Upload
thaiboxer69
View
216
Download
0
Embed Size (px)
Citation preview
8/9/2019 Air Force Intercom 2004
1/32
8/9/2019 Air Force Intercom 2004
2/32
2 intercom February 2004
FEBRUARY 2004 VOLUME 45, NUMBER 2
THE JOURNAL OF THE AIR FORCE C4 COMMUNITY
Gen. John P. JumperAir Force Chief of Staff
Lt. Gen. Tom HobbinsDeputy Chief of Staff for
Warfighting Integration
Lt. Gen. Ronald E. KeysDeputy Chief of Staff for Air and
Space Operations
Ms. Susan A. ONealActing Deputy Chief of Staff for
Installations and Logistics
Maj. Gen. Charles E. Croom Jr.Director of C4ISR Infostructure
DCS for Warfighting Integration
Brig. Gen. (sel) Ronnie HawkinsDirector of Communications Operations
This funded Air Force magazine, published byHelmer Printing, N. 6402 790th St., Beldenville, Wisc.,
54003, is an authorized publication for members ofthe U.S. military services. Contents of the intercom
are not necessarily the official views of, or endorsed
by, the U.S. Government, the Department ofDefense, or the Department of the Air Force.
Editorial content is edited, prepared and provided
by the public affairs office of the Air ForceCommunications Agency.
EDITORIAL STAFF
Col. David J. KovachCommander, Air Force Communications Agency
Lori ManskeAFCA Chief of Public Affairs
Master Sgt. Karen PetittManaging Editor
Tech. Sgt. Jim VerchioEditor
Submitting to the intercom
Stories should be in Microsoft Word formatand should be no longer than 600 words.
Photographs should be at least 5x7 in size and300 dpi. Submit stories via e-mail to
Subscription requests
E-mail all mailing requests or address changes
Comments to the staffComments, and letters to the editor, may be
e-mailed or sent via the postal service to
AFCA/PA, intercom, 203 W. Losey St., Room1200, Scott AFB, IL 62225-5222.
http://usaf.smartforce.com
This months cover, themed GlobalInformation Grid is designed by
Tech. Sgt. Jim Verchio, IntercomEditor.
4Fromthe Top: The GIG:Piecing it all togetherMaj. Gen. Charles E. Croom Jr.
6An evolution ininformationMr. John Gilligan
12Defending thenetworkTimothy Wilkins
4 From the Top: GIG: Piecing it all together
Maj. Gen. Charles E. Croom Jr.6 An evolution in information
Mr. John Gilligan
8 GIG-BE: USAFE extends capabil ityTech. Sgt. Paul Le Blanc
10 The changing face of network operations
Maj. Larry Cox11 SATCOM keeps comm open
2nd Lt. Jon Wilbur
12 Defending the network Mr. Timothy Wilkins
14 The enemy f rom within
Tech. Sgt. Orville Desjarlais Jr.
18 IT portfol io managementCol. Michael Crane
19 DODs Network Centric Data StrategyCapt. Kim Andersson
20 Dynamic Network Analysis team success
Mr. Anthony Pettiford22 Network Centric Operations
Mr. Paul Stone24 Then andNow: Col. Derrel L. Dempsey
Don Gasper
25 Time Machine:Tale of the towerOwen Hyams
26 Civilian Focus : Are your interviewing skills
making the grade?Mr. Steve Lewis
27 News Briefs : EMSEC symposium, Mid-America
TechNet conference; IM training; Automated
testing; Presidential VIP; Expeditionary Village;ECATS; Event Planning System; IT Lean
Reengineering; Bronze Star; and Comm
upgrade.30 Techno Gizmo: GATES: The Global Air
Transportation Execution System
11SATCOM keepscomm open2nd Lt. Jon Wilbur
8/9/2019 Air Force Intercom 2004
3/32
Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 3
JAGin a BoxFritz Mihelcic
AFCA Deputy
Chief Counsel
Letters to the editor
Send in your question to:[email protected]
or call DSN: 779-6060
Peaceful SATCOM
No. Peaceful Purposes hasbeen interpreted by the United
States since the late 1950s to
mean non-aggressive or non-hostile. It does not mean non-military, as the former Soviet
Union advocated. The 1996 U.S.National Space Policy allows theDefense Department to use thesesatellites in the pursuit of nationalsecurity and other goals. Followingthis reasoning, non-aggressive mil-itary use such as combat commu-nications support is still consid-ered a peaceful use of outer spaceand does not violate the treaty.This viewpoint has also beenadopted by the United Nations.
There is also a side issue ofwhether the military use of com-mercial satellites for combat sup-port makes these satellites lawfultargets under the Law of ArmedConflict. If they are consideredlawful targets, the cost of insuringthem may become prohibitive.This could drive a decision by thesatellite owners to protect their
investments by stopping militaryuse altogether. If you encounterthese issues, be sure to check with
your local JA as well.
AA
Does the use of commercial SATCOM
to support combat operations
violate the Peaceful Purposesprovision of the Outer Space
Treaty of 1967?
From the editorial desk
Day-in-the-Life showcases your work
BDUs for the CAPsI just read your tid-bit on Just For
Fun: What to do with your old BDUs.I'm hoping you can add a short follow-
up note in your next issue of whatcould be done in a serious way.There are about 60,000 members
of the Air Force Auxilliary (Civil AirPatrol) that have to continually pur-chase (if unable to beg, borrow orplead) for BDUs, especially field jacketsand other gear needed for missions.There are also thousands of cadetsaged 12 to 19 who need them as well.Although the Air Force attempts toissue blues, BDUs have never beenissued to our membersit has alwaysbeen a personal or parental expense.
Maybe you could suggest finding alocal unit or wing headquarters, theresone for each state. Often their logisticsofficers would be overjoyed to come to
you for collected BDUs.
Maj. Dave MullinsCivil Air Patrol, Youngstown AFRS
By Master Sgt. Karen PetittIntercom Managing Editor
Whether youre drawing a graphic at a multimedia shop, sorting mail at anAPO, troubleshooting the network, coaching a basketball team, or volunteering inthe community, we want to illustrate your efforts! Weve chosen March 12 as theday for you to capture your Life, from morning until night. All you have to do isgrab a camera and start taking pictures. Send us your photos with cutline infor-mation and photo credit, no smaller than 5x7 at 200 DPI by April 15 for inclusioninto the June magazine.
Day-in-the-life themes are usually popular, but can only be so if there are sub-missions. If youd like to submit a short story to explain the photo or give addi-tional details thatd be great, too. If youre not quite sure youre up to taking thephotos, just ask your VI shops to help you with this or contact your local PublicAffairs office as they may be able to offer suggestions or provide assistance. Itmight make a good photo page for your base newspaper as well as contributing tothe intercom.
And, as a reminder, the other themes can be found on our homepage, and ifyou have any questions, just call or e-mail. Happy picture taking!
Good showI wanted to take a minute and con-
gratulate the staff on the December2003 intercom and Combat Camera
Portfolio. I received both magazinesthis morning, and they are absolutelyoutstanding. These were, by far, thebest examples of military photojour-nalism Ive seen in my 19 years in thePublic Affairs career field.
Tech. Sgt. Brian OrbanMinot AFB, ND
Cant get enoughAfter seeing your magazine, I real-
ized I gotta get this every month!
Tech. Sgt. Jay VitelaLeague City, Texas
*Extra copies: The intercom staff isdetermining the need for additional
copies of the December issues CombatCamera portfolio. Please have all
requests into the staff by March 1.
8/9/2019 Air Force Intercom 2004
4/32
8/9/2019 Air Force Intercom 2004
5/32
Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 5
seams, the GIG must be thought of and transformed into atruly global, three-dimensional information processing net-
work by developing and integrating airborne and space-based platform networking and information transportcapacity. As we extend the IP-based, high-speed network toour airborne and space based platforms, this enables us toleverage the advantages of a fully networked force.
GIG-Bandwidth Expansion, GIG-Enterprise Services,Joint TacticalRadio System and Transformational Communications System areseveral IP-based transformational initiatives. The vision is toprovide diverse transmission paths and information servicesbetween our fixed and deployed operating locations. Thesecapabilities will allow the warfighter to exchange unprece-dented levels of information.
Important to an effective IP-based transport is adoptionof the new IPv6 addressing standards mandated by fiscal year2008. During the next few years, Air Force systems andapplications will require IPv6 capability that will give usneeded improvements in IP address space, mobile network-
ing, multicasting and end-to-end data security while meet-ing the requirement to network everything the warfighterneeds to make a timely decision.
Managing information itself is a capability and an emerg-ing domain that we must master. Our leader, Lt. Gen. TomHobbins, said, The issue is not moving data faster so muchas it is moving the right data to the right people to includeour coalition partners. Information flow needs to be honedto decision quality for the command chain. Future conflicts
will require the Air Force to employ capabilities that rapidlyprocess time-critical information driven by an architecturethat is street smart ... a commander doesnt want to be
spammed, he wants to be astonished and impressed.Were seeking to transform the Air Operations Center into
an intelligent display through the use of tools that integrateand distill vast amounts of information. Specifically, com-manders need consolidated information that is presentedrapidly via knowledge walls, visual displays or the variouscapabilities of the Air Force Global Command and Control
System. These displays will present not only a picture ofwhat is, but also a predictive picture of what might happennext in the battlespace.
A difficult first step to effective information management isagreeing on the data elements intended for use and their exact defi-
nitions. This problem must be solved if we can ever hope tofully interoperate among ourselves, our sister services andour coalition partners. Pivotal to our success in this area willbe our ability to maintain and control the integrity of theseuniversally applied data elements through the use of tech-nologies such as XML.
Network operations is the operational capability focused on
getting the right information to the right place at the righttime. Given the critical demands on our warrior net, it mustoperate at optimum performance, and it must guaranteeinformation delivery. We must continue to evolve training,doctrine, and tactics, techniques, and procedures, to keeppace with our technologically driven leaps in warfightingoperations and adversary threats.
The Global Information Grid can not happen without a highly
trained and motivated communications and information warrior
force. Todays airmen are the smartest and most technicallysavvy expeditionary communication warriors ever. With therapid, quantum level changes in information technology, our
current and future warriors must keep pace with the techno-logical and operational advancements in warfighting.Without responsive and effective schools for our networkoperators and maintainers, our ability to operate the GIG
will fall short of our goal to achieve the network centricwarfighting advantage.
General Hobbins and I are proud to lead and serve withsome of Americas finest sons and daughters. As contingencyafter contingency reveals, we salute your expeditionarymindset and warrior spirit. Because of this selfless service to ourgreat countrys interests around the globewe proudly provide the
reins of command to our great Air Force.
8/9/2019 Air Force Intercom 2004
6/32
6 intercom February 2004
By Mr. John GilliganAir Force Chief Information Officer
PENTAGON A quick after-action review for OperationIraqi Freedom found our soldiers and airmen were morepowerful and effective than ever before.
This effectiveness was seen in increased precision, speed,and lethality. Warfighters growing demands for decision-quality information are resulting in a move to recognizeinformation not just as an enabler for combat, but also as afundamental capability for supporting modern warfare.
As a capability, its being recognized that information should bemanaged similar to other capabilities provided by air or space or
munitions assets. This shift toward projecting information asa capability means that warfighters are focusing on howinformation and the supporting information technologyprograms that manage and manipulate information cancontribute to producing warfighting effects.
Information to be recognized as a capability must havethe following characteristics: be authoritative (able to berelied upon); be integrated to support dynamic decision-making; and be available where and when needed.
Within the Department of Defense and the Air Force we
have been working hard to support the objective of manag-ing information as a capability. The following is a briefdescription of the Air Forces strategy to provide the neces-sary foundation and processes to support information as a
warfighting and operations support capability.Our vision is seamless access
through a single global network or the Global Information Grid. Thisgrid interconnects all people involved with the military andsupport operations, as well as its platforms and facilities. The
objective is to populate the GIG with authoritative, relevantand sufficient information and deliver this decision-readyinformation across the entire spectrum of military opera-tions leveraging a large number of enterprise services that
will combine, transform and analyze this authoritative data.The GIG is built on the foundation of a consolidated communica-
tions and computing infrastructure and a common platform upon
which data and services are supported. These elements of theGIG are the necessary foundations and prerequisites to being
able to manage information as a capability.The target within the Air Force has been to manage our
network and computing infrastructure as an enterprise-wideconsolidated infrastructure with common architecture andconsistent levels of service. This consolidated infrastructure
provides common, centrally managed networking intercon-nectivity, core infrastructure services across the enterpriseand configuration controlled end user devices, includingdesktop computers and other devices such as Personal
Digital Assistants or even cockpit displays.
Base infrastructure consolidation is nearly complete due to theoutstanding efforts of our MAJCOM and base communications and
information teams. The next steps include ensuring consistent
standards across all bases, improving effectiveness and effi-ciency of the infrastructure by consolidating at MAJCOM orregional levels, and extending the consolidation efforts to the
8/9/2019 Air Force Intercom 2004
7/32
8/9/2019 Air Force Intercom 2004
8/32
8 intercom February 2004
By Tech. Sgt. Paul Le BlancUSAFE Long Haul Communications
RAMSTEIN AIR BASE, Germany
The Department of Defense GIG-BEprogram charter is to interconnect keylocations around the world providingexpanded optical transport capabilities
well above those available today.
Five architectural tenets drive theprograms development. These tenetsare handling information once, postinginformation before processing, poolinguser data, using collaborative technolo-gies within the network, and finally,making the system reliable.
What were all about is building thistrusted, reliable network, said ArmyCol. Robert Horback, GIG-BE pro-gram manager. Our basic objectivesare increasing bandwidth to critical
Defense Department and intelligencecommunity customers and also provid-ing diversity within this network[which is] something we do not havetoday within many of our governmentnetworks.
These capabilities includeunprecedented bandwidth,
increased redundancy and survivabilitywhile significantly reducing provision-ing times across the GIG.
USAFE recognizes two challengesassociated with leveraging this capabili-ty and has launched the USAFETechnical Control Facility upgrade toanswer the call.
The first challenge is to extend these new
bandwidth capabilities from the service
delivery node to the customer. The currenton-base distribution network is notdesigned to accommodate activatingnew services on demand without sig-nificant equipment installation andprovisioning times.
The TCF upgrade will install theintermediate nodes and edge devicesneeded to allow expanding services byeither electronic provisioning of exist-ing capacity or installing a new card
into an existing system. These newnodes and edge devices will enablegreater flexibility for key customers, set-ting the standard for on-base transport.
The second challenge is that GIG-BE onlyimpacts a few, key locations. USAFEs
vision is to extend GIG-BE capabilitiesto all USAFE customer locations dur-
ing the next several years. The TCFupgrade will initially modernize 14locations from fiscal year 2004 throughfiscal year 2007 culminating with mod-ernizing smaller geographically sepa-rated units by the end of fiscal year2009.
In conjunction with the GIG-BEprogram, we are engaged in an aggres-
sive microwave radio upgrade program.This program is known as the DigitalEuropean Backbone or DEB.
The DEB provides military connec-tivity that is completely independent ofany commercial bandwidth. The cur-rent DEB equipment is mid-1980stechnology and USAFE is upgrading toa more robust and higher bandwidthcapable system across the Europeantheater.
Upon completion, DEB bandwidth
capability will increase almost sixtimes, from 26 Mbps to 155 Mbps.
By leveraging new capabilitiesoffered by the GIG-BE and DEBexpansion initiatives, USAFE remainsready to meet the communication
needs of todays warfighter. (Tech. Sgt. LarryBercel contributed to this article.)
8/9/2019 Air Force Intercom 2004
9/32
intercom February 2004 9Online http://public.afca.scott.af.mil/intercom.htm
GIG line(L to R) Senior Airman Kris
Hemberger, Airman 1st ClassGordon Lam and Staff Sgt. JuanLara install an antenna mast andcable on the new OperationsGroup building at a forward loca-tion. All three airmen are ground
radio technicians assigned to the379th ExpeditionaryCommunications Squadron.
Airman 1st Class Nichole Adamowicz /JCCC
8/9/2019 Air Force Intercom 2004
10/32
10 intercom February 2004
By Maj. Larry CoxU.S. Pacific Command
CAMP H.M. SMITH, Hawaii Todays joint warfightersrely on a variety of network-enabled capabilities to dominatethe battlespace.
Joint force commanders employ networked forces to con-duct distributed operations with a level of fidelity neverbefore known. To fully support this developing construct ofnetwork-centric warfare, Joint Vision 2020 demands contin-
ued evolution of the Global Information Grid, includingappropriate technology and organizational doctrine to sup-port networked joint forces.
New construct for NetOpsIn the face of growing reliance on network-centric war-
fare, the GIG must be optimized to provide dependable,flexible support for the full-range of military operations.
In the past, the GIG had been managed as a loose confed-eration of networks with no central authority. The mostrecent unified command plan changed all that, assigning
United States Strategic Command operational control of theGIG and the global NetOps mission.Soon thereafter, USSTRATCOM engaged other combat-
ant commanders to define organizational and operationalconstructs for responsive management of the GIG to meet
warfighter needs.The Joint Concept of Operations for Global Information
Grid Network Operations outlines this way ahead.
Global NetOpsEssentially, NetOps will be divided into a global mission
under the control of USSTRATCOM and regional missions
under the control of the regional combatant commanders.Within the global construct, USSTRATCOM will estab-lish Joint Task Force Global Network Operations to exe-cute its joint mission essential tasks of system and networkmanagement, information assurance and contentstaging/information dissemination management.
JTF-GNO will exercise operational control of the GIGfor NetOps issues, which are those issues that affect orpotentially affect availability, protection or delivery of infor-
mation for multiplecombatant com-mands, services oragencies.
JTF-GNO willimplement controlpractices to ensureGIG services arealways available to the warfighter. It will merge with theGlobal Network Operations and Security Center, the DoDComputer Emergency Response Team and the Global SAT-COM Support Center into a single entity called the GlobalNetOps Center. The GNC will be the technical implementa-tion arm of JTF-GNO and serve as the nerve center for glob-al NetOps.
Regional NetOpsFor regional NetOps issues, each regional combatant
command will establish a theater NetOps hierarchy.Regional NetOps will center on the Theater C4ISR ControlCenter, or TCCC. The TCCC is the organization through
which combatant commands maintain situational awarenessand exercise operational control over apportioned, allocatedand assigned system and network resources. Theseresources are collectively known as the Theater InformationGrid.
PACAF and NetOpsUnited States Pacific Command has taken a leading role
in the development of joint NetOps. The PACOM TCCCwas designated as lead for the TCCC and NetOps pilot pro-grams for both the Assistant Secretary of Defense for C3Iand the Joint Staff J6. The United States Pacific CommandNetwork Operations Concept of Operations, published in2001, provided one of the first true joint concepts forNetOps. The joint community is working hard to evolve itsNetOps concepts to better support network-centric warfare.With USSTRATCOM in command of the GIG and regionalcombatant commanders like USPACOM in control of theirTIGs, joint leadership of NetOps is focused on makingresponsive warfighter support a reality. (Maj. Jeff Smith and Mr.
Alexander Pura contributed to this article.)
8/9/2019 Air Force Intercom 2004
11/32
intercom February 2004 11
By 2nd Lt. Jon Wilbur755th Communications Squadron
OFFUTT AIR FORCE BASE, Neb. Ensuring reliablecommunications for the United States Strategic Commandand the 55th Wing in the event of a nuclear war is the job ofthe 755th Communications Squadron SatelliteCommunications Systems Flight.
The Satellite Communications Flight is the largest, fixedSATCOM facility in Air Combat Command. Its diversity
lies in the number of command authorities and agencies itsupports.
The SATCOM facility offers communications via twosatellite networks: the Defense Satellite CommunicationsSystem network and the Milstar network. The DSCS, whichis the primary system, supports the president, the Secretaryof Defense, the Joint Chiefs of Staff, the United StatesStrategic Command, the National Airborne OperationsCenter and the 55th Wing.
The DSCS facility has been the Department of Defensesprimary communications network for more than 25 years.
Using super High Frequency wavelengths and offering
anti-jam capabilities, the DSCS facility provides voice anddata hotline capabilities to command authorities.
This capability gives DSCS the ability to operate througha high altitude electromagnetic pulse caused by a nuclear
detonation. The DSCS facility consists of one heavy earthterminal, commonly referred to as the Eastern PacificSatellite terminal, and one medium earth terminal common-ly referred to as the Western Atlantic Satellite terminal. Eachterminal contains two spread spectrum multiple access sys-tems making it virtually impossible for foreign aggression tointerrupt their services.
Additionally, the DSCS facility houses two SingleChannel Transponder Injection Systems. Both systems are
used by United States Strategic Command for emergencyaction message dissemination to United States nuclearforces.
One of the most important missions the DSCS satelliteterminals support is the Integrated Tactical Warning/AttackAssessment network. Early warning data comes from theballistic missile warning system radar stations, the defensesupport program infrared satellites and also from the SolidState Phased Array Warning System facility known as PAVEPAWS.
PAVE is a program name for electronic systems, whilePAWS stands for Phased Array Warning System. Informationis passed to the Alternate Missile Warning Center where itscorrelated into an operational warning picture in real time,
which we then broadcast to agencies such as the NationalMilitary Command Center, United States StrategicCommand.
Staff Sgt. Benjamin Andera / 755th CS Staff Sgt. Stan Parker / 755th CS
Left: Senior Airmen Louis Vigil and Ronald Peterson work on the Spread Spectrum Multiple Access system.Right: DSCS personnel work on the AN/GSC-52 and AN/FSC-78.
8/9/2019 Air Force Intercom 2004
12/32
By Mr. Timothy WilkinsAir Force Information Warfare Center
LACKLAND AIR FORCE BASE, Texas The AirForce Information Warfare Center/DefensiveCounterinformation Division is the focal point for: ana-lyzing information operations vulnerabilities; exploringleading edge technologies; migrating information capa-bilities to the warfighter; and leading the way in protect-ing Air Force, Department of Defense and other govern-
ment agencies computer networks from hostile activi-ties.
The complexity of the Internet infrastructure of per-sonal computers and networks creates vulnerabilities
within the United States business, educational and mili-tary organizations worldwide.
These vulnerabilities provide opportunities for unau-thorized users to gain access to critical systems and sen-sitive information without the knowledge of either thelegitimate users or the system administrators. Theseunauthorized users can be either internal employees or
external hackers armed with the tools to disrupt anddestroy the victims networks. There are many advan-tages to having networked systems, such as informationflow, information collaboration and information shar-ing. The difficulty is these advantages can be renderedmoot by the inherent weaknesses of networked systemsand connectivity to networks via physical hardwires or
virtual wireless technologies. Consider that anIntegrated Air Defense System provides a unified pictureof air activity allowing commanders to make and exe-
cute instant decisions. Its critical these commanders beable to direct combat operations immediately and deci-sively. Consequently, the networks they use to dissemi-nate these decisions must be active, interoperable andsecure. An Integrated Network Defense System is theanswer to this need.
The warfare center is spearheading the developmentand fielding of an INDS that incorporates a ComputerNetwork Defense System, and in the future, systems thatprotect both Private Branch Exchange telecommunica-tions and wireless networks.
The Automated Security IncidentMeasurement sensor, which is deployed at
108 Air Force installations worldwide, is a
software product that enhances network
security by logging and analyzing network
traffic in order to identify suspicious activity.
It monitors network Transfer Control Protocol,
User Datagram Protocol and Internet Control
Message Protocol traffic, and uses numerous
techniques of intrusion detection for its
analysis. From May to December 2003, ASIM
sensors reported 7,785,105 real-time events.
The Common Intrusion DetectionDirector System, which is deployed at all
eight major commands and the Air
Force Computer Emergency
Response Team, is a dedi-
cated hardware and soft-
ware platform designed to
receive near real-time con -
nections data and associat-
ed transcripts from ASIM sensor hostmachines. It stores this data for later detailed
correlation and analysis by both human ana-
lysts and automated tools.
The Computer Security AssistanceProgram Database System is a centralized
enterprise-class database, analysis and
reporting system specifically developed to
support the Air Force CND mission and
designed to compliment the ASIM and CIDDS
intrusion detection and reporting tools.
The CDS serves as an advanced Air Force
decision support system that collects, stores,processes, analyzes and reports computer and
network information protection and intrusion
detection related information.
It contains centralized data retrieved
from the ASIM sensors and the CIDDS and
manually entered by analysts.
This data is stored and displayed for rapid
analysis and application of countermeasures,
and for detailed human correlation and pro-cessing.
To date, the CDS has tracked 150 inci-
dents within the Air Force, and has recorded
and provided more than 35,000 suspicious
event reports to the Joint Task Force-Global
Network Operations for global correlation
between the armed services.
The Information Warfare Visualization
tool , deployed to the MAJCOMs, AFCERT and
Air Force Network Operations and Security
Center, supports a worldwide global situation
awareness of Air Force networks and providesa viable 3D display that is viewed on a large
plasma screen display or personal computer
monitor.The CNDS provides analysts and com-
manders with the capability to protect and
defend Air Force networks, thus ensuring the
swift, secure flow of mission-critical informa-
tion.
12 intercom February 2004
8/9/2019 Air Force Intercom 2004
13/32
Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 13
Hooked up
Senior Airman Antwone Prater,86th Communications Squadron,Visual Imagery IntrusionDetection Systems journeyman,performs telephone maintenancein a hardened aircraft shelter at
Ramstein Air Base, Germany.
Airman Steve Czyz / 786th CS
8/9/2019 Air Force Intercom 2004
14/32
14 intercom February 2004
8/9/2019 Air Force Intercom 2004
15/32
Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 15
8/9/2019 Air Force Intercom 2004
16/32
W
16 intercom February 2004
By Tech. Sgt. Orville Desjarlais Jr.Airman Magazine
hile smoke still billowedfrom the World Trade Center
and the Pentagon after theSept. 11, 2001, terrorist attacks,Pentagon officials turned to the 84thRadar Evaluation Squadron to learnexactly what happened.
Within two hours, the unit fromHill AFB, Utah, had reviewed the radartrails of the four aircraft comman-deered by terrorists. Using software theunit developed, evaluators created
whats called a track of interest analysison each hijacked civilian aircraft. Theirsoftware eliminated the clutter of allother traffic flying above the UnitedStates that fateful day. Imagine lookingat the blips on the monitor of an airtraffic controller in Los Angeles, multi-plying those radar blips by 100thenzooming in on the flight path of a sin-
gle aircraft. Nobody else in theDepartment of Defense has that capa-bility.
The good news was the Hill unitcaptured the data on most of the flightsof all four aircraft and sent that infor-mation up the chain of command. Thebad news was they had lost sight ofUnited Airlines Flight 93 that crashedin western Pennsylvania. When thehijackers switched off the aircrafttransponders a radio signal thatallows air traffic controllers to trackeach aircraft the civilian airliners
were virtually invisible to the Federal
Aviation Administration.We could show the hijackers when
they were near the eastern coast, butthe hijacked planes went so far interiorthat we lost sight of them, said MasterSgt. Rob Freedman, a squadron super-intendent.
Before Sept. 11, the unit focusedattention on radars located around the
nations borders. Like wagons in a cir-cle, these sites were used to protectAmerica from outside threats. There
were many more radar sites in thecountrys interior, but they were onlybeing used by the FAA. After 9/11, thatall changed.
Our aerospace control and airdefense missions have traditionallybeen oriented to detect and identify allaircraft entering North American air-space, and, if necessary, interceptpotentially threatening inbound airtraffic, said Gen. Ralph Eberhart, com-mander of the North American
Aerospace Defense Command and theU.S. Northern Command. Hes also the84ths main customer. We are now alsofocused on threats originating withindomestic airspace, such as hijacked air-craft, the general said.
Immediately after the attack, the84th was determined to come up witha plan to help keep Americans safe. The
Following a 45-minute drive from Hill, radar technicians arrive at the Air Route Surveillance Radar.
The enemy within
Hill AFB provides
electronic security
blanket for America
8/9/2019 Air Force Intercom 2004
17/32
Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 17
units idea was to optimize all the radarsites so the Air Force and FAA couldwork hand in hand in securing the sky.
There are two radars at every site.The FAA primarily uses beacon radar,
which captures aircraft transpondersignals. The other radar, known assearch radarthe one the Air Force isinterested in usingtransmits 4 mil-lion watts of power to beam signals 200miles in all directions. It reflects andcaptures radar signals off aircraft.Before Sept. 11, search radars were usedat sites in Americas interior, but onlyfed the FAA Air Traffic ControlCenters. The Air Force is now interest-ed in using this capability at all sites. Ifan aircrafts beacon is turned off, theAir Force can now use search radars tostill keep tabs on it.
However, these search radars are nottypically pointed at an optimal anglefor the Air Force mission, so the radarunit is sending teams of engineers,radar maintainers and civil engineers
across America to make adjustments.We evaluate the tilt of the FAA
radar, said Staff Sgt. John Dixon, an84th radar sensor evaluator. We deter-mine the optimal tilt and adjust itaccordingly. We work with the FAA toachieve the best radar picture possible.
This means not only ensuring theFAAs 50-year-old equipment is work-
ing properly, but also that after analysisand adjustments, the equipments per-formance improves by 10 to 20 percent.The team expects to have all the sitesoptimized by 2006.
The team also makes sure the datafrom each radar site is recorded. Its likehooking up a video cassette recorder toeach system. This will give thesquadron the capability to record andplay back radar data from any of theinterior sites and remotely monitoreach radars performance. The dataidentifies not only the specific aircraftinvolved, but also its altitude and loca-tion at any given moment.
We check out every little detail,from antenna to transmitters andreceivers, said Darrell McFarland, atechnical advisor and team chief. Webalance FAA and Air Force needs.
The radar sites are scattered acrossAmerica, and theyre located at thehighest points in the regions, usuallyatop remote mountains. Optimizing all
the radar sites means a lot of temporaryduty.
Tech. Sgt. Lanis Williams, a radarsystem evaluator, spends about 180days a year on such trips.
What we do is unique, Williamssaid. Its challenging to work on radarsthat were made in the 1950s. Its alsogood to be on a team that helps
America have a good defensive system.Once all radars are connected to a
recorder, 84th radar experts like MasterSgt. John Henderson can keep an eyeon possible threats over their sectors ofthe United States.
If someone reported they saw a
missile overhead, wed be able to detectit moments later, Henderson said. Heand two other team members are sta-tioned at McChord Air Force Base,Wash. Theyre responsible for analyzingdata gathered in the western sector,
which covers about half of the conti-nental United States. The unit has oper-ating locations in each of the airdefense sectors, including Alaska.
The threat of future terrorist attacksis real. They may come in the form of
another hijacked aircraft, a missilelaunched from a civilian ship or evenan unmanned remotely piloted heli-copter. The helicopter scenario wasactually detailed in a manual found inan al Qaeda safe house in Afghanistanin the early days of OperationEnduring Freedom.
Like everyone else, Tech. Sgt. KevinPowell watched in horror as aircraftplunged into the World Trade Centerand the Pentagon. Unlike everybody
else, the radar analysis chief could alsostudy a computer monitor to see whatwas being captured by radar. But theradar signals became more than justbright dots on a screen.
Once you get to the point whereyou can see past the process, past theblips on the screen, it was pretty sober-ing, Powell said. Looking at the TVand watching my monitor brought thehuman factor right to the front. I reallyfelt the impact. It made me feel sad toknow that my job is driven by tragedy.
Tech. Sgt. Carl DeWitt and Staff Sgt. James Furnish use an oscilliscope tomeasure sensitivity time codes on a receiver that evaluates the returnsignal strength and movement generated by the site's transmitter.
BOTTOM LINE
Comm teams work to ensure
radar sites are able to track
aircraft data as part of
Americas Homeland Defense.
8/9/2019 Air Force Intercom 2004
18/32
18 intercom February 2004
By Col. Michael CraneDirector, Resources and Analysis
Air Force Chief Information Officer
PENTAGON In fiscal year 2003,the Air Force programmed approxi-mately 7 percent of its budget, almost$6 billion, into funding InformationTechnology that enables us to fightmore effectively and operate more effi-ciently. For fiscal year 2004, the
amount grew to around $6.5 billion,with much of that IT growth in warfighting systems.
This growth attracted Congressionalattention and required extra effort tominimize funding cuts. If we acknowl-edge that Air Force topline dollars areunlikely to increase dramatically andany large growth will be scrutinized,
then it becomes a matter of allocatingcurrent resources to the highest priori-ty requirements and being able todefend our dollars to Congress.
So, to win the dollars we must beable to clearly articulate the value ofeach IT investment, regardless ofappropriation.
To communicate the value of thedollars requested, we must be able to
show the linkage of investments to realimprovements in warfighting capabilityand more efficient and effective busi-ness practices. IT portfolio manage-ment is a critical tool in this allocationprocess.
The CIO community is implement-ing an IT portfolio managementprocess to improve oversight of invest-
ments and, more importantly, to driveinformed decisions on which programsto fund.
The first step in IT portfolio management
is to get better insight of IT initiatives across
the Air Force and ensure those initiatives
align with the Air Force strategy.
Senior Air Force leadership isexpecting the portfolio managementprocess to deliver a compelling case for
how theyre better able to accomplishthe Air Force mission after spendingthat much money. They expect AirForce people at all levels to continue toimprove our ability to deliver IT capa-bilities within current funding levels.
In a recent memo, senior leadersreconfirmed their commitment toimproving visibility and managementof IT resource allocation.
Their expectation is that major command
and functional communities will use IT port-
folio management processes to support
their fiscal year 2006 submissions. Thiscommitment is driven by the strongbelief that IT portfolio management
will enable MAJCOMs and functionalsto assess, prioritize and allocate fund-ing for IT, as well as to identify redun-dancies and opportunities forincreased efficiencies.
Additionally, portfolio managementhelps ensure IT investments are syn-chronized with the Air Force vision andpriorities, such as the Enterprise IT
services.During the upcoming year, the Air
Force CIO office will provide addition-al guidance and provide the Secretaryof the Air Force and the Air Force Chiefof Staff quarterly updates on ourprogress and an annual assessment ofthe overall Air Force IT portfolio.
Portfolio management
provides a defined, repeat-
able process for reviewing
investment proposals to assess
which projects are on track,which ones need help, and
which ones should be terminat-
ed. This visibility helps reduce
duplicate efforts and sift out
ones with questionable value.
8/9/2019 Air Force Intercom 2004
19/32
Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 19
By Capt. Kim AnderssonHQ USAF/XIWA
PENTAGON With the release ofthe Department of Defenses Net-Centric Data Strategy in May of 2003,and the creation of several data work-ing groups, the Department of Defenseis getting serious about data and infor-
mation management in a net-centricenvironment.This new strategy puts more empha-
sis on satisfying the requirements of theend-user, not just the techies.
The Network Centric EnterpriseServices program is part of the strategyand provides the infrastructure servic-es needed to combine leading-edgeconcepts of data and network manage-ment to make tactical and intelligencedata visible and accessible to warfight-ers, according to Priscilla Guthrie,DoDs deputy chief information officer.
The strategy defines a modifiedparadigm for data management withinthe department, and it expands thefocus to visibility and accessibility ofdata rather than just standardization. Italso recognizes the need for data to beusable for unanticipated users and
applications, as well as for those thathave been predefined. The strategyidentifies approaches that will improveflexibility in data exchange, supportinginteroperability between systems with-out requiring predefined, pair-wiseinterfaces between them. Informationportability will be improved throughthe use of metadata, which will permitloose coupling of systems and facilitatedata exchanges among systems andalso facilitate information discovery.This flexibility will be essential in themany-to-many exchanges of a net-cen-tric environment. While tightly engi-neered, predefined interfaces between
systems will continue to exist, theobjective in a net-centric environmentis to increase the potential for manyother systems to leverage the same data
without having to anticipate a new usein the development cycle.
PROVIDING GUIDANCE: The Air Forceis working diligently to implement theprinciples of the DoD Net-CentricData Strategy. The Air Force ChiefInformation Officer and Deputy Chiefof Staff for Warfighting Integration are
collaborating on an Air Force-wideinformation and data managementstrategy that will provide guidance tothe field on defining and setting upcommunities of interest and will estab-lish roles and responsibilities for AirForce data producers.
NEW TERM: A COI is a term todescribe collaborative groups of users
who must exchange information inpursuit of their shared goals, interests,missions or business processes and
who therefore must have a sharedvocabulary for the information theyexchange. A COI will establish thecommanders information manage-ment policy, define a shared informa-tion space, establish member roles withpublication and subscription authority,pick authoritative data sources anddefine IM prioritization for the COI.
ADAPT AND OVERCOME: People willneed to adapt to the new emphasis onthe end-user and the switch from aneed-to-know to a need-to-hide phi-
losophy when dealing with data andinformation visibility.
The strategy appears to entail largeamounts of up-front work, particularlyby the COIs and data producers who
will need to define vocabularies andcatalog data so that it is meaningfuland useful to the end-user. However,this is not all new work. Data producersare already doing some related tasksthat can be reorganized or reused in thestrategy.
Operators and technical staff willneed to work hand-in-hand to ensurethe success of the new strategy. Thecultural changes will not be easy, butthe rewards for the warfighter will be
well worth the effort.A policy memorandum implement-
ing this strategy is expected early thisyear.
DoD Network Centric Data Strategy
New focus puts emphasis
on satisfying the end-user
not just the techies
Ensuring data is visible, availableand usable when needed and where
needed to accelerate decision-making.
Tagging of all data with descriptivemetadata to enable discovery of data byusers.
Posting of all data to sharedspaces to provide access to all users
except when limited by security, pol-
icy or regulations.
Moving away from implementinginteroperability through point-to-point
interfaces to enabling the many-to-
many exchanges typical of a net-centric
data environment.
Introducing management of datawithin communities of interest rather
than attempting to standardize data
elements across the department.
The Network Centric Enterprise Servicesprogram is an integral part of the DoD
Net-Centric Data Strategy.
The key attributes of the strategy include:
8/9/2019 Air Force Intercom 2004
20/32
20 intercom January 2004
AFCA team models, analyzes, executes reliable networksBy Mr. Anthony PettifordAir Force Communications Agency
SCOTT AIR FORCE BASE, Ill. High above theparched landscape, unseen and unheard below, Air ForceF-16s armed with high-tech communications, navigationand threat warning gear streak toward their objective atmore than 800 mph.
Preloaded with digitized terrain-following information,flight lead makes a minor course correction and releasesone, then another, Joint Direct Attack Munition precision-guided 2,000-pound bomb. Moments later, a second F-16follows suit.
Ten miles from their objective, the JDAMs three-axisinertial navigational system and global positioning systemtake over, electronically guiding the aircraft to their target:an Iraqi underground command post.
The four bombs hit their mark in rapid succession withdeadly accuracy, instantly catapulting tons of fragmentedconcrete, glass and steel into the air.
A few minutes later, a small unmanned Predator obser-vation aircraft flies over the scene, relaying real-time videoback to the Combined Air Operations Center to confirm
total destruction of the facility.Similar real-world scenarios were repeated with equal
success in Operation Iraqi Freedom. But how was this level
of precision and coordination made possible?The primary contributors were the data-driven technolo-
gies guiding delivery of the high-tech weaponry. Its also theresult of information warriors who skillfully controlled theintricate satellite and terrestrial communications lifelines,and the network routing and switching equipment respon-sible for delivering warfighting voice, video and data to thedesert, and ultimately putting the weapons on target.
Backing up the whole operation by providing qualitycontrol of integrated network data resources was the Air
Force Communications Agencys Dynamic NetworkAnalysis team.The DNA team gives Air Force warriors a full range of network
and systems analysis support over many functional and operational
areas. It contributes to architecture-based decisions that guide
engineering and implementation of networks to achieve informa-tion superiority, and it helps chart the course for a transformed net-
work-centric Air Force.
Lt. Gen. Tom. Hobbins, Air Force Deputy Chief of Stafffor Warfighting Integration,said, AFCA provides DynamicNetwork Analysis a performance analysis capability forterrestrial, airborne and space networks. (DNA) allows
OEF/OIF network integration, OPLAN communicationanalysis, war game network assessments and MAJCOMarchitecture planning. Here are some examples of theteams successes.
8/9/2019 Air Force Intercom 2004
21/32
Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 21
Operation Enduring FreedomDNA supported the Air Force Crisis
Action Team by modeling the area ofresponsibility network, generating traffic
and performing what-if analysis based onoperational scenarios.
The team directly affected several networkdesign decisions based on bandwidth availabili-ty, analyzed the impact of troop movements andforce structure changes on the networks capa-bility to provide critical information flow to the
warfighter, verified network response delays tothe user as a result of an applications architec-ture design, and provided multiple what-ifanalyses that addressed several contingencies.
Operation Iraqi FreedomAs beddown commenced for what was to become
Operation Iraqi Freedom , an AFCA DNA team deployedto the Southwest Asia Network Operation Security Center-Deployed, at Shaw AFB, S.C.
The team partnered with NOSC-D warriors to plan,analyze and execute a reliable, survivable and secure net-
work architecture for the OIF warfighter.The ability to model a dynamically changing network architec-
ture in near-real time, and to capture and import information flowinto the model, provided a zero risk decision environment for senior
Air Force leaders. The teams what-if analysis addressed
bandwidth requirements, network survivability and net-work response times due to application traffic insertion.
The team gave decision-makers network recommenda-tions for base stand-ups and beddowns.
Network survivability was a key concern with constantattention placed on analyzing network configurations toensure critical C4ISR information was always delivered tothe right place at the right time.
The work forged by AFCAs DNA team was so successfulthat the NOSC-D stood up a network analysis cell as part ofits daily operations. Bill Strickland, NOSC-D chief networkengineer, said the OEF contingency ended with no network
outages, due in large part to AFCAs DNA team.
War GamesAFCAs DNA team also provided the first-ever analysis
of future network architectures at Future Games 2001, anAir Force-sponsored war game, and now supports other
war games such as Global Engagement, Schriever andThors Hammer. During an exercise, the DNA team buildsmodels from the network architecture and provides band-
width analysis.Networks are configured based on a concept of opera-
tions that includes architectures, technologies and systemstypically five to 20 years in the future. The team providesanalysis results based on operational scenarios that depictthe games environment. This quick-turn analysis gives
war-game commanders an accurate picture of the impactfuture technologies, architectures and concepts of opera-tions will have on network-centric operations supporting
tomorrows battlefield.
Information superiority through net-centric
operations is an Air Force goal and AFCAs DNAteam is aiming high to achieve it.
Illustration by
Master Sgt. Karen Petitt
8/9/2019 Air Force Intercom 2004
22/32
22 intercom February 2004
Mr. Stenbit is the assistant secretary of
defense for networks and informationintegration, and DOD's chief informa-tion officer.
The term network-centric warfarebroadly describes the combination oftactics, techniques and procedures that afully or even partially networked forcecan employ to create a decisive warfight-ing advantage.
NCW increases combat power bynetworking friendly forces to achieveshared situation awareness, increased
speed of command, high tempo of oper-ations, greater lethality, increased surviv-ability and a degree of self-synchroniza-tion.
Up through the mid-1970s, the (pri-
mary means) of command and control
and information exchange was the tele -phone, he said. I knew your phonenumber, and when I wanted to call you, Idid. In that kind of (system) youre stuckin place and youre stuck in time.Wherever you happened to be, if youmoved, the phone number didnt go
with you. If somebody called you andyou werent there, there wasnt even ananswering machine.
Since that time, Mr. Stenbit said DODnow has moved into what he likes to
refer to as the direct broadcast TV para-digm in which there are multiple chan-nels of information received simultane-ously among many places around the
world. He used the example of the spe-
cial forces soldier in Afghanistan, who,
while riding a horse with NorthernAlliance forces, was calling in air sup-port.
So what you had was a B-2 or B-52pilotwho didn't know this guy, didn'tknow his frequency, had no knowledgeof how that guy was operating gettingthe word he wanted a bomb, and (mak-ing it) happen, Mr. Stenbit said. Thatsan enormous change.
He refers to this type of operatingmode as Smart Pushthe ability to
gather data from a lot of sources, put ittogether and make decisions based onthe data.
He said Smart Push was used effec-tively in both Afghanistan and Iraq.
By Mr. Paul Stone American Forces Press Service
Within 10 years, U.S. forces around the world will enjoygreater combat effectiveness as a result of network-centric operations. Thatsa vision Mr. John Stenbit has pursued for the past two years, and its bad news for Americas enemies.
Primary means of communication
in the 70s.
DODs current paradigm of information.
Telephone
Direct Broadcast TV
DODs base of information in 10 years.
Internet
DOD plans to build a base networkconnecting 100 locations throughoutthe world, involving mostly major
headquarters, intelligence centers and
some support organizations.
8/9/2019 Air Force Intercom 2004
23/32
intercom February 2004 23Online http://public.afca.scott.af.mil/intercom.htm
During a visit to Afghanistan, Mr.Stenbit said he got a first-hand look atSmart Push in action.
At one base, there were about 1,000people with a large area network, includ-ing about 10 satellite dishes all looking indifferent directions and taking data from
those broadcasts, putting it together, andthen working the problem of what thedata meant to what they were facing thatday.
In Iraq, Mr. Stenbit said the SmartPush concept was even more evident.
For example, the ability of theMarines and the Army and the Air Forceto all know something about the sametarget was no longer a question of whosesensor it was, because they all had thesame data, Mr. Stenbit said.
So the good news is we were free inspace, and able, with the same informa-tion, to attack from the north, the south,the east and the west. We were coming atthem from all directions, and thats not agood place to be. If you stood still you
were dead, and if you moved you weredead.
Mr. Stenbit said the goal now is to getfrom Smart Push to what he calls SmartPullthe ability to give warfighters thefreedom not to be locked into eithertime or space, so they can obtain the
information they need at the momentthey need it, regardless of where they are.
And that is where the concept ofNCW comes into play. He said itinvolves moving from the broadcast TVparadigm to the paradigm of theInternet.
Today, if you want all the informa-tion you need, you have to carry around10 satellite dishes and a thousand peopleto pull it all together, Mr. Stenbit said.What we have to do is go to the para-
digm of the Internet. If you do that, youerase both the barriers of time andspace.
He said this would allow warfighterson the battlefield to have the informationthey need, when they need it, and give
them the ability to tailor the informationto their own needs, instead of relying oncommand and control staffs to feedthem the information.
This, he said, is heart and soul ofNCW. However, the primary barrier toachieving the Internet paradigm is
bandwidth.We have to have an infrastructure of
communications which has enoughbandwidth in it to allow, for instance,three people to pull the same data at thesame time, because if youre going toSmart Pull, you need more communica-tions or it wont work. Then you need toput the data and applications on the net-
work, not in a way that's pre-alignedagainst a task, but much more openly, sothat its more like the Internet.
He said by the end of next year, DODplans to build a base network connect-ing 100 locations throughout the world,involving mostly major headquarters,intelligence centers and some supportorganizations.
The ability to gather data from a lot of sources, putit together and make decisions based on the data.
The ability to give warfighters the freedom not
to be locked into either time or space, so they canobtain the information they need at the moment
they need it, regardless of where they are.
Smart push
Smart pull
8/9/2019 Air Force Intercom 2004
24/32
24 intercom February 2004
By Don GasperAFCA Staff Historian
A truly distinctive career is evidentwhen an Air Force-wide award isnamed for a blue suiter. However,typically the honoree has passed on bythe time this distinction occurs; livingto receive such recognition is all themore exceptional. One such livinglegend is retired Col. Derrel L.Dempsey, who during his 30-yearcareer greatly contributed to theadvancement of air traffic services in
various notable positions.
He significantly enhanced flightnavigation and safety even beyond theAir Force, and today he still goes aboveand beyond in helping others ... inessence, a caretaker of people.
Entering the Air Force in 1954 witha ROTC commission, he earned his
wings by 1955 and completed the AirTraffic Control Officer Course at theFederal Aviation AdministrationAcademy in Oklahoma City. Duringhis subsequent assignments as a pilot
and in air traffic services, he achievedcommand pilot status, accumulatingmore than 5,600 flying hours in a wide
variety of aircraft including trainers,fighters, and transports, as well as heli-copters. While in the Philippines as aflight commander with the 1867thFacility Checking Squadron (1967-1969), he logged more than 1,700
hours in the C-140, of which 1,000were combat-coded during deploy-
ments to Thailand and Vietnam, andhe earned the Distinguished FlyingCross.
Rising in responsibility to becomethe Air Force CommunicationsCommand deputy chief of staff for AirTraffic Services (1979-1984), hedeployed more than 600 combat-readyAir Force air traffic controllers to sup-port 75 FAA facilities during the 1981air traffic controller strike. In facingthis emergent and sizable challenge, hesaid, I affectionately called this myown private war [in being the] focalpoint for execution of orders from theAFCC commander and the Pentagon.The air traffic controllers deployed didan admirable job of providing the nec-essary services demanded by the avia -tion community in a time of nationalemergency.
After retiring from the Air Force in1984, he became a consultant for sever-al companies on ground/airborne airtraffic control and navigation support
systems. He provided guidance on
operational requirements and equip-ment specifications for development of
flat panel plasma radar display technol-ogy, mobile microwave landing sys-tems, a solid state instrument landingsystem, and other advancements in airtraffic technology. In 1996, in view ofhis legendary service and contributionsin the field, the United States Air ForceAir Traffic Control Manager of the YearAward was named after him.
The biggest lesson [I] learned wasthat if You take care of your people,they will take care of you! Management by walking around was aphilosophy that worked. Get outamong the professionals. You mustknow your people and their problemsand stand ready to support their train-ing and career development needs,solve personal problems, and becomeinvolved intimately in the daily workprocess as a team. This philosophy
worked during a troubled eratheCuban [Missile Crisis], Vietnam, andthe Cold War.
Colonel Dempseys post-Air Force
activities continue to take care of peo-ple on the homefront and in his com-munity in OFallon, Ill., (near ScottAFB). In 1996, he retired from con-sulting to become a full-time caregiverfor his wife, Gracie, due to advancedParkinson Disease. This year the cou-ple (along with their five children) cele-brated their 50th wedding anniversary.
Then Capt.
Dempsey (center)
with fellow 1866thFacility Checking
Squadron members
on the flightline at
Scott AFB, Ill., circa
1964.
Col. Derrel L. Dempsey
Colonel Dempsey is
now a full-time care-
giver for his wife, yet inhis spare time he likesto research his geneolo-
gy of Irish descent.
Management by walking
around was a philosophy
that worked. Get out
among the professionals.
You must know your peo-
ple and their [needs].
ThenandNow
8/9/2019 Air Force Intercom 2004
25/32
Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 25
Online http://public.afca.scott.af.mil/intercom.htm
y pal Frank and I turned 17 andenlisted in the Air Force on the buddy
plan Halloween night 1960. Frankwent to Germany to ride a hospitaltrain and my journey started at KeeslerAir Traffic Control school. Soon I wasoff to the 1st Mobile CommunicationsGroup in the Philippines.
One night while playing cards in theday room, I got orders to draw weaponsand report to the flightline where Isoon found myself with a machine gunand a seat on the Ambassadors flight toSaigon.
The mobile unit we were supposedto man in the Delta got sunk, so Ibecame a replacement for a mobiletower unit at Quang Ngai in the north-ern coastal region. There wasnt muchthere in 1963.
The tower was a tiny affair, barelybig enough for my 6-foot frame. Theradios were hardly adequate, but we didhave a direction finder, which along
with a good set of ears came in handyduring the rainy season. After a bout
with malaria, the 1st MOB put me backin Vietnam at Bien Hoa, which in 1964
was really starting to hop.As more jets entered the war, the
work load increased to a hectic pace.The Vietnamese had a hard time mix-ing the jets with the different types ofprop-driven aircraft, not to mentionhelicopters, and of course there were apair of U-2s that landed all frosted up.I guess I got pretty good at my job
because when my enlistment wasalmost up they told me I wasnt going
anywhere. On Halloween of 64 mybuddy Frank got discharged, and Idrew the midnight shift at Bien Hoatower.
We were just settling in when thefirst shells started landing on us. I guessthey were trying to knock our commu-nications out, and they did a prettygood job. One shell blew me halfwaydown to the next level where the radioand high voltage Nav-Aids wereknocked out of their cages and sparks
were flying all over. The rescue unittook a direct hit in their tent and killedthem all ... except one who managed toget in the tower with his machine gun.There were stacks of bombs that startedexploding as they were hit or set afirefrom the jet fuel. We were cut by the fly-ing glass of the windows, but we werealive and trying to function. I couldntget anyone on the radios until I over-heard an Air France talking to Saigon.The French pilot got the message
through. Soon I heard the sweetestradio message of my career from callsign Red Dragon
who told us tohang in there... they wereon the way withthe wholesquadron ofarmed Hueys.
Soon the call
came in they could see our flares andthen said, Where do you want it? It
took a minute to realize they were ask-ing where to fire.
I dont know how much good I did,but it was sure better than gettingpounded doing nothing. Soon somefighters arrived and a few of our A-1sgot off. The Hueys came down and weloaded our dead.
I stayed in Vietnamanother 4 1/2 months.They were picking glassout of me for weeks, and sometimes I
think theres still some in there. I didntknow it at the time but I was all donebeing an air traffic controller becausethe doctors determined I lost my depthperception.
The Air Force retrained me as aloadmaster, and I went back to Vietnamin 67-68 with the 310th AirCommandos and flew 1,144 sorties ina twin engine C-123. It was strange fly-ing into Quang Ngai and Bien Hoa,seeing the controllers in the tower and
thinking: That used to be me.I miss being an air traffic controller.
I was good at it and enjoyeddoing it, but I realize every
day how lucky I am tohave survived and
had the chance to have a lifeand a family, especially onHalloween. (Editors note:He earned a Bronze Star forhis actions that night.)
M
TimeMachine
8/9/2019 Air Force Intercom 2004
26/32
26 intercom February 2004
CivilianFocus
By Mr. Steve LewisAir Force Personnel Center
At the Communications andInformation Career Program weobserve and participate in the inter-
view process on a regular basis.What we see and hear from select-
ing supervisors concerns us, which isthat too many registrants with out-standing records are not able to con-
vey their abilities during an interview.
If youre one of those registrantswho has done all the right things,yet just cant seem to get that elusivepromotion, perhaps you need toreview your interview strategy toincrease your competitiveness.
If you start studying for inter-views, you might even ace one.
Here are some simple, yet effec-tive, ideas to get you started on
your homework:
Seek out information. Between
the library, bookstore and internetthere is ample information availableon preparing for interviews. Here are
just a few Web sites to get you started:www.collegegrad.com/book
www.gradlink.edu.au/content/view/full/33
www.alec.co.uk/interview
www.job-interview.net
Practice speaking. If you areuncomfortable speaking in front of agroup (many interviews are panelinterviews), take a speech class, prac-
tice briefing, or join Toastmasters. Practice interviewing. Hold mock
interviews with family, friends or col-leagues; encourage feedback.
Keep your resume current. Updateyour resume every time you accom-plish something noteworthy.
Develop Qs and As. Typically,
every interview will include somequestions of a general nature such aswhat are your long term careergoals? or what do you consider yourstrengths? Develop answers now thatcan be modified for specific inter-
views later. You might actually learnsomething about yourself in theprocess.
Sign up for an interview class.Most bases offer classes to developinterview skills as part of the transi-
tion assistance program for retiringmilitary members. According toCharlotte Noll, Career FocusProgram Manager for the FamilySupport Center at Randolph AFBTexas, career civil servants areencouraged to attend so they canimprove their chances to succeed intheir Air Force careers.
Once you are contacted for aninterview, you may only have a few
days, a few hours or maybe evenjust a few minutes to prepare for aspecific interview. As time permits,consider refining your presenta-tion by doing the following: Familiarize yourself with the organ-
ization. Most organizations haveinformation available in either litera-ture or on the Web to include missionand organization structure.
Review job requirements. AirForce civilian jobs all have position
descriptions. Request one throughthe selecting supervisor or the careerprogram and review it to make sure
you are familiar with the job require-ments.
Update and review your resume.
Compare your resume to theduties of the position and try to cor-
relate your experience to the require-ments of the job. Develop brief exam-ples linking your skills and experi-ence to the position.
Develop specific Qs and As. Nowthat you know more about the posi-tion, try to anticipate specific job-related questions and develop poten-tial answers. Use your resume as astarting point to draw in your experi-ence.
Prepare for the interview forum. Ifthe position being filled is at a differ-ent geographical location, be pre-pared for a telephone interview.Provide the selecting supervisor agood duty phone number in a quietoffice that will provide you privacy.Ensure the phone is not busy at thetime the interview is to occur.
Finally, the day of your finalpresentation consider these hints: Dress appropriately.
Be punctual. Have resume ready.
Be positive, show enthusiasm.
Speak clearly and concisely.
Listen carefully before responding.
Formulate your response.
Organize thoughts logically.
Answer the complete question.
Demonstrate strategic thinking,i.e., mission impact.
Include appropriate examples thatrelate to the position, be specific.
Keep answers short, no more thantwo minutes.
If you want to ace that presenta-tion and increase your chances forpromotion to the next grade, youneed to do more than just show up toclass, you must do your homework!
INTERVIEWING SKILLS
ARE YOUR
MAKING THE GRADE?
An updated version of last months SCOPEChampion article is located online at http://public.afca.af.mil/Intercom/2004/JAN/civilianfocus.html
8/9/2019 Air Force Intercom 2004
27/32
8/9/2019 Air Force Intercom 2004
28/32
28 intercom February 2004
with speed and accuracy. Traditionally,
15 percent of all software errors are
found during regression testing. With
Automated Regression Testing, the
same process is used as AOT. ART can
be run at anytime without having tobring in and train testers from all over
the world to perform controlled tests.
This works well because the test plan
and scripts are automated.
Every time a computerized com-
mand and control system is corrected
with a patch, it is assumed that thepatch fixes problems without creating
new ones. The automated regression
test can ensure this. ART takes just a
few hours, and reports can be finished
within two hours after completion of
the test.
Automated testing is considered
by many as the most effective way toperform developmental, operational,
regression and performance testing. A
system is now in development to cre-
ate system monitoring 24 hours a day,
which will provide early warning and
identification of system problems.
(Dr. Jim OConnor, 96th CG)
Teamwork
EXPEDITIONARY VILLAGE: Members
of five Air National Guard Engineering
Installation Squadrons deployed to
Southwest Asia in support of Central
Command's efforts to establish a com-
munications backbone there.
This expeditionary village commu-
nications team is made up of people
from the 202nd EIS, Macon, Ga.; the
205th EIS, Oklahoma City, Okla.; the
212th EIS, Milford, Mass.; the 220th
EIS, Zanesville, Ohio; and the 272nd
EIS, LaPorte AGS, Texas.
The team is making use of its
combined civilian and military experi-
ence, as well as available materials to
install underground duct banks and
manholes and establish a communica-
tions system architecture for eventual
long-term use.
Working in three shifts of eight
hours, the team will complete the
work in three phases. The first is con-
struction using heavy equipment,
which is complete. The second involves
installing fiber optic, telephone and
coaxial cable into the network ducts.
Finally, the installation specialists will
splice the cables together, terminate
circuits at each building and test thecircuits for quality as a final phase of
installation.
We are making it happen, said
Master Sgt. David Kitsmiller, 220th EIS.
I am really impressed with the way
the cable and electronics technicians
have learned to operate this equip-
ment. In six weeks, they have installed
more than 3 1/2 miles of conduit and
moved more than 2,000 tons of soil.
(Maj. Timothy Kern, 379th ECS)
ToolsECATS: The Enterprise Corporate
Analysis - Time Saver provides an
interactive Web-based Knowledge
Exchange to upload and share infor -
mation, as well as research enterprise
projects, programs, work groups, poli-
cies to corporately resolve issues. Its a
comprehensive approach for bringing
AF communities together to effective-
ly exchange knowledge.
The tool is designed to help
when someone has been tasked
to staff a document for review
with members at several bases or
set up a work group to develop
new policies.
It can also be used to dissemi-
nate notices and information tocompanion functional offices
throughout a command, or if a com-
mander wants to know the status of a
project.
Its goal is to put the user in con-
trol. The system is available Air Force
wide, and program managers, work
group members and staff officers rely
on ECATS capabilities daily to resolve
issues like reviewing and developing
Air Force publications and directives,
sharing technical studies, analyzing
requirements for programs and broad-casting technical information.
All POCs, discussions, URL
resources and documents for a project
are available with a single URL link
that can be accessed anywhere on .milor .gov domains 24 hours a day. Visit
the ECATS Web site at https://ecats.
amc.af.mil/ecats/. ECATS is also
available on the Air Force Portal using
Reduced Sign-On. RSO consolidates alllogin information for compliant sys-
tems to streamline application
authentication into one login. See
https://www.my.af.mil.
For information, contact RichardJolly, AFCA/ITCM, at DSN 779-6711,
(618) 229-6711, or send an e-mail to
[email protected]. (Cheryl
Kampwerth, AFCA)
EVENT PLANNING SYSTEM: The AirForce Event Planning System is a Web-
based resource-scheduling tool allow-
ing event planners to systematically
search and schedule resources from
training centers around the globe.
Originally developed to be useful inplanning and scheduling Air Force
modeling and simulation events sup-
porting the Joint Synthetic
Battlespace, EPS has expanded beyondthat initial effort to support the
Distributed Mission Operations pro-
gram and Air Force participation in the
Joint National Training Capability.
The DMO program is a Chief of
Staff of the Air Force directed program
to model the operational planning
and execution cycle by integrating and
exploiting live, virtual and construc-
tive simulations. DMO ties command
and control and intelligence, surveil-
lance and reconnaissance to the
shooters and is the only training
venue that has actual warfighters in
the chain. EPS can manage all of
these assets, as well as integrate them
with facilities, equipment, communi-
cation links, and personnel to createan effective exercise plan to support
warfighter global training and mission
rehearsal requirements. EPS is online
and supporting large-scale training.
EPS is a powerful resource sched-
uler that allows you to schedule
resources at multiple levels of detail.
The current version is capable of
scheduling facilities, equipment,
meetings and personnel.
Check out the complete function-
ality of EPS by selecting this link -
https://www2.afams.af.mil/eps. Anon-line tutorial is available. For more
information, contact Cathy DiPlacido
at [email protected], or
(407) 208-5756. (Cathy DiPlacido,
AFAMS)
IT LEAN REENGINEERING: Early last
year, an Interoperability and
Supportability Steering Group, led by
David Tillotson, Director of Air Force
C4ISR Architecture and Assessment,
was launched to ensure Information
Technology systems were secure,
interoperable, sustainable, support-able and usable.
In addition, its mission was to
develop an integrated framework sys-
tem, an information-based collabora-
tive tool allowing program managers,developers and testers to share pro-
gram information throughout a sys-
tems life cycle. Part of the plan called
for capturing critical information earli-
Presidential VIPThanking Staff Sgt.
Kimberly Marshall forhelping keep Americasafe, Vice President Dick
Cheney stood in for thepresident as he made
phone calls to deployed
members around theworld on Thanksgiving,a big morale boost forthose who are away
from loved ones. Shes acomm troop assigned to
Air Education andTraining Command,Randolph AFB, Texas,
deployed since October.
8/9/2019 Air Force Intercom 2004
29/32
Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 29
er and eliminating the serial or over-
lapping processes and redundant doc-
uments such as Certificates to Operate,
and C4I Support plans that slow down
the delivery of warfighting capabili-
ties.
In September, Tillotson joined
forces with John Gilligan, Air ForceChief Information Officer, other team
members and a transformation con-
sulting firm, to lead a cross-functional
team of IT acquisition process owners
through an intense three-day value
stream analysis. This was the first of
several planned rapid improvement
events designed to establish a base-
line, identify and eliminate waste, and
move toward developing a single, Air
Force IT acquisition process.
The effort is now called the Air
Force IT Lean Reengineering Initiative,and a team now watches over the
daily operations and progress of the
initiative, coordinating all associated
events Air Force-wide. Other events
have been held at AFCA at Scott AFB,
Ill., in December and the Standard
Systems Group at Maxwell AFB, Ala.
As the initiative evolves, process
owners and stakeholders agree the
project could easily take several
months, due to the unlimited oppor -
tunities for process improvement.
Given the speed at which tech-nology is advancing, it is critical that
this project be embraced as an Air
Force community effort, said Mr.
Gilligan.
As the level of participation and
understanding grows, the Air Force
seems to be enthusiastically welcom-
ing what I believe to be a critical step
in supplying new technology to the
warfighter while it is still new.
To learn more, visit the AF-CIO
website at http://www.cio.hq.af.mil,
and select IT initiatives, or go to theAF/XIW website at https://www.xi.
hq.af.mil/xiw/xiws/Lean_Reeng/.
For questions or input, contact Maj.
Arthur Garcia, DSN 588-7102/Comm
(703) 425-7102, Sondra Harrington,
DSN 425-6451/Comm (703) 588-6451,
or Capt. Lynne Bayley, DSN 664-1322
/Comm (703) 604-1322. (Capt. Lynne
Bayley, Office of the AFCIO)
Anti jammingAt the Satellite Control Facility Airmen 1st Class Benjamin Stolz and PhilCunningham work on a Secure Mobile Anti-Jam Reliable Tactical Terminal.This generator is an auxiliary power source for equipment that transmits
data through a satellite. The airmen are members of the 15thCommunications Squadron, Hickam AFB, Hawaii.
Kudos
BRONZE STAR: An Air Education and
Training Command Senior NCO at
Randolph AFB, Texas was awarded theBronze Star for his efforts in support
of Operation Iraqi Freedom.
Senior Master Sgt. Salvador
Orozpe, AETCs superintendent of
administrative communications, direc-torate of communications and infor-
mation, didnt want to sit and watch
the action in Iraq from afar. Sergeant
Orozpe used his secondary AFSC as an
8M mail manager to fill a postal
deployment in Kuwait to stand up theKuwait Mail Control Activity at the
Kuwait International Airport.
Sergeant Orozpe and his three-
person team arrived at a barebones
MCA, which they quickly began turn-ing into the busiest MCA in the world.
There wasnt any transportation,
communication, billeting and no one
in the area had any idea as to where
to set up this operation or who to talkto, said Sergeant Orozpe.
During the next six months,
Sergeant Orozpe built a team of 26 Air
Force, two Marines and 58 soldiers
that moved more than 35 million
pounds of incoming mail and six mil-lion pounds of outgoing mail. He also
helped increase daily charter flights
from two to 210, serving 50 destina-
tions worldwide.
Sergeant Orozpe focused on the300,000 troops he was serving. He
knew they relied on letters from home
to keep their morale high and to have
a little piece of home with them.
One person even showed me pic-tures of his daughters birthday party.
Thats the reason I loved what I was
doing, said Sergeant Orozpe. When I
wear this medal, I see the faces of my
folks handling that mountains of mail.They are the true representatives of
this medal. I am honored and will
wear it proudly.
UPDATED COMM: In 2003, the 212th
Engineering Installation Squadronfrom Milford, Mass., near Boston, trav-
eled to Otis ANG Base, Mass., off of the
coastline, beaches and quaint towns of
Nantucket Sound. Their mission wasto complete 2,034 hours of work for
an exercise that updated communica-tions for the 102nd Fighter Wing at
Otis.
With safety always in mind, the
exercise was unique in that squadronmembers, in unrelated job skills,
helped with the installation.
Information Management and
Supply personnel pulled mule tape
through ducts and manholes, whileothers helped complete projects
including a 12-mile installation of pull
tape (grounding) in conduits, fiber
optic cable runs, tests and inspections
of telephone grounds and more.
Its important that everyone inthe unit is aware of what is involved
with the other persons job. This creat-
ed good morale, said Lt. Col. Mark
Kelley, 212th commander. At a time
when we are looking at retaining ourpersonnel, what better way than to be
working as a unit. (Master Sgt.
Michael Perna, 212th EIS)
Mysti Cabasug / 15th CS
8/9/2019 Air Force Intercom 2004
30/32
30 intercom February 2004
Why GATES?GATES allows the Air Force to keep track of passengers
and cargo airlift. It is a fully integrated transportation sys-tem for Air Mobility Command and was developed and
implemented by AMC to automate cargo and passengerprocessing operations. GATES also supports management
of resources, provides logistical support information, gener-
ates standard and ad hoc reports, supports scheduling andforecasting, and provides message routing and delivery
service for virtually all airlift data. Its primary purpose is tosupport the AMC and Defense Transportation System mis-sion of rapid, global mobility and sustainment for America's
armed forces.
How it worksThe GATES network architecture consists of Aerial Port
Servers, Remote GATES servers and Deployable GATES
servers with the main central server at Scott AFB, Ill. GATESdata is widely used by transportation personnel and com-
manders at all levels.
GATES uses an open systems infrastructure based on a
distributed Sun architecture and a replicated Sybase rela-
tional database allowing new requirements to be easily
incorporated into the baseline application. Its worldwide
network consists of more than 100 sites. Aerial Port Servers
are the main hubs for the GATES network link, and 20 of
them are strategically located in sites around the world.
They interconnect in a mesh topology that allows for a
redundant, more robust, communication link back to theScott AFB GATES central server. These servers run on a
UNIX Sun platform with a SYBASE database.
Most APS locations host child sites called RGATES that
use their SYBASE database servers to replicate passenger
and cargo information back to GATES-C. RGATES servers
have the same functional software as APS except that they
run on a personal computer workstation platform that
makes it easier to use in a variety of operational environ-
ments not suited to the UNIX servers. The flexibility of
RGATES provides 100 percent APS mission support, identi-
cal to the GATES server locations, without requiring a com-
puter room environment or dedicated Non-Secure Internet
Protocol Router Network communications capability. If
NIPRNET fails, RGATES can be easily switched to replicate
using an analog phone line.
How is this system significant?This system provides the U.S. Transportation Command
Global Transportation Network with near real time passen-
ger and cargo data, as well as support to many other gov-
ernment and nongovernmental organizations. Its capabili-
ty was tested with Operation Enduring Freedom and, most
recently, Operation Iraqi Freedom.
TechnoGizmo
Global Air Transportation Execution System
Source: 1st Lt. Oscar Parra, 805th CSPTS/SCOT
8/9/2019 Air Force Intercom 2004
31/32
Online http://public.afca.scott.af.mil/intercom.htm intercom February 2004 31
8/9/2019 Air Force Intercom 2004
32/32