Communication and simulation operations center in a joint training environment: an an integrated approach to simulation, interface, and tactical network monitoring

Sun Tzu

"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things."

--Niccolo Machiavelli

Introduction

The battle command, simulations, and communications communities have established a partnership to create a powerful capability to train elements of United Stated Army Southern European Task Force as they prepare to assume the mission of Combined Joint Task Force-76 in Afghanistan.

The training audience for Lion Challenge '04 and Unified Endeavor '05-2 were the Soldier warriors from USASETAF. They deployed to Grafenwohr to practice command and control in Afghanistan before assuming the CJTF-76 mission. United States Army Europe and the United States Joint Forces Command provided training and mission rehearsals to ensure that USASETAF was prepared and equipped to accomplish the CJTF-76 mission.

USJFCOM and USAREUR military planners, like their predecessors, have long understood that developing better methods of obtaining and managing information is the key to victory on the modern battlefield. The past 15 years have seen significant advances in military simulations, networks, information management, and digital command and control. These high-tech advances enable leaders to exercise battle command faster, more precisely and more confidently than ever before. This information dominance has lead to increased lethality and survivability for our digital force. Changes in our digitized force structure along with emerging training requirements for the contemporary operating environment mandate the evolution of training tools with digital stimulation capabilities. The development of high fidelity simulations and adaptable interfaces play an important role in meeting these emerging requirements.

The technological challenges of this new capability can lead to frustration and loss of training by the warfighter, if the tools and systems made to train, fail in their objective. In the past, when these failures occurred during training events, it would be hours, or sometimes days before the problem was isolated and a solution found. In some cases, exercises were modified or cancelled if the problem could not be fixed. Senior leaders throughout the Army are sensitive to this and are taking action to ensure this capability has the support necessary to succeed.

Evolution of the CSOC

To prevent hard lessons from being repeated for the exercises described in this article, the USAREUR Commanding General, GEN B.B. Bell issued guidance in October of 2003, to the Commander of 7th Army Training Command, BG Robert M. Williams and the Commander of the 5th Signal Command, BG Carroll F. Pollett. The guidance was to build an organization that provided end-to-end monitoring and fault isolation of all simulations, interfaces, networks, and command and control systems to support the training of the warfighter. His goal was to capitalize on the technological breakthroughs in simulations and network training, and remove the hindrances that this complexity brings with it. During a training exercise briefing for the 1st Infantry Division's preparation for Operation Iraqi Freedom II, Bell gave the following guidance:

[check] "Develop a comprehensive set of tools to monitor simulations and command, control, communications, computers, intelligence, surveillance, and reconnaissance systems"

[check] "Someone must be in charge of a coordinated effort ... gentlemen this is not business as usual"

[check] "We need a rapid fault isolation and robust fix-it capability ... and the means to communicate with our simulations contact teams"

[check] "Conduct the right events prior to the exercise to insure the systems are fully integrated"

[check] "Don't wait until the exercise crashes to find out what the break point is ... stress the systems early and know what to recommend if the system fails"

In order to accomplish this mandate, the 5th Signal Command, in partnership with the 7th Army Training Command's Directorate of Simulations, developed an operations center that became known as the Communications Simulations Operations Center. The CSOC was the first venture to combine and leverage the technical capabilities of two USAREUR-level signal and simulations organizations to support an exercise. The mission of the CSOC remains to continuously monitor and sustain simulation and tactical networks in order to support training for joint, interagency multinational both throughout USAREUR and in an expeditionary role.

Again in 2005, the 7th ATC and 5th Signal Command had the overall responsibility for linking communications and simulations with warfighter platforms to provide an integrated training enabler for the United States Army Southern European Task Force. The 5th Signal Command led this effort through the CSOC. Entering the CSOC, one passed into a world where the fusion of battle command, simulations, and communications gave the exercise director full visibility of CJTF-76 operations in real time. As the incoming Soldiers of CJTF-76 rehearsed their mission during Lion Challenge 2005 and Unified Endeavor '05-2, the information warriors in the CSOC were making sure, from a live, virtual, and constructive perspective, that conditions matched the environment in Afghanistan.

Members from the DOS, USAREUR G-3 Information Management Division and 69th Signal Battalion analyzed screens showing the status of simulations and C4ISR systems to align simulations, networks, and C4ISR systems. The CSOC provided full visibility, on the status of the various simulations, networks, and battle-command systems. Part of the power of the CSOC was in its integration with existing USAREUR network management systems. It also leveraged the ability to interrelate the theater network troubleshooting tools to support the training of the warfighter.

During the 1ID exercise the CSOC concept imparted many lessons learned to the warfighter, including the need to treat the C4ISR system as a weapon, and to view its utility in a collective setting, not as an individual computer. These lessons were again taught to SETAF, as they learned the value of a comprehensive set of C4ISR systems to provide a clear operational picture, and the necessity to place a key leader in charge of providing this end to end C4ISR continuum.

The objective

The complex nature of the exercise architecture required a robust organization to monitor the all around system health of the simulations, interfaces, networks, and command and control systems. The CSOC was designed to monitor end-to-end functionality; simulations, stimulation networks, and Army C4ISR, facilitating rapid fault isolation and providing proactive sustainment capability. The mission of the CSOC was to deliver an integrated simulation architecture to stimulate C4ISR systems in order to meet the training audience objectives. The ability to accurately evaluate simulation-C4ISR connectivity ensured the exercise director that the simulation feed was properly stimulating an operational C4ISR system. By verifying that all units were linked to the network, the CSOC provided assurance that the information was being disseminated properly and that problems could be anticipated and quickly solved before detracting from training.

The partnership

CSOC Team. The DOS provided the CSOC's operations, simulation, interface and network personnel. A battle captain, assistant battle captain and liaison officers made up the core of command and control for the organization. This battle captain was responsible for maintaining visibility and situational awareness for the entire exercise network, with an emphasis on the simulations /local area network side of the exercise architecture. Those duties included:

--compiling updates on the status of the simulations LAN.

--supervising preparation of reports to exercise control.

--conducting shift change briefs.

--coordinating with the contact teams during simulations LAN and C4ISR issues.

--developing simulations Commanders Critical Information Requirements and troubleshooting procedures.

The assistant battle captain was responsible for monitoring the simulation local area network, management tools and initiating trouble shooting procedures. The liaison officer served as the CSOC's representative to the training audience, obtaining firsthand situational awareness on C4ISR system status.

The 5th Signal Command provided the CSOC's communications personnel. Their principal staff officer was a captain, along with a radio telephone operator. The captain was responsible for the tactical LAN side of the exercise architecture. Those duties included:

--compiling updates on the status of tactical LANs

--acquiring all communication tools used in CSOC

--coordinating with the training audience during tactical LAN and Army tactical command and control systems issues.

--developing communications CCIR and troubleshooting procedures.

The RTO was responsible for monitoring the tactical LAN management tool, command and control personal computer common operational picture and initiating trouble shooting procedures.

Joint Forces Command.

During Unified Endeavor '05-2, the CSOC entered into a partnership with the USJFCOM Joint Warfighting Center's Technical Control. From co-directors for communications and simulations to embedded personnel, the marriage of the two organizations brought together experts from multiple organizations that ensured the successful preparation and execution of the mission rehearsal exercise. Much like the JWFC's technical control, the CSOC served as the technical center of gravity. In a larger distributed, joint exercise, the CSOC would "plug in" to JWFC's technical control and be USAREUR's lead technical agent representing the Army forces monitoring the local network and ensuring its integration into the joint force.

Digital system engineers. The CSOC did not respond to problems--it anticipated them. The synergy provided by a multi-functional staff allows them to correct problems in any of systems before they can affect the training. If there was a failure, the CSOC quickly dispatches the proper team to fix the problem. This team, designated Digital System Engineers, contained C4ISR SME personnel readily available to provide expertise in the application and use of the Army Battle Command Systems. The success of the training event depended on the ability of these individuals to troubleshoot in a timely manner any problems that arose in the connectivity of the architecture.

The IMD fulfilled the DSE management role of the Battle Command Branch within CSOC. This branch was developed to provide needed ABCS unit-level expertise. Besides the organic ABCS and C4I assets borrowed from IMD, additional ABCS expertise, in the form of DSEs, was obtained from the Army Program Executive Office command, control, and communications, tactical. These specialists were necessary to ensure proper integration of the individual ABCS into the total network architecture. They further assisted the training audience to better use the appropriate systems and to develop specific unit operating procedures and digital strategies.

The DSE team contained C4ISR SME whose mission is to assist in identification, isolation, and resolution of C4ISR system problems. Each engineer had a high level of specific software and hardware experience, C4ISR system as well as knowledge of particular communications protocols involved with C4ISR systems and simulation-C4ISR interface software and hardware.

The success of the training event depended on the ability of these individuals to anticipate and to troubleshoot in a timely manner any problems within the C4ISR architecture. The Battle Command Branch also included the G3-IMD systems integration team who are skilled and experienced system and software engineers who work closely with the CSOC simulations support team.

Their experience and in-depth knowledge of ABCS protocols, simulation-C4ISR interface software and hardware, and the communications protocols involved with C4ISR systems ensure a seamless network melding of ABCS C4I, communications and simulation systems.

Information Management Office. Network personnel managed and provided route summarization, IP conflict resolution, monitoring of bandwidth utilization, packet filtering, and scheduled the circuit for the wide area network. ISDN, T-1, and E-1 encrypted data circuits were provided for all exercise initiatives. The DOS network was a Tier level configuration which incorporates the latest technology in switched and routed networks. Network personnel were located at the Tier 1 level, where all network monitoring agents were deployed to access the performance of protocols such as TCP/IP, UDP (Multicast, Unicast, and Broadcast), TELNET, FTP applications used during the exercise. Connectivity was provided to Tier 2 switched (both fiber and Ethernet) facilities down to Tier 3 the client user work station facilities incorporating all simulation models.

Information Assurance. The CSOC Information Assurance team provided on-site expertise to identify intrusions and analyze anomalies on the network. The CSOC IA team was a team of Spectrum SMEs, Remedy SMEs, network analysts and an IA analyst. The CSOC IA team coordinated the effort to ensure real world security of the network and provide excellent opportunity training. The CSOC IA team was divided into four cells.

The first cell consisted of two network analysts, and conducted scans on the network to ensure systems on the network were IAVA compliant and updated systems with IAVA patches. The Spectrum and Remedy SMEs in the second cell modeled and tracked the network. The Spectrum SME modeled all systems on the network to include servers, switches, routers, and links in the network. The Remedy SME entered and tracked all data for systems operating in a degraded or failed status and keeps track of trends. The third cell had one IA analyst to monitor the Intrusion Detection Systems and analyzed anomalies identified by the training and exercise audience. Lastly, there was another network analyst that monitors and maintains the routers and switches ensuring they remain operational throughout the exercise. Having the CSOC IA team in place gave the CSOC on-site expertise to identify intrusions and analyze anomalies on the network. Overall, this increases the ability to react, lessens reaction time, and provides immediate feedback as a significant part of the CSOC's rapid reaction and robust fix-it capability.

Training audience. A capable, well-structured tactical network should not require Soldier's involvement beyond skill level 10 troubleshooting procedures. While training, their focus should be on understanding and interpreting the information they receive from C4ISR systems. The high-tech nature of the digital Army has increased the complexity of today's tactical networks. The G6 section was responsible for maintaining that well-structured tactical network and minimizing the 'downtime" on the tactical side during an exercise. The G6 was supported by a team of contractors from various project management offices for individual C4ISR systems, plus a supplement of SMEs specifically supporting large exercises.

It was critical that the G6 had an effective plan to configure, secure, monitor, and, most importantly, maintain the tactical network. This plan needed to include a reliable communication links to the CSOC and their contracted SMEs. Thorough trouble shooting procedures, that follow a problem from beginning to end, were essential to minimize duplicating or wasting resources.

Network Operations and Security Center. The final part of the overall support of USASETAF was the movement of the 69th Signal Battalion Network Operations and Security Center to Camp Aachen for the exercise. The NOSC move was the first for the command as it executed the continuity of operations plan. As the training and simulation network and systems were being installed and checked, the NOSC set up shop using the 69th Signal Deployable Communications Package. The NOSC provided network monitoring information to both the CSOC and CJTF-76 Joint C4 Control Center, while also doing some impromptu training on the use of network management tools.

Tools

Monitoring. The tools used to monitor simulations, stimulation networks and C4ISR systems were critical components of the CSOC. Their purpose was to identify the root-cause of problems before they impacted the LAN, C4ISR systems or simulation performance. The applications used for this purpose were the Automated Distributed All-around Simulation Health Indicator, 'What's Up Gold' and Spectrum.

ADASHI is a Windows-based software application developed by the DOS simulation engineers. It served as a simulation health monitoring tool, to mitigate risk of simulation failure. ADASHI monitored the network by scanning user UDP (multicast, unicast, and broadcast), as well as sending a "Ping" to any Internet Protocol address to check for port connectivity. It can be accessed through a web browser and has the ability to generate simulation health reports, which provide readiness statistics of simulations. Every 60 seconds the web browser refreshes and delivers updated status on all systems selected for monitoring.

What's Up Gold is a commercial Windows-based software application used for network monitoring. This tool proactively monitors network availability and provides real-time notification of any specific failure. What's Up Gold sends "pings" to machines on network based on a user defined Ping rate, machine address and timeout rate.

Spectrum is a commercial Windows-based software application that is a single point of access to monitor, manage and maintain your entire distributed network infrastructure. Spectrum can be accessed from a web browser, at anytime from anywhere. It also uses "pings" to determine the status of machines on a LAN.

The Command and Control PC was used to monitor the common operational picture. All participating units consolidated information and observations into a COP. The COP operated on LandWarNet (Classified). The COP was distributed, and when combined with secure collaboration and messaging tools, provided users with a high level of awareness of the activities of the CJTF. Information sharing occurred with all members of the CJTF, so both U.S. forces and other allied forces could act seamlessly. In doing so, the COP integrated planning, execution and provided an observation tool for the exercise.

Communication. The tools that were used to communicate amongst the various CSOC personnel were essential to meeting Bell's guidance for "rapid fault isolation" and "the means to communicate with our simulations contact teams." The dispersed nature of the contact teams created the demand for secure mobile communications during the exercise. Motorola XTS-5000 handheld radios were capable of filling this role. They provided the long range communications capability that the CSOC needed to immediately contact and direct the requested SME to the problem source.

The network supporting Lion Challenge 2005 was created by leveraging Program Manager-Installation Information Infrastructure Modernization Program and DOS-F building upgrades efforts at Camp Aachen, Grafenwohr Training Center. DOS-F built a new Joint Operations Center training facility. Another major undertaking completed was the fiber infrastructure that created a permanent training network for units. The original plan called for completion in January 2005, but a quick change of mission forced an acceleration of building and installation. PM-I3MP reallocated re-sources to support the new requirement and provided fiber to all the permanent facilities on Camp Aachen.

Once the fiber and buildings were connected, a new challenge arose in building a miniature-city in one of the motor pools. In less than seven days, over 300 temporary buildings were positioned, powered, and wired to form "Lego Land." The 6981st Civilian Support Group, from the 2nd Signal Brigade, ran over 10 miles of cable, fiber, and wire to support over 300 users with LandWarNet (Unclass), LandWarNet (Class), and coalition networks, along with Defense Switch Network telephones.

The digital battlefield

The digital battlefield that exploits the benefits of the CSOC is an alliance of cooperating organizations and systems, which form a new construct for information management and training support. These cooperating systems join together to operationalize the technical capabilities of our simulations and communications in order to better serve the needs of the training audience by providing instantaneous information, rapid fault isolation and robust fix-it capability: the hallmarks of digital decision-making.

Organizational benefits will include:

* Faster access to a broader range of information and services;

* New and richer information in the context of a specific set of requirements to better support tactical and administrative decisions;

* Streamlined and simplified searching, reporting, logistics and tracking processes;

* Improved integration with internal organizational practices; and

* The opportunity to benefit from the full spectrum of information dominance.

Benefits to the Soldier/leader include:

* The opportunity to take part in a complex architecture for decision making at all levels without having to make major changes to existing organizations, technology or processes;

* Access to a wider range of information sharing resources;

* Knowledge about organizations and battlefield practices;

* The ability to respond and scale to the changing conditions of the battlefield with ease, speed and agility, as never before possible on the analog battlefield

In summary, the concept of CSOC, the partnerships in USAREUR and USJFCOM and the support of training the Military Decision Making Process on the Digital digital Battlefield battlefield holds the promise of creating a way to realize the full spectrum of information dominance.

Lessons learned

The ability of the CSOC to recognize malfunctioning systems focused the training audience on maintaining their systems, minimizing the "downtime." This capability also created aggregate data that could be analyzed to determine trends. During this period, refinement of procedures occurred as this new capability was imbedded into the exercise architecture. Initially, it was unclear to the training audience what the CSOC's reporting requirements, information flow and assistance methods were. The coordination improved as the exercises went on. Prior coordination and input into planning process is necessary to establish guidelines and eliminate confusion.

There were numerous lessons learned and information gathered that will increase the effectiveness of CSOC operations. CSOC must have the capability to monitor data in the exercise and C4ISR environment to ensure true and accurate passage of correct information. The CSOC must also employ an interdisciplinary approach (simulations, communications, SMEs and the training unit) to control, manage and solve end-to-end problems. Other lessons learned included:

[check] Redundant C4ISR and simulation systems are necessary

[check] The CSOC required the ability to monitor the data being sent from the simulation to the C4ISR systems

[check] LNO teams at unit Command Posts are absolutely essential

[check] C4ISR experts are required

[check] CSOC concept was successful and a key element to achieving a 99.8 percent simulation operational rate

The development of a Digital Integration Facility at Grafenwohr Training Area enabled continuous development and testing of simulations, interfaces, networks and C4ISR systems, to truly verify the C4ISR "correctness." Improvements currently are being developed to the monitoring tools to expand their capabilities. This increased capability will include joint simulations, interfaces and C4ISR systems. Better tools and accuracy will improve our ability to train units. Infrastructure enhancements at GTA will provide a world-class simulations and communications operations center. Operating together on a permanent basis provides a dedicated area from which to run exercise operations. The CSOC capability and organization structure must be formally incorporated as a component of the exercise agreement established with the training audience. By doing this, it allows the command of the training audience to actively choose to evaluate their C4ISR use, if that is an objective of the exercise.

The CSOC must be incorporated into a larger information gathering process, Knowledge Management, to show the relevancy of information and data, and determine metrics for C4ISR use and simulations participation. These metrics will have greater applicability throughout both the Army and Joint training community, and also the simulations/ communications community.

Conclusion

The ability to digitally monitor the entire network was a groundbreaking achievement for USAREUR, the 7th Army Training Command, Directorate of Simulations, the 5th Signal Command, the 1st Infantry Division and the Southern European Task Force. The partnership between simulation, communication, training audience, C4ISR experts, Battle Command Training Program and Joint Forces Command was critical to the success of these training events.

The result of creating the CSOC was a continuous real-time evaluation of the integrated simulation- C4ISR exercise design. Centralizing the tools used by the CSOC (monitoring, communication and reporting), allowed anticipation of potential problems and rapid dissemination of simulation information to exercise key leaders. This facilitated resolution of simulation-C4ISR problems and minimized lost training time.

At the intersection of decisionmaking and technology, the organization, processes and systems used during Danger Focus II, Freedom Resolve I, Lion Challenge 2005 and Unified Endeavour 05-02 are being developed to benefit training in USAREUR, the Army and across the joint community. "This is called winning a battle and becoming stronger."

ACRONYM QUICKSCAN

1ID--1st Infantry Division

7ATC--7th Army Training Center

ABCS--Army Battle Command System

ADASHI--Automated Distributed All-around Simulation Health Indicator

C2PC--Command and Control PC

C4--Command, Control, Communications, and Computers

C4ISR--Command, Control, Communication, Computers, Intelligence, Surveillance, and Reconnaissance

CCIR--Commanders Critical Information Requirements

CJTF-76--Combined Joint Task Force-76

COP--Common Operational Picture

CSOC--Communications Simulations Operations Center

DOS--Directorate of Simulations

DSE--Digital System Engineer

DSN--Defense Switch Network

EXCON--Exercise Control

GTA--Grafenwoehr Training Area

IA--Information Assurance

IAVA--Information Assurance Vulnerability Assessment

IMD--Information Management Division

ISDN--Integrated Service Digital Network

JOC--Joint Operations Center

JWFC--Joint Warfighting Center

LAN--Local Area Network

LNO--Liaison Officer

NOSC--Network Operations and Security Center

PEO-C3T--Program Executive Office Command, Control and Communications, Tactical

PMO--project management office

PM-I3MP--Program Manager-Installation Information Infrastructure Modernization Program

RTO--radio telephone operator

SME--subject matter expert

TCP/IP--Terminal Control Program/ Internet Protocol

UDP--Universal Data Package

USAREUR--United States Army Europe

USASETAF--United States Army Southern European Task Force

USJFCOM--United States Joint Forces Command

Contributors to this article are: LTC Mark Eastman, deputy director of simulation, Expeditionary Battle Command Center, 7th Army Training Command, Grafenwoehr, Germany; MAJ Bobby E. Dodd, chief, Information Management Division, HQ USAREUR/7A, G3, Heidelberg, Germany; MAJ Dwight Morgan, information security officer; Deputy Chief of Staff, G3, 5th Signal Command Mannheim, Germany; MAJ Willie J. Locke, 69th Signal Battalion S3, Wuerzburg, Gremany; CPT James D. Watts, systems operations officer, Expeditionary Battle Command Center; 7th Army Training Command, Grafewoehr, Germany; and Thomas Lasch, simulations branch chief, Expeditionary Battle Command Center, 7th Army Training Command, Grafenwoehr, Germany.

COPYRIGHT 2005 U.S. Army Signal Center
COPYRIGHT 2005 Gale Group