ARMY AL&T
the managed services realm across DOD, including efforts by the U.S. Navy and Marine Corps.
This model is in stark contrast to the current way of doing business.
that may need to operate in dispersed locations with varying SATCOM requirements. Industry can help by:
• Providing a business model based on various levels of data usage.
• Ensuring current and future cybersecurity compliance.
• Simplifying operation for non-Signal Soldiers; provide easy-to-use Soldier-centric designs.
• Reducing physical footprint (size, weight and power).
• Increasing resiliency and flexibility of the Army’s tacti- cal SATCOM network.
• Providing scalability with changing mission requirements.
• Enabling an affordable, sustainable and accelerated life cycle.
• Meeting current and evolving cyber and transmission security requirements as new threats are identified.
• Providing realistic cost information to inform afford- ability assessments.
Te SaaMS pilot will ultimately inform decisions on establishing managed subscription services that encompass current and emerg- ing SATCOM capabilities being used in private industry. After the initial six-month pilot, the Army will write an assessment report that will inform future SaaMS efforts. SaaMS would not be a one-size-fits-all model, but a modular, scalable and flexible approach that could tailor to a wide variety of different missions and threats.
CONCLUSION Te Army is accelerating the potential use of a SaaMS business model not only through the pilot, but by concurrently leverag- ing lessons learned from efforts of other U.S. service branches in
Te Army needs to understand how quickly and effectively SaaMS can scale as mission needs ebb and flow in a rapid multidomain operational environment. Partnering with industry, coupled with support from operational units using leased commercial equip- ment and services during existing training exercises, will help the service deliver, integrate, train and sustain flexible resilient solu- tions that optimally support changing mission needs.
For more information, contact the PEO C3T Public Affairs Office at 443-395-6489 or
usarmy.APG.peo-c3t.mbx.pao-peoc3t@
mail.mil. To read the 2021 Army Unified Network Plan, go to
https://go.usa.gov/xMSNz or follow PEO C3T at http://
peoc3t.army.mil/c3t and
https://www.facebook.com/peoc3t.
LT. COL. MARK SCOTT is the product lead for Unified Network Capabilities for Integration, assigned to Project Manager Tactical Network within the Program Executive Office for Command, Control, Communications ‒ Tactical (PEO C3T). He earned an M.S. in acquisition and procurement management from Webster University and an M.S. in systems engineering management at the Naval Postgraduate School and a Government Contracting Certification. He also earned a B.A. in marketing from Mississippi State University. He is DAWIA certified Advanced in program management and holds the Army additional skills identifier of Space Enabler.
TYLER J. COOK is the assistant product manager for science and technology integration, assigned to PEO C3T’s Project Manager for Tactical Network, Product Lead for Unified Network Capabilities and Integration. He holds a Master of Engineering in systems engineering from Stevens Institute of Technology and a B.S. in mechanical
from Penn State University. He is a DAWIA certified Practitioner
in program management and in engineering.
AMY WALKER has been the public affairs lead at Project Manager Tactical Network for over 10 years and was the public affairs lead at PEO C3T for the previous two. She has covered a majority of the Army’s major tactical network transport modernization efforts, including Army, joint and coalition fielding and training events worldwide. She holds a B.A. in psychology with emphasis in marketing and English from the College of New Jersey.
engineering
https://asc.ar my.mil
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