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OCS Mission Integrator (OMI) Demonstration
Joint Force
2020
As of 231400 Aug 14
Brandon Cholek, CTR
JS J4 OCSSD
1
(757) 933-6010
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Agenda
• Background
• Joint Concepts
• Baseline Assessment Report (BAR)
• Project Framework
• OCS JC Solution Evolution
• Transition Implementation
• OMI Demonstration
• CONOPS
• Ideas for Measurements/metrics
• OMI vs OCSIC
• Review Effects, Capabilities, Tasks spreadsheets
• OMI
• OMI Related
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Purpose
Provide OCS Joint Concept background information
leading to the development and approval of the
concept and subsequent implementation, including the
OMI demonstration
If you are going to propose pursuing a new capability, plan on a fight.
Think through who will be opposed and why, and formulate a good defense.
Do not underestimate the ability of the bureaucracy to make a good idea so
painful that even its originator is relieved to see it die. CBA User’s Guide
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Joint Concepts
Joint concepts describe how the joint force is expected to conduct operational-level joint
functions, activities and operations within a military campaign in the future
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Written to solve compelling real world challenges, current or envisioned
Directed by DoD, tasked by CJCS, or requested by the Combatant Commands or Services
Foundational documents that are intended to guide all dimensions of force development
Developed in concert with training, doctrine, and lessons learned to accelerate joint operational maturity
RESEARCH
current or future real-world challenge that is
compelling…existing doctrinal approaches
deemed nonexistent, incomplete
or inadequate
WRITE
EVALUATE
TRANSITION
leader-centric and idea-focused
Reflects DoD vision
Through formal experimentation,
practical experience, analysis, &
professional debate
Validated DOTMLPF and Policy
recommendations
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Current and Future OCS Efforts
Reformation: 1-7 Year View
OCS
CONOPS/
CBA
OCS
ICD
Gaps POM’d &Satisfied
Ongoing efforts & OCS Action Plan Institutionalizes OCS
Transformation: 8-20 Year View
Joint
Concept
for
Logistics:
Appendix H:
OCS
FY08-10
Initiate
OCS JC
Proposal
FY11
Experim
ent
Develop
OCS JC
FY12
FY13
JCIDS
Process
2020-2030
DCRs
Transition
FY14
FY15
FY16
OCS JC Operationalizes OCS for JF 2020
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FY17
JF
FY18 2020
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Operational Contract Support Joint Concept
Military Need
Joint Force 2020 needs OCS to be as responsive
and reliable as military forces. The OCS challenge
will be to enable the JFC to rapidly and seamlessly
achieve joint operational effects while firmly affixing
accountability of contracted resources.
Central Idea/Approach
Contracted support for military operations will be a
fully interdependent capability of JF 2020. OCS will
enable Total Force partners, including contractors,
to rapidly integrate into JF 2020 operations, share
resources, and to create capabilities. The
interdependencies inherent in JF 2020 will require
a cultural shift where joint commanders possess a
greater understanding of the effects,
responsiveness, management, and accountability
associated with contracted support.
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Scope
• Applicable to CCMDs, JTFs and CSA
• Across the range of military operations
• All phases of operations
• Spans all joint functions
• 2020-2030 timeframe
• DoD focused, initially
OPR and Justification
OPR: Joint Staff, J4, 571.256.1003
Justification:
• 2012 Defense Strategic Guidance
• 2011 National Military Strategy
• JROCM 148-11, 08 Nov 2011
• 24 Jan 2011 SecDef OCS Memo
• Capstone Concept for Joint Operations JF 2020
• Joint Concept for Logistics
• Lessons learned from OIF and OEF
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OCS JC BAR, v0.1 – v0.3
• Initially, two person effort for 30 days
• Iterative process, 180 days
• Start the dialogue
• Promote common understanding:
• warfighter problem
• as is processes
• capability requirements
• gaps/shortcomings
• potential solutions
• Basis for experimentation
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Indicators of the Problem
Defense
Science Board
Report, 2005
Defense acquisition is:
encumbered …
top-heavy, risk-averse,
too much bureaucracy,
highly centralized
As of 231400 Aug 14
Dr. Gansler
Report, 2007
The Services apply
the FAR differently…
varying contracting
thresholds
Joint Concept
For Logistics
2010
Commission on
Wartime
Contracting, 2011
OCS policy, doctrine and
processes are immature
and must rapidly evolve
and respond to
warfighter demands
Estimated $31B - $61B
lost to waste, fraud,
and abuse
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Shaping OCS JC Transformational Ideas
Defense Science Board
Elevate and expand the
authority of military
officials responsible for
contingency contracting
on the Joint Staff, the
combatant commanders’
staffs, and in the military
services
Defense Science Board
Grant limited acquisition
and contracting authority
to the GCC
Commission on
Wartime Contracting
where joint capability
needs are not being met
with Service centric
processes, the Secretary
must turn to joint
processes and entities
for their realization
Center for Strategic and
International Studies
CCDRs have operational
Requirements; must drive
DoD resource allocation ;
Build capacity in CCDRs
to enable a stronger role
in resource allocation
“institutionalize the changes necessary to influence a cultural shift in how we view,
account,
and
As
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The Operational Challenge
• To protect U.S. national interests,
the Joint Force will need to
succeed in:
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CT and IW
Deter and Defeat Aggression
Project Power Despite A2/AD
Counter WMD
Operate Effectively in Cyberspace
and Space
Maintain a Safe, Secure, and
Effective Nuclear Deterrent
Defend the Homeland and Provide
Support to Civil Authorities
Provide a Stabilizing Presence
Conduct Stability and COIN
Conduct HA, DR, Other Operations
• Maintain a ready and capable
force, even as we reduce our
overall capacity
The Operational Challenge
How will future joint forces with constrained resources protect U.S.
national interests against increasingly capable enemies in an
uncertain, complex, rapidly changing, and increasingly transparent
world?
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Future Operating Environment
Blueprint for the Joint Force in 2020
• Fiscal Constraints
• Reduced Uniformed
Capacity
• Technology Advances
• Rapid Pace
• Agility
• Integrate partners
capabilities
• Joint Interoperability/
Interdependence
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CCJO: JF2020 Solution
Central Idea
Globally integrated operations: A globally postured Joint Force quickly combines
capabilities with itself and mission partners across domains, echelons, geographic
boundaries, and organizational affiliations. These networks of forces and partners
form, evolve, dissolve, and reform in different arrangements in time and space with
significantly greater fluidity than today’s Joint Force.
Key Elements
• Mission command
• Seize, retain, and exploit the initiative
• Global agility
• Partnering
• Flexibility in establishing Joint Forces
• Cross-domain synergy
• Use of flexible, small-footprint capabilities
• Increasingly discriminate to minimize
unintended consequences
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23 Select Implications for Joint Force 2020
• Command and Control
• Intelligence
• Fires
• Movement and Maneuver
• Protection
• Sustainment
• Partnership Strategies
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Emerging OCS Themes for JF 2020
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OCS is a critical enabling capability for JF 2020
Requires resources from Total Force partners, including contractors
Increase Responsiveness and Accountability of contracted support
Guide future DOTMLPF-P OCS capability development
Solution must be multi-dimensional
– No one “Silver Bullet”
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Focus on Unity of Effort … respect Service’s Title 10
Maintain separation of contracting and command authorities
Repurpose/reorganize existing OCS capabilities
Leverage existing, new or emerging tools & systems of record where
they exist
Contracted Support is a fully interdependent JF 2020 capability
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2013 - OCS JC Project Framework*
Oct/Nov/Dec
Concept
Development
Apr/May/Jun
Jan/Feb/Mar
OCS V0.5
FCIB
V0.3
V0.1 Workshop
#3
Evaluation
Table
Top
LOE
V0.7
Hot
Wash
JSAP CRM 1
Jul/Aug/Sep
V0.9
LOG V1.0
FCB,
JROC,
CRM 2
VCJCS
GO/FO
JSAP
Analysis
Analysis
LOE
LOE
Analysis Report
Transition
Draft
Plan
Concept
Version
Legend
Major
Brief
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Writing
Workshop
JSAP
Adjudication
Comment Review Matrix
Red
Team
Hot
Wash
Data Collection
Analysis Plan
Plan
Transition
Solutions
FYs 14 - 16
Experiment
Final
Report
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Approved OCS Solution Framework
Joint Force
2020
15
As of 231400 Aug 14
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JF 2020 OCS
Requirements to institutionalize OCS across the DoD include:
• DoD-wide OCS Joint Proponent(s) to lead DOTMLPF-P capability development
• Education to promote a cultural shift on how JF 2020 views, plans and accounts for
contracted support
• Multi-disciplinary military and civilian personnel with specialized OCS training and
experience
• OCS integrated across joint functions and into doctrine
• Embed OCS in Joint, Service, live and virtual training
• Total Force partners networked with innovative OCS tools, data and processes
Requirements to operationalize OCS in the field include:
• Enduring, scalable OCS Mission Integrator (OMI) at Geographic Combatant
Commands to lead OCS coordination
• Rapidly deployable, trained and ready contracting organizations or capabilities,
along with improved authorities and processes to conduct theater contingency
contracting.
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OCS Joint Concept Transition
Transition
Plan
Warfighter
Solutions &
Force
Development
Doctrine
Organization
Training
Materiel
Leadership &
Education
Personnel
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JROCM 148-11 Assigned JS J4 to lead OCS JC Development
JROCM 159-13 Approved Concept and assigned JS J4 to lead
implementation
JROCM 060-14 Approved Transition Plan
OCS Joint Concept Implementation
JF 2020
OIF/OEF
Theater Contracting
Capability
Joint Proponent
Human Capital
OCS Readiness
NDAA Rqmts
Strategic Guidance
JP 4-10
OMI
159-13
OCS Joint Concept JROCM
JROCM 060-14
OCS Action Plan JROCM 112-11
The Impetus
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OCS JC Solution Pathways
Joint
Proponents
Service
CSA
Principal Staff
- OCS FCIB
Assistant
- DODD/I
- OCS
Governance
OMI Pilot
w/ PACOM
- DAWDF
- SOPs
- Handbook
OCS Action Plan
Manpower Study
DAWDF
Additional Skill ID(s)
Multi-disciplinary
Specialty
Human Cap Strtgy
Certifications
As of 231400 Aug 14
Culture Change
NDAA 2013
OCS CDG
J/PME
OCS Learning
Framework
OCSJX 14, 15
UJTs
DRRS
Doctrine
Portfolio Mngt
OCSC (Army)
JOPEC
OCS COP
OCS KM
JCIDS Materiel
CDD/CPD
CBE
Business and Ops
Requirements
Data elements
- TBC
- CAD
- KOs contingency focused
- Manage risk; not at risk
- Reach back
- Training
- CCMDs ID Reqs for LSC & JTSCC
in PLANS – demand signal
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So What – The OMI Operationalizes OCS
Chairman’s Key Themes:
• Achieve our National Objectives in our
Current Conflicts
• Develop Joint Force 2020
• Renew Our Commitment to the
Profession of Arms
• Keep Faith with our Military Family
OMI operationalizes OCS by integrating
Contracted Support (part of the Total Force)
capabilities with military operations
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Joint Force
2020
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JF 2020 needs the OCS
Mission Integrator to optimize
contracted support.
Contractors on the Battlefield…costly and like herding cats—
if not planned, integrated into operations and managed
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OMI Demo Purpose
• Establish warfighting enabling capability at USPACOM now
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Fill current gap
Plan and integrate OCS into operations and training
• Improve acquisition processes through training and continuous
improvement in the qualifications and experience of:
•
•
Acquisition workforce
Non-acquisition personnel charged with contract integration and
contractor management
• Inform future OCS force development
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Transition concept solution to warfighter
Assess and validate JF 2020 DOTMLPF-P capabilities outlined in
the OCS Joint Concept
OCS laboratory in an operational environment to make OCS
more responsive and accountable for JF 2020
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Stakeholder Benefits– What’s in it for us
Joint Staff
DoD
•
Improves acquisition training for both acquisition
work force as well as non-acquisition personnel
Acquisition personnel in operational positions
Consistent with DOD Total Force management
Common processes increasing efficiency and
effectiveness
Institutionalized OCS processes across OSD, JCS
and Services
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Combant Commands/JTF
Services
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Provides joint warfighter enabling capability
Spans current operations, future operations, and
future planning
OCS integrated across B2C2WGs
Complete plans IAW DODI 3020.41 standards
Increase capabilities and freedom of action
Supports Joint Force 2020 vision
Transition concept solutions to warfighter
OCS laboratory informs OCS force development
processes
OCS integrated into CCMD exercises
Facilitates cultural shift on how the joint force views
contracted support
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Provides warfighter enabling capability to
components
Improves OCS processes for contracting
integration and contractor management
Improves OCS responsiveness and accountability
Rapidly integrates contracted support capabilities
Nexus for contracting and command authorities
Maintains Service responsibility for contracting
OCS integrated across warfighting functions
WIN, WIN for current and future OCS
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OMI Demo CONOPS
Phase 0 (Part A)
Phase 0 (Part B)
• Aug – Nov ‘13
• Dec ‘13 – May ‘14
• Shaping, Planning &
• Finalize PWS,
Transition Agreement
requirements, & RFP
• Secure DAWDF funding
• Develop Acquisition
• Draft Approved
Strategy
Transition Agreement
• Let Contract(s)
Success = Approved CONOPS, Signed Transition
Agreement, and funds MIPR’d from DPAP, contract(s) let
Phase II - OMI FOC, Talisman Sabre, OCSJX 16
• Jun ‘15 – May ‘16
• OMI Proficient in essential capabilities and
tasks
• Successful integration into USPACOM
B2C2WG
• 80% CONPLANS to DODI 3020.41 Standards
• Consider JDAL and POM actions
Success = OMI participates in OCSJX 16, fully
integrated into USPACOM staff structure and exercises
Phase I – Lead OCSJX 15 & OCSIC FOC
• Jun ‘14- May ’15
• Detailed POAM; Training intensive phase
• Develop internal SOPs / establish working
relations across PACOM Staff
• Successfully complete OCS JX 15
• 30% CONPLANS to DODI 3020.41
Standards
Success = OMI participates in OCSJX 15 and achieves
OCSIC FOC
Phase III – OMI validation, PACOM Exercise,
OCSJX 17 and enduring capability
• Jun ‘16 – May ‘17
• Enduring OMI
–JDAL billets and POM actions complete
–Transition from contractor demo to enduring cell
–Capable of forward deployment
–Expandable from cell to a center
–Measureable improvements to contracted support
responsiveness and accountability
– 100% CONPLANS to DODI 3020.41 Standards
–Results inform other OCS force development efforts
Success = OCS interdependent capability of USPACOM;
OMI enduring capability
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Transition Agreement
• Project Charter for continuity for demo for three years
• Documents principle stakeholder roles and responsibilities
• Translates JCD&E results into the appropriate DOTMLPF
pathway to implementation
• Defines status reporting process and procedures
• Details products to be delivered
• Stipulates the follow on actions that the sponsor or
stakeholders will take with the products from the project
team
• OMI Demo CONOPS as a supporting appendix
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Stakeholder Responsibilities
JS J4
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Concept Implementation Lead
Resource coordinator for DAWDF
Track J4 costs and consolidated total
costs
Provide concept, planning, technical, and
training SME support
Incorporate OMI demo in OCS Strat
Coms
Incorporate OMI products to advance/
inform OCS DOTMLPF-P force
development
USPACOM J4
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As of 231400 Aug 14
Develop and Maintain POAM
Reconcile planned costs and forecast
future travel and labor costs
OCSJX 15 host CCMD
Establish OCSIC in year 1 and transitions
to OMI in year 2
Annual Report assessing progress
• Measureable criteria to gauge
progress
Host semi-annual management reviews
Assess OMI and OMI related effects,
capabilities & tasks (spreadsheet)
Special emphasis areas of materiel and
personnel (manpower)
Share OMI SOPs, tools, products, etc…,
to be basis for shelf ready products
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USPACOM OMI KTR DEMONSTRATION STAFFING ESTIMATE
Div Chief
#
Phase 1 thru 5 Staffing
Model--CCMD
Phase 0 thru 5 OMI Demonstration
Staffing Additions
01
06/GS OCS Div Chief
PACOM fill from existing military staff
02
03
Plans
Operations/
Training/
Exercises
Knowledge
Mngt
(Analysis/
Automation)
As of 231400 Aug 14
05 /GS Plans Branch Chf
(ASI3C)
04/GS Dep Plans Br Chf
(ASI3C)
Demonstration Staff (KTR)
Demonstration Staff (KTR)¹
04
04/GS Plans Off
(51C/1102/KO Qual)
JCASO Equivalent Fill
05
E-7 Plans NCO (ASI3C)
Demonstration Staff (KTR)¹
06
05/GS Ops Br Chf (ASI3C)
PACOM fill from existing military staff
07
04 Ops Off
(51C/1102/KO Qual)
Demonstration Staff (KTR)¹
08
03 Ops Off (ASI3C)
JCASO Equivalent Fill
09
E-8 Ops NCO (ASI3C)
Not needed for demonstration
10
LNO (to Ops or LOG) (ASI3C)
Demonstration Staff (KTR)¹
11
04 /GS Analyst w/ PMO
trng
Demonstration Staff (KTR)
12
CW1 or E-6 Network
Operator (OCS Sys)
Not needed for demonstration
13
E-7 Data Mngr (OCS Sys)
Not needed for demonstration
TOTAL KTR ADD for OMI
Demonstration Staff 6 KTRS Added
¹Temporarily assign as planners to Service Components or contracting
organizations (CSB or A7K) as necessary
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JS J4 OCSSD Support to OMI STAFFING ESTIMATE
OCSSD
Div Chief
Planning
Support
Training/
Concept
Support
#
Position
Person
FTE Est²
(years
1 & 3)
FTE Est²
(year 2)
0
1
06 OCSSD Div Chief
JS J4 OCSSD fill
from existing
military staff
10%
10%
2
0
2
Project Mgt
Clark Driscoll
20%
30%
2
0
3
Planning Support
Lew Sigmon
20%
30%
2
0
4
Training Support
Courtney Turner
20%
30%
2
0
5
OMI Integration &
Transformation
Brandon Cholek
80%
100%
3
1.4
KTR
FTEs
1.9
KTR
FTEs
1.4
KTR
FTEs
Total
Current/projected transformation
Workload not supportable, see slide 59
Assumptions
•
Contract go – start June 2014
•
COL Gillum on board thru Sept ’14 and replaced (COL Lanier)
•
USPACOM is lead CCMD for OCSJX-15
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Potential larger scope JX-15/16 to include joint log
•
Leverage all ongoing OCSSD tasks & expertise
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Separate contracts (or task orders) for OCSSD and USPACOM
•
Maximum use of TELECONF/DCO-Class/Unclass
As of 231400 Aug 14
¹Add 1 additional trip in year #1
²Increase by 5-15% for year #2
Trips/
Yr¹
JS J4 OCSSD Functions
•
OMI/OCSJX Integration w/ Action Plan/JF2020
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Reach Back expertise/matrix to J46 (see colors)
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JOPEC Initial & follow on custom version
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OCSJX-15 Planning and Execution Integration
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Assist in POA&M/Org/plans
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JMR Refinement from OMI inputs
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Assess OMI POA&M, metrics of success, report
•
O/T in approx. 1 exercise per year
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OCS Demo Key Outcomes
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OMI Organization
OCSIC Organization(s)—varying echelons
Position Descriptions
Required/desired skills, training, experience
TCP and OPLANS complete
Internal SOPs (within OMI)
External SOPs with customers, GCC staff, components, CSAs, Interorganizational
Annual report of progress, accomplishment and challenges
JLLIS input on OCS OILs
Exercises, operations, TSC
Special Emphasis on Materiel – automation and tool requirements– Knowledge Mngt
How to Conduct Assessment of OCS effectiveness in operational environment
Risk Mitigation measures
Feedback on OCS planning and training
Assessment/refinement of OMI and OMI related Effects, Capabilities and Tasks
Off the shelf product/guide to establish an OMI/OCSIC
Real world examples of cost avoidance and decreased W,F, A
Examples of increases accountability and responsiveness (ops, exercises, plans)
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Potential Measures Ideas
Contractor Management
Contract Integration
• JRRB process improvements
• Speed, efficiency of requirements generation and
determinations
• Detailed, complete Annex Ws, aOEs, Estimates
• Id requirements redundancies and inefficiencies
• Measure/assess contracted support operational
effectiveness
• Assessment collection plan developed and executed
• Effective integration into B2C2WG
• OCS Knowledge Mngt & COP processes in place
• # and range of membership participants
Contracting Support
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Speed (responsiveness) of contracting in operations
Visibility, data base of contract related data
Improved contract closeouts
Reduced incidents of W, F, A
Id cost avoidance and savings
Effective relationships with contracting orgs
Improved knowledge/awareness of contracting capabilities
limitations
• Effective JCSB involvement
As of 231400 Aug 14
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Improved visibility/accountability of contractors
Component CORs identified and trained
# incidents attributable to contracted support
Integration of OCS automation tools
Effective Contractor Management Plans promulgated
Assessments of contractor involvement in OPS, exercises
Other
• Increased OCS awareness (vertical and horizontal)
• OCS Strat Comms – get our message out there
• Positive/Negative press for OCS
• Leadership support
• Recognition of contractors as part of Total Force
• OCS integrated into CCMD and Component Exercises
• # trained JOPEC and 3c personnel
• DRRS OCS reporting and trends
• Enduring OMI/OCSIC vs ad hoc
• Increased CDRs options and freedom of action
• OILS in JLLIS
• Actions to resolve OCS challenges
• Requests and frequency for OCS training
• Service Industry Interactions
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OMI APAN Collaboration Site
• SharePoint Knowledge Mngt collaboration site established in May 14
• Unclass, restricted membership
• Location / Name: https://wss.apan.org/s/omi
• Only 5 members now………
• Repository of OCS Joint Concept development and OMI products
• V0.1 Concept
• Baseline Assessment Review
• Info papers, briefs, etc…
• OMI CONOPS and Transition Agreement
• Brandon current Group Owner
• Transition to OMI ownership …if want to maintain
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Key Takeaways
• Win, win, win for: JS Title 10 Responsibilities, Services & USPACOM
• OMI demo informs current and future OCS force development efforts
• Initial commitment for DAWDF funding demonstration for three (3) years
o
o
o
Supports acquisition training and expertise
Three-year demonstration period due to complete cycle time for planning, staffing and coordination
ROM of less than $8.5 M is an investment in JF 2020
o ROI through savings and/or cost avoidance and reduce waste, fraud and abuse
• Transition Agreement is the charter
o
o
Signatory partners ID success criteria and track
CONOPS is an Appendix
• Linked with OCSJX 15 -17 and CCMD Exercises
•
•
Effective use of travel and exercise funds
Spirals into CCMD exercises
• Strategic Messaging Opportunities
o
o
Real world enabling capability now
OCS fully interdependent capability of JF 2020
• OMI operationalizes OCS for CCMDs now, and for JF 2020 in the future
•
•
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Contracted support integrated into military operations and exercises
Optimizes Total Force capabilities
Facilitates culture shift how the DOD views, plans and accounts for contracted support
As of 231400 Aug 14
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Common OCS Tasks – OMI vs OCSIC
OCSIC
OMI
Lead OCS planning and integration across staff, steady
state, theater campaign plans, operations and exercises
Primarily phase 0, IV, V
All phases and participates in
current ops, future ops and future
plans across the joint functions;
reach capability to components
Provide OCS-related advice to CDR and Staff
Reactive, limited
bandwidth, ad hoc
arrangement; planners
not part of CCMD
Proactive, established relationships
and processes, trust and
confidence; integrated into battle
rhythm and CDRs decision cycle
OCS related policies & guidance coordinated, documented
and executed
Complex, large ops will
consume limited cell
personnel; reach back
to JCASO and DPAP,
PS
Focus area/duty for one of the OMI
staff
Establish and maintain OCS COP
No personnel qualified
to conduct data mining
and analysis
PM, ORSA and IT skills to collect,
analyze and integrate essential
data elements from authoritative
sources for holistic solutions to
complex problems; provide input to
KM and ops COP (the real COP)
Establish and run OCS working Groups; participate in
B2C2WGs
Limited participation,
Separate plans and ops sections to
participate and lead B2C2WGs
Coordinate interorganizational OCS matters
Needs augmentation
Focus area/duty for one of the OMI
staff
Coordinate Theater Business Clearance and Contract
Administration Delegation
Needs augmentation
Plan/coordinate preapproved
authorities and processes by focus
area/duty for one of the OMI staff
As of 231400 Aug 14
33
Common OCS Tasks – OMI vs OCSIC
OCSIC
OMI
Secretariat and participate in OCS related boards
Full time position during
ops at expense of
planning, ops,
Secretariat and participate in OCS
related boards; implement
automated and virtual forums;
conducts independent analysis of
requirements for consistency to
CDR intent, priorities of effort and
support and makes
recommendations to board.
Examines opportunities and
efficiencies for theater-wide/JOA
common goods and services
Conduct OCS Analysis of the operational environment and
provide input to the J2 JIPOE
Conducted ad hoc
Maintains OCS aOE and Estimate
Core competency
Conduct OCS training with staff and components
Limited bandwidth
Has bandwidth to develop
relationships with components to
conduct common OCS training to
pursue common OCS processes
Conduct analysis during planning and ops for establishing
or changing theater contracting organization structure
Defers to supporting
contracting
organizations
Ensures contracted capabilities, constraints, and risks are
adequately integrated into plans and ops
Limited B2C2WG
participation; needs
augmentation
Trained in risk assessments and
mitigation measures and part of
CDRs assessment WG
Monitor OCS, contracting, and corresponding financial mngt
(FM) functions with joint ops
Needs augmentation
Has ORSA, PM, and IT skills sets
to collect and analyze data and
coordinate with FM as required.
As of 231400 Aug 14
34
Common OCS Tasks – OMI vs OCSIC
OCSIC
OMI
Monitor OCS, contracting, and corresponding financial mngt
(FM) functions with joint ops
Needs augmentation
Has ORSA, PM, and IT skills sets
to collect and analyze data and
coordinate with FM as required.
Able to conduct OCS operational assessments to measure
effectiveness of contracted support
Need augmentation and
training
Focus area for Ops and analysis
sections working as part of the
CDRs assessment WG; develops
metrics and corresponding
collection plan
Monitor trends in contracting, unintended consequences,
and complexity of contracts being awarded relative to
operations
Dependent on
contracting org and
limited collection
gathering
Ops and analysis sections trained
in multi-source collection from ops
and contracting units and staffs
Able to deploy an OMI (OCS-like capability) core element
forward into operational area to support contingencies and
exercises
Dependent on JCASO
MST
OMI capable of split based ops and
expanding from cell to center for
large scale, complex ops
Ensures OCS capabilities and processes are integrated into
joint training and exercises
Challenge to get
complex, well thought
out themes and
storylines into initial
planning conferences;
often comes at expense
of planning
Training and exercises integral part
of OMI functions and consistent
with reinforcing train as we fight
As of 231400 Aug 14
35
UNCLASS
OMI Essential Capabilities
OCS 1.0—OCS Mission Integrator Effect: OCS Mission Integrator is an enduring, scalable capability at
Combatant Command and select Service Components responsible for operationalizing OCS throughout the
area of responsibility. Coordinates OCS activities with the staff, Service Components, combat support agencies,
interagency partners, nongovernmental organizations operating, and service industry representatives.
OMI Capabilities:
OCS 1.0-001. Able to lead OCS planning and execution to integrate contracting and contractor management
into joint operations.
OCS 1.0-002. Able to develop and manage command policies and procedures to validate and prioritize
requirements determination for contracted support.
OCS 1.0-003. Able to serve as the JRRB secretariat, participate in contract related boards and other boards,
bureaus, cells, centers and working groups.
OCS 1.0-004. Able to advise command and staff on OCS benefits, risks and mitigating strategies for employment
of contracted support.
OCS 1.0-005. Able to conduct OCS operational assessments to measure effectiveness of contracted support in
fulfilling operational objectives.
OCS 1.0-006. Able to project OCS information to the common operational picture and to inform the command’s
knowledge management system.
OCS 1.0-007. Able to deploy an OMI core element forward into the operational area to support contingency
operations when required.
OCS 1.0-008. Able to integrate OCS into CCMD and Service Component training.
OCS 1.0-009. Able to collect and enter OCS related observations, insights and lessons learned into JLLIS.
OCS 1.0-010. Able to facilitate command engagement with regional service industry providers.
As of 231400 Aug 14
36
UNCLASS
Comments?
Guidance
As of 231400 Aug 14
37
UNCLASS
Back Ups
As of 231400 Aug 14
38
UNCLASS
Joint Concept Development—Draft CJCSM 3010
JCD&E
GO/FO
Approval
LOE/
Experimentation
v.0.9
JCB
Approval
Brief
JCB Brief /
JROC
Approval
Nov. 8,
2011
v.0.5 JSAP
Staffing
JROC
Approval
Once approved for development, a concept proposal follows the development
process of OPSDEPS Reviews, Experimentation, Red Teaming, and GO/FO Staffing,
culminating in a final review by the JCS Tank and signature by the Chairman.
As of 231400 Aug 14
39
UNCLASS
Baseline Assessment Methodology
Operational Contract Support Joint Concept
Insights,
Assumptions,
constraints deductions &
opportunities
OCS ICD Satisfied
Literature
review
Existing Authorities & Current Ops
OCS:
Transformational
Gaps
Decompose
OCS/FM/RM:
Baseline
Processes
Problem Statement & Central Idea
Inform Baseline Assessment Review
As of 231400 Aug 14
40
UNCLASS
CBA User’s Guide Thoughts
Page 59. In any case, introducing a transformational capability will meet with considerable
resistance, as they are by their nature at odds with the status quo. For example, the introduction of
mechanized ground forces made horse cavalry irrelevant, but the members of that community
did not give up their existence without a fight. If you uncover a fundamental weakness that a
game-changing capability could solve, you will face reflexive and ferocious opposition from
whatever horse cavalry is threatened by your proposals, as well as (justifiable) skepticism from
everyone else.
So, if you are going to propose a pursuing such a capability, plan on a fight. Think through who
will be opposed and why, and formulate a good defense. Do not underestimate the ability of the
bureaucracy to make a good idea so painful that even its originator is relieved to see it die.
As of 231400 Aug 14
41
UNCLASS
Concept Developer Participants
Enforcers. Monitor your concept and report to their organizations if it appears the CBA
supports or refutes any of their organizations’ equities
Saboteurs. Directed to slow down your concept so that it doesn’t interfere with initiatives
being promoted by their organizations
Zealots. Waging personal campaigns to cure certain areas they believe to be defective in DoD, and
view your concept as a means to those ends
Bloviators. Provide long philosophical speeches that may or may not make any sense, but prevent your
meetings from accomplishing anything
Potted Plants. Attending meetings because their organization has no idea what else to do with them
Conspiracy Theorists. Convinced that your assessment is a cover story for a secret plot to destroy their
interests
War profiteers. Attend your meetings to as a means to generate work for their organizations
Evaders. Directed to ensure that your concept doesn’t result in additional work for their
organizations
Professionals. Forthright and competent individuals who want to get you relevant information and
useful advice that will help you succeed.
As of 091600 Jan 12
Capabilities-Based Assessment (CBA) User’s Guide
Version 3, March 2009
42
OCS Joint Concept Proposal
As-Is Process
UNCLASS
As-Is
Comptroller
Svc 8’s
NATO
US Govt
OSD/
DPAP
OSD/
CAPE
Services
JFC
Financial &
Resource
Management
As of 231400 Aug 14
Contracting
Authority
(HCA)
MN
IA
43
UNCLASS
OCS Joint Concept Proposal:
As-Is vs. To-Be
As-Is
Comptroller
Svc 8’s
To-Be
NATO
US Govt
Services
CAPE
JFC
JFC
IA
MN
Financial &
Resource
Management
Contracting
Authorities
Unified
Sourcing
Entity
Financial & Resource
Management
Contracting
Authority
(HCA)
MN
IA
Unity of Effort via Unity of Command
As of 231400 Aug 14
44
UNCLASS
As Is Business Processes Silos
Performance Measure
Governance
Finance
Vendor Payment, Money Trail, EFT, Currency
Funds Accountable
Resource
MNGT
Fiscal Law, PBF, Accounting
DoD FMR
DoD 7000
Fund Requirements
Services/Components
COCOM
JFC
Agencies
Requiring
Activity
Title X
Contracting
DFARS
DoDD 5000
Mission
Systems
Theater/Contingency
External
Contract
Contractor
Contract
Timelines
As of 231400 Aug 14
PWS, SOW, SPOT, UCMJ, GFS,
Requirements
Determination
4- 25 Weeks
45
Contract
Development
2-15 Weeks
Contract
Execution/
Administration
Close Out
Profit
UNCLASS
Unified Sourcing Entity
Finance
Resource
MNGT
Requiring
Activity
Contracting
Contractor
What USE does:
Integrates and Synchronizes all process:
Planning OCS & FM for all Phases
Requirements determination
Prioritization
Contracting/acquisition
Funding and Resource Mngt
Construction
Contract Management
Contract Closeout
Reconciliation of Resources expended with measured effects
Accountability
Assess Effects of OCS and FM
Measurements: $ spent
$ spent on specific lines of effort
$ spent for contractors
$ spent in geographic area
$ spent over time
Money Trail
Forecast spend plan
Unified
Sourcing
Entity
JFC
What Use Provides JFC:
Single OCS and FM POC
Common Priorities and Purpose
Common Operating Picture
Align contracting, resource management with operations
Single Sourcing Entity
Ability to measure effects
Unity of Effort through Unity of Command
Accountability of Resources expended
Decreased WFA
46
As of 231400 Aug 14
Mission
Effects
Success
UNCLASS
To Be Effects Based OCS
Governance
Vendor Payment, Money Trail,
EFT, Currency
Finance
Resource
MNGT
Funds Accountable
Fiscal Law, PBF, Accounting
DoD FMR
DoD 7000
Fund Requirements
Requiring
Activity
Title 10
Contracting
JFC
Services/Components
Unified
COCOM
Sourcing
JFC
Entity
Agencies
DFARS
DoDD 5000
Mission
Effects/
Success
Systems
Theater/Contingency
External
Contract
Contractor
Contract
Timelines
As of 231400 Aug 14
PWS, SOW, SPOT, UCMJ, GFS,
Requirements
Determination
4- 25 Weeks
47
Contract
Development
2-15 Weeks
Profit
Contract
Execution/
Administration
Close Out
To Be Effects Based OCS Process
UNCLASS
Governance
Performance Measure
Vendor Payment, Money Trail, EFT,
Currency
Finance
Resource
MNGT
DoD FMR
DoD 7000
Service Components
GCC
JFC
Agencies/Other
Systems
Title 10
DFARS
DoDD 5000
Unified
Sourcing
Entity
Theater/Contingency
Supplies &
Services
Profit
As of 231400 Aug 14
Contract
External
PWS/SOW, RUF, SPOT,
GFS, UCMJ (Limited)
Contractor
Contract
Timelines
Fund
Requirements
Fiscal Law, PBF, Accounting
Requiring
Activity
Contracting
Funds Accountable
Requirements
Determination
4- 25 Weeks
48
Contract
Development
Faster
2-15 Weeks
Contract
Execution/
Administration
Close Out
Mission
Effects
Success
UNCLASS
Synchronizing Processes with Mission
Governance
Ungrouped
Vendor Payment, Money Trail, EFT,
Currency
Finance
Resource
MNGT
DoD FMR
DoD 7000
Funds Accountable
Service Components
GCC
JFC
Agencies/Other
Systems
Title 10
DFARS
DoDD 5000
Theater/Contingency
Contract
External
Supplies &
Services
Profit
As of 231400 Aug 14
JFC
Unified
Sourcing
Entity
PWS/SOW, RUF, SPOT,
GFS, UCMJ (Limited)
Contractor
Contract
Timelines
Fund
Requirements
Fiscal Law, PBF, Accounting
Requiring
Activity
Contracting
Performance Measure
Requirements
Determination
4- 25 Weeks
49
Contract
Development
Faster
2-15 Weeks
Contract
Execution/
Administration
Close Out
Mission
Effects
Success
UNCLASS
As Is OCS & Contracting Process
JFC/
ARFOR
Acquisition Ready
Requirement Packet
development & approval
Requiring
Activity
OCS Team Members
General Mission Oversight
JARB/ARB
Contract Management
COR
Monitoring
COR
Acceptance
Award Fee
Board
Funding
Resource
Manager/
G-8
Legal
Payment
Finance
Spt Tm
Contracting
Officer
Invoice
Solicitation, Source Selection,
Award
C
Contractor
Contractor
Performance / Deliveries
Planning
Initial
In-theater
50
As of 231400 Aug 14
Close out
“Delivered Support”
Synchronized with
“Mission Task”
Required steps
Situational dependent steps
Army GTA
UNCLASS
OCS JC Solution
DFARS
Optimized
OCS …
OCS Mission Integrator
…for
JF 2020
Personnel
Management
As of 231400 Aug 14
Leader
Development
Training
Network
51
UNCLASS
OCS JC Tiered Framework
DoD-wide OCS Executive Agent
JF
2020
GCC OCS Mission Integrator
JFC
Theater Contracting and Organization Construct
52
As of 231400 Aug 14
To Be Effects Based OCS Process
UNCLASS
Governance
Performance Measure
Vendor Payment, Money Trail, EFT,
Currency
Finance
Resource
MNGT
DoD FMR
DoD 7000
Service Components
GCC
JFC
Agencies/Other
Systems
Title 10
DFARS
DoDD 5000
Theater/Contingency
Contract
External
Supplies &
Services
Profit
As of 231400 Aug 14
JFC
Unified
Sourcing
Entity
PWS/SOW, RUF, SPOT,
GFS, UCMJ (Limited)
Contractor
Contract
Timelines
Fund
Requirements
Fiscal Law, PBF, Accounting
Requiring
Activity
Contracting
Funds Accountable
Requirements
Determination
4- 25 Weeks
53
Contract
Development
Faster
2-15 Weeks
Contract
Execution/
Administration
Close Out
Mission
Effects
Success
UNCLASS
OCS Lead Entity
Deconflict
Unity of Effort
FM/
RM
OCS/
Contracting
OCS
Lead
Entity
C2/OPS/Intel
DoD
IA / MN
NGO / PVO
As of 231400 Aug 14
Integrate
and
Synchronize
Coordinate and Collaborate
Awareness and Visibility
54
UNCLASS
As of 231400 Aug 14
55
UNCLASS
OCS Joint Proponent Assessment Milestones
Form Assessment
Team, Develop
POAM, and
Research,
Component
Capability,
Competency
JUN
JUL
 Form Workgroup
 Assessment
Objectives
 POAM
 Workshop 1, 2 Jun
 V0.1 Outline
 Workshop 2, 8 Jul
 Component OCS
Capability
 Research
 V0.3
 Workshop 3, 31 Jul
As of 231400 Aug 14
Roles, Responsibilities &
Authorities.
Courses of Action,
Component
Socialization
AUG
SEP
 Component
Socialization
 Analysis
 Eval Criteria
 JP vs JPs
resolution
 JP Roles, Responsibilities, Authorities
 FCIB Brf, 26 Aug
 Workshop 4, 17
Sep
Analysis,
CoA Selection,
Component
Willingness,
Governance,
JSAP
OCT
NOV
 OCS Governance
 PSA Roles, Responsibilities, Authorities
 Component Willingness Assessment
 Recommendations
 DODD/I options
 Workshop 5, 23 Oct
 FCIB Brf, Nov ___
 Assessment v.5
Draft
Implementation
Plan,
Recommendations,
JSAP
DEC
JAN
 Develop Draft
Implement Plan
 Workshop 6, 9
Dec
 Assessment v.7
(JSAP)
 Assessment
v0.9 (JSAP)
OCS FCIB Final
Implement
FEB SEP
 FCIB Brf, Feb
 Assessment
v1.0
 Develop
Implementation
 Workshop 7,
11 Feb
 OCS Action
Plan
56
UNCLASS
As of 231400 Aug 14
57
UNCLASS
OCS Mission Integrator (OMI) Demonstration
Purpose:
Addresses current OCS capability gaps to
plan and integrate OCS into operations,
training and to increase leadership awareness
•
•
Improve acquisition processes through training
and continuous improvement in the
qualifications and experience of acquisition
workforce and non-acquisition personnel
•
Informs OCS DOTMLPF-P capability force
development to make OCS more responsive
and accountable for JF 2020
ROM:
•
•
•
•
Scope:
•
Partners:
•
JS J4 OCSSD – Concept Sponsor
•
USPACOM (J46) – OMI Transition Agent
•
DASD (DPAP) – Resource Sponsor
Year 1, FYs 14-15 - $2,854,218
Year 2, FYs 15-16 - $2,863,412
Year 3, FYs 16-17 - $2,775,490
Total - $8,493,120
•
•
Address how CCMDS (USPACOM), joint task
forces (JTFs), Service components, and
subordinate commands can better integrate
future OCS capabilities to achieve desired
operational effects in the 2020-2030 timeframe.
Required OCS capabilities span the range of
military operations from the strategic to the
operational and tactical levels, and through all
phases of operations (0-V).
OCS spans Joint Functions
OCS laboratory in an operational environment to make OCS
more responsive and accountable for JF 2020
As of 231400 Aug 14
58
UNCLASS
OMI Demo Phase 0
• Part A- Shaping and Planning (August – November 2013)
• Finalize CONOPS & roles-responsibilities for
USPACOM, J4 and DPAP,
• Secure DAWDF Funding (DASD-DPAP)
• Draft and coordinate Transition Agreement
Success = Approved CONOPS, Signed Transition Agreement, and funds
MIPR’d from DPAP
• Part B- Acquisition (December 2013 – May 2014)
• Develop Overall acquisition strategy
• Finalize PWS and RFP
Success = Award two contracts: 1 each for PACOM (6 FTEs) and J4
(1.4 FTEs)
As of 231400 Aug 14
59
UNCLASS
OMI Demo Phase I
Complete OCSJX 15 and Full Operational Capability of OCSIC
• PoP: June 2014 – May 2015
• Complete OCSJX 15 and achieve FOC for OCS IC
• Considerable Training & Travel Requirements: cASM &
JOPEC for USPACOM KTRs
• Develop detailed action plan and internal SOPs
• Familiarity with PACOM AOR & establish relationships
across staff and components
• Successfully complete OCSJX 15 and achieve FOC for OMI
• 30% CONPLANS to DODI 3020.41 Standards
Success = OMI participates in OCSJX 15 and achieves OCSIC Full
Operational Capability
As of 231400 Aug 14
60
UNCLASS
OMI Demo Phase II
OMI Full Operational Capability (FOC) and OCSJX-16
• PoP: June 2015 – May 2016
• Transition from OCSIC to OMI
• OMI able to demonstrate proficiency in essential capabilities
and tasks
• Successfully integrated into USPACOM B2C2WG structure
• OMI’s involvement in OCSJX-16 milestone decision after
OCSJX-15
• 80% CONPLANS to DODI 3020.41 Standards
• Start JDAL billets and POM actions to sustain/resource OMI
Success = OMI FOC, participates in OCSJX 16 and has become fully
integrated into USPACOM staff structure
As of 231400 Aug 14
61
UNCLASS
OMI Demo Phase III
OMI validation and transition to enduring capability
• PoP: June 2016 – May 2017
• OMI is FOC
• JDAL billets and POM actions complete
• Transition from contractor demo to enduring cell
• Capable of forward deployment
• Develop contingency plan to expand from cell to a center
• Measureable improvements to contracted support
responsiveness and accountability
• 100% CONPLANS to DODI 3020.41 Standards
• OMI & OCS fully integrated into PACOM exercises
• Results inform other OCS force development efforts
Success = OCS fully operationalized across USPACOM
As of 231400 Aug 14
62
UNCLASS
OCS OMI Demo and OCSJX-15
OMI Demo ICW OCSJX-15 Will:
•
Improve the acquisition and non-acquisition workforce training and experience
•
Aid in USPACOM’s effort to operationalize OCS
•
Transition idea of the OCS OMI to an enabling capability
•
Address OCS capability gaps to plan and integrate OCS into operations
•
Exercise key aspects of an OCS Mission Integrator as part of the OCSJX-15 in
a USPACOM scenario
As of 231400 Aug 14
63
UNCLASS
OMI KTR Positions
PROGRAM MANAGER
Education: M.S., M.A., or MBA degree.
Basic Experience: Typically has more than 10 years of experience in managing large, complex multi-disciplinary projects
in a task order environment.
SENIOR LOGISTICS STRATEGIST
Education: M.S., M.A., or MBA degree.
General Experience: Typically has 13 or more years of experience in providing strategic planning across various
functional areas for the Federal Government. Prefer SAMS, JAWS, SAASS, or SAW graduate.
JUNIOR LOGISTICS STRATEGIST
Education: B.A., B.S. or M.S., M.A., MBA degree
General Experience: Typically has 8 or more years of experience in logistics and supply chain management. If candidate
has B.A. or B.S. degree, 12 years direct experience in the logistics field is desired with 6 years’ experience planning for
major plans or orders.
SENIOR ACQUISITION SUBJECT MATTER EXPERT
Education: B.A. or B.S. degree.
General Experience: 12 or more years of experience in the field of acquisition.
JUNIOR ACQUISITION SUBJECT MATTER EXPERT
Education: B.A. or B.S. degree.
General Experience: 8 or more years of experience in the field of acquisition.
SENIOR INFORMATION TECHNOLOGY SPECIALIST
Education: A bachelor's or postgraduate degree
General Experience: 6 years of experience performing the foregoing functions. At least 3 years of the foregoing total
experience shall have been as a team leader or supervisor.
As of 231400 Aug 14
64
UNCLASS
OMI JS J4 Positions
PROJECT MANAGER
Education: M.S., M.A., or MBA degree.
A Project Manager requires a Master’s degree in a technical or management discipline with 12 years’ experience (OR a
Bachelor’s degree in a technical or management discipline with 14 years’ experience OR 18 years’ experience with no degree)
to include managing or supervising multiple small to medium sized complex projects.
PLANNING SUPPORT SENIOR SPECIALIST
Education: M.S., M.A., or MBA degree.
A Senior Specialist requires a Master’s degree from an accredited college or university and a minimum of 10 years related
experience in contingency contracting or in joint planning OR a bachelor's degree and a minimum of 15 years related
Operational Contract Support (OCS) experience in contingency contracting or joint planning and execution as well as Logistic
Services experience.
TRAINING SUPPORT SENIOR SPECIALIST
Education: B.A., B.S. or M.S., M.A., MBA degree
A Senior Specialist requires a Master’s degree from an accredited college or university and a minimum of 10 years related
experience in contingency contracting or in joint planning OR a bachelor's degree and a minimum of 15 years related
Operational Contract Support (OCS) experience in contingency contracting or joint planning and execution as well as Logistic
Services experience.
OMI INTEGRATION AND TRANSFORMATION SENIOR SPECIALIST
Education: M.S., M.A., or MBA degree .
A Senior Specialist requires a Master’s degree from an accredited college or university and a minimum of 10 years related
experience in contingency contracting or in joint planning OR a bachelor's degree and a minimum of 15 years related
Operational Contract Support (OCS) experience in contingency contracting or joint planning and execution as well as Logistic
Services experience. Knowledge and experience in joint concept development and transition implementation planning and
execution is desirable.
As of 231400 Aug 14
65
UNCLASS
Revised OCS Joint Concept POAM FY 12
Key Events
Key Events
• Oct 2011
Staff TOR to establish COI; Draft BAR (v.1);
Establish Writing Team;
• APR
SME interviews, Concept Outline v0.2, BAR &
Central Idea Conf
• Nov
Writing Workshop 1; Distro BAR (v.1), JROCM
148-11 OCS Planners Conf
• May
SME Interviews, Draft experimentation design and
analytical framework
• Dec
Prospectus Refinement,
Central Idea Development, BAR (v.2)
• Jun
• Jan 2012
Interview & Roundtable Plan, Staff BAR v.2,
Start Central Idea Development
Exp. Design & Analytical framework; Scenario(s)
Development, Data collection and analysis plan,
Traceability Matrix, IPC Event 1, Workshop 3
• Jul
MPC Event 1, Workshop 4, Draft v0.2
• Aug
FPC Event 1, Socialize Concept
• Sep
Event 1, Red Team Prep, Event 1 Analysis,
Concept revision (v0.3)
• Feb
Adjudicate CRM BAR v.2, DJ4 AZ Check,
Workshop 2 (Outline v0.1), JS J7 JCW `
Coordination, Prep BAR v.3
• Mar
SME Coord, OCS LDRS Conf; Solutions
development, Distro BAR v.3
Completed
OCT
Working
NOV
TOR
Prosp
ectus
Refine
BAR
v.1
DEC
* Experiment and analytical framework lines of effort estimate; currently not yet resourced
JAN
FEB
BAR
v.2
WS 1
OCS
Conf
Prospectus
As of 231400 Aug 14
APR
BAR
v.3
Concept
Outline
JROCM
148-11
MAR
WS 2
SME Interview Plan
OCS
Conf
MAY
JUL
Event
1 IPC
BAR &
Central
Idea
Conf
Event
1 MPC
Experiment Design &
Analytical Framework
Central & Support Ideas
Coord. Interviews
JUN
WS 3
Initial Concept Development – v0.1
v0.2
Event
1 FPC
SEP
Event
1
Event 1
Analysis
WS 4
Round
table
Conduct Interviews
AUG
Concept
Revision
Socialize Concept
v0.3
66
UNCLASS
Revised OCS Joint Concept POAM FY 13
Key Events
• Oct 2012 RED Team, Revise v.3, Revise Exp &
Analytical Framework, Experiment
Scenario(s) Development, Transition
Implementation Plan (TIP),
•Mar
JSAP v0.5 and CRM adjudications
• Apr
JSAP v0.7 and CRM adjudications
• May
Final CRM Conference
• Nov
Event 2 Conf, LOG FCB Brief, Informal v.4
staffing
• Jun
JCB Brief, OPS DEP Brief v0.9
• Jul
Tank Brief
• Dec
Event 2 FPC, CBA Study Plan
• Aug
CJCS Decision
•Jan 2013
Event 2, Analysis, Experiment Quick Look
• Sep
Archive, Transition
•Feb
Experiment Report, Prep v0.5 for JSAP
Completed
OCT
Revise
Experiment
Design &
Analytical
Framework
Working
NOV
DEC
Event
2 PC
Event
2 FPC
Log FCB
IPR
Red
Team 1
* Experiment and analytical framework lines of effort estimate; currently not yet resourced
JAN
FEB
Event
2
Exp.
Report
Sr Ldr
Forum
MAR
JSAP
Staffing
(v.0.5)
APR
JSAP
Staffing
(v.0.7)
CBA Study Plan
MAY
Final
CRM
Conf
JUN
JCB
Approval
OPS
DEP
Brief
JUL
AUG
SEP
CJCS
Decision
Tank
Brief
Transition
Archive
Transition Plan
v0.3
V0.4
V0.5
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As of 231400 Aug 14