SHARED VISION
greatest challenge in this portfolio is the integration of these systems into a system- of-systems solution. I believe that rigor in our software assurance process, particu- larly if you start from the beginning of the development process, will pay dividends in terms of reducing the integration risk down the road.
Martin: Another initiative is buying things collectively to ensure that we as a community are more effective. We mentioned the reliance on commer- cial items; well, one of the biggest costs in
sustainment, software-intensive LEARNING INITIATIVE
Soldiers with the 101st Airborne Division (Air Assault) train on mission command applications Jan. 5 at the Fort Campbell, Kentucky, Kinnard Mission Training Complex. PEO C3T and CECOM are working on a home station training initiative with the 101st that would institutionalize network training for operational network signal Soldiers and other users. (Photo by Nancy Jones-Bonbrest, PEO C3T Public Affairs)
particularly systems,
on is our the pro-
Martin: Te initiative, a partnership with PEO C3T, CECOM’s Software Engineer- ing Center and the U.S. Army Network Enterprise Technology Command, is leveraging the network enterprise centers at post, camp and station as the facilita- tor for connectivity to download these patches. Each of the efforts has shown we can improve the delivery of patches through automated means. Soldiers are leveraging this to reduce the fairly signifi- cant burden a unit would have to undergo to individually patch these systems.
Muzzelo: We now know it’s technically feasible. Our challenge will be to imple- ment this on a much larger scale. So it is no longer, “Is this doable or not?” It’s, “How do I scale this for the entire Army?”
Muzzelo: If you look at the systems we have in sustainment, we’re really seeing an exponential growth in software. A decade ago, we had a couple systems in
50 Army AL&T Magazine April-June 2016
sustainment. Now we’re up to the point where in the next few years, we’ll have 120 or 130 different individual programs of
record and 300,000-plus individual
platforms. So you’re not at the point anymore where you can do a manual inspection of code and ascertain if that code is of quality, of sufficient reliability and security. We are at the point where we must use automated tools to do the analysis for us and understand if there are vulnerabilities in that code as early in the process as possible. So we started an initiative to use a suite of automated tools to give us results that we can then go back and provide to the developers to modify or reprogram the code.
Martin: Right, and I suspect there will be some side benefits as well. Although PMs execute and deliver individual sys- tems, they all must operate together to effectively deliver mission com- mand and networking capabilities. Te
curement of licenses for these commercial products where we do not own the intel- lectual property or source code. We must pay annual lease fees in order to get the vendors to provide security patches and the other things you need to maintain the appropriate level of cyber defense for these systems. License fees across the C4ISR portfolio cost over $100 million each year. Often similar commercial soft- ware products (such as Microsoft, Cisco, Oracle, etc.) are used on multiple pro- grams. We can achieve significant cost reductions if we procure these licenses collectively under enterprise license agreements [ELAs].
Muzzelo: We are targeting a few specific products. Tis includes working to put in place an ELA that both organizations can buy from. Specifically, we’re looking at one for the PEO C3T community, one on the PEO for Intelligence, Electronic Warfare & Sensors (IEW&S) side, and then something jointly that would satisfy the needs of both IEW&S and C3T as well as CECOM. Tat effort is underway.
Martin: A few years ago, we started to do reviews on programs of record to look at which software licenses are required for procurement and delivery, and how many
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