design of command and control organizational structures ... · az to destroy red 3d infantry...

© 2010, Aptima, Inc.

Design of command and control organizational structures: from years of modeling to empirical validation

Paper 145

Georgiy Levchuk (Aptima Inc.)Krishna Pattipati (UConn)

Presented at 15th ICCRTS

Date: 6/24/2010

Summary

Goals Research cycle Focus of presentation Experiment details Results Conclusions

© 2010, Aptima, Inc. 2

Goal of research: develop “virtual windtunnel” for design of C2 organizations

Enable commanders to perform their mission better, “aligned” with the technology and the organization

Create organizational structures from modular components that “fit” the mission, the technology, and the people

Test new C2 concepts before they are deployed


Virtual Windtunnel for C2 design

Traditional

Expert/user

Best Organization Structure & Processes

DescribeDescribe

DesignDesign

VisualizeVisualizeBest organizational structure

and processes

Research cycle in C2 design and analysis


Theory of team formation and decision making

Algorithms to find optimal (“congruent”)C2 structures

Detailed simulations to evaluate expected performance and processes

Empirical studies of C2 architectures

Studies of expert decision making


Foundational theory

Variables:Control (“who owns what”)Command (“who commands whom”)Communication (“who can talk to whom”)Role (“who is responsible for what”)Mission execution (“who does what”)Adaptation (“what to change”)

Objectives:Fast & efficient execution (resource availability, SA, fast communication, manage task-resource match)Workload (need to balance & minimize)Achieved by:Distribution of resources, roles, tasks

Objectives of this paper


Design “optimal” C2 organizations and compare them to “traditional” ones in team-in-the-loop experiments

Use two different mission setups

SME

Algorithms

SME-based C2

Optimal C2

Compare

Team-in-the-loop virtual experiment

Comparison, Average of all runs

05

101520253035404550

Phase I Phase II average

Missions

# of

suc

cess

ful o

pera

tions

OPTIMALSME

Elements of C2 organization

(a) Resources composition

(d) Communication Structure

(c) Command Nodes & Structure

BLACKBLACK

BLACKBLACK

BLUEBLUE

GREENGREEN

BROWNBROWN

REDRED

REC-21

ENG-2

NF-1 INF-2

BLUEBLUE GREENGREEN BROWNBROWN REDRED

HLO-1 HLO-2

MP-1

BLUEBLUE GREENGREEN BROWNBROWN REDRED

INF-3 REC-3

MP-2

INF-4

HLO-3

(b) Control Structure

MP-1

MP-2

HLO-1

HLO-2

HLO-3

0002Helicopter Section3

1010Military Police Team2

0001Mechanized Infantry4

0100Engineering Team2

0020Reconnaissance Team3

MP

ENR

REC

FIREDescription#e

my modular division consisting of gade-level combat teams

Domain of the studyDM1 (1st BCT)

DM2 (3rd BCT)

MIMIMIMI

DM3 (4th BCT)

DM4 (CAB)DM4 (CAB)

DM5 (Support)

Experimental scenario

LUE force elements:Rifle & Weapons Co; Motorized, Dismounted, and Recon Troops; Howitzer & Towed Field Artillery; Tank Co; Mech and Combat Engr; Military Police and Intel Co; Helicopters (OH58D, AH64, UH60, CH47); Civil Affairs

ssion Phase I (combat): 82d AIRBORNE DIVISION clears the city AZ to destroy RED 3d Infantry Division

RED targets: Infantry, Tanks, Fighting vehicles, Howitzers (towed and self-propelled), Mortar artillery, Anti-aircraft guns

BLUE ops: site and area security, enemy forces, force-on-force engagement, seize/occupy objective

LDX

II

PL RED

AALION

PAZ

OBJ FISH

X

OBJ CAT

OBJ DOG

LDX

II

PL RED

AALION

PAZPAZ

OBJ FISH

X

OBJ CAT

OBJ DOG

ZSU_11ZSU_11

BMP_23BMP_23

OS_1OS_1

OS_2OS_2 SS_1SS_1

OS_3OS_3

T62_11T62_11

T62_12T62_12

T62_13T62_13

T62_14T62_14

T62_15T62_15

BMP_11BMP_11

BMP_12BMP_12

BMP_13BMP_13

BMP_14BMP_14

BMP_15BMP_15

2S1_112S1_11

2S1_122S1_12

T62_21T62_21

T62_22T62_22

T62_23T62_23

T62_24T62_24

T62_25T62_25

BMP_21BMP_21

BMP_22BMP_22

BMP_24BMP_24BMP_25BMP_25

2S1_212S1_21

2S1_222S1_22

ZSU_21ZSU_21•AS_2•AS_2

•AS_1•AS_1

•RRFLco_11•RRFLco_11



•BM21_11•BM21_11

•D3_11•D3_11

•D3_12•D3_12

•D3_13•D3_13

•BM21_12•BM21_12




•BM21_21•BM21_21

•D3_21•D3_21

•D3_23•D3_23

•BM21_22•BM21_22



•BM21_31•BM21_31•D3_31•D3_31

•BM21_32•BM21_32

•D3_22•D3_22

•D3_32•D3_32

•D3_33•D3_33




•BM21_41•BM21_41•D3_41•D3_41

•BM21_42•BM21_42

•D3_42•D3_42

•D3_43•D3_43


DM3 (4BCT)•4-64 AR (-) •3-69 AR •3-7 IN (M) •6-8 CAV •MI

DM1 (1BCT)•1-504 PIR BN•2-504 PIR BN•3-73 CAV SQDR•2-319 FA BN•1/A/4-64 AR (MBT) •1/C/4-64 AR (IFV)

DM2 (3BCT)•1-505 PIR BN•2-505 PIR BN

DM4 (CAB)•1-17 CAV•1-82 Atk Av Bn•2-82 Avn Bn•3-82 Gen Sprt Av Bn•122 Avn Sprt Bn

DM5 (Support)•FA BN•MP BN•ENGR•CA

ssion Phase II (stability): reinforced by ts of 2d CAF Division, conducts stability erations to ensure security of city & ablishment of vital infrastructure functionsRED ops: IED & VBIED, Small-arms attacks, mortar attacks, snipers, riots, criminals

BLUE ops: site and area security, facility reconstruction, crowd control, patrolling, searches, civilian ops, hostage situation, aid delivery, police

Process/efficiency (drivers of performance)– External coordination (dependency on others vs unity of

command)– Internal coordination (balance of work among commanders)

Performance/effectiveness:– Operations Completed Successfully – Response Time

Metrics

Sample results:

Operations completed successfully

Operation response time

External coordination load

Internal coordination load

Processes Performance

High coordination is detrimental to performance– External coordination: commanders spend time on requests and synchronization

activities and less time on executing operations– Internal coordination: managing different resources results in planning and

monitoring overload

Optimization model has detailed knowledge of expected tasks, allowing for a more optimal distribution of resources to balance coordination and work

– Smaller number of commanders per operation results in decreased external coordination and in turn frees commanders to manage their assets and conduct engagements

– Better workload distribution removes bottlenecks and improves response time

Future research efforts must be focused on analysis of command and communication structures

– Hard to manipulate in empirical studies

Conclusions

design of command and control organizational structures ... · az to destroy red 3d infantry...

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