U'S' ARMY MANPOWER ANALYSIS AGENCY

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A PRIMER FOR DEVELOPING WORKLOAD BASED CONCEPT
PLANS
PRESENTED BY THE

U.S. ARMY MANPOWER ANALYSIS AGENCY
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PURPOSE
The purpose of this presentation is to provide
our customers with the definition and tools you
need to develop a workload based concept plan.
This presentation is divided into five
sections

• BASELINE
• MISSION MANDATE
• WORKLOAD
• TOOLS
• ASSISTANCE

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BASELINE
Baseline This is the starting point of your
concept plan. It provides a means to perform an
audit of your crosswalk. It is therefore
important that all analysts are using a common
reference point, which is an authorization
document listed in WEBTAADS (FMS-Web). In your
concept plan please provide the following for the
affected work center or centers

• UIC of the TDA used as the basis of the plan
• CCNUM of the TDA used
• The total required and authorized manpower as
  listed in the TDA
• Also identify the number of contractors,
  over-hires or Directed Military Over-strength
  (DMO) positions in the organization.

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BASELINE
For Example
UIC W123AA CCNUM 0107 TDA Requirements 1 MIL,
68 CIV, 69 TDA Total TDA Authorizations 0 MIL,
65 CIV, 65 TDA Total 100 contractors, 35
over-hires and 10 DMO
These positions must track back from the audit
trail you have completed as part of your Concept
Plan submission. If this cannot be done, the
Concept Plan will not be approved, and returned
back to G3-FM.
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MISSION MANDATE
Mission Mandate This is the lawful authority
(higher headquarters) tasking a specific mission
to an organization. It is the reason why a work
center exists. A missions source must be
clearly stated in your concept plan. Mission
mandate sources are shown in the table in the
following slide. In your concept plan, cite the
mission source in detail. If possible include a
copy as an enclosure to your concept plan.
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MISSION MANDATE
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WORKLOAD
Workload As described in AR 570-4, February
2006, it is "The amount of work assigned/directed
to and expected to be accomplished by a worker or
unit of workers in a given time period." In AR
570-5 ,June 1998, it is described as "An
expression of the amount of work, identified by
the number of work units or volume of a workload
factor, that a work center has at hand at any
given time or is responsible for performing
during a specified period of time." The common
points in both definitions is that it is work
that must be done during a specified period of
time. Workload is expressed as the work centers
output, and can be either product or service
related.
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Workload Examples

• Contract Services
• Contracts Awarded
• 25K and Below
• 25K - 250K
• 250K and Above (etc.)
• Incremental Funding Modifications Completed
• Administrative Reports Completed
• Source Selection Boards Supported
• Sampling Programs Managed
• Contract Proposals Prepared
• Post-Award Contracts Managed

• General
• Reports Generated
• Orders Completed
• Computer Users Supported
• Customers Received and Processed
• Accidents Investigated
• Vehicles Inspected
• Facilities Certified

• Legal Services
• Courts-Martial Supported
• Contested
• Uncontested
• Administrative Boards Attended
• Queries and Consultations Completed
• Trials Supported
• Reprimand Letters Prepared
• Claims Investigated

• Medical Services
• Patients Treated
• Medical Orders Completed
• Samples Analyzed
• Pieces of Equipment Maintained
• Reports or Records Filed

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Workload Examples(continued)

• Chaplain
• Worship Services Conducted
• Funerals and Memorials
• Weddings
• Sacraments and Ordinances
• Training Sessions Performed
• Chaplain Assistant
• Suicide Prevention
• Moral Leadership
• Unit Ministry Team preparation sessions for
  contingency operations and deployments
• Counseling Sessions Conducted

• Instructor
• Classes Held
• Students Instructed
• Programs of Instruction
• Developed
• Updated
• Assignments Reviewed or Graded
• Research Projects Completed
• Faculty Meetings Attended
• Students Mentored or Counseled

These examples are not intended to provide an
authoritative list of potential types of
workload. To enable meaningful analysis, the
annual number of outputs produced and the average
man-hour time per unit of output should be
provided for each workload type identified within
a concept plan. As an illustration, at Camp
Jones sixteen weddings were held in FY05,
thirteen in FY04, and seventeen in FY03. On
average, a wedding requires 20 hours of Chaplain
time for preparation and the service.
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Measuring Workload
Workload is measured by the use of a metric which
captures the work, quantifies it, and then
translates the work to manpower requirements.
In your concept plan you should identify the
metric used to developed your manpower
requirements. You must submit a copy of the
metric as an enclosure to the concept plan.
Please also include all supporting data for
verification and validation. The table on the
following chart list the common metrics used to
validate manpower requirements.
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Measuring Workload (continued)
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Measuring Workload (continued)
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Measuring Workload (continued)
General Considerations (continued)
When the Concept Plan Uses the Results of a
Manpower Study. If the concept plan is
requesting manpower as a result of a manpower
study that study must be included as an
attachment. Per AR-570-4 the study must be
approved by USAMAA prior to being used in any
concept plan.
When the Concept Plan Uses an Analytical/Benchmark
. If the concept plan is requesting manpower as
the result of an Analytical Study or Benchmark,
all workload data must be shown. This would
include not only the work count tables and the
man-hour measurement but all other measurement
approaches. If using a Lean Six Sigma process,
submit a copy of the process with all related
data. If an industry benchmark standard is being
used, provide the standard and source. If
benchmarking against another organization,
provide the data used as the benchmark.
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Measuring Workload (continued)
General Considerations (continued)
When the Concept Plan Uses an Allocation Rule.
If the concept plan is requesting manpower based
upon an allocation rule, all relevant information
must be shown. This would include the approval
memorandum, the rule itself and how it was
applied. When the Concept Plan Uses Historical
Trends. If the concept plan is requesting
manpower as a result of a historical trend, the
concept plan must confirm that no other way of
making a manpower requirement determining can be
used. The historical trend must be documented
for at least the past three years.
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Measuring Tools
A tool for measuring and presenting workload
USAMAA uses various tools to capture, measure,
and present workload. One tool, the Functional
Summary Form is used to capture, by function, the
total man-hours of a work center. An example of
how to use this form is provided on slide
18. This form, along with work counts / workload
factors (slide 19), can help to determine
manpower requirements (slide 20).
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Measuring Tools(Functional Summary)
The Functional Summary Form example below
reflects the functional workload performed by
position. Note that while all members of the
work center are performing the same tasks for the
functions, the time devoted to each is different
by position. This is an acceptable presentation
of the man-hours performed in this work center
which relate to work counts associated with the
work center.
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Measuring Tools (Work Counts/Workload
Factors Summary)

• Work counts/workload factors measure the total
  workload of a work center by defining the total
  population served and/or the products/services
  produced in a year. For example
• 237 Officers Supported
• 1,359 Enlisted Supported
• 315 OERs Processed
• 1,800 NCOERs Processed
• 1,456 Awards Processed

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Manpower Requirements

• 237 Officers Supported
• 1,359 Enlisted Supported
• 315 OERs Processed
• 1,800 NCOERs Processed
• 1,456 Awards Processed

Total Requirement Total manhours / of work
hours in year 8,701 / 1,740
5 Personnel
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USAMAA Assistance
USAMAA Analyst Assistance Our goal here in
USAMAA is to help you succeed in the development
and presentation of workload in your concept
plan. Our analysts are ready to answer your
questions and provide advice on your project.
For assistance call Gail Krump
Commercial 703-805-5992 DSN
655-5992 or via email at gail.krump_at_us.army.mi
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