Command

1
Command Control Strawman
Tier 1 Definition The ability to exercise
authority and direction by a properly designated
commander over assigned and attached forces in
the accomplishment of the mission.

• Issue Does plan appear only once within the
  lexicon, and if so, is it within C2?
• Recommendation Need a fundamental process
  decision. If intent is to capture planning in
  one place, regardless of functional area, C2 is
  that place. However, that approach ignores the
  functional realities of many planning processes
  and may programmatically unsupportable.
• Issue Do we need both plan and decide tier
  3 JCAs? Plan is essentially a decision-making
  process. Decide was kept to capture the
  leader-centric activities generally associated
  with the art of command. All of the tier 3s
  under decide can be nested elsewhere.
• Recommendation If plan remains in C2, delete
  decide and capture its tier 3 capabilities
  elsewhere. If not, redistribute plan tier 3s
  as appropriate.
• Issue Where to bin develop strategy? It fits
  well under organize, understand, and plan.
• Recommendation If plan is deleted, move
  develop strategy to understand.

2
Command Control Seams
Seam topic Situational Awareness (currently at
the tier 4 level within C2) Seam with
BA Recommendation Collection against red, white
and grey and providing situational awareness and
assessment against all, including blue should be
binned to BA. Applying knowledge management and
fusion capabilities to exploit all-source
information and develop the COP/UDOP should be
binned to C2 Rationale In the future
battlespace, the ability to collect and fuse
all-source information on red, blue, grey and
white is critical to having battlespace
awareness. The use of this information to
inform the decision making process in the
responsibility of C2. Recommended business
rule All sensing of the battlespace belongs to
BA. Fusion and employment of the resulting
information belongs to C2.
3
Command Control Seams

• Seam topic Knowledge Management
• Seam with NC
• Recommendation
• 1. Core knowledge management tasks should be
  binned to C2
• 2. Providing technical infrastructure/support to
  enable knowledge management belongs to NC.
• Rationale By definition knowledge management
  -- the systematic process of discovering,
  selecting, organizing, distilling, sharing,
  developing and using information in a social
  domain context to improve warfighter
  effectiveness, is inherently a C2 process.
• Recommended business rule
• 1. All capabilities that use and manage
  knowledge should be binned to C2.
• 2. All capabilities that support the technical
  aspects of storing and transporting data should
  belong to NC.

4
Backup Slides
5
Command Control Tier 2 3 Definitions

• Tier 2 Organize The ability to synchronize
  interdependent and disparate entities, including
  their associated processes and capabilities, into
  an integrated whole in order to achieve unity of
  effort.
• Tier 3 Cultivate external relations The ability
  to foster and maintain cooperative relations with
  mission partners.
• Tier 3 Align internal structure to mission The
  ability to dynamically structure and align
  internal organizational elements with defined
  roles, responsibilities, and authorities to
  achieve stated objectives.
• Tier 3 Integrate component capabilities The
  ability to manage and distill multiple
  interdependent and disparate systems, tactics,
  techniques, procedures, and infrastructure
  elements (external and internal) to support a (or
  set of) unified action(s).
• Tier 3 Establish collaboration mechanisms The
  ability to establish internal and external
  processes and the work environment (e.g.,
  policies, collaboration requirements, and
  knowledge management and business rules) to
  enable the interaction and coordination with a
  community of expertsregardless of geographic
  locationto support the planning and
  decision-making process.

6
Command Control Tier 2 3 Definitions

• Tier 2 Understand The ability to fuse and
  rapidly assess information about the environment
  and situation to aid in the development of a
  decision.
• Tier 3 Synthesize information The ability to
  assemble and collaborate on disparate pieces of
  information, creating a coherent whole, (e.g.,
  political, military, economic, social,
  infrastructure, and information) while applying
  collective experiences to enable situational
  understanding.
• Tier 3 Conduct mission analysis The ability to
  identify unit organizational and functional
  structure, develop a mission matrix, derive a
  mission-by-echelon list, and identify critical
  collective tasks as well as individual (leader)
  tasks performed in direct support of the mission.
• Tier 3 Manage knowledge/fuse information Is the
  ability to systematically process, distill, and
  use-through the involvement of people-information
  within the social/cognitive domain to generate an
  in-depth understanding of given environment or
  situation.

7
Command Control Tier 2 3 Definitions

• Tier 2 Plan The ability to synchronize
  interdependent and disparate entities, including
  their associated processes and capabilities, into
  an integrated whole in order to achieve unity of
  effort.
• Tier 3 Develop strategy The ability to create
  a framework that synchronizes and integrates the
  resources available to achieve theater, national,
  and/or multinational objectives.
• Tier 3 Develop objectives The ability to
  clearly define decisive and obtainable goals
  towards which every operation should be directed
  in accomplishment of the mission.
• Tier 3 Develop assumptions The ability to
  analyze and build suppositions on the current
  situation or a presupposition on the future
  course of events, given to be true in the absence
  of positive proof.
• Tier 3 Develop COAs The ability to build and
  cultivate the sequence of activities that has a
  high likelihood of contributing to mission
  success.
• Tier 3 Analyze COAs The ability to determine
  the most efficient method to achieve the mission
  objective within given constraints of time, rules
  of engagement, force readiness, Commanders
  Intent, etc. through analysis, wargaming and
  rehearsal.
• Tier 3 Determine resources The ability to
  calculate the forces, material, and other assets
  or capabilities apportioned or allocated to the
  commander (decision-maker) necessary to
  accomplish the mission.
• Tier 3 Evaluate plans The ability to analyze,
  wargame, and rehearse activities associated with
  established objectives to gain collaborative
  feedback on the effectiveness of a selected plan.

8
Command Control Tier 2 3 Definitions

• Tier 2 Decide The ability to select a course of
  action informed and influenced by the
  understanding of the environment or a given
  situation..
• Tier 3 Manage risk The ability to continually
  assess and mitigate operational risk and
  uncertainty as situations change.
• Tier 3 Select plan/COAs The ability to choose
  an optimal approach or sequence of
  activitiesgiven a determined strategy, set of
  objectives, and environmental constraintsthat
  has a high-probability of achieving a defined
  outcome or effect.
• Tier 3 Establish ROE The ability to construct
  directives that delineate circumstances and
  limitations under which forces will initiate
  and/or continue combat engagements with other
  forces encountered.
• Tier 3 Establish commanders intent The ability
  for a Commander to concisely express the
  operational purpose, the assessment of acceptable
  operational risk, and a desired end state.

9
Command Control Tier 2 3 Definitions

• Tier 2 Direct The ability to employ available
  resources to achieve an objective.
• Tier 3 Communicate intent and guidance The
  ability to promulgate a concise expression of the
  operational purpose, assessment of acceptable
  operational risk, and guidance to achieve the
  desired end state.
• Tier 3 Initiate action The ability to direct an
  action or a series of actions.
• Tier 3 Adapt operations The ability to
  collaboratively update and adjust to meet
  changing situations and operational priorities.

10
Command Control Tier 2 3 Definitions

• Tier 2 Monitor The ability to continuously
  observe and assess events/effects of a decision
  and adapt to changes in the environment.
• Tier 3 Assess compliance with guidance The
  ability to assure that the execution of an
  operation adheres to the parameters and
  expectations established by a Commander.
• Tier 3 Assess achievement of planned effects
  title The ability to analyze, track, measure,
  and compare expected versus actual effects
  (including primary, secondary, and tertiary) over
  a sufficient period of time.
• Tier 3 Assess implications of unplanned effects
  The ability to identify, analyze, and track the
  impacts of unanticipated and unintended events.
• Tier 3 Assess achievement of desired objectives
  The ability to integrate all sources of inputs
  and overall operational knowledge to determine
  when the desired military end-state has been
  reached.

11
Command Control (WG Output)
12
Command Control v3 w/o PlanTitles Modified
from Original JS Working Group Effort/Parking Lot
functions deleted
Incorporate/ Delete/Child
Moved
Added or Significantly Altered
13
Command Control (Plan added)
Incorporate/ Delete/Child
Moved
Added or Significantly Altered
14
Command Control (Rob)
15
Command Control w/Plan vs Decide
X
X
X
X
X
X
X
16
Command Control (Aligning some Tier 3s to Tier
4)
Red text indicates move from Tier 3 to Tier 4
17
Command Control (Recommended Structure)
18
Planning

• Planning driven by Commanders Intent
• Planning is a shared responsibility across all
  functional domains
• Planning supports the development of strategy,
  plans, objectives, assumptions, courses of action
  
• Planning is inherently a staff function which
  supports a command decision
• Planning occurs both in the deliberate and crisis
  modes
• Tools and processes key elements of planning

19
Decide

• Decisions are made in the cognitive domain, where
  perceptions, awareness, beliefs, and values
  reside
• Command
• Control
• Leadership
• Decision-Making
• Decision-making occurs both in deliberate and
  crisis situations
• Authority and responsibility lies with single
  individual
• Commanders Intent, RoE, Risk Tolerance
• Superior Decision-Making
• Make better decisions
• Include more relevant information in decision
  process
• Include more expertise in decision making
• More effective
• Do less activities that do not contribute to the
  mission
• Creates decisions faster
• Bottomline Tell the person what they need to
  know to tell others what to do

20
Situational Understanding BA C2 Seam

• Battlespace Awareness
• Collect against non-blue forces/entities (red,
  white, grey etc.)
• Political, military, economic, social,
  environment, infrastructure
• Provide situational awareness and assessment
  against all force information, including blue
• C2
• Provide blue-force information
• Apply knowledge management and fusion techniques
  to provide situational understanding
• Employ/exploit all-source information
• Develop Common Operational Picture (COP) and
  UserDefined Operational Picture (UDOP)

21
Knowledge Management (NCOE JIC)

• Knowledge Managementas it applies to C2
• Is the ability to systematically process,
  distill, and usethrough the involvement of
  peopleinformation information within the
  social/cognitive domain to generate an in-depth
  understanding of given environment or situation.
  (Derived from NCOE JIC)
• Knowledge management, or KM, is defined here as
  the systematic process of discovering,
  selecting, organizing, distilling, sharing,
  developing and using information in a social
  domain context to improve warfighter
  effectiveness.
• KM stems from the premise that an organizations
  competitive advantage exists in how well, and how
  widely, that organization uses and enhances its
  own collective knowledge. A substantial portion
  of that knowledge is not written down because it
  exists only in the individual minds of peopleas
  memories, as experiences, as each persons inner
  sense of what works and what does not.
• Knowledge (i.e., insights) can also be gained
  from an organizations various databases if those
  are networked and their data synthesized and
  analyzed for otherwise hidden cross-connections
  and patterns. In doing so, new efficiencies and
  opportunities can be revealed, many of them
  dependent upon short windows of time.
• KM, not IM, includes the crucial involvement of
  people who can realize the efficiencies and
  opportunities to be leveraged, who know their
  jobs well enough to know which information would
  enhance their performance and to ignore the rest,
  and who are empowered to organize their
  informational and work environments accordingly.
  Without that human involvement, better IM alone
  is insufficient.

Version 1.0, 1 Nov 2005, p. 10
22
C2/JNO Knowledge Management SeamJNO the
capability and the environment C2 the
decision-support tools

• Collaborate (Tier 4 C2) The ability to involve
  all relevant parties to share knowledge and
  support decision-making through the Collaborative
  Information Environment (CIE) .
• Organizational relationships The ability to
  establish formal organizational and command
  relationships according to mission and task needs
  as needed using the JNO.
• Share situational understanding The ability to
  share understanding using the CIE with an array
  of dispersed participants leading to better
  collective understanding and contribute to higher
  quality decision-making. Through the use of KM
  tools, sharing situational understanding will be
  enhanced.
• Decision-Making and Planning The ability to
  provide adaptive, distributed, cooperative, and
  collaborative decision-making and planning. Many
  elements will be involved in decision-making.
  Decision-makers require collaboration tools and
  sophisticated decision-support tools that
  recognizes that a variety of different methods
  could be needed, especially for a variety of
  environments, circumstances, and missions.