fall 2004 chronicle final - united states navy · 2 the chronicle fall 2004 ... oration to take...

2 Fall 2004The Chronicle

SSC Charleston and our neighborsin the southeast have certainly had aneventful few months since the lastissue of The Chronicle. We’veweathered a hurricane season that justdidn’t want to stop. I’m extremelyproud of our workforce that hunkereddown when the storms approached,accounted for everyone after theypassed, and got our systems andservices back up in the cases whenthe hurricanes overwhelmed ourpreparations. A special tribute isowed to our Pensacola office. Theyreceived the most damage of theseason, but responded withoutstanding restoral efforts to getwarfighter support back on-line!

We also have several otheroutstanding efforts to share with you.The command closed out fiscal year2004 with financial and contractsperformance that exceeded thebenchmarks we set in 2003. Onceagain this was a cross-command teameffort that capitalized on our best-in-class practices, built on last year’slessons learned, and demonstratedour ability to contribute to SeaEnterprise goals.

Recently, we developed our FY05Command Business Plan to establish“customer first” principles. Throughthe alignment of higher authorityguidance from the Departments ofNavy, Defense, and HomelandSecurity, we reassessed our mission,vision, core values, and criticalinfluences of our environment.

The Business Plans of all fourSPAWAR Systems Centers wererecently briefed to Rear Adm. Slaghtand other SPAWAR leadership.Improving the coordination of ourwarfighter efforts across theSPAWAR enterprise is the primarydriver for the Business Plan focus.Other anticipated benefits include:! Identify programs that we can help

with FORCEnet transformation! Opportunity to check for SPAWAR

core fit and viability! Encourage cross-enterprise parti-

cipation and involvement! Helps us set priorities and allocate

resources! Ensure current initiatives are on

track! Helps us anticipate rather than

react

We continued to have greatopportunities to tell our story ofspeed-to-capability to Navy andMarine Corps leadership. Recentdistinguished visitors include: Mr.John Young (ASN RDA); Sen.George Allen (R-Va.), Mr. AndrewCox (PEO C4I & Space); Vice Adm.Szemborski (OSD PA&E), RearAdm. (sel) Rodriguez (SPAWAR 05).In all cases, our initiatives andinnovations in support of the jointwarfighter shone brightly.

FY05 has started with greatmomentum and an energizedworkforce. The SPAWAR goal forFORCEnet of Transforming Infor-mation Into Decisive Effects is aguiding principle in all our efforts tosupport the Navy, Marine Corps andjoint warfighter. FORCEnet willtransform situational awareness,provide effects of mass without theneed to mass forces, and acceleratespeed of decision.

Our command looks forward toanother successful year. I wish youand your family a safe and enjoyableholiday season.

Fall 2004 3The Chronicle

Achieving netCentricity throughan employee portal

As the Departments of Navy, De-fense, and Homeland Security moveforward to meet warfighter and firstresponder challenges of the 21st cen-tury, we are embarking on a journeyof transformation that will usher innew ways of deterring conflict, newcapabilities for waging war, and newtechnologies that will lead to majorincreases in operational effectiveness.Our workforce vision recognizes thenecessity to keep our competenciesin alignment with anticipated criticalskills for the future.

New technology, process improve-ments and economic factors areagents shaping our strategic direction.Clearly, our challenge is to success-fully integrate and leverage emerg-ing technologies and technologicalinnovations to better serve our inter-nal and external customers. It meansinfluencing and being influenced bymission and business realities. A well-conceived and executable strategywill provide the necessary roadmapfor this transformation.Intellectual capital

Intellectual capital is our most com-petitive advantage. I know you’revaluable and I want to make youindispensable. Our Commander’s In-tent encourages you to take owner-ship of your personal developmentand to work to grow appropriate skillsto accomplish your piece of our mis-sion. One aspect of the Command-er’s Intent is to put more emphasison competency development,warfighter relevance and perfor-

mance evaluations. By identifyingthose responsible for aligning corecapabilities and competency develop-ment with our strategic direction, wehave increased visibility to the vitalrole that you play in our ability to sup-port our customers.

The enterprise that puts in place ef-fective employment procedures — aswell as moves toward internal collab-oration to take advantage of the greatdiversity of information, ideas, tech-nology, and intellectual capital avail-able to it — can achieve a unity ofpurpose. The enterprise that has anenvironment with an entrepreneurialspirit that is balanced with grouplearning and personal accountabilitywill be recognized as one that com-mits itself to creating future success.We will build on what we’ve alreadyaccomplished and look at innovativeways to continue and improve theseprocesses.

We need to derive optimal valuefrom our resources — including ourintellectual capital. This can be chal-lenging, particularly since we haveapplications and information scat-tered across our enterprise. We allspend too much time tracking down,reprocessing, and reformatting data.At the same time, existing resourcesare underutilized because they areeither too difficult to access or no oneis aware that they are available. Wewant everyone to use these resourcesand collaborate in real-time, with in-formation applications and toolsneeded to be more productive. To do

this I’m embarking on the idea ofdeploying an employee portal.

Employee portal A portal is your gateway to con-

tent or information. Portals allow usto access and publish content in anorganized way, and are the startingpoint for accessing information. Anemployee portal can help us reducecosts by replacing the distribution andprocessing of paper documents withonline and self-service processes. Itcan enhance security by better man-aging access to our resources. Fur-ther, it can increase our competitiveadvantage by making sure you re-ceive critical news and announce-ments so you can take action quicklywhile staying aligned with our enter-prise goals. It will also streamlineworkflows by enhancing collabora-tion among teams and departments.Finally, an employee portal ensuresconsistent communication across ourenterprise.

Portals enable tailored, immediatecommunications that enhance yourability to get feedback when you needit, not when we have time to give it.Preferred practices and workflowparadigms (such as acquisition, sys-tems engineering, program manage-ment, project staffing, budgeting,contracting for services, and careerdevelopment) embedded in our ro-bust portal will eliminate confusionabout our approaches to commonchallenges. We will not try to adaptthe technology to our workflow but

From the desk of

James Ward, Executive Director

4 Fall 2004

Change is on the waySPAWAR Systems Center, Charleston will drive change by:

! enabling self-service to empower you;! utilizing a more effective media channel to increase awareness;! enabling virtual communities, organizations, and “work anywhere”

structures;! reinforcing command branding: vision, values, and behavior; and! driving increased innovation, customer focus, and accountability.

The Chronicle

will adapt our workflow to the tech-nology to realize new efficiencies andeffectiveness.

Agility means successIn today’s competitive environ-

ment, business success depends onbusiness agility. Portals provide theperfect vehicle for increasing busi-ness agility by streamlining businessinteractions. By making content andservices more easily available to em-ployees, portals enable more in-formed decisions, better customerservice, and improved interaction.Our employee portal will change theway you work by providing you witha one-stop information source for allof your information needs. Its designwill ensure that you “can make a dif-ference” by owning your own dataand having the power to initiatechanges via web-enabled tools andtransactions.

The shift towards self-reliance andthe treatment of employees as valuedbusiness partners favors increasingthe use of self-service benefits pack-ages that lead to automated systemsthat enable better information access,employee benefits self-service, andcustomization of benefits by employ-ees. We are currently looking to linkemployees to a wide variety of exist-ing service providers outside of ourenterprise, since our employee por-tal can provide a common gatewayto these service providers. For exam-ple, think about myPay or the Em-ployee Benefits Information System(EBIS).

Keeping pace with initiativesOPM has several ongoing initia-

tives, many of which will becomepart of our everyday worklife. TheireTraining initiative is creating a pre-mier government-wide online train-ing environment that supports careerdevelopment. The eTravel programcreates a common website for feder-al travel services. To simplify and

standardize payroll policies and pro-cedures, ePayroll is improving inte-gration of payroll with financial man-agement. The Recruiting-One-Stopinitiative is expanding and streamlin-ing the capabilities of the federal em-ployment application process. A se-cure infrastructure solution to verifyidentities and allow electronic signa-tures for electronic transactions isbeing provided through eAuthori-zation.

In our drive to export these admin-istrative services, we face three criti-cal questions: 1) How will theseonline services affect our workforce?2) Does our existing workforce havethe capability to become self-reliant?3) What strategies and resources areneeded to ensure that our futureworkforce competency and capabili-ty requirements are met?

Having asked these questions, Iwill focus on those who are provid-ing these services and their new rolesas strategic partners and changeagents. How do we restructure thoseoffices and functions, and how do wedevelop new skill sets for those cur-rently doing this work so that theydo not become obsolete as this tech-nology replaces their day-to-dayfunctions?

The recent establishment of ourCode 80 Tidewater Departmentserves as a good example of howthings are changing. There we arebundling our customer service offer-ings. Specifically, we are realigning

our organizational response to ourmajor Tidewater customers. Code 80will need to draw deep support fromCharleston and the SPAWAR enter-prise to best leverage our collectivecapabilities in supporting our custom-ers. There are, and will continue tobe, many other workforce changes aswe seek to create organizational de-pendencies. As we do this, we mustdrive out any redundant operations.There simply is no way to completeour mission of today using the multi-layered approach of yesterday.

I don’t want to leave valuable peo-ple behind or unemployable, so I willwork to find a way to identify thesefolks and develop their future curvesto embrace needed changes by iden-tifying what current work functionsgo away and what new work func-tions are down the road. I know thatthe process of change is challenging.Most employees are likely to experi-ence concern about their jobs and fu-tures when change is in the air. Leftunchecked, these fears can increaseresistance to change. A challenge forCapt. Pope and me is to provide youwith the tools and knowledge to em-brace change. We can overcome thesechallenges by working together tomeet the needs and expectations ofour customers and stakeholders.

As the old saying goes, knowledgeis power. With a well-designed em-ployee portal, we will empower you.It’s all part of connecting, communi-cating, and contributing!

Fall 2004 5

By Diane OwensStrategic Planning Office

SPAWAR Systems Center, Charleston became the firstfederal agency to ever receive an Outstanding SmallBusiness Surveillance Review from the U.S. SmallBusiness Administration (SBA). The award was presentedto SSC Charleston Commander Capt. John W.R. PopeIII by local and regional SBA officials during a ceremonyon Sept. 3.

This marks the first time in its 51-year history that theSBA designated a rating above satisfactory to any federalagency. Under the Small Business Act, federal agenciesare required to give fair consideration to small businesseswhen awarding contracts. Small businesses areindependently owned and operated, have fewer than 500employees and have annual revenues below $8 to $10million.

Every year, the SBA selects five sites from each federalagency for a small business audit. SSC Charleston was

SSC Charleston first federal agency to receive

chosen as one of the Navy’s audit sites for 2004. FromMay 3 through May 7, SBA auditors reviewed hundredsof contracts and related documents to determine statutoryand regulatory compliance with the Small Business Act.In addition to the outstanding rating, the command wasrecognized for processes and analyses that were welldocumented.

SSC Charleston has established innovative programsto promote small business contracting through their Smalland Disadvantaged Business Utilization Office.Approximately $500 million is contracted annually tosmall businesses by the command. This represents 40percent of SSC Charleston’s total contract awards.

The outstanding rating is the result of strongmanagement support and teamwork between the technicalcodes, contracts office, and the Small and DisadvantagedBusiness Utilization Office.

OutstandingSmall Business Surveillance review


Small business is big at SPAWARSystems Center, Charleston. Foryears the command has been a leaderin the Navy’s small businessprogram, and that role is continuing.SSC Charleston was awarded $1.9million by the Department ofDefense to execute the first year of aU.S. Navy Manufacturing TechnicalAssistance Production Program(MTAPP) - The Next Generationinitiative.

SSC Charleston selected SAGESystems Technologies, LLC, anAlaska Native Corporation, tomanage the program. SAGE willassist small manufacturing firms toimprove their manufacturingprocesses, quality programs,program management and federal

SSC Charleston awarded $1.9 Mto manage Manufacturing TechnicalAssistance and Production Program

cost accountingskills. The con-tract, which in-cludes four optionyears, has thepotential to reachnearly $10 mil-lion over the nextfive years.

MTAPP – TheNext Generationis a federallyfunded program designed to developsmall businesses with manufacturingskills. The goal is to make them morecompetitive and provide thesebusinesses with the information andskills required to successfully bid ongovernment contracts. The initiativewill result in a national network oftechnically competent smallmanufacturing businesses that have

the appropriate infrastructure,processes, and program managementskills to provide goods and servicesfor government and commercialenterprises.

Nancy Tarrant, director of theNavy’s small business program inWashington, D.C., and SAGErepresentatives visited SSC Charles-

(continued, p. 6)The Chronicle

Photo by Harold Senn

The Navy’s Director of Small Business, Nancy Tarrant (centerright), met with Executive Director James Ward, Small Busi-ness Program Manager Phyllis “Ann” Howell and SSC-C Com-mander Capt. John W.R. Pope III to kick-off the award.

6 Fall 2004

Ivan slamsPensacola

The Chronicle

Photo courtesy of Kevin Doll

Winds from Hurricane Ivan turned wood beams into missiles, severely damaging Bldg. 603 atthe Pensacola Naval Air Station. Bldg. 603 houses most of the SSC Charleston operations.


Flooding caused major problems in Ivan’s aftermath.


Buildings were not the onlythings damaged by Ivan. Carsand aircraft at the installationalso suffered great damage.

$1.9M award(contiued from page 5)ton in July for a kickoffconference highlighting theaward. Tarrant said theNavy selected this com-mand to administer thecontract with SAGEbecause of its successfulhistory of dealing directlywith small businesses.

Under the program,representatives from smallbusinesses are introducedto representatives fromlarge businesses. This laysthe groundwork fordeveloping supplier andsubcontractor relation-ships. Program participantsare taught how to dobusiness with governmentagencies.Small manu-facturing businesses arealso provided with trainingon specific manufacturingtopics and technical assis-tance, including access toweb-based information.Under the continuousimprovement program,small businesses canimprove their programmanagement skills, imple-ment best industry prac-tices, enhance their compe-titiveness and continue togrow.

Twenty small businessesin the southeastern UnitedStates were identified forthe MTAPP - The NextGeneration program. Theyare currently beingassessed to determine theireligibility to participate.Two of the small busi-nesses are located in theCharleston area. They areCMMC Machine of NorthCharleston and EICElectronics of Hanahan.


By Kevin Doll (J513KD) andTonya Lobbestael, Editor

Florida had someunwelcome visitors inAugust and September ...Charley, Frances andJeanne. But none was moreunwelcome in Pensacolathan Ivan. Packing 130mph winds, the stormripped through the townand the Naval Air Stationleaving massive damageestimated in the hundredsof millions of dollars.

SSC Charleston’s Pen-sacola office was notspared. Both SPAWARbuildings sustained heavydamage from wind,flooding and tornadoes.Critical Navy networksystems went down and thearea was without power


Hurricane Ivan’s destruction at the power station.


The SSC Charleston response team restored critical Navynetwork systems in the aftermath of Hurricane Ivan. Theyare (left to right) Andrew Tash (J513), Kevin Doll (J513KD)and Robert Mason (J513KD).

SSC Charlestonresponds

and communications forseveral days.

SSC Charleston imme-diately responded to assistthe Pensacola office andthe Commander, NavalInstallations (CNI) at theNaval Air StationPensacola in restoring theirfacilities and commu-nications. The responseteam headed south withfive satellite phones, 11talk-around phones, 23push-to-talk phones and thesupport of MILCOMSystems.

The first issue waspower. Joe Beckham(J0AP1), head of facilitiesfor SSC Charleston,Pensacola, acquired a twomega-watt generator. Healso managed to get the

diesel fuel needed to runthe generator deliveredtwice a day. Once thegenerator was running, theteam quickly restored thecritical network systemslocated in the SPAWARoffices in Building 603.Limited power was alsorestored allowing theresponse team to assist indamage assessment.

The Navy reported that90 percent of the buildingson the base suffered“significant” damage, butno one at the base wasreported injured. TheNavy’s chief aviationtraining center, located atthe base, was underwaterand the Coast Guard stationwas destroyed.

Hurricane Season 2004 Hits Florida Hard

Hurricane Landfall Strength WindsCharley Punta Gorda Category 4 145 mphFrances Sewall’s Point Category 2 105 mphIvan Pensacola Category 3 130 mphJeanne Vero Beach Category 3 120 mph


By Tonya LobbestaelEditor, The Chronicle

Code 70’s Common Information Centric Security(CICS) project achieved a Maturity Level 2 rating forthe Software Engineering Institute’s (SEI) CapabilityMaturity Model Integration (CMMI®) for SystemsEngineering and Software Engineering on June 17. Theproject, under the direction of project leader Odette Foore(J70E), is the first SPAWAR Systems Center, Charlestonproject to achieve this rating.

CICS met the requirements for Maturity Level 2 in allseven of the CMMI® Level 2 process areas, asbenchmarked by a Standard CMMI® AppraisalMethodology for Process Improvement (SCAMPI) Class‘A’ appraisal, conducted by a member of the SEI. Thisrating means the process is managed according to CMMI®

standards in the areas of project planning, projectmonitoring and control, configuration management,process and product quality assurance, requirementsmanagement, supplier agreement management, andmeasurement and analysis.

The main challenge inachieving this rating, accordingto Foore, was to implementgood systems engineeringprocesses right from thebeginning and to documentcompleted activities and tasks.The CICS team used thecommand standard processesfor all the Level 2 process areas,which are provided online via asecure website. In addition to thecommand’s engineering processimprovement policies andprocess manuals, visitors can

also find standard operating procedures, online trainingand samples of documents including project plans andsupplier agreements on the CMMI® site.

CICS is a $4.5 million Congressionally-funded projectthat was established to develop a hardware-based diskencryption device for the Department of Defense. Inaddition to meeting project requirements, the 20-memberCICS team participated in numerous training sessions oncommand processes in order to develop soundengineering plans and processes for CICS.

The first step in achieving Maturity Level 2 was to bedesignated as a command-sponsored pilot project throughthe Engineering Process Group. Then they began projectplanning. During that phase the CICS team interactedwith stakeholders gaining commitment to the plan,estimated resources, set schedules and evaluated riskassessment.

They then moved into the configuration managementstage. This involved developing a configurationmanagement plan, identifying work products and puttingthem in a repository, and setting up a change controlsystem.

Next came the hardest part, according to Foore –requirements management. “If requirements are addedor dropped you must document and revise the projectplan appropriately,” she said. That includes adjusting thebudget, time of delivery and other variables as necessary.

“You have what you call bi-directional traceablerequirements,” explained Deputy of EngineeringOperations Mike Kutch (J09K). “In a nutshell, you havea requirement and in the end you need to test thatrequirement. If it’s a requirement it should be tested, andif it’s tested it should be a requirement.”

The final three CMMI® process areas for Maturity Level2 – measurement and analysis, supplier agreementmanagement and process and product quality assuranceare all equally important. Project managers use metricsin measurement and analysis to look at cost, scheduleand requirements. The development of a supplieragreement management (SAM) plan in this stage is key

Common Information Centric Security firstSSC Charleston project to achieve Maturity Level 2


Odette Foore, CICSproject leader


CICS team members: (back row, left to right) Will Marsh, AlanDowd, Dan Shanholtz, Bob David, Yan Eide, Chris Fiest,Tormod Fjellgard; (seated) Jim Hughes, Odette Foore, OSD-ATL Sponsor Richard Lee, High Density Devices CEO SteinAamot and Alte Haga (not pictured).


to working with contractors. Quality assurance reviewsby an independent organization or person are also criticalto gaining a Maturity Level 2 rating. And documentationat every stage is paramount to building repeatable andmeasurable processes, which is the point of systemsengineering.

“Achieving this rating indicates that the command isprogressing toward our overall command goal ofachieving CMMI® Maturity Level 2,” said Foore. Thecommand plans to reach this level in 2005, and to reachMaturity Level 3 in 2007.

Since CICS achieved their CMMI® Maturity Level 2rating, two other projects have achieved this rating. Code66’s Visual Information Display System (VIDS) project,led by Project Manager Steve Whitbeck, and Code 74’sAutomation Program, directed by Program ManagerRalph Shealy, achieved Maturity Level 2 ratings in allseven process areas. Several other projects are expectedto achieve this rating in the near future.

Photo courtesy of Mike Kutch

Code 66’s Visual Information Display Systems (VIDS) projectteam members (front row, left to right) are: Russ Young, SteveWhitbeck, Jim Brogdon, Jamey Sanders, Rick DeForest; (backrow) Philip Braswell, Gene Ladin, Dave Westbury, Jeff Israel;(not pictured) Rhett Myers


SPAWAR Systems Center,Charleston has been activelypursuing process improvement in itsengineering projects since 1998. Asa result, the command initiated theuse of the Software EngineeringInstitute’s Capability Maturity ModelIntegration (CMMI®) for SystemsEngineering and SoftwareEngineering (CMMI® –SE/SW) inorder to benchmark theimplementation of best engineeringpractices.

Now SSC Charleston is working toachieve an overall CMMI® MaturityLevel 2 rating, an accomplishmentthat verifies an internationallyapproved standard of managementfor engineering projects andprograms, in 2005. That means across section of command projectsmust meet the CMMI® MaturityLevel 2 requirements as determinedthrough a Standard CMMI® AppraisalMethodology for ProcessImprovement (SCAMPI) Class ‘A’appraisal.

“We want to become a world classengineering organization andstimulate Naval engineers to employbest practices,” said Deputy ofEngineering Operations Mike Kutch(J09K).

To reach this goal the command hasestablished a process improvementorganization, consisting of threegroups. The Management SteeringGroup provides managementdirection to our process improvementefforts. The Engineering ProcessGroup, which is made up ofrepresentatives from variousdepartments, provides technicaldirection. And the EngineeringProcess Office develops theorganizational policies and processes,and maintains them online at a securewebsite.

“Historically in this command theproject engineers have done it all,”said Mike Kutch. “They’re thebackbone of the organization. Wewant to give them some goodprocesses so they can spend moretime doing good engineering andworking with the customer.”

That is why the command hasestablished process manuals,templates, sample documents andautomated tools to assist engineers inimplementing sound engineeringpractices and processes. A wealth ofonline and classroom training, andcoaching from the processimprovement team are also available.

For more information on systems/software engineering, or to get aproject designated as a command-sponsored project for CMMI®

Maturity Level 2, contact Mike Kutchat (843) 218-5706.

SSC Charleston strives for overall CMMI® Maturity Level 2

“We want to become a worldclass engineering organizationand stimulate Naval engineers

to employ best practices.”

Mike KutchDeputy of Engineering Operations



SPAWAR SystemsCenter, Charleston’sC4ISR AcquisitionEngineering andIntegration (CAEI) becameone of only a handful ofISO 9001/2000 certifiedfederal organizations onSept. 2. This certificationwas the result of a year’swork for the newly formedCode 09C (formerly knownas Corporate Production).

Although manycommercial enterprisesworldwide obtain ISOcertification (see relatedstory, next page), very fewgovernment agencies havebeen certified. SSCCharleston’s EngineeringSupport Facility, Code 62,is the only other SPAWARgovernment facility tocertify.

CAEI is led by DeputyDirector Pete Van deMeulebroecke andOperations Manager SteveLariviere. The facilityemploys over 80 peoplefrom their prime contractorFSC, A Stanley Company.Here, certified technicalspecialists assemble cablesand racks. They alsointegrate cables andhardware onto racks andinto cases. The racks andequipment cases are usedby all branches of the

Code 09C receivesISO

military on ships, insubmarines, in vehicles andtents. Employees alsoperform quality assurancetesting of materials throughfinished products.

Currently, the productionfacility is working onprojects involving cablemanufacturing, integration,and material supportinvolving 43 differentdelivery orders for morethan 15 different sponsors.CAEI has performed workvalued at more than $20million in its first year.

Before CAEI opened in2003, many SSC Charles-ton branches were runningsmall-scale productionareas to make cable andother items. This moveconsolidated productioninto one central facility,allowing for economies ofscale, common processesand consistent quality.

9001/2000 certification


Ryan Bell works on a rack for the GCCS-M program.


Cable fabricators making cables for CAEI customers.


Glenn Mazyck installs cableson a CSRR rack.



Established in 1947,the International Organi-zation for Standardiza-tion (ISO) is the world’slargest developer oftechnical standards forall types of industry. Theorganization is a networkof national institutesfrom 146 countrieswhose purpose is tocoordinate, unify andstandardize industrialstandards.

ISO publishes interna-tional standards thatorganizations must meetin order to becomeregistered (certified)under the ISO 9001/2000standard, which is thecurrent one.

ISO itself does notcertify organizations,allowing third partyregistration agencies toperform formal audits andissue certificates. Typi-cally, the registrationagency performs apreassessment followed bya registration audit. Theaudit may take several daysand consists of reviews ofdocuments and policies,interviews with employees,production surveillanceand inspection, etc.

When the organizationpasses the audit, ISO issuesa formal certification letterand allows the company todisplay the ISO logo.Advantages of ISOcertification include:

What Is ISO 9001/2000 Certification?· Increased demand forproducts and services· A visible indicator thatthe organization usesproven, credible, stan-dard quality processesand a sound qualitymanagement system· Potential reductions incustomer complaints andsignificant reductions inoperating costs· Lower defect rate

Follow-up audits areperformed every sixmonths during the firstfew years of certification,and yearly audits are thenperformed. An ISO certi-ficate must be renewed atregular intervals recom-mended by the certifi-cation body—usuallyaround 3 years.


Albert Washington runs cableson the CSRR hull appliance.


By John Linden (J70J)Critical InfrastructureProtection Center

In 2002 the White Houseclearly stated theimportance of informationsharing in times of crisiswhen it published theNational Strategy forHomeland Security. Thisstrategy lays out the criticalmissions needed to providethat security and empha-sizes the importance ofinformation sharing andanalysis to deter, prevent,detect, warn, protect,respond, and if necessary,recover from attacks.

SPAWAR SystemsCenter, Charleston responded to this call by establishingthe Critical Infrastructure Protection Center (CIPC).Working with private, local, state and federalorganizations, the CIPC is identifying methodologies,processes and capabilities essential for informationsharing and analysis throughout the nation. The goal isto ensure the availability, integrity, confidentiality andaccountability needed to protect critical systems througha systems security engineering approach.Information sharing critical to infrastructure protection

Critical infrastructure systems include emergencyresponse, electric power, water, banking,telecommunications and several other infrastructuredomains. Today, approximately 85 percent of the nation’sinfrastructure is owned by the private sector. Thechallenge is that each organization may have its ownsystem of assurance and accountability. This means thatrealistic strategies and plans are essential for eachorganization and for all levels of government in order torespond appropriately during a national emergency.

Information Sharing and Analysis Centers (ISACs)have been established for most of the national industrysectors. These centers help reduce risks to industry bycollecting and analyzing information pertinent to theirbusiness environment. ISAC analysts focus their effortsand assist industry to prioritize application of securityresources by filtering information on threats andinfrastructure vulnerabilities from the globalenvironment.

New lab helps protect America’s way of life

To aid in this process, the CIPC merges knowledge andexperience from three distinct disciplines to ensureappropriate pre-attack, trans-attack, and post-attackoperations. By integrating information operations,infrastructure protection, and emergency management,the CIPC can identify and appropriately reduce risksposed by terrorism and other hazards. The CIPC focuseson intelligence transfer and information sharing processesto federal and state authorities. Activities include:• development and implementation of efficient methods

to identify critical infrastructure interdependencies andthe economic impact factors

• collection of appropriate information stored in andcommunicated between a myriad of vastly disparatesystems across the global information environment

• fusion and analysis of information

• dissemination of relevant information to decision-makers through the application of cognitive computingand neural networking

Emphasis on state perspectivesThe CIPC documents select architectures, repeatable

processes, and evolving/emerging technologies that canbe transitioned and adapted by state and federalorganizations. The CIPC emphasizes state perspectivesto ensure each Governor can collect, fuse and analyzethe information needed to substantially reduce risksassociated with terrorism against the criticalinfrastructure. (continued on p. 13)


The new Critical Infrastructure Protection Center finds ways to share information with local, stateand federal authorities during national emergencies and times of crisis.


New CIPC lab (continued from p. 12)

Specifically, the CIPC is focused on:

• developing architectures for information sharing andanalysis centers describing local, state and nationalinformation sharing, and designing the associateddatabases

• incorporating academic research and experience onevolving information sharing theory and leveragingknowledge management programs

• working with state authorities to establish a model state-level ISAC in South Carolina

• operating a National Guard at SSC Charleston

• defining processes for sharing private, local, state, andfederal information

• defining technology fusion methodologies byidentifying, testing, and incorporating emergingtechnologies

• baselining configuration management for operationalISACs and leveraging cyber, physical, and biometricsecurity systems and sensors

The ultimate goal of CIPC is establishing associatedprocesses and practices that will provide an element ofsecurity for protecting the nation’s way of life.

Compiled by Tonya LobbestaelEditor, The Chronicle

On July 8, the Department ofHomeland Security stood up a newstate-of-the-art Homeland SecurityOperations Center (HSOC) to serveas the primary national-level nervecenter for real-time threat monitoring,domestic incident management, andvertical and horizontal informationsharing efforts. The HSOC wasdesigned by SPAWAR SystemsCenter Charleston who, along withSPAWAR Headquarters and SSC SanDiego, serves as the technical agentand systems command for the centerand the Homeland SecurityInformation Network (HSIN)programs.

Under the leadership of Code 74,SPAWAR assisted the Department ofHomeland Security in the strategicplanning, requirements engineering,design development and execution ofthe HSOC and the HSIN. TheSPAWAR team was comprised ofover 100 technical experts andtradesmen from all departments, SSCSan Diego and SPAWAR head-quarters. Together they managed the

entire HSOC project from conceptionto commissioning.

Operating 24 hours a day, sevendays a week, 365 days a year, theHSOC provides situationalawareness and monitoring of thehomeland, coordinates incidents andresponse activities, and issuesadvisories and bulletins to homelandsecurity partners as well as specificprotective and counter measureguidance.

As a single point of informationintegration, the HSOC maintainsdaily situational awareness on thesecurity of our homeland andcoordinates activities with otherdepartments and agencies. Today, theHSOC is operational in an expandedwatch floor with updated andintegrated technology. Thecornerstone of the HSOC is its abilityto share threat information andprovide real-time interactiveconnectivity with Governors,Homeland Security Advisors, lawenforcement partners and criticalinfrastructure operators in all 50States and more than 50 major urbanareas through the Homeland SecurityInformation Network.

The HSIN system was launched onFebruary 25 of this year with all statesreceiving connectivity by July 2004.The Internet-based counterterrorismcommunication tool is encryptedusing a secure network that includesa suite of applications includingmapping and imaging capabilities.HSIN makes it possible for threatinformation to be exchanged withstate and local partners at theSensitive-but-Unclassified level.Future program expansion willinclude linking additional cities andcounties, communication capabilitiesat the classified SECRET level, andincreasing the involvement andintegration of the private sector.

“This Administration is committedto information sharing. It is essentialto keeping our nation safe andsecure,” said Homeland SecuritySecretary Tom Ridge during theHSOC opening ceremony. “TheHomeland Security OperationsCenter synthesizes vital threat relatedinformation and strengthenscoordination and communicationamong numerous agencies andhomeland security partners.”

New Homeland Security Operations Centerprovides real-time interactive connectivity


By Nancy Reasor, Asst. EditorCHIPS Magazine

The first demonstration of the developing FORCEnetComposeable Environment (FnCE) took place on Aug.17 at SPAWAR Systems Center, Charleston’s TidewaterFnCE facility at the Norfolk Naval Base, and Sen. GeorgeAllen (R-Va.) was on-hand to see it.

Capt. John W.R. Pope III, commanding officer of SSCCharleston, briefed Sen. Allen concerning the mission ofSPAWAR to “deliver FORCEnet to the joint warfighterthrough the development, acquisition and life cyclesupport of effective, capable and integrated command,control, communication, computer, intelligence,surveillance and reconnaissance (C4ISR), informationtechnology and space systems.”

Composeability is a premier requirement for the jointwarfighter, particularly in the areas of tactics and doctrine,joint organizations and capabilities. SSC Charlestonpersonnel are developing the Tidewater FnCE(pronounced “fence”) facility to provide a collaborativeenvironment for all the military services to performinteroperability testing, simulation, evaluation anddemonstration of new technologies. The developmentof joint collaborative facilities fills a significant need thatexists for all U.S. and coalition forces.

The genesis for the FnCE started approximately threeyears ago when Jennifer Watson (J80) was assigned tothe V-53 facility. She recognized the need for a leadingedge technology demonstration facility to showcaseFORCEnet to the Hampton Roads’ military community.Serita Hunt (J812), who is now assigned to provide criticalsupport to NETWARCOM, served as program manager,pulling together specialty expertise from within thecommand. Senior C4I Systems Engineer Tom Calogrides(J84) was the design engineer who refined the conceptualdesign and added the realism of a modern Command and

Control Center. FnCE engineers are now prepared todemonstrate emerging technologies that will benefit thejoint warfighter in both the training environment and inthe war zone.

The Tidewater FnCE is connected to a FnCE networkgrid that provides a portal to facilities located at SPAWARSystems Center Charleston, SPAWAR Systems CenterCharleston at St. Julien’s Creek, SPAWAR SystemsCenter San Diego, Naval Network and Warfare Command(NETWARCOM), the Joint Battle Center (JBC) Suffolk,Va. and multiple labs at Commander, Atlantic Fleet.

Capt. Pope provided Sen. Allen with the demographicsof SPAWAR employees in Virginia and information aboutsome of the financial aspects of the SPAWAR enterprise.He informed Sen. Allen that SPAWAR is the first federalagency to receive an outstanding rating for SmallBusiness Administration compliance (see related storyp. 5). He also discussed the initiative to transform a 60-year-old landmark facility on the Naval Station Norfolkinto a state-of-the-art resource for the warfighter.

Plans are being formulated to host a formal ribboncutting ceremony in the early part of FY05 to introducethe new SPAWAR capabilities to the Hampton Roads’military and political communities.

Tidewater demonstrates FORCEnet

Composeable Environment

Photo courtesy of CHIPS Magazine

Brian Tamburello, a new professional on the Networks, TechnicalSpecifications, Acquisition and Technical Support Team, preparesa FORCEnet demonstration.

Photo courtesy of CHIPS Magazine

Sen. George Allen (R-Va.; second from right) discusses jointwarfighter support.



The Naval Reserve has a new way of doing businesson the World Wide Web thanks to a new two-tiered publicand private network site designed by SPAWAR SystemsCenter, Charleston’s Code 311. The new site, whichreplaced all 550 existing Naval Reserve sites, is the largestwebsite consolidation in the Department of Defense(DoD) according to representatives of Microsoft®. TheNaval Reserves are also the only force in DoD that hasconsolidated all of their websites.

The Naval Reserve Web Site (NRWS) utilizesMicrosoft® Contribute allowing content authors andeditors at each Naval Reserve command to develop theirown pages while maintaining overall site continuity andsecurity. NRWS incorporates a public side that isaccessible to anyone through the Internet and a privateside accessible only to members of the Naval Reservevia a secure log-in. The site has the capacity of supporting3,000 Reserve units in its environment, and to date hassaved the Naval Reserve Force an estimated $9 million.

“When we had our initial conversation with theReserves we thought, ‘We can’t do this because we onlyhave four months and there are only three of us’,” recalledHank Winter (J311), developer of the system. “Havingsuch a small team caused our thought processes to bemore creative to save both labor and time. It pushed us toautomate lots of processes so we could focus on whatneeded to be built.” SSC Charleston initially had toarchitect equipment, perform testing and evaluations tofield the site in a short timeframe.

There were two keys to the initial site consolidationaccording to Winter. Both contractors on the team, LuisVega and Richard Floyd of CSSI, attended training tobecome Microsoft® certified developers. The other keywas bringing Microsoft® in as a consultant at thebeginning of the project.

Part of the beauty of the site, according to Winter, isthe variety of authors that can work on site content. “Thissite has really empowered doctors, aviators and others tomanage their content,” he explained. Authoring contentrequires no computer programming skills on this site –just the ability to use a template. There are also checksand balances as each command must have an editor thatapproves the page prior to posting and an administratorwho verifies user accounts. Currently there are about1,200 authors and editors that can update pages daily.

In May a major upgrade that included hardware andsoftware upgrades, security enhancements and significantdesign changes was completed. The site is now hostedon a fault-tolerant server farm comprised ofapproximately 18 servers, search engines have beenadded, and the system now uses Microsoft.Net® whichallows for building future applications and snapping themin. The Reserves also established a centralized Help Deskthat is operated by Reservists, with SSC Charlestonproviding their tech support.

Future plans include building an application forreservations for berthing and moving the entire site overto NMCI within the next two years. The long-term planis to transfer responsibility for NRWS to the CommanderNaval Reserve Force (CNRF) Web Services Team.

“Eventually I intend to work myself out of a job,” jokedWinter. But he just might find his team more in demandthan ever. Talks are currently ongoing with other potentialcustomers. “By building this site through SPAWAR,”concluded Cdr. Drake, “the knowledge can be used byother military and government organizations.” That facthas both the Reserves and SPAWAR Systems CenterCharleston excited and looking to the future.

Naval Reserve websiteconsolidation largest in DoD


Hank Winter and Cdr. Dale Drake (foreground), Naval ReserveForces Command, worked together to build a new website thatconsolidated 550 Naval Reserve sites.

16 Fall 2004

It’s Stone’s job, along with the FTASteam at Patuxent River Naval Air Stationin Maryland, to find them. Together,these technical specialists have acombined total of over 200 years doingjust that by listening for the distinctsound only a submarine can makeunderwater.

“Everything has a unique soundfingerprint to it,” said Stone. “I cancompare it to listening to a Ford versusa Chevrolet or listening to a Cadillacversus a Yugo. We’re taught through ourtraining in the Navy how to listen – howto analyze the sound – and ourequipment takes the sound recorded bythe sonobuoy and puts it in a visualdisplay.”

But first the sonobuoys have to get inthe water to record the sound data.Submarine hunting is really a jointmission between SPAWAR SystemsCenter Charleston and NAVAIR. TheFTAS lab work hand-in-hand with theP-3 aircraft and its crews planningmissions, supporting the planes whilethey are in the air, analyzing the dataand performing mission reconstructs.

The P-3 takes off and heads to the areadesignated for the mission. It dropsmultiple sonobuoys in a grid pattern inthe target area. The operator on boardthe plane listens for pings throughout themission, which can last up to 12 hours.

The Chronicle

J o n e s yJust

l i k e

Finding enemy submarines was almost a lost art,but today these anti-submarine warfare experts

are teaching a new naval generation to be


The racks of equipment seem endless.The technology is rather mind-boggling. And the skill – and luck – ittakes to identify a submarine by soundseems just out of reach for the averagehuman being.

But then Truett Stone (J61A) puts onthe headphones just like Jonesy did in“The Hunt for Red October” andamongst all the background noise youhear him say, “There’s one, and it’sRussian.”

Anti-submarine warfare was almosta lost art in the U.S. Navy. For severalyears after the end of the Cold War, theperceived threat of enemy submarinesin U.S. waters or areas of interest wasnot as high as it once was. And so, theblack art of hunting submarines and themen that were trained in that art fadedinto the distance.

But that is no longer the caseaccording to Stone, project lead for theonly Fast Time Analyzer System(FTAS) lab in the Navy – one of only ahandful of FTAS labs in the world.While today’s most immediate threatsmight not come from the former SovietUnion, there are over 35 countries thathave submarine fleets, and not all ofthem are our friends.


Truett Stone heads up theFTAS lab and trains youngsailors to identify subma-rines by sound.


Terry Webster reads a visual display thatshows acoustic “pings” during a recent re-connaissance mission.


At the same time the sonobuoys aretransmitting data to a large “black box”that contains 31 receivers with 32channels each.

Once the data is recorded and themission is complete, the one-inchmagnetic tapes are brought to the FTASlab for active multi-static post-flightanalysis, where the tapes are played 16times faster than real time. The analysisincludes an acoustic display of the datathat looks like a bunch of squiggly linesto the untrained eye. But to the guys inthe FTAS lab those displays indicatesubmarines, whales, and several otherthings found under the sea.

“It all has to do with what it soundslike, what it looks like, and whatenvironment you’re in,” said OperatorRoy Hokrein. “Sometimes it’s just a gutfeeling. This is a black art and you can’ttrain a computer to find these subs.”

That’s the real reason why the FTASteam puts so much effort into trainingoperators in the fleet and doing missionreconstructs. For every anti-submarinewarfare mission flown they spendseveral days reconstructing the missionto make sure all the targets wereaccurately identified.

“When we do a reconstruct we’reseeing how well they did,” said Stone.“Did they miss contact, were contactsaccurate, did sensors work aspredicted?” This process helps identifyoperators who may need additionaltraining, and provides valuableinformation to the Fleet. Reconstructsalso give information on what to expectfrom various types of sonobuoys indifferent environmental and weatherconditions.

Each time the FTAS team does asystem install, upgrade or maintenance,

they teach operators more about the fineart of submarine hunting. They havewritten course curriculum and trainedinstructors on how to teach anti-submarine warfare at the Navy’s schoolhouse in Dam Neck, Va.

The FTAS team does all the sitesupport for the system throughout theNavy. They provide technical supportfor operators in the Fleet andmaintenance troubleshooting 24 hoursa day, seven days a week. They alsosupport all NATO maritime patrolaircraft.

Most days this team works pretty longhours according to Stone, and they’reoften flying around the world toaccomplish their mission. So why dothey do it? Because they understand howhard it is to identify subs, and howimportant it is to train a new generationto be just like Jonesy.


Acoustics expert Roy Hokrein (foreground) conducts a mission reconstruct to make sure all enemy submarine targets were found duringa recent P-3 mission. Reconstructs are essential to training and verifying accuracy of operators in the field.


Tactical Support Centers keepreconnaissance missions on target

Composed of a tacticalsupport lab, a Fast TimeAnalyzer System (FTAS)lab, and a communicationslab, Tactical SupportCenters can identify targetswith imagery, radar oracoustics, and transmit thatinformation immediately

up the chain of commandfor decisive action on thebattlefield.

The tactical support labdeals with visual, radar,optical sensor and infrareddata. The FTAS labanalyzes acoustic data andcreates a visual output tohelp identify targets (seerelated story on p. 16). Andthe communications labcan transmit to aircraft,ships, land base stationsand Mobile OperationalCommand Centers, alsoknown as MOCCs.

“Wherever a P3 goesthere’s got to be a TSC,”said Truett Stone (J61A),project lead for the FTASlab at Patuxent Naval AirStation in Maryland.“Without us the aircraftwould go out and fly

around and collect all thisdata, and there’d benowhere to send it andnothing they could do withit.”

The TSC does all pre-mission planning, missionand in-flight support, andpost-mission support forthe aircraft. That includesproviding the briefingmaterials for the P-3 crew,dealing with visual, radar,infrared and other types ofdata, and transmitting thatdata via secure channels.

A similar configuration isoften found in MOCCs.“The MOCC unit is reallya TSC in a suitcase,” saidStone. These scaled-downversions of the TSC can bedeployed wherever a TSCis not available. “MOCCsare very important inincreasingly mobilebattlefields and withmultiple missions aroundthe world,” he added.

Today’s TSCs andMOCCs support P-3missions flown over landand over water. In thefuture they will supportincreasingly complexmissions flown by theNavy’s new MaritimeMulti-Mission Aircraft (seerelated story, p. 19). Andthough they’re always inthe background, the peopleat the TSC understand theimportance of their jobs.

As Stone said, “Withoutus the P-3 couldn’t do itsmission.”


Robert Coombs (seated) and John Kelly prepare data for trans-mission in the TSC communications lab.


The Tactical Support Center team at Patuxent Naval Air Station in Maryland supports P-3 recon-naissance missions by identifying targets, interpreting data and transmitting intelligence for deci-sive action on the battlefield.


Three labs. Onemission. To find thebad guys when the

P-3 flies. That’s whatthe components of theworld’s 14 Tactical SupportCenters do.



The idea of a Tactical SupportCenter is nothing new. In fact, theconfigurations used in the 14 TSCsthat exist worldwide – Fast TimeAnalyzer System (FTAS) lab, TSClab and communications lab – hasbeen around since the late 1960’swhen they were developed to supportthe P-3 aircraft’s submarine huntingmission. But times and technologyare changing, and today’s TacticalSupport Centers and MobileOperations Command Centers reflectthose changes.

For years the core competency forthe TSCs was supporting the P-3, butthat 30-year-old plane will soon bereplaced by the Maritime Multi-Mission Aircraft (MMA) recentlyapproved by the Navy. The MMAwill fly missions over land and water,utilizing satellite communications

Tactical SupportCenter enters new era

and a wide variety ofsensors includingacoustics, infrared, andoptical that transmit inreal time instead of justrecording data.

“It’s going to be a newera,” said Truett Stone(J61A), project lead forthe FTAS lab atPatuxent Naval AirStation in Maryland.“It’s going to bring a lotof new work our way.”

SPAWAR SystemsCenter Charleston’sTactical Support Centerteam is gearing up forthe challenge. Theirdevelopment lab isconstantly improving,testing and developingnew software to push the latesttechnology out to the fleet, and theyare actively moving through systemrefresh and install cycles every 18months.

Most recently the TSC teamconducted developmental testing for4.X GCCSM (global commandcontrol system maritime) inJacksonville, Fla. This system, whichis slated to go Navy-wide, providesoperators with situational awarenessof what’s going on anywhere in theworld offering command and controlof all forces and the entire fleet.

They are also participating inForeign Comparative Testing (FCT)that comes directly from Congressand is funded by the Secretary ofDefense. Originally 24 proposals forthe FCT program were accepted fromthe Department of Defense, five ofwhich were from the Navy. Two ofthe Navy proposals accepted weresubmitted from SPAWAR. The SSC

Charleston proposal is for testing tofind a replacement system for the FastTime Analyzer System.

“Our FTAS system is about 15years old,” said Stone. “It’s still doingthe job but it can’t support the newsensors that are coming out. Theydon’t make the system anymore. Theydon’t make the parts anymore. Sowhat we’re doing is we’re looking atother possibilities.” In August theTSC team tested a Canadian systemand they plan to test other systems inthe near future.

With approximately 30 civiliansand another 30 contractors, this teamis always focused on keeping fleetintelligence and communications onthe cutting edge. “We’re constantlytalking to the fleet operators to findout what they need, and we’re alwayslooking for ways to make the productsbetter and more user friendly,” saidStone.


Roy Hokrein uses active multi-static, an active acousticsystem, to find enemy submarines in the FTAS lab.


Kathleen Wood checks operation of anoptical sensor mounted on the P-3 in thetactical support lab.


By Rebecca RowseySSC Charleston Horizontal FusionProgram Manager

SPAWAR Systems Center,Charleston demonstrated theirnetCentric testing and integration inthe command’s new Test &Integration (T&I) lab duringQuantum Leap 2, held at the mainengineering center on Aug. 11. Theconference that brought togetherHorizontal Fusion representativesfrom all areas of the Department ofDefense showcasedseveral new netCentriccapabilities.

NetCentric testing andintegration began inearnest at SSCCharleston in May 2004,and the commandquickly established theT&I lab. This facilityprovides an environmentto measure integration ofnew netCentric servicesfor warfighter andbusiness mission areas.

NetCentricity meansproviding an informationadvantage (enhanced informationsharing, improved shared situationalawareness, better knowledge ofcommander’s intent) that can beturned into a warfighting advantage(faster self-synchronization, speed ofcommand, increased combat power).Horizontal Fusion’s role is to helpensure data is available on the GlobalInformation Grid for those who needit, when they need it, anywhere theyneed it.

The T&I lab team groups newHorizontal Fusion initiatives toensure testing and integration is

appropriate to the initiatives’ roles.The process starts when the initiativesubmits its software code, installationinstructions, test plans and otherrelated materials needed toaccomplish functional, integration,and security testing. This data isstored in the Concurrent VersionsSystem (CVS) that provides themeans for the T&I Lab personnel tomaintain configuration control.

The Designated ApprovingAuthority (DAA), called for by the

DoD Information TechnologySecurity Certification andAccreditation Process (DITSCAP),reviews the Systems SecurityAuthorization Agreement (SSAA)and the initiative’s in-house testingto determine if the program is matureenough to enter testing. Onceapproved, testing begins.

Lab testers install a clean copy ofthe Horizontal Fusion Mars Portal(user entry point to Horizontal Fusioncapabilities) and the initiative’s codeon a “clean” test station. Theinitiative’s functions are tested based

on the use cases submitted in the testplan and with use cases developed bythe T&I Lab. If these tests aresuccessful, then the initiative’s codewill undergo integration testing.

Integration testing – the next phase- involves installing an initiative’scode onto the test portal and verifyingthat it performs in accordance withthe application’s operatinginstructions, and that it satisfies themandated security requirements.During this testing, the team looks for

interoperability problems aswell as any other conflicts.Security testing is then doneto support an interimapproval to operate or grantan approval to operate onSIPRNET, a secure networkfrom the DAA. The final step is stresstesting, which isaccomplished on the portal tobenchmark the performanceof this configuration of theportal to assist planners inproperly scaling it to supportexpected user loading undervaried operational

conditions.The goal of Horizontal Fusion’s test

and integration process is to movenew netCentric capabilities to theoperational Mars Portal Server onSIPRNET at DIA as quickly aspossible so that capabilities can beaccessible to warfighters. Having anetCentric test and integrationprocess and expertise in placeprovides a knowledge base andcapability that enables the commandto be a “go to source” to facilitateother netCentric programs and othertransformational services.

Successful netCentric T&I demonstration leads to

Photo courtesy of Rebecca Rowsey

Rebecca Rowsey (standing) plans the netCentric Test & Inte-gration demonstration with Horizontal Fusion team members.


USA

By Chris Rynearson (J571)SSC Charleston, Europe

In July, SPAWAR Europetechnicians provided communica-tions expertise for RESCUER/MEDCEUR 2004 (RM’04), a multi-national exercise that took place inLatvia, Lithuania, Estonia andBulgaria.

RM’04 is a US Army Europe(USAREUR) led “In the Spirit ofPartnership for Peace” computeraided simulations exercise designedto train US, NATO and partnernations to respond to mass casualty/disaster relief, anti-terrorism, searchand rescue and humanitarianassistance scenarios.

Becky Clark Thomas (J571), ChrisRynearson (J571), Dave Arellanes(J571) and Joel Fauth (SSCCharleston, Pensacola) were among

the SPAWARiors who providedWAN/LAN communications, VTCoperations, and Help Desk supportfor exercise participants.

Planning for the communicationssupport began a year ago, withSPAWAR Europe project engineersmeeting with USAREUR, USEuropean Command (USEUCOM),and host nation planners.Requirements were gathered andrefined during site surveys and threeplanning conferences.

SPAWAR Europe was responsiblefor engineering and designing acommercially viable WAN capable ofsupporting JCATS (computersimulations), MEMS (Web-basedscenarios/scripting), VTC, Voice overInternet Protocol (VoIP) and regularInternet access. What developed wasa business class DSL architecture as

SPAWAR Europe SupportsRESCUER/MEDCEUR 2004

the primary solution, and an ISDNsolution as the backup.

During the actual exercise,SPAWARiors supported the WANand VTC communications andbackfilled other IT support functionsranging from computer/desktopsupport, VTC scheduling, networkadministration and web development.

One innovative and cost saving stepthat SPAWARiors made was to utilizeSkype™, a commercial VoIPsoftware application that providedsecure (128 bit encryption) voice andchat capabilities. By utilizing this freesoftware with a standard headset,exercise managers were able tosignificantly reduce cellular/POTStelephone charges.

SPAWAR Europe is already taskedto participate in RM’05, and planningis well underway.

RM ‘04 Participating Countries

Armenia

Azerbaijan

Belgium

Bulgaria

Croatia

Estonia

Georgia

Germany

Latvia

Lithuania

Moldova

Netherlands

Poland

Romania

Sweden

Ukraine

Uzbekistan


By Patrick G.. Koehler (J811)and John McLaurin, Jr. (J811)

SPAWAR Systems CenterCharleston’s Code 80 encouragesemployees to seek new opportunities,face challenges and overcomedifficulties to successfully support thewarfighter. Our opportunity camewhen the Technical Specificationsand Acquisition Branch (J811),learned that troops in GuantanamoBay Cuba (GTMO) were looking forhelp to set up an Internet service forseveral cyber cafés operated byMorale, Welfare and Recreation(MWR). We discovered from theJoint Task Force (JTF) J6 that Internetservice to support Dialpad, aninexpensive Voice over InternetProtocol (VoIP) service on MWRcomputers, was abruptlydiscontinued because of heightened

security policies on the DefenseInformation Systems Agency (DISA)network.

As a result, the JTF commanderreceived numerous complaintsbecause military personnel had beenusing Dialpad to call home. Forcedto use commercial service, the troopswere spending up to $1.20 per minuteto phone loved ones.

Using Dialpad is simple. From theInternet, military personnel can justlog on and easily establish an accountusing a credit or debit card. To restoremorale, JTF knew it had to restoreInternet service so it investigatedpurchasing a commercial satellitelink.

Little time, lots of security

The JTF commanding generalneeded an Internetsatellite service thatwould provide Dialpadservice to 150 users forseveral cyber caféslinked by fiber—and byMemorial Day—ifpossible. The JTFrequested a 3Mbpsdownload link with a768Kbps upload speedalong with futureexpansion options toincrease speed to amaximum of 10Mbps.

Two experiencedtechnical specialists,Patrick Koehler (J811)and John McLaurin(J811), were soon on-siteto identify and secure asatisfactory source andexpedite installation.Using a GSA contract,

Speedy support for troopsat Guantanamo Bay

we purchased and supervisedinstallation of a satellite groundsystem, along with Internet ServiceProvider (ISP) services from G2Satellite Solutions Company.

With the detainees aboard GTMO,the security level is high anduncompromising. The Air MobilityCommand was the only mode oftransportation in and out of GTMO,and there were only two flights perweek. There were seriouscommunication, planning and logisticchallenges throughout the project,along with unexpected shipmentdelays and complex securityconstraints that made this projectextremely difficult.

Connection ahead of schedule

Despite the challenges, J811established satellite service forGTMO within 39 days from theinitiation of the project—way aheadof initial 60-day estimates. JTF J6Department Head Lt. Col. DanNickerson said the troops are veryhappy with the new Internet serviceand that they are able to phone homemore often.

An article by Army Maj. McGeheein the JTF newsletter, The Wire fromJune 25 showed a picture of ArmyBrig. Gen. Jay W. Hood usingDialpad.

Brig. Gen. Hood said, “The serviceallows troopers to make calls to homefor as low as 3 cents a minute.”

We would like to thank the supportstaff at GTMO who helped us providethis service to GTMO warfighters andtheir families. In Code 811 wecontinue to look for moreopportunities to support thewarfighter.


By Dave Osborne (J534)and Richard Mahlie (J534)

When the ElectronicSystem Command (ESC) atHanscom Air Force Basewas assigned the KoreanTADIL ArchitectureImprovement Program(KTAIP) they had aproblem. To meet their goalof improving theincoherent tactical picturethat existed in the Koreantheatre, they needed asolution that provided trackcorrelation capabilities anda tactical picture amongstthe redundant radarcoverage of the Koreanpeninsula.

That’s where SPAWARSystems Center Charlestoncame in. The commandprovided the assets toenable simulated data feedsthat included the AirDefense System Integrator,Tactical Data LinkSimulator and RadarSimulator.

By implementing adistributive engineeringenvironment SSC Charles-ton was able to provide thetactical data link feedsremotely from Charlestonto the system under test atthe base via the DefenseInformation System

Network and DSN phonelines. This enabled testingwhile reducing substantialTDY and shipping costs.

Once the scenarios werewritten and the distributiveengineering environmentwas established, SSCCharleston supportedseveral weeks of testing.Upon successfulcompletion of the testing,Hanscom Air Force Baseselected the Multi-SourceCorrelation Tracker(MSCT) as the solution forproviding track correlationcapability and tacticaldisplay of the air picture forthe Korean peninsula.

ESC then asked thecommand to help with S-TADIL J (satellite Link-16), which was also a partof KTAIP. Code 534 testedthe two proposed systemsand recommended whichsystem should be selected.Working with ScientificResearch Corporation, theteam wrote a plan to testevery aspect of the datalink. They also partneredwith SSC San Diego tocomplete tests that resultedin major softwareimprovements.

When the time came toimplement and install theS-TADIL J capability at

SSC-C connectsin South KoreaSSC Charleston support providestactical data link for Korean TADILarchitecture improvement

Osan Air Force Base inKorea, SSC Charlestondeveloped the architectureand tested the proposedsolution. This solutionprovided an engineeringchallenge due to separationbetween JRE, the radio andthe antenna. But the teamdevised a remedy andconducted the successfulsystem installation, testingand training.

Just when it seemed theproject was complete, ESCcalled again. They neededa way to “tap” off thesignals of the twentyRepublic of Korea AirForce air defense radars atOsan Air Force Base foruse by the MSCT.

Although the assistancerequired was not related

tactical data links, ESCrequested SSC Charlestonto evaluate their proposedsolution. When deficien-cies were found in theirsolution, they asked for aworkable design. The teamdemonstrated a successfulsolution, and performed theinstallation and testing atthe air base.

The command’s successwas due to cross codecollaboration. ChuckDavis, Robert Varnes andJR Sawyer (J70); DennisGette and Mike Massenett(J60); and Rick Mahlie,Steve Burchette, AbePalihan and David Osborne(J50) provided invaluablecontributions to the KTAIPtesting.


By Lisa McDade Bonnaure (J771)SSC Charleston, NationalCapital Region

Rear Adm. Kenneth Slaght,commander SPAWAR and Dr. JeanSilvernail from the Office of theAssistant Secretary of Defenserecently put their heads together tohelp military students.

Dr. Silvernail and SPAWARSystems Center Charleston, NationalCapital Region worked together tobuild a new Website to help militarychildren through transitions and

Myra J. Rice (J77)SSC Charleston, NationalCapital Region

Deployed servicemembers often missbirthdays, anniversariesand holidays. But imaginemissing your child’s highschool graduation.

The Department ofDefense DependentSchools (DoDDS) Europeofficials wanted to makesure parents did not missthis milestone, so theyturned to technology andteamwork. They developeda partnership with SSCCharleston, contractors andvolunteers to set up a liveInternet broadcast ofceremonies from 14DoDDS high schools tosoldiers in the Army’s 1st

Infantry Division in a neweffort to keep familiesconnected during gradu-ation events.

US Army Europe(USAREUR) Comman-

ding General B.B. Bellconvened a joint task forceto support the DoDDSinitiative. The Army’s 1st

Infantry Division wasselected for the initialbroadcast effort. Activeduty parents in this unit hadat least one son or daughtergraduating from each of the14 schools involved.

A plan was developed tobroadcast the 14ceremonies live to thedesert, but a two-way videoteleconference broadcastwas not feasible because ofthe large number of schoolsinvolved and the three-daywindow during which theceremonies were held.

1st ID/HQ asked JerryDowdy from SPAWARSystems Center Charles-ton, National CapitalRegion to develop a webfront end for the initiative.It needed to be customizedto be based on the logincredentials of the visitors.

Connecting Graduateswith deployed parents

Although the initial requestwas only for the videostream, Dowdy saw a wayto customize the layout ofthe page to reflect the highschool colors, mascot,place and time ofgraduation.

Because Dowdy hadnever attempted this type ofproject, SPAWAR NCRsent him to training to learnthe technology. Dowdylearned how broadcastsuites push their nativecontent onto a networkwhich can be converted to

another format and thenredistributed via a .sdp file.

This initiative made itpossible for countlessfamilies and communitymembers to share in theirchildrens’ graduationceremonies. Workingtogether the team membersfrom DoDDS, USAREURand SPAWAR succeeded inproviding a flawlessoperation. More impor-tantly, they succeeded inbringing families togetherfor a very special event.

Photo courtesy of Myra Rice

Deployed parents watched their children graduate via custom-ized online broadcasts.

Admiral Helps Military Students

Photo courtesy of Lisa McDade Bonnaure

Lisa Bonnaure (J77), Dr. Jean Silvernail(OSD), Rear Adm. Ken Slaght and JerryKoenig (J70) collaborated to add theUnited through Reading section towww.militarystudent.org.

deployments. The site name iswww.militarystudent.org.

Rear Adm. Slaght suggestedfeaturing a new program that allowsdeployed sailors to record themselvesreading stories to their children. Theprogram, which is sponsored by theFamily Literacy Foundation, is nowfeatured on the site under Unitedthrough Reading. By reading to aloved one, deployed personnel stayconnected and share a meaningfulmoment with their child.



Information technology is part of almost every projectand program at SPAWAR Systems Center Charleston.Without IT resources engineers could not design,technicians could not install, and there would be nothingto test. And without the Life Cycle Management program,there would be no management or tracking of those ITresources as required by the Clinger-Cohen Act of 1996.

The Act, which was passed to insure managementoversight of IT acquisitions, mandates that IT investmentsand support mission requirements are interoperable, costeffective and reduce risk. The result is significant changesin the Departmentof Defense’sapproach to ITresource manage-ment and acqui-sition. Under DoD8000.1, all DoDcomponents mustuse a disciplinedlife cycleapproach tomanage infor-mation resourcesfrom acquisitionthrough theirretirement.

It also affectedthe way SSCCharleston does business. All IT acquisitions must beapproved by LCM or management prior to purchase, andeach purchase must have an LCM tracking numberassigned. That means every piece of IT equipment,software and services – including maintenance andsupplies – must go through the LCM process. Theexception is consumable supplies such as computer disks

or toner, some video equipment, and those goods andservices provided under NMCI.

But the process is not at all difficult according to LatinaGissentanna, team lead for the Office of InformationTechnology Approvals (J09B2). LCM numbers can beassigned for individual purchases or for the life of anentire program. The program or project manager simplysubmits documentation authorizing the tasking along withcopies of all program funding documents to the LCMteam. All project purchases then use that same number.The purchase is reviewed for approval and the number isissued.

Code 09B2’s LCM team, which includes Joseph Weed,Jack Folley, ChristiSolivan and CarrieEvans, is currentlyworking to makesure all existingprograms andprojects havereceived LCMnumbers. “We’renot being puni-tive,” explainedFolley. “We justwant to fix theprograms we’vegot and create newones the rightway.”

To make the process smoother, the LCM team hasshortened number assignment times for new programs toless than two hours, and to just 30 minutes for deliveryorders. They have developed the Life Cycle managementExpenditure and Tracking System, or LETS, database,and they review all delivery receipts, BOMS and purchasecards to help procurement originators identify purchasesthat require an LCM number.

(continued on p. 27)

Life cycle management approval,tracking required for all IT resources

Take a number1 12

15 282828282836 9

Photo by Harold SennChristi Solivan, Carrie Evans, Joe Weed, Latina Gissentana and Jack Folleyplan Life Cycle Management training efforts.


our existingsystems and to puttogether newcapabilities? Theshort answer is,“we must activelygo find them.”That is a keyaspect of theATTIC concept.T e c h n o l o g ypriorities areposted onCorpWeb to guideyour currentsearch. Thesepriorities are up-dated regularly.

If we only knewwhat we know atSSC Charleston,we’d be muchmore productive.Our organizationhas technicalexpertise in manyareas. By identi-fying the technical experts in eacharea we can actively push informationto them when emerging technologiesin their areas are found. This willensure that they are aware of newtechnology developments in theirareas of expertise. They will also becalled upon for technical input toconcepts and proposals that overlaytheir expertise areas. This will be thebeginning of “virtual proposal teams”

What’s in

By Dr. Stephen M. JarrettChief Technologist, Code 70E(SJ)

There are numerous research anddevelopment organizations that areturning out new technologies daily.At SPAWAR Systems CenterCharleston, we owe it to ourcustomers to be knowledgeable ofthese technologies in order to makerecommendations for technologyinsertion and to provide newcapabilities.

The Advanced TechnologyTransition and ImplementationCenter (ATTIC) concept wasdesigned to provide a focus on thetransition of emerging technologies.SSC Charleston’s ATTIC includesbriefs on emerging technologies andinnovative concept papers. It isavailable online via SSC Charleston’ssecure internal website. Inputs arebeing accepted from all codes.

Technology priorities andknowledge management

In order to maximize the benefitfrom our search for emergingtechnologies we must designate sometechnology priorities. Many of ourcustomer organizations already havetechnology priority lists. Their focusshould influence ours, but they are notnecessarily identical. Our goal shouldbe to give all of our customers the besttechnical solutions available. To dothis we need input from all of thetechnical codes to set these prioritiesfor the command.

Where do we get the emerging tech-nologies that are required to upgrade

ATTIC?ATTIC?ATTIC?ATTIC?ATTIC?your

to quickly respond to data calls andcustomer technical challenges.

Concepts and proposals

Even with active technology searchand the knowledge management ofthe results, ATTIC will never beeffective without the final phase ofthe program. That phase is thedevelopment of concepts andproposals to implement the

Fall 2004 27

Life Cycle Management(continued from p. 25)

LCM tracks programs and ITthresholds and expenditures – notcontracts. “The funding document isabsolutely critical,” explainedGissentanna, “because it sets thethreshold for spending.”

Most IT expenditures that requirefunding documents are part ofprojects or programs that are externalto SPAWAR – and these make up themajority of the command’s business.Program approval can be validatedwith tasking statements, needsstatements, requirements documentsor funding documents.

Programs that are internal toSPAWAR generally use abbreviatedacquisition program papers forprogram approval and informationtechnology acquisition papers for ITservices contract approval.

“At SPAWAR we’ve tried to tailorLCM to meet the requirements of thelaw and yet keep the process assimplified as possible,” said Folley.

The challenge, though, is educatingpurchasers on the scope of ITresources that require an LCMnumber. “If you think about it,probably 90 percent of what we do atSPAWAR is IT,” said Gissentanna.Her team recently found thatapproximately 43 percent of ITpurchases were not coming to theiroffice for approval. That’s why theyare holding training sessions andworking hard to get the word outabout LCM.

“People don’t realize what thedefinition of IT encompasses,” addedFolley. “The best thing to do is callus if you are not sure.”

LCM team members can provideguidelines for LCM procedures andcompliance. They can be reached at218-4254 or 218-6745.

The Chronicle

technologies and to transition themto our customers in the form ofadvanced prototypes for thedevelopment of concepts ofoperation. Unlike productdevelopment, advanced technologydevelopment doesn’t start with a welldefined product with specificationsfor everything from capability topower requirements. In advancedtechnology development thecustomer may not evenknow how to usethe productwhen it ispresentedin pro-t o t y p ef o r m .T h a tpushes theneed for fieldlevel prototypes thatcan be deployed to the user in realscenarios to develop the concept ofoperations. Many of the proposals areunsolicited based on thetechnologist’s ideas for existingsystem enhancement and for leapfrognew capabilities.

The problem with many conceptsis that funding usually comes from“real” programs not conceptualprograms. Many research anddevelopment organizations dwell inthis conceptual area and expend vastsums of R&D funding to developprototypes to prove that technologyconcepts actually work. The gap isthat concept prototypes generallyaren’t hardened enough or in the formto be put into the field to develop theconcept of operation required foradoption of the innovation. ATTICfills the gap between the R&Dorganization and the user communityby collecting the emergingtechnologies, developing theconcepts for adoption and producingthe prototypes necessary to field testthe units. This involves more that just

technology. It also involves thebusiness analysis to address theprimary users, the development ofuser scenarios and the necessarycontract and funding lines.

ConclusionsATTIC is dependent upon a number

of processes for success. First, wemust keep in touch with the R&D

community to follow thee m e r g i n g

technologies asthey come

out of thegovernmentlaboratories,i n d u s t r ylaborato-

ries, andsmall company

developers.Second, we must be up

close and personal with our customersfrom blue water Navy to the SpecialForces and the Homeland Securitygroups. We must be able toconceptualize the use of technologiesas we find them. This requiresforesight and knowledge of theoperations of our customers.

Finally, we must be active infinding a home for technologies thatwe find. There is no guidebook forinserting technologies. There are,however, many nay sayers whocontinually say it can’t be done. InHamel and Prahalad’s book,“Competing for the Future”, theadvanced technology developers arecalled “wild ducks”. These wildducks are the out-of-the-box thinkersthat move the disruptive technologiesto the marketplace in spite of all theodds against them. Everyorganization needs these wild ducksto compete in the future. Thecompanies without these leading edgethinkers are generally calledbankrupt.

28 Fall 2004


Cdr. Cloyes R. “Red” Hoover joined the SSCCharleston team in June as the new Executive Officer(XO) of military personnel and the FORCEnet systemsengineer. Hailing from Naval Sea (NAVSEA) SystemsCommand in Washington, D.C., Cdr. Hoover brings awealth of combat systems and systems integrationexperience to SSC Charleston.

“I’ll be working quite a bit with the Object of Expense(OE) group on FORCEnet,” Cdr. Hoover explained. Inhis new role, Cdr. Hoover plans to help make theconnection between NAVSEA, the Naval Air SystemsCommand (NAVAIR), and the E-2 community in orderto strengthen the relationship between combat systemsand C4I.

Cdr. Hoover’s experience as the Fleet Support andAegis Integration Manager for Program Executive OfficerIntegrated Warfare Systems Command and ControlDirectorate (PEO IWS 6N) at NAVSEA, and his previouswork with the Navy capital fund at Puget Sound NavalShipyard offer a strong background in both engineering

New ExecutiveOfficer of military

personnel on board


Cdr. Cloyes R. “Red” Hoover is the new Executive Officer ofmilitary personnel at SSC Charleston.

to support the warfighter and business management. Nowhe says his challenge is learning the C4I part. “There aredefinitely a lot of really smart engineers and folks herethat I can learn from,” he said.

As Executive Officer of military personnel, he willwork with the active duty personnel staff, focusingespecially on training.

The active duty officers at SSC Charleston “come inas training Engineering Duty Officers that are here toqualify,” Cdr. Hoover explained. “My goal is to bolstertheir experiences to make sure they get the bestopportunity to get all of their qualifications done.”

“There are changes that are happening in the Navy inthe engineering arena,” he continued. “There are certainexperiences you need to make yourself promoteable sowe’re working on helping folks understand how todiversify.”

Cdr. Hoover is also focused on ensuring officers areinvolved in professional training. “Part of our mission asEngineering Officers in the Navy is to be the technicalliaison to our community. Staying current in technologyis really vital to what we are doing,” he stated.

The Chronicle

“There are changes that are happeningin the Navy in the engineering arena.There are certain experiences youneed to make yourself promotable sowe’re working on helping folksunderstand how to diversify.”

Cdr. “Red” HooverExecutive Officer for Military

Personnel

Fall 2004 29

By Jim Condon (J57)SPAWAR Europe

Mairi Marquart (J571) recentlyearned the honor of CertifiedInformation Systems SecurityProfessional (CISSP) from theInternational Information SystemsSecurity Certification Consortium,Inc. or (ISC)2 . (ISC)2 is the non-profitinternational leader dedicated totraining, qualifying and certifyinginformation security professionalsworldwide. CISSP certification was designedto recognize mastery of aninternational standard for information

Photo by Chris RynearsonMairi Marquart earned CISSPcertification.

Marquart named certified informationsystems security professional

security and understanding of aCommon Body of Knowledge(CBK). To earn CISSP certification,Marquart had to have four years ofdirect work experience in one or moreof the ten test domains of theinformation systems security CBK.She also had to subscribe to the (ISC)²code of ethics, and pass the CISSPexam and receive endorsement froma CISSP. Marquart is an InformationAssurance Manager in the SPAWAREurope office in Stuttgart, Germany.She is the principal advisor to theCommander, 6th Area Support Group

(ASG) on information assuranceissues and policy for theorganization. She also serves as theASG certification agent responsiblefor certifying all information systemsfor accreditation.

Watkins receivesNavy Superior Civilian Service Award


Recently retired SSCCharleston Business Man-ager Terry Watkins re-ceived the Navy SuperiorCivilian Service Award inOctober. The award, whichwas signed by Rear Adm.Ken Slaght, was presentedby SSC Charleston Com-mander Capt. John W.R.Pope III and Executive Di-rector James Ward.

The citation acknowl-edged Watkins accomplish-ments as Business ServicesManager crediting him foraccepting “the challenge ofdeveloping the human re-sources, financial, contract-ing, and logistics infrastruc-ture to support the stand-upof the new command, NISEEast, created as a result ofBRAC 93.”

Watkins was recognizedfor being instrumental inthe transition from theNCCOSC Navy WorkingCapital Fund financial sys-tem to the Department of

Defense’s interim migra-tory systems, DIFMS. Hewas also honored for hisability to integrate engi-neering and technical workwith business processes.


Capt. John W.R. Pope III and Executive Director James Ward present the Navy Superior CivilianService Award to Business Manager Terry Watkins (ret.).

“To me, this is an awardfor all the people in thebusiness area,” saidWatkins. “I’m just the oneit gets presented to.”

The Chronicle

The Chronicle


Julie Phillips (J0131) was awardedthe prestigious Secretary of the NavyCivilian Fellowship in FinancialManagement to pursue full-timegraduate level studies for one year.She was notified of her selection bythe Assistant Secretary of the Navy,Financial Management andComptroller on July 14.

Phillips receivesfinancial management fellowship

Phillips is an administrativespecialist who assists in the planning,training, and Command-wideimplementation of the Navy-widemandated time and attendancesystem, Standard Labor DataCollection and DistributionApplication. She also serves as theprimary financial advisor for theEmployee Services Association, andas financial systems analystproviding technical and applicationsupport to internal and externalcustomers.

Congratulations Julie!Photo by Harold Senn

Financial management fellowship recipi-ent Julie Phillips.

By Robert K. Schell (J772)

Cheryl Hawkins (J772) was thekeynote speaker at the BusinessOptimization Software Summit(BOSS) 2004 in Orlando, Fla.Hawkins spoke on the Bureau ofMedicine and Surgery’s (BUMED)Summarized Management AnalysisResource Management Tool(SMART) that she manages beforethe capacity crowd.

Hawkins’ discussion on businessperformance management included acase study of SMART using TM1, anextremely powerful online analyticalprocessing tool that enables multi-dimensional modeling.

TM1 serves as the database enginefor BUMED’s SMART tool.Conference sponsors Applix Inc.developed the initial version of TM1over twenty years ago. They continueto enhance the tool as newtechnological advances relating tobusiness performance management

Cheryl Hawkins keynote speaker at BOSSand business intelligence emerge. The SMART case studydemonstrated the performance ofTM1 as the Bureau of Medicine andSurgery successfully implements anenterprise-wide business perfor-mance management strategy. Cheryldiscussed the requirements that drovethe development of SMART and

provided some suggestions regardingselection of enabling technology tosupport corporate performancemanagement.

The keynote address concludedwith a summary of the tangiblebenefits of SMART in the BUMEDorganization. These include thedelivery of standard business goals,practices and measurements. Thesepractices and measurements providestandardized data that allow moreaccurate strategic planning andbusiness intelligence.

When asked what is the single mostimportant aspect of implementingcorporate performance managementin any organization, Hawkins said,“The culture is the greatest challengebut good executive leadership candrive the change, and once thebenefits become apparent throughoutthe enterprise, there is no turningback.”Photo courtesy of Robert Schell

BOSS 2004 speaker Cheryl Hawkins.

Prestigious opportunityleads to full-time studies

30 Fall 2004

The Chronicle


Angelous Angelous (left) of Angelous Economics visits with Capt.John W.R. Pope III and James Ward.


Brig. Gen. William D. Catto, USMC, Commanding General,Marine Corps Systems Command is greeted by Capt. Pope.


Defense Contract Audit Agency representatives Brad Steele(left), DCAA Director William H. Reed, Nina Kissinger and SylviaWofford visit with James Ward.


Vice Adm. Stanley Szemborski, Principal Deputy Director, Pro-gram Analysis Evaluation, Office of the Secretary of Defense isgreeted by Will Chiaiese (right) and James Ward.


SPAWAR Deputy Director Scott Randall discusses fit vs. viabil-ity and core vs. context with SSC Charleston team membersduring his July visit to the command.

Fall 2004 31

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