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Command

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... commander over assigned and attached forces in the accomplishment of the mission. ... to the commander (decision-maker) necessary to accomplish the mission. ... – PowerPoint PPT presentation

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Title: 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.
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