Integrated Operating Picture

1
Integrated Operating Picture

• 8th Annual Navy Workforce
• Research and Analysis Conference
• 5-7 May 2008

2
Why IOP?

• Enterprise has plenty of data, statistics,
  metrics, but
• Stovepiped
• Little context
• Minimal visibility of costs
• No what if capabilities
• IOP will
• Distill existing metrics
• Provide context
• Include costs
• Develop new metrics
• Provide what if capabilities
• Alternative courses of action (strategic options)
• Costs
• Risks

3
Where We Are

• Current IOP includes
• FIT (PERS 4)
• Street to Fleet Supply Chain (PMO)
• Strength (N104)
• Resources (N101)
• Metrics display history and current execution,
  but limited forecasts
• Still searching for the right high-level
  enterprise metric(s)

4
MPTE Enterprise Performance Metrics

• FRE uses FIT as the primary measure of MPTE
  enterprise effectiveness
• FRE FIT is currently narrowly defined
  (warfighting forces only) and evolving
• MPTE enterprise produces inventory to meet FIT
  goals
• Strength - Individuals Account Operational
  Strength (O/S) Sailors available to meet FIT
• O/S must be sufficient to meet more than just
  warfighting requirements or assume some risks

5
Operational Strength (O/S) determines MPTE
ability to deliver FIT
Strength IA O/S
BA IA FIT requirement
Current inventory aged over a time to forecast
future O/S
Projected future force structure from TFMMS or
BAT.
End-strength Bathtub slide HERE
FRE FIT GOALS (upper/lower limits)

Projected O/S
Future projected FIT
Decreasing the bathtub (level-loading
accessions) will increase operational strength
by decreasing the Individuals Account, but
increases work/years and cost.
6
(No Transcript)
7
(No Transcript)
8
Should the MPTE Enterprise focus on current FIT?

• The force we have today is inherited
• Produced by years of previous plans / policies /
  circumstances
• Core N1 functions (and metrics) focus on
  ability to provide FIT in future years
• Recruiting
• Training
• Retention
• Career Management (promotion/rotation, etc.)
• Limited ability to influence current FIT

N1 needs to be informed by current FIT,
but focus should be Future FIT
9
For the MPTE Enterprise to Manage and Achieve
Future FIT

• Requires
• FIT definition to include all requirements
• Modeling and forecasting at the community level
• N104 Strategic Analysis Cell (SAC) critical to
  modeling and forecasting
• Developing strategic options that address
• Costs
• Risks
• Policy and economic scenarios
• Focus beyond the tactical horizon

MPTE Enterprise must manage its overhead to
ensure delivery of sufficient operational
strength in the future to meet FIT goals.
10
Whats next?

• Continue to refine existing metrics
• Further develop a graduate level IOP that
  provides
• Sufficient detail for leadership to understand
  how the enterprise is performing
• But not death by PowerPoint
• Means to assess strategic options and the
  consequences of resulting decisions
• Visibility into the costs of the business lines
  and how that affects our ability to deliver FIT