science and technology, research and development, and actual installation and sustainment of critical C4ISR and space systems. "Whether human assistance/disaster relief missions, combating piracy or high-end warfare, SPAWARRIORS are directly contributing to our nation's national security. Likewise, SPAWAR's contributions to CNO's modeling and simulation endeavors, and our most recent support to the Global War Game 2008, illustrate that our role is now expanding. "I am most proud of our SPAWARRIORS that both supported and participated in Global War Game 2008. Their endeavors highlighted the criticality of our systems in fostering collaboration with interagency, nongovernmental and international organizations in executing a maritime strategy that directly supports our combatant commanders. And equally important, they have significantly contributed to posturing our Navy to better understand and respond to future world events." Rear Adm. Michael C. Bachmann Commander, Space and Naval Warfare Systems Command Oct. 14, 2008 Likewise, operational integration across and software that can allow a well-trained with a complex world requiring them to the services, which presents numerous is- 2nd class operations specialist to provide identify issues and derive missions, tasks sues today, will need to become seamless; the same or higher level of situational and capabilities to deal with a set of re- while the ability to effortlessly operate awareness that several Sailors do today. alistic threats. Based on these futures, with our international partners, commer- This will require a C4ISR suite capable participants concluded that the military, cial entities, NGOs and other stakeholders of handling thousands of bits of discrete and in particular the maritime forces, will will be the linchpin for a global maritime data from many sources and synthesizing be increasingly asked to perform a di- system. these bits of information for a distributed verse range of missions including many C4I reach-back capability. This integra- nontraditional ones to support ad hoc Doing more with less, the watchword tion of commercial, geographic, financial, coalitions of joint, interagency, multina- for tomorrow's maritime forces, requires intelligence and military data sources into tional, commercial and nongovernmental close collaboration. While not explicitly a C4I system will help users develop plans organizations. discussed in the game, one could con- of action based on all the available knowl- clude that several technologies in devel- edge and information. Participation by Team SPAWAR and opment today may provide the means for the NNFE at Global 2008 contributed to the future Navy to perform more tasks The emerging taxonomy known as "In- the participants' understanding of the with fewer resources. telligent Composeability" captures the importance of robust C4ISR networks in First, the increasing importance of un- essence of this capability and is one that accomplishing this mission set. For Team manned systems could serve as a force Team SPAWAR continues to develop as SPAWAR participants, it also provided an multiplier allowing not only better ISR, part of its technical vision. opportunity to understand how technol- but also strike capabilities across all war- Achieving the ability to "intelligently ogies in development today may apply in fighting platforms. compose" the capabilities demanded in a range of possible futures. As pointed out by the Naval Studies the operational environment will require Board, "these critical surveillance applica- a host of technologies including better Once analysis is complete, long-range tions can provide high-leverage knowl- use of existing bandwidth to support the results from Global 2008 are intended to edge that acts as a force multiplier" for a huge throughput of data required for this provide the Navy with strategies for fu- wide range of missions. to work, through a combination of bet- ture efforts such as the Quadrennial De- For the Navy to become a more agile ter data compression, increased data rate fense Review. The analysis will also shape force, streamlining manpower require- technologies, and more efficient use of the decision to hold future games in this ments is extremely important due to the radio frequency spectrum. series. the increasingly high costs of manning, Along the same lines, a high level of in- equipping, and training Sailors and Ma- tegration within the ship's systems must rines. In response to those forcing func- be complemented by a tightly integrated tions, the second technology trend, bet- maritime force, requiring robust data José Carreño is a senior analyst who works for ter human-systems integration comes standards, common software and hard- the Space and Naval Warfare Systems Center Pacific into focus. ware architecture, and in close coopera- in the Corporate Strategy Group. This begins with interfaces leveraging tion with our allies. Antonio Siordia is a research analyst who works best practices from today, and technolo- Global 2008, by virtue of the alternative for SSC Pacific in the Corporate Strategy Group. gies of tomorrow, to create the hardware futures presented, provided participants CHIPS January – March 2009 35 METOC Data Management in 13 physical database segment models. Some service members of the community for implement these physical models while others merely map their existing data Net-Centric Operations stores to the models. METOC production centers dynamically populate their data stores with perishable environmental data. This is a process in A strategy for sharing information across the joint METOC community which they ingest, update, archive and delete data on a regular, real-time basis. The management of the data flow into By Dr. Roy Ladner and out of these data stores is performed by numerous data storage systems and The departments of Defense and the Data Model (JMCDM). A conceptual data data management applications in dispa- Navy have adopted a data sharing strat- model generally describes significant rate locations and environments. egy that supports network-centric op- concepts in a given domain and the re- To avoid specific point-to-point inter- erations on the Global Information Grid lationships among them. Subject matter faces for each of these data stores, we (GIG). This strategy redefines interoper- experts working with the DMWG devel- developed the data exchange standard ability from traditionally defined point- oped JMCDM through collaborative ses- interface known as the Joint METOC Bro- to-point interfaces between databases sions over the course of several years. ker Language. and applications, to a many-to-many data The resulting model provides an organi- exchange where many users and applica- zational framework for a common under- JMBL is implemented in Extensible tions may leverage the same data on the standing of METOC terminology and data Markup Language (XML) and consists of network. attribution. a series of schema that define the struc- This level of interoperability is generally ture of a request for METOC data and made possible where data is made visible Once the JMCDM was complete, we be- the structure of the associated response. on the network, as well as discoverable gan work on a physical data model. Unlike JMBL allows each METOC data provider and understandable through the addi- a conceptual model, a physical data mod- to offer a uniform interface for machine- tion of relevant metadata, for user acces- el takes into account data organization to-machine access to METOC data on the sibility. Such data management requires within a database management system GIG. the collaborative efforts of communities and may identify table structure, indexing, The JMBL schema are associated with a of interested users who must exchange and other data organization elements. Web Service Definition Language (WSDL) data. We segmented the physical model by file that lists the service provider's URL The meteorological and oceanographic like data elements to provide data orga- and available methods exposed through (METOC) community of interest (COI) has nization around high-level data types the service. been actively addressing net-centric data such as observations, climatology, fore- We designed JMBL sufficiently broad management issues through the work of casts and other categories. This resulted to be able to address the data needs of a its Data Management Working Group. The DMWG consists of data managers, subject matter experts and end-users from the Navy, Air Force, Army and Marine Corps; it operates under the governance of the Joint METOC Board. More recently, the National Weather Service and Federal Aviation Administration (FAA) joined the DMWG to address data interoperability is- sues between those federal agencies and the DoD. The FAA, for example, has recently ad- opted the METOC COI data exchange standard, the Joint METOC Broker Lan- guage, as a key-enabling technology to exchange meteorological data with the National Oceanic and Atmospheric Ad- ministration (NOAA) and DoD for the Next Generation Air Transportation System. Figure 1 outlines the DMWG's work to- ward net-centric operations. We began by developing the Joint METOC Conceptual Figure 1. 36 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience broad range of users from the novice to The meteorological and oceanographic (METOC) community of interest (COI) trained METOC expert. For example, JMBL permits a user to define time and location has been actively addressing net-centric data management issues through relevant to needed data several different ways: five for time and four for location. the work of its Data Management Working Group (DMWG). A METOC expert may require different combinations of these elements while the novice usually needs only one. Although on request content and provider rules. as an information exchange specification this aspect of the design adds complex- The server will forward each fragment and functional element of the "National ity to the interface, we have taken steps to to the appropriate data provider and Strategy for Information Sharing" make the complexity more manageable. then aggregate the separate provider (available at www.whitehouse.gov/nsc/ To assist the non-expert user, we have responses before supplying a single infosharing/) that should prove useful in profiled the JMBL schema. Each profile response to the user. net-centric data management. provides a view of a subset of the larger This rules-based capability will deliver We have also begun a migration path JMBL schema and represents the mini- the warfighter's single, authoritative, to include Open Geospatial Consortium mum elements and attributes required to accurate, timely and relevant METOC Web services standards and specifica- request each of the available METOC data answer. tions. OGC WS is widely used for geospa- types. With our joint partners, we are defin- tial data access, and we believe that it will The limited choices in the profiles guide ing the requirements for and design of play a meaningful role in distribution of the novice to form a request for data. We a similar capability to support joint ME- particular types of METOC data products. have also documented the business rules TOC operations. This is shown in Figure for JMBL server implementations. The 1 as the Joint METOC Capabilities Access The requirements we address often business rules help ensure that different Point. JMCAP, together with Joint METOC come from the varied communities with servers provide consistent responses to domain authority rules and services defi- which we must exchange data. Our net- requests that are similar in structure and nition, will virtualize access to multiple centric data management efforts contin- content. databases and data stores maintained by ue to mature as we address the needs of each of the services. each of these communities of interest. The DoD Chief Information Officer has established the DoD Metadata Registry Our work on net-centric data manage- Dr. Roy Ladner works for the Naval Meteorology and (MDR) as a repository for structural meta- ment is not static but continues to evolve Oceanography Command, data architecture and data. We have registered JMBL, the WSDL to address emerging requirements. We administration (N62). He is a member of the METOC file, JMCDM, and the physical data models are currently evaluating how and when community of interest's Data Management Working in the Metadata Registry and have had to integrate the Universal Core with JMBL. Group. JMBL admitted to the DoD Information UCore is gaining widespread attention Technology Standards Registry (DISR) as a mandated standard. The DISR man- dates the minimum set of standards and guidelines for the acquisition of all DoD systems that produce, use or exchange information. We have implemented JMBL data serv- ers at the Naval Oceanographic Office (NAVO), Fleet Numerical Meteorology and Oceanography Center (FNMOC) and the Air Force Weather Agency. These imple- mentations virtualize access to multiple data stores within each organization. The METOC COI Service Bus (McSB) is currently under development and will further virtualize access to each data pro- vider within the Navy METOC Enterprise, as shown in Figure 2. This single entry point will provide routing, orchestration, mediation and security services for data access from NAVO, FNMOC and other Navy data holder organizations. If the user is authorized to receive the requested data, the server will split the user's request into fragments based Figure 2. Navy METOC Enterprise. CHIPS January – March 2009 37 Information Assurance Training with 95 percent of the Lincoln Strike Underway on USS Abraham Lincoln Group IAWF now holding an IA commer- cial certification. Overall Navy certifica- By Mary Purdy tion status is at almost 40 percent. Many ashore units have high passage rates, but "The network is down." These four While on a seven-month deployment, afloat operational tempo makes it more words can wreak havoc on anyone's day, Sailors from the USS Abraham Lincoln difficult to achieve," said Mike Knight, but for Defense Department networks (CVN 72) Carrier Strike Group completed Naval Network Warfare Command pro- the consequences can be dire. Successful a successful IA commercial certification gram manager for IAWF management. cyberspace operations, including operat- training and testing pilot. This initiative ing, defending and securing the network, will pave the way for the afloat Navy to Sailors, afloat and ashore, are study- ensure cross-domain freedom for U.S. op- meet DoD's goal that requires approxi- ing for commercial certification courses erating forces — and denying that same mately 110,000 military, civilian and sup- every day so lessons learned from the Lin- advantage to adversaries. port contractors, throughout all services coln pilot will be shared with other carrier The ability to know what is normal and and agencies, to be IA commercially certi- strike groups to facilitate training. what is abnormal activity in a dynamic fied by December 2010. Free exams are available to IAWF Sailors network environment of intrusions, vi- Led by USS Lincoln's combat systems through the Navy's Credentials Program ruses and malware is a competency that information officer Lt. Cmdr. David White, Office. The program office also helps de- must be mastered. the IAWF from the carrier, and its escort termine eligibility and provides free test The information assurance workforce ships, chose three different training vouchers for other commercial certifica- is essential to assuring the DoD and the methods for the pilot program. tions. More information can be found on Department of the Navy (DON) have Lincoln Strike Group Sailors took Se- the Navy Credentials Program Web site at adequate security measures to protect curity+ commercially developed train- https://www.cool.navy.mil. and defend information and information ing via Navy e-Learning SkillSoft courses; systems. Carnegie Mellon University's Virtual Train- Being able to train and test underway With the increasing threat evidenced ing Environment that includes labs and will help the Navy achieve not only DoD by the hundreds of daily attempts to mentors; and commercial certification IAWF requirements but also DON contin- breach U.S. military computer networks, courses. uous learning requirements. The Lincoln equipping an IA workforce that is educat- Anthony Solano, an instructor from the pilot also demonstrated that while some ed and trained to meet these challenges Ultimate Knowledge Institute Corp., led Sailors thrive in a live classroom environ- is an imperative. Throughout govern- Security+ training classes for about 100 ment, others do well with online courses ment, efforts are underway to address Sailors during Lincoln's deployment. In- and in the Virtual Training Environment. this requirement. formation systems technician chief petty To address complex information as- officers from the ship's combat systems "Deckplate leadership from the chief surance mission requirements, the DoD department administered the commer- petty officers, which includes training, Chief Information Officer directed the cial certification exams using the Pearson mentoring and motivation of the Sailors, services to improve the skill level of the VUE electronic testing platform. was the key to our success," White said. information assurance workforce (IAWF). Standing up Pearson VUE test centers In response to DoD Directive 8570.1, afloat also enables testing for other cer- Information Assurance Training, Certifica- tifications, including Adobe and Cisco tion and Workforce Management, the DON certifications. Mary Purdy provides support to the DON CIO IT CIO has chartered a department-wide IA "The ship can claim bragging rights Workforce Team. workforce working group (IAWWG) to identify and improve policy, processes and tools to transform the department's future IA workforce. Some of these major EVERETT, Wash. (Oct. 12, initiatives include: 2008) Sailors man the • Improving how IA orientation and re- rails as the aircraft car- fresher awareness training is delivered; rier USS Abraham Lin- • Identifying standardized IA qualifica- coln (CVN 72) arrives in tions, training and certifications; and its homeport of Everett • Developing procedures to identify Wash. Lincoln is return- and manage IA positions with trained and ing from a seven-month certified personnel. deployment to the U.S. 5th Fleet area of respon- But how do you train a forward de- sibility. U.S. Navy photo ployed force? The Fleet Commanders by Mass Communication IAWF Improvement Initiative was de- Specialist 2nd Class N. signed to meet this challenge. Brett Morton. 38 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience By Steve Muck A ll Department of the Navy personnel should continue to increase their level of aware- ness about properly safeguarding personally identifiable information (PII). To learn more about properly safeguarding PII, go to www.doncio.navy.mil. The following is a reported loss or breach of PII involving a Department of the Navy Lessons Learned information system with lessons learned from the event. Incidents such as these will be • The insider threat, with access reported in each subsequent CHIPS magazine to increase PII awareness. Names have to large amounts of privacy sensitive been changed or removed, but details are factual and based on reports sent to the data, poses a significant and real dan- DON Chief Information Officer (DON CIO) Privacy Office. ger to the Department of the Navy. • Defense Department and DON A former civilian contractor, working in support of the Navy policy require personnel who access Marine Corps Intranet (NMCI), obtained personally identifi- PII to receive a favorable personnel se- able information associated with approximately 17,000 indi- curity investigation. The background viduals. The PII was downloaded to a thumb drive and con- check for the individual involved in sisted of names associated with Social Security numbers, home this incident was not initiated. See addresses and other data elements. DoD Directive 5200.2-R, DoD Person- nel Security Program, and Secretary of The contractor, who had a criminal record, then attempted the Navy Manual, Personnel Security to sell this information to an individual he believed to be Program, SECNAV M-5510.30, for details a foreign spy, but who was actually a law enforcement of- of this security guidance. Increased ficial. The contractor was arrested April 18, 2008, and was awareness of DoD and DON policy is later found guilty of aggravated identity theft and exceeding recommended. authorized access to a computer for personal gain. He is now awaiting sentencing. • Contract language clearly identi- fied the need to conduct a security The conviction for exceeding authorized access to a computer investigation for personnel hired to fill for financial gain carries a maximum sentence of five years the contractor position, but it was not in prison. Aggravated identity theft carries a mandatory two- initiated. Improved contract oversight year sentence that must be served consecutive to any sentence is needed. imposed for the charge of exceeding authorized access. Both counts also include maximum fines of $250,000. A maximum sen- • A base security access system that tence of incarceration for seven years is possible. accurately screens criminal offenders was not available and would have pro- This breach attracted national media attention and demon- vided another means to prevent the strated how the insider threat is potentially more damaging perpetrator from gaining access to the than breaches involving human error. base and NMCI network. A joint investigation by the Naval Criminal Investigative Service and Federal Bureau of Investigation found that the contractor also sent screenshots of PII to two e-mail ad- To learn more about properly dresses of individuals who did not have a need to know and with the intent to sell the contents of the entire database. safeguarding PII, go to www. The individuals whose PII was compromised via the two e- doncio.navy.mil and search for mails have been notified. The investigation concluded that the bulk of the database was not compromised. "safeguarding PII" for detailed Steve Muck is the DON CIO privacy lead. guidance. CHIPS January – March 2009 39 U.S. and Coalition Forces Build Technological Capacity for the Government of Iraq MNSTC-I trains Iraqi government ministries to design and sustain vital networks By U.S. Navy Lt. Damian Taylor Headquartered in the International Iraqi communications coordination ele- suming the decision-making processes," Zone (IZ), Baghdad, Iraq, the Director- ment (ICCE) of the Multi-National Force- explained Marine Corps Gunnery Sgt. ate of Communications (J6), part of the Iraq (MNF-I), the MNSTC-I J6 staff and the Mark Henderson, the C4 capabilities Multi-National Security Transition Com- MoI transition team. branch senior enlisted advisor. mand-Iraq, is meeting its mission to help The assessment is designed to identify the government of Iraq design and build information technology gaps in the Min- The Defense Ministry uses the Iraqi De- a new and effective communications in- istry of the Interior. The assessment will fense Network (IDN), which provides the frastructure to support the military and be followed by a series of meetings with same capabilities as the IC2N to the Iraqi police forces protecting innocent Iraqi MoI officials to identify recommendations army, navy and air force. citizens from terrorists. to improve Iraqi IT infrastructure and key U.S. Air Force Capt. Christopher Wiley, The Iraqi network program manag- business practices. the coalition IDN program manager, ers of the MNSTC-I J6 command, control, With additional engagements, coali- was instrumental in the training of his communications and computers (C4) tion members continue to earn the re- Iraqi counterpart, the MoD IDN program capabilities branch provide daily over- spect of key MoI leaders and industry manager. Wiley is justifiably proud of the sight for the Ministry of Interior (MoI) and professionals. Teamwork is critical to training's success. Ministry of Defense (MoD) command and these efforts, and all stakeholders worked "MoD's IT staff now plans and coordi- control networks. Figure 1 below shows together to identify the strengths and nates their network efforts independent- the networks under discussion. areas for improvement within the Iraqi IT ly. This is what we have been working to- architecture. ward for the last few years." Building for Now and into the Future Experience and expertise are important Over the past two years, MNSTC-I J6's ingredients for success in these efforts, The MoD is also funding the operations role evolved from providing communica- so coalition mentors continue to offer and maintenance of IDN, and it is actively tions capabilities to the Iraqi government sound advice and recommendations for managing the network and expanding to serving as advisers, educators and improvement. its coverage, making great strides toward mentors to the chief information officers self-sufficiency. For example, the MoD is in the ministries of Interior and Defense The Iraqi police forces are the primary now using indigenous Iraqi installation as they assume greater leadership roles in asset of the MoI, and these forces rely on teams. network management. the Iraqi Command and Control Network The MoD successfully installed three (IC2N). The coalition funded and pro- major network nodes and has plans to in- In the past year, focus for J6 centered on cured the necessary hardware for IC2N in stall at least five more by December 2008. ensuring the communications infrastruc- 2004. The Ministry of the Interior remains The MoD is also training its staff to man- ture was ready to sustain the networks. committed to IC2N and has established age the network operations center. Initially, MNSTC-I funded these net- its own contracts with an industry net- Eight MoD students recently graduated works and managed them, but the CIOs work provider. from a rigorous four-month systems en- of the Interior and Defense ministries, Iraqi networks are growing rapidly and gineering course. The students are com- working with the MNSTC-I J6, are now expanding to many sites on Iraq's bor- pleting on-the-job training to assume providing management and the funds ders. At the same time, upgrades such complete control of IDN which will elimi- necessary to keep the networks opera- as video teleconferencing capability are nate the need for foreign contractors. tional, and growing and positioned for being added. the future. "These results show great promise, MNSTC-I uses a five-phased approach A great example of this shift is the re- clearly showing the GoI's (government of to transition current capabilities to the cent successful assessment of MoI's enter- Iraq) high level of commitment. Initially, Iraqi government. In phases one and two, prise architecture. The MoI architecture the coalition did most of the manage- coalition forces manage the networks assessment is a joint venture between the ments tasks, but the Iraqis are rapidly as- while the Iraqis observe and learn. In the Iraqi Command and C2 network utilized by the Iraqi police force for command and control. It includes VoIP phones and desktop comput- MoI Control Network (ICN2) ers with e-mail and Internet access Advanced First Responder Network (AFRN) Iraq's 911 network that facilitates Iraqi police and security forces responding to emergencies. AFRN includes hand- MoI held radios and centralized dispatch centers Iraqi Defense Network (IDN) IC2 network utilized by the Iraqi army, navy and air force for command and control. It includes VoIP phones and MoD desktop computers with e-mail and Internet access Figure 1. Networks of the ministries of the Interior and Defense. 40 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience third phase, coalition forces and the Iraqi The Multi-National Security Transition Command-Iraq was established June 28, 2004, building on pre- government will work together to build vious efforts under the Coalition Provisional Authority. The command helps Iraq organize, train and equip and manage the networks. its military and police forces. In the fourth and vital transition phase, the Iraqi government takes over manage- In the past 15 months, working closely with the Iraqi ministries of Defense and Interior, the command ment of its networks while coalition forc- assisted in forming more than 115 army and police combat battalions. There are now more than 600,000 es observe and mentor. trained and equipped members of the security forces, with more to come. These troops are in the field Finally, in the fifth phase, the govern- today, defending the Iraqi people. In the months ahead, the command will continue to assist in strengthen- ment of Iraq manages its networks inde- ing the Iraqi security forces as they take the fight to the enemy. pendently. Each phase includes measure- ments to quantitatively and qualitatively MNSTC-I's mission is to assist the Iraqi government in the development, organization, training, equip- measure the progress of the transition. ping and sustainment of Iraqi security forces and ministries so they can defeat terrorism and provide a "The J6's goal is for all of the Iraqi secu- stable environment in which representative government, individual freedom, the rule of law, and the free rity forces and their networks to reach the market economy can evolve and which, in time, will contribute to Iraq's external security and the security fifth phase," Henderson said. of the Gulf Region. Building Confidence For more information about Multi-National Security Transition Command-Iraq, contact the public affairs The Advanced First Responder Network officer at email@example.com or go to the MNSTC-I Web site at www.mnstci.iraq.centcom.mil. (AFRN) is Iraq's equivalent to the Ameri- can 911 system. The Interior Ministry has managed and funded AFRN since 2006. "AFRN is close to phase five. [The] MoI has committed to maintaining this AFRN, and they are looking for ways to expand it effectively and efficiently," said Air Force Capt. Antonio McNutt, AFRN program manager for the coalition forces. The Iraqi government is eager to be self-sufficient and pleased about its abili- ty to provide public services to its citizens, according to Iraqi government officials. "We take pride in ownership and ac- complishing our missions on our own. We have an Iraqi-operated AFRN network operations center where we are able to respond to trouble tickets and monitor the network remotely. Iraqi students and instructors discuss the capabilities of the Iraqi Defense Network (IDN) to convey the "We were unable to accomplish this need for continued program support during a visit by senior military leadership Sept. 22, 2008. two years ago, but with the help of the coalition, we are now providing an in- valuable service to our citizens," said Iraqi "This mission is more complex than simply building networks for sending and receiving Brig. Gen. Ahmed, MoI AFRN program manager. data. It involves rebuilding a nation's confidence in their government, military and police …" An effective communications capabili- Air Force Maj. Daniel Steele ty is essential to Iraqi's defense forces and MNSTC-I J6 chief of strategic operations national self-sufficiency. The MNSTC-I J6 has an enormous responsibility to ensure Air Force Maj. Daniel Steele, MNSTC-I J6 "It involves creating an atmosphere the Iraqi government has an unassailable chief of strategic operations, agreed with where the Iraqi people have the self-con- and battle-tested communication infra- McNutt, but said that the program built fidence to actively guide the evolution of structure that the Iraqis can manage and more than networks for the Iraqis. their nation's future." operate long after coalition forces depart "This mission is more complex than from Iraq. simply building networks for sending and "We are not at the finish line yet, but receiving data. It involves rebuilding a we've made significant headway in get- nation's confidence in their government, ting the Iraqis to operate independently military and police. It involves developing Lt. Damian R. Taylor is the C4 Capabilities Branch and professionalize their security forces," long-term productive relationships inside Chief/IC2N program manager MNSTC-I J6 for U.S. McNutt said. and outside Iraq. Central Command at Camp Phoenix. CHIPS January – March 2009 41 bought for his wife for their wedding anniversary and offering a $200 reward for its return. After hearing a description of the ring, the bartender tells him that a customer found it. The guy says, "Great, I'll be there in half an hour!" and hangs up. Now the fun begins. When the bartender tells the "customer" about the reward, the guy holding the ring says he can't wait because he is in a hurry. He then offers to split the reward: If the bartender will give him $100, he will leave the ring with the bar- tender. At this point, if the bartender has been taken in by the scam, he hands over $100 and waits for the guy with the reward. Unfortunately, 99 times out of 100, the ring, or cell phone, or purse, or necklace, is a fake. The only people splitting any money are the two guys with the bartender's $100. There has been a lot of emphasis lately on computer security and the menace of cyber warfare. However, having surveyed the Now, if we have the most advanced thinking devices on the field and sifted through all the things that can go awry from an planet, why does a con like this work? There are two factors at information security standpoint, I have come to the following work here. The first, and most obvious, is simple greed. Free conclusion: We are the weakest link. money? Great! Count me in! And by "we" I mean, of course, all of us who form the sentient The second factor, though, requires some understanding of carbon-based portion of our IT systems. Yes, worms, viruses, bot- neuroscience, specifically, a phenomenon called The Human nets and other means of attack are legitimate threats. However, Oxytocin Mediated Attachment System. THOMAS is, according even these technology-based bad actors generally take advan- to Dr. Paul Zak, author of The Moral Molecule blog, "a powerful tage of human nature to inflict the most harm to our systems. brain circuit that releases the neurochemical oxytocin when we are trusted and induces a desire to reciprocate the trust we have Information technology and business journals abound with been shown — even to strangers." stories of security breaches caused by careless, ignorant or op- This reaction helps form the basis for a successful con. By ap- timistic users fooled by clever hackers. Reports on hardware pearing vulnerable, and even respectable, a con can trigger a re- compromises frequently mention that hackers used social engi- sponse in us to be helpful. It is not that we trust the con, but that neering to extract key information from employees that helped we think he trusts us. Con artists take advantage of the same bio- them crack systems. chemical reaction that is the basis of our attachments to friends The "script kiddies" who download automated tools and use and family and a reward for cooperative actions of all kinds. them to crack systems through purely technical means are at So, aside from the desire for the reward money, THOMAS re- the low end of the hacker scale. As Bruce Schneier, my favorite wards us with a feel-good shot of oxytocin for wanting to help security guru, observed, "Amateurs hack systems, professionals the poor guy who lost his wife's anniversary present. THOMAS is hack people." apparently very easy to stimulate in most people. For an example of a real pro, I offer Kevin Mitnick, arguably Our defense against this effect is our prefrontal cortex, the the most notorious hacker of modern times, who relied heavily deliberative, decision-making region of our brain. Here is where on human vulnerabilities to get into the computer and phone we need to listen to that little voice of reason that says: This is too systems of American government agencies, telecommunica- good to be true. tions carriers and technology companies. While he also used at- So how do we stimulate the prefrontal cortex? Any activity tacks like IP spoofing, he gained most of his illicit access simply that engages logic or memory appears to help, like memorizing by conning people. We will discuss why cons are successful later. phone numbers or mentally calculating the tip on a restaurant Therefore, we will look inside the human mind for therein may bill. Perhaps we are, as a species, becoming more susceptible to reside the answer to the eternal question: "Is this computer, net- being fooled because we do less of this type of thinking and off- work, e-mail — and the list goes on — safe?" load these tasks to our personal digital assistants or calculators. Playing the Confidence Game Do A Good Deed Daily Running a con, or confidence game, is fairly straightforward: Taking advantage of THOMAS is not the only way to work a gain the trust of your targets and persuade them to want to give con. Let's look at a few examples of social engineering offered you something you want, like money or information. There are by uber-hacker Kevin Mitnick, in his book, The Art of Deception. two basic ways con artists put people in a giving mood: self- interest and reciprocity. ✓ To gain access to a computer system protected by a daily Self-interest can be illustrated by a classic con known as the password change, wait for a snowstorm and call the network Pigeon Drop. Here is an example of how it works. Our "pigeon" center posing as a snowed-in employee who wants to work from is a bartender. On a slow night a guy comes out of the men's home and convince the operator to reveal the current password. room with a small black box and tells the bartender that he just This one is less a trust issue than one of empathy or pity. To found it in the men's room. Inside the box is an expensive-look- pull this off, the hacker must know the name of one or more ing ring. Just then the bar's phone rings. On the other end of the employees and be capable of pulling off a convincing imper- line is a distraught gentleman asking if anyone found the ring he sonation of a company employee. Those of us who live near the 42 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience Canadian border do tend to be pretty sympathet- ✓ A hacker calls unsuspecting targets and ic to our friends and neighbors during blizzards. claims that he is from their telecommunications ✓ Gain proprietary information about a start- company's security division. He asks if a two- up company, then wait until the chief executive hour phone call has just been made to Israel. officer is out of town and show up at the company When the target vehemently denies this, the pretending to be a close friend of the CEO. Again, hacker says that he can remove the charges, but not a ploy that really takes advantage of the needs the target's calling card and PIN number. THOMAS phenomenon, but a common con all the The target gratefully provides the information. same, particularly in any organization with a lot of ✓ A hacker calls the help desk and asks to new employees who do not know each other or be passed on to a supervisor. Once connected, their new boss well. the hacker expresses sympathy for the supervi- Here, the con man wants to give the impression sor, who asks why. The hacker says that he is a that he will put in a good word for the helpful em- system administrator and that from his console ployee (who has actually helped him infiltrate the he can tell that systems are down. When the su- company) with the new boss. pervisor expresses surprise, he tells her to log in ✓ To gain access to a restricted area, approach and out several times, each time claiming that he the door carrying a large heavy-looking box and rely on a Good cannot see any activity at his end. Eventually, he tells her that the Samaritan to hold the door open for you. This one probably only way he will be able to isolate the problem is if she gives him stimulates the THOMAS phenomenon because the target is her account login information. Since she believes, at least at this helping a poor unfortunate staggering under the weight of a point, that he is legitimate, she does. mighty load. Try this during a blizzard or other nasty weather to Here is a more complex exploit that has apparently been rep- increase your chances for entry. licated more than once by security testers. ✓ The hacker starts by sending an e-mail to a target organiza- Let's face it, we are social creatures wired to help each other. tion, that we will refer to here as "Acme Widgets," asking about Cooperative effort is how humans rose to the top of the food upcoming jobs. With any luck the reply will contain Acme's e- chain. Except for a very small percentage of the population who mail signature, its title and address formats, and whatever e-mail apparently lack THOMAS, which Dr. Zak estimates to be 2 per- confidentiality statement is included in its official message. cent, humans thrive on helping each other. The problem is that Then the hacker registers a domain similar to the company's the other 2 percent are more than happy to take advantage of domain name. If the actual domain is "acmewidgets.com," the our helpful nature. hacker might try "acmewjdgets.com." The hacker then creates a mail server with the fake domain and sends an e-mail to Acme Chain Reactions employees from an account named "Help Desk" with a com- Isolated, single examples of social engineering may seem of pressed file attachment that contains a keyboard logger. If this limited harm. But good social hackers do not go for a big score spyware is unique, it will not likely be included in standard an- all at once. They use a series of small exploits to score a big win. tivirus profiles and may not be discovered by most antivirus or Hackers approach social engineering through a psychological anti-spyware software. method. They attempt to create a perfect attack environment The bogus e-mail instructs employees to run the attached through impersonation, intimidation, ingratiation, conformity, file as part of an antivirus upgrade. Since the message may look diffusion of responsibility and friendliness. Their objective is to legitimate to some of the targeted employees, they will follow convince the person disclosing the information that they can the instructions and install the hacker's spyware, which subse- be trusted with sensitive information. quently sends an e-mail, with possibly sensitive data, at the end The other important ingredient to their success is not to ask of each day back to the hacker. for too much information at one time so people do not become suspicious and are thus duped into providing valuable informa- Who Are They? tion bit by bit. By chaining related cons together, hackers can Another common social engineering attack method is to ob- link these seemingly inconsequential pieces of information to tain a complete list of an organization's IT personnel and their gain access to an organization's systems — without launching contact information. The goal is to determine the usernames of a single piece of attack software. the people likely to have the greatest access to an organization's networks. Who Am I? This hack takes the form of a phone call to the fictional Acme Social hackers often solicit information through imper- Widget's human resources department. The hacker says that he sonation. Impersonations generally fall into two categories: was there earlier in the week for a job interview and wants to send someone with a support job allegedly trying to provide help thank you notes to the people who interviewed him, for example, or someone with or close to authority. Common roles include: the chief information officer, IT director and two network admin- repairmen, IT techs, managers, trusted third parties (e.g., an istrators. However, curse his bad memory, he cannot-remember executive assistant to a VIP), or fellow employees. The simple their names and has lost or misplaced their business cards. version of this attack is to call people pretending to be an em- In telling the HR person how embarrassed he is about this, he ployee and see what they will tell you. Here are some examples attempts to trigger THOMAS and get names and as much other that have allegedly worked. information as he can — whatever he can con out of the sympa- CHIPS January – March 2009 43 thetic person on the other end of the phone. If this attempt is about people and places at a base and gathered enough infor- successful, the hacker can now move on to trying to collect other mation to waylay a courier and steal the classified documents information. He will probe various offices to find out how willing he was carrying. people are to share information. The next couple of questions could look something like this … If we are serious about defending ourselves against social en- gineering attacks, we need to educate users. In particular, we I have a meeting tomorrow with your IT engineering manager, need to impress on personnel that they are the gatekeepers for Chad Thomas. Where is he located, please? organizational information and help them spot and report po- tential scams. I am out of my office at the moment. What is Our gatekeepers are secretaries, administra- our help desk number, please? tive employees, human resources employees, help desk technicians and other people in our If he's been successful in all the previous organizations who answer the phones or re- intelligence gathering methods, our hacker spond to inquiries from the public. now has enough information to try a more Do we want them to be friendly and helpful? elaborate impersonation, particularly if he Of course, we do. But because they may be less has established a relationship with some sophisticated about security threats, they are employees during earlier calls … the favorite targets of thieves and hackers. We must teach employees how to identify Hi! My name is Ron. I'm a co-op, and I work the information they should protect and how with Chad Thomas and Pete Harmon in the to protect it. We must also teach employees network engineering office on the third floor how to recognize social engineering. in our Taft Corners office in Williston. They told me to give you a call because we are The Computer Security Institute provides tips making some changes to the network, and I to users that should trigger alarm when you are need to get some information from you. asked to provide information to unknown per- sons or from unsolicited e-mails. If the caller or e-mailer … At this point, the hacker can try to solicit more detailed infor- ✓ Refuses to provide contact information mation by "helping" employees report the IP address of their ✓ Exhibits undue haste for a response computer, or even tricking IT personnel into sending a complete ✓ Name-drops VIPs within the organization organizational list of employees and account names. ✓ Attempts to intimidate or ingratiate All these social hacks, by themselves, may seem relatively ✓ Makes mistakes such as misspellings or misnomers harmless or even improbable. However, security personnel will ✓ Asks odd questions or requests information that is for official use only tell you that not only can they work, they have worked, and are alert your security staff at once! likely occurring somewhere as you read this. As a result, hackers get lists of employees, administrator user The United States Computer Emergency Readiness Team, at IDs, data from keyboard loggers, useful jargon and other unique www.us-cert.gov, offers training and guidance in spotting social data that they can use to pass themselves off as authentic em- engineering tactics and other computer security information. ployees. Once hackers establish a certain level of credibility, they We should establish and publicize procedures for reporting go after the real prizes: passwords, root level access to systems, social engineering incidents to educate employees so they can and financial or operational data. avoid becoming targets too. I also suggest that some discussion of THOMAS should be part of every security training program. User, Know Thyself Maybe if people know how pleasure-inducing oxytocin rewards Virtually every organization, public or private, in the United them for being helpful, they will be less likely to fall victim to States requires annual computer security training for employ- hacker schemes. ees. But much of the focus is on preventing potential threats to Spies, con men and salesmen have been taking advantage of the computer and on the network — turn off macros, do not this mechanism for years, but it was only about four years ago download strange files and lock down system configurations — that Zak demonstrated that this phenomenon exists and how it all good advice. can be manipulated to scam innocent victims. Finally, we must But our overall approach should be education in all security recognize our social vulnerabilities and work to improve our disciplines — physical, operational, informational and techno- behaviors, take time to think and use common sense. Don't let logical, and should include a strong coordinated approach to yourself or your network become a victim. recognizing and responding to social hacking as a universal threat not limited to one area of security. Until next time, Happy (Safe) Networking! Educating people to defend themselves against social engi- neering is not a new concept. I remember watching a film in Air Long is a retired Air Force communications officer who has written regularly for Force Basic Training in 1981 warning about these types of tactics CHIPS since 1993. He holds a master of science degree in information resources in the context of the Cold War. management from the Air Force Institute of Technology. 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(N00104-04-A-ZF16); (856) 988-4505 oracle.shtml Deloitte Consulting LLP (N00104-04-A-ZF17); (571) 480-7272 IBM Corp. (N00104-04-A-ZF18); (703) 424-7581 Sybase (DEAL-S) Sybase Products - Offers a full suite of software solutions designed to assist Ordering Expires: 03 May 09 customers in achieving Information Liquidity. These solutions are focused on data Web Link: http://www.it-umbrella.navy.mil/contract/enterprise/erp_services/ management and integration; application integration; Anywhere integration; and erp-esi.shtml vertical process integration, development and management. Specific products include but are not limited to: Sybase's Enterprise Application Server; Mobile and Embedded databases; m-Business Studio; HIPAA (Health Insurance Portability and Database Management Tools Accountability Act) and Patriot Act Compliance; PowerBuilder; and a wide range of Microsoft Products application adaptors. In addition, a Golden Disk for the Adaptive Server Enterprise (ASE) product is part of the agreement. The Enterprise portion of the BPA offers NT Microsoft Database Products - See information under Office Systems on servers, NT seats, Unix servers, Unix seats, Linux servers and Linux seats. Software page 50. purchased under this BPA has a perpetual software license. The BPA also has excep- tional pricing for other Sybase options. The savings to the government is 64 percent Oracle (DEAL-O) off GSA prices. Oracle Products - Provides Oracle database and application software licenses, Contractor: Sybase, Inc. (DAAB15-99-A-1003); (800) 879-2273; (301) 896-1661 support, training and consulting services. The Navy Enterprise License Agreement Ordering Expires: 30 Sep 09 is for database licenses for Navy customers. Contact the Navy project manager. Authorized Users: Authorized users include personnel and employees of the Contractors: DoD, Reserve components (Guard and Reserve), U.S. Coast Guard when mobilized Oracle Corp. (W91QUZ-07-A-0001); (703) 364-3351 with, or attached to the DoD and nonappropriated funds instrumentalities. Also in- DLT Solutions (W91QUZ-06-A-0002); (703) 708-9107 cluded are Intelligence Communities, including all DoD Intel Information Systems (DoDIIS) member organizations and employees. Contractors of the DoD may use this immixTechnology, Inc. (W91QUZ-08-A-0001); Small Business; (703) 752-0632 agreement to license software for performance of work on DoD projects. Mythics, Inc. (W91QUZ-06-A-0003); (757) 284-6570 Web Link: https://ascp.monmouth.army.mil/scp/contracts/compactview.jsp TKC Integration Services, LLC (W91QUZ-09-A-0001); (571) 323-5584 Ordering Expires: Oracle: 30 Sep 11 DLT: 1 Apr 13 immixTechnology: 26 Aug 11 Mythics: 18 Dec 11 TKCIS: 29 Jun 11 Authorized Users: This has been designated as a DoD ESI and GSA SmartBUY contract and is open for ordering by all U.S. federal agencies, DoD components and authorized contractors. Web Link: https://ascp.monmouth.army.mil/scp/contracts/compactview.jsp Special Note to Navy Users: On Oct. 1, 2004, and May 6, 2005, the Navy established the Oracle Database Enterprise License, effective through Sept. 30, 46 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience Enterprise Application Integration NetIQ Sun Software - NEW! NetIQ - Provides Net IQ systems management, security management and Web Sun Products - Provides Sun Java Enterprise System (JES) and Sun StarOf- analytics solutions. Products include: AppManager; AppAnalyzer; Mail Marshal; Web fice. Sun JES products supply integration and service-oriented architecture (SOA) Marshal; Vivinet voice and video products; and Vigilant Security and Management software including: JES Identity Management Suite; JES Communications Suite; products. Discounts are 10 to 8 percent off GSA schedule pricing for products and 5 JES Availability Suite; JES Web Infrastructure Suite. Sun StarOffice supplies a full- percent off GSA schedule pricing for maintenance. featured office productivity suite. Contractors: Contractors: NetIQ Corp. (W91QUZ-04-A-0003) Commercial Data Systems, Inc. (N00104-08-A-ZF38); Small Business; Northrop Grumman - authorized reseller (619) 569-9373 Federal Technology Solutions, Inc. - authorized reseller Dynamic Systems, Inc. (N00104-08-A-ZF40); Small Business; (801) 444-0008 Ordering Expires: 5 May 09 World Wide Technology, Inc. (N00104-08-A-ZF39); Small Business; Web Link: https://ascp.monmouth.army.mil/scp/contracts/compactview.jsp (301) 731-8105 Ordering Expires: 24 Sep 12 Web Link: http://www.it-umbrella.navy.mil/contract/enterprise/ ProSight application_integration/SUN/index.shtml ProSight - Provides software licenses, maintenance, training and installation ser- vices for enterprise portfolio management software. The software product provides the enterprise with a suite of solution specific applications for Capital Planning and Enterprise Architecture Tools Investment Control (CPIC) Budgeting (OMB 300/53); CPIC Process (Select/Control/ Evaluate); IT Governance; FISMA (Federal Information Security Management Act) IBM Software Products and Privacy Compliance; Project Portfolio Management; Application Rationaliza- IBM Software Products - Provides IBM product licenses and maintenance tion; Research and Development (R&D) and Product Development; Asset Manage- with discounts from 1 to 19 percent off GSA pricing. On June 28, 2006, the IBM Ra- ment; Grants Management; Vendor and Service Level Agreement Management; and tional Blanket Purchase Agreement (BPA) with immixTechnology was modified to Regulatory Compliance. ProSight products have been designated as a DoD ESI and include licenses and Passport Advantage maintenance for IBM products, including: GSA SmartBUY. The BPA award has been determined to be the best value to the IBM Rational, IBM Database 2 (DB2), IBM Informix, IBM Trivoli, IBM Websphere and government and; therefore, competition is not required for software purchases. Dis- Lotus software products. count range for software is from 8 to 39 percent off GSA pricing, which is inclusive of Contractor: immixTechnology, Inc. (DABL01-03-A-1006); Small Business; software accumulation discounts. For maintenance, training and installation servic- es, discount range is 3 to 10 percent off GSA pricing. Credit card orders are accepted. (800) 433-5444 Ordering Expires: 26 Mar 09 Contractor: ProSight, Inc. (W91QUZ-05-A-0014); (503) 889-4813 Web Link: https://ascp.monmouth.army.mil/scp/contracts/compactview.jsp Ordering Expires: 19 Sep 11 Web Link: https://ascp.monmouth.army.mil/scp/contracts/compactview.jsp Enterprise Management Quest Products CA Enterprise Management Software Quest Products - Provides Quest software licenses, maintenance, services and training for Active Directory Products, enterprise management, ERP planning sup- (C-EMS2) port and application and database support. Quest software products have been Computer Associates Unicenter Enterprise Management Software - In- designated as a DoD ESI and GSA SmartBUY. Only Active Directory Products have cludes Security Management; Network Management; Event Management; Output been determined to be the best value to the government and; therefore, competi- Management; Storage Management; Performance Management; Problem Manage- tion is not required for Active Directory software purchases. Discount range for soft- ment; Software Delivery; and Asset Management. In addition to these products ware is from 3 to 48 percent off GSA pricing. For maintenance, services and training, there are many optional products, services and training available. discount range is 3 to 8 percent off GSA pricing. Contractor: Computer Associates International, Inc. Contractors: (W91QUZ-04-A-0002); (800) 645-3042 Quest Software, Inc. (W91QUZ-05-A-0023); (301) 820-4800 Ordering Expires: 22 Sep 09 DLT Solutions (W91QUZ-06-A-0004); (703) 709-7172 Web Link: https://ascp.monmouth.army.mil/scp/contracts/compactview.jsp Ordering Expires: Quest: 14 Aug 10 Citrix DLT: 01 Apr 13 Citrix - Provides a full range of Metaframe products including Secure Access Web Links: Manager, Conferencing Manager, Password Manager, Access Suite & XP Presenta- Quest tion Server. Discounts range from 2 to 5 percent off GSA Schedule pricing plus spot https://ascp.monmouth.army.mil/scp/contracts/viewcontract.jsp?cNum= discounts for volume purchases. W91QUZ-05-A-0023 Contractor: Citrix Systems, Inc. (W91QUZ-04-A-0001); (772) 221-8606 DLT https://ascp.monmouth.army.mil/scp/contracts/viewcontract.jsp?cNum= Ordering Expires: 22 May 09 W91QUZ-06-A-0004 Web Link: https://ascp.monmouth.army.mil/scp/contracts/compactview.jsp Microsoft Premier Support Services (MPS-1) Microsoft Premier Support Services - Provides premier support pack- ages to small and large-size organizations. The products include Technical Account Managers, Alliance Support Teams, Reactive Incidents, on-site support, Technet and MSDN subscriptions. Contractor: Microsoft (DAAB15-02-D-1002); (980) 776-8283 Ordering Expires: 31 Jan 09 (Please call for information about follow-on contract.) Web Link: https://ascp.monmouth.army.mil/scp/contracts/compactview.jsp CHIPS January – March 2009 47 Telelogic Products Information Assurance Tools Telelogic Products - Offers development tools and solutions which assist the user in automation in the development life cycle. The major products include Data at Rest Solutions BPAs offered through DOORS, SYNERGY and TAU Generation. Licenses, maintenance, training and services are available. ESI/SmartBUY Contractors: The Office of Management and Budget, Defense Department and General Ser- vices Administration awarded multiple contracts for blanket purchase agreements Bay State Computers, Inc. (N00104-07-A-ZF48); Small Business Disadvan- (BPA) to protect sensitive, unclassified data residing on government laptops, other taged; (301) 352-7878, ext. 116 mobile computing devices and removable storage media devices. Spectrum Systems, Inc. (N00104-07-A-ZF46); Small Business ; These competitively awarded BPAs provide three categories of software and (703) 591-7400 hardware encryption products — full disk encryption (FDE), file encryption (FES) Ordering Expires: and integrated FDE/FES products. All products use cryptographic modules validat- Bay State Computers, Inc.: 4 Aug 10 ed under FIPS 140-2 security requirements and have met stringent technical and Spectrum Systems, Inc.: 31 Jul 10 interoperability requirements. Web Link: http://www.it-umbrella.navy.mil/contract/enterprise/telelogic/ Licenses are transferable within a federal agency and include secondary use telelogic.shtml rights. All awarded BPA prices are as low as or lower than the prices each vendor has available on GSA schedules. The federal government anticipates significant savings through these BPAs. The BPAs were awarded under both the DoD's Enterprise Soft- Enterprise Resource Planning ware Initiative (ESI) and GSA's governmentwide SmartBUY programs, making them available to all U.S. executive agencies, independent establishments, DoD compo- Digital Systems Group nents, NATO, state and local agencies, foreign military sales (FMS) with written au- Digital Systems Group - Provides Integrated Financial Management Infor- thorization, and contractors authorized to order in accordance with the FAR Part 51. mation System (IFMIS) software that was designed specifically as federal financial Service component chief information officers (CIO) are currently developing management system software for government agencies and activities. The BPA also component service-specific enterprise strategies. Accordingly, customers should provides installation, maintenance, training and professional services. check with their CIO for component-specific policies and strategies before procur- Contractor: Digital Systems Group, Inc. (N00104-04-A-ZF19); ing a DAR solution. The Department of the Navy, Army and Air Force will be releasing (215) 443-5178 service-specific DAR guidance for their personnel to follow. Go to the ESI Web site at www.esi.mil for more information. Ordering Expires: 31 Aug 10 Web Link: http://www.it-umbrella.navy.mil/contract/enterprise/erp_software/ As of press time, DoD users are not authorized to purchase DAR software because dsg/dsg.shtml service-specific guidance has not been issued. DON users are not authorized to purchase a DAR solution until the DON CIO has issued an enterprise solution for Oracle purchasing DAR software. Oracle - See information provided under Database Management Tools on page 46. Mobile Armor – MTM Technologies, Inc. (FA8771-07-A-0301) RWD Technologies Safeboot/McAfee – Rocky Mountain Ram (FA8771-07-A-0302) RWD Technologies - Provides a broad range of integrated software products Information Security Corp - Carahsoft Technology Corp. designed to improve the productivity and effectiveness of end users in complex op- (FA8771-07-A-0303) erating environments. RWD's Info Pak products allow you to easily create, distribute Safeboot/McAfee – Spectrum Systems (FA8771-07-A-0304) and maintain professional training documents and online help for any computer SafeNet, Inc. – SafeNet, Inc. (FA8771-07-A-0305) application. RWD Info Pak products include Publisher, Administrator, Simulator and Encryption Solutions, Inc. – Hi Tech Services, Inc. (FA8771-07-A- 0306) OmniHelp. Training and other services are also available. Pointsec/Checkpoint – immix Technologies (FA8771-07-A-0307) Contractor: RWD Technologies (N00104-06-A-ZF37); (609) 937-7628 SPYRUS, Inc. – Autonomic Resources, LLC (FA8771-07-A-0308) Ordering Expires: Effective for term of the GSA FSS Schedule Credant Technologies – GTSI Corp. – (FA8771-07-A-0309) Web Link: http://www.it-umbrella.navy.mil/contract/enterprise/erp_software/ rwd/rwd.shtml WinMagic, Inc. – Govbuys, Inc. (FA8771-07-A-0310) CREDANT Technologies – Intelligent Decisions (FA8771-07-A-0311) SAP- NEW Contractors! GuardianEdge Technologies – Merlin International (FA8771-07-A-0312) SAP Products - Provides software licenses, software maintenance support, in- Ordering Expires: 14 Jun 12 (If extended by option exercise.) formation technology professional services and software training services. Web Link: http://www.esi.mil Contractors: SAP Public Services, Inc. (N00104-08-A-ZF41); Large Business; (202) 312-3515 McAfee Advantaged Solutions, Inc. (N00104-08-A-ZF42); Small Business; McAfee - Provides software and services in the following areas: Anti-Virus; E-Busi- (202) 204-3083 ness Server; ePolicy Orchestrator; GroupShield Services; IntruShield; Secure Messag- Carasoft Technology Corporation (N00104-08-A-ZF43); Small Business; ing Gateway and Web Gateway. (703) 871-8583 Contractor: En Pointe (GS-35F-0372N) Oakland Consulting Group (N00104-08-A-ZF44); Small Business; Ordering Expires: 12 Dec 09 (301) 577-4111 Web Link: http://www.esi.mil Ordering Expires: 14 Sep 13 Antivirus Web Links: Antivirus software available at no cost; download in- Web Link: http://www.it-umbrella.navy.mil/contract/enterprise/erp_software/ cludes McAfee, Symantec and Trend Micro Products. These products can be down- sap_products/sap_hdr.shtml loaded by linking to either of the following Web sites: NIPRNET site: https://www.jtfgno.mil/antivirus/av_info.htm SIPRNET site: http://www.cert.smil.mil/antivirus/av_info.htm 48 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience Securify Web Links: Softchoice Securify - Provides policy-driven appliances for network security that are designed http://www.it-umbrella.navy.mil/contract/enterprise/iGrafx/softchoice/index.shtml to validate and enforce intended use of networks and applications; protects against Softmart all risks and saves costs on network and security operations. Securify integrates appli- http://www.it-umbrella.navy.mil/contract/enterprise/iGrafx/softmart/index.shtml cation layer seven traffic analysis with signatures and vulnerability scanning in order Software House International to discover network behavior. It provides highly accurate, real-time threat mitigation http://www.it-umbrella.navy.mil/contract/enterprise/iGrafx/shi/index.shtml for both known and unknown threats and offers true compliance tracking. Contractor: Patriot Technologies, Inc. (FA8771-06-A-0303) Minitab Ordering Expires: 04 Jan 11 (if extended by option exercise) Minitab - Provides software licenses, media, training, technical services and main- Web Link: http://www.esi.mil tenance for products including Minitab Statistical Software, Quality Companion, and Quality Trainer. It is the responsibility of the ordering officer to ensure compliance with all fiscal laws prior to issuing an order under a BPA, and to ensure that the ven- Symantec dor selected represents the best value for the requirement being ordered (see FAR Symantec - Symantec products can be divided into 10 main categories that fall 8.404). under the broad definition of Information Assurance. These categories are: virus Contractor: Minitab, Inc. (N00104-08-A-ZF30); (800) 448-3555 ext. 311 protection; anti-spam; content filtering; anti-spyware solutions; intrusion protection; Authorized Users: This BPA is open for ordering by all Department of Defense firewalls/VPN; integrated security; security management; vulnerability manage- (DoD) components, U.S. Coast Guard, NATO, Intelligence Community and authorized ment; and policy compliance. This BPA provides the full line of Symantec Corp. prod- DoD contractors. ucts and services consisting of over 6,000 line items including Ghost and Brightmail. It also includes Symantec Antivirus products such as Symantec Client Security; Nor- Ordering Expires: 07 May 13 ton Antivirus for Macintosh; Symantec System Center; Symantec AntiVirus/Filtering Web Link: http://www.it-umbrella.navy.mil/contract/minitab/minitab.shtml for Domino; Symantec AntiVirus/Filtering for MS Exchange; Symantec AntiVirus Scan Engine; Symantec AntiVirus Command Line Scanner; Symantec for Personal Elec- tronic Devices; Symantec AntiVirus for SMTP Gateway; Symantec Web Security; and PowerSteering - NEW! support. PowerSteering - Provides software licenses (subscription and perpetual), me- Contractor: immixGroup (FA8771-05-0301) dia, training, technical services, maintenance, hosting and support for PowerSteer- ing products: Software-as-a-Service solutions to apply the proven discipline of proj- Ordering Expires: 12 Sep 10 ect and portfolio management in IT, Lean Six Sigma, Project Management Office or Web Link: http://var.immixgroup.com/contracts/overview.cfm or www.esi.mil any other project-intensive area and to improve strategy alignment, resource man- Notice to DoD customers regarding Symantec Antivirus Products: agement, executive visibility and team productivity. It is the responsibility of the A fully funded and centrally purchased DoD enterprise-wide antivirus and spyware ordering officer to ensure compliance with all fiscal laws prior to issuing an order software license is available for download to all Department of Defense (DoD) users under a BPA, and to ensure that the vendor selected represents the best value for who have a .mil Internet Protocol (IP) address. the requirement being ordered (see FAR 8.404). Contractor: TVAR Solutions, Inc. Contractor: immixTechnology, Inc. (N00104-08-A-ZF31); Small Business; Antivirus Web Links: Antivirus software can be downloaded at no cost by (703) 752-0661 linking to either of the following Web sites: Authorized Users: All DoD components, U.S. Coast Guard, NATO, Intelligence NIPRNET site: https://www.jtfgno.mil/antivirus/av_info.htm Community, and authorized DoD contractors. SIPRNET site: http://www.cert.smil.mil/antivirus/av_info.htm Ordering Expires: 14 Aug 13 Web Link: http://www.it-umbrella.navy.mil/contract/PowerSteering/ Xacta PowerSteering.shtml Xacta - Provides Web Certification and Accreditation (C&A) software products, consulting support and enterprise messaging management solutions through its Automated Message Handling System (AMHS) product. The software simplifies C&A and reduces its costs by guiding users through a step-by-step process to determine risk posture and assess system and network configuration compliance with appli- cable regulations, standards and industry best practices, in accordance with the DITSCAP, NIACAP, NIST or DCID processes. Xacta's AMHS provides automated, Web- based distribution and management of messaging across your enterprise. Contractor: Telos Corp. (F01620-03-A-8003); (703) 724-4555 Ordering Expires: 30 Mar 09 Web Link: http://esi.telos.com/contract/overview/ Lean Six Sigma Tools iGrafx Business Process Analysis Tools iGrafx - Provides software licenses, maintenance and media for iGrafx Process 2005 and 2006; Six Sigma and iGrafx Flowcharter 2005 and 2006; iGrafx Process for Six Sigma 2007; iGrafx Flowcharter 2007; Enterprise Central; and Enterprise Modeler. Contractors: Softchoice (N00104-06-A-ZF40); (416) 588-9002 ext. 2072 Softmart (N00104-06-A-ZF39); (610) 518-4292 Software House International (N00104-06-A-ZF38); (732) 564-8333 Authorized Users: Open for ordering by all Department of Defense (DoD) components, U. S. Coast Guard, NATO, Intelligence Community and authorized DoD contractors. Ordering Expires: 30 Jan 09 (Please call project manager for extension information.) CHIPS January – March 2009 49 Office Systems If your intent is to use a Red Hat product to support development or operation of an application associated with the GIG, GCCS or GCSS, you must contact one of Adobe Desktop Software the Web sites listed below to obtain the GIG segmented version of the software. Adobe Desktop Products - Provides software licenses (new and upgrade) You may not use the commercial version available from the August Schell Red Hat and maintenance for numerous Adobe desktop products, including Acrobat (Stan- download site. dard and Professional); Photoshop; InDesign; After Effects; Frame; Creative Suites; Il- If you are not sure which version (commercial or segmented) to use, we strongly lustrator; Flash Professional; Dreamweaver; Cold Fusion and other Adobe desktop encourage you to refer to the Web sites listed below for additional information to products. help you to make this determination before you obtain the software from the Au- gust Schell Red Hat download site. Contractors: GIG or GCCS users: Common Operating Environment Home Page ASAP (N00104-08-A-ZF33); Small Business; (800) 248-2727, ext. 5303 http://www.disa.mil/gccs-j/index.html CDW-G (N00104-08-A-ZF34); (703) 621-8211 GCSS users: Global Combat Support System GovConnection, Inc. (N00104-08-A-ZF35); (301) 340-3861 http://www.disa.mil/main/prodsol/gcss.html Insight Public Sector, Inc. (N00104-08-A-ZF36); (301) 261-6970 Contractor: August Schell Enterprises (www.augustschell.com) Ordering Expires: 30 Jun 13 Download Site: http://redhat.augustschell.com Web Link: http://www.it-umbrella.navy.mil/contract/enterprise/adobe-esa/ Ordering Expires: 14 Mar 09 (Contract options expire 15 Mar 11) index.shtml All downloads provided at no cost. Four Blanket Purchase Agreements (BPAs) provide both new and upgrade software licenses for Adobe desktop products. These BPAs also provide Adobe software Web Link: http://iase.disa.mil/netlic.html maintenance agreements. The BPAs also include software licenses formerly known under the Macromedia product brand. Red Hat Linux Red Hat Linux - Provides operating system software license subscriptions and services to include installation and consulting support, client-directed engineering Microsoft Products and software customization. Red Hat Enterprise Linux is the premier operating sys- Microsoft Products - Provides licenses and software assurance for desktop tem for open source computing. It is sold by annual subscription, runs on seven sys- configurations, servers and other products. In addition, any Microsoft product tem architectures and is certified by top enterprise software and hardware vendors. available on the GSA schedule can be added to the BPA. Contractor: DLT Solutions, Inc. (HC1013-04-A-5000) Contractors: Ordering Expires: 30 Apr 09 ASAP (N00104-02-A-ZE78); Small Business; (800) 248-2727, ext. 5303 Web Link: http://www.dlt.com/ CDW-G (N00104-02-A-ZE85); (877) 890-1330 Dell (N00104-02-A-ZE83); (800) 727-1100 ext. 37010 or (512) 723-7010 GTSI (N00104-02-A-ZE79); Small Business; (800) 999-GTSI or (703) 502-2959 WinZip WinZip - This is an IDIQ contract with Eyak Technology, LLC, an "8(a)" Small Disad- Hewlett-Packard (N00104-02-A-ZE80); (800) 535-2563 pin 6246 vantaged Business (SDB)/Alaska Native Corp. for the purchase of WinZip Standard, a Softchoice (N00104-02-A-ZE81); Small Business; (877) 333-7638 compression utility for Windows. Minimum quantity order via delivery order and via Softmart (N00104-02-A-ZE84); (800) 628-9091 ext. 6928 Government Purchase Card to Eyak Technology, LLC is 1,250 WinZip licenses. Software House International (N00104-02-A-ZE86); (732) 868-5926 Contractor: Eyak Technology, LLC (W91QUZ-04-D-0010) Insight Public Sector, Inc. (N00104-02-A-ZE82); (800) 862-8758 Authorized Users: This has been designated as a DoD ESI and GSA SmartBUY contract and is open for ordering by all U.S. federal agencies, DoD components and Ordering Expires: 31 Mar 10 authorized contractors. Web Link: http://www.it-umbrella.navy.mil/contract/enterprise/microsoft/ ms-ela.shtml Ordering Expires: 27 Sep 09 Web Link: https://ascp.monmouth.army.mil/scp/contracts/compactview.jsp Red Hat/Netscape/Firefox Through negotiations with August Schell Enterprises, DISA has established a DoD- wide enterprise site license whereby DISA can provide ongoing support and main- Operating Systems tenance for the Red Hat Security Solution server products that are at the core of the Apple - NEW! Department of Defense's Public Key Infrastructure (PKI). Apple - Provides Apple Desktop and Server Software, maintenance, related The Red Hat Security Solution includes the following products: Red Hat Certificate services and support as well as Apple Perpetual Software licenses. These licenses System and dependencies; Red Hat Directory Server; Enterprise Web Server (previ- include Apple OS X Server v10.5; Xsan 2; Apple Remote Desktop 3.2; Aperture 2; ously Netscape Enterprise Server); and Red Hat Fortitude Server (replacing Enterprise Final Cut Express 4; Final Cut Studio 2; iLife '08; iWork '08; Logic Express 8; Logic Pro Server). 7; Mac OS X v10.5 Leopard; QuickTime 7 Pro Mac; and Shake 4.1 Mac OS X. Software August Schell also provides a download site that, in addition to the Red Hat prod- Maintenance, OS X Server Support, AppleCare Support and Technical Service are ucts, also allows for downloading DISA approved versions of the following browser also available. products: Firefox Browser; Netscape Browser; Netscape Communicator; and Personal Security Manager. Contractor: Apple, Inc. (HC1047-08-A-1011) The Red Hat products and services provided through the download site are for Ordering Expires: 10 Sep 11 exclusive use in the following licensed community: (1) All components of the U.S. Web Link: http://www.esi.mil Department of Defense and supported organizations that utilize the Joint World- wide Intelligence Communications System, and (2) All non-DOD employees (e.g., contractors, volunteers, allies) on-site at the U.S. Department of Defense and those not on-site but using equipment furnished by the U.S. Department of Defense (GFE) in support of initiatives which are funded by the U.S. Department of Defense. Licensed software products available through the August Schell contract are for the commercial versions of the Red Hat software, not the segmented versions of the previous Netscape products that are compliant with Global Information Grid (GIG) standards. The segmented versions of the software are required for development and operation of applications associated with the GIG, the Global Command and Control System (GCCS) or the Global Combat Support System (GCSS). 50 CHIPS www.chips.navy.mil Dedicated to Sharing Information - Technology - Experience Sun (SSTEW) SUN Support - Sun Support Total Enterprise Warranty (SSTEW) offers extended warranty, maintenance, education and professional services for all Sun Microsystems products. The maintenance covered in this contract includes flexible and compre- hensive hardware and software support ranging from basic to mission critical ser- vices. Maintenance covered includes Sun Spectrum Platinum, Gold, Silver, Bronze, hardware only and software only support programs. The DON IT Umbrella Program offers great Contractor: Dynamic Systems (DCA200-02-A-5011) Ordering Expires: Dependent on GSA Schedule until 2011 customer service Web Link: http://www.ditco.disa.mil/hq/contracts/sstewchar.asp Research and Advisory BPA Go to the WEB sites listed below to learn more: Research and Advisory Services BPAs provide unlimited access to telephone inquiry support, access to research via Web sites and analyst support for the number of us- ers registered. In addition, the services provide independent advice on tactical and strategic IT decisions. Advisory services provide expert advice on a broad range of technical topics and specifically focus on industry and market trends. BPA listed below. Gartner Group (N00104-07-A-ZF30); (703) 378-5697; Awarded 01 Dec 2006 Ordering Expires: Effective for term of GSA contract Authorized Users: All DoD components. For the purpose of this agreement, DoD components include: the Office of the Secretary of Defense; U.S. Military De- www.it-umbrella.navy.mil partments; the Chairman of the Joint Chiefs of Staff; Combatant Commands; the Department of Defense Office of Inspector General; Defense Agencies; DoD Field Activities; the U.S. Coast Guard; NATO; the Intelligence Community and Foreign Mili- tary Sales with a letter of authorization. This BPA is also open to DoD contractors authorized in accordance with the FAR Part 51. www.itec-direct.navy.mil Web Link: http://www.it-umbrella.navy.mil/contract/r&a/gartner/gartner.shtml Section 508 Tools www.esi.mil HiSoftware 508 Tools HiSoftware Section 508 Web Developer Correction Tools - Includes AccRepair (StandAlone Edition), AccRepair for Microsoft FrontPage, AccVerify for Mi- crosoft FrontPage and AccVerify Server. Also includes consulting and training sup- port services. Contractor: HiSoftware, DLT Solutions, Inc. (N00104-01-A-Q570); Small Business; (888) 223-7083 or (703) 773-1194 Ordering Expires: 31 Aug 10 Web Link: http://www.it-umbrella.navy.mil/contract/508/dlt/dlt.shtml Warranty: IAW GSA schedule. Additional warranty and maintenance options available. Acquisition, Contracting and Technical fee included in all BLINS. CHIPS January – March 2009 51
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