AS THE SINGLE INTERFACE BETWEEN THE ARMY AND NSA TO FIND THE BEST KEY MANAGEMENT AND CRYPTOGRAPHIC MATERIEL SOLUTIONS, PD COMSEC IS STREAMLINING THE SECURITY CERTIFICATION PROCESS WITHOUT JEOPARDIZING INFORMATION SECURITY.
require less than the top-secret protection it can provide. PD COMSEC can prevent a waste of time and resources by guiding these individuals to alternatives to Type 1 when lesser security levels are appropriate. As the single interface between the Army and NSA to find the best key management and cryptographic materiel solutions, PD COMSEC is streamlining the security certification process without jeopardizing information security.
The testing community is also finding ways to better keep pace with industry without compromising the Army’s robust standards. The series of four Network Integration Evaluation (NIE) and Network Integration Rehearsal events, which began in June at Fort Bliss, TX, and White Sands Missile Range, NM, and will run through 2012, yield operational efficiencies by sharing costs and utilizing the same available brigade. Efficiencies will also be seen on the battlefield, where Soldiers across sepa- rate echelons will plan and execute the battle in a synchronized fashion using a Network Capability Set.
The new testing and equipping model allows the Army to evaluate programs of record and new ideas from industry more quickly, integrate them before fielding to units in combat, and make incremental improvements based upon feedback.
From an FBCB2 perspective, Soldier feed- back from the limited user test for FBCB2 Joint Capabilities Release at the NIE will influence the design and capabilities of Joint Battle Command-Platform (JBC-P), the next-generation FBCB2/BFT tech- nology for tactical aircraft, vehicles, and dismounted forces that will be fielded to the Army and the Marine Corps begin- ning in FY13.
MODULAR STRATEGY ACCELERATES DELIVERY A more modular acquisition strategy can also accelerate delivery of these capabili- ties to the warfighter.
For example, in the past, FBCB2 used one main contractor that handled software development and subcontracted out for other requirements such as hardware. Try- ing to steer that one large contract became ponderous and inefficient, so PEO C3T’s Project Manager (PM) FBCB2 changed the approach. The lead for software devel- opment was handed over to the Software Engineering Directorate within the U.S. Army Aviation and Missile Research, Development, and Engineering Center, and a number of smaller contracts were awarded for the various parts of FBCB2.
This strategy allows for a higher degree of control and flexibility for the PM office. Funding can be handled more effectively
as well. Most important, having the gov- ernment set the standards and software framework ensures that regardless of who develops them, applications will be secure and interoperable with existing mission command systems so that information flows seamlessly across all echelons of the force. This approach for the JBC-P fam- ily of systems is aligned with the Assistant Secretary of the Army for Acquisition, Logistics, and Technology Common Operating Environment (COE) strategy. A modular acquisition strategy, coupled with a COE, facilitates more frequent contract competitions for hardware or other functionality by reducing reliance on the domain expertise of vendors. This is critical in enabling the Army to keep up with industry.
Just as the Army’s brightest engineers have innovated networked, platform- level, digital C2/SA technologies to cut through the fog and friction of war as experienced in Mogadishu, it is our responsibility to get these capabilities into Soldiers’ hands. With the network now central to our modernization goals, we are on the right path.
MAJ SHANE ROBB is the Assistant Product Manager for JBC-P. He holds a B.A. in polit- ical science from Brigham Young University and an M.B.A. from Webster University.
A S C . A RMY.MI L 21
ACQUISITION
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