ISTAR and CD&E CICDE. Centre interarmées de concepts, de doctrines et d expérimentations

Transcription

1 ISTAR and CD&E CICDE Centre interarmées de concepts, de doctrines et d expérimentations 1

2 Briefing overview CICDE, who are we? CD&E approach ISTAR concept case study Lessons learned 2

3 CICDE, who are we? DCDC Indus Inst. Déf UE INT CESA MIC ONU CCDM CICDE CDEF Emploi AE AJOD Ze fûr Tr DGA DAS JFCOM SGDN ACT Operational prospective CID Concept development & experimentation Joint doctrine The Joint Centre for Concepts, Doctrines and Experimentations (CICDE) has been created in The CICDE reports directly to the Chief of the Defence Staff and is located at the Ecole Militaire. CICDE develops and experiments joint concepts within national and multinational frameworks. It contributes to NATO and European doctrine development and participates in studies and operational research. 3

4 CD&E approach Prospective Exploratory concepts: ideas NATO Concept Thinking outside the box Early CD&E Explore Verify hypothesis Concept Xp Concept: what Doctrine: how Doctrine Adjusting inside the box Post CD&E Validate Demonstrate Doctrine Xp Engagement LL The French CD&E approach is consistent with NATO s one. The first concern is to identify military issues that have to be solved. The identification process relies on two distinct tools: -Operational prospective is the main tool to determine mid to long term military issues; the horizon of this operational prospective is around 30 years from now; the aim is to anticipate the nature of our potential adversaries and their courses of action; there are tight interactions between operational prospective, geopolitical prospective and technological prospective; -On the short term, the lessons learned process is the main tool to determine military issues to be solved. When necessary, a set of exploratory concepts is derived from operational prospective. These concepts propose guiding principles for French armed forces engagement. Exploratory concepts are especially required when operational prospective points up significant changes in the armed forces future operational environment and/or when a new political vision about defence and security is issued. Exploratory concepts are then refined in concepts (what we want to do now) and doctrines (how we want to do it). 4

5 ISTAR case study Prospective ISTAR exploratory concept NATO JISR Concept Early CD&E Explore Verify hypothesis Concept Xp Concept: what Doctrine: how Doctrine Post CD&E Validate Demonstrate Doctrine Xp Engagement LL This briefing will now focus on the initial phase of the French CD&E approach, that is exploratory concepts elaboration and consolidation. More specifically it will describe the work that has been done on the French ISTAR exploratory concept. 5

6 ISTAR exploratory concept The French ISTAR concept has been approved by the Chief of the Defence staff in It has been elaborated by the CICDE using a collaborative methodology involving the main ISTAR community members. 6

7 ISTAR exploratory concept principles Facilitate access to intelligence products, information or raw data Use information whatever its origin Avoid stove piped information management - Develop information sharing Reaffirm the predominant role of human operators Just to give an idea of the ISTAR exploratory concept content, here are the 4 guiding principles that have been elaborated: Facilitate access to intelligence products, information or raw data The aim here is to accelerate the battle rhythm in order to keep the initiative. One way to do this is to reduce the time required by the well-known cycle orient-observe-decide-act. In some circumstances, it may even involve tight coupling between sensors and effectors. Use information whatever its origin The idea is to take advantage of all available sources of information in order to enhance situation understanding. These sources of information can be either military intelligence sensors or not. This principle is expected to be particularly appropriate in complex operational environments such as urban environments or complex operational situations that may result from asymmetrical conflicts for instance. Avoid stove piped information management Develop information sharing Crisis management requires a comprehensive approach involving military and non military actors, governmental and non-governmental actors. In order to make this comprehensive approach a reality, information exchange between these various actors should be made easier. In the same way, coalition operations require to develop information sharing between the contributing nations while preserving our ability to autonomously assess operational situations. Reaffirm the predominant role of human operators Undoubtedly ISTAR benefits from the technological advances in the field of sensors, communication networks or information systems. But human operators have a crucial role, especially in the type of conflicts our forces are engaged in. 7

8 ISTAR exploratory concept experimentation why? Concept consolidation Future programmes NATO, EU Ideas that were developed in the ISTAR exploratory concept came from a purely intellectual work. So, before deriving a doctrine from this work, it was necessary to demonstrate that it was possible to implement the principles mentioned in the concept. This was the main reason for starting an experimentation phase. There were also two secondary objectives: -Contribute to the ISTAR capability development process; -And help precise French position within multinational organizations (for instance NATO with its JISR concept). 8

9 Actors The ISTAR experimentation design, execution and analysis phases were conducted under the leadership of CICDE and DGA (the French procurement organisation). Two companies, Thales and EADS DS, were awarded a support contract. One of the experimentation key factor of success is probably the tight partnership that was established between CICDE, DGA and industry. Another factor of success is the participation of the services, the joint general staff, the joint force and training headquarters, the military intelligence and the special operation command. All these organizations were involved in the definition of the experimentation objectives, scenarios and metrics. The initial intent was to: -Benefit from lessons learned; -Involve the experimentation players and to get them familiar with the experimentation rationale, objectives and design; another advantage of this involvement is also to accelerate player training when starting experimentation execution phase; -And hopefully to facilitate adherence of future ISTAR doctrine users. 9

10 Experimentation methodology Consolidate concept Identify issues Define XP objectives Analyze Build scenarios Execute & measure Define solutions Elaborate metrics This is the methodology that has been used for this experimentation. It won t be detailed considering that this is a quiet standard experimentation design methodology In the next slides, some aspects of the methodology application will be described. 10

11 ISTAR experimentation objectives Sensor planning Information dissemination What were the experimentation objectives? Actually there were 2 main focuses. The first one was about command and control processes for sensor planning optimization at the operational level of command. More precisely, the intent was to: Implement sensor status information sharing mechanisms in the operational command structure; Assess multi sensor planning capabilities; And also to illustrate how it is possible to integrate non intelligence specific sensors in the planning process. The second focus was about information dissemination. Information dissemination within the command structure but also transmission of information to non military actors, governmental or not. The main objectives were to: Analyze what are the obstacles to information dissemination; Implement and master new information sharing processes based on the concept of community of actors, while preserving information protection when necessary; Provide awareness of existing, accessible and useable intelligence documents to military and non military actors. The experimentation scope was limited to the context of a purely national outside operation. The briefing will now concentrate on the first objective that is sensor planning. 11

12 Metrics and scenarios Scenario #1 Conventional warfare Scenario #2 Time-sensitive target Scenario #3 Search and rescue Scenario #4 Hostage-taking A few words about metrics and scenarios that were developed for this objective. The experimentation objectives were expressed in a qualitative manner. The initial intent was to build numerical criteria in order to assess whether the objectives were achieved or not. But despite several meetings with the stakeholders, it was not possible to agree on adequate criteria. So with the help pf human factor experts, a more qualitative measurement method was adopted based on: Questionnaires players would have to answer after every experimentation scenario run; Debriefings at the end of each experimentation day in order to capture potential additional pieces of information from the players; A cold debriefing one month after the end of the experimentation to let the players consolidate their opinion about the experimentation outcomes and the ISTAR principles implementations that were proposed. Besides that players activity was logged (for instance to assess how they used the different communication tools they were provided with in order optimize their collection plan). As for the scenarios, potential biases have been limited, especially by diversifying the type of scenarios. There were 4 scenarios. The first 2 ones were representative of a symmetrical engagement. The last 2 ones were more typical of an asymmetrical context. 12

13 A realistic environment (1/2) Covers geopolitical context geophysical environment ethnical issues tactics Encompasses a wide spectrum of actors OOBs NGOs political party, media In order to have interesting feedbacks from the experimentation players, a realistic operational environment should be presented to the players. This operational environment has been derived from the one developed for a past command post exercise. It was intended to reflect the complexity of current theatre of operations. 13

14 A realistic environment (2/2) 141 MEL/MIL messages (orders, reports, news stories ) Numerous phone calls (i.e.: NGO / J9 dialog simulation) Real-time sensor feedbacks Besides the simulation tools, a large number of events or incidents was prepared in order to increase operational environment credibility and in some phase of experimentation to stress the players. Most of the information linked to these events or incidents was sent to the players through the communication and information system they were provided with, although some rustic communication means, like phone calls, were used to simulate interactions with non military actors (for instance to simulate a dialog between a J9 officer and an NGO member). There were also was real-time feedbacks from some simulated sensors. 14

15 Define solutions 1. Organigramme général EMA CPCO DRM J2/ CPCO Fonctionnelle Fonctionnelle Théâtre d'opération Extérieur (TOE) CJTF J2/ CJT F Fonctionnelle Fonctionnelle Hiérarchique JFACC LCC M CC JSOCC A2 - Intelligence G2 - Intelligence M2 - Intelligence S2 - Intelligenc e Current processes Alternatives Collection coordination and information management (CCIRM) One of the crucial steps of our experimentation design phase was probably the definition of alternative CCIRM approaches able to overcome the current limitations (for instance stove piped management of information). The definition of these new processes has been done in three steps: The first one consisted in a formal description of current CCIRM processes and an identification of the constraints or limitations imposed by current doctrines, procedures or equipments; The second step was the definition of alternative approaches to CCIRM trying to overcome or reduce the previously identified constraints and limitations ; the alternative approaches were described using the classical capability DOTPMLF areas; Third the most promising alternatives were refined to allow an effective implementation; it involved writing precise procedures, identifying actors, specify tools, decision aids 15

16 Experimentation tools High-level animation White Cell Players CCIRM Viewer CCIRM Viewer CCIRM Viewer CCIRM Viewer Low-level animation Cosmos Scipio Simulation bus SSR Orque White Cell In order to implement the CCIRM alternative solutions, an experimental setup was designed. The main goal was to represent a Joint Force Command J2 and J35, and also the intelligence cells of the 4 component command. As far as possible, existing tools were used to simulate forces and technical sensors. A specific CCIRM illustrator has been designed for the purpose of the experimentation but is not necessarily representative of a future operational system. This illustrator implemented the alternative CCIRM solutions. The experimental setup also encompassed specific tools to observe players behaviour during scenarios execution. 16

17 Infrastructure DIREX ORQUE + COSMOS DRM COMANFOR ANALYSTES SSR SSR ANIMATION SCIPIO SCIPIO SCIPIO SERVEUR 3 ROOMS 20 PEOPLE 4 DAYS MCC LCC J2 PLAYERS J35 BRIEFING / DEBRIEFING SOTF ACC On this slide are the 3 rooms that were allocated to execute the sensor planning part of the ISTAR experimentation. These 3 rooms were located next to each other. One room was the player room. There was a physical separation between J2, J35 officers and component commands intelligence officers. Another room was for animation that is experimentation direction, MEL/MIL management, and constructive simulations. The last room has been used for briefing and debriefings that occurred at the beginning of each scenario and at the end of each day. 20 people were involved either as players or as in charge of animation. The duration of the whole ISTAR experimentation was 4 days. 17

18 Experimentation outcomes Improve sensor information sharing Allow for inter-component optimizations Provide decision aids Improve sensor information sharing The experimentation demonstrated the need for a better sensor information sharing between JFC/J2 and CC intelligence cells. Three type of sensor information need to be shared: -Theatre deployed sensor status (failure, location, current task ); the knowledge of these status allows to consider all the possible sensors that may satisfy an information requirement; -In the set of possible sensors that have been isolated, the knowledge of technical features allows to define the subset of the possible sensors that are able to satisfy the information requirement; -Finally the last type of information needed is authority in charge of sensor control. The main obstacles to sensor information sharing are: -The need to protect some sources, especially when human intelligence sources are considered; -The technical knowledge required to orient or configure some sensors. Allow for inter-component optimizations Even if the JFC/J2 role remains crucial, especially to synchronize all ISTAR community actors, the experimentation demonstrated that there was a strong interest to have local sensor planning optimizations, for instance between the intelligence cells of 2 component commands. To achieved that, a direct communication link should be authorized between the 2 components in order to allow them performing their local sensor planning optimization. 18

19 Lessons learned Experimentation objectives Human factors engineers involvement Players identification Experimentation results implementation What are the lessons learned from the ISTAR exploratory concept experimentation? Experimentation objectives As far as the experimentation objectives are concerned, the main risks were that they were unstable or that they were too vague. These risks were identified early in the experimentation design process and mitigation measures were applied so that the risks did not occur. Human factors engineers involvement Because of the ISTAR experimentation was mainly on human interactions, it has been very difficult to agree on a set of quantitative criteria in order to assess objectives achievement. The contribution of human factors engineers has been very helpful to define more qualitative measurement criteria. Players identification The initial intent was to have the experimentation players onboard as soon as possible in order for them to get familiar with the concept, the experimentation rationale and setup. Another advantage that was foreseen was to facilitate players training. But reality was different. Operational stakeholders that participated to the experimentation design were not the players. We had to adapt to this matter of fact. Experimentation results implementation Even if briefings about ISTAR experimentation results were organized, the communication strategy has probably to be improved, specifically towards the MoD capability development branch in order for the future programmes to fully benefit from these results. 19

20 Éclairer l'emploi des forces 20