ccaptain’s call · the workforce development branch’s net span of influence defines who members...

The Chronicle — Winter 2005/20062

Commanding Officer: Captain Red Hoover, USNInterim Editor: Deborah HirschhornPhotographer: Harold SennThe Chronicle

CCaptain’s CallCaptain Red Hoover, USNSSC Charleston Commanding Officer

tunity to answer the call from our warfighter customers.

AlignmentOur goal still is to be “Fully Netted in Four” in ev-

erything we do, and we have used that principle in struc-turing SSC Atlantic. That brings us to our second focusarea—alignment. As we build and develop the conceptof operations (CONOPS) for SSC Atlantic, we must doso with much improved alignment with SPAWAR head-quarters and the program executive offices (PEOs). Thisincludes better alignment in business practices; workshaping and acceptance; and most critical, alignment withdelivery of FORCEnet to the Fleet—including systemsengineering, Lean Six Sigma and assigning technicalwarrant holders. We will continue to focus on our align-ment with headquarters, the PEOs and the Naval Net-work Warfare Command to ensure our mutual success inthis critical area.

PartnershipOur third focus area is partnership, which I believe

is the key to our success. As we build SSC Atlantic, wewill be building a better partnership with SSC Pacific inseveral key areas. It is imperative that we partner withthose who can help us bring the best solution for thewarfighter. By bringing together our organizations andoperating as one to offer our customers more value thanany single organization can achieve, we will be muchstronger and provide a greater capability (especially inthe RCUs) to the warfighters.

We must continue to improve on our partnership withindustry, including Small Business initiatives. We are

Let me begin by saying how excited my family andI are to be here in Charleston as the sixth commandingofficer of SSC Charleston. Under the previous leader-ship, this command has developed a great reputation forbeing able to deliver premier C4ISR products to thewarfighter and leads the way in state-of-the-art businessand engineering processes. I feel most fortunate to havethe opportunity to be your CO for the next few years.Along with our executive director, Mr. James Ward, andthe rest of our great leadership team, I look forward tohelping set the way ahead for success over the challengesthat are before us.

Following is just a brief summary of the areas weplan to focus on while leading this command.

SSC AtlanticFirst, we have been given the opportunity and chal-

lenge to form a new command—SSC Atlantic. As partof this effort, we will be doing everything we can to helpsupport and take care of those working in the areas af-fected by the Base Realignment and Closure Commis-sion (BRAC) decisions. We have started already byvisiting and working with our folks in those areas andwill continue to do everything we can to help them tran-sition through this difficult time.

Another key challenge of building this new com-mand is putting greater emphasis on our regional cus-tomers. Under the SSC Atlantic construct, you will see anew area titled “Regional Customer Units (RCUs)”.These RCUs will be fully capable of providing a fullrange of services to our customers in their geographicareas.

In the past, customers at remote sites received onlya portion of our services, but under this new organiza-tional structure we will be able to provide enterprise-wide services and reach across the command for technicalexpertise, business services and contracting capabilities.More information will follow, but this is another oppor-

continued on page 4

3The Chronicle — Winter 2005/2006

J a m e s W a r dExecutive Director

Rapid technological change and expanding customerdemands require each of us to develop and maintain

the highest levels of competency in a variety of engi-neering, scientific, management, leadership, business, in-formation technology and administrative professionalareas. Captain Hoover and I stand ready to meet the chal-lenges brought before us by ensuring that you are devel-oping knowledge and skills that accelerate all ouradvantages. We recognize that our capacity to respondto new priorities depends on a knowledgeable workforcewith transferable skills.

Because the level of performance and improvementneeded in today’s work environment requires learning—lots of learning—I think it is important to start my col-umn by acknowledging the tremendous amount of workin employee development already completed across ourorganization. Our Workforce Optimization Team hasbeen the catalyst for much of our progress to date.

Clearly we have taken the first step toward elevat-ing the stature of employee learning as a fundamentalbuilding block for our success in serving the warfighter.Also, recently we created the Workforce DevelopmentBranch (code 0A23), which aims to promote the compe-tencies and capabilities necessary for every employee toachieve the command’s strategic goals.

In the July-August 2005 Harvard Business Review,Robert Simons presents an “action-oriented frameworkon how to design jobs for high performance.” In his ar-ticle “Designing High Performance Jobs,” he explainsthat for a “business to achieve its potential, eachemployee’s supply of organizational resources shouldequal his or her demand for them, and the same supply-and-demand balance must apply to every function, ev-ery business unit and the entire company.”

Elevating the statureof employee learning

This framework consists of what Simons refers to asthe “four basic spans of a job: control, accountability,influence and support.”

Therefore, I want to provide some clarity in regardsto the Workforce Development Branch’s net span of con-trol, accountability, influence and support within our or-ganization. Its net span of control establishes the resourcesthat the branch will need to control to accomplish its task.Branch members are the custodians of the competencydevelopment process and of the tools needed to efficientlymanage those processes. Their net span of accountabil-ity determines the measures that will be used to evaluatetheir performance.

This organizational node is responsible for makingthe employee development process the most effective andefficient possible, and it will be accountable to deter-mine the degree to which our “competency stock” is in-creasing.

The Workforce Development Branch’s net span ofinfluence defines who members need to interact with andinfluence to achieve their goals, in this case the employ-ees and managers of SSC Charleston. And the branch’snet span of support will depend on how much commit-ment members need from others to implement our learn-ing strategy. This commitment must reside at every levelof our organization to ensure success.

We recognize that our capacity to respondto new priorities depends on a knowledge-able workforce with transferable skills.

continued on page 4

from the desk of


The stature of our workforce has beenenhanced over the past few years and willcontinue to be enhanced by your participa-tion in such a vital undertaking as thepursuit of new knowledge and skills.

James

An early success here is that our fiscal year 2006training budget truly is based on employee developmentrequirements that you, with your supervisors, negotiatedvia the Employee Development Plan process. The train-ing budget now is being placed at the execution point:the branch business unit level.

Our new organizational structure plays a critical rolein acknowledging that continuous learning is important.The Workforce Development Branch will continue toexploit information technology innovations that offeropportunities to improve the administration of trainingand development programs and also exploit technologyby pushing training out to your desktops.

As part of our new e-learning strategy, we have le-veraged courses from Navy Knowledge Online and the

Defense Acquisition University. E-learning offers a pow-erful tool to reduce the costs of the delivery of trainingand helps to remove many of the geographic barriers tosuch training programs. By using electronic delivery,training dollars can be redirected from the cost of travelto take classroom training to actual course deliveryonline.

My continued belief is that the best return on ourprecious overhead dollars is to invest in competenciesthat we believe are critical to performing our role for thewarfighter and ensure our continued significance to ournation’s defense!

I applaud all who are involved in continuous learn-ing. I encourage those who not yet are engaged to con-sider how much more you could expand your range ofinfluence by being involved. The stature of our workforcehas been enhanced over the past few years and will con-tinue to be enhanced by your participation in such a vitalundertaking as the pursuit of new knowledge and skills.

In fact, the employees of SSC Charleston are the onlyasset we have that can appreciate in value; all other as-sets depreciate. I look forward to watching our compe-tency stock increase in value and soar off the chart!

Thanks,

James Ward, continued from page 3

Captain’s Call continued from page 2

Captain Hoover

doing well, but we need to continue to look for areas ofimprovement such as collaboration tools for engineer-ing and other ways to share important concepts and prac-tices.

We also will continue our focus on partnering withinour local communities. All of us have a key responsibil-ity to the communities we live in, to share with them ourknowledge and help provide the opportunities to learnand work. Our student focus allows us to discuss theNavy’s mission with young people and drive home theimportance of science and math in building a successfulcareer. Our future engineers are growing up in the com-munities around us, and we need to continue helping themunderstand and develop the skills needed to take on thechallenges of providing the C4ISR capabilities of tomor-row.

Harnessing of sea powerFourth, I believe it is important in all our efforts to

rise to “harnessing sea power in the 21st century” shapedby Chief of Naval Operations Adm. Mike Mullen in his2006 CNO Guidance. I believe our command has a vital

role to play in maintaining combat readiness to win theGlobal War on Terror and to better emphasize ship andshore installations. As the ships of tomorrow are beingbuilt, C4ISR capabilities are instrumental in providingthe right solutions. Therefore we must ensure our engi-neers and laboratories are ready to develop, test and in-tegrate the advanced architectures needed to deliver theright future capability.

Development of future leadersIn closing, it is important that we do our part in de-

veloping the future leaders of our Navy by continuing towork under the great leadership principles Mr. Ward hasalready started in establishing our core critical areas ofbusiness and engineering. Several training programs al-ready are in place, and we will continue to focus on de-veloping the next generation of leaders.

Thank you for your support and for allowing me theopportunity to lead you over the next few years. I lookforward to the great challenges and successes that lieahead.


By Nancy Tant, code 0AB

The U.S. Small Business Administration (SBA) has honored Phyllis (Ann) Howell, deputy Small Disadvan-taged Business specialist for SSC Charleston, with the Administrator’s Leadership Award. This award, presented inWashington, DC, at the 23rd Annual National Minority Enterprise Development Week Conference in September,recognizes Howell for her “tireless efforts and unwavering commitment on behalf of the nation’s minority smallbusiness community.”

In September 2004 when SBA awarded SSC Charleston the first Outstanding Compliance Review award evergiven, they attributed Howell’s leadership, the excellent written policy and evident institutionalization of the SmallBusiness Program throughout the command as contributing factors to the outstanding rating. They cited Howell’svigilance and dedication that resulted in approximately 46% of SSC Charleston’s prime contract awards going tosmall and small disadvantaged business for a total of approxi-mately $1 billion.

Howell has provided the motivation for management andtechnical and contracting professionals of the command to en-sure that small and small and disadvantaged business ownersare given every opportunity to participate in government con-tracting.

Also named SPAWARRIOR of the QuarterAt SPAWAR Headquarters in October, Howell was named

SPAWARRIOR of the Quarter for the third quarter of 2005. Shewas cited for her outstanding expertise and indefatigable drivein fostering the business growth and development of small busi-nesses.

On Oct. 27, in honor of Howell’s national recognition andselection as SPAWARRIOR of the Quarter, a reception was heldat SSC Charleston’s Engineering Center. Guests included GlennDelgado, acting director, Small and Disadvantaged Business Uti-lization; Vice Adm. (Ret.) Jerry Tuttle, USN, creator of the Navy’sC4I Joint Operations Tactical System; and former SSC Charles-ton Commanding Officer Capt. (Ret.) Ron Polkowsky.

Delgado presented Howell a letter of commendation and GoldStar Award from the Office of the Secretary of the Navy, Officeof Small and Disadvantaged Business Utilization.

Howell expressed her heartfelt appreciation for her honorsand particularly thanked SSC Charleston’s Contracting Team fortheir support and contributions toward her achievements.

Howell receivesnational leadership award

Ann Howell was SPAWARRIOR of the Quarter.photo by Harold Senn


By Diane Owens, code 0A5

SSC Charleston is taking the lead investing in andfurther developing the FORCEnet Composeable Envi-ronment (FnCE), a network of labs at our sites to pro-vide the capability for end-to-end testing of subsets ofFn systems. The existing FnCE node in Tidewater (seethe box on page 7, along with our other labs, will be-come part of the environment, connecting to labs in otherNavy facilities and private industry.

Linking the labs allows us to simulate real-worldcombat situations and to test and evaluate the effect ofnew technology, such as Internet Protocol version 6 andservice oriented architecture (SOA). As a result, engi-neers can determine how technology affects things likebandwidth, memory, latency and security in the contextof a mission (e.g., antisubmarine warfare, strike, etc.).

Since each lab contains different Fn elements, theycan be connected in numerous ways to evaluate manycombinations of subsystems and capabilities. Some labswill be reconfigurable, replicating architecture that cansupport a variety of scenarios. Systems will exchangeinformation with each other in an environment that rep-licates operational conditions modeling surface shipscommunicating with aircraft, aircraft communicatingwith ground troops and other scenarios involving vari-ous platform types.

Some of our labs will simulate the technical edgenetwork, where warfighters operate systems in real-time

tactical situations. This area (also known as battlespacenetworking) operates outside of the global informationgrid and requires smarter applications. It has more con-straints and requires a different engineering approach anddifferent capabilities, as well as a streamlined networkinterface.

The first official FnCE test—to validate connectiv-ity—will occur in December. In June 2006, engineerswill begin testing various technologies related to SOAsin a range of scenarios that focus on integration of labconnections to integrate real-time combat systems andC4I.

On the cover: Mike Nash in the Charleston FnCE nodeexchanges information with the Tidewater node. Photo byHarold Senn, cover design by Wendy Jamieson.

Since each lab contains differentFORCEnet elements, they can be con-nected in numerous ways to evaluatemany combinations of subsystems andcapabilities.

continued on page 8

FFORCEnet composeableenvironment labs simulatecombat conditions

Other accomplishmentsSSC Charleston provides modeling and simulation

to support the Office of the Chief of Naval Operations(OPNAV), the organization that considers future threatsand determines how the Navy buys systems andFORCEnet. Engineers run models to fight wars and makeassessments on factors involving sensors, weapons, plat-forms, C2 systems, networks and warriors. In the future,FnCE may be used to validate the results by plugging insystems and technology.

When the engineering portion of the assessment iscomplete, OPNAV considers the results of technicaltradeoffs for the various scenarios and determines whichsystems to buy. Thus, the command’s engineers make abig contribution in determining future Navy investments.

SSC Charleston engineers participated withSPAWAR headquarters to determine a net effect metricshowing how SPAWAR systems contribute to Fn. Theyparticipated in planning and implementing Fn future re-


The Tidewater FnCE node’s reach back capability to Charleston is demonstrated in April for Virginia lawmakers. Shownfrom left are Lt. Cdr. Gerald Barnes, Dave Walters (code 82 division director), Del. Paula Miller (Virginia House of Del-egates), Jennifer Watson (code 80 department head), Virginia State Sen. Nick Rerras, Tom Calogrides (senior C4ISR sys-tems engineer), Gary Kessler (code 85 division director) and Ron Lowder (code 80M chief of operations). Ken Bible(code 52 division director) demonstrated the Environmental Information Management System through Citrix and VTCfrom the Charleston Integrated Products Center while James Ward (executive director), Capt. Hoover (commanding of-ficer) and Sandy Mieczkowski (Tidewater FnCE node manager) participated by VTC from Ward’s office.

The FnCE node in Tidewater is a FORCEnetportal networked with the entire SPAWAR claimancy.Its features include:

• 5,500 square feet of a state-of-the-art, collabo-rative environment

• Seating capacity for more than 200• A 2x6 cube knowledge display wall able to dis-

play multiple images from various sources simulta-neously

• IP/ISDN connectivity for multiple video telecon-ferences (VTCs)

• NIPRNET connectivity• Extensive cabling infrastructure for ease of

reconfigurability• Mobile equipment cabinets• Audio-video broadcast network streaming capa-

bility• Four 61-inch plasma screens with simulated dis-

play capabilities

• Video overlay smart boards for each of theplasma screens

• Extensive audio/video switching and distribu-tion network

• High-quality sound reinforcement and distribu-tion

• Real-time webcasting for demonstrations andpresentations

• DREN connectivity• DS3 data connectivity• SIPRNET connectivity• Attention to advanced human factors such as ar-

ticulating table, high-performance lighting and 24-hour chairs

Planned are modular security barriers to maxi-mize the reconfigurability of the facility to accom-modate concurrent events. Enhanced videocollaboration capability will be added, further en-hancing the technological features of the TidewaterFnCE node.

photo provided


FORCEnet continued from page 6

activities.10 Employees shall not engage in outside employ-ment or activities, including seeking or negotiating foremployment, that conflict with official Governmentduties and responsibilities.11 Employees shall disclose waste, fraud, abuse,and corruption to appropriate authorities.12 Employees shall satisfy in good faith their obliga-tions as citizens, including all just financial obligations,especially those—such as Federal, State, or localtaxes—that are imposed by law.13 Employees shall adhere to all laws and regula-tions that provide equal opportunity for all Americansregardless of race, color, religion, sex, national origin,age, or handicap.14 Employees shall endeavor to avoid any actioncreating the appearance that they are violating the lawor the ethical standards set forth in [the Standards ofConduct]. Whether particular circumstances create anappearance that the law or these standards have beenviolated shall be determined from the perspective of areasonable person with knowledge of the relevantfacts.

14General Principles ofEthical Conduct 5 C.F.R. § 2635.101(b)

quirements, planning open architecture and Fn, and developing specifications for battlespace networking and tacti-cal edge networking.

Engineers integrated human performance models with other Fn factor models to include the warrior, a humansystems integration perspective, in Fn systems.

SSC Charleston engineers also support the Naval Network Warfare Command to develop a metrics dashboardthat will help determine Fn operational readiness. This dashboard is a part of the Naval Tool for InteroperabilityRisk Assessment (NTIRA) program, which SSC Charleston developed. The ultimate goal is to tie the SPAWARheadquarters metrics and the OPNAV capability metrics (both discussed above) with the fleet operational readinessmetrics for Fn contributions.

1 Public service is a public trust, requiring employeesto place loyalty to the Constitution, the laws and ethicalprinciples above private gain.2 Employees shall not hold financial interests thatconflict with the conscientious performance of duty.3 Employees shall not engage in financial transac-tions using nonpublic Government information or allowthe improper use of such information to further anyprivate interest.4 An employee shall not, except as permitted bySubpart B of [the Standards of Conduct], solicit oraccept any gift or other item of monetary value fromany person or entity seeking official action from, doingbusiness with, or conducting activities regulated by theemployee’s agency, or whose interests may be sub-stantially affected by the performance or nonperfor-mance of the employee’s duties.5 Employees shall put forth honest effort in theperformance of their duties.6 Employees shall not knowingly make unauthorizedcommitments or promises of any kind purporting tobind the Government.7 Employees shall not use public office for privategain.8 Employees shall act impartially and not give prefer-ential treatment to any private organization or indi-vidual.9 Employees shall protect and conserve Federalproperty and shall not use it for other than authorized

With luck—and if you follow the rules above—you’ll never haveto visit Charlie, the “complaint officer,” at the Charleston locationon the Naval Weapons Station.

photo by Joseph Snively


By Tom Evans, code 52C

Ten members of the Joint Tactical Radio System(JTRS) Technology Laboratory (JTeL) in code 52 re-ceived letters of appreciation from Col. Steven MacLaird,USAF, the program director of the JTRS Joint ProgramOffice (JPO), in February. Capt. John Pope endorsed andassisted in presenting the letters citing the excellent sup-port provided by Steve Harvey (JTeL operations officer),Al Emondi (international officer), Richard Anderson(joint TACTICAL radio represented hardware functionalarea lead and test director), Kathy Klinar (software com-munications architecture waveform functional area lead),Chris All (waveform test director), Jenny Tortora (wave-form tester), Elizabeth Kralik (waveform tester), ChuckWood (international office), Tom Evans (program man-ager support) and Nicole Joyce (business office support).

Deputy Program Directorof the JTRS JPO Col. GlenLambkin USA, Executive Di-

JTeL team members and thosehonoring them are (seated,from left) Elizabeth Kralik,Kathy Klinar, Jenny Tortoraand Nicole Joyce; (standing,from left) Chris All, JamesWard, Tom Evans, Col.Lambkin, Capt. Pope, Col.MacLaird, Charlie Adams,Rich Anderson, Steve Harvey,Al Emondi and Chuck Wood.

rector James Ward, Communications Department HeadCharles Adams, JTeL Program Manager David Smoakand the remainder of the JTeL team from SSC Charles-ton also attended the ceremony.

The JTeL is the test arm of the JTRS JPO. The JTeLprovides software communication architecture certifica-tion testing of JTRS waveforms, operating environmentsand sets; a JTRS waveform repository; internationalJTRS support and expertise in software defined radios.The JTRS program will replace 170 families of tacticalradios with a population of over 1.4 million sets withmodern, supportable sets that have the flexibility to loadmultiple waveforms. For more information, see http://jtrs.army.mil/.

JTeL team cited for support

photo by Harold Senn

Executive Officer ReportsCdr. Patricia Gill became the executive officer (code X0) and deputy

command systems engineer in early November.Commander Gill moved to Charleston from Patuxent River, Md.,

where she was deputy project manager for the Afloat Planning Systemin the Program Executive Office, Strike Weapons and Unmanned Avia-tion Command since September 2003.


Capt. Red Hoover and Capt. John Pope cut the ceremonial cake as (fromleft) Cherrie Hoover, Dawn Pope and Adm. Kenneth Slaght look on. Capt.Pope now is program manager of PMW 170.

Change ofCommand

Capt. Red Hoover became the com-manding officer after serving as ex-ecutive officer for a year. He prom-ised to “continue as part of theSPAWAR enterprise to carry forwardthe vision that has been placed be-fore us, and ensure that every mem-ber of the SPAWAR team understandsthe importance of their role, and theirsignificance to the mission that wehave been charged with.”


Sen. Fritz Hollings, retired from theU.S. Senate, addresses the audience.The SSC Charleston EngineeringCenter is named in his honor.

Adm. Slaght, then commander ofSPAWAR, congratulates Capt.Hoover.

Capt. Hoover departs after assuming duties as commandingofficer of SSC Charleston on June 2.

Mrs. Hoover pins the command pin on her husband.

JJJJJune 2,une 2,une 2,une 2,une 2, 2005 2005 2005 2005 2005JJJJJune 2,une 2,une 2,une 2,une 2, 2005 2005 2005 2005 2005


By SSC Charleston Engineering Operations

SSC Charleston achieved Capability MaturityModel® Integration (CMMI®) Maturity Level 2 in April,a success not only for the command but for the entireSPAWAR claimancy because it is the first SSC to attainLevel 2.

The achievement reinforces SSC Charleston’s stand-ing as a quality provider of systems engineering, soft-ware engineering and information technology services.

“As a result of this historic achievement, our cus-tomers will reap multiple benefits,” said James Ward,executive director of SSC Charleston. “Empirical datafrom the Software Engineering Institute [at CarnegieMellon] indicates that our customers can expect improvedproductivity, reduced defects, decreased cycle time anddelivery of products on time and within budget. Con-gratulations to all on a job well done!”

Ward credited much of the CMMI Maturity Level 2success to Michael Kutch, then the director of Engineer-ing Operations, code 09K (but now head of the Intelli-gence and Information Warfare Systems Department,code 70). “Mike developed the process improvementstrategy, the process improvement plan and the processimprovement program. He sponsored training and an or-ganizational infrastructure to support the corporation,”Ward said. “Mike executed his plans to perfection andachieved CMMI Maturity Level 2 on time, in accordancewith the schedule he provided in February 2004.”

Kutch and his team received the SPAWAR LightningBolt award for second quarter 2005 for this achievement.

The historySSC Charleston has been actively pursuing process

improvement efforts since 1998 and reaffirmed this com-mitment in 2003 with the establishment of a command-wide process improvement policy. The policy directs theuse of best practices from the model for Systems Engi-

neering and Software Engineering (CMMI-SE/SW) forSSC Charleston systems and software engineeringprojects and tasks.

SSC Charleston chose to implement CMMI becauseit provides a structured model for process improvementand is used to measure and improve an organization’sability to successfully manage complex projects. Gov-ernment agencies and commercial industries increasinglyuse CMMI to evaluate an organization’s ability to pro-duce high-quality products on time and within budget.

The approachTo work toward the goal of becoming a world class

engineering organization, SSC Charleston has designedan aggressive engineering program based on key systemsand software engineering industry standards.

In addition, SSC Charleston focused on increasingthe knowledge and skills of its most competitive advan-tage: the people. To teach personnel how to apply CMMIbest practices to their respective projects, EngineeringOperations provided Software Engineering Institute-au-thorized training for the “Introduction to CMMI” course.To reach more employees, Engineering Operations alsodeveloped a self-paced, on-line tutorial called “ProcessImprovement Web Based Training (PI-WBT).” Thiscourse is now a mandatory training requirement for allSSC Charleston personnel.

To provide process improvement guidance andCMMI implementation support, SSC Charleston createdan Engineering Process Office (EPO). The EPO initiallydeveloped process documents, including sample projectplans, document templates and standard operating pro-cedures.

As implementation progressed, Engineering Opera-tions developed a software tool, electronic Plan Builder,a “Turbo Tax”-type application that guides users through

Charleston first SPAWARSystems Center to achieve

CMMI® Maturity Level 2


the process of creating CMMI-compliant project plans.To help drive the process improvement effort, SSC

Charleston created a Corporate Enterprise Process Group.At the department level, Department Engineering Pro-cess Groups were created to execute the process improve-ment effort within each department. SSC Charleston alsoformed several CMMI-related integrated product teamsas process area owners.

CMMI successSSC Charleston’s CMMI success began by imple-

menting the model in a number of projects that were se-lected by various department and division heads.

To assess CMMI compliance, the EPO performedmini-assessments to benchmark progress toward the at-tainment of Maturity Level 2 for their respective projectsand for the overall command.

SSC Charleston’s first successful CMMI project wasthe Common Information Centric Security project, whichunderwent a formal appraisal and achieved CMMI Ma-turity Level 2 in June 2004. Since that time, additionalSSC Charleston projects have been formally appraised.

These efforts led up to a command-level appraisal inApril that was headed by Richard Barbour, a senior mem-ber of the Software Engineering Institute technical staff.The appraisal reviewed and evaluated process documen-tation and supporting artifacts and interviewed person-nel concerning the implementation of CMMI in theirrespective projects.

The results revealed that SSC Charleston success-fully implemented the best government, industry and aca-demic practices reflected in SEI’s CMMI-SE/SW model

James Ward (right) underscoresthe importance of the achieve-ment by presenting Mike Kutch ahuge certificate for attainingCMMI Maturity Level 2.

and achieved CMMI Maturity Level 2 for the command.All organizational elements involved in the achieve-

ment deserve special recognition. They have institution-alized best practices within their engineering andmanagement processes and are helping to expand pro-cess improvement efforts throughout their divisions andthe corporation. The projects and respective project man-agers who participated in the command appraisal include:

Code 09C—LPD 17 Class Program, Mike JohnstonCode 66—Visual Information Display System, Steve

WhitbeckCode 70E—Common Information Centric Security,

Odette FooreCode 713—Joint Threat Warning System, Mike

NiermannCode 74—Automation Program, Ralph ShealyCode 856—Integrated Battle Force Training Center,

Lexine Langley

The futureThe next phase in SSC Charleston’s process improve-

ment effort is to achieve CMMI Maturity Level 3.One of the keys to achieving Maturity Level 3 is for

projects to establish a “defined” process by tailoring theSSC Charleston standard processes in accordance withthe command’s recently released Tailoring Guidelinesdocument to fit their particular needs. The project’s de-fined process provides the basis for planning, perform-ing, monitoring and controlling—and ultimatelyimproving—the project’s performance.

All of these efforts will lead to the goal of a com-mand-level Maturity Level 3 appraisal in April 2007.



technicalSSC Charleston supportsKatrina relief operationsBy Nancy Tant, code 0AB

Following the horrible devastation of Hurricane Katrina,even as lives and dreams were being washed away, SSC Charles-ton rallied to assist in restoring important services for the Navyand its forces.

Lt. Cdr. Godfrey Weekes headed a cross-code team ofSPAWARRIORS who determined logistics, provided commu-nications and responded to the myriad of requests received fromCommander, Second Fleet; Commander Naval Installations(CNI); and SSC New Orleans in support of Joint Task Force(JTF) Katrina.

Commander, Second Fleet requested video teleconferenc-ing (VTC) bridging and support for ships deployed in supportof JTF Katrina relief operations. Teleconferencing was requestedby CNI, as were NIPRNET, SIPRNET and telephone connec-tions at piers to support additional ships from Pascagoula. TheSSC Charleston team also provided tech assist to the Gulfportemergency operations center to repair damaged and destroyedtowers that supported fire and security.

Haywood Hughes (code 76) was temporarily assigned tothe hospital ship Comfort to assist in upgrading its VTC capa-bilities, as well as fulfilling other communication needs.

SSC Charleston responded to CNI’s request within 24 hours.To support Morale, Welfare and Recreation (MWR) services,Internet cafés were set up in Gulf Port, Pascagoula and NewOrleans based on their location along the route.

The typical Internet café consisted of 11 wireless comput-ers that made up the local area network and a suite of satelliteequipment and routers to provide the wide area network con-nection. As military families were trying to rebuild their lives,they could still communicate with their loved ones, access newsand pay bills. The communications capabilities provided by SSCCharleston also were used by first-responders, including FEMA,Red Cross and Reserve personnel.

Salvador Garcia (code 512) worked with code 513 to re-spond to CNI’s needs at the three bases. Martin Moser fromMILCOM assisted. Garcia traveled and lived in an RV for all

three installs. Because of the lack of provisions inthe hurricane-stricken area, he brought along hisown food, water and equipment.

After becoming familiar with the details ofeach site, Garcia performed information technol-ogy troubleshooting, ran cable through passage-ways, crawled under buildings and installed thecommunications capabilities. Although it was achallenge, everything was accomplished in 24hours.

In thanking Garcia, the Fleet and Family Sup-port Center at Naval Station Pascagoula stated,“Due to the massive damage to our area, the wire-less system will help us better serve our military,civilians, contractors and their families.”

Katrina: Responding on two levels...

Salvador Garcia works on installing the BelAirwireless unit for New Orleans communications.

photo provided


(from left) Bill Sandstrum, Charlotte and Billy Mitchellleave for New Orleans to distribute the goods donated bySSC Charleston employees.


personalESA aids Katrina victims

SSC Charleston’s Employee Services Association(ESA) coordinated a drive to collect immediate-needitems for the victims of Hurricane Katrina, which ulti-mately may have helped those affected by Hurricane Ritaas well. Through the generosity of employees, five fullpallets of items were collected.

Special thanks to Landa Sandusky and Karen Brewerfor sorting items and packing all the boxes, to WesleyPeterbark for helping to stage them in our receiving areaand to Tim Keeton and John Walker from the FacilitiesOffice for bringing all the donations to the main build-ing and helping load the pallets for the trip to New Or-leans. Thanks also to Billy Mitchell, liaison in NewOrleans, his wife Charlotte and friend Bill Sandstrum,from Norfolk, who drove to New Orleans to ensure dis-tribution of the donations.

Appreciation is extended to everyone who donated.The SPAWAR family and storm victims thank all em-ployees for their generosity.

...and

SSC Charleston named to corporate advisory board of INCOSEBy Mike Kutch, code 70

SSC Charleston has been accepted onto the corporate advisory board of the International Council onSystems Engineering (INCOSE), an internationally recognized professional society for systems engineers.INCOSE’s mission is to foster the definition, understanding and practice of world-class systems engineeringin industry, academia and government. Currently there are well over 5,000 member systems engineers and 50chartered chapters worldwide.

SSC Charleston is one of only about 40 corporate advisory board members from government, industry andrespected educational institutions. As a board member, the command will offer guidance on overall INCOSEdirection and systems engineering priorities, facilitate information exchange with world-wide sponsoring cor-porations and other government entities, and help direct the precedence of system engineering issues that faceINCOSE leadership.

Engineering professionals within the command may access valued content published by INCOSE, includ-ing access to Insight, the respected quarterly publication of the organization, and the Systems EngineeringJournal of INCOSE.

SSC Charleston’s membership on the INCOSE corporate board of advisors is another step forward inachieving its strategic objective of becoming a world-class engineering organization.


In the spring of 2003 about 70 new college gradu-ates—electrical engineers, computer engineers and com-puter scientists—joined SSC Charleston as the first steptoward building challenging and rewarding careers forthemselves and a newly energized and flexible workforcefor the command.

They joined as “new professionals” (NPs) under theCareer Internship Program, which allowed them to ap-ply for positions where a formal training program exists.A 2-year probationary period, during which training andcareer development take place, had to be completed. Mostof those original NPs completed the program this springand were converted to regular employees.

They have proved to be valuable employees, readyand eager to jump into the most difficult challenges. (Foran example, see the story on page 26.)

First group of nenenenenew prw prw prw prw profofofofofessionalsessionalsessionalsessionalsessionals“graduate”

Capt. Hoover (far left) and James Ward (far right) pose with some of the graduates (seated, from left) Kevin Gentry,Todd Collier, Jason Garrett, Mark Perron, Christopher Bryant, Joy Newlin-Vong, Jim Han, Jonathan Tjioe; (standing)Robert Warner, Jennings Lisk, Shaespeer Etienne, Ronson Parker, Erich Schmunk, John Guerry, Sherman Pope, Ben-jamin Maiden, Tamika Thompson, Corey Smith, Brian Bozard, Adrian Cheagle, Emmanuel Oliver, Jerome Glover,Brooks O’Steen, Joey Pomperada, Joseph Torres, Marc Watson and Glenn Rose.

“Our technical, business, academic and

warfighter competency is the key to provid-

ing critical capability in an efficient man-

ner to our customers. The absolute best

investment we can make is in our work-

force! It pays the highest return to our

customers.” —James Ward, executive director,

in welcoming the first class ofnew professionals in 2003



Dear Graduates,Congratulations and a job well done for those of you who recently completed the Navy Career Intern Program.

By now you are well on your way as a new professional to contribute to, and be part of, our SPAWAR enterprisemission, FORCEnet: “Transforming Information into Decisive Effects,” while maintaining our enterprise vision:“FORCEnet is the Decisive Weapon for the Future Force.”

For new Navy career interns who are just coming aboard or have not yet completed the Intern program, we arehappy to have you aboard and trust that you are as proud to be a part of our organization as we are proud to haveyou! We try hard to select the finest in a world of talented people. Both your schools and parents now know youhave chosen a career with the U.S. government to defend our nation’s freedom, so that we may rest easy at night.

It is your true dedication and support to the warfighter that allows the United States to stand tall and proud inthe name of peace and freedom. Your part, no matter how small, plays a role in our support for this cause.

Vice President Cheney commented, “One of the great strengths of this country is the unselfish courage of thecitizen who steps forward, puts on the uniform and stands ready to go directly in the face of danger. It is that quality,more than any other, which has kept us free for more than 200 years.”

Thank all of you for allowing me to be part of your team. Come and see us at the Learning Management Officeand allow us help with your future.

/r

Ronald AlleyHead of Recruitment and Learning Management

Zachary AndersonMark AuzaJerri BaeumelBrian BozardChristopher BryantAdolphus Burrow, Jr.Adrian CheagleCarey ColemanTodd CollierChristopher CromerMonique EdmondsAntoine EtcheneShaespeer EtienneJustin FirestoneOdette FooreJason GarrettKevin GentryKevin GeraldJorge GiraldoJerome Glover

Kristopher GodekJo-Ann GozaloffKristopher GravietJerry Groover, Jr.John GuerryJim HanRyan HarringtonMichael HixsonMichael HowardDaniel HulbertStacy JimersonRichard KayeBrent KellyAndy LambertRichard LeitnerJames LeonardJennings Lisk, IIIBrent LomenzoBenjamin MaidenJoel Mandigo

Lane MartinWilliam MehaffeySean MontgomeryJoy Newlin-VongKevin NunnBrooks O’SteenEmmanuel Oliver, IIRonson ParkerMark PerronReed PhillipsJason PizarroAndrew PoeJoey PomperadaSherman PopeAmmro RagabanRobin RajuAlan ReevesDavid RodenbergerScott RogersWilliam Rollins

Glenn RoseJeremy RudbeckErich SchmunkBhavin ShahCorey SmithLatasha StithBrian TamburelloMichelle ThomasTamika ThompsonJonathan TjioeJoseph TorresRandy van KampenHai VoKevin VotapkaJoseph WalkerShaun WaltersRobert WarnerMarc WatsonCurtis WhiteCharles WoodJaime Wood


By Mike Le, code 831

During the World Trade Center and Pentagon attackson Sept. 11, 2001, police, fire and emergency medicalresponders simply could not talk to each other on theirland mobile radios to coordinate their efforts. It was avery expensive lesson that an SSC Charleston team ispreventing from happening again.

For the past three years, this multi-discipline teamhas been working with Chief of Naval Operations(OPNAV) N46 and the Commander Navy Installations(CNI) Command’s chief information officer (CIO) todevelop and install a new digital narrowband land mo-bile radio system (see sidebar) that ultimately will serveas the cornerstone of first responder communicationscapability of all Navy shore installations.

CNI/CIO’s vision called for a commercial-off-the-shelf (COTS) system to enable Navy first responders totalk not only to each other within the same installation

(regardless of department), but to communicate withships berthed at their installation; their counterparts atother Navy installations within a geographic region; aswell as other selected federal, state and local first re-sponders in the surrounding area. In short, it will meetall of the mandates levied by Congress and the Secretaryof Defense and will lead all of the services in complet-ing the task within the timeframe allotted.

ELMR to provide maximum flexibilityThe SSC Charleston team determined that the En-

terprise Land Mobile Radio (ELMR) system should be aseries of regional, trunked radios systems. This solutionwas chosen because a trunked system offers the maxi-mum economy from a frequency management standpointand the greatest flexibility for intraregional communica-tions.

The ELMR team is ensuring firstresponders will be able to com-municate with each other. Pic-tured are (front row, from left)Charlie Adams, Kathy Winter,Mike Le, James Ward, Capt.Young-Aranita and Dave Belcik(back row, from left) NinaBurgsteiner, Allen Hillman, BobMason, Roy Johnson and An-drew Tash.

Enterprise Land Mobile RadioSystem to automate first respondercommand and control



As the different regional installations are broughtonline, they will be connected to the ELMR network.This architecture will enable ELMR to double as thebackbone for the Navy Emergency ManagementResponse System, automating first responder commandand control and ultimately enabling one region to actuallydispatch the first responders of another in times of crisis.

In January ELMR took a major step toward becom-ing a reality when SSC Charleston received managementresponsibility to begin installing it at all Navy installa-tions in the United States and its possessions. CNI/CIOhas adequate funding available in fiscal years 2006 and2007 to ensure the system is fully operational by Jan. 1,2008.

While ELMR will be fielded over the next 3 years,the SSC Charleston team is installing a prototype of thesystem in Naval Region Northwest. This prototype cur-rently is going through testing and will be fully opera-tional within the next few months.

Team pulls from multiple divisionsThe SSC Charleston program management team is

molded from a blend of experts, matrixed into an organi-zation including code 831’s Mike Le (ELMR programmanager), Rick Hill (ELMR lead engineer) and DaveBelcik; code 513’s Roy Johnson, Nina Burgsteiner, AllenHillman, William Reed and Bob Mason; code 565’sKathy Winter; and SSC San Diego code 2633’s PearlDemara.

This energetic team has spent the last two and a halfyears meeting frequently with the ELMR working group,which consists of the SSC Charleston team and the re-gional ELMR managers. The working group is co-chairedby Jose Ortiz of CNI and Capt. Natalie Young-Aranita(commanding officer, Naval Computer Telecommunica-tions Station, San Diego and commander, Naval RegionSouth West, San Diego (N6)). The primary emphasis ofthis working group is to ensure user requirements are

well understood and included in the ELMR system.The team also met with industry representatives to

assess the various technical solutions available. Addi-tionally, the team formed partnerships with the othermilitary services and federal, state and local agencies toensure the systems that were contemplated would achievethe degree of interoperability needed while eliminatingneedless duplication of infrastructure. From this collabo-ration, ELMR was born.

Shirley named HF managerRandall Shirley, code 63H, was designated SPAWAR’s Horizontal Fusion (HF) program manager in January.

Shirley brings a wealth of operational military experience, joint C4I systems experience and HF portfolio familiar-ity to this position. He has been involved with HF and other major joint C4I efforts, most recently through hisassignments as an Army lieutenant colonel and then program manager in the GIG-BE program office at DISA.

His operational experience with joint C4I systems will prove invaluable to the SPAWAR claimancy’s support ofthe HF portfolio as the focus shifts from demonstration events to operational transition of transformational tech-nologies. Shirley earned his undergraduate degree at The Citadel and his master’s at Clemson.

The U.S. Congress, through the National Tele-communications and Information Agency (NTIA),has mandated all federal government “land mobileradio” operations in the very high frequency (VHF)and ultra high frequency (UHF) government radiobands be “narrowbanded.” The transition tonarrowband channel spacing must be accomplishedby Jan. 1, 2005, for the VHF band and Jan. 1, 2008,for the UHF band.

Narrowbanding is the changing from 25 kHzchannel spacing to 12.5 kHz channel spacing. Thiseffectively doubles the number of channels/fre-quencies available for government use in the sameamount of electromagnetic spectrum.

The Deputy Secretary of Defense increased thescope of this tasking, directing that the LMR sys-tems comply with the Project 25 standards of theAssociation of Public Safety Communications Of-ficers and be interoperable with all other federal(including both DoD and non-DoD agencies), stateand local first responder agencies.

what is...?

narrowbanding


USCUSC conducting education andresearch in signal integrityBy Marilene Baker, code 522

In August Scott Henson (code 50 chief engineer) sponsored a Friday technical brief on Signal Integrity Educa-tion and Research. This brief was a first step in the information exchange between SSC Charleston and the Univer-sity of South Carolina (USC) on signal integrity, as technology continues to converge computing and communications.

Dr. Yinchao Chen and Dr. Paul Huray of USC and Ajay Tyagi of Intel Corporation in Columbia, S.C., talked onthe need for signal integrity education and explained the research being conducted in Columbia on this subject. Anew research facility is being built at the USC-Intel Horizon Building for this purpose.

USC offers signal integrityclasses through the LowcountryGraduate Center; nine SPA-WARRIORS have been takingthese classes as they pursuetheir masters in engineering de-gree. An additional class of stu-dents can begin the mastersprogram by enrolling in thecourse to be offered in thespring.

Marilene Baker (code 522)is the command’s liaison to theIndustry Advisory Board of theElectrical Engineering Depart-ment of USC.

(from left) Scott Henson (code 50 chief engineer), Ajay Tyagi (Intel Columbia DesignCenter associate director), Dr. Paul Huray (Signal Integrity professor at USC), Dr.Jinchao Chen (Communications professor at USC) and Marilene Baker (code522MB, SPAWAR liaison to the Industry Advisory Board of USC’s Electrical Engi-neering Department and test director of the Transport Test and Integration Complex,Atlantic) meet to discuss the need for education on signal integrity.

photo by Jim Ellicott


All-wirelessinfrastructure winsaward

Derek Krein (left) and Jared Judy, the wireless team for the U.S.Joint Forces Command Joint Experimentation Directorate (J9), at-tend the Government Computer News awards gala in October. Theyreceived The Gala Award for what the magazine calls “possibly thegovernment’s most secure wireless LAN.” Five layers of securityprotect the data that flows over J9’s networks. GCN editors chose the10 winners from 132 entries, weighing them on the basis of overallaccomplishments, innovative use of technology and the benefits ofthe program to agency mission and constituencies.

Krein is an engineer working for PROSOFT, and Judy is in SSCCharleston code 822. They have built an exceptionally secure wire-less architecture that not only is standing the test of time, it is diffi-cult to detect by the casual war driver, passing every test thrown at itthus far and being used as a model by other government agencies.

See the article “Wizards of Wireless” in the Oct. 10 issue atwww.gcn.com for additional information.

Executive Director James Ward recently presented aGood Samaritan Award to Russ Havens of code 63D.Havens was cited for his commitment and passionate ac-tions, and for being a role model for all of us to admireand emulate. In a quiet and sincere manner, Havens as-sisted the family of a co-worker, the late Dan Blough, intimes of emotional need and stress. His good deeds madean incredible difference to the family and we salute himfor his benevolence and concern for others. Russ’s co-workers see him “as a supervisor, a friend and a manwho truly remembers that people make a team and thatsuccess is measured by how you conduct yourself throughlife, work and actions.”

In October, Captain Hoover and Ward presentedGood Samaritan Awards to Tim Kimbrell (code 665) andSteve Lariviere (code 09C) in recognition of their in-credible efforts on behalf of the family of the late DanTurner. Both volunteered and went the extra mile, forwhich the family was very appreciative.

Russ Havens was cited for assisting the family of the lateDan Blough.

Three Receive Good SamaritanAwards

photo provided


By Ken McCullough, code 571, and MariaWhittington, code 572

Improving soldiers’ quality of life is a noble effort.So, engineers in the SSC Charleston European Of-fice (code 57) jumped at the chance to give soldiers a

little “normalcy” by way of access to the Internet andStars & Stripes e-newspaper. They designed and built aprototype of an Internet café that is mobile and easy todeploy.

The idea was to create an immediate cybercafé andnewspaper printing capability to support joint warfightersdeployed to the most remote locations. MobileNet of-fers Internet and web camera capability via satellite tech-nology.

The name “MobileNet” was derived from the needto make the integrated solution mobile and to have net-working built into the container. The prototype was de-signed and built under the direction of Ken McCullough(code 571) along with the support of John Budd (MCDean contractor—satellite specialist). The European Of-fice has a long history of communications projects forMorale, Welfare and Recreation (MWR) U.S. Army Eu-rope (USAREUR) G1 and is currently managing projectsthroughout the European theater in support of MWR andthe joint warfighter.

The prototype conception to completion occurred inless than 6 months.

Field tested and displayedMobileNet was field tested in Romania at ROMEX

’05, a NATO joint exercise with 1,500 U.S. and 400 Ro-manian army troops participating. Upon the unit’s ar-rival in Babadag, SSC Charleston technicians took only2 hours to pull the container from the truck and positionit, mount the computers inside, apply the power sourceand deploy the dish. Actual time from dish deploymentto lock up with the satellite was less than 10 minutes.This speed and ease of use is unheard of in typical satel-lite systems deployment.

MobileNet took part of the MWR display at the LandCombat Expo (LCE) in Heidelberg, Germany, in Sep-tember. LCE showcases products from different vendors

MobileNet: Simple, fastcommunications for soldiers

and government agencies that assist soldiers and theirunits with mission accomplishments.

Designed with simplicity, loweroperating costs in mind

One of the main focuses was to design this systemwith simplicity. Total integration and a complete pack-age was a desired outcome for the customer, but alsosomething that would require less “super” technical sup-port. That is why a fully automated satellite communica-tions system was chosen.

MobileNet can be operated by anyone familiar withgeneral computer knowledge, thus reducing setup timeand the need for expert satellite technicians on-site. Hav-ing all-in-one computers, stainless steel desks, fixedchairs and an automatic satellite dish system all contrib-ute to the ease of use and speed of setting up on-site.(See the box for details.)

MobileNet is a fully integrated communications containerthat houses all elements needed for a turn-key solution ina containerized communication package. It has satellitecommunications, environmental control, networkingequipment, personal computers, furniture and condi-tioned/dual option power.

photo by Ken McCullough


What’s in MobileNet?• 20x8x8-foot container made from a sturdy

metal frame and fiberglass wall construction.• Transportable via flatbed trailer (military or

commercial). Future versions will be adapted to fitmilitary aircraft (C-130).

• Power sources: It was designed for any theaterof operation and has built-in transformers that willconvert various types of power inputs and transformthem to U.S. specifications inside the container.

• Environmental control is maintained with two16k BTU (110V) HVAC systems.

• Ten built-in workstations constructed of stain-less steel. Durable and sturdy stools are fixed to thefloor and the desks have a bracket built in to hold thebarrel of the soldiers’ weapon.

• Ten computers (MPC 414 all-in-one) aremounted to the desks via a custom designed wallmount bracket.

• The floor is covered with a rubberized mate-rial that resists scuffs, stains and dirt.

This Internet café has an un-usual twist: brackets to holdweapons at every station. Shownis Ken McCullough, programmanager.

MobileNet can be built for less than $300,000. Theprototype was integrated into the customer’s current net-work (bandwidth/satellite time), which reduced its over-all costs on the initial system. Bandwidth costs vary fromlocation to location.

Future looks greatFuture MobileNet projects can improve return on in-

vestment, customer expectations and available optionsto an already great track record of designing leading-edge communication solutions and is another example

of how SSC Charleston sup-ports the joint warfighter. TheMobileNet option gives cus-tomers the proper tools to sup-port the Global War on Terrorwith communication packagesthat have little to no burden onthe facilities or commanderswhere MobileNet is located.

• The walls are covered with white dry-erase ma-terial for meetings or notes.

• Three uninterruptible power supplies (UPSs)cover all computer and satellite equipment. The UPSsystems give the equipment a 35-minute run-time.

• A single 19-inch server rack provides amplespace for the UPS systems, satellite modem, satellitedish controller, router and server.

• This prototype was built with austere environ-ments in mind and that is emphasized with the Stars &Stripes printing option that was designed intoMobileNet. A high-speed laser printer allows for dailyprinting of up to 100 copies of the military newspaper.The e-newspaper is downloaded daily and multiplecopies are printed out and delivered to waiting sol-diers. This functionality saves the customer money byeliminating the need to transport hardcopies of thepaper.

photo by John Budd


By the Code 71 Risk Management Advisory Group

In the beginning…Risk management is an essential and integral part of

technical program management and systems engineer-ing, which are the primary services through which SSCCharleston enables knowledge superiority to the jointwarfighter. Risk management (RM) also is one of theCMMI Level 3 Process Areas. The command’s goal toachieve CMMI Level 3 is fiscal year 2007: The clock isticking.

Whether because of excessive workload, lack oftraining or something else, many program managers don’trealize that RM is a long-standing responsibility of theirsas well as of system engineers. As a result of SSC Charles-ton recently achieving CMMI Level 2 (see story on page12), a few team leads have been asking the code 71 RiskManagement Advisory Group (RMAG) for training andtools for establishing a risk management process.

Not a passing fadRisk management has been an accepted practice

within DoD for almost two decades. It is also a best man-agement practice, especially among the Fortune 500. Infact, the most recent version of DODD 5000.1 (May2003) makes RM mandatory for all acquisition programs.DODD 5000.1 defines an acquisition program as any“…directed, funded effort that provides a new, improved,or continuing material, weapon or information systemor service capability in response to an approved need.”If this definition fits your program or project you shouldbe practicing, at the very minimum, the concept of riskmanagement.

Help is availableThe Intelligence and Information Warfare Systems

Engineering Department, code 70, has been practicing

The next challenge forSPAWARRIORS

some form of RM continuously since 1999. Upon re-ceiving the first customer requirement for someoneskilled in risk management, code 71 hired its first expe-rienced risk manager. Over the years and in the absenceof a risk central or SPAWAR enterprise risk managementgroup, the code 70 senior risk manager, Al Ware, estab-lished the code 71 RMAG.

The 71 RMAG has supported 18 programs andprojects. This support included providing resources, pre-paring RM plans and processes, providing research ref-erences, training teams in risk principles and use of RMtools, and facilitating risk identification and analysismeetings. With greatly appreciated help from ArlieneSports (code 0A5), the 71 RMAG established a helpfulsite on CorpWeb, simply titled “Risk Management.”

The 71 RMAG team draws on a number of years ofexperience in various disciplines and is well versed inRM-related directives, instructions, guidance and policyincluding: DODD 5000.1, DODI 5000.2, DODD 5000.4,DODD 5000.4-M, DODD 4245.7-M, RM Guide for DODAcquisition (dated June 2003), CMMI Level 3 and be-yond, and SSC Risk Management Policy 3220.

The RMAG goals for the near future include: 1) le-veraging its experience to develop standard RM pro-cesses, procedures and tools that are composeable forvarying project sizes and needs; 2) developing ways andprocedures to support other codes in the tailoring and

Risk management is an essential and inte-gral part of technical program manage-ment and systems engineering.


Al Ware (left) and John Aller are part of the Risk Manage-ment Advisory Group.

CWO Carlos Holt, USMC (Ret.), code 0R, receives theMeritorious Service Medal from Capt. John Pope on Jan.10 for his efforts as the retail exchange officer for the 1st

Force Service Support Group’s exchange operations dur-ing Operation Iraqi Freedom. He led the first WarfighterExpress Service Teams (WESTs) into Iraq aroundBaghdad and Al-Kut. Under his leadership, over 80WESTs were dispatched in Kuwait and 145 in Iraq as wellas nine static Post Exchanges totaling over $28 million insales.


implementing of a risk management process; and 3) as-sisting PMW codes in San Diego in establishing theirown PMW level enterprise RM groups.

It’s a team thingA constant theme in RM training classes, guides (in-

cluding the RM Guide for DOD Acquisition) andwebsites is that effective RM should be a continuousprocess that involves the participation of all team mem-bers (government and contractors.) Risk management isenhanced by applying a controlled, consistent approachto project management and systems engineering.

Projects must plan for risk management efforts instatements of work, cost estimates, schedules and workbreakdown structures. Program managers need to ac-knowledge there is going to be some level of uncertaintyin any plan and the smartness in identifying the risk driv-ers behind the cost and schedule estimates. Training forall team members, including sponsors and senior man-agement, also will facilitate increasing risk awarenessfor all stakeholders.

Why use the code 71 RMAG for RMsupport?

There is no requirement to use the services of thecode 71 RMAG for the setup, training and implementa-tion of an RM process. However, the use of acceptedRM practices remains a manager’s responsibility. Manyprogram managers already are “too busy” to tackle sucha “new” responsibility.

Until the formal establishment of an enterprise RMgroup for SSC Charleston, the 71 RMAG has been andwill remain a prime resource to help a program or project

establish, audit or improve its risk management process.Code 71 is here, it’s SPAWAR and it’s been doing RMsince 1999.

The challenge for SPAWARRIORSThe challenge is to implement an effective RM pro-

cess that truly improves the command’s ability to man-age its programs and deliver better systems. This requiresa shift from the philosophy that RM is just another thingwe have to do to creating real risk awareness that helpsus enable knowledge to the joint warfighter.

A documented, structured RM process is part ofachieving CMMI Level 3 certification effective systemsengineering and, most importantly, crucial to mission suc-cess.



By Andrew Poe, code 524, with Richard Dandridge,Errol Matthews, Kent Gramke and John Chap

Late in 2003 SSC Charleston (code 524, SpecialCommunications Branch) received a request from theDefense Information Systems Agency (DISA) to sup-port its fast-tracked effort to build a high frequency (HF)radio network in Iraq. The objective was to stand up, asquickly as possible, an emergency communications net-work to support convoy travel between Baghdad andKuwait City as well as along multiple supply routesthroughout Iraq. At that time there were no dependablelong distance communications links to support the forcesof the Coalition Provisional Authority.

In addition, the system was to provide mobile com-munications within the three regions of Iraq, the 16 Coa-lition Provisional Authority governances and in andaround the Baghdad city limits.

DISA came to code 524 based on a positive recom-mendation from the U.S. Department of State earned dur-ing our successful and long-term effort to replace itsworldwide Emergency and Evacuation (E&E) radio net-works. The recommendation coupled with the ability toimmediately translate our experience into action won theday. Within a week of the initial contact, DISA selectedSSC Charleston for the task.

Design work was easyOur participation started with the procurement of

all components and the nuts, bolts, etc., necessary to in-stall more than 220 separate radio systems. Since sitesurveys were impossible given the difficulties of intra-theater travel and the desperate need to get the networkoperational, two generic installation plans were devel-

Building a tactical HF radio networkin Iraq

oped. Plan one was for a “base station” installation, andplan two was for a “mobile station” installation. We choseimmediately available off-the-shelf equipment—theMicom 2E series of base and mobile HF radios we hadused successfully in the E&E networks.

We designed bill of material (BOM) kits for bothtypes of installations with sufficient components in eachto respond to the vagaries of different sites and vehicles.This approach simplified on-site logistics managementbut, more importantly, saved time since the field engi-neer assigned to do an installation simply needed to pickup the appropriate BOM kit to match the type of instal-lation.

Getting there was another matterShipping anything to Iraq was never an easy task but

in the days following liberation it was nearly impossible.However, the staff of the Logistics Division (code 023),particularly Elizabeth (Betsy) Evans and Wanda Yantek,

Technically qualified candidates werenumerous but finding those willing todeploy for a projected 90 to 120 days inIraq was somewhat challenging.

Working on the rooftop in Al Hillah drilling holes in theconcrete roof to install the base plate for the 30-ft antennamast.


managed to move tons of our equipment and installationmaterials. We’re not talking about a series of neatlystacked pallets; they shipped oversized antenna masts,dozens of heavy-duty 12-volt batteries and several haz-ardous material packages.

Using a combination of commercial carriers and AirMobility Command assets, Logistics moved 39 separateshipments from Charleston to Baghdad without loss ordamage. Quite remarkably, the average delivery time(door-to-door) was less than 10 days.

In parallel with procuring and shipping the equip-ment, the selection and training of our installation teamswas ongoing. Technically qualified candidates were nu-merous but finding those willing to deploy for a pro-jected 90 to 120 days in Iraq was somewhat challenging.Simply obtaining the travel documents, medical clear-ances and command approval for travel was a complexprocess. Nonetheless we quickly had a cadre of fieldengineers signed on and ready to travel.

Installation complete but supportcontinues

The first field engineer deployed early in 2004 andwas quickly followed by four others. The initial push toactivate the network was accomplished prior to June 30,2004, when the Coalition Provisional Authority was dis-solved and sovereignty returned to Iraq.

We continue to support the program, but networkownership and operational control has been transferred

to the Department of State.The following is how one of the engineers on the

program, Andrew Poe, saw it from his side….

A first person account of life inand around the green zone

It all started in January 2003 when I agreed to joinan HF network installation project in Iraq. The next weekswere intense, filled with systems training, testing radiosystems, updating travel and medical documents, attend-ing pre-deployment training and dealing with the innu-merable forms and documents necessary to travel into ahazardous duty area.

On April 1st, I took off for Baghdad. First was a com-mercial flight from Charleston to Kuwait for an addi-tional 3 days of training and in-processing. At 0400 on

the 5th it was off to Baghdad but this time it was a mili-tary hop: A C-130 with every seat filled and pallets ofbaggage strapped down in the rear of the plane. The mostinteresting part of the flight was the descent into BaghdadInternational Airport. The plane rolled 90 degrees to starta corkscrew dive designed to keep the plane inside con-trolled, safe airspace and avoid hostile fire.

Safely on the ground, I grabbed my suitcase, toolboxand personal protection gear (body armor, helmet, gasmask, etc.) and boarded a bus to the “Green Zone.” Eventhough it’s only 5 miles from the Green Zone to the air-port, it’s probably the most dangerous road in Baghdadand takes 30 minutes because of numerous checkpoints.

There was good and bad news on my first day inBaghdad. The bad news was that three mortars and fiverockets landed in the Green Zone. The good news wasthat most failed to explode because of operator error inarming the explosives. Mortars or not, there was no eas-ing into the Baghdad routine; it was off-to-work the firstday.

The job required me to travel between the palace onone side of the Green Zone and the motor pool on theother plus an occasional trip outside to Regional Em-bassy Offices. Typically, task planning and coordinatingefforts and staff meetings are held in the palace. Mostvehicle installations are done in the motor pool, and base

Mortars or not, there was no easing intothe Baghdad routine; it was off-to-work thefirst day.

continued on page 28

Andrew Poe waits, at the Babil helicopter landing pad, fortransportation to the Al Hillah command center.


station installations are done in a variety of U.S. government buildingsthroughout Iraq.

Installation of the HF system involves manual labor and a lot of it. Itwas common to be on the roof of a building trying to erect a 30-foot mastwith the 65-foot antenna connected to it. Difficult under any circum-stance but in 130-degree heat and a blistering desert wind, it is some-thing else entirely. Not only was the installation process physically taxing,these installations were in a hostile area and it was very dangerous being

exposed on top of the roof. Luckily part of the installation process meant working inside the air conditioned build-ings to set up the equipment and configure it properly. This also meant conducting radio checks with other sites.

Systems were required in each of the major cities in Iraq, so transportation became a major issue. Some citiescould be reached only by military air and others by fullyarmored and escorted vehicles. Whatever the mode, get-ting transportation scheduled required early planning andthe flexibility to travel on short notice. Any trip outsidethe Green Zone required my helmet and body armor.

Down time was always an issue and despite the bestefforts to schedule events, you could spend long hourswaiting. In one notable instance where the task was toinstall a system in Najaf, we waited 5 hours on the helicopter landing pad for a pre-arranged armored escort to pickus up. Aggravating? Yes, but to make it worse, we had been told that we would only be in Najaf for 1 day, so we had

cut down our carrying weight by eliminating personal gearlike extra clothing or toiletries. This was definitely a badidea since we ended up spending 3 days in Najaf withonly the clothes we came in with.

Ultimately I spent 6 months in Iraq and learned somevaluable lessons. On a personal level I found that I couldsurvive and be successful in a hostile and constantlychanging environment. On a professional level I discov-ered the incredible value of pre-deployment planning andhaving real-time connectivity.

In large part, the success of the program can be at-tributed to the ability to exchange data and ideas with mycode 524 support group and the customer both in countryand in Washington. The value of being able to managelogistics issues and to resolve technical and engineeringquestions across eight time zones cannot be overstated.

Editor’s note: Will Terrell and Ralph DeMott are nowsupporting this work in Baghdad. Andrew is safelyback in his cubicle in Charleston but has indicatedhe would go back if needed again. Photos by Poeand Terrell. See the back cover, also.

…site surveys were impossible given thedifficulties of intra-theater travel and thedesperate need to get the networkoperational….

Andrew Poe en route from Najaf to AlHillah.

Ralph DeMott (left) and Will Terrell pause in Al Hilah.


By Jim Crawley, code 02C

About two years ago, William Paggi, the head ofthe SSC Charleston Contracts Office, stood upfor what he thought was going to be another rou-

tine contracts status review with a new commanding of-ficer, Captain Pope. When Paggi got part way thoughthe laundry list of contract actions, Captain Pope stoppedthe brief and asked something along the lines of “Whyin the world do we have so many contracts?” With noobvious answer in hand, Paggi took an action to get backwith him.

Around that same time, the new executive director,James Ward, began using the “S” word in the same sen-tences with contracts. He wanted to know what our con-tract strategy was. With no obvious answer in hand, Paggitook another action to get back with him.

Simultaneously, Paggi began to reflect upon trou-bling comments by his contracts team leaders about howthe technical codes often assigned development of con-tracts to junior personnel and that there were inconsis-tent levels of quality of the input from tech codes. Thedepartment heads also continued their lamenting that ittook too long to award contracts. Furthermore, Paggi alsowas receiving complaints from our industry partners thatthere was little consistency across SSC Charleston’s so-licitations and contract reporting requirements, thus driv-ing up the command’s costs of doing business withindustry.

After much thought about the interrelated and ex-tensive nature of these issues, Paggi and the board ofdirectors came up with a two-pronged approach to cre-ate a better contracting environment.

The first effort was to set up a contract initiationprocess that would provide a collaborative opportunityacross all departments to consolidate and align contractrequirements. It also would require approval by all de-partment heads prior to proceeding with the processingof a new contract.

The second initiative was to establish a group of tech-nical personnel within the contracting department. Thisgroup would have representatives from each of the tech-nical departments who have a significant amount of ex-

Contract Requirements Teamhere to stay and here to help

perience working on contracts. The role of the groupwould be to help craft a command contracting strategy,provide guidance and assistance to tech codes preparingthe technical portions of contract packages, act as facili-tators for technical evaluation boards, act as liaison be-tween technical codes and Contracts, help standardizethe contracting process and documentation, and help withroll out of new acquisition policy such as implementa-tion of performance-based contracting.

Upon management approval of these two initiativesin 2004, the Contract Initiation Request (CIR) processand Contract Requirements Team (CRT) were born. TheCIR process was modified recently such that new con-tract actions are approved by the Contract Strategy Coun-cil, which meets weekly and consists of management levelrepresentatives from each of the technical departments.

The CRT originally was established as a pilot pro-gram; however, it since has become a permanent fixture.Initially, the CRT has been in a quasi-triage mode, fo-cusing mostly on the highest dollar value or the moreproblematic packages. Starting in fiscal year 2006, theCRT is in full performance mode and is ready to providefree technical assistance with any contract package orissue upon request. Additionally, a CRT member will beassigned to facilitate processing of every contract actionover $25 million.

The CRT, code 02C, is headed by Jim Crawley. TheCRT members are Luis Celorio and Deb Farnello fromcode 50, Michelle DeForest and Miguel Santos from code60, and Ric Cosgrove and Jim Robinson from code 70.Please feel free to contact them with your contractingquestions.

The CRT is in full performance mode andis ready to provide free technical assistancewith any contract package or issue uponrequest.


Saludos!By Nancy Tant, code 0AB

As a part of the focus of the newly established EEO SpecialPrograms Team (SPT) of SSC Charleston, a network begins withone of the fastest growing segments of the American population:the Hispanic community. Our networking expands our knowl-edge of the Hispanic culture and propels a diverse population.The SPT is developing partnerships with established communityorganizations by participating in activities that will attract can-didates to SPAWAR and the Navy as an employer of choice.

In September, on the occasion of the Latino “day of work,”staff from Universal, the local Hispanic newspaper, visited SSCCharleston, where they received an orientation from Command-ing Officer Capt. Red Hoover and Marsha Hassell, public affairsofficer. Captain Hoover saluted the Hispanic community and rec-ognized its strength in the building of our country. Hassell ex-plained that the SSC Charleston program needs bilingualprofessionals to work with the Navy.

Tina Gissentanna (code 09A22) and Jack Folley (now code 742)received the SPAWAR Team of the Quarter award for January-

March 2005 for their work on the Server/Applications Hosting Re-view and Approval Process Team. Program Executive Office(PEO-IT) issued a Navy-wide policy that required all organizationsat any level of the Navy to receive prior written approval from thePEO-IT before purchasing, renting or leasing new or upgraded serv-ers or application hosting services for CONUS ashore use. This pro-cess is called the Server/Application Hosting Review and ApprovalProcess (SAHRAP).

Gissentanna and Folley, along with Scott Saunders, JessJennings, Ron Swecker and Nancy Williams-Bane were responsiblefor developing, promulgating and implementing the SAHRAP pro-cess within the SPAWAR enterprise, which was the only major claim-ant to respond to this request for feedback on SAHRAP.



from an article in Merlion Star

AMobile C4I Systems Branch team spent twoweeks in Singapore in 2003 to train commu-nications department personnel at Commander,

Logistics Group Western Pacific (CLWP) on the opera-tion of the Portable Allied Command, Control and Com-munications Terminal (PAC3T (V2)) that will help theU.S. and its allies in the continuing fight on the GlobalWar on Terrorism.

According to Terry Gilmore of code 614, the PAC3T(V2) is a portable, modular C3 equipment set designedto provide interoperability and tactical data exchange,both voice and data, between U.S. and Allied navy ships.

During Cooperation Afloat and Readiness Training(CARAT) 2001, Lt. Cdr. Mac McMillan, assistant chiefof staff for communications, saw a need for secure com-munication among allies during war situations. “If wewanted to stay on top of the game, allied ships need theability to communicate with us on a secure level so wecan broaden our ‘line of sight’ for potential threats,” saidMcMillan. “So I did some homework and found that Pa-cific Command would provide the funding for somethinglike this and after two years, it is now a reality.”

According to Raziuddin Khan of code 614, the PAC3(V2) is a more advanced offspring of the first operationalsystems that were fielded in 1995. The PAC3 (V2) willbe the first to operate in the Pacific theater. “We are re-ally excited about the PAC3 (V2) because it allows com-mands to bring interoperability to allied ships in anaffordable and transportable package,” said Khan.

“This system provides us with a deployable systemthat can be rapidly embarked on allied ships that are notequipped with Global Command and Control SystemMaritime (GCCS-M),” said IT2 Vance Hawks, commu-

Communications systemkeeps allies connected to fleet

nications watchstander. “This allows those allied shipsto join U.S. Navy forces during exercises as well as realworld events.”

With the presence of the PAC3T (V2) on allied ships,it will give them capabilities they did not have previ-ously. “The allied ship can now have at its disposal thebasic set of command, control and communications toolsthat would be available on a U.S. Navy combatant,” saidIT2 Will Matthews, a reservist on his 17-day annual train-ing from CLWP 610, a reserve command based in SanAntonio that supports the staff here. “This just expandsour capability with our joint national forces that we didn’thave the ability to do before.”

“In today’s environment, both during wartime andduring periods of peace, the building of coalitions is man-datory to accomplishing mission objectives,” said ITCSMax Templeton, communications PAC3T and reservecoordinator on 158 days of active duty for special work.“Joint training with both reserve and active staff onPAC3T (V2) and the fusion with coalition partners is aforce multiplier.”

Members of the CLWP communications departmentwill take the PAC3T (V2) system on ships participatingin CARAT exercises in Malaysia and Singapore and puttheir training to work.

“We are really excited about the PAC3 (V2)because it allows commands to bringinteroperability to allied ships in an afford-able and transportable package.”

Raziuddin Khan


LSSLean Six Sigma leads to increasedvelocity and volumeBy Steve Lariviere, code 09C11

What is Lean Six Sigma?Lean Six Sigma is a combination of Lean Manufacturing and Six Sigma Methodologies. Lean focuses on

improving processes by eliminating waste. Six Sigma focuses on improving processes by eliminating the variationof the processes.

Processes can be completed more quickly by reducing the number of non-value-added process steps and byeliminating the variation of different steps for the same process. Fewer steps allow for quicker process time, whichmeans “velocity” is increased! Because we have reduced the number of steps in our process (the number of oppor-tunities in a given timeframe), we now have added capacity. Greater capacity means “volume” is increased.

Training is ongoingLean Six Sigma provides the user with a tremendous kit of tools and methodology on how to look at all types of

processes and improve them by using these tools. It is a new way of looking at your processes and empowering youto improve what you do! It provides you the opportunity to make your processes better!

The Lean Six Sigma effort has been underway at SSC Charleston for close to one year. The Lean Six SigmaProgram is headed by Steve Lariviere, the SSC Charleston Lean Six Sigma deployment champion and commandblack belt.

New black belts are (seated, from left) Debbi Knott, Barbara Holliway, Karen Brewer, Dale Davis, Michael Thomas,Randy Caffee, Marc Pipken; (standing) Steve Lariviere, Samuel Yaryan, Lisa Pass, Robert Castagna, David Monahan,Georgia Lack, Jan Lindholm, Vicki Alkema, Jon Brisar, Richard Tucker, Myra Rice, Jack Buchanan, Pete Ward, KarlBaker, Joe Scott, Odette Foore and Ron Lowder. Not pictured is Dean Glace.



Recently the command trained 24 new black beltsand 10 new green belts.

The new black belts are Vicki Alkema, Myra Rice,Jan Lindholm, Ron Lowder, Jack Buchanan, RichardTucker, Michael Thomas, Barbara Holliway, Debi Knott,Karen Brewer, Dean Glace, Sam Yaryan, Marc Pipkin,Pete Ward, Jon Brisar, Odette Foore, Bob Castagna, DaleDavis, Georgia Lack, Karl Baker, Lisa Pass, DaveMonahan and George Spellman.

The new green belts are Antoine Smith, Ken Bedwell,Tim Roland, Stephen Hills, Karla Perez, Cheryl Ankrom,Gene Suber, George Anderson, Kim Liston and CharlieDaniels.

SSC Charleston will be conducting a minimum offive new green belt classes this fiscal year. Each classwill have approximately 25 new green belts. The firstclass was in early November.

Last fiscal year more than 54 Lean Six Sigma projectswere planned, conducted or in progress. This fiscal year,the goal is 200 to 250 Lean Six Sigma events. One com-mand Lean Six Sigma event per black belt per year (24),one department event per black belt per quarter (96) andone division or branch event per new green belt (125)are expected.

Each of these events will engage 8 to 10 people andwill provide our employees the opportunity to partici-pate in a Lean Six Sigma event and receive their yellowbelts.

In memory...Raymond (Dan) Turner, code 6621, passed away

on Sept. 27 in San Diego while on travel. He wasassigned to the Meteorology Systems Section of theAviation C2 Engineering Division, code 66. Dan re-tired as a master chief in the Navy and was hired bythe Charleston Naval Shipyard in 1990 as a civiliantechnician. He transferred to SSC Charleston as anelectronics technician in 1994 during the time of theBRAC closures. Shown is Turner (right) with MacGignilliat, code 6621, at NAS Meridian, Miss., thissummer during an equipment upgrade.

Turner was actively involved in the BerkeleyCounty Habitat for Humanity and planned to volun-teer his time with them when he retired. In lieu offlowers, the family requested contributions be madeto the Berkeley County Habitat for Humanity, 808BWhitesville Road, Moncks Corner, SC 29461.

Dr. Bill Richter, code 523, had a technical paper pub-lished in the latest issue of the U.S. Navy Journal of Un-derwater Acoustics. The paper was entitled, “CoherenceLoss of a Narrowband Process in a Rician Channel, Us-ing the Phase Correlation Coefficient.” It is an advancedmathematical paper based on work that Richter had donein his previous job at SPAWAR in Crystal City. Whenheadquarters was moved to San Diego in 1997, Richterchose not to move west but instead found a job at SSCCharleston. He says no job change ever pleased himmore, and the same can be said for Clare, his wife of 49years.


photo provided


By Robert Greer, code 84D2

The Network Centric Mapping Database (NCMD)Program provides near real-time worldwide geospatialdata to the warfighter through network connectivity, suchas the Internet, SIPRNET, Multi-National InformationSharing network (MNIS) or future Global InformationGrid (GIG). The Navigation System Design and Engi-neering Branch (code 842) of the Intelligence, Surveil-lance, Reconnaissance and Navigation Division isdeveloping it as a web-service and multi-tiered softwareapplication that allows the client, a C4ISR system or anavigation system, to automatically obtain and updategeospatial data.

These data include vector database products likeDigital Nautical Chart, raster chart products, coordinategrid-based data sets, intelligence and commercial imag-ery. The prime source of data for NCMD is the NationalGeospatial-Intelligence Agency (NGA), but other coali-tion militaries, intelligence agencies or national assetscan provide source data as well.

NCMD offers many robust features for man-aging and distributing the geospatial data, suchas synchronization across the network and datamarshalling.

Design review heldCode 84 hosted a preliminary design review

for the NCMD Program in September. Distin-guished guests included representatives from theUnited Kingdom Hydrographic Office, NGA,Fleet Forces Command and NSWC Dahlgren.The U.K. Hydrographic Office is located inTaunton, England, and is our international part-ner for NCMD.

The NCMD project is sponsored by theDUSD(A,T&L) Coalition Warfare Program Of-fice at the Pentagon and the Program ExecutiveOffice for Integrated Warfare Systems. Phase 1design, development and testing are to be com-pleted during fiscal years 2005 and 2006. Test-ing will be conducted in the fleet and with jointforces during military experiments and exer-cises.

Tidewater office holds preliminarydesign review on Network CentricMapping Database

For the preliminary design review, technical presen-tations detailed the NCMD architecture, design, codingstatus and unit testing approach. Valuable feedback wasreceived from the U.K. Hydrographic Office and NGArepresentatives that helped answer design questions andlay out near-term plans. Discussions planning the over-all test strategy for NCMD also were held. The U.K. Hy-drographic Office will conduct independent tests ofNCMD and will also produce an independent report atthe end of fiscal year 2006.

Augmenting the in-depth technical discussions, thegroup toured the NOAA ship Rude, a coastal surveyingvessel, which included capability demonstrations of ship-board hydrographic and oceanographic data sensing andplotting systems. Joseph Judge, curator of the HamptonRoads Naval Museum, hosted a walk through historyacross the teak decks of the USS Wisconsin (BB 64).

The next scheduled face-to-face meeting is a designreview in January at the U.K. Hydrographic Office.

(from left) Peter Parslow, Andrew Porter and Paul Fielding of theU.K. Hydrographic Office, Floyd Ryan of NGA and Robert Greer ofcode 84D2 tour the USS Wisconsin (BB 64) berthed at NAUTICUS(National Maritime Center) on the Elizabeth River in downtownNorfolk.

photo by Joseph Judge, curator of the Hampton Roads Naval Museum


The Chronicle is a quarterly publication designed foremployees of the Space and Naval Warfare Systems Cen-ter, Charleston. Its purpose is to inform, educate, enter-tain and generate new ideas. An official publication, TheChronicle is printed using appropriated funds in com-pliance with Navy Publications and Printing regulations.Contents of The Chronicle are not necessarily the offi-cial view of, or endorsed by, the U.S. Government, theDepartment of Defense, the U.S. Navy or SPAWAR Sys-tems Center, Charleston.

Submissions for publication in The Chronicle mustbe received by the editor at code 0A5 no later than the15th day of the second month of each quarter. You cane-mail submissions to [email protected] Chronicle reserves editorial privileges with all sub-missions.

Visit our web site at http://sscc.spawar. navy.mil.

MissionTo provide knowledge superiority to jointwarfighters and peacekeepers through the devel-opment, acquisition and life cyclesupport of effective, integratedCommand, Control, Communica-tions, Computers, Intelligence, Sur-veillance and Reconnaissance(C4ISR) systems.

SSCSPAWAR Systems Center, CharlestonP.O. Box 190022North Charleston, SC 29419-9022

Tony Frey (code 614) moonlights as Cdr. (sel) Tony Frey,P-3C primary TACCO NATOPS evaluator, VP-94Crawfishers. Recently he arranged for his unit to stay onthe ramp at the general aviation terminal long enoughfor a number of SPAWAR coworkers to tour the P-3Caircraft and get a better understanding of their customerand the unique requirements of the maritime patrol air-craft community.

photo by Tom Glaab

Dr. Stephen Jarrett (code70E) stands ready to explainSSC Charleston capabilitiesat the InnoVenture Confer-ence held in Greenville, S.C.

photo provided

Above, a soldier uses MobileNet (see page 22) and below, WillTerrell transports equipment for the tactical HF radio network inIraq (see page 26).

ccaptain’s call · the workforce development branch’s net span of influence defines who members...

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