Preliminary; not for distribution. @bdt 2007
Model Overview:
   Command: 3 brigade HQs, with a digitized Command Support capability
Army Strategy: Interim Model
"Imagine a scenario where a four-member team, (they are referred to as the Information Operations Manoeuvre (IOM) team because they manoeuvre based on information, not blind hope,) enters a building. This team is well versed in urban assault skills. Each soldier has integrated into his ensemble a suite of sensors. [...] They can move to the gigahertz band to discover whether someone is moving. All of this gives every soldier extremely high acuity - immediate and detailed situational awareness.
This level of detail would overwhelm a battalion headquarters if all 75 IOM teams fed their 3-D images up to them. The Army does not want commanders to watch 75 to 200 channels of activity and is currently identifying the essential knowledge that commanders need at company, battalion, formation level to make decisions appropriate to their level of command."
Army Strategy: Future Capabilities

"Garbage in, garbage out" ... a truism so obvious as to be trite. And yet seminal; even the most logically rigorous rational agent is hostage to inputs.

I do not presume to try all facts. Rather, I aspire to explore another layer of the decision making process: the subjective complex (i.e. cognitive schema) by which we acquire information and assert meaning.

By diligent concentration on cognitive loading and creation of context we can devise a framework that at once communicates data and promotes understanding.
The foundational elements of presentations using this framework are the premises which would make up a syllogism in the deductive reasoning of categorical logic.
The communicative aspect of an operational framework is buttressed by the methods of a decision making process. As instructions (themselves product of decision making processes) flow downward for implementation decisions concerning specifics related to implementation generate premises which flow back to inform the previous levels in a re-entrant fashion i.e the framework supports feed-back/feed-forward.

 

"Effective C2 for EBO depends on how intelligence analysis and combat assessment not only are performed but also integrated into the planning process."
DANIEL R. MORTENSEN;
Chief of Research Airpower Research Institute
foreward to "Thinking Effects - Effects-Based Methodology for Joint Operations"
EDWARD C. MANN III; Colonel, USAF, Retired
CADRE Paper No. 15; Air University Press

 
"NUW - Based on Canadian developed Sub-Net Relay (SNR) technologies this project sets out to create an ad-hoc IP over UHF network in order to share Common Operating Picture (COP) information between collaboration platforms. By conducted a number of trials the hypothesis that the creation of the “Virtual Command Team” will enhance acquisition, tracking and ultimate prosecution will be validated. CAN Mar 07
Initiatives 2007
CFBLNET Annual Report 2006

The SJFHQ concept was used to design the CFTHQ and the NRF headquarters used in MNE 3. The basic structure of the SJFHQ is shown in Figure 1 with a Command Group supported by Plans, Operations (Ops), Information Superiority (IS) and KM sections or teams. Two additional sections associated with the headquarters for the experiment were the Coalition Interagency Coordination Group (CIACG) and System of System Analysis (SOSA). Three Knowledge Management Officers (KMOs) were tasked as matrix support to the Plans, Operations, and IS sections. There was also a KMO in support of the CIACG. The KM Chief was responsible for coordinating the headquarters-wide KM vision and for directing KM operations as well personally providing support to the CTFHQ Commander and the Command Group.

[...]

The Coalition Knowledge Information Management Plan (CKIMP) describes the CIE as,
oriented toward developing situational awareness and understanding of the battlespace (pre-crisis, developing crisis, and during crisis response) to assist the commander and his staff in the decision making process.

Furthermore the CIE will,

comprise infrastructure, tools, distributed participants (people & organizations with specific and required subject matter expertise) and the enabling processes and procedures
and,
will serve as both the primary operational command and control system for the AOR but also as the pre-crisis planning and knowledge base system for the command.

 

Analysis of the Knowledge Management Process in MNE3
Kendall Wheaton; CFEC

 

  • error density increases with overall size, i.e., the rate of errors per unit of code increases with the total amount of code written. As it turns out, this problem can be mitigated by reusing software, and, thus, reducing the total amount of new code that has to be written. [Yes, software resuability has a positive impact on reliability.]
  • as the number of people assigned to a project grows, so do the number of communication paths. (The total number of communication paths is n*(n-1)/2, where n is the number of people involved in a project.) While communication is necessary, the more communication paths you have:
  • typically the longer it takes to get anything done, and
  • the greater is the chance that something will become corrupted in the communication process.
  • the probability and frequency of the "ripple effect" increases with overall systems size. (The "ripple effect" is the introduction of new errors as a result of "fixing" old errors, or "enhancing" the product.)
  • Life-Cycle Approaches
    Edward V. Berard; The Object Agency

     

    WORKING GROUP/SUBWORKING GROUP PURPOSE OBJECTIVES TASKS AND AGENDA
    Integration To standardize processes for Portfolio Initiatives to integrate into the Mars Portal
  • Review and refine existing standards for the Mars Portal
  • Support public key infrastructure (PKI) and user roles and profiles
  • Develop new, refine existing, and implement processes (configuration management, security, test, etc.) to all Portfolio Initiatives to integrate data and web components into the Mars portal
  • Maintain the Quantum Leap-1 Standards and Guidance Document dated 16 May 2003
  • Coordinate with Data Management, Web Components, and Security Policy Working Groups
  • Web Components To develop/refine Collateral Space access and data exploitation standards
  • Develop, refine and implement web services for discovery, alerts, collaboration, messaging, and posting data to the Collateral Space
  • Register Web Services Document dated 16 May 2003
  • Separate Data Management Standards from Web Services Standards
  • Recommend changes to Quantum Leap-1 Standards and Guidance
  • Coordinate with Integration and Data Management Working Groups
  • Cross-Domain Information Exchange Share information in the Collateral Space across multiple coalition and classified networks
  • Remove roadblocks to implementation
  • Recommend changes to DoD Security/IA policy where necessary with respect to Cross- Domain Information Exchange
  • Identify roadblocks
  • Review DoD and related communities Security/IA policies
  • Assess multiple PKI implementations
  • Investigate similar and current Portfolio Initiatives for Cross- Domain Information Exchange
  • Advise Portfolio Initiatives on potential solutions
  • Coordinate closely with Security Policy and Secure Wireless Working Groups
  • "4.4.6 Mediation Messaging/Alerts
    The Messaging Service provides a general purpose publish/subscribe-based event notification capability. Consumers subscribe for one or more topics, or subjects of interest. Producers publish messages to relevant topics and the Messaging Service determines which consumers should receive the message and reliably delivers the message to those consumers. The Messaging Service replaces multiple custom publish/subscribe interfaces allowing interoperability between existing data providers. The goal of the Messaging Service is to provide a distributed, federated architecture consisting of multiple brokers interconnected via an overly network." p. 59
    Horizontal Fusion FY2004 After Action Report
    Department of Defense, Assistant Secretary of Defense for Networks and Information Integration/DoD CIO
    05 November 2004
    20041105_Final_AAR.pdf

     

    "The C2IEDM representation used in this example was vital to the success of the transformation due to its representation using XML. Without this representation of the C2IEDM a more complex procedure would have been necessary for the extraction of the data contained within a database. The bottom line is “the role of XML Transformation for interoperability cannot be understated, since it allows integration of existing databases and systems, and promotes application independent information management at the data level” (Neushul, 2003). [Neushul, James. “Interoperability, Data Control and Battlespace Visualization Using XML, XSLT, and X3D.” Master’s Thesis, Naval Postgraduate School]
    On the other hand, human judgment was applied throughout in order to make the data associations summarized in Table 1. The full power of automated interoperability across systems will only be realized when software is able to understand the common concepts used by different data models and XML representations. This is the hope of emerging Semantic Web research and applications (Blais, 2004a). [Blais, Curtis. “Semantic Web: Implications for Modeling and Simulation System Interoperability.” 04F-SIW-030, Proceedings of the Fall Simulation Interoperability Workshop, Arlington, VA" p. 85 [emph. added - bdt]
    DESIGNING A COMMON INTERCHANGE FORMAT FOR UNIT DATA USING THE COMMAND AND CONTROL INFORMATION EXCHANGE DATA MODEL (C2IEDM) AND XSLT
    Glenn A. Hodges; September 2004
    NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIFORNIA

     

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