The Voice of Military Information Dominance
Cyber Soldier Lt. Gen. Edward C. Cardon Commander Army Cyber Command
Tactical Smartphones O GTACS O NetOps Convergence Big Data O Cyber Operations O SATCOM Funding
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C4
April 2014
Volume 18, Issue 2
Military Information Technology
2014
Editorial Calendar May [18.3]
June [18.4]
July/Aug [18.5]
Q&A: David Stickley Director JIE Implementation Office Special Section: Joint Information Environment Features: Data Center Consolidation Insider Threat Prevention ID Management Tactical SATCOM Tradeshows: JIE Mission Partner Symposium* (May 12) Closing Date: 4/25
Q&A: Brig. Gen. Kevin Nally Marine Corps CIO Special Section: Education Issue Features: 4G Innovations Software Development Terminals Tradeshows: Cyber Symposium* (June) Closing Date: 6/6
Q&A: Lt. Gen. Michael J. Basla Chief, Information Dominance and Chief Information Officer Air Force Special Section: Air Force Services Guide Features: Airborne Networks Storage Unified Capabilities Tradeshows: Air/Space* (9/16) Closing Date: 7/25
Oct [18.6]
Nov [18.7]
Dec [18.8]
Q&A: Lt. Gen. Robert S. Ferrell Army CIO Special Section: Enterprise Email Features: Network Integration Evaluation Virtualization IT Certification Tradeshows: AUSA* (Oct. 13) Closing Date: 9/24
Q&A: Maj. Gen. Alan Lynn Vice Director DISA Special Section: DISA Guide Features: Radios Cyber Ranges Encryption Tradeshows: MILCOM * Closing Date: 10/31
Q&A: Rear Adm. William E. Leigher Director of Warfare Integration for Information Dominance Navy Special Section: Naval Networks Features: Cross Domain Solutions Collaboration WIN-T Tradeshows: AFCEA West* (2015) Closing Date: 12/12
*Bonus Distribution This editorial calendar is a guide. Content is subject to change. Please verify advertising closing dates with your account executive.
military information technology Features
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Cover / Q&A
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Big Data Bolsters CyberDefense
New data types and new big data analytics are the path forward for network defenders who are having to deal with an always-changing cyberadversary, a major survey of IT and IT security professionals indicates. By Harrison Donnelly
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The Army is now moving to simplify and reduce the number of network management tools its communication officers use to manage the tactical communications network. By Amy Walker
In the constantly evolving ecosystem that is the cyberdomain, no point is more critical or more rapidly changing than the cyber-operations center, where organizations manage their network traffic and direct efforts to monitor and act against threats. By Peter Buxbaum
One Tool Set to Rule the Net
April 2014 Volume 18, Issue 2
Cyber-Ops Convergence
Departments
Stability Opens SATCOM Vistas
Although the budget outlook for military spending on SATCOM and other needs remains tight, the at-least temporary resolution of last year’s fierce budget battles will bring a measure of stability for the satellite industry and its government customers, according to participants at a recent forum. By Harrison Donnelly
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The Army has begun awarding task orders under a $10 billion tactical communications contract program that, backers say, will help save money while also providing ground forces with innovative solutions designed for the long term. By Peter Buxbaum
As the military continues to experiment with the benefits and challenges of incorporating the latest mobile technology into tactical operations, one of the knottiest problems involves controlling the flow of data to warfighters to ensure they get the all information they need—but only what they need and no more. By Harrison Donnelly
Global Comms Contract
Marines Seek Agile Comms
Industry Interview
2 Editor’s Perspective 4 program notes/People 14 data bytes 26 COTSacopia 27 Resource Center
Margaret Grayson President MTN Government
28
One Million Strong Find out more: http://bit.ly/adobeconnect-dod
16 Lieutenant General Edward C. Cardon
Commander U.S. Army Cyber Command
“We are seeing cyber become one of our Army’s core competencies as cyberspacedependent capabilities and tools are used to maximize the effectiveness our forces. Our need to operate successfully at the confluence of our traditional roles and our technological enablers is essential.” —Lt. Gen. Edward C. Cardon
EDITOR’S PERSPECTIVE
Military Information Technology Volume 18, Issue 2 • April 2014
The Voice of Military Information Dominance Editorial Managing Editor Harrison Donnelly harrisond@kmimediagroup.com Online Editorial Manager Laura McNulty lauram@kmimediagroup.com Copy Editor Sean Carmichael seanc@kmimediagroup.com Correspondents Peter Buxbaum • Cheryl Gerber Karen E. Thuermer
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From major Army communications programs to smaller experimental programs such as the Office of Naval Research smartphone initiative covered in this issue, one trend in C4ISR initiatives of late has been to have government officials act as overall program coordinators, rather than relying on major systems integrators to oversee the work of participating subcontractors. That approach holds out cost-saving potential, but a new survey suggests that even greater benefits could accrue in terms of better support for the warfighter and increased interoperability. Sponsored by the Government Business Council and Booz Allen Hamilton, the survey of 340 Department of Defense officials found widespread dissatis- Harrison Donnelly faction with defense acquisition programs in general, which was exacerbated Editor in the case of C4ISR programs. While 43 percent thought that the acquisition process had created a significant disconnect between government and industry expectations, for example, 60 percent felt that way in the case of C4ISR procurement. That DoD acquisition programs have room to improve is not news, and the gap between the fast pace of information technology advances and the lengthy horizons of weapons procurement has long been seen as fundamental dilemma for C4ISR programs of record. But I was especially interested in the report’s focus on the potential of greater government involvement in designing requirements—that is, serving as the primary integrator—to improve the process. Based on the survey findings, the report contends, “defense leaders believe the process, particularly for C4ISR, needs to be integrated and simplified under the government’s leadership.” In particular, the government is best able to gauge the needs of warfighters and make sure they are fulfilled. The report acknowledges challenges, including the need to change the engineering mindset within the department. Also, I would expect that there could be some turmoil as responsibilities change. The vast capabilities of the major integrators should ensure, however, that they continue to play a vital role in the process.
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PROGRAM NOTES JTRS Compliance Ensures End-to-End Interoperability The Thales AN/PRC-148B (MBITR2) radio operating Soldier Radio Waveform (SRW) software version 1.01.1C has received Joint Tactical Radio System ( JTRS) compliance, according to the Joint Tactical Networking Center (JTNC). The JTNC Technical Assessments for Compliance and Certification (TACC) are part of an evolving process to ensure end-to-end joint service interoperability and security. The TACC comprises JTNC Technical Assessments for Compliance (TAComp) and JTNC Technical Assessments for Certification (TACert). As a JTRS compliant product, the AN/ PRC-148B (MBITR2) radio has successfully completed the JTNC TAComp, which serves as preliminary characterization of the system’s compatibility with Department of Defense network objectives. The completion of the JTNC TAComp process helps prepare program of record (POR) and non-developmental item (NDI) software defined radios (SDRs) for participation in service-level test events, such as the Army’s Network Integration Evaluations, executing the JTRS waveforms. The JTNC TACert serves as comprehensive characterization of the system’s capability with the DoD network objectives, and the completion of the JTNC TACert process indicates POR and NDI SDRs’ readiness to operate in a DoD or service network architecture. SDRs awarded JTRS compliance are expected to enter the JTNC TACert process within two years of receiving the JTRS compliance award. “The TACC process supports the NDI acquisition strategies of DoD and the services in building tactical networks that are interoperable and secure using radios running JTRS waveforms,” said Mark Compton, JTNC director. “It is open to vendors porting JTRS waveforms onto their products, directly supporting the department’s Better Buying Power focus on promoting effective competition and incentivizing innovation.”
4 | MIT 18.2
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Spectrum Strategy Seeks Expanded Commercial Bandwidth The Department of Defense has released its electromagnetic spectrum strategy (EMS), with the goal of increasing available spectrum in order to meet growing demand from the commercial wireless industry while maintaining critical military capabilities. “The department’s electromagnetic spectrum strategy addresses the everincreasing need for spectrum to achieve national security goals,” said Teri Takai, DoD chief information officer. “This strategy also addresses short and longterm spectrum challenges as it relates to the growing U.S. demand for wireless broadband services. To achieve the balance required between national security and economic growth, DoD will continue to work in close collaboration with federal regulatory agencies and policymakers, including the National
Telecommunications and Information Administration, Federal Communications Commission, and the White House Office of Science and Technology Policy, as well as with commercial industry. Together we must identify ways to make more spectrum available for commercial use, and find technologies that enhance spectrum sharing, all while improving how DoD accesses spectrum, where and when needed to ensure mission success.” The DoD strategy and its supporting roadmap and action plan will establish key goals and objectives that focus on developing systems that are efficient, flexible, and adaptable in their use of the spectrum; increasing operational agility in use of the spectrum; and participating in the development of national and international policies and regulations needed to enable these improvements.
PEOPLE Major General Joseph A. Brendler, who has been serving as special assistant to the deputy chief information officer/G-6, Office of the Secretary of the Army, has been assigned as director of plans and policy, J-5, U.S. Cyber Command, Fort Meade, Md. Brigadier General Bruce T. Crawford, who has been serving as director, J-6, Cyber/C4, U.S. European Command, as been assigned as commanding general, Army CommunicationsElectronics Command
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and Aberdeen Proving Ground, Md. Rear Admiral (lower half) Sean R. Filipowski will be assigned as director of warfare integration for information dominance, N2/N6F, Office of the Chief of Naval Operations. Filipowski is currently serving as director of intelligence, U.S. Cyber Command, Fort Meade. Brigadier General John B. Morrison Jr., commanding general, 7th Signal Command (Theater), Fort Gordon, Ga., has been assigned as commanding general,
Army Network Enterprise Technology Command, Fort Huachuca, Ariz.
John Moberly
John Moberly has joined Hughes Network Systems as senior director, where he will lead strategy and business development for the Defense and Intelligence Systems Division.
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Big Data Bolsters Cyber-Defense
Analytics plus conventional security technologies seen translating to a better cybersecurity posture. By Harrison Donnelly, MIT Editor
reassembles network data into a representation of a communication New data types and new big data analytics are the path forward that reveals user behavior. for network defenders who are having to deal with an always“With sessionization and path analysis, once an event happens, changing cyber-adversary, a major survey of IT and IT security you can play back the network traffic and see the events that happened professionals indicates. after the one you are interested in,” Harris explained. “You can get a The results of the survey, conducted by the Ponemon Institute for sense of how something evolved in the network space. Another tool Teradata, offer empirical evidence that big data analytics plus convenis link analysis, or network analysis, which shows the relationship tional security technologies translate to a better cybersecurity posture. between one entity and multiple other entities. It allows you to see Those were among the conclusions emphasized in a recent network topologies, and if one machine is comprointerview by Sam Harris, director of enterprise risk mised, what else it is connected to. That helps you management for Teradata, who argued that real, genuremediate more quickly.” ine analytics that produce genuine results can help Remediation is vital because it is impossible to shorten the time to remediation of network intrusions. keep out all intrusions, so the critical factor is to detect Network defenders have a wide range of tools availan incursion rapidly and then analyze, triage and remeable to them, Harris acknowledged, including firewalls, diate it. This is known as ‘time to remediation,’ and big intrusion prevention systems and antivirus software. data analytic tools such as sessionization, link, path The problem is that they may fall short, or at least fail and network analysis can help to reduce it. to act in time, in the face of the mercurial nature of But not all big data analytics are created equal, cyber-threats. “As soon as you have a pattern or malHarris observed. “A lot of people say they are doing ware signature that you can use, your adversary will try Sam Harris big data analytics, but that’s a misnomer. What they to find a new way to enter the network and steal data. You can’t discard these traditional tools, which you samuel.harris@teradata.com are saying is that they have a large data set, and they are counting, aggregating and summarizing information. But that’s have to use. But you can’t continue on the same path, so you have to not doing anything to help defend the network.” Big data analytics is try new approaches.” all about using analytics to drive new discover and actionable security The answer is big data and big data analytics. “If I can introduce information out of the data. new information into the equation, adding a new analytical capability, Other key findings of the survey of 706 IT and IT security practithen I have a possible path forward. But I also need tools to work with tioners in financial services, manufacturing and government, with an that new information, and that manifests itself in big data analytics,” average of 10 years experience, included the following: he said. Harris pointed to the survey’s finding that while most experts felt • Cyber-attacks are getting worse, but only 20 percent say that cyber-attacks were getting worse, only 20 percent of organizatheir organizations are more effective at stopping them. tions felt they were more effective in stopping them, which leaves 80 The greatest areas of cybersecurity risk are caused by mobility, percent that still have room for improvement. But improving against lack of visibility and multiple global interconnected network a changing business problem requires doing something different, and systems. in this case the difference is big data analytics using tools like MapRe• Less than half of organizations are vigilant in preventing duce and its functions, such as sessionization, path and link analysis. (42 percent) anomalous and potentially malicious traffic from A programming model, MapReduce is designed for processing entering networks or detecting such traffic (49 percent) in large data sets on a group of computers with a parallel, distributed their networks. algorithm. A common big data analytical operation, sessionization www.MIT-kmi.com
MIT 18.2 | 5
• Fifty-six percent are aware of the technologies that provide big data analytics, and 61 percent say they will solve pressing security issues, although only 35 percent have them. More than three in five say big data analytics is in their future. Reflecting on the results, Harris offered this observation: “What it really shows is that less than half of organizations are preventing malicious traffic from entering the network. The flip side of that is that you are going to have incursions, and an adversary who is going to get into your network. You can’t stop it. The next question is how you respond more quickly to contain the exposure to the organization. “In addition, only half of organizations feel that they are effective at detecting incursions,” he continued. “So there is prevention, and protection, and more than half of respondents felt there was room for improvement. Network defenders are looking for ways to improve.” “A lot of people agree that the problem is getting worse, and that big data analytics is a path forward,” Harris suggested. “An overwhelming percent of those interviewed envision that they will be doing something in the big data space over the next year or 18 months.” The best way to manage big data and big data analytics is not in a silo or on a unique big data platform, he concluded, but rather moving forward in an integrated fashion. “When you think about traditional data stores and business tools, they tend to have a relational database and data model on the back end to make it all work. Then you have your unstructured data, which tends to be on another platform. Teradata has made it easier for IT and
security professionals to use big data and big data analytics. We offer SQL syntax for access to a MapReduce library, because people in IT and security shops with responsibility for security are familiar with using conventional tools that rely on SQL. If we make access to a MapReduce library with functions like sessionization, path analysis and link and network analysis available with an SQL syntax, we have broadened the population of people who can use those tools. We remove the requirement for a data scientist able to code in open source,” Harris said. The company has done much the same for Hadoop, offering SQL syntax access to catalog in the Hadoop stack, so that for a skilled SQL user, Hadoop looks like just another data store. As a result, a big data storage and analytic capability is now available to a SQL syntax user, thus enabling organizations with big networks to load up big data sets. “We’re making it possible for government organizations to ingest and process large amounts large amounts of data in an analytical database, and to go against it with the tools that are most appropriate, whether a SQL-, MapReduce- or Hadoop-oriented tool. Security professionals and forensics engineers now have expansive data options and analytical capabilities that were not available before,” Harris said. O For more information, contact MIT Editor Harrison Donnelly at harrisond@kmimediagroup.com or search our online archives for related stories at www.mit-kmi.com.
Cyber Defense is Just the Tip of the Iceberg Cyber Defense + Big Data Analytics = Stronger Cyber Security Posture
Download this free research report at www.Teradata.com/Ponemon BIG DATA ANALYTICS IN CYBER DEFENSE
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This study by the Ponemon Institute confirms that traditional solutions, which continue to fall short, can be enhanced with big data analytics. The report reveals that, as cyber attacks get worse, only 20% of organizations say that they are more effective at stopping them.
How analycan big da tics b t e u se a d? To pri
o vulne ritize thre rabiliti a es, an ts, T d atta o control e ck s and m ndpo o in devic bile conn ts es ectio ns/ T o prevent devic insec e u secure s from ac re cessin syste g ms To pro v id e intelli abou t landsc the threat gence ape T o reduce f alse p ositiv es
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One Tool Set to Rule the Net
Army moves to simplify and reduce the number of tools use to manage the tactical communications network.
By Amy Walker The Army’s rapid fielding of network systems to support operations in Iraq and Afghanistan led to vastly improved communications capabilities on the battlefield—but also increased network complexity. As a result, the Army is now moving to simplify and reduce the number of network management tools its communication officers (S6s) use to manage the tactical communications network, moving from deliveries of stovepiped toolsets across various systems and echelons to an integrated system.
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MIT 18.2 | 7
“The S6 has a wide range of network transport devices, applications and hardware that he has to manage, and he has a lot of different program offices providing him with their own network operations (NetOps) tools that don’t necessarily work together,” said Lieutenant Colonel Ward Roberts, product manager for Warfighter Information Network-Tactical (PM WIN-T) Increment 3, who is leading the Army’s Integrated Tactical NetOps team. “But the goal of NetOps convergence is to provide one tool, or an easy-to-use integration of tools, into one seamless delivery so that the S6 has one tool set to manage his whole network.” Led by the Program Executive Office for Command, Control, and Communications-Tac- Brigade and division Warfighter Information Network-Tactical Increment 2 Network Operations (NetOps) and Security Centers (NOSC), like the one shown here at the Army’s Network Integration Evaluation 14.1 at Fort Bliss, Texas in November 2013, tical (C3T), to which PM WIN-T is assigned, provide network management and enhanced tactical network planning, administration, monitoring and response capabilities. the Army is working to integrate and con- The hardware is located on the vehicle and is connected by cables to the laptops and large display screens inside the tactical operations center where the communications officers manage the network. [Photo courtesy of U.S. Army/Amy Walker] verge NetOps capabilities. The goal is to achieve network visibility from the enterprise level to the tactical level, while reducing the number of tools required. Integrating NetOps from the enterprise to the tactical edge will achieve efficiencies and improve operational flexibility. The NetOps efforts are just one component of the Army’s overall drive to simplify the network so it more resembles technology that soldiers operate in their daily lives, making it easier and more efficient to use, train and sustain. “Our young soldiers are from a generation that has had iPhones and Xboxes, and has grown up in an environment as digital natives,” said Brigadier General Daniel P. Hughes, program executive officer for C3T. “They expect things to work a certain way. So we’ve got to get NetOps down to a minimal number of tools that are easy to use, so the soldier can make the network Soldiers from the 2nd Brigade Combat Team, 101st Airborne Division utilized Warfighter Information Network-Tactical (WIN-T) Increment 2-equipped vehicles such as this one during training at the Joint Readiness Training Center (JRTC), Fort Polk, La., operational on a very complex battlefield.” in November 2013. Inside a Network Operations and Security Center, WIN-T Network Operations tools display maneuver on the battlefield (such as dismounted infantry, fires or aviation) on a large screen for easy monitoring and network The Army’s WIN-T network backbone pro- elements management. [Photo courtesy of U.S. Army/JRTC Operations Group Public Affairs] vides soldiers across the force with high-speed, NetOps as the Integrated Tactical NetOps team works to conhigh-capacity voice, data and video communications, and now with verge other products, such as those used to manage the lower Increment 2 supports on-the-move network communications down tactical Internet (TI). to the company level. Today, WIN-T NetOps tool suites are sup“As the Army modernizes its network, it is pushing network porting S6s in theater as they facilitate the planning, initialization, systems lower and lower in the echelons, so computers are in places monitoring, management and response of the network. that they never were before, including physically on the soldier,” WIN-T Increment 2-equipped brigades now have four times as said Rich Greel, technical management division chief for PM WINmany network nodes as units had in the past—radio and satellite T. “With the increased size of the network, additional number of assets once possessed by a division, which has created a network nodes, and the Army pushing it down lower in the echelons, we management challenge. But today’s improved WIN-T NetOps tools have to ensure that NetOps tools make it easy for the S6 to manage make it much easier to manage that complexity, said Chief Warrant that network.” Officer Eric Bache, brigade NetOps manager for 2nd Brigade, 1st Today, the lower TI—the radio-based network used at lower echArmored Division at the Army’s Network Integration Evaluation elons on the battlefield—is compartmentalized, and can be difficult (NIE) 14.1. for the soldier to track and manage. One of the objectives of NetOps “With my NetOps tools I can take a look at the various nodes and convergence is to integrate existing lower TI tools together and make say I don’t want that link, it’s not passing enough data,” Bache said. them work seamlessly with WIN-T’s upper TI tools. “I can shut one off and reroute it through another radio or antenna.” An early success for lower TI NetOps convergence was realized An improved WIN-T NetOps tool suite developed under the with the 2013 fielding of the Joint Tactical Networking Environment WIN-T Increment 3 program will serve as the baseline for tactical 8 | MIT 18.2
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NetOps Toolkit, which collapsed several lower tactical network tools, mostly radio management tools, onto one laptop. The next version of the advanced WIN-T NetOps capabilities is scheduled to be evaluated this spring at NIE 14.2, before they are eventually fielded to units equipped with WIN-T Increment 2. The semi-annual NIEs leverage soldier feedback to improve capability and rapidly mature and integrate its tactical communications network. They have also been a venue to converge NetOps tools, which is shown by the fact that the first NIE event in 2011 included more than 70 separate systems to run and operate the network, compared with about 20 currently. Part of the NIE 14.2 WIN-T NetOps demonstration will involve use of Condition Based Maintenance Plus. This new preventive maintenance concept for the tactical communications network is similar to OnStar and other diagnostic software found in today’s cars and aims to increase reliability and sustainability while reducing sustainment costs. “We are using the NIEs to validate our steps along the way and not waiting until we have an end product that we want to ship out,” Roberts said. “We are making incremental improvements and getting those out to NIE to garner feedback from the soldiers, the larger network community and our industry partners, to see if our tools are helping soldiers out and what kind of improvements we may need to make.” The biggest benefit in achieving a common NetOps solution would be incurred by the soldier, specifically the S6. The goal is to
give him one method to do the job, train him one time and with one set of tools, and so make the job a lot easier. The second benefit would be realized by the greater Army. Buying fewer tools or buying the same tools more strategically and cost effectively will save taxpayer dollars. “We are figuring out ways to save money by buying things only once, only buying what we truly need, and buying in the best, most strategic approach possible to get better deals and save money,” Roberts said. The Army does not plan to buy a “one-vendor, end-all NetOps solution,” but rather a combination of products from multiple commercial vendors, either seamlessly working together upfront or integrated through an Army effort, Roberts said. “The more vendors that look to team with other vendors in the commercial-off-the-shelf industry to provide tools that work together, the better off we are, and the easier it will be to pick those products up and roll them into our baseline,” Roberts said. O Amy Walker is a staff writer for Symbolic Systems, supporting PEO C3T, PM WIN-T and Miltech Solutions.
For more information, contact MIT Editor Harrison Donnelly at harrisond@kmimediagroup.com or search our online archives for related stories at www.mit-kmi.com.
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MIT 18.2 | 9
Stability Opens SATCOM Vistas Panelists see more consistent planning and development and adoption of new and more efficient business arrangements. By Harrison Donnelly, MIT Editor “The government needs to be ready to change the way it buys, Although the budget outlook for military spending on SATCOM and loosen some requirements and oversight controls to take advanand other needs remains tight, the at-least temporary resolution of tage of commercial investments. Commercial companies care about last year’s fierce budget battles will bring a measure of stability for schedule and profit, and government partners have to understand the satellite industry and its government customers, according to that,” he added. participants at a recent forum. As an example of one such new approach, David Anhalt, vice That mixed outlook will enable more consistent planning president and general manager of Iridium Prime, Iridium Comand development and foster adoption of new and more efficient munications’ new turnkey hosted payload solution, business arrangements between satellite companies pointed to his company’s recently revised contract and the Department of Defense, said panel memwith the Defense Information Systems Agency (DISA) bers at a workshop entitled “The Defense Budget for satellite phone communications. Crunch: The Impact on the Satellite Industry,” which “In the past, our relationship was a traditional, was held at the recent Satellite 2014 conference in year-to-year contract, where DoD purchased airtime Washington, D.C. on a subscriber-by-subscriber basis,” he explained. Panelists agreed that the current outlook, how“That impacted how the user adopted the service ever constrained, is far better than the uncertainty and how they used our network. As warfighters were that prevailed last year at a similar session, when seeking ways to cut costs, they considered ways to federal budget sequestration had already begun and a trim in the field by mandating that users limit their federal shutdown loomed. Kay Sears use of Iridium services. Meanwhile, the demand was “It’s not as bad as it seems. It was bad a year ago, growing for the convenient, ubiquitous voice and data capability that when things were really unknown, and the lack of knowledge gave our system offers, so the traditional business model was not sending us problems,” observed Josh Hartman, chief executive officer of the the right signal for an era where connectedness is the key to victory. Horizon Strategies Group. “But now we know what the budget is “Our new relationship is a five-year fixed price contract,” he congoing to look like, at least at the top level. So the question is how tinued. “The Enhanced Mobility Satellite Services contract provides we position ourselves between the top line, which I would say was DoD and other agencies with an unlimited number of subscribers for the budget request that just came out, and the bottom line, which is a fixed price. Instead of paying by subscriber on a month-to-month what we might get under the sequester if there isn’t a budget deal in basis, we’ve created a deal for an unlimited number of subscribers to the next two years. So we have stability, and now we can begin to plan use the system as often as they like.” from both the government and business perspective.” Kay Sears, president of Intelsat General, held out promise for To be sure, the overall stability will cover turbulence in specific industry/government cooperation in developing the military comareas, with certain types of missions and appropriation types likely munications system of the future. “The next opportunity for the to fare better than others, Hartman indicated, pointing to personnel commercial SATCOM industry is going to be around the discussion costs as likely to decline while fields such as ISR, communications, of next-generation systems. As the military begins to plan their cybersecurity and robotics are likely to do well. next-generation architecture, which they are doing now, we as comHartman also foresees changes in buying behaviors. “You’re mercial industry need to be involved in a major way, emphasizing the going to see more indefinite delivery/indefinite quantity contracts, things that make sense in the environment that industry brings. For because there will no longer be some of the big programs of record. example, leverage our capital, since you don’t have the budget, and They are looking for bite-sized portions of the budget that they can let us create a consistent profile year over year.” then push out into the system.” But Sears also made clear that the satellite industry is in a difAir Force Lieutenant General John T. “Tom” Sheridan (Ret.), ferent place today than it was in the early 2000s, when the telecomvice president of national security space for The SI Organization, munications bust left large quantities of used bandwidth available for however, emphasized the need to build on those big programs while the military to buy. continuing to explore new ideas. “We need to be involved in the next-generation conversations “We need to capitalize on our last 15 years of investments,” said that are happening now, and if we don’t see a change in the way DoD Sheridan, who previously served as commander of Air Force Space is approaching leveraging the commercial capability, we are going to and Missile Systems Center. “I’m not saying to stay with these big have to decide as companies if this is a good business to be in. That’s systems forever, but we have invested a lot of money in this. It’s not a threat, but just the pressure of business,” she said. O like with air platforms, which take 10 years or more to develop but are then built as copies for another 30 years or more. We are in the same place with military space today. The investments that we made For more information, contact MIT Editor Harrison Donnelly at harrisond@kmimediagroup.com or search our online archives in the 1990s and early 2000s did come to fruition in a number of for related stories at www.mit-kmi.com. major programs. 10 | MIT 18.2
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Operations centers bring people, technology together to improve and defend networks. By Peter Buxbaum, MIT Correspondent In the constantly evolving ecosystem that is the cyber-domain, no point is more critical or more rapidly changing than the cyber-operations center, where organizations manage their network traffic and direct efforts to monitor and act against threats. The way in which organizations manage their cyber-operations has evolved over the last few years, and remains in a state of development. Cyber-operations centers were originally manned by communications specialists who worked to provide adequate bandwidth to the various network components and that traffic jams were avoided and mitigated. The op centers later developed into organizations that monitored potential www.MIT-kmi.com
vulnerabilities, managed the application of fixes and patches, and assured compliance with rules and regulations by network owners and managers. Today’s cybersecurity operations centers are collaborative enterprises that combine technology with the efforts of intelligence and war fighting personnel to continuously monitor networks, identify security events and take action against them. The centers’ continued development involves the combination of capabilities, both on the technology and human fronts, experts say. “Cyber operations used to be managed in two domains,” said Army Lieutenant General Pete Cuviello (Ret.), a former Army chief information officer and now a director
aligned with the Deloitte Department of Defense practice segment. “One involved network defense. The other was an intelligence operation that provided exploitation, assessment and in some cases offensive capabilities. Now all of these are combined in cyber-operations centers, which involve a collaborative effort among all of these capabilities.” “Cybersecurity operations centers used to be all about perimeter defense and keeping adversaries out,” said Alexander Cochran, director of cyber and signal intelligence analysis at BAE Systems. “This involved establishing firewalls and reactive defenses. We now understand that building higher, deeper and stronger walls is not the answer. MIT 18.2 | 11
“The key concept now is convergence,” Cochran continued. “In the past, that has meant convergence in the cyber-domain of the wired and wireless worlds. Now we see convergence of the public and private sectors. Both have a stake in the security of the network where they do business and conduct operations.” “Technology can do a lot to mitigate security risks,” said Fred Kost, vice president for security solutions marketing at Ixia. “But more and more you need human interaction to interpret data, understand trends and implement response plans.”
Human Factor The human factor is also key for improving the performance of cyber-ops centers through the sharing of information and intelligence. “When the Army first set up its computer emergency readiness team in the late 1990s, we could tell there was a network intrusion, but we really couldn’t give the commander or the boots on the ground information on what was happening, nor could we recommend courses of action,” recalled Pat Simon, cyber program executive for national security operation at Leidos. “Today, information sharing and discussions among security operations centers and the intelligence community have gotten so much better that we can be proactive and predictive. We can actually get ahead of the enemy or the attack.” “This development is transformational,” added Don Bowers, chief scientist and chief technology officer for the national security operation at Leidos. “The focus is not only on the aggregation of information that is coming off network sensors. By bringing all the players together that could be brought to bear on the problems of attacks and threats, it is less about gathering information and more about doing something about it.” “Contractors are doing a lot of the work overseen by the military side of the house,” said Cuviello. “With declining budgets and cuts in personnel, more and more of this work will be performed by contract help.” BAE Systems runs a large enterprise network of its own, and as a result of that effort is able to advise government customers on vulnerabilities in their networks. “We manage a network of more than 100,000 nodes and 80,000 employees in many different countries,” said Cochran. “We often see the same threat vectors and 12 | MIT 18.2
signatures that threaten government networks. We use a wide variety of human and machine interfaces to understand our network, some of which were developed internally, some of which are available commercially, and some of which are open source. We take the lessons we learn form managing our own network and apply them to the work we do with our government customers.” DoD has established the Defense Industrial Base (DIB) Collaborative Information Sharing Environment (DCISE), which allows government and industry organizations to work together on network security. “In the last year, our own operations center was the single largest contributor of intelligence to the DCISE, representing close to one-quarter of the reports,” said Cochran. “The DCISE represents the idea of convergence, that we all operate on the same network, and that sharing threat information is incredibly important in that domain.” An effort spearheaded by Deloitte seeks to transform cybersecurity operations by mainstreaming information security personnel within organizations. This reordering of the role of cybersecurity personnel is meant to facilitate information sharing and to align security with the business or mission of the organization. “We are trying to move security into the mainstream of the business, rather than having it viewed as causing people grief because it is security,” said Mike Brown, a specialist leader with Deloitte Consulting. “It is not a question of getting more information. The challenge is how to use the information we already have.” One key to this process is to have security specialists meet with business people to understand their priorities. “They need to get a sense of what is critical to operations and what is not,” said Brown. “They need to know which systems need to be restored in 30 minutes and which can take two weeks, which systems house important data and which are just nice to have.” Moreover, operational personnel attain a better understanding of the importance of cybersecurity to their missions. “Before they viewed security folks negatively,” Brown added, “because they were always getting knocked for being out of compliance.”
Streamlined Operations The consolidation of cyber-management and cybersecurity operations throughout
DoD has had the effect of streamlining the processes associated with cyber centers from top to bottom, according to Cuviello. U.S. Cyber Command has consolidated operations that were formerly handled separately by the Defense Information Services Agency (DISA) and the National Security Agency. That pattern has been duplicated among the cyber commands of the military services as well—the Army’s Cyber Command, the Marine Corps’ MARCYBER, the 24th Air Force, and the Navy’s 19th Fleet. “These operations are more packaged and more integrated,” said Cuviello. “Eliminating stovepipes and separate chains of command improves the timeliness of the intelligence being generated and the overall quality of these operations. The time lag between identifying an event and doing something about it has been cut significantly.” There are still issues of authority involved in taking action by the cybercenters, because of a myriad of rules and regulations they must follow, particularly within the United States. “They can’t do much without further authority up the chain,” said Cuviello. “In theater they can react a lot quicker. But in general reaction time has been sped up.” The volume and quality of intelligence being generated in the cyber-domain is due at least in part to efforts at information sharing between the public and private sectors. The DCISE pilot now includes some 70 private-sector companies, which along with government entities are hard at work building new levels of trust and understanding. “It can be a painful process, but I think we are going at the right pace,” said Cochran. “There has to be a fundamental partnership between the public and private sectors. U.S. Cyber Command is today getting input from private industry. Companies are passing information to Cyber Command on threat vectors and signatures, and the government is doing the same. There is an ongoing complex conversation between industry and government.” Cyber-ranges have been created to test the efficacy of cyber-defense measures. Just as warfighters learn to shoot their weapons on physical ranges, cyber-warriors train and exercise in virtual environments modeled after real-world conditions. Exercising on cyber-ranges enables personnel to report to commanders the degree of probability for success of the cyber capabilities being tested. www.MIT-kmi.com
Ixia provides cyber-range capabilities through its BreakingPoint line of products. These custom-programmed network processors generate the same mix of applications, attacks and user load that global organizations see on their own networks. All this takes place in a small physical box that can replace the large numbers of servers otherwise required to emulate network traffic and activity. The 7-inch-high device, which fits in an ordinary rack of a data center, can emulate network traffic approaching 120 gigabits per second. “Organizations like DISA and others often issue recommendations on how cyber-operations center should function,” explained Pat McGarry, a principal systems engineer at Ixia. “We operate behind the scenes when these recommendations come out by vetting them with our gear and methodologies. We then provide reports and recommendations on what tools are good and what doesn’t work based on their performance in our cyber-range.”
Cyber-Ranges Cyber-ranges are also used to game various cyber-attack scenarios. Personnel are typically divided into three teams: the blue team defending the network, the red team attacking the network and the white team managing the exercise. “The blue team may be tasked with the mission of getting certain high-priority traffic through the network,” explained McGarry. “The red team attacks the traffic, but the blue team doesn’t know what kind of attack is coming. The advantage of using the cyber-range is its realism. If you are exercising in an environment without real levels of traffic, it is difficult to ascertain whether the defense of the network will be successful when if happens in the real world.” Another element that allows cyber-operations center to respond more effectively to threats and attacks involves the continuous monitoring of networks. Continuous monitoring allows the cyber operations staff to identify threats in real time and then prioritize how they react. “It enables cyber-teams to respond before damage occurs,” said Simon. “That was a previous frustration point the military had.” Continuous monitoring also allows organizations like Leidos to analyze network behavior in order to formulate approaches to identifying threats that go beyond www.MIT-kmi.com
vectors and signatures. “We are able to develop behavioral-based approaches to identifying threats, so we can provide commanders with courses of action to get ahead of threats, or if the threat has already entered the system, to go ahead and stop the threat,” said Simon. Leidos has developed tools that are able to analyze network behavior but are not dependent on signatures. “At the end of the day, it boils down to a big data problem,” said Bowers. “We collect network data as well as open source information, analyze it, correlate all that against what we pull on our own network, and develop connections. We have found that this is a fairly comprehensive process for developing network situational awareness.” The application of predictive analytics to network data allows cyber-operators to anticipate attack and preempt them. “They are finally able to do something about the threat,” said Bowers. “As threats emerge, they begin to gain ground on them. They are able to get to the left of the problem as opposed to waiting for something to happen. I’m not saying we are gaining six months or even six weeks on the threats at this point. But we have found that if we can get even a few hours it is a vast improvement over what we could get in the past.” All of these developments have changed, or will change, how cyber-analysts do their work. “That is the real transformational part,” said Bowers. “Analysts typically spend 80 percent of their time collecting information and 20 percent analyzing data elements. What we are trying to do through the application of our tools is to have the analyst spending much less time collecting and much more time analyzing. You can never take the human element out of the process, but we want to make the analysts already sitting in the operations centers much more effective in doing their jobs.” In fact, “The human judgment is the most important piece,” according to Cochran. “Machines can help you with the ones and zeroes. They can let you know where packets are coming from and going to. But only humans can understand what is driving the system. Humans must apply tactics, policies and procedures to the cyber-domain. The human element makes the software better and the software helps the humans do their jobs better. It is an iterative process.” Brown sees changes to the missions of the cyber-operations center of the future.
“It will take on more of a business focus rather than just detecting cyber-events and putting up protections,” he said. “The cybercenter personnel will have a better understanding of what business does and how what they are doing impacts business. They will be more focused on enabling organizations to do their jobs better and more securely, as opposed to those who just check compliance or just deal with the security realm.” “The future is all about convergence,” said Cochran. “We now understand that cybersecurity is neither solely a business issue nor a national security issue. There will be a developing understanding that we all need to work together to secure the cyber-domain.”
Solutions in Advance Cuviello believes that research and development needs to be more forward thinking, and that more emphasis needs to be placed on people and processes rather than on technology. “We have to think more about what the bad guys are up to and come up with solutions in advance,” he said. “We have to be more predictive in nature and spend more time thinking about preventive measures so what we can be looking for answers before the bad guys actually hit us. “Most research and development is now hardware- and software-oriented,” Cuviello continued. “We keep thinking that technology is the answer to all of these problems, that it is a panacea. We need to look at people and processes first to have people trained right to do things that are predictive in nature. We need to train people who are more advanced in their thinking and then put processes in place that are enabled by technology. If you have the technology but don’t have the right processes in place to find things and the people who are doing what they are supposed to be doing, you are not going to be moving ahead.” Although funding of these efforts may be challenging, Cuviello said he believes that the money will be available. “I always believe that enough funding can be found to do what we need to do,” he said. O
For more information, contact MIT Editor Harrison Donnelly at harrisond@kmimediagroup.com or search our online archives for related stories at www.mit-kmi.com.
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DATA BYTES Cybersecurity Technologies Integrated Into Mobile Platform
Network in a Box Offers Upgraded Processing Power A mobile military communications “network in a box” developed by Lockheed Martin has been upgraded with processing power comparable to systems four times its size. The Whetstone network suite now offers users in remote and disconnected areas the ability to quickly process, download and disseminate terabytes of mission command data while operating outside of the network. The system was developed to extend communications to soldiers out of range of conventional networks. It provides satellite communications connectivity and can support anything from small unit missions to a brigade combat team’s command post requirements. The system’s network infrastructure has been upgraded to now push terabytes of broadband data, such as satellite imagery, mission command data, and full motion video feeds, down to company level units that lack wideband communications. It can also be easily integrated with and can equip or supplement vehicles that have communications links to other networks for data and voice, such as UHF/ VHF Line of Sight, Enhanced Position Location Reporting System, Single Channel Ground and Airborne Radio System.
ViaSat is adopting the Samsung Knox secure Android platform, integrating its defense-grade cyber and information security technologies into Knox-enabled devices to provide a secure enterprise service. Samsung Knox is an end-to-end secure mobile platform designed to provide advanced data and privacy protection for both enterprises and consumers. The agreement will provide a full, secure enterprise service designed to deliver cost-effective mobile services for commercial and government/military customers who need to browse the public Internet as well as access their own secure networks. Already adopted by Marine Corps Systems Command as part of the Trusted Handheld program, ViaSat cyber and information security technology can enable COTS smartphones and tablets to communicate securely over 3G/4G/LTE cellular and WiFi networks, safeguard stored sensitive data, and protect against malware attacks.
Navy Selects Equipment for Overseas Network HP PCs have been chosen as part of the Navy’s selection of Integration Technologies Group for the refresh of OCONUS Navy Enterprise Network (ONE-Net), the Navy’s enterprise network of bases outside the continental United States. The ONE-Net delivery order includes a two-year base period and two-year option period, and isn’t to exceed $40 million. As part of the delivery order, HP desktop PCs, displays, notebooks and tablets will replace the current systems at domestic and international bases. ONE-Net provides technical capabilities, such as secure network access, for deployed and support forces at 14 overseas fleet bases and stations in the Far East, the Middle East and Europe. ONE-Net is designated as governmentowned and government-operated until the network transitions to the Next Generation Enterprise Network (NGEN) and adopts the NGEN operating model and support structure.
Service Offers Social Media Threat Intelligence MTN Government, a provider of satellite communications, cybersecurity and integrated ISR solutions, has introduced what it describes as the industry’s first “social media threat intelligence” managed service. This service is a predictive cyber-solution that enables U.S. government agencies using social networking, mobile devices and distributed workforces to protect against the onslaught of cyber-threats. The solution identifies and
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analyzes malicious actors, threats and targeted attacks against U.S. government leaders and agencies; and provides proactive, actionable threat analytics and intelligence in advance of any network compromise. The service uses a patented enterprise-security platform powered by ZeroFOX, a social risk and cyber-threat intelligence solutions company. The solutions are customizable, scalable and available as a complete end-to-end managed service
with features that include identifying malicious actors, threats and targeted attacks against organizations; providing actionable threat analytics and intelligence in advance of any network compromise; conducting deep analysis with automated risk, fraud and threat scoring to drive security actions; and blocking attacks before they reach systems with early warning threat data from social media attacks.
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Compiled by KMI Media Group staff
Agreement Develops Low Profile BGAN Terminal for Discreet Use Inmarsat and Hughes Network Systems have agreed to work together the new low profile BGAN (LPB) terminal, which will equip police forces and other government departments around the world with a discreet communications terminal. Combining the proven reliability of Inmarsat’s globally available BGAN service with a lay-flat, rapidly deployable antenna, delivers an innovative, remote capability that allows unmanned, concealed surveillance. Power and connectivity capabilities are key features in the government market. The LPB offers a viable solution to both of these
hurdles when operating in remote areas and, in this regard, provides a unique product offering. It is a rapid-to-deploy, lay-flat, coverable, covert terminal that allows the user to mount the device outdoors, on flat surfaces or buried under a layer of material, while maintaining high-speed data rate connectivity for applications including the streaming of real-time video, audio and data to a variety of end users throughout the world. The solution is compatible with a wide range of currently available and future planned surveillance hardware.
Low-Latency Broadcast Data Service Offers Global Coverage Iridium Communications has launched the first one-to-many global data broadcast service, Iridium Burst, which enables enterprises to send data to an unlimited number of devices anywhere on Earth whether inside buildings, vehicles or aircraft. Iridium Burst leverages the high-power channels of the Iridium satellite network to offer a cost-efficient, customizable and low-latency broadcast data service that can provide service globally with high signal penetration capabilities superior to traditional paging and broadcast services. From tsunami warnings to weather and traffic alerts, over-the-air updates and other machine-to-machine applications, Iridium Burst presents an unrivaled opportunity for businesses, military and other government agencies, and other entities needing to broadcast data. In addition to penetrating vehicles and buildings, transmissions can penetrate partial obstructions and even weather phenomenon. Users can target Iridium Burst transmissions to specific devices, within specific geographic locations like towns or states, or to broad areas such as an entire continent.
New Satellite Router Designed for Remote Sensor Monitoring IDirect Government Technologies, a wholly owned subsidiary of VT iDirect, is releasing its newest satellite router, the e150 Integrated Router Board, designed to meet Department of Defense SATCOM requirements for remote sensor monitoring. The e150 is designed for sensor applications. The remote features DVB-S2/ACM and time division multiple access basic routing; virtual local area network functionality; and quality of service. It includes spread spectrum for small antenna applications and transmit keyline control for battery power management savings. Features include a small form factor that enables smaller terminal design; low weight for maximum portability; spread-spectrum technology providing bandwidth and spectral efficiencies that enable the use of very small antennas; and support for all antenna variants and satellite frequencies. www.MIT-kmi.com
New SATCOM Service Offers Increased Throughput Airbus Defense and Space has launched AuroraGlobal, a new high throughput SATCOM service set to address the growing needs of markets including government, maritime and enterprise. Responding to increased bandwidth demands, the new portfolio of services, featuring Ku-, X- and Ka-bands, provides increased throughput without the need to change antenna systems. The service can provide enhanced X-band capabilities and performance, increasing throughput up to four times more than current services using existing terminals, and enabling greater throughput via new smaller terminals. As part of the new offer, Airbus Defense and Space will also deliver Inmarsat’s Global Xpress high-speed broadband services through its worldwide distribution channels.
Phased Array Antennas Delivered for Military Satellite Two downlink antennas that are the fastest of their kind to operate in space are being integrated into the protected communications payload built by Northrop Grumman for the fourth Advanced Extremely High Frequency (AEHF) satellite. The company delivered the Super High Frequency Array Unit, as the antennas are called, in early March to AEHF system prime contractor Lockheed Martin. These high-speed downlink phased array antennas, the first to operate at 20 GHz in space, provide assured point-to-point connectivity using electronically steerable beams that reach military users at fixed-site and mobile terminals. Under a hybrid integration plan, Lockheed Martin is integrating the satellite bus unit within the system module while a team from Northrop Grumman simultaneously completes remaining payload integration. Northrop Grumman produces phased array antennas, which are a new technology developed specifically for AEHF satellites. High-speed downlink phased array antennas are the first of their kind to operate at 20 GHz in space. High-speed uplink phased array antennas operating at 40 GHz provide direct radio frequency beams electronically rather than by moving reflectors mechanically.
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Cyber Soldier
Q& A
Gaining and Maintaining a Decisive Advantage in Cyberspace
Lieutenant General Edward C. Cardon Commander Army Cyber Command Lieutenant General Edward C. Cardon was born in Texas, raised in California and was commissioned as an engineer officer from the U.S. Military Academy in 1982. His company grade assignments include: platoon leader and battalion maintenance officer with the 17th Engineer Battalion (Combat), 2nd Armored Division, Fort Hood, Texas; training officer with the 130th Engineer Brigade, V Corps; brigade engineer for 3rd Brigade, 3rd Armored Division; company commander, C Company, 23rd Engineer Battalion, 3rd Armored Division; staff officer and engineer company trainer for the live fire team, operations group, National Training Center; and instructor, Army Engineer School. After graduation from the Naval Command and Staff College, Cardon served as the assistant division engineer, 3rd Infantry Division (Mechanized); executive officer, 82nd Engineer Battalion, 1st Infantry Division (Mechanized); staff geographic officer for Land Forces Central Europe, NATO; chief geographic officer, IFOR/SFOR Bosnia-Herzegovina; chief of the Initiatives Group for the commander, Stabilization Force; battalion commander of the 588th Engineer Battalion, 4th Infantry Division (1998-2000); and as special assistant (strategy) for the Army chief of staff. After graduation from the National War College, Cardon assumed command of the Engineer Brigade, 3rd Infantry Division (2003-2004) in Iraq, and later served as the first commander of the 4th Brigade Combat Team, 3rd Infantry Division (2004-2006), including a deployment to Iraq. Upon selection for brigadier general, he was assigned as the deputy commanding general (support), 3rd Infantry Division (2006-2008), including a deployment to Iraq (2007-2008). Upon Cardon’s return from Iraq, he served as the deputy commandant, Army Command and General Staff College, and the deputy commanding general, leader development and education— Army Combined Arms Center, Fort Leavenworth, Kan. (20082010). Cardon then served as the deputy commanding general for support, U.S. Forces-Iraq (2010-2011). Most recently, he served as the commanding general of 2nd Infantry Division (2011-2013). Cardon earned a Bachelor of Science degree from the U.S. Military Academy, and master’s degrees from the National War College and the U.S. Naval Command and Staff College, both in national security and strategic studies. His military education also includes the Engineer Officer Basic and Advanced Courses, Combined Arms and Services Staff School, and the Armed Forces Staff College. Cardon was interviewed by MIT Editor Harrison Donnelly. 16 | MIT 18.2
Q: Now that you have been at Army Cyber Command for a few months, how would you describe your vision of its mission? A: Army Cyber Command (ARCYBER) has one of the Army’s most dynamic missions. We operate in a unique, challenging and everchanging domain, with capable adversaries who pose a real threat to our Army, our nation and our allies. We are seeing cyber become one of our Army’s core competencies as cyberspace-dependent capabilities and tools are used to maximize the effectiveness our forces. Our need to operate successfully at the confluence of our traditional roles and our technological enablers is essential. At ARCYBER, we bear the fundamental responsibility to gain and maintain a decisive advantage in cyberspace domain, directly against our adversaries’ cyber-operations and in support of our traditional military activities that depend on cyberspace to accomplish the mission. We are primarily focused on building, operating and defending the Army’s networks, supporting joint and Army war fighting efforts in cyberspace, and building mission-ready cyber-teams. The Army recently announced the re-stationing of the ARCYBER headquarters, the establishment of the Cyber Center of Excellence, and the stand-up of the Army Joint Force Headquarters-Cyber at Fort Gordon, Ga. These three major decisions will significantly increase the efficacy of our efforts in cyberspace and set the foundation for the Army’s future cyber-force. Increased operational and www.MIT-kmi.com
institutional synergies are central to our long-term strategy of building innovative teams of elite, precise, trusted and disciplined cyberspace professionals. Across the Army, people remain at the center of what we do, from our longstanding capabilities in the physical domain, our rapidly developing capabilities in the cyberdomain, and our information operations responsibilities affecting the cognitive decision-making of our adversaries. Q: What is your overall assessment of the state of cybersecurity in the Army? A: The Army has improved its cybersecurity posture since the establishment of ARCYBER in 2010, but cybersecurity requires enduring individual attention and discipline throughout the Army. Our networks are better defended and our Army continues to improve as we develop, train and educate our soldiers, civilians and contractors— across the Army and within the cyber-force—to be knowledgeable, disciplined and alert in cyberspace. Soldiers and civilians in our Cyber Mission Force will serve at the leading edge of these efforts and receive advanced training, but the Army is also increasing our cyber-emphasis within training and leader development programs across the force. One great example is the use of our World Class Cyber Opposing Force (WCCO) at our combat training centers as a vehicle to teach all leaders about how to better defend cyberspace and operate in a degraded cyberspace environment as they accomplish their traditional missions. Incorporating the WCCO into our training centers reinforces that commanders must understand and defend their networks from persistent threats and vulnerabilities, coupled with constantly mitigating the cyber-specific risks they face. As General Keith Alexander, commander of U.S. Cyber Command (USCYBERCOM), has said, the operational objective of our cybersecurity efforts is to deny the adversary any opportunity to exploit our systems. Doing so requires that we protect ourselves from both known threats as we integrate, harden and actively defend our networks, while proactively identifying and reacting to new threats in near real time as they appear. Q: You have said that one of your goals is to transition the Army to a more defensible platform. How would you define that, and how do you plan to get there? A: Commanders require networks that are capable, reliable and trusted with a single, secure, standards-based environment that provides access where needed and enables global collaboration. The Army and the joint community are moving toward a single, secure, defensible network architecture that will be more efficient and operationally effective, known as the Joint Information Environment (JIE). As part of this effort, we are developing technologies and processes to improve how we see the threat, ourselves, and key cyber “terrain.” Critical to the JIE transition is capitalizing on innovative technology, including emerging big data, cloud and virtualization capabilities, in collaboration with our sister services, USCYBERCOM, and the Defense Information Systems Agency. Our strategy will enable us to provide networks that are joint, interoperable, agile, flexible, resilient and secure from the enterprise to the tactical edge. Q: What strategies do you see as most effective in increasing cybersituational awareness for the Army? www.MIT-kmi.com
A: In cyberspace, situational awareness depends on managing, visualizing and analyzing a massive amount of data. Our ultimate goal is to be able to provide our commanders a common operating picture of the cyber-domain tailored to their mission at the appropriate operational and/or tactical levels. The ability to execute complex decentralized missions via mission command is the hallmark of the Army. In cyberspace, commanders require tools that enable rapid and informed decision-making and unity of effort. Developing a common operating picture for our forces, the adversary and the environment will enable our growing cyber-mission force to be increasingly effective at achieving its objectives across the full spectrum of cyber-operations. Q: How are you working with U.S. Cyber Command and the other service cyber commands to increase overall security? A: Many cyberspace operations are inherently joint in nature. The transition to JIE represents a fundamental shift in our approach to networks that, when combined with the Joint Cyber Mission Force, will enable integrated full spectrum cyberspace operations across the whole of the Department of Defense. As an aside, a major component of this effort is defining the joint training standards and collaboratively defining requirements considering service-specific expertise. We train and certify all teams will build to a joint standard that ensures we can effectively support national, combatant command, and service missions. Each service’s establishment of a Joint Force Headquarters-Cyber is also a major step forward in enabling the joint fight and bringing the cyber-mission force to bear. Q: What can be done to improve personnel management policies in order to ensure that the Army continues to have a strong cyber workforce? A: People remain the centerpiece of our strategy in cyberspace. We have to deliberately evaluate our strategy for recruiting, training and retaining our world-class cyber forces. Leader development and training about cyberspace throughout the rest of the Army is also required. The long-term co-location of Army Cyber Headquarters and the Cyber COE at Fort Gordon, enabled by the National Security Agency-Georgia, will help us integrate our operational institutional efforts. Finally, we must develop team management approaches that allow our cyber-forces to remain fully functional as they gain new personnel and adapt to meet the evolving threats. To do this, we are working to develop a culture of innovation and continuous development. Today, the Army draws most of its cyber-forces from the military intelligence, signal and information operations communities, but we must work with leaders at all levels and branches to identify those soldiers with specific cyber-oriented skills. We are collaborating with the Army’s Training and Doctrine Command to refine cyber-workforce requirements and training, aligning both service and joint requirements and operational and institutional training programs where prudent. Both the military intelligence and signal branches are reviewing areas of concentration to ensure that our education and training programs are effective and aligned. Again, this process is going to need to be continuous given how fast things move in the cyber-domain. Through the Cyber Constellation, Army Cyber Command is leveraging existing Army processes to enhance a network of MIT 18.2 | 17
government, academia, and industry partners with expertise in cyberspace. ARCYBER has also worked to encourage science, technology, engineering and mathematics (STEM) education in schools. We need to encourage and capitalize on the knowledge and skills of our future soldiers and leaders who are increasingly digitally literate. The U.S. Military Academy at West Point is one of our Cyber Constellation partners leveraging its STEM curriculum to develop future cyber-leaders for our Army. West Point stood up a new Army Cyber Center to expand upon existing programs at the academy and to provide a source of strategic insight and advice on cyber related issues affecting the Army. We will continue to leverage the entire Cyber Constellation as a resource for outreach, advice, research and education in the cyber-domain. Q: How can your command work with other parts of the Army to speed acquisition? A: As technology development continues to accelerate and enable ever-more sophisticated and coordinated cyber-attacks, we must be prepared to employ new technologies at a moment’s notice. In traditional military terms, ARCYBER must be vigilant and versatile to respond to the high degree of doctrinal and technological surprise inherent in the cyber-domain. This is about more than acquisition; it is about developing continuous processes and methods that link our operational teams, our service schools, and
our capability development partners together into a unified whole. Stated differently, we have to utilize a synchronized, integrated approach across the whole of the Army and DoD to combat current and future threats. As we embrace this new paradigm, we will become increasingly effective at proactively allocating operational and acquisition resources to the most pressing needs. While technologies like big data analytics, visualization, virtualization and the cloud will undoubtedly inform our future approaches, there is no single silver bullet in this domain. I’m focusing the dialogue on agile development methods, dynamic prioritization of resources, and delivering timely, targeted technologies to our cyber-mission force. We cannot reliably predict the future, but embracing more dynamic processes for identifying, researching, developing, acquiring and fielding technologies helps mitigate the impact of our uncertain domain. We must embrace an environment that promotes an increased level of synergy between acquisitions and operations. This will promote the identification of dynamic solutions, but will still require innovation within the Army and across our partnerships with industry, research and academia. Creating these kinds of partnerships and providing an innovative environment for our cyber-forces and cyber-acquisition partners are just some of the reasons that this is an exciting time for the Army and ARCYBER. Q: What are you doing to reach out to soldiers and other system users to promote the kind of behavioral change that will help improve security? A: Cybersecurity is an issue for every soldier, civilian and contractor; individuals provide our first line of defense. Fundamentally, leaders must offer the same amount of attention to assessing and mitigating risk across our networks as they would to any weapons platform. We must rely on continued strong training, leader development and education programs to further enhance operating safely in the cyberspace domain. Adhering to basic cyber and information assurance policies is a great start, but it is not enough. Even the most sophisticated cyber-defense technology will be rendered ineffective and bypassed if users at every level are not an active part of our defense. Our success in operationalizing cyberspace depends upon the total force understanding the criticality of defending our networks from exploitation, disruption, and destruction. Q: What role can industry play in achieving your mission? A: Developing and enhancing mutually beneficial partnerships with industry is a critical part of the Army and joint strategy in cyberspace. Industry and government face many of the same challenges. Mutual trust and relationships will become increasingly important as technological convergence and increasing connectivity continue to demand information sharing and cooperation to respond to threats and attacks. There are lessons—about technology, policy and people—that can be learned from our interactions, and we are eager to collaborate with the private sector as we continue to move forward. Q: Looking broadly at the cybersecurity field, have you seen any new technologies with potential for improved network protection?
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A: As new threats and opportunities arise, the Army must adapt more quickly to both technological and doctrinal surprise as part of the joint force. The rapid development of the Internet is changing the way that we have to approach identification and, ultimately, integration of new technological enablers into the Army as capabilities available to commanders. For us, this isn’t just about technology. We have to pair technologies with the people and the doctrine to deliver capabilities to the joint fight. At ARCYBER, we constantly coordinate with our defense labs, research partners and academia to bring creative and innovative approaches to bear on our most pressing requirements. Along with our partners, we are pursuing efforts to improve the resilience and security of our services that support mission command throughout the Army and joint community. We also are leveraging advances in big data analytics to help us improve our operations, identify and respond to nascent threats, and become increasingly proactive to responding to adversary actions and risks. Our challenge is to build teams that are enabled but not defined by technology, and that can evolve and innovate more quickly than our enemy. We must develop the capacity to adapt to the accelerating pace of change, operationally and as an institution. Q: How has your career experience in Army positions influenced your approach to your current position?
A: The Army has provided me an enormous number of opportunities throughout my career, to include a wide variety of experiences (duty positions) and training opportunities. But experiences and training are only valuable if they are the “right” sort of experiences and training opportunities. Most importantly, the system of professional military education and the deliberate approach to educating leaders has been the key to my overall growth and approach as a leader. It has been this deliberate education process, provided at key points throughout my career, which has enabled me to assess and reflect on the experiences and training and discern the good from the not-so-good. I would also offer that I have been fortunate to have a few tremendous mentors who have challenged me to question my own assumptions, take a 360-degree approach to considering other perspectives and solving problems, and to continuously seek self-development. Finally, I would also say that I have found solutions to difficult problems do not always surface through the chain of command. Put another way, talent exists at all levels in our organizations, and our soldiers and civilians of all ranks have never failed to amaze me with their ability to innovate and devise incredible solutions to our most difficult problems. The combination of these tenets—education, self-development, mentorship and recognizing the talent at every echelon and grade in our Army—are the foundation upon which I have approached my position here at Army Cyber Command. O
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MIT 18.2 | 19
Global Comms Contract Army begins orders under new program aimed at spending more
efficiently and rapidly providing the right capability to the battlefield.
By Peter Buxbaum MIT Correspondent
on tactical satellite communications. PEO C3T supports networked The Army has begun awarding task orders under a $10 billion capabilities that connect fixed command posts to mobile commandtactical communications contract program that, backers say, will ers and dismounted soldiers. help save money while also providing ground forces with innovative “The contract’s range, flexibility and consolidasolutions designed for the long term. tion capabilities will enable the Army, Department of Awarded in 2012, the Global Tactical Advanced Defense and other agencies to spend more efficiently Communication Systems (GTACS) contract is a fiveand to rapidly provide the right capability to the batyear indefinite delivery, indefinite quantity (IDIQ) tlefield,” said Lieutenant Colonel Leonard Newman, contract with an expansive scope. Broader and better product manager for satellite communications for funded than its predecessor, the World Wide SatelProject Manager, Warfighter Information Networklite Systems (WWSS) contract, GTACS is designed to Technology (WIN-T). provide one-stop shopping for a broad range of comPEO C3T selected a total of 20 companies to parmunications hardware and services. ticipate in the GTACS program, and awarded the first GTACS provides centralized competitive contractLt. Col. task orders late last year. As of January 2014, 28 task ing to support the Program Executive Office for Leonard Newman orders for various SATCOM products and services had Command, Control, Communications-Tactical (PEO been awarded under GTACS. Most of these have been for products C3T) in acquiring hardware, software and services, with an emphasis 20 | MIT 18.2
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and systems and for sustainment services, as opposed to capabilities and integrated solutions. Around 30 more are expected to be awarded this year. So far, however, GTACS seems to be receiving mixed reactions from hopeful vendors, some of whom are disappointed because they expected GTACS to include more procurements of integrated solutions. The emphasis to date, they say, has been ordering specific products and sustainment services, although some capability buys have also emerged. Still, ordering under GTACS has only just begun. So it is probable that program managers will be looking to modernize their systems— which will involve ordering integrated solutions—as the contract gathers steam and as new Army requirements are developed. “During GTACS’s five-year ordering period, we expect that the needs of PEO C3T will evolve in response to emerging threats and changing battlefield requirements,” said Newman. “GTACS is www.MIT-kmi.com
designed to provide the flexibility and responsiveness needed to support changing mission requirements.” While a comparison to WWSS—a five-year, $5 billion contract designed to acquire six satellite terminal types—is informative, the two vehicles differ in several ways. Besides being bigger and broader than its predecessor, GTACS is intended to focus on building longerterm capabilities rather than filling wartime gaps. WWSS was funded primarily with wartime supplemental funding. That is ending, so GTACS orders will be placed by programs of record, which are run more formally than systems focused on fulfilling the immediate needs of combatant commanders. GTACS includes three functional areas: research and development, production and deployment, and sustainment and logistics. “No matter where a program is in the acquisition life cycle, its program office can utilize this contract to support its requirements,” said Newman. “The contract enables the customer to develop a MIT 18.2 | 21
capability, then produce, test, field and sustain that capability with one contract.”
Cost and Capability
Nick Smith, senior vice president and general manager for defense solutions at L-3 Communications, offered similar sentiments. “Program managers identifying their requirements did so within the mindset of the predecessor vehicle,” he said. “They are not yet accustomed to buying solutions.” Other GTACS contract awardees have raised questions about how the contract administration is being administered. “It was supposed to be developed for best value,” said Nelson Santini, vice president for marketing and sales at Envistacom, a small, minority-owned business and an integrated solutions provider. “It is turning out to be a contract vehicle delivering goods at the lowest price. The task orders are being awarded to solutions that meet minimum requirements based on the lowest price.” This practice could have negative on the quality of the solutions being acquired under the contract, Santini argued. “I have seen scenarios where the task order was awarded to the lowest price bidder and not to the company with the best capabilities.” Noting that all of the task orders to-date have been related to WIN-T, the Army’s tactical network, Hunsicker expressed the hope that future task orders will address a broader range of capabilities. “The purpose of GTACS is to address the design, development, production and sustainment of systems across the breadth of PEO C3T. I hope that other program managers will become familiar with GTACS and use it to meet their needs but I have not seen evidence of that yet,” said Hunsicker, whose company is interested in supplying the Army with a range of fixed and transportable SATCOM terminals.
The 20 prime contractors selected for GTACS represent a large increase from the six contractors included in WWSS. “The sheer number of qualified contractors is expected to improve efficiencies in both time and cost, and provide optimum resolution of requirements,” Ken Peterman said Newman. “By utilizing best value tradeoff processes, we selected contractors that had the ability to respond to task order requirements to support the PEO C3T mission and/or had a capability and could develop the best solutions using the best industry practices to give us a balance between cost and capability.” “GTACS has been effective in providing the ability to reach out directly to suppliers and avoid markups,” said Ken Peterman, manager of government services at ViaSat. “This has already led to significant savings.” “An IDIQ contract was absolutely the way to go for GTACS,” said Dwight Hunsicker, vice president Dwight Hunsicker government business at Globecomm. “IDIQ sets the basic terms and conditions and establishes processes dhunsicker@globecomm.com and structures for the procurement of capabilities. As needs and opportunities evolve across the fiveyear span of the contract, they can be addressed on a task-order basis.” The Army considers WWSS to have been a “tremendous success,” said Newman, and so has sought to develop GTACS as an even more flexible, efficient and competitive vehicle for delivering capabilities “while balancing soldier requirements and taxpayer resources.” Pent-Up Demand “This overarching coverage provides greater flexNick Smith ibility over the WWSS contract since it includes the Although ViaSat has won a number of task orders research and development piece, so the program worth several million dollars, Peterman suggested that offices can cover the entire life cycle of a product,” those very task orders reflect how GTACS is not living he explained. up to its potential. “Most have been for specific items “WWSS was almost a trial run for GTACS,” said and products,” he said. “Sometimes the RFP even Gretchen Blackwell, principal program manager at identified specific part numbers. GTACS would do well Rockwell Collins. “They are very similar in their to move toward more capability purchases. That would acquisition goals. But the WWSS vehicle was much give industry the opportunity to be innovative in the smaller and included a smaller population of prime way they respond and provide better value solutions contractors. GTACS was also savvy about making sure more responsive to warfighter needs.” that small businesses have their say.” GTACS may be starting out small, but will, over The contract awardees include those that can the next 12 to 18 months, expand its scope and reach Justin Filler compete under open competitions and those that are its original potential, according to Smith, who points jfiller@tracesystems.com designated for the small-business set-asides. At least to a few reasons why GTACS task orders have concenone contract awardee, Trace Systems, qualified and can compete trated on product, rather than solution, ordering. under both ends of the contract. “There is pent-up demand for solutions,” he said, “but it takes Although GTACS was billed as the place where programs would a while for funds to flow down to the programs” in the wake of last transition to meet their future requirements, some believe that year’s budget sequestration and government shutdown. “Also, I think it is not yet living up to its potential in that regard. “We’re not we are seeing product purchases because program managers are seeing that yet,” said Peterman. “Human nature is coming into focusing on resetting and repairing capabilities that are worn out, play. People don’t want to give up the way they did things before. damaged, or overused over the last 12 years in Iraq and Afghanistan. The prior contract was billed as filling gaps between programs “Over time, they will start to modernize their systems and infraof record.” structure,” Smith continued. “Then we will start to see procurements 22 | MIT 18.2
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task orders and maintains the customer relationship,” along the lines of solutions rather than specific sysSmith explained. tems. This will really pay big dividends with the In the case of GTACS, the MRC coordinates strategic shift to the Pacific area of operations. It will among 17 L-3 divisions and 30 subcontractors that become increasingly important to have more rapid work on GTACS. rates for tactical communications just because of the “The MRC allows us to respond with a single solugreater distance in time and space across the Pacific tion,” said Smith. “The MRC will help us get better area of operations than elsewhere.” value from GTACS as the vehicle moves to procuring Other companies that have received substantial solutions and not just products.” GTACS task orders have a sunnier outlook on the Bristol noted that funding under GTACS may vehicle and its processes. One is Trace Systems, prove to be more cumbersome than under WWSS, which, with seven task orders, has won more than Mike Bristol whose funding came largely from supplemental warany other to date, according to Justin Filler, a vice icmikebristol@telecomsys.com time appropriations. “That means that task orders president at Trace. are going to be issued by programs of record,” said Bristol. “Contrac“There has been a pretty diverse offering coming out on GTACS tors are going to find that it will be more difficult to monetize this so far,” he said. The variety of Trace’s task orders illustrate the vehicle with programs of record, as compared to WWSS.” wide scope of potential activity under GTACS and include software Whatever its history to date, all agree that GTACS has the potenlicenses, management of parts to support generators, UAV batteries, tial to provide the Army with innovative communications solutions. and a logistics task order to support the Commercial Satellite Termi“GTACS is the means to an end,” said Hunsicker. “Providing nal Program office. innovative resolution to meet requirements will define success. The logistics task order involves support of diverse satellite comThere is no inherent technology within GTACS that is going to light munications systems and terminals for the Army, Navy, Marine Corps the world on fire, but it is a contract vehicle that can accommodate and other federal government agencies. “These systems require the latest and greatest as needs come about and companies make continual logistical sustainment efforts due to the rapidly changing innovative proposals to the government.” nature of communications technology,” said Filler. “The logistics “I don’t think GTACS is meeting industry or DoD expectations,” contract provides engineering and technical support, logistical and said Peterman. “Both sides are recognizing that, and are working documentation support, training support, and other materials and together to make GTACS a more effective and responsive vehicle. supplies for the PdM SATCOM office.” Industry could use some advance notice of anticipated needs. That Mike Bristol, senior vice president and Government Solutions would provide us with the opportunity wind up capabilities and Group president of TeleCommunication Systems (TCS), noted that be prepared.” there has been at least one GTACS task order so far for maritime Blackwell views the Army’s requests for information (RFIs) as communications systems. “WWSS involved mainly ground termithe government’s way of engaging industry in a dialog on capabilinals,” he said. “The maritime applications recognize that it is an ties and solutions. Under GTACS, the government has been issuing integrated battlefield and that connectivity and integration apply to many more RFIs in advance of requests for proposals than it did all aspects of war fighting.” under WWSS. TCS has received two GTACS task orders, for a total of $20 mil“Vendors can learn of the government’s intentions by participatlion, for micro satellites and maritime terminals for Army watercraft. ing in the RFI process and, in addition, keeping productive informal The award for the largest task order to date goes to Rockwell channels open with the Army,” said Blackwell. “No doubt there is a Collins, which received an order for its HMMWV-pulled satellite backlog of RFIs to be issued. GTACS got off to a rough start because transportable trailers (STT). The initial order, for $35 million, was the government was in upheaval.” for 300 trailers. If all options are exercised, the order could total “Industry’s job is to be innovative, to look both inside and outside $176 million. the box, and to being new ideas and solutions to the government,” Blackwell views the STT buy as more of a solution than a product said Hunsicker. “The government needs to be able to review, evaluprocurement. “There was a real capability problem the Army was ate, contemplate and test these ideas and solutions in concert with trying to solve in bringing communications to warfighters at the the overall procurement process. By keeping our eyes on the ball, tactical level,” she said. “They did that with STT. STT had almost both industry and government can fulfill the military’s needs in an program-of-record-like requirements.” expedient and efficient manner.” “The size and broad nature of the GTACS contract provides the Strength in Teams Army and other DoD agencies with the ability to support nearly any command, control and communications requirement,” said Many GTACS awardees agree that success on the contract will Newman. “This will provide the soldier with mission critical equipdepend largely on the strength of their teams. “Most of the primes ment and services that enhance both situational awareness and have been heavily involved in putting together strong, complex and support their ability to be more effective and efficiently execute broad teams, although most of the task orders to date have been in their mission.” O the nature of sustainment of ongoing work where teaming is not really required. You will see the advantage of strong teams when new requirements come about,” said Hunsicker. For more information, contact MIT Editor Harrison Donnelly L-3 manages its GTACS business through a corporate-level office at harrisond@kmimediagroup.com or search our online archives called the Multiple-Award Resource Center (MRC). “The MRC manfor related stories at www.mit-kmi.com. ages the contract vehicles, but the operational units executes on www.MIT-kmi.com
MIT 18.2 | 23
Marines Seek Agile Comms Demonstration tests how tactical warfighters can use mobile devices to get the information they need—and no more.
By Harrison Donnelly MIT Editor
found on many consumer models, and recently announced that As the military continues to experiment with the benefits and it had selected Verizon, Sprint and AT&T to participate in a small challenges of incorporating the latest mobile technology into test program to see if the wireless carriers could tactical operations, one of the knottiest problems effectively manage the security of employee-owned involves controlling the flow of data to warfighters devices used at work. to ensure they get all the information they need— The Agile Bloodhound demonstration, staged but only what they need and no more. in November 2013 at Marine Corps Base, Hawaii, The Marine Corps, which has been especially by the Office of Naval Research (ONR) in partneractive in exploring the potential for using tabship with Marine Corps Forces Pacific Experilets and smartphones as display, computing and mentation Center and the 3rd Marine Regiment, interface devices in field and office operations, is explored the integration of ISR and C2 applications currently working on developing a package of sysfor faster decision making by expeditionary forces. tems that will answer that question by providing John Moniz, ONR program manager, summed timely distribution of relevant information to John Moniz up the goals of the program this way: “For Marines lower echelon warfighters. and sailors who are operating in the field using battery powered The combination of technologies, tested most recently at devices, there are challenges getting them the information the Agile Bloodhound exercise last fall, is one of a series of they need when they need it, and not giving them anything Marine initiatives in this area. The Trusted Handheld program, else they don’t need. What we are doing is showcasing a numfor example, has funded development and delivery of prototype ber of less-mature or medium-mature technology efforts and secure units for both business and personal use. In addition, integrating and demonstrating them at Agile Bloodhound. the service early this year issued a request for information for We’re taking technologies from Martin Krueger, who is our ISR procurement of Android devices with features similar to those 24 | MIT 18.2
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program officer, as well as from human/cultural technology, and integrating them and showing how we can deliver more relevant and timely information to warfighters.” The elements include automating the production of sensor reports so that they can be quickly generated and distributed to warfighters to meet their timeliness needs, Moniz explained, adding, “We’re also looking at how to improve tactical communications to make them more reliable, and at networking technologies that allow us to have better network efficiencies, so that we’re only sending needed content. In addition, we’re trying to reduce the number of retransmissions, which in a networking environment waste energy and time.” The demonstration also included a human/cultural/social/ behavioral application that allows civil affairs Marines to make timely reports, for example in a natural disaster. “When civil affairs Marines and sailors are operating in a humanitarian relief situation, it’s very important that they collect as much information as they can about the infrastructure and human needs, and get accurate reports to those who can help fill the needs,” Moniz said. The behavioral application will be integrated into the Marine Corps Civil Information Management System, which was developed by ONR and Marine Corps Systems Command to help Marines manage, track and analyze construction projects, health engagements and civil affairs.
ISR to C2 One of the terms used by ONR developers, Moniz noted, is “ISR to C2, which means how we generate products more quickly and get them to the people who need them. We’re combining both ISR and communications/C2 technology and trying to put them together into a larger capability that shows the benefit to the acquisition community and the warfighter.” Agile Bloodhound is run by ONR’s Expeditionary Maneuver Warfare and Combating Terrorism Department. It also has the assistance of the 3rd Marine Regiment, which has provided some Marines to work on the demonstration. “So we get immediate operator feedback, and also get the benefit of demonstrating these technologies to our acquisition stakeholders, showing that we have the capability to implement them,” Moniz observed. “Because we try to work within the acquisition community’s information and communications infrastructure, we show that the technologies are a relatively straightforward fit into their acquisition programs as well.” Although the government is doing the integration and management of the program, roughly a dozen smaller companies or universities are also participating. One such participant in the 2013 Agile Bloodhound exercise was ObjectVideo, which demonstrated its MobileISR solution, an integrated ISR suite designed to enable faster, better, more informed battlefield decisions by in-the-field warfighters. “During the exercise, Marines and ObjectVideo developers accompanied a radio truck simulating a routine patrol,” explained Don Madden, the company’s director of research and development. “Using our MobileISR solution running on a COTS Android tablet, the group was able to quickly take pictures of items of interest and tag them with keywords. MobileISR wirelessly sent the image over MANET radios to a lightweight service www.MIT-kmi.com
running on the radio truck, along with relevant metadata such as location and time of day. “The service then sent the data over a satellite connection to the ISR Enterprise via an instance of NRL Stennis’ Geospatial Hub geospatially aware content management system. Within seconds, the image and metadata was shared with other warfighters, analysts and commanders in both Hawaii and California,” he added. Another participant has been ISPA Technology, a company that is working on a number of efforts for development of mobile applications that are capable of supporting tactical data sharing for disadvantaged bandwidth users. One effort is the ONRsponsored Small Unit Decision Aids (SUDA), an Android-based app that uses locally-stored map data and integrates with other C2 data sources and services. “Filters are set up to only send information to the edge user that is relevant to that user’s mission, based on geolocation or intended route, for example,” explained Brian Bleeze, president and chief executive officer of ISPA Technology. “This is a start at addressing the information overload issue while also freeing up bandwidth for other critical services. This works over standard WiFi, but we have capabilities to share data directly between devices using some available technologies such as Near Field Communications, WiFi Direct, and Bluetooth. “ISPA has participated in Agile Bloodhound for the past three years. This past year we participated in order to demonstrate the ability to take advantage of the latest mobile device technology for peer-to-peer sharing of tactical data and ease of command and control data source integration. SUDA was used as the mobile integrated viewer during the exercise. ISPA trained six Marines to use the app and asked for their honest feedback. Listening to their likes and dislikes is the most advantageous aspect of Agile Bloodhound because we can use their feedback to steer future development and make sure that we are delivering solutions that actually help the warfighter,” Bleeze added.
Realistic Expectations Reflecting on the lessons of the project so far, Moniz emphasized the need to have realistic expectations about the potential for wireless communications in the tactical environment. “It’s not new, but every time we try something more complex, we learn that when you are trying to run information systems and applications over a tactical wireless network that is intermittent and low throughput, you have to make sure that the applications can adapt to that. “If you take something off the shelf that is made for the wired Internet, chances are it’s not going to be very successful. This is a stressing environment, and in order to be able to deliver capabilities, you need to take into account the facts that the network is going to have outages and has limited throughput,” he said. Looking ahead, developers are working to bring other areas, such as logistics and fires, into the network infrastructure. O
For more information, contact MIT Editor Harrison Donnelly at harrisond@kmimediagroup.com or search our online archives for related stories at www.mit-kmi.com.
MIT 18.2 | 25
COTSacopia New Technology Links WiFi, Satellite Communications Sat-Fi from Globalstar is a revolutionary voice and data solution that provides seamless integration between any WiFi enabled device and Globalstar’s new satellite constellation. With Sat-Fi, Globalstar customers can use their existing smartphones and existing phone numbers to send and receive communications over
Solution Manages Services for Satellite, Terrestrial Networks Kratos Networks has introduced NeuralStar Service Quality Manager (SQM), the first endto-end service management solution for satellite and terrestrial network operations. As part of the NeuralStar family of technology management products, NeuralStar SQM manages services across the entire network to help service providers improve service quality assurance and deliver visibility into customer impacting conditions to maximize revenue and reduce costs. Today’s management tools limit providers’ ability to optimize services because they only show individual performance metrics for a sea of devices rather than identifying which specific devices support the performance of particular services to specific customers. NeuralStar SQM solves this problem by bridging the silos, retrieving both device and service data from monitored systems at each teleport and integrating it all into one common platform. It organizes the geographically dispersed devices from both the satellite and IP infrastructure layers, representing services as graphical maps showing end-to-end performance.
the company’s satellite network, offering seamless voice and data connectivity when beyond the range of cellular. This new technology means that people who find themselves outside of cell coverage, for whatever reason, can use their existing smartphones or computers to always stay connected.
Through a convenient app and Sat-Fi satellite hot spot, subscribers will be able to easily send and receive calls, email and SMS text messages anywhere within Globalstar’s footprint from their own device. Globalstar is expected to receive final FCC certification of Sat-Fi during the second quarter of 2014.
Presentation Interface Delivers Versatile Connectivity
The Crestron Connect It is a costeffective, simple-to-use presentation interface that delivers versatile connectivity, cable management and one-touch control, all in one stylish tabletop device that’s easy to install. Crestron Connect
It enables clean, attractive cable installations at a fraction of the cost of traditional cable holders. The 4-inch round cubbyhole neatly stores HDMI, VGA, audio and Ethernet cables, and connects directly to the display.
Partnership Provides Mobile Security Solution Samsung Electronics and Good Technology, a provider of secure mobility, have announced a strategic partnership that will provide the enterprise with a mobile security solution for Samsung mobile devices. This solution combines the market-leading Good secure container and Good-secured apps with Samsung Knox hardware and OS security. Samsung will create a unique “Good
26 | MIT 18.2
secure domain” on Knox-enabled devices within any Good-secured mobile app, which will be able to operate, allowing customers to confidently deploy Good’s broad mobile app ecosystem and app-level security, while leveraging Knox’s Android hardware security solution. Good for Enterprise is the only email app for Android that has attained a Common Criteria EAL-4+ certification in
addition to FIPS 140-2 validated encryption, offering a higher level of data protection and app security for Android devices. Samsung Knox introduces security for Android at the hardware and operating system level. Combined with Knox’s “root of trust’ security model, the “Good secure domain” on Knox satisfies the requirements of even the most security-conscious organizations.
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MIT RESOURCE CENTER Advertisers Index Baker College. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 www.bakercollegeonline.com/demo Carahsoft. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 http://bit.ly/adobeconnect-dod Carahsoft. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C4 http://bit.ly/adobeconnect-dod
Defense Strategies Institute. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 www.cybersecurity.disgroup.org Exelis Visual Information Solutions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 www.exelisinc.com/iss Teradata . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 www.teradata.com/ponemon
Calendar April 7-9, 2014 Sea Air Space National Harbor, Md. www.seaairspace.org May 7, 2014 Navy Information Dominance Industry Day Chantilly, Va. www.afcea.org
May 12-14, 2014 JIE Mission Partner Symposium Baltimore, Md. www.disa.mil/about/our-work/jie May 13-15, 2014 FOSE Washington, D.C. www.fose.com
May 22, 2014 DI2E Plugfest Fairfax, Va. www.afei.org/events
September 15-17, 2014 Air and Space Conference National Harbor, Md. www.afa.org
June 24-25, 2014 AFCEA International Cyber Symposium Baltimore, Md. www.afcea.org
October 6-8, 2014 MILCOM Baltimore, Md. www.milcom.org
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MIT 18.2 | 27
INDUSTRY INTERVIEW
Military Information Technology
Margaret (Peg) Grayson President MTN Government Margaret Grayson brings more than 30 years of experience in the telecommunications industry to MTN Government. A presidential appointee to the National Infrastructure Advisory Council (NIAC), she actively participates in the development of policy recommendations and guidance to the White House through the Department of Homeland Security. Appointed to the NIAC by President Bush in 2002, Grayson is currently serving at the request of President Obama. An expert in cybersecurity and information sharing, she has participated in several comprehensive studies advising the president on the security of the nation’s critical infrastructures and information systems. Prior to MTN Government, Grayson held leadership roles at technology companies, focusing on finance, policy, regulatory compliance and risk management. As president and chief executive officer of V-One, she worked closely with federal, state and local government agencies on the requirements and design of security products, developing deep expertise in cybersecurity, data integrity and information sharing in wired, wireless and satellite networks. Other key positions include chief financial officer of MTN Inc., federal compliance manager for Tremco, president of Coalescent Technologies Corp., president of AEP Networks, vice president and CFO for Spacehab, and CFO for Sirius Satellite Radio. Q: What do you do as a member of NIAC? A: Our role is to advise President Obama on issues related to the security and resilience of the nation’s critical infrastructure, of which cybersecurity is key. Based on this experience, it is my view that the commercial satellite community needs to shift from merely “transmitting in the clear,” or keeping data flowing from point A to B, to a culture with an intrinsic shared responsibility to provide secure communications. Because of the complexity and interdependencies of our critical infrastructure, this means satellite groups need to get involved in working partnerships between agencies, 28 | MIT 18.2
local governments and industry to achieve national resiliency. Q: What types of products and services are you offering to military and other government customers? A: MTN Government has a 30-year history providing SATCOM innovations to the U.S. government customers. Today MTGOV has expanded its portfolio to include nextgeneration intelligence services, including cybersecurity and industrial security technologies. MTNGOV also plans to deepen its role in the provision of ISR services by adding analytics to its global network and managed service strengths. Q: What unique benefits does your company provide its customers in comparison with other companies in your field? A: MTNGOV is the first in the satellite industry to offer a cybersecurity managed service focused on detecting and analyzing threat vectors emerging from social media. The service, Social Media Threat Intelligence, is powered by ZeroFOX—a cloudbased security and social risk management platform. The platform uses actionable, real-time analytics to identify hackers targeting a specific government group or organization as well as its leadership prior to a network compromise. It represents an intelligence-first approach to cybersecurity, using advanced big data algorithms in the cloud to discern a hacker’s next move before he makes it. With the rise in social media and mobile work forces, government customers can no
longer rely on traditional solutions for cybersecurity. Social media is a growing attack surface used by malicious actors to propagate misinformation, confusion and to target the credibility and effectiveness of national and local leaders, as recent events have proven. Therefore it needs to be proactively managed. MTNGOV’s offering enables government clients to fully outsource the management of their social risk and threat protection ensuring high levels of security without having the need to stand up a secure network operation center of their own. The ZeroFOX platform is actively being used by enterprise and government clients. Q: Are you currently developing new products and services relevant to military and government customers that you hope to bring to the market in the future? A: Since the early 1980s, MTN has been a technology innovator—evolving from a SATCOM provider to a full-service integrator of advanced and mobile communications, cybersecurity, ISR and intelligence solutions. Today, MTN and MTN Government have an innovation program spearheaded by Bob Wise in Seattle, Wash. Wise, the MTN chief innovation officer, is developing next-generation platforms, utilizing cloud computing combined with satellite, terrestrial broadband and other forwardlooking technologies. He has assembled a first-rate team of more than 50 innovators focused on anticipating market needs to enhance capabilities and efficiencies by optimizing current and emerging technologies. He brings several decades of experience in the cloud computing, mobile, Internet and telecom arenas, including opening HP’s cloud computing office in Seattle as vice president of engineering. The platform, called MTN NEXUS, has been developed and launched for the cruise industry, and the goal now is to adapt the innovative new platform to meet the needs of U.S. government customers. O
peg.grayson@mtngov.com www.MIT-kmi.com
NEXT ISSUE
May 2014 Vol. 18, Issue 3
The Voice of Military Information Dominance
Cover and In-Depth Interview with:
David Stickley
Director DISA JIE Implementation Office Special Report:
Joint Information Environment
Features
Data Center
Digital SATCOM
Insider Threat
As the Department of Defense approach to data center consolidation evolves, industry is offering a raft of ideas about how to make the process more economical while also improving performance.
Digital intermediate frequency (IF) technology offers enormous benefits to the buyers and users of SATCOM terminals, beginning with performance, cost and size, and addresses performance challenges that cannot be solved with conventional analog IFs.
As awareness grows of the potential threat from malicious insiders, security experts are identifying a variety of technologies and operating approaches to protect networks.
ID Management
Tactical SATCOM
Consolidation
With the aging of technology used in the Common Access Card for both physical and network access, government and industry are exploring a variety of alternatives.
Program and technical developments in the Army’s Warfighter Information NetworkTactical Increment 2 program, including a new user interface, put that program at the cutting edge of tactical SATCOM systems.
Bonus Distribution: Joint Information Environment Mission Partner Symposium May 12-14, 2014 Baltimore, Md.
Insertion Order Deadline: April 18, 2014 • Ad Materials Deadline: April 25, 2014
DCO Hits One Million Users! Now with over 1,000,000 registered users, Defense Connect Online delivers on the promise of JIE today as a widely adopted DoD enterprise solution.
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