MS&T Magazine - Issue 5/2011

www.halldale.com The International Defence Training Journal

Transformation

Recruiting in an Evolving Age Training Technology

Training the Way We Operate Leadership

Auftragstaktik – Is It Relevant?

Interview

MGen Frederick S. Rudesheim

ISSN 1471-1052

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US $14/£8

Issue 5/2011

MOdeLIng & SIMuLAtIOn | SySteMS engIneerIng & IntegrAtIOn | ACquISItIOn & PrOgrAM MAnAgeMent | teCHnOLOgy

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Editorial Comment

Managing Editor

"... sometimes our expectations for true change are met, sometimes we are underwhelmed and the technology just fades back into the toolbox ..."

On the cover: The Dismounted Soldier Traning System incorporates the CryENGINE gaming engine.

Image credit: RealTime Immersive, Inc.

an environment is clearly a leadership challenge that requires a skilful pilot.

Both change management and change leadership are important and both have a place. The question is when should one shift from change management to change leadership? Change management is fine when the change affects a relatively small group of people, the stakes are low and the change stays in the ‘silo’, so to speak; however, when the technology starts to affect the whole system – large groups of people, crossing organisational silos, and with high stakes – then change leadership becomes paramount. Take mobile technologies for example.

Mobile technologies are pervasive. Not only are we are seeing the technologies enabling a move towards the integration of training and work but even more importantly, we are seeing mobile technologies enabling integrated workplaces and rewriting analogue business processes. Think of it as a continuum anchored in event based and managed M-learning lessons, extending out to M-work, an integrated work environment that fundamentally changes the way the work gets done and who does it. M-work demolishes silos. M-work affects doctrine, structure, policy, and training.

M-learning with its focus on the individual derives its ROI from training resources and students, stakes are relatively low; on the other hand, M-work focusses on the organisation and ROI is derived from organisational performance. M-work affects the whole system and everyone in that system. It is more than the introduction of a technology; it is a change in culture (the way we do things around here). Risks are high, but then, so are the rewards.

Change management and change leadership, likewise, anchor the ends of a continuum. Leaders should not underestimate where they are on that continuum nor underestimate the stakes involved in their initiatives. The good news is that with strong change leadership, change management will take care of itself.

03

Jeff Loube, CPT Managing Editor, MS&T Magazine jeff@halldale.com

MS&T MAGAZINE

Jeff Loube

Change is ubiquitous, and no more so than in the evolution of training technology in all its various shapes and forms. We are driven by technological change and by the expectations about learning and work that exposure to technology in civilian applications brings to the military. Each new technology arrives on a wave of great expectations; sometimes our expectations for true change are met, sometimes we are underwhelmed and the technology just fades back into the toolbox – I remember when every military schoolhouse just had to have a video studio.

Most every time we embrace a new technology, and bring it into general use in our organisations, the project features a change management plan. Management consultants analyse the target groups and put a plan together to guide the user community through the five developmental stages of acceptance: awareness, curiosity, visualisation, tryout and use. Some roll outs are more successful than others; some just create a lot of dissatisfaction; and in some, even the worth of “change management” is questioned. I’m sure most of our readers have experienced the pleasure, and the pain, of change management. Clearly, change management is often not sufficient.

John Kotter, writing in Forbes, discusses the concept of “change leadership” emphasising that it is not a synonym for “change management”. Change management is about controlling change and the tools used to do so. The goal is to minimize the distractions and impacts of the change. In other words to make sure it doesn’t get out of control and to ensure problems such as “rebellion among the ranks, bleeding of cash … doesn’t happen”. It is done by project managers whose task is to push the project forward and not go over budget. Sponsors watch over it to ensure the proper processes are followed.

On the other hand, Kotter explains, change leadership is fundamentally different – “it’s an engine.” He says it is more about urgency, wanting to make things happen, visions, and empowerment. Today, he says, we have to make bigger leaps, windows of opportunity open and close faster than ever and the rewards are bigger than ever; at the same time, there are bigger risks than ever. Navigating in such

ISSUE 5.2011

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03 Editorial Comment Making Change. Managing Editor Jeff Loube reflects on change management and change leadership.

06 Transformation Recruiting in an Evolving Age. US recruiters are adapting to the realities of social networks and technologies. Group Editor Marty Kauchak describes current initiatives.

10 Training Technology Training the Way We Operate. Exploiting new technologies is critical to providing effective training environments. Chuck Weirauch reports.

14 Training Technology UK Army Synthetic Environments. Synthetic environments are a necessary part of training in the UK Army. MS&T’s Dim Jones writes about two user cases – battlegroup and joint fires training.

18 Leadership Auftragstaktik. Born in the 19th century, the principles embodied in Auftragstaktik continue to be relevant. Marco Sigg writes.

22 Interview MGen Frederick S. Rudesheim.

He is leading the transformation of DoD’s

joint training portfolio. Group Editor

Marty Kauchak spoke with the General.

30 Procurement

A Competitive World. As budgets shrink,

it is critical that vendors have a well executed bidding strategy. Linda Wolstencroft proposes such a strategy.

26 National Focus

Cultivating Language and Culture Capabilities. MS&T’s Chuck Weirauch

interviews Nancy Weaver, Director of the

Defense Language Office.

34 NEWS

Seen & Heard. A round up of

developments in simulation and training.

Compiled and edited by Fiona Greenyer.

43 Simulation & Training Company Listing The world's simulation and training companies and their website addresses.

ISSUE 5.2011

Editorial

Editor in Chief Chris Lehman e. chris@halldale.com Managing Editor Jeff Loube

e. jeff@halldale.com

Group Editor Marty Kauchak

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Europe Editor Walter F. Ullrich e. walter@halldale.com

Procurement Chuck Weirauch e. chuck@halldale.com US News Editor Lori Ponoroff e. lori@halldale.com RoW News Editor Fiona Greenyer e. fiona@halldale.com

05 MS&T MAGAZINE

MS&T Magazine Military Simulation & Training Magazine

Transformation

Expanding the Toolkit The U.S. military’s recruiting commands are dramatically increasing their use of social network sites to educate and inform men and women about opportunities to serve their nation.

Group editor Marty Kauchak reviews the scene.

S

ocial networking sites have become an underpinning of the U.S. DoD’s recruiting force’s ability to fill their service’s ranks. The strategy of using social networking as a recruiting tool is allowing recruiters to dramatically expand their dialogue with prospective recruits through an ever increasing variety of social media.

ISSUE 5.2011

Top-to-Bottom Use of Social Networks

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The strategy is a natural progression in the military’s use of technology.Recruiters need to communicate in the same medium in which its market communicates, and social media is the preferred communication method for many future airmen, marines, sailors and soldiers. By most industry estimates, more than 95 percent of 18 to 24 year olds socialize online, creating, reading or participating in social content at least monthly. Mass Communications Specialist Petty Officer Second Class Michael B. Lavender,

spokesperson for the Commander, Navy Recruiting Command, corroborated this development, noting that from July 2010 to July 2011, the command’s sponsored sites showed dramatic increases.

“Fans on our Facebook sites increased 170 percent for a total of 162,263 fans.

YouTube subscribers increased 77 percent for a total of 15,397 and we saw 407 percent increase in Twitter followers to 1,369.”

Of particular note, recruiting commands’ evolving best practices integrate social networks throughout the entire command structure.

High level, service-wide perspectives are delivered from social networking sites including the Army’s armystrongstories.com; facebook.com/ goarmy; myspace.com/army; twitter. com/goarmy; twitter.com/armyracing; youtube.com/goarmyvideos; youtube. com/armystrongstories; and flickr.com/ goarmyphotos/.

John Myers, Director of Market-

Above The use of social networking sites is expanding the US DoD's dialogue with prospective recruits.

Image credit: US Navy/Gary Nichols.

ing, U.S. Army Accessions Command, explained the capabilities of some of the sites.

The GoArmy Facebook page and @ GoArmy Twitter feed deliver recruiting related news, career opportunities and story sharing. On Facebook, customized tabs feature in-depth career information, videos, blog posts, polls and quizzes. On YouTube, Army shares customized video features, event footage and commercial ad spots.

“Army Strong Stories is a blog that allows soldiers and Army civilian employees to realistically talk about military life, service and benefits.

Potential recruits can use the stories there to make more informed decisions

Each Air Force recruiter (right) is expected to have a Facebook page for potential applicants to read about real experiences in the Air Force.

Image credit: USAF/Ty Lopez.

in Facebook, as well as exploring other 7” X 4.8” social media opportunities. The service’s online advisors, or chatters, are currently having conversations with poten-

tial applicants in social networking sites such as Facebook and Linked in.

Beyond the service-level sites, the recruiting community’s stations and individuals recruiters are also exponentially expanding their use of social media.

Myers pointed out that in addition to his service’s social media presence on the above sites, local recruiting stations create and maintain their own Facebook pages. “They use these to communicate

ISSUE 5.2011

Above

07 MS&T MAGAZINE

when considering military service,” Myers said.

Goarmy.com uses social sharing tools, embedded blog posts and innovative engagement experiences to further demonstrate Army service to potential recruits. “The ‘At the Ready’ tab on the site is an interactive, immersive experience that puts prospects directly in the boots of various Army soldiers, where they can see just one small aspect of what these soldiers do in a day. Using Facebook Connect to customize the names and photos throughout the first-person experience, the program features real Army soldiers who describe key jobs and teach lessons about the skills required to serve,” Myers added.

For its part, the Navy has sponsored pages on YouTube, MySpace and Flickr, two on Twitter (Navy Jobs and Navy News), and 15 on Facebook.

Pages in this last group are: US Navy Life, Chaplain, Civil Engineer, Health Care, JAG, Nuclear, Women Redefined, Cryptology and Technology, EOD, Air Rescue, Diver, Navy Athletes, NROTC, Navy Reserve and Navy Latinos.

The Air Force is currently engaged

Transformation

with their recruits before they go to basic training, to promote community activities the recruiters participate in and to keep in touch with potential recruits and the adults that influence those potential recruits.”

As this issue was being published, each Air Force recruiter was expected to have his or her own Facebook page and potential applicants will also be able to access the Airmen stories Facebook page – a page dedicated to seeing, hearing and reading about real airmen and their experiences in the Air Force, Christa D'Andrea, Chief of Public Affairs at Air Force Recruiting Service (AFRS), said.

Even with the significant, increased use of social media, there remains a fine line between using these sites to educate and inform prospective recruits, and actually completing the recruiting process. The Navy’s Lavender said to keep in mind that the Navy does not actively recruit through the social media sites. “Rather, the recruiter will provide information and those interested can either contact the recruiter for an appointment, visit navy.com or navyreserve.com or even begin their application online through one of our websites.”

ISSUE 5.2011

Technology Mix

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The services use a blend of other technologies and apps to bolster their social media offerings.

In addition to being available online, Army Strong Stories can also be accessed via an iPhone app and mobile website, which offer visitors on-the-go access to new ArmyStrongStories.com content and enables them to ask questions, leave comments, and post new stories, photos and videos. The mobile website can be accessed at m.armystrongstories. com from any smartphone and you can download the iPhone app by searching for Army Strong Stories in iTunes or the Apple App Store.

In another initiative, the Air Force Recruiting Service’s new Smartphone application is intended to inspire young men and women interested in aviation.

The “Make it Fly” application is the first of many intended to align the Air Force with the science, technology, engineering and math disciplines.

D'Andrea explained that in the “Make it Fly” app, users will be able

Left From basic training to deployment, ArmyStrongStories.com reveals what life is like in the Army.

Image credit: US Army.

to design their own aircraft and fly it through nine different levels (or missions). “The desired outcome is that the features and strategy of the new application will appeal to those who want to challenge themselves and test their knowledge.” This free application was expected to be available for download as this issue was being published.

AFRS is also in the early development stages of the virtual recruiter initiative for AIRFORCE.com.

The virtual recruiter would be an avatar, modeled after an active duty airman, who can talk about the Air Force’s core values and capabilities, providing a more informative and interactive experience for potential applicants browsing the website.

Risks, Challenges and Opportunities As with any military technology application, there are inherent and unintended risks for users.

The Army’s Myers observed the main challenge and risk in using social media for recruiting efforts is being transparent about life in his service

while not compromising security. “The Army’s Facebook, Twitter and YouTube channels all list community and content guidelines, including protocol for what happens when these policies are broken.”

As a result, soldier bloggers on Army Strong Stories must register their blog with their commanding officer and receive guidance from their unit security manager on what can and cannot be shared on the blog. “Just like most websites, any submissions not suitable for public viewing or that do not comply with content guidelines will be removed,” Myers said.

And in the digital age of 24/7 connectivity, expectations must be managed on the part of the media users. The Air Force’s D’Andrea noted with social media, those who engage in it expect instantaneous feedback. “You also run the risk, as with every venture, with negative feedback being received. However, Air Force Recruiting Service has a sound social media strategy in place and we firmly believe that engaging in this environment is absolutely essential to staying in tune with our target audiences.”

Aside from the risks and challenges of using social media, the recruiting commands experience rewards from their engagement with prospective recruits in this medium.

Social media allows recruiters to establish genuine relationships with others and often makes them sought out as community resources. “It also allows them to tell their story and share information without making a ‘sales pitch’ for the Navy. The networking aspect is also attractive to recruiters as a happy applicant will share his or her story on Facebook and the recruiter’s network will grow,” Lavender said, and added, “Using social media, the recruiter can establish a comfortable space for information gathering and offer answers to frequently asked questions from those interested in joining the Navy. Also, it raises recruiter awareness of local activities and interests of people within a particular community.” ms&t

Training Technology

Fidelity and Flexibility They are essential for training “the way we operate”. Chuck Weirauch describes two new important training solutions that meet these requirements.

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hen Army Major General Robert Brown told attendees of the 2011 Training Simulation Industry Symposium (TSIS) that US soldiers are not training the way the service operates, he caused a bit of a stir. That is because, in today's complex Operational Environment, "training the way we operate'' is the new Department of Defense mandate and mantra; "training the way we fight" is becoming passé.

To help meet the "training the way we operate" challenge, Brown's command, the Army Maneuver Center of Excellence at Fort Benning, GA sponsored the 21st Century Maneuver Training Conference this September.

Two of the training solutions that were demonstrated at the Center's conference are specifically designed to provide the kind of high fidelity and flexibility that is essential for the kind of full-spectrum Operational Environment training needed, but not techno-

logically feasible until now. Advances in gaming technology incorporated into the Dismounted Soldier System and the Enhanced Dynamic Geosocial Environment (EDGE) have now made such highly accurate and realistic representations of the operating environment possible and capable of being incorporated into LVC training.

Dismounted Soldier Key to the operating environment realism of the Dismounted Soldier Training System is the incorporation of the high-fidelity CryENGINE gaming engine developed by German video game company Crytek. According to John Foster, Assistant Project Manager of the Close Combat Tactical Trainer (CCTT) program for the US Army's Program Executive Officer for Simulation, Training and Instrumentation (PEO STRI), the graphic representations of the operating environment provided by this technology are now good enough to allow the Dismounted

Above The Dismounted Soldier Traning System incorporates the CryENGINE gaming engine.

Image credit: RealTime Immersive, Inc.

Soldier Training System to move forward as a program of record. Although there has always been a requirement for such a training system, the lack of the technology to provide the required high-fidelity simulations and a lack of funding support for the program has held it up until now.

In March, systems integrator Intelligent Systems was awarded a $57 million PEO STRI contract to provide the Dismounted Soldier Training System.

According to Floyd West, the company's Director of Strategic Operations, the CryENGINE "stood out among its peers."

For example, IED defeat training is highly based on visual cues, such as the changes of colors in concrete and that of disturbed soil. The Crytek gaming engine

Above The Dismounted Soldier Training System.

Image credit: Intelligent Decisions, Inc.

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ISSUE 5.2011

tical Trainer (AVCATT) and others for training with other combat units. The Dismounted Soldier Training System will also be tied into the Army's Live, Virtual and Constructive Integrating Architecture (LVC-IA), Foster said.

The one-year Dismounted Soldier Training System contract with four option years is for a total of 104 suites to be delivered to 50 locations. After the September Fort Benning demonstration, followed by a full-up one at I/ITSEC 2011 this year, the first two suites will be delivered to Fort Benning in January 2012, West said.

"The Dismounted Soldier Training System will focus on all of the tasks unit members will do, from IED training to that for cultural and language training, as well as for learning enhanced decisionmaking that was formerly made at the officer level," Foster said. "We are trying to build a system that is flexible for today and tomorrow, where we bring training to the soldier, which is a shift from that in the past. Although we have selected one of the best gaming engines on the market today, we plan to leverage the technology as it advances. As the computer technology continues to miniaturize, we will take advantage of that to reduce the weight of the soldier's backpack, for example."

According to West, Dismounted Soldier Training System partners include L-3 Link Simulation & Training for the supportability aspects of the program; AVT Simulation for training scenario development; Advanced Simulation Research for the man-wearable equipment support and RealTime Immersive, Crytek's Orlando studio.

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was the only one capable of such photorealistic image fidelity, he said.

Both Foster and West pointed out the new technology now makes it possible for the first high-fidelity immersive training simulator training for soldiers on the ground who are not crew members of vehicles or aircraft. While the Dismounted Soldier Training System can be employed for all scenarios an infantryman might encounter, initial funding for the trainer came from the US Joint IED Defeat Organization (JIEDDO) for IED training. The primary use for the system will be Home Station training, Foster added, although the trainer can be deployed as well.

The Dismounted Soldier Training System consists of 10x10-foot modular units, one for each member of a ninemember squad. Each soldier wears a helmet-mounted display (HMD) through which they view the simulated operational environment, themselves and fellow squad members as avatars, along with other projected virtual entities in the environment. There also are a number of interface options, including sensors mounted on a simulated weapon.

Each squad member also wears body sensors that transmit motion data to the wearer's avatar and a self-contained backpack computer that wirelessly projects the wearer's data onto the visual 360-degree display seen by each squad member through their HMDs. The units also feature surround sound and afteraction debriefing capabilities.

According to Foster, the initial Dismounted Soldier Training System will be a standalone unit. However, after it is fielded, work will be conducted so that it will become a part of the Army's LVC environment. This will be accomplished by linking it with such existing trainers as the Close Combat Tactical Trainer (CCTT), Aviation Combined Arms Tac-

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"We're pulling in the best technology; that is a must for the Army." West said. "This kind of training just has not been there for the dismounted soldier, even though the tankers and the aviators have it. This capability is a huge step forward for the Army."

EDGE Advantage As with the Dismounted Soldier Training System, the EDGE is also designed as a means to accurately replicate the operational environment. However, rather than a training system, the EDGE is a virtual environment in which to conduct training.

According to Matt Kaufman, Chief of Technology and Integration at the Army's Training and Doctrine Command (TRADOC), this prototype is the result of merging the latest advances in massively multiplayer online gaming (MMOG) technologies with those of virtual worlds.

But rather than create different models to populate the environment, EDGE will employ the Army Material Systems Analysis Activity (AMSAA) approved standard models like those of the Army's One Semi-Automated Forces (OneSAF) simulation.

The problem with fixed, traditional Army training is that certain training assets and capabilities are in very discrete locations from another, Kaufman explained. If a certain trainer is in one location and not another, soldiers have to be transported to that location or not get that type of training all. The EDGE can help solve that problem by providing the environment in which soldiers can be linked to those training assets regardless of where they are located, Kaufman elaborated.

"So the issue is - how can the Army provide training support via a large environment with soldiers having access to it wherever they need to be?" Kaufman continued. "This is where virtual worlds and virtual environments can provide a tremendous advantage as opposed to the traditional training approach."

In addition, the EDGE is also designed to solve the major problem of providing a standardized training environment anywhere and anytime for forces distributed around the globe, a long sought-after goal. It also will allow the sharing of training resources online.

For example, in the Maneuver Center of Excellence live online EDGE demonstra-

Above EDGE is a virtual environment in which to conduct training Image credit: US Army.

tion, an Afghani interpreter was able to provide his expertise for training exercises held at three different locations at the same time.

"If we can bring that (OneSAF) level of accuracy and fidelity to an MMOG and then leverage the MMOG's ability to host large numbers of people in distributed locations, this is a very powerful combination that we want to leverage," Kaufman said. "Our goal from a G2 perspective is an accurate description of the operational environment, and we have to have a standardized environment to make sure that everyone is on the same page. This is a different way of supporting the training requirements of the Army."

TRADOC is working on the development of the EDGE prototype in partnership with the Army's Simulation and Training Technology Center (STTC) in Orlando. According to STTC EDGE codevelopers Tammi Griffith and Doug Maxwell, the incorporation of OneSAF into EDGE provides for more current visuals, which helps provide a more immersive and believable representation of the operational environment. Its open architecture also reduces development times and allows for the addition of the 3D capability for maps, for example. The architecture also allows for interoperability with other training systems, including those of other services. They are currently working to link EDGE with an Air Force training system.

"With EDGE, a commander will be able to do everything he does in his job for training, and can link in with anyone in the world anytime," Griffith said.

The EDGE has been proven to work in demonstrations, both at I/ITSEC 2010 and GameTech 2011. In the GameTech demo, the EDGE replicated a geo-specific environment of 24 square kilometers that included an entire Afghani village, along with more than a thousand entities. This expansive environment is thousands of times larger than one could build in Second Life or the MMOG World of Warcraft, with many times the number of entities possible than in those examples, stated Maxwell, who is also the STTC's Science and Technology Manager for Virtual World and Game-based Training Architectures. While previous MMOGs were incapable of supporting so large an environment and including such a large number of entities, the incorporation of cloud computing technology and multiple servers into EDGE eliminates such limitations for that prototype while maintaining security, he explained.

In these uncertain budgetary times, the future of any service prototype simply is not predictable, as is the case with EDGE. However, for EDGE, military funding constraints could actually prove to be a benefit. Its Army top brass proponents, who include Brown, are supportive not only because of the training cost-saving benefits of the technology but its flexibility and interoperability as well. One of the advocates of a single DoD virtual training environment is Frank DiGiovanni, Director of the Training, Readiness and Strategy Office of the Under Secretary of Defense for Personnel and Readiness.

But the biggest advantage of EDGE is that it is a government-owned prototype that provides cost-savings and efficiencies not currently available in the commercial market, Kaufman said. Because of this ownership, the Army would not have to pay for off-the-shelf software or licenses, he pointed out.

"We want to empower the government as an owner of the code, the content and the control of the EDGE and its networked hardware to be able to be as flexible as possible with this system, "Maxwell said. 'We chose to use open standards, open sources and governmentowned computer code so that we can keep it going as long as possible." ms&t

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Training Technology

Exploiting Synthetic Environments Like most armies, the UK Army depends on synthetic environments to prepare for operations.

MS&T’s Dim Jones reports from the Salisbury Plain.

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ver the past 25 years, the focus of UK Army operations has evolved from a clearly-defined Cold War posture through 2 Gulf Wars, peacekeeping in the Balkans and elsewhere, to counter-insurgency in Iraq and Afghanistan. The consecutive or concurrent requirements of these operations, in a climate of increasing pressure on manpower, has resulted in the development of a 30-month cycle of events leading up to, including, and following the 6-month deployment to theatre. This cycle comprises Hybrid Foundation Training, Mission-Specific Training, Immediate Preparation, Operations and Recovery.

HFT is not theatre-specific and is generally tailored to battlegroup level; MST, as the name implies, is theatreand task-specific. The training in each phase is varied and, of course, includes live training. However, a battlegroup FTX requires months of planning, hundreds of support personnel, and large tracts of real estate; it also incurs significant environmental impact and high

cost. Synthetic training is a necessity, but it has to be realistic and a coherent part of the overall package. A key element of both HFT and MST is the Combined Arms Tactical Trainer (CATT).

CATT is a synthetic training facility developed, staffed and run jointly by the MoD, Lockheed Martin and BAE Systems. There are 2 sites, one at Sennelager in Germany, and the other at Warminster, on the western edge of the Salisbury Plain Training Area. CATT was originally designed as a battlefield high-intensity manoeuvre warfare trainer, but the changing face of the operational requirement since its inception has required a broadening and adaptation of its capabilities.

CATT Simulators The facility links 140 manned simulators and up to 450 participants, to provide a virtual battlefield in which all elements of the battlegroup can practise their individual and collective skills; indeed, there are scenarios which cannot be reproduced in live training. Current capacity

Above Task Force HQ. Image credit: CATT.

is: one battlegroup; or 4 sub-units; or one Brigade HQ. Seventy simulators are vehicle-specific – 29 Challenger 2 MBT, 29 Warrior AFV, 8 Scimitar CVR(T) (Recce), and 4 Warrior Observation Post Vehicle.

They provide high physical and functional fidelity, and a highly immersive environment for their crews. The remaining 70 are Generic Vehicle Simulators (GVS), desktop devices which replicate a wide variety of surface and air vehicle types, from engineer and air defence, through recce and wheeled, to attack helicopters and fast-jet air support. They can be operated, or flown, either by personnel under training, or by ‘guest acts’ imported to provide a service. Lastly, there are computer-generated forces, representing friendly, enemy, civilian and other participants.

There are 4 databases. The first replicates a 10,000 km2 area of southern UK, dwarfing the 650 km2 of Salisbury Plain,

persuade farmers to irrigate their land and tend crops in the cool of the night, difficult to distinguish from an insurgent with a more nefarious intent. The telltale signs of activity related to IEDs – disturbed surface, command wires etc – can also be accurately portrayed, as can potential suicide bombers.

ExCON in the CATT is provided by the resident team, both military and civilian. The scenario drives the level of participation; at the low end (CT1), subunits can involve all personnel. At the high end (CT5), the aim is to train the Task Force HQ, a heavily augmented Brigade HQ. For this purpose, TFHQ at

Lashkar Gah is replicated (except that the CATT facility is bigger!). HiCON is provided by an element of a Divisional HQ, and LoCON by various elements of the Brigade. Co-ordination between elements of Joint Fires – the Joint Fires Cells, Fire Support Teams and Tactical Air Control Parties – can be practised in a less specific environment than at the Air Battlespace Training Centre (see MS&T 4-2010) but in a wider context. CATT has some potential for mission rehearsal of ‘set-piece’ operations such as obstacle crossings, and the overarching issue of Rules of Engagement can be brought into play in any scenario.

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which forms a part of it. The second database is desert, the third covers an area around Hannover in Germany, and the fourth is Afghanistan. The Afghan database replicates an area of Helmand Province 150km x 150km at low fidelity (1:250,000), within which are 2 areas of medium fidelity (1:50,000) – accurate enough to provide an immersive environment - and a high fidelity area (1:5,000) which represents the main area of British operations and replicates the AO extremely accurately. The database contains nearly half a million walls and over 150,000 buildings, which personnel new to theatre will only recognise when they see the real thing. Total computing power is always an issue, and there is a trade-off between database mapping fidelity and the ‘entity count’ – the number of controllable entities which can be simulated. In the case of the Afghan database, the current count is around 4,400, predicted to rise within a year to 6,000, and in the future to 10,000. This emphasis derives from the operating environment. In the Cold War scenario, the battlefield was relatively well-defined – there was a recognised Forward Edge of the Battle Area (FEBA), and friendly and enemy forces were distinguishable, both from each other and from any non-combatants unlucky enough to be in the way. In Afghanistan, there is no FEBA; the potential enemy is all around, co-ordination with friendly forces is difficult, and insurgents are sometimes indistinguishable from friendly non-combatants – the people we are there to help. For these reasons, different techniques have to be used to determine exactly what is going on, and to detect and evaluate threats.

CATT can replicate all forms of interaction with friendly forces and local population. The various elements of ISTAR available to ground forces – ranging from Cortez, the new Persistent Ground Surveillance System (PGSS), through Weapon Locating Radars to Nimrod, UAV and ASTOR – are also available, and this surveillance can be used to detect ‘shifts in atmospherics’: seemingly insignificant changes in the pattern of life which give the clue to unusual – and potentially threatening – activity.

Large numbers of entities are required to represent this realistically. Some unusual activity may not be what it seems; the heat of an Afghan summer day can

Training Technology

The debrief facilities in the CATT allow a full after-action review of all exercises, including dissection of individual incidents if required. The staff, emphasise that they are not necessarily the SMEs, but are there to coax the learning points out of the training audience. The CATT is a key part of campaign training and, in the words of one CO, who trained with his battlegroup at CATT and is currently deployed on operations in Afghanistan, provides “the most realistic training you will receive this side of deployment”.

Artillery On the other side of Salisbury Plain lies Larkhill, home of the Royal School of Artillery, and here can be found another approach to synthetic training, on a smaller scale, arrived at by a different route, but no less effective. The environmental, range requirement and cost (at about £1,000 per round) implications of artillery training mean that gunners have employed simulators as long as they have been available, and understand how to exploit them. However, historically these devices have been limited in their capability and inflexible in their employment; not any more.

The RSA is responsible for the individual training of Joint Fires Integra-

tors for the Royal Artillery and Special Forces, all of whom must be proficient in the employment of both normal and precision artillery. Over 200 soldiers and officers are trained each year to be Fire Support Team commanders or assistants; demand and capacity are finely balanced. The simulators in use until a couple of years ago used an Afghan database specific to that equipment, which was not referenced to the actual terrain and was unsuited to anything more than basic artillery procedural training. It did not allow any integration with ISTAR, or friendly assets such as AH or CAS; the

The NEW online

Above The Light Gun Direct Fire Simulator.

Image credit: Royal School of Artillery.

first time FST commanders used these specialist capabilities was either during MST or in theatre.

The key to real progress in this area has been Bohemia Interactive’s VBS2, and more fundamentally, the way in which it is licensed. Following VBS2’s introduction with Australian and US forces, the UK MoD bought it in 2004 for use by the Royal Logistics Corps in

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practising convoy procedures in an ambush/IED environment in Iraq. It was also exploited at that time by recce forces, but not by anyone else. However, the Enterprise Licence devised

by Bohemia allows the MoD to use it for any defence purpose, and to load it on as many systems as they wish. The licence is also innovative enough to allow them to provide it to defence contractors working on MoD programmes. Furthermore, Bohemia encourage licence-holders to share data classified Restricted and below, and this has resulted in significant mutual benefit to the UK, Canada, Australia and the US, at no cost. The semi-open top-level architecture of VBS2 has allowed the user to rapidly add detail – such as a new vehicle - without changing the core gaming engine underneath. Users can also create their own databases; the new Afghan database currently being used at the RSA is 70km by 70km, and accurate enough to allow precision munition targeting.

The technical limitations of Joint Fires and ISTAR integration in VBS2 were quickly recognised, and VBS2 Fires was developed by Bohemia, in conjunction with SimCentric Technologies, to address them, and purchased by the MoD on a separate Enterprise Licence. VBS2 Fires provides a much more realistic representation of the complexity of Joint Fires, including true battlespace management; for instance, an MLRS round fired in the system can travel 80km and has a representative apogee of approximately 75K’. Other more complex manoeuvre simulators lack the ability to represent artillery or air vehicles as entities within the system and, therefore, only firing and impact would be represented; battlespace management is the most complex issue to address and, should a GMLRS round coincide in flight with, for instance, a civilian airliner, the painful result would be plain to see.

The flexibility and saving which VBS2’s unique business plan conveys to its users – especially in the current climate of fast-moving operational requirement and budgetary constraint – has promoted innovation, the VBS architecture has allowed it, and the RSA has been quick to take advantage. The system is internet-compatible, and connectable to any LAN or WAN. It has permitted the blending of synthetic and live information in an immersive environment to the point where it is really hard to tell one from the other.

adapted from a redundant control station from a past Concept Capability Demonstrator programme. The distance between FST commander and UAV operator may only be a few hundred yards, as opposed to perhaps 100km in theatre, but it replicates the ‘friction’ very effectively. The GCS is transportable, and can be deployed in the field. When there are concurrent courses for UAV operators and Joint Fires Integrators, they can effectively provide training for each other.

Other innovations include a dismembered £80 Bluetooth mouse, attached to the barrel of a 105mm Light Gun and transmitting to a computer, replicating the sighting system and allowing simulation of direct fire – for which no simulator previously existed. In an adjoining room is an MLRS cab, with its windows replaced by screens. Through VBS2 links, it is participating in a current live exercise out on Salisbury Plain; however, MLRS range requires the launch point to be outside the exercise area, and the MLRS crew are synthetically driving around a distant town.

In both of these projects, the RSA have entered into a mutually beneficial arrangement with Wiltshire College, whereby students take on projects and produce the required hard- or software at little or no cost. It is hoped that future enhancements will embed this training capability in artillery platforms.

It could also be easily adapted to any direct fire weapon or vehicle. The RSA will remain the Artillery’s simulation hub, but the significant capabilities which it has developed at extremely modest cost, will in the future be embedded in every Gunner Regiment.

In their different ways, then, CATT and Joint Fires Simulation are contributing significantly to effective, but affordable, individual and collective training for UK Army operations. ms&t

Human Characters for Realtime Simulation and Training

Visual Authoring

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One example is an ISTAR feed of UAV data, transmitted into a synthetic Joint Fires Cell and received by the FST commander on operational hardware – such as a GoBook – which he would use in-theatre; the cost of this capability: £29 for a cable from a well-known electronics retailer. The synthetic JFC, configured to either battlegroup or brigade HQ level, represents all the appropriate intelligence and communications links, and replicates the ‘friction’ to be found in-theatre. Its after-action review capability allows the instructor to monitor and control from outside, thereby enhancing the immersion for the students. The only other place where this can be found is at the ABTC, which is designed for collective, rather than individual or team, training.

Synthetic UAV information can also be sent to students training in the exercise area; this can plug a gap when real UAV data is not available – for weather, UAV availability, or because the equipment – such as Hermes 450 – is not cleared for flight in the UK. The synthetic UAV can also be ‘flown’ by an operator in a representative Ground Control Station (GCS), which was

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Leadership

Auftragstaktik – Is It Relevant?

Usually translated into English as “mission-type orders” or directive control”, it has been a cornerstone of leadership doctrine in the Prussian-German armed forces since the 19th century.

Marco Sigg explains.

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uftragstaktik has even been considered the “secret of victory” for the tactical-operational capability of the German troops in the German wars of unification 18641866, as well as in the First and Second World War. But what do we mean by Auftragstaktik? The process of Auftragstaktik is usually described as follows: The superior gives his subordinate a mission in which the objective is defined; the superior only tells his subordinate what to do but not how to reach the defined objective. But Auftragstaktik is much more than that. It comprises also additional aspects such as decisive action, taking the initiative at all levels, flexibility, sense of responsibility and duty as well as mutual trust. It is not only the mission that defines the guidelines for the action; even more important are the commander’s intent and the situation. Auftragstaktik basically means on the one hand carrying out a mission and taking into account what the superior

wanted to achieve (intent) and, on the other hand, analyzing how the mission can be accomplished with regard to the local and geographical conditions on the ground (situation). In an extreme case this could mean for a subordinate to act without mission or to deviate from it. The only guideline that remains is the intent by which the concept of the operation, its end and the interaction of the weapons are defined.

The Roots In order to fully understand the meaning of Auftragstaktik and the underlying idea it is necessary to go back to the roots of this leadership principle: 1) Complexity of modern combat. In the first half of the 19th century, the conditions of modern warfare changed fundamentally. Technological and sociocultural innovations led to a revolution on the battlefield. The enhanced effects of the weapons meant that combats were increasingly fought in looser forma-

Above Locating checkpoints on the computer screen inside a Stryker vehicle.

Image credit: US Army/Timothy Kingston.

tions. Furthermore, the introduction of conscription increased the strengths of armies and led to the formation of mass armies. Both developments influenced command and control of armed forces.

The time was gone when troop commanders could gather their staff on a hill and overview the battlefield and directly influence the course of the combat, as it was the case in Napoleon’s times.

2) Chaos of war. Another decisive cause to implement Auftragstaktik can be found in the Prussian-German conception of warfare. Prussian-German military thinking was deeply influenced by Clausewitz and his theory of war. He stated that there are no universally valid principles of warfare which could be

The main reason to use Auftragstaktik is to come to terms with the complexity of war and to ensure command and control in combat. Based on the fact that in Prussian-German terms strategy was a “system of expedients” (Moltke) and that the friction of war made it impossible to fully stick to an operational plan, leadership responsibility had to be decentralized in order to cope with chaos. It was therefore the commanders at the frontline who became the real key players and who got much more freedom of action for individual initiative and independent decision making. The commander on the ground assumed such an important role because, in Prussian-German thinking, he was the only one to be able to directly oversee the foggy conditions and to react in an adequate and timely manner to fast changing situations. And that is the decisive advantage of Auftragstaktik - the commander was in a position to react immediately to any changes of the situation on the ground and did not have to wait for further instructions and orders. Decentralizing leadership therefore meant multiplying their own forces, speeding up the command and control process and seizing the initiative before the enemy could act. At the same time such a leadership principle freed higher command levels from dealing with minute details of how to implement an operation and enabled them to concentrate on the overall command of an operation and the interaction between all the forces involved. It is self-evident that such a leadership principle attached considerable weight to the personality of commanders, because it was he who ultimately had a decisive influence – good or bad - on the course of whole campaigns (German military history is also full of examples of commanders acting in a high-handed manner).

Auftragstaktik and NCW As we have seen, the major challenge of leadership has always been to reduce the complexity of the battlefield. This also holds true in the age of modern information technology and network centric warfare (NCW). Therefore, the leadership principle of Auftragstaktik has not lost its relevance in current military operations. The objection that is often raised saying that Auftragstaktik has become obsolete against the backdrop of modern threat scenarios and technological means tends to forget one thing: When telegraph, telephone and radio communication was introduced in the First and Second World War, there were high hopes that with the aid of these means of communication the complexity of modern warfare could be overcome. But this has never materialized. Even the Revolution in Military Affairs in recent years up to the development of network-centric warfare has not reduced complexity. War still remains a field of frictions. A focus only on the technological possibilities of NCW and a belief that digitalisation provides full transparency of the battlefield can lead to a pseudo security which could have devastating effects. The command level could be confronted with various problems: A flood of information can easily lead to a blurring of important and unimportant things or it can slow down or even paralyze the decision-making process. The technological possibilities also lead to micromanagement and “helicopter syndrome”, i.e. commanders monitor several levels of command, deal with details, issue orders outside their remit and overrule decisions. Other dangers lurk in

Conditions to Implement Auftragstaktik Common ground is therefore highly important. A principle such as Auftragstaktik, which heavily relies on the idea of initiative and flexibility, is strongly based on common values and perceptions. In order to enable Auftragstaktik to become effective professionally trained commanders are required. This issue seems to be self-evident, but it mustn’t be underestimated. It is only when all military leaders have absorbed the tactical conception as common ground and are able to implement the tactical guidelines in practice that Auftragstaktik can be used. Unity in thinking and reliability in operations are therefore decisive to prevent initiative and freedom of action from being misused for high-handed actions.

The relationship between superiors and subordinates is another weighty issue. There is a need for a leadership culture that fosters independence and, rather than punishing subordinates for making mistakes, honours good will and creativity.

This requires an atmosphere of trust: superiors must trust in their subordinates’ ability to carry out tasks independently – and subordinates must not use this freedom of action to act in a high-

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The Goal of Auftragstaktik

handed manner, but to keep the overarching objective in mind.

An essential prerequisite for trust is to know each other and to know what the other thinks and intends to do. In order to achieve a common goal it is decisive to cooperate mentally on all levels of command.

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applied on the strategic chessboard. On the contrary, Clausewitz compared war with chaos, insecurity and friction. The most characteristic element of war was therefore its unpredictability.

That is why a war cannot be fought according to rational rules. In any future war it would therefore be decisive for each side to be able to act effectively under such conditions. According to the Prussian-German view this should be possible through leadership by Auftragstaktik.

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the vulnerability and fragility of such systems. This refers not only to the technical but also to the systematic vulnerability of high-tech systems, which becomes evident in error cascades. Finally there is a fundamental issue of reliability and distribution of data (e.g. Byzantine Generals Problem, http://research.microsoft.com/ en-us/um/people/lamport/pubs/byz.pdf ).

Does this mean that the overall solution is Auftragstaktik? Certainly not.

Modern combat is also about coping with the unpredictable. Still in military operations today the unexpected is the rule and reacting under uncertain circumstances is required every day. It does not help therefore when difficult areas are regulated through detailed conditions and parameters. The more detailed the regulations, the more one tries to predict all the eventualities. But according to Clausewitz this is simply impossible because reality is always more complex than it can be imagined.

The technological possibilities do not replace the commander on the ground, but they can support him to assess the situation. Adequate and processed information about the overall situation enables decentralized decision-making

and empowers the commander to act in a responsible manner within the guidelines of the superior’s intent. It still holds true that all communications systems in the world cannot replace the skilled commander on the ground, who also guides himself through instinct and perception.

If the commander on the ground, who has been trained to reflect and act independently, can also rely on information technology, the result will be a symbiosis of expertise and social competence assisted by the possibilities of technological decision-making tools.

Conclusion We have shown that the aim of Auftragstaktik is to take rapid and decisive action. The complexity of the modern battlefield often requires high-impact decision-making on the lowest level of command (Strategic Corporal). Technology can help in such situations, but it cannot replace training and leadership skills. Auftragstaktik enables commanders to adapt to changing conditions, to show initiative and react in a flexible way and thus seize the initiative and force the enemy to play by our rules.

Auftragstaktik only works when the

subordinates think and act in the higher commander’s intent and recognize the overall concept of operation in an order. It is also decisive that the aim of an operation and the objective to reach be stated unambiguously. It is not only subordinates that are challenged; superiors also have to assume their responsibility. Auftragstaktik does not mean “go ahead”. The subordinate must exactly know what the superior wants him to do and what the conditions are. This requires open and direct communication. Mutual trust is the basis of Auftragstaktik. This shows that Auftragstaktik is about basic attitude. Values such as a responsibility, duty, initiative, decisive action and trust have to be taught and must be transmitted through our own example: Walk the talk.

About the Author Marco Sigg, lic. phil. is scientific assistant and lecturer for the Lectureship in Military History at the Military Academy at the Federal Institute of Technology in Zurich. Switzerland. The Academy (http://www.milak.ch ) is the educational institution for professional officers of the Swiss Armed Forces. ms&t

Left

Interview

Major General Rudesheim, Deputy Director of Joint and Coalition Warfighting, The Joint Staff.

Image credit: US DoD.

Major General Frederick S. Rudesheim, United States Army Major General Rudesheim is the Deputy Director of Joint and Coalition Warfighting, The Joint Staff. He was interviewed by Group Editor Marty Kauchak on June 29, 2011.The interview addressed U.S. Joint Forces Command’s reorganization and other developments in the Defense Department’s joint training portfolio.

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rmy Maj. Gen. Frederick S. Rudesheim, provides a onestop-shop for preserving jointness and developing the joint force, and works closely with NATO’s Allied Command Transformation and multinational partners. His organization synchronizes adaptive joint training, doctrine, concept development and lessons learned supported by modeling, simulation and experimentation to ensure the development of desired outcomes in the form of cross-cutting joint and coalition doctrine, organization, training, materiel, leadership and education, personnel and facilities change recommendations.

MS&T: General, good morning, and thanks for taking time to speak with MS&T. Let’s first discuss the status of disestablishing U.S. Joint Forces Command and how the command’s joint training responsibilities will be retained and apportioned within the department.

Maj.Gen. Rudesheim: That’s a great kick off question because a substantial

number of things that we were doing regarding joint training are remaining under the rubric of a new JCW (Joint and Coalition Warfighting) organization aligned with the Joint Staff J7.

We still are directed by the Unified Command Plan, but now with a more direct linkage vis-à-vis the Joint Staff J7 directly to the Chairman instead of having the [chain of command from the] chairman to the Commander, USJFCOM, to us as it was previously. With the disestablishment of the Joint Forces Command we still have the same responsibilities to train the joint force as we had previously, but now under the J7 of the Joint Staff and then directly to the Chairman of the Joint Staff.

MS&T: And how will your responsibilities change?

MGR: My title changes from J7, U.S Joint Forces Command, to the Deputy Director, J7, Joint Staff, a member of the Joint Staff, albeit in the Hampton Roads area, working for the J7, who soon will

be Lt. Gen. George Flynn, U.S. Marine Corps [incumbent Commanding General, Marine Corps Combat Development Command].

As far as how we have been reorganized under our new JCW construct, this is not simply a name change but a significant reorganization of our structure. We have taken what was JFCOM J9 [Joint Concept Development and Experimentation Directorate] and subsumed it under Joint and Coalition Warfighting, to give us three pillars under which our organization is constructed – joint training, joint development and the glue that holds joint training and development together, S&I (Synchronization and Integration).

That’s a new feature to the organization that we hope will continue to make sure that we have a coherent product for the joint community in both training and development.

One of the exciting things about this is we really have a chance to get this right as we deliver a joint product to the training audience – the combatant commands (COCOMs) and the services.

So now, under one headquarters and one organizational structure, Joint and Coalition Warfighting, we have the opportunity to make sure that everything is about training. That’s not to diminish the products that have come from other corners of the former JFCOM organization, but now there is a coherence to it and this is the exciting piece.

We have the ability to make sure that if we are doing, for instance, something regarding doctrine or a pre-doctrinal element, the question for the folks working that is: how do we get this or inject this into the training audience as soon as possible? It’s not simply a deliverable to say we have produced a handbook, a pamphlet or a doctrinal manual, but how do we now turn this and operationalize it and get it back into the hands of the warfighters? And that is I think the catch phrase that everybody in our organization has to be able to latch on to: what am I doing to help train the warfighter?

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And so we do the same thing with modeling and simulation, lessons learned, or any facet of our organization that is going to be focused directly on the warfighter via training. The bottom line: we are going to continue to fulfill our responsibilities to training the joint forces – it’s been a demand, a loud cry from the joint force, and a concern, frankly, that we must continue to deliver the same training as in the past. As soon as the disestablishment was announced there was considerable concern that there might be some diminishment in the deliverable of training product for the joint community. We have a chance to prove that will not be the case in the coming year.

MS&T: We have watched USJFCOM develop M&S over the years to support joint training. How will the command’s M&S portfolio be retained and evolve within the new JCW construct?

MGR: I understand your focus on modeling and simulation, and I have to tell you as succinctly as I can put it, that M&S will not be affected in the short term as we go through our year of transition. My intent as directed by General Odierno [Commander, USJFCOM] and in consultation with the Joint Staff is to maintain the same linkages into the M&S community that we have had up to this point. That will be fulfilled. I hope that you and others who track M&S in the Hampton Roads area will be able to give us some feedback on this as we progress into our organizational construct. The intent is to have no perceivable change in the M&S community regarding our new Joint and Coalition Warfighting construct.

MS&T: And let’s jump ahead to talk about some of the evolving missions and challenges such as cyber warfare for the joint training community.

MGR: Cyber is a growth industry. It will be something we will have a share in. It will be part of the portfolio for another aspect of the Joint Staff remaining in the Hampton Roads area, the Deputy Director, C4, formerly J-8 [Joint Capability Development Directorate]. They will have part of the cyber portfolio as well.

But let me talk about cyber training because that clearly falls into our domain. We’re going to emphasize a community approach to training across the entire joint learning continuum.

We’re building a significant and consistent partnership with cyber operations. We are working with U.S. Strategic Command and U.S. Cyber Command, a component of STRATCOM, to address joint cyberspace operations and then include that training holistically. This includes getting staff officers, team leaders and others to begin to feel that as we actually put them through their paces in the training environment. This has happened more recently in almost every one of our exercises where there has been a cyber component to the operation. That is “a keeper.” That is going to continue to happen. We have to expand our understanding and portfolio with regard to cyber training to respond to the needs of the warfighter.

MS&T: We have heard about an evolving joint training paradigm. Please expand on this and tell us what new innovations the joint training audiences will see in the next several years.

MGR: There’s a lot on the joint training horizon that is new and innovative. What we try to do is take the best practices that have been offered to us from the services and/or the COCOMs, because we are not just trainers but we are also learning from our audiences. We are turning that around and feeding that back into the training environment. We have some examples of the innovation that you are trying to get to.

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We’re pulling in social networking.

That is one that has come to the forefront. That gives us more folks to pull into training so we are increasing relevance of the training by including security challenges at the COCOMs with a realistic replication of the social networking.

It’s here to stay. That is a viable aspect of how it is that we have to train. So our current training efforts are focused on our joint task force headquarters that are deployed to Operation Enduring Freedom, but we’re expanding it to other combatant commanders’ exercises as well. We’re continuing to consider an urgent task based on the National Security Strategy and National Military Strategy with regards to how you increase the environmental condition of social networking. We have to expect that those types of threats will continue well into the future so it is imperative that we replicate networks and train staffs on how to neutralize them if, in fact, they are hostile as problems arise. That is one of the better examples of what is on the horizon.

Thematically, what I am trying to do, and I think our organization will be able to do this, is take what has been, heretofore, a long lead time in experimentation and the products from our experimentation, and have those spiral out much earlier even before the actual experiment is concluded and pull them back into the training audience. Once again, this is where the single organization construct helps us. In the past we had both JFCOM J7 and J9 doing their own version of experimentation. These were good efforts all being delivered on behalf of the COCOMs in a prioritized fashion. But I think we had our “shot group” spread a bit too far. As we tighten it, we’ll be able to take the outputs of ongoing experiments and have them spiral back into the next training event. That training event could be a seminar or other academic event, or a mission rehearsal event or an actual exercise itself.

I’m excited that we can take aspects of experiments that are ongoing and then while they may not be fully mature, they’ll be matured enough that the training audience wants to see them pulled into the training event.

MS&T: Your thoughts on how the frequency of DoD joint training events and exercises may change in a more austere budget environment?

MGR: Here’s what I can tell you. This organization is committed to working to deliver the same quality of joint training as we’ve had in the past with no significant decrements or diminishments in the joint force. How do we do that? We have got to deliver the historical demands to the COCOMs and the services. That’s a commitment we are starting from. We’re not starting with a clean slate but with the historical demands of the COCOMs. For example, if each COCOM has had two exercises that we supported in a year that will continue to happen. I am not diminishing or obviating the fact that we have a more austere environment.

The fact is our organizational construct is about right – this is building a plane in flight and we’re going to have to make adjustments in the coming year. We have about the right organization to deliver the same response to joint training that we have had delivered to the COMCOMs in the past.

I offer for emphasis the unknown is what else do they need, what more do they need. And that’s where I have to get ahead of it so I can build a capacity for the next training cycle.

I have to tell you this organization is smaller, but we also have a lot of horsepower. We’ve retained the right folks. I think we’ve got the right positions. I will hedge it a little bit and say it is not perfect and that we’re going to have to make some changes. I don’t know what they are yet. We’ll figure this out. I am going to have two, 1-star officers working for me, in charge of the development and training aspects of our organization. I have three senior executive service personnel working for me. I have a lot of brainpower and leadership at my disposal to increase the flexibility of our organization to the maximum, even under the new constraints of a smaller organization. That’s not a subtle point – we’re smaller but we have a lot of horsepower.

MS&T: And as a final question, how will the evolving joint training paradigm permit the U.S. DoD to more effectively train with allies, friends and in the interagency context?

MGR: You brought up some key points that I didn’t want to leave out of our conversation, namely, our coalition partners and the interagency.

Regarding coalition, we have geography working in our favor. We have Allied Command Transformation (ACT),

a NATO command, right down the road.

We are going to continue a robust dialogue and transformation with Allied Command Transformation, just now under the Joint Staff. USJFCOM, was entrusted with the special relationship with ACT. We are going to be one of the key agents for the Joint Staff to ensure that we are not missing a beat with regards to outreach and responsiveness to ACT. They are going to continue to have direct coordination and connection with the Joint Staff J7 (Lt.Gen. Flynn) and the chairman. We are going to have tripartite talks next month with the Joint Staff, ourselves and ACT. The goal is a clean handoff between JFCOM and ACT as we transition to the Joint Staff, and then working with ACT to see what it is they are getting and what kind of continued partnership we’ll have.

I am particularly excited that LGen [Karlheinz] Viereck, the joint trainer at ACT, has reached out to me. I am expecting a very viable and robust coordination with NATO regarding training of NATO forces, for instance. That piece is going to continue. We’re also going to have a very significant foreign liaison officer presence [28] within JCW, so we’ll have a continued integration and outreach to the multinational community through them. And we have some additional foreign liaison officers coming in as well. I think this is a growth industry.

While we couldn’t get the “I” (interagency) in our title, the fact is interagency is still there. And we have to absolutely include interagency. One of your previous questions alluded to that – on cyber.

And it’s not just cyber, it’s across the board. And so that is an integral part of who we are and how we operate. We have to work with the interagency. And while it’s not part of our title it is very much part of our charter.

One of the key things we were keen on maintaining was our interagency partners who were heretofore part of JFCOM and were working with us at JCW – we didn’t want to lose them. By and large we have kept the members of the interagency that have been part of JFCOM. We’ve managed to keep them on now as part of Joint and Coalition Warfighting.

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National Focus

Closing the Gap From strategy to implementation; MS&T’s Chuck Weirauch spoke with the director of the Defense Language Office, Nancy Weaver, about the implementation of the strategic plan to close the language and cultural capability gaps.

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n February of this year, the US Department of Defense (DoD) released its Strategic Plan for Language Skills, Regional Expertise and Cultural Capabilities 2011-2016 document, a follow-on to the 2005 Defense Language Transformation Roadmap. This strategic plan is significant in that it was called for in numerous documents, including Quadrennial Defense Review Reports, Government Accountability Office (GAO) reports, House Armed Services Subcommittee studies and others that cited deficiencies in the DoD and Armed Service language and cultural training effort. All of these documents recommended the strategic plan as a way to move forward and resolve those deficiencies.

According to Clifford Stanley, Under Secretary of Defense for Personnel and Readiness, the plan "provides a focused and systematic strategy to guide through 2016 the transformation in providing our warfighters, international partners and allies with the language skills, regional expertise, and cultural capabilities needed to meet the diverse operational needs of the 21st century."

To put the strategic plan into effect, Stanley's office and the Defense Language Office are developing an implementation plan that will "identify effective solutions to build, enhance and sustain these (language and cultural) capabilities," along with more efficient and cost-effective means of doing so, according to Stanley.

To get a better handle on just what this all means, MS&T asked for some clarification from Nancy Weaver, who is the Director of the Defense Language Office and the DoD Senior Language Authority. As Director, Weaver advises the Deputy Assistant Secretary of Defense for Personnel and Readiness on all matters related to foreign language skills, cultural proficiency and regional expertise in the DoD. She also develops plans and programs and evaluates changes in legislation, policies, regulations, directives and funding to assess the impact on language, cultural, and regional capabilities within the Department for Active Duty, National Guard and Reserve military personnel, civilians, and contractors.

Above Gaps in both language and culture training have been addressed in the strategic plan.

Image credit: USAF/Eric Harris.

MS&T: What are the goals of the implementation plan for the Strategic Plan for Language Skills, Regional Expertise, and Cultural Capabilities, 2011-2016?

Nancy Weaver: The implementation plan operationalizes the strategic plan and serves as a catalyst for change by identifying the results-driven elements necessary for goal attainment. The goals of the implementation plan match those of the strategic plan. They are: Goal #1: Identify, validate, and prioritize requirements for language skills, regional expertise, and cultural capabilities, and generate accurate demand signals in support of DoD mission needs; Goal #2: Build, enhance, and sustain a Total Force with a mix of language skills, regional expertise, and cultural capabilities to meet existing and emerging needs in support of national security objectives;

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cultural training deficiencies addressed in the strategic plan and to what degree will they play a role in the implementation plan?

NW: Human language technology is useful in many applications, but anecdotal reporting from the field indicates that many of the applications are still awkward in their use. The preferred method of communication remains direct speech.

Interpreters support the mission when necessary. However, the reporting indicates that even rudimentary skill on the part of ordinary troops is greatly appreciated by the regional population.

The focus of the implementation plan is on requirements, the personnel life cycle to develop and sustain linguists, and security cooperation experts. However, within the requirements identification process, HLT may be one of the resourcing options. Further, the governance section of the implementation plan reiterates the responsibility of the Under Secretary of Defense for Acquisition, Technology and Logistics to conduct research, develop, and acquire multilanguage tools.

MS&T: What geographic areas outside of the current operational areas of Iraq and Afghanistan are considered to be of

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personnel with a foreign language ability, an increase of 5K from FY 2009.

In regards to training, the strategic plan includes an objective requiring that we build and improve training and education to acquire, enhance, and sustain language skills, regional expertise, and culture. Deficiencies are addressed through needs analysis and establishing requirements for languages – and the numbers of language speakers – through discussion, collaboration, and consensus among the various agencies that require language and cultural expertise.

The maturation of the Capabilities-Based Requirement Identification Process (CBRIP) will allow the Department to focus its force generation efforts to meet mission needs – building language capability requires lead time.

The strategic plan and the supporting implementation plan emphasize the importance of greater investment and flexibility for language education and training for both language professionals and members of the General Purpose Forces.

MS&T: How can advances in human language technology (HLT), such as intelligent tutors and simulation and modeling, help to address the language and

27 MS&T MAGAZINE

Goal #3: Strengthen language skills, regional expertise, and cultural capabilities to increase interoperability and to build partner capacity.

MS&T: Can you provide an update on the progress of the implementation plan?

NW: The current draft of the implementation plan is in the final stage of formal coordination with the Services, Joint Staff, Office of the Secretary of Defense, Defense Agencies, and Combatant Commands.

MS&T: Multiple reports have cited deficiencies in language and cultural training. What are the specific deficiencies, how were they identified, and how will the deficiencies be addressed in the Implementation Plan?

NW: Gaps in both language and culture training have been addressed in the strategic plan. Today’s force has global responsibilities, and since critical foreign language skills are not universally addressed in our nation’s schools, DoD has initiated many steps to address the gaps.

For example, DoD is actively recruiting personnel with these language skills and has increased the number of personnel with these skills. DoD has also increased the number of personnel who have been tested or have professed to have language skills. In FY 2010, DoD identified 256K

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highest priority to address as far as the need for improved language and cultural awareness training?

NW: Our complex, dynamic world presents ambiguous problems that challenge our Nation’s national security and interests. Guidance concerning regions of importance is contained in national and departmental strategic guidance and policy documents. The Defense Language Program aligns its language and cultural training priorities with these documents.

MS&T: What are the details for a standardized DoD-wide prioritization process?

NW: The DoD is conducting a capabilities based requirement identification process (CBRIP) among the Geographic Combatant Commands to identify priority language and culture needs. These prioritized requirements are validated by the Joint Staff and issued through the Joint Requirements Oversight Council to the Services to source the requirements.

The implementation plan advances the expansion of the CBRIP approach to the Services and DoD Agencies once lessons learned are addressed from processing the Geographic Combatant Commands requirements.

MS&T: Will there be milestones for achieving goals in the implementation plan?

NW: Performance measures based on goals will be captured in the implementation plan. DoD components will identify milestones to ensure these goals are achieved.

MS&T: How would a proficiency measure of skills be established, or in other words, what level of proficiency in what length of time for various training programs?

NW: The Interagency Language Roundtable guidelines are used as a basis to assess and rate language proficiency.

This standardizes the assessment, or measuring, of language capability. Experience has provided approximate timelines for achieving a given level of proficiency, but these vary with the difficulty of the language, aptitude of the student, and amount of immersion.

MS&T: What learning methodology currently seems to be the most effective in lending itself to language and cultural training, and how might that play a role in the implementation plan?

NW: The culturally-based language instruction delivered at the Defense Language Institute Foreign Language

Above Director of the Defense Language Office, Nancy Weaver.

Image credit: US DoD. Center (DLIFLC) is the most effective means to achieve high levels of language proficiency. DLIFLC uses highly qualified instructors with native level language proficiency, accompanied by 6-7 hours of daily study, significant homework supplemented by multiple modes of technology and software, and small student-toteacher ratios.

The National Security Education Program (NSEP) has an effective learning methodology at their Flagship schools, which routinely produce graduates at high levels of foreign language proficiency. To gain high levels of language proficiency, classroom instruction must be followed by immersion opportunities.

Given the time it takes to train to a high level of proficiency, an increased level of language mastery could be gained if our nation's schools began teaching foreign languages earlier, i.e.: prior to kindergarten. The Department of Defense Education Activity has taken steps to expand its "early start" foreign language elementary school program, known as FLES, and to incorporate advanced technologies.

Since there are varying requirements for language proficiency and limited resources, the strategic plan and implementation plan provide overall strategic guidance while allowing the Geographic Commander, Defense Agencies, and Services the flexibility to formulate appropriate courses of action.

MS&T: How will learners have enough proper exposure to the actual environment in order to assure they have achieved the required level of profi-

ciency? Will this be addressed in the implementation plan?

NW: This, of course, depends on the person’s mission or duty. Language professionals are assigned to operational positions using the language. Personnel in the General Purpose Forces or Special Operations Force obtain the proper exposure through role playing experience to units as they train. Role playing helps put the language and cultural instruction into context. This ranges from unit exercises at training centers to environmentally configured learning spaces at language training detachments at unit home stations.

Service members get to practice their skills in an interactive setting that encourages them to speak and requires them to listen. Unit commanders determine which service members receive the more detailed exposure. The methods of training are not addressed in the implementation plan, as training requirements vary and are based on the mission essential tasks of that unit.

MS&T: Given the trend towards reduced training budgets as a part of the overall current DoD budget reductions, what can be anticipated in the future; how will the DoD maintain the level of funding and emphasis on language and cultural training? Might the implementation plan incorporate something like a program of record for language and cultural training that would establish a line item in the budget?

NW: On August 10, 2011, the Secretary of Defense stated that language and culture skills continue to be important.

Language, regional and cultural skills are enduring warfighting competencies that are critical to mission readiness and, due to the length of time it takes to develop them, must be retained.

As the Services prepare their budget recommendations for Departmental review, attention will be focused on building and sustaining the foundational capability that supports DoD requirements. Building and sustaining language, regional, and cultural skills is a complex endeavor. A single approach could easily limit the creativity and flexible options available to respond to this diverse issue. The Department is committed to addressing current and future demands for these vital skills in our Force.

However, there are no plans to establish a separate line item in the budget. ms&t

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Procurement

Success: How to Bid, How to Win In today's competitive environment, a successful bid depends on a winning strategy.

Linda Wolstencroft outlines what one is and how to build it.

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he battlefield is complex; military procurement is just as complex. On the military procurement battlefield, what can you do to maximize your probability of success? It is not uncommon that lost bids can be traced directly to your company’s actions and decisions. And this results in a battlefield loss for both your company and your customer. Obviously the company loses because the new business has been lost, but the customer also loses because the tactical or strategic errors made by the company have driven the customer to select a different (and potentially inferior) solution.

One defence company was very successful in its ongoing long-term programs. The company was well-reputed, the customers spoke highly of the programs, and the company was successful in negotiating changes and additions to its contracts. Its business on existing contracts grew and expanded. But over a period of several years the company

was not successful in winning new competitive bids, and eventually was forced to close one of its major facilities. The company did not benefit, the customers did not benefit, and the company’s team with its world-class capabilities was disbanded – all due to poor decisions on bid strategy and tactics.

Is It Us? “We have met the enemy and the enemy is us” – Walt Kelly 1970 How do you know that it is your company’s actions that have lost the business, and not external factors beyond the company’s control? Here are three indicators: 1. WIN RATE: For new business that is bid, how often are the bids successful?

A win rate of a minimum 50% is decent, and win rates of 70% or better are indicative of a mature organization with established strategy and tactics. A low win rate should lead you to examine strategic alignment and timing of your bids.

2. STRATEGIC ALIGNMENT: Are you bidding on the right projects? The second indicator of a potential problem is how close the alignment is between the company’s strategy, mission, vision, and the opportunities being pursued. Of course, to determine this alignment, the company needs to have a well-defined strategy, mission and vision to start with, which at times is not the case. Some companies skip this step believing that they know what business they are in – which is fine until an opportunity comes forward that is slightly outside of the core business, appears attractive, and after significant effort and cost, the company is unsuccessful in winning the new business. Other companies pursue business that is someone’s pet project or entails business travel to an attractive travel destination.

3. TIMING: Are you always the last to know? Timing is the third factor that is important in the analysis of whether a failure has been self-induced. Pursuits

that become hot priorities too late in the game (such as after the release of the RFP) have a low likelihood of success.

It is challenging to accomplish the work needed to capture new business within a short timeframe.

It doesn’t need to be said that the wasted time and cost on the entire organization when pursuing business that does not have a high probability of success can be significant. So the impact of the up-front business development work is large – it’s best to ensure that the work is done thoroughly and with rigour.

A Winning Strategy A useful and well known methodology to increase your firm’s probability of win is Capture Planning. Figure 1 sets out the key Capture Planning elements: Customer Factors relate to how well your company understands the customer, and through its relationships, how well your company has aligned the thinking of the customer with your solution.

The customer consists of all the people, at all levels and in all disciplines (including political), that have an influence on the decision.

• The customer’s decision process needs to be clearly understood, so that your company can identify exactly who the individuals are that are involved. Each one of these individuals needs to be accessed and related to by an appropriate individual in your company. As well, it is essential to understand what the bid evaluation criteria will be so that you can shape your company’s solution appropriately. Even better, at times there is an opportunity to shape the customer’s thinking, through providing new information and ideas.

• It is only by having trusting, open relationships that your company can properly understand exactly what the customer’s issues and hot buttons are. This understanding will help your company

Win Strategy

- 110% Compliance - Differentiators - Relationships - Price

- Competitor Identification - Strategy and Approach - Customer's Risks

develop its Win Strategy. And further, the established relationship will allow your company to communicate with your customer early in the procurement process (within the allowable bounds of procurement rules) to ensure that there is a full understanding of what makes your company’s solution the best.

• The ultimate goal with the customer is to create the circumstance that the customer has a predisposition to select your company’s solution, prior to the start of any formal procurement process.

• If your relationships are weak, and time and resources are short, consider teaming to increase win probability. Your company’s workshare may be reduced, but your win probability can increase, and you can set your company up for future business through new business relationships.

Competitors’ Factors consider the moves of your competition. Some companies consider the competitors’ factors to be less important than the customer factors. This thinking poses a high risk to the probability of win: not only does your solution need to satisfy the customer, but it also has to come out ahead over your competitors’ solutions.

One company provided similar services in different market segments. The company developed standard service packages at standard prices, and offered these to all market segments, even though each market segment contained a different group of competitors. The low success rate was attributed in the company to external economic factors beyond their control, but on closer examination it was found that the standard package did not provide a better solution than the competition in any of the market segments. “One size fits all” normally does not.

• Competitor identification is fundamental and not knowing exactly who your competitors are can be fatal. Identifica-

Above Figure 1: Linda Wolstencroft's Capture Planning Equation.

Image credit: Author.

tion of the competitors is not always simple to effect, but it is essential.

• The strategies and approaches of your competitors are even more difficult to ascertain. Using public information and industry networks, and reading between the lines, plausible options can usually be developed. Just as knowing customer issues and hot buttons is critical, so too is knowing competitors’ approaches. For example, if your competitor’s strategic focus is developing the latest technology (a costly approach), and your customer values budget over having the latest technology, your Win Strategy may focus on a simpler technological solution at a lesser cost.

• The customer’s risks are the risks that the customer will face using the competition’s solution. It is critical to identify these risks and show how your solution mitigates these risks. For example, if your competition has a history of being late to schedule, you may wish to highlight how this is a risk to the customer, and show how your company mitigates this risk.

The Win Strategy is the crux of your offer. It must capture the customer’s attention and be viewed by the customer as the optimum solution. It must stand out over your competitors’ offerings.

• Make your offer 110% compliant. This is not overkill: real-life experiences in which bids have been rejected for minor non-compliances tell the tale. Target 110% to reach 100%.

• By analyzing your competition you will know, or can develop, the differentiators that your company is offering. These must stand out and be major themes in your bid.

ISSUE 5.2011

- Decision Process - Relationships - Predisposition - Teaming

Competitors' Factors

31 MS&T MAGAZINE

Customer Factors

Procurement

IQPC

• Maintaining relationships throughout the bid and evaluation process (within the bounds of procurement rules) is crucial. One company was on its way to losing a major bid for which the evaluation team had recommended award, due to political influence from a competitor, and it was only through matching political influence that the award came through.

• Price is always, always an extremely important evaluation factor. Set your price-to-win based on an evaluation of

the competitors’ price and risk in relation to yours. This is a complex exercise, but it is well worth gleaning the insight it yields, and this can influence your final price decision.

Optimum Strategies: Extraordinary Results Your goal is to achieve extraordinary results that accelerate your business growth. One company won new business amounting to twenty-five (25) times its total annual revenues in one of its

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market sectors over a three-year period by using effective capture planning to bid and win effectively. Its win rate for major bids in this sector was 100%. And no additional significant resources were brought to bear aside from an addition to leadership to effect the work; the company’s existing resources were used. The return on investment for the company was in the order of 50:1.

What can you start tomorrow to effect extraordinary results?

• Check your company’s performance against the three major factors that can diagnose whether you should be doing better: - Win rate (50-70% or better), - Strategic alignment (all resource-consuming pursuits align with company strategy), - Timing (early enough to effect a high probability of win solution).

• Adopt a Capture Planning culture.

Write plans down, discuss the plans, and regularly review. Keep the plans live; they will change as time passes and as customer and competitor conditions change.

• Stay close to your customer. Fostering many open, honest, trusting relationships will increase your success probability.

• Know your competitors. Knowing who they are, how they think and what their goals are will enable you to devise your unique approach.

• Specifically formulate your Win Strategy. Be 110% compliant, understand your differentiators, maintain relationships, and scientifically determine your price-to-win.

As you adopt these techniques, look for improvements in results that present without major additional spending. It is the thinking and strategizing that achieves the difference.

Take positive action: watch your win rate soar and your market position grow. ms&t About the Author Linda Wolstencroft, P.Eng. MBA, is President, Aerospace BizDev Inc. She brings over 20 years of experience in strategy, business development, program management and engineering. She has worked with major aerospace and defence companies nationwide, and has achieved a top-notch track record of success in winning new business (over $2 billion).

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World News & Analysis

Seen&Heard A compendium of current news from the military simulation and training industry, compiled and edited by news editor Fiona Greenyer and the MS&T editorial team.

For the latest breaking news and in-depth reports go to www.halldale.com.

Left C-130J weapon systems trainers.

Image credit: CAE.

ISSUE 5.2011

Flight Simulators & Training Devices

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34

C$100 Million Military Contracts – CAE has won a series of military contracts valued at more than C$100 million, including a subcontract to design and manufacture four additional C-130J simulators for the United States Air Force (USAF) and contracts in Germany to provide support services for the German Air Force's Eurofighter simulators and to upgrade Tornado flight simulators.

The four C-130J weapon systems trainers (WSTs) are to support the USAF's Air Mobility Command (AMC), Air Combat Command (ACC), and Air Force Special Operations Command (AFSOC). Three of the simulators will be HC/MC-130J WSTs for ACC and AFSOC, and one will be a C-130J simulator for AMC. Prime contractor GFD Gesellschaft fur Flugzieldarstellung mbH, a subsidiary of Cassidian, contracted CAE Elektronik GmbH to provide a range of maintenance and support services for the German Air Force's Eurofighter full mission simulators and cockpit trainers over the next four years. CAE will also support

the CAE Medallion visual system on the Eurofighter training devices, and provide scenario generation services for the German Air Force.

CAE Elektronik GmbH was also awarded contracts to perform several upgrades to the German Air Force Tornado full-mission simulators. CAE will upgrade the Tornado development simulator at CAE's facility in Stolberg with a new radar warning system simulation to ensure concurrency with upgrades being performed on Germany's fleet of Tornado aircraft. In addition, the Tornado simulators at Lechfeld and Jagel will be upgraded with the CAE Medallion-6000 image generator, including enhancements to the weather simulation so additional training can be conducted in a synthetic environment.

Aerial Refueling Training Programs – MetaVR, Inc. has delivered multiple Virtual Reality Scene Generator (VRSG) licenses and visual systems to three US Air National Guard (ANG) aerial refueling training programs: QuantaDyn’s MicroBOSS, Randolph AFB's KC-135R and

C-130 Multi-Mission Crew Trainer, and QuantaDyn and AVT's BOSS. QuantaDyn received 25 visual systems to install in its production Micro Boom Operator Simulation System (MicroBOSS) for training KC-135R boom operators at 17 Air National Guard sites.

Randolph Air Force Base has acquired six VRSG licenses for the ANG's new C-130 multi-mission crew trainer (MMCT) program. The MMCT will provide enhanced capabilities to support pilot and co-pilot training in a full range of flight modes.

AVT Simulation has taken delivery of seven visual systems for the visual system upgrade to the ANG's BOSS Prototype KC-135R refueling simulator. Boom operators at 17 ANG KC-135R flying units will use the eventual production BOSS for continuation, upgrade, and currency training, mission qualification, and mission-rehearsal DMO training through the ANG DTOC. Expanding NVG Training Capabilities – FlightSafety International is to expand its simulator-based Night Vision Goggle training program through a collaborative agreement with Aviation Specialties Unlimited (ASU). The NVG courses will provide in-depth instruction on the equipment and focus on the efficient and effective use of the goggles through scenario based and mission specific exercises. The training can be customized to meet the specific needs of government and military.

F-16 Aircrew Training Devices – L-3 Link Simulation & Training has been awarded a contract to build and deliver two F-16C Block 52 aircrew training devices (ATDs) to the Pakistan Air Force (PAF). Both simulators, scheduled for

The new AW159 Lynx Wildcat.

Image credit: AgustaWestland.

training. It also includes training for cargo loading, cargo air delivery, virtual fast ropers, combined real and virtual hoist operations, medevac configuration, lighting, communications, night vision, emergency procedures, and refueling and defueling procedures.

Helicopter Training System Operator Console Upgrade – Atlantis Systems International has been awarded a purchase order from AgustaWestland to install an upgrade to the System Operator Console (SOC) on the Royal Danish Air Force (RDAF) EH-101 cockpit procedures trainer (CPT) located at AFB Karup, Denmark.

The SOC is a rear crew station which is fully integrated with the CPT systems and intercom. The upgrade will enable the CPT to be used for full mission training of pilots and search and rescue (SAR) operators in an integrated cockpit environment.

AW159 Lynx Wildcat – Indra has announced their partnership with AgustaWestland for the design and development of the Aircrew Training Equipment (ATE) the British Ministry of Defence will use to train pilots of the new AW159 Lynx Wildcat helicopter.

The devices will be operational and in service to provide training for the Army from early 2013, and for the Royal Navy from early 2014. Indra will provide synthetic training technology including two full mission simulations, a flight training device and cockpit procedures trainer. All devices will be capable of delivering Army or Royal Navy conversion and mission training. Each of the full

Vehicle Vehicle Simulators – The Australian Department of Defence has signed a contract worth $25 million with Thales Australia for nine additional vehicle training simulators for Australian Army crews operating the Australian Light Armoured Vehicle (ASLAV).

The Crew Procedural Trainer simulators will be assembled at the company's facility in Rydalmere, NSW, before being delivered to Army units throughout 2013.

The nine simulators will take the total number ordered by Defence to 18.

Robotic Truck – US Marines are to learn to control a robotic truck developed by Oshkosh Defense that may represent the future for logistics convoys, route-clearing missions and other high-risk battlefield operations. Oshkosh’s TerraMax unmanned ground vehicle technology is integrated into the company’s 6x6 medium tactical vehicle replacement.

ISSUE 5.2011

Above

mission simulators has movement freedom and reproduces the vibrations of the aircraft during flight in order to provide the acceleration and the same feeling associated with helicopter flying.

The devices will be installed in the Training Centre AgustaWestland has been contracted to build at RNAS Yeovilton in south west England, alongside Royal Navy and British Army AW159 Lynx Wildcat squadrons.

Kiowa Pilot Simulator Training – Boeing has leased a Helimod helicopter simulator from Ryan Aerospace to train Australian Army pilots to fly Bell 206B-1 Kiowa helicopters. Delivery of the simulator is expected before the end of this year.

Boeing has traditionally taught students to fly Kiowas using classroombased instruction and real flight hours under its Army Aviation Training and Training Support (AATTS) contract, according to Mark Brownsey, senior manager of AATTS for Boeing Defence Australia. But over the next year, Boeing will assess the effectiveness of transferring some of the curriculum to the synthetic environment in an effort to reduce flight hours and improve safety and training outcomes for the Australian Army.

The Australian Army primarily uses the Kiowa as a lead-in trainer to the Boeing CH-47D Chinook, Tiger Armed Reconaissance Helicopter and Multi-Role Helicopter 90.

35 MS&T MAGAZINE

delivery in 2013, will be installed and networked at the PAF's Shahbaz Air Base.

The ATDs will support new pilot, pilot conversion and advanced skills training.

In support of more advanced skills training, F-16 pilots will be able to acquire and identify targets while accurately delivering a wide range of ordnance during simulated air-to-air and air-toground missions.

Each ATD will be integrated with L-3 Link's SimuSphere® HD 18-facet visual system display, which will provide pilots with a 360-degree field of view.

Both devices will also incorporate L-3 Link's simulated Joint Helmet Mounted Cueing System, enabling pilots to practice control of aircraft targeting systems and sensors. Day and night vision goggle training will be conducted over a geo-specific visual system database of Pakistan.

T-6A Modular Training – SimiGon has been chosen as the primary contractor by the US Air Force Air Education Training Command (AETC) for the delivery of SIMbox based T-6A modular training devices (MTD). Under the terms of the contract, SimiGon will be paid $2.6m for the successful delivery of the MTD. The SIMbox MTD’s will be used to train undergraduate, Remotely Piloted Aircraft (RPA) students for Pilot Instrument Qualification training. The simulators will be configured as a T-6 Texan II utilising SimiGon's powerful commercial off-the-shelf (COTS) product, SIMbox.

CV-22 Training Devices – The Bell Boeing V-22 Program, a strategic alliance between The Boeing Company and Bell Helicopter - Textron, has received a $34 million order from the US Air Force for three new CV-22 training devices and an upgrade to an existing device.

The contract will upgrade a CV-22 cabin part task trainer (CPTT) and two fuselage aircrew/maintenance trainers at Kirtland Air Force Base, N.M., to create a full-fuselage cabin operational flight trainer (COFT) and ensure continued concurrency with the aircraft platform. The Bell Boeing V-22 Program also will deliver a new wing part task trainer to Kirtland. Hurlburt Field, Fla., and Cannon Air Force Base, N.M., will receive two new COFTs. Initial training is expected to begin in mid-2014 at all three bases.

The CPTT currently is the only device that provides V-22 emergency egress

World News & Analysis ISSUE 5.2011 MS&T MAGAZINE

36

Tactical Vehicle Training System – Cubic Defense Applications has received the first production order for its Tactical Vehicle System (TVS), used in combat training scenarios. The $13 million task order was issued by the U.S. Army's Program Executive Office for Simulation, Training and Instrumentation (PEO STRI) under an indefinite delivery/indefinite quantity (ID/IQ) contract awarded last year.

TVS uses laser sensors mounted at strategic spots on vehicles, a control module, and other electronics to provide instant feedback to vehicle crews when laser simulated weapons score "hits" during training.

Vehicles for Training – The Government of Australia has approved four major Defence capability projects, including the acquisition of more than 950 new four wheel drive vehicles, trailers and associated equipment for training purposes. This $425 million project will provide the Australian Army with a fleet of tactical vehicles and an enhanced training capability to prepare for operations in protected vehicles.

Australia will take delivery of the new 'G-Wagon' four wheel drive vehicles from Mercedes Benz Australia Pacific Pty Ltd, together with around 200 modules and 830 trailers. The modules will be manufactured and integrated onto the vehicles

by G. H. Varley Pty Ltd in NSW and the trailers will be sourced from Queenslandbased Haulmark Trailers (Australia). The approval is subject to successful negotiations with the respective companies.

training in manoeuvring and navigating new ships.

Navigation & Manoeuvring

Training Systems

Navy Ship Simulator – The Royal Netherlands Navy has signed a contract for a new ship simulator with CSC for delivery in 2013, and maintenance up to 2025. The new simulator is one of the most advanced on the market.

Up to six teams can train simultaneously, either separately or together. The device achieves near-reality by giving a 360-degree representation of the outside world. It can also simulate many different situations which at present require on-board experience. Examples include mooring in bad weather, search and rescue missions, relieving a ship that has been overpowered by pirates, air defence and resupplying at sea. The simulator can also be programmed for

Training Management – LINE Communications has delivered a class leading Training Management Information System (TMIS) for VT Flagship. The Astute TMIS integrates all the major functions of VT's training facility for the Astute Class submarine fleet in Faslane, Scotland. VT provides the service under a Private Finance Initiative (PFI) for the Royal Navy and the system utilises custom off-the-shelf (COTS) components.

The solution is a high integrity system for the dispersed parties who book, design, deliver and manage reporting data.

Over the past nine months, the LINE team have been designing, configuring, integrating and testing TMIS and gained RN approval for the system at the end of

LVC Connectivity Trial - A P-3 Orion simulator connected virtually to an SH-60B Seahawk trainer for the first time during a "peer-to-peer connectivity" trial at Marine Corps Base Hawaii (MCBH), Kaneohe Bay. Using its own simulation mode, the P-3's tactical operational readiness trainer, also known as TORT, successfully linked with an SH-60B tactical operational flight trainer, or TOFT, in a synthetic environment. Referred to as "peer-to-peer connectivity," this virtual linkage eliminates the need for a third party to facilitate the connection or act as a conduit.

During the test, P-3 aircrews communicated via the TORT with SH-60B aviators operating their TOFT. Through the TORT, the P-3 crew observed the SH-60B pilots maneuver the helicopter, deploy buoys and launch multiple missiles in the synthetic environment. The P-3 operators also checked acoustic and radar signals during the training session.

Within the next six months, the TORT and TOFT will participate in a simulated training event with a single Navy ship. Once both systems have successfully completed training with one ship, they will participate in a full-scale Fleet Synthetic Training (FST) event involving multiple ships, submarines and aircraft FST events provide real world mission rehearsal in a synthetic environment.

June. LINE has since been completing the handover of the project to the client and will continue to support it through the LINE Support Team based in Sheffield.

Blended Learning – Engineering & Computer Simulations (ECS) has announced recent contract awards associated with supporting the National Guard’s Professional Education Center (PEC). The training center contracted ECS to augment its blended learning portfolio by leveraging the Guard-based Nexus virtual environment. Specifically, ECS is developing an Ammunition Supply Point Course. The use of the Nexus virtual environment enables students to learn within the classroom and immerse themselves into a contextually relevant environment.

Maintenance Training 3D Interactive Maintenance Training – Thales UK has successfully completed a contract to provide interactive 3D media for training the engineers who maintain the long-range radar (LRR) on the Royal Navy (RN) Type 45 destroyers.

This project, under contract with BAE Systems Insyte, has provided SCORM conformant, web-enabled, 3D training media for the use of Type 45 maintainer trainers. It has been designed to allow maintenance training to be done as either instructor-led, computer-aided instruction or self-paced, computerbased training. In both modes the maintainer can interact with photo-realistic, animated 3D models of cabinets and equipment to work through sequences of learning that cover start-up/shut-down, remove/install and fault finding.

Training Ranges Combat Training Center – Science Applications International Corporation (SAIC) has won a prime contract by the US Army Program Executive Office for Simulation, Training and Instrumentation (PEO STRI) to build the Egyptian Armed Forces Combat Training Center (AFCTC) No. 3 for the Training Authority of the Egyptian Armed Forces in Cairo, Egypt. The single-award contract has a three-year period of performance and a total value of more than $46 million.

SAIC will design and build a fixed and mobile AFCTC for the Egyptian

, EC TS I/I 41 AT 32 US H T OT SI O VI B

© CAE

Europe’s leading annual event for military training and simulation.

Held 22-24 May 2012 at ExCeL, London, ITEC is the ideal setting to build awareness of your products, both in Europe and beyond.

How can you benefit from ITEC 2012? n Spend quality time with those who have the power to invest in your products. n Allow end users from the world’s militaries to test out your products and spread the word amongst their colleagues around the world. n Stage live demonstrations of your new products and technologies in the Innovation Showcase. n Access members of the training and simulation community from emerging markets including Middle East, South America and Asia. n Free networking with the entire military training and simulation community. Build contacts that will help grow your business in future.

The quality of the attendees was excellent as was the ability to spend valuable time with key decision makers, as opposed to other, much larger, military shows.

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To book a stand or discuss sponsorship: Visit us at I/ITSEC, 28th November – 1st December, Orange County Convention Centre, Orlando, USA. Or call us on the numbers below.

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www.itec.co.uk

World News & Analysis

Armed Forces that is interoperable with AFCTC No. 1 and 2 to accommodate the execution of large training exercises. The AFCTC will function at the brigade level, provide realistic force-on-force training, and consist of software and hardware systems that support exercise control, field instrumentation, weapons engagement simulation, after action reviews, and live and constructive commanders training.

Replacing Marine MILES System – Cubic Defense Applications Inc. has been contracted to incrementally replace the US Marines' Multiple Integrated Laser Engagement System. The $49.5 million replacement project provides for the training systems of the Instrumented-Tactical Engagement Simulator Increment I and additional weapon training system capabilities.

I-TESS II equipment will be used to support direct force-on-force and forceon-target training. The system will be used in MOUT facilities and non-live fire maneuver ranges located at various Marine Corps bases and installations.

Work will be performed in San Diego, and is expected to be completed in July 2016.

Support Maintenance and Training for Eurofighter Sims – Cassidian has received a contract from the Federal Office of Defence Technology and Procurement (Bundesamt fur Wehrtechnik und Beschaffung - BWB) in Koblenz to operate, maintain and repair six flight simulators at the German Air Force's three Eurofighter units in Rostock-Laage, Neuburg an der Donau and Norvenich.

The contract runs until August 2015 and includes the performance of training operations by civilian flight instructors at the Eurofighter simulation centres.

Cassidian's instructors will teach basic knowledge of how to fly the Eurofighter and will work with flying instructors from the German Air Force to train experienced pilots in the tactical deployment of the complex weapons system.

The contract will be executed jointly with CAE Elektronik GmbH and Rheinmetall Defence Electronics GmbH. Support Center Contract – Booz Allen Hamilton has been awarded a prime contract to support the US Army Training Support Center (ATSC). Booz Allen will provide mission support services to

the Army-wide organizations that comprise the Training Support System (TSS) Enterprise. The TSS Enterprise manages Army ranges, land assets, and training support across the Army's emerging Live, Virtual, Constructive and Gaming domains. Booz Allen is one of four contractors issue an indefinite delivery/indefinite quantity award totaling $490.9 million, which has a one-year base period and four option years.

Committed to using Live, Virtual, and Constructive simulation to efficiently develop and deliver training policy and programs, Booz Allen will support all five functional areas included in the US Army TSS Enterprise contract - the Sustainable Range Program which includes Integrated Training Area Management, the Soldier Training Support Program, the Mission Command Training Center Support Program, the Training Development Support Program, and the Combat Training Center Support Program.

Simulator Maintenance Contract – HiQ has received a new order from FMV, the Swedish Defence Materiel Administration. The SEK 13.1 million order is for the maintenance of simulators for training fighter pilots on the JAS 39 Gripen.

ISSUE 5.2011

2011 ADL Fest

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The 2011 Advanced Distributed Learning (ADL) Implementation Fest, held Aug. 2-4 in Orlando, presented its usual mix of presentations on the success and future of ADL and the latest in distributed learning technologies and concepts to the fewest number of attendees in recent years.

Keynote speaker Frank DiGiovanni, Director of the Training Readiness and Strategy Office of the Under Secretary of Defense for Personnel and Readiness, warned Fest attendees of the potential of a "hollow force," or a reduction of US armed forces readiness, because of DoD budget cuts that reduce training. He also said that ADL is a catalyst for DoD learning innovation, instruction and implementation.

Kristy Murray, Director of the ADL Initiative, provided an overview of the future direction for the ADL program, which focuses on the Next Generation Learning Environment by taking advantage of emerging technologies to provide the means to facilitate learning. ADL's next goal is to maximize learner potential to perform and adapt, while maximizing technological innovation, she said. Mobile learning via advanced mobile device technologies will be a key to that effort, Murray pointed out. She also announced the new, more comprehensive version of the current ADL Mobile Learning Guide, the ADL Mobile Learning Handbook. A browser accessible version is available at http://mlhandbook.adlnet.gov.

Joe Camacho, Joint Knowledge Online (JKO) Director, announced the start of the JKO Value and Effectiveness Assess-

ment that will study the value of JKO to the warfighter. He also described the 2012 Vision Start for JKO, which will focus on the mobile learning environment, followed by the incorporation of virtual world technology.

Several following ADL Fest presentations covered an issue DiGiovanni had highlighted earlier, namely the transition of SCORM from DoD ownership to its shareholders. Shareholders include the educational institutions, governmental agencies and industry that have adopted the content standard for their online learning courseware. This transition will be key to the development of the next generation of SCORM, since the DoD cannot sustain the program indefinitely.

Peggy Kenyon of the Army Distributed Learning Program provided an overview of the service's Persistent Learning Capability (PLC). She described the PLC as a means to revolutionize the Army's ADL Program by providing a single online portal that will take advantage of new learning technologies to support a career-long education continuum for service personnel. Thomas Giattino of the Air Force's Air Education and Training Command (AETC) provided an account of the service's ADL as a part of its continual learning environment.

Some other Fest topics covered included serious games for learning, virtual worlds, a SCORM update and the latest instructional design methodologies. More information on Fest proceedings can be accessed at http://www.adlnet.gov/ifest2011. – Chuck Weirauch

Global Environment 3D Models Library can reproduce a wide range of geotypical locations.

Image credit: Edgedsign Ltd.

Engineering, Inc. has been awarded by the Missile Defense Agency (MDA) its Objective Simulation Framework (OSF), an IDIQ contract with a potential value of $595 million over five years.

Under the contract, Teledyne will design, develop, test, implement and maintain the OSF. It will be the centrepiece test and simulation framework for all elements of the missile defense system. The OSF will be capable of supporting full scale simulations, ground tests and live fire events. For the first time, it will tie together the Digital Simulation Architecture with the Single Simulation Framework.

Firearms Training Shooting Simulator – VirTra Systems has won a contract to supply a shooting simulator to the United States Coast Guard. This is VirTra's first sale to the US Coast Guard and means VirTra has now sold firearm training simulators to all five branches of the US Armed Forces.

Ventures and Partnerships European Training and Safety Initiative – Ramora UK, a provider of Explosive Ordnance Disposal (EOD) training and support services, has joined leading organisations across Europe in a new initiative to raise safety and training standards in the explosives industry.

The initiative, EUExcert (www.euexcert.org), brings together companies across Europe, united in the aim of cre-

ating occupational standards for working with explosives which will be recognised across national borders. The programme will improve the quality of the educational material and provide increased access to training through the workplace and through e-learning.

Global Sales Agreement – The Berlin based TrianGraphics GmbH, provider of terrain databases and developer of DBGS Trian3D Builder, has announced the signing of a global sales agreement with Edgedsign Ltd., provider of professional 3D modeling services, for their Global Environment 3D Models Library.

Edgedsign’s library is a high-quality model collection including 450 models applicable for real-time rendering and ready to use with advanced simulation platforms. Using this library allows reproduction of a wide range of geotypical locations with first-person view details elaboration and adds incredible realism to any existing terrain database or game level.

Supporting Military and Simulation Markets -– Havok has launched a new business unit dedicated to developing and supporting Military and Simulation systems. The new unit will employ a dedicated team to empower military and simulation divisions with the ability to develop interactive, high-fidelity simulation environments. Havok has appointed Cory Kumm to the role of Director of Military and Simulation.

Canada’s TAPV Programme – BAE Systems is teaming with Bluedrop Performance Learning of Newfoundland to provide Canadian technology and capability as part of its proposal to the Canadian Department of National Defence’s Tactical Armoured Patrol Vehicle (TAPV) programme.

As part of the team supporting BAE Systems’ proposal, Bluedrop will provide all training support for the vehicle fleet.

ISSUE 5.2011

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39 MS&T MAGAZINE

"HiQ has worked with FMV and the Swedish Armed Forces for more than a decade and a half. This latest assignment involves developing systems further and integrating systems in the best, most cost-effective way in order to satisfy current training requirements for JAS training simulators," said Anders Nilsson, managing director of HiQ Mälardalen.

Mission Command Training Contract – Department of the Army Mission and Installation Contracting Command Center - Fort Eustiss has awarded Northrop Grumman Corporation a contract to provide training and technical services in support of the US Army Mission Command Training Program (MCTP).

The $388.4 million cost plus award fee contract includes a one-year base with four option years. Work will be performed at Fort Leavenworth, Kansas, and training facilities worldwide.

C-5 Aircrew Training – Lockheed Martin has won a $5.8 million one-year contract from FlightSafety Services Corporation to manage C-5 aircrew training at Lackland Air Force Base, Texas, and provide logistical support for six other training locations. The contract includes four one-year options that, if exercised, would total $30 million.

The C-5 Aircrew Training System (ATS) program provides total training support for all C-5 pilots, flight engineers, loadmasters and maintenance engine run personnel. Lockheed Martin will also provide logistical training support at Dover Air Force Base, Del.; Travis Air Force Base, Calif.; Martinsburg Air National Guard Base, W.Va.; Memphis Air National Guard Base, Tenn.; Stewart Air National Guard Base, N.Y.; and Westover Air Reserve Base, Mass.

Training and Field Service Support – The US Army TACOM Life Cycle Management Command has awarded a $49.2 million contract to General Dynamics Land Systems-Canada for training and field service support for Light Armored Vehicles (LAV), previously supplied under a Foreign Military Sale (FMS) contract. Support activities under this contract include the provision of field support teams to conduct operator and maintenance training, technical support and fleet status monitoring. The period of performance is for five years and will be completed by July 2016.

OSF Contract – Teledyne Technologies Inc.’s subsidiary Teledyne Brown

World News & Analysis

The training element of the teaming agreement will include all operator training for the vehicle system and remote weapon system, including all related maintenance training for the first line support organizations in the Canadian forces.

Havok Acquires Trinigy – Havok™ has entered into a definitive agreement to acquire Trinigy, a leading 3D game engine provider. Trinigy's Vision Game Engine has been used by a broad range of games and simulation companies and is available on all major platforms. With the addition of the Vision Engine, Havok's modular technology portfolio now expands to include a full line of production tools including rendering capabilities. The Trinigy Vision Engine will be re-branded and known as the Havok Vision Engine.

NCS to Host GameTech 2012 – Team Orlando has announced that the National Center for Simulation (NCS) will host the

2012 GameTech Conference. The management move to NCS recognizes Central Florida as a hub of game-based training for the military and builds on previous growth and success of the GameTech Conference.

NCS President/Executive Director, Lt. Gen. (ret) Tom Baptise said, "The GameTech conference provides the simulation and training community and the nation an excellent opportunity to come together to review emerging technologies and trends, and to network for the advancement of a critical training and learning sector of the military - the use of gaming technology."

"One of the greatest things about GameTech is its ability to integrate new technologies to enhance the performance of our warfighters," commented Kent Gritton, director of the Joint Training, Integration and Evaluation Center and

deputy conference chair for GameTech.

"We are pleased that NCS has accepted the leadership role in taking the conference to new levels of excellence within our simulation and gaming community."

Defense GameTech Users' Conference focuses on serious games, mobile applications and virtual world technologies, and it features leading keynote speakers from government and industry. In March 2011, the conference drew almost 600 attendees. The 2012 conference will be held at the Orlando Caribe Royale, from March 26-30, 2012. Additional information can be found at www.teamorlando.or/gametech.

Arrivals & Departures Country Manager – projectiondesign® has named Jens Heymans Country Manager of Germany, Austria and Switzerland (DACH). During late 2011 and 2012

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MAKS 2011

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MAKS (International Aviation and Space Salon)-2011, the tenth of its kind, took place at Zhukovsky, 35km south-east of Moscow, between 16 and 21 August. The venue is appropriate, since the airfield and adjacent city are named for Nikolai Zhukovsky, the father of Russian aviation, and its alternative name – Ramenskoye – has been synonymous with flight test activity since 1941, when the Gromov Flight Research Institute was established there. Indeed, the hosting of an international air show at a base which was formerly shrouded in secrecy is an indicator of how things have changed. Early visitors to the show basked under cloudless skies in temperatures well above 30oC – although mercifully with a cooling breeze; later in the week, heavy rain and low cloud were the order of the day.

Nearly 800 companies from more than 30 countries took part in MAKS-2011 and, although the vast majority of them were from Russia and close neighbours, there was significant participation and interest from further afield, an indicator both of foreign industry wishing to do business in Russia, and of Russian companies eyeing opportunities abroad. Several mutually beneficial partnerships have already been established, and doubtless more will have developed as a result of this air show. One such is the collaboration between Russia and India to produce a new fighter, known in Russia as the Sukhoi T-50 PAKFA (Future Complex of Frontal Aviation) and in India simply as FGFA (Fifth Generation Fighter Aircraft).

The military aircraft presence was almost exclusively local, although the US brought a sizeable contingent, including C-5, KC-10, B-52, F-15, F-16 and A-10 aircraft; Rafales of the French Air Force were also in attendance. F-15 and Rafale took part in the flying display, but this also was mainly a domestic showcase of which the centrepiece was the T-50, which bears more than a passing resemblance to the F-22 Raptor. The T-50’s display was relatively restrained, reflecting the early stages of the flight test programme; nevertheless, it is clearly aerodynamically

very capable. Not restrained at all was the Su-35 which demonstrated yet again the triumph of thrust over drag and gravity, of fly-by-wire over conventional aerodynamics, and of flight envelope exploration over common sense. Gone was the classic ‘cobra’ manoeuvre, replaced by what can only be described as an aerial cartwheel! A bonus was the appearance of a composite and extremely pretty ‘big diamond’ formation of the 5 Su-27s of the Russian Knights team and the 4 MiG-29s of The Swifts; both teams were due to be disbanded after the show, ostensibly as a result of budget cuts, but could possibly reappear flying less expensive training aircraft such as the Yak-130.

This was not a ‘training’ show, and there was little pure training content in it. Nevertheless, there were some eye-catching simulators on display, not least Dynamika’s Ka-52 Alligator, with a Constanta Design image generator, and Transas’s Mi-38. IAI also showcased THRUST, an AACMI pod developed with InterCoastal Electronics Inc. for IAI’s Rangeless Helicopter Training System. THRUST is specifically designed for attack helicopters, replicates a Hellfire anti-tank missile, and can be networked with their fixed-wing version EHUD, and with other systems such as RAIDS and Laser-based Tactical Engagement Systems.

Some aspects of doing business in this part of the world appear not to have changed; for example, press accreditation and registration was its customary good-natured mayhem, and a recurrent theme was the difficulty of making commercial progress in the face of bureaucratic roadblocks. On Day 2, MAKS received a visit from the Russian Prime Minister; however, although Mr Putin’s endorsement of the show was to be welcomed, the effective loss of half a day’s business, while the exhibition was put into lock-down and flooded by security, was less praiseworthy and reminiscent of a bygone era. It contrasted sharply with the overall impression of friendly people, a forwardand outward-looking Russian aircraft industry, and an interesting and enjoyable show. – Dim Jones

October 11-14, 2011

Virginia Beach Convention Center, Virginia Beach, VA

COME ExpERIENCE:

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The latest M&S developments and applications Demos from top M&S Companies Presentations by speakers from around the world Pre-conference Workshops and M&S Standards Countless opportunities to network on our Expo Floor with fellow M&S professionals across industry, government, and academia • STEM Events for middle/high school students & teachers • 5 tracks:

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World News & Analysis

Heymans will be integral in setting up a projectiondesign German office as well as to implement increased business in Austria and Switzerland – including the investment in local business development, marketing and technical support functions and personnel.

Learning Consultant – LINE Communications has appointed Roy Evans as Defence Learning Consultant. Roy joins the Defence team and will add new military context as LINE seek to address the challenges in optimising training, post the Strategic Defence & Security Review.

ISSUE 5.2011

Products

MS&T MAGAZINE

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Thermite Rugged Embedded Computers – Quantum3D, Inc. has announced two new additions to its Thermite® family of embedded computers, the Thermite XVG 4000 and Thermite TL 2000. The Thermite XVG 4000 can be used for applications ranging from real-time sensor signal processing to situational awareness.

It uses a modular design that allows the system to be optimized to meet specific project requirements, including tailoring of the CPU, GPU, video processing, networking, I/O, and storage features, using Commercial -Off-the-Shelf modules.

Thermite TL 2000 rounds out Quantum3D's line of rugged Thermite family as the lightest and smallest embedded system. It offers lower power consumption for a range of markets, including man-wearable applications, robotics, real-time signal processing applications like GPS and radar, as well as embedded sensor signal processing applications such as LIDAR/LADAR. Triton Ocean SDK – Sundog Software has released its new Triton Ocean SDK for creating realistic oceans for simulation, training, and video game applications. Triton takes any given wind conditions or Beaufort scale conditions, and automatically creates 3D, animated ocean scenes with matching wave heights and motion.

Triton may also be used with wholeEarth, "geocentric" simulation systems, and is compatible with C++ Windowsbased 3D engines built with OpenGL, DirectX9, or DirectX11. Sample code is provided for the popular OpenSceneGraph and Ogre 3D engines.

Observation and Perceptual Skills Training – Design Interactive, Inc. has released ADAPT-AAR™, the latest

instalment in their ADAPT (Auto-Diagnostic Adaptive Precision Training) suite of products.

ADAPT-AAR is an observation and perceptual skills training system that combines advanced eye-tracking technology with PC-based software to provide access to unobservable aspects of trainee performance such as search and detection. ADAPT-AAR provides each trainee with feedback on scan, search, detection and recognition performance and recommends techniques and training approaches for future remediation.

The system also allows trainees to compare their search and detection processes side-by-side with experts so they can understand the differences between expert performance and their own. ms&t

Index of Ads Booz Allen Hamilton www.boozallen.com/rfwn IFC CAE www.cae.com OBC Concord XXI www.russiaair.net 15 DI-Guy www.diguy.com 17 Forth Dimension Displays www.forthdd.com 11 Halldale Simulation Training Directory www.halldale.com/directory 16 I/ITSEC www.iitsec.org 29 International Armoured Vehicles 2012 www.internationalarmouredvehicles.com 33 ITEC www.itec.co.uk 37 JVC Professional Products www.pro.jvc.com/visualization 21 Low-Cost Training Conference www.t3web.org 20 MetaVR www.metavr.com 9 Military Simulator Census www.halldale.com/shop 32 Modsim www.modsimworldconference.com 41 MS&T Magazine www.halldale.com/mst 27 Presagis www.presagis.com 4 RAeS Conference www.aerosociety.com/conference 19 Raydon www.raydon.com 13 RGB Spectrum www.rgb.com 7 SAIC www.saic.com IBC TEAL Electronics www.teal.com 23 VT MAK www.mak.com/foundations 25

Calendar Simulation & Training Events Organised by Halldale Media 20-21 September 2011 APATS 2011 – Asia Pacific Airline Training Symposium Shangri-La Hotel Bangkok, Thailand www.halldale.com/apats 8-9 November 2011 EATS 2011 – European Airline Training Symposium Clarion Congress Hotel Prague, Czech Republic www.halldale.com/eats 22 November 2011 Low-Cost Training Trends & Technology Seminar Westminster Conference Centre London, UK www.andrich.com 17-19 April 2012 WATS 2012 – World Aviation Training Conference & Tradeshow Rosen Shingle Creek Resort Orlando, Florida, USA www.halldale.com/wats

Simulation & Training Events MS&T Magazine: Supporting Media 27-29 September 2011 Helitech Duxford, UK www.helitechevents.com 28-29 September 2011 Military Training & Simulation Asia Singapore www.milsimasia.com 12-14 October 2011 Safety & Security Asia 2011 Singapore www.safetysecurityasia.com.sg 9-10 November 2011 RAeS Flight Simulation Group Conf.

London, UK www.aerosociety.com/conference 28 November - 1 December 2011 I/ITSEC Orlando, USA www.iitsec.org

Advertising contacts Business Manager: Jeremy Humphreys [t] +44 (0)1252 532009 [e] jeremy@halldale.com Business Manager, North America: Mary Bellini Brown [t] +1 703 421 3709 [e] mary@halldale.com

www.4cstrategies.com www.aaicorp.com/products/training/training_main.html www.acshydraulics.com

ACS offers the highest quality in motion leg/actuator refurbishment, servo valve repair, pump repair & conversion kits, control loader repair, and linear transducer replacement.

Rebuilt legs are tested on a state-of-the-art test stand.

Actuators are verified for FAA requirements, and returned with complete test results, including detailed documentation of incoming & outgoing status and performance.

Contact: Steve Drilling

sdrilling@acshydraulics.com

Advanced Simulation Technology, Inc. (ASTi) www.asti-usa.com AEgis Technologies Group, Inc. www.aegistg.com Aero Simulation, Inc. www.aerosimulation.com AeroSimulators USA, Inc. www.aerosimulators.com Agent Orientated Software, Inc. / AOS Group www.aosgrp.com AgustaWestland www.agustawestland.com Air Transport Group www.cranfield.ac.uk/soe/airtransport Alelo www.alelo.com Alenia Aeronautica S.p.A. www.alenia-aeronautica.it Alfasim, s.r.o. www.alfasim.cz Alion Science and Technology www.alionscience.com AlphaBravo www.alphabravo.com American Systems www.americansystems.com AMI Instruments, A Division of L-3 Communications www.link.com/ami-history.html www.antycipsimulation.com Antycip Simulation www.anylogic.com AnyLogic North America Applied Computer Systems, Inc. www.acs-linksystems.com Applied Science Laboratories www.a-s-l.com APS Aviation, Inc. www.adga.ca AQT Solutions www.AQTSolutions.com ARC Aerospace www.arcaerospace.com www.argonelectronics.com Argon Electronics Ascension Technology Corporation www.ascension-tech.com Ashgate Publishing Limited www.ashgate.com AT-One EEIG www.at-one.aero ATSIM, Inc. www.atsim.com AVT Simulation www.avtsim.com BAE Systems Military Air and Information www.baesystems.com BAE Systems Training Solutions www.baesystems.com Bagira Systems Ltd. www.armaz.co.il Barco, Inc. www.barco.com/simulation B-Design3D www.b-design3d.com benntec Systemtechnik Gmbh www.benntec.de Bespoke Training Systems Ltd www.bespoketrainingsystems.co.uk Bihrle www.bihrle.com BAR specializes in the development of full-envelope software math models for military and civil fixed-wing and rotary-wing aircraft simulations, including stall/post-stall/spin and upset/ recovery modeling. BAR incorporates these flight models into a wide range of customer applications, including engineering workstations, Full Flight Simulators, hardware-in-the-loop simulators and multi-vehicle networked simulations.

Contact: Brian Wachter

Binghamton University Black Cat Displays Limited Bleeding Art Industries BMT Reliability Consultants BNH Expert Software, Inc.

bwachter@bihrle.com

www.wtsn.binghamton.edu/coned www.blkkat.com www.bleedingartindustries.com www.bmtrcl.com www.bnhexpertsoft.com

Boeing www.boeing.com/training Boeing provides a full range of training activities. Our largescale systems integration expertise, global infrastructure and research facilities are helping ensure maximum readiness.

Today, Boeing is demonstrating groundbreaking integrated Live, Virtual and Constructive technologies and developing leading-edge visual systems and new capabilities in support of ground-based training.

Contact: Bruce Fasterling

Bohemia Interactive Simulations s.r.o.

Booz Allen Hamilton

bruce.k.fasterling@boeing.com

www.bisimulations.com www.boozallen.com

Booz Allen Hamilton is a leading provider of management and technology consulting services to the US government in defense, intelligence, and civil markets, and to major corporations, institutions, and not-for-profit organizations.

Booz Allen is headquartered in McLean, Virginia, employs more than 25,000 people, and had revenue of $5.59 billion for the 12 months ended March 31, 2011. To learn more, visit www. boozallen.com. (NYSE: BAH)

Brightwave Ltd. www.brightwave.co.uk BTMD, Inc. www.btmd.com Buffalo Computer Graphics, Inc. www.bcgeng.com C4 Advanced Tactical Systems LLC www.c4ats.com C4i Consultants Incorporated www.c4ic.com CAE www.cae.com CAE is a global leader in modeling, simulation and training for civil aviation and defence. CAE’s business is diversified, ranging from the sale of simulation products to providing comprehensive services such as training services, professional services and in-service support. The company aims to apply its simulation expertise and operational experience to help customers enhance safety, improve efficiency, maintain readiness and solve challenging problems.

Contact: Chris Stellwag

Calytrix Technologies Camber Corporation Carbon Graphics LLC Carley Corporation Caspian Learning Catalyst Interactive Europe BV CATI Training Systems CC Engineers Pvt. Ltd. CDG, a Boeing Company eLearning Training Content Creators CHI Systems, Inc.

Chris.Stellwag@caemilusa.com

www.calytrix.com www.cambertx.com www.carbongraphics.com www.carleycorp.com www.caspianlearning.co.uk www.catalystinteractive.nl www.catinet.com www.teklearn.com www.cdgnow.com www.chisystems.com

CHI Systems is a small innovator that has been performing leading R&D in simulation and training for over 25 years. Our operational focus and thought leadership in the science of training have led to technological advancements in domains including aviation, maritime, combat casualty care, intelligence, culture, unmanned systems, and others.

Christie Digital Systems, Inc.

www.christiedigital.com

Christie’s integrated simulation solutions offer exceptional products, industry know-how and vast experience in one complete visual display solution. Our visual display technology is used in high-performance simulation environments all over the world to repeatedly, consistently perform a task or rehearse a scenario with accurate, trueto-life display environments.

Contact: Arlonna Seymour Email: Arlonna.Seymour@christiedigital.com

ISSUE 5.2011

4C Strategies AAI Corporation ACS Hydraulics, Inc.

43 CAT MAGAZINE

Simulation & Training Company Listing

Simulation & Training Company Listing

Simulation & Training Company Listing

Clairis Technologies www.clairis-technologies.fr www.vxsim.com CMLabs Simulations, Inc. Coalescent Technologies Corporation www.ctcorp.com Cobra Technologies, Inc. www.motionsimulator.com Cogent3D, Inc. www.cogent3d.com/www.gisroam.com Columbus State University www.columbusstate.edu Compro www.compro.net Concord XXI, Inc. www.russiaair.net Concord XXI has assembled the finest collection of training aids, simulators, and instructors existing in the world today. We are the world’s leading western-style Mi-17 training company. Since training our first Mi-17 air and ground crews from the US Air Force in October 2000, we have continually improved training processes with each class, and have achieved customer satisfaction that is second to none.

Contact: Edward Y.Shulman info@concordxxi.com

CONRAC GmbH Control Products Corporation CORYS T.E.S.S. Courseware Associates, Inc. Creative Technologies, Inc. (CTI) Crew Training International CSC (Computer Sciences Corporation) CSTS Dinamika

www.conrac.de www.cpctexas.com www.corys.com www.courseware-associates.com www.cretecinc.com www.cti-crm.com www.csc.com www.dinamika-avia.com

Development and production of the entire range of training facilities for aircraft crews, Research simulators to support R&D of new aeronautical engineering, CBT classes, Development of multi-purpose tactical trainer complexes, Aviation training centers for flying crews and engineering staff.

Contact: Victoria Kulkova

kulkova@dinamika-avia.ru

Cubic www.cubic.com Cubic provides advanced air combat training systems, laser-based ground combat training systems, cyber security and tactical communications products, virtual marksmanship trainers, and engineering and technical support. Other capabilities include force modernization, leader development, curriculum development, distance learning, battle simulation center support, maritime and homeland security training, and emergency management training.

Contact: Jan Stevens JAN.STEVENS@cubic.com

ISSUE 5.2011

www.cursive-simulation.com Cursive Simulation www.custom-mfg-eng.com Custom Manufacturing & Engineering, Inc. www.cybercity.tv CyberCity AG CYBERMIND www.cybermindnl.com www.cybernet.com Cybernet Systems Corporation www.cymstar.com CymSTAR LLC www.dreo.co.uk D & R Electro-Optics Ltd. www.datem.com DAT/EM Systems International www.davinoptronics.com Davin Optronics Ltd. www.dedicatedcomputing.com Dedicated Computing www.deicorp.net DEI Services Corporation www.delreysys.com DEL REY Systems & Technology, Inc. www.diehl-bgt-defence.de Diehl BGT Defence www.digitalprojection.com Digital Projection www.dignitastechnologies.com Dignitas Technologies, LLC DI-Guy www.diguy.com

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DI-Guy is the leading software developer of tools for realtime human visualization, simulation and artificial intelligence.

DI-Guy products enable the easy creation of crowds and individuals who are terrain-aware, autonomous and react intelligently to ongoing events. Leading organizations worldwide use DI-Guy products, including Lockheed Martin, Rockwell Collins, BAE and RUAG.

DynaLantic Corp.

Earth Satellite Corporation ECA Sindel E-COM s.r.o.

EDM Ltd. Elbit Systems

Linked together for interoperability, Elbit Systems’ training solutions replicate combat scenarios for which coordination is crucial to success. Solutions range from mission preparation, through execution, to post-mission debriefing and analysis. Using COTS components and specially designed simulation modules, our solutions are designed to evolve with customers’ needs and include operation and maintenance.

Contact: Noa Shachar

Ellis & Watts Global Industries, LLC

mschlackman@diguy.com

Discovery Machine, Inc. www.discoverymachine.com www.doti-optics.com Displays & Optical Technologies DiSTI www.disti.com www.DLSSystems.com DLS Systems domeprojection.com www.domeprojection.com www.drs-mes.com DRS Mobile Environmental Systems www.dspnor.com dspnor as www.dtmedia.co.uk DT Media Ltd. www.dutchspace.nl Dutch Space B.V.

noa.shachar@elbitsystems.com

www.elliswatts.com

E & W Global is a major supplier to the defense and communications industries.

E & W Global manufactures deployable shelters that are custom designed for specific needs including: expandable shelters, simulators,classroom training and electronics. E & W Global also manufactures environmental control units (ECU), custom liquid to liquid (LTL) and liquid to air (LTA) heat exchangers, chillers, pressurizer/dehydrators and dielectric fluid coolers.

Contact: George W. Bak

Elsag Datamat spa - A Finmeccanica Company Engineering & Computer Simulations (ECS) Engineering Matters, Inc. Environmental Tectonics Corp.

EPA Training Center Equipe Simulation

gbak@elliswatts.com

www.elsagdatamat.com www.ecsorl.com www.engineeringmatters.com www.etcusa.com www.epa-pr.com.br www.equipe-simulation.com

Equipe has been serving the simulation industry for almost 20 years, offering Visual Solutions for military and civil training applications. Equipe’s services range from sub-system supply through to complete turnkey system, supported by a comprehensive portfolio of visual simulation products, including FAA/JAA Level D certified Collimated Displays, with a Field Of View of up to 220°x60°.

Contact: Steve Bolland

ESRI - Environmental Research Systems Institute ETC Simulation ETC-PZL Aerospace Industries Sp. z o.o.

European Technology Institute Bvba European Training & Simulation Association (ETSA) ewsim corporation Fast Track Pilot Training Fidelity Technologies Corporation Flight Training News FlightSafety International

steveb@equipe-electronics.com

www.esri.com www.admstraining.com www.ai.com.pl www.eurosis.org www.etsaweb.org www.ewsim.com www.ftpilottraining.com www.fidelitytech.com www.ftnonline.co.uk www.flightsafety.com

FlightSafety International is the world’s premier professional aviation training company and supplier of flight simulators, visual systems and displays to commercial, government and military organizations. The company provides more than a million hours of training each year to pilots, technicians and other aviation professionals from 154 countries and independent territories.

FlightSafety operates the world’s largest fleet of advanced full flight simulators at Learning Centers and training locations in Asia, Europe, North and South America, the Pacific Rim and South Africa.

Contact: Stephen Phillips Email: stephen.phillips@flightsafety.com

FLY IT Simulators, Inc.

www.flyit.com

Accurate flying fixed base helicopter simulators. Approved for hover training. Training in 22 countries. Engine vibration, yaw and turbulence queuing. 5 year warranty. Level 3 Thru 7 FTD. NVG training/checking.

Robinson, Schweizer, Enstrom, MD, Bell, Eurocopter, Mi. Entire world is accurately simulated.

Jeppesen 24,000 airport database.

Contact: Sales

Contact: Marc Schlackman

www.dynalantic.com www.earthsat.com www.eca-sindel.com www.e-comsystems.cz www.edm.ltd.uk www.elbitsystems.com

FlyRight, Inc. ForeFront Productions LLC Forth Dimension Displays Ltd.

sales@flyit.com

www.flyrightinc.com www.simulationinstallation.com www.forthdd.com

Forth Dimension Displays (ForthDD) is the world’s leading supplier of high resolution (greater than 1M pixel) microdisplays for Near-To-Eye (NTE) applications. The solution for NTE applications in the military training and simulation industry for close to 10 years, references can be found in many Head Mounted Displays and Simulated viewers.

Contact: Sales

sales@forthdd.com

www.frasca.com

MetaVR www.metavr.com

Frasca International has delivered over 2500 flight training devices word wide since 1958. Products include a complete range of flight training equipment for all aircraft types; piston, turbine, jet or rotary wing for airlines, universities and military organizations worldwide. Frasca devices are certified to meet customer’s requirements. Whatever your flight training needs, Frasca can meet them!

MetaVR develops PC-based commercial software for the simulation and training markets, featuring high-speed 3D visualization, content, and creation of networked virtual worlds using real-world data. Featuring geospecific simulation with game-quality graphics, the company’s terrainbuilding and real-time visualization products are used in UAS trainers, flight simulators, JTAC training, and urban-operations training.

Contact: Karen Molloy kmolloy@metavr.com

pprichard@frasca.com

www.gaddon.co.uk Gaddon Ltd. GameSim Technologies www.gamesim.com General Atomics Aeronautical Systems, Inc. www.ga-asi.com www.ewgenesis.com Genesis EW Ltd. GrayEagle Technologies www.pdt-usa.com Havok www.havok.com/simulation Higher Power Aviation www.higherpoweraviation.com Horizon International Flight Academy www.horizonuae.ae www.hotseatsim.com HotSeat Chassis, Inc. HTP Ostrava CZ as www.htpostrava.cz www.iai.co.il IAI-LAHAV Division IAI’s LAHAV Division provides the entire range of integrated pilot training solutions. These solutions include: virtual training systems, debriefing systems, avionics simulators, cockpit procedure trainers, fixed-base mission simulators, full motion mission simulators and network-linked simulators for collective multiple pilot training with real-time coordination between trainees and other C4I elements.

Contact: Ms. Orna Ben-Yacov

IAI-MLM Division

obenyacov@iai.co.il

www.iai.co.il

IAI’s MLM Division leads the world with its advanced training & simulation systems, including: EHUD™ - Unique air-combat pilot training, debriefing and safety enhancement systems for fighter aircraft pilots which pioneered the generation of the AACMI systems. THRUST – Tactical Helicopter Rehearsal Autonomous Safety and Training System. NCMI – Naval Combat Maneuvering Instrumentation System.

Contact: Amit Haimovich

Image Modelling Limited ImageLinks Program (Harris Corp.)

IMPEX, Inc. Indra Systems, Inc. Institute for Simulation & Training/UCF Interaction Trainers Interfire Products Oy (Ltd.) InterSense, Inc. Intevac, Inc.

mlm_marketing@mlm.iai.co.il

www.image-modelling.co.uk www.imagelinks.com www.impexinc.com www.indra-systems.com www.ist.ucf.edu www.interactiontrainers.com www.interfireproducts.com www.intersense.com www.intevac.com

The I-PORT™ family of near-eye and/or head-mounted display systems are ideal for a wide range of applications. The I-PORT is available in several models that meet the requirements of the commercial and military markets, and are suited for applications from surgery, weapon sights and virtual reality.

Contact: Ben Mall

bmall@intevac.com

www.itec.co.uk ITEC 2012 J.F. Taylor, Inc. www.jfti.com Jordan Aerospace Industries www.jai.jo Jumbo Vision International www.jumbovision.com.au JVC Professional Products Company pro.jvc.com KONGSBERG www.kongsberg.com KPIT Cummins www.kpitcummins.com Kratos Defense www.kratosdefense.com Krauss-Maffei Wegmann GmbH & Co. www.kmwsim.com KVH Industries www.kvh.com L-3 Link Simulation & Training www.L-3com.com Laerdal Medical www.laerdal.com LausitzAviation www.lausitzaviation.com Marathon Targets Pty. Ltd. www.marathon-targets.com www.masagroup.net MASA Group Matrox Graphics, Inc. www.matrox.com/graphics medicon engineering & simulation www.e-simulation.gr www.merlinsim.com Merlin Flight Simulation Group Mersive Technologies www.mersive.com

www.meteksan.com Meteksan Savunma Metters Incorporated www.metters.com Micro Nav Ltd. www.micronav.co.uk Mint Media Interactive Software Systems GmbH www.media-interactive.de MOOG Inc. www.moog.com www.mseab.com MSE Weibull MYMIC LLC www.mymic.net Newman & Spurr Consultancy Ltd. www.nsc.co.uk NGRAIN www.ngrain.com Nida Corporation www.nida.com www.nightreadiness.com Night Readiness, LLC Noptel Oy www.noptel.fi NVIS, Inc. www.nvisinc.com www.nVisionIndustries.com nVision Industries OPINICUS Corporation www.opinicus.com OPINICUS Corporation, a Flight Simulator Technologies leader for 20 years: your ‘Go-To” company for turnkey solutions. We manufacture FSTDs from desktop to Level D Simulators. We also provide upgrades/modifications that will improve reliability, maintainability and reduce the life cycle costs of your existing simulator. Contact us today at www.opinicus.com Contact: Jennifer Frame

Email: jennifer.frame@opinicus.com

PARSONS www.parsons.com www.pdmtc.co.uk PDM Training and Consultancy Ltd. Pilotwise International Ltd. www.pilotwise.co.uk Pinnacle Solutions www.psisimulation.com Pinnacle Solutions is a Service-Disabled, Veteran-Owned Small Business with a broad range of experience in Modeling & Simulation.

Pinnacle has demonstrated past performance in each of the following primary domains: Training System Development (Desktop, Part-task, and Full-Flight Trainers), Training Device Modifications, Engineering and Training Services, and Technical Publications development.

Contact: Mike Durant mdurant@psisimulation.com

Pitch Technologies www.pitch.se Presagis www.presagis.com Presagis is a global leader providing off-the-shelf modeling, simulation and embedded graphics solutions to the aerospace and defense markets and is the only developer to deliver a unified COTS software portfolio based on open-standards. Presagis combines cutting-edge technology with innovative services to help customers streamline workflow, reduce project risks, create detailed models and complex simulations, in addition to developing DO-178B certifiable applications.

Contact: info@presagis.com

Pro Flight Center, Inc. www.proflightcenter.com www.prodefis.de prodefis gmbh projectiondesign www.projectiondesign.com projectiondesign is a unique and independent manufacturer of high performance projectors and image processors for training and simulation. The FL32 series is the world’s premier choice for Full Flight level D certified simulators. Benefits include: Solid State LED illumination, 5 year 24/7 operation warranty, 100.000 hours life time, 1920 x 1200 pixel resolution and Motion platform compatible.

Contact: Anders Lokke Email: sales@projectiondesign.com

Q4 Services www.q4services.com Quallium Corporation www.quallium.com Quintec Associates Limited www.quintec.com Raydon www.raydon.com Raytheon Technical Services Company LLC www.raytheon.com/businesses/rts

ISSUE 5.2011

Contact: Peggy Prichard

Raytheon Technical Services Company LLC (RTSC), with annual sales of $3.4 billion and operations on all seven continents and at more than 440 sites, provides a full spectrum of technical, scientific and professional training, logistics and engineering solutions to its defense, federal, international and commercial customers worldwide.

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Contact: Raytheon Technical Services Company

rtscbd@raytheon.com

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Frasca International, Inc.

Simulation & Training Company Listing

Raytheon Technical Services Company LLC’s Warfighter Support Services (WSS)

www.raytheon.com Keyword: WSS Raytheon Technical Services Company LLC’s Warfighter Support Services (WSS) provides comprehensive and innovative solutions in training engineering services and systems integration, training and training support, and logistics, including range services, depot maintenance and supply support, to military, homeland security, law enforcement and civil affairs markets around the world.

Contact: Raytheon Technical Services Company’s Warfighter Support Services wssbd@raytheon.com

www.realdbstore.com Real DB, Inc. Real-Time Innovations www.rti.com Remograph www.remograph.com Remograph provides products and services for the computer graphics, visual simulation and 3D modeling industries. With over 10 years of experience we are able to develop advanced and cost-effective solutions for end-users and developers of e.g. visual simulation systems, visual databases or virtual reality applications.

Contact: Andreas Ekstrand info@remograph.com

RET KRONSHTADT Co. Ltd. RGB Spectrum®

www.kronshtadt.ru www.rgb.com

RGB Spectrum® is a leader in videographic and decision support system technologies. Products include the View™ family of video windowing systems, MediaWall® multiscreen display controllers, Linx™ matrix switchers, DGy™ digital recording system, DSx™ H.264 streaming and recording codecs, MultiPoint KvM™ control room decision support systems, and SynchroMaster® keyers and overlayers. kpefkaros@rgb.com Contact: Ken Pefkaros

www.ternion.com Ternion Corporation Terrasim www.terrasim.com TerraSim provides software solutions and services for advanced visual simulation and terrain database construction. TerraTools(R) constructs dense urban environments and produces terrain covering hundreds of one-degree geocells. TerraSim Xtract(TM) recovers legacy source data and processes it for reuse. RoadMAP from TerraSim(R) detects and attributes roads and linear features from imagery.

www.rheinmetall-de.com Rheinmetall Defence Electronics GmbH www.riptidesoftware.com Riptide Software, Inc www.rocketbox-libraries.com Rocketbox Studios GmbH rolands.com ROLANDS & ASSOCIATES Corporation (R&A) RPA Electronic Solutions, Inc. www.rpaelectronics.com RSI Visual Systems www.rsivisuals.com www.rst-rostock.de RST Rostock System-Technik GmbH RUAG www.ruag.com Saab www.saabgroup.com

TERREX - Terrain Experts Inc. www.terrex.com www.thebattlesim.com The Fighter Collection www.tatitlek.com The Tatitlek Corporation Tiltan Systems Engineering www.tiltan-se.co.il Training Systems Technology Ltd. www.tsttraining.com Transas Marine www.transasmarine.com www.tricat.net TriCAT GmbH Trinigy www.trinigy.net/sim Trivisio Prototyping GmbH www.trivisio.com Unity Technologies www.unity3d.com URS www.urscorp.com www.vartec.be Vartec nv www.vdcdisplaysystems.com VDC Display Systems www.viasat-geo.com/eng/index.asp VIASAT GeoTechnologies www.viasat.com/government-communications/rf-signal-stimulation VIASAT Inc. www.virtra.com VirTra Systems VirTra Systems provides the world’s most realistic weapon simulators for Military and Law Enforcement customers around the globe.

VirTra’s wide range of products includes the finest marksmanship, judgmental, tactical and deployable shooting simulators available. VirTra further enhances small arms simulation training with innovative patent-pending technology and is the higher standard in firearms training simulators.

Contact: Steven Shaffer sshaffer@virtra.com

Saab provides a complete range of capabilities covering all training steps in all domains; Live, Virtual and Constructive. The new Virtual product line includes: simulators for Joint Fire, Small Arms Training, CAS and GBAD training. In the Live domain Saab is a leader with customers all over the world.

Contact : Patrik Rehnqvist market.training@saabgroup.com

Safety Training Systems, Inc. www.ststulsa.com SAIC www.saic.com SAIC is a FORTUNE 500® scientific, engineering, and technology applications company that uses its deep domain knowledge to solve problems of vital importance to the nation and the world, in national security, energy and the environment, critical infrastructure, and health. SAIC is a leading provider of cyber, intelligence and IT solutions.

Sankhya www.sankhya.net Scalable Display Technologies www.scalabledisplay.com www.sce.co.at SCE SystemEngineering GmbH SCE SystemEngineering GmbH is a small, well-networked, privately owned company in Salzburg/Austria with the core competence to solve complex tasks as simple as possible. One of our products is the SCE-Cirrus-05, a motion-based, transportable flight simulator which is used e.g. by the Austrian Airforce within the pilot-selection process.

Contact: Martin Scharfetter cirrus@sce.co.at

ISSUE 5.2011

SDS International Advanced Technology Division SELEX GALILEO SELEX Systems Integration Ltd. Servo Kinetics Inc.

CAT MAGAZINE

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Sogeclair Aerospace www.sogeclairaerospace.com www.spot.com SPOT Image Corporation SRK Aviacom (I) Pvt. Ltd. www.aviacom.in STASYS Training Services www.stasys.co.uk Stirling Dynamics www.stirling-dynamics.com Stottler Henke Associates, Inc. www.stottlerhenke.com www.strategicsimulationsolutions.com Strategic Simulation Solutions LLC Survival Systems Limited www.survivalsystemsgroup.com Synergest, Inc. www.synergest.com www.scs-ltd.co.uk System Consultants Services Limited Systems Technology, Inc. www.systemstech.com www.systran.com Systran - Curtiss Wright Embedded Computing TEAL www.teal.com TEAL provides an innovative line of power distribution units designed specifically for high fidelity simulator subsystems including electric motion, electric control loading, and HD visual systems. TEAL provides the clean power enabling the highest system uptime and performance while reducing or eliminating problems created by electrical noise and ground loops.

Contact: Bob Close rclose@teal.com

www.sdsorlando.com www.selexgalileo.com www.selex-si-uk.com www.servokinetics.com

Servo Kinetics Inc (SKI) has provided quality support to military simulation for over 30 years. A ISO-9001-2008 company - our simulator motion system refurbishment and Dynamic/Full-Load Testing Standards are the highest in the industry. NASA, NAVAIR, Marines, Air-Force, Coast-Guard, and other military contractors/customers can tell you “We do it right”.

Contact: John Kokalis jlkski@suddenlink.net

www.simcon-services.com.au SimCon Services Pty. Ltd. www.simcontrol.com.au SimControl Australasia Simformotion LLC www.catsimulators.com SimSTAFF Technical Services www.simstaff.com Simthetiq www.simthetiq.com www.smarttech.com SMART Technologies, Inc.

Virtual Logic Systems Private Limited www.virtuallogicsys.com Virtual Reality Media (VRM) www.vrm.sk www.virtc.com Virtual Technology Corporation Viswire www.viswire.com www.vrviz.com VR Viz VSD LLC www.vsdonline.com VT MÄK www.mak.com www.csikgw.aon.edu.pl War Games and Simulation Centre in National Defence University www.willinteractive.com WILL Interactive, Inc. www.wisdomtools.com WisdomTools, Inc. WITTENSTEIN aerospace & simulation, Inc. www.wittenstein-us.com World Class Aviation Academy www.worldclassaviationacademy.com Wyle www.wyle.com www.aydindisplays.com XKD Corporation XPI Simulation Ltd. www.xpisimulation.com Xsens Technologies B.V. www.xsens.com www.zeltech.com Zel Technologies, LLC Zel Technologies, LLC (ZelTech) is a veteran and minority owned small business with its Training and Simulation Group (TSG) located in Central Florida. We offer leading edge, “Force on Force” and “Force on Target” tactical engagement simulation and instrumentation systems development, production, installation and life cycle support solutions.

Contact: William Edridge William.Edridge@zeltech.com

Enhance Collaboration in a Virtual 3-D World SAIC’s On-Line Interactive Virtual Environment (OLIVE™) is a dynamic software platform that enables users to collaborate over computer networks using a 3-D user interface. OLIVE-based virtual worlds bring together physical presence, action, voice, data, and media in a contextspecific, simulated environment. OLIVE supports virtual world implementations in healthcare, financial services, energy, transportation, retail, government, and higher education.

To learn more, visit us at saic.com/olive

Energy | Environment | National Security | Health | Critical Infrastructure © Science Applications International Corporation. All rights reserved. OLIVE is a trademark of Science Applications International Corporation in the U.S. and/or other countries.

NYSE: SAI

experience

It’s true…there is only one truly global company focused exclusively on modeling, simulation and training, and it’s what we do day in and day out around the world for defense forces and any customer looking to apply simulation to enhance safety, efficiency and mission readiness.

That includes a wealth of experience providing simulation and training solutions for ground forces. CAE provides comprehensive training solutions for tanks and AFVs, including driver, gunnery, and maintenance trainers. We have a complete portfolio of simulation-based solutions for direct and indirect fire, close air support, forward observation and target recognition training. Our constructive simulation command and staff training systems help develop the decision-making abilities of commanders in C4ISR environments. And all of these solutions leverage CAE’s simulation technology leadership in areas such as common databases, visual systems, computer-generated forces, physics-based modeling and more.

AM167

As military forces around the world look to expand their use of synthetic training to reduce costs and enhance readiness, trust a company with the focus, experience and technology leadership in simulation and training to be your partner.

CAE is a world-class training systems integrator that offers a range of products and services related to training ground forces.

one step ahead

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