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I I

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 disclosureunder the Crimes Act 1914. Defence information may only be released in accordance withthe Defence Security Manual and/ or Defence Instruction (General) OPS 13-4- Release ofClassified 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 DefenceCANBERRA ACT 2600

Defence Publishing ServiceDPS: October/2005


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Executive SummaryNetwork Centric Warfare (NCW) is one of the key enabling concepts that underpin theAustralian Defence Forces (ADF) Future Joint Operations Concept (FJOC). In itself the NCWconcept does not dictate how the ADF intends to fight. However, the ADFs NCW capabilitywill 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 managingthis transition.

The NCW Roadmap achieves this by outlining the following:

the ADFs future NCW capability requirements,

the ADFs current NCW capabilities, and

how the ADFs future NCW capability requirements are to be realised.

Within an Australian context, the future NCW capability requirement is defined as an integratedseries of grids (Command and Control, Sensor, Engagement and Information network) thatfacilitate cooperative activity by ADF personnel. Underpinning this capability requirement arethree 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 ADFs process of transition is already underway. To date, workhas focussed predominantly on the equipment aspects of the network dimension andnetworking.

Due to the pace of technological evolution, the Department of Defence (Defence) recognisesthat regardless of the effort dedicated to evolving its future NCW capability, there exists thepotential for unforeseen innovation. Defence welcomes the opportunity to maximise thepotential for development of an NCW capability via the partnerships that will result frominitiatives 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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I V


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V

ForewordNetwork Centric Warfare (NCW) is about enhancing Australian Defence Force (ADF)1 warfightingcapability. ADF operations in Iraq and Afghanistan demonstrate the potential operationalbenefits of NCW. This experience is making an important contribution in developing theADFs 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 setsthe long-term goals for the development of the ADFs NCW capabilities through to 2020.

The Roadmap will be reviewed and updated to ensure it remains relevant to the ADFsneeds and in step with advances in technology. This iterative approach will allow Defence toexplore the potential of NCW.

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

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

Establish the Network that will link engagement systems with sensor and commandand control systems and provide the underlying information infrastructure upon whichthe 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 ofa Rapid Prototyping, Development and Evaluation (RPDE) capability in partnershipwith Industry, in concert with an increased use of experimentation to accelerate theintroduction of NCW capability.

NCW implementation oversightAs Chief Capability Development Group (CCDG), I am responsible to CDF for the implementationof NCW across Defence. The Defence Capability Committee (DCC) will support me inthis 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 togain the maximum leverage to assist with the development of its NCW capability. Defences

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 ableto clearly articulate where its NCW capability is headed and how it is to get there throughthe NCW Roadmap.

D. HURLEY, AO, DSCLieutenant GeneralChief Capability Development Group


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III Executive Summary

V Foreword

1 Introduction

3 Part 1 The Future Requirement4 Chapter 1

The Australian Network CentricWarfare Concept

4 Section 1-1The Future Joint Operations ConceptHierarchy of Concepts

4 Section 1-2The Network Centric Warfare Package

6 Chapter 2Target States for the Australian DefenceForces Network Centric Warfare Capability

9 Part 2 Current Capability10 Chapter 3

Status of the Current Force

13 Chapter 4Human Dimension issues

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

15 Part 3 Realising The Future16 Chapter 5

The Network Centric Warfare

Environmental Framework18 Chapter 6

The Network Centric Warfare CapabilityDevelopment Path

20 Chapter 7Roadmap Milestones

20 Section 7-1

Network Centric Warfare

Capability Milestones

25 Section 7-2Opportunities for Collaboration in Network

Centric Warfare Development

26 Chapter 8

Achieving the Networked Force

26 Section 8-1Implementation 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 9-1What 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

Contents


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IntroductionNetwork Centric Warfare (NCW) is recognised in the Defence Capability Strategy as a keycapability enabler. The ADF already has elements of NCW capability and therefore, this NCWRoadmap outlines Defences approach to the ongoing development of NCW. It acknowledgesthat significant developmental work has already occurred with regard to the conceptual andimplementation aspects of NCW, and does not seek to replicate this.

The Roadmaps broad aims include:

informing both the public and Defence community of the Defences vision for NCW;

providing a status report on the ADFs evolving NCW capability;

outlining the capability development path for the ADFs NCW capability ; and

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

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

Public release of the NCW Roadmap is a key to understanding Defences NCWrequirements;

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 Defences approach to the development of a

NCW capability.

As an enabling concept, NCW holds the potential for enhancing the ADFs warfightingeffectiveness. It is important to note that while NCW can be a powerful means to an end inthe ADF context, it will never be an end in itself. Defence considers 2015 as an importantpoint of reference because as it coincides with the end-point of the current Defence CapabilityPlan (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 understandDefences endorsed hierarchy of concepts.

Strategic GuidanceFuture Funding Levels

& other external factors

Defence Planning Guidance

Future

Maritime

Operating

Concept

Future Land

Operating

Concept

Future Air &

Space Operating

Concept

Australian Military Strategy

Integrating and Supporting Operating Concepts

Future Joint Operations Concept

Figure 1-1. Hierarchy of ConceptsUnder 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 operatingconcepts.

Section 1-2 The Network Centric Warfare Package

Success in an NCW context is achieved by effectively linking Command and Control, Sensorand 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 beaccessed at the right time by the right force elements. Increases in combat power frombeing a networked force are derived from the quality and timeliness of shared informationand through the exploitation of new system and command relationships.


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Operational experience has demonstrated that improved information sharing and increasedcollaboration 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-shooterconfigurations. Synchronisation is achieved conceptually through four key, interdependentelements:

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 gridsare 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. Withinthis package are three fundamental components, each of which must be developed for theoverall NCW package to function effectively.

C2

Grid

Sensor

Grid

Targeting,Feedback &

Combat ID

Generationof Effects

Integration with

Information

Network

Information

Management

Logistics

Management

& Information

Systems

INFORMATION

NETWORK

Decide

Sense Act

Tactical

Engagement

& Manouvre

Systems

Personnel

Enabled

Engagement

Grid

Figure 1-2. The Network Centric Warfare Package

ADDP-D.3.1 Enabling Future Warfighting Network Centric Warfare, is the endorsed NCWConcept, 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 ofthe 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 ofthe Concept; in particular the two reinforcing dimensions of NCW, the network dimensionand the human dimension; transition directly to the Roadmap.

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

The human dimension.The human dimension is based on professional mastery andmission command. It requires high standards of training, education, doctrine, organisationand leadership. This human dimension is about the way people collaborate to share theirawareness of a situation, so that they can fight more effectively (become networkers). Itrequires 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 thirdfundamental component, networking.

Networking. The ADF consists of a range of human and technical networks, which itsynchronises to achieve operational effectiveness. Networking describes the manner inwhich 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 ForcesNetwork Centric Warfare CapabilityThe ADFs NCW aspirations for 2020 are described in target states. These target states arederived directly from guidance and are summarised below:

Force Application in 2020The ADF can generate a range of lethal andnon-lethal effects that are both timely andappropriate and are synchronised with otherpartners to achieve the desired effect.

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

Forces are able to identify friendly, hostile and neutral forces in the battlespace withenhanced 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 theeffects of its application of force.

ADF commanders possess a greatly enhanced decision making environment.

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

Seamless interfaces exist between fixed and deployed domains within the DefenceInformation 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 thesituation that is superior to that of an adversary.

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

Command andControl in 2020The ADFs command

and control systempromotes collaboration

Commanders achieve a virtual presence with senior decision-makers.

Decision-support tools are an integral and trusted element of thedecision-making ability of commanders and their staff allowingrapid and effective decision-making in all situations.

Commanders are trusted and capable of adaptation and employing highlyflexible 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 andaccurate identification, and theprotected deployment, of anoptimised force.

Deployment assets have access to appropriate areas of theCOP 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 networksat 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 apervasive network of active and passive sensors,

which are automatically fused into a COP inorder to achieve an enhanced level of sharedsituational awareness about their surroundings.

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

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

The fusion of information and intelligence provides automatic early warning, throughsecure protected networks.

The ability to counter an adversarys Information Operations has been enhanced to such alevel 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 NationalSupport Area (NSA) are linked with those in theatre,and provide connectivity and a collaborativeability 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 deployedforce elements.

Automated ordering and replenishment takes place as supplies and ordnance are consumedby platforms and field units.

The deployed force has minimised its vulnerabilities and greatly enhanced its mobilitythrough more effective reach back, optimum force presence and the precision sustainmentfor the majority of logistic requirements.

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


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Chapter 3

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

The three environments are at different stages of progress towards achieving a seamlessNCW capability. The Maritime environment is the most advanced having benefited fromoperating data links since the 1970s, satellite communications since the late 1980s and net

centric operations with coalition partners. The other environments are less advanced withmany important engagement systems relying on manual transfer of information across gapsbetween 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 preliminarywork to scope the requirements for the human dimensionof NCW has been undertaken.The cumulative effort required to realise the human dimension of NCW could well outstripthe more readily understood network aspects of NCW.

The remainder of this chapter will explore the ADFs existing network related capabilities interms 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, controland communications on secure systems around the world to support geographically separatedADF deployments. Communications are potentially vulnerable to interception and interferenceby technologically sophisticated adversaries. Well-trained personnel, situational awarenessand robust military planning systems remain key to the ADFs C2 system. Projects such as

JP 2030 (Joint Command Support Environment) and LAND 75 (Battlefield Command SupportSystem) are addressing the ADFs identified command and control capability requirements.Initiatives such as JP 2077 (Improved Logistics Information Systems) are addressing identifiedlogistics systems capability requirements.

Sensor systems (sensor grid). Intelligence, Surveillance and Reconnaissance (ISR) remainsa resource intensive requirement for ADF operations from the tactical through to the strategiclevels. Collection and distribution of ISR data requires development in the context of an overallADF information infrastructure. A range of initiatives such as AIR 5333 (Vigilare Air DefenceCommand 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), DEF7013 (Joint Intelligence Support System), and JP 2044 (Space-based Surveillance Capability) are addressing the ADFs ISR capability requirements.

Engagement systems (engagement grid). It is not enough to have enhanced sharedsituational awareness and collaborative capacity. The ADF must be able to produce desiredeffects in the battlespace by engaging an adversary. Many of the current limitationsidentified within the ADFs engagement system are being addressed through the DCP. TheADF will continue its experimentation activities to derive the optimum balance of sensors toengagement systems required to generate the right effects at the correct location and timein the battlespace.

The Network (information network). While seamless networks will provide the necessarylinks between sensors, engagement systems and decision makers, it is the provision acrossthese links of accurate and timely intelligence (rather than data) that will enable commandersto 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 asJP 2072 (Battlespace Communications Land), JP 2008 (Military Satellite Communications), JP2047 (Defence Wide Area Communications Network), JP 2089 (Tactical Information Exchange

Domain) and SEA 1442 (Maritime Communications) are addressing the ADFs informationenvironment capability requirements.

Protecting the NetworkCoincident with Defences desired NCW capability is the enduring requirement for informationprotection.

Current State of Network Protection. Defences current approach to information protectionreflects the wider organisational approach to security. Computer systems are protected byboth physical (restricted access environments and secure storage) and non-physical securitymeasures (firewalls). More sensitive information is protected by means of the physical

separation of networks. Data is very secure when moving between systems due to militarystandard 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 anInformation Security Architecture that is an integral component of a Defence-wide InformationEnterprise Architecture. This architecture details overall systems design by establishing clearprinciples 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 Defences principal personnel architect, HDPE has overall responsibility for addressing keyNCW 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 agenciessuch as:

Defence Health Services,

Workforce Planning Recruitment & Retention, and

Education Training & Development.

The outcomes from the Defence Personnel Scan 2025will be integral to assisting inthis process.

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

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

a common approach to educating Defence personnelin 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 ofDefence personnel within the Australian NCW context.


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Identification of the key target groups with regard to education and training in NCWalong with the specific education and training requirements (including remedialtraining) for each group.

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

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

The prioritised recommendations from the study are:

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

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

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

Understand the future workforce. Review of overall workforce requirements toinform strategic workforce planning. Together with a review of the individual trainingrequirements for future Communications and Information Systems (CIS) specialistsand managers.

Produce the knowledge tools. Undertake the development of NCW tools and anaccompanying doctrine program.

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

Doctrine. NCW does not require its own specific doctrine products. However, the doctrinethat is developed to support the FJOC must incorporate the relevant aspects of the NCWConcept. The ADFs future NCW capability will have potential applications across every aspectof the FJOC. Key areas of focus include:

the provision of C2 (including aspects such as situational awareness, decision makingand 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 deliveredinto service within the next five years. Without adequate doctrine to promote effectivenetworking, this new equipment will not deliver the full capability anticipated.


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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 Roadmapcrosses 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 widerDefence 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 capabilityperspective will be applied to the fundamental inputs to capability required to achieve the

vision for the ADFs NCW capabilities.

Director General

Integrated

CapabilityDevelopment

(DGICD)

Chief Capability

Development

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 Material

Organisation (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 andimplement various aspects of the NCW Roadmap:

Chief Capability Development Group (CCDG). CCDG is responsiblefor overall implementation of NCW across Defence.

Defence Capability Committee (DCC). Authorises high-levelimplementation and coordination of NCW activities.


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Director General Capability and Plans (DGCP). Integrate andcoordinate 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 isresponsible for ensuring cross project integration. It fulfils this role throughtesting NCW compliance to Battlespace Architectures and mandated standards.

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

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

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

Capability Managers. Each capability manager is responsible for the raise, train andsustain 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 theHuman Dimension of Defence NCW capability.


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Chapter 6

The Network Centric Warfare CapabilityDevelopment PathThe dissection of the timeframe between now and 2020 into five-year increments providessimple points of reference for NCW development. The NCW capability continuum willobviously 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 pointof 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 involvingthe 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 aModel-Test-Model (MTM) methodology. Insights and data gained from these activities willbe used as the basis for the development of products (such as doctrine). Exercise TALISMANSABRE 07 is intended to be the first MTM activity.

CRITICAL

MASS

LEARN BY DOING

NOW

ASPIRATION:THE

SEAMLESS

FORCE

Collaboration & Shared

Situational Awareness

(Networking

elements

& platforms

2005

Network aware Force2020

Seamless NCW Force2010 2015

Create the foundation

for NCW

Discover / create better

collaboration andenhance network

capacity

Seamless Force

characteristicsdetermined

from 2010 onwards

- NEW RELATIONSHIPS

- AGILE FORCE

PACKAGING

- ROBUST & RELIABLE

- FLEXIBLE

- MANAGED END TO END

- NEW RELATIONSHIPS

- NEW ORGANISATIONS

- NEW C2

- DIFFERENT PEOPLE?

Underlying

information

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 systemsapproach 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 theDefence Capability Plan, specifically:

Enabling Infrastructure includes the projects that will deliver the robustcommunications network required to achieve the level of connectivity to supportDefences NCW concepts and integration requirements.

Enabling Information Systems includes the projects that will deliver the InformationSystems required to support Defences Mission Command, Intelligence, Surveillance,Reconnaissance, Imagery and Military Geospatial Information sharing requirements.

Combat Capability for Information Users the platforms and the hardware that candeliver the combat effects in operations using the enabling information systems andinfrastructure.

The NCW Program Office within Capability Development Group is a key enabler of the systemsapproach and achieving capability integration. The purpose of the Program Office is to ensurethat the development of integrated capability is linked to the ADFs strategic guidance andoperational concepts for NCW.

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

Providing coherent and time synchronised ADF NCW architecture for use in theCapability Development and Acquisition processes.

Working with the CIOG to ensure the provision of technical standards required tosupport 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 networkobjectives 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 respectivemilestones.

Figure 7-1. 2008 Broadband Network Maritime Task Group

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


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Figure 7-2. 2008 Networked Aerospace Surveillance & BattlespaceManagement capability

The Networked Aerospsce Surveillance and Battlespace Management Capability will

be delivered by 2008. Through vastly improved command and control, surveillance andcommuncations architectures (including Tactical Digital Information Links), ASBM will providesustained surveillance and management of aerospace systems

Figure 7-3. 2009 Interim Networked Land Combat Force

This force comprises a mechanised Battlegroup, based around infantry, cavalry and tankforces. The force will be equipped with digital communications and battle managementsystems. 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 theland 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 upgradedcommunications capabilities through replacement radios, antennas and other systems. JP2048 (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.

Figure 7-6. 2012 First Networked Brigade

The Interim Networked Land Combat Force 2009 capabilities will be extended to completethe 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 andBattlespace Management assets and outputs to Joint and Coalition task forces both withinAS and deployed locations.

Figure 7-8. 2014 Second Networked BrigadeThe Networked Brigade 2012 capabilities will be extended to a second brigade and includesupporting 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 systemscapable 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) willenable battlespace networks that complement surveillance, engagement and command andcontrol systems.

Figure 7-10. 2015 Networked Joint Task Force

The achievement of this milestone will realise a deployable, balanced and networkedforce. The continued development of key NCW capabilities such as the networked Brigade;networked Fleet and networked Air Force are fundamental building blocks in achieving thisobjective. 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 provethe underpinning processes, tactics and procedures necessary to operate as an effective

joint force.

Section 7-2 Opportunities for Collaboration in Network CentricWarfare Development

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

NCW concept development;

Broadband communications, satellite communications (SATCOM) and modemdevelopment;

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 Defences plan to achieve the desired NCW target states, thepace of change in technology provides significant potential for industry to play a key role inenhancing the ADFs NCW capability development. Apart from the RPDE program, avenuesin 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 ElectronicSystems 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.

Joint

Network Centric Warfare is a key enabler for the future ADF operating as a joint force. At thecore of the future ADF is a networked force with the ability to generate tempo, precisionand joint combat power through improvements in situational awareness, clear proceduresand the information connectivity needed to synchronise actions to meet the commandersintent. The development of the future joint capability will be based around an evolvingrobust communications network and information systems driven by Future Joint OperationalConcepts (FJOC) and supported by the development of appropriate doctrine. Enhancementsto the ADFs 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 ADFs reach and situational awareness, providingincreased ability to leverage national systems in support of operations both inside andbeyond Australia.

The achievement of a deployable, balanced and networked force will be incremental asnetwork enhanced force elements enter service. An interim networked Land Combat Forceequipped with digital communications (JP 2072) and battle management systems (LAND75) will be deployable in 2009. In 2010 the Landing Helicopter Dock (JP 2048) will providetransportation and C2 support to the land force. A networked fleet integrated by an expandedMaritime Tactical Wide Area Network (SEA 1442) will provide support to the amphibiousunits 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 BroadcastSystem upgrade (JP 2065), Geospatial (JP 2064) Information and Infrastructure services andthe Joint Intelligence Support System (DEF 7013). Two networked Brigades will be availablefor deployment. The Air Warfare Destroyer (SEA 4000) will complement Vigilare (AIR 5333)and Wedgetail to further define a balanced, networked maritime and littoral air defenceand surveillance capability. JP 2047 (Defence Wide Area Communications Network), JP2090 (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 ofeach 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 effectivelyto provide a warfighting advantage through better collaboration and enhanced sharedsituational awareness.

NavyThe Royal Australian Navy (RAN) places significantemphasis on selective high technology systems,knowledge superiority and superior training toprovide a capability edge over an adversary.Knowledge superiority will rely on a comprehensiveunderstanding of the battlespace and theability to coordinate widely dispersed maritimeforce elements to ensure that their actions areharmonised. The ADF NCW concept will enablethe RAN, as part of a networked ADF, to conductseamless joint and combined operations, principallywith the US and other key allies. This will demandcompatible technologies and common standards.

The RAN of the future will be supported by acommand, control, communications, computers, intelligence, surveillance, reconnaissance,and electronic warfare (C4ISREW) system that is networked to a high degree to achieveinformation 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 modernisationprograms are of fundamental importance to Navy. Link 112 has been used for many yearsby 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 introducedover the next few years.

The core component of the RANs future NCW capability will be the Air Warfare Destroyer(AWD). In addition to networking with other RAN surface, sub-surface and air assets toachieve sea control, the AWD will integrate seamlessly with the Joint Strike Fighter, AirborneEarly 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 togain, and maintain air control in order to provide air defence for an ADF task group operatingaround Australia or deploying from Australian shores, and establishing itself either withinour immediate region or beyond. To achieve this, C4ISREW systems will need to be highlyinteroperable 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 uniquecharacteristics that will influence capability and NCW requirements. Critical to the conduct ofany future maritime or littoral operation will be a high level of situational awareness that allowsbetter understanding of friendly, neutral and enemy capabilities and intentions. Surveillanceis 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 satellitesensors, 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 surveillanceprovided by organic naval helicopters and shipborne UAVs. Additionally, submarines will beincreasingly 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 Navys emerging Rapid Environmental Assessment (REA) capabilities have the potentialto be a significant force multiplier, particularly if networked. REA allows an uncharted area tobe 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 complexenvironment. Land forces will need to be versatile, agile, and effects-focused if they are todeal 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 networkedand hardened force is Armys primary capability development challenge.

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

In the past 12 months (FY04/05) Army has continued to develop its NCW aspirations inaccordance with extant guidance. Army has produced its enabling concept for NCW, ArmysEnabling 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, anda DSTO report titled A review of the Progress Towards an NCW Capable Land Force hasbeen 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 iscurrently developing a Land NetworkingCampaign Plan, supported and informedby an active learn-by-doing/trial-by-

doing construct that will in turn flowinto its HNA Campaign Plan. Thisplan will seek to provide Army andits key stakeholders with guidance forthe coordinated implementation ofnetworking capabilities into Army.

In order to achieve Armys NCW aspirations the following key documents will need to beproduced over the next 12 months:

Armys 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 seeksto define a roadmap for Air Force progression in an NCW

environment, with the broader ADF Intelligence, Surveillance,Reconnaissance, and Electronic Warfare (ISREW) RoadmapStudy. The completion of the ISREW Roadmap Study will bethe catalyst for a rewrite of the Air Force Capability Plan No.3: Aerospace C2ISREW. This capability plan will then reflectAir Forces current and future directions in NCW.

In recent years Air Force has been active in progressing anNCW 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). Whiledevelopment has previously been fragmented this is being rectified by an enhanced focus

on NCW through Air Forces vision for Networking the Air Force.Several major Air Force projects are expected to be delivered within the next few yearsthat will significantly enhance Air Forces NCW capability. AIR 5077 (Airborne Early Warningand Control), AIR 5376 (Hornet Upgrade) and AIR 5333 (Vigilaire) will each provide modernsystems and communications, including Tactical Data Links enhancing Air Forces ability tomore effectively participate in a NCW environment in support of ADF operational activities,and to interoperate seamlessly within a coalition force.

The Air Forces Surveillance and Reconnaissance Group (SRG) is well advanced in developinga number of Concepts for Operation for the effective employment of ISREW agencies andplatforms in an NCW environment. The SRG also actively employs an NCW approach in dailyactivity. An example of this is the conduct of remote Aerospace Battle Management activitiesfrom the Eastern Region Operations Centre (EASTROC) in NSW. Networking capabilities andupdated communications allows EASTROC to control fighter aircraft anywhere in Australia,and to conduct Air Traffic Control surveillance of airspace near Pearce in Western Australiawhen this is not manned.

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

Development and articulation of a coherent vision, strategyand 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 systemdevelopment 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, experimentationand simulation regarding DIE use in future operations.

Establishment of robust governance processes for the DIE.

Supporting the Strategic Command Group in its planning.

Support Defences contribution to information interoperability with other nations.


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

capabilities, and the management of the communications infrastructure that relates tothe DIE.

CIOG provides the physical infrastructure and support systems that act as a DIE backboneto the Tactical and Operational Grids. This infrastructure connects all ADF elements acrossAustralia and in deployed situations. It also provides the necessary interfaces needed tooperate with other Government agencies and allied forces. CIOG ensures that the DIE has astrong supporting relationship with the Tactical Information Domain, through its relationshipwith the Tactical Data Links Authority and provision of operational support.

CIOG is responsible for enabling and managing all the interfaces needed to supportconnectivity between the DIE fixed infrastructure and the deployed warfighting elements.

As a consequence CIOG, through the DIE, provides sufficient connectivity that allowsforward deployed elements to connect to national grids and achieve reachback to nationaloperational support systems and infrastructure.

In 2004, CIOG published A Concept for Enabling Information Superiority and Support.This publication aimed to identify the outcomes that ADFs warfighters require from theinform function, and to shape how Defences 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 focusedon a number of activities to achieve this outcome:

I&S Group is leading the development of the Future Intelligence Concept as one ofthe four Concepts in the Concept Hierarchy. This concept will provide a basis for thedevelopment of the Defence Intelligence System in the context of a network enabledforce. It will articulate not only the future direction of Defence intelligence capabilitiesbut will include how whole-of-government and allied intelligence capabilities willbe leveraged to contribute to the Defence intelligence capability. This concept willalso serve as a framework against which the ISR integrating concept and intelligencecomponents 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 rightformat 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 matchedto the appropriate intelligence collection and production capabilities. Streamlinedcoordination of this requirements and collection management (RCM) capability iscritical to providing agile and effective intelligence support. Accordingly, I&S Grouphas 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 intelligenceand intelligence-related projects being undertaken across Defence. A key focus is to ensure

that there is commonality and standardisation of the applications delivering intelligencefunctionality in the command support systems (with emphasis on JP 2030 ADF JointCommand Support Environment) and DEF 7013 - Joint Intelligence Support System, thatthere is compatibility with allied systems, and that the outputs of sensors (from the variousISR projects and systems) and sources (controlled by the I&S Agencies) are seamlesslyintegrated into the intelligence processing systems.

Defence Science and Technology OrganisationDefence Science and Technology Organisation (DSTO) is a primary agentfor the development and coordination of the Defences Science and

Technology (S&T) effort to support NCW.DSTO has raised an NCW S&T Initiative (NSI) to coordinate and focus itsresearch 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 informfuture 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 forRF spectrum is growing due to the proliferation of new devices, services and, in Defencescase, military threats. Balancing of national defence requirements with commercial and civildemand is therefore an expanding issue. RF spectrum is a finite resource - access to additionalspectrum to support future capability development (including the communication needsof NCW) may be constrained by competing requirements. These conditions demand thatspectrum should be managed efficiently and with a long term perspective. Management ofspectrum resources has therefore become an important risk mitigation strategy for Defencein both investment and operational terms.

The Australian Defence Spectrum Strategic Plan (ADSSP) describes the strategy for providingand maintaining access to the RF spectrum for the Defence. The plan acknowledgesDefences responsibility to use spectrum efficiently. The plan is sponsored and managed byChief Information Office (CIO) Group on behalf of Defence.

Availability of sufficient RF spectrum to meet emerging Defence requirements will be one ofthe issues that will require careful management if full advantage of the possibilities of NCWis 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 ADFs NCW objectives (outside theDCP) is through the RPDE program. The RPDE program is a collaborative venture betweenDefence and industry.

RPDEs mission is to enhance ADF warfighting capacity through accelerated capabilitychange in the NCW environment.

In order to meet this challenge, RPDE is establishing organisational competence in partneringand rapid task delivery. In effect, RPDE aims to rapidly bring together Defence and industryknowledge, experience and intellectual property in order to understand problems, identifypotential solutions and finally provide valid evidence in support of decision support andchange management recommendations.

To achieve this RPDE is creating a culture of collaboration, innovation and learning wherenew 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 groupat the one star level to manage prioritisation and funding of RPDE tasks as shown inFigure 9-1.

Figure 9-1. Rapid Prototyping, Development and Evaluation GovernanceArrangements

TaskingGovernance 16 Members

Approves Questions

Approves Task Funding

Chaired by DGICD

StrategicGovernance Sets Strategic Priorities

Chaired by Head of

Capability Systems

1* Steering

Group

HCS, DSTO, DMO

RPDE Board

RPDE Organisation

NCW Program

Office

Industry

Participants


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The RPDE core competencies are being applied to NCW in order to deliver near term ADFcapability enhancements. RPDE uses a range of investigative, analytical and experimentationtechniques, 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 contextinformation from our industry participants, and Defence to undertake the tasking withinRPDE facilities. With these resources, RPDE takes high priority NCW problems and issues fromDefence and works with stakeholders to identify the core questions and then create solutionsthat 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, proceduresand organisations that can be implemented in the near term (6 to 18 months) toimprove the ADFs networked warfighting capabilities.

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

Provides for the rapid delivery of capability to warfighters to accelerate change in theADFs 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 theplanning phase.

The RPDE organisation

draws its people, facilities

and technologies fromDefence and participants.

Context Information is

knowledge, experience

and know how relevant toa particular RPDE task.ADF

Warfighters

Analysis, Investigation& Experimentation

RPDE

Industry Defence

Task

Team

Question

s

People

Facilities

Technologies

Context

Information

People

Facilit

ies

Tech

nologie

s

Context

Info

rmation

Capability Options& Change Proposals


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Measure. User interaction phase. This phase measures how users react to theprototype, how long does it take them to understand it, does it improve effectivenessand 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 froma real users perspective.

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

Section 9-2 Exploiting Opportunity Rapid Prototyping, Development andEvaluation

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 organisationsincluding Defence. RPDE brings experts from multiple companies and Defence togetherto 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 capabilityimprovements to occur sooner, and/or to shape future Defence programs to offergreater capability improvements. The RPDE Program task timeframes are measuredin months, typically 9 to 12 months but no longer than 18 months.

Focus on all Fundamental Inputs to Capability. RPDE does not focus on technologyor equipment but considers all Fundamental Inputs to Capability (FIC) which includePersonnel, 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 deliverableof any RPDE task will be an implementation plan to enable the Defence stakeholdersto realise any change recommended by the RPDE Program task. These ImplementationPlans are not limited to the delivery of, or enhancement of the Networking dimensionor Networking. These Implementation Plans have equal application within the Humandimension.


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Chapter 10

The Network Centric Warfare RoadmapCommunications PlanA subset of the education component of the NCW roadmap is to build commonunderstanding of NCW among Defence personnel. This will occur through both formal andinformal communication channels.The first step of the communication process has been the development of NCW overviewbrochures and basic information booklets with targeted distribution of these publications tocommence in October 2005. These publications will meet the immediate requirement to alertthe organisation of the need to be NCW aware and to commence building an understandingof NCW concepts. Personnel will enhance their understanding of NCW through a Defenceintranet NCW portal.

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

This strategy will also address the coordination of the different stakeholders in Defence whowill need a shared understanding of NCW. This overarching communications strategy will be

completed before additional NCW communication activities are undertaken by any part ofthe organisation.

The communications strategy will also map out the evolving communication needs over a5 to 15 year period.

Beyond an information role, the communication strategy aims to reshape the beliefs andattitudes held by Defence personnel as the interaction of the NCW network and humandimensions could be very different to todays command and control paradigm.

The development of subordinate communications strategies will be developed to addressthis 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 bedriven 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 isimportant for three reasons:

As the ADF takes the further steps in establishing the Network, the ability to exploitpreviously unforseen opportunities of NCW will become apparent. The ADF mustensure it has the mechanisms in place to learn and assimilate the lessons broughtabout by the enhanced collaboration facilitated by the improved Network.

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

The progress of the Defences implementation of NCW must be monitored. Thiswill provide senior leaders with the means to keep abreast of the NCW-relatedenhancements to the force and balance investment in capability related to NCW.

The Roadmap, like all planning processes, will be subject to periodic review as DefencesNCW situation evolves. In lieu of publishing a specific timetable for review, the following willconstitute 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 derivedfrom exercises; and

the emergence of NCW related technologies that offer unforeseen opportunitiesbeyond 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 NCWcapability. Over the next few years, updates to the Roadmap will identify actions that willlead to greatly improved collaboration and shared situational awareness to achieve desiredeffects. This iterative approach will allow Defence to explore the potential of NCW, and howbest it can enable the Future Joint Operations Concept.

This Roadmap has identified four key actions that will set the ADF on the road to becominga 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 whichthe networked force will be developed.

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

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

The Roadmap highlights the means for the ADFs NCW capability to be significantly improved.

This will ensure the Roadmap remains effective and the ADF maintains a capability advantageagainst a broad range of security threats.

A maturing NCW capability will fundamentally challenge the ADFs assumptions about theindividual and collective employment of personnel. NCW is based on the idea that informationis only useful if it allows people to act more effectively. This makes the human dimensionfundamental to NCW. Developing the human dimension of NCW requires commitment toexploring important issues such as recruitment, doctrine, training, education, organisationand human-machine interfaces.


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Abbreviations and Glossary

ACSS Air Command Support SystemADF Australian Defence Force

ADO Australian Defence Organisation

ADSSP Australian Defence SpectrumStrategic Plan

AEW&C Airborne Early Warning andControl

AWD Air Warfare Destroyer

C2 Command and Control

C4ISREW Command ControlCommunications ComputersIntelligence SurveillanceReconnaissance and ElectronicWarfare

CCDG Chief Capability DevelopmentGroup

CIOG Chief Information Officer Group

COP Common Operating Picture

DCC Defence Capability Committee

DCP Defence Capability Plan

DIE Defence InformationEnvironment

DSTO Defence Science and TechnologyOrganisation

EASTROC Eastern Region Operations Centre

ET&D Education, Training &

DevelopmentFIC Fundamental Inputs to Capability

FJOC Future Joint Operations Concept

HDPE Head Defence PersonnelExecutive

HNA Hardened Networked Army

ISR Intelligence, Surveillance andReconnaissance

JORN Joint Over-the-horizon Radar

NetworkMQL Master Question List

MTM Model-Test-Model

NCW Network Centric Warfare

NSA National Support AreaPMSA 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 M1A1AIM) fires a HEAT (High Explosive Anti-Tank)round at Range 500, Twentynine Palms,California. The tank is part of A Coy, 2dTank Bn participating in a combined arms

exercise in 2002. Photo by LCpl G. LaneMiley, US Marine Corps

Footnotes1

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

2Link 11 is a tactical data interchange standard

3Chief Information Officer Group, A Concept for EnablingInformation Superiority and Support, 2004, p. 1

4The concept of the Defence Intelligence System wasagreed by COSC in 1996 and was based on the needto ensure common standards, unity of purpose and

harmony of action across the breadth of Defence andADF intelligence capabilities.

Acknowledgmentp.5 Director Network Centric Warfare -

Army & Mission Head -Land ResponseSystems (DSTO) - Land Warfare Conference2003 -Proceedings


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Documents

Ncw Roadmap Ran