Category Archives: Capability Analysis

Analyzing Specific Naval and Maritime Platforms

Not Your “Father’s Aegis”

By Robert Holzer and Scott C. Truver

“Stand by, Admiral Gorshkov, Aegis is at Sea!”

The U.S. Navy’s first Aegis-equipped surface warship, the USS Ticonderoga (CG-47), joined the Fleet in January 1983, and all-but dared the Soviet Navy to take its best anti-ship cruise-missile shot.

The Navy’s newest Aegis guided-missile destroyer in the fall 2014, the USS Michael Murphy (DDG-112), was commissioned in December 2012. Murphy is the Navy’s 102nd Aegis warship. Another 10 Aegis DDGs are under construction, under contract or planned––a remarkable achievement!

Aegis surface warships were conceived during the height of the Cold War to defend U.S. aircraft carrier battle groups from massed Soviet aircraft and anti-ship cruise missile attacks. With the early retirements/layups of as many as 16 of 27 Aegis cruisers (beginning with Ticonderoga’s decommissioning in September 2004), some observers characterize the Aegis Weapon System (AWS) as an old, legacy program, whose time has passed.

This is just plain wrong. No other naval warfare capability has experienced more upgrades and significant changes over the years than Aegis. As global threats evolved and new missions emerged, so too have Aegis’ capabilities “flexed” to meet increasingly daunting operational demands. Even more advanced versions of Aegis are planned in the years ahead.

To paraphrase a classic 1990s Oldsmobile commercial: This is not your “father’s Aegis!”

Aegis: Don’t Leave Homeports without It

DN-SC-84-10077Without doubt, the Aegis Weapon System in 1983 represented a true revolution in shipboard air defense. Based on an enormous investment in time, resources and management focus, Aegis was the first truly integrated ship-based system. It brought together radar and sensor detection, tracking and missile interception into a coherent, well-integrated weapon system. This was a staggering engineering achievement for the time. And was the culmination of nearly 40-years of Navy experience in confronting and overcoming ever more dangerous air defense challenges, beginning with kamikaze attacks in the waning months of World War II and extending to Soviet Backfire bombers in the 1970s and 1980s.

Originally focused primarily on the fleet air defense/anti-air warfare mission—hence, the “Shield of the Fleet” slogan––Aegis has steadily expanded its mission set over the decades to successively include cruise missile defense, area theater ballistic missile defense, integrated air and missile defense (IAMD), and longer-range ballistic missile defense (BMD) cued by space-based sensors. (In Greek mythology, Aegis was the shield wielded by Zeus.) As more advanced radars and missiles enter the inventory in coming years, Aegis will play an increasingly important role in national BMD, too.
During the past 30 years, Aegis has expanded beyond the original 27 Ticonderoga-class cruisers to also include the entire fleet of 75 Arleigh Burke-class guided missile destroyers. In mid-2014, Aegis is deployed on 84 ships: 22 cruisers and 62 destroyers. Thus, Aegis is no longer just the “backbone” of the surface fleet, but constitutes its “central nervous system” as well.

Build a Little…

Critical to Aegis’ ability to evolve and defeat new threats—some only dimly seen when the program was conceived more than 40 years ago—has been an enormous capacity for growth that was built into the system from its very beginning. This growth in mission capacity can be attributed to the late-Rear Adm. Wayne E. Meyer, who guided the development of Aegis and worked tirelessly to ensure the architecture retained sufficient flexibility to accommodate future changes in threats, missions and technology. Long known as the “Father of Aegis,” Meyer trusted empirics and not analytics. In his view, the real ground truth that undergirds weapon system performance comes from engineering or operational test data. As such, he embraced a simple, but powerful, management mantra: “Build a little, test a little, learn a lot!”

Meyer’s technical and engineering driver was the warfighting requirement to get an interim, initial Aegis capability into the fleet to solve the warfare problem: “Detect, Control and Engage.” Rear Adm. Timothy Hood, the Naval Sea System Command (NAVSEA) program executive officer for theater air defense in the early 1990s, would say whereas detect-control-engage identified the Aegis warfare problem, build-a-little, test-a-little, learn-a-lot described the Aegis process. The specific functional/performance cornerstones of Aegis then put real numbers to the capabilities Aegis engineers were striving to meet—all to achieve the ultimate objective of putting Aegis to sea. (1)

Aegis cornerstones have guided the program for more than four decades. Fundamentally, Meyer made project decisions based on the best technical approach. As such, he instilled a rigorous systems engineering discipline in the Aegis program and established key performance factors. He then defined these factors to be quantitatively expressed to serve as guidance for engineering trade-offs and compromises to address the detect-control-engage warfare problem. These cornerstones required constant attention and were reflected in what Meyer called “people, parts, paper and [computer] programs.”(2)

In the end, Meyer successfully translated the Aegis cornerstones into acquisition process principles that informed decision-making at every level. To keep Aegis system-engineering development moving forward in advance of a Navy decision on ship design, Meyer employed the so-called Superset design and engineering approach. Superset called for integrating the largest set of combat system elements (sensors, control systems and weapons) and then down-designing that superset of capabilities to meet specific ship suites when finally approved. The payoff was in getting Aegis to sea on budget, on time. This philosophy continues to animate the Aegis program.

Baseline Continuous Improvement

uss-chosinMeyer’s project office opted to introduce initial, interim capabilities via continuous construction lines for cruisers and destroyers (rather than expensively introducing new ship classes with block upgrades) to accommodate Aegis advances. The engineering development approach that enabled this decision was a process practice called the Aegis Combat System Baseline Upgrade Program. Each Aegis Baseline—focused primarily on major systems and upgrades—was an engineering package of improvements introduced on two-to-four year cycles. A major warfighting change—for example, the introduction of the Mk 41 Vertical Launching System (VLS), Tomahawk Land-Attack Missile (TLAM) and an integrated anti-submarine warfare (ASW) suite into Aegis—would call for a new engineering baseline. The introduction of these three components in fact constituted Aegis Baseline 2. In addition, the Baseline Upgrade Program allowed for retrofits. Under the principle “Forward Fit before Backward Fit,” engineering and design focused on new construction ships while at the same time enabling cost-effective retrofits of Aegis ships already in the fleet.

To ensure Aegis outpaces today’s developing threats, Navy program officials with the Program Executive Office for Integrated Warfare Systems (PEO IWS) now exercise development and management oversight for service combat systems to inject new capabilities into Aegis through this time-tested approach to upgrades and improvements. Today’s baselines continue to be added to new ships during their construction phase and deployed ships when they undergo their specified shipyard maintenance cycles.

Initial baselines focused on adding only a few, discrete upgrades to Aegis. As this process has matured and Navy program engineers and system designers have accumulated more experience in understanding the nuances of Aegis baseline upgrades, their complexity, capabilities and capacities have grown exponentially. Baselines have grown in terms of the amount of new capabilities added to Aegis at each modernization interval to address both the pace of technological change and the acceleration of new threats and challenges. This is an ever-expanding OODA (Observe, Orient, Decide and Act) loop that Aegis is well accustomed to facing.

As of the fall 2014, a total of eight specific baselines have been fielded across the fleet of Aegis-equipped ships. A more advanced Baseline 9 version is undergoing its operational test and evaluation phase and will be deployed next year.

Baseline upgrades have added the following key capabilities to Aegis-equipped cruisers and destroyers over time since Baseline 0 that went to sea with the first Aegis warship, Ticonderoga. Within these numbered baselines, multiple versions at times have been introduced to accommodate minor variations to a particular Aegis combat system element development or shipbuilding program. Broadly stated, these baseline upgrades include:

Baseline 1: The original Aegis system attributes deployed on the first Ticonderoga-class cruisers (CGs 47-51) that consisted of the SPY-1A radar, the Mk-26 trainable launcher and the Navy’s mil-spec UYK-7 computers. Baseline 1 equipped the first five Aegis cruisers with the final combat system computer program whose configuration was based on the lessons learned from Ticonderoga’s first deployment.

Baseline 2: The first real upgrade to Aegis deployed on the next tranche of cruisers (CGs 52-58) that introduced, as stated above, the Mk 41 VLS, Tomahawk and an upgraded ASW suite, the SQQ-89, with the SQS-53B sonar. Introduction of VLS and Tomahawk gave Aegis cruisers a long-range strike, land-attack capability. As well, the VLS cells led to use of the larger, more capable SM-3 missile that would greatly expand Aegis air defense capabilities to include BMD.

Baseline 3: These upgrades were added to the later-built cruisers (CGs 59-64) and included the more advanced SPY-1B version of the radar, along with the SM-2 Block II missile and new UYQ-21 computer consoles. By enabling use of the SPY-1B, this baseline was a major capability enhancer with respect to electronic counter-counter measures (ECCM).

Antenna_suite_on_CG-60_Normandy_AEGIS_cruiserBaseline 4: This baseline was the first to accommodate both cruisers and destroyers. Improved capabilities were added to the final lot of cruiser construction (CGs 65-73) and the first construction lot of the newer Arleigh Burke-class destroyers (DDGs 51-67). The new capabilities added to the cruisers included the next-generation UYK-43/44 computers and the latest-version of the SQS-53C sonar. The DDG upgrades included the new SPY-1D radar, SQQ-89(V) ASW system and UYK-43/44 computers. Of note, the SPY-1D, though identical to the SPY-1B, required only a single deckhouse in the destroyer superstructure since it used only a single set of power amplifiers (instead of the two in the fore and aft deckhouses on the cruisers). Later the SPY-1B(V) radar was retrofitted to the cruisers beginning with CG-59.

Baseline 5: These upgrades were targeted to Burke-class destroyers (DDGs 68-78) and consisted of SPY-1D radar, SLQ-32 electronic countermeasures system, SM-2 Block IV missile, Link-16 system and Combat Direction Finding. Introduction of this baseline required a major effort in the track file and associated track processing in the command and decision (C&D) display enabling Aegis to become a major player in battle group networks.

Baseline 6: Brought a significant list of new capabilities to Aegis destroyers (DDGs 79-90) including SPY-1D(V) with modifications for littoral operations. It introduced the Cooperative Engagement Capability (CEC), Evolved Sea Sparrow Missile (ESSM) and UYK-70 display consoles. Baseline 6 was a notable transition from a Navy mil-spec-based combat system to one with a fully commercial-off-the-shelf (COTS) hardware environment. A mil-spec/COTS hybrid, it was the first forward fit of COTS computers for tactical purposes that provided area air warfare, CEC and an area theater ballistic missile defense (TBMD) capability for Baseline 6 DDGs and six upgraded Baseline 6 cruisers.

Aegis-Destroyer-Dewey-DDG-105 (1)Baseline 7: The last baseline designed specifically for forward-fit into new construction ships, it represented a full conversion to commercial computers, i.e., the complete transfer to COTS processing. The baseline added the Tomahawk fire control system upgrade and Theater Wide BMD to Burke-class destroyers (DDGs 91-112). The introduction of the third-generation SPY-1D(V) radar provided major performance enhancements against stealth threats and all threats in the littoral environments. Baseline 7 DDGs had the capability for network-centric operations: they were enabled to employ the so-called Tactical Tomahawk that was reprogrammable in-flight, e.g., for use against ships and mobile land-attack targets.

Baseline 8: Brought COTS and open architecture to Baseline 2 equipped Aegis cruisers. The baseline captured tailored upgrades from new construction Baseline 7.1R destroyers (DDG 103-112), bringing the seven cruisers greater capacity for technical data collection and enhanced area air warfare and CEC.

Baseline 9: The latest version of the long-running and highly successful Aegis upgrade process, this baseline will bring significant improvements to the Fleet in several key respects. The new baseline brings radical changes to the software environment creating a true open-architecture computing framework. Common source code shared among Baseline 9 variants enhances software development, maintenance and re-use, boosting the capability to support combat system interoperability improvements and enhanced capacity and functionality.

Major Warfighting Improvements

Baseline 9 will deliver three major warfighting capability improvements. These are: the Naval Integrated Fire Control-Counter Air (NIFC-CA), Integrated Air and Missile Defense and Enhanced Ballistic Missile Defense.

The NIFC-CA capability for Baseline 9 cruisers and destroyers provides integrated fire control for theater air and anti-ship cruise missile defense, greatly expanding the over-the-horizon air warfare battle space for surface combatants by enabling third-party targeting of threats and use of “smart” missiles. NIFC-CA is valuable since it will allow greater performance of the Aegis radar over land and in the congested littorals where radar signals can be degraded given the topography and other local conditions. NIFC-CA allows Aegis to conduct over-the-horizon targeting using Standard anti-air missiles against targets based on data and other information received via the CEC net from off-board sensors such as enhanced E-2D Hawkeye aircraft.

/Users/Photo2/Desktop/IPTC.IPTIAMD brings the Fleet a more comprehensive capability to conduct ship self-defense, area air defense and ballistic missile defense missions at the same time. A core Navy mission driving capabilities for mobile, persistent, multi-mission Surface Forces, IAMD enables Aegis-equipped ships to optimize shipboard radar resources rather than forcing the radar to devote its energy to only one mission at a time. This full-up capability in all air- and missile-defense domains represents another major advance in the continuously evolving AWS capabilities against emerging threats. The Aegis SPY-1D radar uses the new Multi-Mission Signal Processor (MMSP) software package that is the centerpiece of IAMD. The MMSP integrates signal-processing inputs from the combat system’s BMD signal processor and the legacy Aegis signal processor for the radar. Prior to MMSP a ship had to devote the bulk of her radar’s power resources to tracking the more demanding BMD threat with a corresponding diminution to the air defense mission.

navy-sm-6Enhanced BMD comes with Baseline 9’s open architecture environment that will provide both a launch-on remote (LoR) and engage-on-remote (EoR) capability for Aegis where the interceptor missile uses tracking data provided from remote, off-board (land, sea, airborne and space-based) sensors to launch against and to destroy missile threats. Previous baselines have progressively expanded the LoR capability for Aegis BMD “shooters” to launch missile interceptors earlier in the target missile’s trajectory. Baseline 9’s open architecture will accommodate the Aegis BMD 5.1 system software upgrade to enable an engage-on-remote capability that advances launch-on-remote by providing an organic track to the interceptor missile late in its flight. To the extent that LoR and EoR can provide enhanced capability to the Block IA, IB and IIA versions of the Standard missile—supported by a netted sensor framework—they have the potential to provide BMD to strike group and homeland defense missions.

Ultimately, EoR will enable the shooter to complete the intercept. LoR and EoR thus add to layered defense, a critical capability for the successful intercept of longer-range and fast-flying missiles. When launch-on-remote and engage-on-remote become operational, the Aegis system can reach further into the joint and combined arenas. For example, Aegis open architecture provided by the Aegis BMD 5.0 family of system software upgrades will make it easier for allies and partners to integrate new weapon systems and sensors into their Aegis systems. This enhanced network integration will legitimize the concept of “any sensor, any shooter” to extend the battlespace and defended area.

Past Being Prologue…

Aegis has enjoyed a remarkable history in the U.S. Navy—as well as several foreign navies––and with the deployment of the new Baseline 9 version, and most likely other upgrades coming, there is no final chapter yet to be written for this workhorse capability. Aegis has truly evolved from the “Shield of the Fleet” to the Fleet’s “Central Nervous System” and more. A system originally designed to launch surface-to-air missiles against air-breathing bombers and cruise missiles has evolved into a networked combat system that can target land-launched ballistic missiles and even satellites in space—and destroy them. While its roots are traceable to the Cold War, Aegis is firmly focused on overcoming the challenges and threats the U.S. Navy faces in tomorrow’s murky and increasingly dangerous future.

Robert Holzer is senior national security manager with Gryphon Technologies’ TeamBlue National Security Programs group. Dr. Truver is TeamBlue’s director.

(1) Rear Adm. J.T. Hood, USN (Ret.), “The Aegis Movement—A Project Office Perspective,” Naval Engineers Journal: The Story of Aegis, Special Edition (2009/Vol. 121 No. 3), p. 194.
(2) Robert E. Gray and Troy S. Kimmel, “The Aegis Movement,” The Story of Aegis, op.cit., p. 41.

eDIVO: DEF Innovation Competition 2nd Prize

On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. This is the second prize winner posted originally at the DEF Whiteboard.

SECOND PLACE WINNER

Contestant: Charlie Hymen, US NAVY

Access to the Navy’s abundance of official information is too limited. This is a problem recognized by leaders onboard ships and in operational units at sea. There is no shortage of official military guidance that discusses a leader’s responsibilities pertaining to basic administration, personnel management, and professional development, but this information is often embedded in large, cumbersome documents that one must access from a computer. This proves challenging for those at sea, as computers are scarce resources on many vessels. Furthermore, inexperienced officers and junior Sailors have difficulty locating the correct information needed at any given time because they simply do not know where find it.

eDIVO will solve these inefficiencies. As a mobile application that will be available through the Apple Store and Google Play in February 2015, eDIVO will provide access to the most commonly used and referenced Navy documents and serve as a quick reference management and education tool for Navy leaders of all ranks. The mobile application will also extract the most important information contained in these documents and organize it in a logical, user-friendly format. All information included in the application is nonproprietary, and the vast majority will be accessible free from internet connectivity. Whether conducting an inspection in the engine room, training with peers while navigating around the world, or mentoring a struggling Sailor at sea, eDIVO will enable leaders to provide accurate guidance to their subordinates, peers, and superiors at any time and in any place. No longer will one be required to waste valuable time finding access to a computer, locating pertinent documents, and printing the applicable pages; a user’s personal mobile device is the only hardware necessary.

Topics of focus within eDIVO include, but are not limited to, legal and financial guidance, operational safety precautions, basic navigation principles, sexual assault reporting procedures, and suicide prevention measures. Armed with the Navy’s official guidance on these subjects, leaders will be able to shave from their workweeks hours spent searching for information. Not only will leaders be empowered to provide accurate guidance, but they will also have more time available that can be devoted to leading their teams, learning their jobs, strategizing against potential threats, and ultimately becoming more effective and informed leaders.

The Navy has provided initial funding to develop the first version of this mobile application. While approximately 75% of information contained within eDIVO is applicable to all ranks and specialties in the Navy, the initial version is tailored to leaders serving on ships. Future versions of eDIVO will be customized to those in other specialties. On a broader level, eDIVO represents the first operationally focused mobile application funded within the Department of the Navy. Its success, and the lessons learned from its development, will shape the Navy’s policy for all future mobile ventures.

MoneyJet: DEF Innovation Competition 3rd Prize

On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. This is the third prize winner posted originally at the DEF Whiteboard.

THIRD PRIZE WINNER

Contestant: Dave Blair, US Air Force Officer

MoneyJet: Harnessing Big Data to Build Better Pilots

BLUF: ‘Moneyball’ for flying. Track flight recorder and simulator ‘Big Data’ throughout an aviator’s flying career. Structure and store these data so that aviators can continually improve their performance and maximize training efficiency for their students.

Problem:

High-fidelity data exists for flights and simulators in an aviator’s career. However, these data are not structured as ‘big data’ for training and proficiency – we track these statistics by airframe, and not aircrew, unless there is an incident. Therefore, we rely on flawed heuristics and self-fulfilling prophecies about ‘fit’ when we could be using rich data. Solution. Simple changes in data retrieval and storage make a ‘big data’ solution feasible. By making these datasets available to aircrew, individuals can observe their own trends and how they compare to their own and other flying populations. Instructors can tailor flights to student-specific needs. Commanders can identify ‘diamonds in the rough’ (good flyers with one or two key problems) who might otherwise be dismissed, and ‘hidden treasure’ (quiet flyers with excellent skills) who might otherwise be overlooked. Like in ‘Moneyball,’ the ability to build a winning team at minimum cost using stats is needed in this time of fiscal austerity.

Benefits:

Rich Data environment for objective assessments.

o Self-Improvement, Squadron Competitions, Counterbalance Halo/Horns effect

o Whole-force shaping, Global trend assessments, Optimize training syllabi

o Maximize by giving aircrew autonomy in configuring metrics.

Costs: Contingent on aircrew seeing program as a benefit or a burden.

o Logistics: Low implementation cost, data already exist, just need to re-structure.

o Culture: Potential high resistance if seen as ‘big brother’ rather than a tool.

o Minimize by treating as non-punitive ‘safety data’ not ‘checkride data’

Opportunities:

Partial foundation for training/ops/tactics rich data ecosystem.

o Build culture of ‘Tactical Sabermetrics’ – stats-smart organizational learning

o Amplify thru Weapons School use of force stats, large-n sim experiments

Risks

Over-reliance on statistics to the expense of traditional aircrew judgment

o If used for promotion, rankings, could lead to gaming & stats obsession

o Mitigate by ensuring good stats only replace bad stats, not judgment Implementation. First, we build a secure repository for all flight-performance-relevant data.

All data is structured by aviators, not airframes. This data is stored at the FOUO level for accessibility (w/secure annex for wartime data.) Second, we incorporate data retrieval and downloading into post-flight/sim maintenance checklists. Finally, we present data in an intuitive form, with metrics optimized to mission set. For individuals, we provide stats and percentiles for events such as touchdown point/speed, fuel burn, and WEZ positioning. For groups, we provide trend data and cross-unit comparison with anonymized names.

Analyzing and Improving Airborne Command and Control

In the command and control realm, size does not matter.

For decades, aircraft such as the Navy’s E-2 Hawkeye and the Air Force’s E-3 AWACS have performed duties as airborne command and control (C2) platforms. In Iraq and Afghanistan today, these units play a key role in the daily execution of the commander’s Air Tasking Order (ATO) and Airspace Control Order (ACO). Their duties include everything from the safe deconfliction of aircraft to the expeditious processing of air support requests from troops on the ground.

However, unlike other tactical aircraft, no measure currently exists to evaluate or compare the effectiveness of airborne C2 platforms.

Due to their size and persistence, most outside observers assume that the AWACS is the most capable airborne C2 platform. Conversely, with a crew of five and attached to the Carrier Air Wing (CVW), the E-2 Hawkeye is often dubbed a second-rate, “mini-AWACS.”

Rather than an impediment, the size of the Hawkeye crew is its greatest strength. While both platforms are equally capable in theater, a comparison of the data transfer rate of these two units validates the importance of Crew Resource Management (CRM) in the ability to perform C2 duties.

Crew Resource Management

Crew Resource Management (CRM) was first introduced in 1979 out of a need to address unsafe operating practices in the airline industry that had resulted in too-frequent, high profile crashes. Aviation professionals needed better procedures to incorporate each member of the flight crew to ensure safety of the aircraft.

In its early years, CRM emphasized improved communication, leadership, and decision making in the cockpit. By empowering each member of the crew to speak up to correct an unsafe situation, the National Transportation Safety Board (NTSB) hoped that CRM might lead to earlier recognition of potentially unsafe scenarios and fewer aviation mishaps.

Naval aviation was quick to recognize the success of the civilian CRM process and began adopting it as standard practice in 1989. Over the years, CRM has evolved to impact not just safety of flight concerns, but also the tactical performance of aircrew serving on various platforms.

Today, CRM encompasses seven characteristics: decision making, assertiveness, mission analysis, communication, leadership, adaptability/flexibility, and situational awareness. Aviators are expected to incorporate these concepts into the conduct of their flights, whether they are F/A-18E Super Hornet pilots or multi-crewed P-8 Poseidon aircrew.

Command and Control

In combat missions over Iraq and Afghanistan, E-2 and E-3 aircrew operate as airborne C2 units in accordance with theater Special Instructions (SPINS). They are assigned as Battle Management Area (BMA) controllers for large geographic areas, controlling all aircraft and communicating with all theater agencies in the Area of Operations (AOR).

At its most basic level, command and control is essentially information management. Aircrew must manage the flow of information through both verbal and non-verbal communications between other crewmembers in the aircraft and with external agencies or individuals. Typical information includes management of the theater aerial refueling plan, changes to tasking and dynamic targeting, emergency coordination, and airspace management that ensures the safe routing and deconfliction of all aircraft.

To be successful, C2 units must strive to pass information as efficiently and accurately as possible. Rather than strike or fighter aircraft, whose practiced execution of air-to-air and air-to-ground procedures defines success in combat, the management and routing of large amounts of information via radio and chat communication is essential for effective C2.

For this reason, CRM plays a crucial role in command and control. Communication, adaptability, and flexibility — central tenets of CRM — are closely related to time. While radio communications take a measurable amount of time (i.e. length of transmission), the act of receiving and processing a given piece of data often takes longer and is difficult to quantify. Specifically, the greater the number of individuals that must process and communicate a set piece of data, the longer the entire transmission process will take.

Data Transfer Rate

In telecommunications, the data transfer rate is defined as the amount of data that can be transferred from one place to the next per unit time. We typically consider data transfer rates when we compare the speeds of various Internet connections, measured in bytes or kilobytes per second.

Mathematically, if y equals the total amount of data to be processed and communicated and t equals the time required to process and transmit, we can solve for the standard data transfer rate (x):

X=y/t

By adapting this equation, we can judge a unit’s ability to process and communicate information and, hence, their effectiveness as a C2 platform. To do so, we must consider how many individuals are required to receive, process, and transmit the given amount of data (y). If we allow z to equal the number of crewmembers involved, we can amend the equation:

X=y/z*t

We can use this equation to roughly compare the efficiency of Tactical C2 platforms and use that data to reflect on some realities concerning C2 and CRM.

For example, if the total instantaneous amount of theater data, or situational awareness, to be communicated is notionally equivalent to 100 kilobytes (KB), then y=100 KB. We will assume that it takes each crewmember 2 seconds to process and transmit the data, as required, so t=2 sec. For our purposes, we will maintain that crewmembers are processing the data sequentially rather than simultaneously.[i]

We can then compare the theoretical data transfer rate of an E-2 Hawkeye, with a crew of 5 (z=5), with that of an E-3 AWACS, with a nominal crew size of 20 (z=20):

E-2C Hawkeye

X=y/z*t
X=100 KB / 5*2 sec
X=10 KB/sec

E-3C AWACS

X=y/z*t
X=100 KB / 20*2 sec
X=2.5 KB/sec

On its face, the crew of the Hawkeye appears able to process and transmit data, or situational awareness, four times faster than its AWACS counterpart.[ii] Since fewer individuals are required to share knowledge in the Hawkeye, information can be processed and transmitted more quickly. Hawkeye crews also regularly brief and practice CRM techniques that help enhance their overall efficiency.

This is not to say that E-2 crews are superior to their E-3 counterparts; in theater, both units work closely together with other joint agencies to provide unparalleled C2 coverage. Additionally, the radar and passive detection systems on the AWACS provide better value.[iii]

However, on average, larger AWACS crews must work harder than their Hawkeye counterparts to process, manage, and communicate information. Rather than a hindrance, the comparative size of the Hawkeye crew can provide an important advantage in a dynamic theater environment.

Improving C2

This revelation teaches the importance of including solid CRM procedures as part of mission preparation. While crews cannot change the amount of data in theater (y), they can take steps to control the number of people (z) and amount of time (t) required to process data.

Five key considerations can maximize a crew’s data transfer rate and improve the quality of C2:

1. Compartmentalization. Minimizing the amount of individuals required to consider each piece of C2 data can increase efficiency. This demands crews become comfortable with decentralized control, as the necessity to constantly feed all information to one centralized individual can degrade the effectiveness of C2. In mission planning, crews should assign duties to each individual — i.e. communications with fighter and tanker aircraft, tasking and tanking changes, communications with other agencies, etc — and consider the supervision required for each task. During mission execution, crews should adhere to these contracts to the maximum extent possible.

2. Verbal communications. During mission planning, crews must determine not only radio frequencies, but also radio contracts for each crewmember. Controllers must determine whom in the crew they are required to talk to before transmitting information or orders. Units should strive to produce autonomous controllers, as these individuals require less supervision and, therefore, fewer crewmembers required to help process their information.

With the introduction of Internet-based chat capability in airborne platforms, crews must additionally consider how the chat operator interfaces with the crew. Does this person listen to his or her own set of radios, or are they waiting for others in the crew to tell them specific pieces of information to transmit? As the Air Force moves their primary C2 medium to Internet-based chat, airborne C2 units must continue to improve their processes in this regard.

3. Non-verbal communications. Crews that are able to visually communicate can significantly augment their verbal communications. Simple measures such as a thumbs up, head nod, or physical touch can “close the loop” of understanding without having to clutter intra-ship communications. To be effective, these non-verbal measures must be briefed before flight and adhered to during execution. Some considerations, such as the physical layout of the space, are beyond an airborne platform’s ability to control. However, ground-based C2 units and designers of future airborne C2 platforms must consider the influence of these characteristics and their impact on CRM.

4. Contingency management. German general Helmuth Graf von Moltke once asserted, “No campaign plan survives first contact with the enemy.” Similarly, no C2 plan survives long after the brief. Adaptability and flexibility, central tenets of CRM, can help a crew persevere. Crews must brief how to handle deviations, whether they are dictated from higher headquarters or must be proposed and executed by the C2 unit.

Since systems such as radar and radios often break, crews must also consider how to continue executing the mission with degraded capabilities or during an aircraft emergency. Oftentimes, the mettle of a C2 unit is not shown during normal operations; it must be proven in times of crisis.

5. Controller proficiency. A confident, proficient controller can significantly improve the efficiency of radio communications and overall C2. Controllers should strive to be concise, communicating all situational awareness in as few radio calls as possible. Additionally, controllers must “close the loop” on information by ensuring that changes are disseminated to and acknowledged by all parties involved. While adhering to a pre-determined script is too rigid and can be a detractor, practicing communications and “chair flying” the mission beforehand can improve performance.

Airborne command and control is one of the most unique capabilities in the United States military arsenal. However, C2 units cannot exist in a vacuum; they must always strive for progress. Practicing good CRM and focusing on improvement during each flight can help crews better their data transfer rate and enhance overall theater command and control.

[i] Depending on the mission process model, some crewmembers may process information simultaneously. This approximation was considered in establishing the value for t in this scenario.

[ii] The comparison of an E-2 crew of 5 and an E-3 crew of 20 is for consistency, i.e. comparing whole crews. The total number of crewmembers required to process specific pieces of data varies by squadron and theater.

[iii] Improvements in the E-2D Advanced Hawkeye make its radar and passive detection systems on par with the AWACS.

LT Roger Misso is an E-2C Naval Flight Officer, MAWTS-1 graduate, and former director of the Naval Academy Foreign Affairs Conference (NAFAC). The ideas expressed here are his own and do not necessarily reflect those of the Department of Defense establishment.