101755 DOTLMPF slides from CDC Nov 08x - ACC Practice ...

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TC

CASCOM

ORD

THINK


TANKS

SIG

MAN

CAC

HQDA

ARCIC

OSD


JS

AV

MATERIEL


DEVELOPERS

Multi
-




national

QM

CASCOM

OTHER

OPERATING
FORCE

PRACTICAL EXERCISE
INSTRUCTIONS

Introduction


Method of Instruction: Conference


Instructor to student ration is 2: class


Time of instruction (minutes): 15


Media: CDROM


Terminal Learning Objective



Action:

Recognize Army Combat Development DOTMLPF analysis and breakdown.


Condition
: Given a computer, example DOTMLPF analysis, and electronic student handouts.

Standard:

Applying the Army Capstone Concept reading and using your experience, conduct
a DOTMLPF analysis on one of the six remaining overarching areas of needed capability.


Instructions:

1. Review the Army Vision and Army Capstone Concept. Watch LTG Curran’s video on Army
Capability Integration Center’s (ARCIC’s) mission and development.

2. Choose one of the 7 identified deficiency areas (deployment, sustainment, lethality, agility, tactical
effectiveness, survivability, or RSOI. Define it as it relates to your group discussion.

3. Choose 5
-
6 tasks from the AUTL (FM 7
-
15) and UJTL (4
-
0
-
3500) that relate to your deficiency area.
Choose at least one from each of these two references.

4. Choose one of your 5
-
6 tasks and define the condition and standard for the task.

5. Determine and define your capability gap related to that task, condition, and standard.

6. Review the sample DOTMLPF analysis (power
-
point slide).

7. Address the issues in the J8 DOTMLPF consideration / question slides.

RESULTS MUST BE GROUNDED IN THE ARMY CAPSTONE CONCEPT!


Solution:


Solution should be in an easy to understand format per the sample chart. Each team will brief their
results using the computer and projector.






Deployment:

Insufficiently rapid and flexible strategic deployment



Reception, Staging, Onward Movement, and Integration (RSOI):
Overly
lengthy RSOI prior to engagement.



Sustainment:

Excessive theater sustainment requirement.



Agility:

Insufficient operational agility and versatility.



Tactical Effectiveness:

Tactical effectiveness through mass (vice
knowledge).



Survivability:

Survivability through armor (vice maneuver)



Lethality:

Lethality through volume of fire (vice integration and
precision)



Seven Overall Deficiencies of
Current and Interim Forces

AUTLs:

















UJTLS:








Selected Task:


Condition:


Standard:


Capability Gap:


DOTMLPF Solutions for Strategic Deployment Deficiencies

(state your selected deficiency area here)

DOTMLPF Solutions for Strategic Deployment Deficiencies

Doctrine

Organizations

Training

Materiel

Leadership
& Education

Personnel

Facilities

Enroute Mission
planning and
rehearsal
procedures

Modular units
across the force

Regular
exercises for
unit
deployment /
redeployment

Platforms that
conform to
USAF, USN, &
Commercial
cube/weight
restrictions

Ability to
rapidly
transition from
tactical to
strategic

Enroute sleep
and nutritional
aids, as well as
hydration
strategies

Training
facilities for
deployment
training

Combat loading
procedures for
operational
redundancy and
rapid offload

Designed &
deployed for
immediate
employment

Decision aids
that assist in
load plans,
route & LZ
selection, Air
Defense
suppression

Broad under
-
standing of
joint systems &
procedures

Target country
information in
real time


More Forward
storage
facilities to
shorten
deployment
timelines

Departure &
arrival landing
zone selection
rules

Units logistically
self
-
sufficient for
deployment

Enroute
updates on
situation


Team plan
adjustments to
match
changing
situation



Provide a campaign
-
quality
Army with Joint and
Expeditionary capabilities.



Remain Relevant and Ready

RESPONSIVE

DEPLOYABLE

AGILE

VERSATILE

LETHAL

SURVIVABLE

SUSTAINABLE



Full Spectrum Capable



The Soldier is our primary focus


Meet the needs of the Joint Force
Commanders


Effective and responsive to a multi
-
dimensional adversary



Unprecedented levels of situational
awareness

Future Force

RESPONSIVE



DEPLOYABLE



AGILE



VERSATILE



LETHAL



SURVIVABLE



SUSTAINABLE

OSD “10
-
30
-
30” guidance:

Deploy to a distant theater in 10 days…

Defeat an enemy within 30 days…

Recover to handle a second fight 30 days later


Part of a Joint, Full Spectrum force … more than just deployment


Capable of deterrence & Rapid Decisive Operations


Immediate Operational Capability


Vehicles fit C
-
130 like profile


Inter & Intra Theater capability


Forcible entry OPS


Ability to transition between and within OPS


Focus on people, leadership & Training … a
mindset


Adaptive forces, formations & material solutions


Full spectrum with common design & internetted
C4ISR

Soldiers &
Equipment
capable of
handling the “3
block war”

Crew Protection

Munitions Response, Fire Suppression,
Personal Protection

Don’t Be Penetrated


Armor Systems (Active, Passive,
Reactive, EM, Smart)

Don’t Be Acquired

Obscuration , Jammers and
Signature Reduction

Don’t Be Detected

Signature Reduction
Materials and Coatings

Kill Enemy Before Detected

EM, ETC, Missile, Directed Energy

Don’t Be Hit

Active Protection, Jammers,
Decoys and Obscuration


Reduce deployed
sustainment footprint


Reduce costs while maintaining
capability and readiness

Future Force Characteristics

Future Force

“Factory to Foxhole”

Leadership &

Education

Doctrine

Training

People

Facilities

The Future Force

HSOC

Factory

Train, Alert,
Deploy, &
Sustain

Home Station

Joint,

Interagency &

Multi
-
National

BCT

Division

FCS

BCT


Rapidly deployable, highly
mobile land forces w the
ability to fight upon arrival.



Joint, Interagency & Multi
-
National Capabilities



Campaign Quality Force



Full Spectrum Operations



Joint networked forces at all
echelons and linked sensors,
shooters, and commanders
for enhanced lethality



Adaptive Modular
Organizations



Family of Systems/System of
Systems



Self sustained forces for
limited periods of time and a
greatly reduced theater
logistics footprint


FCS

Future Force Concept

Optimized to close with and destroy enemy:



Organized into more deployable, smaller, more


capable formations. FCS units are inherently
modular


Fights integrated, mobile air
-
ground teams that employ


dismounted and mounted combined arms. Capable of air assault


FCS transforms from platform to
network attributes

to gain overmatch.
Synchronizes combat power through networked knowledge base linked to
mission task and purpose


Acquire enemy capabilities and intent while out of contact; decide when and
where to fight at advantage before, during and after tactical engagements


Achieves mobility, knowledge and leadership differential to perform tactical
maneuver and assaults against all threats in any terrain and weather


Greater reliability in mutual support and mass to direct combat power at point of
decision. Achieved through beyond line
-
of
-
sight ‘teaming’


Overmatching
lethality
at standoff; first round kill and fully integrated supporting
fires in the close fight. Robust to win unexpected actions on contact


Able to rapidly exploit success

Medical Treatment &
Evacuation (29)



Unmanned Air 偬a瑦trms ⡓(s瑥ms)

UA嘠II ⠳6)

UA嘠I ⠳6)

Armed Robotic 噥hicle ⠶3)

䵵le ⠵9)



Unmanned Ground
噥hicles

UA嘠III ⠱2)

UA嘠I嘠A/B
(16)

Unmanned
Payload
s


Unattended
Ground
Sensors


Unattended
Munition
s



NLOS
LS


Intellige
nt
Munition
s



NLOS Cannon (18)

C2V (79)

Mounted Combat System (54)

NLOS Mortar (24)

Reconnaissance

& Surveillance
(27)

Small Man
-
packable
UGV (45)

Maintenance

& Recovery (10)



Manned Systems

The Soldier (2499)

ICV (78)

How FCS units will fight


Quantitative Analysis:

A technique for predicting one or more
outcomes from a given set of input conditions.


Necessarily quantitative and formulaic


Auditable and verifiable


Creates reproducible outcomes when performed by a third party
using same inputs


Can involve the use of computer models augmented with a
scenario (i.e. simulation)


Most effective when there is significant knowledge and data


Each outcome is associated with a probability of occurrence



Qualitative Analysis:
A technique used to draw conclusions where
time is limited or there is a lack of a detailed understanding of the
problem space. This technique uses a series structured activities or
processes based on supporting evidence whether qualitative or
quantitative.


final outcome to a review of the body of evidence


Function of (analytical outcomes, qualitative adjustments, x
-
factor
criteria)


Quantitative analysis can be used in support of qualitative anaylsis


The Joint Capabilities Integration &

Development System CBA

Where does the Analysis come from?

How is it done/conducted?

Analysis is the cornerstone of the JCIDS process. It is
conducted by Combat Developers, S&T, Battle Labs,
TRADOC Analysis Centers (TRAC), Research Labs, etc.
The minimum analysis that must be conducted in support of
a non
-
materiel/materiel approach is a Functional Area
Analysis (FAA), a Functional Needs Analysis (FNA), a
Functional Solution Analysis (FSA) & a Post Independent
Analysis (PIA).

Your capability documents are only as good as the analysis
that supports them. You should always ask
“Do I have the
analysis to support this paragraph?”

Analysis

Post Independent
Analysis (PIA)
*

Sponsor considers
compiled analysis
results and determines
which DOTMLPF
approach or approaches
best address capability
gaps.

Output: DCR or ICD.

Functional Solution
Analysis (FSA)

Develops and assesses
potential DOTMLPF
approaches to solving
one or more capability
gaps identified in FNA.

Output: Potential
solutions to needs.

JCIDS Analysis Overview

JCIDS analysis, also known as a capabilities
-
based assessment (CBA), is a structured
methodology that leads to the determination of
capability gaps and development of approaches
that enable attaining required capabilities.

Functional Area

Joint Functional Concepts

Army Concepts

Strategic
Policy
Guidance

Functional Needs
Analysis (FNA)

Assesses the ability of
current and programmed
capabilities to
accomplish the FAA
-
identified tasks, under
the full range of
operating conditions and
to the designated
standards.

Output: Prioritized list
of capability gaps.

Functional Area
Analysis (FAA)

Identifies operational
tasks, conditions, and
standards for
achieving the effects
needed to accomplish
military objectives.

Output: Tasks to be
reviewed in FNA.

Sources: CJCSM 3170.01B and CJCSI 3170.01E (March 2005 Draft
)

*COBP does not cover PIA.

DCR = DOTMLPF Change Recommendation

ICD = Initial Capabilities Document

Identified
tasks,
conditions,
standards
for FNA

ID standards
for task
completion

ID conditions
under which
tasks are
performed

ID tasks from OE,
concepts, doctrinal task
lists, and current
operational experience

Review OE for
investigated
timeframe

JCIDS Analysis Methodology

Prioritized list
of capability
gaps for FSA

Assess
operational risk
of not filling gap

Assess current/
programmed capabilities
against required
capabilities, and ID gaps

Compile list of
current/programmed
capabilities that may
accomplish tasks

FNA Methodology

FAA Methodology

Follow these steps in order.

Analyze
materiel
approaches

ID materiel
approaches
for remaining
gaps

ID DOTmLPF
solutions for
gaps

FSA Methodology

Prioritized list
of potential
solutions for
PIA

* If not, requires DCR

OE = Operational Environment

Re
-
assess
gaps based on
DOTmLPF
changes

If new
materiel
required*

Briefing of results to sponsor

JCIDS Analysis Tenets
(1 of 2)


Think through the entire JCIDS analysis process before beginning the
FAA; a “small” misstep or omission early can adversely impact later
steps in the process.


Do not

conduct JCIDS analysis to justify a preconceived materiel
solution.


Follow the JCIDS analysis methodology described in this COBP; the
steps are defined and defensible.


Take a joint perspective and conduct JCIDS analysis within a joint
context.


Use PMJ as a cornerstone for JCIDS analysis to maintain an
operational perspective.


Engage concept developers and the testing community early; JCIDS
analysis informs concept and KPP development and testing.

!

!


Identify required SMEs (including Threat SMEs) early in the process;
employ SMEs who:


Come from authoritative organizations (e.g. TRADOC schools and
centers, operational units, other services, program management
offices, etc).


Have relevant knowledge and/or experience related to the problem.


Provide a breadth of seniority and experience.


Conduct a good literature search before beginning JCIDS analysis; use
work that’s already been done.


Use functional tasks as the basis for defining capability gaps; do not
define gaps based on a particular program's specifications.


Use accepted, defensible techniques when incorporating SME input in
the analysis.


Don’t be compelled to use simulations.


Consider current/programmed capabilities and gap solutions that
reside across DOTMLPF, i.e., don’t focus only on materiel.

JCIDS Analysis Tenets
(2 of 2)


!

!

!

Using SMEs


Have SMEs provide input for two major categories:


Factors, e.g., tasks, solutions, to consider in the analysis.


Formal assessments (via questionnaires) that form the basis of analytic results.


Use the appropriate SMEs at the appropriate time during the analysis.


The FAA requires warfighting SMEs.


The FNA requires warfighting, current/programmed capabilities, and technology
SMEs.


The FSA requires the same types of SMEs as the FNA plus affordability SMEs.


Develop a strategy for using SMEs. For particularly large
-
scale (i.e., many tasks,
conditions, or standards to consider) FAAs and FNAs, two different groups of SMEs
might be necessary:


Use a small group of SMEs (one or two for each relevant area of expertise
required) to hone the list of factors to consider in the analysis.


Use a larger group of SMEs to finalize the list of factors and to make formal
assessments.

PMJ and SME input are key enablers of JCIDS analysis.

!

Make sure SMEs have
appropriate competencies.

Using Surveys


Develop relevant criteria and measures.


Identify the appropriate target audience.


Develop unbiased questions.


Keep the survey as short as possible.


Develop rank ordering, but avoid having respondents rate or directly rank more than
5
-
7 items within a category. Select an acceptable rating and ranking method. Some
useful approaches:


Identify the preferred alternative for each pair
-
wise combination of choices.


Allot 100 points for the preferred choice and some value less than or equal to
100 points for each of the remaining choices.


Provide a maximum of 100 points to be allotted among all choices.


Have a survey expert (contact e.g., TRAC) review the survey to assess its sufficiency
for meeting the survey objective.


Test the survey with a knowledgeable group before administering it to the target
audience.

Turning SME assessments into defensible analytic results
requires the use of accepted survey techniques.

Be aware that some SMEs
will provide biased input;
develop the survey and
choose respondents to
mitigate that bias.

Before Beginning a JCIDS
Analysis


Have the study sponsor identify:


Relevant Joint Functional Area(s) and their associated Joint Functional Concepts
(JFC) and Joint Integrating Concepts (JIC).


Relevant Army concept.


The level of conflict (major combat operation, stability operations, etc.).


The timeframe to consider.


The principal Army echelon (e.g., squad, battalion) of concern.


The battlefield conditions to include for investigating the concept.


The Threat’s technological and military capabilities.


Make sure the sponsor (or study directive) explicitly tasks organizations to provide
appropriate SME support for the effort.


Review the JCIDS analysis code of best practice (this document).


Review completed JCIDS analyses and obtain lessons
-
learned from the organizations that
performed them.

Study sponsor guidance is necessary for scoping JCIDS analysis.

!

Be clear on the scope
of the JCIDS analysis.

FAA Practices
(1 of 4)


Read the sponsor
-
identified concepts (joint and Army).


For the echelon of concern for the JCIDS analysis, identify:


The objectives described in the concept.


The functions performed by the other services as they apply to the Army.


Non
-
service agencies (e.g., State Department) and their potential roles in the
conduct of combat operations.


Read TRADOC ADCSINT
-
Threats’ most recent rendering of the operational
environment.


Read lessons learned reports (CALL is a good source) to determine what gaps have
already been identified.


Read
The World Factbook
, available at www.cia.gov, for the countries/regions of
interest to get an indication of demographics, climate, terrain, etc.

Step 1: Review the operational environment for the timeframe under
investigation.

This review is vital to framing the

development
of tasks, conditions, and standards.

FAA Practices
(2 of 4)


Identify the desired effects that must be achieved to attain the objectives described in
the concept.


Begin development of the list of
tasks

that must be performed (by the echelon of
concern) to achieve the desired effects by reviewing current, known tasks. Use, e.g.,


Mission Training Plans (MTP).


Unit Mission Essential Task Lists (METL).


Previously
-
completed FAAs.


Use PMJ to identify additional tasks to perform that will achieve the desired effects in
the future environment.


Gain concurrence on the list of tasks from SMEs who are familiar with the relevant
concepts, concept objectives, and warfighting.

Step 2: Identify tasks.

The output of this step is the list of tasks that must be performed to achieve
the desired effects that will enable attainment of the concept objectives.

!

The FAA is the most vital step
since it serves as the foundation;
take the time to do it right.

FAA Practices
(3 of 4)


Begin identification of
conditions

under which each of the tasks must be performed by
reviewing UJTL (Chapter 3) conditions.


Incorporate relevant UJTL conditions into the analysis.


Eliminate from further analysis, but document the reason for non
-
inclusion of, non
-
applicable UJTL conditions, e.g., “sea state.”


Add relevant conditions from the sources from which tasks were drawn, e.g., MTP,
previously
-
completed FAAs.


Use SME input to identify additional relevant conditions that might exist in the future.


Add the associated conditions to each task from the FAA to develop a task
-
conditions
(TC) list.


If the TC list is too large to allow credible investigation of each task during the FNA,
survey SMEs, then eliminate those tasks that have a low operational risk associated
with not being performed.


If the TC list is small, gain general concurrence on the list of conditions from the same
SMEs who reviewed the list of tasks.

Step 3: Identify relevant conditions.

The output of this step is the list of tasks and the
conditions under which they must be performed.

FAA Practices
(4 of 4)


Review the TC list and begin developing standards by identifying standards already
prescribed in doctrine for the given tasks.


Using vignettes that create context for the identified tasks and conditions, have
warfighting SMEs:


Identify other conditions (as applicable).


Validate or modify already
-
defined standards.


Develop general standards for task
-
condition sets for which no standards exist.


Add the standards to the TC list to develop a task, condition, standard (TCS) set that
achieves the desired effects and
defines

the required capabilities for achieving the
military objective.


Link the required capabilities (TCS set) to the objectives described in joint and Army
concepts (for ICD writing purposes).


Obtain concurrence on the TCS set from SMEs.


Present results to sponsor prior to continuing with the FNA.

Step 4: Identify standards for task completion.

Wargame vignettes to
account for battlefield
geometry over time.

Completion of this step ends the FAA. Output of the FAA is the TCS
(required capabilities) necessary to achieve concept objectives.

Illustrative FAA Output

Task

Conditions

Standards

Leader gains
and maintains
situational
awareness /
situational
understanding.


Negligible light


Heavy
precipitation


Severe fatigue


Dense
vegetation


Moderate
urbanization

Leaders have knowledge of their location and
locations and activities of subordinate, higher,
and adjacent units. Leaders have
understanding of terrain and environment in
AO to include location of obstacles. Leaders
know their mission parameters. Leaders have
a comprehensive understanding of how
friendly and enemy locations and activities,
terrain, and the unit mission interact.

(extra
-
doctrinal standard).

Fight
dismounted in
conjunction with
armored
vehicles.

Same as above

Standard: Fires and movements between the
mounted elements and dismounted elements
are coordinated. There are no instances of
fratricide.

FM 2
-
21.9,
The SBCT Infantry Rifle
Platoon and Squad
, pg 6
-
44.

The product of the FAA is the list of tasks, conditions, and
standards. The TCS set makes up “required capabilities.”

Illustrative case derived from “Small Unit JCIDS Analysis.”

TCS = tasks, conditions, standards

Standard
developed
during FAA.

Current
standard (not
modified
during FAA).

Conditions, considered singly and
in relevant combinations. (Those
shown all appear in the UJTL.)

ARTEP 7
-
5
MTP tasks.

Include an additional column
to illustrate TCS linkage to
concept objectives.

FNA Practices
(1 of 3)


Draw relevant current/programmed capabilities from, e.g.:


Proponent schools and centers.


Current/past analysis efforts that represent the force year(s) under consideration.


Program management offices.


Other services.


Have an authoritative source (e.g., CAC for modular force organizational capabilities)
review the list of current/programmed DOTmLPF capabilities that will be used in the
FNA.


Verify current/programmed materiel capabilities with an authoritative source, e.g.,
Army G8 or OSD PA&E).


Use authoritative (e.g., AMSAA
-
certified) system performance data to determine
materiel performance characteristics.


Base performance characteristics for those systems where no certified data exists on
acquisition documents, e.g., ICD, CDD.

Step 1: Compile list of current/programmed capabilities that may
accomplish tasks to standard under the given conditions.

The output of this step is a list of current/programmed capabilities.

!

Use authoritative sources for
determining current/ programmed
capabilities.

FNA Practices
(2 of 3)


A gap exists when current/programmed capabilities cannot achieve a required
capability (i.e., performing a task to standard under specified conditions).


Identify gaps that have already been identified for any of the FAA
-
TCS combinations;
review, e.g.,


Operational lessons
-
learned (CALL is a good source).


Operational Needs Statements (ONS).


Previous JCIDS analyses.


Use SMEs to identify additional potential gaps.


Provide SMEs with the TCS set and the list of current/programmed capabilities.


For each TCS combination, have SMEs determine if each can be accomplished
with current/programmed capabilities.

Step 2: Assess current/programmed capabilities against required
capabilities, and identify gaps.

FNA step 2 continued on next slide.

Use PMJ and SME input as the principal means for identifying
gaps. The input must be credible, but does not have to meet
the rigor associated with accepted survey techniques.

FNA Practices
(2 of 3 cont.)


Survey a larger audience of SMEs to obtain their assessment of whether a gap
exists.


Write clear statements of the gaps, e.g.,


Task: Fight dismounted in conjunction with armored vehicles.


Standard: Fires and movement coordinated; no instances of fratricide.


Conditions under which gap exists: Negligible light, heavy precipitation.


Gap: Voice communication between dismounted soldiers and armored vehicle
crew
-
members is poor or non
-
existent. Given conditions severely limit visual
communication (e.g., hand and arm signals). Poor communication precludes
coordinated movement and could result in fratricide.

Step 2 (cont’d): Assess current/programmed capabilities against
required capabilities, and identify gaps.

The output of this step is the gaps.

Example adapted from
“Small Unit Gap Analysis.”

FNA Practices
(3 of 3)


Operational risk consists of the gap’s likelihood of occurrence and the severity of
impact of not filling the gap.


Identify the key areas where not filling a gap may have an impact. For example,
identify the impact on:


Mission accomplishment.


Fratricide avoidance.


Timeliness of response.


Survey warfighting and threat SMEs to obtain their assessment of the likelihood of
the gap’s occurring and the operational impact of not filling the gap.


Provide the study sponsor results on the FNA
-
identified gaps and the operational risk
of not filling the gaps.


Step 3: Assess the operational risk of not filling the gap.

Completion of this step ends the FNA. The output of the
FNA is a list of prioritized gaps that require solutions and
the operational risk associated with not filling each gap.

Areas like these will
also be measured in
the AMA.

Gap
Impact
Severity
Likelihood
Priority
for
Filling
2
3.5
3.7
7.2
4
3.2
2.7
5.9
1
2.5
3.3
5.8
3
3.0
2.0
5.0
5
1
0.6
1.6
Illustrative FNA Output

The FNA produces a list of gaps requiring solutions.

Impact

Likelihood

Gap 1

Gap 2

Gap 3

Gap 4

Gap 5

Legend

Operational Risk

Higher frequency,
higher severity
gaps.

Prioritize gaps based on the measure of
operational risk; the sponsor will use the
list to provide guidance for the FSA.

Gap Prioritization

Illustrated method derived from “Small Unit
JCIDS.” Numbers are illustrative only.

Gap prioritization
can be in tiers,
rather than 1 to n.

FSA Practices
(1 of 4)


Provide SMEs with a list of:


FNA
-
identified gaps.


Current/programmed capabilities that may be modified to fill gaps.


Note that one approach may resolve or mitigate multiple gaps, and that one
gap may require a combination of approaches.


Have the SMEs develop solutions that can fill or mitigate the gaps by adopting
the following, in order:


Changes to existing DOTmLPF.


Product improvements to existing materiel or facilities.


Interagency or foreign materiel approaches.


Obtain guidance from the sponsor on the solutions; the sponsor may deem
one or more of the solutions to be infeasible, unacceptable, or unsuitable.


Don’t consider new materiel starts yet!

Step 1: Identify DOTmLPF solutions for overcoming or mitigating FNA
-
identified gaps.

The output of this step is a list of gap
-
filling or mitigating
solutions that don’t require new materiel starts.

The FSA requires a broad
range of SMEs and expertise.

!

Cautions


Think through the entire JCIDS analysis process before beginning the FAA; there are
a number of relationships and data/participant requirements that require early
identification to ensure a smooth analysis.


Do not

conduct JCIDS analysis to justify a preconceived materiel solution.


Use functional tasks as the basis for defining capability gaps; do not define gaps
based on a particular program's specifications.


Make sure SMEs have appropriate competencies.


Be clear on the scope of the JCIDS analysis.


The FAA is the most vital step since it serves as the foundation; take the time to do it
right.


Use authoritative sources for determining current/ programmed capabilities.


Brief, and obtain guidance from the sponsor after identifying gaps and solutions (both
non
-
materiel and materiel).

!

!

DOTMLPF as an Analytical
Tool


Doctrine


Doctrine publications


TTP


Operating procedures


Regulations


Checklists


Policy which governs or guides the way the military conducts business


Organization


Actual organizations needed to conduct an operation or business


The visual representation of those organizations


Organizational characteristics


Opportunities and challenges in utilizing them to perform an operation or
conduct business


Training


training content


all methods of delivering that content to its intended audience which enables
performance and support of the mission


DOTMLPF


Materiel


Traditionally what has been associated with the defense acquisition process


Weapons


Platforms


communication equipment


medical equipment


Transportation


training software


Even though materiel may be used to directly perform a mission, it may also
support another DOTLPF component which supports the mission


especially
facilities and training.

DOTMLPF


Leadership


Management and implementation of change across the DOTMLPF spectrum


Personnel


Primarily to ensure that qualified personnel are there to support a capability


Identification of the knowledge, skills, abilities, and competencies needed to
perform a position, job, or task


Creation of new occupational specialties to support new missions, threats,
and technologies


Revision of those specialties over a period of time


Facilities


Supplies


Engineering support


Much of what is associated with logistics


Think…buildings, roads, runways, and infrastructure and the activities it
takes to build and maintain them to support performance of operations


DOTMLPF

DOTMLPF Analysis


Is there existing doctrine that addresses the issue or relates to the issue? Joint?
Service? Agency?


Are there operating procedures in place that are NOT being followed which contribute
to the issue? Which could, at least in part, correct the issue or lessen its impact?


If no doctrine or procedures are in place which pertain to the issue, does new
doctrine or do new procedures need to be developed and implemented which provide
either a complete or partial solution to the issue?



Where is the problem occurring? What organizations is the problem occurring in?


What is the mission/management focus of those organizations?


Primary and secondary missions


What are the organizational values and priorities?


Is the organization properly staffed and funded to deal with the issue?


Are commanding officers/senior management aware of the issues?


Is the issue already in some type of organizational issue list (CC IPL)?


If so, why isn’t the issue being resolved?


Who exactly is aware of/impacted by the issue?


Troops?


Services?


JTF staff?


DOTMLPF Analysis


Is the issue caused, at least in part, by a complete lack of or inadequate training?


Does training exist which addresses the issue?


Is the training being delivered effectively?


How are training results being measured and monitored?


Is the issue caused by a lack of competency or proficiency on existing systems and
equipment?


Was the issue discovered in an exercise?


Do personnel effected by the issue have access to training?


Is command/management supporting and/or enforcing the training effort?


Is training properly staffed and funded?

DOTMLPF Analysis


Is the issue caused, at least in part, by inadequate systems or equipment?


What current systems are in the Family
-
of
-
Systems where the problem is occurring?


What functionality would a new system provide that currently does
not

exist?


What increases in operational performance are needed to resolve the issue?


Is the issue caused by a lack of competency or proficiency on existing systems and
equipment?


Can increases in performance be achieved without development of a new system?
If so define.


Who would be the primary and secondary users of the proposed systems or
equipment?


DOTMLPF Analysis


Is the issue caused, at least in part, by inability or decreased ability to
cooperate/coordinate/ communicate with external organizations?


Do the senior officers understand the scope of the problem?


Does command have resources at its disposal to correct the issue?


Is leadership being trained on effective change management principles?


Has command properly assessed the level of criticality, threat, urgency, risk, etc. of
the operational results of the issue?


Is senior leadership aware of the drivers and barriers to resolving the issue within
her/his own organization?


Has senior leadership identified interservice/agency cultural drivers and barriers
which hinder issue resolution?


Does the issue effect CC or JTF’s conduct Joint operations?

DOTMLPF Analysis


Is the issue caused, at least in part, by inability or decreased ability
to place qualified and trained personnel in occupational specialties?


If issue resolution is likely to involve new material, systems, or
equipment, are different occupational specialty codes needed to
properly staff new systems?


Primary users


Maintenance personnel


Support personnel


Do new training programs need to be developed for newly recruited
personnel?

DOTMLPF Analysis


Is the issue caused, at least in part, by inadequate infrastructure?


If so, was issue a result of


Aging/wear?


New engineering didn’t meet needs?


Battle damage/threat?


Was issue caused by lack of proper environmental controls?


Issue caused, at least in part, by inadequate


Roads/trails?


Main supply routes?


Force beddown?


Facilities operation and maintenance?


Hardening?


Field fortification support?


Etc?


DOTMLPF Analysis