1. Building the Army’s LandWarNet
Presented by
Ron Bechtold
Director, Army Architecture Integration Center
18 October 2006

2. Gaps
How to improve the quality of our input so its relevant to decision-makers?
How do we make enterprise architecture relevant for all systems?

3. Why Architectures? Increased usage in DoD’s Acquisition processes
Is a requirement for validating programs of record milestone A, B and C decision
Is mandated in our force development interoperability validation process
Provides rigor to Warfighter technology and Force Structure designs and solutions
Is our tool of choice for effective capabilities development (CDDs, ICDs, JCDs, etc.)
Critical to develop IT Pfm transition plans

4. Why Architectures (continued)
JCIDS
(CJCSI 3170)
Defense Acquisition System (DOD 5000)
FAA
FNA
FSA
Concept
Refinement
Technology
Development
System
Development&
Demonstration
Production
&
Deployment
Testing
Fielding
Policy
ICD
CRD
CDD
CPD 1 2 3 A B C
Milestones
Operational
Architecture
Operational
Architecture
Operational
Architecture
Operational
Architecture
Architecture
Maturity
Systems
Architecture
Systems
Architecture
Systems
Architecture
Systems
Architecture
Technical
Architecture
Technical
Architecture
Technical
Architecture
Technical
Architecture
Capability Brief
JBFSA Capability
Based Analysis
Interoperability
Testing
Installation
Diagrams
Network Analysis
LAN & WAN
Diagrams
Architecture
Products

5. Army Strategy Map TRANSFORMATION
Army Vision: Relevant and Ready Landpower in Service to the Nat
ion
Secure Financial Resources and Legislative Authorities to Meet R
equirements
Army Mission: To Provide Necessary Forces and
Capabilities to the Combatant Commanders in Support of the Natio
nal Security and Defense Strategies
MEANS
WAYS
Provide Relevant and
Ready Landpower for
the 21 st
Century
Security Environment
ENDS
Build a Campaign Quality,
Modular Force with Joint &
Expeditionary Capabilities
for
Today and Tomorrow
TRANSFORMATION
Train and Equip
Soldiers to Serve as
Warriors and Grow
Adaptive Leaders
Sustain an All -
Volunteer Force
Composed of Highly
Competent Soldiers
that are Provided an
Equally High Quality of
Life
Provide the
Infrastructure and
Support to Enable the
Force to Fulfill its
Strategic Roles and
Missions
Develop LandWarNet
Operational Capabilities
Execute Major Acquisition
Programs
Restructure Army Aviation
Support Current Global
Operations with Relevant
and Ready Landpower
Train Soldiers
Enhance Combat Training
Centers
Grow Adaptive Leaders
Equip our Soldiers
Reinforce Our
Centerpiece:
Soldiers as Warriors
Care for Soldiers and
Army Families
Improve Soldier and
Family Housing
Recruit and Retain the
All
Implement Business
Transformation Initiatives
Develop the LandWarNet
Institutional Infrastructure
Enhance Strategic
Communications
Adjust the Global Footprint
to Create “
Flagships of
Readiness ”

6. Layered Architecture Platforms & Sensors Applications Services
Suite of ground/air, manned/unmanned platforms, with a diverse set of sensors tailored to the warfighter's needs
Applications
Battle Command and Control, Intelligence, Surveillance, and Reconnaissance (ISR), Embedded Training, and Sustainment
Services
Common toolset of infrastructure services, (i.e. information assurance, interoperability, etc.)
Transport
Multi-Tiered (Ground, Air, Space), Dynamic, On the Move Communications Network
Standards
Common set of standard to enable interoperability and end-to-end performance metrics

7. Domain Responsibilities
Information
Assurance
Army Lead: CIO/G-6
(GA&CKO)
Enterprise Information Environment Mission Area (EIEMA)
Army Lead: CIO/G-6 (GA&CKO)
Governance
Business Mission Area (BMA)
Army Lead: DUSA
Army Lead: ASA(ALT)
Acquisition
Financial Management
Army Lead: ASA(FM&C)
Human Resource Management
Army Lead: ASA(M&RA)
Logistics
Army Lead: G-4
Installations & Environment
Army Lead: ASA(I&E)
Army Owner: ASA(CW)
Civil Works
Warfighting Mission Area (WMA)
Army Lead: G-3/5/7
Communications
(AONS)
Computing
Infrastructure
Core Enterprise
Services
Defense Intelligence
Mission Area (DIMA)
Army Lead: G-2
Army Alignment with GIG ES Governance
4 Mission Areas:
- 18 Domains
Battlespace Awareness
Net-Centric
Focused Logistics
Force Protection
Army Lead: G-8
Force Application
Army Lead: G-3/5/7/TR
Training
Command & Control
Army Lead: G-3/5/7/SB Lead
Force Management
Army Lead: G-3/5/7/FM
Domains TBD
TRANSITION: The Army is organizing to address IT transformation through an IT portfolio management initiative. DoD and Army IT responsibilities have been sub-divided into 4 mission areas, and each mission area has been further sub-divided into the domains shown on the slide. DoD and corresponding Army process owners have been identified.
Click to transition to the Army-specific view.
We fully realize however that these mission areas are closely interrelated and interdependent. The Army senior leadership will work together to ensure that enterprise and cross-mission area concerns are fully addressed in IT portfolio analyses and investment decisions.

8. Voice of Customer Survey Methodology
by each respondent.
In rating a service, product or process, criteria are
Screened
Is Availability important to you?
Weighted
How important?
Rated
How satisfied are you?
and Justified
Why? What improvements would increase your satisfaction? 3 1
Note - Importance and satisfaction scores are on a scale of 1 to 5 with 5 being the highest
This survey methodology provides a standard and consistent process which enables year-over-year comparisons so that improvements can be monitored and tracked.
Source: Gartner Inc.

9. Executive Leadership: Overall Scores and Importance
Architectures – All Criteria : Composite Score (12 Respondents)
n Products
n Services
n Process
Importance
Score
Areas of importance are evenly distributed between the categories
Source: Gartner Inc.

10. 19% reduction in process steps
Process Improvement
Activities: Applying Lean principles and methods, the level 2 process map was streamlined and waste was removed to produce lean process steps
Objective Achieved
Original Process
Waste Removed
19% reduction in process steps

11. Architecture Views—AV1/2
Approach
Build Work
Plan 2
Obtain the voice of the customer—(Gartner Survey our Customers /Stakeholders)
Drive change through disciplined enforcement of integrated processes—(Lean 6 effort)
Define Rules of engagement, limitations, boundary conditions and tightly configuration manage interfaces—Build AV-1/2
Organize the 2-year work plan and assess progress
Obtain EOH approval on our approach
Project N
Project #k
Set
Architecture
Direction 1
Project #2
Project #1
Architecture Views—AV1/2
AKO Memo #?
Authority Signed by
CSA and SA
Authorizes
AAIC 3

12. Setting Direction for LandWarNet--AV-1
Architecture Project Identification
Name
Architect
Organizations developing the Architecture
Assumptions and Constraints
Approval Authority
Date Complete
Level of Effort and Projects and Actual costs
Scope: Architecture View (s) and Products Identification
Views and Products Developed
Time Frames Addresses
Organizations Involved
Purpose and Viewpoint
Purpose, Analysis, Questions to be Answered by Analysis of Alternatives
From whose Viewpoints the Architecture is Developed
Context
Mission
Doctrine, Goals, and Vision
Rules, Criteria and Conventions followed
Linkage to other Architectures, Decision points
Tools and File Formats Used
S: DoDAF Version 2.0

13. Working DRAFT FY 07/08 Work Plan
Highlights of emerging requirements
Unit Architectures to support next OIF/OEF rotation (13 units)
High-level Mission Area/Domain (17)
AV-1/2
Segments architectures—by Mission Area, Geography, Capability
Spectrum Architecture
Intel, Reconnaissance, Surveillance
Biometrics
Cross-Domain
Model for CENTCOM “as-is”
Modular Force Transformation (18 units)
Update Joint Tactical Data Link Management Plan
ACR Modular Redesign –3rd ACR Reset
SBCT Design Update (JNN)
JC3IEDM configuration management
Integrated FSC Spin Out support at Ft Bliss
Integrated Application Architecture for Software Blocking 3
Analyses of JCIDS Architecture products using modular Technical Views
Capability Integration Maps
Support infrastructure
Installation Infrastructure Architecture
IP V6

14. Center of Excellence (CoE) Overview
One-Stop Shop for COI Product Development and Service Support
Data (COI) Admin
Data Engineering
Data Validation
Configuration Management (CM)
Coordinate & Facilitate COI activities/product (charter, POAM, IESS)
Liaison between DS Policy makers and Programs/Systems of Record
COI Collaboration
COI Administration Templates
IER Analysis (OV-3)
Generate IESS components to include Data Architecture products (AV-2, OV-7, SV-11)
Mapping against JC3IEDM
Develop COI/Enterprise Ontology
Identify Authoritative Data Sources
Identify Enterprise Identifiers (EIDs)
Data Engineering Practices Guide
Validate data products
Assist in resolving data interoperability issues
Support test and evaluation activities across COIs
Audit system implementations of data products
Validation Practices Guide
CM COI Products (IESS, Data Models, Ontology, …)
Support MA CM
Support CM infrastructure across enterprise
CM Template Guide
US-JC3IEDM CM
Reduce Cost, Leverage Expertise, Maximize Efficiency 14

15. Plan of Actions and Milestones
Activities
2nd
3rd
4th
1st
FY 2007
FY 2008
2006
Review Projects
Survey Customers
Launch Lean 6 Process
Develop Work Plans
Prioritize work plans
Create AV-1/2
Build Domain Architectures
Certify PfM compliance with Architecture
Kick off
Level 2
Milestone
PfM
Portal
07/08
08/09
09/10
FY2007/2008
FY 2009/2010 1 2 3 4 5 6
2006
2007
2008
Existing Requirement
New Requirement

16. Critical Success Factors
Speed—no project greater that 6 months
Build a work plan for FY07/08—then use the plan to manage change
Measure progress in everything we do
Focus on results and highlight value to Leadership
Make configuration management/change management a core competency
Identify 3 high priority tasks to be successful and exceed expectations
Recognize and Reward teamwork
Make others successful
Change culture of Architecture Community to shift from material solutions to delivering world class service

17. Case Studies

18. Case Study Cases Outline Army Processing Centers
Enterprise Infrastructure Management
Outline
Problem Statement
Approach
Results
Critical Success Factors
Lessons Learned/ Way Ahead

19. Case Study—Army Processing Center
Problem Statement—Army’s ability to ensure end-to-end secure services are hampered by fragmented lines of communication, high support costs and decentralized implementation
Approach
Implement 2 APCs within CONUS, migrate 3-4 installations of increasing complexity into an integrated IA/CND environment that improves the overall IA/CND posture while minimizing the cost of providing IT Services
Achieve irreversible momentum by summer of 2007 and a substantial CONUS implementation by 2008 (before CIO/G6 and the Secretary of the Army terms are complete)
By aggressively replacing installation security stacks
Consolidation of exchange, applications and servers at APCs
Integrate proposed Security services to address LandWarNet vulnerabilities and support HSPD-12
Data rights management--Encryption of data at rest
Automated e-policy enforcement—patch management
Two part authentication (mandatory logon with a CAC)
Document the Return on Investment resulting from initial implementation to support POM and “out-of-cycle” investments
APCs would be located in existing IT facilities; preference would be given to existing DECC facilities on military facilities

20. Case Study—Army Processing Center
Results— Building 2 Army Processing centers under the concept of build and they will come, encounter user resistance
EOH direction to Army to migrate to APC
Critical Success Factors – Customer buy-in
Lessons Learned
Need senior level support to drive change and modify behavior
Customers perceive loss of service when they lose control of equipment
No high-level architecture to unify efforts and drive transformation
Adopt best practice from Industry to consolidate processing capability and achieve reduced operations costs
Leverage standard contracts to reduce complexity and equipment diversity
Way Ahead
EOH directed migration to consolidated APC/enforce change–Done
Architecture direction codified in AV-1/2 to shift emphasis away from hardware solutions and to end-to-end service guarantees
Adopt ITIL best practices (OV-3/5/6/7) and provide real-time metrics to validate our ability to delivery stated levels of service

21. Services/Capabilities Common to all APCs (End State)
Security
Perimeter Security at the LandWarNet boundary
Server Access Security
PC Health and Access control
VPN Service
Server/Service Hosting
Server Hosting
Application Hosting
Enterprise Applications
Exchange 2003
Enterprise Directory Service
Active Directory
Secure DNS
Storage Management
SAN (VSAN)
Remote disk storage
File backup and recovery
Service Desk
Tools for TNOSC Management
Tools for management of processing enclaves
Tools for management of security services
Enterprise Services
Exchange
EDS Lite (at risk)

22. Case Study – Enterprise Infrastructure Management
Introduction
Joint project between the Army CIO/G6 (AAIC) and the Army National Guard CIO/G6
Currently, inventory data on desktop, notebook, and server computers from 21 National Guard States
Future plans call for expansion to remaining National Guard States and selected Active Component Installations and implementing production workflows.
Problem Statement – Army’s knowledge of existing infrastructure (asset management) is incomplete and does not support requirements of Public Law 40 (Clinger-Cohen)
Approach
Automate collection of inventory data on the Enterprise IT Infrastructure
Data de-confliction (normalization) / Workflows (e.g., SW utilization)
Results-- Significant cost avoidance identified on only three COTS SW Applications
60-77 % of software metered was not run during 8 month study for 23 sites!
Automated collection, central repository and reports/workflows can be federated at the CIO level.

23. Case Study—Enterprise Infrastructure Management
Critical Success Factors
Automated data flow a must – dramatic reduction in human effort!
Central Repository w/normalized data structures is essential - supports disparate enterprise/local workflows/reporting requirements
SW Utilization WF being used at a representative sampling of AC Installations (e.g., Fort Benning, Fort Sill, CSTF, etc) to include IMA
All applicable SW metered & cross-leveled – enterprise wide for maximum benefit
Single feed to multiple data users (e.g., AVTR, DARS, etc.) – dramatic reduction in data calls
Multiple core Workflows – consistent enterprise processes (Lean Six Sigma)
Lessons Learned
Tool has to benefit DOIM’s
Collecting data will not generate savings—need actionable processes to realize benefits---Adoption of ITIL (OV-3/5/6/7)
Normalization of data structures (AV-2/OV-7) allows for multiple feeds
Leverage installed tools (e.g., SMS, CiscoWorks) less costly
Ports and protocols requests standardized eases connection setup
Firewall access had to be done one-on-one with SystemAdmin’s
Authoritative data source (repository) dramatically reduces calls on DOIM’s

24. Reduce redundant packaged SW
Results (ARNG Data)
Extrapolated
Cost Avoidance
~$23M/year for
1.2M clients
SUMMARY…
Operational
In Negotiation
AC Willing to Join
259 Remain ~_________
300
Reduce redundant packaged SW
Workflow
Read SW Inventory
Apply Algorithm
Read SW Metering
Direct Changes to System
EIM SW Utilization Decision Workflow
Reduce Acrobat Licenses 50%
Reduce Project Licenses by 65%
Reduce Visio Licenses by 55%
Period (1 Jan – 11 Aug 2006)
Total
# Not Run
%Not Run
$ / License
# Reduced
$ Avoidance
Total Clients
20623
Adobe Acrobat
1625
1000
61.5
~ $165
812
$133,980
MS Project
858
661
77.0
~ $329
557
$183,253
MS Visio
546
367
67.2
~ $379
300
$113,700
Data Gathering
+ 100’s of COTS/GOTS SW Titles

25. Key Messages Listen to your customers
Develop incentives for reuse/sharing
Master continuous process improvement
Develop Core Competency in Metrics and Project Management
Customer facing Metrics -- shared with all
Educate decision makers about appropriate use of architecture views to understand options and consequences
Supports full spectrum of DOTLMPF
Shift focus from system diagrams to end-to-end quality of services
Adopt ITIL best practice—cleans up sloppy terminology—maximizes reuse of OV-3/5/6/7—provides a means to measure and quantify ROI

26. Questions?

27. Agenda Statement of Problem/Scope Why Architectures Gap
Voice of the Customer
Process Improvement
Approach
What is an AV-1/-2
Emerging Highlights of FY07/08 Work Plans
Plan of Actions and Milestones
Critical Success Factors
Case Studies
Need end-to-end service delivery solutions to maximize returns--Army Processing Centers
The returns are real and achievable -- Enterprise Infrastructure Management
Key Message

28. Problem Statements
Architecture efforts are poorly understood, decision makers do not know how to use them, and frequently efforts are not coordinated among the community
Major focus is on a systems view and system features without regard to operational concerns or implications
Competing lines of authority
Scope—All architecture views—operational, systems and technical