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PERMIT # 805

The Voice of Military Communications and Computing

Naval Networker

Rear Adm. Patrick H. Brady

CommanderNavy SPAWAR

NETCENTS O Security Certification O Network MonitoringBig Data O Command Posts

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C4December 2013Volume 17, Issue 9

Editorial Calendar20

14Military inforMation tEChnology

February [18.1]

Q&A:

Lt. Gen.

Edward Cardon

Commander

Army Cyber Command

SpeciAl Section:

Cyber

FeAtureS:

Big Data

Infrastructure

Modernization

Enterprise Licenses

trAdeShowS:

Cyberspace

February 4

AUSA Winter

February 19

cloSing dAte:

January 17

March [18.2]

Q&A:

Director

DISA COMSATCOM

Center

SpeciAl Section:

Satellite Industry Guide

FeAtureS:

Telecom Contracts

Mobile Devices

Insider Threats

trAdeShowS:

Satellite

March 10

cloSing dAte:

February 24

April [18.3]

Q&A:

Brig. Gen.

Kevin Nally

Marine Corps CIO

SpeciAl Section:

Tactical Networking

FeAtureS:

Rugged Hardware

Social Media

Computer Forensics

trAdeShowS:

Sea/Air/Space

April 7

cloSing dAte:

March 21

May [18.4]

Q&A:

Commander

Army NETCOM

SpeciAl Section:

Data Center

Consolidation

Education issue

FeAtureS:

ID Management

Optical Networking

Tactical SATCOM

trAdeShowS:

Joint Warfighting

Conference

May

cloSing dAte:

April 25

June [18.5]

Q&A:

Rear Adm.

Marshall Lytle

Director, C4 Systems

& CIO

U.S. Cyber Command

SpeciAl Section:

Joint Information

Environment

FeAtureS:

4G Innovations

Software Development

Terminals

trAdeShowS:

Cyber Symposium

June

cloSing dAte:

May 30

July/August [18.6]

Q&A:

Lt. Gen. Michael J.

Basla

Chief, Information

Dominance and Chief

Information Officer

SpeciAl Section:

Air Force

Air Force Services

Guide

FeAtureS:

Airborne Networks

Storage

Unified Capabilities

trAdeShowS:

Air/Space

September 16

cloSing dAte:

July 10

September [18.7]

Q&A:

Maj. Gen. Alan Lynn

Vice Director

DISA

SpeciAl Section:

DISA Guide

FeAtureS:

Network Integration

Evaluation

Virtualization

IT Certification

trAdeShowS:

DISA Forecast to

Industry

cloSing dAte:

August 15

october [18.8]

Q&A:

Army CIO

SpeciAl Section:

Enterprise Email

FeAtureS:

Antennas

Cyber Ranges

Encryption

trAdeShowS:

AUSA

Oct. 13

cloSing dAte:

September 24

november [18.9]

Q&A:

Director

Joint Tactical

Networking Center

SpeciAl Section:

Radios

FeAtureS:

Video Teleconferencing

Spectrum

Network Monitoring

trAdeShowS:

MILCOM

cloSing dAte:

October 31

december [18.10]

Q&A:

Adm. William E. Leigher

Director of Warfare

Integration for

Information Dominance

Navy

SpeciAl Section:

Naval Networks

FeAtureS:

Cross Domain

Solutions

Collaboration

WIN-T

trAdeShowS:

AFCEA West

(2015)

cloSing dAte:

December 12

This editorial calendar is a guide. Content is subject to change. Please verify advertising closing dates with your account executive.

Cover / Q&AFeatures

ReaR admiRal PatRick H. BRady

CommanderSpace and Naval Warfare

Systems CommandU.S. Navy

16

Departments Industry Interview2 editoR’s PeRsPective3 PRogRam notes4 PeoPle14 data Bytes26 cotsacoPia27 ResouRce centeR

cHaRles cRoomVice PresidentCyber Security SolutionsLockheed Martin

5HigHeR stakes foR netwoRk monitoRingWith more military organizations using cloud-based technologies and the number of mobile enterprise users continuing to expand, the Department of Defense is more in need than ever of sophisticated, real-time network monitoring, and industry is stepping up with a variety of tools.By William murray

10gassing uP Big dataIndustry is stepping forward with new and enhanced services designed to provide analysts with all the big data they need, and in forms that are easy to work with. By Harrison Donnelly

11tactical Posts offeR moBile commandBrigade and battalion command posts are more mobile and agile than ever before, and the Army is increasing their ability to move forward in the fight while retaining commanders’ critical situational awareness. By amy Walker

20netcents-2 takes offAfter an extended contract selection process and repeated formal protests, the Air Force has settled on a group of 25 companies eligible to provide netcentric products to Air Force customers under the NETCENTS-2 acquisition vehicle.By Harrison Donnelly

December 2013Volume 17, Issue 9military information technology

28

“Through collaboration

with the stakeholders,

we have worked to speed the

development and

acquisition of urgent

requirements to match the rapid

development of information

dominance capabilities

and threats.”

—Rear Admiral Patrick H.

Brady.

sPecial RePoRt: Big dataBig data tRacks ReadinessA home-grown Army “big data” system for tracking readiness levels plans next year to expand into providing commanders with guidance on future trends in such key areas as personnel, equipment, training and information resources.By Harrison Donnelly

8 23 cleaRing tHe way foR moBile secuRityA new streamlined security certification process has been set up whereby the Defense Information Systems Agency acts as a central party within the federal government for reviewing and approving the use of third-party software and hardware solutions.By karen e. THuermer

An agreement being finalized by the Department of Defense and the broadcast industry to expand commercial access to the electromagnetic spectrum represents effective public/private collaboration that could boost the economy and ultimately provide more revenue for the government. But making the deal work in practice will also require extra effort on the part of all involved.

With polls showing that a majority of adult Americans now own a bandwidth-hogging smartphone, competition and demand for limited spec-trum space is surging. That has put DoD and other federal agencies, with their traditional bandwidth allocations, squarely in the crosshairs, especially considering that the government could sell the space to the telecommunica-tions industry for billions of dollars.

The deal, endorsed by the National Telecommunications and Information Administration (NTIA) this fall, calls for DoD to shift operations away from the 1755-1780 megahertz (MHz) band, with that space being auctioned off next fall. Instead, the department will use the 2025-2110 MHz band for those needs, which include munitions guidance, UAVs and other mobile operations. The problem is that it will have to share the 2025-2110 MHz band with local broadcasters, who use it for providing essential news coverage of disasters and emergencies.

Although the compromise would define DoD as one of the primary users of the 2025-2110 MHz band, the burden would be on military users to not interfere with broadcast operations. Non-federal users would have to “make all reasonable efforts to accommodate military mobile and fixed operations in the band,” according to the NTIA, but when push came to shove it would be the military that would have to give way. The crunch could be worst in some of the nation’s biggest metropolitan areas, which feature both major military bases and a plethora of media outlets.

Frequency-hopping “cognitive radio” technology could help in sharing bandwidth in the long run. For now, though, patience and a cooperative spirit will be at the top of the agenda.

Harrison DonnellyeDiTor

eDitor’S PerSPectiVe


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Program noteS Compiled by kmi media Group staff

An Army team involved in the work of expanding the Department of Defense enterprise email system has won first place in this year’s DoD Chief Information Officer Awards. The award is the highest honor recognized by the department for achievement in information management, information technology, cybersecurity and information assurance.

More than 100 nominees for the award were evaluated based on their outstanding achievement in one or more of the following eight critical areas: acquisition; architecture and interoperability infrastructure; iden-tity and information assurance and cyber operations; management and standards; synchronized and responsive operations and services; capital planning and optimized information technology investments; infor-mation management/technology/assurance workforce; and information sharing and data management.

Team awards were presented to:

• First Place: Army Enterprise Email Migrations Team, Army Network Enterprise Technology Command, which improved enterprise architecture and services in support of expanding the DoD enterprise email system.

• Second Place: Enterprise Mission Assurance Support Service Team, Defense Information Systems Agency, which contributed to improving mission assurance through IT systems certifica-tion and accreditation governance.

• Third Place: Enterprise Infrastructure Team, Joint Task Force-Capital Medical, Military Health System, which improved medical data sharing through the consolidation of regional medical-treatment facility networks into a single network.

First place among individual awards went to Charles (Dean) Corpman, chief, Command and Control Section, U.S. Strategic Command, who directly modern-ized a portfolio of nuclear command and control programs that contributed to the safety and security of the United States.

Army Team Tapped for IT Achievement

Handheld devices and special software that automatically sifts through loads of data can help ease information overload and deliver made-to-order intelligence to the front lines, a recent Marine field exercise has demonstrated.

That finding comes from the third annual Agile Bloodhound demonstration, which was staged in November at Marine Corps Base, Hawaii, by the Office of Naval Research (ONR) in partnership with Marine Corps Forces Pacific (MARFORPAC) Experimentation Center and the 3rd Marine Regiment. The demonstration showed how the integration of ISR assets, such as imagery from unmanned aircraft sensors and command-and-control capabilities for communications and networking, can be tailored to speed decision making by expeditionary forces.

“We’re trying to create a user-oriented worldview for Marines,” said Colonel William Zamagni, deputy director of ONR’s Expeditionary Maneuver Warfare and Combating Terrorism Department. “Whether they’re in command centers with PCs, in vehicles with laptops or on foot with smartphones, Marines need access to the most pertinent information possible.”

Expeditionary operations involve more sensors, radios and computers than ever before. The management and dissemination of information has not kept pace with technological advancements, however, potentially leaving Marines and other warfighters on the front lines overwhelmed with the amount of raw data coming at them.

“Marines in the heat of battle have more pressing things to worry about than trying to make sense of a lot of different pieces of intelligence,” said John Moniz, ONR program manager. “They need the right information at the right time, and Agile Bloodhound is helping us figure out what combination of hardware and software works best to deliver only the most relevant information as quickly as possible.”

Some of the many technologies used during Agile Bloodhound include:

• A serverless chat system that allows person-to-person and group communications even for those not connected to the infrastructure network and servers

• A knowledge discovery program that uses smartphones and tablets to streamline ISR data collection and exploitation, as well as create a unified picture of the battlefield through geographically identified imagery and automated force tracking

• ActiveWiki software that allows collaboration for social networking graphs and real-time updates of pictures and maps to produce unique views and overlays of the battlespace.

The Navy and Marine Corps continue to move from a net-centric to a data-centric strategy to enable development of more interoperable and cost-effective solutions. Agile Bloodhound supports the Marine Corps’ Information Enterprise Strategy, which aims to create a “knowledge-based force” that uses seamless communications to improve decision making and mission execution.

The demonstration was the result of partnerships between ONR, MARFORPAC, Marine Corps Systems Command, Marine Corps Warfighting Laboratory, Space and Naval Warfare Center Pacific, Naval Surface Warfare Center Dahlgren Division, Naval Research Laboratory and others.

Marines Test Made-to-Order Intelligence

www.MIT-kmi.com MIT 17.9 | 3

Michael Carter, chief executive officer of Sabtech, a provider of technologies for the rigorous demands of C5ISR systems, has personally acquired the privately held company.

ManTech International has named H. Christopher Goodrich as chief operating

officer and executive vice presi-dent of its Mission, Cyber and Intelligence Solutions Group.

The Network Centric Operations Industry Consortium (NCOIC) has named cloud computing expert Kevin Jackson to lead a team that will assist organi-zations in adopting into their

operations a process known as the NCOIC Rapid Response Capability, which enables governments, agencies and businesses to create a secure, hybrid IT environment quickly and cost-effectively.

General Dynamics Fidelis Cybersecurity Solutions has appointed Jim Jaeger to a new executive position—chief cyber-services strategist—to help customers design, develop and deploy interoperable cybersecurity solutions that can discover, investigate and contain advanced cyber threats. Mike Buratowski will assume

Jaeger’s previous role as vice president of cybersecurity services.

Curt Mattingly has joined the national capital region operations of McLane Advanced Technologies as vice president of business development.

PeoPle Compiled by kmi media Group staff

H. Christopher Goodrich

Kevin Jackson Curt Mattingly

Overcoming the obstacles of frigid temperatures and high latitudes, two manpack radio systems have successfully completed secure voice and data calls from Alaska and the Arctic Circle.

The devices used the Mobile User Objective System (MUOS) wave-form to connect with the MUOS satellite and ground communications network.

The high latitude experiment was led by Lockheed Martin, the prime contractor for the MUOS satellite system. The devices tested were the General Dynamics C4 Systems-developed AN/PRC-155 two-channel manpack radio, and the Harris Falcon III AN/PRC-117G multiband manpack radio.

The demonstration’s success represents a significant operational milestone for their radios, executives of the two companies said.

“Exposed to sub-freezing temperatures and blistering arctic winds, the PRC-155 manpack radio is the first and only military radio to deliver secure voice and data connectivity with the MUOS system from the highest latitudes on the planet,” said Chris Marzilli, president of General Dynamics C4 Systems. “The success of this demonstration proves that with a MUOS-capable PRC-155 manpack radio, soldiers operating in extreme and isolated locations will always be connected to the soldier’s network.”

“Harris is fully committed to delivering MUOS capability to the U.S. warfighter,” said George Helm, president, Department of Defense busi-ness, Harris RF Communications. “The test results validate our advanced capabilities and speed in porting, certifying and deploying complex U.S. government waveforms. The AN/PRC-117G can enable DoD to address the anticipated shortage of terminals to deliver the significant capabilities that the MUOS constellation offers to the end user.”

The mid-October demonstration covered a number of realistic opera-tional scenarios that included fixed-site locations around Anchorage and Barrow, Alaska, and aboard aircraft flying throughout the Arctic Circle. During the demonstration, the radios completed multiple one-to-one voice and data calls as well as conference calls connecting more than five participants.

Reaching the MUOS satellite communications network from high latitudes is particularly challenging due to the physics associated with how radio signals reach the MUOS satellites in geosynchronous orbit around the equator.

Program noteS Compiled by kmi media Group staff

Radios Make the Arctic Connection

www.MIT-kmi.com4 | MIT 17.9

With more military organizations using cloud-based technologies and the num-ber of mobile enterprise users continuing to expand, the Department of Defense is more in need than ever of sophisticated, real-time network monitoring. Industry in turn is offering a variety of tools for such key functions as threat analysis, measuring downtime, long-term data archiving and analytics on multiple networks with mil-lions of devices.

Network monitoring is also a reflection of a broader trend toward shared IT archi-tecture, which along with its many ben-efits also holds perceived risks for agencies accustomed to controlling every aspect of network operations. The Federal Data Cen-ter Consolidation Initiative, for example, has sought to curb the growth of federal data centers by reducing the acquisition of data center hardware, software and opera-tions, while shifting spending to more effi-cient computing platforms.

Chief information officers and pro-gram managers have clearly started to look

for greater efficiency in their computing platforms, which can only be achieved by careful monitoring and managing of net-work performance. That has been evident throughout the federal sector, which has seen a growth in recent years in data cen-ter collaboration and virtualization, noted Kevin Manwiller, manager of federal secu-rity and mobility solutions for Cisco Systems.

In the military arena, a major example of architec-ture-sharing and modern-ization has been a recent agreement among the Air Force, Army and Defense Information Systems Agency (DISA), aimed at increasing bandwidth and network secu-rity while cutting more than $1 billion in future costs. The agreement seeks to bring together the Army’s excess IT capacity, result-ing from force structure changes, with the Air Force’s need to modernize its IT

architecture to meet the requirements of DoD’s developing Joint Information Environment (JIE).

Similarly, Army officials this fall received congressional approval to reprogram $175 million in fiscal 2011 funds to consolidate 400 points of presence to 11 regional cen-ters in the continental U.S. and four in

Europe. In addition to the costs to maintain and replace equipment, Army officials have had to deal with the fact that they have 400 potential points of vulnerability that they must defend from net-work-based cyber-attacks.

The Army/Air Force/DISA initiative, known as the Joint Regional Security Stack, is part of the broader JIE, a consolidated, collaborative

and secure infrastructure that officials see as key to enabling future end-to-end infor-mation sharing and interdependent enter-prise services across the department.

By William murray

miT CorrespondenT

Higher Stakes for

Kevin Manwiller

WiTh The Boom in Cloud CompuTing and moBile deviCes, Careful oversighT and managing of neTWork performanCe is more imporTanT Than ever.

Network Monitoring


“We need to get better at working together,” Manwiller said, adding that the development and fielding of open source tools that can work and be shared in an open architecture environment is still in its infancy.

aCCess To daTa

When engaged in network monitoring, military organizations tend to know who has access to what data in their enterprise and who doesn’t, according to J.P. Lei-bundguth, director of technology for global cyber systems for Raytheon Intelligence and Information Systems.

Bad actors within networks try to do what they can to appear normal and escape detection, according to Leibundguth. There are also times when insiders unintention-ally become threats. “The threat always advances, and so do we,” Leibundguth said.

“The resting heartbeat is different for each individual,” is how Michael Smith, senior vice president of enterprise technol-ogy for Kratos Networks, described the normal activities of users on an enter-prise network. Kratos Networks provides the End-to-End Management suite, which includes its COMPASS and NeuralStar prod-ucts for managing large-scale, distributed and hybrid networks. “You have to look for what is abnormal,” which can vary from device to device, he said.

DoD organizations have to balance their offensive and defense networking posture so that they can deal with both outsider and insider threats, Leibundguth said.

Network monitor-ing services that can work across domains that cover different security levels are particularly helpful to the DoD and intelligence com-munities, according to Pat Motola, chief executive officer of Bluespace Federal. “Some users are provisioned at multiple levels,” such as Secret and Top Secret, he noted.

The tools that now exist to complete such work are more effective than those on the market 10 years ago, and interop-erability standards are also better, Motola observed.

Vendors are providing more sophisti-cated threat analysis to DoD organizations, reviewing data coming in at real time,

including looking at user patterns and logs, according to Motola.

“It’s not just green light, red light,” since the threat analysis is more sophis-ticated, he said, adding that network monitoring at the mission level in DoD includes drones and other sensors and unmanned aerial vehicles as cyber-assets on an enterprise network.

Although the military generally lags behind the technology curve compared with what same-size commercial companies adopt, Motola said, there is an earnest desire to “break down stovepipes” and implement a joint information environment in DoD. “Let’s not reinvent the wheel,” he said.

Now, as military leaders move to take advantage of shared cloud solutions, which can help them lower costs, they are being helped by improved network management tools.

early Warnings

Products such as BMC Patrol, HP Open-View, IBM Tivoli and Computer Associates’ Unicenter and Kratos’ NeuralStar are very commonly used enterprise network man-agement software applications.

Another contender in the field is Solar-Winds, which offers products such as Network Performance Monitor, an early warning system that simplifies detec-tion, diagnosis and resolution of network

issues before outages occur and tracks response time, availability and uptime of routers, switches and other devices.

Some organizations pre-fer to handle network moni-toring and similar services in-house. But in doing so, they may neglect to take advantage of the capabilities of available software, accord-

ing to Sean Applegate, DoD sales engineer manager at Riverbed Technology, an appli-cation performance infrastructure vendor.

Riverbed’s IT Performance solutions, for example, have the capability of improv-ing efficiencies, and also have network monitoring and security features.

Applegate, who focuses on wide area network optimization, network and appli-cation monitoring and performance management, noted the complexities of network monitoring in enterprise networks with large numbers of mobile users, such

as DoD. These complexities, combined with the demand to consolidate IT infra-structure and achieve cost savings while enabling high user productivity and secure, network-centric operations within large enterprises such as DoD, can pose formi-dable challenges to success.

In providing network analytics and forensics reports to military organizations, there are a number of variables to consider, vendors say. There are different costs, for example, in providing network manage-ment storage tiers that can accommodate solid state drives and flash RAM, according to Raytheon’s Leibundguth.

Raytheon’s primary strengths in net-work monitoring include mobility assess-ment and moving from one classification level to another, Leibundguth said. With the increase in “bring your own device” policies, which allow employees to use their own smartphones and tablets for business as well as personal needs, within enter-prise networks, there has been a dramatic increase in need for mobility assessment services, he added.

That ties in with the ongoing debate between the balance of achieving greater worker productivity through mobile tech-nology and an organization’s network secu-rity. With the convenience and easier access to data on the part of workers comes the crossing over and blurring of lines at times between the personal and professional, which vendors say underscores the need for comprehensive approach that aligns the technology to the specific mission.

What is needed is a “mission-defined management approach,” said Smith of Kra-tos Networks, as opposed to a previous silo-based network management approach, which was typically conceived and executed by IT specialists. “The new model is about how you define the technology needs from a mission orientation.”

The military services and the intelli-gence and special operations communities might use the same enterprise networks, with many different points of entry and an overwhelming volume of data interchanged, including high definition video, Smith said. Enterprise network users may seek to view and edit high definition video, an applica-tion that can clog many networks.

Special operations and other personnel, for example, need to be readily deploy-able worldwide, underscoring the need for open architecture to accommodate dis-parate devices. Putting together a secure,

Sean Applegate


end-to-end network with high availability to meet diverse needs is a challenge.

“You have to have the right network so that the right personnel can use it and get the right information,” during a time of personnel reduction, Smith said.

Chief information officers and IT man-agers “feel the pressure to make workers more productive, including through the use of tablets and smartphones,” said Manwiller, so it is in their interest to enable workers to use voice and video applications on a tablet computer and easily check their email dur-ing non-work hours using a smartphone.

To assist in this overall trend, Cisco has developed an Open Platform of Safety and Security, an architectural framework that the company sees as proactively protecting workforces, citizens and mission critical assets. With the proper amount of planning, CIOs and other military leaders usually work with their staff and vendors to deter-mine an acceptable level of risk for mobile user security on networks, Manwiller noted. “There are tools out there that can make mobile networks safer.”

Vendors are also trying to keep on top of the evolution of data interchange strategies and formats, according to Leibundguth.

Leibundguth also noted that there is a great deal of overlap between security vendor product offerings, which makes it difficult for contractors such as Raytheon to perform analysis across product lines. “With every technology we evaluate, we try to make it an apples-to-apples comparison,” he said.

analyTiCal depTh

Some DoD agencies need vendors to store data from network interactions of devices in five minute increments for up to a year after the event. Statutory data storage requirements vary by agency, according to Leibundguth. “The depth of analytics that agencies require is becoming more com-plex,” he said.

When one considers that there can be millions of devices, including sensors, on multiple networks that a contractor might need to perform network management services support, the volume of data can be staggering.

Enterprise networks are so large, with hundreds of thousands if not millions of devices, across multiple networks using both radio frequency and Internet Protocol, that real time analytics can’t be done on

a device by device management level, but rather on an aggregate level.

“Kratos Networks designed its End-to-End Management Suite to address this challenge,” said Smith. “The solution pro-vides a 360-degree view across all systems and delivers unrestricted visibility and ser-vice transparency across circuit (satellite/microwave) and packet (IP) networks using dashboards that deliver critical service and performance metrics.”

“Scalability is one of the key driving areas in the government market,” Smith said of network monitoring. In addition, the purchase of software, network moni-toring, system development and other key

components as services is a key trend in the military.

“They’re buying everything as a service,” he said. The military’s need to properly store and segregate large volumes of data from enterprise networks is another key trend.

Some military customers also want ven-dors to diagnose their networks and provide the leadership with a list of top threats to the network, in addition to the services that the vendor is already providing, Smith said. O

For more information, contact MIT Editor Harrison Donnelly at [email protected]

or search our online archives for related stories at www.mit-kmi.com.

Situational Awareness from theNOC to the Network’s Edge

Overcome stovepipes and reduce costs. Kratos’ NeuralStar COTS product provides commanders and operators with a Common Operational Picture (COP) of network operations for enhanced situational awareness. • Role-based, user-definable dashboards for a ConOps, mission or command level • Visibility into NetOps, security, and overall mission readiness • End-to-end monitoring across terrestrial and satellite networks

For more information call 703.668.1003, email [email protected] or visit www.KratosDefense.com/SA

Warfighter

Network Operations Center (NOC)

End-to-End Monitoring

Real-Time End-to-End Monitoring in a Single Solution

Military Information Technology.indd 1 12/5/2013 8:59:09 AM


A home-grown Army “big data” system for tracking readiness levels plans to expand in 2014 into providing commanders with guidance on future trends in such key areas as personnel, equipment, training and infor-mation resources.

The foray into predictive analytics repre-sents a major step for the Army Enterprise Management Decision Support (EMDS) sys-tem, which has already garnered consider-able industry recognition for its ability to automatically collect data from roughly two dozen data sources on readiness and resourcing informa-tion, in order to help inform decision making.

For Lieutenant Colonel Bobby Saxon, divi-sion chief and program director for the EMDS system, the much-discussed challenges and opportunities of big data involve more than just the volume of information being collected.

“A lot of people think that big data is just more data. But the reality is that while more data is part of it, it is also different types of data, such as structured or unstructured data, or if data is coming in at different speeds. We deal with all of that in our day-to-day roles at EMDS,” Saxon said.

“My personal definition of big data conforms in many ways to what the industry is talking about,” he continued.

By Harrison Donnelly

MiT eDiTor

arMy sysTeM To expanD inTo preDicTive analyTics By proviDing guiDance on fuTure TrenDs in personnel, equipMenT anD Training.

Lt. Col. Bobby Saxon


“They talk about the variety, velocity and volume of the data. But I think there is too much emphasis on the volume of the data, and there should be more on the speed at which that data is coming in and the variety of it.

“One of my frustrations about how people define big data is that they want to talk gigabytes, terabytes and petabytes, because for them it is only about size. If you listen to the talk about big data, people are always pointing to the amount of information in the Library of Congress, and how that volume of data is being created every hour, day or week, depending on who you listen to. But most of that data, to be frank, is worthless. It’s not the size of the data, but the key nuggets of information inside that data,” he said.

The EMDS system works by reaching across the Army to a vari-ety of authoritative data sources, bringing the information back for storage in an Oracle database. The system has a data warehouse to provide more capability to handle data, and uses Oracle Busi-ness Intelligence to present and do some analytical work on the data. In addition, Oracle’s Endeca enterprise class data discovery platform helps with data discovery capabilities.

“The bottom line is that, in our system, with a single user name and password on the classified network, you have easy access to visually driven data from nearly 100 data sources. Although we only pull from a couple of dozen sources directly, some of our sources pull from many other locations as well,” Saxon explained.

real Time daTa

Developing a big data system like EMDS forces developers to grapple with a number of fundamental issues, from the speed at which new information is incorporated into the database, to the still-unsolved problem of how to extract meaning from unstruc-tured data from social media and other sources.

On the technologically and operationally challenging topic of including real time data, the specific mission at hand is critical.

“If you are running a big data system whose mission is to help find the bad guys who pose an immediate threat to national secu-rity, then it is important to have lots of data, delivered extremely fast,” Saxon observed. “But if you’re running a system whose mission is to make a strategic plan for the Army, a lot of data is important, but the speed may not be as important. Or it may be more important that we look at multiple but small sources of data, rather than just the volume of data.”

It comes down to the fact that the EMDS program deals at the strategic and operational level rather than the tactical level, he noted. “If we were an intelligence system being used in Afghani-stan, we would need to know in real time where units are located and other intelligence. But when you are looking at how you should array your force six months or 12 months down the road, you don’t have to have information from a minute ago. Also, we have a lot of physical limitations. Some of the data comes from sources that may not have the latest technology, so we may get that data only once a week or once a month.

“When we tell our story about EMDS, we make clear that there may be information in it that may be a week or month old,” Saxon added. “But in cases such as installations, where the Army isn’t making changes on a weekly or monthly basis, that data can be provided on a quarterly basis. Although we get a nightly update on the readiness of the force, readiness information is only reported

to Congress, by law, on a monthly basis. Units slowly move from one level of readiness to another.”

Another major issue for all big data analytics is how to gain aggregate insights from unstructured data, from PowerPoint pre-sentations to Facebook entries, that falls outside the traditional rows and columns of figures.

“Unstructured data has been one of our challenges, but it has more to do with the tools that are available than with our ability to implement it. If you want to look at some basic information in unstructured data, there are tools to help you. But to really dig into the unstructured data and paint a robust picture, it’s more complicated. We provide some superficial information associated with unstructured data, such as sharing commanders’ comments and looking at some trending in that. But we haven’t been able to go past that much,” Saxon said.

The program has an advantage, on the other hand, in that orderly, structured data is the most familiar and useful to the mili-tary. “We’re fortunate that a lot of data that the Army and DoD use on a daily basis is very structured. If you’re out in the commercial section trying to following what people say in their Twitter feeds, that is heavily dependent on unstructured data,” Saxon said. “But when you’re looking at the number of tanks, people and installa-tions in readiness, the vast majority of that data is very structured. Although we haven’t made as much progress with unstructured data as we would like, it also hasn’t been as much of a challenge because of the limited amount of that type of data that is readily available to us.”

With any big data analytics system, the obvious evolution is to move to predictive analytics, and that is true for EMDS as well. Saxon said he expects that sometime in late spring or early sum-mer, the program will deliver an initial capability in that area, with the ultimate goal to help senior leaders see the future more clearly than they do today.

“If a senior leader wants to look 12 months down the road today, there is a tremendous amount of accrued wisdom and user experience involved in making a decision like that, but there may not be as much hard core data and modeling to back that up,” he said. “We believe that we can use the data we have, including his-torical data, as well as a near-term picture provided by some of our users, who are looking six to 12 months down the road, based on hard facts.”

The personnel community, for example, has a general idea of how the Army personnel picture is going to look six to 12 months in the future, based on enlistment rates, planned retirements and so on. “It’s not factual data, but it’s better than pure guessing or looking only at historical data,” Saxon said. “We will take a fuzzy picture and, over time, make it clearer. We’ll never be able to pre-dict with 100 percent accuracy. But we will be able to help senior leaders see ahead with a smaller error rate.”

Saxon concluded with an observation that could stand for any effort to use big data analytics to peer into the future: “We’ll always use experience and wisdom, but now we’re going to throw in data science as well, with some sophisticated modeling that will help them get closer to the final answer than they would just by guessing.” O

For more information, contact MIT Editor Harrison Donnelly at [email protected] or search our online archives

for related stories at www.mit-kmi.com.


While industry and government work to develop and deploy big data “engines” for analyzing and making predictions from information flows, they can’t get anywhere without the data “gas” to power them.

To be sure, organizations like the Army and the intelligence agencies have access to massive supplies of data of their own, from readiness statistics to UAV video feeds. But to make sense of that, analysts also need easy access to the even greater amounts of information fuel all around—such as legal records, newspapers and proprietary databases—that often provide the key links for actionable intelligence.

In response, companies such as LexisNexis, the venerable information source used by lawyers and research-ers for decades, are stepping forward with new and enhanced services designed to provide analysts with all the big data they need, and in forms that are easy to work with.

“For years now, intelligence and military ana-lysts have been using LexisNexis, but they come in through our traditional research platform,” said Tracey Boylston, government professional services solutions architect for LexisNexis. “But as big data has evolved, the need to get to our data in a different way has become apparent.

“Normally, a user logs in, uses the system, and gets a download in a static document. With big data applications, it has become apparent that they need to get our data in a differ-ent format, and the results through an analytics system. So what we have done is to allow users to access our system through an application programming interface rather than a log-in. They’re getting bulk data as opposed to doing one search at a time,” Boylston explained.

“We’ve tried to become agile as big data has moved into that atmosphere,” she added. “As much as the government, the Depart-ment of Defense and intelligence community are trying to become more agile with the new technology, we’re trying to mimic that and stay up with it.”

The goal is not only to offer additional sources of data, but also to supply it in ways that make analysts more effective. “As open source intelligence analysts share data across agencies, and DoD starts to share or duplicate data, for us to come in and fill in the gaps with our data has become more necessary as well. Whereas

analysts were using our data before, doing searches and making spreadsheets, and then coming back and filling it in later, we’re now just piping it in, so that when they come to the platform, the analyst has to do just a single query—on their data, our data and other vendors’ data at once, as opposed to correlating it together, manually, later. That has made them work smarter and be more agile and able to respond to incidences more quickly than before,” Boylston said.

“We’ve taken all of the fabrication work that has slowed down analytics, and tried to get it all cleaned up, so that by the time they make a request from our system, it will come back to them in such a consistent format that their analytics system can start

right away,” she noted. “They’re not scraping off the Web or cleaning up news stories, but are getting news stories from us that are clean. It makes a huge difference in how fast they can respond.”

For example, LexisNexis conducted a coop-erative research and development agreement with the National Geospatial-Intelligence Agency that provided information to a number of NGA vendors looking at “stressor” events that happened prior to a certain incident. “They were able to use our data, piece together the applications, and see the stressor events that came before the incident. That helps NGA build a system that’s able to predict the next

time based on what happened before,” Boylston said. Boylston summed up the role her company wants to play in

meeting military and intelligence big data needs this way: “We still have our traditional users among lawyers and researchers. We’ve seen another set of users, specifically analysts, whose needs we should address. Government analysts need to perform as effectively and efficiently as possible, because the traditional way research has been conducted in the past isn’t necessarily the best way anymore.

“So as analytics platforms are put in front of them, whether something is built internally or is a vendor product, we want to be able to continue to support them, and provide data in a form that works better for them now.” O

By harrison donnelly, miT ediTor

Gassing Up Big DataeffeCTive analysis and prediCTion depend on a sTeady floW of easy-To-use informaTion fuel.



Tracey Boylston

[email protected]


Brigade and battalion command posts, the heart of battlefield operations, are more mobile and agile than ever before, and through ongoing improvements in network capability, the Army is increasing their ability to move forward in the fight while retaining commanders’ critical situ-ational awareness.

Current technologies such as War-fighter Information Network Tacti-cal (WIN-T), Increment 2, the Army’s mobile tactical communications network backbone, and emerging solutions like the Modular Integrated Command Post

(MiCP)—a vehicle that efficiently pro-vides networking equipment and power to support a command post—are enhancing a commander’s ability to lead from any-where on the battlefield.

“We are a maneuver unit that has to be mobile, lethal and expeditionary; if we are not able to move with our systems then we are really disadvantaged,” said Colonel Thomas Dorame, commander for 2nd Brigade, 1st Armored Division, the operational unit for the Army’s Network Integration Evaluation (NIE) exercises. “Right now utilizing WIN-T Increment

2 and mission command on the move, I am able to extend the operational reach for the brigade, but more importantly, as units continue to move, to make contact with the enemy, we are able to provide them updated information from any location.”

As part of the Army’s modular expedi-tionary force, brigade tactical command posts (TACs) replicate the critical mis-sion command and communication sys-tems found in units’ much larger tactical operations centers (TOCs). Both TACs and TOCs are stationary and don’t possess full

By amy Walker

Tactical PostsOffer Mobile Command

army TesTs sysTems To enhanCe a Commander’s aBiliTy To lead from anyWhere on The BaTTlefield.


operational capability when in transit to new locations. But the TAC’s robust at-the-halt network capability can be torn down, moved and set up in a fraction of the time that it takes to reconstruct the full blown TOC.

The smaller TAC’s mission command and communications capabilities are tai-lorable and scalable and can be rearranged depending upon mission requirements. When the commander needs to move his main TOC forward on the battlefield, he will send the TAC ahead first to retain the unit’s operational network capabil-ity. Once the TAC is set up in its new location, the larger TOC can then move forward with minimal disruption to battlefield operations.

“WIN-T Increment 2 improves com-manders’ flexibility since they can ‘jump’ their TACs and the TOCs much faster now, without loss of situational awareness,” said Lieutenant Colonel LaMont Hall, product manager for WIN-T Increment 2. “They can simultaneously command and control from either location, or from their WIN-T Increment 2-equipped vehicles.”

Fielded since 2004, WIN-T Increment 1 provides soldiers with high-speed, high-capacity voice, data and video communica-tions down to the battalion level. WIN-T Increment 2, which began fielding last year, enhances these capabilities by provid-ing an on the move network that extends down to the company level. Both incre-ments are deployed in Afghanistan today as part of the Army’s interoperable tactical communications network architecture.

WIN-T Increment 2-equipped TACs and TOCs leverage tactical communi-cations nodes and advanced satellite transportable terminals for satellite com-munications, which enable them to cover greater distances. In the past commanders could only jump their TACs as far as they could get their line-of-sight radio relay set up, approximately 10 to 15 kilometers.

Now with WIN-T Increment 2’s beyond-line-of-sight satellite communi-cations, a commander can move his TAC an unlimited distance, Hall said.

“The commander is able to keep full situational awareness at all times,” said Lieutenant Colonel Ernest Tornabell, bri-gade communications officer for 2/1 AD. “He can go from the stationary TOC or TAC into his WIN-T Increment 2 Point-of-Presence-equipped vehicle, which has virtually everything [communication and

mission command capabilities] that he had at the stationary locations; it gives him the ability to be driving on the road at 25 mph and continue to command the fight.”

nie resulTs

To help incrementally advance net-work technologies such as WIN-T, the Army leverages the NIEs, which are semi-annual, soldier-led evaluations in the real-istic operational testing environments of

Fort Bliss, Texas, and White Sands Mis-sile Range, N.M. The Army also uses the events to introduce emerging industry solutions that could potentially satisfy network capability gaps.

During NIE 14.1, which wrapped up in mid-November, the brigade TAC was inte-grated into a new mobile command post based on a light medium tactical vehicle with expandable sides that could be set up or torn down in under an hour, making it even more maneuverable, scalable and agile than the traditional TAC tent.

TOP: Integrated onto a mine resistant ambush protected vehicle, the Modular Integrated Command Post (MiCP), such as the one shown here during Network Integration Evaluation (NIE) 13.2 preparatory training, was again a system under evaluation at the NIE 14.1 in November 2013 at Fort Bliss, Texas. The MiCP is geared to support the brigade combat team tactical command post (CP) and battalion CP, where mobility and scalability are essential. [Photo courtesy of U.S. Army] ABOVE: The Warfighter Information Network-Tactical Increment 2 Tactical Communications Node (TCN) provides the tactical operations center and tactical command post with communication and networking equipment [line-of-sight and satellite communications] both on-the-move and at-the-halt to battalion and above echelons. While at-the-halt, the TCN is equipped with a 10-meter extendable mast to improve line-of-sight connectivity. [Photo courtesy of U.S. Army/Amy Walker]


When the brigade TAC was set up in its stationary location, its communica-tion and mission command laptops and screens were connected to the MiCP, an NIE system under evaluation, which provided the servers, network connectiv-ity and power to the TAC. Since the TAC servers were located on the MiCP vehicle, they were always ready to be quickly reconnected with the network equip-ment in the TAC directly after a jump, instead of having to be torn down and set up again.

Integrated onto a survivable MaxxPro mine-resistant ambush-protected vehicle, the MiCP solution significantly reduces size, weight and power requirements. The capabilities of two legacy command post platforms, currently used to provide the necessary communications equipment to operate and support a TOC or TAC, were combined into just one mobile platform.

MiCP provides advanced communica-tion through a modern suite of infor-mation systems, networking devices and tactical radios, as well as the unique abil-ity to generate electrical power from its own transmission through its On Board Vehicle Power system. MiCP will also be evaluated at NIE 14.2 this spring.

“MiCP helps the commander be more flexible in where he can go and how quickly he can set up and establish [opera-tions] at the halt by having to just connect a few cables instead of two sets of vehicles coming to the halt and setting up both of those,” Tornabell said.

As the Army continues to modernize its network and make it easier for sol-diers to learn and operate, the force will increase its agility and ability to conduct current, evolving and future missions. The depth and breadth of information available at soldiers’ fingertips, both in and out of the TOC, is also increasing, facilitating collaboration down to the low-est echelons and across the entire brigade combat team.

“Operationally, we want to fight to the fullest extent with our great network and communication capabilities, and now we are able to extend out a lot further,” Dorame said. “We are able to receive back

reports with a better clarity and fidelity to allow commanders at battalion and brigade level to make faster decisions with better resolution and less risk to the overall force.” O

Amy Walker is a staff writer for Sym-bolic Systems, supporting the Army Program Executive Office Command, Control, Communications-Tactical, PM WIN-T and Miltech Solutions.



Current tactical communication network technologies are increasing commanders’ abilities to move their command posts forward in the fight while retaining critical situational awareness. This brigade tactical operations center at the Army’s Network Integration Evaluation 14.1 in Fort Bliss, Texas, in November 2013 was moved forward in the fight several times. [Photo courtesy of U.S. Army/Amy Walker]

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Exelis has approved a plan to spin off its military and govern-ment services business, currently called Exelis Mission Systems, into an independent public company. This business is currently part of the company’s Information and Technical Services segment. Following completion of the spin-off, Exelis will retain a portfolio of mission critical, affordable and platform-agnostic products and services for managing global threats, conflicts and complexities. The business will focus future investments on strengthening its four strategic growth platforms of Critical Networks; ISR & Analytics; Electronic Warfare; and Aerostructures. Exelis Mission Systems will be renamed and rebranded as a new, independent company that provides industry-leading facili-ties management, logistics and network communications services. As a pure-play services provider, the new company will capitalize on more than 50 years of experience delivering service solutions to a wide range of customers.

The Navy and Northrop Grumman have installed the service’s next generation tactical afloat network onboard the Arleigh Burke-class guided-missile destroyer USS McCampbell. The installation of the Consolidated Afloat Networks and Enterprise Services (CANES) was completed during the ship’s scheduled

maintenance at a facility in Japan. Northrop Grumman has delivered 11 CANES systems to the Navy, with 10 for guided-missile destroyers and one for a nuclear-powered aircraft carrier. CANES installation aboard the destroyer USS Milius is progressing as part of the ship’s extended drydock availability.

Tactical Afloat Network Completed on Missile Destroyer

The Defense Information Systems Agency (DISA) has awarded a $45 million task order to CACI International to provide design, transition and operations services to the agency’s Multinational Information Sharing (MNIS) Program Management Office (PMO). The MNIS programs provide the infra-structure backbone, centralized network manage-ment, common services and core applications for both MNIS classified and unclassified networks. These support and host the Department of Defense combatant commands, U.S. coalition and mission partner communities of interest, and related activ-ities. CACI will provide network engineering and a wide array of other support services to MNIS PMO’s classified networks, as well as providing support to transition all MNIS PMO networks and opera-tions to a DISA Enterprise Service Management Framework. CACI will integrate these efforts to ensure all information technology service manage-ment tasks are seamlessly incorporated into MNIS PMO day-to-day activities.

Agreement Provides Ku-Bandwidth for Marine CorpsIntelsat General has been awarded a subcontract from

TeleCommunication Systems (TCS) to provide managed Ku-bandwidth on Intelsat satellites, in addition to associated teleport and terrestrial services, for the Marine Corps. The TCS contract was issued under the joint Defense Information Systems Agency/GSA Future Commercial SATCOM

Acquisition program. Intelsat General is also providing TCS with IGC Sat-View, a customized, encrypted, bandwidth-management-reporting tool that enhances the ability to monitor and manage satellite circuits on the network and includes a scheduling feature to enable a more efficient utili-zation of assigned satellite bandwidth.

Northrop Grumman engineers have taken a satel-lite communications system normally used in space and transformed it into a high-functioning, low-cost communications system that can be used on aircraft. The SATCOM system was successfully demonstrated on board the company’s Firebird demonstrator aircraft. Until now, no small communications system has been able to send sensor data to a satellite and back to a ground station at such a high rate of transfer. During the demonstration, the SATCOM system rapidly provided full-motion video to the ground. For demo purposes, the system and associated test equipment were housed within a pylon-mounted structure attached to the top of the Firebird fuselage. The system’s small size saves a great deal of space, allowing more sensor payloads and equipment to be carried by the aircraft. Northrop Grumman developed the SATCOM system using Gallium Nitride technology, which allows for high communications output.

SATCOM System Transformed for Aircraft Use

DISA Order Supports Multinational

Information Sharing

Exelis Spin-Off Creates Government Services Company


Data ByteS

As it continues to work on finalizing the actions necessary to conduct a full and open competition for the full rate produc-tion (FRP) phase of the HMS Manpack program, the Army has requested and received permission from the Office of the Secretary of Defense to increase its low rate initial production (LRIP) authorization for the current AN/PRC 155 Manpack by 1,500 radios, from 3,826 to 5,326, which is less than 8 percent of the Army’s total acquisition objective for the program. The LRIP approval allows the Army to continue fielding the Manpack’s dual-channel communications capabilities to meet the needs of operational units including the 82nd Airborne Division, home to the Army’s Global Response Force, which is prepared to deploy a brigade combat team anywhere in the world within 96 hours of notification. The Army will field the LRIP radios as part of Capability Sets 14 and 15, while simultaneously executing the competition for the next-generation FRP radios. Through a multi-vendor award strategy for FRP, officials said, the Army aims to drive competition at every level and maintain it over the life of the Manpack radio program, in order to reduce system costs and encourage industry innovation.

The Defense Satellite Communications System (DSCS) B10 satellite has achieved its 20th anniversary, which represented a significant milestone for the Air Force, in part because the satellite was designed to operate for only 10 years. DSCS B-10 was designed to provide wideband military communications to U.S. Strategic Command users. Following a 1993 launch, the satellite was positioned over the Indian Ocean and served in the active DSCS constellation for more than 18 years before transitioning to a test asset in 2012. Though it was built with 1980s technology, B-10 has provided critical communications service to warfighters throughout various worldwide conflicts that occurred during the past two decades. More recently, contractor and 3rd Space Operations Squadron engineers managed to squeeze even more use from the aging vehicle.

PacStar has been awarded a three-year, $6.2 million contract to support the Warfighter Information Network-Tactical Increment 1, thus significantly expanding the use of PacStar’s IQ-Core Software by mobile network communications units across the Army. IQ-Core Software is designed to solve key warfighter communications challenges, including increasingly complex tactical communications being pushed to the edge; staffing and training budget cuts resulting in fewer communica-tions specialists in the field to manage this complexity; and easing the integration of COTS products to accelerate adoption of inno-vative technologies. IQ-Core Software delivers intuitive commu-nications management by replacing time-intensive, complex and error-prone manual set-up and management processes for battlefield tactical communications systems with configuration wizards that automate both complex and routine tasks.

ViaSat has successfully demonstrated full-mesh multi-spot beam (Fan In/Fan Out) oper-ations over the government-owned Wideband Global SATCOM-1 (WGS-1) satellite with LinkWayS2-equipped earth terminals config-ured with the WIN-T software baseline. This demonstration was a collaboration between the U.S. Army and ViaSat aimed at improving the efficiency of multi spot beam operations over the WGS constellation. LinkWayS2-equipped earth terminals in the Guam, Hawaii, and West Coast

WGS beams participated in the week long demonstration. Using a single TDMA carrier, full-mesh connectivity was demonstrated between all traffic terminals, both interbeam and intrabeam. To further demonstrate the flex-ibility of the LinkWayS2 system, it set up the same connections using multiple TDMA carriers configured in the same bandwidth segment on WGS-1. The system is scalable from one TDMA carrier to multiple contiguous cross-beam TDMA carriers and multiple non-contiguous in-beam carriers.

Army Expands Use of Communications

Management Software

Manpack Radio Production Supports Global Response

Force

Multi-spot Beam Tested Over Wideband Satellite

Wideband Satellite Reaches 20 Years on Orbit

Curtiss-Wright Controls Defense Solutions has announced the expanded capability of its COTS-based solutions for defense and aerospace system designers seeking reliable, cost-effective Cross Domain Guard embedded secu-rity for classified information on rugged deployed systems. Curtiss-Wright’s new cross domain solutions include pre-tested and validated support for Radiant Mercury on Curtiss-Wright’s rugged VPX3-1257 3U OpenVPX single board computer, provided under its new System Ready Application initiative. Radiant Mercury, an UCDMO-listed CDS-T Cross Domain Guard software solu-tion, was developed by the Navy and is serviced by Lockheed Martin for industry use. It enables the control and filtering of data transferred between different security domains.

Cross Domain Solutions Support Rugged Deployed Systems


Compiled by kmi media Group staff

Rear Admiral Patrick H. Brady assumed command of the Space and Naval Warfare Systems Command (SPAWAR) in August 2010. Previous flag assignments included commander of the Naval Under-sea Warfare Center, deputy director of submarine warfare, and deputy commander for undersea warfare.

Since becoming a member of the Acquisition Professional Corps in 2000, Brady has served as C5I deputy design/warfare require-ments manager and subsequently the deputy program manager for the Virginia Class Submarine; major program manager for submarine combat and weapons control; executive assistant to the commander, Naval Sea Systems Command; and major program manager for advanced undersea systems.

Brady’s career as a submariner included assignments in USS Lewis and Clark, USS Omaha, USS San Francisco and USS Drum, culminating in command of USS Portsmouth.

Brady is a 1981 graduate of the U.S. Naval Academy, where he received a Bachelor of Science degree in ocean engineering.

Q: How has the concept of information dominance in the Navy evolved, and how would you define its end-state?

A: Every day, the way we use information is changing and evolving. More and more in our personal lives we rely on information—access to it, speed of delivery and security. It’s the same for the Navy. The information age has spawned a new era of warfare in which the information domain, including the electromagnetic spectrum and cyberspace, has become a center of gravity for the Navy. It is an evo-lution similar to those that we’ve seen in the past with submarine development and carrier aviation.

Keeping this constantly evolving environment in mind, the Navy has made information dominance a war fighting pillar alongside our traditional focus areas of undersea, surface, air and space. Our newly formed Information Dominance Corps combines the capabilities of intelligence, information technology, meteorology, oceanography, information warfare and the space cadre.

Information dominance can be described as the operational advantage gained from fully integrating information functions, capa-bilities and resources to optimize decision making and maximize war fighting effects. In other words, it’s getting the right informa-tion to commanders at the right time so they can increase the speed of decision-making.

With regard to end state for Information Dominance, I would refer to the “Navy Strategy for Achieving Information Dominance

2013-2017” and the key tenets of assured command and control; battlespace awareness; and integrated fires.

Assured command and control enables what we do with the information—and we can do a lot. We have the ability to command and control forces by exchanging orders and responses, understand the disposition of friendly forces and our adversaries, target and conduct strikes as part of a joint force and assess the results of all our actions.

We can’t provide the assured command and control capabili-ties without a full sense of battlespace awareness. This is having an understanding of not only the physical environment and its potential impact on the fight, but the ability to seize information from the electromagnetic spectrum as well.

Lastly, the Navy must have fully integrated fires—the use of networks, cyberspace and space capabilities to exploit and attack the vulnerabilities of our adversaries with integrated non-kinetic and kinetic effects.

Our charge is to deliver the C4I capabilities that support those three tenets for warfighters and fleet operators.

Q: What is SPAWAR doing to help make information dominance a reality, especially in collaboration with OPNAV, 10th Fleet/FLTCYBERCOM and the fleet?

Rear Admiral Patrick H. BradyCommander

Space and Naval Warfare Systems Command

U.S. Navy


Naval NetworkerGetting the Right Information to Commanders to Speed Decisions

Q&AQ&A

A: We work closely with OPNAV N2/N6 and 10th Fleet/FLTCYBERCOM to deliver the information dominance capabilities the fleet requires. Perhaps the clearest example is in our response to urgent requirements set forth by the fleet. Through col-laboration with all stakeholders, we have worked to speed the development and acquisition of urgent requirements to match the rapid development of information dominance capabilities and threats.

Across the Navy we’ve made progress toward streamlining these processes and further improve-ments are underway. The initiative to form a single type commander for information domi-nance is a good example. The consolidation of the man, train and equip oversight functions will not only enhance operations support but also smooth the acquisition process from a require-ments determination perspective, and through-out the development, procurement, fielding and sustainment activities.

Q: How would you characterize SPAWAR’s overall role in the Navy’s Information Technology Technical Authority (IT-TA) initiative?

A: To answer that, I’ll have to give you a little background. We’ve historically acquired platforms and systems in a way where the architecture that enables interoperability was an afterthought. Then we tried to build in interoperability as we get ready to field systems. The results were information and communication systems that were built to various standards. We implemented a variety of solutions to fix these interoperability problems at the end. So what we have in the fleet today are many different systems of systems and configurations that make configuration control a nightmare. It’s nearly impossible to test every configuration for interoperability when we make a change to a system.

The result is a sub-optimized portfolio of capability that’s expensive to operate and fraught with vulnerability, both within our domain and across the Navy.

To address these issues the CNO assigned SPAWAR a new mission to assume IT-TA for the Navy. We worked closely with operational commands, acquisition staffs and our partner systems commands to develop optimized processes that would efficiently meet afloat and ashore fleet requirements and integrate with plat-form develop activities.

After extensive planning and coordination, SPAWAR established IT-TA for the Navy on October 1, 2013, which will address the short-falls of IT development and acquisition of the past. We will identify and define the specifications, establish standards and enforce proto-cols for use on the Navy’s networks. This governance will drive our acquisition processes toward more affordable, maintainable, secure and interoperable IT configurations. This is important work and we are excited to be leading the charge on this for the Navy.

Q: Under that initiative, what is your strategy for consolidating network architecture authority under SPAWAR?

A: One of the key linchpins of our war-fighting effectiveness is that we use information technology in a way that gives us a clear

advantage over our adversaries. We also recognize that the way we developed information technology in the Navy was too stovepiped. To use information in a meaningful and impactful way, we had to get our arms around the problem of information technology and how to centralize it more so it becomes the effective war fighting platform the Navy needs it to be.

Without a defensible and interoperable IT infrastructure, the Navy can’t achieve an information dominance future. The other part about this, lingering in the background, is that we’re in a totally dif-ferent world than we were in even 10 years ago with regard to the cyber-threat and cyber-actors out there.

We all see it in our daily lives, both personal and professional, where that cyber-threat environment continues to accelerate. There are some who will say perhaps the next war will start with a series of ones and zeroes and not with a bomb. The question is: How do we defend ourselves against that future?

Given that the Navy is so dependent on this IT infrastructure, we’re not going to get there without having some standardization. IT-TA will help the Navy simplify and strengthen architectures for new systems that build on existing programs like CANES (our new shipboard network that consolidates five networks into one) to not only create more affordable and sustainable systems, but improve security against emerging threats.

Q: How will this new governance structure impact and support program executive offices?

A: IT-TA is critical as our systems grow in complexity to meet emerging requirements with an increasingly connected force. To manage this complexity while ensuring our sailors can operate and maintain our systems, we need to improve our “information dominance rules of road” with detailed architectures, engineering standards and streamlined transparent technical accountability.

One specific goal that programs strive for is to reduce variance of a common system across a number of platforms. Numerous

SPAWAR Commander Rear Adm. Patrick H. Brady meets conference attendees at the AFCEA West 2012 conference. [Photo courtesy of U.S. Navy/Rick Naystatt]


variants drive security, capability, sustainability and cost issues into the system and detract from readiness. Programs have made progress to reduce the number system variants in the fleet and the IT TA, providing Reference Target Architectures (RTA), will further those efforts and provide the goal for a mission driven system of system artifacts to influence what we acquire across the enterprise from innovation and design to installation and sustainment. An RTA will set the foundation to track requirement to dollar spent and ultimately evaluate our return on investment from a war fighting perspective.

SPAWAR IT-TA has the potential to provide an enterprise set of standards that not only align the material solutions, but reduce duplication of engineering efforts and simplify the sustainment of an entire build. Having common design standards across our pro-grams will simplify the training, operation and sustainment of our C4ISR capabilities. This will enable our overarching goal of deliver-ing assigned capabilities for reduced total ownership cost. The hard work remains to build, prioritize and define standards and common architectures but this is critical to our collective success of IT-TA.

Q: What is the status of deploying the Consolidated Afloat Networks and Enterprise Services (CANES) to the fleet, when the full rate production decision is expected, and what can fleet operators anticipate upon installation?

A: CANES is steadily moving forward. We completed the installation of CANES aboard the Arleigh Burke class guided-missile destroyer USS McCampbell in November. Prior to that, the destroyer con-ducted sea trials in October to validate how the network would perform in an operational environment and that the network would meet mission needs. Initial crew feedback has been very positive.

This is a key accomplishment because it paved the way for the CANES operational testing platform, USS Milius, which is the pro-gram’s initial operational test and evaluation platform. This testing is important because it will inform the program’s full deployment decision, which is expected to approve fielding to the remainder of the program’s planned inventory. That decision is expected in the spring of 2014.

Installation of CANES is ongoing in various stages around the world aboard eight guided missile destroyers, two carriers and one amphibious assault ship, so needless to say this is an exciting time. While those programmatic aspects are important for the program’s long-term success, the real benefit I’m excited about is the vast network and capability improvements for the fleet.

CANES represents a key aspect of the Navy’s modernization planning by upgrading cybersecurity, command and control, com-munications and intelligence systems afloat. The enhanced degree of standardization will reduce the number of network variants by ship class across the fleet.

Hardware refresh is planned and funded for every four years, with software refresh scheduled for every two years. This will enable the Navy to keep pace with technology, eliminate the challenges of multiple versions of hardware and software and decrease threats to the network. Information assurance is the foundation used to build CANES, which makes network protection easier and decreases the costs and complexity of training and sustainment. The desired end-state is a more operationally effective, capable network that will ultimately be deployed to more than 190 ships, submarines and Maritime Operations Centers by 2021.

Q: In the CANES process, what have been some of the key challenges you have had to address, and what lessons have you learned?

A: As with any program, there is no better way to make improve-ments than to assess what has and hasn’t worked along the way. For CANES the required time to complete an installation varies depend-ing upon platform type. Efforts to reduce installation time periods are currently ongoing by incorporating lessons learned from initial installations to maximize efficiencies. The CANES program office is currently working with the installation teams to obtain lessons learned from the various ongoing installations to inform installation timeline reduction efforts.

Q: On the other side of the coin, what are the recent developments with the Next Generation Enterprise Network (NGEN) and its transition into service?

A: This is also a big year for the Navy’s shore-based network. On June 27, 2013, the Department of the Navy awarded Hewlett Packard Enterprise Services (HPES) an indefinite delivery/indefinite quantity fixed-priced with award fee contract for NGEN. On July 15, pro-tests of the NGEN contract award were filed with the Government Accountability Office (GAO), and performance of the NGEN contract was stayed as a result.

On October 31, GAO denied the protest, enabling the DON and HPES to begin work on the contract. A post-award conference was held with HPES in November, and the DON has begun to issue task orders on the contract. The NGEN contract specifies a 13 month transition timeline from contract award.

Q: Following the MUOS-2 operational handover, what can end-users anticipate with the full suite of MUOS capability available?

A: The Mobile User Objective System (MUOS) program reflects the Navy’s commitment to space-based capabilities by providing narrow-band satellite communications for the entire Department of Defense.

It’s important to note that the first MUOS satellite, launched in February 2012 and accepted for operational use by U.S. Strategic Command in November 2012, has been providing high quality voice communications for users for nearly two years.

The Navy began spacecraft operations of MUOS-2 on November 15, which allowed us to begin government technical evaluation prior to commissioning and operational use. The handover also included three MUOS ground stations that will relay voice and high-speed data signals for mobile users worldwide. Plus, the ground system, the net-working software and the waveform are all aligning at the same time.

Multiservice operational test and evaluation is expected to be completed by June 2014, after which the satellite will be commis-sioned and accepted by U.S. Strategic Command for operational use.

With MUOS-2 in place and operational, users will soon see significantly improved benefits when the full system suite comes on-line. Users will have access on demand and will be able to use the service while on the move and in all environments and weather to talk to beyond-line-of-sight recipients, whether they are on the other side of a mountain or the other side of the world. Services will also be available for platforms such as ships, aircraft and vehicles.

Q: How would you define SPAWAR’s role in the Department of Defense’s developing Joint Information Environment (JIE),


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and how do you see this initiative evolving in the coming years?

A: SPAWAR has an active role in the development and implementa-tion planning of the JIE effort. We are focused on the primary JIE goals, which are to resolve barriers to trusted information sharing, collaboration and interoperability across DoD and with non-DoD mission partners, and to enhance security and effectiveness against cyber threats and vulnerabilities. Additionally, we want to do what we can to reduce IT infrastructure costs and work smarter to manage the DoD infrastructure. Right now we are engaged on three fronts:

First, we have an onsite team at the Joint Technical Synchro-nization Office at Fort Meade, Md., representing Navy’s interests in JIE as DoD strives to integrate the IT and cyber world. We have routinely supplemented that team with subject matter experts from SPAWAR sites.

Secondly, SPAWAR and our systems centers, PEOs EIS and C4I, have been engaged in the implementation planning of the JIE initia-tive through the development of the Navy’s Information Dominance Enterprise Architecture (IDEA). As such, we have ensured that IDEA is consistent with JIE.

Finally, since Navy is the executive agent for JIE Increment II deployment within the U.S. Pacific Command AOR, we are actively engaged in planning for this event. This includes experimentation objectives, technical analysis, modeling and simulation, and test and evaluation.

Q: What is SPAWAR doing to prepare for and respond to the austere budget environment facing the Navy and military, and what tough choices do you see on the horizon for 2014 as a result of fiscal pressures?

A: We will continue to focus our efforts on delivering capabilities that align with Navy priorities and improving the processes that help us accomplish our mission. That’s why we place so much emphasis on efforts like IT-TA because it not only drives better systems today, but supports long term improved capability and sustainability for Navy systems. Regardless of budgetary pressures, we will adjust course as necessary throughout the year to stay aligned with Navy priorities.

Q: How can industry help the Navy cope with budget pressures?

A: Industry, and especially small businesses, brings incredible inno-vation and agility to capability development for the Navy. The tech-nologies central to the programs we develop and deliver evolve very quickly. To keep pace we rely on our industry partners to maintain the tactical edge for our warfighters. We must also ensure short and long-term value for each taxpayer dollar. Striking the optimum bal-ance in acquisition is nothing new for defense acquisition and efforts, like DoD’s Better Buying Power 2.0, will help improve the processes to support finding that value. Industry’s support and alignment to the enhancements that I’ve outlined here will benefit the effort to bring valued capability to the warfighter. O


By harrison donnelly

miT ediTor


After an extended contract selection process and repeated formal protests, the Air Force has settled on a group of 25 companies eligible to provide netcentric products to Air Force customers under the NETCENTS-2 acquisition vehicle.

The indefinite delivery/indefinite quantity contract was the object of a hard-fought battle because it essentially represents a “hunting license” for the right to sell a total of up to $6.9 billion of IT equipment and software to the

Air Force over the next six years. Those selected must still compete for individual task orders.

The final resolution came in early November, when the Air Force in response to protests announced addition of nine companies to the 16 already selected, thus including all but one of the 26 companies that had originally sought to participate. The Air Force awarded eight IDIQ con-tracts under NETCENTS-2 netcentric products in April, and eight additional contracts in August.

afTer exTended seleCTion proCess, air forCe Taps 25 Companies for key neTCenTriC produCTs aCquisiTion vehiCle.

The mandatory contract vehicle will provide for commercially available off-the-shelf products to support the Internet Protocol Network, including networking equipment, servers/storage, peripherals, multimedia, software not included on other enter-prise licenses, and identity management/biometric hardware and associated software.

NETCENTS-2 netcentric products is one of a set of catego-ries of contract capabilities that also includes network opera-tions and infrastructure solutions, applications services, and enterprise integration and service management (EISM). Another proposed category, information technology professional services, is on hold due to resource constraints.

The network operations and applications services categories are further divided into separate programs for small business and full and open competition, creating a total of six separate contract vehicles. Of those, three—EISM, acquisition services (small business) and netcentric products—have been awarded.

Orders under NETCENTS-1, however, were halted Sep-tember 30. As a result, Air Force customers for products and services not included under the three awarded NETCENTS-2 categories are having to find other Department of Defense and governmentwide acquisition vehicles to meet their needs.

prime relaTionships

Along with the CENTECH Group, Harris, Northrop Grum-man, Booz Allen Hamilton, General Dynamics, Lockheed Martin and Telos, NCI Inc. was one of the eight prime contractors under NETCENTS-1. Although not included in the recent netcentric products award, NCI is seen as a strong candidate for inclusion in the upcoming full and open contract for network operations and infrastructure.

A recent interview with NCI executives offered insights into the workings of NETCENTS-1, as well as the possible impact on acquisition operations of the changes embodied in the various parts of NETCENTS-2.

After working together for nearly a decade, the small group of contractors and the Air Force developed a relationship that functioned smoothly and effectively, according to Greg Hanson, general manager, Enterprise Solutions Sector.

“During the nine years of the program so far, we and the Air Force have learned a lot about the way each does business,” said Hanson. “There are eight NETCENTS-1 primes now, and those of us who have been doing this for the past nine years really know the Air Force intimately, and it’s been a good relationship.

“The customer has learned the types of capabilities we have, and that we can be agile and flexible with the requirements, which have changed a lot over the past nine years. It’s been a dynamic environment. They’ve learned about all of the primes, which is a large group when you think about the primes and all of their teammates. When you work a vehicle like this, you get to know their desires and mission,” he added.

The company had laid the groundwork for success in its responses to sample tasks put forward by the Air Force during the original selection process, observed Kyle Cormack, head of the company’s centralized IDIQ Management Office. “When the

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FollowingthreeseparateannouncementsbytheAirForce,thefollowingcompanieshavebeenawardedafirm-fixed-price,multiple-award,indefinitedelivery/indefinitequantitycontractwithamaximumpotentialvalueof$6.9billionforNetworkCentricSolutions-2(NETCENTS-2)NetcentricProducts:

MIT 17.9 | 21www.MIT-kmi.com

NETCENTS Primes

awards were made, those of us who were accepted initially already had a baseline set up, where the Air Force knew what to expect from industry and industry knew that we had a good solid base-line. From then, the efficiencies started.

“When the task order work comes out, you’re comfortable with your baseline, and the Air Force is comfortable that the primes know how to work on the Air Force IT infrastructure,” Cormack said. “Now we can get creative with how you best work in an environment, where you would staff things differently or bring in resources from vendor partners in a different way. You could do that knowing that the baseline was already set. Over the nine years, we all won some and lost some, and learned from that. Seeing the same kinds of work come up, with sometimes similar and sometimes different customers, we knew what worked and didn’t work.”

As veterans of the program when there was only a single contract vehicle and a small group of prime contractors, Han-son and Cormack are alert to both the benefits and pitfalls of moving to a multi-vehicle approach with a relatively large array of contractors.

“If you look across the eight NETCENTS-1 primes, they are different, with systems integrators on one end of the spectrum and consulting firms at the other end,” said Hanson. “The requirements went from putting wires into a communications closet on a base to developing high-end software for modeling and simulation, and everything in between.

“When they split it up, what they are going to get is more focused companies on each of the areas,” he said. “The Air Force is going to have to divide its requirements up, and there will be more of a burden on them to decide if something is an applica-tion, infrastructure or data management deal. They’ll try to let the deal out under whichever one of the NETCENTS-2 contract vehicles is the appropriate one. The benefit is that they are going to get a more diverse group of players to answer their require-ments, because when you have eight contractors trying to do everything, you get more of a one-size-fits-all situation than if you have different vehicles. The specialization will be a benefit to them.”

But that could have an impact on the speed and efficiency of procurements, Cormack suggested. “If you’re putting three solici-tations together instead of just one, and dividing between large and small contracts, will the Air Force be able to use NETCENTS as quickly and efficiently as they have in the past? I’d like to think they will continue to do so, but breaking the contract up could add other variables.

“From an interoperability standpoint, if the government is going to one vendor for the hardware and others for application and network support, it is breaking up a contract that might have included all of those areas in one. That creates a potential risk to interoperability. Under NETCENTS-1, associated-contractor agreements were encouraged, and that will be even more impor-tant on contracts that are broken up into different sections. You have to make sure that the different vendors cooperate,” he said.

neTCenTriC opporTuniTy

By contrast, Red River, an IT hardware integrator focused on the federal civilian, military, intelligence and health care

markets, will be participating in NETCENTS for the first time as a prime contractor for the netcentric products category. But the company has extensive experience with other govern-ment contract vehicles, according to Vice President of Strategic Programs Jim Dunn, and sees NETCENTS-2 as an important strategic opportunity.

Dunn’s observations on the loyalty of the Air Force as a cus-tomer may also offer an explanation of why companies fought so hard to win a spot on the contractor list: “The Air Force in particular has a strong history of being loyal to its contract vehi-cles. So when you win an Air Force contract, it actually means something. They really use these vehicles, and the Air Force announced early on that in many cases the NETCENTS contracts would be mandatory for anything within the scope. So in addi-tion to being another way to solve problems for our customer base, it is also a significant financial opportunity.”

The netcentric products category is well suited for Red Riv-er’s abilities, Dunn said. “The scope of the contract for this mar-ket is a broad range of everything federal IT product related, and that’s also how we would describe Red River. We’re a broad range federal IT hardware integrator. As I look at the primary things the Air Force buys, they align directly with the kinds of things we offer, including mass storage from the major OEMs, such as EMC and NetApp, basic computing devices from companies like Dell and HP, and networking equipment from Cisco and oth-ers. Those are our key strengths in the marketplace, and where we see the majority of opportunities within the NETCENTS-2 products contract.”

With 25 companies competing in just one category of NET-CENTS-2, compared with eight contractors vying for the full range of NETCENTS-1 business, the competitive environment for individual task orders might be expected to be much more intensive. But Dunn observed that the total size of the field is often not a factor.

“I’d be lying if I said I wouldn’t prefer there were eight rather than 25 companies competing,” he said. “But we tend to find that, whether there are four or five competitors or 30, the competition almost always ends up being the same. It’s no more difficult to compete with a few companies than with 20 companies, because there are generally only four or five companies on any opportunity that are really competitive and serious.”

Dunn pointed to the example of Red River’s participation in the NASA Solutions for Enterprise-Wide Procurement (SEWP) program, a popular governmentwide acquisition contract vehicle focused on IT products and product-based services.

“SEWP has 38 contract holders, but on any given deal there are always just a handful of us competing. We just finished 2013 ranked third out of the 38 in that program,” he noted. “Our price competitiveness in the market, willingness to invest in sales resources, and overall reputation will carry us up to the top of the Air Force NETCENTS product sales just as they have in SEWP.” O




With more and more Department of Defense employees utilizing mobile devices, the need to clear the way for more selec-tion and foster procurement is paramount. Not only must DoD agencies ensure that their employees have access to mobile devices that maintain a reasonable total cost of ownership and good user experience, but also the devices must not compromise security.

Enter the need for secu-rity certification. Industry experts maintain that many competitive mobile device platforms have not been tested in the field or subjected to the long-term rigors of high-stress applications, particularly those confronted in DoD. They rely on many third-party applications—some of which could introduce their own sets of vulner-abilities. As a result, the true value of these

systems is unknown and unproven, particu-larly since it is difficult to gauge whether or not they are truly secure.

Consequently, a new streamlined DoD security certification process has been set up whereby the Defense Information Sys-tems Agency (DISA) acts as a central party within the fed-eral government for review-ing and approving the use of third party software and hardware solutions. Upon review and approval, DISA publishes a security techni-cal implementation guide

(STIG) that summarizes the approved con-figuration and the required third party products and services to use a device in a secure and compliant manner.

“The implication is that due to the new streamlined DoD security certifi-cation process, new mobile devices and

systems will be filed more quickly in DoD,” reported Terry Sherald, chief, Information Assurance Standards Branch, DISA Field Security Operation (FSO).

Up until now, BlackBerry has tradition-ally dominated the federal market as the smartphone solution of choice thanks to its government-grade security, high degree of policy control and adherence to critical government certifications.

“For more than a decade, BlackBerry has made security and government certification a top priority,” commented Scott Totzke, senior vice president for the BlackBerry Security Group. “Technical certifications are an important first step in meeting the needs of truly secure mobile computing for government personal. Security, reliability and the ability to perform in crisis situations when you depend on mobility are all impor-tant hallmarks of the BlackBerry solution.”

BlackBerry 7 devices require the use of the BlackBerry Enterprise Server (BES) for

By karen e. Thuermer

miT CorrespondenT

Clearing the Way for Mobile SecurityraTifiCaTion of seCuriTy guides represenTs signifiCanT milesTone in ensuring ThaT moBile deviCes Will noT endanger neTWorks.

Terry Sherald


policy configuration, remote management and data encryption services, according to a company called Fixmo, a mobile security vendor that can enable DoD agencies to meet STIG requirements.

In addition to the use of BES, the DISA STIG for BlackBerry 7 calls for the use of various components from Fixmo and its Fixmo Sentinel Integrity Ser-vices for device integrity verification and compliance reporting.

gianT leap

This past spring, however, DISA approved the STIG for Apple iOS 6 and the Samsung Knox (Android), in a move that was widely seen as a giant leap for the multi-vendor environment.

“This means these government-issued mobile devices are now approved for use when connecting to DoD networks within current mobility pilots or the future mobile device management (MDM) framework,” Sherald said.

With the recent approval of Apple iOS and Samsung Knox devices by DISA, the doors have opened for DoD and other fed-eral agencies to embrace the latest iPhones, iPads and Samsung Galaxy devices as an alternative to BlackBerry smartphones, noted Tyler Lessard, chief marketing officer for Fixmo.

“There is significant pent-up demand amongst government agencies to broaden their use of smart-phones and tablets beyond BlackBerry devices, and they now have an approved and standardized framework to do just that,” said Lessard. “This represents a huge opportunity for Apple and Samsung to gain market share within the federal govern-ment while also offering DoD agencies an opportunity to expand their use of mobile technologies to better meet their opera-tional goals.”

The new STIGs set out security policy and configuration requirements for gov-ernment-issued devices using iOS6 and the hardened Samsung Knox Android operating system.

The guidelines do not allow the use of personally owned devices.

“In the case of Samsung Knox, the new DISA vendor STIG development process was used, whereby the vendor develops a

STIG for their product using DISA guide-lines, and then submits the STIG to DISA for review and approval,” reported Sher-ald. “In the case of the Apple iOS 6, the STIG was developed in-house using DISA’s legacy STIG development process because the development effort started before the new vendor developed STIG process was fielded.”

In fact, the Samsung Knox and Black-Berry BB10 used exactly the same process for STIG development and certification.

“Both vendors developed their own STIGs, which were reviewed and approved by DISA,” Sherald said. “The difference between the Samsung Knox (Android) and the Blackberry BB10 operating system was that the Samsung Knox efforts were com-pleted prior to the release of the product to the market.”

The STIGs allow use of accepted devices as part of approved mobility pilots with actively defended MDM systems.

DISA officials describe the Samsung Knox STIG as representing a paradigm shift in DISA’s business processes that will dramatically increased the efficiency of bringing new devices into the DoD enterprise. “To meet the STIG, both the

Samsung Android Knox and Apple iOS 6 mobile operat-ing systems completed DISA required security certifica-tions,” remarked Sherald.

In fact, DISA FSO devel-oped the Samsung Knox STIG ahead of its com-mercial release, highlight-ing how close partnerships between government and industry are delivering

the latest enterprise technology to meet department needs.

To pass security certification, both Apple and Samsung products were reviewed against DoD mobile device secu-rity requirements. The process started with the development of a STIG.

Any mobile device or MDM product vendor can complete the same processes, and assuming their products meet DoD requirements, obtain the same certifica-tions, Sherald stressed.

Both Apple and Samsung worked closely with DISA for a lengthy period of time to understand their security and compliance requirements, and to ensure they were able to meet, or exceed, each of these requirements through a combination

of out-of-the-box capabilities and comple-mentary third party security solutions.

Apple worked directly with DISA on the ratification of the Apple iOS STIG, while Samsung partnered with Fixmo and Gen-eral Dynamics for the ratification of the Samsung Knox STIG.

“While the process was generally the same for both parties, there were very dif-ferent review processes as Apple iOS and Samsung Knox devices offer completely different hardware configurations, software implementations and requirement for com-plementary third party cybersecurity solu-tions,” revealed Lessard.

ComplianCe and ConfiguraTion

Earlier, DISA approved the STIG for the BlackBerry 10, Blackberry Playbook and Blackberry Device Service. In making this stride, vendors can now work in getting the latest technology into the hands of soldiers, sailors and airmen more quickly.

“BlackBerry successfully passed the new rigorous security certification process, whereby compliance and configuration standards are set by the Mobile Security Requirements Guides developed by DISA,” explained Totzke. “The difference with BlackBerry’s certification is that the config-uration and administrative effort required for other solutions is much greater and the user experience is reduced compared to BlackBerry.”

For example, BlackBerry Balance tech-nology makes it possible to ensure work information is kept separate and secure so that users’ personal apps cannot access work information, and work information cannot be copied and pasted into personal apps or email messages.

“BlackBerry Balance provides the industry’s leading bring your own device (BYOD) solution, combining trusted Black-Berry security with a brand-new usability paradigm that allows users to get the most out of BlackBerry 10,” reported Totzke.

Blackberry, in particular, has enjoyed a good relationship with DoD. “For more than a decade, BlackBerry has made secu-rity and government certification a top priority, and we are pleased to see our competitors beginning to engage on what we’ve always deemed a necessary first step for military and law enforcement agencies,” remarked Totzke.

Particularly critical to passing the new rigorous security certification process are

Tyler Lessard


its compliance and configuration standards set by the Mobile Security Requirements Guides developed by DISA.

“The difference with BlackBerry’s cer-tification is that the configuration and administrative effort required for other solutions is much greater and the user experience is reduced compared to Black-Berry,” Totzke said.

With a reported 470,000 BlackBerrys in use within DoD, compared to 41,000 mobile devices run on Apple iOS and 8,700 on ver-sions of Samsung’s Android OS, BlackBerry maintains the majority of market share for mobile devices throughout the department.

“We have a long history and a strong relationship with DoD’s military mobile workforce, and our focus is to consistently develop new and improved products to meet their needs,” Totzke added.

Third parTy soluTions

Both Apple iOS and Samsung Knox devices require third party enterprise soft-ware solutions for managing device con-figurations, securing and managing the distribution of mobile applications, moni-toring and verifying the integrity of the operating system, enforcing multi-factor user authentication, and ensuring all sen-sitive email and corporate data is pro-tected with strong FIPS 140-2 certified data encryption both at-rest and in-transit.

To assist with the effort, Fixmo provides a complete enterprise mobility platform, Fixmo EMP, which addresses each of these requirements across both Apple iOS and Samsung devices in a way that meets all of the security requirements of the DISA-published STIGs.

“Additionally, Fixmo offers the Fixmo Sentinel integrity verification solution for both BlackBerry and Samsung Knox devices, which is required as part of the STIG definition for these device types,” Les-sard continued. “Fixmo EMP offers a single platform that enables government agencies to expand their mobility deployments to include BlackBerry, Apple and Samsung devices while ensuring they can meet the full range of security requirements speci-fied in each of the mobile STIGs.”

In the case of BlackBerry, a single ven-dor is providing the device hardware, device software and enterprise management soft-ware, and as such the STIG process was tightly controlled and defined. In the case of Apple, a single vendor is providing the

device hardware and device software, but it requires third party enterprise manage-ment software. As a result, the Apple STIG process included inputs from external ven-dors but was developed directly between Apple and DISA.

“Samsung Knox, in contrast, consists of hardware provided by Samsung, device soft-ware developed by multiple parties includ-ing Google, Samsung, Fixmo, Mocana and others, and it also requires third party enterprise management software,” Lessard explained. “As a result, the Samsung Knox STIG was developed through a more collab-orative exercise, and was jointly developed by Fixmo, General Dynamics and Samsung in coordination with DISA.

“The Samsung Knox STIG focuses heav-ily on third party software requirements and proper configuration profiles, and specifies the required configuration of the Samsung Knox device as well as third party software required for device integrity verification, application management, policy control and data encryption with explicit reference to required third party components such as Fixmo Sentinel,” Lessard added.

The cornerstone leading to this new process and basis for establishing the list of approved mobile devices to operate within the enterprise is the DoD Commer-cial Mobile Device Implementation Plan, released in February. In the plan, DISA was tasked to develop a new process for approv-ing mobile devices “to ensure that DoD will have access to the latest mobile tech-nologies in a timely manner by maximizing vendor participation.”

“DISA established a process where ven-dors develop STIGs following DoD Security Requirements Guides and submit docu-mentation and evidence for DISA’s valida-tion,” said Sherald. “We are excited to continue working with other commercial mobile device providers to support a diverse competitive multi-vendor environment.”

expanding demand

Given these developments, the big news is that DoD agencies can now expand their use of mobile technologies in a safe and compliant manner.

“With the right third party solutions in place, DoD agencies can now confi-dently embrace iPhones, iPads and Sam-sung Galaxy devices for a growing range of mobile use-cases, including secure brows-ing, remote document access, and custom

applications for enhanced productivity,” remarked Lessard. “It’s about embracing the right tool for the right job, and ensur-ing that each agency has a choice when it comes to the types of devices, operating systems and applications that will help them deliver on their mission and improve operational efficiency and effectiveness.”

Totzke emphasizes that with DoD moving to a multi-platform environment, BlackBerry will continue to evolve with changing military needs.

“BlackBerry Enterprise Service 10 sup-ports remote management of BlackBerry, iOS and Android devices from a single con-sole, and the Secure Work Space addresses the needs of enterprises and governments that want trusted security on their iOS and Android devices,” he said.

At the same time, however, IT security tools are critical to maintaining the high degree of security, integrity and compliance that DoD users have become accustomed to with BlackBerry deployments. Totzke argued that with BlackBerry Balance, the company has not only embedded security into the system, it has done so in a way that makes it easy for the user and the admin-istrator and allows security to become a strategic business enabler for government.

Lessard stressed that the ratification of the STIGs for Apple and Samsung lays the foundation for a comprehensive set of secu-rity requirements for the next generation of mobile computing and mobile applications, and sets an important precedent for how COTS devices can be paired with sophisti-cated cybersecurity solutions from industry leaders to meet the requirements of DoD security officers as well as the end user of the device. “It’s a great example of how cyber security can act as a true enabler for operational effectiveness,” he said.

Still, Sherald points out that integra-tion of DoD Public Key Infrastructure requirements in mobile devices—that is, smart card/CAC functionality—remains a challenge. “In addition, due to the decreas-ing lifecycle of mobile devices, pressure to continue to shorten the timeline from the introduction of a new device on the market to DoD security certification is a continu-ous challenge,” she said. O




The RT Logic subsidiary of Kratos Defense and Security Solutions has released its SpectralFox technology, an advanced high volume/high data rate solution that supports the rapid, assured transfer of very large amounts of data via satellite for mission critical applications. Targeted particularly for intelligence community and defense uses, but applicable in any scenario that requires rapid, error-free transfer of exceptionally large amounts of high value data, SpectralFox is a unique configuration of antennas, radio frequency devices and related equipment anchored

by RT Logic’s latest high data rate modem and data protection algorithms. SpectralFox has passed data at more than 700 Mbps in the field, the equivalent of allowing one-way transmission of a terabyte of error-free data in less than four hours. This represents more than a tripling of the effective channel capacity beyond other solutions when using the same satellite system. SpectralFox dramatically reduces the time needed to transfer ISR big-data files while at the same time reducing the associated manpower and logistics.

DLT Solutions and NetApp have launched a storage-as-a-solution (STaaS) service—an enterprise-class hardware, software and services solution that combines secure, elastic and dedicated on-premise NetApp infrastructure with a flexible, pay-as-you-go oper-ating model requiring zero capital investment. NetApp creates innovative storage and data management solutions that help customers around the world store, manage, protect and retain their data. NetApp data storage solutions help government agencies simplify the management of growing data while cutting costs by only paying for what they use. STaaS allows government customers to align their storage capacity with frequently changing requirements and mandates. The offering includes compo-nents for licensing and hard-ware, storage consulting and assessments, installations, and managed services.

A new cybersecurity solution from Lockheed Martin allows intelligence to be securely shared among personnel working at all security levels—from highly classified intelligence sites to unclas-sified users in the field. This high assurance information solution, called Trusted Sentinel, allows data to be manually and/or automati-cally transferred between two or more differing security domains by using a single consolidated configuration of hardware and software. Trusted Sentinel supports the secure flow of intelligence data between all clearance levels by ensuring that

sensitive information does not escape the highest clearance levels. It also ensures that informa-tion traveling back up the chain from un-cleared sources does not contain malicious code that could corrupt secure networks. By incorporating a suite of network protection capabilities that guards classified data from unauthorized access, Trusted Sentinel controls the release of information commensurate with the security level of the infor-mation being processed, including clearance level, formal access approval and user need as deter-mined by assigned confidentiality requirements.

Cybersecurity Solution Allows Cross Domain Information Flow

High Volume Solution Supports Transmission of ISR Big Data

Compiled by kmi media Group staffcotSacoPia commercial off-the-Shelf technology

The HP t620 Flexible Series Thin Client, is HP’s most flexible thin client and the first to offer quad-core proces-sors in a fan-less design for improved performance and productivity. With the addition of HP Remote Graphics Software and flexible networking options on the HP t620, organizations now can take advan-tage of the manageability and security benefits of desktop virtualization plus the increased productivity and convenience for teams collaborating on graphically rich applications. With a new fan-less design and preconfigured high-perfor-mance processors and software, the HP t620 provides businesses with a powerful and seamless desktop experience, enhanced security features for virtual desktops, desktop as a service, unified communications, and other demanding client virtualization and cloud computing use cases.

Thin Client Unit Offers Quad-Core Processors Storage Service Offers

Pay-as-you-go

Operation


advErtisErs indExBaker College . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19www.bakercollegeonline.comKratos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7www.kratosdefense.com/sa LexisNexis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13www.lexisnexis.com/bigdataSabtech Industries Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27www.sabtech.comUniversity of Maryland University College . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C4http://military.umuc.edu

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Air Force Lieutenant General Charles Croom (Ret.) is a former director of the Defense Information Systems Agency and commander of the Joint Task Force for Global Network Operations.

Q: How would you describe the greatest cybersecurity threats facing the Department of Defense?

A: I have both a strategic and a technical answer for that. Strategically, I think we might have overestimated the cybersecu-rity threat, in that we’ve over-hyped the consequences of a destructive conflict—the cyber-war. But we may be underappreciating the impacts of the intrusions that are going on daily, stealing our nation’s secrets, intel-lectual property and economic data.

Looking at the issue technically, the methods have stayed relatively constant in how they steal our intellectual property or do harm. We’re still seeing email spoof-ing, thumb-drive issues, fake websites with malware, and denial of service. At Lockheed Martin, what we’re seeing in particular is attacks on our supply system, which have increased. The world is also seeing increased malicious attacks on the network, such as the destruction last year of 30,000 comput-ers at Aramco. In essence, the methods have remained the same, but we have become more sophisticated.

Q: What do you see as Lockheed Martin’s most notable accomplishments in the past year in the cybersecurity field?

A: I’m most proud of what we’ve done in the thought-leadership area. We have led the defensive capabilities by changing the way we think about cyber-defense. We’ve created an intelligence-driven defense philosophy, and to support that we’ve developed what we call the “Lockheed Martin Cyber Kill Chain” model, a term that we recently trademarked. It turns the world upside down by allowing the defender to go beyond just saying that the offense always has the advantage, or the offense always picks the time and place of an attack and the defender has no opportunity

to block it. We now say that the adversary has to take a sequence of steps and execute those steps in a set order, and we have mul-tiple opportunities to stop them.

This thought leadership has been our most notable accomplishment, and has led to substantial business opportunities for Lockheed Martin. We’ve won a number of significant pure cyber contracts, including the DISA Global Information Grid Services Management Operations contract, several contracts with classified customers, and our Defense Cyber Crime Center win. We’ve been able to take our leadership, turn it into practical solutions for our customers, and win business.

Q: What can the military and the private sector learn about cybersecurity from each other, and what is the most effective way to transfer that expertise?

A: The extensive experience and sophis-tication among the military services and the strong partnership and sharing within the Defense Industrial Base has taught us the value of sharing. And we continue to learn together. The value of the com-munity is that the more information we share, the better it is for all of us. Shar-ing is becoming automated, and we’re see-ing standards being developed by MITRE that allow information to be exchanged machine to machine. It’s about speed, and you want to be ahead of the attack, so the sharing of information through automation and standards of sharing data will only be improved. The advantage of this information exchange is that we will be able to free up resources to move from mundane attacks

to focus more on the advanced and more sophisticated threats.

What’s different between the government and the commercial world, at least for the large defense companies, is that the gover-nance of large commercial networks is much tighter than the government networks. We have much stricter rules in terms of what we can do on our networks. Governance is really important, and it’s what I tried to bring to the government networks, across the Army, Navy and Air Force. In the commer-cial world, we also look at cybersecurity in a risk-management model, so it’s integrated into the other risks that our company faces, and approached at the executive level. That’s a good model for the government to share.

Q: Where do you see LM heading in the future in terms of strengthening its cybersecurity capabilities?

A: What we’ve learned is that it’s about people first. Talent is very important, so you see great competition for the limited tal-ent that is out there. Because of the scarce resources of talent, Lockheed Martin has searched within the company to find the tal-ent and then provide the appropriate training through our Lockheed Martin Cyber Uni-versity to allow people to acquire enhanced skill sets.

We like the course that we charted early-on. We created a Next-Generation Cyber-Innovation and Technology Center that is still active, with more than 100 customers visiting the center this year. It is where we apply our research and development, and where we can work side by side with customers to provide integrated enterprise security solutions. Secondly, we’ve created an alliance that now has 21 member com-panies, where we’re taking the best of breed from each and integrating the solutions, so that the customer doesn’t get something that is untried. We provide enterprise solu-tions that are thoroughly tested long before they get to the customer. Also critical is the cyber-range, where we test our solutions’ defensive strategies and integrate solutions for seamless security. O

Charles CroomVice President of Cyber Security Solutions

Lockheed Martin

inDUStry interVieW military information technology


NEXT ISSUE


February 2014Vol. 18, Issue 1

Cover and In-Depth Interview with:

Lt. Gen. Edward C. CardonCommanderArmy Cyber Command

Insertion Order Deadline: January 10, 2014 • Ad Materials Deadline: January 17, 2014

FEAturEs

Big Data for Network DefenseThe Defense Information Systems Agency’s Acropolis program combines computer network defense data with analysis and workflow tools to provide network situational awareness.

Installation InfrastructuresThe Army Project Manager Installation Information Infrastructure-Communications and Capabilities works with industry to ensure a single Army network from each post/camp/station to the tactical edge.

Enterprise LicensingEnterprise software licensing is growing increasingly popular in DoD, with companies such as Microsoft and Google competing to sell office system licenses.

Cyber-Operations CentersIndustry is offering a variety of solutions and support services to enable organizations to protect their networks, systems, applications and information in real time.

Learn more • 877-275-UMUC • military.umuc.edu/cuttingedge

ARM YOURSELF FOR OPPORTUNITYWITH A CYBERSECURITY DEGREE.

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To win the battle in cyberspace, we need more cyber warriors. University

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