8/14/ SUPPORT THE WARFIGHTER DoD CIO 1 (U) FOUO COI Basics Version 1.0 DoD Net-Centric Data Strategy (DS) and Community of Interest (COI) Training

8/14/ SUPPORT THE WARFIGHTER DoD CIO 2 Purpose / Outline Summarize basic information on Communities of Interest to include: –A COI definition –COI’s relationship to the Enterprise –What COIs do –OSD facilitated COIs (purpose, metrics, lessons) –Suggested steps to establish a COI –Characteristics of successful COIs –COI Strategic Rhythm –Summary

8/14/ SUPPORT THE WARFIGHTER DoD CIO 3 What is a COI? Cross-Component Cross-Service Cross-Agency Multi-National “A collaborative group of users who exchange information in pursuit of their shared goals, interests, missions, or business processes, and who therefore must have shared vocabulary for the information they exchange.”— CNSSI 4009, 26 Apr 2010 “COIs … come together to address a specific information sharing mission or challenge that the COI can solve by exposing and sharing data. ”— DoD G, April 12, 2006

8/14/ SUPPORT THE WARFIGHTER DoD CIO 4 COIs Solve Information Sharing Problems by Making Data & Services … Connected to the network with tools to use & provide assured access Discoverable by most users Net-Centric Information Sharing Net-Centric Information Sharing Trusted Governable Syntax (structure) and Semantics (meaning) are well documented Visible Accessible Understandable Governed with sustained leadership; Institutionalize data approaches Source authority (pedigree, security level, access control) known and available

8/14/ SUPPORT THE WARFIGHTER DoD CIO 5 The COI’s Relationship to the Enterprise servicedata service Information Sharing Capabilities JCIDSAcquisition PPBE DOD Components Business Mission Area Warfighting Mission Area Intelligence Mission Area (DoD portion) Enterprise Information Environment Mission Area Recommendations on implementation of COI agreements COI COIs provide recommendations for information sharing capabilities to DoD Components and Mission Area Leads Components use existing processes to plan, budget & manage resources PPBE: Planning, Programming, Budgeting, and Execution JCIDS: Joint Capabilities Integration and Development System Mission Area Leads look across Component plans & budgets in mission area to identify best value for the Enterprise Mission Areas are cross-DoD Component portfolios of related investments

8/14/ SUPPORT THE WARFIGHTER DoD CIO 6 DoD Instruction Calls for Pilots DoDI , Operation of the Defense Acquisition System, states: –5.d.(4)(b)2.a. …Risk reduction prototypes will be included … –5.d.(4)(c) … Multiple technology development demonstrations may be necessary … Post Milestone-B programs (Development & Demonstation Phase) can (and should) spend current-year funds on pilot demonstrations to define the next increment!

8/14/ SUPPORT THE WARFIGHTER DoD CIO 7 More on Funding… COIs succeed through active engagement and commitment of members and leadership to solve a specific information sharing problem COIs don’t directly control resources but COI members and leadership do –COI Authority comes from its membership and leadership Data producers (i.e., programs) should pay to expose their data on the DoD Information Network (DoDIN) The only “COI funding” is administrative overhead !

8/14/ SUPPORT THE WARFIGHTER DoD CIO 8 COIs Support Portfolio Management QDR 2006 moved DoD toward the use of “joint capability portfolios” to change how the department does business DoD Deputy’s Advisory Working Group (DAWG) –A body of the Department’s senior civilian and military leaders co- chaired by the Vice Chairman of the Joint Chiefs of Staff (CJCS) and the Deputy Secretary of Defense (DSD) –Established four pilot portfolios to evolve the Department’s business practices and methodologies COIs and COI pilots address information sharing problems and –Continuously refine the Department’s business processes –Inform acquisition programs to make them more effective “The goal is better effectiveness and, through it, better efficiency – we have to do the right things, and we have to do them right. I can tell you that our work is still not finished. The DAWG is continuing to debate and refine our approach.” - Gordon England, DSD

8/14/ SUPPORT THE WARFIGHTER DoD CIO 9 What do COIs do? Solve mission-specific information sharing problems affecting their communities –Increase information sharing volume, speed, and reach to known and unanticipated users –Provide a user forum to drive the Net-Centric approach forward Provide information exchange vocabulary stewardship Foster collaboration within and across communities Build trust Identify and help resolve enterprise issues !

8/14/ SUPPORT THE WARFIGHTER DoD CIO 10 The COI Process Identify information sharing problem Join existing COI or form new COI Identify and prioritize capabilities Address information sharing problem increment (see next chart) Obtain user feedback Make recommendations to DoD Components and Mission Area Leads Disband when appropriate < 3 mo mo.

8/14/ SUPPORT THE WARFIGHTER DoD CIO 11 To Address an Info Sharing Increment… Determine capability needed Develop information exchange vocabulary –Vocabulary = Agreements on terms and definitions common to the COI, including data dictionaries (DoD G) –Syntax = data structure –Semantics = data meaning Implement the software services –Service = a mechanism to enable access to one or more capabilities, where the access is provided using a prescribed interface and is exercised consistent with constraints and policies as specified by the service description. (DoD Net-Centric Services Strategy, May 2007) Reuse and refine for next increment Capability Needed Capability Needed Service Needed Service Needed Data Needed Data Needed Vocabulary & Implementations Vocabulary & Implementations Drives Info Sharing Need Info Sharing Need Drives

8/14/ SUPPORT THE WARFIGHTER DoD CIO 12 COI Activities Showing Promise… C2 Space Situational Awareness (SSA) — Enable operational and tactical command and control with information on status of space-related systems (red, blue, gray) Maritime Domain Awareness (MDA) (includes Federal partners) — Enable improved homeland security through maritime situational awareness Strike (includes coalition partners) — Enable accelerated strike planning by providing situational awareness information (blue, red, gray force) from now to 12 hours Significant Activities (SIGACT) Reporting (includes Intelligence Community) — Enable improved information sharing and agility to counter IED threat. …But More Successes are Needed to Motivate Delivery of Mission Capabilities through Improved Information Sharing

8/14/ SUPPORT THE WARFIGHTER DoD CIO 13 A Sampling of COI Metrics C2 SSAMDAStrikeSIGACT StartedSpring 2005Feb 2006June 2006July 2007 Led ByAFSPC/A5Coast Guard Navy USSTRATCOM JFCC GSI/CDR OPNAV N6 Primary Organizations AFSPC, Army, USSTRATCOM Navy, Coast Guard, IC, DoT USSTRATCOM, USA, USN, USAF, USMC, Allies CENTCOM, JIEDDO, DIA, Services, DoJ, DHS, JFCOM Vocab – Size for 1 st pilot 20 elements 56 attributes 10 elements 40 attributes 3 elements 31 attributes Not Applicable Vocab - # implementations 6 43Not Applicable Time to 1 st pilot 12 months8 months16 months Not Applicable Biggest BenefitMany firsts built upon by subsequent COIs Exemplar for SOA imple- mentation Lead to improved DoD & IC collaboration Not Applicable

8/14/ SUPPORT THE WARFIGHTER DoD CIO 14 Key COI Lessons To Date Cultural change is hard, technology is easy –Willingness to share; TRUST Cross-organization participation is essential –Strike COI: UK/Coalition involvement has enhanced community –MDA COI: Active collaboration among DoD, DHS, IC, and DoT Pilots are an effective means to reduce risk –Clearly define scope, expectations, and resource commitments up front; Document information sharing agreements early –Must engage Resource Sponsors for year of execution funds Scoping is vital –Clearly defined so COI members have clarity of mission and unity of effort; Tackle in achievable increments Incentivizing net-centric information sharing delivery is needed –Consider entire enterprise including unanticipated users COIs expose net-centric information sharing barriers so they may be taken on as something to be changed

8/14/ SUPPORT THE WARFIGHTER DoD CIO 15 Key Challenges Identifying a technical solution is not the biggest challenge…

8/14/ SUPPORT THE WARFIGHTER DoD CIO Identify Information Sharing Problem Establishing a COI 2. Identify Related COIs Identify Membership Kickoff COI Establish Governance 3. Form COI Define COI Scope Define Measures Of Success 4. Identify and Prioritize Capabilities Develop Roadmap Engage PoRs & Resource Managers Form Pilot WG (If appropriate) 5. Address Info Sharing Problem Increment Develop Vocab 7. Assess COI Provide Feedback to Programs 6. Obtain User Feedback Make recommendations to Mission Area Leads & DoD Components Join existing COI? yes no Advertise COI Solved Info Sharing Problem? yesno DISBANDDISBAND Update Join COI Approx. 3 months Approx months

8/14/ SUPPORT THE WARFIGHTER DoD CIO 17 Establishing a COI 1.Identify information sharing problem –Determine information sharing need that can be solved by exposing or sharing data –Sample Problem Statement: Unable to get timely space situational awareness data to support command and control 2. Identify related COIs –Consult DoD COI Directory to find other related COIs ( –Determine whether an existing COI can be used or new one needs to be established –Coordinate with related COIs to share experiences

8/14/ SUPPORT THE WARFIGHTER DoD CIO Form a COI Define COI scope (preferably in a single sentence) Advertise COI –Register the COI in the DoD COI Directory Ensure that DoD users can discover its existence and mission Allow the opportunity to participate –Go to Identify membership (next chart) Establish governance (detail follows) –Establish a charter, if needed Kickoff COI

8/14/ SUPPORT THE WARFIGHTER DoD CIO 19 COI Membership COIs should be joint across DoD Components (Military Services, Agencies and Combatant Commands) Could include non-DoD government agencies, coalition partners, and commercial partners COI membership includes: –Decision Makers –Planners –Operators and Users –Program Managers –Engineers and Developers –Subject Matter Experts Initial membership will coalesce around a common mission and information sharing problem Members / Stakeholders are those who stand to benefit and those whose processes and/or systems will change as a result of COI activities COI participants’ involvement may change throughout the COI lifecycle

8/14/ SUPPORT THE WARFIGHTER DoD CIO 20 Sample COI Governance Structure WGs Additional Working Groups as needed Executive Board (FO/GO) Chair or Co-Chair 2 or 3 star level 1 star level Chair with 0-6/GS-15 membership Develop repeatable process to demonstrate COI products (e.g, COI vocabulary) Leverage core enterprise services Execute as risk reduction for next Pgm of Record (PoR) spiral Steering Committee Forum (Chair or Co-Chair) Joint Implementation Working Group (Appropriate Lead/Co-Lead) Define & implement high level COI capability roadmap and schedule milestones Stand up Pilot WG as needed Synchronize COI products with existing processes (e.g., JCIDS, Acquisition, PPBE) Data Management Working Group (Appropriate Lead/Co-Lead) Develop shared vocabulary for a given problem area in accordance with the DoD Net- Centric Data Strategy Promote & review COI activities Resolve cross-COI discrepancies Ensure appropriate participation Act as primary COI POC Track milestones & success criteria Pilot Demonstration Working Group (Appropriate Lead/Co-Lead) May be collapsed Tailor to the needs of a specific COI Roles and Responsibilities Details Mission Area & Domain Portfolio Managers

8/14/ SUPPORT THE WARFIGHTER DoD CIO Identify and Prioritize Capabilities Develop COI Roadmap –Identify, prioritize, and select key COI capabilities and data assets to expose to the Enterprise –Document this high level COI capability roadmap including schedule milestones Define measures of success –Define and coordinate COI-specific success criteria and measure progress against those criteria –Some criteria will be mission specific, e.g., Reduce the time required to plan strikes as a result of having information available –Other success criteria might be non-mission specific, e.g., Time saved in fielding new capabilities as a result of reusing existing information sources rather than re-creating information Number of systems using common COI vocabulary Reduction in the number of point-to-point interfaces Number of relevant stakeholders actively participating in the COI –Measure progress against these success criteria

8/14/ SUPPORT THE WARFIGHTER DoD CIO Address Info Sharing Problem Increment Select highest priority information sharing need from the roadmap Develop vocabulary for this increment (see COI Vocabulary briefing) Engage Programs or Record (PoRs) and Resource Managers –Engage relevant PoRs to resolve information sharing increment –Engage Resource Sponsors (often on the COI Executive Board) since you’ll want to resource the COI in the year of execution Form Pilot Working Group if appropriate –Use pilots for PoR risk reduction (see Pilot Development and Deployment briefing) !

8/14/ SUPPORT THE WARFIGHTER DoD CIO Obtain User Feedback Gather user feedback to assess if information sharing capability meets users’ needs Make recommendations on information sharing capabilities to Mission Area Leads and DoD Components –Synchronize COI products with existing processes, e.g., JCIDS: Joint Capabilities Integration and Development System Acquisition PPBE: Planning, Programming, Budgeting, and Execution Provide feedback to relevant programs

8/14/ SUPPORT THE WARFIGHTER DoD CIO Assess COI Assess COI against measures of success Update roadmap and address next information sharing increment Use metric results to determine when the COI has achieved its goal and should disband and turn over operations to continuing organizations

8/14/ SUPPORT THE WARFIGHTER DoD CIO 25 Characteristics of Successful COIs Well-Defined Purpose –Clear, well-defined purpose addressing specific problems that are relevant to all members Clear Vision –Clear roadmap of capabilities to be delivered –Priorities based on well-defined selection criteria –Relevant Programs of Record engaged –Clear transition strategy for pilot capabilities Active Engagement –Engaged leadership that can effectively facilitate cross-component, inter-agency collaboration –Active engagement by the right mix of stakeholders (e.g., those with authority and with the right domain and technical knowledge) –Appropriate cross-Component, inter-agency membership –A community of action within the COI who “makes things happen” !

8/14/ SUPPORT THE WARFIGHTER DoD CIO 26 Characteristics of Successful COIs (concluded) Enterprise (DoD and beyond) Orientation –Stakeholders willing to compromise (e.g., accept a shared solution if it meets the majority of their needs) –Consideration of entire enterprise including unanticipated users Capability Based Perspective Suitable Pilot –Targets real operational need –Implementable in 9-12 months –Does not overly burden stakeholders ! Capability Needed Capability Needed Service Needed Service Needed Data Needed Data Needed Vocabulary & Implementations Vocabulary & Implementations Drives Info Sharing Need Info Sharing Need Drives

8/14/ SUPPORT THE WARFIGHTER DoD CIO 27 Service Registry Metadata Registry COI Strategic Rhythm Vocabularies Services Evolve Vocab Transition Vocab Evolve Vocab ID Risks Risk Reduction; Transition Capabilities Program of Record (POR) Program of Record (POR) Data Management Working Group Data Management Working Group Develop Each COI is unique. After addressing an information sharing problem increment a COI may: Disband Address the next Roadmap increment Each COI is unique. After addressing an information sharing problem increment a COI may: Disband Address the next Roadmap increment Register Pilot Working Group (optional) Pilot Working Group (optional) Community of Interest (COI) Information Sharing Need Information Sharing Need Capability Delivery Capability Delivery

8/14/ SUPPORT THE WARFIGHTER DoD CIO 28 COI Strategic Rhythm – The Big Picture Analagous to the World Wide Web Positive Operational Effect # Net-Centric Services COI A DoD Information Network Kickoff Capability Delivery Your capability deliveries lead to exponential growth in Enterprise Capability COI B COI C Capability Delivery

8/14/ SUPPORT THE WARFIGHTER DoD CIO 29 Summary COIs are the user forum for driving a net-centric information sharing approach forward –Formed to solve information sharing problems affecting a community –Make data and services visible, accessible, understandable, trusted and governable –Increase information sharing volume, speed, and reach to known and unanticipated users COIs identify and help resolve enterprise issues DoD Components plan, program, and budget to resource COI agreements COIs result in net-centric information sharing capabilities to achieve effective military and government operations.

8/14/ SUPPORT THE WARFIGHTER DoD CIO 30 Backup Charts

8/14/ SUPPORT THE WARFIGHTER DoD CIO 31 Form a New COI or Use an Existing COI? COIs can be formed to: –Address standing missions and business operations Usually explicitly recognized, chartered, and persist for very long periods Address information sharing problems in spirals with an objective to deliver solutions in 9 to 12 month spirals Example: Blue Force Tracking COI –Support tactical missions and ad-hoc objectives Usually implicitly recognized and persist for shorter periods (e.g., 3-6 months) May also be a sub-group of another COI Example: Counter-Improvised Explosive Devices (IED) COI Things to Consider –Nature of the information sharing problem: Does it fit within the charter of an existing COI? –Resources: Less costly to leverage existing governance structure –Priority / Timing: Does your need align with existing COI priorities? If not, perhaps a new COI or sub-group is warranted. Each COI is unique. Use the approach that makes the most sense for your information sharing problem.

8/14/ SUPPORT THE WARFIGHTER DoD CIO 32 Roles and Responsibilities RoleOperational Responsibilities Executive Board Adjudicate resolution of discrepancies across COIs Promote use of COIs to solve data sharing problems Promote and endorse COI activities and implement agreements Review COI plan of action and milestones (POAM) status and success measures Meets approximately annually Steering Committee Identify COI information sharing needs Ensure appropriate stakeholders participate in COIs via COI working groups and appropriate representatives participate via the governing authority Lead the COI, including developing and tracking POAMs Act as a primary point of contact (POC) for the COI Promote policies/practices for data sharing and COI participation Identify mission-specific success criteria for the COI Meets approximately quarterly (or as needed)

8/14/ SUPPORT THE WARFIGHTER DoD CIO 33 Roles and Responsibilities RoleOperational Responsibilities Joint Implement- ation Working Group Define and implement high level COI capability roadmap and schedule milestones –Prioritize data & services to be made available –Identify relevant programs of record (PoRs) –Stand up Pilot WG & identify pilot funding as needed Synchronize COI products with existing processes (e.g., JCIDS, Acquisition, PPBE) Promote net-centric information sharing policies across DoD Components (e.g., Net-Centric Data and Services strategies) Contribute to COI requirements gathering processes and provide feedback on COI-defined information sharing capabilities Meets approximately monthly

8/14/ SUPPORT THE WARFIGHTER DoD CIO 34 Roles and Responsibilities RoleOperational Responsibilities Data Manage- ment Working Group Develop a shared vocabulary for a given domain in accordance with DoD Net-Centric Data Strategy Ensure operator/end-user needs are represented in COI semantic and structural agreements Maintain and update COI vocabulary based on stakeholder inputs Meets at least monthly Pilot Working Group Develop repeatable process to demonstrate COI products (e.g., COI vocabulary, DoD Enterprise services) Execute as risk reduction for next Program of Record (PoR) development spiral Identify implementation alternatives and risks Exercise COI vocabulary to ensure it meets user needs Identify technical requirements for information and service sharing capabilities and recommend programming and budgeting changes to support them efficiently Meets approximately weekly

8/14/ SUPPORT THE WARFIGHTER DoD CIO 35 DoD Net-Centric Data & Services Strategies’ Relationship to COIs Define info sharing need Create info exchange vocabulary with well defined syntax & semantics to address info sharing problem Publish vocab in registry Develop services to access and share data on DoDIN using COI vocab Use DoD Security infrastructure to provide assured access Create description of data available and advertise Register services in Service Registry for discovery and access Manage across programs What COIs DoDataServices Understandable Accessible Understandable Visible Govern Visible/ Accessible

8/14/ SUPPORT THE WARFIGHTER DoD CIO 36 DoD Net-Centric Data & Services Strategies’ Relationship to Core Enterprise Services Federated Search –Content discovery across the Enterprise DoD Discovery Metadata Specification (DDMS) –Discovery metadata to advertise information holdings Metadata Registry –Electronic marketplace for structural metadata components Service Registry –Catalog of services available for development time discovery Service Registry –Service endpoints for runtime location transparency Security Services –Authenticate via PKI Certificate –Authorize via attribute based access control Strategy Data Visible NCES Data Visible Data Understandable Services Visible Services Accessible Data Accessible