As these pages go to press, a trio of industry teams are
furiously working to define the requirements for the Battle Management Command
and Control (BMC2) component of the U.S. Air Force
E-10A Multi-sensor Command and Control Aircraft (MC2A)
program. As a key element in the Air Force's Command and Control Constellation,
the E-10A system will provide ground- and some airborne-moving target
indication, as well as key battle management command and control that will
fully connect an array of land-, platform- and space-based sensors that
will use common standards and communication protocols to
relay information automatically in machine-to-machine interfaces. Putting it in
simpler terms, program planners characterize the E-10A's capabilities and
contributions to future warfighting scenarios as "eye watering."
According to Colonel Joseph Smyth, E-10A program manager at the Air Force Electronic Systems
Center (ESC), Hanscom Air Force Base, MA, the program is built on a firm
architectural foundation.
"As we're embarking on our modern upgrades and new systems
in the command and control world, we're starting at an 'architecture-based'
level," Smyth explained. "And our touchstone is the Air Force Command and
Control Constellation Architecture - the C2C Architecture.
"I think E-10A is the first time that we've sat down between
warfighters and acquirers to look at 'what are the systems that are going to be
out there on the battlefield in the 2015 time frame and what functions should
they be doing?' So, we know that we'll have the next generation of Distributed
Common Ground Station; the evolution of our Air Ops Center; we'll have the E-10
out there; and we'll have legacy platforms out there like Rivet Joint, Joint
STARS and AWACS. It's important to note that we really are doing business
differently here with an architecture-based approach. And that pretty much is
fundamental to how we are putting together the requirements for the E-10 and to
make sure it's fully integrated with all the systems that we're developing here
at ESC and at other places in the Air Force," Smyth said.
Cautioning that "[E-10A] will not be the AOC in the sky,"
Smyth elaborated, "We will not do any of the ATO [Air Tasking Order] planning
onboard. We won't do any of the 'heavy lifting' associated with everything that
an Air Ops Center does. Our job in life is to enable the 'Kick Down the Door'
force to be able to monitor ATO executions and retarget rapidly based on the
information that we can fuse together onboard the aircraft."
Smyth drew on personal service experience that includes more
than 400 hours in Joint STARS when he added, "This is kind of the next
generation forward from the lessons that we learned on JSTARS and the
possibilities that real time surveillance and battle management can bring to
the fight."
As an example, Smyth cited the Multi-Platform Radar
Technology Insertion Program (MP-RTIP) radar that will be carried on the E-10A.
"It's a very large, very powerful, very capable radar that's
really going to bring us a quantum leap in our ability to track both air
targets as well as ground targets," he said. "You couple that with a state of
the art communications system onboard the aircraft, wrap that around a routing
network that can move data on and off to IP-enabled nodes, have the ability
onboard the aircraft to take both onboard data from the RTIP radar and any
other sensors that will eventually find their way onto the aircraft, as well as
offboard systems like space-based radar, Global Hawk, Joint STARS and anybody
else that can provide us a real time look at the battlespace. E-10A will bring
that information together right there at 'the tip of the spear' and make
possible those time-critical targeting decisions and striking within the single
digit minutes that General Jumper has challenged us to go do."
Smyth noted that the need for these "tip of the spear"
capabilities was reinforced by many of the lessons learned during Operation
Iraqi Freedom.
Emphasizing "the value in having flexible employment of the
systems we have to date," Smyth offered the example that "Global Hawk was used
very effectively in conjunction with JSTARS to be able to spot the Iraqi
division that was coming out of Baghdad. And I don't think that they had a plan
to work together like that in the past, but it was fortuitous, I think, that
they were able to bring both systems to bear to do rapid target identification
and defeat the enemy in what we thought was a blinding sandstorm.
"The other thing that I think JSTARS proved is that we
needed a lot of them," he continued. "My understanding is that JSTARS had to
cover three different orbits in the theater and they were tied to a pretty
fluid battlefield where they were asked to do things that, quite frankly, they
hadn't really done before. So again the flexibility and the need to have
presence on the non-linear battlefield really does demand flexibility of our
systems and the ability to rapidly integrate with the other systems on the
battlefield to get that persistent surveillance and reconnaissance coverage
that we'll need for future battlefields."
Multiple Contract Pathways
At the present time, the E-10A program is successfully
progressing along four separate contract pathways: the MP-RTIP radar; a 767-400
aircraft test bed contract; a Weapon Systems Integration (WSI) contract; and
the BMC2 contract.
Under a February 2003 modification to their existing
contract efforts on the MP-RTIP radar, the team of Northrop Grumman and
Raytheon focused on adapting their MP-RTIP airborne ground surveillance/cruise
missile defense radar design to meet E-10A requirements (it will also be used
on the Global Hawk).
The WSI contract was awarded to a three-company team of
Northrop Grumman, Raytheon and Boeing in May 2003. Northrop Grumman serves as
the prime contractor responsible for overall program management, system
engineering, mission system design, system integration and flight test, and
airframe modification. Raytheon's WSI responsibilities include radar and radome
installation, the system's self-protection system, and support to system
engineering, system integration, and cruise missile defense functionality
testing. Boeing has responsibility for major structural modification design and
kits, air vehicle analysis, performance assessments and airworthiness testing.
Under a third related contract awarded in mid-August, Boeing
will also provide the 767-400ER (extended range) E-10A aircraft test bed.
"We're going into a period of definitization of the actual
configuration of the aircraft and nail down the final price that we're going to
pay over the next six months. But that is underway and we are moving forward on
that," Smyth noted.
BMC2 Phase I
The most recent contract awards involved the Battle
Management Command and Control system.
"We went through a source selection and I awarded three firm
fixed-price contracts on the 12th of September to three very capable teams that
will be competing over the next six months for the follow-on phase," Smyth
said. "That final selection is looking pretty much like April now. Everything
will culminate in our systems requirements review in the January time frame,
when we'll get a look at their architectures and how well they're truly
integrated with the weapon system. We'll ask for updated proposals, we'll go
into source selection, and then we expect to make the decision in the April
time frame.
"That's all right on track and we're very excited about the
creative juices we've unlocked in industry," he added. "As we went into this
and had done our market surveys we realized that there really was quite a broad
base of expertise out there - particularly in the area of communications,
battlespace representation, the ability to do tracking, and battle management
command and control functions. And that [belief] has been vindicated with the
responses we got from industry. We've got three strong teams: Boeing, a
Lockheed Martin team, as well as a Northrop Grumman team."
The Boeing BMC2 team includes General Dynamics (sensor
exploitation, information management and information assurance); BAE Systems
Mission Solutions and Communications, Navigation and ISR Systems (combat
operations management and planning, imagery mapping, and support management of
network based communications); Northrop Grumman Electronic Systems (sensor
control functions, with a particular emphasis on the MP-RTIP radar); Alphatech
(tracking and fusion solutions and decision support tools along with target
acquisition and recognition capability); Booz Allen Hamilton (modeling and
simulation capability along with CAIV trade expertise) and CollaborX (support
for Air Force and Joint CONOPS).
"The BMC2 subsystem will play a critical role in truly
integrating battlespace joint operations and creating the required
infrastructure to support time critical targeting," said Ron Prosser, vice
president and general manager, Integrated Defense Advanced Systems-Phantom
Works (IDeAS), the Boeing organization responsible for executing the initial
phase of the program. Steve Behnen, the BMC2 program manager for Boeing, added
"We look forward to working closely with the Air Force to develop a
transformational capability that can be upgraded gracefully over time."
Lockheed Martin is leading another of the E-10A BMC2 Phase I
teams. In addition to Lockheed Martin responsibilities for systems
architecture, systems engineering and program management, team members (and
responsibilities) include: Raytheon (communications, ISR and UAV control
systems integration); SAIC (modeling and simulation); with additional "domain expertise"
drawn from L-3 Communications (network-centric collaborative targeting systems
engineering); Alphatech (radar exploitation support, and time critical
targeting systems engineering); and Concurrent Technologies Corporation
(visualization support).
"This is a very big, complex job," explained Mike Schoultz,
Lockheed Martin vice president for the E-10A BMC2. "You can't really build a
weapon system like the E-10A Battle Management Command and Control system
without thinking about the constellation. It's not your standard development
process because, if you look out a decade and say 'This is what I want you to
build, go build it,' number one, we can't do that very well. We can't define
what it is we're trying to accomplish at the end state. And number two, even if
we could, by the time we got there things would have changed so much that it
would already be outdated. So the development concept has really got to focus
on building an architecture-centric design process that enables change to
happen a lot more quickly and to accommodate things and to learn - both from a
tactics process and procedure point of view as well as from a
technology-insertion point of view - and make those changes a lot more easy so
that development can continually evolve with tactics, process and procedures."
"We really think that the architecture-centric design
process is critical," he added. "And I think that one of the aspects of this
acquisition is really geared toward working a six month [BMC2] design phase
that enables the customer - ultimately the United States Air Force but also the
weapon system integrator - to examine in much more detail than just looking at a
proposal to be able to make a selection of the best team. We really support the
acquisition process. We think it's geared toward new ways of doing business and
examining the process behind the new ways, focusing on an architecture-centric
design process, as well as a spiral development process that enables change to
take place, not only from a technology point of view but in bringing operators
in - from a CONOPS-driven solution point of view that allows tactics, processes
and procedures to change in context on technology change - and vice versa.
"So those two things are very, very key to us. And the third
part that's important to us, that really supports the way this acquisition is
being run, is that there's an awful lot of focus now on the battle management
side. Battle management really means talking about command and control combined
with ISR in ways that haven't been done before and in the constellation
fashion - that you've really got to be able to optimize deployment of sensors to
really do more real time things with command and control and ISR.
"So this E-10A platform is going to have a sensor [MP-RTIP]
on it that's really going to be state of the art. And it will tie to other
sensors in ways through this network centric connection that are really going
to be a leap forward in the ways things are done - to be able to optimize
employment of sensors and combining that information in ways, in near real
time, to get an improved operational picture that's just going to enable a huge
leap in terms of capabilities."
In terms of what their team "brings to the table," Justin
Monger, deputy program manager for the Lockheed Martin team claimed "an
unprecedented amount of ISR and command and control domain expertise,
particularly in the U.S. Air Force arena. If you look at the portfolio that,
between the major players on this team, we cover every element of the 'kill
chain' and we cover and we touch just about every single node and sensor in the
entire constellation. As a result of that, we can jump in and be productive
very, very quickly."
As with Smyth, both Schoultz and Monger quickly pointed to
synergies between E-10A architecture and lessons learned during Operation Iraqi
Freedom.
"Two things that came out loud and clear from Operation
Iraqi Freedom were Blue Force tracking and joint service operations," Monger
said. "Blue Force tracking to prevent fratricide - as everybody knows that's just
a horror story of war. The emphasis on Blue Force tracking was always there but
it's gone up a notch. And then it's also clear that there will be no more a
single service battle spot. All these battles are fought jointly. So, if you
can't operate in the joint arena, you're not a player. And all the major
players on this team have the coalition - be it either NATO or within the
U.S. - joint command and joint command and control and battle management
experience within that coalition arena."
Referring to the ongoing Phase I process, Schoultz
concluded, "This is all about refining the solution that we've given them on
paper and working interactively with the Air Force and the WSI over six months
to put a joint solution together. Because it's really got to be joint. And when
we do a Systems Requirements Review we're going to update our design and we're
going to present jointly to the United States Air Force a combined WSI/each
competitor solution. The WSI is integral in this six month process that
ultimately will be three SRRs and the Air Force, working in conjunction through
advisors, the WSI, allow them to select the best solution and the best team."
The final BMC2 industry Phase I team is led by Northrop
Grumman's Integrated Systems sector. In addition to Integrated Systems (overall
program manager for the team, also providing systems engineering, modeling and
simulation, ground-moving target indicator (GMTI) exploitation, precision aimpoint
generation and mission applications), team members include Northrop Grumman
Electronic Systems (data fusion and exploitation); Information Technology
(airborne battle management, mission planning and computing infrastructure
expertise); Mission Systems (communications and network engineering); and Space
Technology (to help ensure that the team's BMC2 solution leverages the
capabilities and advantages of space-based assets); as well as Harris Corp.
Government Communications Systems Division (communications and imagery
exploitation); General Dynamics Corp. Advanced Information Systems - formerly
Veridian (security engineering, modeling and simulation and human factors
engineering); Cisco Systems (mobile networking information processing
solutions, commercial off-the-shelf hardware and expert in international
computing standards); Oracle Corp. (database technology and expertise in
managing critical information in a system-of-systems environment); Zel
Technologies (experience in military C2, battle management and intelligence
operations); Alphatech (software and algorithm development expertise in the key
areas of weapons/target pairing, GMTI tracking/exploitation and
multi-intelligence fusion); L-3 Communications West (multi platform common data
link solutions); and L-3 Comcept (network-centric collaborative targeting).
"Northrop Grumman is committed to providing a BMC2 solution
that integrates the most relevant domain knowledge and enabling technologies
drawn from across our corporation and companies in the defense and commercial
information technology industries," said Scott J. Seymour, Northrop Grumman
corporate vice president and Integrated Systems sector president. "The members
of this team have a proven track record of developing and delivering capabilities
that span the spectrum of the military battle space and the commercial economy.
To ensure that we capture this experience in the design of our BMC2 network,
we've invested in a nationwide virtual battlefield environment that includes
actual, realistic simulations of platform sensors, communications and battle
management applications, plus a fully functional mockup of the E-10A's BMC2
subsystem. We're using this environment today to frame the network-centric
concepts and systems that commanders on the E-10A will employ tomorrow."
Looking Toward the Future
Acknowledging that "any program has surprises," Smyth noted,
"As we went through awarding the test bed contract, we spent a lot of time
making sure that the terms and conditions were just right for what we needed to
do for the test bed. So I guess I was a little surprised at how much effort it
took to get that nailed down. But we think we've got some good terms and
conditions to make sure that the test bed comes in the right configuration that
we need and that it's ready to be modified by the weapons system integrator.
From an acquisition perspective, I'm also pleasantly surprised that we were
able to move out quickly once we got the approval from Office of Secretary of
Defense to move forward with our acquisition strategy. As you may know, it was
late in April that we got approval from Mr. Aldridge - at the time - to move
forward with all four lanes of our acquisition. My team really stepped up to
the challenge to get these contractual actions completed and on the books so
that we can move out smartly. I'm pleasantly surprised that we were able to
move forward quickly with that and that the team has risen to the challenges
there."
Among near term program challenges, Smyth identifies the
need to step through the upcoming BMC2 down-selection with "the goal to make
this the toughest source selection that we've done so far in the Air Force - to
help the teams be all they can be and in the end, choose the best blend of
technical solution, past performance, and best value to the government. I think
that's going to be our near term challenge. To conduct that and choose between
three very strong candidates and move forward quickly."
Following next April's BMC2 down-selection, the program will
face its Milestone B decision in late July.
"We have to make sure that we've got a good solid technical
baseline to move forward with the follow on phase of the program. Our program
office up until then will be concentrated on conducting our System Requirements
Review in January, doing the down-select, and then preparing all the documents
and all the information we need to get the go-ahead for our Milestone B," Smyth
said.
In addition to programmatic challenges, upcoming E-10A
technical hurdles will include the integration of a very large powered radar
onboard an existing 767-400 aircraft and power budget tradeoffs between the
radar and BMC2.
"The challenges there that I've given to the team are to
ensure that we've got the strong system engineering processes in place up front
and get a strong set of technical performance metrics this early on in the
program to make sure that we keep our eye on all the technical aspects of the
program," Smyth said.
"I've also issued the team a design to cost bogie such that
they can inculcate that into their design activities as well," he added. "My
aim is to bring an affordable program at our production milestone and the only
way to do that is to have an early up front emphasis on cost from the start of
the design period.
"I'm very excited about what we're getting ready to do
here," he observed. "We've got a world class team assembled. I've been able to
hand pick inside the government for folks that have been there and done that.
I've got folks on my team who are experienced with the 767 Japanese AWACS - the
conversion we did there - so they know about 767 airframes. I've also got a great
partnership with the Aeronautical Systems Center at Wright-Patterson. They're
helping me out with the various air-worthiness aspects. And we partnered early
with the FAA to make sure that we keep the airframe certified per FAA
directives. We think that's going to pay major dividends downstream for the
operations and maintenance costs for the aircraft. We're moving forward. We're
on track, on schedule, on budget for the MP-RTIP radar. We finished our initial
design review and we're right on track for our final design review for MP-RTIP.
It will be happening next year.
"I think everything is in place to move forward successfully
with this program and I think the capabilities that we'll bring to the
warfighter are really going to be 'eye watering,'" Smyth concluded. "When you
couple the next generation of high-powered radar with the modern communications
systems, an emphasis on open systems architecture, and the new battle management
tools that we're going to bring onboard, I think it really is going to be a
revolutionary capability that we will bring to the table. And I think it is
absolutely needed to face the future's threats. I think that flexibility is not
only the key to air power, it is also the key in designing the next major
weapon system. You have to build that flexibility in there for missions that
you haven't even dreamed of as you're sitting at the birth of a program."