took place with little negative effect on
the user, he states.
Thompson relates that the transition
transport phase was aided when the
transition established a common lexicon
for people, process and technology that
was tied to the existing NMCI contract.
“So, where we identified what HP was
doing, we planned for the government
doing on the back end,” he says. “With-
out that, you would be talking about a
square peg, round hole scenario.”
Brookins notes that the NMCI ven-
dor managed and maintained only the
Marines’ nonsecure Internet protocol
router network (NIPRNet) infrastruc-
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ture, which had roughly 90,000 seats.
On the other hand, the Corps main-
tained its secret Internet protocol rout-
er network (SIPRNet), and the same
personnel will be working on both net-
works under the new system.
While the Marines took over end-
user support in June, they planned to
keep HP vendor support for assistance,
Hartenstine says. “We always are going
to have contractor support that will
continue until the NGEN contracts,”
he explains. “The distinction now is
that commander has operational con-
trol over that network.”
Brookins notes that the Corps had
been taking over many functions
before the formal transition. Aspects
such as responding to trouble tickets
had been assumed by Marines before
the formal June 1 transition.
He adds that Marine field services
will be the key to “putting a Marine
face” on end-user support. For a user,
the first level of support will be local
instead of at a major facility halfway
across the country.
Gen. Nally points out that people
at eight Marine air-ground task force
(MAGTAF) information technology
support centers, along with 11 core
data centers, all needed to contribute
toward a solution for help desk tactics,
techniques and procedures. For the
most part, Marines and civilians literal-
ly will make house calls to answer help
requests in person, the general notes.
Hartenstine says, “One of the things
we lost with NMCI that I thought was
very sad was, we always say that we
train as we fight. When we brought in
such a large contract that did so much
of our work in garrison, the Marines
weren’t doing that work.
“We were able to retain those skill
sets because we had Marines in Iraq
and Afghanistan running their own
networks,” he continues. “When they
came back to garrison, you had the
contractor doing that.
“In this new environment, you
will have Marines redeveloping a lot
of those skill sets, and we will start
again to train those people in garrison
like they are potentially going to work
overseas,” he states.
Returning overall operational con-
trol to the Marines was a key accom-