An interoperability road map for C4ISR legacy systems - Opinion

Acquisition Review Quarterly, Wntr, 2002 by John A. Hamilton, Jr., Jerome D. Rosen, Paul A. Summers

An alternative to using the system readiness indicators would be to use the interface indicators. Again, these could each be given equal weight, or could be weighted based on the importance of the particular interaction between each system pair. We refer to these as interface interoperability readiness rates and weighted interface interoperability readiness rates, respectively.

Clearly, to gain value from these aggregate metrics, they must be maintained. For them to be maintained, the readiness scores for each system (or interface) must be maintained. It is also important to realize that as new systems are fielded, they become legacy systems and must be added to the scoring system.

Perhaps the best way to roll up these figures would be to use them to score the ability of U.S. forces to meet various mission scenarios. By developing notional architectures for operational employment of our forces, the interoperability readiness reporting measures could be used in the same way existing readiness measures are used. In this case, typically, the lowest score would dominate and be carried up to a higher level. This would provide valuable insight into the ability of C4ISR systems to meet national strategic needs, and would help to justify funds for improvements where they are required.

DISCUSSION: SOLVING THE PROBLEM

With this collection of metrics we can now propose a road map for a department wide approach to addressing the C4ISR interoperability problem. First, identify an agency with responsibility for overseeing the road map. Second, under the direction of the lead agency, develop an authoritative list of systems that fall into the problem space identified in this paper, together with an institutionalized process for maintaining that list. Third, develop readiness scores (and, possibly, weights) for each system on the list, together with an institutionalized process for maintaining this data. Fourth, using the first consolidated, across-the-board data set, measure the current state of our legacy C4ISR interoperability problem. Finally, set realistic goals for improving this state, allocating the resources required to realize those goals, and measuring progress along the way. This section will discuss this approach in more detail.

The issues surrounding C4ISR interoperability affect the services, defense agencies, and the unified acquisition community. In addition, success in this effort ultimately requires the ability to prioritize problems across the military community and to allocate resources in support of the priorities. The authors believe that this function is fundamentally related to Joint Forces Command's UCP-99 responsibilities as joint forces trainer, provider, and integrator, and that application of this metric is consistent with and supportive of their other objectives.

As its first task, the lead office would need to compile a master list of mission essential C4ISR systems with interoperability requirements. An approach for doing this is outlined in the first section of the paper. Just as important as compiling the initial list, the organization must put in place a process for maintaining the list, involving all of the various entities throughout the DoD that field C4ISR systems. This encompasses a large array of organizations, including Communications and Electronics Command (CECOM), Space and Warfare Systems Command (SPAWAR), Electronic Systems Command (ESC), Naval Air Systems Command (NAVAIR), Naval Sea Systems Command (NAVSEA), and PEOs within the Air Force and Army, DISA, Defense Intelligence Agency (DIA), National Security Agency (NSA), Special Operations Command (SOCOM), and others. This process would most likely involve integration of existing processes, rather than development of new ones; nevertheless, given the number of developing organizations, this represents a potentially nontrivial effort. Even by itself, however, this task will likely result in a valuable resource by identifying all systems in this class, together with the responsible agency.