Proceedings of the 2004 ONR Decision-Support Workshop Series: Interoperability

In August of 1998 the Collaborative Agent Design Research Center (CADRC) of the California Polytechnic State University in San Luis Obispo (Cal Poly), approached Dr. Phillip Abraham of the Office of Naval Research (ONR) with the proposal for an annual workshop focusing on emerging concepts in decision-support systems for military applications. The proposal was considered timely by the ONR Logistics Program Office for at least two reasons. First, rapid advances in information systems technology over the past decade had produced distributed collaborative computer-assistance capabilities with profound potential for providing meaningful support to military decision makers. Indeed, some systems based on these new capabilities such as the Integrated Marine Multi-Agent Command and Control System (IMMACCS) and the Integrated Computerized Deployment System (ICODES) had already reached the field-testing and final product stages, respectively. Second, over the past two decades the US Navy and Marine Corps had been increasingly challenged by missions demanding the rapid deployment of forces into hostile or devastate dterritories with minimum or non-existent indigenous support capabilities. Under these conditions Marine Corps forces had to rely mostly, if not entirely, on sea-based support and sustainment operations. Particularly today, operational strategies such as Operational Maneuver From The Sea (OMFTS) and Sea To Objective Maneuver (STOM) are very much in need of intelligent, near real-time and adaptive decision-support tools to assist military commanders and their staff under conditions of rapid change and overwhelming data loads. In the light of these developments the Logistics Program Office of ONR considered it timely to provide an annual forum for the interchange of ideas, needs and concepts that would address the decision-support requirements and opportunities in combined Navy and Marine Corps sea-based warfare and humanitarian relief operations. The first ONR Workshop was held April 20-22, 1999 at the Embassy Suites Hotel in San Luis Obispo, California. It focused on advances in technology with particular emphasis on an emerging family of powerful computer-based tools, and concluded that the most able members of this family of tools appear to be computer-based agents that are capable of communicating within a virtual environment of the real world. From 2001 onward the venue of the Workshop moved from the West Coast to Washington, and in 2003 the sponsorship was taken over by ONR’s Littoral Combat/Power Projection (FNC) Program Office (Program Manager: Mr. Barry Blumenthal). Themes and keynote speakers of past Workshops have included: 1999: ‘Collaborative Decision Making Tools’ Vadm Jerry Tuttle (USN Ret.); LtGen Paul Van Riper (USMC Ret.);Radm Leland Kollmorgen (USN Ret.); and, Dr. Gary Klein (KleinAssociates) 2000: ‘The Human-Computer Partnership in Decision-Support’ Dr. Ronald DeMarco (Associate Technical Director, ONR); Radm CharlesMunns; Col Robert Schmidle; and, Col Ray Cole (USMC Ret.) 2001: ‘Continuing the Revolution in Military Affairs’ Mr. Andrew Marshall (Director, Office of Net Assessment, OSD); and,Radm Jay M. Cohen (Chief of Naval Research, ONR) 2002: ‘Transformation ... ’ Vadm Jerry Tuttle (USN Ret.); and, Steve Cooper (CIO, Office ofHomeland Security) 2003: ‘Developing the New Infostructure’ Richard P. Lee (Assistant Deputy Under Secretary, OSD); and, MichaelO’Neil (Boeing) 2004: ‘Interoperability’ MajGen Bradley M. Lott (USMC), Deputy Commanding General, Marine Corps Combat Development Command; Donald Diggs, Director, C2 Policy, OASD (NII

Military Innovation in the Third Age of U.S. Unmanned Aviation, 1991–2015

Military innovation studies have largely relied on monocausal accounts—rationalism, institutionalism, or culture—to explain technologically innovative and adaptive outcomes in defense organizations. None of these perspectives alone provided a compelling explanation for the adoption outcomes of unmanned aerial vehicles (UAVs) in the U.S. military from 1991 to 2015. Two questions motivated this research: Why, despite abundant material resources, mature technology, and operational need, are the most-capable UAVs not in the inventory across the services? What accounts for variations and patterns in UAV innovation adoption? The study selected ten UAV program episodes from the Air Force and Navy, categorized as high-, medium-, and low-end cases, for within-case and cross-case analysis. Primary and secondary sources, plus interviews, enabled process tracing across episodes. The results showed a pattern of adoption or rejection based on a logic-of-utility effectiveness and consistent resource availability: a military problem to solve, and a capability gap in threats or tasks and consistent monetary capacity; furthermore, ideational factors strengthened or weakened adoption. In conclusion, the study undermines single-perspective arguments as sole determinants of innovation, reveals that military culture is not monolithic in determining outcomes, and demonstrates that civil-military relationships no longer operate where civilian leaders hold inordinate sway over military institutions.Lieutenant Colonel, United States Air ForceApproved for public release; distribution is unlimited

A DEVSECOPS APPROACH FOR DEVELOPING AND DEPLOYING CONTAINERIZED CLOUD-BASED SOFTWARE ON SUBMARINES

There are unique challenges for using secure cloud services in disconnected resource-constrained environments and with controlled data. To address those challenges, this thesis introduces a tactical-edge platform-as-a-service (PaaS) solution with a declarative-delivery method for submarine Consolidated Afloat Network Enterprise Services (CANES) operating systems. The PaaS is adapted from the Department of Defense’s Big Bang core elements for submarine-focused outcomes. Using the Team Submarine Project Blue initiative as a case study, this thesis consists of a feasibility study for running containerized applications on different submarine-compatible baselines and applying a prototype declarative software-delivery method called ZARF. We demonstrated the feasibility of using ZARF for packaging and automated deployment of the Project Blue PaaS and its software to the submarine CANES infrastructure. This research culminated in successful integration tests on a current and future submarine hardware and software baseline. The thesis documents the execution of the research, lessons learned, and recommendations for the Navy’s path forward for development of secure software and declarative deployment in air-gapped environments.Outstanding ThesisLieutenant, United States NavyApproved for public release. Distribution is unlimited

Research Naval Postgraduate School, v.12, no.3, October 2002

NPS Research is published by the Research and Sponsored Programs, Office of the Vice President and Dean of Research, in accordance with NAVSOP-35. Views and opinions expressed are not necessarily those of the Department of the Navy.Approved for public release; distribution is unlimited

REMOVED FROM THE COCKPIT: THE PILOT IDENTITY CRISIS AND THE RISE OF UNCREWED AIRCRAFT IN NAVAL AVIATION

In the transition from crewed to uncrewed aircraft, naval aviation has focused on the technical instead of the human aspects of the change. The transition challenges the traditional pilot identity, based on sitting in a cockpit and physically operating an aircraft, because pilots of uncrewed aircraft control them remotely or manage the battlefield rather than the cockpit. This thesis uses identity theory and social identity theory to analyze similar cultural factors in the Navy’s transition from sail-to-steam power in the 1800s to identify how and why some line officers resisted and rejected steam technology, inhibiting the transition. In this case study, naval leadership encouraged resistance through orders mandating sail over steam power and failed to direct the needed change in line officer identity when engineers took away propulsion control and replaced the symbols associated with the line officer identity. To avoid repeating this failure, the Navy must oversee the pilot identity transition in order to leverage the full potential of both technology and humans. Instead of creating division, naval leaders should emphasize unity by creating an inclusive pilot identity, using terms that do not focus on human occupants when referring to aircraft categories, and creating viable career paths for all.Outstanding ThesisEnsign, United States NavyApproved for public release. Distribution is unlimited

The Daily Gamecock, Wednesday, July 19, 2006

https://scholarcommons.sc.edu/gamecock_2006_jul/1002/thumbnail.jp

General Knowledge Among the People: Rural Strategy Development at the College Board

10 million students walk into rural schools every school day, representing about 20% of the United States’ public school population. More than a third of all public schools and almost three-fifths of local education agencies serve rural students. Creating coherent, scalable strategies to impact rural students can be difficult given the diffuse and often isolated context of the nation’s 7,000+ rural districts. I completed my residency at the College Board, a New York-based nonprofit organization best known for its SAT, PSAT/NMSQT, and Advanced Placement assessments. In 2015, these exams reached 1.7 million, 3.8 million, and 2.5 million students, respectively. Participation in College Board assessments continues to grow over time, but rural students participate at rates lower than their peers. Working in Washington, DC, I completed a strategic project in the College Board’s Global Policy, Advocacy, and Communications division. The goals of the project were to determine the potential value of a strategy focused on rural schools and to develop a proposal outlining how to enact such a strategy. Through my strategic project, I created a College Board rural database, conducted interviews and case studies, and developed strategy proposals for potential pilot work in rural schools and districts. In this capstone, I describe the actions and results of the strategic project in three phases and analyze the results through an analytic framework called the “strategic triangle.” This tool allows a decision maker to understand the three issues in nonprofit strategy: the potential public value, the sources of legitimacy and support, and the operational capabilities of the implicated organization. The work of my residency resulted in the authorization of time, resources, and human capital needed to launch a College Board Rural Strategy pilot in the states of Colorado and Idaho. This pilot intends to create new partnerships and opportunity pipelines in rural schools while increasing the value of College Board-provided assessments and supports for rural students