At the core are communications satellites, next-generation  radios, and an installations-based network with significantly expanded  bandwidth. Acquisitions

DOD has taken a two-pronged approach to build the GIG: (1) invest in a  set of core enterprise programs and initiatives to build a core network and  information capability and (2) bring other existing and planned weapon  systems, command, control, and communications systems, information  technology systems, and logistics, personnel, and other business-related  systems into the GIG network. According to DOD, the key acquisitions underway to build the GIG  network capability include 1) Transformational Satellite (TSAT), a new  constellation of communications satellites to transmit and route larger  volumes of data; 2) Joint Tactical Radio System (JTRS), a new family of  interoperable radio systems; 3) Global Information Grid-Bandwidth  Expansion (GIG-BE), which includes state of the art optical network  technologies and upgraded routers and switches to increase bandwidth for  greater voice, data, and video transmissions as well as improvements in  network services at about 90 DOD installations; 4) Network Centric  Enterprise Services (NCES), a common set of services and applications to  manage the network and help users locate and share information; 5)  Cryptography Transformation Initiative, tools to protect sensitive  information transmitted across the network and protect the network from  attack; and 6) Horizontal Fusion, which is a portfolio of initiatives focused  on developing and demonstrating data applications and tools for  information sharing and netcentric operations. DOD plans to integrate most weapon systems into the GIG. DOD intends to integrate virtually all command, control, and  communications, systems into the GIG. Influencing Acquisition and Budgeting Decisions

DOD officials who developed the GIG concept also expect to influence  decisions by participating in DOD’s key decision-making processes. DOD Challenges in Implementing the GIG

The most critical challenge ahead for DOD is making the GIG a reality. While DOD has taken steps to define its vision and objectives for the GIG  on paper and in policy, it is not fully known how DOD will meet these  objectives, particularly with respect to setting investment priorities,  providing management attention and oversight, transforming operations,  and advancing technologies. At the same time, DOD is beginning to make a  heavy investment in the GIG as well as systems that will be heavily  dependent on the GIG, such as the Army’s Future Combat Systems, and  DOD is asking its components and the military services to accept its vision  and plan toward it. Until DOD implements an investment and oversight strategy  for the GIG as a whole, it is at risk of making investments that do not fit its  vision for the future. According to DOD officials, the enhancements DOD is making to its  planning and budgeting processes are meant to begin addressing these  questions. No one security solution  likely will address GIG requirements. Conclusions

DOD is depending on the GIG to enable a fundamental transformation in  the way military operations are conducted. Moreover,  even though DOD has begun to make heavy investments to implement the  new network and to ask the military services to accept its vision for the  GIG, important questions as to how DOD will make the GIG a reality and  how it will oversee progress as a whole and ensure the GIG is providing an  adequate return on DOD’s investment are only just beginning to be  addressed, leaving DOD at risk of making investments that may not fit in  with its vision for the future.
Why GAO Did This Study

The Department of Defense (DOD) is in the midst of transforming military capabilities. The transformation relies in part on the Global Information Grid (GIG), which is focused on building a new Internet-like network capability that DOD envisions will enable weapons and other systems and people to share information quickly, allowing warfighters to identify threats more effectively and to respond with greater precision and lethality. DOD plans to spend at least $21 billion through 2010 to build a core GIG capability. GAO was asked (1) to describe the GIG, including the concept, key acquisitions, and implementation and (2) to identify significant challenges facing DOD in implementing the GIG.

What GAO Found

The GIG is a huge and complex undertaking that is intended to integrate virtually all of DOD's information systems, services, and applications into one seamless, reliable, and secure network. DOD's overall concept is to enable data access for a variety of systems and users in the network no matter which military service owns a weapon system or where a user might be located around the world. DOD is looking to the GIG to form the basis of a network-centric or "netcentric" way of fighting wars and to create a decisive advantage over adversaries. DOD has taken the following two-pronged approach to building the GIG: (1) invest in key acquisitions to build a core networking capability, including new communication satellites, next-generation interoperable radios, a new ground-based communication network with significantly expanded bandwidth, and services and applications to manage and protect the network and help users locate, post, and share information; and (2) integrate other existing and planned weapon systems, information technology systems, and logistics, personnel, and other business-related systems into the GIG. To integrate other systems, DOD officials who created the concept for the GIG have developed an initial blueprint or architecture for the GIG and policies to formalize the GIG, and they are attempting to influence key acquisition and budgeting decisions to align investments and systems with the GIG. The most critical challenge ahead for DOD is making the GIG a reality. While DOD has taken steps to define its vision and objectives for the GIG on paper and in policy and is beginning to make a heavy investment in the GIG as well as systems that will be heavily dependent on the GIG, it is not fully known how DOD will meet these objectives. For example, it is not known which investments should take priority over others and how these decisions will be enforced. Moreover, it is not known how DOD will assess the overall progress of the GIG and determine whether the network as a whole is providing a worthwhile return on investment, particularly in terms of enhancing and even transforming military operations. According to DOD officials, the enhancements DOD is making to its planning and budgeting processes are meant to begin addressing these questions. Until DOD implements an investment and oversight strategy for the GIG as a whole, it is at risk of making investments that do not fit DOD's vision for the future.