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A primary challenge is balancing centralized coordination with decentralized training needs

• With respect to Tier 3 and Tier 4 training, current joint coordination is minimal.
• Although the services must be free to tend to their specific training needs at the tactical level, acquisition that supports these needs must be coordinated at a joint level.
• Incentives must be balanced between both "carrots" and "sticks."

Demand for joint training can be unclear at lower levels

• The need for interoperability among training simulators across services for Tier 3 and Tier 4 exercises is unclear.
• With unclear joint training needs, services may pursue goals independently, with minimal coordination. The consequent signal to industry as to how it might support joint collaboration can be unclear.

There is limited transparency regarding training-simulator capabilities and acquisition plans

• Resources for data and information are not as centralized as they could be.
• Mechanisms and organizations should be in place to provide relatively easy-to-access data regarding current simulator capabilities, current usage (regarding training exercises), and planned development.

The Office of the Secretary of Defense (OSD), the services, the Joint Staff, and industry have a way forward

• The U.S. Department of Defense could make changes within and across services to ensure the existence of organizations with some level of centralized coordination.
• Rather than a significant change in funding or policy, the first step could simply be transparency and frequent dissemination of information and data.
• Changes in policy and financial resources ultimately will be helpful to incentivize services to collaborate.

Given the military's continuing effort to "train as we fight," warfighters must be prepared to collaborate with other services. There is a need to ensure coordination and interoperability within and across the services with respect to simulation-based training. However, because of organic changes in policies and organizational structures, there are significant challenges for the services to coordinate within their own organizations and to collaborate with one another while working toward joint training needs.

Concurrent with the growing need for virtual distributed training capabilities, the military simulation-and-training market is growing, and this market includes substantial efforts to develop new training-simulator capabilities. However, technological development is not always driven by training needs, especially for cross-service exercises. Development of training simulators often drives the users rather than the reverse, especially with respect to distributed training systems.

With a focus on air and ground training simulators for Tier 3 and Tier 4 exercises—i.e., training at the service component (operational) and individual unit (tactical) levels—the authors of this report investigate the gap between joint training needs and currently available and forthcoming technology in the training-simulator field. They provide a broad analysis of the simulation-based training enterprise and the organizational structure, requirements processes, and acquisition processes for each service. They also analyze joint training needs, organizational and policy mechanisms for coordination between services, and incentives structures for cross-service simulator development.

• • Chapter One

    Introduction

• Part I

  The Services: Organizational Structures, Requirements Processes, and Acquisition Processes

  • Chapter Two

    Coordination Within Services: Organizational Structures

  • Chapter Three

    Requirements Processes

  • Chapter Four

    Acquisition Processes

• Part II

  Joint Operations: Training Needs, Coordination, and Incentives

  • Chapter Five

    Joint Training Needs

  • Chapter Six

    Coordination Between Services

  • Chapter Seven

    Incentives to Develop Interoperable Simulation-Based Training

• Part III

  The State of the Art

  • Chapter Eight

    Current Capabilities Supporting Networking Simulators and Interoperability

• Part IV

  Conclusion

  • Chapter Nine

    Summary, Primary Themes, and Actions for DoD Stakeholders

• Appendix A

  Organizational Charts for the Services and the Joint Staff

• Appendix B

  Documents Reviewed to Map Requirements Processes for Each Service

• Appendix C

  Acquisition Process and Stakeholders for the Services

• Appendix D

  Training Process

• Appendix E

  History of Modeling and Simulation Standards

• Appendix F

  Standards Activities Relevant to Joint Interoperability

• Appendix G

  Alignment of the Risk Management Framework with the Acquisition Timeline