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Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
Leading Transformation with Modeling & Simulation
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Leading Transformation with Modeling & Simulation

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by Maj Gen Kamiya, Command, Joint Warfighting Center, USJFCOM …

by Maj Gen Kamiya, Command, Joint Warfighting Center, USJFCOM

presentation on Leading Transformation with Modeling & Simulation, helping to make Irregular Warfare a core competency, enhancing joint command and control, improving global force management, accelerating efforts toward a "whole government" approach (i.e. interagency
participation), building and improving partnership capacity and improving training and education. Industry and academia can help with these processes.

Triads: The 1960s-1980s brought us "Strategic Art": Missiles, Bombers, Submarines; the 1980s-1990s brought us "Operational Art": Land, Air and Sea. 2001-until? brings us "Tactical Art": Leader,
Individual, Small Units.

For video M&S demonstration, visit: http://bit.ly/Kamiya

19 June 2009 presentation to the Hampton Roads Partnership's Board of Directors

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  • 1. United States Joint Forces Command Modeling & Simulation Major General Jason K. Kamiya Commander, Joint Warfighting Center U.S. Joint Forces Command 19 June 2009 1 UNCLASSIFIED
  • 2. Presentation Outline USJFCOM Priorities USJFCOM Modeling and Simulation Responsibilities USJFCOM Partnerships in Modeling and Simulation Modeling and Simulation and the Joint Training Environment Challenges Demonstration Hampton Roads and USJFCOM – M&S partnerships UNCLASSIFIED 2
  • 3. USJFCOM Priorities Making Irregular Warfare a Core Competency USJFCOM Joint Irregular Warfare Center Establish a program for small unit excellence Enhancing Joint Command and Control Joint Command and Control Vision Approach C2 holistically, leader-centric and net-enabled Facilitate initiative and decision-making at the lowest level Operate in a C2 degraded environment Improving as a Joint Force Provider Better Global Force Management database & technology tools Expand existing high-demand and grow new capabilities Accelerating Efforts Toward a Whole of Government Approach Increase Interagency participation in exercises and training Support DoD and Interagency expeditionary capability Building and Improving Partnership Capacity Improving Training and Education Joint Professional Military Education Emphasis on human, cultural, language, and cognitive skills UNCLASSIFIED 3
  • 4. USJFCOM Modeling and Simulation Responsibilities Manage the integrated joint training architectures using the DoD Architecture framework and in coordination with the combatant commanders; develop and define standards for live, virtual and constructive training capabilities, including technical development, capabilities prioritization, implementation, configuration control, and sustainment; and enforce standards through a certification process. (DoD Directive 1322.18, Military Training, 3 September 2004) Leading the development and operation of joint training systems and architectures that directly support the combatant commanders, Services, and defense agencies. (Unified Command Plan 2008) UNCLASSIFIED 4
  • 5. USJFCOM Partnerships in Modeling and Simulation Australia Partnership for Peace Canada Services Combatant Commands Sweden Industry Switzerland Interagency Team Orlando Modeling & Simulation Coordination Office United Kingdom NATO Virginia Modeling, Analysis, & Simulation Center UNCLASSIFIED 5
  • 6. Hampton Roads M&S and USJFCOM ODU Cooperative Research and Development Agreement (CRADA) Advance modeling and simulation research and development in support of joint training, experimentation, and simulation-based analysis. Effective Date: April 2008. Virginia Modeling, Analysis, & Simulation Center Battle Lab Contract To provide USJFCOM with M&S and related system support with integrated Battle Lab. Effective Date: February 2008. ODU Student/Faculty/Engineering/Senior Fellows Contract To provide USJFCOM with student, faculty, engineering, and technical expertise, and accessibility to Senior Fellows for support in the areas of warfighter requirements definition; program definition, formulation, execution objectives, and assessment; concept development; and event concept development. Effective Date: September 2008. UNCLASSIFIED 6
  • 7. The Joint Training “Environment” UNCLASSIFIED 7
  • 8. Training Audience Cannot Tell The Difference Between What is Live and What is Not! Live-Virtual- Increasingly Global Real Forces Constructive Tools + Joint Training Network Real Service members in Simulators Computer Representation = Joint Training Environment that is Of Live Forces available to small tactical units UNCLASSIFIED through higher echelons of command 8
  • 9. An Increasingly Global Joint Training Network Joint Warfare Center (JWC) *Stavanger, Norway JAC Molesworth United Kingdom JFTC Korean Battle Simulation Canada Command Poland Center (KBSC) ,Korea Ottawa, Canada WPC EUCOM Europe JTEN Hub Pacific JTEN Hub GrafenwÖhr, Germany Okinawa Camp Smith, HI Japan JWFC Suffolk, VA Exercise TALISMAN SABER connectivity: 51,000 mi. Defence Training Experimentation Network That’s more than 17 trips by car between Norfolk (DTEN) Canberra, Australia and Seattle (3000+ mi.) UNCLASSIFIED 9
  • 10. Four Areas Where Modeling and Simulations Have The Greatest Need in Joint Training Missile Defense Irregular Warfare Immersive Training Simulation of “non-kinetic” – especially population related events • Population attitudes • Social networks UNCLASSIFIED 10
  • 11. The New Triad Strategic Art Operational Art (1960’s-1980’s) (1980’s-1990’s) Missiles Land Tactical Art (2001 - ?) Leader Bombers Submarines Air Sea Individual Small Units UNCLASSIFIED 11
  • 12. Making Irregular Warfare A Core Competency How Industry and Academia Can Help Characteristics that can make a difference: • Measurement and assessment of human performance is the centerpiece, not simply an ancillary benefit to help rationalize an investment. Provides the critical standard upon which “black boxes” will be evaluated. • Immersive, decision-making stimuli infinitely repeatable though nothing exactly repeated that was done before. • Modular to introduce increasing variables of complexity within changeable environments (to include conventional, nuclear, and irregular war). • Stresses tactical and ethical decision making leading to overall individual and small unit self-confidence. Open ended objectives…not merely electronic lane training. Challenges Cold War era Task-Condition-Standard construct. UNCLASSIFIED 12
  • 13. Making Irregular Warfare A Core Competency How Industry and Academia Can Help Characteristics that can make a difference (cont.): • Replicates joint enablers such as ISR and joint fires (air and ground) when used at home station, and can integrate these live enablers in real-time for mission planning/rehearsal in combat. • Ensures distributed integration of joint capabilities -- designed with standard architectures to ensure interoperability with other systems. (A virtual F-22 at Langley AFB, Virginia “flying” in support of a Marine infantry squad negotiating the Infantry Immersive Trainer at Camp Pendleton, California). • Easily transitioned to the field. Same capability used at home station and in combat. Small, lightweight, transportable. • Evidence-based. Results measurable and can be correlated to return on investment. Diagnostic baseline...objective measurement / assessment. UNCLASSIFIED 13
  • 14. Demonstration UNCLASSIFIED 14
  • 15. Questions / Discussion UNCLASSIFIED 15

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