TC

CASCOM

ORD

THINK

TANKS

SIG

MAN CAC

HQDA

ARCIC

OSD

JS

AV

MATERIEL

DEVELOPERS

Multi-

national

QM

JFCOM

CASCOM

OTHER

OPERATINGFORCE

SisterServices

PRACTICAL EXERCISE INSTRUCTIONS

IntroductionMethod of Instruction: ConferenceInstructor to student ration is 2: classTime of instruction (minutes): 15Media: CDROM

Terminal Learning ObjectiveAction: Recognize Army Combat Development DOTMLPF analysis and breakdown.Condition: Given a computer, example DOTMLPF analysis, and electronic student handouts.

Standard: Applying the Army Capstone Concept reading and using your experience, conduct a DOTMLPF analysis on one of the six remaining overarching areas of needed capability.

Instructions:1. Review the Army Vision and Army Capstone Concept. Watch LTG Curran’s video on

Army Capability Integration Center’s (ARCIC’s) mission and development.2. Choose one of the 7 identified deficiency areas (deployment, sustainment, lethality,

agility, tactical effectiveness, survivability, or RSOI. Define it as it relates to your group discussion.

3. Choose 5-6 tasks from the AUTL (FM 7-15) and UJTL (4-0-3500) that relate to your deficiency area. Choose at least one from each of these two references.

4. Choose one of your 5-6 tasks and define the condition and standard for the task.5. Determine and define your capability gap related to that task, condition, and standard.6. Review the sample DOTMLPF analysis (power-point slide). 7. Address the issues in the J8 DOTMLPF consideration / question slides. RESULTS MUST BE GROUNDED IN THE ARMY CAPSTONE CONCEPT!

Solution: Solution should be in an easy to understand format per the sample chart. Each team will

brief their results using the computer and projector.

• Deployment: Insufficiently rapid and flexible strategic deployment

• Reception, Staging, Onward Movement, and Integration (RSOI): Overly lengthy RSOI prior to engagement.

• Sustainment: Excessive theater sustainment requirement.

• Agility: Insufficient operational agility and versatility.

• Tactical Effectiveness: Tactical effectiveness through mass (vice knowledge).

• Survivability: Survivability through armor (vice maneuver)

• Lethality: Lethality through volume of fire (vice integration and precision)

Seven Overall Deficiencies of Current and Interim Forces

AUTLs:• • • • •

UJTLS:• •

Selected Task:

Condition:

Standard:

Capability Gap:

DOTMLPF Solutions for Strategic Deployment Deficiencies (state your selected deficiency area here)

DOTMLPF Solutions for Strategic Deployment Deficiencies

Doctrine Organizations

Training Materiel Leadership & Education

Personnel Facilities

Enroute Mission planning and rehearsal procedures

Modular units across the force

Regular exercises for unit deployment / redeployment

Platforms that conform to USAF, USN, & Commercial cube/weight restrictions

Ability to rapidly transition from tactical to strategic

Enroute sleep and nutritional aids, as well as hydration strategies

Training facilities for deployment training

Combat loading procedures for operational redundancy and rapid offload

Designed & deployed for immediate employment

Decision aids that assist in load plans, route & LZ selection, Air Defense suppression

Broad under-standing of joint systems & procedures

Target country information in real time

More Forward storage facilities to shorten deployment timelines

Departure & arrival landing zone selection rules

Units logistically self-sufficient for deployment

Enroute updates on situation

Team plan adjustments to match changing situation

Provide a campaign-quality Army with Joint and Expeditionary capabilities.

Remain Relevant and Ready RESPONSIVEDEPLOYABLEAGILEVERSATILELETHALSURVIVABLESUSTAINABLE

Full Spectrum Capable –

The Soldier is our primary focus

Meet the needs of the Joint Force Commanders

Effective and responsive to a multi-dimensional adversary

Unprecedented levels of situational awareness

Future ForceFuture Force

RESPONSIVE

DEPLOYABLE

AGILE

VERSATILE

LETHAL

SURVIVABLE

SUSTAINABLE

OSD “10-30-30” guidance:Deploy to a distant theater in 10 days…Defeat an enemy within 30 days…Recover to handle a second fight 30 days later

Part of a Joint, Full Spectrum force … more than just deployment Capable of deterrence & Rapid Decisive Operations Immediate Operational Capability

Vehicles fit C-130 like profile Inter & Intra Theater capability Forcible entry OPS

Ability to transition between and within OPS Focus on people, leadership & Training … a

mindset

Adaptive forces, formations & material solutions Full spectrum with common design & internetted

C4ISR

Soldiers & Equipment capable of

handling the “3 block war”

Crew ProtectionMunitions Response, Fire Suppression, Personal Protection

Don’t Be Penetrated Armor Systems (Active, Passive, Reactive, EM, Smart)

Don’t Be Acquired Obscuration , Jammers and Signature Reduction

Don’t Be Detected Signature Reduction Materials and Coatings

Kill Enemy Before Detected EM, ETC, Missile, Directed Energy

Don’t Be Hit Active Protection, Jammers, Decoys and Obscuration

Reduce deployed sustainment footprint

Reduce costs while maintaining capability and readiness

Future Force CharacteristicsFuture Force Characteristics

Fu

ture

Fo

rce “

Sp

ace

to M

ud

”

Future Force “Factory to Foxhole”

Leadership & Education

Doctrine Training People Facilities

The Future Force

HSOC

Factory

Train, Alert, Deploy, & Sustain

Home Station

Joint, Interagency &Multi-National

BCT

Division

FCS

BCT

Rapidly deployable, highly mobile land forces w the ability to fight upon arrival.

Joint, Interagency & Multi-National Capabilities

Campaign Quality Force

Full Spectrum Operations

Joint networked forces at all echelons and linked sensors, shooters, and commanders for enhanced lethality

Adaptive Modular Organizations

Family of Systems/System of Systems

Self sustained forces for limited periods of time and a greatly reduced theater logistics footprint

FCS

Future Force ConceptFuture Force Concept

Optimized to close with and destroy enemy:

• Organized into more deployable, smaller, more capable formations. FCS units are inherently modular• Fights integrated, mobile air-ground teams that employ dismounted and mounted combined arms. Capable of air assault• FCS transforms from platform to network attributes to gain overmatch.

Synchronizes combat power through networked knowledge base linked to mission task and purpose

• Acquire enemy capabilities and intent while out of contact; decide when and where to fight at advantage before, during and after tactical engagements

• Achieves mobility, knowledge and leadership differential to perform tactical maneuver and assaults against all threats in any terrain and weather

• Greater reliability in mutual support and mass to direct combat power at point of decision. Achieved through beyond line-of-sight ‘teaming’

• Overmatching lethality at standoff; first round kill and fully integrated supporting fires in the close fight. Robust to win unexpected actions on contact

• Able to rapidly exploit success

Medical Treatment & Evacuation (29)

Unmanned Air Platforms (Systems)

UAV II (36)UAV I (36)

Armed Robotic Vehicle (63) Mule (59)

Unmanned Ground Vehicles

UAV III (12)UAV IV A/B

(16)

Unmanned Payloads

Unattended Ground Sensors

Unattended Munitions

NLOS LS

Intelligent Munitions

NLOS Cannon (18)

C2V (79)

Mounted Combat System (54)

NLOS Mortar (24)Reconnaissance

& Surveillance (27)

Small Man-packable UGV (45)

Maintenance & Recovery (10)

Manned Systems

The Soldier (2499)

ICV (78)

How FCS units will fightHow FCS units will fight

• Quantitative Analysis: A technique for predicting one or more outcomes from a given set of input conditions.• Necessarily quantitative and formulaic• Auditable and verifiable• Creates reproducible outcomes when performed by a third party

using same inputs• Can involve the use of computer models augmented with a

scenario (i.e. simulation)• Most effective when there is significant knowledge and data• Each outcome is associated with a probability of occurrence

• Qualitative Analysis: A technique used to draw conclusions where time is limited or there is a lack of a detailed understanding of the problem space. This technique uses a series structured activities or processes based on supporting evidence whether qualitative or quantitative.• final outcome to a review of the body of evidence• Function of (analytical outcomes, qualitative adjustments, x-factor

criteria)• Quantitative analysis can be used in support of qualitative anaylsis

The Joint Capabilities Integration &Development System CBA

The Joint Capabilities Integration &Development System CBA

Where does the Analysis come from?

How is it done/conducted?

Analysis is the cornerstone of the JCIDS process. It is conducted by Combat Developers, S&T, Battle Labs,

TRADOC Analysis Centers (TRAC), Research Labs, etc. The minimum analysis that must be conducted in support of

a non-materiel/materiel approach is a Functional Area Analysis (FAA), a Functional Needs Analysis (FNA), a

Functional Solution Analysis (FSA) & a Post Independent Analysis (PIA).

Your capability documents are only as good as the analysis that supports them. You should always ask “Do I have the

analysis to support this paragraph?”

AnalysisAnalysis

Post Independent Analysis (PIA)*

Sponsor considers compiled analysis results and determines which DOTMLPF approach or approaches best address capability gaps.

Output: DCR or ICD.

Functional Solution Analysis (FSA)

Develops and assesses potential DOTMLPF approaches to solving one or more capability gaps identified in FNA.

Output: Potential solutions to needs.

JCIDS Analysis OverviewJCIDS analysis, also known as a capabilities-

based assessment (CBA), is a structured methodology that leads to the determination of capability gaps and development of approaches

that enable attaining required capabilities.Functional Area

Joint Functional ConceptsArmy Concepts

Strategic Policy

Guidance

Functional Needs Analysis (FNA)

Assesses the ability of current and programmed capabilities to accomplish the FAA-identified tasks, under the full range of operating conditions and to the designated standards.

Output: Prioritized list of capability gaps.

Functional Area Analysis (FAA)

Identifies operational tasks, conditions, and standards for achieving the effects needed to accomplish military objectives.

Output: Tasks to be reviewed in FNA.

Sources: CJCSM 3170.01B and CJCSI 3170.01E (March 2005 Draft)

*COBP does not cover PIA.

DCR = DOTMLPF Change Recommendation ICD = Initial Capabilities Document

Identified tasks,

conditions, standards

for FNA

ID standards for task

completion

ID conditions under which

tasks are performed

ID tasks from OE, concepts, doctrinal task

lists, and current operational experience

Review OE for investigated timeframe

JCIDS Analysis Methodology

Prioritized list of capability gaps for FSA

Assess operational risk of not filling gap

Assess current/ programmed capabilities

against required capabilities, and ID gaps

Compile list of current/programmed capabilities that may

accomplish tasks

FNA Methodology

FAA MethodologyFollow these steps in order.

Analyze materiel

approaches

ID materiel approaches

for remaining gaps

ID DOTmLPF solutions for

gaps

FSA Methodology

Prioritized list of potential

solutions for PIA

* If not, requires DCR OE = Operational Environment

Re-assess gaps based on

DOTmLPF changes

If new materiel required*

Briefing of results to sponsor

JCIDS Analysis Tenets (1 of 2)

• Think through the entire JCIDS analysis process before beginning the FAA; a “small” misstep or omission early can adversely impact later steps in the process.

• Do not conduct JCIDS analysis to justify a preconceived materiel solution.

• Follow the JCIDS analysis methodology described in this COBP; the steps are defined and defensible.

• Take a joint perspective and conduct JCIDS analysis within a joint context.

• Use PMJ as a cornerstone for JCIDS analysis to maintain an operational perspective.

• Engage concept developers and the testing community early; JCIDS analysis informs concept and KPP development and testing.

!

!

• Identify required SMEs (including Threat SMEs) early in the process; employ SMEs who:– Come from authoritative organizations (e.g. TRADOC schools and

centers, operational units, other services, program management offices, etc).

– Have relevant knowledge and/or experience related to the problem.– Provide a breadth of seniority and experience.

• Conduct a good literature search before beginning JCIDS analysis; use work that’s already been done.

• Use functional tasks as the basis for defining capability gaps; do not define gaps based on a particular program's specifications.

• Use accepted, defensible techniques when incorporating SME input in the analysis.

• Don’t be compelled to use simulations. • Consider current/programmed capabilities and gap solutions that

reside across DOTMLPF, i.e., don’t focus only on materiel.

JCIDS Analysis Tenets (2 of 2)

!

!

!

Using SMEs

• Have SMEs provide input for two major categories:– Factors, e.g., tasks, solutions, to consider in the analysis.– Formal assessments (via questionnaires) that form the basis of analytic results.

• Use the appropriate SMEs at the appropriate time during the analysis.– The FAA requires warfighting SMEs.– The FNA requires warfighting, current/programmed capabilities, and technology

SMEs.– The FSA requires the same types of SMEs as the FNA plus affordability SMEs.

• Develop a strategy for using SMEs. For particularly large-scale (i.e., many tasks, conditions, or standards to consider) FAAs and FNAs, two different groups of SMEs might be necessary: – Use a small group of SMEs (one or two for each relevant area of expertise

required) to hone the list of factors to consider in the analysis. – Use a larger group of SMEs to finalize the list of factors and to make formal

assessments.

PMJ and SME input are key enablers of JCIDS analysis.

!Make sure SMEs have appropriate competencies.

Using Surveys

• Develop relevant criteria and measures.

• Identify the appropriate target audience.

• Develop unbiased questions.

• Keep the survey as short as possible.

• Develop rank ordering, but avoid having respondents rate or directly rank more than 5-7 items within a category. Select an acceptable rating and ranking method. Some useful approaches:

– Identify the preferred alternative for each pair-wise combination of choices.– Allot 100 points for the preferred choice and some value less than or equal to

100 points for each of the remaining choices.– Provide a maximum of 100 points to be allotted among all choices.

• Have a survey expert (contact e.g., TRAC) review the survey to assess its sufficiency for meeting the survey objective.

• Test the survey with a knowledgeable group before administering it to the target audience.

Turning SME assessments into defensible analytic results requires the use of accepted survey techniques.

Be aware that some SMEs will provide biased input; develop the survey and choose respondents to

mitigate that bias.

Before Beginning a JCIDS Analysis

• Have the study sponsor identify:– Relevant Joint Functional Area(s) and their associated Joint Functional Concepts

(JFC) and Joint Integrating Concepts (JIC).– Relevant Army concept.– The level of conflict (major combat operation, stability operations, etc.).– The timeframe to consider.– The principal Army echelon (e.g., squad, battalion) of concern.– The battlefield conditions to include for investigating the concept.– The Threat’s technological and military capabilities.

• Make sure the sponsor (or study directive) explicitly tasks organizations to provide appropriate SME support for the effort.

• Review the JCIDS analysis code of best practice (this document).

• Review completed JCIDS analyses and obtain lessons-learned from the organizations that performed them.

Study sponsor guidance is necessary for scoping JCIDS analysis.

!Be clear on the scope of the JCIDS analysis.

FAA Practices (1 of 4)

• Read the sponsor-identified concepts (joint and Army).

• For the echelon of concern for the JCIDS analysis, identify:– The objectives described in the concept.– The functions performed by the other services as they apply to the Army.– Non-service agencies (e.g., State Department) and their potential roles in the

conduct of combat operations.

• Read TRADOC ADCSINT-Threats’ most recent rendering of the operational environment.

• Read lessons learned reports (CALL is a good source) to determine what gaps have already been identified.

• Read The World Factbook, available at www.cia.gov, for the countries/regions of interest to get an indication of demographics, climate, terrain, etc.

Step 1: Review the operational environment for the timeframe under investigation.

This review is vital to framing the development of tasks, conditions, and standards.

FAA Practices (2 of 4)

• Identify the desired effects that must be achieved to attain the objectives described in the concept.

• Begin development of the list of tasks that must be performed (by the echelon of concern) to achieve the desired effects by reviewing current, known tasks. Use, e.g.,– Mission Training Plans (MTP). – Unit Mission Essential Task Lists (METL).– Previously-completed FAAs.

• Use PMJ to identify additional tasks to perform that will achieve the desired effects in the future environment.

• Gain concurrence on the list of tasks from SMEs who are familiar with the relevant concepts, concept objectives, and warfighting.

Step 2: Identify tasks.

The output of this step is the list of tasks that must be performed to achieve the desired effects that will enable attainment of the concept objectives.

!The FAA is the most vital step since it serves as the foundation; take the time to do it right.

FAA Practices (3 of 4)

• Begin identification of conditions under which each of the tasks must be performed by reviewing UJTL (Chapter 3) conditions. – Incorporate relevant UJTL conditions into the analysis.– Eliminate from further analysis, but document the reason for non-inclusion of, non-

applicable UJTL conditions, e.g., “sea state.”

• Add relevant conditions from the sources from which tasks were drawn, e.g., MTP, previously-completed FAAs.

• Use SME input to identify additional relevant conditions that might exist in the future.

• Add the associated conditions to each task from the FAA to develop a task-conditions (TC) list.

• If the TC list is too large to allow credible investigation of each task during the FNA, survey SMEs, then eliminate those tasks that have a low operational risk associated with not being performed.

• If the TC list is small, gain general concurrence on the list of conditions from the same SMEs who reviewed the list of tasks.

Step 3: Identify relevant conditions.

The output of this step is the list of tasks and the conditions under which they must be performed.

FAA Practices (4 of 4)

• Review the TC list and begin developing standards by identifying standards already prescribed in doctrine for the given tasks.

• Using vignettes that create context for the identified tasks and conditions, have warfighting SMEs:– Identify other conditions (as applicable).– Validate or modify already-defined standards.– Develop general standards for task-condition sets for which no standards exist.

• Add the standards to the TC list to develop a task, condition, standard (TCS) set that achieves the desired effects and defines the required capabilities for achieving the military objective.

• Link the required capabilities (TCS set) to the objectives described in joint and Army concepts (for ICD writing purposes).

• Obtain concurrence on the TCS set from SMEs.

• Present results to sponsor prior to continuing with the FNA.

Step 4: Identify standards for task completion.

Wargame vignettes to account for battlefield geometry over time.

Completion of this step ends the FAA. Output of the FAA is the TCS (required capabilities) necessary to achieve concept objectives.

Illustrative FAA Output

Task Conditions Standards

Leader gains and maintains situational awareness / situational understanding.

• Negligible light• Heavy

precipitation• Severe fatigue• Dense

vegetation• Moderate

urbanization

Leaders have knowledge of their location and locations and activities of subordinate, higher, and adjacent units. Leaders have understanding of terrain and environment in AO to include location of obstacles. Leaders know their mission parameters. Leaders have a comprehensive understanding of how friendly and enemy locations and activities, terrain, and the unit mission interact. (extra-doctrinal standard).

Fight dismounted in conjunction with armored vehicles.

Same as above Standard: Fires and movements between the mounted elements and dismounted elements are coordinated. There are no instances of fratricide. FM 2-21.9, The SBCT Infantry Rifle Platoon and Squad, pg 6-44.

The product of the FAA is the list of tasks, conditions, and standards. The TCS set makes up “required capabilities.”

Illustrative case derived from “Small Unit JCIDS Analysis.” TCS = tasks, conditions, standards

Standard developed

during FAA.

Current standard (not

modified during FAA).

Conditions, considered singly and in relevant combinations. (Those

shown all appear in the UJTL.)

ARTEP 7-5 MTP tasks.

Include an additional column to illustrate TCS linkage to

concept objectives.

FNA Practices (1 of 3)

• Draw relevant current/programmed capabilities from, e.g.:– Proponent schools and centers. – Current/past analysis efforts that represent the force year(s) under consideration.

– Program management offices.– Other services.

• Have an authoritative source (e.g., CAC for modular force organizational capabilities) review the list of current/programmed DOTmLPF capabilities that will be used in the FNA.

• Verify current/programmed materiel capabilities with an authoritative source, e.g., Army G8 or OSD PA&E).

• Use authoritative (e.g., AMSAA-certified) system performance data to determine materiel performance characteristics.

• Base performance characteristics for those systems where no certified data exists on acquisition documents, e.g., ICD, CDD.

Step 1: Compile list of current/programmed capabilities that may accomplish tasks to standard under the given conditions.

The output of this step is a list of current/programmed capabilities.

!

Use authoritative sources for determining current/ programmed capabilities.

FNA Practices (2 of 3)

• A gap exists when current/programmed capabilities cannot achieve a required capability (i.e., performing a task to standard under specified conditions).

• Identify gaps that have already been identified for any of the FAA-TCS combinations; review, e.g., – Operational lessons-learned (CALL is a good source).– Operational Needs Statements (ONS).– Previous JCIDS analyses.

• Use SMEs to identify additional potential gaps.– Provide SMEs with the TCS set and the list of current/programmed capabilities. – For each TCS combination, have SMEs determine if each can be accomplished

with current/programmed capabilities.

Step 2: Assess current/programmed capabilities against required capabilities, and identify gaps.

FNA step 2 continued on next slide.

Use PMJ and SME input as the principal means for identifying gaps. The input must be credible, but does not have to meet

the rigor associated with accepted survey techniques.

FNA Practices (2 of 3 cont.)

• Survey a larger audience of SMEs to obtain their assessment of whether a gap exists.

• Write clear statements of the gaps, e.g.,

– Task: Fight dismounted in conjunction with armored vehicles.

– Standard: Fires and movement coordinated; no instances of fratricide.

– Conditions under which gap exists: Negligible light, heavy precipitation.

– Gap: Voice communication between dismounted soldiers and armored vehicle crew-members is poor or non-existent. Given conditions severely limit visual communication (e.g., hand and arm signals). Poor communication precludes coordinated movement and could result in fratricide.

Step 2 (cont’d): Assess current/programmed capabilities against required capabilities, and identify gaps.

The output of this step is the gaps.

Example adapted from “Small Unit Gap Analysis.”

FNA Practices (3 of 3)

• Operational risk consists of the gap’s likelihood of occurrence and the severity of impact of not filling the gap.

• Identify the key areas where not filling a gap may have an impact. For example, identify the impact on: – Mission accomplishment.– Fratricide avoidance.– Timeliness of response.

• Survey warfighting and threat SMEs to obtain their assessment of the likelihood of the gap’s occurring and the operational impact of not filling the gap.

• Provide the study sponsor results on the FNA-identified gaps and the operational risk of not filling the gaps.

Step 3: Assess the operational risk of not filling the gap.

Completion of this step ends the FNA. The output of the FNA is a list of prioritized gaps that require solutions and the operational risk associated with not filling each gap.

Areas like these will also be measured in

the AMA.

GapImpact

Severity Likelihood

Priority for

Filling

2 3.5 3.7 7.24 3.2 2.7 5.91 2.5 3.3 5.83 3.0 2.0 5.05 1 0.6 1.6

Illustrative FNA OutputThe FNA produces a list of gaps requiring solutions.

Impact

Lik

elih

oo

d

Gap 1

Gap 2

Gap 3

Gap 4

Gap 5

Legend

Operational Risk

Higher frequency, higher severity

gaps.

Prioritize gaps based on the measure of operational risk; the sponsor will use the

list to provide guidance for the FSA.

Gap Prioritization

Illustrated method derived from “Small Unit JCIDS.” Numbers are illustrative only.

Gap prioritization can be in tiers,

rather than 1 to n.

FSA Practices (1 of 4)

• Provide SMEs with a list of:– FNA-identified gaps.– Current/programmed capabilities that may be modified to fill gaps.

• Note that one approach may resolve or mitigate multiple gaps, and that one gap may require a combination of approaches.

• Have the SMEs develop solutions that can fill or mitigate the gaps by adopting the following, in order:– Changes to existing DOTmLPF.– Product improvements to existing materiel or facilities.– Interagency or foreign materiel approaches.

• Obtain guidance from the sponsor on the solutions; the sponsor may deem one or more of the solutions to be infeasible, unacceptable, or unsuitable.

• Don’t consider new materiel starts yet!

Step 1: Identify DOTmLPF solutions for overcoming or mitigating FNA-identified gaps.

The output of this step is a list of gap-filling or mitigating solutions that don’t require new materiel starts.

The FSA requires a broad range of SMEs and expertise.

!

Cautions• Think through the entire JCIDS analysis process before beginning the FAA; there are

a number of relationships and data/participant requirements that require early identification to ensure a smooth analysis.

• Do not conduct JCIDS analysis to justify a preconceived materiel solution.

• Use functional tasks as the basis for defining capability gaps; do not define gaps based on a particular program's specifications.

• Make sure SMEs have appropriate competencies.

• Be clear on the scope of the JCIDS analysis.

• The FAA is the most vital step since it serves as the foundation; take the time to do it right.

• Use authoritative sources for determining current/ programmed capabilities.

• Brief, and obtain guidance from the sponsor after identifying gaps and solutions (both non-materiel and materiel).

!!

DOTMLPF as an Analytical Tool

• Doctrine– Doctrine publications– TTP– Operating procedures– Regulations– Checklists– Policy which governs or guides the way the military conducts business

• Organization– Actual organizations needed to conduct an operation or business– The visual representation of those organizations– Organizational characteristics– Opportunities and challenges in utilizing them to perform an operation or

conduct business• Training

– training content– all methods of delivering that content to its intended audience which enables

performance and support of the mission

DOTMLPF

• Materiel– Traditionally what has been associated with the defense acquisition process

• Weapons• Platforms• communication equipment• medical equipment• Transportation• training software

– Even though materiel may be used to directly perform a mission, it may also support another DOTLPF component which supports the mission – especially facilities and training.

DOTMLPF

• Leadership– Management and implementation of change across the DOTMLPF spectrum

• Personnel– Primarily to ensure that qualified personnel are there to support a capability

• Identification of the knowledge, skills, abilities, and competencies needed to perform a position, job, or task

• Creation of new occupational specialties to support new missions, threats, and technologies

• Revision of those specialties over a period of time • Facilities

– Supplies– Engineering support– Much of what is associated with logistics

• Think…buildings, roads, runways, and infrastructure and the activities it takes to build and maintain them to support performance of operations

DOTMLPF

DOTMLPF Analysis

• Is there existing doctrine that addresses the issue or relates to the issue? Joint? Service? Agency?

• Are there operating procedures in place that are NOT being followed which contribute to the issue? Which could, at least in part, correct the issue or lessen its impact?

• If no doctrine or procedures are in place which pertain to the issue, does new doctrine or do new procedures need to be developed and implemented which provide either a complete or partial solution to the issue?

• Where is the problem occurring? What organizations is the problem occurring in?• What is the mission/management focus of those organizations?

– Primary and secondary missions• What are the organizational values and priorities?• Is the organization properly staffed and funded to deal with the issue?• Are commanding officers/senior management aware of the issues?• Is the issue already in some type of organizational issue list (CC IPL)?• If so, why isn’t the issue being resolved?• Who exactly is aware of/impacted by the issue?

– Troops?– Services?– JTF staff?

DOTMLPF Analysis

• Is the issue caused, at least in part, by a complete lack of or inadequate training?• Does training exist which addresses the issue?• Is the training being delivered effectively?• How are training results being measured and monitored?• Is the issue caused by a lack of competency or proficiency on existing systems and

equipment?• Was the issue discovered in an exercise?• Do personnel effected by the issue have access to training?• Is command/management supporting and/or enforcing the training effort?• Is training properly staffed and funded?

DOTMLPF Analysis

• Is the issue caused, at least in part, by inadequate systems or equipment?• What current systems are in the Family-of-Systems where the problem is occurring?• What functionality would a new system provide that currently does not exist?• What increases in operational performance are needed to resolve the issue?• Is the issue caused by a lack of competency or proficiency on existing systems and

equipment?• Can increases in performance be achieved without development of a new system?

If so define.• Who would be the primary and secondary users of the proposed systems or

equipment?

DOTMLPF Analysis

• Is the issue caused, at least in part, by inability or decreased ability to cooperate/coordinate/ communicate with external organizations?

• Do the senior officers understand the scope of the problem?• Does command have resources at its disposal to correct the issue?• Is leadership being trained on effective change management principles?• Has command properly assessed the level of criticality, threat, urgency, risk, etc. of

the operational results of the issue?• Is senior leadership aware of the drivers and barriers to resolving the issue within

her/his own organization?• Has senior leadership identified interservice/agency cultural drivers and barriers

which hinder issue resolution?• Does the issue effect CC or JTF’s conduct Joint operations?

DOTMLPF Analysis

• Is the issue caused, at least in part, by inability or decreased ability to place qualified and trained personnel in occupational specialties?

• If issue resolution is likely to involve new material, systems, or equipment, are different occupational specialty codes needed to properly staff new systems?– Primary users– Maintenance personnel– Support personnel

• Do new training programs need to be developed for newly recruited personnel?

DOTMLPF Analysis

• Is the issue caused, at least in part, by inadequate infrastructure?• If so, was issue a result of

– Aging/wear?– New engineering didn’t meet needs?– Battle damage/threat?

• Was issue caused by lack of proper environmental controls?• Issue caused, at least in part, by inadequate

– Roads/trails?– Main supply routes?– Force beddown?– Facilities operation and maintenance?– Hardening?– Field fortification support?– Etc?

DOTMLPF Analysis