Why Is Force Management Relevant? • Supports execution of SECARMY USC Title X responsibilities.

• Translates Strategy into Programs ($).

• Manages change across the Army’s total force (Soldiers, civilians and contractors).

• Operates within: • Processes nested within US Congress, OSD and Joint Staff. • Standardized rule sets – defined, communicated and enforced.

• Manages appropriated dollars on behalf of SECARMY.

• Prioritizes resource management. • Simultaneously manages execution, budget and future program years.

• Applies to all components and commands.

Force Management

Capability Development

Force Development

Materiel Development

Force Integration

Invest and Regenerate

BCT Reorganization

Reduce/Restructure

Balance

Focus Area Work Groups

Building the Army

Modernize

Pivot to the Pacific

# IBCTs “+” enablers

Total Army Analysis 17-21

Flash to Bang – 5 years

OF/GF; AC/ RC; CBT/CS/CSS; Mil/Civ

Balance directed reductions in POM 16-20

Squad, Network, GCV

Increased emphasis – PACOM; JBLM/Korea

Budget Uncertainty SCMR, CR, Sequestration

Force Management Challenges

Quadrennial Defense Review Examination of the Defense Strategy

Implement

Force 2025 A different Force

FM is the system of systems by which all Army change is executed and managed

Where does this all begin?

Constitution of the United States of

America

Sec

tion

3013

S

ectio

n 30

32

Sec

tion

3062

106th Congress 1st Session Committee Print No.2

Title 10, United States Code Armed Forces

Prepared for the Use of the

Committee on Armed Services of the

House of Representatives

February

Constitutional / Legal Basis

Title X sets the process;

ARMY ORGANIZATIONAL LIFE CYCLE MODEL

SEPARATION

DEVELOPMENT

SUSTAINMENT

COMMAND, MANAGEMENT

LEADERSHIP and ARTICULATION

DEPLOYMENT RESOURCES: People, Things, Time, Money,

Information & Technology

DISTRIBUTION

TRAINING

ACQUISITION

TITLE 10 USC

FORCE MANAGEMENT

Project a combat force rapidly to any place in the world to satisfy a national requirement.

Allot people &/or equipment to claimant

organizations according to

priorities.

Obtain people, equipment,

money, & facilities.

Impart & instill that discipline,

instruction, drill, &

practice designed to

create military

efficiency or proficiency.

Develop a capable combat force within constrained

resources.

Increase force

capabilities; bring

people &/or equipment to a more advanced

state.

Release / remove people & equipment from military control; dispose of facilities or

real property.

Provide for people, organizations, &

equipment by furnishing

means or funds.

C o n g r e s s

Combatant Commanders

ARSTAF

ASCC

ARSEC

OSD

Joint

JCS

FOA/ DRU

Army Service Component Command (ASCC) Army National Guard (ARNG) Army Secretariat (ARSEC) ARSTAF: Army Staff (ARSTAF) Direct Reporting Unit (DRU) Field Operating Agency (FOA)

Joint Chiefs of Staff (JCS) National Guard Bureau (NGB) Office of the Secretary of Defense (OSD)

White House

5

NGB ARNG

Army Commands

Operating vs. Generating Force

Operating Force

Generating Force

Deploys to and operates in…

Supports OF through Title X Execution

ASCC

AFSBs

…with HQDA G-3/5/7 Approval

Theater

CORPS

XXX

DIV XX

ASCC BCT X

DA delegation of

ADCON to Attached

to

Administrative Control (ADCON)

ADCON enables administration of the Title 10 Functions: Supplying, Equipping, Maintaining, Constructing (equipment): AMC (ACOM) Mobilizing, Demobilizing: IMCOM (DRU) Administering: Dept of Army Recruiting, Organizing, Training: TRADOC (ACOM) Constructing: USACE (DRU) Servicing: MEDCOM (DRU) and HRC (FOA) FORSCOM (ACOM) coordinates all of this in their role as the Service Force Provider as part of the Army Force Generation process.

SMC

Senior Mission Commander (SMC)

DA DA’s Title 10

Responsibilities

3/25ID USARPAC

=25th ID

There are numerous variations to these “rules.” Sometimes ADCON is split into the Administrative and Training, Readiness, and Oversight (or Authority) roles

CORPS

XXX

DIV XX

ASCC BCT X

SMC DA 2/4 ID FORSCOM

=4th ID

STRATEGY/VISION DOCUMENTS TIMELINE

2004 2005 2006 2007 2008 2009 2010 2011 2012 2014

NMS NSS

QDR

NDS NSS

QDR

NMS

The Army Plan (annually) (ASPG, APPG, APGM, ACP)

The Army Posture Statement (annually) News reporter used these manuals to discover key areas and ask why isn’t anything being done in “this area” then we ended up deploying there.

The Army Plan (TAP)

DOTMLPF – The Model

D - Doctrine: the fundamental principles by which the military forces or military elements guide their actions in support of national objectives

O - Organization: how DOD organizes to fight

T - Training: how DOD prepares to fight tactically; this definition ranges from basic training to advanced individual training to unit training

M - Materiel: all the "stuff" necessary to equip DOD forces so those forces can operate effectively. Materiel includes ships, tanks, self-propelled weapons, aircraft, related spares, repair parts, and support equipment, but excludes real property, installations, and utilities

L - Leadership and Education: the professional development leaders need to lead the fight; education ranges from educating squad leaders to educating four-star generals and admirals

P - Personnel: those individuals required in either a military or a civilian capacity to accomplish the assigned mission

F - Facilities: the real property, installations, and industrial facilities that support DOD forces

Problem-solving construct for assessing current and future capabilities, while managing change

DOTMLPF – The Model

D - Doctrine

O – Organization:

T – Training:

M - Materiel

L - Leadership and Education:

P – Personnel:

F – Facilities:

Scenario: Plan for retirement from the military or from the civil service. The only required decisions are that you must move from your current location and that

you will have a new job.

DA Force Developers

(G3/5/7 & G8)

“Organizational” change…

TRADOC’s Capability** Developers

(ARCIC)

** Note: “Capability development” was known as “combat development” prior to 2007.

Joint Capabilities Integration and Development System (JCIDS) is a capabilities-based approach (DOTMLPF analysis) to identify current and future capability gaps in joint force ability to carry out joint warfighting missions and functions.

JCIDS: Joint Staff J8 & J7 (Joint Experimentation, Transformation, and Concepts Division (JETCD))

(Concepts: previously JFCOM J9 & J7)

Capability Development is the process of determining doctrinal, training, organization and materiel requirements (i.e., “DOTMLPF” analysis) and translating organizational requirements into organizational models.

Force Development is the process of prioritizing Army DOTMLPF requirements and translating them into programs and structure (organizations) within allocated resources to accomplish Army missions and functions. It is the rationale and underlying basis for defining the Army’s force structure.

Joint Capabilities Integration and Development System

JCIDS

A joint capability-based approach to identify current and future capability gaps in joint force ability to carry out warfighting missions and functions.

Joint-Level Capability Development

Overarching Policy NSS / NDS / NMS /

Army Operating Concept (AOC)

Operation design and effects Army Functional Concepts (AFC) (Mission Cmd, Protection,

Maneuver, Intel, Fires, Sustainment)

Functional capabilities

Required Capabilities / Capability Gaps (Unit Protection, Distribution, Space Ops, EW, Avn, Electro-Mag Spectrum

Ops, Global Missile Def, Network Transport & Svcs, ISR)

Tasks, conditions, and standards

Army Capstone Concept (ACC) “Operational Adaptability”

Operating under conditions of uncertainty and complexity in an era of persistent conflict 2016-2028

OPERATIONAL CONTEXT

SUPPORT

Army Concept Strategy

Generated by schools, centers and the Field

Army

ACIDS

Joint Capability Areas

Battlespace Awareness, Force Application, Protection, Focused Logistics, Jnt C2, Net-Centric Environment,

Training, Force Management, Corporate Mgmt & Spt

Joint Concepts Including:

- 4 Joint Activities - 3 Joint Concepts

- 6 Joint Operating Concepts (JOC) - 16 Joint Integrating Concepts (JIC)

Capstone Concept for Joint Operations (CCJO) -

Capstone Concept for Joint Operations (CCJO) 10 Sep 2012

Unifying framework of how to operate 8 – 20 years in the future

Family of Joint Operational Concepts (JOpsC)

Functional Area Analysis (FAA) Strategy to Concepts to Tasks

National Military Strategy (NMS)

• Mission Command

• Intelligence

• Fires

• Movement & Maneuver

• Protection

• Sustainment

TAP Part 1

RCs with associated tasks, conditions, standards; High

Priority Gaps

CoE Integrated Capabilities Development Teams (ICDTs) Generate, Document, Manage Capabilities-based Requirements

Capstone Concept for

Joint Operations (CCJO)

Army Capabilities Integration and Development System - 2014

DOTL P F P M

ICD

DAS MDD

I N S I G H T S

High Risk / Priority Capability Gaps to DOTMLPF-P Requirements

AROC or JROC Validated

Functional Solution Analysis (FSA)

Experimentation and S&T efforts / feedback are continuous

JWEs

Experimentation (Learning)

Testing

Mod / Sim

Analysis

Live

ARCIC Campaign Plan

AEP • Concept Development

Path

• Prototype Path

JCTDs

TDs

Army S&T

6.1 / 6.2 / 6.3

TRLs ATOs

Tasks to High Risk Capability Gaps Functional Needs Analysis (FNA)

TECDs

Analysis of Alternative (AoA)

Functional Needs Analysis

(FNA)

Identify / prioritize tasks required to accomplish conceptual vision of the warfight.

Capabilities Production

Document (CPD)

Capabilities Development

Document (CDD)

Initial Capabilities Document

(ICD)

Directed Requirement

Functional Solutions Analysis

(FSA)

Functional Area Analysis (FAA)

Future Warfighting Concept

Capability (requirements) Documents

Linking JCIDS to the DAS

Identify / prioritize “capability gaps”

associated with that warfighting concept.

Identify / explore potential solution sets considering DOTMLPF-P alternatives

Capabilities-Based Assessment (CBA)

A Technology

Maturation & Risk Reduction

FOC B

Engineering & Manufacturing Development

Post-CDR Assessment

Program Initiation

Materiel Solution Analysis

Materiel Development

Decision

IOC

Production & Deployment

C

LRIP/IOT&E

FRP Decision Review

Competitive Prototyping PDR

Operations & Support

Sustainment Disposal CDR

• Training and Doctrine Command (TRADOC)

– TRADOC Analysis Center (TRAC)

• Combined Arms Center (CAC)

• Army Capabilities Integration Center (ARCIC)

– Brigade Modernization Command (BMC)

• Centers of Excellence (CoE) – Capability Development and Integration

Directorate (CDID) – TRADOC Capability Manager (TCM) – Integrated Capabilities Development Team (ICDT)

CD Key Players

Capabilities Development (CD)

Who solves the capability gap? JCIDS

TOE

D

T

P

L

F

O

M ICD

FDU

AROC Vetted VCSA Approved

URS

TRADOC/CAC/ATCS

ARSTAF/ G-4/G-8 ARCIC USAFMSA

TRADOC/CAC/USATC

ARSTAF/ARCIC USAFMSA/ASA(ALT)AMC/PEO/G-4/G-6

TRADOC/CAC/ATCS

G-1/HRC/ Recruiting ROTC/USATC

ACSIM / IMCOM

Army Capabilities Integration Center (ARCIC)

Army Training Centers and Schools (ATSC)

Basis Of Issue Plan (BOIP) Combined Arms Center (CAC)

Force Design Update (FDU) Human Resources Command (HRC) Initial Capabilities Document (ICD) Joint Capabilities Integration and Development System (JCIDS) Program Executive Office (PEO) Table of Organization & Equipment (TOE) Unit Reference Sheet (URS) US Army Force Management Support Agency (USAFMSA) United States Army Training Center (USATC)

I N S I G H T S

BOIP CDD

P

Capability Development Document (CDD) Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel, Facilities & Policy (DOTMLPF-P)

• Recommended Authorized Quantities • Recommendation to Resource • Organizational Assessments • Alternatives • Combatant Cdr’s IPLs

• Organizational Requirements • FMS / AE2S • Equipment Distribution • TAA • PBG / MDEP • ACOMs / ASCCs / DRUs • Combatant Cdr’s IPLs

Apply Rules / Standards / Guidance to Develop Organization Models

Determine / Verify Affordability,

Supportability, Executability

INPUT:

USAFMSA USASOC

• URS • BOIPFD/BOIP (Existing) • MOS Smart Book • SB 700-20 (Supply Bulletin) • AR 71 - 32 (FD & Doc.) • FM Bulletin Board • ONN Rules

OI TEAM

Organizational Requirements

Recommended Authorized Quantities

INPUT:

Current Force Structure

Capability Gaps

Capabilities Based Assessment

(CBA)

OUTPUT:

PHASE 1 PHASE 4

PLAYERS PLAYERS PLAYERS

Apply Doctrine (or other Baseline) to Develop Organization Designs

INPUT:

OUTPUT:

FDU

Required Capabilities DOTMLPF

PLAYERS

PHASE 2

DESIGN ORGANIZATIONS

DEVELOP ORGANIZATIONAL

MODELS

DETERMINE ORGANIZATIONAL AUTHORIZATIONS

G-37, FM USAFMSA

Review, Approve & Document Authorized

Quantities

INPUT:

FMS

UIC Specific Authorizations

Document

PHASE 5

PLAYERS

DOCUMENT ORGANIZATIONAL AUTHORIZATIONS

REQUIRED CAPABILITIES Doctrine - DLMP

Organizations – FDU Training - TEDP/TRAS Materiel – DAS Leadership & Education Personnel Facilities

DEVELOP CAPABILITIES

PHASE 3

INPUT:

OUTPUT: OUTPUT: OUTPUT:

CCP / CDD BOIP/TOE

URS / CDD

DA

Approval ARSTRUC

DA

Approval

DA

Approval

DA

Approval PERSACS LOGSACS

Approved Design

TAADS: The Army Authorization Documents System TOE: Table of Organization & Equipment TRAS: Training Requirements Analysis System UIC: Unit Identification Code URS: Unit Reference Sheet USAFMSA: United States Army Force Management Support Agency USASOC: United States Army Special Operations Command

ACOM: Army Command ARSTRUC: Army Structure Memorandum ASCC: Army Service Component Command AE2S: Army Equipping Enterprise System BOIP: Basis of Issue Plan BOIPFD: BOIP Feeder Data CCP: Concept Capability Plan CDD: Capabilities Development Doc CoE: Center of Excellence

DAS: Defense Acquisition Management System DLMP: Doctrine and Literature Master Plan DRU: Direct Reporting Unit FDU: Force Design Update FMS: Force Management System G-37, FM: Force Management IPL: Integrated Priority List LOGSACS: Logistics SACS

MDEP: Management Decision Package OI: Organizational Integrator ONN: Operational Network Nodes PBG: Program Budget Guidance PERSACS: Personnel SACS SACS: Structure & Composition System SAT: Systems Approach to Training TAA: Total Army Analysis

Combatant Commanders ACOMs, ASCCs, DRUs

Battle Labs / CoE School / Proponents

Force Design Directorate Human Resources CMD

Capabilities / Materiel Devs Proponent Schools

ACOMs / ASCCs / DRUs

Good Idea !

Doctrinally Correct !

TOE ! Resourcing

(TAA) ! MTOE !

Organizational Design & Development in the Force Design Process

What is my mission?

What can I have?

What must I have?

Generate Capabilities from

DOTMLPF

Capabilities-Based Assessment (CBA)

Potential DOTMLPF-P (non-materiel and materiel) solution approach recommendations (COAs) to identified capability gaps or

recommendation to pursue a materiel solution.

Output

What should we do about it?

FNA How good are we at doing it?

The problems and the risks

RCs vs. current and programmed capabilities = capability gaps and prioritized risks.

What are the RCs for the mission? FAA

Mission Area or Military Problem;

RCs (with associated tasks, conditions, standards) using DOD’s common lexicon for describing capabilities (JCAs).

Existing Guidance

Joint Staff approved Joint Concept or AFC (Focus outside FYDP)

Operational Commander Mission CONOPS (Focus inside FYDP)

Input

FSA DOTMLPF-P

Analysis

Army Functional Concept (AFC)

Courses of Action (COA)

Concept of Operations (CONOP)

Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities, and Policy (DOTMLPF-P)

Functional Area Analysis (FAA)

Functional Need Analysis (FNA)

Functional Solution Analysis (FSA)

Futures Year Defense Program (FYDP)

Joint Capability Areas (JCA)

RCs: Required Capabilities

Force Development Process

Page 2 AR 71-32, 1 July 2013

• Recommended Authorized Quantities • Recommendation to Resource • Organizational Assessments • Alternatives • Combatant Cdr’s IPLs

• Organizational Requirements • FMS / AE2S • Equipment Distribution • TAA • PBG / MDEP • ACOMs / ASCCs / DRUs • Combatant Cdr’s IPLs

Apply Rules / Standards / Guidance to Develop Organization Models

Determine / Verify Affordability,

Supportability, Executability

INPUT:

USAFMSA USASOC

• URS • BOIPFD/BOIP (Existing) • MOS Smart Book • SB 700-20 (Supply Bulletin) • AR 71 - 32 (FD & Doc.) • FM Bulletin Board • ONN Rules

OI TEAM

Organizational Requirements

Recommended Authorized Quantities

INPUT:

Current Force Structure

Capability Gaps

Capabilities Based Assessment

(CBA)

OUTPUT:

PHASE 1 PHASE 4

PLAYERS PLAYERS PLAYERS

Apply Doctrine (or other Baseline) to Develop Organization Designs

INPUT:

OUTPUT:

FDU

Required Capabilities DOTMLPF

PLAYERS

PHASE 2

DESIGN ORGANIZATIONS

DEVELOP ORGANIZATIONAL

MODELS

DETERMINE ORGANIZATIONAL AUTHORIZATIONS

G-37, FM USAFMSA

Review, Approve & Document Authorized Quantities

INPUT:

TAADS

UIC Specific Authorizations

Document

PHASE 5

PLAYERS

DOCUMENT ORGANIZATIONAL AUTHORIZATIONS

Generate Capabilities from

DOTMLPF

REQUIRED CAPABILITIES Doctrine - DLMP

Organizations – FDU Training - TEDP/TRAS Materiel – DAS Leadership & Education Personnel Facilities

DEVELOP CAPABILITIES

PHASE 3

INPUT:

OUTPUT: OUTPUT: OUTPUT:

CCP / CDD BOIP/TOE

URS / CDD

DA

Approval ARSTRUC

DA

Approval

DA

Approval

DA

Approval PERSACS LOGSACS

Approved Design

The Army Authorization Documents System (TAADS) Table of Organization & Equipment (TOE) Unit Identification Code (UIC) Unit Reference Sheet (URS) United States Army Force Management Support Agency (USAFMSA)

Army Command (ACOM) Army Structure Memorandum (ARSTRUC) Army Service Component Command (ASCC) Basis of Issue Plan (BOIP) BOIP Feeder Data (BOIPFD) Concept Capability Plan (CCP) Capabilities Development Doc (CDD)

Direct Reporting Unit (DRU) Force Design Update (FDU) Force Management System (FMS) Force Management (G-37, FM)

Program Budget Guidance (PBG) Personnel SACS (PERSACS) Structure & Composition System (SACS) Systems Approach to Training (SAT) Total Army Analysis (TAA)

Combatant Commanders ACOMs, ASCCs, DRUs

Battle Labs / CoE School / Proponents

Force Design Directorate Human Resources CMD

Capabilities / Materiel Devs Proponent Schools

ACOMs / ASCCs / DRUs

F103 (Review): 5 Phases of Force Development Process

22

What is my Mission?

What Must I Have?

What Can I have?

Develop Organizational

Models

Design Organizations

CIDS

CDD

URS

BOIP

FDU TOE

D

T

P

L

F

O

M

Basis Of Issue Plan (BOIP) Capability Development Document (CDD) Capabilities Integration and Development System (CIDS) Consolidated TOE Update (CTU) Force Design Update (FDU) Table of Organization & Equipment (TOE) Unit Reference Sheet (URS)

23

F103 (Review) Organizational Design and Development

URS starts it; and then BOIP = issue plan. This is fielding not equipping! You parts, mechanics, training areas, etc with FIELDING

Determine Strategic & Operational

Requirements

Acquire, Train, &

Distribute Personnel

Acquire & Distribute Materiel

Develop Capabilities

(DOTMLPF-P)

COMBAT READY UNITS

Document Organizational Authorizations Design

Organizations

Materiel Acquisition Management Process

Determine Authorizations

Combatant Commander

A R F O R G E N

Develop Organizational

Models PPBE

(POM Development)

PBG

• Planning • Programming

• Budgeting

Determine Authorizations

The Army Plan (TAP)

RDA Plan

Army MOD Strategy

Total Army Analysis (TAA)

POM FORCE

(formulation, justification & execution)

CPA

F103 Army Force Management Model

Chairman’s Program Assessment (CPA) Doctrine, Organizations, Training, Materiel, Leadership & Education, Personnel, Facilities & Policy (DOTMLPF-P) Modernization (MOD) Planning, Programming, Budgeting and Execution (PPBE) Program Objective Memorandum (POM) Research, Development and Acquisition (RDA) Program Budget Guidance (PBG)

TAA every 2 years. It recognizes the program objective memo (POM). POM will identify how much money goes to manning, procurement, etc… very detailed. We continue to do POMs because congress hasn’t given us a budget. Budgeting + Title X = PBG will result in Program Budget Memo.

POM FORCE

TAA

F 103 Total Army Analysis Objectives

TAA does “this for us”

JUSTIFY

ALIGNED

FYDP/PPBE FYDP/PPBE FYDP/PPBE FYDP/PPBE FYDP/P

PBE

CON

TIN

UIT

Y

F103: TAA’s Principal Products

• The Army’s Total Force structure requirements (homeland defense, ASOS, executive agency requirements [DOD], scenario/ISC, theater, mobilization/demobilization, Generating Force, etc.) ̶ a full range of missions.

• The definition of required support forces (CS and CSS at echelons above brigade [EAB]).

• It determines the force resourced against requirements and budgetary constraints.

• The Army Structure memorandum (ARSTRUC).

• It is the basis for the Army’s POM submission.

Multiple Scenarios Unified Land Operations All Three Components Lessons Learned Current Operational Demands

PHASE II : Resourcing and Approval

PHASE I : Capability Demand Analysis

SLDA Approval

Guidance

National Military Strategy Defense Planning and Programming

Guidance QDR/Scenarios and Vignettes Resource Constraints Execution Orders Training & Doctrine Force Design Input Resource Management Directives (RMDs)

Quantitative Analysis

Modeling Directed Force Rotational Analysis Lessons Learned COCOM Requirements

Directed Force Demands

Recommended Force Shape

Resourced Force

Unfeasible POM Force Structure (Not Programmed)

F103: Total Army Analysis “End-to-End” Process

Qualitative Analysis

Match demands to structure. Rebalance capabilities across components

(AC/ARNG/USAR). Influenced by QDR. Informed by Senior Leader Guidance. “Human in the loop.”

Builds the Army’s Program Objective Memorandum Force (used to build the budget)

Approved by Secretary of The Army and Chief of Staff

DEMA

ND

TIME JICM - - FORGE - - MARATHON

Assess force supportability based on resources: • Manning • Equipping • Sustaining • Training • Stationing Prioritize & adjust, as required.

Capabilities Based Assessment

Multiple Scenarios Unified Land Operations All Three Components Lessons Learned Current Operational Demands

PHASE II : Resourcing and Approval

PHASE I : Capability Demand Analysis

SLDA Approval

Guidance

National Military Strategy Defense Planning and Programming

Guidance QDR/Scenarios and Vignettes Resource Constraints Execution Orders Training & Doctrine Force Design Input Resource Management Directives (RMDs)

Quantitative Analysis

Modeling Directed Force Rotational Analysis Lessons Learned COCOM Requirements

Directed Force Demands

Recommended Force Shape

Resourced Force

Unfeasible POM Force Structure (Not Programmed)

F103: Total Army Analysis “End-to-End” Process

Qualitative Analysis

Match demands to structure. Rebalance capabilities across components

(AC/ARNG/USAR). Influenced by QDR. Informed by Senior Leader Guidance. “Human in the loop.”

Builds the Army’s Program Objective Memorandum Force (used to build the budget)

Approved by Secretary of The Army and Chief of Staff

DEMA

ND

TIME JICM - - FORGE - - MARATHON

Assess force supportability based on resources: • Manning • Equipping • Sustaining • Training • Stationing Prioritize & adjust, as required.

Capabilities Based Assessment

This all happens at same time; some programs may not need certain steps.

• TAA determines the mix of organizations that comprise a balanced and affordable force

structure.

• The TAA process is evolving.

• The Army Plan (TAP) is the principal Army Guidance for TAA.

• Total Army Involvement - TAA resources MTOE & TDA Army - All Components (Active, ARNG,

USAR), commands, schools, etc.

• TAA’s three principal products are: the Army’s total requirements, the definition of required

support forces, and the basis for the Army’s POM submission.

• The two phases (Requirements Determination and Resourcing Determination) include:

– Quantitative Analysis - Based on JPPG – that produces CBT/CS/CSS doctrinal structure

requirements to support the combat forces and other services.

– Qualitative Analysis - Examines ARSTAF, commands, & combatant commander’s concerns.

• Allocation rules represent a quantitative statement of each type of CBT/CS/CSS unit’s capability.

It is a machine-readable statement used by CAA in modeling.

• Culminates in Senior Leaders of the Department of the Army’s decision on force structure

authorizations for next program objective memorandum (POM).

• ARSTRUC announces the TAA decisions.

F103: Total Army Analysis Summary

The Materiel Developer’s “Job”: The APB (acquisition program baseline) (cost, performance, schedule & the “pick 2” dilemma)

Ideally… What do “we” want when we buy a tool?

“Cheap”

30

“Fast”

“Good” (does what it’s supposed to)

31

F104: Developing Materiel Capabilities (Acquisition)

PPBES (Planning, Programming, Budget & Execution

System)

“Cost”

(“Fiscal” Developments)

DAS (Defense Acquisition System)

“Schedule” When do we need to be

able to deter ….xxx..

(Capability Developments) (Requirements)

JCIDS (Joint Capabilities Integration &

Development System)

“Performance” How well are we doing it?

QDR

DOD’s Three Primary Decision Support Systems

“Today’s troubled political economy is elevating the relevance of cost and reality of financial risk… Our aim should be a versatile, responsive, and decisive Joint Force that is also affordable.”

Chairman’s Strategic Direction to the Joint Force

“Army officials emphasized that the service only wants systems that are mature or at the prototype stage and that have been tested in a relevant environment.”

defensesystems.com

“Successfully equipping Soldiers and units in an era of sustained conflict requires the Army to be agile in its equipping processes.

2012 Army Equipping Strategy

(Materiel Developments)

Do these all fit into the QDR? The QDR asks the questions for next 7-10yrs and all these answer the question. QDR is azimuth check to verify we are on path.

• Capability Development Document (CDD) • Capability Production Document (CPD) • Full Operational Capability (FOC) • Full Rate Production (FRP)

Defense Acquisition System – 2014 Interim DoDI 5000.02, 26 November 2013

There are 5 phases. There are 3 milestone decisions: A, B, and C. “Mandatory” entry is at the materiel development decision (MDD). There are two in-phase decisions: a development RFP release

decision and a full-rate production/full deployment decision.

Materiel Solution Analysis

Technology Maturation & Risk

Reduction

Engineering & Manufacturing Development

Operations & Support

Production & Deployment

Materiel Development

Decision (MDD)

B C A

CDD Validation

Development RFP Release

FRP Decision

Hardware Intensive Program Model 1

ICD draft CDD CDD CPD

IOC FOC

• Initial Operational Capability (IOC) • Initial Capabilities Document (ICD) • Request for Proposal (RFP)

Sustainment Systems Acquisition Pre-Systems Acquisition

Repair: Field / Sustainment Replacement Recapitalization

Inspection / Repair Restores to “10/20”

Reverses Damage

Damaged Vehicles Zero Time / Zero Miles (Depot Rebuild Tasks)

Stressed Vehicles Zero Time / Zero Miles (Depot

Rebuild Tasks)

Same Model Buys back readiness

Same Model / New Life New Model / New Life

Battle Losses New Platform

Zero Time / Zero Mile

New Model / New Life Desired Capabilities

Opns & Maint: $7.9B

Procurement: $3B

2010

Army Reset $10.9B

33

Examine System Modifications / Upgrades First M1A2: 2½ yr old fleet

Technology Insertion No change in performance

envelope

Technology Insertion enhances performance

envelope

Enhanced capabilities

Technology Insertion where sensible

* sustainment only

Could include one or more of the following:

engineering change proposals (ECP) modification work order (MWOs)

System Enhancement Program (SEP) block modifications / multi-system modifications

Service Life Extension Program (SLEP) Product Improvement Program (PIP)

preplanned product improvement (P3I) non-developmental item (NDI)

technology transition horizontal technology integration (HTI)

joint concept technology demonstrations (JCTD) advanced concept technology demos (ACTDs) continuous technology refreshment (CTR) spares procurement strategy

Bottom Line: Restores equipment capability to desired level

PM3

AAE ASAALT ASARC

PEOs (AqCorps & AMC)

ARCIC AROC AR2B

AAE ASA (ALT)

Military Deputy

Day-to-day Acq Corps oversight

• AMC DCG A&T

G-6

Army C4RSI & networks

DCS, G-4

Advise & assist on sustainability

Army Capabilities and Integration Center (ARCIC) Presents identified capability gaps / recommended solutions to HQDA

Army Requirements Oversight Council (AROC) VCSA chaired (wields CSA’s delegated approval authority for Force Mgnt) Assesses / validates / prioritizes JCIDS documents before JS considers

Army Requirements & Resourcing Board (AR2B) G3/G8/ASA,FMC forum for presenting critical operational needs (ONS) to the Army’s senior leadership for rapid decision making on accelerated fielding solutions.

ARMY REQUIREMENTS “APPROVERS”

ASARC: Army Systems Acquisition Review Council is the Army’s highest advisory council in acquisition system management

Reviews ACAT ID, IAM, ACAT IC, IAC and II programs

Members include: AAE (ASAALT), VCSA, DUSA, T&E, ASAFMC, ASAIE, ASAMRA, AMC, TRADOC, G1, G2,G3/5/7, G4, G6, G8

Army Program Executive Officers (2014) PEO, Aviation PEO, Missiles and Space PEO, Intelligence, Electronic Warfare, and Sensors PEO, Ground Combat Systems PEO, Enterprise Information Systems PEO, Combat Support and Combat Service Support PEO, Command, Control, and Communications, Tactical PEO, Ammunition PEO, Soldier PEO, Simulation, Training, and Instrumentation PEO, Assembled Chemical Weapons Alternatives Program JPEO, Chemical and Biological Defense

PEO: Military or civilian official directing several acquisition programs.

(or SES equiv)

Who are the Army MatDev “players”?

Program / Project / Product Manager (PMs)

(GO / COL / LTC // Civilian)

PROGRAM: FCS

(or SES equiv)

PRODUCTs: JLTV, LTV, MTV, HTV

or

(“BN” Cdrs)

PROJECT: Tactical Vehicles

or

(“BDE” Cdr)

Total Force Policy Defines RC as an Operational Force. Changes to TAA; there is an integrated mix of AC/RC forces. Integrated AC/RC personnel management.

Training Fundamentals Readiness Mitigation Strategies

Manning Equipping

Training Fiscal Impacts FEB 13 – Army G4 issues memo waiving 10/20 maintenance standards. Reaction to fiscal uncertainty. Directs units to maintain systems and equipment at FMC + Safety level. Currently rescinded.

Sustaining Rapid Expeditionary Deployment - Initiative (REDI) Established in 2011 by the Army Power Projection Program (AP3). SecArmy initiative to “re-instill” a deployment mindset.

Documentation & Readiness Reporting How should the Army document capabilities, report readiness and integrate materiel in the new fiscal era?

Equipping units to a standard readiness level is unfeasible in the future environment. Army goals:

Clear guidance on documented capabilities. Mitigate risks of capability shortfalls. Transparency with unit level status reports.

DEC 2012 – Added “Deploy” task back into unit METLs (removed in 2011). JAN 13 – Established standards for unit EDRE/SEDRE training.

ARCIC works for TRADOC; because TRADOC ensures training is there, doctrine matches

Oct FISCAL YEAR Sep

STRENGTH

TTHS

TTHS

Operating Strength Deviation (OS - FSA = OSD)

Total Strength End Strength (+1.0% / - .5%)

Operating Strength

Force Structure Allowance

Manning Spectrum

TTHS not available to overall force (in school)

F105 Manning the Army DA G-1 Role

Supervise the manning of the Army Publish the Army Manning Guidance Generate Personnel Management Authorization Document (PMAD) / Updated Authorization Document (UAD)

Army Manning Guidance

PMAD HRC

DETAIL FOR NEAR_TERM

DISTRIBUTION

ARMY PRIORITIES

DECISIONS: • ACCESSIONS •TRAINING •FORCE ALIGNMENT •PROMOTIONS •DISTRIBUTION

(Annually)

The Force Management System

(FMS)

UAD

AUTHORIZATIONS

(Army G-3)

(Army G-1) (Army G-1) (Army G-1)

(Army G-3)

(Periodically, as needed)

FORCE STRUCTURE

Structure and Manpower

Allocation System (SAMAS)

Faces to Spaces

Purpose of Army Equipment Modernization and Equipping Guidance Documents

Army Decisions

on Readiness and Force Generation

Army Senior Leader

Guidance

ARMY BUDGET

ESTIMATE

ARMY POSTURE

STATEMENT

The Army Plan (TAP)

Section I

Strategy

Army Strategic

Planning Guidance DCS G-3/5/7

Section II

Priorities

Army Planning

Priorities Guidance DCS G-3/5/7

Section III

Programmin

g

Army Program

Guidance Memorandum

DCS G-8

Section IV Army Campaign Plan DCS G-3/5/7

National Strategy & Guidance

•Primarily for requirements, acquisition and resourcing communities. •Macro view of investment and desired capabilities. •Revisions are event driven.

•Primarily for Congress and OSD engagements. •More system specific. •Published annually. •2015 version in draft, titled “Army Equipment Program in support of President’s Budget 2015.”

•Primarily for Army components, commands, and units. •Synchronizes Army resources and commanders’ expectations. •Revisions based on significant ARFORGEN changes.

Three Lines of Effort

Equip units for their Missions • Prioritize, 2013 through 2014, units deploying to Afghanistan, the Global Response Force, forward deployed units, and low density/high demand units. • Transition, 2014 through 2016, to the Future Force Generation Model supporting regionally aligned and mission tailored forces.

• Meet the critical dual use equipment needs and equip organizations that train Soldiers.

Increase Readiness by Redistributing Equipment • Implement Lead Materiel Integrator through the use of the Decision Support Tool.

• Be innovative with retrograde; aggressively cross-level at the lowest levels to increase readiness.

• Increase transparency of reserve equipment payback and fieldings.

Save Money • Minimize transportation costs.

• Ensure 100% visibility and accountability and divest to reduce excess.

• Establish accurate authorization documents.

2013-2016 Army Equipping Guidance

Fielding vs. Equipping What’s the difference?

Required Capabilities

Cbt Cdrs or Service

Requirements

Soldier Needs

Initial Capabilities Document

Capability Production Document

Capability Development

Document

T0 T+years MS A MS B MS C

Fielded System

CONCEPT REFINEMENT TECHNOLOGY

DEVELOPMENT SYSTEM DEVELOPMENT

& DEMONSTRATION PRODUCTION & DEPLOYMENT

Fielding: A complete and detailed DOTMLPF approach focused on a general solution for the entire Army.

40

Potential Capability Solution

Soldier Needs

Operational Needs

Statement (ONS) or

REF 10-Line

T0 T+180days

Required Capabilities

Cbt Cdrs or Service

Requirements

T+30days T+60days T+90days

Inform Acquisition Process

Discard

Employ Capability REF

Equipping: A timely and evolvable rapid solution meeting or exceeding minimum DOTMLPF issues focused on a specific unit’s or theater’s needs.

Future Force Generation Model

RESET Train / Ready Available

Deployed RESET

• High demand operational requirements with low density inventory • Theater committed non-rotational units • Sustained mission readiness

Rotational Force Pool (RFP)

Mission Force Pool (MFP)

• Mission Force Pool Examples: ‒ 1/ 2 ID in Korea (AC) ‒ 189 TC (RC) ‒ 20 SUPCOM

• Rotational Force Pool Examples: ‒ BCTs and enablers apportioned against CONPLANS ‒ OEF units ‒ KFOR

• Readiness achieved based on available training days • Units move into Rotational or Mission Force Pool based on COCOM demand • Available year sources short notice requirements, i.e. DOD support to DHS

• Rotational Force Pool Examples: ‒ 11 ACR at NTC (AC) ‒ 2/1 AD (Test and Evaluation) (AC) ‒ DIV HQs (ARNG)

1. Provides capability per the 2012 Defense Planning Guidance (DPG) to:

Defend the homeland. Provide support to civil authorities. Counter terrorism and irregular

warfare. Deter aggression. Surge to defeat aggression. Provide a stabilizing presence. Conduct stability and

counterinsurgency operations. Conduct humanitarian, disaster relief,

and other operations. Cyber. Space. Counter weapons of mass

destruction.

2. Flexibility/adaptability to support current operations and unexpected contingencies.

3. Predictability for manning,

equipping, training and resourcing.

Available

RESET Available Train / Ready

Rotational Requirements

Emergent Requirements

• Operational requirements where sufficient inventory exists to rotate forces • Progressive readiness

Operational Sustainment Force Pool (OSFP)

FUTURE ARMY FORCE GENERATION

FRAGO 1 to FY 13-15 Active Component Manning Guidance

CATEGORIES Min-Max Manning

DIRECTED FILL UNITS 100%

ROTATIONAL FORCES

ARFORGEN FORCES

With LAD 95%, minimum determined by Senior Commander Without LAD

NON-ROTATIONAL FORCES URGENT FORCES 90% - 100%

ESSENTIAL FORCES 80% - 90%

IMPORTANT FORCES 70% - 80%

Way Ahead

Leader development remains a top priority.

New Manning Guidance published 12 March 14; establishes new manning levels.

Increased role of senior commanders beginning 1 June 14.

5 Priorities: • Leader Development • OEF • Korea • GRF • ACF Emerging Priorities: • Cyber Force • Positions of Trust

5 key areas (categories)