JIE leaders offer that the biggest impediment to its success is the cultural change the JIE is bringing to the Defense Department. DeVries describes the department as a very large organization with processes built into it over a long period of time for defining requirements and then coming up with a recommendation of how to meet those requirements. Traditionally, the focus has been on buying a system to satisfy those requirements, and the services often had their own unique needs and methods of operation.
The individual services are pursuing different aspects of JIE development in what planners hope will be a synergy of capability and expertise. However, not all the services are sold on the JIE approach.
Gen. Hawkins believes the services are working well in concert with DISA. The agency is working with them on the single security architecture, which he describes as “a piece of an enterprise-level capability.” Tactics, techniques and procedures (TTPs) must be tied to how security is handled at the enterprise level, and all the services are working through the JIE executive committee, in which DISA is a partner.
Successful JIE implementation will require industry to be agile in providing key capabilities, particularly mobile communications. Gen. Bowman says reliable secure wireless and mobile command and control are the most important technologies needed from industry. “We’re talking about command and control devices on a tablet or some other handheld device—as well as helping us through the security wickets,” he expresses. In the security realm, these devices come down to a risk-based decision; the department must ensure that the right people are taking the right risk with the right information, he maintains. This might entail less than a 100-percent secure solution, as long as the risk is acceptable to the user.
Dealing with the world’s increasing complexity is the primary challenge to keeping the homeland secure, according to Adm. Thad Allen, USCG, (Ret.), executive vice president of Booz Allen Hamilton and former commandant of the U.S. Coast Guard. He lists border security, the cyberthreat, information sharing, terrorism, criminal organizations and climate change as elements adding to that complexity.
“We have to start understanding that the root problem we’re trying to deal with is to defeat complexities that inhibit working across boundaries to deliver solutions,” he said while serving as the morning keynote speaker on the first day of the AFCEA Homeland Security Conference in Washington, D.C., in March.
As a group, generals tend to be relentlessly positive. The pre-eminent U.S. soldier of recent years, Gen. Colin Powell, USA (Ret.), likes to remind us that, “Perpetual optimism is a force multiplier.” War and military operations are hard enough, but gloom and defeatism only make things harder. In combat, a morale edge sure helps. It is not by accident that Medal of Honor recipient Audie Murphy’s outfit, the U.S. Army’s famous 15th Infantry Regiment, has as its motto, “Can Do.”
Question: Are contract consolidation, contract bundling and the Federal Strategic Sourcing Initiative good for the government but bad for small businesses?
Answer: Consolidating and bundling contracts may result in unintended bad consequences for small businesses. The extent of these consequences
is immeasurable due to government
information systems’ reported data limitations.
Anyone following the progress of the Joint Information Environment (JIE) knows by now that it is not a program of record. No one will see large procurements to provide the JIE. It definitely is a framework: it defines standards and architectures for consistency across the defense environment. It defines a core environment and interfaces for the connection of networks and systems to the core. The JIE leverages initiatives to consolidate networks and data centers, to establish enterprise services and to implement transitional technologies such as cloud implementations, mobility, security solutions, big data and analytics, and the Internet of everything.
Technologies including voice over Internet protocol, high-definition video and satellite communications altered the battlefield during years of war in Iraq and Afghanistan, but as combat operations draw to a close, different challenges are emerging. Technical, fiscal and personnel changes all are shifting, forcing decision makers to reevaluate activities.
The U.S. Air Force networking that links its air assets has extended its reach into the rest of the service and the joint realm as it moves a greater variety of information among warfighters and decision makers. This builds on existing networking efforts, but it also seeks to change longtime acquisition habits that have been detrimental to industry—and, by connection, to the goal of speeding innovative capabilities to the warfighter.
A critical U.S. Air Force program designed to refurbish the service’s operations centers around the world likely will begin by upgrading the first site next year. The potential $504 million effort will automate services, improve interoperability, speed decision making, enhance cybersecurity and lower costs.
Air operations centers are the command and control centers for planning, executing and assessing joint air operations during a contingency or conflict. They support joint force air component commanders in planning and executing missions.
The global market for cloud-based architecture and related services and applications is expected to surge through 2017, analysts say. Demand for a variety of virtualized “as a service” capabilities such as infrastructure, software and security also will increase.
Worldwide spending on cloud-related technologies and services will be in the range of $174.2 billion in 2014, a 20 percent increase from the $145.2 billion spent in 2013, states a recent report by IHS Technology. According to IHS, by 2017 the cloud market will be worth $235.1 billion, triple the market’s $78.2 billion in 2011.
Researchers working on multiple projects in Europe and the United States are using cloud computing to teach robotic systems to perform a multitude of tasks ranging from household chores to serving hospital patients and flipping pancakes. The research, which one day could be applied to robotic systems used for national defense, homeland security or medical uses, lowers costs while allowing robots to learn more quickly, share information and better cooperate with one another.
U.S. Air Force officials are working to replace by 2019 aging command and control terminals that are part of the U.S. Air Force’s nuclear bomber mission. The new terminals will communicate with advanced satellite constellations and also will add capabilities not in current systems.
The U.S. Air Force is emerging from almost 13 years of conflict in the Middle East with a different perspective on its intelligence, surveillance and reconnaissance. Lessons learned from those battlefields are leading to new directions that will entail abandoning traditional approaches and methods.
The Defense Department drive toward its Joint Information Environment is picking up speed as it progresses toward its goal of assimilating military networks across the warfighting realm. Individual services are developing solutions, some of which are targeted for their own requirements, that are being applied to the overarching goal of linking the entire defense environment.
Early successes in Europe have advanced Joint Information Environment (JIE) efforts elsewhere, including the continental United States. Some activities have been accelerated as a result of lessons learned, and they have been implemented ahead of schedule in regions not slated to receive them for months or even years.