Full Spectrum Analysis

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Full Spectrum Analysis
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Full Spectrum Analysis
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DOTMLPF
Consider any basic human activity. Walking
involves the circulatory system, the nervous
system, the respiratory system, the skeletal
system, and the muscular system. Eating involves
the digestive system AND the nervous system. Both
systems work together to deliver that
capability. In the same way, putting a bomb on
target requires a lot more than a properly
designed material system.
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DOTMLPF
To draw proper conclusions and take a necessary
course of action to solve a problem or deal with
a situation, you must have all the pertinent
facts. The degree to which you have not collected
all of the pertinent facts is directly
proportional to how valid and correct (or invalid
and incorrect) your conclusions are and your case
or proposed solution will be. Solving
operational issues and deficiencies in the
Department of Defense is no exception. DOTMLPF
can be an effective tool in investigating and
gathering all the pertinent data you need to draw
conclusions needed to formulate a complete,
relevant, and correct set of requirements for
solving operational issues and deficiencies. It
can help you gain the proper aspect, perspective
and gain the analytical vantage point needed to
clearly see the true nature of a problem.
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DOTMLPF

• DOTMLPF is like a big filing cabinet.
• Look at issues, operations, or business areas
• breaking apart into more discrete, manageable
  sets of tasks and deliverables.
• Each component of DOTMLPF is like one of seven
  drawers in which to place different kinds of
  products and services the DOD needs to conduct
  business.
• Contents of each drawer are the problems, issues,
  and technological, management, implementation
  opportunities associated with that category

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DOTMLPF
3180 the TCP

• If M equipment (including hardware and
  software) physical materials, and other tangible
  products used in the delivery of a capability,
  and
• solutions the reliable and dependable
  delivery of capability to achieve operational
  objectives, and
• Solutions gt m
• Consider the following equation

D O T5 M L P2 F solution
This means that the FCBs should be looking for a
DOTMLPF Transformation Package for almost every
program. (The exception could be self-installing
vehicles tires, peanut butter snacks, and
buttons.)
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DOTMLPF Analysis

• Is there existing doctrine that addresses the
  operational deficiency or relates to the
  operational deficiency? Joint? Service? Agency?
• Are there operating procedures in place that are
  NOT being followed which contribute to the
  operational deficiency? Which could, at least in
  part, correct the operational deficiency or
  lessen its impact?
• If no doctrine or procedures are in place which
  pertain to the operational deficiency, does new
  doctrine or do new procedures need to be
  developed and implemented which provide either a
  complete or partial solution to the operational
  deficiency?

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DOTMLPF Analysis

• 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 operational deficiency and/or
  its underlying causes?
• Are commanding officers/senior management aware
  of the operational deficiency?
• Is the operational deficiency already in some
  type of organizational issue list (CC IPL)?
• If so, why isnt the operational deficiency being
  resolved?
• Who exactly is aware of/impacted by the
  operational deficiency?
• Could the mission need or problem be solved or
  improved by reorganization or organizational
  restructuring?

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DOTMLPF Analysis

• Is the operational deficiency caused, at least in
  part, by a complete lack of or inadequate
  training?
• Does training exist which addresses the
  operational deficiency?
• Is the training being delivered effectively?
• How are training results being measured and
  monitored?
• Is the operational deficiency caused by a lack of
  competency or proficiency on existing systems and
  equipment?
• Was the operational deficiency discovered in an
  exercise?
• Do personnel effected by the operational
  deficiency have access to training?
• Is command/management supporting and/or enforcing
  the training effort?
• Is training properly staffed and funded?

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DOTMLPF Analysis

• Is the operational deficiency 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 operational deficiency?
• Is the operational deficiency 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?

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DOTMLPF Analysis

• Is the operational deficiency caused, at least in
  part, by inability or decreased ability to
  cooperate/coordinate/ communicate with external
  organizations?
• Do senior officers understand the scope of the
  problem?
• Does command have resources at its disposal to
  correct the operational deficiency?
• Is leadership being trained on effective change
  management principles?
• Has command properly assessed level of
  criticality, threat, urgency, risk, etc. of the
  operational results of the operational
  deficiency?
• Is senior leadership aware of the drivers and
  barriers to resolving the operational deficiency
  within her/his own organization?
• Has senior leadership identified
  interservice/agency cultural drivers and barriers
  which hinder operational deficiency resolution?
• Does the operational deficiency effect CC or
  JTFs conduct Joint operations?

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DOTMLPF Analysis

• Is the operational deficiency caused, at least in
  part, by inability or decreased ability to place
  qualified and trained personnel in occupational
  specialties?
• If materiel or equipment was involved, were
  personnel tested and certified on their aptitude
  for operating all equipment used in executing the
  mission?
• If solution requires new material, systems, or
  equipment - are different occupational specialty
  codes or sub 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?

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DOTMLPF Analysis

• Is the operational deficiency caused, at least in
  part, by inadequate infrastructure?
• If so, was the problem a result of
• Aging/wear?
• New engineering didnt meet needs?
• Battle damage/threat?
• Was operational deficiency caused by lack of
  proper environmental controls?
• Was operational deficiency caused, at least in
  part, by inadequate
• Roads/trails?
• Main supply routes?
• Force beddown?
• Facilities operation and maintenance?
• Hardening?
• Field fortification support?
• Etc?

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The Dreaded Operational Concept
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Whats in An Ops Concept?

• Whats the warfighter pain?
• How will proposed solution alleviate warfighter
  the pain? Improve warfighter performance?
• Address major operational use cases in which
  proposed solution will be applied
• ID how solution will help achieve functional and
  Joint Operational Concepts
• Identify Families-of-Systems and/or
  System-of-Systems in which solution will be
  employed
• Explain high-level, implementation approach and
  considerations
• Spiral acquisition approach

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The Benefit of Using An Operational Concept Matrix
6. ID risks factors to program
WHAT?
2. Establish what level tasks are in the
operational IER Matrix.
WHO?
4. Establish criticality essential to KPP
development
WHEN?
3. Establish whether or not operational IERs are
needed early in the process whether or not they
are Joint.
WHERE?
HOW?
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Another Approach? Why?

• Simplicity
• Back to basics
• When youre up to your ass in alligators, it is
  sort of hard to remember that your main objective
  was to drain the swamp!
• A way to focus on what we really need to know NOW
• A way to leverage the architecture we already
  have
• With JCIDS we transitioned from silent movies to
  talkies
• The industry is still trying to understand how to
  leverage previously developed products
  (architecture, requirements documents, analytical
  methods) in a capabilities, mission-centric world
• Not all the players are going to be able to make
  the transition
• Speed
• Define today
• Refine tomorrow
• and the next day
• and the day after that

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Some Definitions

• Joint Mission Threads
• A functional grouping of mission specific
  synchronized activities (material and
  non-material), tasks, their associated
  attributes, directed toward a common purpose (a
  comprehensive capability) that facilitates the
  interoperability and integration of joint forces
  while providing a consistently executable
  management tool to address the development,
  synchronization, monitoring, assessing and
  refining of a mission area across the DOTMLPF
  spectrum.
• Benchmarks (Reference Scenarios)
• A simplified set of scenario-based, sequential,
  warfighter tasks and activities, protocols,
  standards, attributes and associated architecture
  products that facilitates and streamlines
• Development revision of operational concepts,
• ID and assessment of FOSs/COIs/SOSs, and
• Integration of multiple related architecture
  products, Joint Concepts, and Joint Mission
  threads

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Benchmark

• Product
• Simple
• Too complex and it wont be used
• Short
• 10 page max
• Contents
• Joint Narrative
• OV-1(s) and scenario(s)
• FOS/SOS Matrix
• An SV-5 on the side
• Mission threading from SPG to attributes
• Customers
• OPS analysts
• JCIDS documents approval authorities
• JCIDS document writers
• Architecture development
• Modeling and simulation

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Example OV-1
Joint Vertical Heavy Lift
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Define the Family of Systems
SV-5 turned on its side
IER Sender/Receiver/Node Candidates

• Interoperability issues
• Connectivity
• Processing (network design)
• Protocols and standards
• Display
• DOTMLPF (for each command)
• Other in-theater drivers and barriers to
  interoperability

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Strategy to Task Decomposition
The Operational Thin Lines for the Benchmark
The JICs and task decomposition shouldnt
conflict with each other if both are developed
from a mission-centric perspective. The JII
Requirements Branch has been thinking in the
mission-centric, warfighter mode since we began
our 3170 training, so were actually a bit ahead
in our thinking.
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Beyond Strategy to Task Analysis
Getting to the Real Value Added - DOTMLPF Analysis
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Ops Analyst Uses

• Identify capabilities and capability gaps against
  the most common (benchmark) scenarios in Joint
  operations
• Perform gap analysis (operational, system,
  technical)
• The simplified integrated architecture templates
  in the benchmark should be
• Augmented,
• Toyed with,
• Added to,
• Challenged, and
• Used to compare and contrast other products.
• Flexible reference pointa conversation startera
  home base (point of departure) for
• integrated architecture development
• requirements development
• concept interpretation, and
• what if discussions.
• Benchmarks wont contain every exception,
  variant, or deviation from the norm but could be
  used as a point of departure to identify and
  create more tailored products when needed.

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JCIDS Document Writers

• Will allow referencing of benchmarks instead of
  developing concept of operations from scratch
• Reduce conflicting operations concepts for the
  same mission
• Every ops concept doesnt need to be a
  stand-alone essay.
• Sometimes multiple choice and matching are just
  fine to getting the point across.
• Describing how your systems improve warfighter or
  FOS/SOS performance in specific benchmarks would
  be easier than writing everything from scratch.
• Paint by number
• Our experience has shown that working through the
  benchmark process will help facilitate and
  streamline the document development process.

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Establish Performance Requirement
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Cost of Failure
This process is especially helpful for
identifying KPPs and prioritizing requirements.
This analysis should be performed for each
capability gap and associated requirements.
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Determine Risks
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Mission Assessment Process
Functions
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Information Exchange Requirements the NR KPP
The Groundwork for the GIG
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What is an IER?

• The 3170 defines Information Exchange
  Requirement as the requirement for information
  to be passed between and among forces,
  organizations, or administrative structures
  concerning on-going activities
• Quality (i.e. frequency, timeliness, security)
  and quantity (i.e. volume, speed, and type of
  information such as data, voice, and video) are
  attributes of the information exchange included
  in the IER
• All you need to understand at this point is that
  an operational IER should tell you
• Who is sending the information
• What information is being sent
• Why the information is being sent
• Who is receiving the information
• How the information must be passed for the
  warfighter mission, business process, or
  transaction to be completed successfully

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What is an IER?
Issues
(Key) Performance Parameter
Interoperability (IERs)

• When an information exchange is inherent in a
  requirement, the IER is a Condition of Success
  for that requirement. The IER is necessary, but
  not sufficient, for meeting that requirement.
• If the operational requirement is key or
  critical, the IERs associated with it are key or
  critical.
• Inversely, if the operational requirement is not
  key or critical, the IERs associated with it are
  not key or critical.

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SoWhat Else Is an IER?

• IER is a Condition of Success for a requirement
• It is a requirement, but what is desired result
  of the requirement?
• Transmission?
• Reception?
• Cannot be generally understood with single
  threads
• IERs are detailed pictures of how a
  System-of-Systems or Family-of-Systems should
  work to support specific transactions within an
  event
• IERs are statements of why information is needed
  and operational context in which to place the
  data elements
• The connection between system and operational
  architecture
• If properly formulated, the IER makes system
  architecture relevant

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IERs
For this event
1. Information exchange necessary to support the
event?
Event
Information
Performance Requirements (Attributes, Thresholds,
Objectives)
WHAT
HOW
Data Elements
2. Specifically - what information? Format,
content, data elements, classification, etc.
4. Determine how the information must be passed
to support levels of performance for each set of
operational conditions or circumstances.
Receiver A
Sender A
OPFAC System Unit
Receiver B
Sender B
WHO
WHO
Receiver C
Sender C
3. Go to OPLANS, recent ops, ID possible senders
and receivers, and what conditions and
circumstances they send/receive. Who are the
backups?
Receiver D
Sender D
Many possible transactions
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IERs
For this event
Event
Information
Performance Requirements (Attributes, Thresholds,
Objectives)
WHAT
HOW
Data Elements

• Are multiple senders transmitting the same
  information simultaneously?
• Is redundancy a factor?
• Are there designated primary and backup
  receivers?
• What are system assets and abilities for each
  sender possess?

Receiver A
Sender A
WHO
Receiver B
Sender B
WHO
Receiver C
Sender C
Receiver D
Sender D
Many possible transactions
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IERs
Many possible transactions
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IERs
Representing IERs in this manner bridges
requirements to support plans. This works for
all transactions - not just IERs!
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Attribute Characterization Model
MOP Sensor data accurate within 10 meters
MOP C4 system navigation error lt 1 meter
MOE Target Position Data 98 accurate
Network Transmitter C
Network Receiver D
Data Collection Point
Data Collection Point
Data Collection Point
Sensor A
Shooter F
Processor B
Processor E
Information Target Position Data
You must specify which portion of the model
applies to the KPP thresholds and objectives.
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Contacts