ARMY AL&T
INTEGRATED AIR AND MISSILE DEFENSE BATTLE COMMAND SYSTEM
The Project Office for Integrated Fires Mission Command’s Integrated Air and Missile Defense Battle Command System serves as the command-and-control system in the Army Integrated Air and Missile Defense architecture and links all the individual components to provide a common operating air picture. The command-and-control system is responsible for integration and compatibility with all subsystems, including the lower-tier air and missile defense sensor, legacy radars and launchers, Sentinel, indirect-fire protection capability, and Link 16.
The user community and the Program Executive Office for Missiles and Space direct the software planning priorities to deliver the required capabilities as needed. This is no small feat and requires constant leadership communication, reprioritization, and adjustment to meet the individual subsystems' mandates or delivery dates. For example, at the worker bee level, the lower-tier air and missile defense sensor product office works with the indirect-fire protection capability team to identify resource conflicts and collaborates in joint system engineering integration and test working groups to prioritize the limited programming resources to support development, test and fielding timelines.
capabilities demonstrated in the radar prototypes will inform an updated radar capability-development document. Tat document is critical for a Milestone C transition, being heavily referenced by other Milestone C documents.
A challenge with this acquisition pathway is that staffing these documents begins before capabilities are fully developed and understood, as the testing has not been completed yet. In a manu- facturing process, this would be akin to changing the design of a key component after production has already started. Without careful planning, this could lead to delays and affect the entire system. Predicting and preventing adverse impacts will require careful proactive management of this process. Tis is only possible through active stakeholder management and engaged leadership.
STAKEHOLDER MANAGEMENT With the development of a new system, it is not easy to forecast when prototypes will be available to support test events. Te radar’s success is not possible without exceptional support, coop- eration and flexibility from all stakeholders. Tis concept has proven itself through test plan development. Leaders regularly engaged with various community members to ensure resources were coordinated and reserved for testing by the team at White Sands Missile Range, New Mexico, targeting support from the
Army Space and Missile Defense Command and the Office of the Director of Operational Test and Evaluation.
Engagement with the Air and Missile Defense Cross-Functional Team and the Army capability manager, Army Air and Missile Defense Command, will remain critical as the capability devel- opment document is defined. Communicating early and often, helps manage stakeholder expectations about capabilities. Te radar has incorporated multiple Soldier engagements and train- ing events to solicit feedback on the system's design. For example, Soldiers’ experience and feedback drove the design change to the primary array’s stowage locks to prevent damage during transpor- tation. Collaboration among user representatives, industry and government experts allows for assessing the radar’s capabilities from an operational perspective. Te operational perspective then informs the development of a concept of operations that fits the radar into the greater Army Integrated Air and Missile Defense system-of-systems architecture.
SYSTEM-OF-SYSTEMS DYNAMIC Te radar will operate as a “sensor on the net,” supporting the Army’s Integrated Air and Missile Defense command-and-control structure with other sensors and shooters to provide an “any sensor, best shooter” approach. Tis unique construct requires
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