Planning Community Overview Presented at the Defense M

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Planning Community Overview Presented at the
Defense MS ConferenceMay 2007
by BG Arthur Bartell, USA Vice Director, Joint
Staff J-7
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Agenda

• Background Adaptive Planning and Execution 101
• Current Environment
• Planning Community Overview
• PART 1
• Scope Define Community (purpose tools, data,
  services used members)
• Vision Top level description of where we would
  like to be by end of FY2010
• Current capabilities Tools, data services
• PART II
• Management Membership, sub-communities,
  by-laws, resources
• Mechanisms used to inform Community of products
  activities
• Sharing info with other Communities Components
• PART III
• Gaps in tools, data services
• Ongoing potential projects (organize by funded
  unfunded)
• Prioritized list of Community-specific projects
  (both funded unfunded)

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Operation Iraqi Freedom

• Options
• Civilian leaders wanted multiple options
• Civilian leaders wanted risk assessments for each
  option
• Assumptions/Assessments
• Some wrong, outdated or not applicable
• Cumbersome planning process and outdated planning
  technology
• Difficult to modify plan quickly and put into
  execution
• Bottom Line
• Extraordinary effort to adapt plan to rapidly
  changing strategic circumstances

Todays environment demands a system that
quickly produces high-quality plans that are
adaptive to changing circumstances. --
Secretary of Defense Donald Rumsfeld, AP Roadmap,
13 Dec 2005
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Revolution in Planning

• Cold War Planning Construct
• Assumed Forces would be ready and available
• Static conventional threats
• Forces postured to mitigate time-distance
  challenges and convey
• resolve
• Assumed little strategic change during a 2-3
  year planning cycle
• APEX Planning Construct
• Long-term commitment of large portion of forces
  to Counter-insurgency (COIN) Operations
• Force Rotations regardless of posture
• Dynamic / Global unconventional and conventional
  threats
• lt 6 month planning cycle

Implications for Planning Joint Operations
- Need a force management construct that
decrements for forces otherwise not available due
to commitments and constraints - Need a
mission-based readiness reporting system and a
global visibility capability - Need
capability to rapidly adapt and assess plans in
light of changing situations
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Transform Operational Planning
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Background Definition
Adaptive Planning and Execution (APEX) is the
Joint capability to create and revise plans
rapidly and systematically, as circumstances
require.

• Plans developed rapidly and adapted continually
• Real-time collaboration and iterative planning
• Parallel planning across multiple echelons to the
  maximum extent possible
• Frequent harmonization of planning considerations
  (e.g. approaches, courses of actions) at all
  levels throughout the process even after the
  plan is completed
• Plans with more options, adaptable to a variety
  of changing circumstances
• Plans, planners, planning tools and relevant data
  bases networked
• Automatic triggers alert planners for possible
  modifications, adjustments, or revisions
• Integrated tool suites for faster analytical
  feedback and broader collaboration
• Living plans are maintained continuously to
  reflect changes in guidance and/or the strategic
  environment

MS is a critical function across the spectrum of
APEX
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Current Environment

• We consider the Planning Community Business Plan
  a work in progress since we are experiencing
  rapid change and transformation in the face of an
  uncertain development future
• Secretary Gates re-affirmed APEX as critical
  needcontinued pressure to continue, if not speed
  up, the pace of transforming planning
• APEX transitioning into Net-Enabled Command
  Capability (NECC)
• NECC still largely undefined
• Relationship of new NECC governance and
  management Command Control (C2) Capability
  Integration Board and C2 Capability Portfolio
  Manager to current APEX governance structure
• Uncertain fiscal environment as APEX merges into
  NECC
• On-going development and coordination of new APEX
  Roadmap II to address the range of Doctrine.
  Organization, Training, Materiel, Leadership
  Education, Personnel and Facility (DOTMLPF)
  issues
• Results of OUSD(Acquisition Technology
  Logistics)-led APEX Analysis of Alternatives
  (AoA)/Technology Study Recommendations APEX
  Quick Start Pilot

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CONTENT REVIEW

• Planning Community MS Business Plan is being
  developed according to the outline that MS
  Steering Committee established in June 2006
• PART 1
• Scope Define Community (purpose members)
• Vision Top level description of where would like
  to be by end of FY 2010
• Current capabilities Current tools, data
  services
• PART II
• Management Membership, sub-communities,
  by-laws, resources
• Information Exchange with other Communities
  Components
• PART III
• Gaps in tools, data services
• Prioritized list of Community-specific projects
  (both funded unfunded)

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Contents Part I Scope (1 of 5)

• SCOPE
• This Business Plan addresses the uses of MS in
  support of members of the Joint Planning and
  Execution Community
• (Source Planning Community MS Business Plan,
  paragraphs C1.1. and AP1.37.)

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Contents Part I Scope (2 of 5)

• PURPOSE
• The purpose of this Modeling and Simulation (MS)
  Business Plan is to
• Supplement and complement Adaptive Planning
  Roadmap I and Adaptive Planning and Execution
  Roadmap II (draft) by focusing on the development
  of MS capabilities that address the materiel
  component of the DOTMLPF construct.
• Mature and institutionalize community-specific
  MS capabilities, plans, and organizations within
  the Joint Planning and Execution Community
  (JPEC).
• Provide source documents for identifying the
  Planning Communitys validated MS needs and
  capability gaps.
• Guide promulgation and implementation of common
  and cross-cutting MS tools, data, services, and
  practices.
• (Source Planning Community MS Business Plan,
  para C1.1.1.)

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Contents Part I Scope (3of 5)

• Planning Community membership is encompassed by
  the Joint Planning and Execution Community,
  defined as follows
• (Source Planning Community MS Business Plan,
  paragraphs C1.1. and AP1.37.)

Joint Planning and Execution Community (JPEC)
Those headquarters, commands, and agencies
involved in the training, preparation, movement,
reception, employment, support, and sustainment
of military forces assigned or committed to a
theater of operations or objective area. It
usually consists of the Joint Staff, Services,
Service major commands (including the Service
wholesale logistic commands), unified commands
(and their certain Service component commands),
subunified commands, transportation component
commands, joint task forces (as applicable),
Defense Logistics Agency, and other Defense
agencies (e.g., Defense Intelligence Agency) as
may be appropriate to a given scenario.
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Contents Part I, Vision (4 of 5)
MS is an enabling technology in support of the
APEX vision

• The APEX Vision. At full maturity, APEX will be
  a collaborative planning and execution system
  that will provide COCOMs, Joint Force Commanders,
  Service/Functional Components, Combat Support
  Agencies (CSA)s and the Joint Staff with an
  end-to-end process and technology system that
  supports all aspects of planning and execution.
  The APEX system will support the development of
  plans with multiple options that are
  operationally, transportation, resource and
  logistically feasible. The ability to monitor
  changes to strategic guidance, assumptions,
  resource availability and readiness, threat
  capabilities, and other appropriate planning
  parameters will aid in the ability to rapidly
  discern when plans need to be refined or, adapted
  to keep them living and relevant or, if
  necessary, terminated or executed. JPEC,
  Interagency, and selected Coalition/Allied
  planners will have worldwide access to all
  applicable authoritative databases required to
  support planning and execution. APEX will enable
  horizontal and vertical collaboration and
  facilitate parallel planning between echelons.
  When fully mature, APEX will integrate situation
  monitoring, readiness, global force management,
  intelligence and resourcing.
• (Reference (AP Roadmap 2, AO Review (Draft, dtd
  2-28-2007)).

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Contents Part I Scope (5 of 5)

• Tools, Data, Services
• The current draft Plan lists/describes over 40
  tools, data, services, including
• Work is continuing to identify tools, data, and
  services used by the Services, COCOMS, Defense
  Agencies, and other JPEC activities.
• (Source Planning Community MS Business Plan,
  para C1.3.ff)

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Contents Part I I, Management (1 of 3)

• Adaptive Planning Governance
• Provide Operation Policy oversight
• Implement 24 AP Roadmap Recommendations
• Define AP Requirements
• Progress Report to SecDef Annually

• Management of AP within the JCIDS Process
• Capability Development Process (Initial
  Capabilities
• Document (ICD), CDD, AoA)
• Integration with other Joint Systems and Programs
• Resolution of Programmatic Issues
• Validates requirements

Source Planning Community MS Business Plan,
para C2.1.
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Contents Part I I (2 of 2)

• Intra Community Information Exchange
• JPEC information sharing takes place through a
  variety of forms
• Meetings of the
• Executive Committee (EXCOM) annually/as needed
  
• Senior Steering Group (SSG) semi-annually, and
• Adaptive Planning Implementation Team (APIT)
  monthly
• Combatant Command (COCOM) -, Service, and Defense
  Agency-sponsored conferences throughout the year
  (e.g., PACOM AP Conference, Defense Logistics
  Agency Conference, J3/J4 Force Projection Working
  Group)
• Semi-annual meetings of the APEX Technology Users
  Group
• Periodic conferences focused on common problems
  such as forces for plans/sourcing
• Source Planning Community MS Business Plan,
  para C2.2.

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Contents Part I I (3 of 3)

• External Information Exchanges
• JPEC external information sharing takes place by
  participation in
• Community-sponsored events, such as the
  semiannual Joint Collaborative Analysis
  Conferences, Military Operations Research Society
  (MORS) workshops, annual DoD MS Conference
• Industry/Academia sponsored symposia
  conferences (e.g., AFCEA, NDIA, NTSA)
• Periodic international multi-lateral and
  bi-lateral conferences and meetings sponsored by
  NATO, allied nations, and coalition partners
• Source Planning Community MS Business Plan,
  para C2.2

Source Planning Community MS Business Plan,
para C2.2.
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Contents Part III Gaps (1 of 3)

• Planning Community Business Plan identifies a
  total of 29 gaps covering MS Technologies
  Practices/Procedures and Representations. These
  gaps mirror those identified in the DoD Common
  and Cross-Cutting Business Plan
• The Planning Community additionally maintains
  separate, classified information on operational
  planning and execution gaps specific to high
  priority war plans.
• Source Planning Community MS Business Plan,
  Chapter 3

• REPRESENTATION GAPS
• Corp. MS Mgt Governance
• Activity-level MS Planning Employment
• MS Development Evolution
• Requirements Definition Management
• Conceptual Modeling
• Verification, Validation, Accreditation
• Reuse
• MS Usability
• Standards Processes
• Security
• Workforce Development
• Comm and Collaboration

• MS PRACTICE GAPS
• Human Behavior
• Environment
• Logistics
• MS Infrastructure
• Systems of Systems
• Families of Systems
• Weapons of Mass Destruction
• Forces Organizations
• Command Control
• Information Operations
• Intelligence

• TECHNOLOGY GAPS
• Component-based MS
• Computer Game Technology
• Resource Discovery Access
• Data Mediation
• Visualization Tools
• MS Infrastructure

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AP Capability Gaps (2 of 3)
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Contents Part III Community Projects (3 of 3)

• Prioritized list of Community-specific projects
  (both funded unfunded)
• 120 Day Tasker Forces for Planning/Contingency
  Sourcing
• Readiness data
• Service sourced unit data from OPLAN requirement
  (Service specific feeder systems)
• Integrated Gaming System (IGS)
• 3 stage implementation
• Desktop installation via Mobile Training Team
• IGS data integrated with APEX technology
  applications
• Improve baseline (Lift Estimator)
• NECC Services
• JS J-7 prioritized development requirements
• Sensitive Plans Node, Automated Planning
  Triggers, Coalition Access to APEX technology
  (unfunded)

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Summary

• APEX is providing capability to the warfighter
  NOW
• Strategic Documents directed COCOMs to use APEX
  technology for all contingency planning
• APEX is at the technological cutting edge
• Service oriented Architecture, Increment I of
  NECC
• Links multiple functions (transportation,
  logistics, wargaming, force sourcing, readiness)
• Big Bang for the Buck
• Strategic capability at relatively low cost
• Challenge remains to ensure the Business Plan is
  synchronized and updated to reflect changes in
  the APEX environment, to include
• APEX transition into NECC
• Changes in APEX governance and management
  structure
• APEX Roadmap II as it goes through staffing and
  review

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