Technology for the United States Navy and Marine Corps, 2000-2035: Becoming a 21st-Century Force Volume 9: Modeling and Simulation (1997) / Chapter Skim
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7 Challenges in Assimilating and Exploiting M&S Technology
7 Challenges in Assimilating and Exploiting M&S Technology
Pages 91-100
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From page 91... ...
It is commonplace for the organization to measure the value of investments against the wrong yardsticks (e.g., saving money in narrow domains, as distinct from changing the very way the organization does business and improving effectiveness for mainstream missions)
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From page 92... ...
Some of this perception appears to be due to the Army and Air Force having put together coordinating offices and programs earlier and having communicated their efforts broadly. The Navy clearly possesses expertise in DIS and has begun to use it (e.g., the Kernel Blitz exercise and various activities within the Naval Research and Development Division (NRaD)
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From page 93... ...
And, to put the matter bluntly, the Navy was not at the center of attention in related studies and exercises dealing with major conflicts: its role was greater in presence operations, peacetime missions of all kinds, strategic nuclear and counter-SSBN operations, and lesser conflicts involving naval forces. In summary, there have been many reasons for the relative lack of interest in M&S by Navy leadership.
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From page 94... ...
All of this requires extensive simulation, which will become thoroughly embedded in worldwide and theaterwide command-and-control systems. Naval forces have a prime role in many of the envisioned activities, including the theater-opening campaign and theater missile defense.1 Unfortunately, M&S is becoming extremely complex.
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From page 95... ...
The panel's answer, based significantly on panelists' experience in their own organizations and knowledge of developments in industry, is that such a strategic commitment will mean earmarking capital and continuing resources for the following:
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From page 96... ...
, · Research on the scientific knowledge base, · Research on M&S and analytic methods, including "simulation science" for complex systems and tools to improve transparency, flexibility, and adaptability of models, · Education, and · Links to related joint worlds. It will also require creating processes for continuing M&S management: · Appropriate organizational structure, .
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From page 97... ...
; . Routine use of outside scientific panels to review conceptual models in part on their own terms and in part to advise the Navy on whether the models and modeling approaches being used exploit the then-current state of expertise; · Model-building technology greatly improving Transparency and the ability of users to query the system with particular questions,
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From page 98... ...
It is important to distinguish between the warfare-area research and the more fundamental research. The latter could rather naturally fall into the domain of the Office of Naval Research and possible Navy-DARPA cooperative efforts.
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From page 99... ...
Other aspects should include short courses tailored for officers needing refresher courses, technology updates, and preparation for next assignments involving M&S management. One new educational activity is a master' s degree program at the Naval Postgraduate School with OPNAV endorsement.
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From page 100... ...
For example, the panel can imagine the Naval War College taking a lead role in arranging orientation meetings in doctrine, field visits, and relatively in-depth discussion of the emerging CMMS.
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