Issue Development

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Issue Development

• The Key to Everything

Lets start at the very beginning
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Capabilities Building Blocks
Joint Operations Concepts

• Policy
• Vision
• Missions

Observations

• Raw fresh
• Field wisdom
• Trigger events
• No cause effect analysis

Functional Area Concepts
Operational Issues

• Real life Mission Needs
• Problems
• Shortcomings
• Valid true

• Sub-Functions
• Product Lines
• Integrating Concepts

• Found in Joint Doctrine
• Bottom line for conducting a Joint Operation
• Achievement, performance-based

• Operational Deficiencies

Operational Deficiencies
Joint Operations

• Specific Business Processes
• Procedure
• Operations Plans

Capabilities
Operational Drivers

• Found in Functional Concepts
• What has to be done to achieve the operational
  objectives

There should be direct relationship between
Capabilities and Capability Gaps. Capability
gaps should read The inability/decreased ability
to __________. The blanks should be filled with
capabilities statements out of the Functional
Concepts Documents. If the C/S/A identifies a
capability gap not listed in a functional
concept, the appropriate FCB needs to update the
list of capabilities for the related Functional
Concept.

• Found in Functional Concepts
• Operational

Specific Operational Capabilities with attributes
Tangible pieces needed to achieve the capability
DOTMLPF Enablers
Capability Gaps
Specific, actionable requirements and action
items needed to achieve a working, fielded
solution
Capabilities-based DOTMLPF Requirements
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Why Spend Time on the Issues?

• To properly identify and describe what
  constitutes improved mission performance
• Not just recognize pain, but understand the
  causes
• Multiple choice vs. essay
• Efficiently identify a set of detailed
  capabilities and capabilities-based requirements
• CBRs naturally flow from well defined issues
• Good issue sets
• Make identification of architectures easier
• Make writing an operational concept for your
  program easier, and
• Help answer questions from approval authorities
• Help justifying solutions to approval authorities

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Crafting the Issue Statement
Where is the Pain?

• You have to format the input to get the desired
  output
• Input well constructed issue statements
• Output operational IERs, complete Ops Concept,
  Operational Architecture, etc.
• Issue statement has two parts
• Basic statement of shortcoming, deficiency, or
  opportunity
• WRI (which results in) phrase(s)
• The WRIs will help you derive all the
  requirements or capabilities for the new system.
• The WRIs need to be specific.
• Essential that as many WRIs as possible be
  identified to ensure derivation of all valid
  requirements
• Operational symptoms

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Formulating an Issue
Major Trigger Event
Is it an isolated event? Frequent
occurrence? Whats the chance of it happening
again?
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Formulating an Issue
Operational Deficiencies

• Routine operational pain
• Organizational performance problems

Operational Deficiencies
Major Impact Areas
PEP
(DOTMLPF) Root Causes
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Elements of an Issue
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Elements of an Issue
Warfighter Domain - Current
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Elements of an Issue
Warfighting Domain - Concepts

• ID goals and objectives listed in JOCs and JICs
• Associate effects with goals and objectives.
• What effects can your program enable?
  Specifically, how can your program help?
• Specifically, what is going to improve?
• How is your program going to improve it?
• From JOCs, JICS, and FAAs for each functional
  area select and categorize types of capabilities.

Desired high-level capabilities
High-level drivers/attributes
Desired change states
Desired Effects

• What will be required from each primary enabler?
• How does that differ from what is currently
  required?
• What are the drivers and barriers to change
  execution and management?

Application of Procedure
Warfighter/employee performance
Equipment performance
Leadership performance

• What is the desired end state?
• What drivers need to be in place to achieve.?
• What are the barriers to achieving desired end
  state?
• What are the analytical short falls?

Interoperability
Communication
Command and Control
Situational Awareness

• How will utilization of DOTMLPF products and
  services contribute to the primary causes?
• What DOTMLPF products and services will be needed
  for task?
• Is DOTMLPF a barrier to mission accomplishment in
  the area today? If so, how?

• What phase of the campaign will be improved?
• What units or types of units will be affected?
• How?

Deployment
Determine or Assess Threat
Defense
Offense
BDA
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Answers Before Issues

• Had pilot been trained in specific operational
  conditions in which problem occurred?
• Trained on identification of coalition F/F/Ns?
• Was pilot certified on procedures and equipment
  under nighttime conditions?
• Were procedures in place for ID of coalition
  forces? Were they adhered to?
• Did SA indicate presence of coalition forces?
• Did US C2 coordinate with Canadian C2?
• Was display a factor?
• Was equipment functioning properly?
• Did any other systems in the FoS provide backup
  indications of coalition presence and did they
  provide warnings?
• Were the warning ignored?
• Was interoperability between US and Canadian
  systems or forces a factor?

We bombed the Canadians in Afghanistan
Warfighter performance
Situational Awareness, Command and Control

• Did leadership adequately plan for presence of
  coalition forces?
• Did leadership ensure US forces were trained
  under operational conditions under which the
  mission took place?
• What was the condition of the COP?
• What could have been done to prevent
  reoccurrence?

Training? Personnel? Leadership? Material?
Determine or Assess Threat Offense
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A Good Issue Statement

• Singular
• Specific
• Clear
• Who has the problem (capability)?
• Where does it occur? (Where can it be applied?)
• Organization
• Geographical location
• Is time/threat a factor?
• Does the issue diminish performance?
• Complete

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Issue Validity

• Validity is the primary consideration when
  identifying and crafting issue statements that
  will be used as a basis to develop and implement
  of DOTMLPF solutions.
• Other
• Timeliness
• Urgency
• Unless the issue statement is valid (and true),
  any solution developed to address it will be
  inadequate to solve any real warfighting
  problems.

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Full Spectrum Analysis
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Full Spectrum Analysis
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Full Spectrum Analysis
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Full Spectrum Analysis
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Getting at the Right Issues
Customers
Products Services
D
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DOTMLPF as an Analytical Tool
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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
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 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?

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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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What You Dont Know Can Kill You
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What You Dont Know Can Kill You
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What You Dont Know Can Kill You
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What You Dont Know Can Kill You
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What You Dont Know Can Kill You
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What You Dont Know Can Kill You