Transcript No Slide Title

Joint Forces Ready to Fight
Training Transformation (T2)
Overview
MORSS – WG 22
23 June 2004
Fred Hartman
Director, JAEC
OUSD (P&R)
FOUO
The Training Challenge in Today’s Security Environment:
Training Transformation
•
Dynamic, complex security environment
– World of uncertainty and surprise
•
Adaptive enemies
– Employ asymmetric approaches
•
Non-traditional environments
•
Skill set: war fighter - diplomat
Defending at Home
Lesser
Contingency
Deter
Forward
Deter
Forward
Swiftly Defeat
Deter
Forward
Deter
Forward
Lesser
Contingency
Swiftly Defeat
Win
Decisively
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Training Transformation
Vision and Capabilities
Provide dynamic, capabilities-based training for the Department of Defense
in support of national security requirements across the full spectrum of
service, joint, interagency, intergovernmental, and multinational operations.
Create Dynamic,
Global
Knowledge
Network
Build Live, Virtual,
Constructive (LVC)
Training
Environment
Establish
Performance
Assessment
Architecture
Joint Knowledge
Development &
Distribution
Capability
Joint National
Training
Capability
Joint
Assessment
& Enabling
Capability
Training Transformation References
Training Transformation
Force Transformation
Approved by SECDEF
T2 Strategic Plan
Approved by DEPSEC
T2 Implementation #2
Approved by DEPSEC
T2 Implementation #1
Approved by DEPSEC
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T2 Direct Connect
Training Transformation
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To learn more about Training Transformation, please attend the
afternoon session featuring Mr. Dan Gardner, Director of
Readiness and Training, Policy & Programs, OUSD (P&R).
Transforming DoD Training:
Observations, Direction, Challenges
•
You are invited to attend and participate in the Mini-Symposium
and Workshop (see www.mors.org)
Training Transformation:
Analysis and Assessment in New Operational Environments
September 28-30, 2004
McLean, VA
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Visit www.t2net.org for today’s presentations and others
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Training Transformation
Training Capabilities
Analysis of Alternatives
(TC AoA)
MORSS – WG 22
23 June 2004
Fred Hartman
Director JAEC, OUSD(P&R)
FOUO – Draft
6
Outline
Training Transformation
• Background
• Study Schedule
• AoA Process
• Discussion
7
Background
Training Transformation
•
Directed by Program Decision Memorandum 1, 12 Dec 02
– Conduct an Analysis of Alternatives (AoA) beginning in FY03
– Complete in 12 months
– Identify cost-effective methods for Joint & Service Training
•
AoA Guidance signed by USD, Acquisition Technology and Logistics
(AT&L) Jul 03.
– Senior Steering Group (SSG) Co-Chaired by USD (P&R) and JFCOM
– Senior Steering Group (SSG) representatives from offices that monitor
and evaluate joint and service training performance (OSD, Services,
Joint Staff, and Intelligence Agencies)
– Provide a Final Report by 1 Aug 04
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OSD AoA Guidance
Training Transformation
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Develop a business case to assess whether simulation tools can
resolve existing or projected training gaps and deficiencies or
enhance capabilities.
Consider a broad range of alternatives:
1.
2.
3.
4.
5.
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The base case – current live, virtual, and constructive training systems.
Common joint tool based on the Department of Defense standard.
architecture.
Separate joint & service systems developed independently to a standard
architecture.
Privately-funded initiatives to develop a training solution(s).
Use of commercially available products and gaming/sim technology.
For each simulation alternative provide reasonable candidate
technology, cost-benefit analysis, training effectiveness and cost
factors.
Each alternative must support joint and service training.
Source: USD(AT&L) memo of 17 Jul 03, AoA guidance for Cost –Effective
Methods of Meeting Joint and Service Training Requirements
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Study Organization
Training Transformation
Senior
Steering Group
Special Advisors
Co Directors
(Army/AF/USMC)
Team Lead &
Integrator
Training Panel
Technology Panel
Cost Panel
(USJFCOM)
(OSD)
(OSD)
Effectiveness
(JWFC)
Capabilities
(Army)
Contract
Support
Services, JFCOM, and Intel Agencies provide functional support for Panels
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Outline
Training Transformation
• Background
• Study Schedule
• AoA Process
• Discussion
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Schedule
Training Transformation
You are here
Months
Aug
Sep
1
Oct
2
Nov
3
Dec
4
Jan
5
Feb
6
Mar
7
Apr
8
May
9
Jun
10
Jul
Aug
Establish AoA Team
-Senior Steering Group
-Management Working Group
-Core Team
-Contractor Support
Study Plan
Methodology Report
Mid-Term Report
Baseline Report
Final Brief
Final Report
Business games
Senior Steering Group meetings
AoA Schedule to completion
• Complete Final AoA Report for coordination mid-July 04
• Deliver AoA Report to OSD (AT&L) NLT 1 Aug 04
• Complete programmatic details of 3 June SSG Decisions for budget
process
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Outline
Training Transformation
• Background
• Study Schedule
• AoA Process
• Discussion
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Business Case Gaming
Training Transformation
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Pre-Game Activity
– Interview of principals prior to first game
•
Alternatives/Methodology Game: 14-16 January 2004.
– Purpose: Approve identified alternatives and methodology
– Desired Outcome:
• Consensus on measures of effectiveness and performance
• Consensus on training requirements and needs
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Industry Strategy Game: 11-13 February 2004.
– Purpose: Strategize with Industry on cost effective methods to meet
alternative solutions
– Desired Outcome: Identify key business strategies to achieve
alternatives
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Decision Game: 8 April 2004
– Purpose: Review the Analysis of Alternatives (AoA) study alternatives,
methodologies used, recommendations, and strategies from industry
– Desired Outcome: Consensus on recommended alternative(s)
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Findings & Observations
Training Transformation
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TC AoA more like a Mission Area Analysis (MAA) than an AoA due to
scope and level of detail
Management & oversight more than technology has caused failure of
previous joint training simulation efforts
Current joint training has been largely based on training exercises
supported by simulations
Not all training issues are cost effective for large scale simulation
applications
– Alternative training methodologies may provide more cost -effective
solutions
•
COCOMs not directly funded to conduct SJFHQ(Core Element) and
COCOM/JTF HQ & Staff training
– Many COCOM training requirements are not filled by joint exercises
and large simulations
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•
Intelligence must be part of training audience vice training aid
Not all training issues can be resolved within time and resources
allotted to the AoA Team
– Cost estimates in AoA Report with programmatic details to follow
implementing actions from SSG decisions
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SSG Decisions
Training Transformation
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Management Decisions
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Simulation Options
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Re-engineering Study with Prototyping in two COCOMs
Acquisition Prototype Options
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Constrained enhancements to Base Case FY 06-11
Re-engineer Training Options
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JFCOM leads Joint Requirements Office (simulations)
Transition SSG Oversight to T2 Exec Steering Group
One year base contract with two option years to mature
capability
Include Intelligence as partner in future joint training
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Working constructive simulation federation content and
funding with JFCOM
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Way Ahead
Training Transformation
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SSG Decision Recap
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Complete AoA Report for final review and staffing NLT 15
July
Deliver AoA Report to USD (AT&L) NLT 1 August
Schedule next SSG or T2 ESG update in Aug 04
Develop programmatic level detail for FY 06-11
Reengage program review process later this year
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Blended Course of Action for future training
Agree to content/structure of Final Report
Initiate draft Program Change Proposal (PCP)
Respond to brief Congress within 90 days
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Training Transformation
Questions & Discussion
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Other SSG Actions
Training Transformation
• Need Intelligence Community as full partner in Joint and
Service training
– USD(I) leading effort for JNIF, renamed Joint National
Intelligence Training Federation (JNITF)
• Requirements: Lead JFCOM J7 (JRO)
• Software Integration: Lead JWFC SSF
• Roadmap and Exec Agent: Decision Support Center for
USD(I)
• Governance: ISR Integration Council (ISR Roadmap M&S
Annex)
• FY 05 funding issue
• Related issues – highlighted but not solved in AoA
– Multi-Level Security for training systems
– Full Global Information Grid (GIG) Integration to include
Training Enterprise Services
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Bounded Scope
Training Transformation
Strategic
Operational
Combatant Commander/Staff
+1
Joint Task Force CDR/Staff
0
Functional Component CDRs/Staffs
-1
ARMY
Tactical
NAVY
USMC
AIR
SOCOM
FORCE
-2
INTEGRATION OF
JOINT & COMBINED
EFFECTS / SYSTEMS
TO LOWEST LEVEL
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Senior Steering Group (SSG)
Training Transformation
Senior Steering Group (SSG) Membership
Organization
Co-Chairs
USD P&R
Member
Alternates
POC
Dr. David Chu
US JFCOM
ADM Giambastiani
Dr. Paul Mayberry
Mr. Tom Hall
LTG Wagner
Fred Hartman
CAPT Newton
Steve Moore
USD AT&L
Mike Wynne
Mr. Bob Nemetz
DDR&E
USD Intel
USD Policy
Dir, PA&E
ASD NII
Joint Staff
Dr. Ron Sega
Dr. S Cambone
DIA
NRO
NSA
NGA
Mr. Ryan Henry
Ken Krieg
Mr. John Stenbit
VADM Keating
Army
Navy
Air Force
USMC
SOCOM
GEN Casey
ADM Mullen
Gen Moseley
Gen Nyland
VADM Olson
Dr. Buhrkuhl
Ms Mona Lush
Dr. Robert Foster
CDR Steele
LTG Boykin
Sean Nolan
Dr. Tom Richardson
Mr. Rich Lilly
BG Halter
Lt Col Johnson
MG Quirk
Mr. Cristopher Wojtal
Mr. Irv Buck
Dave Cook
Mr. Rich Davison
COL Kelly
VADM Szemborski
Tom Simoes
Dr. Ronald Jost
CDR Griffiths
LtGen Cartwright
CDR Seliga
COL Gilliam
LTG Cody
Mr. James Gunlicks
VADM Konetzni
CAPT Shegrud
Lt Gen Hobbins
Jeff Bradshaw
LtGen Hanlon
Dr. Mike Bailey
BrigGen Hejlik
Col Howard
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Joint Requirements Office
Training Transformation
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JFCOM establishes a Joint Requirements Office (JRO); funds joint training
development activities
JRO establishes and maintains joint training requirements and standards,
and verification of joint interoperability compliance
The JRO charters a Joint Requirements Control Board (JRCB) and Joint
Configuration Control Board (JCCB), chaired by JFCOM
–
•
Includes representatives from COCOMs, Services and Combat Support
Agencies (CSA)
Business strategy
1. Centralized research. JFCOM serves as a focal point for research into new
joint training functionality
2. Decentralized Development. Development of new joint functionality is
decentralized to the organization responsible for the simulation
3. Centralized integration and maintenance. The Joint Development and
Integration Facility (JDIF) integrates new development and maintains joint
models and federations
4. Inherent Database Development Capability. JFCOM maintains the
capability to develop new data sets or modify existing data sets, as
required to conduct joint exercises and mission rehearsals
The JRO focuses on customer needs, as presented by the COCOMs, Services,
Combat Support Agencies and multi-national partners
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Alternative #3 Joint Simulation Toolkit
Training Transformation
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•
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Flexible
Composable
Distributable
Interoperable
Leverages Existing
Technology
Common Architecture
Standards
Common Data
Common Tools
AAR Tools
Aggregate Models
Entity Models
Virtual Sims
Specialty Models
Range Gateways
C4I Interfaces
Portable
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Joint Training Continuum
Training Transformation
Functional
General
Familiarization
Education
Individual
Training
Collective
Training
Experience
Certification
Preparation
Execution
Operations
Integrated and disciplined
preparation
to defined performance standards
Mission
Rehearsal
Staff
Training
Individual
Learning
Indoctrination
Qualification
Validation
Time
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Joint Training Continuum COA 2
Training Transformation
Training Reengineering Study with Proof of Principle
Activities
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Conduct study and include prototyping activities for two COCOMs
Includes Study from COA 1
Focus prototyping on 2 COCOMs in near to mid term (FY06-08)
Prototyping would provide practical insights to chart way ahead for all
COCOMs, as well as some actual tools to address SJFHQ and JTF
training requirements of the 2 COCOMs
Development oversight by JFCOM (fenced from exercise dollars)
Timeline: FY05 Study, FY06-08 prototyping activities, FY 09-11
hardening/sustainment
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Prototyping Activities
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Provide dedicated O/T support to two COCOMs through JFCOM
Develop/test MMP for two COCOM applications by leveraging the Army Asymmetric Warfare
Environment (AWE) STO
Develop/test use of lightweight federation for 2 COCOM applications by leveraging DARWARS
project and existing COTS/GOTS*
Develop and test two “story-drive” applications (Pol-Mil, Seminar gaming, etc.) by leveraging
JKDDC effort and existing Service/Industry/Academic efforts
Includes instructor support tools for building training scenarios and conducting AARs
Includes training effectiveness studies for various training modes/products
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Alternative #4 New Business Process
DEVELOPMENT
• Receives requirements
• Populates toolbox
• Licenses tools to TSP
• Vendors differ from TSPs
OCI in place
Training Transformation
USERS
Training Headquarters/
Training Audience
TRAINING EXERCISE OPERATIONS
• Training purchased by hour
or exercise
• Firm Fixed Price contracts
• Multiple TSPs compete by
event or program
• TSP configures event from items
purchased from toolbox
Users
Toolbox
Requirements
Market Maker
Feedback
DEVELOPMENT
Need
Toolbox of
Components
& Data
MARKET MAKER
• Stimulates Development
• Makes Investments to
populate toolbox
• Technical architecture
and standards
• Compliance test; VV&A
• Government, industry,
and service members
Execute
TRAINING
EXERCISE
OPERATIONS Generate
Select
TSPs
(Training
Support
Provider)
GOVERNANCE
Vendors
GOVERNANCE (Includes Users)
• Develop and enforce policy
• Allocate resources between ops. and dev.
• Establish and track performance metrics
• Provides oversight, government functions
• Continuously review/improve business model
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Acquisition Prototype Result
Training Transformation
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Acquisition strategy that provides rapid fielding of operational Joint Close
Air Support (JCAS) Training and Mission Rehearsal capabilities
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JCAS Mission Readiness
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Demonstrate a viable innovative business model for future application to
acquire Joint Training and Mission Rehearsal capabilities.
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