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© 2006 Carnegie Mellon University Establishing a Network Centric Capability: Implications for Acquisition and Engineering Dennis Smith Complex System Symposium January 11 -12, 2007
2 © 2006 Carnegie Mellon University Agenda The landscape Strategies for implementing the network centric vision Issues for a specific type of implementation: service-oriented architecture
3 © 2006 Carnegie Mellon University The Reality of the Current Landscape “Possibly the single-most transforming thing in our forces will not be a weapons system, but a set of interconnections and a substantially enhanced capability because of that awareness.” —Secretary of Defense, Donald Rumsfeld
4 © 2006 Carnegie Mellon University Some Essential Differences Monolithic Systems Network Centric Systems of Systems Standalone; fixed predetermined purpose Interdependent; continuously evolving purpose & strategy Hierarchically structured; central control; clearly defined boundaries Network structured; distributed control; unbounded All components known and visibleChanging and unknown constituents Tight coupling/control are good – increased likelihood of success Loose coupling/control are good – creates options/alternatives for adaptation & evolution; enables local decision making (“power to the edge”); increases success
5 © 2006 Carnegie Mellon University Strategies for Implementing the NCO Vision- 1 Identify engineering implications of network centric missions Determine types of information and steps necessary to perform the missions. Understand the processes, capabilities, techniques, and system support used to perform analogous physical missions Analyze the types of collaboration tools necessary to support network centric operations — e.g, the distribution of personnel across locations Derive broad outcome spaces. Adopt an inclusive view of the network centric community Organizational components Collaborating organizations Open source communities Vendor and standards organizations Academic researchers Potential end users and customers
6 © 2006 Carnegie Mellon University Strategies for Implementing the NCO Vision- 2 Characterize the existing technology base Characterize technologies and capabilities in terms of being immediately useful, readily adaptable, and potential useful. Develop a lightweight catalog of potential assets. Develop capabilities to rapidly analyze and characterize components submitted to the catalog[ Characterize the gaps between doctrine/mission and the technology base Current operational capabilities Current and planned operational needs Needs that cannot currently be met Activities we cannot coordinate
7 © 2006 Carnegie Mellon University Strategies for Implementing the NCO Vision- 3 Collaborate with others to develop governance rules Establish a governance committee and encourage participation by all relevant participants. Establish a network centric integration environment focus on integration of components rather than new development. Provide tools that support the integration of independently developed components. — e.g, tools that transform interfaces and data formats, or analyze and monitor interactions among components Populate the environment with components that can be assembled to support network centric operations. Investigate programs with success in building bridges between disparate systems.
8 © 2006 Carnegie Mellon University Strategies for Implementing the NCO Vision- 4 Establish appropriate reward structure Reward participants for sharing problems, solutions, innovations, and technologies Reward participants for reusing existing capabilities rather than developing their own Reward solutions that minimally limit the flexibility of others (e.g., open interfaces are preferable to proprietary ones) Train network centric command and engineering staff Blur the distinction between operational and engineering support staff Institute new curricula to train engineers with an emphasis on rapid integration and the use of relevant technologies such as SOA
9 © 2006 Carnegie Mellon University Strategies for Implementing the NCO Vision- 5 Prepare for novel forms of acquisition Adopt an agile acquisition strategy that provides rapidly assembled solutions for short-term problems. Prepare to acquire imperfect tools that can be used immediately rather than tools carefully crafted to meet rigid requirements. Allow implementers and integrators significant freedom in developing solutions. Expect organizational distinctions to become increasingly blurred
10 © 2006 Carnegie Mellon University A Specific Type of Implementation: Service-Oriented Architecture Service-oriented architecture is a way of designing systems that enables Cost-efficiency Agility Adaptability Leverage of legacy investments
11 © 2006 Carnegie Mellon University Services Services are reusable components that represent business tasks. Customer lookup Account lookup Credit card validation Credit check Hotel reservation Interest calculation Services can be Globally distributed across organizations Reconfigured into new business processes
12 © 2006 Carnegie Mellon University Components of an SOA-Based System Application X Service A SOA Infrastructure Enterprise Information System Application Y Application Z Interne t External System Service B Service C Service D Internal Users DiscoverySecurity Development Tools Legacy or New Code
13 © 2006 Carnegie Mellon University Pillars of SOA-Based Systems Development Strategic Alignment SOA Design Principles SOA-Based Systems Development Technology Evaluation SOA Governance Change of Mindset
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