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25 September 2008 Mr. Steve Musson PEO C4I APEO-E 619-892-0466 steven.mussonnavy.mil

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25 September 2008 Mr. Steve Musson PEO C4I APEO-E 619-892-0466 steven.mussonnavy.mil

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    1. Brief Title is normally Arial 32 bold. Brief POC information block is Arial 18 bold. The distribution block should be edited to reflect the distribution category of your specific brief. The distribution statement may be deleted for internal PEO C4I briefs.Brief Title is normally Arial 32 bold. Brief POC information block is Arial 18 bold. The distribution block should be edited to reflect the distribution category of your specific brief. The distribution statement may be deleted for internal PEO C4I briefs.

    2. POC: Steven Musson (619) 892-0466 2 PEO C4I Organizational Alignment This shows the PEO’s ORG Chart, and the functions where we receive support from SPAWAR. Also shown at the bottom of each column are the Naval enterprise each PMW is aligned to and supports. The Product (or 100 Club) PMWs are aligned to Naval Netwar FORCEnet Enterprise (NNFE), PMW 740 aligned to the Navy International Program Office, PMW 750 is aligned to the Naval Aviation Enterprise, etc.This shows the PEO’s ORG Chart, and the functions where we receive support from SPAWAR. Also shown at the bottom of each column are the Naval enterprise each PMW is aligned to and supports. The Product (or 100 Club) PMWs are aligned to Naval Netwar FORCEnet Enterprise (NNFE), PMW 740 aligned to the Navy International Program Office, PMW 750 is aligned to the Naval Aviation Enterprise, etc.

    3. POC: Steven Musson (619) 892-0466 3 Products Delivered FY08 Snapshot PEO C4I is unique in the Navy acquisition organization, in that we touch every community in our Service. In FY08, we plan to deliver nearly 1500 installations across the portfolio. As you can see in this slide, our product lines are delivered afloat and ashore, and we interface with our Team SPAWAR partners, PEO EIS and PEO Space to provide end-to-end connectivity for the Sailors and Marines. Many of you are probably familiar with the Enterprise model we have embraced within the Navy – PEO C4I is a member of the Naval NETWAR FORCEnet Enterprise, led by NETWARCOM and focused primarily on C4I, IT and Space. However, we also interface with the members of the Surface Warfare Enterprise (or the “SWE”), the Naval Aviation Enterprise (“NAE”), the Undersea Enterprise (“USE”) and the Naval Expeditionary Combat Enterprise (“NECE”). Each of those communities are represented here depicting the complex nature of our customer base. The way we are organized within PEO C4I is designed to not only manage large and small programs and projects, but also to integrate those products lines within our platform integration program offices.PEO C4I is unique in the Navy acquisition organization, in that we touch every community in our Service. In FY08, we plan to deliver nearly 1500 installations across the portfolio. As you can see in this slide, our product lines are delivered afloat and ashore, and we interface with our Team SPAWAR partners, PEO EIS and PEO Space to provide end-to-end connectivity for the Sailors and Marines. Many of you are probably familiar with the Enterprise model we have embraced within the Navy – PEO C4I is a member of the Naval NETWAR FORCEnet Enterprise, led by NETWARCOM and focused primarily on C4I, IT and Space. However, we also interface with the members of the Surface Warfare Enterprise (or the “SWE”), the Naval Aviation Enterprise (“NAE”), the Undersea Enterprise (“USE”) and the Naval Expeditionary Combat Enterprise (“NECE”). Each of those communities are represented here depicting the complex nature of our customer base. The way we are organized within PEO C4I is designed to not only manage large and small programs and projects, but also to integrate those products lines within our platform integration program offices.

    4. POC: Steven Musson (619) 892-0466 4 This one slide encapsulates our organization’s overarching strategic priorities – our mission, vision, goals and core values. Ultimately, our success is based on the ability of our Naval Forces to defeat the enemy using the capabilities we provide for information dominance. As an acquisition organization, we spend taxpayer dollars to develop and deliver integrated communications and IT systems – and we take our charter very seriously. As you can see in our 5 goals, our actions are centered around being the DoD role model for acquisition excellence – we must be confident in every dollar we spend, and so we use tools such as LSS to ensure our business processes are lean and efficient. Other goals include becoming the C4I provider of choice for all ships and submarines and improving readiness of the Fleet by providing the warfighters integrated, supportable products. You will be hearing from CAPT Dean Richter shortly, and he will give you a perspective on how our one of our Platform Integration program offices is working to improve our capability deliver to the submarine community.This one slide encapsulates our organization’s overarching strategic priorities – our mission, vision, goals and core values. Ultimately, our success is based on the ability of our Naval Forces to defeat the enemy using the capabilities we provide for information dominance. As an acquisition organization, we spend taxpayer dollars to develop and deliver integrated communications and IT systems – and we take our charter very seriously. As you can see in our 5 goals, our actions are centered around being the DoD role model for acquisition excellence – we must be confident in every dollar we spend, and so we use tools such as LSS to ensure our business processes are lean and efficient. Other goals include becoming the C4I provider of choice for all ships and submarines and improving readiness of the Fleet by providing the warfighters integrated, supportable products. You will be hearing from CAPT Dean Richter shortly, and he will give you a perspective on how our one of our Platform Integration program offices is working to improve our capability deliver to the submarine community.

    5. POC: Steven Musson (619) 892-0466 5 Recent Current Events Cyber Battlespace Increasing peer competition Infrastructure Vulnerabilities Maritime Domain Awareness The PLA Navy continues to grow in size and capability as it begins to extend its reach as a Blue Water Navy and a regional power in the Pacific. North Korea has long range missles and the ability to deliver nuclear payloads. In addition to China’s nuclear capability, they have demonstrated within the last year the ability to attack and destroy satellites in orbit as well as a credible ability to conduct Information Warfare.The PLA Navy continues to grow in size and capability as it begins to extend its reach as a Blue Water Navy and a regional power in the Pacific. North Korea has long range missles and the ability to deliver nuclear payloads. In addition to China’s nuclear capability, they have demonstrated within the last year the ability to attack and destroy satellites in orbit as well as a credible ability to conduct Information Warfare.

    6. POC: Steven Musson (619) 892-0466 6 Technology Battlespace

    7. POC: Steven Musson (619) 892-0466 7 Commercial Trends Network as a platform Collaborative decision making Data is the new “Intel Inside” Standardization to maximize returns Data Center Consolidation

    8. POC: Steven Musson (619) 892-0466 8 PEO C4I’s Open Architecture Strategy GOAL - Provide an agile integrated C4I capability More responsive to Fleet readiness requirements (Man/Train/Equip) Increased supportability and standardization (Sea Basing / Sea Swap) Increased system interoperability and network security Increased joint alignment OBJECTIVES: Reduce applications, reduce servers, increase server utilization Transform application programs into community of interest service providers Increase bandwidth utilization and capacity Implement a C4I rapid capability process based on ARCI model Capitalize on acquisition innovation Capabilities delivered in months not years Cross-community integration (ISR, C2, Combat Systems, business IT, etc) Ability to use network resources efficiently A common C4I product, not a bundle of different apps Common training, common logistics, common “look and feel” We’ve lost C4I agility and responsiveness - Difficult to keep pace with industry trends and Fleet demand signal Shipboard C4I infrastructure requirements and funding is not optimally aligned - Significant duplication and overhead cost reduce product delivery New Ship Construction platforms are developing total ship board computing environments to address platform requirements -Today’s C4I programs do meet their requirements Industry rapidly changed its model and embraced key technologies and business strategies to reduce costs and increase capability - Requires realigning funding and strong governance - N6 can duplicate by realigning funding and with strong governance Fielded comms systems: 874 Variants Over 30,000 radios / comms equipment installed in the fleet Aging legacy radios (e.g., WSC-3), over 30 years old Average time to market: 2-3 years for new capabilities Average server age: 3+ years ISNS, 7+ years GCCS-M Average network age: 6.7 years Network FOC Timeline: 4-9 years (in some cases with no refresh) GOAL - Provide an agile integrated C4I capability More responsive to Fleet readiness requirements (Man/Train/Equip) Increased supportability and standardization (Sea Basing / Sea Swap) Increased system interoperability and network security Increased joint alignment OBJECTIVES: Reduce applications, reduce servers, increase server utilization Transform application programs into community of interest service providers Increase bandwidth utilization and capacity Implement a C4I rapid capability process based on ARCI model Capitalize on acquisition innovation Capabilities delivered in months not years Cross-community integration (ISR, C2, Combat Systems, business IT, etc) Ability to use network resources efficiently A common C4I product, not a bundle of different apps Common training, common logistics, common “look and feel” We’ve lost C4I agility and responsiveness - Difficult to keep pace with industry trends and Fleet demand signal Shipboard C4I infrastructure requirements and funding is not optimally aligned - Significant duplication and overhead cost reduce product delivery New Ship Construction platforms are developing total ship board computing environments to address platform requirements -Today’s C4I programs do meet their requirements Industry rapidly changed its model and embraced key technologies and business strategies to reduce costs and increase capability - Requires realigning funding and strong governance - N6 can duplicate by realigning funding and with strong governance Fielded comms systems: 874 Variants Over 30,000 radios / comms equipment installed in the fleet Aging legacy radios (e.g., WSC-3), over 30 years old Average time to market: 2-3 years for new capabilities Average server age: 3+ years ISNS, 7+ years GCCS-M Average network age: 6.7 years Network FOC Timeline: 4-9 years (in some cases with no refresh)

    9. POC: Steven Musson (619) 892-0466 9 Open Architecture High Level Architecture and Programs

    10. POC: Steven Musson (619) 892-0466 10 Facilitating Application Speed to Capability Open ArchitectureOpen Architecture

    11. POC: Steven Musson (619) 892-0466 11 Potential Results of Migrating Applications to OA Architecture Reconfigurable to meet mission changes Lower warfighter risk through warfighter agility Improved speed to capability Shorter software spirals Milestone process Faster delivery Savings through common hardware installation CANES afloat CCE (CANES based) ashore Reconfigurable to meet mission changes Lower warfighter risk through warfighter agility Improved speed to capability Shorter software spirals Milestone process Faster delivery Savings through common hardware installation CANES afloat CCE (CANES based) ashore

    12. POC: Steven Musson (619) 892-0466 12 End-to-End (E2E) Strategy The way we develop, integrate and deliver C4I must result in a seamless capability that can support multiple mission areas. PEO C4I’s goal is to consider that end-to-end objective even as we’re building the individual pieces of a capability, so that at the end, we are able to deliver a package that fits together and can be connected to the broader Navy and Joint systems to defeat the enemy. In order to be successful, we must follow our open architecture, standards-based strategy, and we must have cooperation and support from the operational, requirements and resources communities along the way.The way we develop, integrate and deliver C4I must result in a seamless capability that can support multiple mission areas. PEO C4I’s goal is to consider that end-to-end objective even as we’re building the individual pieces of a capability, so that at the end, we are able to deliver a package that fits together and can be connected to the broader Navy and Joint systems to defeat the enemy. In order to be successful, we must follow our open architecture, standards-based strategy, and we must have cooperation and support from the operational, requirements and resources communities along the way.

    13. POC: Steven Musson (619) 892-0466 13 Early Adopters Part of our risk mitigation strategy – to ensure applications are ready as services when CANES infrastructure is deployed. Accelerating change Turning Applications into services.Part of our risk mitigation strategy – to ensure applications are ready as services when CANES infrastructure is deployed. Accelerating change Turning Applications into services.

    14. POC: Steven Musson (619) 892-0466 14 Providing Common Solutions Capabilities for the Expeditionary Warfighter Open Architectures Interoperability Smaller Footprints Afloat and Shore Environments Portability Improved Logistics and Sustainability

    15. POC: Steven Musson (619) 892-0466 15 Integrating and Exposing Data Maritime Domain Awareness (Spiral 1) Access to the collaboration toolset from some locations will use remote access, which will not require an install at C3F, C7F, MTAC, JIATFW or NORTHCOM. NCIS is primarily an INTEL side effort, as well as cost. Some of the JIATF-W capabilities, SMEs, also falls into the INTEL costs.Access to the collaboration toolset from some locations will use remote access, which will not require an install at C3F, C7F, MTAC, JIATFW or NORTHCOM. NCIS is primarily an INTEL side effort, as well as cost. Some of the JIATF-W capabilities, SMEs, also falls into the INTEL costs.

    16. POC: Steven Musson (619) 892-0466 16 Biometrics Enhancing EMIO Mission Effectiveness

    17. POC: Steven Musson (619) 892-0466 17 Summary We are fighting the Cyber War today Can’t keep up with status quo IT acquisition and support Change is exponential Cultural change is happening – moving to Horizontal, vice vertical, approach to capability Requires Enterprise buy-in and advocacy Moving to an Open Architecture model, focusing on End-to-End, integrated solutions Improve configuration baselines, provide more seamless capability and avoid costs Ensure agility & responsiveness and increase supportability & interoperability

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