Program Executive Office
Command, Control, Communications,
Computers and Intelligence (PEO C4I)
Acquisition of
Information Dominance
2 December 2009
Chris Miller
PEO C4I
858-537-8779
chris.miller@navy.mil
Statement A: Approved for public release, distribution is unlimited (23 NOVEMBER 2009)
Information Dominance
Anytime, Anywhere…
PEOC4I.NAVY.MIL
About PEO C4I
Workforce
• Civilian: 204
• Military: 68
Navy C4I Key Facts
More than 170,000 C4I users
FY09 Total Obligation Authority (based on PB10)
• Research & Development: $542M
• Procurement, Navy: $1,004M
• Operations & Maintenance, Navy: $437M
• Ship Conversion, Navy: $1351M
Programs - Total: 132
• ACAT I: 8* ACAT II: 4 ACAT III & Below: 119
• Rapid Deployment Capabilities (RDCs): 1
More than 5,200 radios fielded
More than 2,700 annual installations
More than 700 applications supported
Average/fielded bandwidth capability
Carrier: 4 mbps - 24mbps
Destroyer: 512 kbps - 8mbps
Submarine: 128 kbps
Average technology refresh
Platforms Supported – FY09
• Afloat: 260 Shore: 220 Expeditionary: 34
*Includes: IAC – 3
IC – 2
updated 22 October 2009
IAM – 2 (1-DISA/1-PEO C4I)
PreMAIS/MDAP - 1
18 months
Average time to market
Initial fielding: 36 months
Full Fielding: 8-10 years
2
Today’s Information Environment…
•
The world is changing dramatically…
 IT is driving the change, leading to an explosion in volume
 Our C2 and networks are increasingly vulnerable
… but IT is creating opportunities to dramatically increase the Navy’s
warfighting capabilities
1995
16M Internet Users
2001
513M Internet Users
2010
1.65B Internet Users
By 2049, a $1,000 computer will exceed the computational
capabilities of the human race
-- Shift Happens, February 8, 2007
3
The Opportunity
• We are at threshold of a new era in the history
of warfare…faced with formidable challenges
and game-changing opportunities
• Information is no longer an enabler, but a core
warfighting capability
• Navy must transform to dominate in this new
environment
This Navy Transformation is as important as Sail to Steam…
Battleships to Carriers… Nuclear Power at Sea
4
PEO C4I
Strategic Priorities
PEO C4I Vision
Information Dominance; Anytime, Anywhere …
PEO C4I Mission
Provide integrated communication and information technology systems that enable
Information Dominance and the command and control of maritime forces
GOALS
Acquisition Excellence
Be the C4I
Provider for
maritime forces
and partner
organizations
Continuous Improvement
Leadership
Shape and align
programs to achieve a
cost-effective, fully
integrated PEO C4I
portfolio
Foster a proficient,
agile, empowered
and diverse
acquisition
workforce
Improve readiness of
PEO C4I products
and sustainment
support services for
the maritime forces
Institutionalize
lean, consistent,
transparent, endto-end business
processes
Be the DOD Role Model for C4I Acquisition Excellence
INTEGRITY
DEDICATION TO WORKFORCE
FLEET FOCUS
EXCELLENCE
TEAMWORK
INNOVATION
ASN (RDA) Strategic Priorities
Get the Requirements Right
Make Every Dollar Count
Be Accountable For Disciplined Program Performance
Rebuild the Acquisition Workforce
Foster a Healthy Industrial Base
5
Unique Maritime Challenges
• Expansive Physical Environment

From the ocean floor to outer space and
everything in between
• High Volume of Data


Linking Vessel, People, Cargo, Infrastructure
data from multiple and disparate sources,
Then getting it to the tactical edge in a relevant
format
• New Partners


Traditional: Coalition partners and
Interagency organizations drive cross-domain
and releasable solutions
Non-Traditional: new International and
Interagency partners drive Non-classified
solutions
Nearly three quarters of the planet is covered by water.
-- A Cooperative Strategy for 21st Century Seapower
6
Commercial Trends






Network as a platform
Collaborative decision
making
Social networking
Standardization to maximize
returns
Data Center consolidation
Supply Chain efficiency
7
Information Dominance Opportunity Dilemma
 We are in early stages of Wave 3 information technology
Information Driven Capability
 Mainframe and Client-Server waves remain in place
3. Internet - Cloud
 Waves represent many co-dependent
technologies, matured over time
• Virtualized compute; global
network enabled
• Software decoupled from
hardware
• Work from anywhere
 Adding functional capability has
become easier with each new wave
 But enterprise infrastructure
gaps & vulnerabilities are far
more critical
2. Networked - Decentralized
• PC enabled and network
• Software distributed in both server and client
computers
• Work from the user location
1. Centralized - Mainframe
• Central computer center
• Software in computer center only
• Work brought to the computer center
1950
1960
1970
1980
1990
2000
2010
Information Technology Evolution
2020
Navy is using Wave 2 processes – but requires Wave 3 capability
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PEO C4I Strategy
Meeting the Challenges
•
ACQUISITION
GOALS
PROGRAM /
TECHNICAL
GOALS
•
•
•
•
•
•
•
OPERATIONAL •
•
BENEFITS
•
Accelerate delivery by leveraging rapid acquisition
processes
Pursue common solutions and integration programs
Leverage commercial technology and innovation
Continue migration toward Open Architecture
Reduce applications
Reduce servers, but increase utilization & capacity
Transform application programs into community of
interest service providers
More responsive to fleet readiness requirements
Increased supportability and standardization
Increased system interoperability & network security
Increased joint alignment
Jointness / Interoperability
Faster Delivery
Bang For The Buck
9
Innovative Acquisition
Addressing Faster Delivery
1995
2000
2005
2010
OOMA
• Client-Server
• Multiple Tests/Certs
• ACAT I Program
Program
Initiation
Development
Began
Multiple DT/OT Events
Fielding
Decision
FOC
GCCS-M 4.0
• Client-Server
• Multiple Tests/Certs
• Interdependencies
ORD
OPEVAL
Full-Rate
Production
FOC
MDA Spiral 1
• 8 Physical sites
• 8 Web Access sites
• 4 NCE Web Access sites
MDA Development
Initiated
R3B
QRA
POR
FRP
Initiation
CBSP
• 3 Terminal Variants
• Initial Delivery SSV – 7 mos
• RDC - MS C – 30 mos
Windows OS
CPU
RDC
SSV ULV MS C
QRA OA
Windows 7
NT
486
WIN 2K
Pentium
Pentium II
XP
Vista
Pentium 4
Core 2
Quad
Core
Need innovative acquisition to keep pace with technology
Medfield
10
Rapid Acquisition Projects
• Rapid Deployment Capabilities (RDCs):
 Tailored, streamlined approach for initiating and
managing development of a capability
 Expedites technical, programmatic, and financial
decisions as well as procurement processes
 PEO C4I has executed 4 RDC programs, averaging 13
months from designation to delivery of initial capability
Automatic
Identification
System
Wireless
Reachback
System
• Urgent Operational Needs Statements (UONS):
 Combatant Commander-identified life- or combatmission-threatening need
 Based on unforeseen military requirements that must
be resolved in days, weeks or months
 PEO C4I delivered solutions for 4 UONS within weeks
Subnet Relay /
High Frequency
Internet Protocol
• Maritime Domain Awareness (MDA):
 SECNAV-directed special project
 Provides threat detection, vessel tracking and anomaly
detection capability, and ability to share data with law
enforcement
 PEO C4I delivered initial capability in 13 months
Commercial
Broadband
Satellite
Program
11
Open Architecture (OA)
Technical Migration Strategy
Multi Band
Software Defined
IP
Network Infrastructure
Common Computing Environment
Enterprise Services
Thin Clients
C2 & ISR Applications
Community of Interest
Services
Achieving Speed to Capability
Communications
12
DDG Bandwidth
Bandwidth Improvement
DDG
Mbps
125
100
2011
50
21
18
15
12
2009
9
6
3
2003
2004
0
INMARSAT
SHF Timeplex
SHF/EBEM
SHF/EBEM/ESEM/Ka
64k
2048K
ADNS Inc IIB
ADNS Inc III
8192K
25000K
(ADNS Inc III Objective)
ADNS incremental upgrades, EBEM/ESEM implementation, and WGS launches
enable more efficient bandwidth utilization and higher bandwidth allocations.
13
Rapid Acquisition Networks
• iPhone™ model moving
forward
 CANES is our key enabling
program – the platform for
warfighting “apps”
 Separate hardware and
software
 ISNS EA reduced total
number of racks by 30%
• Case Study: GCCS-M 4.X & XCOP
Facilitate Agility at Network Speed
14
eXtensible Common Operational Picture
(XCOP)
• Immediate Impact on GCCS-M PoR
 Materiel solution approval to IOC in 9 months
 Accelerates 3.X retirement by 3 years
• C2 Opportunity Drivers
 INFOCON 3 (accelerate 3.X retirement)
 GCCS-J delays and suitability issues
• Key Capability
 ONR Future Naval Capability (FNC) Effort;
Trident Warrior tested
 Automated Information System (AIS) Track
Manager
 Aug ’09 Gate Review approved XCOP as Core
of GCCS-M alternate materiel solution
XCOP Displays
• Game Changing Opportunities
 C2 Rapid Prototype Continuum
(C2RPC)
 Advanced ASW Toolset already fielded
at CTF 74
 Maritime Tactical C2 (MTC2)
 JC2C User Defined Operational Picture
(UDOP)
Enables Rapid Transition of Information Superiority Tools
15
Integrated Capability
Individual Systems
Integrated Package
NMT
CBSP
CANES
Seamless Capability
DCGS-N
GCCS-M
ADNS
C4I Integration Programs
Development
Integration
Delivery
Example: Common Submarine Radio Room
• Centrally managed, open architecture
• Common across all submarine classes
• Leverages existing acquisition programs
• Integrates GOTS, COTS, NDI
• >$700M avoided
• Eliminated multiple:
 S/W development, sustainment & accreditation
 Test & integration processes
 Training pipelines
16
Coming Soon …
ASN(RDA)
CNO
Assistant Secretary of the Navy
(Research, Development & Acquisition)
Chief of Naval Operations
SPAWAR
RADM M. Bachmann
VICE
CURRENT READINESS
REPORTING
Selected as SCC
Atlantic Technical
Director;
reporting in
January 1010
PEO C4I
Mr. Chris Miller
DEPUTY
PRINCIPAL
DEPUTY
INTELLIGENCE
SSC Atlantic
PRINCIPAL
MILITARY
DEPUTY
SSC Pacific
SPAWAR Space
Field Activity
Battlespace Awareness &
Information Operations
PMW 120
Deployable Joint
Command and Control
PMW 140
International C4I
Integration
PMW 740
Command and Control
PMW 150
Carrier and Air Integration
PMW 750
Tactical Networks
160
Ship Integration
PMW 760
PMW
Communications
PMW 170
Submarine Integration
PMW 770
Shore and Expeditionary
Integration
PMW
790
17
Looking Forward
• Further a unifying organizational vision and strategy
• Demand partnership, collaboration and transparency
• Leverage diversity and innovation
• Seek ways to better connect emerging
technologies and Acquisition Programs
• Foster a culture of Continuous Process Improvement
“When the wind of change blows
some build walls, others build windmills”
-- Chinese Proverb
18
We get it.
We also integrate it, install it and
support it. For today and tomorrow.
19