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F100
| Question | Answer |
|---|---|
| Force Management | The Army’s process for managing change while balancing future need against today’s requirement |
| DoD’s 3 FM Decision Support Systems | JCIDS DAS PPBE |
| JCIDS | requirements/solutions development |
| DAS | Materiel development and acquisition |
| PPBE | Prioritization and resourcing of requirements |
| Title 10 | Outlines the DA’s congressional mandated responsibility for developing and supporting capabilities required by CCDRs |
| DA uses_________ to execute title 10 responsibility | ADCON (administrative control) |
| ADCON is a command relationship? T/F | False |
| A unit may have separate ADCON and Operational chains? T/F | True |
| ADCON is normally exercised through | ASCC |
| ASPS | Army strategic planning system: integrates, prioritizes, and directs execution of title 10 responsibilities |
| ASPS is built on | NSS, NDS, NMS, and informed by CCDRs |
| HQDA ________ command units in combat | Does not |
| ASCCs can further delegate ADCON to Army HQ in an area T/F | True |
| One power congress has over DOD | Organizing, Funding, and Oversight |
| Four parts of ASPS | Army Strategy Army Planning Guidance Army Programming Guidance Memo Army Campaign Plan |
| Types of organizations to help HQDA meet Title 10 requirements | ACOM ASCC DRU FOA |
| JCIDS | DOD’s collaborative joint process used to identify, assess, and prioritize military capability requirements (needs) using capability shortfalls (gaps) and potential solutions. |
| JROC | Joint Requirements Oversight Council: approval body for validating requirements |
| Who manages JROC | J8 |
| Joint/Service Concepts | A framework that link future and current operating environments to a strategic guidance and provide insights into capabilities required |
| Capabilities-based assessment | is the JCIDS process used to identify and define requirements (needs analysis); problems and risks (gap analysis); and solutions analysis across the DOTMLPF-P domains. |
| DOTMLPF-P | construct used in JCIDS to analyze & document solutions in order to consider all options associated with developing, updating or modifying a capability. |
| Army Futures Command | leads the concept and capability development process for the Army Modernization Enterprise. |
| Three Categories of Joint Concepts | Joint Warfighting Concept Joint Operating Concepts (JOC) Supporting Concepts |
| Where the army documents its fundamental ideas about future joint operations | Army concept framework |
| Current Army Operating Concept | Multi-Domain Operations |
| Hierarchy of Army Concept Framework | Army Operating Functional Supporting Advisory |
| Army Concept Framework | Provides the Army’s Vision of how it will operate in the future and a conceptual framework needed to determine capabilities required |
| CBA Step to Identify required capabilities and tasks | Needs Analysis (Joint) Functional Area Analysis (Army) |
| CBA Step to Identify Shortfalls | Gap Analysis (Joint) Functional Needs Analysis (Army) |
| The last phase of the CBA, capture DOTMLPF solutions | Solution Analysis (Joint) Functional Solution Analysis (Army) |
| 3 requirements lanes in JCIDS | Urgent Emergent Deliberate |
| Preferred requirements processing lane | Deliberate |
| Results of the JCIDS are primarily | Materiel or non-materiel |
| Non-materiel Solutions produce | DCR DOTMLPF Change Recommendation |
| Materiel Solutions produce | ICD / CDD |
| DOTMLPF domain used to analysis a unit structure | Organization |
| AFC role in Force Development | Submits DOTMLPF-P solution sets for Army Staff’s (ARSTAF) validation and the Chief of Staff, Army’s (CSA) approval. Serve as the concept and capability developers for the Army. |
| COE Role in Force Development | The proponent capability developers and who determine the capability solutions and capture the changes to organizations to meet the needs of the Army. |
| HQDA G8 Role in Force Development | Manages the AROC and captures the staffing for the JCIDS documents |
| AROC Role in Force Development | Assesses, validates, and prioritizes DOTMLPF-P solutions. |
| Integrated Capability Development Team | Grouping of capability developers used for capabilities development and documentation efforts that are temporary in nature. |
| Cross-Functional Team | Eight teams built around the 6 Army priorities for modernization, designed to develop focused capability requirements development and documentation efforts for the Army |
| DCR | the CBA JCIDS document that captures non-materiel centric DOTmLPF-P integrated solutions recommendations for staffing and approval since they generally don’t advocate new materiel (little “m”). |
| ICD/CDD | the CBA JCIDS document that captures materiel centric DOTMLPF-P integrated solutions recommendations for staffing and approval that are general focused on new or modernized materiel/equipment solutions (big “M”). |
| Three Primary DOD Decision Support Systems | JCIDS; DAS; and PPBE |
| Outputs of the JCIDS process | DCR or ICD/CDD |
| Where within CBA would a non-materiel solution be determined | FSA/Solution Analysis |
| Inputs to the JCIDS process | strategy, concepts, and the current force structure and capability gaps |
| Key Army players in JCIDS | Army Futures Command (FCC & CDIDs) TRADOC CAC COEs and proponents |
| Supported organization for material acquisition | Assistant Secretary fo the Army for Acquisition, Logistics, and Technology (ASA (ALT)) |
| Supported command for force design and force development | Army Futures Command |
| Activities to develop and implement capability solution in a shorter time than typical DAS | Urgent Capabilities acquisition |
| Army’s urgent operational needs process | Operational Needs Statement (ONS) |
| Material Development Decision | entry point into the acquisition process for all defense acquisition products. |
| Technology Maturation and Risk Reduction Phase | phase is to reduce technology, engineering, integration, and life-cycle cost risk to the point that a decision to contract for Engineering & Manufacturing Development can be made with confidence |
| Operations and Sustainment Phase | phase is the execution of a support program that meets materiel readiness and operational support performance requirements and sustains the system in the most cost-effective manner over its total life-cycle. |
| Acquisition Program Baseline | is the balance of risk between cost, schedule and performance agreed to between the Program Manager (PM), the Program Executive Office (PEO), and the Milestone Decision Authority (MDA). |
| Program Executive Officer | responsible for programmatics (materiel acquisition cost, schedule, and total system performance) and for the PPBE necessary to guide assigned programs through each Defense Acquisition System Milestone. |
| Key Performance Parameters | capture the minimum operational effectiveness and suitability attributes (testable or measurable characteristics) needed to achieve the overall desired capabilities for the system during the applicable increment. |
| ACAT | designation determines the level of review, and who will make the milestone decisions. |
| AROC | validates all Army documents for JCIDS prior to submission to the Joint Staff, J-8 Deputy Director for Requirements for review and approval of joint requirements and ASA(AL&T) for materiel development. |
| J8 Deputy Director, Requirements | Gatekeeper of the JCIDS at the joint level |
| Force Development | organizational (“O”) design process the Army uses to develop and document organizational solutions to fill capability gaps identified in JCIDS. |
| Force Design Update | the primary staff packet used to propose new organizations or modify existing organizations. |
| TOE | Tables of organization and equipment (TOE) are requirements documents that depict doctrinally correct organizational designs. |
| FIFA Analysis | Before approving TOEs, HQDA will consider whether the organization is suitable, feasible, and acceptable through FIFA analysis. The FIFA analysis occurs simultaneous to the (Total Army Analysis) TAA cycle in which the FDU intends to compete. |
| Army’s Force Management Model | JCIDS, DAS, PPBE, Force Development, Force Integration |
| Which phase is FDU initiated in? | Design Organizations |
| Package that formally recommends a new or modified organizational structure | Force Design Update |
| Finalized in the “develop organizational models” phase of Force Dev process | TOE and BOIP |
| Lists the planned placement of equipment as well as displacement of current equipment | BOIP |
| URS (Unit Reference Sheet) includes | Narrative (mission/capabilities) Existing and proposed structure/hierarchy Key Personall and equipment included bill paying Graphical depiction of proposed design |
| Suitable, Feasible, Acceptable test at HQDA | FIFA |
| Capability development directorates are staffed with | Civilians, Functional Area Officers, Basic Branch Officers |
| Building block requirement document for Army Authorizations | TOE |
| TAA (Total Army Analysis) | the key Army force structure requirements and resourcing determination process. |
| Phases of TAA | Capability Demand Analysis – Quantitative Resourcing and Approval – Qualitative Force Synchronization Review – Integration |
| Key TAA Products | POM Force ARSTRUC |
| Command Plan (CPLAN) | produces the Army’s authorization documents (MTOE/TDA). |
| Purpose of TAA | Total Army Analysis (TAA) determines the “best mix” of forces that the Army believes will provide it with a balanced and affordable force structure that can meet future requirements. |
| How long/often for TAA | Army conducts TAA annually and the process typically takes 1 year (Oct-Sep). |
| Inputs for TAA | national military strategy, defense planning guidance, defense programming guidance, ASPS, resource constraints, execution orders, directed forces, scenarios, vignettes, force designs, resource management directives, |
| POM Force | Provides the future force structure the Army decided to resource to DOD; is the basis for costs of resourcing that structure in the POM. |
| ARSTRUC | Provides the approved, authorized future force structure decision for Army implementation. |
| Who approves TAA | SECARMY and CSA |
| COMPO 1 | Active Army |
| COMPO 2 | National Guard |
| COMPO 3 | Army Reserve |
| COMPO 6 | Army propositioned stocks |
| USAFMSA | United States Army Force Management Support Agency; does the main work for documenting the Army |
| FMSWeb | web-based interface allows authorized users to access Army requirements and authorizations documents and information |
| Two types of authorization documents | MTOE & TDA |
| Requirements Document | the organizational solution designed for a capability requirement and denotes the organizational structure of people and equipment designed to perform the required functions that provide the required capability. |
| Authorization Document | the document denotes the resource-approved solution. The quantities of people and equipment authorized may differ from the designed structure due “spaces” (manpower) or funding limitations or other considerations. |
| Force Integration | synchronizes DOTMPLPF-P capability solutions into organizational design to create a modern force. |
| Priorities | approved by the Army G-3/5/7. AMPL, DARPL (Army Modernization Priority Listing), (Dynamic Army Resource Priority Listing) |
| Manpower Management | G3: Manages Spaces |
| Personnel Management | G1: Manages Faces |
| Lead Materiel Integrator | AMC: Three critical equipping documents: Equipping Guidance, Equipping Modernization Plan, Modernization Strategy |
| Lead Organization for force integration | HQDA DCS; G-3/5/7 |
| AMPL | Serves to focus modernization of limited production on Army 2030 priority formations. |
| DARPL | Serves as the established order of precedence approved by the senior Army Leadership that guides the distribution of resources. |
| ACMG | Prioritizes and aligns Active Component manning with synchronized Army Priorities. |
| Part of the Total strength, but not operating strength | TTHS: Trainees, Transients, Holdees, and Students |
| How many manning cycles in a year | 2 (Officer); 4 (NCO) |
| Manning conference | Army Personnel Synchronization Conference: review Army requirements for personnel to fill shortages in organizations while balancing the available personnel and their professional development needs. |
| Two Army equipping groups | Army Modernization and Equipping Conference Unit Equipping Reuse Working Group |
| Army Modernization & Equipping Conference (AMEC): | address holistic Army Command’s concerns, make recommendations for policy changes, and review equipping issues for the next 21-month distribution cycle |
| Unit Equipping Reuse Working Group (UERWG): | unit-level process to fill equipping shortages for large unit deployments with a Latest Arrival Date (LAD) mission. Usually initiated by FORSCOM at Division level. |
| DST | Decision Support Tool: The authoritative Army Equipment COP (Common Operating Picture) to visualize the equipping status of Army units and to make recommended actions to fill equipment shortages. |
| Total Package Fielding | the Army’s standard fielding process developed to provide Army materiel systems to using units in a coordinated/consolidated package of end items, support items and technical documentation. |
| Army Prepositioned Stocks | Equipment and supplies forward-deployed ISO CCDR OPLAN requirements |
| JUONS | Joint Urgent Operational needs statement: request to support two or more services in an operation by correcting a deficiency |
| Validates, prioritizes, and resources ONS | AROC |
| Modernize (ReARMM) | Unit reorganization; NET / Fielding; Units Unavailable |
| Train (ReARMM) | Mission tailored; Regionally focused; Integrating modern capabilities |
| Mission (ReARMM) | Tailored Readiness; On mission or ready for assignment |
| PPBE is a ___________ process | Cyclical, Ongoing |
| The Army Program is _______________ | Constantly evolving, not built from scratch each year |
| ASA(FM&C) [ Assistant Secretary of the Army, Financial Management & Comptroller ] | responsible for oversight of the Army PPBE process |
| Appropriations | how resources are allocated across programs. |
| The month during which the President’s Budget is usually submitted to Congress. | February |
| POM/BES | Program Objective Memorandum / Budget Estimate Submission: abbreviated name for the five-year PPBE submission from the Army to DOD |
| Budget Year | The first year of the five-year program |
| APE | Army Program Elements: sub-elements of programs, and are used by the Army to allocate resources |
| Authorization | One of two bills that resources the Department of Defense, this bill gives congressional approval to establish or continue a program. |
| MDEP | Management Decision Execution Package: An Army construct that provides program clarity with regard to resourcing and prioritization. Together, they account for all Army resources |
| PEG | Program Evaluation Group: 5 of these manage all army programs, ensuring they are properly prioritized and aligned with guidance. |
Created by:
samft98c