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Joint Faculty Education Joint Faculty Education Conference Conference
J-8Force Structure, Resources and Assessment
Directorate
Col M. D. Mulhern
Capabilities and Acquisition Division
5 September 2003
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Overview Overview
• J-8 Role
• CJCS 3170
• JROC Process
• MID 913
• CPA/CPR
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Title 10 ResponsibilitiesChairman’s Functions:(1) Strategic Direction(2) Strategic Planning(3) Contingency Planning(4) Advice on Requirements, Programs, and Budgets
- Compliance with Combatant Commanders’ priorities- Alternative program recommendations- Assessing military requirements for defense acquisition
programs(5) Doctrine, Training, and Education
Joint Staff RoleJoint Staff Role
J-8’sRole
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A Problem StatementA Problem Statement
March 2002:
The Secretary of Defense tasked General Pace (as the Chairman of the Joint Requirements Oversight Council):– The current Requirements Generation System is
broken– It allows us to buy things we do not need– We need to fix the system
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Frequently produced stove-piped system solutions
• Requirements were Service rather than Joint focused
• Lacked construct for objective analysis
• Systems not necessarily integrated
• Duplication existed particularly in smaller programs
• Evolutionary acquisition not well institutionalized
• Joint warfighting needs not prioritized
Previous Requirements and Acquisition Process
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Symptoms of a Sick ProcessSymptoms of a Sick Process
Ability to influence Ability to influence a business processa business process
TimeTime
Personal time devoted to the Personal time devoted to the process by leadershipprocess by leadership
Source: McKinsey & CompanySource: McKinsey & Company
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ORDORD
Mission Mission NeedsNeeds
StatementStatement
Symptoms of a Sick ProcessSymptoms of a Sick Process
Ability to influence Ability to influence a business processa business process
TimeTime
Personal time devoted to the Personal time devoted to the process by leadershipprocess by leadership
Source: McKinsey & CompanySource: McKinsey & Company
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CPDCPD
ICDICD
CDDCDD
JCIDS ProcessJCIDS Process
Ability to influence Ability to influence a business processa business process
TimeTime
Source: McKinsey & CompanySource: McKinsey & Company
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Putting the Pieces Together in CJCSI 3170.01Putting the Pieces Together in CJCSI 3170.01
today proposed
Systems
Requirements
Bottom up, stovepiped
Integrated at Department
Systems
Requirements
Bottom up, stovepiped
Integrated at Department
Joint Operations Concept
Strategic Direction
Joint Capabilities
Joint/Service OperatingConcepts
today proposed
Systems
Requirements
Bottom up, stovepiped
Integrated at Department
Systems
Requirements
Bottom up, stovepiped
Integrated at Department
Joint Operations ConceptJoint Operations Concept
Strategic Direction
Joint Capabilities
Joint/Service OperatingConcepts
today proposed
Systems
Requirements
Bottom up, stovepiped
Integrated at Department
Systems
Requirements
Bottom up, stovepiped
Integrated at Department
Joint Operations ConceptJoint Operations Concept
Strategic Direction
Joint Capabilities
Joint/Service OperatingConcepts
today proposed
Systems
Requirements
Bottom up, stovepiped
Integrated at Department
Systems
Requirements
Bottom up, stovepiped
Integrated at Department
Joint Operations ConceptJoint Operations Concept
Strategic Direction
Joint Capabilities
Joint/Service OperatingConcepts
Moving From Strategy to TaskMoving From Strategy to Task
• Guidance• Concepts• Scenarios• MOEs•Capabilities
Joint Operations Concepts
Strategic DirectionStrategic DirectionStrategic DirectionStrategic DirectionStrategic DirectionStrategic DirectionStrategic Direction
Strategic Direction
Joint Capabilities
Joint/Service OperatingConcepts
YesterdayYesterday TodayToday
Capabilities-based process Focuses leadership on key decision points early and continuously. Rigorous, up-front analysis by functionally-focused teams Engages Acquisition Community early and continuously Visibility on all ACAT programs
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Strategy & Overarching
Concepts
Joint OperationsConcepts
Guidance
JointOperatingConcepts
JointFunctionalConcepts
OPLANSand
CONPLANS
DefensePlanningScenarios
IntegratedArchitectures
Overlaywhat we have with what we need to do
• COCOM IPLs• Gap Analysis
• Risk Assessment
TaskAnalyses
CapabilityAssessments
AssessmentandAnalysis
Reconciliation& Recommendations
DecisionandAction
AcquisitionPlanning,
Programming, and Budgeting System
Science &Technology Experimentation
Capabilities-based identificationof needs combines joint concepts
and integrated architectures with analysis
NationalSecurityStrategy
JCIDS RecommendationsCapability Needs
DOTMLPF Changes
Future Capabilities Needs Identification
JCIDS AnalysisJCIDS Analysis
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Functional Area Analysis
ICD
CDD
CPD
JCIDS AnalysisJCIDS Analysis
Joint Operating ConceptsJoint Functional ConceptsIntegrated Architectures
Strategic PolicyGuidance
Joint Operations Concepts
DOTMLPF Changes
CJCSI 3180
Process
Functional Solution Analysis
DO
TM
LP
FA
naly
sis
Materiel ChangesCJCSI 3170
process
Ideas for Materiel
Approaches
Analysis of Materiel Approaches
Alternative N
Alternative 2
Alternative 1
PostIndependent
Analysis
DOTMLPF Change
Recommendation
Functional Needs
Analysis
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JCIDS Ties to the DOD 5000 Series
IOCDAB/ITAB
MS-A
JCID
S A
nal
ysis
RE
FIN
E A
NA
LY
SIS
RE
FIN
E A
NA
LY
SIS
JROC
ICD
JROC
CDD
JROC
CPD
Strategic Policy Guidance
Joint Operating Concepts
Joint Functional Concepts
Integrated Architectures
MS-CMS-B
DAB/ITAB
DAB/ITAB
ICD – Initial Capabilities ICD – Initial Capabilities DocumentDocument
CDD – Capability CDD – Capability Development DocumentDevelopment Document
CPD – Capability CPD – Capability Production DocumentProduction Document
DAB – Defense Acquisition BoardDAB – Defense Acquisition Board
ITAB – Information Technology Acquisition BoardITAB – Information Technology Acquisition Board
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JCIDS DocumentsJCIDS Documents
• Initial Capabilities Document (ICD)– Identifies a capability gap or other deficiency
– Describes evaluation of DOTMLPF approaches
– Support AoA, Concept Refinement and Milestone A
– Not updated once approved
• Capability Development Document (CDD)– Identifies operational performance attributes of proposed system
– System specific, applies to single increment (in an evolutionary program)
– Results from Technology Development and supports Milestone B
– Updated or rewritten for subsequent increments
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JCIDS Documents (cont’d)JCIDS Documents (cont’d)
• Capability Production Document (CPD)– Identifies production attributes for a single increment of a program
– Prepared during System Development and Demonstration
– Rewritten for each increment in a evolutionary program
• Capstone Requirements Document (CRD)– Describes overarching thresholds/goals and standards in functional
areas
– Especially for family-of-systems or system-of-systems approaches
– Developed only at JROC direction
– Eventually to be replaced by integrated architectures
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JCIDSDocuments GateKeeperGateKeeper
JROC InterestAll ACAT 1/1A programs and programs
designated as JROC Interest
Joint ImpactACAT 11 and below programs where
concepts and/or systems affect the joint force
Joint IntegrationACAT 11 ands below that need
interoperability/intel/munitions certification
IndependentNo joint force affect or need for
certification
Sponsor Validates &Approves
O-6&
Flag
Staffing
Functional Capability Boards Services
CoCom RepsUSD (AT&L)
USD (I)USecAF (Space)
ASD NII/ DOD CIOD, PA&E
DIA Rep (Intel Supportability)MRB Executive Secretary
Other DoD Agencies as necessary
Joint Capabilities Board& JROC
Joint Capabilities Board& JROC
Sponsor Approves
FCB Validates
JROC Interest
Joint Impact
Appropriate MDA
Co-Chairs FCB
JCIDS ProcessJCIDS Process
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JCIDS Gatekeeper JCIDS Gatekeeper
Perform an initial review of all JCIDS proposals
• Support provided by JFCOM, J6, J7, J8, JWCAs
The Gatekeeper will determine: • Joint Potential Designator
• Lead and supporting Functional Capabilities Boards
• Lead and supporting Joint Warfighting Capability Assessment Teams
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Chartered FCBsChartered FCBs
• JROC:
– Charters FCBs
– Assigns functional area(s) of responsibility
– Identifies the lead organization to chair
Command & Control
Force Protection
Focused Logistics
Battlespace Awareness
Force Application
BGen RodgersJFCOM J-8
RDML MurrettJS J-2
BGen TaylorJS J-4
RADM MathisJS J-8
BGen ScottJS J-8
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Responsibilities:
• Ensure Joint Forces conceive and develop new capabilities in joint warfighting context
• Ensure JCIDS proposals are consistent with integrated joint force
• Validate Joint Impact proposals
• Organize, analyze & prioritize capabilities proposals
• Oversee development and update of Functional Concept(s)
• Ensure integrated architectures (as available) reflect the functional area
• Leverage full resources of the Department
Functional Capabilities Board
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Responsibilities: • Coordinate and assist sponsors during JCIDS analysis and document development• Coordinate with the sponsor, as a resource of broadly-based knowledge, to resolve issues prior to or as a result of formal staffing
Lead JWCA– Analyze capabilities documents, with supporting JWCAs, to ensure joint
warfighting aspects have been considered– Provide a summary analysis and recommendation to the FCB/JCB/ JROC on
validation and/or approval of JCIDS documents
Supporting JWCA. • Support the Lead JWCA analysis
• Continually review the assigned functional area to identify capability shortfalls
• Develop/maintain prioritized lists of capability shortfalls and current JCIDS proposals across the assigned functional area
• Support the Gatekeeper process for each JCIDS document
JWCA Responsibilities
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JROC Process
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JCB (JRB)
JROCJROC
CJCSCJCS
JWCA
FCB (JRP)
ADVICE TO SECDEF
RECOMMENDATION APPROVAL/
FINAL DECISION AUTHORITY
TOP LEVEL GUIDANCE
ISSUE DEVELOPMENT
ANALYTIC FOUNDATION
INITIAL ISSUE REVIEW
JROC DECISION CHAIN
JROC: Joint Requirements Oversight CouncilJCB/JRB: Joint Capabilities/Requirements BoardFCB/JRP: Functional Capabilities Board/Joint Requirements PanelJWCA: Joint Warfighting Capability Assessment Teams
JROC MEMBERSHIP
Chair: VCJCS
Council Members:
• Vice Chief of Staff, Army
• Vice Chief of Naval Operations
• Vice Chief of Staff, Air Force
• Assistant Commandant of the Marine Corps
COCOMs have a standing invitation to attend all JROC sessions
JROC Organization
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JROC Review for:– Military Utility– Interoperability– Joint Solutions
JR
Output OrientedRequirements
Validation
ArmyMission
NeedSystem
Requirement
Navy /USMC
AirForce
MissionNeed
MissionNeed
SystemRequirement
SystemRequirement
?
MaritimeMaritimeGroundGround
AirAirPast:Past:
Joint battlespace constrained by• Procedural controls• Target ID• Sensor limitations• Lack of interoperability
Past:Past:Joint battlespace constrained by• Procedural controls• Target ID• Sensor limitations• Lack of interoperability
?
JROC -- PastJROC -- Past
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JR
NeedsValidation &Compliance
ArmyCapability
NeedCapability
Development
Navy /USMC
AirForce
CapabilityNeed
CapabilityNeed
CapabilityDevelopment
CapabilityDevelopment
OperationalConcepts
&Architectures
JointExperimentation Up-Front
Guidance
Future:Future:Joint Warfighting Capabilities
• Seamless command and control
• “Born Joint” systems
• Identification of legacy systems requiring integration
Future:Future:Joint Warfighting Capabilities
• Seamless command and control
• “Born Joint” systems
• Identification of legacy systems requiring integration
JR
JROC JROC
JROC -- NowJROC -- Now
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Advisory Council to assist the Chairman in fulfilling his
Title 10 responsibilities
Advisory Council to assist the Chairman in fulfilling his
Title 10 responsibilities
Vice Chairman, JCSJROC CHAIRMANJROC CHAIRMAN
General Pace
Director, J-8JROC SECRETARYJROC SECRETARY
LtGen Cartwright
Vice Chief, USAGEN Keane
Vice Chief, USNADM Fallon
Vice Chief, USAFGen Moseley
ACMC, USMCGen Nyland
Joint Requirements Oversight Council Joint Requirements Oversight Council (JROC)(JROC)
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Joint Capabilities Board (JCB)Joint Capabilities Board (JCB)
JCB CHAIRMANJCB CHAIRMAN DIRECTOR, J-8LtGen Cartwright
Director, ForceDevelopment, USA
MG Grazioplene
Director, AssessmentDivision, USN
RDML Myers
Dir of JointMatters, USAF
Maj Gen (S) Gould
ADC, Combat Development, USMC
Maj Gen Williams
COL Haines
JRB SECRETARYJRB SECRETARY Chief, Jt Capab Div, J-8
Assists the JROC in fulfilling its duties and responsibilities
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• The Chairman’s vehicle for obtaining a systematic view of future Joint Warfighting Capabilities
– The JROC directs FCB efforts
– Currently 5 FCBs
– Assessments conducted by warfighting & functional area experts
• Use Analysis to
– Influence requirement, program, and budget recommendations to advance joint and combined warfighting
– Assist the JROC develop strategic guidance to
influence transformation
Present FCB/JWCA ProcessPresent FCB/JWCA Process
Force ApplicationForce Application
Battlespace AwarenessBattlespace Awareness
Focused LogisticsFocused Logistics
ProtectionProtection
Force ApplicationForce Application
Battlespace AwarenessBattlespace Awareness
Command & ControlCommand & Control
ProtectionProtection
Battlespace AwarenessBattlespace Awareness
Focused LogisticsFocused Logistics
ProtectionProtection
JointStaff Services
CbtCmdsCbt
Cmds OSDDOD
Agencies Others SponsorsParticipants
SponsorsParticipants
J-8
J-6
J-4
J-8
J-2
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FCBsFCBs
RDML Murrette
Battlespace Battlespace AwarenessAwareness
• Portfolio– All source Intel
collection– Environmental
data collection– Own force info
collection– Predictive
analysis– Knowledge
management
Brig Gen Rogers
Command and Command and ControlControl
• Portfolio– COP– JFC2– Comms and
computer environment
Brig Gen Scott
Force ApplicationForce Application
• Portfolio– Land, maritime,
air and space ops
– Joint targeting– Conventional
attack– Nuclear attack– CNA– Electronic attack– PSYOPS– Special ops– Joint fires– SEAD– Military
deception
RADM Mathis
ProtectionProtection
• Portfolio– Personnel and
infrastructure protection
– CND– Counter-
proliferation– Non-
proliferation– Consequence
management
Brig Gen Taylor
Focused LogisticsFocused Logistics
• Portfolio– Deployment
distribution– Sustainment– Medical– Mobility– Logistics C2
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Management Initiative Decision 913 (MID 913)
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Management Initiative Decision 913Management Initiative Decision 913
• Quadrennial Defense Review (QDR) moved to second year of administration’s tenure
• Re-establishes the two-year budget cycle
• Off-year efforts focus on:
– ‘Small and discrete’ programmatic changes
• Components submit Program/Budget Change Proposals (PCP/BCP)
• PCPs: Limited to single items that exceed $250M (no roll-ups) or have serious programmatic impacts
• BCPs: Limited to ‘fact-of-life’ changes; includes off-sets
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DEC J AN FEB MAR APR MAY J UN J UL AUG SEP OCT NOV DECDEC J AN FEB MAR APR MAY J UN J UL AUG SEP OCT NOV DECDEC J AN FEB MAR APR MAY J UN J UL AUG SEP OCT NOV DEC
FY04 PB
FY05-09 Program Eval
Congressional Review of the PB
Testimony Prep/Rev/QFR
AuthConf
AppnConfSASC
HASC HAC
SAC
CPR
PDM
FY05 Budget Eval
Budget Execution
IssuesDev
DPG
DPG/PDMStudies
FY04PDM
FY04 Budget
FY05-09
FY03 Budget
PCP
IssuesDev
Cbt CmdConf
IPLs
PDM Studies
MBI
FinalPBDs
TodayToday
Cbt CmdConf
Budget ReviewBCP
PBDs PBDs
PB-04Baselin
eProg/Budget
ChangesPDA
FY05-09 PR/BR Tentative Schedule FY05-09 PR/BR Tentative Schedule & Process Flow& Process Flow
CPA Build
Program Review
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Chairman’s Program Assessment (CPA)Chairman’s Program Assessment (CPA)
• Unpublished, Personal Correspondence between the CJCS and the SECDEF
• Intended to convey the Chairman’s assessment of Service programs (POMs)
• Compliance with current guidance, current priorities
• OSD mechanism for changing Service programs is the Program Decision Memorandum (PDM) and Program Budget Decisions (PBDs)
• Adjusted Service Programs are the basis for the Budget Estimate Submission and eventually, the DOD component of the President’s Budget.
CPA05
CPA05
PDMPDM BUDGET05
BUDGET05
PBDsPBDs17 Oct 03
1 Nov 03
Jan 04
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Chairman’s Program Recommendations (CPR)Chairman’s Program Recommendations (CPR)
• Unpublished, Personal Correspondence between the CJCS and the SECDEF
• Intended to convey the Chairman’s priorities for the upcoming program build
• Provides CoCom and joint warfighting perspective to Defense Planning Guidance priorities
• Recommendations designed to influence “out years”
CPR06
CPR06
DPG06-11DPG06-11
POM06-11
POM06-11
This Year’s CPR will follow on the heels of the CPA
21 Nov 03 Dec 03/Jan 04 Aug 04
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Back-upBack-up
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What is a Capability?What is a Capability?
Capability definitions should be broad and satisfy two rules
• Rule 1– Describes the required attributes
– Measures of effectiveness (time, distance, effect, obstacles, etc.)
• Rule 2– General enough to not prejudice decisions
– Specific enough to evaluate alternative approaches
• Good– Kill an enemy tank within 4 kilometers of the FEBA, within 5
minutes of detection, even when the target is in defilade
• Bad– The M1A1 needs the capability to kill an enemy tank at 4 km
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Chartered FCBsChartered FCBs
• Five FCBs chartered:
– Battlespace Awareness – RDML Murrett (VDJ2)
– Command and Control – Brig Gen Rogers (JFCOM)
• Supported by RDML Brown (VDJ6)
– Force Application – Brig Gen Scott (DDFA, J8)
– Force Protection – RADM Mathis (DDFP, J8)
– Focused Logistics – Brig Gen Rogers (VDJ4)
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Principal Members
• Services• Combatant Commanders • USD for Acquisition Technology and Logistics• USD for Intelligence• ASD for Networks and Information Integration/DoD Chief
Information Officer• USecAF (Space)• Defense Intelligence Agency • Director, Program Analysis & Evaluation• Mission Requirements Board Executive Secretary
Advisory Membership• JWCA leads• J-6E/I (interoperability advisor)• J-8 Warfighting Concepts and Architectures Integration Division• DOD laboratories & industry
Typical FCB Membership
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PortfoliosPortfolios
• All source intelligence collection
• Environmental data collection
• Predictive analysis
• Knowledge management
BATTLESPACEBATTLESPACE AWARENESSAWARENESS COMMAND AND CONTROLCOMMAND AND CONTROL
• Common operational picture
• Joint force command and control
• Communications and computer environment
• Own force information collection
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• Land operations
• Maritime Operations
• Air Operations
• Space Operations
• Joint targeting
• Conventional attack
• Nuclear attack
FORCE APPLICATIONFORCE APPLICATION
• Computer network attack
• Electronic attack
• Psychological Operations
• Special Operations
• Joint fire support
• Suppression of enemy air defense
• Military deception
PortfoliosPortfolios
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PortfoliosPortfolios
• Personnel and infrastructure protection
- OPSEC
- Missile defense
- Electronic protection
• Computer network defense
• Counter-proliferation
• Non-proliferation
• Consequence management
FORCE PROTECTIONFORCE PROTECTION
• Deployment distribution
• Sustain
• Medical
• Mobility
• Logistics C2
FOCUSED LOGISTICSFOCUSED LOGISTICS
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Legacy DocumentsLegacy Documents
Document Current Status
Requested Action
JCIDS Action
Effective Date
MNS Approved (> 2 years old)
Update Convert to an ICD
Upon signature
MNS Approved (> 2 years old)
Use to support MS A
Convert to an ICD
Upon signature
MNS Approved (< 2 years old)
Update Convert to an ICD
Upon signature
MNS Approved (< 2 years old)
Use to support a CDD/ MS B
Allowed Upon signature
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Legacy Documents (cont’d)Legacy Documents (cont’d)
Document Current Status
Requested Action
JCIDS Action
Effective Date
ORD Draft Validation/ Approval
Allowed Up to six months after signature
ORD Approved Use to support MS B or C
Allowed Up to 2 years after signature
ORD Approved Update or Annex Allowed Upon signature
CRD New Approval At JROC direction
Upon signature
CRD Approved Update At JROC direction
Upon signature
CRD Approved Retirement At JROC direction
Upon incorporation into Integrated Architecture
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Initial Capabilities Document (ICD)Initial Capabilities Document (ICD)
Purpose of the ICD:
• Describes capability gaps as determined by the functional analysis
• Summarizes the DOTMLPF analysis– Describes why such changes are inadequate
• Documents the evaluation of possible materiel approaches– Describes how the recommended approach(es) best provide the
desired capability
When is an ICD required?
• All new programs when a MNS is greater that 2 years old
• Programs proceeding directly to Milestone B or C
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Capability Development Document Capability Development Document (CDD)(CDD)
Purpose of the CDD:
• Support System Definition and Development
• Define authoritative, measurable capabilities– Objective desired attributes
– Current evolution/increment attributes
When is an CDD required?
• For family of systems – CDD for each system
• For system of systems – CDD for each system– Except when waived by the validation authority
• All programs proceeding to Milestone B– Unless an approved ORD exists
• Updated for each subsequent increment Milestone B
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CDD CDD (cont’d)(cont’d)
CDD Development
• Prior to Milestone B
• Supports SDD and refinement of integrated architectures
• Uses lessons learned from Technology Development
• Certifications– Systems will receive intelligence, munitions, and interoperability and
supportability certifications as required
System Capabilities
• Defined attributes that contribute to the desired capability– Threshold – Objective format
– KPPs and non-KPPs
– Used to guide performance tradeoffs
– Linked to applicable CRDs
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CDD CDD (cont’d)(cont’d)
CDD Revalidation in subsequent increments
• Update previous CDD– If follow-on consistent with previous strategy
• Submit a new revised CDD– If significant revisions to strategy, capabilities, etc are
made
Who writes an CDD?
• The sponsor
• All approved CDDs will be posted to KM/DS for future reference
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Capability Production Document (CPD)Capability Production Document (CPD)
Purpose of the CPD:
• Support Production, IOT&E and Deployment
• Define authoritative, measurable capabilities– Objective desired attributes
– Current evolution/increment attributes
When is an CPD required?
• For family of systems – CPD for each system
• For system of systems – CPD for each system– Except when waived by the validation authority
• All programs proceeding to Milestone C– Unless an approved ORD exists
• For each increment Milestone C
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CPD CPD (cont’d)(cont’d)
CPD Development
• Prior to Milestone C
• Uses lessons learned from SDD
• Certifications– Systems will receive intelligence, munitions, and interoperability and
supportability certifications as required
System Capabilities
• Based on attributes defined in the CDD– Threshold – Objective format
– KPPs and non-KPPs
– Thresholds may be adjusted based on lessons learned in SDD
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CPD CPD (cont’d)(cont’d)
CPD is rewritten for each increment
• Identifies capability delivered by this increment
• Justifies changes in threshold values
Who writes a CPD?
• The sponsor
• All approved CPDs will be posted to KM/DS for future reference
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JCIDS Instruction and ManualJCIDS Instruction and Manual
Developed in conjunction with DoD 5000 Series
CJCSI 3170.01C• Top-level description
• Organizational responsibilities
CJCSM 3170.01• JCIDS Analysis Process
• Define performance attributes & key performance parameters
• Validation & approval process
• Document content
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Functional-Operational RelationshipsFunctional-Operational Relationships
MajorCombat
Operations(JFCOM)
Homeland Security
(NORTHCOM)
Stability Operations(JFCOM)
Strategic Deterrence
(STRATCOM)
Battlespace Awareness
Command and Control
Force Application
Protection
Focused Logistics
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Principal Members
• Services• Combatant Commanders • USD for Acquisition Technology and Logistics• USD for Intelligence• ASD for Networks and Information Integration/DoD Chief
Information Officer• USecAF (Space)• Defense Intelligence Agency • Director, Program Analysis & Evaluation• Mission Requirements Board Executive Secretary
Advisory Membership• JWCA leads• J-6E/I (interoperability advisor)• J-8 Warfighting Concepts and Architectures Integration Division• DOD laboratories & industry
FCB Membership
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• Revised Chairman’s Instruction and companion Manual are effective immediately
• New CJCSI 3170.01C and CJCSM 3170.01 are posted on the DTIC web site: http://www.dtic.mil/cjcs_directives
• Resident and Distance learning available through the Defense Acquisition University http://www.dau.mil
• Joint Staff POC: J-8/CAD
[email protected] (703)-697-7525
Additional InformationAdditional Information
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Gatekeeping Process
KM/DS - Knowledge Management/Decision Support ToolKM/DS - Knowledge Management/Decision Support Tool
KM/DSJPD
Decision
JROC Interest
Joint Impact
Joint Integration
Independent
GATEKEEPER5 DAY GOAL
Developed by the Sponsor
JCIDSDocuments
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Joint Integration and Independent
Final DocumentTo Database
Joint Integration
Intel Cert/Threat Validation (J2)
InteroperabilityCertification (J6)
SponsorValidation/Approval
AcquisitionActivity
Independent
KM/DS
MunitionsCertification (J4)
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JROC Interest And Joint Impact Staffing
JROC Interest
Joint Impact
SPONSOR INCORPORATE
COMMENTS15 DAY GOAL
FCBReview
O-6 REVIEW35 DAYS
FLAG REVIEW21 DAYS
COCOMs/SERVICESOSD/DOD AGENCIES
JOINT STAFF
COCOMs/SERVICESOSD/DOD AGENCIES
JOINT STAFF
SPONSOR INCORPORATE
COMMENTS15 DAY GOAL
Intel Cert/Threat Validation (J2)
InteroperabilityCertification (J6)
MunitionsCertification (J4)
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JROC Interest And Joint Impact JROC Interest And Joint Impact ApprovalApproval
Final DocumentTo Database
FCBReview
SponsorApproval
AcquisitionActivity
JROC Interest
Joint Impact
KM/DS
FCBValidation
JCB/JROCApproval/Validation
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JCIDS AnalysisJCIDS Analysis
• Functional Area Analysis (FAA)– Identify operational task, conditions, and standards needed to accomplish
military objectives
– Result: Tasks to be accomplished
• Functional Needs Analysis (FNA)– Assess ability of current and programmed capabilities to accomplish the
tasks
– Result: List of capability gaps
• Functional Solutions Analysis (FSA)– Operational based assessment of DOTMLPF approaches to solving
capability gaps
– Result: Potential DOTMLPF approaches to capability gaps
• Post Independent Analysis– Independent analysis of approaches to determine best fit
– Result: Initial Capabilities Document
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Joint Potential Designators (JPD)Joint Potential Designators (JPD)
• JROC Interest– All ACAT I/IA, CRDs, and DOTMLPF change proposals– Any other program so designated– JROC validates and approves
• Joint Impact– Any ACAT II and below program with significant impact on joint
warfighting– FCB validates, Sponsor approves
• Joint Integration– Any ACAT II and below program without significant joint impact– Requires intelligence, munitions or interoperability certification– Sponsor validates and approves
• Independent– Any program not meeting the above criteria– Sponsor validates and approves