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Chairman’s viewThis newsletter is being written as RPDE reaches the age of four.Operations commenced in earnest in February 2005 with a degree ofuncertainty over whether the proposed operating model would work andmore importantly whether it would be accepted and embraced by bothDefence and Industry.Air Vice-Marshal Brian ‘Jack’ Plenty, AMWhen I penned my introduction to the previous (August 2008) newsletter,I had been in the role of Chairman of the RPDE Board for only a monthand was still getting to know the RPDE organisation, its unique place inDefence-Industry relations and its role in Defence problem solving.Over these past six months I have gained a much deeper appreciation of theRPDE program and the collaborative environment that it provides for solvingnetwork-centric problems, and for the strong commitment to the programfrom all participant organisations. I think it can safely be said that with138 Participants currently in the program, and a waiting list almost as longagain, that Industry has certainly accepted RPDE as a worthwhile endeavour.I am particularly grateful to Board Members and others who have sharedtheir views on why they feel RPDE continues to be a valuable contributor toboth Defence and to Industry.© Commonwealth of Australia 2009This work is copyright. You may download, display,print and reproduce this material in unaltered formonly (retaining this notice and imagery metadata)for your personal, non-commercial use or for use withinyour organisation. Apart from any use as permittedunder the Copyright Act 1968 (for example, ‘fairdealing’ for the purposes of reporting news undersection 103B of the Copyright Act), all other rightsare reserved. Requests for further authorisationshould be directed to the Commonwealth CopyrightAdministration, Copyright Law Branch,Attorney-General’s Department, Robert GarranOffices, National Circuit, Barton, ACT 2600,or posted online via www.ag.gov.au/ccaISSN: 1836–1005Defence photos sourced from the Defence ImageGallery © Commonwealth of Australia 2004The Rapid Prototyping Development and Evaluation(RPDE) Program is a collaborative joint venturearrangement between the Australian Department ofDefence and Industry. It is a virtual company, with itsown identity, that is sponsored by CCDG with HCSas chair of its management board.It is often said that you can judge the performance of an organisation byhow widely their reputation has travelled and by the people who openlyacknowledge your work. A key event in late 2008 was the Biannual Meetingof Participants conducted in Brisbane in conjunction with the Land WarfareConference. The Meeting was well attended by Participant representativeswho were addressed by the Hon Anthony Byrne, Parliamentary Secretaryto the Prime Minister. Mr Byrne, whose responsibilities include oversight ofthe National Security Science and Technology Branch in the Department ofPrime Minister and Cabinet, spoke on the need within Defence and widerGovernment for the support of Australian Industry for the development andfielding of innovative security systems. Mr Byrne concluded his address byacknowledging the model used in RPDE to bring Industry and Governmenttogether and in particular thanked RPDE Participants for their continuedsupport to Defence.Overseas, RPDE continues to attract strong interest from Defence organisations.A program of bilateral information exchange is being established with the UK’sNiteworks. Canada’s plans to develop a collaborative organisation based onRPDE, Second Floor, 18 & 20 Brindabella Crt,Brindabella Business Park,Canberra Airport ACT 2609www.rpde.org.au02 6127 4900


Niteworks and RPDE is moving ahead. The CanadianGovernment is also moving to ensure that CanadianIndustry fully understands the benefits that are to begained from participating in a RPDE-style programand is incorporating RPDE awareness in theirindustry consultation. Elsewhere, both Sweden andthe US are showing interest in the RPDE model andhow it might apply to their own defence/industryrelationships.At the end of 2008 we experienced a standardBoard rotation. We have bid farewell to MurrayBruce (IBM), Noel Wainright (RLM), Ray Cage(Boeing) and Tony Wright (AMW ProfessionalServices). The Board has also welcomed John Best(Thales), Graeme Breen (Australian Aerospace), KitMorgan (Ericsson) and Mike Kalms (Qinetiq) as thenewly elected Associate Representative. In addition,the Board has recently invited Peter Docwra fromDefence’s Chief Information Officer (CIO) Group tojoin the Board as an observer.One of the first tasks of the new Board will be toreview the 2008–2010 Strategic Plan developed inlate 2007. Now approaching the half-way mark, itis appropriate that the Strategic Plan be reviewed indetail by the Board—and while I do not expect anymajor changes in direction or focus—it is likely thatsome adjustments and minor changes will occur.Finally, I would like to express the Board’s thanksto Pam Price and publically acknowledge hercontribution and achievements during her two yearsas General Manager.I look forward to meeting many of you at RPDEevents throughout 2009.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 20093


General Manager’sReportDavid WelchGeneral ManagerI am delighted to have stepped into the General Manager role and to haveinherited a strong and vibrant organisation from Pam Price. Many readers willrecall my face and name from the ‘Steering Group’ page of previous newsletters.I have found the insights into RPDE gained while Chair of the One Star SteeringGroup to be of immense value as I have sought to understand the intricacies ofRPDE and the issues and concerns of Participants and other stakeholders.In my first months in the position I have been meeting with external stakeholders inorder to more fully understand and appreciate their expectations and perspectivesof RPDE, the Program and the work we jointly undertake. I have found one of themost useful forums to be the quarterly Regional Regimen meetings where I havebeen able to meet RPDE Participants from across Australia, staff from DefenceMateriel Organisation (DMO), System Program Offices and Defence personnelfrom the organisations RPDE is supporting. The next round of meetings will occuraround Easter, and I would encourage all Participants to attend.The RPDE management team continues to implement the broad guidance providedby the 2008–2010 Strategic Plan. While implementation is now well underway, itis likely there will be some minor adjustments to our activities following the Board’smid-term review, which will occur in March.In recent months RPDE has commenced Tasks for a number of first-time Defencesponsors:• DMO’s Helicopter Systems Division is sponsoring the Armed ReconnaissanceHelicopter-Tactical Data Link Task to investigate the fitting of enhanced tacticaldata links to Army’s new Tiger helicopters.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 20094• DMO’s Electronic Systems Division and Chief Information Officer (CIO) Groupare jointly sponsoring the System Assurance Task to investigate a philosophyand mechanism for assuring the safe and secure operation of hardware andsoftware systems.• Joint Health Command is sponsoring the e-Health Task to investigate theintegration of multiple electronic health records systems.A new trend is emerging from these and other recent Tasks; the Tasks are becomingmore complex, requiring larger Task teams, and in some instances involving studiesat high classification levels. An unavoidable consequence of higher classificationsis that opportunities in Task teams will be restricted to individuals with theappropriate, current clearances. I believe that both trends are an indication ofincreasing Defence confidence in RPDE’s ability to develop solutions to morecomplex and sensitive problems. To that end, I would encourage Participants totake advantage of RPDE sponsorship in gaining clearances for appropriate staff.This will not only assist you in all of your dealings with Defence but ensures RPDEhas access to the right people when we need them.A recent development in RPDE is the roll-out of our new Extranet. The system hasbeen live since November, and is now being used for the release and submissionof service requests and responses. More detail on the Extranet is included in anarticle within this newsletter.Lastly, I encourage all who are attending the Avalon Air Show in March to call atthe RPDE stand and meet members of the management team.


Steering GroupReportI have been in the role as Chairman of the One Star Steering Group since late2008, and had my first introduction to RPDE in October at the Brisbane BiannualMeeting of Participants. In my short period of association with the RPDE, I havebeen impressed by the vibrancy of the program, the complex problems that itis seeking to solve for Defence, and the enthusiasm of participant organisationsand secondees. I am also aware of the strong, positive feedback from Task andQuicklook sponsors about the value they have gained from engaging with RPDE.I congratulate everyone involved in progressing the organisation to this point overthe past four years.AIRCDRE Andrew DowseChair of the One Star Steering GroupThe Defence annual posting cycle has seen the departure of close to half of theSteering Group membership, including some who have been on the SteeringGroup from the beginning of the Program. The Group will welcome eight newmembers at our first meeting of the year in February. Details of the new membersare at page 18 of this newsletter.My focus as Chair of the Steering Group will be to continue to provide Defenceoversight to the entry and progress of Tasks through RPDE; to use the forum toelicit appropriate, high priority tasks from within Defence, and to use that forum todemonstrate to Defence the value of RPDE. The Steering Group has been presentedwith many highly complex, challenging and important proposals from acrossDefence, as well as many insightful and innovative analyses from Participants.The continuation of this commitment, in which quality begets quality,is critical to the continued success of RPDE.Finally I’d like to take this opportunity to thank Commander Jeremy Pickel whois soon to move on from the Network Centric Warfare Program Office and wishhim well in his new role as Director of Navy’s Fleet Information System SupportOrganisation. Jeremy has supported RPDE and the Steering Group since RPDE’sformation in 2005, most particularly as the Steering Group’s secretary.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 20095


RPDEStakeholder EngagementRoutinely, RPDE reports on the extent and nature of its nationaland international engagement activities through newsletters likethis; through the annual Report on Activities and Achievements andthrough Management reporting to the RPDE Board and the One StarSteering Group.International EngagementThe level and nature of engagement, particularly international engagement,has changed significantly in the past four years.Early involvementWhen RPDE was being established, its creators drew heavily upon the UK’sNiteworks Program for the fundamental principles of Defence/industrycollaboration as well as leveraging off the lessons learnt during its formation andearly operations. Accordingly, early contact with Niteworks and those Defenceauthorities responsible for its establishment were aimed at assisting RPDE to buildits own operating model. And while the resultant RPDE operating model variesconsiderably from that of Niteworks, there has always been close and ongoingcontact between the two organisations as we have endeavoured to learn fromeach other’s experiences.Developing engagementACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 20096As with Niteworks, RPDE’s own success and growth over the past four years hasbeen followed closely by international Defence organisations. RPDE now regularlydelivers presentations to visiting international delegates, many of whom representtheir nation’s equivalent of the Capability Development Group (CDG—RPDE’sparent organisation). RPDE and Niteworks may have once been viewed asvariations of each other, but today RPDE is seen as separate and distinct, with aunique Defence/industry collaboration model that increasingly other nations arefinding attractive.RPDE support to other nationsRPDE has reported in the past the large number of briefings delivered todelegations and individual officers from countries such as Sweden, the US,Canada and, closer to home, New Zealand. However, where in the past thebriefings have been of a more general nature, more recently they have beenfocussed and in depth. After spending nearly a week inside the RPDE BrindabellaBusiness Park facility, the Canadian development team responsible for ‘building’the Canadian model — to be known as ‘ACCORD’—have now requested thatRPDE, along with Niteworks, provide detailed briefings to Canadian Industryprior to the establishment of a pilot project later in 2009. Canada believes thatRPDE is well placed to both provide a working model and direct advice on whatindustry can expect from participating in a similar problem solution development


organisation. The nature of RPDE’s support to Canada has yet to be determinedbut at a minimum can be expected to outline the organisation and how it operates,develop a series of recorded presentations and possibly send a member of theRPDE team to accompany the ACCORD Management on a road-show.For RPDE and its Participants, this level of interaction will improve the level ofawareness of the issues confronting each of our military forces, and opportunitiesfor promoting RPDE Participant offerings and the outcomes of RPDE activities willnaturally increase.Regional RegimenWithin Australia, the Regional Regimen has now run a full year. The RegionalRegimen has been very successful as a means of increasing the level of contactbetween the RPDE core team members, Defence and Participants. With highParticipant turnout in most states and regions, the Regional Regimen has provideda useful forum for the airing of individual concerns and for the clarification ofprogram-wide issues. It has also begun to be utilised by Defence personnel andstaff of the DMO to get better acquainted with those sectors of industry servicingtheir needs in a ‘safe’ environment, away from the constraints normally associatedwith Defence and Industry contact.Benefits of Regional RegimenThe meetings were established to meet the needs of Participants and are a meansfor increasing the level of interaction and influence on how the program operates.As such, the RPDE Management is open to suggestions for preferred venues, guestsand topics for inclusion on the agenda. Participants are encouraged to use theRegional meetings to introduce RPDE to companies that could benefit from theparticipating in RPDE and from whom RPDE could benefit from their interest.Defence input to Regional RegimenFor those yet to attend one of these quarterly meetings, it is worth noting thatsince they have commenced, nine DMO System Program Offices have sentrepresentatives, with more looking to attend future meetings; Units on Defenceestablishments in WA (HMAS Stirling), NSW (RAAF Williamtown and HMASWaterhen), QLD (RAAF Amberley) and SA (RAAF Edinburgh) have either alreadyhosted or have offered to host future meetings. In addition to this increased level ofcontact into Defence, every meeting has been attended by members of the RPDEManagement Team, often accompanied by Task Managers or even members ofcurrent Task Teams.Key to the ongoing success of the Regional Regimen has been the efforts of thevolunteer Regional coordinators, Carol Sutton and Warren Williams (tag-team)in the ACT, Greg Mapson in QLD, Russ Smith in the Hunter (NSW), Tim Kemp inSydney (NSW), Phillip Rechter in VIC/TAS, Michael Haddy in SA/NT and last butby no means least, Peter Horobin in WA.The RPDE Extranet will advertise where and when each of the Regional Regimenmeetings will be held, with a program of topics and guests listed where possible.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 20097


Completed QuicklooksAugust 2008–February 2009Background, Process and RecommendationsNon-Lethal AttentionGaining Devices(NLAGD)QuicklookNumberDate Delivered: July 2008The purposes of the QL were to: identify Industry options for ‘Non-Lethal’ AttentionGaining Devices, which should be a systemic approach to provision of a stagedsolution, and identify requirements for appropriate doctrinal implementation andrelevant safety considerations. The QL Report reviewed Australia’s capability inNLAGDs and included recommendations for appropriate procurement activities.QL29ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 2009Armed ReconnaissanceHelicopter (ARH) DataLinksQuicklookNumberQL30Tactical CommonData LinkQuicklookNumberQL33Date Delivered: August 2008Date Delivered: February 2009Project JP2089Ph3 was scoped and approved to fit Variable Message Format(VMF) to the ARH Tiger Helicopter. Capability Development Group and the DefenceMateriel Organisation determined that the best course for wide industry involvementfor the identification and development of options to provide VMF capability to theARH was to engage RPDE. The RPDE Quicklook report described viable optionsets for VMF fitment to the ARH. The QL deliverable will inform a plan that willenable technically viable and cost effective sets to be prepared for senior Defencecommittee consideration. Following Sponsor acceptance of the Quicklook report,RPDE was tasked to deliver a series of Proofs of Concept.The Quicklook report provided information to assist Defence develop high levelguidance (including an over-arching architecture) for the implementation and use ofCommon Data Link/Tactical Common Data Link (CDL/TCDL) technologies within theAustralian Defence Force (ADF).8


What is an RPDE Task?This current newsletter is being released to coincide with RPDE’s presence at the Avalon Airshow. RPDE’s theme for theevent is: ‘talking to RPDE’ and is aimed at generating both awareness of, and new business for, the Program. Given ourtheme, it is timely to explore just exactly what it is that makes an RPDE Task, or more importantly, how a question qualifiesto be an RPDE Task.RPDE came into being out of a recognition that as Defence moved towards achieving its vision for a networked fightingforce, it would inevitably face integration, compatibility and interoperability issues that its internal resources could notresolve. There was also recognition that no single company in Industry would have all of the answers. Funded fromwithin Defence, RPDE was established to address those problems that clearly cannot be addressed solely within Defence,nor resolved by a Google search and are not going to be solved by letting a contract to a single company. These simpleguidelines form the basis for what constitutes an RPDE-suitable question. Put simply, an RPDE Task is one that:• cannot be resolved internally (Defence);• cannot be answered or resolved by a Commercial/Government/Military off-the-shelf solution; and• will require input from a broad cross-section of Industry to resolve.As the RPDE program has matured, it has identified two key issues that have been added to the selection criteria forRPDE Task questions.Strong and committed ownership of the question being asked is needed to ensure it is the right question, and to ensurethat the question does not become irrelevant or lose direction. Also, once a solution or potential solution is identified,Defence needs to ensure all reasonable effort is expended to deliver that capability to the warfighter. Recognition ofthe critical role Defence retains in the RPDE Task process led to an understanding that unless a senior Defence person isprepared to own the problem, and implement the solution, it was unlikely that RPDE could produce anything more than‘coffee-table’ reports.The inclusion of the statement: ‘[the Task] Needs to have a Defence One Star sponsor’ aims to retain the level of urgencybehind resolving the problem. It also ensures that the Task does not lose its way (answers the wrong question) and thatthe effort and resources expended to identify a solution are matched by the effort to see the solution enter service.Finally, RPDE was not established to answer the easy questions. RPDE focuses on those issues that Defence identifies asoffering a significant challenge to resolve if there is uncertainty with respect to finding a solution. RPDE tackles thosequestions where there is no guarantee of an answer; but if an answer can be found it will be both innovative andimplementable.So, upon reading this brief explanation, should you or someone you know be talking to RPDE about a problemaffecting a project or operational capability?Will answering the question lead to enhanced warfighter capability?Can you identify a Defence One-star who will own the problem?Will answering your question or delivering a solution be a challenge?Are you confident that there is no off-the-shelf solution already available?Will finding the solution require input from a broad cross-section of Industry?If you answered yes to all of the above, then please contact RPDE.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 20099


RPDETask ProgramKEYDSTOESMV/UHFARHDefence Science and TechnologyOrganisationElectronic Support MeasuresVery/Ultra High FrequencyArmed Reconnaissance HelicopterTasksFeb09Mar09Apr09May09Jun09Jul09Aug09Sep0920Air Battle ManagementTactical Data MiningSG421Maritime Operations Analysis CentreInformation ManagementSG4SG523 ESM Inteference RemediationSG2SG324 System AssuranceSG425 Improvised Explosive Device DetectionSG3SG426Management Information SystemsOperationsSG328 ARH Data LinkSG429 eHealth Proof of ConceptSG4QuicklooksACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 200935 Electronic Warfare Capability Development Strategy36 V/UHF Communications in an Urban Environment37Network Centric Operations Industry ConsortiumTool Assessment38 DSTO Project Management Tools39 Defence Capability Plan Document ReviewFinal reportSteering Gate10


PotentialRPDE ActivitiesSubmission TitleDescriptorCandidateTypeTask 23 – ElectronicSupport Measures(ESM) InterferenceRemediationThis Task is currently suspended pending outcomes of Maritime electronicsignature baselining activity. Potential for Task to be reassessed andresubmitted in Feb 09.TaskMulti-AgencyCollaboration —Enhanced PlanningCapabilityThe purpose of this Quicklook is to understand the tools and technologiesavailable to enhance personal and digital networks, communicationmechanisms and organisational relationships across the wider NationalSecurity community in support of National Security and EmergencyManagement planning.QLEffectiveness of ArmyAll Source AnalysisThe purpose of this activity is to determine the pan-FIC elements requiredto enhance all source analysis to support intelligence led operations byan NCW enabled Army. Particular focus will be given to improvingtechnologies and practices available to Combat Intelligence personnelwhich limit the extent to which they can support operations or influencedecisions and outcomes in real-time.TaskCapabilityDevelopmentInference EngineThe Defence Science and Technology organisation (DSTO), via theJoint Decision Support Centre (JDSC), is seeking to ascertain whattools currently exist or could be rapidly developed to address Defencerequirements to record, trace and display evidence used in the capabilitydevelopment process and decisions associated with that process. TheQuicklook is likely to inform an in-house development or acquisitionprocess dependent upon the findings of the study.QLDefence MaterielOrganisation (DMO)Industry Division:Architecture ofDefence CapabilityPlan 2009–2019DMO IndustryDivision: IndustrySecondment ProgramCounter ImprovisedExplosive Device(CIED) — SurveillanceAustralian DefenceIntelligence BackboneSEA 1778 TaskGroup Mine CounterMeasuresThe purpose of this Quicklook is to elicit from Australian industry, theirexpectations of the type and level of information that Defence providesin the 2009–19 DCP. The issues to be explored include the expectationsof industry resulting from the Mortimer Review Recommendation 1.4.The Quicklook will seek to identify what information is most important toIndustry in formulating future plans and the practical reality of how muchinformation it is possible for Defence to provide given project maturity,commercial and security concerns.The purpose of this activity is to illicit broad Industry guidance on theshortcomings of the current Defence Secondment Program and to developrecommendations for the DMO on ways in which the program can beimproved.The purpose of this Quicklook will be to assist Defence to understand thematurity and utility of light weight surveillance systems. Industry input willbe sought as to the capacity of current and near term technologies to meetDefence requirements.The purpose of this Task will be to assist development and implementationof the ADIB. An all-source Intelligence Surveillance and Reconnaissance(ISR) information management system has been identified as a Defencerequirement, with DSTO currently developing a technical test bed todefine standards, metadata, architecture and tools. The RPDE Task willfocus on the need to collect, disseminate and analyse data.The purpose of this Task will be to seek Industry assistance in identifyingand demonstrating an Uninhabited Surface Vehicle for the purposesof launch and recovery of uninhabited mine detection systems. Theactivity will assist Defence to determine if its requirements can be met bycurrent Commercial-Off-the-Shelf (COTS) or Military-Off-the-Shelf (MOTS)products, or whether a prototype is required. This activity would utilisebroad Industry advice to identify options for project management tools,processes and information management to improve DSTO capacity tomanage complex R&D programs.QLQLQLTaskTaskACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 200911


Key OutcomesCross Domain Web BrowsingACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 200912“What COTS orGOTS technologiesand solutions areavailable to supportcross domain webbrowsing and orpublishing acrossa national/multinationalboundarythat will allow/provide DSN userswith the ability toaccess and publishinformation hostedwithin coalitionenvironments suchas CFE networks orAUSCANZUKUSGateway?”JOCWeb Replication Requestuser interfaceTeamTask Manager:Systems Engineer:Software Development team:Task DatesAugust 2006 – August 2008SponsorGerard Hammond (Relegen Pty Ltd), Cliff Richards(Kobold Group Ltd)Hiep Nguyen (Melix Pty Ltd)BAE Systems Australia LtdSenior Manager Multi-National Information Sharing, Mr Andrew TapeDescriptionThe Task purpose was to develop an accreditable prototype that will allow AustralianDefence Secret Network (DSN) users to browse and publish web data/information on andto a coalition/multi-national environment, from their existing DSN terminals, whilst denyingcoalition/multi-national users access to any DSN infrastructure, services and information.AchievementsThe RPDE operating model successfully brought together subject matter expertise andbackground Intellectual Property from a diverse range of the participant base. Small andmedium enterprises combined their expertise and products with that of a large systemintegrator to produce a working prototype. The prototype provided Defence with confidencethat it is possible to share specific classified data and information without compromising thesecurity of the network.Task DeliverablesThe following Foreground IP—with some caveats—is available for request from RPDE:CDWB Source CodeCDWB Executable CodeCDWB System User ManualCDWB Test ReportCDWB Function and Performance SpecificationCDWB Test PlanCDWB Test ProceduresRPDE MG 5 ReportTask ActivitiesRPDE specially created an FPS to address the Sponsor’s requirements. RPDE then usedthe FPS for evaluations of prototype solutions conducted via system testing at participantpremises, the RPDE Test lab and at the Defence accredited Test Lab.OutcomeThe RPDE CDWB team successfully delivered the enhanced prototype solution as thecandidate for further development and implementation. The Capability Implementation Planprovided a fully costed and scheduled change plan to deliver the prototype into service.The Task outcome has been shared at multi-national forums resulting in multiple requests forinformation sharing about its continued development.Beyond SG5 — How has CDWB helped Defence?The Sponsor intends to develop the concept further and is hopeful ofpresenting and utilising the technology at Exercise Talisman Sabre 2009(TS09). TS09 is a biennial series of bilateral exercises between the Australiaand the United States, the aim of which is to exercise Australian and USforces in a high-end environment and to reinforce the crucial strategicrelationship between the two countries. Assessment of the CDWB tool in thisforum is a natural and logical place to showcase, operate and gain operatorcomment on the system. Feedback from TS09 will drive further developmentof the tool and its implementation path.


External ViewsBuilding BlocksHiep Nguyen was seconded from Melix Pty Ltd as a systemHiep Nguyen of Melix Pty Ltdengineer on the Communication Efficiency Enhancement Task in2005 and the Cross Domain Web Browsing Task in 2007.What did you hope to achieve at RPDE?I saw the Communication Efficiency Enhancement (CEE) Task as an opportunity to contributeto the newly established organisation seeking to make a difference for Defence. The Task alsoprovided me with a highly spirited team from across the industry and Defence, all working hardwith a single focus to deliver the Task outcome.I was inspired very much and later volunteered again to work on the Cross Domain WebBrowsing Task, which was also another rewarding experience.Did you achieve more than expected, less or different?During the CEE Task conduct, we all worked hard and all were happy with the outcomes at thetime. However, I was somewhat disappointed to learn later on that the outcome of the first Taskwas not quite pursued entirely in Defence to its deployment.The second Task was somewhat more difficult, due to more adjustment and extended worksrequired to meet the sponsor’s expectation. Regardless of this, I was more satisfied even thoughthe outcome is more than expected. The eventual solution was more readily deployable and thesponsor was quite ready to use it.Has Melix benefited from your secondment to RPDE and if so, how?Being small and located in Perth, it is sometimes difficult for us work and gain experienceworking with Defence and other industry partners.The secondments to RPDE help our exposure and allow us to gain more understanding ofhow Defence and Industry work. Although there is no immediate benefit, we believe that thesecondment will benefit us in the long run.With respect to your own career, what benefits do you feel resulted fromsecondment?Hopefully, our commitment (just like most other RPDE members) to achieve the satisfactoryTask outcomes will help to create opportunities for us to work together again in future,within or external to RPDE.Did you personally benefit in other ways?Yes: There are two personal benefits:• The opportunity to work with a single focus; without distraction rather than multiple purposeswith a vast array of disruptions.• The establishment of life long friendships among the Task team members.The BuildingBlocks seriesof articlesare a regularfeature of RPDEnewsletters toshow how RPDEhas a positiveeffect on Taskand Quicklookseconded teammembers andtheir parentcompany.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 200913


External Views Building Blocks contWhat views of the world/ Defence/ Defence Industry have changed as aresult of your RPDE experience and why?Being involved with two Tasks and with different sponsors, I found that the success of the Taskdepends crucially on the involvement of the sponsor to take the Task outcomes further to makea difference in Defence.To make a real success, we need more involvement from the Task sponsors and need toinvolve ourselves more with sponsor’s operation in the problem definition and solutiondevelopment phases. We can not allow the reporting process to pose as obstacles in ourquests for the ‘right’ solution for the sponsor.Compared to prior to your secondment, do you believe you have changed inany way as a result of your time at RPDE?I think in a way, the involvement at RPDE has helped me to gain more confidence that we cancontribute to make a difference even though we are fairly small and remote on the other sideof the continent.The fact that we were there working alongside with other Industry colleagues withoutany distinction gives us a rewarding, satisfying feeling of achievement.When you think of RPDE, what is it that is most encapsulated into a singlethought? What do you feel?Satisfying, More and Integrate.‘Satisfying’ is from the enjoyment of the Task outcomes, and the team positive spiritworking together.‘More’ – RPDE can do more for Defence. It should not be limited by management resources.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 2009‘Integrate’ – RPDE has done well to develop the model for Industry to integrate togetherto deliver Task outcomes. The ‘integration’ of these outcomes to the capabilities for ourwarfighters still needs more work. The hard work of those involved deserve better than apaper report.Organisational impact of having staff seconded to RPDE?As a small organisation, other works and opportunities will have to be delayed.Having key staff away for a prolonged period is a challenge for us.What short term benefits did Melix realise from the investment to RPDE?So far, the personal experience and the credentials for Melix’s performance within RPDE andlimited Defence exposure are the short term benefits for Melix.What long term benefits does Melix believe it will realise from the investmentto RPDE?We hope to work more with Defence and make use of the experience gained in oursecondments to RPDE.Considering the benefits from the secondment, would Melix continue to offersecondees to the program?Yes. We will continue to support the program.It will be great to have opportunity to contribute to RPDE locally in Perth.14


DSTO Involvementwith RPDEOver the past several months the close working relationship between theDefence Science and Technology Organisation (DSTO) and RPDE has seennew developments and opportunities. Looking across the range of RPDE tasks,DSTO was involved with 75% of RPDE activities, where engagement rangedfrom access to DSTO’s reports, liaison visits and sharing experiences, throughto exploitation of DSTO developed capabilities.In November 2008, RPDE shared a stand with DSTO staff at the DSTO Industry Dayat Fishermans Bend in Melbourne. The Minister for Defence Science & Personnel,The Hon Warren Snowdon MP, opened the event with an address acknowledgingthe successful track record of Defence and Australian Defence Industry workingtogether, and called for the forging of closer links. The RPDE stall was very popularand included a demonstration of the Air Battle Management-Tactical Data Mining(ABM-TDM) Task with representatives from both RPDE and DSTO on hand to discusstheir mutual contribution to the project.David Welch—General Manager (GM) of RPDE—provided a briefing to theMinister and other delegates on the unique position of RPDE, which forms apartnership between Defence and Industry members. David Welch emphasisedcomparative and competitive advantages of the partnership, which providesDefence with the capabilities needed to execute its missions effectively and costefficiently.Professor Robert Clark,Chief Defence Scientist, DSTOThis column is aregular featureto describe howRPDE and DSTOare workingtogether onTasks andQuicklooksThe GM later hosted a visit to RPDE by the newly appointed Chief Defence Scientist,Professor Robert (Bob) Clark. The aim of the visit was to introduce CDS to RPDE withspecific reference to the special relationship, and the potential future opportunities.Possible options include directly undertaking Tasks and Quicklooks in support ofDSTO, and assisting with the development of Capability Implementation Plansfor projects within the Concept Technology Demonstrator Program. Several otherpossible opportunities for cooperation were discussed including:• Capability Development and Acquisition Program (CDAP): DSTO providesScience & Technology advice to Capability Development Group (CDG) in allphases of the CDAP process in the form of Technical Risk Assessments (TRAs).RPDE— with its broad access to Australian Defence Industry —may be in aposition to support DSTO to undertake elements or sections of the TRA moreeffectively.• Support to Operations: Operational Science & Technology Support Requests(OPSTSRs) typically take the form of short time frames for activities that are highpriority, unplanned and operationally focussed. Where a degree of early industryengagement would be of benefit in the OPSTSR, there is a potential role for RPDEas part of a composite team.• Joint Decision Support Centre (JDSC); it has been suggested that a closerrelationship be established between RPDE and the JDSC.Further discussions and presentations to senior staff within DSTO will be conductedin 2009.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 200915


The ExtranetRPDE’s own customNetwork Centric WorldThe Participant Domain — view of the RPDE Opportunities pageThe Extranet is up and running at RPDE, improving efficiency, giving streamlined reportingability and centralising data for the RPDE program.The Extranet and the associated Participant Domain are the culmination of two yearswork by core RPDE staff members who commenced the project in 2007 as a means ofbringing together various databases relating to finance, human resources, operationsand administration.Since June 2008, after signing a contract with RPDE Participant Signal Processing Knowhow(SPK), the Extranet has progressed to include functions for recruitment, Participantdetails, Activities (opportunities) and incorporates the information and functionalityformally housed on the RPDE Participant’s website.For Participants, the Participant Domain allows a single submission of data for a ServiceRequest, rather than multiple documents. There is also an area to view possible activities—the ‘Hopper’— and to update their company details such as bank account numbers andcontacts. Overall, the Participant Domain ensures accuracy and currency of information,as well as a means of viewing past service offer submissions.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 200916Commercial Manager of RPDE, Rodger Phillips, has stated “...the development ofthe Extranet demonstrates the collaborative nature of the RPDE Program and how theappropriate use of technology can improve efficiency and interaction.” The ExtranetParticipant Domain—whilst only new—has already proven to be a great asset to the RPDEorganisation and has removed the duplication of effort formally required in the RPDERecruitment process. As additional functionality is incorporated, the Extranet will furtherreduce this workload and increase the efficiency with which RPDE is able to interact withthe Participants and Defence.An example of the additional functionality that will be rolled out shortly is the Financecomponent, which will use information from Defence accounting database ROMAN tointerface into the Extranet, thus saving time and effort with what was a manual process.The overall responsibility for the development and roll out of the Extranet has remainedwith the RPDE Commercial Manager, Mr Rodger Phillips, with Mr Paul Hogan (Essys)being responsible for the day to day management of the project. Paul has been assistedby the former IT Manager Mr Lloyd Salas, current IT Manager Mr Peter Batko (EWA-Australia), Systems Administrator Mr Alex Garrard (Essys) and Miss Adrienne Gross(Codarra Advanced Systems) from the Analysis Capability Management team, who haveworked together to ensure that the Extranet is secure, usable and meets the needs of theinternal and external users.


RPDE Board MembersAir Vice-Marshal Brian ‘Jack’ Plenty is the Head of Capability Systems in Capability Development Group. AVM Plenty’sprevious appointments include Commander Air Lift Group and Director General Headquarters Joint Operations CommandProject. During his flying career he has flown 14 aircraft types and was part of the RAAF formation aerobatic team,The Roulettes. In 1996 AVM Plenty graduated from the University of Canberra with a Masters of Public Administration.Dr John Best is Vice President, Technology, Research & Development of Thales Australia. In this role he has overallresponsibility for developing the technical capability of the company. Priority action areas include technical strategy,research and development, innovation, engineering process and technical skills development.Mr Graeme Breen is responsible for business development for Australian Aerospace. He has considerable experience withinDefence and Defence Industry in roles involving program management, strategic planning, sales and marketing, and thedelivery of engineering, logistics and training services. Graeme has tertiary qualifications in engineering and management.Mr Martin Childs is the Combat, Communications and Control (C3) Systems Manager for ASC Pty Ltd and has 23 yearsof experience in Defence related work.Dr Jennie Clothier (observer) has worked for DSTO for 19 years in both technical and analytical areas. Prior to joiningDSTO she held positions in the UK with both the Civil Service and Industry. She is currently Chief, Joint Operations Division.Photo notavailableMr Peter Docwra (observer) is the Chief Operating Officer in the Chief Information Officer Group. He is a former Armyofficer with experience in field communications and as an intelligence analyst. He has served overseas in Papua NewGuinea, Iraq and the US.Mr Mark Foster has responsibility for business development, sales and marketing within CEA Technologies. He has extensiveexperience in Defence and Industry, specialising in radar and communications systems. Mark is a graduate of the AustralianInstitute of Company Directors.Mr Mike Kalms is CEO of QinetiQ Australia. Mike has worked in the Defence sector for over 15 years in a variety ofstrategy and general management roles, each requiring innovative and/or collaborative leadership styles to succeed.Mr Paul McMahon is the Managing Director of Electronic Warfare Associates (EWA) Australia. With a strong Defencebackground, Paul is a graduate of the Australian Institute of Company Directors and his Board positions have includedManaging Director, EWA-Australia, Director SME Gateway, and Director EWA Global Sentry.Mr Kit Morgan is the General Manager Defence and Federal Government for Ericsson Australia. He has had many yearsexperience in Government business and industry particularly in the Defence market.Mr Andrew Morrice is the CEO of Ocean Software Pty Ltd. He has spent the last 20 years in the software industry deliveringsolutions to a diverse range of industries. He has specific experience in modelling and simulation/decision support,transport optimisation and military flight scheduling and training management. He has tertiary qualifications in businessand science and is also a Graduate of the Australian Institute of Company Directors program.Mr Wayne Ryan joined the public service in 1974 and since then has pursued a career in the information technology fieldwithin the Department of Defence. One of his previous roles includes Director General Industry Operations—operating fromwithin the Defence Materiel Organisation to manage the operational aspects of the Defence and Industry relationship.In 2001, Wayne was appointed to his current role as Director General Command and Support Systems.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 2009Mr Michael Ward is the General Manager Strategy of Raytheon Australia. He has an extensive background in Defenceand Defence Industry with a focus on management and technology.17


One StarSteering Group MembersAIRCDRE Andrew Dowse is currently the DirectorGeneral Integrated Capability Development inCapability Development Group. He has a PhDand a Masters Degree in computer scienceand has held a range of positions in C4ISR,information operations planning, engineeringand capability development.BRIG Paul McLachlan is currently the DirectorGeneral Development and Plans – Army.He has held a number of command, planningand operations appointments within Australiaand overseas.BRIG David Welch is the General Managerof RPDE.AIRCDRE Ian Meyn is Director GeneralAerospace Development in CapabilityDevelopment Group. He has an extensivebackground in P3 operations and jointoperational command.BRIG David Coghlan is the Director General ofMilitary Strategy. He has a Master of DefenceStudies, a Master of Strategic Studies andhas held a range of planning and operationalappointments in Australia and overseas.BRIG Michael Milford is the Director GeneralInformation Policy and Plans in the ChiefInformation Officer Group. He has a Bachelorof Science, majoring in Chemistry; a Masterof Business Administration; and a Master ofScience in National Strategy Resourcing.AIRCDRE Gavin ‘Leo’ Davies is currently DirectorGeneral Capability Planning in Air ForceHeadquarters. He has an extensive backgroundin P3 and F-111 operations.AIRCDRE David Richards is presently DirectorGeneral Intelligence Surveillance andReconnaissance. His RAAF experience includesappointments as Director of Operations andDirector of Operational Capability.BRIG Stephen Dunn is currently Director GeneralLand Development. He has extensive experiencein operations, personnel managementand capability development, and has heldappointments with the United Nations.Mr Wayne Ryan is Director General Commandand Support Systems and has worked in theinformation technology field within Defence forthirty-four years.ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 2009CDRE Aaron Ingram is Director-General MaritimeDevelopment. A Principal Warfare Officerand Navigation sub-specialist, he has had anextensive seagoing career that culminated inGuided Missile Frigate command.Dr Ed Kruzins is the Director General Simulationand leads the Defence Simulation Office forgovernance, standards and the development ofDefence’s Simulation Capability.CDRE Peter Lockwood is currently DirectorGeneral Navy Capability, Performance andPlans in Navy Headquarters. He is a surfacewarfare officer with extensive command,leadership and operational experience.Dr Jeremy Manton is the Research LeaderFuture Operations of Joint Operations of DSTO.The branch focus is on high level joint, coalitionand international capability integration.BRIG David Saul is the Director General StrategicLogistics and has served in operations twice.His background includes instructionalappointments with the US Army TransportationCentre and the Army School of Transport,the Royal Military College, Duntroon.BRIG Andrew Sims has been appointed theDirector General Support, Headquarters JointOperations Command. He has extensivecommand experience in support and logisticsCAPT Brett Wolski has undertaken previousroles within Workforce Planning as DeputyDirector Navy Establishments and Director NavyWorkforce Planning and is now the DirectorWorkforce Modelling, Forecasting and Analysiswithin the People Strategies and Policy Group.18


Associates CornerAndrew Morrice of Ocean Software Pty Ltd » It is a challenging time for all of usand I wish you well as you navigate through this difficult economic period. Remember theimportant role that the RPDE community plays in supporting Defence. Stay engaged, stayfocussed, continue to support RPDE and make the most of what RPDE has to offer in termsof networking and Task/Quicklook engagement. If you have any questions, suggestionsor comments please contact me. Remember that as an associate representative I provide adirect conduit to the RPDE Board.Paul McMahon of EWA-Australia » Paul is keen to ensure RPDE best utilises thepotential represented by the vast pool of expertise resident in its Associates in a way thatrecognises the constraints inherent in smaller companies and minimises unnecessary ‘redtape’. He believes that this way both the Associates and RPDE can achieve the maximumbenefit.RPDE Associates voteevery six months onwho will representthem on the RPDEBoard. But who arethey and what it isthat they actuallywant to do?Mike Kalms of QinetiQ Australia » Mike aims to facilitate the engagement ofinnovative RPDE Associate companies into Task and Quicklook activities. RPDE is a rolemodel for Industry engagement in the front-end of defence capability decisions—ensuringthat the best possible people from Industry gain visibility of activities and are encouraged tocontribute is a crucial role of a Board Member. During his term on the Board, Mike intendsto engage the Associates he represents and challenge RPDE to continue to improve itsperformance for stakeholders.Rapid ViewsJohn CrickmoreAs a person with a non-Defence, non-Militarybackground, working at RPDE has been anexcellent opportunity to see first hand theenvironment that Defence and the ADF inparticular has to work in.The most positive aspect of working at RPDE is thecollegiate atmosphere, working with people fromdifferent firms who have the same mindset – “Howdo we solve this nifty problem and get the bestfor Defence.” The great mix of skills, experienceand personalities has provided the opportunityto broaden my skills and contacts within Defenceand the Defence sector in general. My parentcompany, Sinclair Knight Merz, places greatvalue on this aspect of RPDE and appreciates theopportunity it has provided.Vishu BabuAs a graduate with limited exposure to Defence,one of the biggest challenges I faced wasunderstanding the effects of the FIC elementson the capability lifecycle and the issues andproblems associated with introducing a newcapability into Defence.The people at RPDE have been really friendlyand supportive and have helped me to continueto develop professionally as an aeronauticalengineer at QinetiQ. I thoroughly enjoyed myexperience in the RPDE graduate program andrecommend it, as it serves as an excellent meansfor induction to the Defence Environment for anygraduate new to Defence.Alex GarrardI recently joined RPDE as a Systems Administratorin the ICT Team. The role has presented mevaluable exposure to new and emergingtechnologies. Learning the intricacies of RPDE’sIT environment from its four networks to the newInformation Management System (IMS) hasproved challenging but rewarding. I have foundmy colleagues most supportive in this busy anddynamic working environment. I have enjoyed myfirst month here immensely.Gordon KeefeRPDE offers me the opportunity to work on someof the most complex and challenging issues facedby the ADF.While I’ve only been at RPDE for a short periodof time, I am already impressed not just with thecalibre of those who work here, but also the truesense of collaboration that exists.Overall I feel that my time at RPDE will bebeneficial to my career as a consultant. Thecontacts and friendships I make, along with theability to refine and improve my analytical skills,can only be a positive outcome for my parentcompany, Booz & Company (Australia).ACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 200919


RPDE ParticipantsACCELERATING NETWORKED CAPABILITY › ISSUE 7 › FEBRUARY 2009Acacia Research Pty Ltd.Accenture Australia Holdings Pty LtdAcumen Alliance (ACT) Pty LtdAdvitech Pty LimitedAerospace Concepts Pty Limited.Agent Oriented Software Pty LtdAirservices AustraliaAMW Professional Services Pty Ltd.ASC Pty LtdAtamo Pty LtdATEK Pty LtdATSA Defence Services Pty Ltd.AUSPACE LimitedAustralian Aerospace LtdAustralian Marine Technologies Pty LtdBAE Systems Australia LimitedBAE Systems Defence Pty LtdBayly Design Associates Pty LtdBellinger Instruments Pty LtdBlue Glue Pty LtdBoeing Australia LimitedBooz & Company (Australia) LimitedBusiness Improvement Software Pty LtdCAE Australia Pty LtdCAE Professional Services Pty LtdCalytrix Technologies Pty LtdCapstoneblack Pty Ltd.Catalyst Interactive Pty LtdCEA Technologies Pty LimitedCES Computers Pty LtdCharles Darwin University.Chemring Australia Pty LtdCirrus Real Time Processing SystemsPty LtdCistech Solutions Pty LtdClarinox Technologies Pty LtdCobham Flight Services and OperationsAustraliaCodarra Advanced Systems Pty LtdCommunications-Electronics SolutionsPty LtdCommunications Design & ManagementPty LimitedCompucat Research Pty LimitedConnell Wagner Pty LtdCSC Australia Pty LtdCurtin University of TechnologyDaronmont Technologies Pty LtdDeakin UniversityDefence Communications Industry Pty LtdDimension Data Australia Pty LtdDSpace Pty LtdEDAG Australia Pty LtdEDS Australia Pty LimitedElectronic Warfare Associates –Australia Pty LimitedEmbedded Technologies CorporationPty LtdEngineering and Scientific Systems Pty LtdEnvista Pty LimitedERDAS Pty LtdEricsson Australia Pty LtdESRI-Australia Pty LtdEvalua Pty LtdFastwave CommunicationsFlight Data Systems Pty LtdFormation Design Systems Pty Ltd.Frame Group Pty LtdGKN Aerospace Engineering ServicesPty LtdHawker Pacific Pty LtdHewlett-Packard Australia Pty LtdHSA Systems Pty LtdHyder Consulting Pty LimitedIBM Australia LtdIgatech Consulting Pty LtdInnovation Science Pty LtdInternational Seal Company AustraliaPty LimitedJacobs Australia Pty LtdJenkins Engineering Defence Systems(J.D. & E Pty Ltd) (JEDS)KAZ Technology Services Pty LtdKellogg, Brown & Root Pty Ltd (KBR)KoBold Group LtdKPMGLeadership Solutions Australia Pty LtdLearning Systems Analysis Pty LtdLISAsoft Pty LtdLockheed Martin Australia ElectronicSystems Pty LtdLockheed Martin Australia StaysysPty LimitedLockheed Martin Australia Pty LimitedLongreach Group LimitedL-3 Communications Australia Pty LtdL-3 Nautronix LtdMadry Technologies Pty LtdMcGrathNicol + PartnersMediaware International Pty LtdMelix Pty LtdMicrosecure Corporation Pty LtdMicrosoft Pty LtdMilitaryTech Pty LimitedMincom LimitedMobicon Systems Pty LtdMSC. Software Australia Pty LtdNova Aerospace Pty LtdNetMap Analytics Pty LimitedOcean Software Pty LtdOptus Networks Pty LtdPacific Noise & Vibration Pty Ltdplm Services Pty LtdPoint Trading Group (FAXTECH Pty Ltd)Prism Defence Pty LtdQANTAS Airways LimitedQinetiq Consulting Pty LtdQinetiq Novare Pty LtdQuick Strike Defence and AerospacePty LtdRaytheon Australia Pty LtdRelegen Pty LtdRockwell Collins Australia Pty LtdRosebank Engineering Pty LtdRoyal Melbourne Institute of Technology(RMIT)RSM Systems Pty LtdSaab Systems Pty LtdSeal Solutions Pty LtdSignal Processing Know-how Pty LtdSikorsky Aircraft Australia LimitedSimplexity Communications Pty LtdSinclair Knight Merz Pty LtdSMS Defence Solutions Pty LtdSonartech Atlas Pty LtdSpecialty Coatings (Aust) Pty LtdSPYRUS Pty LimitedSun Microsystems Australia Pty LtdSydac Proprietary LimitedSypaq Systems Pty LtdTectonica Australia Pty LtdTenfold Network Solutions Pty LtdThales Australia LimitedThe Distillery Pty LtdTough Pty LtdUniversity of AdelaideUniversity of South AustraliaUniversity of New South Wales (ADFA)VIPAC Engineers & Scientists LtdYTEK Pty LtdZylotech LtdThe RPDE Management Team: (l-r) David Thorncraft, David Welch, Ian McKenzie, Daniel Munro, Rodger Phillipswww.kandream.com 2012846 02-0920

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