Modeling & Simulation In Enterprise Architectures Stephen J. Swenson October 22, 2003 “It is the...

Modeling & SimulationIn EnterpriseArchitectures

Modeling & SimulationIn EnterpriseArchitectures

Stephen J. Swenson

October 22, 2003

“It is the last lesson of modern science, that the highest simplicity of structure is produced, not by few elements, but by the highest complexity.”

Ralph Waldo Emerson, “Goethe; or, the Writer”

“Life was simple before World War II. After that, we had systems.”

RADM Grace Hopper

DefinitionsDefinitions Model

A physical, mathematical, or otherwise logical representation of a system, entity, phenomenon, or process.

Simulation A method for implementing a model over time.

Modeling and Simulation (M&S) The use of models, including emulators, prototypes,

simulators, and stimulators, either statically or over time, to develop data as a basis for making managerial or technical decisions. The terms "modeling" and "simulation" are often used interchangeably.

Model A physical, mathematical, or otherwise logical representation

of a system, entity, phenomenon, or process.

Simulation A method for implementing a model over time.

Modeling and Simulation (M&S) The use of models, including emulators, prototypes,

simulators, and stimulators, either statically or over time, to develop data as a basis for making managerial or technical decisions. The terms "modeling" and "simulation" are often used interchangeably.

Source: Defense Modeling and Simulation Office Glossary of TermsSource: Defense Modeling and Simulation Office Glossary of Termshttps://www.dmso.mil/public/resources/glossary/

IntegratedIntegratedSystem TestSystem Test

ExploitationExploitation

ConceptConceptDevelopmentDevelopment

TrainingTraining

Mission PlanningMission PlanningAnd RehearsalAnd Rehearsal

OperationalOperationalTestTest

LogisticsLogistics

DevelopmentalDevelopmentalTestTest

PerformancePerformanceLimit TestingLimit Testing

TacticsTacticsDevelopmentDevelopment

VulnerabilityVulnerabilityStudiesStudies

PerformancePerformanceAssessmentAssessment

Uses (e.g.) of M&S in DoDUses (e.g.) of M&S in DoD

Vision for DoD TransformationVision for DoD Transformation

“The two truly transforming things might be in information technology and information operating and networking…connecting things in ways that they function totally differently than they had previously.

“And if that’s possible…then possibly the single most transforming thing in our Force will not be a weapon system, but a set of interconnections and a substantially enhanced capability because of that awareness.”

Secretary of Defense Donald Rumsfeld, 9 August 2001

“The two truly transforming things might be in information technology and information operating and networking…connecting things in ways that they function totally differently than they had previously.

“And if that’s possible…then possibly the single most transforming thing in our Force will not be a weapon system, but a set of interconnections and a substantially enhanced capability because of that awareness.”

Secretary of Defense Donald Rumsfeld, 9 August 2001

capability capability

Assessment

Capability Roadmap

capability

task a

task b

task c

20162004 2006 2008 2010 2012 2014

capability

Resource Strategy

2004 2006 2008 2010 2012 2014

capability

sys 3SLEP

sys 1block

upgradenew sys

FOC sys 2end of svc life

FE

ED

BA

CK

training change

field new organization

system 1

system 2

system 3

system 4

system 5

system 6

task

a

task

b

task

c

task

d

task

e

task

f

task

g

Proposed Methodology (From JCS J8)Proposed Methodology (From JCS J8)

NationalNationalMilitary Military StrategyStrategy

NationalNationalMilitary Military StrategyStrategy

JointJoint VisionVisionJointJoint

VisionVision

Service Service OperatingOperatingConceptsConcepts

Service Service OperatingOperatingConceptsConcepts

JointJointCapstone Capstone ConceptConcept

JointJointCapstone Capstone ConceptConcept

JointJointOperating Operating ConceptsConcepts

JointJointOperating Operating ConceptsConcepts

Concepts

DM DM

Dominant ManeuverArchitecture

Precision EngagementArchitecture

Full DimensionalProtection Architecture

Intel, Surveillance, Recon Architecture







Focused LogisticsArchitecture

Joint Force C2Architecture



Intel, Surveillance, Recon ArchitectureIntel, Surveillance, Recon Architecture

Architectures

TECHNOLOGY Character of Information Age Warfare

TECHNOLOGY Character of Information Age Warfare

“New rules for a new era”

• Emerging discontinuities in warfare• Advantages from “small, fast, and many”• Substituting information for tonnage• Rebalancing military forces for future ops• Defining new operational concepts with

proper breadth and mix of capabilities

• Emerging discontinuities in warfare• Advantages from “small, fast, and many”• Substituting information for tonnage• Rebalancing military forces for future ops• Defining new operational concepts with

proper breadth and mix of capabilities

TERRORISMImpact of 9/11TERRORISMImpact of 9/11

• Globalization, new rule set,“system perturbation”**• “Era of invulnerability is over… surprise is back”*• Willingness to spend “projected surplus” for security• National priorities have shifted• Homeland security the top security priority• Successes of NCO in Afghanistan (OEF)

• Globalization, new rule set,“system perturbation”**• “Era of invulnerability is over… surprise is back”*• Willingness to spend “projected surplus” for security• National priorities have shifted• Homeland security the top security priority• Successes of NCO in Afghanistan (OEF)

TENSION Resource Constraints

TENSION Resource Constraints

• QOL, O&S costs continue to trump modernization• Aging force growing more costly• Huge bow waves in aviation, shipbuilding persist• Finding $ for transformation and modernization• Program divestiture where returns are decreasing

or “not contributing to (benefiting from) the net” • Reduced buys of legacy systems

• QOL, O&S costs continue to trump modernization• Aging force growing more costly• Huge bow waves in aviation, shipbuilding persist• Finding $ for transformation and modernization• Program divestiture where returns are decreasing

or “not contributing to (benefiting from) the net” • Reduced buys of legacy systems

TRANSFORMATIONNew Administration Seeking

Change (& Strategy )

TRANSFORMATIONNew Administration Seeking

Change (& Strategy )

• DPG/QDR force sizing debate• Balancing risks (insufficient resources)• Regional balance / assured access• Capabilities-based planning• Promotion of innovation & experimentation• More entrepreneurial requirement process• Pervasive realignment underway

• DPG/QDR force sizing debate• Balancing risks (insufficient resources)• Regional balance / assured access• Capabilities-based planning• Promotion of innovation & experimentation• More entrepreneurial requirement process• Pervasive realignment underway

*DEPSECDEF P. Wolfowitz; ** T. Barnett, Office of Force Transformation

Four Catalysts …Four Catalysts …

Business Process Changes Stronger Government / Industry

Collaboration Rapid Prototyping Rapid Technology Insertion Experimentation Human Systems Integration ReAlignment

Business Process Changes Stronger Government / Industry

Collaboration Rapid Prototyping Rapid Technology Insertion Experimentation Human Systems Integration ReAlignment

Operational System Changes FORCEnet Global Information Grid Network-Centric Enterprise Services Information Warfare Cooperative Engagement Sensor-to-Shooter Large-N / Swarm Small, Fast, Many Uninhabited / Unmanned Vehicles Non-traditional Sensors Non-traditional Threats

Operational System Changes FORCEnet Global Information Grid Network-Centric Enterprise Services Information Warfare Cooperative Engagement Sensor-to-Shooter Large-N / Swarm Small, Fast, Many Uninhabited / Unmanned Vehicles Non-traditional Sensors Non-traditional Threats

…Which Means…Which Means

INFRASTRUCTURE Human Resources Contracting Practices Networks Knowledge / Data

Management Work Flow Management

NTEROPERABILITY Simulation-to-Simulation Simulation Composability Lexical / Semantic

Descriptions Battlespace Taxonomies and

Ontologies

INFRASTRUCTURE Human Resources Contracting Practices Networks Knowledge / Data

Management Work Flow Management

NTEROPERABILITY Simulation-to-Simulation Simulation Composability Lexical / Semantic

Descriptions Battlespace Taxonomies and

Ontologies

CONTENT Human Behaviors Large-N System Behaviors C2 Modeling Network Modeling Environment Modeling Effects Modeling Materiel Modeling

Traditional Threat Non-Traditional Threat Advanced Blue Systems

Content Performance Time, Space

ARCHITECTURES

CONTENT Human Behaviors Large-N System Behaviors C2 Modeling Network Modeling Environment Modeling Effects Modeling Materiel Modeling

Traditional Threat Non-Traditional Threat Advanced Blue Systems

Content Performance Time, Space

ARCHITECTURES

M&S Community ChallengesM&S Community Challenges

The Navy Modeling & Simulation Standards

Project

The Navy Modeling & Simulation Standards

ProjectSupported by Government and Industry

ADVOCATE: M&S

Community Outreach and Education Program.

NOMINATE: Identify

the need for Navy

M&S Standards and

Best Practices.

EVALUATE: Technical Review by a team of M&S experts with feedback from M&S Community.

The Navy M&S Community and

Industry are invited and

encouraged to nominate M&S

standards (including protocols,

techniques and processes) that

will support the use and reuse of

Navy models, simulations, and

data. The steps within the Navy’s

M&S Standards Process focus on

three key activities: Nominate,

Evaluate and Advocate Navy

M&S standards. Essential to these

key elements are an automated

web tool suite; facilitated support

to address and surmount

challenges; and M&S experts to

review, leverage and refine

appropriate standards.

Concept of OperationsConcept of Operations

Government Nominate Industry

Advocate Evaluate

CONCEPT OF OPERATIONS

Dell Lunceford (AMSO) Chuck Maclean (NIST) Ron Hofer (UCF / IST) Bernie Zeigler (Univ. of Arizona) Warren Katz (MaK Technologies) Bill Tucker (Boeing) Jean-Louis Igarza (NATO) Andrew Vallerand (DND Canada) Dylis Grant (QinetiQ) Bjorn Moller (Pitch) Simone Youngblood (DMSO) Gunnar Ohlund (FMV Sweden) Phil Zimmerman (DMSO) Bob Lutz (JHU/APL) Bill Waite (Aegis Technologies) Gabriel Wainer (Carleton University) Paul Foley (DMSO) Mike Conroy (NASA) Tom Johnson (Analytical Graphics) Sam Fragapane (AFAMS) Jeff Fogle (Northrop-Grumman TASC)

Dell Lunceford (AMSO) Chuck Maclean (NIST) Ron Hofer (UCF / IST) Bernie Zeigler (Univ. of Arizona) Warren Katz (MaK Technologies) Bill Tucker (Boeing) Jean-Louis Igarza (NATO) Andrew Vallerand (DND Canada) Dylis Grant (QinetiQ) Bjorn Moller (Pitch) Simone Youngblood (DMSO) Gunnar Ohlund (FMV Sweden) Phil Zimmerman (DMSO) Bob Lutz (JHU/APL) Bill Waite (Aegis Technologies) Gabriel Wainer (Carleton University) Paul Foley (DMSO) Mike Conroy (NASA) Tom Johnson (Analytical Graphics) Sam Fragapane (AFAMS) Jeff Fogle (Northrop-Grumman TASC)

Community Community LeadersLeaders

InternationalInternational

GovernmentGovernment

IndustryIndustry

AcademiaAcademia

Community Community LeadersLeaders

InternationalInternational

GovernmentGovernment

IndustryIndustry

AcademiaAcademia

Standards reflect a consensus about shared knowledge and experience that is economically beneficial to a community of interest.

Key enabler of efficiency and optimization in the development of simulation systems.

Open standards create a competitive marketplace for vendors on a level playing field.

Killer of the stovepipe. They can spur, and benefit from, increased research. Standards do not stifle creativity – they are a platform on

which creativity builds. Without appropriate M&S/data standards, we have

chaos!

Standards reflect a consensus about shared knowledge and experience that is economically beneficial to a community of interest.

Key enabler of efficiency and optimization in the development of simulation systems.

Open standards create a competitive marketplace for vendors on a level playing field.

Killer of the stovepipe. They can spur, and benefit from, increased research. Standards do not stifle creativity – they are a platform on

which creativity builds. Without appropriate M&S/data standards, we have

chaos!

Perspectives on Standards

Perspectives on Standards

ComposabilityComposability Composability is the ability to put together a piece of

software from several components. This is an essential property for building large and complex systems as it enables modularization and separation of concerns.

E.g. Legos Interchangeable parts Local area networks Object oriented programming Java Beans

Composability is the ability to put together a piece of software from several components. This is an essential property for building large and complex systems as it enables modularization and separation of concerns.

E.g. Legos Interchangeable parts Local area networks Object oriented programming Java Beans

Advantages• End user flexibility• Component reusability• Separation of concerns• Ease of test (system of systems

perspective• Abstraction of details• Speed delivery of product

Advantages• End user flexibility• Component reusability• Separation of concerns• Ease of test (system of systems

perspective• Abstraction of details• Speed delivery of product

… … Our Challenge is CONTEXT DEPENDENT composabilityOur Challenge is CONTEXT DEPENDENT composability… … Our Challenge is CONTEXT DEPENDENT composabilityOur Challenge is CONTEXT DEPENDENT composability

Dealing with new requirementsDealing with new requirements

LMMSLMMS(Large, Monolithic, (Large, Monolithic, Mega-Simulation)Mega-Simulation)

LMMSLMMS(Large, Monolithic, (Large, Monolithic, Mega-Simulation)Mega-Simulation)

His additionHis addition

Her additionHer addition

My additionMy addition

My-LMMSMy-LMMS(My Large, Monolithic, (My Large, Monolithic,

Mega-Simulation)Mega-Simulation)

Pennies from heaven

Pennies from heaven

Vito’sVito’sThreatThreat

SAM ModelSAM Model

Herb’sHerb’sF-18 E/FF-18 E/F

ModelModel

Joe’sJoe’sEO/IREO/IR

EnvironmentEnvironment

Betty’sBetty’sBackgroundBackgroundAir TrafficAir Traffic

ModelModel

My RadarSystemModel

Sally’sSally’sFLIRFLIRModelModel

Sim

ulat

ion

Eng

ine

Sub-optimalAnalysis

SpaghettiCode

Expensive

Simulation Challenged

Desirable

Draft Goals for Navy M&S StandardsDraft Goals for Navy M&S Standards

To enable the Navy Mission and Vision by aligning M&S Development, Identification, Evaluation, and Advocacy through standards.

To improve structure and discipline in the Modeling and Simulation Community by inculcating architectural concepts, ensuring the common use of architectures, and fostering interoperability among architectures.

Provide standards for the composability of Naval M&S activities.

Provide standards for the content and the description of content of Naval M&S and related data.

To improve modeling and simulation business practices by identifying best practices and standards for the acquisition, execution, and employment of modeling and simulation tools.

To enable the Navy Mission and Vision by aligning M&S Development, Identification, Evaluation, and Advocacy through standards.

To improve structure and discipline in the Modeling and Simulation Community by inculcating architectural concepts, ensuring the common use of architectures, and fostering interoperability among architectures.

Provide standards for the composability of Naval M&S activities.

Provide standards for the content and the description of content of Naval M&S and related data.

To improve modeling and simulation business practices by identifying best practices and standards for the acquisition, execution, and employment of modeling and simulation tools.

CU

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SIN

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T*E*A*M*S

TTorpedo orpedo EEnterprise nterprise AAdvanced(ing) dvanced(ing) MModeling odeling

and and SSimulation imulation

InitiativeInitiative

Shortfalls of Existing CapabilityShortfalls of Existing Capability

OLD SOFTWARE OLD SOFTWARE PARADIGMPARADIGM

• High maintenance costs

• Difficult to acquire new talent

• Does not take advantage of rapidly advancing software development technologies

• Does not adhere to emerging software standards

• Limited flexibility

• Monolithic products

OLD SOFTWARE OLD SOFTWARE PARADIGMPARADIGM







LACK OF LACK OF INTEROPERABILITY INTEROPERABILITY AND REUSABILITYAND REUSABILITY

• Unnecessary and costly redundancy

• Limited consistency across enterprise

• Limited compliance with DoD interoperability standards

• Isolation from other communities

LACK OF LACK OF INTEROPERABILITY INTEROPERABILITY AND REUSABILITYAND REUSABILITY




• Isolation from other communitiesDYSFUNCTIONALDYSFUNCTIONAL

CULTURECULTURE

• Competition v. Cooperation

• Now v. Then

• Not Invented Here

DYSFUNCTIONALDYSFUNCTIONAL

CULTURECULTURE


• Now v. Then


NON-STANDARD NON-STANDARD PROCESSESPROCESSES

• Requirements

• Testing

• Documentation

• Configuration Management

• Resourcing

• Sharing

NON-STANDARD NON-STANDARD PROCESSESPROCESSES

• Requirements

• Testing

• Documentation


• Resourcing

• Sharing

Shortfalls of Existing CapabilityShortfalls of Existing Capability

OLD SOFTWARE PARADIGM







LACK OF INTEROPERABILITY AND REUSABILITY




• Isolation from other communities

DYSFUNCTIONAL

CULTURE


• Now v. Then


NON-STANDARD PROCESSES

• Requirements

• Testing

• Documentation


• Resourcing

• Sharing

• Lack of direction; loss of focus, Lack of direction; loss of focus, unvectored thrustunvectored thrust

• Difficult to adapt to [rapidly] changing Difficult to adapt to [rapidly] changing technology, business, and operational technology, business, and operational environmentsenvironments

• Efforts not sharedEfforts not shared

• Difficult to attract new talentDifficult to attract new talent

• Inconsistent resultsInconsistent results

• Loss of credibilityLoss of credibility

• Lack of direction; loss of focus, Lack of direction; loss of focus, unvectored thrustunvectored thrust

• Difficult to adapt to [rapidly] changing Difficult to adapt to [rapidly] changing technology, business, and operational technology, business, and operational environmentsenvironments

• Efforts not sharedEfforts not shared

• Difficult to attract new talentDifficult to attract new talent

• Inconsistent resultsInconsistent results

• Loss of credibilityLoss of credibility

End StatesEnd States Analysts identify required components, assemble components into a requirement-specific

simulation tool, document the tool’s configuration, and begin a study within 48 hours of initial tasking.

A fully integrated team of [weapon enterprise] model developers, testers, users, and sponsors define M&S strategic goals, standards, and processes

Component models developed for one program are “plug compatible” with models developed for other programs (I.e. pay once)

Corollary: Modeling content built for one phase of weapon development is usable in all subsequent phases of weapon development

Corollary: Technology, acquisition, operational, etc decisions are based on consistent model results

Confidence in undersea weapon models is high because each component model is developed according to a standard specification (I.e. interface and structure), tested according to a standard process, and integrated into requirement-specific simulation tools according to standard practices.

Content developers are free to focus on content and to innovate “on top of standards” unfettered by peripheral (I.e. non-content) concerns.

A Modeling and Simulation Resource Repository (MSRR) compliant “card catalog” (meta-data) of undersea weapon models, environments, and threats is available to the entire weapons enterprise.

Analysts identify required components, assemble components into a requirement-specific simulation tool, document the tool’s configuration, and begin a study within 48 hours of initial tasking.

A fully integrated team of [weapon enterprise] model developers, testers, users, and sponsors define M&S strategic goals, standards, and processes

Component models developed for one program are “plug compatible” with models developed for other programs (I.e. pay once)

Corollary: Modeling content built for one phase of weapon development is usable in all subsequent phases of weapon development

Corollary: Technology, acquisition, operational, etc decisions are based on consistent model results

Confidence in undersea weapon models is high because each component model is developed according to a standard specification (I.e. interface and structure), tested according to a standard process, and integrated into requirement-specific simulation tools according to standard practices.

Content developers are free to focus on content and to innovate “on top of standards” unfettered by peripheral (I.e. non-content) concerns.

A Modeling and Simulation Resource Repository (MSRR) compliant “card catalog” (meta-data) of undersea weapon models, environments, and threats is available to the entire weapons enterprise.

Modeling and simulation is matter-of-fact. Focus is on putting better Modeling and simulation is matter-of-fact. Focus is on putting better ordnance in the hands of the warfighter -- cheaper and faster.ordnance in the hands of the warfighter -- cheaper and faster.

Modeling and simulation is matter-of-fact. Focus is on putting better Modeling and simulation is matter-of-fact. Focus is on putting better ordnance in the hands of the warfighter -- cheaper and faster.ordnance in the hands of the warfighter -- cheaper and faster.

To Achieve the End States:To Achieve the End States: Technology

Modeling content (quality, fidelity, critical mass) Simulation framework(s) Repository (card catalog model) – web, MSRR compliant Human-machine interface(s)

Standards / Formalisms Interoperability standards: common vocabulary (lexicon), grammar (syntax),

world view (taxonomies, ontology), understanding (semantics) Process standards: common model development, VV&A and integration

processes Documentation standards: common templates and documentation

requirements Evolved Culture

Enterprise-wide cooperation is the rule; competition is the (sometimes advantageous) exception

Individual technical contributions are encouraged and efficiently managed

Technology Modeling content (quality, fidelity, critical mass) Simulation framework(s) Repository (card catalog model) – web, MSRR compliant Human-machine interface(s)

Standards / Formalisms Interoperability standards: common vocabulary (lexicon), grammar (syntax),

world view (taxonomies, ontology), understanding (semantics) Process standards: common model development, VV&A and integration

processes Documentation standards: common templates and documentation

requirements Evolved Culture

Enterprise-wide cooperation is the rule; competition is the (sometimes advantageous) exception

Individual technical contributions are encouraged and efficiently managed

CommonCommonFrame ofFrame ofReferenceReference

Standards-Based Collaborative EnvironmentStandards-Based Collaborative Environment

Common ProcessesCommon ProcessesCommon ProcessesCommon Processes

Consortium Organization OverviewConsortium Organization Overview

PROCESS IPTPROCESS IPTPROCESS IPTPROCESS IPT

Configuration Configuration Control BoardControl BoardConfiguration Configuration Control BoardControl Board

Executive Executive Steering GroupSteering Group


FRAMEWORK FRAMEWORK IPTIPT


TECHNICAL TECHNICAL DESIGN IPTDESIGN IPT


SystemsSystemsEngineering Engineering

GroupGroup


GroupGroup

Manages standardsManages standardsManages standardsManages standards

PROCESS IPTPROCESS IPTPROCESS IPTPROCESS IPT

Configuration Configuration Control BoardControl BoardConfiguration Configuration Control BoardControl Board








GroupGroup


GroupGroup

Manages standardsManages standardsManages standardsManages standards

Oversees consortium, Oversees consortium, Oversees consortium, Oversees consortium, develops requirementsdevelops requirementsdevelops requirementsdevelops requirementsOversees consortium, Oversees consortium, Oversees consortium, Oversees consortium, develops requirementsdevelops requirementsdevelops requirementsdevelops requirements

Integrates Integrates Integrates Integrates IPTs IPTs IPTs IPTs w/weapons w/weapons w/weapons w/weapons community, USW community, USW community, USW community, USW community, community, community, community, DoD DoD DoD DoD

communitycommunitycommunitycommunity

Integrates Integrates Integrates Integrates IPTs IPTs IPTs IPTs w/weapons w/weapons w/weapons w/weapons community, USW community, USW community, USW community, USW community, community, community, community, DoD DoD DoD DoD

communitycommunitycommunitycommunity

Develops/maintains Develops/maintains Develops/maintains Develops/maintains standardsstandardsstandardsstandardsDevelops/maintains Develops/maintains Develops/maintains Develops/maintains standardsstandardsstandardsstandards

Develops taxonomy, Develops taxonomy, Develops taxonomy, Develops taxonomy, content, and interfacecontent, and interfacecontent, and interfacecontent, and interfaceDevelops taxonomy, Develops taxonomy, Develops taxonomy, Develops taxonomy, content, and interfacecontent, and interfacecontent, and interfacecontent, and interface

Develops common Develops common Develops common Develops common software environmentsoftware environmentsoftware environmentsoftware environmentDevelops common Develops common Develops common Develops common software environmentsoftware environmentsoftware environmentsoftware environment

THIS IS LARGELY A SOCIAL ENGINEERING CHALLENGE!THIS IS LARGELY A SOCIAL ENGINEERING CHALLENGE!

“The woods are lovely, dark and deep.But I have promises to keep,And miles to go before I sleep,And miles to go before I sleep.”

From Stopping By Woods on a Snowy Evening by Robert Frost

“The woods are lovely, dark and deep.But I have promises to keep,And miles to go before I sleep,And miles to go before I sleep.”

From Stopping By Woods on a Snowy Evening by Robert Frost

SEA SHIELD

SEA BASING

SEA STRIKE

SEA SHORE

SPACE

AIR

WARFIGHTER

SENSORSNETWORKS

DECISION AIDS WEAPONS

SEABED

TR AN SFOR MI NG I NFORMATI O N I NTO COMB AT POW ERFORCENET

21st Century

SEA SHORE

SPACE

AIR

WARFIGHTER

SENSORSNETWORKS

DECISION AIDS WEAPONS

SEABED

TR AN SFOR MI NG I NFORMATI O N I NTO COMB AT POW ERFORCENET

21st Century

Naval POWER 21

• Network Centric Warfare is the theory.• Net-Centric Operations is the concept.• FORCEnet is the process of making the theory and concept a reality.

Naval TransformationNaval Transformation

Modeling & Simulation In Enterprise Architectures Stephen J. Swenson October 22, 2003 “It is the...

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