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Network Centric Operations Conceptual Framework Version 1.0 [pdf]

Word Version

Prepared for:
John Garstka
Office of Force Transformation
 

Prepared by:
Evidence Based Research, Inc.
1595 Spring Hill Rd
Suite 250
Vienna, VA 22182
703-893-6800

November 2003

Network Centric Operations Conceptual Framework Version 1.0
Table of Contents
1.0 Introduction and Background 1
1.1 Overview of Transformation 1
1.2 Network Centric Theory 2
2.0 NCO Conceptual Framework 4
2.1 Overview 4
2.1.1 Innovations of the Conceptual Framework 5
2.1.2 Structure of the Conceptual Framework 6
2.1.3 Application of the NCO Conceptual Framework 8
2.1.4 Air-to-Air Example 8
2.1.5 Limits of the NCO Conceptual Framework 9
3.0 NCO Conceptual Framework: Structure 10
3.1 Overview 10
3.2 Domains 10
3.3 The Force 11
3.4 NCO Value Chain 12
3.5 Top Level Concepts 13
3.6 Attributes and Metrics 14
4.0 NCO CF Concepts, Attributes, and Metrics in Detail 17
4.1 Synchronization, Agility, and Effectiveness 17
4.1.1 Decision Synchronization 17
4.1.2 Action/Entity Synchronization 18
4.1.3 Measuring Synchronization of Decisions and Plans 19
4.1.4 Relevant Metrics 19
4.1.5 Degree of Action and Entity Synchronization 20
4.1.6 Degree of Effectiveness 21
4.1.7 Efficiency and Effectiveness 24
4.1.8 Agility 24
4.1.9 Agile C2 25
4.2 Networking and Information 26
4.2.1 Overview 26
4.2.2 Networking 28
4.2.3 Information 29
4.3 Sensemaking: Awareness, Understanding, and Decisionmaking 34
4.4 Quality of Interactions 44
4.4.1 Role of “Quality of Interactions” in the Conceptual Framework 44
4.4.2 Models of Interaction 45
4.4.3 NCO Conceptual Framework Model of Interactions 47
4.4.4 Individual Characteristics 50
4.4.5 Team/Organization Characteristics 51
4.4.6 Organizational and Individual Behaviors 52
5.0 Summary 54
List of Figures
Figure 1-1. NCW Value Chain 2
Figure 2-1. The NCO Conceptual Framework 4
Figure 2-2. Top Level and Second Level View 7
Figure 2-3. Comparison of MCPs 9
Figure 2-4. NCO Framework Evolution 5
Figure 3-1. The Four Domains 11
Figure 3-2. Relationship of MCPs to the Force 12
Figure 3-3. The NCO Value Chain Storyline 13
Figure 3-4. Quality of Organic Information 16
Figure 4-1. The NCO Conceptual Framework 17
Figure 4-2. Synchronization Categories 18
Figure 4-3. The Six Aspects of Agility in the Domains of Warfare 26
Figure 4-4. Networking and Information in the NCO Framework 27
Figure 4-5. Quality of Networking 29
Figure 4-6. Quality of Organic Information 31
Figure 4-7. Degree of Shared Information 33
Figure 4-8. The NCO Conceptual Framework 34
Figure 4-9. Evolution of Process Models 35
Figure 4-10. Individual Awareness: Attributes and Metrics 38
Figure 4-11. Currency of Awareness 38
Figure 4-12. Shared Awareness: Attributes and Metrics 39
Figure 4-13. Extent of Shared Awareness 40
Figure 4-14. Individual Understanding: Attributes and Metrics 40
Figure 4-15. Currency of Understanding 41
Figure 4-16. Shared Decisions: Attributes and Metrics 41
Figure 4-17. Individual Understanding: Attributes 42
Figure 4-18. Currency of Decisionmaking 42
Figure 4-19. Collaborative Decisions: Attributes and Metrics 43
Figure 4-20. The NCO Conceptual Framework 44
Figure 4-21. Models of Interaction (1) 46
Figure 4-22. Models of Interaction (2) 46
Figure 4-23. Models of Interaction (3) 47
Figure 4-24. Quality of Interactions: Attributes and Exogenous Variables 48
Figure 4-25. Quality of Interactions: Top Level Attributes 49
Figure 4-26. Quality of Interactions 49
Figure 4-27. Exogenous Variables: Individual Characteristics 51
Figure 4-28. Exogenous Variables: Organizational Characteristics 51
Figure 4-29. Organizational Characteristics: Interdependence 52
Figure 4-30. Exogenous Variables: Organizational and Individual Behaviors 52