Assessing Aegis Program Transition to an Open-Architecture Model

Assessing Aegis Program Transition to an Open-Architecture Model

Paul DeLuca
Joel B. Predd
Michael Nixon
Irv Blickstein
Robert W. Button
James G. Kallimani
Shane Tierney
Copyright Date: 2013
Published by: RAND Corporation
Pages: 126
https://www.jstor.org/stable/10.7249/j.ctt5hhsmj
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  • Book Info
    Assessing Aegis Program Transition to an Open-Architecture Model
    Book Description:

    To reduce the costs of maintaining the Aegis system, and to take advantage of rapidly evolving commercial computing technology, the U.S. Navy is moving toward open-architecture software, a common source code library, and commercial, off-the-shelf processors. This report examines the potential benefits of this new model, the pace of upgrades, and the best way for the Navy to maximize the technological and financial benefits.

    eISBN: 978-0-8330-8335-7
    Subjects: History, Technology

Table of Contents

  1. Front Matter
    (pp. i-ii)
  2. Preface
    (pp. iii-iv)
  3. Table of Contents
    (pp. v-viii)
  4. Figures
    (pp. ix-x)
  5. Tables
    (pp. xi-xii)
  6. Summary
    (pp. xiii-xxiv)
  7. Acknowledgments
    (pp. xxv-xxvi)
  8. Abbreviations
    (pp. xxvii-xxviii)
  9. CHAPTER ONE Introduction
    (pp. 1-6)

    The Navy’s transition from its legacy Aegis business model to its new Integrated Warfare Systems (IWS) business model¹ may introduce new challenges and risks for the fleet and for the enterprise that develops and fields the Aegis weapon system (AWS). Under the legacy business model, the AWS used proprietary software operating on military-specification (MILSPEC) computing hardware. Upgrades to the Aegis combat system (ACS) were developed every five to six years and fielded only to new-construction ships and those receiving a midlife upgrade.² Older baselines were upgraded to support additional capabilities, fix computer software errors, and support upgrades to ACS elements....

  10. CHAPTER TWO The IWS Business Model for Aegis Acquisition
    (pp. 7-18)

    In this chapter, we describe the IWS business model and the choices that must be made over the course of its implementation. We distinguish what we see as the implied objectives of the business model (the “ends”) from the investments that are being made to execute the model (the “means”).

    The IWS business model involves five fundamentally distinct objectives. We consider each in turn and relate them to the legacy approach to acquiring weapon systems.

    Under the legacy business model for acquiring weapon system upgrades, the Navy developed capabilities for new-construction ships and upgraded in-service ships at midlife. Each upgrade...

  11. CHAPTER THREE Aegis and the Aegis Enterprise
    (pp. 19-32)

    A large enterprise of industry and government organizations and a network of development and test facilities support AWS. The IWS business model is expected to affect these organizations and facilities in a variety of ways, and identifying these impacts naturally requires an understanding of the baseline approach to AWS development. That is to say, one must first understand how the enterprise is presently organized and how the respective organizations and facilities contribute to developing the AWS. Thus, the purpose of this chapter is to answer the following questions:

    What does each facility and organization contribute to the Aegis enterprise?

    How...

  12. CHAPTER FOUR Impact of the IWS Business Model and Implementation Choices on the Fleet
    (pp. 33-50)

    PEO Integrated Warfare Systems has a range of policy choices to make that will affect both the technical infrastructure required for Aegis development and the capabilities delivered to the Aegis fleet. It is necessary to articulate the effect of these choices on the fleet and on development requirements. The PEO can choose the pace of ACB and TI upgrades and can choose to have individual ships receive either every upgrade or every other upgrade. Also, the PEO can choose whether to field ACB and TI upgrades simultaneously or to stagger them.

    In this chapter, we quantify the impact of the...

  13. CHAPTER FIVE Implications for the Aegis Enterprise
    (pp. 51-66)

    The purpose of this chapter is to explore how the Aegis enterprise may affect, and be affected by, the IWS business model and its associated implementation choices. Our focus is on the effects of ACB and TI intervals and ACB size, since these are the choices that concern the development enterprise.¹ First, we discuss the relevance of the Navy’s most recent development experiences for the purpose of understanding future demands. Then, we explore the consequences of the IWS business model for the development enterprise and discuss the trade-offs the Navy will confront as a result. Finally, we develop projections of...

  14. CHAPTER SIX Risks
    (pp. 67-78)

    The IWS business model calls for changes in the way weapon systems are developed. These changes in process may affect the people and facilities involved with developing weapon systems. In some cases, the necessary changes may render some implementation options infeasible, since they may impose too great a demand on the Navy’s personnel and facilities. In other cases, the changes may be feasible but introduce risks that could, in the end, be passed along to the warfighter.

    This chapter discusses the risks inherent in the IWS business model and describes ways the Navy could mitigate them. Our list of risks...

  15. CHAPTER SEVEN Lessons Learned from ARCI and SSDS
    (pp. 79-84)

    The submarine community transitioned its fleet to an OA-based computing architecture in the mid-1990s with the introduction of the ARCI program. It has subsequently added the combat system and above-water sensors to its OA model. Currently, the entire attack (SSN) and ballistic missile (SSBN) submarine fleets operate with OA sonar, combat, and above-water sensor systems. The Navy deploys SSDS on its carrier and amphibious ships. SSDS, which focuses on own-ship protection, was developed and continues to evolve using an OA approach. In this chapter, we discuss similarities and differences in these OA systems relative to Aegis and look for potential...

  16. CHAPTER EIGHT Conclusions and Recommendations
    (pp. 85-94)

    As PEO Integrated Warfare Systems implements its new business model, it must carefully balance a range of associated costs, benefits, and risks. The OA Aegis system will be installed, beginning with ACB-12, on destroyers and cruisers already in the U.S. Navy’s surface fleet. Risks inherent in this implementation will affect both today’s fleet and the future fleet. For this reason, we propose an implementation approach for the IWS business model that minimizes potential risk but incorporates significant benefits to the fleet. It should be noted that one of the strengths of the proposed model is its future flexibility. As the...

  17. Bibliography
    (pp. 95-97)
  18. Back Matter
    (pp. 98-98)