Army Digitization Master Plan '96

1. INTRODUCTION

1.1 Army Digitization Master Plan

1.1.1 Purpose

The Army Digitization Master Plan (ADMP) provides the roadmap for the introduction of digital information technologies as the Army transforms itself via the Force XXI process into a 21st Century force. The ADMP addresses strategies, responsibilities, requirements, architectures, acquisition, experimentation methodology, management processes, and coordination of digital battlespace issues in the Army, with the other Services, and within future coalition forces.

1.1.2 Scope

This annual update of the ADMP establishes the overall strategy for achieving battlespace digitization and defines the migration plans of individual battlespace systems to the Defense Information Infrastructure Common Operating Environment (DII COE). The Plan also describes how the Army is working toward achieving interoperability with joint and combined forces.

1.1.3 Objectives

The objective of the ADMP is to put forth a specific and measurable strategy for digitizing the battlespace. Individual objectives include:

Identifying the primary partners in the process and delineating their responsibilities.

Furnishing the framework for Army, joint, and multinational interoperability.

Defining the Army's implementation strategy.

Describing the digitization architectures.

Detailing a streamlined acquisition strategy consistent with sound business practices and conforming to policies outlined in Department of Defense (DoD) Directive 5000.1.

Laying out the process for evaluating and assessing system migrations to the DII COE.

Highlighting the key support strategies and digitization issues.

Depicting how the Army Digitization Office (ADO) will manage the integration of digital information and decision support systems within the joint and multinational arenas.

Providing direction for future digitization efforts.

1.2 Force XXI Overview

The Army digitization effort is a vital part of the larger Army process for meeting the challenges of the 21st Century. Tomorrow's Army—Army XXI—will emanate from the reconceptualization and redesign of the force at all echelons, from the foxhole to the sustaining base. Assimilation of information and information technologies will be crucial to the success of this redesign effort.

1.2.1 Force XXI Campaign Plan

To achieve the objectives of Force XXI, the Army must change outmoded ways, retain essential values, and enhance warfighting capabilities to achieve decisive victory on future battlefields. The Force XXI Campaign Plan is the Army's means to identify outdated methods and propose new approaches. It incorporates three complementary and interactive efforts. The primary axis is focused on the redesign of the Army operational forces. The secondary axis is the redesign of the institutional forces—the elements that generate and sustain the operational forces. The final supporting axis is oriented on the development and acquisition of information age technologies, which are the overall enablers of the Force XXI Campaign. The Deputy Chief of Staff for Operations and Plans (DCSOPS) within Headquarters, Department of the Army (HQDA) is the executive agent responsible for coordinating the activities supporting the broad campaign.

Figure 1-1 The Three Axes of the Force XXI Campaign

The central effort, designated Joint Venture, is led by the Commander, U.S. Army Training and Doctrine Command (TRADOC) in coordination with the other Army Major Commands (MACOMs) and the Army Staff (ARSTAF). It is intended to provide a framework to assess operational capabilities and determine how the Army will fight in the 21st century, while guiding development of doctrine, training, leader development, organizations, materiel, and soldiers (DTLOMS). It also serves as the basis to develop the capability of Army forces to conduct successful operations under joint command employing modern, knowledge-based warfare. Joint Venture examines tactics, techniques, and procedures (TTPs) and technology alternatives that will enhance the lethality, survivability, and battle command capabilities of the operating forces.

The institutional effort, led by the DCSOPS, focuses on the concept, process, and design of the institutional Army and its sustaining base. This effort aims at continuous improvement to the organization to meet the continuing challenges of an uncertain world. Synchronization with the other two axes is necessary to ensure a seamless linkage from the foxhole to the factory.

The enabling effort, acquiring and assimilating information age capabilities, is led by the ADO. It provides for the introduction of modern information technologies throughout the force to optimize potential capabilities. It is to this effort that the term digitization is applied. The ADO balances and synchronizes requirements generated by TRADOC with technologies developed by the acquisition community to enable the Army to evolve into Army XXI.

The ADMP focuses on the execution of the ADO axis. Iterative cycles of experimenting, learning, and deciding between competing modernization initiatives characterize the execution process, with streamlined acquisition procedures allowing more rapid implementation of decisions.

1.2.2 Horizontal Technology Integration (HTI)

HTI is a key component of the Army Modernization Strategy, oriented on system upgrades that capitalize on new technology insertion, rather than developing new system platforms. There are currently four HTI initiatives: digitization, the Battlefield Combat Identification System (BCIS), the Second Generation Forward Looking Infra-Red (2nd Gen FLIR) system, and the Suite of Survivability Enhancement Systems (SSES)

Figure 1-2 HTI Modernization Efforts

HTI breaks away from traditional stovepipe processes of individual systems and looks instead at the interaction of systems within the force. It integrates dissimilar weapons and command and control platforms with common technologies through new acquisition and fielding, pre-planned product improvements (P3I), and system-component upgrades. Simultaneously integrating complementary HTI technologies into key combat, combat support, and combat service support (CSS) systems increases effective combat power much sooner, in contrast to the old manner of sequential upgrades throughout the entire force. HTI increases the combat power of the Army one unit at a time with priority given to the contingency forces—the first to be deployed.

The ADMP addresses the ADO strategy to implement HTI’s digitization objectives. BCIS and 2nd Gen FLIR, while not a part of the digitization effort, are closely monitored to ensure the necessary linkages for generated data are maintained and redundancies eliminated.

1.2.3 Battlefield Visualization

Another key component of Force XXI is battlefield visualization. This is the process whereby the commander develops a clear understanding of the current state with relation to the enemy and environment, envisions a desired end state which represents mission accomplishment, and then subsequently visualizes the sequence of activity that moves the commander’s force from its current state to the end state.

Intuition, training, and experience—coupled with digital technology—will enable commanders to visualize the operation, formulate and analyze friendly and enemy courses of action, develop and communicate their intent, and monitor the operation to ensure conformance. Digitization will provide the tools to allow the commander to visualize and assess the sequence of actions during the battle in near real-time. An integrated battle command and decision support system will assist the commander in mission planning, facilitate effective rehearsals, and validate the understanding of the commander's intent prior to initiation and throughout the execution of the mission.

Digitization will make possible a high degree of total mission awareness at all echelons. It will begin with friendly force situational awareness brought about by the digitization of key platforms and soldiers in the battle area, providing leaders with near real-time information on current unit positions and their tactical/logistical status. Intelligence sources that feed into the battle command system—ranging from advanced sensors to soldier spot reports—will enable a continuous tracking of enemy locations and an intelligently derived and widely disseminated analysis of probable enemy intent. The ensuing relevant common picture derived from distributed databases can be tailored for resolution and content by the appropriate level of command. The databases themselves must be able to be exchanged, accessed, and shared at the appropriate level among all agencies involved in the operation.

Battlefield visualization management and campaign plan issues are being addressed through battlefield visualization working groups, chaired by the Force Development Directorate, DCSOPS, HQDA, at both action officer and general officer levels.

1.3 Digitization of the Battlespace

1.3.1 Vision

Digitization is the essential enabler that will facilitate the Army of the 21st Century’s ability to win the information war and provide deciders, shooters, and supporters the information each needs to make the vital decisions necessary to overwhelm and overcome their adversary and win the final campaign.

1.3.2 Definition

Digitizing the battlespace is the application of information technologies to acquire, exchange, and employ timely information throughout the battlespace, tailored to the needs of each decider (commander), shooter, and supporter, allowing each to maintain the clear and accurate vision of the battlespace necessary to support mission planning and execution.

Digitization allows the warfighter to communicate vital battlefield information instantly, rather than through slow voice radio and even slower liaison efforts. It provides the warfighter with a horizontally and vertically integrated digital information network that supports unity of battlefield fire and maneuver and assures command and control decision-cycle superiority. The intent is to create a simultaneous, appropriate picture of the battlespace at each echelon—from soldier to commander—based on common data collected through networks of sensors, command posts, processors, and weapon platforms. This allows participants to aggregate relevant information and maintain an up-to-date awareness of what is happening around them.

1.3.3 Requirements

The broad conceptual and requirements-driven underpinnings upon which digitization is built are documented in the Horizontal Integration of Battle Command (HIBC) Mission Need Statement (MNS). The HIBC MNS establishes the baseline operational requirements for digitization of the battlespace and future command systems.

It was approved by the Department of the Army and forwarded to the Joint Requirements Oversight Council (JROC) for validation in October 1994. The Defense Information Systems Agency (DISA) and the Joint Staff (J6) granted Command, Control, Communications, and Computers (C4) interoperability certification on 6 December 1994. The MNS was subsequently validated by the JROC on 10 January 1995. MNS validation was required for expenditure of Research, Development, Test, and Evaluation (RDTE) funds for digitization in support of Advanced Warfighting Experiments (AWEs).

The operational baseline provides for:

The capability to react on information faster than the enemy.

Enhanced situational awareness at all levels.

Rapid processing and transfer of information.

An increased ability to synchronize direct and indirect fires.

A means to establish and maintain an overwhelming operational tempo.

The general capabilities required by the HIBC MNS are grouped within five broad categories:

Battle command. Integrate battle command functionality within and among weapons systems, command posts, sensors, and support systems. Develop linkages between discrete systems. Achieve horizontal integration between Battlefield Functional Areas (BFAs) and vertical integration between tactical and operational levels. Incorporate automatic exchange of digital information and electronic transmission of maps, overlays, and orders.

Common picture. Endow commanders at all echelons with the ability to maintain a clear picture of their relevant battlespace with an enhanced level of situational awareness. Reduce fratricide by furnishing a supplemental means to identify friend or foe. Supply faster, more comprehensive access to intelligence data with near real-time fusion and dissemination of the intelligence picture via a common database enabling rapid information transfer.

Lethality/survivability. Merge state-of-the-art information technology into battle command systems. This will facilitate the concentration of combat power by means other than traditional massing of forces, while enabling units to be more survivable and lethal. Related capabilities include rapid acquisition, correlation, and communication of target data to weapons platforms and automated target hand-off among close combat ground, air, and fire support systems.

Logistics. Rapidly determine, communicate, and respond to logistics support requirements for tailored, specialized fighting units during split-based contingency operations. Information technologies must substantially improve the capability to request, assemble, and transport vital resources from the sustaining base to forward operating locations.

Joint interoperability. Seamlessly interface a multi-layered battle command system with the joint Global Command and Control System (GCCS) at the appropriate echelons. It must be interoperable with joint Command, Control, Communications, Computers, and Intelligence (C4I) programs and DII COE-compliant programs of other Services, employing common technologies and procedures where feasible.

The HIBC MNS does not describe a materiel solution, but does establish the following series of basic hardware and software constraints:

Standardized hardware to reduce costs and simplify maintenance.

Use of modularity and an open architecture to facilitate ease of upgrades.

Option of embedded or applique hardware-as appropriate to the system.

Mix of commercial off-the-shelf (COTS), ruggedized, and mil-spec components.

Technical architecture consisting of common applications, standards, and protocols.

User-friendly interface, permitting effective operation in a tactical field environment.

Standard Defense Mapping Agency (DMA) digital map and terrain data, as well as hasty data provided by Army topographic elements.

Common graphics and tactical symbology.

Command and control able to support operations on-the-move with minimal degradation.

Equipment able to operate in the same environmental conditions as the host platforms.

Means to identify friend, foe, or noncombatant using sensor and/or data sources.

Standard C4I systems meeting DII COE interoperability and interface requirements.

General capabilities are tailored to allow the smaller force projection Army to concentrate combat power effects efficiently and decisively, rather than physically massing forces and firepower by traditional means. The intent is to enable contingency forces—comprised of fewer and smaller units—to be more lethal and survivable in an environment characterized by an accelerated operational tempo demanding instant communications and immediate response times. As requirements are refined through the experimental process, formal requirements documents providing more detailed guidance to system developers will be published.

1.3.3.1 Operational Requirements Documents

The Army Battle Command System: Common Operating Environment/Common Applications Operational Requirements Document (ABCS: COE/CA ORD) will further refine the operating capability needs defined in the HIBC MNS. This document, developed by TRADOC, calls for the migration of separate Army command and control component systems into one integrated system. The ABCS: COE/CA ORD was forwarded to DCSOPS, HQDA for staffing in August 1995.

The Force XXI Battle Command, Brigade-and-below (FBCB2) ORD defines the needed command and control capabilities down to the lowest echelons. TRADOC delivered the ORD to HQDA for initial staffing in June 1995. It will be refined and updated by TRADOC at the conclusion of the Task Force (TF) XXI AWE, after which it will be resubmitted for final coordination and approval.

1.3.4 Army Digitization Rules

The plan to accomplish the required tests and experiments is ambitious and involves many diverse organizations and potentially conflicting interests. To clarify the process and simplify the procedures, the ADO has established five basic rules for participation:

Rule 1: Army agencies which require a command and control (C2) applique solution for their experiments, materiel developments, or operational needs are restricted to using one of the three versions of applique hardware available under the Program Executive Officer for Command, Control, and Communications Systems (PEO C3S) applique contract. No other unique prototypes/models may be used.

Rule 2: PEO C3S, as the executive agent for the ADO, will utilize the user jury process to provide a forum to make decisions on software and hardware capabilities that are candidates for Force XXI events. The user jury will also evaluate screen designs and software functions that will be incorporated into programs which are required to implement common battle command functions. The user jury process is the primary means through which the Army will identify and document new functionality to be included in FBCB2. Agencies with prototype battle command systems or good ideas for new applications will submit them to the user jury and not independently market them to other agencies or units.

Rule 3: Part of the Army Technical Architecture (ATA) is the Technical Interface Design Plan for K–series Variable Message Formats (VMF), which describes specific requirements for information exchange. VMF messages must be implemented in all Army platforms operating in the brigade-and-below battlespace. The Army is coordinating these message formats with the other Services and the Joint Interoperability Engineering Organization (JIEO) to obtain approval for joint implementation.

Rule 4: All future contracts for new system developments, Advanced Technology Demonstrations (ATDs), Advanced Concepts Technology Demonstrations (ACTDs), Advanced Concepts in Technology II (ACT II) programs, or modification to existing systems will require conformance to the ATA and the use of the DII COE for hosting of any and all command and control–related systems or subsystems. All contracts for brigade-and-below systems—whether new system developments, ATDs, ACTDs, ACT II programs, or modification to existing systems—which will use or exchange data with Single Channel Ground and Airborne Radio Systems (SINCGARS)–equipped systems must support the SINCGARS System Improvement Program (SIP) waveform, MIL STD 188-220A, VMF, and MIL STD 2045-14502.

Rule 5: Waivers from or modification to the above rules must be approved by the ADO.

1.3.5 Goals

The major goals of Army digitization include the following:

Acquiring and fielding a near-term FBCB2 system.

Establishing a Tactical Internet.

Conducting AWEs to evaluate the benefits and progress of digitization efforts.

Digitally integrating the Battlefield Operating Systems (BOS).

Developing a Battlefield Information Transmission System (BITS).

Fielding digitized Force XXI weapons systems.

These goals include both near-term and far-term objectives. Each objective carries a dissimilar risk level and will require different focus and attention as digitization progresses over time.

1.4 Army Digitization Office(ADO)

The ADO is the primary coordinating and synchronizing organization in the process of developing and fielding digitization capabilities. It acts as a conduit for streamlining the materiel acquisition process, and provides new opportunities for industry to participate in Army programs. The Army research and development commands, as executive agents for the ADO, perform the actual research, development and acquisition functions.

1.4.1 Historical Basis

The HQDA Digitization Special Task Force (STF) was formed in January 1994 to clarify the Army’s digitization goals. It developed the initial digitization strategy and created the nucleus of the ADO. Established in July 1994, the ADO oversees and coordinates the integration of Army digitization activities. The ADO's extended membership includes doctrinal developers, training developers, technical experts, procurement officials, and representatives working together with industry to capitalize on emerging information-age technology.

1.4.2 Mission

The ADO mission is to:

Oversee the coordination and integration of the Army battlespace digitization activities.

Advise the Army Acquisition Executive (AAE) and Vice Chief of Staff, Army (VCSA) on all matters concerning the integration of digital capabilities across the force and oversee the integration of Army digitization activities consistent with guidance from the AAE, VCSA, and Chief of Staff, Army (CSA).

Oversee and coordinate the implementation of the ADMP with the support of appropriate MACOMs and supporting agencies.

Advocate and support streamlined acquisition strategies to develop, assess, procure, and field equipment in support of the aggressive Force XXI timelines.

Oversee digitization integration through a Management Decision Package (MDEP).

1.4.3 Organization and Responsibilities

The ADO is organized into four functional teams to accomplish its assigned mission and objectives, as shown in Figure 3.

Figure 1-3 ADO Organization

1.4.3.1 Requirements and Evaluation Team

The Requirements and Evaluation Team supports the Army digitization axis by coordinating user requirements, test, evaluation, and experimentation issues. This process involves liaison with TRADOC, the Experimental Force (EXFOR), and the ARSTAF to define and resource user requirements. The team then coordinates with materiel developers, combat developers, and the test and evaluation community to validate hardware and software candidates identified to satisfy those needs. The team is responsible for supporting the Joint Venture axis of the Force XXI Campaign Plan by monitoring and coordinating battle command digitization issues for the Task Force XXI, Division XXI, and Corps XXI AWEs and supporting exercises.

Specifically, the team is responsible for monitoring the development and approval of requirements documents that impact battlespace digitization. The team is the ADO's point of contact for all requirements documents affecting the Army digitization effort.

The Requirements and Evaluation Team also interfaces with the test and evaluation community to ensure sufficient analytic rigor exists to justify procurement decisions. This requires close coordination with TRADOC to determine the important operational performance objectives are in each AWE. The team represents the ADO on the Analysis and Experimentation Planning Group (AEPG), which is responsible for developing a coordinated, consolidated evaluation plan for major experiments. The team also assists in the development of the digitization Experimentation Master Plan (EXMP), a document similar to a Test and Evaluation Master Plan (TEMP), which articulates the methodology to meet TF XXI AWE objectives. The EXMP will be updated after the TF XXI AWE to reflect remaining issues to be addressed in the Division and Corps XXI AWEs, as well as those emanating from Battle Lab Warfighting Experiments (BLWEs). The team is also involved with other plans, such as the Tactical Internet Experimental Plan.

An additional area of responsibility is integration of modeling and simulation into the analytical and experimentation framework. The team monitors the on–going development of the Synthetic Theater of War (STOW) and ensures upgrades are made to existing command, control, and communications models/simulations (C3 M/S).

Other areas of involvement include participation in various Force XXI Process Action Team (PAT) meetings for AWEs, synchronization meetings chaired by DCSOPS, C3I M/S conferences, and Distributed Interactive Simulation (DIS) standards committees. The team also monitors Battle Lab digitization initiatives and availability of modernized and digital equipment provided to the EXFOR.

1.4.3.2 Architecture Team

The Architecture Team serves as the focal point for all digitization technical efforts and coordinates technical issues with the Director of Information Systems for Command, Control, Communications, and Computers (DISC4), PEOs, Army Materiel Command (AMC), Space and Strategic Defense Command, Ballistic Missile Defense Organization, Army Medical Command, and materiel developers from the Marine Corps, Navy, and Air Force. The team has sufficient technical expertise to provide the Army Secretariat with independent technical assessments of digitization issues.

The Architecture Team is specifically responsible for ensuring that the development and implementation of the System and Operational Architectures conform to the Army Technical Architecture. The team actively works with the DISC4 and the Army Systems Engineering Office (ASEO) to coordinate and review the continued development of the ATA. The team reviews the Technical Architecture to ensure commercial standards and practices are used in the development of common protocols and standards, and that the Army is represented in military and commercial standards bodies. The team also makes recommendations to the appropriate agencies for enforcing the application of the Technical Architecture in all related digitization projects, to include embedded digital systems such as the M1A2 tank and the AH-64D helicopter.

The team works with the Signal Center, PEO C3S, and the Communications and Electronics Command (CECOM) to plan for the development of the Tactical Internet and the evolution to BITS. The team’s efforts include analyzing data and conclusions from modeling conducted by the Signal Center and PEO C3S, reviewing System Architecture specifications, and ensuring that adequate system integration and testing is performed before equipment is provided to the EXFOR.

The Architecture Team is also responsible for ensuring that sound system engineering practices are being followed, to include hardware and software configuration control, creation of a Systems Engineering Management Plan, and the conduct of Preliminary and Critical Design Reviews.

1.4.3.3 Acquisition Team

The Acquisition Team is responsible for resource management, acquisition planning oversight, and the streamlining of the acquisition process in support of the Force XXI digitization effort. It recommends, maintains, and updates planned digitization program funding by use of a digitization MDEP, and manages the program execution of its own budget lines. The team ensures that funding outlined in the MDEP is programmed, budgeted, and executed in a manner consistent with the ADMP and established Army priorities. In addition, the Acquisition Team coordinates the MDEP with the ARSTAF, MACOMs, PEOs, and Program Managers (PMs). The results are briefed to the AAE and VCSA. The PEOs/PMs must inform the ADO when resource allocation adjustments occur within the MDEP. In a collaborative effort, the ADO, MACOMs, and PEOs/PMs recommend adjustments to the MDEP which best meet the needs of the Army's digitization effort. The MDEP includes funding for various Research and Development (R&D) Program Elements (PEs) and procurement Standard Study Numbers (SSNs) related to digitization.

The Acquisition Team will periodically conduct technical and program execution reviews on all key contracts directly related to Force XXI digitization. PEOs/PMs will provide copies of status reports to the ADO in the same format and frequency as required by their higher headquarters.

The team’s Acquisition Strategy for digitization will incorporate a streamlined approach characterized by an intense management of resources at all levels. Close coordination with TRADOC and materiel developers will ensure timely responses to user needs through appropriate adjustments to acquisition plans and procurement actions. Examples of this streamlined acquisition approach include identification of commercial non-developmental item (NDI) options, maximum consideration of commercial standards and practices, and leveraging of ongoing acquisitions by participating platform managers.

The Acquisition Team also provides, budgetary, programmatic, contractual, and logistics support to the ADO.

1.4.3.4 Integration Team

As the operations cell for the ADO, the Integration Team is responsible for coordination of Army digitization policy and strategy. It also serves as the principal integrator of digitization policies within the Army and coordinates with agencies external to the Army.

Within the Army, the Integration Team coordinates digitization strategy with DCSOPS and MACOMs in support of the Force XXI modernization effort. It serves as the primary interface on digitization policy and strategy matters with the Army Secretariat, ARSTAF, MACOMs and Army agencies. The team also coordinates integration of digital capabilities within ATDs and AWEs.

External to the Army, the Integration Team is the primary coordinating arm for the ADO on all matters concerning joint and multinational digitization strategy and policy. It also prepares Congressional correspondence, digitization briefings, and organizes conferences for the Director.

With respect to industry, the Integration Team investigates proposed Battle Lab and commercial technologies that may have an impact on the digitization effort. It also provides information to industry on the major thrusts of digitization.

The Integration Team compiles and maintains a list of all issues/requirements identified as part of the digitization process. As issues are identified, they are added to the issue tracking process and followed until resolved. In addition to internal Army processes, the team participates in several joint fora, such as the Military Communications and Electronics Board (MCEB). Any issues relating to joint matters are surfaced in this forum, with issues evaluated, prioritized, and assigned to an organization or agency for resolution. The team verifies that identified issues are being adequately addressed and resolved.

Finally, the Integration Team creates and maintains policy documents. Most important of these documents is the ADMP, which provides the roadmap for future Army digitization efforts. The Integration Team also coordinates the Digitization Master Schedule, which integrates the schedules of major Army systems and technologies that have a direct impact on the digitization of Army XXI. The current version of this schedule is available on the ADO Home Page (http://www.ado.army.mil).

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