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InsightsStrategies and Advancements in Net-Centric Operations

Second Quarter 2006

Volume 3 • Number 2

www.lockheedmartin.com

Lockheed Martin opens its Swift experimentationlab in the UK to evaluate and develop transformationalsolutions using network enabled capabilities. Read thestory in “Net-Centric Connections” on page 28.

Inside

Insights is a customer publication of the Lockheed Martin Corporation.

To obtain copies or be added to the mailing list, email the editor:[email protected]. Additional copies can be obtained fromJennifer Adamson, [email protected], 301-240-5440,700 North Frederick Avenue, Gaithersburg, Maryland 20879.

Editor: Thad S. Madden, Jr.

Design/Art Direction: Graphic Dimensions, Inc.

Contributors: Dan Cotta, Janet Kreiling, Michael Robinson, Joe Wagovich

Insights is published quarterly. We welcome your comments;you may email the editor with ideas for future articles or suggestions.

Copyright 2006, Lockheed Martin Corporation. All rights reserved.

Photos throughout this publication have been provided courtesy of the Departmentof Defense, including the U.S. Air Force, U.S. Army, and U.S. Navy.

Insights

Insights may contain forward-looking statements (as defined byfederal securities laws) related to financial performance. Thesestatements are not guarantees of the Corporation’s futureperformance as actual results may vary depending on a multitudeof factors. Investors should review the Corporation’s filings withthe Securities and Exchange Commission (SEC), which describesome of these factors, available at the Lockheed Martin website (www.lockheedmartin.com) or the SEC’s web site atwww.sec.gov.

The Corporation expressly disclaims a duty to provide updatesto forward-looking statements, and the estimates andassumptions associated with them, after the date of this Insightspublication to reflect the occurrence of subsequent events,changed circumstances or changes in the Corporation’sexpectations. In addition, some or all of the following factorscould affect the Corporation’s forward-looking statements: theability to obtain or the timing of obtaining future governmentawards; the availability of government funding and customerrequirements both domestically and internationally; changes ingovernment or customer priorities due to program reviews orrevisions to strategic objectives; difficulties in developing andproducing operationally advanced technology systems; thecompetitive environment; economic, business and politicalconditions domestically and internationally; programperformance; the timing and customer acceptance of productdeliveries; performance issues with key suppliers andsubcontractors; and the Corporation’s ability to achieve or realizesavings for its customers or itself through its cost-cutting programand other financial management programs.

A Conversation withLt. Gen. James R. Clapper(U.S. Air Force-Ret.)Page 2 >>

Center for Innovation WinsWidespread FollowingPage 6 >>

The New Mandate:Industry Brings ExpertisePage 10 >>

Beyond Sensors: Data FusionCuts Through the ClutterPage 14 >>

TSAT: Cornerstone forTransformationPage 18 >>

Omega Framework:Best-Value SolutionsPage 24 >>

Net-Centric ConnectionsPage 28 >>

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Insights • Page 2

Q&A

A ConversationA Conversationwith Lt. Gen. James R. Clapper(U.S. Air Force-Ret.)with Lt. Gen. James R. Clapper(U.S. Air Force-Ret.)

Copyright 2005 Digital Globe

Lt. Gen. James R. Clapper, Jr. (U. S. Air Force-Ret.), served as the firstcivilian director of the National Geospatial-Intelligence Agency. He retired fromthat position in June.

He was director of the Defense Intelligence Agency until his retirementas a lieutenant general from the U.S. Air Force after a 32-year career. Earlierassignments included a variety of intelligence-related positions suchas assistant chief of staff, Intelligence, Air Force Headquarters, duringOperations Desert Shield and Desert Storm, and as director of Intelligencefor three war-fighting commands: U.S. Forces, Korea; Pacific Command;and Strategic Air Command.

Lt. Gen. Clapper has served as a consultant and advisor to Congress andthe departments of Defense and Energy, and as a member of governmentpanels, boards, commissions and advisory groups.

He has earned a bachelor’s degree in government and politics from theUniversity of Maryland, a master’s degree in political science from St. Mary’sUniversity, San Antonio, Texas, and an honorary doctorate in strategicintelligence from the Joint Military Intelligence College.

He has received the National Security Medal from the president andbeen awarded two National Intelligence Distinguished Service Medals,the Defense Distinguished Service Medal with Oak Leaf Cluster and theAir Force Distinguished Service Medal.B

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Insights • Page 3

During your tenure at the NationalGeospatial-Intelligence Agency fromSeptember 2001 to June 2006, what areyou most proud of, both personally andprofessionally?

Gen. Clapper: On a personal note, I am extremely proud of, andhumbled by, the professionals at NGA. I learned a lot about theanalysis tradecraft, geospatial intelligence processes and newtechnologies, but also leadership, communication and customerservice. It was a pleasure coming to work every day and a distincthonor to lead a team that is sharply focused on making a differ-ence in the lives of others and contributing to our national security.

Professionally, I am most proud of our team’s resilience andperseverance in defining and then growing the concept ofgeospatial intelligence. I feel like we have effectively created anew intelligence discipline that has the power and value-addedeffect to truly provide timely, relevant, and accurate support todecision-makers, whether they are in the White House, the hallsof Congress, or the foxhole, cockpit or bridge.

Q: What are the origins of ‘GEOINT’ –– how did NGApioneer the concept?

Gen. Clapper: I began my tenure at NGA two days after 9/11 andnot long after the release of the pointedly critical CongressionalNIMA Commission Report – the National Imagery and MappingAgency being the precursor organization to NGA. I would notethat the NIMA Act of 1996 had envisioned the melding ofimagery, imagery intelligence and imagery analysis with thetradecraft of mapping, charting and geodesy.

However, it was not until the aftermath of the 9/11 terrorist attacksthat we really embraced the need to change. In a sense, the NIMACommission provided the roadmap and the events of 9/11provided the impetus for action.

In November 2003, NIMA was authorized to officially change itsname to the National Geospatial-Intelligence Agency andgeospatial intelligence was formally recognized and defined(in federal law). As well, the formal definition established equalstatus between NGA and other sister agencies.

Continued on Page 4.

Lt. Gen. James R. Clapper,(U. S. Air Force-Ret.)Outgoing DirectorNational Geospatial-Intelligence Agency

Insights • Page 4

Q&A

By way of background, the statutorydefinition of geospatial intelligence —GEOINT — is: “the exploitation and analy-sis of imagery and geospatial informationto describe, assess, and visually depictphysical features and geographically ref-erenced activities on the earth.” Geospatialintelligence consists of imagery, imageryintelligence and geospatial information.

I would also mention that in December2005, the statutory definition of geospatialintelligence was amplified by the Office ofthe Director of National Intelligence(ODNI). It now incorporates all OverheadNon-Imaging Infrared and what used to bereferred to as Space-borne Imagery DerivedMASINT (measurement and signatureintelligence).

In passing the baton to the next director, Iam very proud to note that steady progressis now paying off for NGA. With a statu-tory definition and amplifications from theODNI that clearly delineate lanes for NGAand other disciplines, I believe NGA andgeospatial intelligence have “arrived.”

Impact of the ‘GlobalWar on Terrorism’

Q: You touched on the events of 9/11as a catalyst for change at NGA ––how has the Global War on Terrorismaffected operations at NGA?

Gen. Clapper: It has served to acceleratethe pace of change and transformation atNGA. We have moved from being focusedon producing maps and pictures, to amindset that is geared toward combiningmultiple data sets to produce and delivertailored solutions in the form of geospatialintelligence. For example, in the past wetrained and were equipped to produce two-dimensional maps with supporting text.We are now in the business of supportingcustomers with four-dimensional productsthat enable visualization and createcommon operating pictures.

The Global War on Terrorism is beingfought as a coalition operation. Giventhis reality, our approach to intelligence

gathering, analysis and disseminationhas become inclusive as well. Whereas weonce segmented collection along U.S.government lines, we now see collectionas a collaborative process, including bothdomestic and foreign assets to form a “bestsource” strategy. Our collection efforts havealso transformed from a reconnaissancesampling methodology to that of a persis-tent surveillance approach, enabling us toprovide customers a more comprehensivegeospatial intelligence picture rather thanperiodic snapshots.

Another philosophic shift precipitated bythe war on terrorism was our approachto customer support. Traditionally, wewere a “push” organization –– tasking,analyzing and building products that wethen “pushed” through distributionsystems to end users. This “push model”rarely required forward deployment ofour forces and assets. Today, I am proudto say, we have changed our philo-sophy, now focusing efforts on a “pullsystem” that is driven by the deploymentof our leaders and analysts to hotspotsaround the world –– wherever customersare and the demand for tailored geospatialintelligence exists.

Incidentally, we’ve been able to apply our“pull” model to operations outside theGlobal War on Terrorism as well. Wesuccessfully deployed dozens of personnelin support of hurricanes Katrina and Ritareadiness, response and recovery opera-tions. As well, we supported the mostrecent presidential inauguration andOlympiads in Turin and Athens.

Joint GeospatialIntelligence Activity

Q: Principally, your customer base isthe U.S. military. Given that U.S.warfighting operations are now fullyintegrated joint operations, where doesNGA fit into the joint arena?

Gen. Clapper: In his January 2006 Stateof the Union address, President Bushcharacterized the war on terrorism as the“long war,” noting that America mustprepare to fight and win a long war, theright way. I can say unreservedly thatNGA is focused laser-like on supportingour terrorism-warfighting customers whoare, and will remain decisively engagedin the “long war.”

To be successful in this environment, weunderstand that neither timeliness, noraccuracy are sufficient in and of them-selves –– you’ve got to have both.

To this end, we have partnered with U.S.Joint Forces Command to form the JointGeospatial-Intelligence Activity to enhancegeospatial intelligence support to and fromnational, theater and tactical users –– downto and including “the last tactical mile.” Or,“the first tactical mile,” depending on yourpoint of view.

A key to this is cooperative, mutuallysupporting relationships that crystallizearound the tenet of “moving data topeople, not people to data.” NGA and

Continued from Page 3.

Insights • Page 5

Joint Forces Command have agreed onan aggressive schedule for this jointintelligence action.

The schedule includes establishing an“as-is baseline” and a “to-be vision.”The assessment will also produce a gapand shortfall matrix, an evaluation ofpotential geospatial intelligence process-ing and distribution solutions, and animplementation management plan. Thejoint NGA-JFCOM assessment will becompleted in mid-2006, with a follow-on goal for the Joint Geospatial-Intelli-gence Activity being the ability toinfluence the fiscal years’ 2008-2013Program Objective Memorandum process.

Supporting CommercialSpace Imagery

Q: Shifting focus somewhat, you havementioned military partnerships; canyou describe the NGA experience withindustry partnerships?

Gen. Clapper: We have multiple industrypartnerships in place, many stemming fromthe NGA role as the functional manager forthe National System for Geospatial-Intel-ligence, dealing with technology, policy andcapability integration across the currentmulti-intelligence environment.

I would like to highlight specifically ourengagement with commercial imagery. Todate, NGA has invested approximately$1 billion in the industry for acquiring anddeveloping commercial satellite imagery.We are thus supporting the U.S. Commer-cial Remote Sensing Space Policy guidanceto use commercial remote sensing data,“to the greatest extent possible.”

Our ClearView contract vehicle withhigh-resolution commercial imagery com-panies has provided nearly $650 million topurchase commercial satellite imageryfrom the current operational satellites.NGA’s NextView contract vehicle hasprovided more than $350 million to dateto purchase imagery from the next genera-tion of commercial imagery satellites.We anticipate the ultimate ClearView andNextView expenditures will be in the$1.5 billion range.

While examples of the utility of commer-cial imagery in a combat context abound,I want also to cite the value of commercialimagery use by NGA was also both liter-ally and figuratively “brought home” insupport of Hurricane Katrina operations.

We assisted in establishing a commonoperating picture by providing geospatialinformation about the hurricane-affectedareas based on imagery from commercialand U.S. government satellites, as well asfrom airborne platforms through all phasesof the disaster. In all, our analysts createdthousands of tailored geospatial productsin response to requests from federal, stateand local government entities.

Q: From your experience, what aresome of the most important futureissues or capabilities coming out ofthe geospatial intelligence world?

Gen. Clapper: Let me start by saying,the power of analysis and the value ofgeospatial intelligence can be greatlydiluted if our products, services andsolutions are not readily available andeasily accessible. I believe we need toprovide Google™ Earth-like applica-tions. By using such “self-service”applications, NGA is shifting from

being primarily a producer of geo-spatial intelligence to also being a serviceprovider as well.

In moving forward, NGA is seeking to “en-able” geospatial intelligence by providingaccess to it through web-enabled services.

The future of enabled geospatial intelli-gence lies in world wide web connectivitythat enables streaming commercial andclassified imagery and wireless access toboth no-cost and subscription services.Via web-based services, we envision per-vasively delivering interactive, tailoredgeospatial intelligence to a widely varie-gated customer set, globally.

While the current analytical strength ofgeospatial intelligence lies in depictingwhat’s where on the earth, we are also push-ing this discipline toward a transformationaimed at predictive analysis –– enablingusers to glimpse into the future. Givenongoing research from both federal andindustry teams, and the rapid advancementof technological capabilities, I think thepossibilities for predictive geospatial intel-ligence are both immense and exciting.

Google is a trademark of Google, Inc.

”“...moving data

to people,not peopleto data.

Center for Innovation

Wins WidespreadFollowingWins WidespreadFollowing

First year of operations brings extensiveexperimentation of net-centric conceptson a range of collaborative projects.When it opened just over a year ago, there was little doubt that Lockheed Martin’sCenter for Innovation could fill a need in testing new systems concepts. Whatis astonishing, however, is just how quickly the Center evolved to take aleading role in helping shape future systems. It has broken new ground inindustry and government collaboration by becoming a sought afterproving ground for a wide range of government users.

Insights • Page 6


Part of the Center’s appeal restssimply in its well-designed workareas. Walk through the architec-

turally striking facility in Virginia’sHampton Roads area and you knowthat you are in a place that has beenpurposely designed as a workingsystems laboratory.

Lab areas, which the Center forInnovation staff calls sectors, rise twostories high and provide ample space forproject teams to set up experiments.Networked computers provide buildingblocks for live and virtual collaborationwith customers and to assess the impactof new systems as they are developed.It’s exactly the kind of setting that canmake it easy to visualize what happens,for example, in a simulation of a world-wide defense system or one designedto flag terrorist activities.

A Complete Commandand Control Lab

The newest of the Center sectors houses acomplete command and control laboratory.It’s a multi-level reconfigurable lab spreadover 6,000 square feet of space. In fact, thenew sector is so fully outfitted that it wasrecently put to use by U.S. Joint ForcesCommand as the “Global Cell” commandand control hub for the U.S. Army-JointUnified Quest ‘06 wargame.

“When we opened the building, we left thislaboratory space as a cold, hard shell.We asked our government customers whatthey needed to enhance their efficiencyin developing command and controlprograms, processes and procedures,”explains Buck Marr, the vice president ofthe Center for Innovation.

“The answer that came back was unani-mous,” says Marr. “They wanted a placewhere all stakeholders can collaborateduring ‘human-in-the-loop’ exercises. So,as a result we tailored the command andcontrol facility to be a place where themembers of the defense establishment,commercial industry, U.S. government andcoalition partners could come together andaddress the tough command and controlchallenges.”

Collaboration DuringUnified Quest ‘06

While the week-long Unified Questwargame was executed at the ArmyWar College in Carlisle, Pa., the experi-mentation scenarios were distributedcollaboratively among the Global Cell atthe Center, the War College and other

nodes. The wargame focused onimproving concepts and capabilities todefeat irregular warfare challenges.It drew participation from the U.S.military and allied partners andrepresentatives from the DefenseDepartment and the departments ofState, Homeland Security and othergovernment agencies.

“To have the capability to provide theright environment for the Global Cellwas a big advantage to us in conductingthe exercise,” notes U.S. Air ForceCol. Terry Kono, head of Joint Com-mand-Future experimentation supportat Joint Forces Command. The use of thefacility and analytical support availablethrough the Center allowed JFCOM toexpand on the Global Cell experimentsand bring a greater focus to results,Kono says.

“The new command and control center isimpressive, but what made it trulyeffective during the exercise was the abil-ity to use networking technology to createa collaborative environment,” adds Marr.

“It’s this collaboration that brings togetherthe human capital to solve problems that isone of the underlying thrusts of the Centerfor Innovation,” Marr says. The environ-ment is surely one reason the Center forInnovation has so quickly risen to promi-nence with customers. “We measure oursuccess by the extent to which customerstap the value of this asset for collaborativedevelopment of solutions that advance ournation’s defense capabilities and homelandsecurity,” says Marr.

The environment is surely one reasonthe Center for Innovation has so quickly

risen to prominence with customers.”“

Insights • Page 7

The collaborative process received anadded boost late last year with the signingof a cooperative research and developmentagreement, or CRADA, between JointForces Command and Lockheed Martin.

“Our recently acquired technologytransfer authority provides Joint ForcesCommand with some attributes of anational government laboratory. This, inturn, allows us to partner with industry andother organizations in powerful ways,”Kono explains. “Our new partnering agree-ment with Lockheed Martin, coupledwith their new Center and their under-standing of net-centric operations becamea logical opportunity for both partners.”

Insights • Page 8


Center for Innovation

Bringing Leverage withIntellectual Capital

For industry and government partnersalike, the collaborative thrust represents anentirely different way of working together.For customers, these results can bedescribed as adding leverage to the devel-opment process — leverage that comesfrom connecting to bright industry peopleand being able to focus intellectual capitalon the front end of developing solutions.

Kono speaks of the boost in his group’sproductivity that has come from havingaccess to the multiple capabilities of the

Center. “We’ve been able to use thefacility and draw upon Lockheed Martin’stechnology expertise in numerous eventsover the past year and involving hundredsof people.”

The Joint Futures Lab has a mission ofworking closely with the services, othercombatant commands and governmentagencies to develop and test new war-fighting ideas and technology throughco-sponsored seminars, workshops, experi-ments and wargames. Projects that havedrawn upon the Center for Innovationhave involved everything from strategiccommunications and the Defense Infor-mation Systems Agency, to joint urbanoperations.

”“For industry and government partners alike, the COLLABORATIVEthrust represents an entirely different way of WORKING together.

Insights • Page 9

Center’s PowerfulCapabilities ProveTheir WorthAlmost from the first days of its opening,customers have asked to use the Center forInnovation for experimentation to test newoperational concepts. The Center has hostedmore than 14,000 visitors who have comefrom both Lockheed Martin and customercommands, since its opening last year. Manyof them have come with projects in hand.

A U.S. Navy experimentation team was oneof the visitor groups. They spent several weekslast summer and fall on a prototype studyof the Littoral Advanced Tactical System. Thateffort was to answer questions on how anet-centric system for ships might bearchitected and how the data generatedshould be managed.

Earlier this year, the Center for Innovation supported another major exercise in urbanoperations which helped better define systems for homeland defense.

Just recently, the Center served as host for a military wargame and a nodal analysis insupport of U.S. Joint Forces Command. Both events examined the threat of improvisedexplosive devices.

To help prepare the way for customer projects, Lockheed Martin has also conductedsome of its own experiments on using the Global Information Grid to distribute reconnais-sance information and on a networked operational battle management system.

Located in the Hampton Roads area of Virginia, close to a number of military commandsand others involved in government transformation efforts, the 50,000-square foot, hightechnology facility is ideally suited for work of operational analysis, experimentation andvisualization.

Extensive Visualization

Using the Center’s extensive visualization capabilities, project participants can see the vari-ous entry and exit points of a network environment and can participate as “humans in theloop” in live, virtual and constructive simulations. They can draw upon the facility’s richanalytical capabilities to measure the operational results of system design decisions.

Global Information Grid Test Bed

The Center for Innovation — which also goes by its nickname, the “Lighthouse” because ofthe lighthouse replica within its atrium — also offers other powerful and unique supportelements. It has a robust Global Information Grid test bed — the first of its kind withinindustry — which is used for rigorous evaluation of how systems solutions will operate ontomorrow’s government network grid.

Collaborative Networking

Another vital capability paves the way for collaborative projects through networking. TheLighthouse is a key entry point to the Lockheed Martin Global Vision Network with links tohigh-end company laboratories performing systems experimentation and analysis as wellas labs at government locations.

The encrypted and secure real-time network brings government developers and LockheedMartin domain experts together online to work in live and virtual collaboration.

It’s no wonder that this unique proving ground to assess new operational solutions in thefast-emerging world of global linked information networks has become such a popularnew resource.

The result is that both sides now collabo-rate, through the CRADA, to turn outbetter solutions,” says Kono. “It hasenriched, accelerated and expandedthe scope of our experimentation efforts.”

Government and Industry BothBenefit from Collaboration

This cooperative approach has benefitsfor both government and industry, Konobelieves. Government gains valuable lever-age on the experimentation process andindustry gains greater insight into govern-ment needs. “We bring the warfighter’sproblems and an understanding of thecapabilities needed. We bring the bigproblem that has been refined down to aspecific solution that we’re considering.Lockheed Martin brings its support networkand scientific and technical expertise andindustry perspective.”

Will JFCOM look to extend collaborativework to other industry players? “We’relooking at our interests and how otherindustry partners, as well as academia,might play a role. Tapping industrytechnology expertise as well as theintellectual expertise of academia isclearly a goal,” says Kono.

The collaboration with customers thathas become a hallmark of the Center’soperations emerged far more quickly thanexpected. The Center for Innovation’sinitial phase — or spiral one — wasintended to be as a demonstration facilitythat would then evolve into a laboratory forhosting experiments involving customers.Instead, experiments began to roll out justeight months after opening.

In all, the Center has worked on no lessthan 150 projects of varying size. “All ofthese emerging systems need a virtualor synthetic environment to be able to testtheir viability,” notes Marr. “You wouldn’twant to test systems like these for thefirst time on the battlefields of Iraq orAfghanistan. That’s where our robustmodeling and simulation capabilitiescome to play, providing the syntheticenvironment for evaluating solutions.”

Insights • Page 10

The New Mandate

Deborah OliverDeputy Vice President, Intelligence ProgramsLockheed Martin Integrated Systems & Solutions

IndustryBrings ExpertiseTo Pressing Intelligence Needsand Call for Information Sharing

Faced with protecting the countryand its citizens against terrorist at-tacks, intelligence and homeland

defense officials increasingly find theymust harness the power of innovativetechnologies to help them identify andrespond to potential security breaches andterrorist attacks. In fact, a sophisticatedenemy may leave them only hours, oreven just a few minutes, to make criticaldecisions and take appropriate actions.

The government agencies tasked with homeland securityand intelligence responsibilities have acknowledged agreater need to improve how they share information amongthemselves and with the military services. Gettingcritical data into the right hands at the right time cansave the lives of U.S. citizens here and abroad, the 9/11Commission found. This new paradigm in nationalsecurity, one that ensures the seamless marriage ofintelligence and homeland defense operations, stemsfrom Commission findings.


Under related reforms and governmentmandates, intelligence officials havebeen called upon to make sure they havethe latest technological tools in comput-ing, highly secure networks, reliable andadaptable software, the ability to sharedata with other agencies and also keepthat information from falling into thewrong hands. They need horizontal,fully integrated systems that will allowreal-time access to first responders in thefield, and to ensure that importantnational security information flows allthe way up to the highest levels ofgovernment –– and even across nationalborders when necessary.

In addition, these open-architecture,enterprise-wide clients are looking forinformation technology providers who cananticipate their needs for future upgradesand who also can accommodate the migra-tion of legacy systems and paper-basedreports and records. And of course, asystem that allows them to harness suchkey biometric profiles as retina scans,structural features, handwriting and voicerecognition, could prove highly effective inthwarting planned or even opportunisticattacks.

This new mandate assumes the affectedagencies, such as the CIA, FBI and Depart-ment of Homeland Security will have allthe technology tools they need. But as the9/11 Commission also discovered, each ofthe state, local and federal agencies havedifferent protocols, privacy concerns andtechnological capabilities. Ironically, evenkey federal agencies like the FBI andDHS have not always shared information.

“Transformation ThroughIntegration and Innovation”Upgrading or installing new enterprisesystems implies that a wide range ofgovernment operations will turn to thecommercial sector for their growing

forms. Instead, the document focuses onthe country’s broad intelligence needsand strategies, and Negroponte discussesthe critical importance of sharing infor-mation on an enterprise-wide basis. Hementions how information must flowfrom a border agent, for example, allthe way to the president. Failing toclose these gaps, the director says, couldgive terrorists just the opening theyneed for a successful attack against theUnited States.

“Our strategy is to integrate throughintelligence policy, doctrine and tech-nology the different enterprises ofthe Intelligence Community,” states

the Negroponte report. It adds that“the Program Manager, InformationSharing Environment, will ensure theinformation needs of federal, state, local,and tribal governments and the privatesector are identified and satisfied.”

This is where the IT industry, and systemsintegrators in particular, enter the picture.Few if any of the various agencies involvedin the overarching design will have thenecessary professionals on hand to do thiscomplex work in house. Instead, reflectingthe government’s desire to use commercialtechnology, they will turn to privatevendors with deep expertise not just intechnology, but also in the inner workingsof the intelligence community.

Realignment Brings TogetherIntelligence, HomelandSecurity ExpertiseLockheed Martin has moved aggressivelyto ensure that it can meet its customer’sgrowing intelligence technology needs, andrecently completed a business realignmentthat mirrors the overall objectives of thenation’s intelligence-homeland apparatus.

information security needs. These ITprofessionals in turn will need not only tounderstand how the varying governmentdepartments operate, but how they fit intothe overall system. This requires shiftingtransparently from extremely fine details toan overview of the entire national securityapparatus, including organizations of theDefense Department.

President George W. Bush added signifi-cant impetus to this drive in his reformsof the nation’s intelligence community.These changes provide the basis for theIntelligence Reform and TerrorismPrevention Act, which among otherthings, created the office of the Directorof National Intelligence.

John Negroponte, the nation’s first DNI,has made the use of technology thehallmark of his management. The directorhas alluded to the importance of informa-tion systems in releasing the NationalIntelligence Strategy with the tag lineof “transformation through integrationand innovation.”

To be sure, the Negroponte report does notdwell on specific information managementneeds at various agencies. Nor does it referto particular enterprise technology plat-

In this scenario, making sure that enterprise systemsALLOW for horizontal information flow is more than just

a buzzword. It’s ensuring our way of life.”“


The New Mandate



By combining two of its businessoperations involved in intelligenceprograms and homeland security into anew business, Intelligence and Home-land Security Systems, the companywill be better equipped to meet theever expanding and dynamic needs offederal, state and local agencies respon-sible for guarding America againstterrorism.

This new organization, I&HS, isuniquely suited to help homeland andintelligence agencies chart their tech-nical futures. Though this businessalignment is new, it builds on decadesof experience in systems integration, datamanagement, information security andanalysis, enterprise architecture, wirelessnetworks, system of systems and surveil-lance and reconnaissance.

Lockheed Martin has been working withthe Department of Homeland Security sincethe agency’s inception and has a strongunderstanding of the department’s crucialneed to share information with other intel-ligence organizations. The Corporation’sbusinesses are working with DHS, as anexample, to find ways to secure vitalinfrastructure, including water supplies,

telecommunications, electrical grids, andoil and gas pipelines. We are engaged inways to secure a financial and commercialsupply chain that relies on electronicsystems and protects them from incursion.

And by working closely with the FBI,Federal Aviation Administration, U.S.Coast Guard, Transportation SecurityAdministration, Bureau of Citizenship andImmigration Services and many others, wehave already developed a strong partner-ship in this arena. Then again, LockheedMartin has been a part of the nation’shomeland security effort since 1990.

Now, as we address 21st Century threats,industry has developed and will continueto produce new technology solutionsthat take into account the changing threatnature posed by an increasingly sophis-ticated enemy. At the same time, we candevelop systems that allow informationto remain secure against intrusions, suchas those posed by malicious hackersincluding terrorists, while ensuring thatdata flows horizontally throughout theU.S. intelligence network.

It is this transparent flow of informationthat poses the greatest challenge forintelligence and homeland securityorganizations. Many of the hurdles stemmore from history than from technology

solutions themselves. That’s because fordecades many of the intelligence agencieshave not customarily shared data with otherorganizations because of laws, customs orprivacy concerns.

So, for system integrators it’s not just aboutwriting software or providing high band-width networks. Instead, it requires athorough understanding of how a widerange of agencies will tackle their technol-ogy needs from different starting points,with varying levels of legacy systems, withdiverse timetables, with distinct securityneeds and with varying uses of mobile andwireless devices. And yet, all of these

”“...Lockheed Martin has been apart of the NATION’S homeland

security effort since 1990.


agencies and their individual departmentsneed to communicate with each other orthe nation simply won’t have a coordinatedterrorist defense.

Our customers are looking toward service-oriented architectures so that they don’t endup duplicating their technology efforts astheir missions change. The service-orientedarchitecture allows them to plug in appli-cations that are necessary to serve theirmissions as they grow and take on newchallenges. Customers also are looking toindustry for knowledge management andknowledge creation solutions so they canlook across a large repository of data anddraw actionable intelligence from it.

In addition, intelligence and homeland defense agencies must haverobust data storage capabilities. As they collect data, they need toarchive it so they can easily access and analyze the information todraw critical conclusions. This aspect also implies high bandwidth,for some of the data could be three-dimensional models, biometricdetails, surveillance video and audio as well as cross checks of

multiple criminal records flowing acrossmultiple state or national boundaries ––or all of this information combined. For thepast 30 years, Lockheed Martin has repeat-edly proven that it has a unique set of skillsto meet the technology needs of governmentagencies that protect the nation’s securityinterests. The technology revolution sweep-ing the intelligence and homeland defensecommunities presents exciting challenges andopportunities.

By working with state, local and federalagencies as part of a broad-based effort tothwart terrorism, we are providing a vitalservice not just to customers in the variousgovernment arenas, but more importantly to

the American public as a whole. Our workforce understands alltoo well that the systems they create today may save hundreds oreven thousands of lives tomorrow. In this scenario, making surethat enterprise systems allow for horizontal information flow ismore than just a buzzword. It’s ensuring our way of life.

For the Federal Bureau of Investigation, a critical first step in promoting information sharing is to improveits handling of data, to make it easier to process information for its agents and analysts, and ultimately, forthose who work with them.

To say that the FBI depends on huge amounts of data is by no means an understatement. An extraordinaryrange of data — from arrest and telephone records, photos, investigative reports, to biometrics, laboratoryreports, evidence files — makes up the daily flow of investigative and intelligence activities.

Recognizing that information handling on this scale was a process that needed improvement, the FBI has named LockheedMartin and its industry partners to the Sentinel project – an upgrade of its current systems, many of them paper-based. Theagency’s new priority mission of protecting against terrorism and foreign intelligence thrusts gives the effort added urgency.

“The events of 9/11 made it clear to our government and to our nation that we need to have a more efficient way of handlinginformation,” says Sandy Gillespie, the Lockheed Martin lead executive spearheading the company’s focus on FBI support.

The FBI has stated that “the Sentinel project will transform the way the FBI does business and address the critical importanceof timely and secure information exchange in order to protect national security.” The program’s challenges, Gillespie explains,have brought together several Lockheed Martin businesses to collaborate on the solutions that will be applied on this project.

Gillespie notes that the new system that will be developed as part of the six-year contract will deliver paperless informationmanagement and workflow, and also use web-based portal technology for investigative case management. This will provide asingle point of entry to the data. As a result, agents and analysts will be able to more effectively and efficiently conductinvestigations.

“Coming up with a 21st century approach to case management is a high priority,” says Gillespie. Solving the Sentinel programchallenges, she says, will give the FBI capability to better manage all elements that go into case activity, from investigations tointelligence and administrative activities. This should improve the time required to complete investigations.

The streamlined systems developed under the Sentinel contract are being designed in a way that will facilitate informationsharing among law enforcement and the intelligence community. For example, Sentinel will use the “XML” exchange standardused commonly for document exchange.

Another feature is enhanced search capabilities which include a “Google™-like” resource and the ability to conduct advancedsearches of a Bureau-wide global index of people, places, organizations, things and events.

These new services will also incorporate electronic records management and data warehousing techniques to capture andmaintain pictures, video, biometrics and scores of other similar information.

Google is a trademark of Google, Inc.

FBI Looks to Streamline Data HandlingImproved information sharing could flow from enhanced case management

Sen

tin

el

Beyond Sensors


Dr. Price KageyDirector, Strategic Technology CenterLockheed Martin Integrated Systems & Solutions

Anyone who has ever jumped out of an airplaneat night and into a battle zone –– real or simulated ––understands all too well the concept ofsensory overload.Hurtling toward earth through the night sky, the gun-totingparatrooper quickly encounters a dizzying array of visualinformation from below –– red lights, blue lights, yellow lights,white lights, strobe lights, flares, muzzle flashes from small armsand heavy artillery, not to mention helicopters and fighter jetsbuzzing the drop zone.

Data FusionCuts Through the ClutterData FusionCuts Through the Clutter


Even troops have become moving digitalsensor arrays, giving their commandersears and eyes on the ground with theirubiquitous radios, night vision goggles andcamera-equipped helmets. Meantime,acoustic sensors deployed to detect enemytroop movements provide information assatellites are beaming high-resolutionphotographs and video images.

Data Fusion:Reliable InformationThe sheer volume of information availabletoday combined with the breakthroughsexpected in the next three to five yearsthreatens to overwhelm senior command-ers. With so much information coming fromso many sources at the same time, how dothese leaders cut through the clutter andmake the correct decisions that inflictenemy casualties while minimizingdestruction of friendly forces?

Enter the burgeoning field of computerengineering known as data fusion. Simplystated, the field seeks to use intelligentsoftware to fuse all sorts of disparate data

and break down information into discreteactionable items. Of course, this is mucheasier said than done.

And data fusion is the necessary reactionto the double-edged sword known asMoore’s Law. Originally, the law asespoused by Intel co-founder GordonMoore 40 years ago stated the number oftransistors per square inch on integratedcircuits would double every 12 to 18months. Now, however, computer expertsspeak of this dictum in terms of datadensity, and every 18 months it doubles.

In a very real sense, data fusion is neededto make the most of the ever-advancingonslaught of sophisticated sensors. That’swhy many experts often describe the fieldas “multi-sensor data fusion.” Think of itthis way: sensor technology grows geo-metrically but software advances onlyarithmetically. Data fusion seeks to closethis information gap.

With so much visual chatter, it’seasy for airborne troops to driftoff course, perhaps even fall

into enemy territory. In the dreaded worsecase scenario, friendly forces can evenmistake each other for the enemy and fireon their own troops.

Consider the modern digital battlefield.Today’s commanders face a far moredaunting challenge, one that might beconsidered an order of magnitude morecomplex, than a straightforward nightparachute jump.

Indeed, ever since World War II thePentagon has employed sensors andrelated hardware at a breakneck pace.In fact, the sheer magnitude of sensorscombined with breakthroughs in comput-ing power has helped make U.S. troopsthe world’s most lethal warfighters.

Today’s armaments are in fact bothweapon platforms and sources of digitalinformation. Fighter jets, bombers, cruisemissiles and unmanned aerial vehicles allfly to their targets armed with an arrayof sensors that provide vital real timeinformation.



Beyond Sensors

Industry-Leading TechnologyLockheed Martin has made advanceddata fusion technology a major priorityand has a distributed work force continu-ally tackling the field’s toughest prob-lems. In 2003, Lockheed Martinacquired the former Orincon business,a San Diego defense and informationtechnology firm with a veteran datafusion team, and renamed it AdvancedC3 Development and Integration.

Lockheed Martin proved it has one ofindustry’s leading tracking and fusiontechnologies following a series of elitegovernment-sponsored simulations in-volving the U.S. Navy’s future surfacecombatant ship, the DD(X).

The test was arranged to track aircraft,ships, submarines, and land targets, and wasbased on a number of simulated multi-war-fare scenarios. Quantitative measures ofdata fusion performance were evaluatedacross a range of scenarios that incorpo-rated data from five different sensors.

Only Lockheed Martin’s data fusion tech-nology proved capable of processing thesensor inputs fast enough to have a fullyintegrated operational picture available

at all times. It was the only tracker toperform equally well across all warfareareas and in real time.

Responding to ChallengesReal time management of critical battlefielddata serves as the Rosetta stone of datafusion. The overarching concept is tointegrate a suite that could total dozens ofinput variations into one overall picture thatwould be displayed into a meaningfuldepiction of the actual “battlefield,” includ-ing what’s happening at sea and in the air.

Without data fusion, U.S. forces will findit difficult to fully exploit all sources ofdata –– acoustic, infrared images, video,human intelligence, radio intercepts, mari-time signals, and friend or foe technology.Ironically, in no small measure do advances

depend on overcoming the difficultchallenge of writing better, faster andmore accurate algorithms.

These detailed sets of software instruc-tions are often taken for granted butshouldn’t be. For instance, the set ofinstructions sent by the human brain tofind, acquire and eat food results fromautomatically generated algorithmsrefined over centuries of evolution. If

one step in the sequence goes wrong thatjuicy hamburger may not make it to yourmouth, but to your lap instead.

So it is with data fusion. If the software usedto identify, track and ultimately fire on atarget contains even a small bug, then wecould accidentally shoot down a friendlyrather than an enemy jet. Thus, crackingthe data fusion code with ever betteralgorithms is a goal of the entire defenseintelligence industry, and LockheedMartin has nine different work groupsfocused on various aspects of data fusionas well as testing the results at thecompany’s net-centric laboratory, theCenter for Innovation, in Virginia’sHampton Roads area.


Target location and identification: Basic level looks at tank vs. truck; fighter vs. cargoplane; MIG-29 vs. SU-15, etc.

Target track estimation, prediction, and association: Examines the direction of specifictargets and where they will be at the next update; proper correlation of tracks seen bymultiple sensors.

Situation refinement: Estimates target clustering and relationships to include cross-forcerelationships; situational awareness increasing.

Impact assessment and intent: Estimates threat force intent coupled with threatestimate refinements. An example would be in providing situational understanding tosupport a flanking movement that will be developing as RED enemy forces coalesce.

Resource management: Real time, adaptive management of sensor systems andother resources. As an example, this could involve moving unmanned vehicles to betterpositions to track forces as they move through mountainous areas.


As it relates to the warfigher and tohomeland defense, data fusion couldsignificantly affect five main areas:

The Digital Battlefield. Linking allthese sensors together to provide realtime information will be split intotwo broad arrays: hub-and-spoke-information for tactical units thatneed limited information transmittedvia radio, and hierarchical data thatcan harness fiber optic technologyfor robust warfare information.

Robotic and Automated Vehicles. These could be airborne or land-based as in the case of a land-based robotic vehicle, the “MULE,”that Lockheed Martin is developing for the Future Combat Sys-tem. Robot vehicles can be used for dangerous and repetitive tasks,such as clearing mine fields and delivering supplies under fire.

Supply Chain Management. Mirroring the commercial transportindustry, virtually every single piece of gear in the U.S. militarycan be tagged and tracked to ensure that all supplies vital tovictory are delivered at the right place and the right time.

Friendly Fire. Friend or foe identification has been a long-termgoal of sensor technology and this is improving. But with datafusion, friendly forces could send continuous encrypted signals to

make sure they are not accidentallyacquired and targeted by the enemy.

Homeland Security. By harnessingdata fusion, homeland defense offi-cials could further secure U.S. borderswith predictive technology. A govern-ment-funded program known asPANDA seeks to use predictivetechnology to warn the Navy andU.S. Coast Guard of unusual mari-time movements that may indicateterrorist-related activities.

A data-fusion related program, PANDA stands for PredictiveAnalysis for Naval Deployment Activities. PANDA, which includeswork by Lockheed Martin, seeks to automatically identify newthreats by searching for even the subtlest clues among thousandsof ships at sea.

Thus, data fusion eventually will have a pervasive impact onboth battlefield capabilities and homeland security. Harnessingcontinued breakthroughs in sensor technology with computerpower that predicts enemy or terrorist activities would ensure notonly that U.S. forces remain the most advanced in the 21st Century,but also would help the Pentagon get the maximum –– and mostintelligent –– use of its defense technology dollars.

Five LevelsThe complex and emerging field of data fusion is broken down into five key areas in ascending order of intelligence. Below is a lookat each of these levels as they relate to defense applications.

It is clear that as the system invokes higher levels of fusion the computational techniques that are required move from rather straight-forward track estimation, threat counting, and classical statistics to a combination of knowledge-based, symbolic, and informationtheoretic techniques; basically, this is a move toward “machine intelligence and cognition.”

Level O:

Level 2:

Level 3:

Level 1:

Level 4:

Level O:

Level 2:

Level 3:

Level 1:

Level 4:


TSAT

A s the program director for the U.S. AirForce MILSATCOM (military satellitecommunications) Joint Program Office,

Brig. Gen. Ellen Pawlikowski heads the Air Force’sefforts to develop the Transformational SatelliteCommunications System — TSAT. This advancedAir Force network will provide a new level ofhigh-bandwidth, secure, global communicationsto transform the speed of command and supplya vital information link to deployed mobile forces.Gen. Pawlikowski discusses TSAT’s role in net-centric warfare and progress in the developmentof the TSAT Missions Operations System,which will provide the network andoperations management segmentsfor the TSAT system.

Cornerstonefor TransformationCornerstonefor Transformation

Brig. Gen. Ellen Pawlikowski,Program Director, U.S. AirForce, MILSATCOM JointProgram Office


How would you describe the TSAT Mission Operations System (TMOS) – whatcapabilities does it provide for the Transformational Satellite Communications System(TSAT) and what will this system achieve for military satellite communications?

Gen. Pawlikowski: The Transformational Satellite Communications System is key to futurenetwork-centric warfare, providing critical support to each service’s vision: Army Future Force,Air Force Air Expeditionary Force and Navy SeaPower 21. TSAT will also support battlecommunications-on-the-move to small, highly mobile units and survivable communicationsfor strategic forces and homeland defense.

The TMOS portion of the TSAT system is developing the network architecture for all ofTSAT, to include satellites and terminals. As such, the TMOS system is helping to defineprotocols for communicating with the Global Information Grid; it will also provide theprimary TSAT system interface to the GIG. The TMOS program is also responsible fordeveloping the network management and mission planning systems for the TSAT system.

Q:



TSAT


Q: Why is the TMOS systemconsidered to be transforma-tional and how will it changethe way we fight wars, fromthe decision makers to thesoldier, sailor, airman, in thebattle zone?

Gen. Pawlikowski: The TSAT systemis transformational because of its use ofnew technologies, such as laser communi-cations –– “lasercom” — advanced radiofrequency waveforms, dynamic bandwidthallocation, and internet-like packet switch-ing. These technologies enable the TSATconstellation throughput to be roughly 10times (10x) that of the Advanced ExtremelyHigh Frequency satellite constellation.Additionally, the TSAT system will alsoenable support to mobile user techno-logies and to intelligence, surveillanceand reconnaissance platforms.

The TMOS component is also transfor-mational because it must provide networkmanagement and mission planning for theservices and technologies that I previouslymentioned. This includes the developmentof a distributed TMOS system architecture,and a substantial evolution from pastcommercial and military systems. In add-ition, the TMOS network managementsystem will use a policy-based system toprovide guaranteed services for users.

Impacting the GIGQ: How will TMOS help the

Department of Defense realizethe full potential of the GlobalInformation Grid?

Gen. Pawlikowski: TSAT puts the “global”in the Global Information Grid, enablingreal-time net-centric connectivity of allGIG assets, such as sensor-to-shootercapabilities, and establishing worldwidepersistent connectivity of high-low resolu-tion for space and airborne ISR assets.

Early TMOS system definition, which weare engaged in now, allows for developmentand horizontal integration with other GIGsystems. We will also define the networkstandards and a set of standardized inter-faces for network management and missionplanning as part of the Net-Centric Imple-mentation Documents. These networkingproducts are the cornerstone to the futureMILSATCOM architecture and its interfacewith the GIG.

Ultimately, the TMOS system willmanage the TSAT satellites and termi-nals to provide users — who cannotconnect directly to the GIG — circuitand packet services, as well as accessto information that is available throughthe network.

Q: Would you comment on theconcept of ‘Policy BasedNetwork Management’ andwhat importance it has forthe TSAT system?

Gen. Pawlikowski: Policy Based NetworkManagement is the use of a policy frame-work to make network managementdecisions based on pre-determined rule sets.It includes the definition and distributionof policies, as well as functions to managepolicy. In response to sensed changesin warfighter’s satellite communicationneeds, lower level policies can adjustconfigurations to control the network tobetter achieve the superseding hier-archical policy’s goal.

TMOS’ implementation of this policyframework will provide the TSAT networkand its users with the rule sets and automa-tion that are needed for dynamic, respon-sive warfighter support and the effectiveimplementation of command direction.


Risk Reduction Targets

Q: The Congress cited technologyrisks in reducing the TSATprogram budget request forFY04-06. How has the U.S.Air Force responded to thoseconcerns?

Gen. Pawlikowski: The TSAT programdefined technology readiness on therisk reduction path to flight with spacesegment contractors for six specifickey technologies: single access laser-com, bandwidth efficient modulation,Dynamic Bandwidth Resource Allocation,Communications-on-the-Move Antenna,TRANSEC (Transmission Security), andSpace High Assurance IP Encryptor.Within the program’s congressionally-directed budget reductions, these sixtechnologies continue to make solidprogress.

To ensure that the technologies areappropriately matured prior to productiondecisions, the government has adopted atechnology readiness approach, in whichheritage experience and flight experimentsare leveraged by competing contractors tobuild breadboards and brassboards that aretested in government independent assess-ment test beds.

In traditional space acquisitions, criticaltechnologies are expected to achieve“Technical Readiness Level” (TRL) 6 on a9-level scale by system preliminary designreview (FY09 for TSAT). For the TSATprogram, three of the critical technologieshave already achieved TRL 6, and theremaining three critical technologies havealready achieved TRL 5 and are projectedto be at TRL 6 by the system design reviewstage in FY07, nearly two years ahead oftypical programs.

Q: Congress is reviewing theFY07 budget request nowand early indications are thatthe technology concerns havebeen addressed. How did thedecision to proceed with theTMOS program help thisprocess?

Gen. Pawlikowski: While we havefocused on technology developmentcongruent with congressional concerns,the decision to proceed with developmentof the TMOS program was not directlybased on the progress in the areas oftechnological concerns. The continueddevelopment of the TMOS program wasnecessary for the purpose of synchroniz-ing the program in line with the TSATsystem acquisition strategy.

The TMOS network architecture and designis the cornerstone of the MILSATCOM-GIGinterface. The award of the TMOS contractallowed the detailed work on the networkarchitecture to progress.

The network definition is critical in defin-ing the capabilities that will be required onthe satellites, and it’s being accomplishedin conjunction with the space segmentcontractors and representatives of the

terminal programs. This effort helpsreduce risk to the overall program andthe space segment source selection.

Innovative Practices,Acquisition StepsQ: It has been reported that the

TMOS program just recentlycompleted its system require-ments review milestone.Would you comment on howthe program is progressingand what challenges you seein the future?

Gen. Pawlikowski: The TMOS systemrequirements review indicated that theTMOS contractor has a good under-standing of the overall segment require-ments and that the initial baseline issufficient to proceed with an initialdesign. The review was very well attendedand included representatives from AirForce Space Command, users, terminalprograms, DISA (Defense InformationSystems Agency), the Office of theAssistant Secretary of Defense-Networksand Information Integration, and bothspace contractors, among others.

The review did point out areas wheremore effort is needed to refine the currentrequirements, and it will not be officiallyclosed until these areas have been worked.Overall, the TMOS system developmentis progressing as needed to support theoverall TSAT program.

The biggest near-term challenges will bein cooperatively developing a networkarchitecture that can be implemented by theTMOS system and the space and terminalsegments.

”“TSAT puts the ‘global’ in the

Global Information Grid enabling real-timenet-centric connectivity of all GIG assets...



TSAT

Q: The Air Force Space andMissile Systems Center andthe MILSATCOM JointProgram Office are alwaysimproving their acquisitionpractices to maximize missionperformance, cost effectivelyand predictably. What weresome of the innovativepractices employed in theTMOS procurement andwhat other changes do yousee in the future?

Gen. Pawlikowski: There were severalinnovative practices used during procure-ment. TMOS continued several bestpractices from previous acquisitionsincluding the use of multiple draft RFPsand Industry Days to solicit industryinput into the process.

In the software estimation area, there weredetailed discussions regarding commercialtechnology usage and estimation duringthe program research and developmentannouncement phase that allowed for

improved cost fidelity during the sourceselection. In addition, detailed data onsoftware code size was required, as well asthe costs for risk mitigation.

Another best practice was to include afocus on team-wide processes. This wasdone using three different techniques.The first two related to the CapabilityMaturity Model Integration (CMMI) Level3 requirements. We included a contractclause to require a team-wide standardCMMI appraisal method for processimprovement — to include systems engi-neering and software — within ninemonths of the contract award. This clause


The TSAT systemwill also enable

SUPPORT to mobileuser technologies

and to intelligence,surveillance andreconnaissance

platforms.

“

”

also allows the government to perform anindependent appraisal at any time duringthe contract.

The second CMMI best practice was toinclude a requirement that looked at howthe contractor planned to implementCMMI Level 3 software engineeringstandards across their entire team. The thirdbest practice was to use a software devel-opment capability evaluation as part of thesource selection to evaluate contractor

software development processes andmaturity in specific areas of interest tothe source selection evaluation team.

Another innovation was to develop specificdata rights clauses as part of the sourceselection process. This included definingvery specific data products needed for theTSAT program and specific organizationsthat would need those rights, such as otherTSAT contractors, future maintenancecontractors, and depot personnel. Specificrights for each organization were spelledout and contractors proposed the cost toprovide those rights on all new and reusedsoftware.

Another best practice was in the areaof past performance. Very specific pastperformance matrices were developed to

consolidate and facilitate the past perfor-mance assessment for each of the majorsource selection evaluation factors.

These matrices highlighted the types andcombinations of past performance thatwould provide the highest relevancyratings for the past performance factor.Additionally, a checklist was developedand used from the Air Force Material Com-mand past performance guide to ensurethat the team completed and evaluatedall required items.

We also followed the best practices ofrequiring the proposal to include resumesof at least 35 key personnel and thenrequiring a commitment to allocate at least80 percent of their time to performingthe effort for the first three years.


“TSAT network... needed for dynamic, responsive warfighter SUPPORTand the effective implementation of COMMAND direction.”

U.S. Air Force Brig. Gen. Ellen M. Pawlikowski is director of the Military Satellite

Communications Joint Program Office, Space and Missile Systems Center, Los Angeles

Air Force Base, Calif. She directs acquisition planning, programming, budgeting, execution

and congressional activities for a $46 billion portfolio for military satellite communication

systems.

These systems include the: Milstar constellation, Defense Satellite Communications System, Wideband

Gapfiller Satellites program, Advanced Extremely High Frequency program, Transformational Satellite

Communications System program, Global Broadcast Service program, Command and Control System-

Consolidated program, and associated Air Force communication terminals and mission control systems.

She exercises the authority of the Air Force Program Executive Officer for Space in interacting with the Office of

the Secretary of Defense, the National Reconnaissance Office, NASA, the National Security Agency and major

commands.

Gen. Pawlikowski has served in a variety of technical management, leadership and staff positions, and

has also served as deputy assistant to the Secretary of Defense for Counterproliferation. Prior to her current

assignment, she was director, Airborne Laser System Program Office, Space and Missile Systems Center,

Kirtland Air Force Base, N.M.

She earned a doctorate in chemical engineering from the University of California-Berkley.

BIOGRAPHY


New ThreatsDemand Ability to DevelopStrategies, Tactics MoreQuickly Than Ever

New ThreatsDemand Ability to DevelopStrategies, Tactics MoreQuickly Than Ever

Best-Value Solutions

One need only look around.Practically everything in sightis a potential terrorist target:

fields of grain, sports stadiums andarenas, cruise ships, a telecom switch-ing hub, campus buildings.

And just as many might also beweapons: a cargo ship, aircraft –– fromairliners to crop-dusters –– that unusualcloud drifting overhead or an electro-magnetic device. Of course, militarypeople and materiel are targets forterrorists or rogue states, and over thepast 15 years, the types of potentialattacks have burgeoned and diversified.Defensive responses must react inkind –– and do the job right, often inonly minutes.

Developing innovative strategies andtactics is more complex and morecrucial than ever before. Any newmission, whether its goal is to detect andrespond to a poisonous cloud, intercept aScud missile fired at a densely populatedarea, or disable devices that couldcrash telecom and data networks, re-quires intensive conceptual and practicalsystems engineering. And that’s the roleof the OMEGA™ Framework for systemsengineering and integration, or SE&I,offered by Lockheed Martin.

In the simplest terms, the OMEGA Frame-work is Lockheed Martin’s branding ofthe SE&I capabilities that it provides tocustomers to solve a wide and diversearray of challenges affecting militarycommanding, joint operations, logistics,homeland security and much more. Thisframework is the embodiment of intenselytrained and highly skilled engineers follow-ing well-defined and repeatable processes,operating a large array of commercial andgovernment “off-the-shelf” systems andinternally developed tools to integrateand evaluate system solutions for ournation’s defense.

The OMEGA Framework offers 11 areasof competence that span the acquisition andprogram life-cycle. “We typically don’tbring all of the competencies into play ona given project,” says Lockheed Martin’sGerry Bartkowski, a principal systemsengineer. “They’re more like an a la cartemenu –– we select only those that are neededto solve a customer’s problem.”

Capabilities BasedAssessment FrameworkOne commonly used OMEGA techniqueis called the “capabilities-based analyticalframework,” or CBAF. This approachtakes customers through a set of steps torigorously analyze their needs and devisealternative ways of meeting them. “Wenarrow down the trade space of alternatives,using a variety of techniques. We performmore in-depth simulation and analysisof them to gain a balanced portfolio viewof cost, schedule and performance out-comes. The resulting recommendationthat we produce offers a best-value

solution,” says Bartkowski. Addition-ally, Lockheed Martin STASYS’iSMART interoperability process andtoolset has been integrated into theOMEGA Framework to providecomprehensive insight and analysis ofinteroperability issues, and to ensuresmooth operation of multi-systemsolutions.

The CBAF is comprised of thefollowing analytical elements:

Value Engineering. A decision analy-sis approach that links possible solutionsto a mission’s capability needs and theinvestment strategy using a well-definedanalytical model.

Integrated Architecture Develop-ment. Operational- System- andTechnical-view products required tocompletely capture an enterprise-

wide solution perspective that is driven bymission needs.

Interoperability Assessments. Compre-hensive analysis of integrated architecturesthat determines the net-readiness of systemsand families of solutions.

Executable Architecture. A dynamicsimulation approach that demonstratesbehavior and also promotes visualizationof a user’s concept of operations, orConOps, that is derived directly fromintegrated architecture solutions.

Operations Analysis. Conduct and deliverquantifiable data – technical, cost, sched-ule and risk-based performance data — fordecision making purposes.

“The power to trace recommended solu-tions back to stakeholder wants and needsare clearly evident,” says Bartkowski. “Thiscan be powerful evidence to justify programacquisitions and for the development ofConOps by military chains of command.”

There are always a number of ways to SOLVE a problem, and thealternatives DEFINE the limits and variations of possible SOLUTIONS.”“




First, Define the Goal...The first step is creating a valuemodel –– scorecard criteria for evaluat-ing mission performance. This is wheremission goals and objectives, high-levelmeasurements, scenarios –– anythingand everything that clarifies the goal ––are brainstormed and discussed. “At thisstage, our people engage intensivelywith the customer, including all stake-holders, through a number of discus-sions as we define and refine what theyneed,” Bartkowski says.

Then, Consider theAlternatives...After analyzing all elements of acustomer’s goal, the systems engineeringteam develops a number of integratedarchitecture solutions, ranging fromrelatively simple to very complex. Thereare always a number of ways to solve aproblem, and the alternatives define thelimits and variations of possible solutions.

Also in this stage, the team collaborateswith users and proposes a set of detailedtests — or experiments — for evaluatingproposed architectures and gains theiracceptance of the approach. The scenariomust be realistic to gain stakeholderconfidence in analytically-based resultsthat will translate into successful opera-tional effects.

Once various possibilities are evaluated,the most promising solutions are taken tothe next stage: an executable architecture.“The integrated architecture is static, sortof a snapshot in time,” states JasonLoveland, a Lockheed Martin systemsengineer supporting CBAF efforts atLockheed Martin’s net-centric laboratory,the Center for Innovation. “It visuallyillustrates how a ConOps is dynamicallyexecuted by operators and users in realis-tic situations and environments.” LockheedMartin’s modeling and simulation capabil-ity may include hardware and operator-in-the-loop elements to gain a “drive

before you buy” perspective from stake-holders, well before they would be acquiredand deployed to the field.

Customers see all of the action andinteraction –– just as it will occur –– ona ConOps simulator developed byLockheed Martin, Loveland says. In themissile attack example, the ConOpssimulation can demonstrate radar compo-nents, their interaction with other detectionsystems and the ability to quickly deliverdata about the oncoming missile tocommand and control operators.

“Being able to see just what happens, andwhen, is very powerful for executives, gen-erals, managers and engineers,” Bartkowskiadds. “Often, goals or requirements arerevised at this stage.”

Interoperability AssessmentAnother very important component ofthe CBAF is the crucial interoperabilityanalysis. If systems can’t talk, actions don’thappen. Interoperability has already beenconsidered as part of the integrated archi-tecture and again as part of the executablearchitecture. But now, using the iSMARTprocess, the assessment goes into deepgranular detail.

“iSMART enables us to document in arepeatable and rigorous way informationrequirements for each component ofthe solution, and also how each cantransfer information to others,” saysDavid Barnes, senior consultant atLockheed Martin STASYS.

The iSMART analysis looks at notjust the protocol each system uses totransmit data, but also the specific imple-mentation of that protocol, the methodof encryption, even sometimes at thepacket format, if the data is encoded inpackets. It compares this information foreach pair of systems that must interact,looking for incompatibilities.

Information exchange between systemshas been historically very difficult toanalyze, he points out, in part because

the requirements for data exchange areoften rolled up with other requirementsand not described separately.

And, of course, there are the myriadformats, protocols, and communicationslinks developed by the different servicesand by the militaries of different countries.

STASYS has used the iSMART process forcustomers from Europe and other regionsas well as from the U.S.; it can check forinteroperability among them, for example,whether a given system from the U.S. cancommunicate with another from NATO.

The Best-Value SolutionWhether the architecture works from amission or campaign perspective is deter-mined by conducting an operationsanalysis. Does it have inherent limits?Do any components need hardening orprotection from high heat, for example?Risks, also, are analyzed. Are new systemsbeing used? How thoroughly have theybeen proven? So is availability. What’s onthe shelf now, and when will new compo-nents be ready? In addition, this stageevaluates cost in terms of the customer’sgoal. The chosen architecture might givethe best performance, but be too expen-sive –– perfectly functional with five satel-lites in the sky, but not so if the customerhas only two.

Best-Value Solutions



A system of systems is, of course, a network, and the iSMART process’ task is to make sure it behaves like one.End-to-end system interoperability is necessary –– and very difficult to achieve, given the number of vendors, armedservices, legacy and new systems, proprietary and open ones, and versions, updates, and implementations.

To assess interoperability, the iSMART process relies on the experience of its engineers and on proprietary tools.It also relies on strictly defined analyses of protocols, formats, links, and other properties of proposed systems.

“iSMART demands that you express system requirements in an engineered, hierarchical way,” says David Barnes,senior consultant at Lockheed Martin STASYS. These specifications must have at least four elements: the sets ofrequirements imposed by multiple systems and defined per each individual system; information to be exchangedand with whom; and the platforms to be used. It may also include constraints, such as a requirement for a certaintype of encryption, or that communications must extend beyond the line of sight. “Once this information is spelledout, the process becomes fairly mechanical –– something our computer-based tools can execute.”

Automating the process prevents the inevitable human error, as well as eliminating re-keying data, since the toolsinteroperate with each other. The toolset, called e-SMART, includes:

• eIER, the Information Exchange Requirements assessment tool, now being integrated with OMEGA™

Framework tools;

• eDoc, a documentation tool that allows the team to specify the implementation of particularcommunications media, and;

• eBit, a tool that specifies the exact details of values in specific fields that are necessary totransmit or receive information between given systems, and the outcome of those received.

The toolset gets so specific that it unpacks each data communication, even looking into packets, if that’s how thedata are organized. This fine detail can reveal hard-to-detect problems and potential interoperability issues.

Barnes cites an example of two fighter aircraft on mission together, but lacking the same implementation of onboardsoftware. Both fighters receive incoming data on a target they are tracking. The first fighter is able to accept andprocess all of the data; the second fighter, with a different version of software, cannot process certain elementsof it. In this scenario, the iSMART analysis capabilities can be brought into play to determine consequences of thesituation. Will the second fighter be able to acquire the target, despite its software handicap, and will the missionsucceed? Moreover, Barnes explains, iSMART’s ability to unpack the full load of data enables it to answer a range of“what if” questions the customer could pose –– “Can I perform additional tasks not in the original requirements,and what would the effects be?”

The iSMART process doesn’t just ensure interoperability. It underpins flexibility that enables customers to respondmuch more nimbly to quick-changing terrorist threats in particular, Barnes says. And that flexibility can also makethe process of changing military tasks –– say, from fighting to peacekeeping –– much easier and more efficient.

All of the analytical efforts finally come together with a compre-hensive decision analysis effort. “Finally,” Bartkowski says, “wefeed all the information we’ve developed back into the customers’value model, as part of the decision analysis work, to determinethe best-value solution. Given the priorities, given the architectureand its verified performance, is this the best value for the money?If we and the customer don’t think so, we go back through theearlier steps and test out another concept.”

“The OMEGA approach for addressing customer challenges iscollaborative, data-driven and cost-effective,” says Terry Kees,Lockheed Martin’s lead executive for the OMEGA Framework.“Stakeholders are able to assess possible solution options andvalidate that the capability needs can be realized well before an

acquisition is executed. They see and understand upfront the risks,trade-offs and benefits of each course of action, and are poised tomake a well-informed and defensible decision.”

The OMEGA Framework demonstrated in programs and venueslike the Center for Innovation, and now augmented by the iSMARTcapability, offers the most comprehensive process for systemsengineering in the industry, staffed by domain experts and systemintegrators, for finding best-value solutions. This approach is basedon over 35 years of system engineering experience, decades ofmodeling, simulation, and analysis expertise for air, space, com-munications and ground systems. Its hallmarks are heavy operatorand engineer interaction and collaboration throughout the life-cycle, using effects to drive investment decisions, architectures,ConOps and system interdependence.

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L ockheed Martin has opened astate-of-the-art laboratory andexper imentat ion faci l i ty in

Farnborough, England, where it willcollaborate with customers to developsolutions that address their emergingthreats and operational challengesusing network enabled capabilities.

The reconfigurable facility is called“Swift” because it will be used to rapidlyprototype solutions to complex problems.Located in the Farnborough AerospaceCentre, the Swift lab enables LockheedMartin and its customers to run detailedand realistic program analysis in a networkenabled environment.

The Swift lab facilitates the rapid testingof new operations and scenarios throughrealistic “stressing” of systems and thesimulation of a bandwidth-constrainedenvironment. It is an industry-uniquefacility to test and evaluate transfor-

mational capabilities such as multi-intelligence information fusion, intelli-gence, surveillance and reconnaissancemission management, integrated situationalawareness and battlefield visualization.

Through the facility’s advanced technicalcapabilities, Lockheed Martin will respondto its customer’s growing requirementsfor network enabled capabilities thatimprove interoperability, and developtransformational effects-based solutions.

Swift lab enables technology sharing andcollaboration on integrated, networkedsolutions across multiple LockheedMartin advanced laboratories, includingthe Corporation’s flagship laboratory, theCenter for Innovation. Being networkedto the company’s U.S. labs will helpenhance cross-Atlantic exchange ofideas, technical competencies and domainexpertise with experts in the U.S.

The reconfigurable facility is called “SWIFT” because it will beused to RAPIDLY prototype solutions to complex problems.”“

UK Swift Experimentation Lab toStudy Network Enabled Capabilities

Lt Gen Sir Robert Fulton KBE (right)observes a demonstration from LockheedMartin’s Charlie Morrison, missionsofficer, Geospatial Intelligence Solutions.


L ockheed Martin has acquired Savi Technology, aprovider of active radio frequency identification, orRFID, solutions. The purchase enhances Lockheed

Martin’s capabilities in global focused logistics.

Savi brings highly developed expertise in active RFID and otherlogistics technologies, networks and systems that enable custom-ers to automatically identify the contents of shipments and trackthe location and status of supply chain assets.

Savi, based in Sunnyvale, Calif., has developed innovativelogistics solutions that track in-transit asset shipments in a secure,accurate and timely manner.

• Its full line of hardware and software products have beenimplemented by the Department of Defense, internationaldefense agencies, civil agencies and commercial enterprisesto monitor cargo shipments globally.

• Savi’s products include active RFID asset tags, data richhigh performance tags, sensor tags that monitor securityand environmental conditions and related fixed and mobilereaders. This is important for tracking container assets thatmany contain a lot of information about individual assetswithin the container. The tags can provide alerts to usersif the containers have been tampered with, misdirectedor experience extreme environmental conditions.

• The company’s fully integrated site and enterprise softwareproducts provide customers a complete solution for trackingshipments worldwide.

Lockheed Martin Acquires Active RFID Supplier, Savi Technology

Savi has a majority interest in Savi Networks, LLC, which isbuilding a public network infrastructure of active RFID networkassets at major ports around the world. Customers who outfittheir containers with Savi’s asset tags will be able to automaticallyreceive data on their desktops about the location and contents oftheir in-transit asset shipments. The data can be automaticallyloaded into customer supply chain applications.

The acquisition enables Lockheed Martin to meet growingrequirements for “smart” logistics systems that ensure timelydeliveries, enhance security and situational awareness, delivercost savings, optimize inventory levels and improve operationalperformance and efficiencies.

The new organization will be a wholly owned subsidiary ofthe Corporation, known as Savi Technology, a Lockheed MartinCompany.

tions Center. The CAOC may send targetlocation updates and changes to the mis-sile while it is in flight, and the missile willreport its position and status until impact.

This communications link is a key enablerof a future maritime interdiction capabilityin the missile.

The WDL system will use the standardizeddata link architecture for network-enabledweapons that was developed by a jointservice advanced concept technologydemonstration program. Lockheed Martin

L ockheed Martin will develop aWeapon Data Link-WDL —capability that will enable the

extended-range JASSM™ system toengage mobile and time-critical targets.

The JASSM air-to-surface standoff missilesystem is the world’s first stealthy conven-tional cruise missile.

The WDL will provide the extended rangeJASSM missile with two-way, secure,beyond-line-of-sight-communicationscapability with the Combined Air Opera-

was a key participant in the programwhose primary purpose was to specify,design, implement and demonstrate stan-dardized tactical weapons communicationsarchitecture.

The U.S. Air Force and Lockheed Martinsuccessfully demonstrated the WDLcapability during flight test demonstrationsconducted late last year.


RFID

JASSM Cruise MissileWeapon Data LinkDevelopment

JASSM Cruise MissileWeapon Data LinkDevelopment

The tags can provide ALERTS to users if the containers have been TAMPEREDwith, misdirected or experience extreme environmental CONDITIONS.”“


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The Space-Based Infrared Systemteam led by Lockheed Martin hasdelivered a critical payload sub-

system along with software integral tothe program’s first geosynchronous orbitsatellite.

The software will help make it possible tocontrol and test the spacecraft’s Pointingand Control Assembly. The Assemblyfeatures Lockheed Martin’s patentedreaction-less gimbal system, which allowsthe satellite to rapidly and repeatedly scanan area of interest for infrared activity whilenot interfering with the satellite’s ability tosimultaneously stare at another area.

The completed payload is scheduled to bedelivered to Lockheed Martin’s facilities inSunnyvale, Calif., in mid-2007 for finalspacecraft assembly, integration and test inpreparation for launch in fiscal year 2008.

New Ground System CapabilityIn a related item, Lockheed Martin hasalso completed development of the HighlyElliptical Orbit, or HEO, Interim Opera-tions software for SBIRS.

This is an important achievement indelivering ground system capability tooperate new SBIRS HEO payloads andGEO satellites. The new capability willexpedite the processing of missile warningand technical intelligence data.

Since 2001, the SBIRS ground segmenthas been providing the nation with missiledetection, battlefield data, and technicalintelligence from the consolidated MissionControl Station at Buckley Air Force Base,Colo. Air Force crews are providingsupport to warfighter and homelanddefense initiatives, Operation IraqiFreedom and the global war on terror.

SBIRS, with its highly sophisticatedscanning and staring sensors, will providethe nation with significantly improvedcapabilities to detect and accuratelycharacterize emerging missile threats.Along with missile warning, it will supportother missions simultaneously, includingmissile defense, technical intelligenceand battlespace characterization.

Lockheed Martin is currently undercontract to provide two HEO payloadsand two GEO satellites, as well as ground-based assets to receive and process theinfrared data. The Lockheed Martin teamhas delivered both HEO payloads. Thefirst GEO satellite launch is scheduled forfiscal year 2008.

Key Software, Hardware Deliveredfor SBIRS Missile Warning System

Spacecraft FunctionalTesting ProgressingThe team is also in the midst of an impor-tant spacecraft test phase at LockheedMartin’s facilities in Sunnyvale, Calif.Known as Spacecraft Functional Testingthis major milestone will verify the func-tional requirements of the geosynchronousorbit, or GEO, spacecraft.

These include functions such as electricalpower, command and data handling,guidance navigation and control, and willfurther assure that the structure isassembled to specification.


The 94th Fighter Squadron, famousfor its historic “Hat in the Ring”insignia and legendary aviator

Eddy Rickenbacker, has begun to receiveF-22 Raptors from Lockheed Martin.

Two of the 5TH Generation stealthy, airdominance fighters have been assigned tothe second operational squadron in the U.S.Air Force. They join F-22s flying today aspart of the 1st Fighter Wing’s 27th FighterSquadron at Langley Air Force Base, Va.

The Air Force declared initial operationalcapability for the Raptor late last year, andit is already flying operational missions insupport of homeland defense.

The 94th Fighter Squadron legacy ofbeing a frontline fighter unit spans fromWorld War I to operations in the PersianGulf Region. This unit has been a keyplayer in the fight to gain and maintainair superiority.

In addition to the active air force, pilots withthe 192nd Virginia Air National Guard inRichmond are also flying F-22 Raptors. TheF-22 Raptor is currently flying at three otherbases across the United States:

• Testing is conducted at EdwardsAir Force Base, Calif.

• Tactics development is ongoing atNellis Air Force Base, Nev.

IPv6 TransitionSupport Offered

L ockheed Martin has created anInternet Protocol version 6 — IPv6 —Transition Support Office to assist

customers in IPv6 implementation, migrationand implementation.

The Transition Support Office will leverageadvanced research and development in its twolabs, offering support to all Lockheed Martinlines of business with IPv6-related requirements.

The Corporation has touted the IPv6 office as acorporate Center of Excellence and is investingin research and development to help shape thefuture of communications network architecturedevelopment.

The Office of Management and Budget hasmandated that the federal government upgradefrom Internet Protocol version 4 to IPv6, thenext-generation internet protocol. IPv6-enablesglobal, net-centric operations, which translatean information advantage into a decisiveadvantage for the warfighter.

F-22 Raptor Delivered to Second Operational Squadron

S niper and LITENING targeting pods have been integrated into anew weapons delivery system for the U.S. Air Force’s A-10C flight-testprogram.

A team led by Lockheed Martin developed the new system, called Digital StoresManagement System. It automates many of the weapons control functions thatA-10 pilots today perform manually.

With either targeting pod, the system will vastly improve an A-10 pilot’s ability toidentify targets and provide laser guidance of precision air- to-ground weapons.

The Air Force has designated the Joint Direct Attack Munitions and theWind Corrected Munitions Dispenser guidance kits for the A-10C aircraft.Each kit converts existing free-fall bombs into accurately guided “smart”weapons, allowing pilots to attack from higher altitudes and in adverse weatherconditions.

The DSMS weapons capability is the latest in a series of upgrades delivered bythe Lockheed Martin Prime Team for the A-10 Precision Engagement program.

• A full squadron of Raptors is basedat Tyndall Air Force Base, Fla., forpilot and maintainer training.

The F-22 dominates any adversary throughunmatched performance achieved throughstealth, supercruise speed, agility, precisionand a complete view of the battlespaceachieved with the advanced sensor suiteembedded in the aircraft. The Raptor willenable combat commanders to change theway wars are fought over the next 40 years.

This unit has been a keyplayer in the fight to gain and

maintain air superiority.”“

New Integrated Weapons Systemfor A-10C Flight Test ProgramNew Integrated Weapons Systemfor A-10C Flight Test Program

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First Development Flight TestThe first development flight test wassuccessfully performed at the White SandsMissile Range in New Mexico recently.

The test is the first all-up-round flight testto verify modifications that are specific tothe extended range missile configuration.This flight will be followed by a series ofintegrated U.S. Air Force and LockheedMartin development and evaluation testflights to prove out the JASSM-ER missileconfiguration on the B-1B aircraft platform.Each flight will be an end-to-end test, withsuccessive tests providing an increasingevaluation of the total JASSM-ER system.

“This missile provides JASSM’s provenlethality and accuracy with extended rangeto give the B-1B warfighter an outstandingoperational capability for first-day strike ofheavily defended targets,” said Air ForceLt. Col. Stephen Davis, 677th ArmamentSystem Squadron Commander at Eglin AirForce Base, FL.

• Infrared cameras provide enhancements to the images which canbe transmitted off the submarine to other naval and joint forces.

The system is being installed aboard the USS Hampton, making it thefirst U.S. Navy submarine to receive the system. ISIS will eventuallybecome the Virginia-class submarine image processing system.

“The need to have the submarine commander or conning officer handle atraditional periscope will become part of naval history as ISIS is installedin the U.S. Navy’s submarine force,” says Eric Gruenloh, Lockheed Martin’sISIS program manager.

A ll elements of the Terminal High Altitude AreaDefense weapon system were successfullytested at the White Sands Missile Range

recently. The test proved the system’s capability.

The test demonstrated all major elements of theTHAAD weapon system as it engaged a virtual target.These included the interceptor launch and control; killvehicle control in response to in-flight uplinks; seekeroperation; and radar acquisition, track and in-flightcommunications with the interceptor.

This marked the second successful THAAD develop-mental flight test since flight testing resumed for theprogram late last year. Three more test flights arescheduled to occur at the White Sands Missile Rangein New Mexico before THAAD testing moves to thePacific Missile Range Facility in Hawaii.

The THAAD weapon system is designed to defendU.S. troops, allied forces, population centers andcritical infrastructure against short- to medium-rangeballistic missiles. It uses hit-to-kill technology todestroy targets, and is the only weapon system thatengages threat ballistic missiles at both endo- andexo-atmospheric altitudes.

Entire THAADWeapon SystemTested

JASSM Cruise MissileWeapon Data LinkContinued from Page 29.

Advanced SurveillanceSystem for SubmarinesAn advanced digital imaging and processing technology isrevolutionizing surveillance capabilities for U.S. Navy submarines.

ISIS — the Integrated Submarine Imaging System — was developedby Lockheed Martin in collaboration with Kollmorgen Electro Optical.Lockheed Martin engineers designed the ISIS inboard computerprocessing system and displays for the Navy’s submarine force.

Here is how it works:

• The ISIS system replaces the optical light path of existing submarineperiscopes with an advanced system that integrates new periscope-mounted high-resolution cameras and fiber optic digital imagerywhile allowing images to continue to be viewed via the optical path.A conning officer would manipulate an outboard camera with ajoystick while observing the digital video on a computer monitor;

• An onboard suite of video processing equipment allows the real timedisplay and analysis of video images on existing submarine controlroom tactical displays. The image can be shared with the combatteam on various displays aboard the sub;

• The ISIS system provides submarine operators with imageenhancement capabilities and analysis tools for both real timeand recorded imagery; supplied active and passive range findingcontrol; and recording, storage and recall capabilities for imageryand associated data;

Lockheed Martin Center for Innovation8000 Harbour View BoulevardSuffolk, Virginia 23435 USAwww.lockheedmartin.com/innovation

Lockheed Martin is an Equal Opportunity Employer.

© Lockheed Martin Corporation, 2006.

LOCKHEED MARTIN, LOCKHEED and the STAR DESIGN [and any other marks used in the body of document] are either registeredmarks in the U.S. Patent and Trademark Office and/or other countries throughout the world, or are trademarks and servicemarks ofLockheed Martin Corporation in the U.S. and/or other countries.

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