The Essence of Net Centricity and The Essence of Net Centricity and Implications for C4I Services Interoperability Implications for C4I Services Interoperability Hans W. Polzer Hans W. Polzer Lockheed Martin Lockheed Martin May 21, 2008 May 21, 2008 S Net Centricity Net Centricity A full contact Social Sport A full contact Social Sport Page 2 1
S Net Centricity Net Centricity • • It It’ ’s about s about diverse diverse people, institutions, and people, institutions, and systems coming together to achieve some systems coming together to achieve some limited goal better than they can themselves limited goal better than they can themselves - Enabled by the network Enabled by the network - - - Very little Very little “ “Command Command” ” and and “ “Control Control” ” - - A lot of Collaboration and Cooperation A lot of Collaboration and Cooperation - It It’ ’s about sharing information and services across s about sharing information and services across - traditional system and enterprise boundaries traditional system and enterprise boundaries - It - It’ ’s about dynamic interactions, not static system s about dynamic interactions, not static system architectures architectures No single, integrated, enterprise or architecture – like the Internet! Page 3 S Operational Effectiveness Enablers Operational Effectiveness Enablers • • Pervasive Connectivity Pervasive Connectivity - - GIG, NNEC, Intranets, Internet, Data Links, Sensor Networks GIG, NNEC, Intranets, Internet, Data Links, Sensor Networks • • Service Oriented Architectures Service Oriented Architectures - - Enable interoperation across different hardware/software Enable interoperation across different hardware/software execution environments execution environments • Net Centric Systems and Organizations • Net Centric Systems and Organizations - - Adds the notion of dynamic scope and crossing system and Adds the notion of dynamic scope and crossing system and enterprise/COI/Domain boundaries via the Net enterprise/COI/Domain boundaries via the Net • Collaborative Culture and Incentives (“ “Co Co- -opetition opetition” ”); ); • Collaborative Culture and Incentives ( Learning Organizations Learning Organizations - Enables services to be exchanged over the Net - Enables services to be exchanged over the Net - - But requires a compelling business case for doing so But requires a compelling business case for doing so - - Fosters Social/Collaborative Computing, KM Fosters Social/Collaborative Computing, KM - - Silicon Valley Silicon Valley vs vs Route 128 Business Model Route 128 Business Model - - Joint, Coalition perspective - Joint, Coalition perspective - not just Service or Domain not just Service or Domain Page 4 2
S The Net- -Centric Services Model Centric Services Model The Net Programs focus on Capability Y operational capabilities Capabilities cut across system and community of System 2 interest (COI) boundaries System 3 Systems support multiple System 1 COIs and capabilities via System 2 services System 3 System 1 Services are valued based System 2 on how well they support System 3 multiple & new capabilities - System 1 Agility Programs are valued based on how effectively they use and provide services via the network – Net-centricity Capability X Page 5 S Implications for C4I System Interoperability Implications for C4I System Interoperability • Diverse systems represent different contexts, Diverse systems represent different contexts, • purposes, and scope decisions by different purposes, and scope decisions by different institutional sponsors institutional sponsors • The net The net- -centric revolution exposes these centric revolution exposes these • different decisions to each other different decisions to each other • The surprising thing should be how much • The surprising thing should be how much commonality there actually is commonality there actually is - Non - Non- -standard data representation should be viewed standard data representation should be viewed as the norm as the norm - Common data standards reflect broad institutional Common data standards reflect broad institutional - frame of reference and scope overlaps – – not not frame of reference and scope overlaps universality (e.g., GPS/WGC (e.g., GPS/WGC- -84 coordinate system 84 coordinate system universality vs Zip Codes or Zip Codes or SPLCs SPLCs) ) vs Commonality only makes sense in the context of differences Page 6 3
S Strawman Definitions Strawman Definitions • • Operational Context : The attributes which characterize an entity Operational Context : The attributes which characterize an entity’ ’s s purpose & state, within some ecology scope purpose & state, within some ecology scope • • Perspective : a particular system Perspective : a particular system’ ’s or individual s or individual’ ’s version/view of s version/view of some context/entity for its purposes some context/entity for its purposes • • Frame of reference Frame of reference : The representational convention used to : The representational convention used to describe some entity along one or more attribute dimensions, describe some entity along one or more attribute dimensions, including context attributes including context attributes • • Scope Scope : the portion of possible real world and conceptual entity : the portion of possible real world and conceptual entity space a given system, context, perspective, or frame of referenc space a given system, context, perspective, or frame of reference e includes includes • • State : The value of context and other variable attributes for an State : The value of context and other variable attributes for an entity that are important for some purpose at some entity that are important for some purpose at some time(frame time(frame) in ) in some some frame(s frame(s) of reference ) of reference Page 7 S Context Shifting Events Context Shifting Events • Bring systems into unexpected/unplanned Bring systems into unexpected/unplanned • contact contact - E.g., Katrina, Afghanistan, 9/11, corporate mergers, - E.g., Katrina, Afghanistan, 9/11, corporate mergers, exercises, plan vs vs actual, composite simulations, etc. actual, composite simulations, etc. exercises, plan • Root cause of most interoperability • Root cause of most interoperability “ “problems problems” ” - Others are either errors or due to resource - Others are either errors or due to resource limitations limitations • Usually violate context and scope assumptions Usually violate context and scope assumptions • of system designers of system designers - These are rarely explicitly represented in system data These are rarely explicitly represented in system data - - Are more pervasive than designers realize - Are more pervasive than designers realize Net-Centricity Makes Context Shifting Events an Everyday Occurrence Page 8 4
S Thought Experiment 1 – Thought Experiment 1 – “Saving Private Ryan Saving Private Ryan” ” “ Force Development Context Force Application Context By Platform By Skill? Personnel Own Force ? Management By Individual By Area? Awareness System System By Service? By Unit? Context Shifting Event Item Level Event, Operational Domain Need individual with specific attributes in an area Interaction among systems, institutions is constrained by different perspectives, scope and frames of reference Page 9 S Thought Experiment 2 – – Tsunami Relief Tsunami Relief Thought Experiment 2 Country Country A B Context NGO Context Transnational Force Military Force Military Force Context Awareness Awareness Awareness Civil Force Disaster Relief Awareness Force Awareness Civil Force Awareness System of Systems Country Commercial C Context Force Context Shifting Event Awareness Granularity? Scope? Force Representation? Global Level Event – Many Domains Aggregation? Reporting Multi-national Disaster Relief Frequency? Page 10 5
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