2012-03 joint intelligence operations centers (jioc
TRANSCRIPT
Calhoun: The NPS Institutional Archive
Reports and Technical Reports All Technical Reports Collection
2012-03
Joint intelligence operations centers
(JIOC) business process model &
capabilities evaluation methodology
Schacher, Gordon
Monterey, California: Naval Postgraduate School
http://hdl.handle.net/10945/7035
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NPS-IS-12-001
NAVAL
POSTGRADUATE
SCHOOL
MONTEREY, CALIFORNIA
JOINT INTELLIGENCE OPERATIONS CENTERS (JIOC) BASELINE
BUSINESS PROCESS MODEL
&
CAPABILITIES EVALUATION METHODOLOGY
by
Gordon Schacher, Nelson Irvine and Roger B. Hoyt
March 2012
Approved for public release; distribution is unlimited
Prepared for: Joint Staff, J262
Pentagon, Washington, DC
i
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4. TITLE AND SUBTITLE
Joint Intelligence Operations Center (JIOC) Business Process Model & Capabilities
Evaluation Methodology
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6. AUTHOR(S)
Gordon Schacher, Nelson Irvine, and Roger Hoyt
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Information Science Department
Naval Postgraduate School 777 Dyer Rd., Room 100D, Monterey, CA 93943
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14. ABSTRACT
A JIOC Business Process Model has been developed for use in evaluating JIOC capabilities. The model is described
and depicted through OV5 and organization swim-lane diagrams. Individual intelligence activities diagrams are
included. A JIOC evaluation methodology is described
15. SUBJECT TERMS
Capabilities, Activities Structure, Business Process Modeling, Analysis Reporting
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Gordon Schacher a. REPORT
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NAVAL POSTGRADUATE SCHOOL
Monterey, California 93943-5000
Daniel T. Oliver Leonard A. Ferrari
President Executive Vice President and
Provost
The report entitled “Joint Intelligence Operations Centers (JIOC) Baseline Business
Process Model & Capabilities Evaluation Methodology” was prepared for Joint Staff,
J262, Pentagon, Washington DC.
Further distribution of all or part of this report is authorized.
This report was prepared by:
Gordon Schacher Nelson Irvine
Professor Emeritus Research Assistant Professor
Information Sciences Department Information Sciences Department
Roger B. Hoyt
CAPT USN
Research Associate
Information Sciences Department
Reviewed by: Released by:
Dan Boger, Chairman Douglas Fouts
Information Sciences Department Interim Vice President and
Dean of Research
vii
Table of Contents
1.0 Introduction 1
2.0 Modeling JIOC Operations 3
2.1 Business Process Model Description 3
2.2 BPM Depictions 4
2.3 BPM Employment 6
2.3.1 Assessing JIOC Capabilities 7
2.3.2 Comparing JIOC Capabilities 7
2.3.3 CONOPS, SOP, and TTP 7
2.3.4 Experiment/Test Development 7
2.3.5 Understanding Gaps 8
2.3.6 JCIDS 8
2.3.7 Status Determination and Visualization 8
2.3.8 Simulation 8
3.0 Baseline JIOC Generic Organizations 9
4.0 Baseline JIOC OV-5 12
5.0 Swim-Lane Diagrams 21
5.1 Diagrams Description 21
5.2 JIOC Baseline BPM Swim-Lane Diagram 22
6.0 Baseline Intelligence Activities 24
7.0 JIOC Capabilities Evaluation 50
7.1 Capabilities Assessment Basics 50
7.2 Example Roll-Up Methodology 50
7.2.1 Quantitative Results 51
7.2.2 Qualitative Results 51
7.3 Capabilities Results Presentation 52
Appendix A Distribution List 54
viii
List of Figures
Figure 2.1 Business Process Model components 3
Figure 4.1 OV5 diagram of JIOC baseline activity structure (top two levels) 12
Figure 4.2 OV5 diagram of JIOC baseline activity structure (top three levels) 13
Figure 4.3 OV5 diagram of activity structure for the Plan and Direct activity 14
Figure 4.4 OV5 diagram of activity structure for the Collect activity 15
Figure 4.5 OV5 diagram of activity structure for the Process and Exploit activity 16
Figure 4.6 OV5 diagram of activity structure for the Analyze and Produce activity 17
Figure 4.7 OV5 diagram of activity structure for the Disseminate and Integrate activity 18
Figure 4.8 OV5 diagram of activity structure for the Evaluate and Feedback activity 19
Figure 4.9 OV5 diagram of activity structure for the
Intelligence Support to Operations activity 20
Figure 5.1 Swim-Lane Diagrams Symbols and Conventions 21
Figure 5.2 JIOC Baseline BPM swim-lane depiction 23
Figure 6.1 Plan long-term strategy 25
Figure 6.2 Near-term intelligence guidance 26
Figure 6.3 Manage intelligence operations 27
Figure 6.4 Production Request and RFI Management 28
Figure 6.5 GEOINT Collection Planning 29
Figure 6.6 GEOINT Collection Execution 30
Figure 6.7 Multi-Int Collection 31
Figure 6.8 Watch / COP 32
Figure 6.9 GCCS Management 33
Figure 6.10 Information Analysis 34
Figure 6.11 Operations Assessment 35
Figure 6.12 Ad-Hoc team 36
Figure 6.13 Red Team 37
Figure 6.14 Targeting 38
Figure 6.15 Information Operations 39
Figure 6.16 Anti-Terrorism / Force Protection 40
Figure 6.17 Counter Terrorism 41
Figure 6.18 Humanitarian Assistance / Disaster Relief 42
Figure 6.19 Joint Task Force 43
Figure 6.20 Threat Tracking 44
Figure 6.21 Disseminate 45
Figure 6.22 Integrate 46
Figure 6.23 Situation Awareness and Understanding 47
Figure 6.24 Operations Support 48
Figure 6.25 Evaluate and Feedback 49
ix
Acronym List
AESG Architecture Engineering Support Group
AHC Ad-Hoc Collection
AOR Area of Responsibility
AT/FP Anti-Terrorism/Force Protection
BDA Battle Damage Assessment
BPM Business Process Model
CIA Central Intelligence Agency
CoA Course of Action
COCOM Combatant Command
COP Common Operating Picture
CR Collection Request
CT Counter Terrorism
DIAP Defense Intelligence Assessment Protocol
DNI Director of National Intelligence
DODAF Department Of Defense Architecture Framework
EEI Essential Elements of Information
EW Electronic Warfare
FBI Federal Bureau of Investigation
FDO Foreign Disclosure Office
FIRE Fleet Innovation and Research Enterprise
FLTREP Flight Report
GCCS Ground Common Control Station
GEOINT Geospatial Intelligence
G-I Geospatial Intelligence
HA/DR Humanitarian Assistance/Disaster Relief
HUMINT Human Intelligence
IC Intelligence Community
ICD Initial Capabilities Document
I & W Indications and Warnings
INTELINK Intelligence Link
IO Information Operations
ISR Intelligence, Surveillance, and Reconnaissance
IT Information Technology
JCIDS Joint Capabilities Integration and Development System
JCMB Joint Collection Management Board
JCS Joint Chiefs of Staff
JCWG Joint Collection Working Group
JIPCL Joint Intelligence Priority Collection List
JIOC Joint Intelligence Operations Centers
JOC Joint Operations Center
Joint Staff (JS) J262 Director, Enterprise Integration & Info Sharing
JSBA Joint Intelligence Interoperability Board System Baseline Assessment
JTF Joint Task Force
MASINT Measures and Signature Intelligence
x
M-I Multi-Intelligence
MIB Morning Intelligence Brief
MIDB Modern Integrated Database
MISREP Mission Report
MN Multinational
NCA National Command Authority
NGA National Geospatial-Intelligence Agency
NGO Non-Governmental Organizations
NPS Naval Postgraduate School
NTRB National Targeting Review Board
OPLAN Operations Plan
OPORD Operations Order
OPSIT Operational Situation
OSINT Open Source Intelligence
OV Operational View
PED Processing, Exploitation, and Dissemination
PIR Priority Information Requirements
POI Person of Interest
PR Production Requests
ROMO Range of Military Operations
RSC Regional Service Center
RFI Request for Information
SA Situation Awareness
SIA Senior Intelligence Analyst
SIGINT Signals Intelligence
SME Subject Matter Expert
SU Situation Understanding
TST Time Sensitive Targeting
USD(I) Under Secretary of Defense for Intelligence
VOI Vessel of Interest
1
1.0 INTRODUCTION
Joint Intelligence Operations Centers (JIOC) are “the primary intelligence organizations
providing support to joint forces at the operational and tactical levels. The JIOC integrates the
capabilities of Director of National Intelligence (DNI) Service, combat support agency, and
combatant command intelligence assets to coordinate intelligence planning, collection
management, analysis, and support” (JP 2-0).
The JIOC objective is to direct and provide 24/7 intelligence support to theater forces and
national customers. This support includes:
All source political/military intelligence
Theater situational awareness
Support to counterterrorism operations
Targeting support
Management of theater collection requirements and collection sensors
Significant support is also provided to intelligence campaign planning, and theater engagement
requirements.
The JIOC Information Technology (IT) Enterprise for 2010-2015 Initial Capabilities Document
(ICD) envisions a network-centric, all-source Intelligence, Surveillance, and Reconnaissance
(ISR) capability that enables data discovery, collaboration, and shared services among
Combatant Commands (COCOMs), Military Services, Combat Support Agencies (CSA), the
Intelligence Community (IC), and Multinational (MN) partners. The JIOC IT Enterprise will
support COCOMs throughout the Range of Military Operations (ROMO) from the tactical to
strategic levels. JIOC Enterprise IT requirements are specifically focused on enabling JIOCs to
support COCOMs and their subordinates.
The Under Secretary of Defense for Intelligence (USD(I)) established a governance structure to
address COCOM JIOC information sharing needs. It oversees the design, implementation,
sustainment, and future improvement of the JIOC information sharing enterprise to support the
COCOMs as outlined in the April 2006 JIOC Execute Order. The JIOC information sharing
enterprise includes a combination of technology, policies, capabilities, processes, and data
standards needed to provide interoperable, net-centric intelligence, surveillance, and
reconnaissance (ISR) capabilities for joint and coalition forces.
Understanding current JIOC interoperability and capability issues that affect the conduct of joint
operations - technical and process – is critical for the successful planning and eventual transition
to the next generation JIOC enterprise. The purpose of this JIOC BPM study is to provide an
operational-level analysis/assessment that will be used as a baseline in support of subsequent
JIOC Governance Board enterprise planning, organization improvement, and investment strategy
decisions.
USD(I) and the Director, Enterprise Integration & Info Sharing (Joint Staff (JS) J262) tasked the
Naval Postgraduate School (NPS) to research JIOC enterprise operations and construct a baseline
Business Process Model (BPM). The model will document JIOC organization structure,
activities, and information flow. The tasks to be accomplished in the project are:
2
Construct a baseline JIOC BPM.
Determine the organizations and procedures used by COCOMs to implement their JIOCs.
Construct a COCOM-specific BPM.
Develop a methodologies for:
o identifying differences in COCOM JIOC implementation strategies
o associate gaps with, activities in the BPM architecture
o identifying system and process interoperability issues within and between JIOCs
Phases of the project are intended to support the JIOC Information Sharing Enterprise Board
efforts to:
Oversee the design, implementation, sustainment and future improvement of the JIOC
information sharing enterprise
Implement a JIOC governance process that drives national-to-tactical intelligence sharing
and interoperability capabilities
NPS past support to Joint Staff J2 for Joint Intelligence Interoperability Board System Baseline
Assessment (JSBA) interoperability studies will be extended to:
Provide support and develop a means to assess JIOC implementation progress
Support JIOC architecture team development efforts
Support the Defense Intelligence Agency (DIA) Architecture Engineering Working
Group and the Enterprise Architecture Working Group
The methodologies for developing COCOM JIOC BPMs and subsequent evaluation of JIOC
capabilities are reported here.
3
2.0 MODELING JIOC OPERATIONS
2.1 Business Process Model Description
Business Processes Models (BPM) focus on how specific business activities are performed, here
military intelligence activities. The components of this model are JIOC activities and associated
activities with which they share information. The model includes:
Information products that are used/produced by activity tasks
Organizations/people that perform the activities/tasks
Resources that are used to perform the tasks
Procedures that are followed to perform the activities (Concept of Operations
(CONOPS), Tactics, Techniques, and Procedures (TTP), Standard Operating Procedure
(SOP))
Figure 2.1 Business Process Model Components
Figure 2.1 illustrates the essential components of a BPM that models a process where
information is the primary product. The process modeled may be that of a whole organization or
one or many components of the organization. I.e., the processes modeled can be at any level,
from the lowest level such as typing a single letter to the complete process of a publishing
organization. The level at which the model is developed depends on the results one wishes to
produce from the model.
Figure 2.1 shows a single process. A BPM will normally contain a set of connected activities
and tasks that make up the total process of interest. Section 3 describes activities and tasks that
are included in the JIOC baseline BPM. The JIOC baseline BPM described here does not
include systems.
JIOCs provide intelligence information for military activities. The activities and tasks included
in the model are those needed to provide this information. Following is an example of activities
and tasks performed to support a specific military operation:
Business Process Information Input Information Output
Performing
People/Organizations
Resources
Systems
Archived Information
Procedures
Requirements
Situation
4
Operation – Ship Entering a Port
JIOC Operation – Support Port Visit with relevant intelligence
Activity 1 – Determine Information Needs
Task 1.1 – determine local situation
Task 1.2 – determine ship capabilities
Activity 2 – Determine Collection Requirements
Task 2.1 – determine information already available
Task 2.2 – request collection
Activity 3 – Task Collection Activities
Task 3.1 – determine collection capabilities
Task 3.2 – correlate requirements with capabilities
Task 3.3 – forward collection requests
Activity 4* – Collect Information (not a JIOC activity)
Task 4.1 – assign assets
Task 4.2 – execute collection
Task 4.3 – forward collected information
Activity 5 – Assess Information
Task 5.1 – correlate information with situation
Task 5.2 – develop threat assessment
Activity 6 – Provide Threat Assessment
Task 6.1 – disseminate threat assessment
*Note that Activity 4 is not performed by a JIOC but by some other organization. It is included
in the activity list because it is an important part of supporting the ship operation and is needed in
the BPM to have information inputs and outputs for JIOC activities. Other organizations are
included in the BPM if they are needed to provide complete JIOC information flow.
The above is only an illustration of a set of activities the tasks needed to carry out the activities.
It does not show all of the activities and tasks needed to support the operation. The JIOC BPM
includes all activities and tasks needed to carry out JIOC operations.
It is important to recognize that there is no one, or right, way to segment an organization’s
activities into an activity/task structure. What one does is develop a structure that is appropriate
for what is to be studied or learned. For the JIOC Baseline BPM shown in this report the
overarching structure is the intelligence activities contained in Joint Publication 2.0 (JP-2.0).
The structure under these activities has been developed to insure completeness and effectiveness
for evaluating JIOC capabilities.
2.2 BPM Depictions
A process model is a depiction of processes, resources, products, and the “actors” (people and
organizations) involved in executing the processes. Large organization processes are complex (a
5
JIOC is certainly complex) and some sort of visualization/depiction is needed for understanding
processes structure, and hence the model. We use three depictions here:
1. Department of Defense Architecture Framework, Operational View (OV-5)
(Section 4)
2. Swim-lane activity diagrams (Section 5)
3. Intelligence processes operational threads (Section 6)
Number three provides diagrams needed by the Architecture Engineering Support Group
(AESG) requirement to produce operational threads for the JIOC functional CONOPS.
Depiction 1, the OV-5: This activity and task hierarchy structure is built on the six intelligence
process activities defined in JP 2-0. For our structure we name these “Principal Activities”.
They are:
Planning and Direction
Collection
Processing and Exploitation
Analysis and Production
Dissemination and Integration
Evaluation and Feedback
The JIOC Operational Order (OPORD) directs a change in emphasis in intelligence operations
with its stress on the purpose of intelligence being to support operations. Because of this we have
added a seventh Principal Activity to our BPM structure.
Intelligence Support to Operations
The BPM structure is as follows:
Principal Activity
Activity-1
Task-1.1
Task-1.2
etc.
Activity-2
Task-2.1
Task-2.2
Task-2.3
etc.
etc. for all 7 Principal Activities
There are sub-tasks, resulting in a 4-level structure (see the OV5 diagrams in Section 4). Input
information is needed for task performance, and tasks produce information that is consumed by
other tasks.
6
The specific activity structure used here is in conformance with the Joint Pubs and with the
OPORD, but not defined by those documents. The documents leave a fair amount of room for
interpretation. For example, collection planning in the Joint Pubs is shown under both “Planning
and Direction” and under “Collection”. In all cases where there is lack of definition we have
constructed the activity structure so as to be most efficient for BPM construction. We have
constructed a conforming and sufficient structure, not an only-possible or necessarily best
structure.
Depiction 2, Swim-Lane Diagrams: A swim-lane is a visualization diagram that shows the
organizations that performs JIOC tasks at the head of a lane and the tasks it performs as labeled
boxes in its lane. The box labels identify the tasks and also specify the information produced by
that task. Arrows between the activity boxes show the sequence of tasks. This depiction
contains:
Processes (activities and tasks) that are executed
Activity/task sequence
Information produced and exchanged
Performing organizations
The OV-5 and swim-lane depiction use the same color code for the activity/task structure. The
swim-lane diagrams and a complete description of the presentation are given in Section 5.
Time flows roughly left to right in the swim-lane diagrams. However, one cannot infer that a
task block that is to the right of another must occur later in time. One can infer task sequencing
from the arrows that connect the tasks.
Depiction 3, Basic Intelligence Threads: An Thread is a portion of the BPM that is readily
identified as a well-defined JIOC activity that contains a number of tasks, such as Collection
Management. Such thread groupings are identified by a particular color code, and all of its tasks
have that color code. The color codes will be explained in Section 4.
The AESG is in the process of producing Operations Threads for the JIOC Functional CONOPS,
with 40 threads planned. The threads the AESG is developing conform closely to segments of
the JIOC baseline BPM. For this third depiction we have segmented the BPM into those
portions that produce threads in order to satisfy AESG requirements. 25 threads have been
produced and are shown in Section 6.
2.3 BPM Employment
A BPM is developed to map and understand a complex set of interrelated processes. Following
are very brief descriptions of potential uses for the JIOC baseline BPM to meet JS J2 and DIA
needs. Results of such studies are not reported here.
7
2.3.1 Assessing JIOC Capabilities
JIOCs are relatively new intelligence operations organizations that are being implemented across
the DoD. Because of mission differences and other factors, implementation is not the same at all
commands. The Baseline BPM contains the full set of activities and tasks that are to be
accomplished by all JIOCs. Comparing individual JIOC operations to the established activities
and tasks can be used to determine if those tasks are performed and how well. How well they are
performed is not in itself a sufficient evaluation. Comparison must be made to an established
capability threshold. Such thresholds can be defined through documents such us Initial
Operational Capability (IOC) and Full Operational Capability (FOC). IOC and FOC
specifications are coarser grained than the tasks in the BPM. Thus, additional thresholds at the
task level need to be defined for a detailed assessment of JIOC capabilities.
2.3.2 Comparing JIOC Capabilities
Differences in capabilities of the JIOCs at different commands are to be expected if for no other
reason than differences in resources (possible reasons for differences are not discussed here).
The baseline BPM provides a means to identify differences in implementation and effectiveness
at the activity and task level. This can be done by comparing both JIOCs to the thresholds noted
above or by comparing task capabilities directly. Another outcome of such comparisons is to
determine cause-and effect for capabilities variations, and to propose corrections.
2.3.3 CONOPS, SOP, and TTP
There is a direct relationship between a BPM and associated CONOPS, SOP, and TTP. The
BPM maps out the activities and tasks that are described in the guidance documents, making
explicit the sequence of activities and how they are implemented. Comparison of a specific
JIOC’s BPM to the guidance documents for conformance can reveal deficiencies in procedures
(or deficiencies in the documents). As an example, in Pacific Command (PACOM), the Joint
Collection Working Group is attended by all J-Codes. This is a specific concept for collection
management that is not in current CONOPS.
2.3.4 Experiment/Test Development
We address here operational capabilities testing, not system capabilities tests. Testing
operational capabilities requires that a sequence of operational activities be executed. One has to
insure that the activities executed will produce results that address the question being asked.
There are a number of question types that can be addressed. E.g., does use of a particular system
improve operations, are personnel sufficiently trained, are the procedures effective, etc.? In all
cases an operational activity, or sequence of activities, has to be executed in order to produce a
valid test. The BPM architecture is used to identify the appropriate activities.
8
2.3.5 Understanding Gaps
Deficiencies in operational capabilities are commonly referred to as gaps. Gaps come in many
flavors: systems, personnel, procedures, etc. Identifying a gap is fairly straightforward.
Identifying solutions, essentially cause-and-effect is not easy; doing so is aided by using the
BPM. The BPM provides a direct correlation between an operational activity, or sequence of
activities, and the identified operational capabilities gap.
2.3.6 Joint Capabilities Integration and Development System (JCIDS)
JCIDS is the methodology used by DoD for procurement decisions. A step in the methodology
is to provide an architecture visualization as part of requirement validation and also to
demonstrate that the solution proposed has potential for success. Using a BPM architecture to
illustrate how a system would support an activity and address a particular shortfall is an efficient
means for providing validation of the procurement proposal.
2.3.7 Status Determination and Visualization
The ultimate interest in using the BPM is to assess operational capabilities. Capabilities are the
result of the ability to perform many interrelated tasks. When determining operational
capabilities status one wishes to determine cause-and-effect, which involves determining the
contribution (positive and negative) of the many tasks involved in the process. With so many
tasks an efficient means is needed to sort through the effects. Reporting status through an
architecture-visualization is one of the best ways to do this. Pointing and clicking on activities
and tasks in either the OV-5 or the swim-lane presentation can provide the visual access to
underlying status information. All of the needed status information can be archived, accessed,
and visualized through the architecture. A preliminary design for this capability has been
formulated and is presented in the PACOM JIOC BPM report. Status information would be
contained in a database and is accessed by links in the architecture boxes. Changing the
information in the database automatically updates the status information that is accessed. This
full construct can be implemented in the Naval Postgraduate School (NPS) Fleet Innovation and
Research Enterprise (FIRE) knowledge management system.
2.3.8 Simulation
A simulation is an executable model that is based directly on the model architecture. It is created
by setting up a means to time step through a sequence of tasks. Simulation development requires
establishing parameters for the task blocks and a rule set for how activity performance depends
on the parameters. Simulation results are produced by time stepping through the activities to
determine overall performance. The key to developing a valid simulation is providing
parameters and rules that realistically represent operational performance. The number of rules
and parameters can become very large. This topic is not addressed further in this report except to
note that the BPM is the underlying model for JIOC performance simulation.
9
3.0 BASELINE JIOC GENERIC ORGANIZATIONS
The BPM presented here is a baseline, designed to be applicable across all JIOCs. All JIOCs are
required to perform the same activities, those defined by Joint Pubs 2. Because JIOCs are
organized differently, depending on resources and the desires of the COCOM Commander, it is
necessary to use generic organizations in the baseline as the activity performing entities. The
BPM for a specific JIOC will be derived from the baseline by replacing generic organizations
with its specific ones.
COCOM activities are managed by the J-codes, J2, J3, J4, J5, and J6. This project is mainly
concerned with J2 and J3 activities and those organizations are represented in the model.
Coordination activities across the J-codes are identified as being done by coordination boards
with generic titles (or real titles where appropriate such as the Joint Collection Management
Board (JCMB)).
COCOMs interact with many national-level organizations and agencies. These are lumped
together into two generic organizations, one for command/oversight activities and one for
analysis activities.
The following are the generic organizations arranged in their command hierarchy. Explanations
of the function of each follow the list.
National Command and Agencies
Agency Analysts
COCOM Commander
J-Code Boards
J2
Intelligence Management
Production Management
JIOC Watch
Red Team
Intelligence Specialists
Intelligence Analysis
Intelligence Archives
J3
Joint Operations Center (JOC)
Systems Management
Collection Management
Collection Assets
Component Command
Component Analysis
Coalition Command
Coalition Analysis
10
National Command and Agencies – National command organizations that set intelligence
priorities/guidance, e.g., Joint Chiefs, National Command Authority (NCA); National agencies
that specify their intelligence requirements, e.g., Central Intelligence Agency (CIA), National
Geospatial-Intelligence Agency (NGA), Federal Bureau of Investigation (FBI).
Agency Analysts – analysts within the agencies that produce intelligence products and collaborate
with COCOM JIOC analysts.
COCOM Commander – the Commander and his/her staff, for the purpose of setting COCOM
requirements and guidance.
Cross-Code Collaboration Boards – coordination/management boards that function across the J-
codes, e.g., JCMB.
J2, J3 – COCOM intelligence and operations command organizations.
Joint Operations Center (JOC) – monitoring and controlling intelligence collection and
assessment operations.
Organizations Under J2:
Intelligence Management – all intelligence management positions under J2, any position that
assigns and monitors intelligence tasks, e.g., Senior Intelligence Analyst (SIA), Division and/or
Branch managers.
Production Management – specific organization that manages intelligence production, that
coordinates with national production procedures in accord with Defense Intelligence Assessment
Protocol (DIAP).
JIOC Watch – continuous monitoring of intelligence activities within the COCOM and
coordination of intelligence operations with outside organizations.
Red Team – organization assigned independent red assessments, and to propose alternate
analyses of red intent and Course of Action (CoA).
Intelligence Specialists – specialists in specific intelligence areas, e.g., air, land, cyber;
intelligence type specialists, e.g., Geospatial Intelligence (GEOINT), Measures and Signature
Intelligence (MASINT).
Intelligence Analysis – organizations responsible for intelligence analysis, assessment, and
product dissemination.
Intelligence Archives – any permanent archive of intelligence information, e.g., Modern
Integrated Database (MIDB).
11
Collection Management – organizations that manage collection requirements and tasking, e.g.
Collection Cell, Joint Collection Working Group (JCWG), collection managers within Divisions
and Branches.
Collection Assets – organizations that assign, operate, and control collection assets of all type,
including system and human. Collection assets are both within and outside the COCOM.
Systems Management – that portion of J6 and the Regional Service Center (RSC) that provides
intelligence and Common Operational Picture (COP) systems support, primarily Global
Command and Control System (GCCS) and Distributed Common Ground Station (DCGS).
Organizations outside of the COCOM:
Component Command – command portion of the components that belong to the COCOM.
Component Analysis – analysis functions within COCOM components.
Coalition Command – foreign coalition partner commands, Non-Governmental Organizations
(NGO) may be included.
Coalition Analysis – analysis functions within coalition partners, also possibly NGOs.
12
4.0 BASELINE JIOC OV-5
The basic six intelligence activities from JP-2.0 and one from the JIOC Execute Order (EXORD)
were introduced in Section 2. Figure 4.1 presents the activity structure p[resented in a DODAF
OV-5 diagram.
JIOC BPM OV-5
Levels 1-2
Plan &
Direct
Collect
Process &
Exploit
Analyze &
Produce
Disseminate
& Integrate
Evaluate &
Feedback
Intel Support
to Operations
Long-Term
Strategy
Near-Term
Intel Ops
Collection
Planning
Process
Information
Exploit
Information
Analyze
Intel Info
Produce
Products
Disseminate
Products
Integrate
Products
Intelligence
Operations
Intelligence
Products
Operation
System
Management
Collection
Execution
Forward
Deployment
Situation
Understanding
Intelligence
Support
Geo-Int Ph-1
Exploitation
Figure 4.1 OV5 diagram of JIOC baseline activity structure (top two levels)
The top two levels of the activity structure are shown in the figure. There are two more levels
(task levels). The OV-5 diagrams that include these lower levels follow.
The above color scheme is used to readily identify activities. The interior box color indicates the
Activity Category and the outline color the Activity Type. Tasks types within each activity are
indicated by solid or dashed/dotted borders, as is seen in the following figures. This color
scheme is also used in the swim-lane diagrams.
Figure 4.2 shows the activity structure OV-5 for the top three levels. Figures 4.3 through 4.9
include the structure for level four, the lowest task level.
Activity
Type
Activity
Category
13
JIOC BPM OV-5
Levels 1-3
Plan &
Direct
Collection
Process &
Exploit
Analyze &
Produce
Disseminate
& Integrate
Evaluate &
FeedbackIntel Support
to Operations
Plan
Long-Term
Strategy
Direct
Near-Term
Intel Ops
Geo-Int
CollectionProcess
InformationExploit
Information
Analyze
Intel Info
Produce
Products
Disseminate
ProductsIntegrate
Products
Intelligence
Operations
Intelligence
ProductsOperation
System
Management
Multi-Int
CollectionForward
Deployment
Situation
Understanding
Intelligence
Support
Guidance
Plans
Resources
Intel
Operations
Geo-Int
Collection
Guidance
JTF
Transition
Deploy
Personnel
HA/DR
Transition
Collection
Planning
Collection
Execution
Transform
Data
Data
Correlation
Operations
SA
Forward
to Analysts
Evaluate
Information
Interpret
Information
Analyze
Information
Support
Requests
Operations
Support
Targeting
IO
CT
Threat
Tracking
AT / FP
HA / DR
Figure 4.2 OV5 diagram of JIOC baseline activity structure (top three levels)
14
Plan &
Direct
Plan Long-Term
Strategy
Forward
Deployment
Direct Intelligence
Operations
Capability
GapsNet & Comms
Architecture
Incorporate
Nat & Def Intel
Strategies
Personnel
Aug Require
Develop
PIRs
PR
Management
Intelligence
Focus Areas
RFI
Management
Assess Intel
Shortfalls
Federation
Plan
Night
OrdersRed Team
Direction
Form Ad-Hoc
Teams
Approve Collect
Plan / JIPCL
Theater Intel
Architecture
Resource
Requests
Request
National Collect
Incorporate
JCS Guidance
Commander’s
Guidance
Establish
Intelligence
Workflow
Theater
Security Plan
Develop
OPLANs
Comp & Coal
Requirements
Transition
Plans
Commander’s
Briefing
Determine
EEI from PIR
Develop
PRs / RFIs
Guidance
Resources
Plans
Personnel
Training
Intelligence
Operations
Geo-Int
Collection
Near-Term
Guidance
Daily Intel
Coord
Manage OPLAN
JTF Transition
Deploy
Personnel
Establish Org
And Command
Staff
JTF Command
Assign
Personnel
NIC
Deployment
Call Up,
Deploy
Reserves
Manage HA/DR
Transition
Commander’s
Guidance
JTF
Support
Coordination
w Locals
Determine
Force Require
Responder
Coordination
Execute
OPLAN
Transition
Support
Develop
JIPCL
Direct
For Collection
Figure 4.3 OV5 diagram of activity structure for the Plan and Direct activity
15
Collect
Collect
Task
Collection
Exploit G-I
Collection
Monitor
Collection
Evaluate Collect
ID Shortfalls
Retask
Collection Assets
Report Collection
Status (FLTREPs)
Assess
Capabilities
Task Collect
Units
Execute
Phase-1 Exploit
Execute Phase-1
Image Analysis
Evaluate
FLTREPs
MISREPs
Unit Assign
Assets
Feedback Asset
Shortfalls
Multi-Int
Collection
Political
& Embasy
Law
Enforcement
HUMINT
OSINT
Archive Inel
Information
Collection
Execution
National
Agency
Platform
Approve
Ad-Hoc Collect
Collection
Planing
Determine
Shortfalls
Develop
CRs
Develop
Collection Plan
Develop
PED Plan
Coordinate w
Comp/Coal
CRs
Coordinate w
Comp/Coal
Collect Plans
Request Other
Collection
Request Own
Colledtion
Figure 4.4 OV5 diagram of activity structure for the Collect activity
16
Process &
Exploit
Process
InformationExploit
Information
Transform
Data
Intel Specialist
Processing
Distribute Info
to Ops (COP)
OpSiT
Correlation
Forward Info
for Analysis
Determine Info
Impact on Ops
Collaborate
w JIOC Watch
Process
Operations
SA
Fuse Multi-
Source Info
Fuse Info w
Requirements
Evaluate Applic
to Requirement
Correlate Info
w Requirements
Distribute Info
to Teams,
Cells, analysts
Figure 4.5 OV5 diagram of activity structure for the Process and Exploit activity
17
Analyze &
Produce
Interpret
Information
Evaluate
InformationAnalyze
Information
Produce
Intel Products
Assess Ops
Environ Impact
Evaluate
Adversary
Capabilities
Develop
Adversary COA
Information
Quality /
Content
Threat Specialist
Analysis
INTELINK
Products
JIOC Watch &
JOC Products
OPLAN
Updates
MIDB
Updates
PR & RFI
Responses
Daily Update
Briefing
Assess Near-
Term Ops
Impact
Detrmine
Emerging I&W
BDA
Intelligence-Type
Analysis
Geographic
Political Analysis
Collaborate with
National
Agencies
Requirements
Met
RFI and PR
Responses
Emerging
Issue ID
Collaborate with
Comp and Coal
Propose New
Focus Areas
Request Ad-Hoc
Collection
FDO
Clearance
Information
Analysis
Develop
RFIs & PRs
Red Team
Evaluation
Ad-Hoc Team
Evaluation
Correlate, Fuse
Multi-Int Info
Daily Update
Information
Geo-Int
Coll Requests
Multi-Int
Coll Requests
Figure 4.6 OV5 diagram of activity structure for the Analyze and Produce activity
18
Disseminate
& Integrate
Integrate
Intel ProductsSituation
Understanding
Disseminate
Intel Products
COP
Integration
J-Codes Collab
for Operational
SU
Operational SA
Collaboration
J-Codes Collab
Dev Intel Require
I&W
INTELINK
Publication
Push Info
to GCCS
Update
OPLANs
Update
MIDB
PR & RFI
Responses
J-Codes Correlate
w Cmdr’s Intent
Reassess/Dev
Intel Focus Areas
System
Management
Monitor
GCCS
Report
GCCS Failure
Diagnose
GCCS
Restore
GCCS
Restore
COP
Manage
Comms Sysems
Push
BDA
Manage
Network
Spot
Reports
Coalition
Products
Commander’s
Briefing
Focus Area
Approval
Figure 4.7 OV5 diagram of activity structure for the Disseminate and Integrate activity
19
Evaluate
& Feedback
Evaluate
Intelligence
Operations
Evaluate
Intelligence
Products
Feedback
Modifications
Needs
Correct Deficient
Processes
Feedback
Improvement
Needs
Correct Product
Deficiencies
Intelligence
Ops Performance
Intelligence
Products Quality
Figure 4.8 OV5 diagram of activity structure for the Evaluate and Feedback activity
20
Intel Support
to Operations
Targeting
Operation
CT
AT / FP
Nominate
Targets
Review/Update
Target Folders
Coordinate
w NTRB
Update
OPLANs
Develop
ATO Targets
Coordinate
IO w DIA
Coordinate
IO with
CYBERCOM
Execute
IO Plan
Nat CT Policy
Coordination
AOR CT Plans
Coordination
Coordinate
AT/FP w CT
AT/FP
Assessment
Evaluate FP
Vulnerabilities
Push
FP Alerts
Pull Related
Intelligence
Request
BDA
Coordinate
IO with
Coordinate
IO with EW
Coordinate
IO with
Coordinate
IO with
Push Results
to Analyst
CT
Assessment
Push
CT Alerts
Execute
CT Plan
Ops Support
Requirement
Push
FLTREPs
Push Results
to Analysts
Intelligence
Support
Request
Geo-Int
Request
Multi-Int
Correlate
Information
Assessment
Results
I&W and
Alerts
IO
Push Info to
Operations
Push Reults
to Ops / COP
Support
Requests
Operations
Support
RFIs
Task
Cell
Request
Intel support
HA / DR
Assess
Threat to
Assess Local
Political
Assess
US Relations
Determine
Local Environ
Threat
Tracking
VOI
Tracking
POI
Tracking
Cross-AOR
Handoff
Correlate
Threats
Figure 4.9 OV5 diagram of activity structure for the Intelligence Support to Operations activity
21
5.0 SWIM-LANE DIAGRAMS
Swim-lane diagrams contain:
JIOC operations tasks
Organizations that perform them
Information exchanged between tasks
Task sequence
This depiction contains much more information that the OV-5 diagram, which only shows the
activity/task structure. It is the swim-lane depiction that is utilized for the BPM uses listed in
Section 2.3, including being the underlying model for simulation development.
5.1 Diagrams Description
With over 300 activities, each with one or more information exchanges, these diagrams become
complex. Specific symbols and conventions are used to make them easier to follow. The
conventions are shown in Figure 5.1.
Swim-Lane Diagrams Key
Org
an
iz
2
Org
an
iz
3
Org
an
iz
4
Org
an
iz
1 Task-A
Task-F
Task-E
Task-C
AA
AA
Information
Information
Task-B
Task-D
Archive InfoTask-G
Activity-2 Activity-3Activity-1 Activity-4
Task-X
Info
Task-X
Info
Figure 5.1 Swim-Lane Diagrams Symbols and Conventions
Swim-lane diagrams show the sequence of activities, but not the time when they occur. Time is
only roughly left to right. Even though Tasks B, D, and F are at approximately the same place
along the horizontal, there is no implication that they occur at the same time. Only the sequence
is important. Task D could be hours after Task-F, but it must occur after Task-C.
22
The four upper rectangles along the title bar show that there are four Activities in the diagram
(and their 7 tasks). The colors of the rectangles show that Tasks A and B are tasks under
Activity-1, etc.
Task-A Task-B
Task Blocks
A box contains text that identifies the task.
The header on a lane shows the organization that performs the activity, so A and B are
both performed by Organization-1.
The arrow shows that information that is produced by Task-A is passed on to Tasks B
and C for their use.
The information that is passed is indicated by the title of the task.
AA
Task-B
Task-F
AA
Information Throw and Catch (small circle)
Throw and catch can be used in place of arrows because the complete diagram is too messy with
only lines for information exchanges.
Activity-B sends its output information to Activity-F.
There can be more than one throw for a catch, and catches for a throw.
The letter codes in the throw-catch are used only for identification.
The color for the throw-catch indicates the principal activity-type involved.
Information
Information exchange The function is different than the throw-catch circles.
Throw-catch circles denote direct information exchange between two activities.
Rounded rectangles denote information sent to an organization. It may be used by any
activity, at any location, in the swim lane. There is no sequence associated with it. E.g.,
in Figure 5.1, the “blue” information can be used by any task done by Organizations 2 or
3, to the right of where the information is created or introduced into the lane.
Task-E can use the blue information and/or the information produced by Task-X (green),
which is somewhere else in the BPM diagram.
Tasks F and G can use information pulled from an archive and also the Task-X
information. The implication is that Task-X is executed before F and G.
5.2 JIOC Baseline BPM Swim-Lane Diagram
The full swim-lane diagram is presented in Figure 5.2.
23
JIOC Baseline Business Process Model v5.0
An
aly
sis
Te
am
Inte
ll S
up
t
to O
ps C
ells
Mu
lti-In
t
Co
llect O
rg
Inte
l
Arc
hiv
e
ISR
Asse
ts
Na
tnl C
md
& A
ge
ncie
s
Syste
m
Su
pp
ort
Ag
en
cy
An
aly
st
Co
mp
/Co
al
An
aly
st
JIO
C
Wa
tch
An
aly
st
Asse
ssm
en
t
Sp
ecia
lists
Ge
o-I
nt C
oll
Ma
na
ge
me
nt
Pro
du
ctio
n
Ma
na
ge
me
nt
Inte
llig
en
ce
Ma
na
gm
en
tJO
CC
om
p/C
oa
l
Co
mm
an
d
CO
CO
M
Cm
dr
J2
J3
J-C
od
e
Bo
ard
s
JCS
GuidanceDefense
Intel
Strategy
NIPF
Component
Requirements
JCS Intel
Requirements
NIC
Requirements
Asset
Status
Intelligence
Archive
Cmdr’s
Brief
Operations
Environment
MIDB
Cell
Output
Intelligencve
Tasking
Cell
Output
OPLANs
Targeting
PR / RFI
Requests
Emerging
PR / RFI
Nominate
Targets
Request
BDA
Collection
Develop
ATO
Targets
Update
OPLANs
Coordinate
w NTRB
Review/Update
Target Folders
Political &
Embassy
Information
Archive Intel
Information
OSINTHUMINT
Law
Enforcement
Information
Manage
Comms
Sysems
Restore
GCCS
System
Diagnose
GCCS
Manage
Network
Colaborate
Comp/Coal
CRs
National
Agency
Collaboration
Develop
PRs / RFIs
Comp/Coal
Collaboration
BDA
Correlation
Red Team
Evaluation
Fuse
Multi-Source
Information
Ad-Hoc
Team
Evaluation
Emerging
Issue ID
Corelate,
Fuse
Multi-Int Info
Geographic/
Political
Analysis
Intelligence-
Type
Analysis
Threat
Specialist
Analysis
Evaluate Info
Quality /
Content
Propose
New
Focus Areas
Determine if
Info Requirements
Are Met
Detrmine
Emerging
I&W
Assess
Near-Term
Ops Impact
National
Agency
Collaboration
Component &
Coalition
Collaboration
Develop
Adversary
COA
Operations
Environment
Impact
Evaluate
Adversary
Produce
OPLAN
Updates
FDO
Clearance
Produce
PR & RFI
Responses
Produce
BDA
Produce
MIDB
Updates
JIOC Watch
And JOC
Productioon
Produde
INTELINK
Products
Publish
Products
to INTELINK
Correct
Product
DeficienciesPost/Dissem
PR & RFI
Responses
Push
Products to
Coal Partners
Update
MIDB
Push/Post
BDA
Update
OPLANs
Push Info
to GCCS
Report
COP
Failure
Report
COP
Failure
Monitor
GCCSRestore
COP
Monitor
GCCS
Restore
COP
Evaluate
FLTREPs
MISREPs
Phase-1
Exploit
Phase-1
Image AnalReport Collection
Status (FLTREPs)
Retask
Collection
Assets
Evaluate
Collection
ID Shortfalls
Monitor
Collection
Distribute
Unit Tasking
Feedback Asset
Tasking Shortfalls
Unit Assign
Assets
Develop
Unit Tasking
Assess
Asset Status
Intel-Ops
Integration
Operational SA
Collaboration
Distribute
Information
to Ops (COP)
Watch -
Analyst
Collaboration
Correlate
Information
With OpSIT
Determine
Information
Ops Impact
Intel
Specialist
Process Info
Transform
Data
Request
National
Collect
Develop
PED Plan
Develop
Collection
Plan
Develop
CRs
Colaborate
Comp/Coal
CRs
Form
Ad-Hoc
Teams
Direct
Red
Team
Night
Orders
Establish
Intel
Workflow
Manage
PRs
via DIAP
Manage
RFIs
Evaluate
Intel Ops
Performance
Feedback
Product
Improve
Evaluate
Intel Product
Quality
Feedback
Mod Needs
Correct
Deficient
Processes
Develop New
Focus Areas
Emerging
PRs / RFIs
Operational SA
Collaboration
Operational SA
Collaboration
Intel-Ops
Integration
Intel-Ops
Integration
Establish
Focus Areas
Reassess/Dev
Intel Focus
Areas
Correlate w
Cmdr’s Intent
Develop
Intel Require
Ops SU
Collaboration
Monitor /
Direct
Operations
Approve
JIPCL
Determine
EEIs
Net &
Comms
Architecture
Develop
Cmdr’s
Briefing
Ops
Guidance
Identify
Capability
Gaps
ID Persnl
Augment
Require
Develop
Transition
Plans
Develop
OPLANs
Develop
Theater
Security Plan
Incorporate
JCS
Guidance
Develop
Cmdr’s
Guidance
Develop
Theater Intel
Architecture
Incorporate
Nat & Def
Intel Strategies
Develop
PRs
RFIs
Establish
Focus
Areas
Develop
PIRs
Develop
PRs
RFIs
I & W
I & W
I & W
Spot
Report
I & W
I & W
I & W
I & W
Develop
PRs &
RFIs
Request
Ad-Hoc
Collection
Configure
COPAlerts
BDA
BDA
M-I
CR
Assess US
Relations
Impact
Assess Local
Political
Situation
Assess
Threat to
Responders
Determine
Local
Environment
HA / DR
PRs/
RFIs
Plan Long-Term
Strategy
Direct Intelligence
Operations
Forward
DeploymentCollection
Planning
Multi-Int
Collection
Process
Information
Exploit
Information
Information
AnalysisProduce Intel
ProductsDisseminate
Intel Products
System
Management
Situation
Understanding
Integrate
Intel Products
Evaluate
Intel Operations
Evaluate
Intel Products
Intelligence
SupportTargeting
Threat
TrackingAT/FPCTIO HA/DR
Incorporate
Comp & Coal
Requirements
Personnel
Training
Plan
Assess
Intel
Shortfalls
Federation
Plan
Resource
Requests
Develop
PIRs
Execute
OPLAN
Execute
OPLAN
Establish
Org &
Cmd
Establish
Org &
Cmd
Commander’s
HA/DR
Guidance
Determine
if JTF
Force
Requirements
Determine
if JTF
Coordinate
w Locals
Responder
Coordination
Assign
Personnel
Reserves
NIC
Pull Related
Intel
Push Ass
to Ops/COP
Correlate
Informaton
w Reauest
Assess
I & W,
Alerts
Push Info
to Ops
Intelligence
Tasking
AT/FP
Assessment
Push
FP Alerts
Anti-Terrorism / Force Protection
Evaluate FP
Vulnerbilities
Coordinate
AT/FP
with CT
Platform
Information
Agency
Information
Fuse Info
With
Requirements
Eval
Applicability
To Requirement
Processed
Information
Dist Info to
Teams, Cells
Processed
Information
G-I Collect
Results
M-I Collect
Results
COP
Data
Processed
Information
RFI & PR
Responses Daily
Update
Information
Develop
PRs / RFIs
PR
PR
Read Book
/ MIB
Read Book
/ MIB
I & W
Ops Support
Requirement
Ops Support
Requirement
Ops Support
Requirement
Multi-Int
CRs
Geo-Int
CRs
Approve
Ad-Hoc Collect
Spot
Report
Spot
Report
Spot
Report
Spot
Report
Spot
Report
Spot
Report
Operations
Red Team
Self Tasking
Red Team
TaskingAnalyst
Collaboration
Analyst
Collaboration
Ad-Hoc Team
Tasking
Team
Results
Cell
Output
Cell
Output
Pertinent
Intelligence
Pertinent
Intelligence
Pertinent
Intelligence
Pertinent
Intelligence
Pertinent
Intelligence
Pertinent
Intelligence
Execute
OPLAN
Establish
Org &
Cmd
Pertinent
Intelligence
Collection
Execution
Direct for
Collection
Develop
CRs
Develop Own
Collect Plan
Coordinate
Collect Plans
Coordinate
Collect Plans
Develop
JIPCL
Request Own
Collection
Request Other
Collection
Direct for
MI
Collection
ID
ID
G-I
CR
A-H
CR
GI
G-I Collect
Results
GI
Develop
PRs
RFIs
Develop
PRs
RFIs
MIDBOPLANs
Post/
ArchiveCoalition
Network
Request
Intel
Support
Task
Cell
CT
Information Operations
Coordinate
IO w EW
CT
Coordinate
IO w Comp
Network Ops
Execute
IO Plan Cell
Tasking
Push
Results
to Analyst
Coordinate
IO w DIA
Coordinate
IO
w PSYOPS
Coordinate IO
w
CYBERCOM
Coordinate
IO w
Mil Deception
Execute
CT Plan
AOR
CT Plans
Coordination
National
CT Policy
Coordination
Counter Terrorism
Push
CT AlertsCross-AOR
Handoff
Correlate
Threats
Threat Tracking
VOI
Tracking
POI
Tracking
Daily
Update
Cmdr’s
Briefing
Input
Cmdr Brief
Input
Cell
Output
Daily
Guidance
Approve
National Coll
Evaluate
Collection
ID Shortfalls
Phase-1
Exploit
GI
NCR
NCR
Watch -
Analyst
Collaboration
Proposed
Focus
Areas
Report
OPSIT
Direct
Operations
Prepare
Read Book
/ MIB
Assigned
RFIs
Assigned
PRs
Ad-Hoc
Tasking
Ad-Hoc
Tasking
Daily
Guidance
Reauest Own
Collection
Standing
Collection
BDA CRs
Geo-Int
CRs
M-I Collect
Results
G-I Collect
Results
OPLAN
Staff Plan
Federation
Plan
Federation
Plan
Assign NIC
& Forward
Personnel
Provide
Forward
& NIC Staff
Provide
Forward
& NIC Staff
Stand Up
NIC
Staff JTF
Command
Staff JTF
Command
Forward
Local Team
Develop
RFIs
Request
Collection
Correlate
Informaton
w OPSITPertinent
Intelligence
Operations
Environment
Impact
Cell
Output
Cell
Output
Cell
Output
Cell
Output
Cell
Output
Cell
OutputRFI
RFI
Operations
Environment
Quality
Results
Quality
Results
Assigned
PRs
Figure 5.2 JIOC Baseline BPM swim-lane depiction
24
6.0 Baseline Intelligence Activities
Baseline intelligence activities are those activities and tasks that every intelligence center must
be able to execute. There is no best way to aggregate these activities into groups. The 25
groupings we present below are logical and in conformance with the Joint Publications activities.
Some tasks are included here that are not shown in the above OV-5 diagrams and the Baseline
BPM. This is in order to make these activity diagrams as complete and useful as needed to
evaluate JIOC capabilities. Section 7 shows how these diagrams can be used to evaluate JIOC
capabilities.
These are also swim-lane diagrams. As with the BPM, generic organizations are used. When
the BPM for a specific COCOM is developed, its specific organizations will be used and more
tasks will be included.
The basic activity groups are:
1 Plan long-term strategy
2 Near-term intelligence guidance
3 Manage intelligence operations
4 Production Request and Request For Information (RFI) Management
5 GEOINT Collection Planning
6 GEOINT Collection Execution
7 Multi-Int Collection
8 Watch / COP
9 GCCS Management
10 Information Analysis
11 Operations Assessment
12 Ad-Hoc team
13 Red Team
14 Targeting
15 Information Operations
16 Anti-Terrorism / Force Protection
17 Counter Terrorism
18 Humanitarian Assistance / Disaster Relief
19 Joint Task Force
20 Threat Tracking
21 Disseminate
22 Integrate
23 Situation Awareness and Understanding
24 Operations Support
25 Evaluate and Feedback
There is overlap between the activities, thus some tasks will appear in more than one diagram.
25
Plan Long-Term StrategyN
atn
l C
md
& A
ge
ncie
s
Co
mp
/Co
al
Co
mm
an
d
CO
CO
M
Cm
dr
J2
J-C
od
e
Bo
ard
s
JCS
GuidanceDefense
Intel
Strategy
NIPF
Comp/Coal
Requirements
JCS Intel
Requirements
NIC
Requirements
Cmdr’s
Brief
Net &
Comms
Architecture
Develop
Cmdr’s
Briefing
Identify
Capability
Gaps
ID Persnl
Augment
Require
Develop
Transition
Plans
Develop
OPLANs
Develop
Theater
Security Plan
Incorporate
JCS
Guidance
Develop
Cmdr’s
Guidance
Develop
Theater Intel
Architecture
Incorporate
Nat & Def
Intel Strategies
Incorporate
Comp & Coal
Requirements
Personnel
Training
Plan
Assess
Intel
Shortfalls
Federation
Plan
Resource
Requests
Figure 6.1 Plan long-term strategy
26
Near-Term Intelligence GuidanceA
na
lysis
Te
am
An
aly
st
Pro
d
Mg
mt
Inte
llig
en
ce
Ma
na
gm
en
tJO
CC
om
p/C
oa
l
Co
mm
an
d
CO
CO
M
Cm
dr
J2
J3
J-C
od
e
Bo
ard
s
Intelligencve
Directions
PR / RFI
Requests
Emerging
PR / RFI
Team
Evaluation
Propose
New
Focus Areas
Intelligence
Assessment
Form
Ad-Hoc
Teams
Direct
Red
Team
Establish
Intel
Workflow
Develop New
Focus Areas
Emerging
PRs
RFIs
Reassess/Dev
Intel Focus
Areas
Correlate w
Cmdr’s Intent
Develop
Intel Require
Collab
for Ops SU
Determine
EEIs
Establish
Focus Areas
Develop
PIRs
Develop
PIRs
Red Team
Tasking
Ad-Hoc Team
Tasking
Team
Results
Emerging
PRs
RFIs
Intelligence
Analysis
Report
OPSIT
Prepare
Read Book
/ MIB
Daily
Report
Read Book
/ MIB
Read Book
/ MIB
Direct
Operations
Establish
Focus Areas
Figure 6.2 Near-term intelligence guidance
27
Manage Intelligence OperationsA
ge
ncie
sJIO
C
Wa
tch
An
aly
st
& C
ells
Pro
d
Mg
mt
Inte
llig
en
ce
Ma
na
gm
en
tJO
CC
om
p/C
oa
l
Co
mm
an
dC
md
rJ2
J3
J-C
od
e
Bo
ard
s
Cmdr’s
Brief
PR / RFI
Requests
Emerging
PR / RFI
Develop
I&W
Assess
Near-Term
Ops Impact
Night
Orders
Manage
PRs
via DIAP
Manage
RFIs
Emerging
PRs / RFIs
Develop
Cmdr’s
Briefing
I & W
I & W
I & W
I & W
Develop
PRs/RFIs
PRs/
RFIs
Daily Update
Information
Daily
Update
Daily
Update
Ops Support
Requirement
Ops Support
Requirement
Ops Support
Requirement
Develop
RFIs
RFI
Develop
PRs/
RFIs
Ops Support
Tasking
Intel
Tasking
Daily
Update
Cmdr’s
Briefing
Input
Cmdr Brief
Input
Daily
Guidance
Assigned
PRs
Assigned
RFIs
Daily
Guidance
Develop
PRs/RFIs
Develop
PRs/RFIs
Develop
PRs/RFIs
Develop
Intel Guidance
Intel
TaskingAssmnt
Ad-Hoc
Tasking
Ad-Hoc
Tasking
Develop
Intel Tasking
Figure 6.3 Manage intelligence operations
28
Production Request & RFI Management In
tel
Arc
hiv
e
JIO
C
Wa
tch
An
aly
st
Pro
du
ctio
n
Ma
na
ge
me
nt
JO
CC
om
ma
nd
sJ3
Fulfill PRs
Via DIAP
Sort
PR / RFI
Emerging
PRs / RFIs
Develop
PRs /
RFIs
Emerging
PRs &
RFIs
PRs/
RFIs
RFIs to
Analysis
Develop
PRs
RFIs
Develop
PRs /
RFIs
Assessment
Results
Emerging
PRs / RFIs
Emerging
PRs / RFIs
Existing
Intel Info
Research
Request
Info
Avail
Fulfill
Request
Y
Validate
RequestN
Coll
Need
Return
For CR
Y
Develop
CR
Develop
CR
Develop
CR
N
PRs/
RFIs
PRs/
RFIs
PRs
Figure 6.4 Production Request and RFI Management
29
Geo-Int Collection Planning
An
aly
st
Na
tio
na
l
Co
ll
Ta
rge
t
Ce
ll
Co
mp
/Co
al
An
aly
st
Ge
o-I
nt C
oll
Ma
na
ge
me
nt
Pro
du
ctio
n
Ma
na
ge
me
nt
J-C
od
e
Bo
ard
s
Emerging
PR / RFI
Request
BDA
Collection
Colaborate
Comp/Coal
CRs
Request
National
CollectDevelop
PED Plan
Develop
Collection
Plan
Develop
CRs
Colaborate
Comp/Coal
CRs
Manage
PRs/RFIs
Approve
JIPCL
PRs/
RFIs
Direct for
Collection
Develop
CRs
Develop Own
Collect Plan
Coordinate
Collect Plans
Coordinate
Collect Plans
Develop
JIPCL
Request
Own
Collection
Request
Other
Collection
A-H
CR
Approve
National Coll
BDA
CR
Standing
Collection
Standing
Collection
Request Own
Collection
Approve
Collection
Re-Direct
Standing
Collection
Geo-Int
CRs
Geo-Int
CRs
Figure 6.5 GEOINT Collection Planning
30
Geo-Int Collection ExecutionJC
MB
Na
tio
na
l
Co
ll
ISR
Asse
tsA
na
lyst
Ge
o-I
nt C
oll
Ma
na
ge
me
nt
Asset
Status
Evaluate
FLTREPs
MISREPs
Phase-1
Exploit
Phase-1
Image
Anal
FLTREPs
MISREPs
Retask
Collection
Assets
Evaluate
Collection
ID Shortfalls
Monitor
Collection
Distribute
Unit
Tasking
Asset
Tasking
Shortfalls
Unit
Assign
Assets
Develop
Unit
Tasking
Assess
Asset
Status
Approve
Ad-Hoc
Collect
G-I Collect
Results
National
Collection
Phase-1
Exploit
JIPCI
Request Own
Collection
Figure 6.6 GEOINT Collection Execution
31
Multi-Int CollectionN
atio
na
l
Ag
en
cie
s
J2
X
(HU
MIN
T)
Pla
tfo
rm
Asse
ts
La
w
En
for
Sta
te
De
pt
An
aly
st
Pro
du
ctio
n
Ma
na
ge
me
nt
Political &
Embassy
Information
OSINT
Manage Theater
HUMINT
Law
Enforcement
Collection
Sort
Requests
Platform
Information
Agency
Information
M-I Collect
Results
Direct for
MI
Collection
PR /
RFI
M-I
CRs
Own
Platform
Information
HUMINT
CRs
Platform
CRs
LE
CRs
OSINT
CRs
Political
CRs
Other
Platform
Information
Manage Theater
Counter-Intel
Deconflict Theater
HUMINT
Deconflict Theater
Counter-Intel
HUMINT
Production
Request
Collection
Figure 6.7 Multi-Int Collection
32
Watch / COPD
IAJ3
Co
mp
/ C
oa
l
JIO
C
Wa
tch
JO
CIn
tel
Mg
mt
Ops
Guidance
Configure
COP
Watch
COP
Coord
Top-COP
Synch
Watch
COP
Coord
Watch
COP
Coord
Validate
Red Tracks
Track
Fusion
Track Info
Mgmt
OPSIT
COP
Synch
COP
Synch
COP
Synch
Intel Supt
Requests
Daily
Guidance
Daily
Guidance
Validate
Blue Tracks
Track
Fusion
Track Info
Mgmt
Configure
Red COP
Figure 6.8 Watch / COP
33
GCCS ManagementA
ge
ncy
An
aly
sts
Co
mp
/Co
al
Co
mm
an
d
JIO
C
Wa
tch
Syste
m
Su
pp
ort
JO
C Reboot
GCCS
Monitor
COP
Restore
COP Data
Inform
Watch
Failure-Tier
Assessment
GCCS Problem
Assessment
Performance
Documentation
Monitor
GCCS
DIA
GCCS
Collaboration
Restore
GCCS
Patch
GCCS
Collaborate
w/ DIA
Monitor
COP
Reboot
GCCS
Restore
COP Data
Restore
COP Data
Reboot
GCCS
Monitor
COP
Report
Problems
Report
Problems
Report
Problems
Figure 6.9 GCCS Management
34
Information AnalysisA
ge
ncy
An
aly
st
Co
mp
/Co
al
An
aly
st
JIO
C
Wa
tch
An
aly
st
Inte
llig
en
ce
Sp
ecia
lists
Inte
llig
en
ce
Ma
na
gm
en
tJO
C
Watch-
Analyst
Coordination
Fuse
Multi-Source
Information
Emerging
Issue ID
Corelate,
Fuse
Multi-Int Info
Geographic/
Political
Analysis
Intelligence-
Type
Analysis
Threat
Specialist
Analysis
Evaluate Info
Quality /
Content
Determine if Info
Requirements
Are Met
Distribute
Information
to Ops (COP)
Watch -
Analyst
Coordonation
Correlate
Information
With OpSIT
Determine
Information
Ops Impact
Intel
Specialist
Process Info
Transform
Data
Establish
Intel
Workflow
Determine
EEIs
Develop
PRs &
RFIs
Request
Ad-Hoc
Collection
Fuse Info
With
Requirements
Eval
Applicability
to Requirement
Collection
Results
COP
Data
RFI & PR
Responses
Develop
PRs &
RFIs
Develop
PRs &
RFIs
Multi-Int
CRs
Geo-Int
CRs
Pertinent
Intel
Pertinent
Intelligence
Pertinent
Intelligence
Pertinent
Intel
COP
DataOPSIT
OPSIT
Figure 6.10 Information Analysis
35
Operations AssessmentJ3
Ag
en
cy
An
aly
st
Co
mp
/Co
al
An
aly
st
JIO
C
Wa
tch
Asse
sso
rIn
telli
ge
nce
Ma
na
gm
en
tJO
C Operations
Environment
Agency
Collab
Comp
/ Coal
Collab
Corelate,
Fuse
Multi-Int Info
Propose
New
Focus Areas
Detrmine
Emerging
I&W
Assess
Near-Term
Ops Impact
Develop
Adversary
COA
Operations
Environment
Impact
Evaluate
Adversary
New
Focus Areas
Daily Update
Information
Pertinent
Intelligence
Pertinent
Intelligence
Pertinent
Intelligence
Daily
Update
Watch-
Analyst
Coordination
Dissem
I & W
Watch
Coordination
Operations
Impact
Figure 6.11 Operations Assessment
36
Ad-Hoc Team
An
aly
sis
J3
JO
CA
-H T
ea
mIn
telli
ge
nce
Ma
na
ge
me
nt
JIO
C
Wa
tch
Create
Team
Info
Analysis
Fuse
Info
Pull
Info
Assess
Info
Operational
Impact
Assessment
Team
Results
Assign
Analysts
Form
Team Y
Ad-Hoc
Request
Review
Directions
Assign
Analysts
OPSIT
OPSIT
Team
Results
Team
Results
Team
Results
Team
Results
Figure 6.12 Ad-Hoc team
37
Red TeamA
na
lysis
Inte
llig
en
ce
Ma
na
ge
me
nt
Re
d
Te
am
J2
Examine
Focus Areas
Review
Assignment
Access Intel
Inrormation
Generate
Study Topic
Review Intel
Assessments
Alternate
Assessment
I&W Cues
Geo-Div Anal
Collaboration
Red Team
Collaboration
Red Team
ResultsFocus
Areas
Red Team
ResultsTask
Red Team
AssessmentRed Team
Results
Figure 6.13 Red Team
38
TargetingIn
tel
Arc
hiv
e
G-I
Co
ll
Mg
mt
J3
Co
mp
/Co
al
Co
mm
an
d
Ta
rge
tin
g
Ce
llN
TR
B
ATO
Targets
Update
Tgt FoldersOPLAN
Targets
Review
Tgt Info
Update
DRS,
OPLAN
Nominate
Targets
Validate
Targets
Approve
Targets
Nominate
Targets
MIDB
New
Target
Info
Request
BDA
BDA
Request
Nominate
Targets
MIDBOPLAN
Figure 6.14 Targeting
39
Information Operations
An
aly
sis
IO Ce
ll
Na
tio
na
l /
Ag
en
cie
s
Computer
Net Ops
EW
PSYOPS
Military
Deception
Cyber-Ops
CT
Coord IO w
Nat Agencies
Coordinate
COCOM IO
DIA
IO Policy
IO
Coordination
IO
Plan
Plan Coordination
Execute
IO Plan
IO
Results
Figure 6.15 Information Operations
40
Anti-Terrorism/Force ProtectionJ3
Op
era
tio
ns
Su
pp
ort
Ce
ll
Inte
l
Mg
mt
JIO
C
Wa
tch
JO
CN
atio
na
l /
Ag
en
cie
s
Agency
Assessment
Threat
Assessment
AT/FP
Assessment
FP AlertsFP
Vulnerabilities
FP
VulnerabilitiesFP Threat
Package
HUMINT
Info
Law Enf
Info
Station
Info
Comp/Coal
Info
FP
Alerts
FP
VulnerabilitiesOPSIT
OPSIT
FP
Alerts
FP
Alerts
Alert
Operations
Unit
Figure 6.16 Anti-Terrorism / Force Protection
41
Counter TerrorismC
T C
ell
J3
Op
era
tio
ns
Su
pp
ort
Ce
ll
Inte
l
Mg
mt
JIO
C
Wa
tch
JO
CN
atio
na
l /
Ag
en
cie
s
DIA
CT Policy
CT Operations
Direction
All Agency
CT Meeting
CT Task
Coordination
COCOM
CT Nom List
Nat Intel
Prior Frame
Coordinate
CT Plans
DIA
Nat Intel
Prior Frame
All-Agency CT
Read-Ahead
IO
Coordination
CT
Assessment
AOR CT Info
CollaborationCT Alerts
HUMINT
Info
Law Enf
Info
Station
Info
Comp/Coal
Info
CT
Alerts
CT
Alerts
CT
Alerts
CT
Alerts
All Agency
CT Meeting
Execute
CT Plan
Figure 6.17 Counter Terrorism
42
HA/DRC
OC
OM
Cm
dr
HA
/DR
Te
am
JIO
C
Wa
tch
Na
tnl
Cm
nd
Inte
l
Mg
mt
JO
CC
om
p/C
oa
l
Wa
tch
J-C
od
es
Bo
ard
OPSIT
Assess US
Relations
Impact
Assess Local
Political
Situation
Assess
Threat to
Responders
Determine
Local
Environment
Operations
Impact
Pertinent
Intelligence
Cell
Tasking
Assess
Operations
Impact
M-I Collect
Results
G-I Collect
Results
Watch-Analyst
Coordination
Relations
Impact
Operations
Impact
Cmdr’s
HA/DR
Guidance
Determine
If JTF
Determine
If JTF
Force
Require
Assign
Personnel
Intel
Tasking
ReservesForward
NIC
OPSIT
OPSIT
Watch-Analyst
Coordination
Watch-Analyst
Coordination
Operations
Impact
Operations
Impact
Local Team
Relations
Impact
Relations
Impact
Figure 6.18 Humanitarian Assistance / Disaster Relief
43
JTFN
atio
na
l
Ag
en
cie
s
Co
mp
/Co
al
An
aly
sis
An
aly
sis
Inte
llig
en
ce
Ma
na
gm
en
t
Co
mp
/Co
al
Cm
nd
CO
CO
M
Cm
dr
J2
J3
J-C
od
e
Bo
ard
s
Net &
Comms
Architecture
Identify
Capability
Gaps
ID Persnl
Augment
Require
Develop
Transition
Plans
Develop
OPLANs
Develop
Theater
Security Plan
Develop
Theater Intel
Architecture
Assess
Intel
Shortfalls
Federation
Plan
Resource
Requests
Execute
OPLAN
Execute
OPLAN
Establish
Org &
Cmd
Establish
Org &
Cmd
Staff JTF
Command
Execute
OPLAN
Establish
Org &
Cmd
Staff JTF
Command
Stand Up
NIC
Assign
NIC Intel
Parsonnel
Provide
Forward
& NIC Staff
Federation
Plan
Federation
Plan
Assign
Forward Intel
Parsonnel
OPLAN
Staff Plan
Provide
Forward
& NIC Staff
Execute
Federation
Plan
Execute
Federation
Plan
Figure 6.19 Joint Task Force
44
Threat TrackingT
hre
at T
rack
Te
am
JIO
C
Wa
tch
Inte
l
Mg
mt
JO
CC
om
p/C
oa
l
Wa
tch
J3
M-I Collect
ResultsPertinent
Intelligence
G-I Collect
Results
Ops Support
Request
Task
Cell
Cross-AOR
Handoff
Correlate
Threats
Cell
Tasking
VOI
Tracking
POI
Tracking
Threat
Cross-AOR
Handoff
Cross-AOR
Handoff
Processed
Information
Threat
Assessment
Threat
Threat
Threat
Figure 6.20 Threat Tracking
45
Disseminate J-C
od
e
Bo
ard
s
An
aly
sis
Te
am
Inte
l
Ce
lls
Inte
l
Arc
hiv
e
JIO
C
Wa
tch
An
aly
st
Inte
l
Mg
mt
JO
CC
om
p /
Co
al
MIDB
Cell
Output
OPLANs
Review/Update
Target Folders
Team
Evaluation
Detrmine
Emerging
I&W
Assess
Near-Term
Ops Impact
Produce
OPLAN
InformationFDO
Clearance
Produce
PR & RFI
Responses
Produce
BDA
Produce
MIDB
Updates
JIOC Watch
And JOC
Productioon
Produde
INTELINK
Products
Publish
Products
to INTELINK
Post/Dissem
PR & RFI
Responses
Push
Products to
Coal Partners
Update
MIDB
Push/Post
BDA
Update
OPLANs
Push Info
to GCCSI&W
I & W
I & W
I & W
I & W
Daily Update
Information
Team
Results
Cell
Output
MIDBPost/
Archive
Push
Cell
Results
Daily
Update
Cell
Output
COP
UPDATE
COP
UPDATE
Produce
OPLAN
Information
Disseminate
Watch
Products
PACMIS
PACMIG
COP
Shot
Figure 6.21 Disseminate
46
IntegrateA
na
lyst
Inte
l
Mg
mt
Wa
tch
es
Co
mp
/
Co
al
CO
CO
M
Cm
dr
J2
J3
J-C
od
e
Bo
ard
s
Cmdr’s
Brief
Propose
New
Focus Areas
Detrmine
Emerging
I&W
JIOC Watch
And JOC
Productioon
Push Info
to GCCS
Watch
Integration
of Intel to Ops
Operational SA
Collaboration
Propose
New
Focus Areas
Revise Intel
Focus Areas
Operational SA
Collaboration
Component
Integration
of Intel to Ops
Focus Area
Approval
Reassess/Dev
Intel Focus
Areas
Correlate w
Cmdr’s Intent
Develop
Intel
Requirements
Collab
for Ops SUDevelop
Cmdr’s
Briefing
I & W
I & W
I & W
I & W
I & W
Daily Update
Information
Daily
Update
Daily
Update
Cell
Output
Cell
Output
Push
Cell
Results
Daily
Update
Cmdr’s
Briefing
Input
Cell
Output
Direct
Operations
Figure 6.22 Integrate
47
Situation Awareness and UnderstandingJ3
Co
mp
/ C
oa
lA
na
lysis
JIO
C
Wa
tch
JO
CJ-C
od
es
Bo
ard
s
Direct
Operations
Watch
Coord
Watch
Coord
Watch
Analyst
Collab
Monitor
All-Source
Intel
Develop SA
Events
Issues
Current
Intel
KL
TACREP
SA
Collab
SA
Collab
I&W
I&W
I&W
I&WSpot
Repts
Spot
Repts
Spot
Repts
Alert
Coord
Alert
Coord
Develop SA
ID Events
AssessmentsWatch
Analyst
Collab
OPSIT
TIPR
Monitor
OPSIT
Ops SU
Collab
Ops SU
Collab
Ops SU
Collab
Ops SU
Collab
Intel-Ops
Integration
Intel-Ops
Integration
Intel-Ops
Integration
Figure 6.23 Situation Awareness and Understanding
48
Operations SupportIn
tell
Su
pt
to O
ps C
ells
Inte
l
Mg
mt
JO
CC
om
p/C
oa
l
Co
mm
an
dJ3
J-C
od
e
Bo
ard
s
Ops
Environ
Operations
Environment
Impact
I & W
I & W
I & W
I & W
Pull
Related Intel Correlate
Informaton
w Request
Assess
Push Info
to Ops
M-I Collect
Results
Ops Support
Requirement
Ops Support
Requirement
Request
Collection
Develop
RFIs
Pertinent
Intelligence
G-I Collect
Results
Intel Support
Request
Task
Cell
Request
Intel Support
I & W,
Alerts
Correlate
Informaton
w OPSIT
Cell
Output
Cell
Output
Cell
Output
Cell
Output
Raw
Info
Raw
Info
Raw
Info
Figure 6.24 Operations Support
49
Evaluate and FeedbackN
atn
l C
md
& A
ge
ncie
s
Ag
en
cy
An
aly
st
Co
mp
/Co
al
An
aly
st
JIO
C
Wa
tch
An
aly
st
Inte
llig
en
ce
Ma
na
gm
en
tJO
CC
om
p/C
oa
l
Co
mm
an
dJ2
Correct
Product
Deficiencies
Evaluate
Intel Ops
Performance
Feedback
Product
Improve Needs
Evaluate
Intel Product
Quality
Feedback
Mod
Needs
Correct
Deficient
Processes
Query
Product
Quality
Query
Product
Quality
Query
Product
Quality
Query
Product
Quality
Query
Process
Quality
Query
Process
Quality
Query
Process
Quality
Correct
Product
Deficiencies
Correct
Product
Deficiencies
Correct
Deficient
Processes
Correct
Deficient
Processes
Correct
Deficient
Processes
Process
Results
Process
Results
Figure 6.25 Evaluate and Feedback
50
7.0 JIOC CAPABILITIES EVALUATION
7.1 Capabilities Assessment Basics
The capabilities of an organization are determined by assessing how well it can execute its
assigned tasks. The basic information contained in the BPM presented in this report is a list of
the activities and tasks for which all JIOCs are responsible. Developing capabilities status when
a large number of tasks are involved is complex. There is no “right” way to do this; it is mostly a
matter of how those responsible for overseeing operations wish to have an assessment developed
and presented. There is a hierarchy to how this can be done:
Produce a score for each task
Produce a score for each group of tasks (activity)
Produce a score for each high-level activity (the 6 in the Joint Pubs)
Produce an overall score for a JIOC
There are two ways to produce scores:
1. For each level in the progression numerically aggregate the scores from the contained
activities/tasks. This produces roll-up scores.
2. For each level produce an independent assessment for the level as a whole. This is
usually a subjective assessment by a subject-matter-expert (SME).
If roll-up scores are to be produced, two things are required:
1. A numerical scoring method for the lowest-level tasks to be considered
2. A numerical method for aggregating scores
The numerical score for the lowest-level tasks can be either subjective or objective.
Objective means are normally used for evaluating systems for which quantitative
measures can be made, such as processing times.
Subjective opinions of SMEs are often used for human and group task performance.
The following section presents an example methodology for JIOC capabilities assessment.
7.2 Example Roll-Up Methodology
The following methodology is an example of what can
be done. This is not a recommendation, rather examples
of methods that have been successfully used.
The key to rolling up different types of results into an overall score is having all contributing
results have a common scoring basis. This allows quantitative scores to be numerically
combined, such as calculating an average. The methodology we introduce here is to reduce all
results to a score on a
0-4 scale
0 = essentially no capability
4 = fully capable.
This is one of several possible methods. It is the example used here.
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As one moves to higher-level results, such as for a major activity, producing numerical results
from quantitative calculations become increasingly difficult. As one moves to higher levels
more subjectivity is necessary.
7.2.1 Quantitative Results
Quantitative results are usually produced from data obtained from system logs. They can also be
obtained from logs kept by observers or process executors themselves. For business processes
the most frequently obtained data are:
a. Time to execute a task
b. Number of products (here, information products) that can be produced in a time period
c. Number of people needed to execute a task
d. Product (information produced) quality, e.g., number of errors or omissions
The data are not the results. Results are produced by a quantitative assessment, most often
comparison of the results coming directly from the data to standards or thresholds. If there is no
threshold, one is reduced to a subjective judgment of whether the result is good or not.
A decision must be made as to how the results fit on the 0 – 4 scale. This is done by numerical
comparison to the threshold, such as 100% of the threshold being a 4, 80% a 3, etc.
7.2.2 Qualitative Results
Most of the information to be used for JIOC evaluation will be qualitative. For that reason the
following description is more complete than was done for quantitative data.
Qualitative results come from judgments, preferably from SMEs, but also from participants in
the processes. The qualitative information is produced from interviews or surveys. Referring to
the data described in a in the former sub-section, appropriate survey questions would be:
Is the task executed in a timely manner?
Rate on a scale of 0 – 4 whether the task can be completed in a timely manner.
There is a tight relationship between the quantitative data to be obtained and the qualitative
information to be gathered so that the two sets of results can be fused into a final result.
Descriptions of means used to process qualitative information for each task follow.
Step 1, qualitative data production:
1a. For each task provide one or more survey questions that address the quality of task
execution.
1b. The questions should not be Y/N, rather should be answered on a 0 – 4 scale. An odd
number of rating levels should be used, and a zero is useful to have available for those who wish
to indicate “no capability”.
1c. Ideally, several SMEs should answer each question so that numerical results can be
produced by averaging their scores.
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Step 2, data processing, task score:
2a. Assign the number chosen on the scale by the SME as their numeric score for that question.
2b. Determine the average SME score.
2c. This produces the task-level scores that will be used in subsequent processing.
Step3, Task capability assessment:
If there are both quantitative and qualitative scores available for the task, choose a weighting for
each and combine the scores. As noted above, for JIOC assessments there will normally be only
qualitative results available.
Step4, Activity capability assessment:
4a. Choose the activities and/or tasks for which a capability score is desired.
The baseline tasks that are presented in Section 6 can be used.
The seven basic intelligence activities presented in the first OV-5 could be used
for a high-level roll-up.
It is possible to roll-up to a single score for JIOC capability, but this is not very useful,
and whether the results would be meaningful is questionable.
4b. Determine how many tasks will be included in the roll-up.
4c. One can only roll-up one level at a time. If roll-up to the seven basic activities is desired,
three roll-up steps will be required 9one for each level below the top level.
4d. Add the scores for all of the tasks included in the roll-up and divide by the number of tasks.
Task weighting can be used if desired.
4e. This produces the score for the chosen activity.
4f. Scores should not be produced to any more than two significant figures. The basic data are
not accurate enough to warrant higher precision.
7.3 Capability Results Presentation
Stoplights and Dashboards: A numeric score is useful, but a visualization of the result is often
more easy to interpret. Red, Yellow, Green stoplights are often used along with the numeric
result. A dashboard with slider that represents the numeric score is often desired.
Histograms: Regardless of what type of visualization is used for a score, it is only a single
number and may not well represent the results. For this reason it is useful to produce a
histogram that shows the % of instances a given score is assigned. E.g. half of the scores being
0 and half being 4, is a far different result than all scores being 2, even though both produce the
same numeric score. (This can be done at any level of roll-up.)
Cause and Effect: Results produced as noted above do not include the reason why a capability is
at a particular level. Current status is the result of the interaction between
Systems
Processes
Organization
Human capabilities
If one wishes to be able to attribute capabilities status to a particular cause, or combination of
causes, it is necessary to include specific questions that address cause in surveys. Some causal
information can be obtained from quantitative data, such as a system having insufficient capacity
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and this affecting task performance in a known way. Determining cause-and-effect at the task
level can be done with sufficient planning, but is harder to do at the activity level because a
larger number of factors is normally involved.
If one wishes, questions that address deficiencies/gaps can accompany capability scoring. Such
results are not normally rolled up any further than indicating the number of times a particular
reason is given.
Addressing Gaps: Addressing gaps involves both determining cause and proposing solutions.
Determining cause and effect is covered immediately above. Gap solutions are readily apparent
when cause is identified. If the solution requires a major change, possibly even a new program,
having the gap solution associated with an architecture, such as is included with the BPM,
satisfies a JCIDS requirement.
54
Appendix A: Distribution List
1. Defense Technical Information Center 1
8725 John J. Kingman Rd., STE 0944
Ft. Belvoir, VA 22060-6218
2. Dudley Knox Library, Code 013 1
Naval Postgraduate School
Monterey, CA 93943-5100
3. Research Office, Code 09 1
Naval Postgraduate School
Monterey, CA 93943-5138
4. Office of the Under Secretary of Defense for Intelligence 3
Attn. Warfighter Support, Mr. Mark S. Chandler
OUSD(I) Room 3D959
5000 Defense Pentagon
Washington, DC 20301-5000
5. Defense Intelligence Agency 5
Attn. J262, Ms. Annette Redmond 7400 Defense Pentagon
Washington, DC 20301
6. Defense Intelligence Agency 5
Attn. J262, Mr. David N Singley 7400 Defense Pentagon
Washington, DC 20301
7. Defense Intelligence Agency 4
Attn. DIAC, Mr. Tony Barker, DSM (C4ISR)
200 MacDill Blvd
Washington, DC 20340
8. Defense Intelligence Agency 2
Attn. Enterprise Management Office, Mr. James F. Harris
Building 6000
Bolling Air Force Base
Washington, DC 20340-5100
9. JIOC Enterprise Architecture Steering Group 4
Attn. James Wyche
8610 Explorer Drive
Suite 200
Colorado Springs, CO. 80920
10. Dr. Doug Mackinnon 1
Information Sciences Department
Naval Postgraduate School
1411 Cunningham Road, Glasgow West, Rm 3008
Monterey, CA 93943
11. Dr. Gordon Schacher 1
Information Sciences Department
Naval Postgraduate School
777 Dyer Rd., Rm 100D
55
Monterey, CA 93943
12. Dr. Shelley Gallup 1
Information Sciences Department
Naval Postgraduate School
777 Dyer Rd., Rm 103A
Monterey, CA 93943
13. Dr. Nelson Irvine 1
Information Sciences Department
Naval Postgraduate School
777 Dyer Rd., Rm 103B
Monterey, CA 93943
14. CAPT Roger B. Hoyt 1
Information Sciences Department
Naval Postgraduate School
777 Dyer Rd., Rm 100D
Monterey, CA 93943
15. CAPT (Ret) Jack Jensen 1
Information Sciences Department
Naval Postgraduate School
777 Dyer Rd., Rm 100D
Monterey, CA 93943