Home' Asia Pacific Defence Reporter : APDR May 2010 Contents ARMY AVIATION
20 | Asia Pacific Defence Reporter
simulation......” (Cost Effective Capability, Sect. 8 .66).
In his SimTecT address LTGEN Hurley said that the White Paper called
for simulation to assist Defence in three major areas: “To achieve more
cost-effective delivery of capability by driving down costs of ownership
of military capability through the greater use of simulation, reinvigorate
the use of simulation to support the development of the ADF through the
use of a new form of part-time service based on workforce sponsorship
in areas such as simulation systems support; and development of DSTO’s
simulation capability skills and support for capability to enhance effective
capability decision making”.
Simulation is therefore becoming ever more useful and desirable within
the ADF, but why does there need to be a published roadmap to realise
this vision? Dr Brennan provided one answer in an information brief to
the Land Environmental Working Group, an annual symposium hosted by
the Director General Land Development Branch, Capability Development
Group and Industry Co-Chair in August last year: “Simulation today is
in a position not unlike that of the general IT domain in the early 1990s.
Then Defence IT support was driven by local requirements (and) lacked
central coordination. For example each building in Russell had their own
segregated IT networks” he said “This lack of central management caused
Defence to struggle with the IT explosion of the late 1990s. Simulation
is now entering that same nexus. In global terms, simulation is growing
rapidly both in Defence and civilian use, by some measures it now holds
a larger share of the entertainment market than television and cinema”.
DEFENCE SIMULATION ROADMAP
In 1998, an Australian National Audit report into simulation within the
Australian Defence Organisation found that the (then) significant current
and planned investment required a governance role across the ADO. In
response, Defence established the Australian Defence Simulation Office
(ADSO) in 2000 to address what were identified as critical shortfalls - the
most significant of which was the requirement for both a policy and a plan
to manage simulation across the ADF to keep wastage to a minimum and
maximise the benefits of future capital investment.
A simulation policy was drafted after ADSO stood up in 2001 for the
defence-level governance of simulation and the current roadmap is the
result of this process. It was drafted in 2005/2006 to both examine gaps in
the policy and to define initiatives to guide Defence in the closing of these
As initially drafted, the principal purpose of the 2006 Simulation
Roadmap was to stimul ate and oversee an evolutionary process of
improvement, accordingly flagging the likelihood of what it termed
‘mid-course corrections’ due to rapid changing technology. An update after
the first twelve months, and every three years thereafter was mooted. Its
vision for implementation is divided into five year increments from 2006,
with the subsequent thresholds set at 2011, 2016 and 2021.
LTGEN Hurley notes that the roadmap is a ‘transformational agenda’
for the use of simulation within Defence, with several major objectives.
Firstly, he says it must prepare personnel to face changing requirements
by allowing them to routinely access ‘an expansive Live, Virtual and
Constructive (LVC) battlespace to train at all levels up to and including
Joint and Coalition operations, incorporating simulation in realistic serials’.
Other objectives include concept development support and capability life
cycle management; supporting the Joint Military Appreciation process;
Supporting operational planning by providing an analysis tool for the
rehearsing and testing of both conventional and asymmetric operations;
permit pre-deployment and in-theatre mission rehearsal and feedback;
evaluate the progress of live operations; Model sustainment requirements;
Assist with workforce optimisation and lastly to assist Government to
analyse simulation capability developments.
“As Chief Capability Development Executive (CCDE) I have responsibility
for overall Defence simulation governance and development of simulation
capability” says LTGEN Hurley in the foreword to the roadmap, “As Vice
Chief of the Defence Force ( VCDF) I have responsibility for employing and
managing simulation capability for the operational employment of the
Australian Defence Force”.
Traditionally the use of simulation in Defence has been developed
to meet the requirements of a specific platform operator or group,
but the complexities of operating in the Joint, Combined or Coalition
environments of the future is one of the challenges over which the
roadmap will provide the structure. It also acknowledges that there has to
be a cultural change within Defence as the progression of simulation from
the training environment of today to the decision making tool of the future
occurs. Additionally it predicts that ‘increased engagement of industry and
academia’ will need to occur for the capabilities envisaged by Defence are
to be met.
The identified gaps in simulation capability that will be addressed
between now and 2021 include the development of metrics by which
to measure the effectiveness and performance of simulation in the
development of the ADF; The requirement to grow simulation capability
in order to address the complexities and problems thrown up by Joint,
Combined and Coalition operations; The development of a programme
management function to support the Joint Simulation Capability Manager
(CJOPS) in the oversight of simulation capability, and the development
of principles and guidelines to manage and guide data management.
This latter requirement is seen as the most significant of the identified
The roadmap’s vision for 2021 is therefore that simulation will be used
con tinuously to define, hon e and support (Raise, Train , Sustain) the
operational employ ment and devel opment of the ADF. This capability
is seen as essential, not just desirable, for a country with a relatively
smal l defence force, such as Australia. Although it acknowledges that
simulation ‘is not a panacea’ the document predicts an increasing role
in capability enhancement, risk reduction and cost savings throughout
its lifespan .
NH90 helicopter simulator
APDR May 2010.indd 20
1/05/10 5:14 PM
Links Archive APDR April 2010 APDR June 2010 Navigation Previous Page Next Page