NCW Roadmap

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NCW Roadmap
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© Commonwealth of Australia 2005

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Chief Capability Development Group

Developer
Director General Capability and Plans

Publisher
Defence Publishing Service
Department of Defence
CANBERRA ACT 2600
Defence Publishing Service
DPS: October/2005

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Executive Summary
Network Centric Warfare (NCW) is one of the key enabling concepts that underpin the
Australian Defence Force’s (ADF) Future Joint Operations Concept (FJOC). In itself the NCW
concept does not dictate how the ADF intends to fight. However, the ADF’s NCW capability
will provide the means for transition from a network aware force to a seamless, network-
enabled, information-age force. The NCW Roadmap articulates the plan for managing
this transition.
The NCW Roadmap achieves this by outlining the following:
• the ADF’s future NCW capability requirements,
• the ADF’s current NCW capabilities, and
• how the ADF’s future NCW capability requirements are to be realised.
Within an Australian context, the future NCW capability requirement is defined as an integrated
series of grids (Command and Control, Sensor, Engagement and Information network) that
facilitate cooperative activity by ADF personnel. Underpinning this capability requirement are
three key components:
• the network dimension,
• the human dimension, and
• networking.
All three components require development in order to realise the full potential of a future
ADF NCW capability. The ADF’s process of transition is already underway. To date, work
has focussed predominantly on the equipment aspects of the network dimension and
networking.
Due to the pace of technological evolution, the Department of Defence (Defence) recognises
that regardless of the effort dedicated to evolving its future NCW capability, there exists the
potential for unforeseen innovation. Defence welcomes the opportunity to maximise the
potential for development of an NCW capability via the partnerships that will result from
initiatives such as the Rapid Prototyping, Development and Evaluation (RPDE) program.
The NCW Roadmap will be revised to remain synchronised with the FJOC.

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Foreword
Network Centric Warfare (NCW) is about enhancing Australian Defence Force (ADF)1 warfighting
capability. ADF operations in Iraq and Afghanistan demonstrate the potential operational
benefits of NCW. This experience is making an important contribution in developing the
ADF’s NCW capabilities.
This NCW Roadmap outlines the steps by which the ADF will become further network enabled.
It is a guide to discovering and exploiting the opportunities of NCW. The NCW Concept sets
the long-term goals for the development of the ADF’s NCW capabilities through to 2020.
The Roadmap will be reviewed and updated to ensure it remains relevant to the ADF’s
needs and in step with advances in technology. This iterative approach will allow Defence to
explore the potential of NCW.

Four key actions

The Roadmap identifies four key actions to set the ADF on the road to becoming an NCW
force. These actions are:

Set the NCW-related targets and milestones for the ADF.

Establish the Network that will link engagement systems with sensor and command
and control systems and provide the underlying information infrastructure upon which
the networked force will be developed.
Explore the human dimensions of the networked force and initiate changes in
doctrine, education and training with appropriate support mechanisms.
Accelerate the process of change and innovation through the establishment of
a Rapid Prototyping, Development and Evaluation (RPDE) capability in partnership
with Industry, in concert with an increased use of experimentation to accelerate the
introduction of NCW capability.

NCW implementation oversight

As Chief Capability Development Group (CCDG), I am responsible to CDF for the implementation
of NCW across Defence. The Defence Capability Committee (DCC) will support me in
this task.

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The uniformed Services (Navy, Army and Air Force) within the Department of Defence.

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Partnerships
Additionally, Defence understands that key partnerships need to be developed in order to
gain the maximum leverage to assist with the development of its NCW capability. Defence’s
key partners include:
• industry;
• other Government Agencies; and
• our allies, in particular the US and UK.
Pivotal to the development of these relationships is the requirement for Defence to be able
to clearly articulate where its NCW capability is headed and how it is to get there through
the NCW Roadmap.

D. HURLEY, AO, DSC

Lieutenant General
Chief Capability Development Group

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V I I I
 III Executive Summary 20 Section 7-1
Network Centric Warfare
Contents

V Foreword
Capability Milestones
1 Introduction 25 Section 7-2
3 Part 1 – The Future Requirement Opportunities for Collaboration in Network
4 Chapter 1 Centric Warfare Development
The Australian Network Centric
Warfare Concept 26 Chapter 8
Achieving the Networked Force
4 Section 1-1
The Future Joint Operations Concept 26 Section 8-1
Hierarchy of Concepts Implementation Plans and Activities
4 Section 1-2
31 Section 8-2
The Network Centric Warfare Package
Radio Frequency Spectrum Management
6 Chapter 2
Target States for the Australian Defence 32 Chapter 9
Force’s Network Centric Warfare Capability The Emerging Role of Rapid Prototyping,
9 Part 2 – Current Capability Development and Evaluation
10 Chapter 3 32 Section 9-1
Status of the Current Force What is Rapid Prototyping,
13 Chapter 4 Development and Evaluation?
Human Dimension issues
34 Section 9-2
13 Section 4-1
Network Centric Warfare Education Exploiting Opportunity – Rapid Prototyping,
Training & Development and Doctrine Development and Evaluation
15 Part 3 – Realising The Future 35 Chapter 10
16 Chapter 5 The Network Centric Warfare Roadmap
The Network Centric Warfare Communications Plan
Environmental Framework
36 Chapter 11
18 Chapter 6
Refining the Roadmap
The Network Centric Warfare Capability
Development Path
37 Conclusion
20 Chapter 7
Roadmap Milestones 38 Abbreviations and Glossary
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Introduction
Network Centric Warfare (NCW) is recognised in the Defence Capability Strategy as a key
capability enabler. The ADF already has elements of NCW capability and therefore, this NCW
Roadmap outlines Defence’s approach to the ongoing development of NCW. It acknowledges
that significant developmental work has already occurred with regard to the conceptual and
implementation aspects of NCW, and does not seek to replicate this.
The Roadmap’s broad aims include:
• informing both the public and Defence community of the Defence’s vision for NCW;
• providing a status report on the ADF’s evolving NCW capability;
• outlining the capability development path for the ADF’s NCW capability ; and
• providing an overview of the milestones that Defence views as critical to the realisation
of its vision for NCW.
In order to fully engage industry in this Roadmap, Defence is aware of the requirement
for clarity when describing both the future that it is seeking to realise, and the manner in
which industry can provide assistance. To this end, Defence acknowledges the following
expectations for this Roadmap:
• Public release of the NCW Roadmap is a key to understanding Defence’s NCW
requirements;
• Industry is looking to Defence to experiment with NCW and engage with them early
in NCW capability development; and
• Industry has a better understanding of Defence’s approach to the development of a
NCW capability.
As an enabling concept, NCW holds the potential for enhancing the ADF’s warfighting
effectiveness. It is important to note that while NCW can be a powerful means to an end in
the ADF context, it will never be an end in itself. Defence considers 2015 as an important
point of reference because as it coincides with the end-point of the current Defence Capability
Plan (DCP).

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2
Part 1
The Future Requirement

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Chapter 1
The Australian Network Centric Warfare Concept
Section 1-1 The Future Joint Operations Concept Hierarchy of Concepts
In order to describe the mechanics of the Roadmap it is necessary to first understand
Defence’s endorsed hierarchy of concepts.
Future Funding Levels
Strategic Guidance
& other external factors

Defence Planning Guidance

Australian Military Strategy

Future Joint Operations Concept

Future
Maritime
Operating
Concept

Future Land Future Air &

Operating Space Operating
Concept Concept

Integrating and Supporting Operating Concepts

Figure 1-1. Hierarchy of Concepts

Under Figure 1-1, NCW serves as an enabler for the Future Joint Operations Concept (FJOC)
and provides a point of reference for the range of Integrating and supporting operating
concepts.

Section 1-2 The Network Centric Warfare Package

Success in an NCW context is achieved by effectively linking Command and Control, Sensor
and Engagement systems via a network, to facilitate enhanced situational awareness,
collaboration and offensive potential. Personnel within the networked force rely on secure
and responsive linkages (network connectivity) that allow the right information to be
accessed at the right time by the right force elements. Increases in combat power from
being a networked force are derived from the quality and timeliness of shared information
and through the exploitation of new system and command relationships.

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Operational experience has demonstrated that improved information sharing and increased
collaboration though NCW can provide enhanced understanding of the situation by decision-
makers. Synchronisation is improved, permitting the ADF to deliver more controlled and
precise military effects. In the future this could include rapid and reliable, direct sensor-shooter
configurations. Synchronisation is achieved conceptually through four key, interdependent
elements:
• Command and Control systems (the C2 grid);
• Sensor systems (the sensor grid);
• Engagement systems (the engagement grid); and
• The Network (the information network).
Figure 1-2 depicts the interrelationships between these key elements. In practice these grids
are not always distinct and some systems are a combination of grids. The four elements
are in effect the exterior packaging of what NCW has the potential to offer the ADF. Within
this package are three fundamental components, each of which must be developed for the
overall NCW package to function effectively.

C2 Tactical
Integration with Grid Engagement
Information
& Manouvre
Network
Systems

Decide
Logistics
Information Management
INFORMATION
Management & Information
NETWORK
Systems
Sense Act

Sensor Engagement
Grid Grid

Targeting,
Feedback & Generation
Combat ID of Effects
Personnel
Enabled

Figure 1-2. The Network Centric Warfare Package

ADDP-D.3.1 Enabling Future Warfighting – Network Centric Warfare, is the endorsed NCW
Concept, and provides a start point for the identification and exploitation of the opportunities
for NCW. It is also the foundation for the NCW Roadmap. Consideration and understanding of
the NCW Concept is therefore a necessary prerequisite for appreciating the NCW Roadmap.

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Whilst the NCW Roadmap seeks to avoid restating the NCW Concept, the central themes of
the Concept; in particular the two reinforcing dimensions of NCW, the network dimension
and the human dimension; transition directly to the Roadmap.

The network dimension. The network connects our military systems, including our
engagement, sensor and command systems. The network dimension will be the initial
focus of our development, and change here is expected to have a profound influence on
the human dimension.
The human dimension. The human dimension is based on professional mastery and
mission command. It requires high standards of training, education, doctrine, organisation
and leadership. This human dimension is about the way people collaborate to share their
awareness of a situation, so that they can fight more effectively (become ‘networkers’). It
requires trust between warfighters across different levels, and trust between warfighters
and their supporting agencies.

The NCW Roadmap develops these reinforcing dimensions through the addition of a third
fundamental component, networking.

Networking. The ADF consists of a range of human and technical networks, which it
synchronises to achieve operational effectiveness. Networking describes the manner in
which these and future networks interface or collaborate to build a self-synchronising,
self-informing system of systems.

Chapter 2
Target States for The Australian Defence Force’s
Network Centric Warfare Capability
The ADF’s NCW aspirations for 2020 are described in target states. These target states are
derived directly from guidance and are summarised below:
Force Application in 2020
The ADF can generate a range of lethal and
non-lethal effects that are both timely and
appropriate and are synchronised with other
partners to achieve the desired effect.
• NCW allows the ADF to accurately apply an appropriate level of force in close combat and
from standoff ranges in complex environments.
• Forces are able to identify friendly, hostile and neutral forces in the battlespace with
enhanced accuracy.
• This information is distributed through a Common Operating Picture (COP).
• The COP greatly reduces fratricide and the number of platforms on standby and deployed,
while significantly increasing the lethality of friendly forces.

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• The ADF has a robust ability - in demanding environments - to gain and share data on the
effects of its application of force.
• ADF commanders possess a greatly enhanced decision making environment.

Information Superiority and Support in 2020

Defence has continuous information connectivity
to link fighting units, sensors and decision-
makers in a way that increases situational
awareness and the capacity to act decisively.
• Seamless interfaces exist between fixed and deployed domains within the Defence
Information Environment (DIE) and between Australian and allied intelligence domains.
• All source coordination of collection and tasking exists across both national/allied and ADF
controlled capabilities.
• Information is processed and analysed to provide integrated intelligence products to the
right people at the right time, providing friendly forces with an understanding of the
situation that is superior to that of an adversary.
• The information architecture is robust enough to ensure continuous availability under
demanding conditions, including frequent denial of service attacks by an adversary.

Command and
Control in 2020
The ADF’s command
and control system
promotes collaboration
• Commanders achieve a virtual presence with senior decision-makers.
• Decision-support tools are an integral and trusted element of the
decision-making ability of commanders and their staff allowing
rapid and effective decision-making in all situations.
• Commanders are trusted and capable of adaptation and employing highly
flexible command arrangements in the accomplishment of assigned missions.
• The ADF is capable of filtering information in order to speed the
decision-making process in ambiguous circumstances.
Force Deployment in 2020
The ADF is capable of rapid and
accurate identification, and the
protected deployment, of an
optimised force.
• Deployment assets have access to appropriate areas of the
COP and the tactical information environment.
• The deployment of forces is conducted with maximum efficiency and in-
transit visibility and with minimum risk of interdiction en route.
• Deployment agility is achieved through self-synchronising networks
at the service level and a significant part of the joint force.

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Force Protection in 2020

Forces deployed, and in home locations, have a
pervasive network of active and passive sensors,
which are automatically fused into a COP in
order to achieve an enhanced level of shared
situational awareness about their surroundings.
• The ADF is able to predict a wide range of environmental threats and protect deployed
forces against them.
• The underlying information infrastructure (the network) employed by the networked force
has continuous protection in the most demanding of circumstances to ensure continuous
availability in the face of determined attacks on the network by an adversary.
• The fusion of information and intelligence provides automatic early warning, through
secure protected networks.
• The ability to counter an adversary’s Information Operations has been enhanced to such a
level that they have a minimal capacity to deny the achievement of the desired effect.

Force Generation and Sustainment in 2020

Key logistic function networks within the National
Support Area (NSA) are linked with those in theatre,
and provide connectivity and a collaborative
ability with industry and coalition partners.
• Commanders have an end-to-end visibility of the logistic system providing the ability to
rapidly and effectively prioritise scarce resources required to generate and sustain deployed
force elements.
• Automated ordering and replenishment takes place as supplies and ordnance are consumed
by platforms and field units.
• The deployed force has minimised its vulnerabilities and greatly enhanced its mobility
through more effective reach back, optimum force presence and the precision sustainment
for the majority of logistic requirements.
The target states outlined are necessarily broad in nature. While they outline the ADF’s
desired NCW end state, they do not dictate how this will be achieved.

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Current Capability

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Chapter 3
Status of The Current Force
The ADF has made progress in developing its NCW capability. Information networks are
already used to link joint assets into functional systems, and a degree of connectivity has
already been established. Capabilities such as Satellite Communications, Tactical Information
Exchange links and the Command Support Environment are being progressively rolled out.
The three environments are at different stages of progress towards achieving a seamless
NCW capability. The Maritime environment is the most advanced having benefited from
operating data links since the 1970s, satellite communications since the late 1980s and net
centric operations with coalition partners. The other environments are less advanced with
many important engagement systems relying on manual transfer of information across gaps
between existing systems. While data links are prevalent within the maritime environment,
voice communications alone, dominate the land and air environments.
While significant progress has been made with the network dimension, only preliminary
work to scope the requirements for the human dimension of NCW has been undertaken.
The cumulative effort required to realise the human dimension of NCW could well outstrip
the more readily understood network aspects of NCW.
The remainder of this chapter will explore the ADF’s existing network related capabilities in
terms of the three NCW grids and the information network identified in Chapter 1.

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Command and Control systems (C2 grid). The ADF provides effective command, control
and communications on secure systems around the world to support geographically separated
ADF deployments. Communications are potentially vulnerable to interception and interference
by technologically sophisticated adversaries. Well-trained personnel, situational awareness
and robust military planning systems remain key to the ADF’s C2 system. Projects such as
JP 2030 (Joint Command Support Environment) and LAND 75 (Battlefield Command Support
System) are addressing the ADF’s identified command and control capability requirements.
Initiatives such as JP 2077 (Improved Logistics Information Systems) are addressing identified
logistics systems capability requirements.
Sensor systems (sensor grid). Intelligence, Surveillance and Reconnaissance (ISR) remains
a resource intensive requirement for ADF operations from the tactical through to the strategic
levels. Collection and distribution of ISR data requires development in the context of an overall
ADF information infrastructure. A range of initiatives – such as AIR 5333 (Vigilare – Air Defence
Command and Control System), AIR 5077 (Airborne Early Warning and Control), SEA 4000
(Air Warfare Destroyer), JP 2025 (Joint Over-the-horizon Radar Network [JORN] Upgrade), DEF
7013 (Joint Intelligence Support System), and JP 2044 (Space-based Surveillance Capability)
– are addressing the ADF’s ISR capability requirements.
Engagement systems (engagement grid). It is not enough to have enhanced shared
situational awareness and collaborative capacity. The ADF must be able to produce desired
effects in the battlespace by engaging an adversary. Many of the current limitations
identified within the ADF’s engagement system are being addressed through the DCP. The
ADF will continue its experimentation activities to derive the optimum balance of sensors to
engagement systems required to generate the right effects at the correct location and time
in the battlespace.
The Network (information network). While seamless networks will provide the necessary
links between sensors, engagement systems and decision makers, it is the provision across
these links of accurate and timely intelligence (rather than data) that will enable commanders
to make the right decision at the right time to achieve the desired effect. Studies continue to

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quantify these information exchange requirements for joint tactical forces. Projects such as
JP 2072 (Battlespace Communications Land), JP 2008 (Military Satellite Communications), JP
2047 (Defence Wide Area Communications Network), JP 2089 (Tactical Information Exchange
Domain) and SEA 1442 (Maritime Communications) are addressing the ADF’s information
environment capability requirements.

Protecting the Network

Coincident with Defence’s desired NCW capability is the enduring requirement for information
protection.
Current State of Network Protection. Defence’s current approach to information protection
reflects the wider organisational approach to security. Computer systems are protected by
both physical (restricted access environments and secure storage) and non-physical security
measures (firewalls). More sensitive information is protected by means of the physical
separation of networks. Data is very secure when moving between systems due to military
standard encryption creating a paradox in which information is safer in transit than in storage
(where the physical hardware storing the data can be either stolen or lost).
Future Directions. The future direction of information protection must be governed by an
Information Security Architecture that is an integral component of a Defence-wide Information
Enterprise Architecture. This architecture details overall systems design by establishing clear
principles for access control, data management and accountabilities.

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Chapter 4
Human Dimension Issues
Both the Chief Capability Development Group (CCDG) and Head Defence Personnel Executive
(HDPE) are acutely aware of the effort required to develop the human dimension of NCW.
As Defence’s principal personnel architect, HDPE has overall responsibility for addressing key
NCW related future workforce issues, such as:
• How will the future workforce network?
• What inherent skills will the future workforce bring to the NCW environment?
• What is the capacity of the future workforce to absorb information?
In implementing the human dimension of NCW, HDPE will be assisted by a variety of agencies
such as:
• Defence Health Services,
• Workforce Planning Recruitment & Retention, and
• Education Training & Development.
The outcomes from the Defence Personnel Scan – 2025 will be integral to assisting in
this process.

Section 4-1 Network Centric Warfare Education Training and Development

and Doctrine
Network Centric Warfare Education Training & Development. A recent study addressing
the human dimension of NCW in respect to education, training and development (ET&D)
examined the requirements for:
• a common approach to educating Defence personnel
in Australian NCW concepts, and
• the development of an NCW education strategy for Defence.
The study involved:
• An audit of what is currently being done with regard to education and training of
Defence personnel within the Australian NCW context.

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• Identification of the key target groups with regard to education and training in NCW
along with the specific education and training requirements (including remedial
training) for each group.
• Development of recommendations regarding what needs to be done now (2005) and
by 2010 with regard to eduction and training of Defence personnel in NCW within the
Australian context.
• Development of recommendations regarding entry level standards for General
Enlistment, Officer Enlistment, mid-level and senior career courses with regard to
suitability to operate within an NCW environment.
The prioritised recommendations from the study are:
• Raise awareness. Dissemination of the core NCW concept to current Defence
personnel in order to develop a common understanding.
• Educate senior leadership. The aim is for a unified understanding of NCW concepts
by senior commanders and decision-makers and an appreciation of the inter-linkages
and implications of NCW related capability decisions.
• Prepare future leaders. Preparation of future leaders through incorporation of NCW
concepts across both the Officer and Non-Commissioned Officer training curricula.
• Understand the future workforce. Review of overall workforce requirements to
inform strategic workforce planning. Together with a review of the individual training
requirements for future Communications and Information Systems (CIS) specialists
and managers.
• Produce the knowledge tools. Undertake the development of NCW tools and an
accompanying doctrine program.
• Development. A n NCW Master Question List (MQL) and mechanism for the
evaluation and feedback of lessons learnt into future collective training activities.
Doctrine. NCW does not require its own specific doctrine products. However, the doctrine
that is developed to support the FJOC must incorporate the relevant aspects of the NCW
Concept. The ADF’s future NCW capability will have potential applications across every aspect
of the FJOC. Key areas of focus include:
• the provision of C2 (including aspects such as situational awareness, decision making
and self-synchronisation) to the network enabled force; and
• the integration and delivery of effects by the network enabled force.
This is a time critical task because new and more capable equipment will be delivered
into service within the next five years. Without adequate doctrine to promote effective
networking, this new equipment will not deliver the full capability anticipated.

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Realising the Future

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Chapter 5
Network Centric Warfare Implementation
The Chief of the Defence Force directed that Chief Capability Development Group (CCDG)
assume responsibility for implementing NCW. The task of implementing the NCW Roadmap
crosses the whole of Defence and is being overseen by the Defence Capability Committee
(DCC).
With NCW being an enabling capability, the implementation will be a subset of the wider
Defence Capability Management activities.
Key NCW organisations are depicted in Figure 5-1. In nearly all instances the key organisations’
remits extends well beyond NCW implementation and ensures that a whole of capability
perspective will be applied to the fundamental inputs to capability required to achieve the
vision for the ADF’s NCW capabilities.

Intelligence &
Security Group (I&S)
Defence Science
Chief Information
and Technology
Officer Group
Organisation
(CIOG)
(DSTO)

Defence Capability
Outer Inner
Committee (DCC)
constellation constellation Capability Managers

Director General Director General

Chief Capability
Capability and Integrated
Defece Material Development
Plans Capability
Organisation (DMO) Group
(DGCP) Development
(CCDG)
(DGICD)

Director NCW Industry

NCW Program
Implementation Office (NCWPO)
(DNCWI)

Head Defence
Strategy Group (SG) Personnel Executive
(HDPE)

RPDE Organisation

Figure 5-1. Australian Defence Force Network Centric Warfare Implementation

Capability Development Group (CDG)

The following organisations and agencies work with and through CDG to develop, refine and
implement various aspects of the NCW Roadmap:
• Chief Capability Development Group (CCDG). CCDG is responsible
for overall implementation of NCW across Defence.
• Defence Capability Committee (DCC). Authorises high-level
implementation and coordination of NCW activities.

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• Director General Capability and Plans (DGCP). Integrate and

coordinate NCW with other capability development matters.
• Director General Integrated Capability Development (DGICD). Provides
cross project NCW integration and chair of the RPDE Steering Group.
• Director NCW Implementation (DNCWI). Provides research and policy support to
CCDG and DGCP in NCW matters. Coordinate development of the NCW Roadmap.
• NCW Program Office (NCWPO). NCWPO is the battlespace architect and is
responsible for ensuring cross project integration. It fulfils this role through
testing NCW compliance to Battlespace Architectures and mandated standards.

Chief Information Officer Group (CIOG). The group manages the Network Dimension of
Defence NCW capability.
Intelligence and Security Group (I&S). The group develops the intelligence component
of Defence NCW capability.
Defence Materiel Organisation (DMO). DMO works in partnership with Defence industry
to deliver the DCP.
Capability Managers. Each capability manager is responsible for the raise, train and
sustain functions for the NCW enabled force.
Defence Science and Technology Organisation (DSTO). DSTO provides the Science and
Technology (S&T) support to Defence NCW capability.
Head Defence Personnel Group (HDPE). HDPE has overall responsibility for managing the
Human Dimension of Defence NCW capability.

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Chapter 6
The Network Centric Warfare Capability
Development Path
The dissection of the timeframe between now and 2020 into five-year increments provides
simple points of reference for NCW development. The NCW capability continuum will
obviously continue beyond 2020, as the Seamless NCW Force in turn becomes the Force-in-
Being and then the Legacy Force.
The developing relationship between the dimensions of the NCW Concept and networking is
illustrated in Figure 6-1. The 2015 epoch is significant because it coincides with the end point
of the current Defence Capability Plan (DCP).

2005 2010 2015 2020

Network ‘aware’ Force Seamless NCW Force

Collaboration & Shared

Situational Awareness LEARN BY DOING - NEW RELATIONSHIPS
(Networking – - AGILE FORCE
elements PACKAGING

& platforms

Underlying ASPIRATION:
information
NOW
CRITICAL - ROBUST & RELIABLE
- FLEXIBLE
THE
Infrastructure
(Network)
MASS - MANAGED ‘END TO END’ SEAMLESS
FORCE

Human Dimension
(human networks, - NEW RELATIONSHIPS
recruiting, training, - NEW ORGANISATIONS
LEARN BY DOING - NEW C2
education, organisation - DIFFERENT PEOPLE?
& culture)

Create the foundation Discover / create better Seamless Force

for NCW collaboration and characteristics
enhance network determined
capacity from 2010 onwards

Figure 6-1. Developing the Seamless Force to 2020

The concept of learn-by-doing is at the core of the approach CCDG intends to take in involving
the wider ADF in NCW capability development. The Program of Major Service Activities
(PMSA) will be used to test NCW Concepts (in particular those in the human dimension).
Concepts to be tested will be derived from an NCW Master Questions List (MQL), and use a
Model-Test-Model (MTM) methodology. Insights and data gained from these activities will
be used as the basis for the development of products (such as doctrine). Exercise TALISMAN
SABRE 07 is intended to be the first MTM activity.

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Capability integration
To realise the benefits of NCW in operational capability, Defence needs to take a ‘systems
approach’ to the scoping of projects, and to successfully integrate the complex ‘systems of
systems’ inherent in a networked force.
NCW capability development will be driven through three focal areas of development in the
Defence Capability Plan, specifically:
• Enabling Infrastructure – includes the projects that will deliver the robust
communications network required to achieve the level of connectivity to support
Defence’s NCW concepts and integration requirements.
• Enabling Information Systems – includes the projects that will deliver the Information
Systems required to support Defence’s Mission Command, Intelligence, Surveillance,
Reconnaissance, Imagery and Military Geospatial Information sharing requirements.
• Combat Capability for Information Users – the platforms and the hardware that can
deliver the combat effects in operations using the enabling information systems and
infrastructure.
The NCW Program Office within Capability Development Group is a key enabler of the systems
approach and achieving capability integration. The purpose of the Program Office is to ensure
that the development of integrated capability is linked to the ADF’s strategic guidance and
operational concepts for NCW.
Activities undertaken by the NCW Program Office to support the development of an integrated
and networked ADF include:
• Providing coherent and time synchronised ADF NCW architecture for use in the
Capability Development and Acquisition processes.
• Working with the CIOG to ensure the provision of technical standards required to
support integration.
• The implementation of a NCW Compliance Process for DCP and Minor projects.

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Chapter 7
Roadmap Milestones
Section 7-1 Network Centric Warfare Capability Milestones
The following milestones have been established to measure progress against the network
objectives needed to evolve NCW capability:
• 2008: Broadband Networked Maritime Task Group – initial capability.
• 2008: Networked Aerospace Surveillance and Battlespace Management capability.
• 2009: Interim Networked Land Combat Force.
• 2010: Networked Fleet – mature capability.
• 2010: Integrated Coalition Network capability.
• 2012: First Networked Brigade.
•2013: Networked Air Warfare Force.
• 2014: Second networked Brigade.
• 2015: Robust Battlespace Network.
• 2015: Networked Joint Task Force.
Figures 7-1 to 7-10 depict the current DCP project timelines against the respective
milestones.

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Figure 7-1. 2008 Broadband Network Maritime Task Group

This capability will be principally delivered through SEA 1442 equipment acquisition enabling
IP networking at sea between major fleet units. 2008 will see the provision of broadband
connectivity to enable the network.

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Figure 7-2. 2008 Networked Aerospace Surveillance & Battlespace

Management capability
The Networked Aerospsce Surveillance and Battlespace Management Capability will
be delivered by 2008. Through vastly improved command and control, surveillance and
communcations architectures (including Tactical Digital Information Links), ASBM will provide
sustained surveillance and management of aerospace systems
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Figure 7-3. 2009 Interim Networked Land Combat Force

This force comprises a mechanised Battlegroup, based around infantry, cavalry and tank
forces. The force will be equipped with digital communications and battle management
systems. Projects Land 75, Land 125 & JP 2072 are fundamental in achieving this milestone.
These projects will play key roles in the realisation of all NCW milestones that impact on the
land environment.
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Figure 7-4. 2010 Networked Fleet

The expansion of the Maritime Tactical Wide Area Network (MTWAN) will enable the
networking of the remaining Fleet units. Phase 4 of Sea 1442 will also deliver upgraded
communications capabilities through replacement radios, antennas and other systems. JP
2048 (Helicopter Landing Dock) will significantly improve the littoral capability of this force.

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Figure 7-5. 2010 Integrated Coalition Network capability

The integrated Coalition Network Capability will allow for the seamless integration of ADF C2,
ASBM and communications into established Coalition network architectures.

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Figure 7-6. 2012 First Networked Brigade

The Interim Networked Land Combat Force 2009 capabilities will be extended to complete
the rollout to all Brigade elements.

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Figure 7-7. 2013 Networked Air Warfare Force

The Networked Air Force will provide seamless integration of Aerospace Surveillance and
Battlespace Management assets and outputs to Joint and Coalition task forces both within
AS and deployed locations.

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Figure 7-8. 2014 Second Networked Brigade

The Networked Brigade 2012 capabilities will be extended to a second brigade and include
supporting elements.

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Figure 7-9. 2015 Robust Battlespace Network

In 2015 the ADF will have achieved the infrastructure, tools and command & control systems
capable of providing a robust battlespace network. Communications beyond line of sight,
will be synchronised and synergous through significant capability delivered by JP 2008.
Improved technology in communications (JP 2072, SEA 1442, AIR 5333, AIR 5432) will
enable battlespace networks that complement surveillance, engagement and command and
control systems.
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Figure 7-10. 2015 Networked Joint Task Force

The achievement of this milestone will realise a deployable, balanced and networked
force. The continued development of key NCW capabilities such as the networked Brigade;
networked Fleet and networked Air Force are fundamental building blocks in achieving this
objective. JP 2048 (Helicopter Landing Dock) will significantly improve the littoral capability

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of this force. Also vital to this milestone will be adequate joint training activity to prove
the underpinning processes, tactics and procedures necessary to operate as an effective
joint force.

Section 7-2 Opportunities for Collaboration in Network Centric

Warfare Development
The military forces of all first-world nations are actively working towards the development
of a mature NCW capability. NCW enabled forces are routinely deployed and evaluated
on operations. The development requirements, insights and lessons learned from these
deployments offer the opportunity to learn practical lessons about NCW issues. Areas in
which the ADF could collaborate with other forces in NCW Development include:
• NCW concept development;
• Broadband communications, satellite communications (SATCOM) and modem
development;
• Implementation of architecture frameworks for developing NCW integrated forces;
• NCW compliance objectives and frameworks;
• National and international governance;
• Standards management frameworks;
• Leveraging industry contribution to NCW capability development;
• Management and integration of legacy systems in a networked environment;
• Enablers for interoperable coalitions;
• Networked capability doctrine; and
• Opportunities for coalition cooperation in NCW development and training.
While this Roadmap outlines Defence’s plan to achieve the desired NCW target states, the
pace of change in technology provides significant potential for industry to play a key role in
enhancing the ADF’s NCW capability development. Apart from the RPDE program, avenues
in which industry could participate in the development of an NCW capability include:
• Collaborative development in conjunction with DSTO;
• Concept technology demonstrators;
• Involvement in industry fora (for example, Australian Defence Industry Electronic
Systems Association [ADIESA]); and
• Experimentation to develop the human dimension of NCW.

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Chapter 8
Achieving The Networked Force
Section 8-1 Implementation Plans And Activities
Services and Groups responsible for specific NCW implementation activities are detailed in
the following paragraphs. CDG and DPE NCW implementation activities are not detailed as
they are intrinsically linked to the Roadmap process.
Joint
Network Centric Warfare is a key enabler for the future ADF operating as a joint force. At the
core of the future ADF is a networked force with the ability to generate tempo, precision
and joint combat power through improvements in situational awareness, clear procedures
and the information connectivity needed to synchronise actions to meet the commander’s
intent. The development of the future joint capability will be based around an evolving
robust communications network and information systems driven by Future Joint Operational
Concepts (FJOC) and supported by the development of appropriate doctrine. Enhancements
to the ADF’s command and control; intelligence, surveillance and reconnaissance systems;
imagery and geospatial systems will be key priorities in supporting this development.
Significant projects in the joint realm are the new integrated Joint Operational Headquarters to
be built at Bungendore (JP 8001) and modernisation of satellite communications capabilities
(JP2008). These capabilities will extend the ADF’s reach and situational awareness, providing
increased ability to leverage national systems in support of operations both inside and
beyond Australia.
The achievement of a deployable, balanced and networked force will be incremental as
network enhanced force elements enter service. An interim networked Land Combat Force
equipped with digital communications (JP 2072) and battle management systems (LAND
75) will be deployable in 2009. In 2010 the Landing Helicopter Dock (JP 2048) will provide
transportation and C2 support to the land force. A networked fleet integrated by an expanded
Maritime Tactical Wide Area Network (SEA 1442) will provide support to the amphibious
units while Wedgetail (AIR 5077) will contribute as an aerial C2 and ISR node.
By 2015 intelligence and imagery support will be improved through the Integrated Broadcast
System upgrade (JP 2065), Geospatial (JP 2064) Information and Infrastructure services and
the Joint Intelligence Support System (DEF 7013). Two networked Brigades will be available
for deployment. The Air Warfare Destroyer (SEA 4000) will complement Vigilare (AIR 5333)
and Wedgetail to further define a balanced, networked maritime and littoral air defence
and surveillance capability. JP 2047 (Defence Wide Area Communications Network), JP
2090 (Combined Information Environment), JP 2030 (ADF Command Support Environment),
JP 2043 (HF Modifications) and JP 2008 will enable and underpin homeland, deployed
and reachback communications to support joint operations and the military activities of
each environment.
The development of a Joint ADF, enabled through the concept of Network Centric Warfare,
requires attention to all fundamental inputs to capability. While there are significant

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challenges in this development path, NCW enables a Joint ADF to fight more effectively
to provide a warfighting advantage through better collaboration and enhanced shared
situational awareness.

Navy
The Royal Australian Navy (RAN) places significant
emphasis on selective high technology systems,
knowledge superiority and superior training to
provide a capability edge over an adversary.
Knowledge superiority will rely on a comprehensive
understanding of the battlespace and the
ability to coordinate widely dispersed maritime
force elements to ensure that their actions are
harmonised. The ADF NCW concept will enable
the RAN, as part of a networked ADF, to conduct
seamless joint and combined operations, principally
with the US and other key allies. This will demand
compatible technologies and common standards.
The RAN of the future will be supported by a
command, control, communications, computers, intelligence, surveillance, reconnaissance,
and electronic warfare (C4ISREW) system that is networked to a high degree to achieve
information superiority, greater situational awareness and a Common Operating Picture
(COP). For the Navy, NCW will largely be an evolution of existing practices. The increasing
information transfer demands have required a transition to robust broadband communications.
The satellite communications and information technology infrastructure modernisation
programs are of fundamental importance to Navy. Link 112 has been used for many years
by Navy in the transfer of tactical data between ships, aircraft and ground-based radar sites.
Link 16 (an enhanced tactical data interchange standard) will be progressively introduced
over the next few years.
The core component of the RAN’s future NCW capability will be the Air Warfare Destroyer
(AWD). In addition to networking with other RAN surface, sub-surface and air assets to
achieve sea control, the AWD will integrate seamlessly with the Joint Strike Fighter, Airborne
Early Warning and Control Aircraft and Ground Based Air Defence to maintain control of the
air. This complementary package of networked capabilities will provide a potent ability to
gain, and maintain air control in order to provide air defence for an ADF task group operating
around Australia or deploying from Australian shores, and establishing itself either within
our immediate region or beyond. To achieve this, C4ISREW systems will need to be highly
interoperable to achieve the goal of shared situational awareness.
The RAN will, by necessity, operate in both the open ocean and in the littoral. Each has unique
characteristics that will influence capability and NCW requirements. Critical to the conduct of
any future maritime or littoral operation will be a high level of situational awareness that allows
better understanding of friendly, neutral and enemy capabilities and intentions. Surveillance
is a significant enabling component of this awareness and can be considered in the context of
broad area and tactical surveillance. Networked broad area surveillance provided by satellite
sensors, Joint Over-the-horizon Radar Network (JORN), strategic Unmanned Aerial Vehicles

2
Link 11 is a tactical data interchange standard

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(UAVs) and Maritime Patrol Aircraft will be complemented by networked tactical surveillance
provided by organic naval helicopters and shipborne UAVs. Additionally, submarines will be
increasingly incorporated into task groups as the technological advancements in NCW allow
geographically distant assets to be centrally coordinated by the Task Group Commander.
Reachback to expertise, intelligence and information will also be particularly important.
The Navy’s emerging Rapid Environmental Assessment (REA) capabilities have the potential
to be a significant force multiplier, particularly if networked. REA allows an uncharted area to
be surveyed quickly and for the resultant information to be shared in near real time.

Army
Future conflict will remain violent and chaotic, and is likely to occur in an increasingly complex
environment. Land forces will need to be versatile, agile, and effects-focused if they are to
deal with such complexity. These land forces will need to obtain and leverage information,
fight as combined arms teams and win in close combat. Consequently, creating a networked
and hardened force is Army’s primary capability development challenge.
Army will respond to this challenge by creating a balanced and integrated 2020 Objective
Force for operations in this future battlespace. Hardening and Networking the Army (HNA)
and its underpinning Future Land Operating Concept, Complex Warfighting, are intermediate
steps towards the Objective Force.
In the past 12 months (FY04/05) Army has continued to develop its NCW aspirations in
accordance with extant guidance. Army has produced its enabling concept for NCW, Army’s
Enabling Concept: Networking in the Land Battlespace, and its Hardened Networked Army
(HNA) Campaign Plan. HNA will enable Army to structurally accommodate those future
networked capabilities due for delivery in the DCP.
Army has conducted a gap analysis of NCW as it pertains to the land environment, and
a DSTO report titled A review of the Progress Towards an NCW Capable Land Force has
been produced. As a result four lines of development are being explored; connectivity,
information management, human-systems integration and network assurance.
Army in conjunction with CDG is
currently developing a Land Networking
Campaign Plan, supported and informed
by an active learn-by-doing/trial-by-
doing construct that will in turn flow
into its HNA Campaign Plan. This
plan will seek to provide Army and
its key stakeholders with guidance for
the coordinated implementation of
networking capabilities into Army.
In order to achieve Army’s NCW aspirations the following key documents will need to be
produced over the next 12 months:
• Army’s Networking the Land Battlespace Campaign Plan,
• the Land Security Architecture, and
• the Land Communications & Information Systems (CIS) Architecture via JP 2072
(Battlespace Communications System [Land]).

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Air Force
Air Force has aligned its ISR Architecture Project that seeks
to define a roadmap for Air Force progression in an NCW
environment, with the broader ADF Intelligence, Surveillance,
Reconnaissance, and Electronic Warfare (ISREW) Roadmap
Study. The completion of the ISREW Roadmap Study will be
the catalyst for a rewrite of the Air Force Capability Plan No.
3: Aerospace C2ISREW. This capability plan will then reflect
Air Force’s current and future directions in NCW.
In recent years Air Force has been active in progressing an
NCW philosophy in the C4ISREW environment with the use of Link 11, satellite communications,
terrestrial networks and the development of the Air Command Support System (ACSS). While
development has previously been fragmented this is being rectified by an enhanced focus
on NCW through Air Force’s vision for ‘Networking the Air Force’.
Several major Air Force projects are expected to be delivered within the next few years
that will significantly enhance Air Force’s NCW capability. AIR 5077 (Airborne Early Warning
and Control), AIR 5376 (Hornet Upgrade) and AIR 5333 (Vigilaire) will each provide modern
systems and communications, including Tactical Data Links enhancing Air Force’s ability to
more effectively participate in a NCW environment in support of ADF operational activities,
and to interoperate seamlessly within a coalition force.
The Air Force’s Surveillance and Reconnaissance Group (SRG) is well advanced in developing
a number of Concepts for Operation for the effective employment of ISREW agencies and
platforms in an NCW environment. The SRG also actively employs an NCW approach in daily
activity. An example of this is the conduct of remote Aerospace Battle Management activities
from the Eastern Region Operations Centre (EASTROC) in NSW. Networking capabilities and
updated communications allows EASTROC to control fighter aircraft anywhere in Australia,
and to conduct Air Traffic Control surveillance of airspace near Pearce in Western Australia
when this is not manned.

Chief Information Officer Group (CIOG)

The CIOG is responsible for the governance and coordination of the Defence Information
Environment (DIE). It is also responsible for the development, management and operation
of the DIE. CIOG tasks include:
• Development and articulation of a coherent vision, strategy
and design for the DIE, its workforce and components.
• Coordination of the information direction of the Groups and Services.
• Ensure DIE investment is balanced in current system
development and for Force 2020 demands.
• Development of the concept of the DIE as a critical component of future warfighting.
• With Strategic Policy Group, improve joint operating concepts, doctrine, experimentation
and simulation regarding DIE use in future operations.
• Establishment of robust governance processes for the DIE.
• Supporting the Strategic Command Group in its planning.
• Support Defence’s contribution to information interoperability with other nations.

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CIOG provides information and communications technology infrastructure that is the

foundation of the DIE (up to SECRET level). Specifically, CIOG delivers Defence information
policy and planning, operations and support for in-service systems, development of new
capabilities, and the management of the communications infrastructure that relates to
the DIE.
CIOG provides the physical infrastructure and support systems that act as a DIE ‘backbone’
to the Tactical and Operational Grids. This infrastructure connects all ADF elements across
Australia and in deployed situations. It also provides the necessary interfaces needed to
operate with other Government agencies and allied forces. CIOG ensures that the DIE has a
strong supporting relationship with the Tactical Information Domain, through its relationship
with the Tactical Data Links Authority and provision of operational support.
CIOG is responsible for enabling and managing all the interfaces needed to support
connectivity between the DIE fixed infrastructure and the deployed warfighting elements.
As a consequence CIOG, through the DIE, provides sufficient connectivity that allows
forward deployed elements to connect to national grids and achieve ‘reachback’ to national
operational support systems and infrastructure.
In 2004, CIOG published A Concept for Enabling Information Superiority and Support.
This publication aimed to identify the outcomes that ADF’s warfighters require from the
‘inform’ function, and to shape how Defence’s supporting information capability is designed,
developed, protected and managed3.

Intelligence and Security Group (I&S Group)

The provision of timely and accurate intelligence to decision makers is a fundamental output
of an effective NCW capability. Enhancing the integration of the Defence Intelligence System
(DIS)4 is a key step in developing the intelligence component of NCW. I&S Group is focused
on a number of activities to achieve this outcome:
• I&S Group is leading the development of the Future Intelligence Concept as one of
the four Concepts in the Concept Hierarchy. This concept will provide a basis for the
development of the Defence Intelligence System in the context of a network enabled
force. It will articulate not only the future direction of Defence intelligence capabilities
but will include how whole-of-government and allied intelligence capabilities will
be leveraged to contribute to the Defence intelligence capability. This concept will
also serve as a framework against which the ISR integrating concept and intelligence
components of single service concepts can be set, allowing an integrated strategic-
to-tactical intelligence capability roadmap to be developed.
• Underpinning the ability to get the right information to the right person in the right
format and at the right time is the provision of effective tools and procedures.
These allow for the timely and accurate articulation of requirements to be matched
to the appropriate intelligence collection and production capabilities. Streamlined
coordination of this requirements and collection management (RCM) capability is
critical to providing agile and effective intelligence support. Accordingly, I&S Group
has initiated a task with RPDE to improve the synchronisation of the intelligence
3
Chief Information Officer Group, A Concept for Enabling Information Superiority and Support, 2004, p. 1.
4
The concept of the Defence Intelligence System was agreed by COSC in 1996 and was based on the need to ensure
“common standards, unity of purpose and harmony of action” across the breadth of Defence and ADF intelligence
capabilities.

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requirements and collection management process with Defence activities.

More broadly, I&S Group continues to provide specialist input to a range of intelligence
and intelligence-related projects being undertaken across Defence. A key focus is to ensure
that there is commonality and standardisation of the applications delivering intelligence
functionality in the command support systems (with emphasis on JP 2030 – ADF Joint
Command Support Environment) and DEF 7013 - Joint Intelligence Support System, that
there is compatibility with allied systems, and that the outputs of sensors (from the various
ISR projects and systems) and sources (controlled by the I&S Agencies) are seamlessly
integrated into the intelligence processing systems.

Defence Science and Technology Organisation

Defence Science and Technology Organisation (DSTO) is a primary agent
for the development and coordination of the Defence’s Science and
Technology (S&T) effort to support NCW.
DSTO has raised an NCW S&T Initiative (NSI) to coordinate and focus its
research activities. The NSI aims to:
• Improve the delivery of DSTO support to key NCW stakeholders in Defence.
• Position DSTO to support the implementation of the current NCW Roadmap and inform
future iterations of it.
• Identify major issues for further research.

Section 8-2 Radio Frequency Spectrum Management

Radio Frequency (RF) spectrum is both a national asset and a Defence asset. The demand for
RF spectrum is growing due to the proliferation of new devices, services and, in Defence’s
case, military threats. Balancing of national defence requirements with commercial and civil
demand is therefore an expanding issue. RF spectrum is a finite resource - access to additional
spectrum to support future capability development (including the communication needs
of NCW) may be constrained by competing requirements. These conditions demand that
spectrum should be managed efficiently and with a long term perspective. Management of
spectrum resources has therefore become an important risk mitigation strategy for Defence
in both investment and operational terms.
The Australian Defence Spectrum Strategic Plan (ADSSP) describes the strategy for providing
and maintaining access to the RF spectrum for the Defence. The plan acknowledges
Defence’s responsibility to use spectrum efficiently. The plan is sponsored and managed by
Chief Information Office (CIO) Group on behalf of Defence.
Availability of sufficient RF spectrum to meet emerging Defence requirements will be one of
the issues that will require careful management if full advantage of the possibilities of NCW
is to be available to Defence.

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Chapter 9
The Emerging Role of Rapid Prototyping,
Development and Evaluation
Section 9-1 What Is Rapid Prototyping, Development And Evaluation?
The primary means of industry engagement with the ADF’s NCW objectives (outside the
DCP) is through the RPDE program. The RPDE program is a collaborative venture between
Defence and industry.

RPDE’s mission is to enhance ADF warfighting capacity through accelerated capability

change in the NCW environment.
In order to meet this challenge, RPDE is establishing organisational competence in partnering
and rapid task delivery. In effect, RPDE aims to rapidly bring together Defence and industry
knowledge, experience and intellectual property in order to understand problems, identify
potential solutions and finally provide valid evidence in support of decision support and
change management recommendations.
To achieve this RPDE is creating a culture of collaboration, innovation and learning where
new ideas are welcomed and the benefits of success shared across the partnership. The
RPDE organisation has established unique governance and task management arrangements,
using a Board, made up of Defence and Industry members, and a Defence steering group
at the one star level to manage prioritisation and funding of RPDE tasks as shown in
Figure 9-1.

Industry
HCS, DSTO, DMO
Participants
RPDE Board

Tasking Strategic
Governance Governance
• 16 Members • Sets Strategic Priorities
• Approves Questions • Chaired by Head of
• Approves Task Funding Capability Systems
• Chaired by DGICD
1* Steering RPDE Organisation
Group

NCW Program
Office

Figure 9-1. Rapid Prototyping, Development and Evaluation Governance

Arrangements

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The RPDE core competencies are being applied to NCW in order to deliver near term ADF
capability enhancements. RPDE uses a range of investigative, analytical and experimentation
techniques, appropriate to the specific issue being addressed, to explore and verify the value
of the proposed solutions.
The RPDE program operates by bringing people, facilities, technologies and other context
information from our industry participants, and Defence to undertake the tasking within
RPDE facilities. With these resources, RPDE takes high priority NCW problems and issues from
Defence and works with stakeholders to identify the core questions and then create solutions
that will enable ADF warfighters to make accelerated changes to their NCW capability.
This operating model is described in Figure 9-2.

The RPDE organisation Context Information is

draws its people, facilities knowledge, experience
and technologies from and know how relevant to
Defence and participants. ADF a particular RPDE task.
Warfighters
Capability Options
& Change Proposals
Analysis, Investigation
& Experimentation
Pe ilitie ies

Te Facil ple
Te

ies
Fa nolo

no es
op s
ch
c

o
ch iti
log
Pe
le

RPDE Qu
g

am es
Te tio
sk ns
Ta
Co mat
Inf

on
ati t
orm ex
or
nte ion

Inf ont
xt

Industry Defence
C

Figure 9-2. Rapid Prototyping, Development and Evaluation Operating Process Model
The RPDE program fulfils three functions:
• Creates operationally focussed solutions including technologies, concepts, procedures
and organisations that can be implemented in the near term (6 to 18 months) to
improve the ADF’s networked warfighting capabilities.
• Identifies early problems with the implementation of NCW and uses RPDE as an
intervention activity to address the risk.
• Provides for the rapid delivery of capability to warfighters to accelerate change in the
ADF’s as it delivers NCW capability.
RPDE is based upon an iterative spiral development cycle that passes through five phases.
The five phases are:
• Plan. Capturing users needs, as well as how to address those needs.
• Implement. A prototype is constructed to test the solutions developed during the
planning phase.

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• Measure. User interaction phase. This phase measures how users react to the
prototype, how long does it take them to understand it, does it improve effectiveness
and what problems are encountered. This phase enables the first steps to stakeholder
and cultural buy-in.
• Learn. This is the analysis phase, where decisions are made on which aspects of the
prototype are performing well, and which parts are not.
• Re-iterate. As the transition back to planning is made a fresh look is essential from
a real user’s perspective.

RPDE is not intended to either replace or subsume Concept and Technology Demonstrators
(CTDs) and collaborative developments between DSTO and industry. The outputs from
both of these activities may well be considered as candidate solutions within the
RPDE construct.

Section 9-2 Exploiting Opportunity – Rapid Prototyping, Development and

Evaluation
RPDE is different from other analytical and experimentation entities in three key areas:
• Collaboration. RPDE draws on the knowledge, experience and tools (such as models,
synthetic environments or facilities) of a wide range of companies and organisations
including Defence. RPDE brings experts from multiple companies and Defence together
to work collaboratively on an issue or potential opportunity
• Tempo. RPDE aims to identify and evaluate capability improvement options for
Defence in short timeframes, doing just enough analysis, therefore allowing capability
improvements to occur sooner, and/or to shape future Defence programs to offer
greater capability improvements. The RPDE Program task timeframes are measured
in months, typically 9 to 12 months but no longer than 18 months.
• Focus on all Fundamental Inputs to Capability. RPDE does not focus on technology
or equipment but considers all Fundamental Inputs to Capability (FIC) which include
Personnel, Organisation, Collective Training, Major Systems, Supplies, Facilities,
Support and Command and Management

This final point is really the key strength of the RPDE program. RPDE outputs are focused
on “making the change” ie. the implementation of any task outcome. A key deliverable
of any RPDE task will be an implementation plan to enable the Defence stakeholders
to realise any change recommended by the RPDE Program task. These Implementation
Plans are not limited to the delivery of, or enhancement of the Networking dimension
or Networking. These Implementation Plans have equal application within the Human
dimension.

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Chapter 10
The Network Centric Warfare Roadmap
Communications Plan
A subset of the education component of the NCW roadmap is to build common
understanding of NCW among Defence personnel. This will occur through both formal and
informal communication channels.
The first step of the communication process has been the development of NCW overview
brochures and basic information booklets with targeted distribution of these publications to
commence in October 2005. These publications will meet the immediate requirement to alert
the organisation of the need to be NCW aware and to commence building an understanding
of NCW concepts. Personnel will enhance their understanding of NCW through a Defence
intranet NCW portal.
Following a review of Defence ET&D requirements, a comprehensive communications strategy
is being prepared in late 2005/early 2006 to implement the review’s key recommendations:
consistency, tailoring for the audience, and initial targeting to senior personnel and Australian
Command and Staff College students.
This strategy will also address the coordination of the different stakeholders in Defence who
will need a shared understanding of NCW. This overarching communications strategy will be
completed before additional NCW communication activities are undertaken by any part of
the organisation.
The communications strategy will also map out the evolving communication needs over a
5 to 15 year period.
Beyond an information role, the communication strategy aims to reshape the beliefs and
attitudes held by Defence personnel as the interaction of the NCW network and human
dimensions could be very different to today’s command and control paradigm.
The development of subordinate communications strategies will be developed to address
this last aspect. These strategies may identify the requirement for a management strategy
to implement a cultural change. If so, this aspect of the communications strategy should be
driven by the cultural change strategy.

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Chapter 11
Refining The Roadmap
The Roadmap is intended to be a dynamic, open document. Keeping the Roadmap open is
important for three reasons:
• As the ADF takes the further steps in establishing the Network, the ability to exploit
previously unforseen opportunities of NCW will become apparent. The ADF must
ensure it has the mechanisms in place to learn and assimilate the lessons brought
about by the enhanced collaboration facilitated by the improved Network.
• Defence must retain an ability to harness new developments in technology.
• The progress of the Defence’s implementation of NCW must be monitored. This
will provide senior leaders with the means to keep abreast of the NCW-related
enhancements to the force and balance investment in capability related to NCW.
The Roadmap, like all planning processes, will be subject to periodic review as Defence’s
NCW situation evolves. In lieu of publishing a specific timetable for review, the following will
constitute triggers for consideration of a Roadmap review:
• a change in strategic guidance;
• significant alteration to the capability delivery timetable outlined in the current DCP;
• bottom up refinement from those implementing the Roadmap;
• insights provided by experimentation or lessons provided by operations and derived
from exercises; and
• the emergence of NCW related technologies that offer unforeseen opportunities
beyond the scope of the current Roadmap through programs such as RPDE.

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Conclusion
This Roadmap details the actions that will continue the ADF on the road to an effective NCW
capability. Over the next few years, updates to the Roadmap will identify actions that will
lead to greatly improved collaboration and shared situational awareness to achieve desired
effects. This iterative approach will allow Defence to explore the potential of NCW, and how
best it can enable the Future Joint Operations Concept.
This Roadmap has identified four key actions that will set the ADF on the road to becoming
a seamless networked force. These actions are:

Set the NCW-related targets and milestones for the ADF.

Establish the Network that will link engagement systems with sensor and command
and control systems and provide the underlying information infrastructure upon which
the networked force will be developed.
Explore the human dimensions of the networked force and initiate changes in
doctrine, education and training with appropriate support mechanisms.
Accelerate the process of change and innovation through the establishment of
a Rapid Prototyping, Development and Evaluation (RPDE) capability in partnership
with Industry, in concert with an increased use of experimentation to accelerate the
introduction of NCW capability.
The Roadmap highlights the means for the ADF’s NCW capability to be significantly improved.
This will ensure the Roadmap remains effective and the ADF maintains a capability advantage
against a broad range of security threats.
A maturing NCW capability will fundamentally challenge the ADF’s assumptions about the
individual and collective employment of personnel. NCW is based on the idea that information
is only useful if it allows people to act more effectively. This makes the human dimension
fundamental to NCW. Developing the human dimension of NCW requires commitment to
exploring important issues such as recruitment, doctrine, training, education, organisation
and human-machine interfaces.

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Abbreviations and Glossary

ACSS Air Command Support System NSA National Support Area
ADF Australian Defence Force PMSA Program of Major Service
ADO Australian Defence Organisation Activities
ADSSP Australian Defence Spectrum RAN Royal Australian Navy
Strategic Plan REA Rapid Environmental Analysis
AEW&C Airborne Early Warning and RF Radio Frequency
Control RPDE Rapid Prototyping, Development
AWD Air Warfare Destroyer & Evaluation
C2 Command and Control SRG Surveillance and Reconnaissance
C4ISREW Command Control Group
Communications Computers TG Task Group
Intelligence Surveillance UAV Unmanned Aerial Vehicle
Reconnaissance and Electronic
Warfare Photo credits
CCDG Chief Capability Development p.15, cover Lockheed Martin
Group p.9, p.28 An M1A1 Abrams (similar to the M1A1
AIM) fires a HEAT (High Explosive Anti-Tank)
CIOG Chief Information Officer Group round at Range 500, Twentynine Palms,
California. The tank is part of A Coy, 2d
COP Common Operating Picture Tank Bn participating in a combined arms
exercise in 2002. Photo by LCpl G. Lane
DCC Defence Capability Committee
Miley, US Marine Corps
DCP Defence Capability Plan
Footnotes
DIE Defence Information 1
The uniformed Services (Navy, Army and Air Force)
Environment within the Department of Defence.
2
DSTO Defence Science and Technology Link 11 is a tactical data interchange standard
3
Organisation Chief Information Officer Group, A Concept for Enabling
Information Superiority and Support, 2004, p. 1
EASTROC Eastern Region Operations Centre 4
The concept of the Defence Intelligence System was
ET&D Education, Training & agreed by COSC in 1996 and was based on the need
to ensure “common standards, unity of purpose and
Development harmony of action” across the breadth of Defence and
FIC Fundamental Inputs to Capability ADF intelligence capabilities.

FJOC Future Joint Operations Concept Acknowledgment

HDPE Head Defence Personnel p.5 Director Network Centric Warfare -
Army & Mission Head -Land Response
Executive Systems (DSTO) - Land Warfare Conference
HNA Hardened Networked Army 2003 -Proceedings

ISR Intelligence, Surveillance and

Reconnaissance
JORN Joint Over-the-horizon Radar
Network
MQL Master Question List
MTM Model-Test-Model
NCW Network Centric Warfare
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