NCW Roadmap3(text)2repository.jeffmalone.org/files/defence/ncw_roadmap_2005.pdf · Strategic Guidance Future Funding Levels & other external factors Defence Planning Guidance Future

NCW Roadmap

2005

NCW Roadmap

2005

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© Commonwealth of Australia 2005

This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from the Department of Defence.

Announcement statement – may be announced to the public.

Secondary release – may be released to the public.

All Defence information, whether classified or not, is protected from unauthorised disclosure under the Crimes Act 1914. Defence information may only be released in accordance with the Defence Security Manual and/ or Defence Instruction (General) OPS 13-4- Release of Classified Defence Information to Other Countries, as appropriate.

Requests and inquiries should be addressed to the Defence Publishing Service, CP3-1-39, Department of Defence, CANBERRA ACT 2600.

SponsorChief Capability Development Group

DeveloperDirector General Capability and Plans

PublisherDefence Publishing Service Department of Defence CANBERRA ACT 2600

Defence Publishing Service DPS: October/2005

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Executive SummaryNetwork Centric Warfare (NCW) is one of the key enabling concepts that underpin the Australian Defence Force’s (ADF) Future Joint Operations Concept (FJOC). In itself the NCW concept does not dictate how the ADF intends to fight. However, the ADF’s NCW capability will provide the means for transition from a network aware force to a seamless, network-enabled, information-age force. The NCW Roadmap articulates the plan for managing this transition.

The NCW Roadmap achieves this by outlining the following:

• the ADF’s future NCW capability requirements,

• the ADF’s current NCW capabilities, and

• how the ADF’s future NCW capability requirements are to be realised.

Within an Australian context, the future NCW capability requirement is defined as an integrated series of grids (Command and Control, Sensor, Engagement and Information network) that facilitate cooperative activity by ADF personnel. Underpinning this capability requirement are three key components:

• the network dimension,

• the human dimension, and

• networking.

All three components require development in order to realise the full potential of a future ADF NCW capability. The ADF’s process of transition is already underway. To date, work has focussed predominantly on the equipment aspects of the network dimension and networking.

Due to the pace of technological evolution, the Department of Defence (Defence) recognises that regardless of the effort dedicated to evolving its future NCW capability, there exists the potential for unforeseen innovation. Defence welcomes the opportunity to maximise the potential for development of an NCW capability via the partnerships that will result from initiatives such as the Rapid Prototyping, Development and Evaluation (RPDE) program.

The NCW Roadmap will be revised to remain synchronised with the FJOC.

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ForewordNetwork Centric Warfare (NCW) is about enhancing Australian Defence Force (ADF)1 warfighting capability. ADF operations in Iraq and Afghanistan demonstrate the potential operational benefits of NCW. This experience is making an important contribution in developing the ADF’s NCW capabilities.

This NCW Roadmap outlines the steps by which the ADF will become further network enabled. It is a guide to discovering and exploiting the opportunities of NCW. The NCW Concept sets the long-term goals for the development of the ADF’s NCW capabilities through to 2020.

The Roadmap will be reviewed and updated to ensure it remains relevant to the ADF’s needs and in step with advances in technology. This iterative approach will allow Defence to explore the potential of NCW.

Four key actionsThe Roadmap identifies four key actions to set the ADF on the road to becoming an NCW force. These actions are:

Set the NCW-related targets and milestones for the ADF.

Establish the Network that will link engagement systems with sensor and command and control systems and provide the underlying information infrastructure upon which the networked force will be developed.

Explore the human dimensions of the networked force and initiate changes in doctrine, education and training with appropriate support mechanisms.

Accelerate the process of change and innovation through the establishment of a Rapid Prototyping, Development and Evaluation (RPDE) capability in partnership with Industry, in concert with an increased use of experimentation to accelerate the introduction of NCW capability.

NCW implementation oversightAs Chief Capability Development Group (CCDG), I am responsible to CDF for the implementation of NCW across Defence. The Defence Capability Committee (DCC) will support me in this task.

1 The uniformed Services (Navy, Army and Air Force) within the Department of Defence.

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PartnershipsAdditionally, Defence understands that key partnerships need to be developed in order to gain the maximum leverage to assist with the development of its NCW capability. Defence’s key partners include:

• industry;

• other Government Agencies; and

• our allies, in particular the US and UK.

Pivotal to the development of these relationships is the requirement for Defence to be able to clearly articulate where its NCW capability is headed and how it is to get there through the NCW Roadmap.

D. HURLEY, AO, DSC Lieutenant General Chief Capability Development Group

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III Executive Summary

V Foreword

1 Introduction

3 Part 1 – The Future Requirement 4 Chapter 1

The Australian Network Centric Warfare Concept

4 Section 1-1 The Future Joint Operations Concept Hierarchy of Concepts

4 Section 1-2 The Network Centric Warfare Package

6 Chapter 2 Target States for the Australian Defence Force’s Network Centric Warfare Capability

9 Part 2 – Current Capability 10 Chapter 3

Status of the Current Force

13 Chapter 4 Human Dimension issues

13 Section 4-1 Network Centric Warfare Education Training & Development and Doctrine

15 Part 3 – Realising The Future16 Chapter 5

The Network Centric Warfare Environmental Framework

18 Chapter 6 The Network Centric Warfare Capability Development Path

20 Chapter 7 Roadmap Milestones

20 Section 7-1

Network Centric Warfare

Capability Milestones

25 Section 7-2

Opportunities for Collaboration in Network

Centric Warfare Development

26 Chapter 8

Achieving the Networked Force

26 Section 8-1

Implementation Plans and Activities

31 Section 8-2

Radio Frequency Spectrum Management

32 Chapter 9

The Emerging Role of Rapid Prototyping,

Development and Evaluation

32 Section 9-1

What is Rapid Prototyping,

Development and Evaluation?

34 Section 9-2

Exploiting Opportunity – Rapid Prototyping,

Development and Evaluation

35 Chapter 10

The Network Centric Warfare Roadmap

Communications Plan

36 Chapter 11

Refining the Roadmap

37 Conclusion

38 Abbreviations and Glossary

Con

tent

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X

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IntroductionNetwork Centric Warfare (NCW) is recognised in the Defence Capability Strategy as a key capability enabler. The ADF already has elements of NCW capability and therefore, this NCW Roadmap outlines Defence’s approach to the ongoing development of NCW. It acknowledges that significant developmental work has already occurred with regard to the conceptual and implementation aspects of NCW, and does not seek to replicate this.

The Roadmap’s broad aims include:

• informing both the public and Defence community of the Defence’s vision for NCW;

• providing a status report on the ADF’s evolving NCW capability;

• outlining the capability development path for the ADF’s NCW capability ; and

• providing an overview of the milestones that Defence views as critical to the realisation of its vision for NCW.

In order to fully engage industry in this Roadmap, Defence is aware of the requirement for clarity when describing both the future that it is seeking to realise, and the manner in which industry can provide assistance. To this end, Defence acknowledges the following expectations for this Roadmap:

• Public release of the NCW Roadmap is a key to understanding Defence’s NCW requirements;

• Industry is looking to Defence to experiment with NCW and engage with them early in NCW capability development; and

• Industry has a better understanding of Defence’s approach to the development of a NCW capability.

As an enabling concept, NCW holds the potential for enhancing the ADF’s warfighting effectiveness. It is important to note that while NCW can be a powerful means to an end in the ADF context, it will never be an end in itself. Defence considers 2015 as an important point of reference because as it coincides with the end-point of the current Defence Capability Plan (DCP).

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The Future Requirement

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Chapter 1

The Australian Network Centric Warfare Concept

Section 1-1 The Future Joint Operations Concept Hierarchy of Concepts

In order to describe the mechanics of the Roadmap it is necessary to first understand Defence’s endorsed hierarchy of concepts.

Strategic GuidanceFuture Funding Levels

& other external factors

Defence Planning Guidance

FutureMaritime

OperatingConcept

Future LandOperatingConcept

Future Air &Space Operating

Concept

Australian Military Strategy

Integrating and Supporting Operating Concepts

Future Joint Operations Concept

Figure 1-1. Hierarchy of Concepts

Under Figure 1-1, NCW serves as an enabler for the Future Joint Operations Concept (FJOC) and provides a point of reference for the range of Integrating and supporting operating concepts.

Section 1-2 The Network Centric Warfare Package

Success in an NCW context is achieved by effectively linking Command and Control, Sensor and Engagement systems via a network, to facilitate enhanced situational awareness, collaboration and offensive potential. Personnel within the networked force rely on secure and responsive linkages (network connectivity) that allow the right information to be accessed at the right time by the right force elements. Increases in combat power from being a networked force are derived from the quality and timeliness of shared information and through the exploitation of new system and command relationships.

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Operational experience has demonstrated that improved information sharing and increased collaboration though NCW can provide enhanced understanding of the situation by decision-makers. Synchronisation is improved, permitting the ADF to deliver more controlled and precise military effects. In the future this could include rapid and reliable, direct sensor-shooter configurations. Synchronisation is achieved conceptually through four key, interdependent elements:

• Command and Control systems (the C2 grid);

• Sensor systems (the sensor grid);

• Engagement systems (the engagement grid); and

• The Network (the information network).

Figure 1-2 depicts the interrelationships between these key elements. In practice these grids are not always distinct and some systems are a combination of grids. The four elements are in effect the exterior packaging of what NCW has the potential to offer the ADF. Within this package are three fundamental components, each of which must be developed for the overall NCW package to function effectively.

C2Grid

Sensor Grid

Targeting, Feedback & Combat ID

Generation of Effects

Integration withInformation

Network

InformationManagement

Logistics Management & Information

Systems

INFORMATIONNETWORK

Decide

Sense Act

Tactical Engagement & Manouvre

Systems

PersonnelEnabled

EngagementGrid

Figure 1-2. The Network Centric Warfare Package

ADDP-D.3.1 Enabling Future Warfighting – Network Centric Warfare, is the endorsed NCW Concept, and provides a start point for the identification and exploitation of the opportunities for NCW. It is also the foundation for the NCW Roadmap. Consideration and understanding of the NCW Concept is therefore a necessary prerequisite for appreciating the NCW Roadmap.

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Whilst the NCW Roadmap seeks to avoid restating the NCW Concept, the central themes of the Concept; in particular the two reinforcing dimensions of NCW, the network dimension and the human dimension; transition directly to the Roadmap.

The network dimension. The network connects our military systems, including our engagement, sensor and command systems. The network dimension will be the initial focus of our development, and change here is expected to have a profound influence on the human dimension.

The human dimension. The human dimension is based on professional mastery and mission command. It requires high standards of training, education, doctrine, organisation and leadership. This human dimension is about the way people collaborate to share their awareness of a situation, so that they can fight more effectively (become ‘networkers’). It requires trust between warfighters across different levels, and trust between warfighters and their supporting agencies.

The NCW Roadmap develops these reinforcing dimensions through the addition of a third fundamental component, networking.

Networking. The ADF consists of a range of human and technical networks, which it synchronises to achieve operational effectiveness. Networking describes the manner in which these and future networks interface or collaborate to build a self-synchronising, self-informing system of systems.

Chapter 2

Target States for The Australian Defence Force’s Network Centric Warfare CapabilityThe ADF’s NCW aspirations for 2020 are described in target states. These target states are derived directly from guidance and are summarised below:

Force Application in 2020The ADF can generate a range of lethal and non-lethal effects that are both timely and appropriate and are synchronised with other partners to achieve the desired effect.

• NCW allows the ADF to accurately apply an appropriate level of force in close combat and from standoff ranges in complex environments.

• Forces are able to identify friendly, hostile and neutral forces in the battlespace with enhanced accuracy.

• This information is distributed through a Common Operating Picture (COP).

• The COP greatly reduces fratricide and the number of platforms on standby and deployed, while significantly increasing the lethality of friendly forces.

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• The ADF has a robust ability - in demanding environments - to gain and share data on the effects of its application of force.

• ADF commanders possess a greatly enhanced decision making environment.

Information Superiority and Support in 2020 Defence has continuous information connectivity to link fighting units, sensors and decision-makers in a way that increases situational awareness and the capacity to act decisively.

• Seamless interfaces exist between fixed and deployed domains within the Defence Information Environment (DIE) and between Australian and allied intelligence domains.

• All source coordination of collection and tasking exists across both national/allied and ADF controlled capabilities.

• Information is processed and analysed to provide integrated intelligence products to the right people at the right time, providing friendly forces with an understanding of the situation that is superior to that of an adversary.

• The information architecture is robust enough to ensure continuous availability under demanding conditions, including frequent denial of service attacks by an adversary.

Command and Control in 2020 The ADF’s command and control system promotes collaboration

• Commanders achieve a virtual presence with senior decision-makers.

• Decision-support tools are an integral and trusted element of the decision-making ability of commanders and their staff allowing rapid and effective decision-making in all situations.

• Commanders are trusted and capable of adaptation and employing highly flexible command arrangements in the accomplishment of assigned missions.

• The ADF is capable of filtering information in order to speed the decision-making process in ambiguous circumstances.

Force Deployment in 2020The ADF is capable of rapid and accurate identification, and the protected deployment, of an optimised force.

• Deployment assets have access to appropriate areas of the COP and the tactical information environment.

• The deployment of forces is conducted with maximum efficiency and in-transit visibility and with minimum risk of interdiction en route.

• Deployment agility is achieved through self-synchronising networks at the service level and a significant part of the joint force.

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Force Protection in 2020Forces deployed, and in home locations, have a pervasive network of active and passive sensors, which are automatically fused into a COP in order to achieve an enhanced level of shared situational awareness about their surroundings.

• The ADF is able to predict a wide range of environmental threats and protect deployed forces against them.

• The underlying information infrastructure (the network) employed by the networked force has continuous protection in the most demanding of circumstances to ensure continuous availability in the face of determined attacks on the network by an adversary.

• The fusion of information and intelligence provides automatic early warning, through secure protected networks.

• The ability to counter an adversary’s Information Operations has been enhanced to such a level that they have a minimal capacity to deny the achievement of the desired effect.

Force Generation and Sustainment in 2020Key logistic function networks within the National Support Area (NSA) are linked with those in theatre, and provide connectivity and a collaborative ability with industry and coalition partners.

• Commanders have an end-to-end visibility of the logistic system providing the ability to rapidly and effectively prioritise scarce resources required to generate and sustain deployed force elements.

• Automated ordering and replenishment takes place as supplies and ordnance are consumed by platforms and field units.

• The deployed force has minimised its vulnerabilities and greatly enhanced its mobility through more effective reach back, optimum force presence and the precision sustainment for the majority of logistic requirements.

The target states outlined are necessarily broad in nature. While they outline the ADF’s desired NCW end state, they do not dictate how this will be achieved.

Current Capability

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Chapter 3

Status of The Current ForceThe ADF has made progress in developing its NCW capability. Information networks are already used to link joint assets into functional systems, and a degree of connectivity has already been established. Capabilities such as Satellite Communications, Tactical Information Exchange links and the Command Support Environment are being progressively rolled out.

The three environments are at different stages of progress towards achieving a seamless NCW capability. The Maritime environment is the most advanced having benefited from operating data links since the 1970s, satellite communications since the late 1980s and net centric operations with coalition partners. The other environments are less advanced with many important engagement systems relying on manual transfer of information across gaps between existing systems. While data links are prevalent within the maritime environment, voice communications alone, dominate the land and air environments.

While significant progress has been made with the network dimension, only preliminary work to scope the requirements for the human dimension of NCW has been undertaken. The cumulative effort required to realise the human dimension of NCW could well outstrip the more readily understood network aspects of NCW.

The remainder of this chapter will explore the ADF’s existing network related capabilities in terms of the three NCW grids and the information network identified in Chapter 1.

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Command and Control systems (C2 grid). The ADF provides effective command, control and communications on secure systems around the world to support geographically separated ADF deployments. Communications are potentially vulnerable to interception and interference by technologically sophisticated adversaries. Well-trained personnel, situational awareness and robust military planning systems remain key to the ADF’s C2 system. Projects such as JP 2030 (Joint Command Support Environment) and LAND 75 (Battlefield Command Support System) are addressing the ADF’s identified command and control capability requirements. Initiatives such as JP 2077 (Improved Logistics Information Systems) are addressing identified logistics systems capability requirements.

Sensor systems (sensor grid). Intelligence, Surveillance and Reconnaissance (ISR) remains a resource intensive requirement for ADF operations from the tactical through to the strategic levels. Collection and distribution of ISR data requires development in the context of an overall ADF information infrastructure. A range of initiatives – such as AIR 5333 (Vigilare – Air Defence Command and Control System), AIR 5077 (Airborne Early Warning and Control), SEA 4000 (Air Warfare Destroyer), JP 2025 (Joint Over-the-horizon Radar Network [JORN] Upgrade), DEF 7013 (Joint Intelligence Support System), and JP 2044 (Space-based Surveillance Capability) – are addressing the ADF’s ISR capability requirements.

Engagement systems (engagement grid). It is not enough to have enhanced shared situational awareness and collaborative capacity. The ADF must be able to produce desired effects in the battlespace by engaging an adversary. Many of the current limitations identified within the ADF’s engagement system are being addressed through the DCP. The ADF will continue its experimentation activities to derive the optimum balance of sensors to engagement systems required to generate the right effects at the correct location and time in the battlespace.

The Network (information network). While seamless networks will provide the necessary links between sensors, engagement systems and decision makers, it is the provision across these links of accurate and timely intelligence (rather than data) that will enable commanders to make the right decision at the right time to achieve the desired effect. Studies continue to

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quantify these information exchange requirements for joint tactical forces. Projects such as JP 2072 (Battlespace Communications Land), JP 2008 (Military Satellite Communications), JP 2047 (Defence Wide Area Communications Network), JP 2089 (Tactical Information Exchange Domain) and SEA 1442 (Maritime Communications) are addressing the ADF’s information environment capability requirements.

Protecting the NetworkCoincident with Defence’s desired NCW capability is the enduring requirement for information protection.

Current State of Network Protection. Defence’s current approach to information protection reflects the wider organisational approach to security. Computer systems are protected by both physical (restricted access environments and secure storage) and non-physical security measures (firewalls). More sensitive information is protected by means of the physical separation of networks. Data is very secure when moving between systems due to military standard encryption creating a paradox in which information is safer in transit than in storage (where the physical hardware storing the data can be either stolen or lost).

Future Directions. The future direction of information protection must be governed by an Information Security Architecture that is an integral component of a Defence-wide Information Enterprise Architecture. This architecture details overall systems design by establishing clear principles for access control, data management and accountabilities.

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Chapter 4

Human Dimension IssuesBoth the Chief Capability Development Group (CCDG) and Head Defence Personnel Executive (HDPE) are acutely aware of the effort required to develop the human dimension of NCW. As Defence’s principal personnel architect, HDPE has overall responsibility for addressing key NCW related future workforce issues, such as:

• How will the future workforce network?

• What inherent skills will the future workforce bring to the NCW environment?

• What is the capacity of the future workforce to absorb information?

In implementing the human dimension of NCW, HDPE will be assisted by a variety of agencies such as:

• Defence Health Services,

• Workforce Planning Recruitment & Retention, and

• Education Training & Development.

The outcomes from the Defence Personnel Scan – 2025 will be integral to assisting in this process.

Section 4-1 Network Centric Warfare Education Training and Development and Doctrine

Network Centric Warfare Education Training & Development. A recent study addressing the human dimension of NCW in respect to education, training and development (ET&D) examined the requirements for:

• a common approach to educating Defence personnel in Australian NCW concepts, and

• the development of an NCW education strategy for Defence.

The study involved:

• An audit of what is currently being done with regard to education and training of Defence personnel within the Australian NCW context.

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• Identification of the key target groups with regard to education and training in NCW along with the specific education and training requirements (including remedial training) for each group.

• Development of recommendations regarding what needs to be done now (2005) and by 2010 with regard to eduction and training of Defence personnel in NCW within the Australian context.

• Development of recommendations regarding entry level standards for General Enlistment, Officer Enlistment, mid-level and senior career courses with regard to suitability to operate within an NCW environment.

The prioritised recommendations from the study are:

• Raise awareness. Dissemination of the core NCW concept to current Defence personnel in order to develop a common understanding.

• Educate senior leadership. The aim is for a unified understanding of NCW concepts by senior commanders and decision-makers and an appreciation of the inter-linkages and implications of NCW related capability decisions.

• Prepare future leaders. Preparation of future leaders through incorporation of NCW concepts across both the Officer and Non-Commissioned Officer training curricula.

• Understand the future workforce. Review of overall workforce requirements to inform strategic workforce planning. Together with a review of the individual training requirements for future Communications and Information Systems (CIS) specialists and managers.

• Produce the knowledge tools. Undertake the development of NCW tools and an accompanying doctrine program.

• Development. An NCW Master Question List (MQL) and mechanism for the evaluation and feedback of lessons learnt into future collective training activities.

Doctrine. NCW does not require its own specific doctrine products. However, the doctrine that is developed to support the FJOC must incorporate the relevant aspects of the NCW Concept. The ADF’s future NCW capability will have potential applications across every aspect of the FJOC. Key areas of focus include:

• the provision of C2 (including aspects such as situational awareness, decision making and self-synchronisation) to the network enabled force; and

• the integration and delivery of effects by the network enabled force.

This is a time critical task because new and more capable equipment will be delivered into service within the next five years. Without adequate doctrine to promote effective networking, this new equipment will not deliver the full capability anticipated.

Realising the Future

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Chapter 5

Network Centric Warfare ImplementationThe Chief of the Defence Force directed that Chief Capability Development Group (CCDG) assume responsibility for implementing NCW. The task of implementing the NCW Roadmap crosses the whole of Defence and is being overseen by the Defence Capability Committee (DCC).

With NCW being an enabling capability, the implementation will be a subset of the wider Defence Capability Management activities.

Key NCW organisations are depicted in Figure 5-1. In nearly all instances the key organisations’ remits extends well beyond NCW implementation and ensures that a whole of capability perspective will be applied to the fundamental inputs to capability required to achieve the

vision for the ADF’s NCW capabilities.

Director General

Integrated Capability

Development(DGICD)

Chief CapabilityDevelopment

Group(CCDG)

Defence Capability Committee (DCC)

Intelligence &Security Group (I&S)

Defence Science and Technology

Organisation (DSTO)

Chief Information Officer Group

(CIOG)

Strategy Group (SG)

RPDE Organisation

Defece MaterialOrganisation (DMO)

Industry

Capability Managers

Outer constellation

Inner constellation

Head Defence Personnel Executive

(HDPE)

Director General Capability and

Plans (DGCP)

Director NCWImplementation

(DNCWI)

NCW Program Office (NCWPO)

Figure 5-1. Australian Defence Force Network Centric Warfare Implementation

Capability Development Group (CDG)The following organisations and agencies work with and through CDG to develop, refine and implement various aspects of the NCW Roadmap:

• Chief Capability Development Group (CCDG). CCDG is responsible for overall implementation of NCW across Defence.

• Defence Capability Committee (DCC). Authorises high-level implementation and coordination of NCW activities.

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• Director General Capability and Plans (DGCP). Integrate and coordinate NCW with other capability development matters.

• Director General Integrated Capability Development (DGICD). Provides cross project NCW integration and chair of the RPDE Steering Group.

• Director NCW Implementation (DNCWI). Provides research and policy support to CCDG and DGCP in NCW matters. Coordinate development of the NCW Roadmap.

• NCW Program Office (NCWPO). NCWPO is the battlespace architect and is responsible for ensuring cross project integration. It fulfils this role through testing NCW compliance to Battlespace Architectures and mandated standards.

Chief Information Officer Group (CIOG). The group manages the Network Dimension of Defence NCW capability.

Intelligence and Security Group (I&S). The group develops the intelligence component of Defence NCW capability.

Defence Materiel Organisation (DMO). DMO works in partnership with Defence industry to deliver the DCP.

Capability Managers. Each capability manager is responsible for the raise, train and sustain functions for the NCW enabled force.

Defence Science and Technology Organisation (DSTO). DSTO provides the Science and Technology (S&T) support to Defence NCW capability.

Head Defence Personnel Group (HDPE). HDPE has overall responsibility for managing the Human Dimension of Defence NCW capability.

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Chapter 6

The Network Centric Warfare Capability Development PathThe dissection of the timeframe between now and 2020 into five-year increments provides simple points of reference for NCW development. The NCW capability continuum will obviously continue beyond 2020, as the Seamless NCW Force in turn becomes the Force-in-Being and then the Legacy Force.

The developing relationship between the dimensions of the NCW Concept and networking is illustrated in Figure 6-1. The 2015 epoch is significant because it coincides with the end point

of the current Defence Capability Plan (DCP).

Figure 6-1. Developing the Seamless Force to 2020

The concept of learn-by-doing is at the core of the approach CCDG intends to take in involving the wider ADF in NCW capability development. The Program of Major Service Activities (PMSA) will be used to test NCW Concepts (in particular those in the human dimension). Concepts to be tested will be derived from an NCW Master Questions List (MQL), and use a Model-Test-Model (MTM) methodology. Insights and data gained from these activities will be used as the basis for the development of products (such as doctrine). Exercise TALISMAN SABRE 07 is intended to be the first MTM activity.

CRITICALMASS

LEARN BY DOING

NOW

ASPIRATION:THE

SEAMLESSFORCE

Collaboration & Shared Situational Awareness

(Networking – elements

& platforms

2005Network ‘aware’ Force

2020Seamless NCW Force

2010 2015

Create the foundationfor NCW

Discover / create better collaboration and enhance network

capacity

Seamless Force characteristics

determined from 2010 onwards

- NEW RELATIONSHIPS- AGILE FORCE PACKAGING

- ROBUST & RELIABLE- FLEXIBLE- MANAGED ‘END TO END’

- NEW RELATIONSHIPS- NEW ORGANISATIONS- NEW C2- DIFFERENT PEOPLE?

Underlyinginformation

Infrastructure

(Network)

Human Dimension (human networks, recruiting, training,

education, organisation & culture)

LEARN BY DOING

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Capability integrationTo realise the benefits of NCW in operational capability, Defence needs to take a ‘systems approach’ to the scoping of projects, and to successfully integrate the complex ‘systems of systems’ inherent in a networked force.

NCW capability development will be driven through three focal areas of development in the Defence Capability Plan, specifically:

• Enabling Infrastructure – includes the projects that will deliver the robust communications network required to achieve the level of connectivity to support Defence’s NCW concepts and integration requirements.

• Enabling Information Systems – includes the projects that will deliver the Information Systems required to support Defence’s Mission Command, Intelligence, Surveillance, Reconnaissance, Imagery and Military Geospatial Information sharing requirements.

• Combat Capability for Information Users – the platforms and the hardware that can deliver the combat effects in operations using the enabling information systems and infrastructure.

The NCW Program Office within Capability Development Group is a key enabler of the systems approach and achieving capability integration. The purpose of the Program Office is to ensure that the development of integrated capability is linked to the ADF’s strategic guidance and operational concepts for NCW.

Activities undertaken by the NCW Program Office to support the development of an integrated and networked ADF include:

• Providing coherent and time synchronised ADF NCW architecture for use in the Capability Development and Acquisition processes.

• Working with the CIOG to ensure the provision of technical standards required to support integration.

• The implementation of a NCW Compliance Process for DCP and Minor projects.

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Chapter 7

Roadmap Milestones

Section 7-1 Network Centric Warfare Capability Milestones

The following milestones have been established to measure progress against the network objectives needed to evolve NCW capability:

• 2008: Broadband Networked Maritime Task Group – initial capability.

• 2008: Networked Aerospace Surveillance and Battlespace Management capability.

• 2009: Interim Networked Land Combat Force.

• 2010: Networked Fleet – mature capability.

• 2010: Integrated Coalition Network capability.

• 2012: First Networked Brigade.

• 2013: Networked Air Warfare Force.

• 2014: Second networked Brigade.

• 2015: Robust Battlespace Network.

• 2015: Networked Joint Task Force.

Figures 7-1 to 7-10 depict the current DCP project timelines against the respective milestones.

Figure 7-1. 2008 Broadband Network Maritime Task Group

This capability will be principally delivered through SEA 1442 equipment acquisition enabling IP networking at sea between major fleet units. 2008 will see the provision of broadband connectivity to enable the network.

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Figure 7-2. 2008 Networked Aerospace Surveillance & Battlespace Management capability

The Networked Aerospsce Surveillance and Battlespace Management Capability will be delivered by 2008. Through vastly improved command and control, surveillance and communcations architectures (including Tactical Digital Information Links), ASBM will provide sustained surveillance and management of aerospace systems

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Figure 7-3. 2009 Interim Networked Land Combat Force

This force comprises a mechanised Battlegroup, based around infantry, cavalry and tank forces. The force will be equipped with digital communications and battle management systems. Projects Land 75, Land 125 & JP 2072 are fundamental in achieving this milestone. These projects will play key roles in the realisation of all NCW milestones that impact on the land environment.

Figure 7-4. 2010 Networked Fleet

The expansion of the Maritime Tactical Wide Area Network (MTWAN) will enable the networking of the remaining Fleet units. Phase 4 of Sea 1442 will also deliver upgraded communications capabilities through replacement radios, antennas and other systems. JP 2048 (Helicopter Landing Dock) will significantly improve the littoral capability of this force.

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Figure 7-5. 2010 Integrated Coalition Network capability

The integrated Coalition Network Capability will allow for the seamless integration of ADF C2, ASBM and communications into established Coalition network architectures.

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Figure 7-6. 2012 First Networked Brigade

The Interim Networked Land Combat Force 2009 capabilities will be extended to complete the rollout to all Brigade elements.

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Figure 7-7. 2013 Networked Air Warfare Force

The Networked Air Force will provide seamless integration of Aerospace Surveillance and Battlespace Management assets and outputs to Joint and Coalition task forces both within AS and deployed locations.

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Figure 7-8. 2014 Second Networked Brigade

The Networked Brigade 2012 capabilities will be extended to a second brigade and include supporting elements.

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Figure 7-9. 2015 Robust Battlespace Network

In 2015 the ADF will have achieved the infrastructure, tools and command & control systems capable of providing a robust battlespace network. Communications beyond line of sight, will be synchronised and synergous through significant capability delivered by JP 2008. Improved technology in communications (JP 2072, SEA 1442, AIR 5333, AIR 5432) will enable battlespace networks that complement surveillance, engagement and command and control systems.

Figure 7-10. 2015 Networked Joint Task Force

The achievement of this milestone will realise a deployable, balanced and networked force. The continued development of key NCW capabilities such as the networked Brigade; networked Fleet and networked Air Force are fundamental building blocks in achieving this objective. JP 2048 (Helicopter Landing Dock) will significantly improve the littoral capability

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of this force. Also vital to this milestone will be adequate joint training activity to prove the underpinning processes, tactics and procedures necessary to operate as an effective joint force.

Section 7-2 Opportunities for Collaboration in Network Centric Warfare Development

The military forces of all first-world nations are actively working towards the development of a mature NCW capability. NCW enabled forces are routinely deployed and evaluated on operations. The development requirements, insights and lessons learned from these deployments offer the opportunity to learn practical lessons about NCW issues. Areas in which the ADF could collaborate with other forces in NCW Development include:

• NCW concept development;

• Broadband communications, satellite communications (SATCOM) and modem development;

• Implementation of architecture frameworks for developing NCW integrated forces;

• NCW compliance objectives and frameworks;

• National and international governance;

• Standards management frameworks;

• Leveraging industry contribution to NCW capability development;

• Management and integration of legacy systems in a networked environment;

• Enablers for interoperable coalitions;

• Networked capability doctrine; and

• Opportunities for coalition cooperation in NCW development and training.

While this Roadmap outlines Defence’s plan to achieve the desired NCW target states, the pace of change in technology provides significant potential for industry to play a key role in enhancing the ADF’s NCW capability development. Apart from the RPDE program, avenues in which industry could participate in the development of an NCW capability include:

• Collaborative development in conjunction with DSTO;

• Concept technology demonstrators;

• Involvement in industry fora (for example, Australian Defence Industry Electronic Systems Association [ADIESA]); and

• Experimentation to develop the human dimension of NCW.

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Chapter 8

Achieving The Networked Force

Section 8-1 Implementation Plans And Activities

Services and Groups responsible for specific NCW implementation activities are detailed in the following paragraphs. CDG and DPE NCW implementation activities are not detailed as they are intrinsically linked to the Roadmap process.

JointNetwork Centric Warfare is a key enabler for the future ADF operating as a joint force. At the core of the future ADF is a networked force with the ability to generate tempo, precision and joint combat power through improvements in situational awareness, clear procedures and the information connectivity needed to synchronise actions to meet the commander’s intent. The development of the future joint capability will be based around an evolving robust communications network and information systems driven by Future Joint Operational Concepts (FJOC) and supported by the development of appropriate doctrine. Enhancements to the ADF’s command and control; intelligence, surveillance and reconnaissance systems; imagery and geospatial systems will be key priorities in supporting this development.

Significant projects in the joint realm are the new integrated Joint Operational Headquarters to be built at Bungendore (JP 8001) and modernisation of satellite communications capabilities (JP2008). These capabilities will extend the ADF’s reach and situational awareness, providing increased ability to leverage national systems in support of operations both inside and beyond Australia.

The achievement of a deployable, balanced and networked force will be incremental as network enhanced force elements enter service. An interim networked Land Combat Force equipped with digital communications (JP 2072) and battle management systems (LAND 75) will be deployable in 2009. In 2010 the Landing Helicopter Dock (JP 2048) will provide transportation and C2 support to the land force. A networked fleet integrated by an expanded Maritime Tactical Wide Area Network (SEA 1442) will provide support to the amphibious units while Wedgetail (AIR 5077) will contribute as an aerial C2 and ISR node.

By 2015 intelligence and imagery support will be improved through the Integrated Broadcast System upgrade (JP 2065), Geospatial (JP 2064) Information and Infrastructure services and the Joint Intelligence Support System (DEF 7013). Two networked Brigades will be available for deployment. The Air Warfare Destroyer (SEA 4000) will complement Vigilare (AIR 5333) and Wedgetail to further define a balanced, networked maritime and littoral air defence and surveillance capability. JP 2047 (Defence Wide Area Communications Network), JP 2090 (Combined Information Environment), JP 2030 (ADF Command Support Environment), JP 2043 (HF Modifications) and JP 2008 will enable and underpin homeland, deployed and reachback communications to support joint operations and the military activities of each environment.

The development of a Joint ADF, enabled through the concept of Network Centric Warfare, requires attention to all fundamental inputs to capability. While there are significant

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challenges in this development path, NCW enables a Joint ADF to fight more effectively to provide a warfighting advantage through better collaboration and enhanced shared situational awareness.

NavyThe Royal Australian Navy (RAN) places significant emphasis on selective high technology systems, knowledge superiority and superior training to provide a capability edge over an adversary. Knowledge superiority will rely on a comprehensive understanding of the battlespace and the ability to coordinate widely dispersed maritime force elements to ensure that their actions are harmonised. The ADF NCW concept will enable the RAN, as part of a networked ADF, to conduct seamless joint and combined operations, principally with the US and other key allies. This will demand compatible technologies and common standards.

The RAN of the future will be supported by a command, control, communications, computers, intelligence, surveillance, reconnaissance, and electronic warfare (C4ISREW) system that is networked to a high degree to achieve information superiority, greater situational awareness and a Common Operating Picture (COP). For the Navy, NCW will largely be an evolution of existing practices. The increasing information transfer demands have required a transition to robust broadband communications. The satellite communications and information technology infrastructure modernisation programs are of fundamental importance to Navy. Link 112 has been used for many years by Navy in the transfer of tactical data between ships, aircraft and ground-based radar sites. Link 16 (an enhanced tactical data interchange standard) will be progressively introduced over the next few years.

The core component of the RAN’s future NCW capability will be the Air Warfare Destroyer (AWD). In addition to networking with other RAN surface, sub-surface and air assets to achieve sea control, the AWD will integrate seamlessly with the Joint Strike Fighter, Airborne Early Warning and Control Aircraft and Ground Based Air Defence to maintain control of the air. This complementary package of networked capabilities will provide a potent ability to gain, and maintain air control in order to provide air defence for an ADF task group operating around Australia or deploying from Australian shores, and establishing itself either within our immediate region or beyond. To achieve this, C4ISREW systems will need to be highly interoperable to achieve the goal of shared situational awareness.

The RAN will, by necessity, operate in both the open ocean and in the littoral. Each has unique characteristics that will influence capability and NCW requirements. Critical to the conduct of any future maritime or littoral operation will be a high level of situational awareness that allows better understanding of friendly, neutral and enemy capabilities and intentions. Surveillance is a significant enabling component of this awareness and can be considered in the context of broad area and tactical surveillance. Networked broad area surveillance provided by satellite sensors, Joint Over-the-horizon Radar Network (JORN), strategic Unmanned Aerial Vehicles

2 Link 11 is a tactical data interchange standard

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(UAVs) and Maritime Patrol Aircraft will be complemented by networked tactical surveillance provided by organic naval helicopters and shipborne UAVs. Additionally, submarines will be increasingly incorporated into task groups as the technological advancements in NCW allow geographically distant assets to be centrally coordinated by the Task Group Commander. Reachback to expertise, intelligence and information will also be particularly important.

The Navy’s emerging Rapid Environmental Assessment (REA) capabilities have the potential to be a significant force multiplier, particularly if networked. REA allows an uncharted area to be surveyed quickly and for the resultant information to be shared in near real time.

ArmyFuture conflict will remain violent and chaotic, and is likely to occur in an increasingly complex environment. Land forces will need to be versatile, agile, and effects-focused if they are to deal with such complexity. These land forces will need to obtain and leverage information, fight as combined arms teams and win in close combat. Consequently, creating a networked and hardened force is Army’s primary capability development challenge.

Army will respond to this challenge by creating a balanced and integrated 2020 Objective Force for operations in this future battlespace. Hardening and Networking the Army (HNA) and its underpinning Future Land Operating Concept, Complex Warfighting, are intermediate steps towards the Objective Force.

In the past 12 months (FY04/05) Army has continued to develop its NCW aspirations in accordance with extant guidance. Army has produced its enabling concept for NCW, Army’s Enabling Concept: Networking in the Land Battlespace, and its Hardened Networked Army (HNA) Campaign Plan. HNA will enable Army to structurally accommodate those future networked capabilities due for delivery in the DCP.

Army has conducted a gap analysis of NCW as it pertains to the land environment, and a DSTO report titled A review of the Progress Towards an NCW Capable Land Force has been produced. As a result four lines of development are being explored; connectivity, information management, human-systems integration and network assurance.

Army in conjunction with CDG is currently developing a Land Networking Campaign Plan, supported and informed by an active learn-by-doing/trial-by-doing construct that will in turn flow into its HNA Campaign Plan. This plan will seek to provide Army and its key stakeholders with guidance for the coordinated implementation of networking capabilities into Army.

In order to achieve Army’s NCW aspirations the following key documents will need to be produced over the next 12 months:

• Army’s Networking the Land Battlespace Campaign Plan,

• the Land Security Architecture, and

• the Land Communications & Information Systems (CIS) Architecture via JP 2072 (Battlespace Communications System [Land]).

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Air ForceAir Force has aligned its ISR Architecture Project that seeks to define a roadmap for Air Force progression in an NCW environment, with the broader ADF Intelligence, Surveillance, Reconnaissance, and Electronic Warfare (ISREW) Roadmap Study. The completion of the ISREW Roadmap Study will be the catalyst for a rewrite of the Air Force Capability Plan No. 3: Aerospace C2ISREW. This capability plan will then reflect Air Force’s current and future directions in NCW.

In recent years Air Force has been active in progressing an NCW philosophy in the C4ISREW environment with the use of Link 11, satellite communications, terrestrial networks and the development of the Air Command Support System (ACSS). While development has previously been fragmented this is being rectified by an enhanced focus on NCW through Air Force’s vision for ‘Networking the Air Force’.

Several major Air Force projects are expected to be delivered within the next few years that will significantly enhance Air Force’s NCW capability. AIR 5077 (Airborne Early Warning and Control), AIR 5376 (Hornet Upgrade) and AIR 5333 (Vigilaire) will each provide modern systems and communications, including Tactical Data Links enhancing Air Force’s ability to more effectively participate in a NCW environment in support of ADF operational activities, and to interoperate seamlessly within a coalition force.

The Air Force’s Surveillance and Reconnaissance Group (SRG) is well advanced in developing a number of Concepts for Operation for the effective employment of ISREW agencies and platforms in an NCW environment. The SRG also actively employs an NCW approach in daily activity. An example of this is the conduct of remote Aerospace Battle Management activities from the Eastern Region Operations Centre (EASTROC) in NSW. Networking capabilities and updated communications allows EASTROC to control fighter aircraft anywhere in Australia, and to conduct Air Traffic Control surveillance of airspace near Pearce in Western Australia when this is not manned.

Chief Information Officer Group (CIOG)The CIOG is responsible for the governance and coordination of the Defence Information Environment (DIE). It is also responsible for the development, management and operation of the DIE. CIOG tasks include:

• Development and articulation of a coherent vision, strategy and design for the DIE, its workforce and components.

• Coordination of the information direction of the Groups and Services.

• Ensure DIE investment is balanced in current system development and for Force 2020 demands.

• Development of the concept of the DIE as a critical component of future warfighting.

• With Strategic Policy Group, improve joint operating concepts, doctrine, experimentation and simulation regarding DIE use in future operations.

• Establishment of robust governance processes for the DIE.

• Supporting the Strategic Command Group in its planning.

• Support Defence’s contribution to information interoperability with other nations.

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CIOG provides information and communications technology infrastructure that is the foundation of the DIE (up to SECRET level). Specifically, CIOG delivers Defence information policy and planning, operations and support for in-service systems, development of new capabilities, and the management of the communications infrastructure that relates to the DIE.

CIOG provides the physical infrastructure and support systems that act as a DIE ‘backbone’ to the Tactical and Operational Grids. This infrastructure connects all ADF elements across Australia and in deployed situations. It also provides the necessary interfaces needed to operate with other Government agencies and allied forces. CIOG ensures that the DIE has a strong supporting relationship with the Tactical Information Domain, through its relationship with the Tactical Data Links Authority and provision of operational support.

CIOG is responsible for enabling and managing all the interfaces needed to support connectivity between the DIE fixed infrastructure and the deployed warfighting elements. As a consequence CIOG, through the DIE, provides sufficient connectivity that allows forward deployed elements to connect to national grids and achieve ‘reachback’ to national operational support systems and infrastructure.

In 2004, CIOG published A Concept for Enabling Information Superiority and Support. This publication aimed to identify the outcomes that ADF’s warfighters require from the ‘inform’ function, and to shape how Defence’s supporting information capability is designed, developed, protected and managed3.

Intelligence and Security Group (I&S Group)The provision of timely and accurate intelligence to decision makers is a fundamental output of an effective NCW capability. Enhancing the integration of the Defence Intelligence System (DIS)4 is a key step in developing the intelligence component of NCW. I&S Group is focused on a number of activities to achieve this outcome:

• I&S Group is leading the development of the Future Intelligence Concept as one of the four Concepts in the Concept Hierarchy. This concept will provide a basis for the development of the Defence Intelligence System in the context of a network enabled force. It will articulate not only the future direction of Defence intelligence capabilities but will include how whole-of-government and allied intelligence capabilities will be leveraged to contribute to the Defence intelligence capability. This concept will also serve as a framework against which the ISR integrating concept and intelligence components of single service concepts can be set, allowing an integrated strategic-to-tactical intelligence capability roadmap to be developed.

• Underpinning the ability to get the right information to the right person in the right format and at the right time is the provision of effective tools and procedures. These allow for the timely and accurate articulation of requirements to be matched to the appropriate intelligence collection and production capabilities. Streamlined coordination of this requirements and collection management (RCM) capability is critical to providing agile and effective intelligence support. Accordingly, I&S Group has initiated a task with RPDE to improve the synchronisation of the intelligence

3 Chief Information Officer Group, A Concept for Enabling Information Superiority and Support, 2004, p. 1.4 The concept of the Defence Intelligence System was agreed by COSC in 1996 and was based on the need to ensure

“common standards, unity of purpose and harmony of action” across the breadth of Defence and ADF intelligence

capabilities.

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requirements and collection management process with Defence activities.

More broadly, I&S Group continues to provide specialist input to a range of intelligence and intelligence-related projects being undertaken across Defence. A key focus is to ensure that there is commonality and standardisation of the applications delivering intelligence functionality in the command support systems (with emphasis on JP 2030 – ADF Joint Command Support Environment) and DEF 7013 - Joint Intelligence Support System, that there is compatibility with allied systems, and that the outputs of sensors (from the various ISR projects and systems) and sources (controlled by the I&S Agencies) are seamlessly integrated into the intelligence processing systems.

Defence Science and Technology OrganisationDefence Science and Technology Organisation (DSTO) is a primary agent for the development and coordination of the Defence’s Science and Technology (S&T) effort to support NCW.

DSTO has raised an NCW S&T Initiative (NSI) to coordinate and focus its research activities. The NSI aims to:

• Improve the delivery of DSTO support to key NCW stakeholders in Defence.

• Position DSTO to support the implementation of the current NCW Roadmap and inform future iterations of it.

• Identify major issues for further research.

Section 8-2 Radio Frequency Spectrum Management

Radio Frequency (RF) spectrum is both a national asset and a Defence asset. The demand for RF spectrum is growing due to the proliferation of new devices, services and, in Defence’s case, military threats. Balancing of national defence requirements with commercial and civil demand is therefore an expanding issue. RF spectrum is a finite resource - access to additional spectrum to support future capability development (including the communication needs of NCW) may be constrained by competing requirements. These conditions demand that spectrum should be managed efficiently and with a long term perspective. Management of spectrum resources has therefore become an important risk mitigation strategy for Defence in both investment and operational terms.

The Australian Defence Spectrum Strategic Plan (ADSSP) describes the strategy for providing and maintaining access to the RF spectrum for the Defence. The plan acknowledges Defence’s responsibility to use spectrum efficiently. The plan is sponsored and managed by Chief Information Office (CIO) Group on behalf of Defence.

Availability of sufficient RF spectrum to meet emerging Defence requirements will be one of the issues that will require careful management if full advantage of the possibilities of NCW is to be available to Defence.

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Chapter 9

The Emerging Role of Rapid Prototyping, Development and Evaluation

Section 9-1 What Is Rapid Prototyping, Development And Evaluation?

The primary means of industry engagement with the ADF’s NCW objectives (outside the DCP) is through the RPDE program. The RPDE program is a collaborative venture between Defence and industry.

RPDE’s mission is to enhance ADF warfighting capacity through accelerated capability change in the NCW environment.

In order to meet this challenge, RPDE is establishing organisational competence in partnering and rapid task delivery. In effect, RPDE aims to rapidly bring together Defence and industry knowledge, experience and intellectual property in order to understand problems, identify potential solutions and finally provide valid evidence in support of decision support and change management recommendations.

To achieve this RPDE is creating a culture of collaboration, innovation and learning where new ideas are welcomed and the benefits of success shared across the partnership. The RPDE organisation has established unique governance and task management arrangements, using a Board, made up of Defence and Industry members, and a Defence steering group at the one star level to manage prioritisation and funding of RPDE tasks as shown in Figure 9-1.

Figure 9-1. Rapid Prototyping, Development and Evaluation Governance Arrangements

TaskingGovernance• 16 Members• Approves Questions• Approves Task Funding• Chaired by DGICD

StrategicGovernance• Sets Strategic Priorities• Chaired by Head of Capability Systems

1* SteeringGroup

HCS, DSTO, DMO

RPDE Board

RPDE Organisation

NCW ProgramOffice

IndustryParticipants

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The RPDE core competencies are being applied to NCW in order to deliver near term ADF capability enhancements. RPDE uses a range of investigative, analytical and experimentation techniques, appropriate to the specific issue being addressed, to explore and verify the value of the proposed solutions.

The RPDE program operates by bringing people, facilities, technologies and other context information from our industry participants, and Defence to undertake the tasking within RPDE facilities. With these resources, RPDE takes high priority NCW problems and issues from Defence and works with stakeholders to identify the core questions and then create solutions that will enable ADF warfighters to make accelerated changes to their NCW capability.

This operating model is described in Figure 9-2.

Figure 9-2. Rapid Prototyping, Development and Evaluation Operating Process Model

The RPDE program fulfils three functions:

• Creates operationally focussed solutions including technologies, concepts, procedures and organisations that can be implemented in the near term (6 to 18 months) to improve the ADF’s networked warfighting capabilities.

• Identifies early problems with the implementation of NCW and uses RPDE as an intervention activity to address the risk.

• Provides for the rapid delivery of capability to warfighters to accelerate change in the ADF’s as it delivers NCW capability.

RPDE is based upon an iterative spiral development cycle that passes through five phases. The five phases are:

• Plan. Capturing users needs, as well as how to address those needs.

• Implement. A prototype is constructed to test the solutions developed during the planning phase.

The RPDE organisation draws its people, facilities and technologies from Defence and participants.

Context Information is knowledge, experience

and know how relevant to a particular RPDE task.ADF

Warfighters

Analysis, Investigation& Experimentation

RPDE

Industry Defence

Task Team Questions

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Facilities

Technologies

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• Measure. User interaction phase. This phase measures how users react to the prototype, how long does it take them to understand it, does it improve effectiveness and what problems are encountered. This phase enables the first steps to stakeholder and cultural buy-in.

• Learn. This is the analysis phase, where decisions are made on which aspects of the prototype are performing well, and which parts are not.

• Re-iterate. As the transition back to planning is made a fresh look is essential from a real user’s perspective.

RPDE is not intended to either replace or subsume Concept and Technology Demonstrators (CTDs) and collaborative developments between DSTO and industry. The outputs from both of these activities may well be considered as candidate solutions within the RPDE construct.

Section 9-2 Exploiting Opportunity – Rapid Prototyping, Development and Evaluation

RPDE is different from other analytical and experimentation entities in three key areas:

• Collaboration. RPDE draws on the knowledge, experience and tools (such as models, synthetic environments or facilities) of a wide range of companies and organisations including Defence. RPDE brings experts from multiple companies and Defence together to work collaboratively on an issue or potential opportunity

• Tempo. RPDE aims to identify and evaluate capability improvement options for Defence in short timeframes, doing just enough analysis, therefore allowing capability improvements to occur sooner, and/or to shape future Defence programs to offer greater capability improvements. The RPDE Program task timeframes are measured in months, typically 9 to 12 months but no longer than 18 months.

• Focus on all Fundamental Inputs to Capability. RPDE does not focus on technology or equipment but considers all Fundamental Inputs to Capability (FIC) which include Personnel, Organisation, Collective Training, Major Systems, Supplies, Facilities, Support and Command and Management

This final point is really the key strength of the RPDE program. RPDE outputs are focused on “making the change” ie. the implementation of any task outcome. A key deliverable of any RPDE task will be an implementation plan to enable the Defence stakeholders to realise any change recommended by the RPDE Program task. These Implementation Plans are not limited to the delivery of, or enhancement of the Networking dimension or Networking. These Implementation Plans have equal application within the Human dimension.

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Chapter 10

The Network Centric Warfare Roadmap Communications Plan A subset of the education component of the NCW roadmap is to build common understanding of NCW among Defence personnel. This will occur through both formal and informal communication channels.The first step of the communication process has been the development of NCW overview brochures and basic information booklets with targeted distribution of these publications to commence in October 2005. These publications will meet the immediate requirement to alert the organisation of the need to be NCW aware and to commence building an understanding of NCW concepts. Personnel will enhance their understanding of NCW through a Defence intranet NCW portal.

Following a review of Defence ET&D requirements, a comprehensive communications strategy is being prepared in late 2005/early 2006 to implement the review’s key recommendations: consistency, tailoring for the audience, and initial targeting to senior personnel and Australian Command and Staff College students.

This strategy will also address the coordination of the different stakeholders in Defence who will need a shared understanding of NCW. This overarching communications strategy will be completed before additional NCW communication activities are undertaken by any part of the organisation.

The communications strategy will also map out the evolving communication needs over a 5 to 15 year period.

Beyond an information role, the communication strategy aims to reshape the beliefs and attitudes held by Defence personnel as the interaction of the NCW network and human dimensions could be very different to today’s command and control paradigm.

The development of subordinate communications strategies will be developed to address this last aspect. These strategies may identify the requirement for a management strategy to implement a cultural change. If so, this aspect of the communications strategy should be driven by the cultural change strategy.

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Chapter 11

Refining The RoadmapThe Roadmap is intended to be a dynamic, open document. Keeping the Roadmap open is important for three reasons:

• As the ADF takes the further steps in establishing the Network, the ability to exploit previously unforseen opportunities of NCW will become apparent. The ADF must ensure it has the mechanisms in place to learn and assimilate the lessons brought about by the enhanced collaboration facilitated by the improved Network.

• Defence must retain an ability to harness new developments in technology.

• The progress of the Defence’s implementation of NCW must be monitored. This will provide senior leaders with the means to keep abreast of the NCW-related enhancements to the force and balance investment in capability related to NCW.

The Roadmap, like all planning processes, will be subject to periodic review as Defence’s NCW situation evolves. In lieu of publishing a specific timetable for review, the following will constitute triggers for consideration of a Roadmap review:

• a change in strategic guidance;

• significant alteration to the capability delivery timetable outlined in the current DCP;

• bottom up refinement from those implementing the Roadmap;

• insights provided by experimentation or lessons provided by operations and derived from exercises; and

• the emergence of NCW related technologies that offer unforeseen opportunities beyond the scope of the current Roadmap through programs such as RPDE.

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ConclusionThis Roadmap details the actions that will continue the ADF on the road to an effective NCW capability. Over the next few years, updates to the Roadmap will identify actions that will lead to greatly improved collaboration and shared situational awareness to achieve desired effects. This iterative approach will allow Defence to explore the potential of NCW, and how best it can enable the Future Joint Operations Concept.

This Roadmap has identified four key actions that will set the ADF on the road to becoming a seamless networked force. These actions are:

Set the NCW-related targets and milestones for the ADF.

Establish the Network that will link engagement systems with sensor and command and control systems and provide the underlying information infrastructure upon which the networked force will be developed.

Explore the human dimensions of the networked force and initiate changes in doctrine, education and training with appropriate support mechanisms.

Accelerate the process of change and innovation through the establishment of a Rapid Prototyping, Development and Evaluation (RPDE) capability in partnership with Industry, in concert with an increased use of experimentation to accelerate the introduction of NCW capability.

The Roadmap highlights the means for the ADF’s NCW capability to be significantly improved. This will ensure the Roadmap remains effective and the ADF maintains a capability advantage against a broad range of security threats.

A maturing NCW capability will fundamentally challenge the ADF’s assumptions about the individual and collective employment of personnel. NCW is based on the idea that information is only useful if it allows people to act more effectively. This makes the human dimension fundamental to NCW. Developing the human dimension of NCW requires commitment to exploring important issues such as recruitment, doctrine, training, education, organisation and human-machine interfaces.

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2 0 0 5 N C W R O A D M A P

Abbreviations and Glossary ACSS Air Command Support System

ADF Australian Defence Force

ADO Australian Defence Organisation

ADSSP Australian Defence Spectrum Strategic Plan

AEW&C Airborne Early Warning and Control

AWD Air Warfare Destroyer

C2 Command and Control

C4ISREW Command Control Communications Computers Intelligence Surveillance Reconnaissance and Electronic Warfare

CCDG Chief Capability Development Group

CIOG Chief Information Offi cer Group

COP Common Operating Picture

DCC Defence Capability Committee

DCP Defence Capability Plan

DIE Defence Information Environment

DSTO Defence Science and Technology Organisation

EASTROC Eastern Region Operations Centre

ET&D Education, Training & Development

FIC Fundamental Inputs to Capability

FJOC Future Joint Operations Concept

HDPE Head Defence Personnel Executive

HNA Hardened Networked Army

ISR Intelligence, Surveillance and Reconnaissance

JORN Joint Over-the-horizon Radar Network

MQL Master Question List

MTM Model-Test-Model

NCW Network Centric Warfare

NSA National Support Area

PMSA Program of Major Service Activities

RAN Royal Australian Navy

REA Rapid Environmental Analysis

RF Radio Frequency

RPDE Rapid Prototyping, Development & Evaluation

SRG Surveillance and Reconnaissance Group

TG Task Group

UAV Unmanned Aerial Vehicle

Photo creditsp.15, cover Lockheed Martin

p.9, p.28 An M1A1 Abrams (similar to the M1A1 AIM) fi res a HEAT (High Explosive Anti-Tank) round at Range 500, Twentynine Palms, California. The tank is part of A Coy, 2d Tank Bn participating in a combined arms exercise in 2002. Photo by LCpl G. Lane Miley, US Marine Corps

Footnotes1 The uniformed Services (Navy, Army and Air Force)

within the Department of Defence.2 Link 11 is a tactical data interchange standard 3 Chief Information Offi cer Group, A Concept for Enabling

Information Superiority and Support, 2004, p. 14 The concept of the Defence Intelligence System was

agreed by COSC in 1996 and was based on the need to ensure “common standards, unity of purpose and harmony of action” across the breadth of Defence and ADF intelligence capabilities.

Acknowledgmentp.5 Director Network Centric Warfare -

Army & Mission Head -Land Response Systems (DSTO) - Land Warfare Conference 2003 -Proceedings

Documents

NCW Roadmap3(text)2repository.jeffmalone.org/files/defence/ncw_roadmap_2005.pdf · Strategic Guidance Future Funding Levels & other external factors Defence Planning Guidance Future