Common Joint Tactical Information Initiatives
Abstract
FY19 Accomplishments: Projects supporting the Deputy Assistant Secretary of Defense for Information and Integration Portfolio Management (DASD(I&IPM)): - Established the scope of the NC3 enterprise by developing the NC3 Portfolio Definition list comprised of 204 objects, which includes programs, facilities, and systems that support surveillance and warning, command and control, Satellite Communications, Terrestrial and transport, air and force delivery programs, and special access programs. - Implemented and supported a new NC3 governance process consisting of semi-annual NC3 Enterprise Reviews co-chaired by the Deputy Secretary of Defense and the Vice Chairman of the Joint Chiefs of Staff to address critical NC3 capability gaps and targeted investment decisions. - Developed an initial NC3 Integrated Master Schedule for NC3 portfolio areas to track dependencies among related programs and identified critical paths to high priority NC3 capabilities to support enterprise-wide decision making. - Established portfolio reporting processes to support oversight of delayed acquisition programs by the Council on Oversight of the National Leadership Command, Control, and Communications System as required by the FY 2018 National Defense Authorization Act section 1654. Managed quarterly reporting and provided the semi-annual reports to congress as required by statute. - Agile in Global Command & Control System Joint Enterprise (GCCS-JE) Program & Joint Planning and Execution Services (JPES) Program: As requested by DISA PEO, Program Manager, Lead Architect and Technical Staff, developed and delivered agile framework for GCCS-J Modernization. Gave agile dev and dev ops presentations and provided written material to PMO government and contactor staff. Provided technical presentations and analyses for Program Increment Planning, Data Interface Design Sessions, Software Demos, Development Team Retrospective Hot Wash, etc. Analyzed schedules and timelines provided by vendors and identified the risks involved and developed actions to mitigate these risks. Resulted in a restructure of GCCS modernization focusing on execution delivery. - Joint Cyber Command and Control (JCC2) Portfolio Management (USD(A&S) is PSA): Provided technical and acquisition expertise to the Air Force Executive Agent in developing the initial JCC2 architecture, pilots, and acquisition strategy. Supported development of Joint Cyber C2 ICD and received formal approval. The Air Force JCC2 recently demonstrated situational awareness capability in a successful recent Service level CSB. - Conducted the analysis and authored the Tactical Data Relay Business Case Analysis (BCA) final report supporting Airborne Intelligence Surveillance and Reconnaissance Data Transport Task Force. Resulted in sustainment of relay capability during FY20 PBR. - Planned, prepared, managed and executed the Spectrum Efficient National Surveillance Radar (SENSR) Spectrum Pipeline Plan as the PSA for SENSR program Acquisition. Authored key documents and orchestrated DoD activities supporting the SENSR program. - Completed Wideband communication services (WCS) Analysis of Alternatives (AoA) Final Report write-up & prepared WCS AoA Sufficiency Package staffing to USD(A&S); delivered Sufficiency Review request to D,CAPE. Prepared briefing and participated in WCS AoA Briefing to C4/Cyber FCB with the aim of Joint Staff endorsement as acquisition planning document. GAO declared the report comprehensive. ASD(A) recently signed acknowledgement memo to GAO. - Prepared and briefed to Common Data Link (CDL) community and staffed an information memo to USD(A&S) regarding CDL waveform modernization status for FY 2019. Prepared and facilitated data call and prepared and briefed FY 2020 CDL modernization status for waveforms and crypto. - Completed revision of JTNC Charter as lead contributor to align with responsibilities outlined in DSD memorandum Enhancing DoD’s Joint tactical Networks and Datalinks Modernization, and to develop JTNC FY 2020 Management Plan and Tri-Service funding plan. - Collected High Frequency (HF) Capability Portfolio Management (CPM) programs, terminals, recap plans, and budgets into current HF data set. Investigated 4G HF spec compliance of USMC’s planned procurement of Harris AN/PRC-160 radios. Working to mitigate interoperability issues. - Developed construct for an enterprise level Tactical Data Link (TDL) dataset to improve TDL portfolio management and analysis. Collected TDL community Capability Portfolio Management (CPM) programs, terminals, recap plans, budgets, etc. into current HF data set. Documented deficiency in acquisition and interoperability insight and prepared recommendation to USD(A&S) for stronger A&S engagement and advocacy across the joint community. - Developed and delivered interoperability roadmap and capability assessment describing problem/challenges, COAs, and developed "road map" for US, NATO, and coalition partners. Co-chaired United States - France Communications Interoperability Sub-Working Group with French counterparts to address interoperability with the United States and France 4th and 5th generation aircraft. Developed Terms of Reference and way-forward plan for execution—approved by the French counterpart. - Evaluated five Army and Navy acquisition programs for compliance with Mid-Tier Acquisition (MTA) guidance. Prepared recommendations to the Assistant Secretary of Defense for Acquisition (ASD(A)) for his review of other programs and development of DoD’s MTA policy. Projects supporting the Deputy Assistant Secretary of Defense for Acquisition Enablers (DASD(AE)): - Advanced Software - Provided Technical/Engineering support to agile acquisition pilots and new software pathways policy development, including support as administrator and curator for the online agile community of practice, provided subject matter expert contributions & Technical/Engineering support to individual agile acquisition pilots as pilot advisor, assisted pilot programs with development of their required program documentation, and provided agile coaching and training. - Delivered 180-day status report & drafted final congressional pilot reports. Provided technical/ engineering support to agile acquisition pilots. - Developed draft interim policy and guidance on a new software acquisition pathway for the Department. - Created and executed a wargame to refine interim software acquisition policy with Services, Agencies, Office of the Secretary of Defense (OSD) Acquisition and Joint Staff stakeholders. - Developed a draft Implementation Strategic Roadmap that identifies short, medium, and long-term goals for each of the Defense Science Board (DSB) recommendations. - Developed practical approaches to encourage adoption of game-changing software development and sustainment approaches that will deliver capabilities that catalyze greater mission impact to the warfighter and Enterprise more rapidly while better controlling cost and improving resilience in the current and emerging cyber threat environment. - In Agile Pilot Program, identified likely risk areas, developed risk reduction approaches, and proposed appropriate metrics for new programs that will better reflect the health of software programs undergoing modernization or in development. - Provided technical analysis and support to Software Provenance and Supply Chain Risk Management (SCRM) policy development, including implementation plans for changes in statue, regulation, and management direction. Provided technical assessments and course of action recommendations to address cybersecurity engineering and risk management considerations in the procurement process. Upon request, provided technical expertise and industry assessments to facilitate development of standard procedures to institutionalize SCRM in the procurement process. - DASD(AE) coordinated with USCYBERCOM, OGC, CIO, USD(I), DPC, and USD(P) on policy development and implementation of FY 2019 NDAA Section 889 and Section 889 waiver processes, which are currently in official coordination with the Services. - DASD(AE) continues to coordinate with these offices and conduct threat assessments in bi-weekly Scoping and Mitigation meetings with DoD SCRM TAC. - DASD(AE) answered several direct SECDEF Requests for Information (RFIs) on Chinese and Russian software companies posing a risk to National Security Systems (NSS). - DASD(AE) used 10 USC 2339a authorities to prohibit NSS use of a software company with foreign ownership control or influence concerns. Projects supporting the Deputy Assistant Secretary of Defense for Platforms & Weapons Portfolio Management (DASD(P&WPM)): - Provided advice to USD(A&S) and ASD(A) senior leaders on strategies to produce, develop, and sustain the F-35 Lightning II program and worldwide fleet of aircraft. F-35 is the DoD’s largest and highest priority acquisition program. Provided expert acquisition/program support to enable Planning, Programming, Budgeting and Execution (PPBE) for the F-35 Program Objective Memorandum (POM) and overall program requirements development. Collaborated with OSD, JCS, F-35 JPO, Air Force, & Navy. Assisted with routine reports including 30-60-90 and 5-15 inputs to ASD(A) and OUSD(A&S). Participated in weekly F-35 Action Officer synchronization meetings and helped generate weekly F-35 sustainment reports. Provided support to monthly F-35 Acquisition Small Group meetings. Provided additional portfolio support to Director for Air Weapons and Platforms for general air platforms and weapons portfolio management. - Launched ground combat vehicle portfolio manager position. Responded to GAO recommendations on Amphibious Combat Vehicle (ACV) and fact checked additional reports on the M1-A1 Abrams tank program. Participated in the Strategic Portfolio Review on Asymmetric China Response. -Launched inaugural Air Defense Portfolio management position. Monitored Patriot and Short Range Air Defense programs as well as other associated and competing programs. Participated in initial efforts to establish the new Cruise Missile Defense of the Homeland cross functional team. - Provided critical direct support and expertise to the Counter Unmanned Air Systems (CUAS) portfolio manager. Supported the stand-up of the CUAS Senior Integration Group, CUAS Executive Committee and multiple CUAS working groups. Synchronized CUAS efforts across the department to include all services. Reduced duplication of efforts and helped develop common standards. Provided periodic recommendations to OUSD(A&S) and DOD(CIO) on adjudicating Commercial Off-the-Shelf (COTS) UAS waivers on a bi-weekly basis.
Document Details
- Document Type
- Accomplishment
- Publication Date
- Oct 01, 2021
- Source ID
- d22693091b6070f540cb04cb86aa7d9d