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F100 Study Guide As of 14 2130 NOV 14

F101: Foundations of Change

1. Why Do You Care About This?

It is more important that the field grade officer understands that everyone has responsibilities in force management, and that his or her mission is to "lead and command" change.

Decisions made during the force management process will have a direct impact on the officers, their Soldiers, and their units; they need to understand how to operate within this model and to anticipate its outcomes.

Lead Change : Provide the required direction, persuasion, and instruction to seniors, peers, and subordinates to ensure that accepting change is understood to be the normal condition in accomplishing assigned missions.

Command Change : Possess and understand the authority necessary to ensure that the required change is executed to accomplish the mission.

As a major at the battalion or brigade level, you will experience force management actions regularly: New equipment fielding and training; changes to MTOEs; providing comment on doctrine reviews; establishing and prioritizing requirements for upcoming missions; reviewing, commenting on and initiating new Basis of Issue Plans for equipment in your unit. Understanding the Force Development Process will educate you on how to change your organization to prepare for the future. Understanding the Defense Acquisition Management System will assist you in better planning of future equipment fieldings and interaction with the key players, such as the program manager. By learning about the Total Army Analysis, you will understand how and why certain capabilities are deleted or redistributed from an organization, and how you replace that capability in the future.

2. What is the role of congress in executing Title 10 functions and the defense budget?

Title 10, Section 3062 United States Code:

Section 3062 states “it is the intent of Congress to provide an Army that is capable, in conjunction with the other armed services, of 1.) Preserving the peace and security ... of the United States ... 2.) Supporting the national policies ... 3.) Implementing the national objectives ... and 4.) Overcoming any nations responsible for aggressive acts that imperil the peace and security of the United States. [The Army] shall be organized, trained and equipped primarily for prompt and sustained combat incident to operations on land ... [and] is responsible for the preparation of land forces necessary for the effective prosecution of war except as otherwise assigned. Congress makes and amends the laws that govern how the Armed Forces operate (to include Title 10). Their primary role is in oversight and resourcing. Through each body’s Armed Services Committee, Congress provides oversight and guidance of how we operate and what we procure. Budget and appropriations committees determine the resources that will be made available to us to accomplish our missions.


3. How does the Army accomplish its Title 10 functions and who are the key players (organizations) in executing those functions? (Slide 4)

Title 10, Section 3013 clearly outlines the 12 major Title 10 functions that the Secretary of the Army is responsible for, and is the basis for all things Force Management:

(1) Recruiting; (2) Organizing; (3) Supplying; (4) Equipping (including research and development); (5) Training; (6) Servicing; (7) Mobilizing; (8) Demobilizing; (9) Administering (including the morale and welfare of personnel); (10)Maintaining; (11)The construction, outfitting, and repair of military equipment; (12)The construction, maintenance, and repair of buildings, structures, and utilities and the

acquisition of real property and interests in real property necessary to carry out the responsibilities specified in this section.

The Army is developed and managed through the Title 10 functions.

4. How is ADCON used to support Title 10 execution? (Source: Slide 15 below)

These responsibilities are accomplished doctrinally through administrative control, or ADCON, and are enabled by organizations that remain assigned to DA known as the Generating Force. According to ADRP 5-0 section 2-75, ADCON is a relationship that ensures that Army units receive departmental support in terms of administrative responsibilities. This includes training and readiness, which is a part of ADCON known as training, readiness, and oversight (TRO).

ADCON enables administration of the Title 10 Functions:

Supplying, Equipping, Maintaining, Constructing (equipment): AMC (ACOM) Mobilizing, Demobilizing: IMCOM (DRU) Administering: Dept of Army Recruiting, Organizing, Training: TRADOC (ACOM) Constructing: USACE (DRU) Servicing: MEDCOM (DRU) and HRC (FOA)

Administrative Control (ADCON): Administrative control is the direction or exercise of authority over subordinate or other organizations in respect to administration and support, including organization of Service forces, control of resources and equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included in the operational missions of the subordinate or other organizations (JP 1). )


Key: Army Commands (ACOM) Ex. TRADOC, FORSCOM; Direct Reporting Unit (DRU) Ex IMCOM; Field Operating Agency (FOA) Ex HRC; Army Service Component Commands (ASCCs) Ex. USARPAC

5. What is the purpose of the Army Organizational Life Cycle Model (AOLM)? How do the stages of the AOLM influence each other?

Simple answer: Managing change for the Army. It is important to understand the context of managing change within the organizational life cycle model. Force management is the first stage of the life cycle and it interrelates with each of the other stages. The 8 stages include Force management, Acquisition, Training, Distribution, Deployment, Sustainment, Development, and Separation. The force management process must consider and integrate its actions with the other stages; what occurs in one stage affects the other stages. Example: Any change in the force management process affecting personnel will have direct impact on acquiring, training, distributing, deploying, sustaining, developing, and eventually separating the personnel associated with those changes.

The Process: The force management process must consider and integrate its actions with the other stages; what occurs in one stage affects the other stages. See CBI Slide below…


5. What is the purpose of the Army Organizational Life Cycle Model (AOLM)? How do the stages of the AOLM influence each other……………..?

Personnel structure: The HR portion of the Army’s force development function is where personnel requirements and authorizations are determined and documented.

Acquisition: This function ensures that the Army is staffed with the correct grades and skills in numbers sufficient to satisfy force requirements, and has three components.• Manpower management: The process of linking accession, retention, and promotion targets to Army requirements as measured against the military manning program in the PPBE.• Accession and retention management: This is the process that converts manpower targets to missions and oversees executing them.• Training integration: This involves establishing demand for training programs and a system to control inputting and tracking trainees and students.

Distribution: This is the function of assigning available Soldiers to units based on the Army’s requirements and priorities.

Development: This function begins with accession training and continues throughout a Soldier’s entire period of service. It includes institutional training, self-development, leader development and supporting programs such as the counseling, evaluation, promotion, and command selection systems.


Deployment: This function enables the Army to transition from the “prepare" mode to the “conduct of military operations” mode. Deployment includes mobilizing, deploying, redeploying, demobilizing, reset, evacuating non-combatants, and repatriating.

Compensation: This function encompasses managing all pay, allowances, benefits, and financial entitlements for Soldiers and for retirees. The dollars involved exceed 1/3 of the Army’s total obligation authority.

Sustainment: This function involves managing programs to maintain and advance the well-being of Soldiers, civilians, retirees, and family members.

Transition: As individuals leave the Active Component (AC) for either the Reserve Components (RC) or civilian life, this function provides assistance to Soldiers, Army civilians, and family members.

6. How does strategy impact DOD’s three primary decision support systems?

1. PPBE: Planning, Programming, Budgeting, Execution2. JCIDS: Joint Capabilities Integration and Development System3. DAS: Defense Acquisition System

If FM begins with strategy, that strategy drives the need to develop capabilities; the resources required to pay for the execution of the strategy; and if JCIDS determines a material capability is required, it must be developed through DAS and programmed for the necessary resources. All three of these support systems are inextricably linked and driven by national strategy.

7. What are the 4 major sections of The Army Plan (TAP)? What purpose does each section achieve?

Section One, "The Army Strategic Planning Guidance"

Signed by the Chief and the Secretary; defines our institutional strategy to achieve our Title 10 responsibilities as a Service and a military department. In 2008, this was simply called "The Army Strategy," and was unclassified.

Section Two, "The Army Planning Priorities Guidance" (APPG)

Provides programming guidance to focus Army financial resources on senior leaders' priorities

Section Three, "Army Program Guidance Memorandum" (APGM)

Manages risk in accordance with senior leaders' guidance

Section Four, The Army Campaign Plan:

Directs planning and executing the Army's activities and operations across DOTMLPF domains and within force integration functional areas.

This collectively accomplishes the Army's mission and achieves the Army's vision. This is an FOUO/limited distribution document designed for the Army's senior leadership.


F102: Joint and Army Capability Development.

1. What is the purpose of DOTMLPF and how does it support capability development?

Problem-solving construct for assessing current and future capabilities, while managing change

D - Doctrine: the fundamental principles by which the military forces or military elements guide their actions in support of national objectives

O - Organization: how DOD organizes to fight

T - Training: how DOD prepares to fight tactically; this definition ranges from basic training to advanced individual training to unit training

M - Materiel: all the "stuff" necessary to equip DOD forces so those forces can operate effectively. Materiel includes ships, tanks, self-propelled weapons, aircraft, related spares, repair parts, and support equipment, but excludes real property, installations, and utilities

L - Leadership and Education: the professional development leaders need to lead the fight; education ranges from educating squad leaders to educating four-star generals and admirals

P - Personnel: those individuals required in either a military or a civilian capacity to accomplish the assigned mission

F - Facilities: the real property, installations, and industrial facilities that support DOD forces


2. How do concepts drive the development of doctrine and force structure?

Translates vision into a more detailed, but still abstract description of future end state (5 to 15 years). Current TP 525-3-0 covers 2016 – 2028.) Provides proposed construct of future military operations/environments. Helps focus Army force modernization and science and technological (S&T) developments.

3. How does the Joint Concept Process and the Army Concept Framework (ACF) influence capability development?

The Army Capstone Concept helps the Army think about how we might fight a future war, taking the current OE into account. How might we do something better with resources we may not have yet?

Operating Concepts describe the employment of the future Army at the operational and tactical levels within named major categories of Army operations.

Functional Concepts describe how the multiple warfighting functions would participate or support future operations and operating concepts.

Taken together as part of a CBA, requirements are determined and then gaps are identified between future requirements and current capabilities.

4. What is the purpose of the capabilities based assessment (CBA)? How do the CBA processes of functional area analysis (FAA), functional needs analysis (FNA) and functional solutions analysis (FSA) support capability development?

Requirements are determined and then gaps are identified between future requirements and current capabilities.

For all intents and purposes CIDS and CBA are synonymous. CIDS is the actual system and it uses a capabilities based assessment or approach.

The functional area analysis identifies the operational tasks, conditions and standards to achieve military objectives. The FAA arrives at a prioritized list of capabilities and tasks that must be accomplished by all functional areas to achieve military objectives.

The functional needs analysis (FNA) assesses the ability of current and programmed capabilities to accomplish the tasks that the FAA identified.

The functional solution analysis (FSA) is the operationally-based assessment of potential DOTMLPF approaches to solving or mitigating one or more of the capability gaps.

5. Who are the key players in Army capability development?

DA Force Developers (G3-5,7,8); JCIDs (J7,J8), TRADOC’s Capability Developers (ARCIC).


6. What is the purpose of the five-phased Army force development process? What is the difference between capability development (phases 1-2) and force development (phases 3-5)?

Army Force Development V Phases:

• Phase 1: Develop Capabilities. The Army emphasis during Phase 1 is to analyze the capability gap from their DOTMLPF perspectives and to further refine concepts.

• Phase 2: Design Organizations. The Design Organizations phase analyzes the proposed organization for doctrinal correctness.

• Phase 3: Develop Organizational Models. Phase 3 of the Army Force Development Model transitions organizational development responsibilities from the TRADOC world to the DA G-3. This is the responsibility of the G-3 force developer, specifically the US Army Force Management Support Agency (USAFMSA) personnel who develop TOEs.

• Phase 4: Determine Organizational Authorizations. This phase is the analysis stage for determining the Army force structure "mix" or how organizations (resources) are prioritized to accomplish missions and meet guidance.• Phase 5: Document Organizational Authorizations. This process results in the generation of organizational authorizations documented as modification tables of organization and equipment (MTOE) or tables of distribution and allowance (TDA).

Phase 1-II: The first question is “What is my mission?” This is TRADOC’s (ARCIC capability developers’) responsibility, for which they extensively use DOTMLPF and which result in proposed URSs; TRADOC and FDD then recommend URSs and proposed TOE changes to DA leadership in the FDU process.

Phase III: The next question is “What must I have?” which is addressed by DA G3 force developers (U.S. Army Force Management Support Agency [USAFMSA]) in phase three. This “question” completes and details the table of organization and equipment (TOE), which identifies the organizational REQUIREMENTS for the Army.

Phase IV-V: The third question “What can I have?” is also the responsibility of the force developers working for the DA G3 and entails using Total Army Analysis (TAA) to determine the modifications needed for TOEs (MTOE) and the AUTHORIZATIONS that are needed for units.

There are five phases in the force development process: develop capabilities, design organizations, develop organizational models, determine organizational authorizations, and document organizational authorizations.

7. What are the major products (outputs) for an organizational solution in Army capability development (phases 1-2 of the Army force development process)?

Phase I: This is TRADOC’s (ARCIC capability developers’) responsibility, for which they extensively use DOTMLPF and which result in proposed URSs; TRADOC and FDD then recommend URSs and proposed TOE changes to DA leadership in the FDU process.


Phase II: Unit Reference Sheet

• Normally portrays the organization in its most modernized version (objective design)• Modernized systems tend to provide enhanced capabilities or increase productivity with fewer personnel

URS includes:• Narrative that provides: Mission, Assignment, Capabilities, Limitations, Dependencies, Basis of Allocation, Category, Mobility Requirement, Doctrinal References, Organization Chart• Personnel listing for each section by MOS & grade• Major and/or unique equipment for each section by LIN, nomenclature, and quantity

F103: Army Force Development.

1. What is the purpose of the five-phased Army force development process? Who are the key players in each phase?

The Force Development Process is the five-step process used to identify requirements, build organizational models, define the total force structure required to meet the NMS, and document the authorizations.

The five phases are :Develop CapabilitiesDesign OrganizationsDevelop Organizational ModelsDetermine Organizational AuthorizationsDocument Organizational Authorizations

See slide 5 for ALL of the players. To many to list here.

2. What are the major products (outputs) for an organizational solution in the Army’s force development process? (See slide 6)

Concept Capability Plan, (CCP); Capabilities Development Document, (CDD); Force Design Update, (FDU); Basis of Issue Plan (BOIP); Table of Organization and Equipment (TOE); Army Structure Memorandum (ARSTRUC); Personnel Structure and Composition System (PERSACs);

3. What is the primary purpose of TAA? What are the phases and major products (outputs) of TAA? The purpose of TAA is to determine and justify a POM force, aligned with the QDR,

DPPG, and TAP. The POM force is that force projected to be raised, provisioned, sustained, and maintained within resources available during the Future Years Defense Plan (FYDP). (Ref slide 13).

The purpose of TAA is to determine the required “operating and generating” forces necessary to meet all of the tasks assigned to the Army. (Ref CBI)


TAA Purpose (CBI Slide 1 of 13)

The purpose of TAA is to determine the required "operating and generating" forces necessary to support and sustain the "operating force," echelon-above-brigade (EAB) support force structure needed to make the brigades of the "operating force" successful in fulfilling identified capability requirements, and to define the required "generating" forces necessary to support and sustain the "operating forces."

The specified combat forces and the EAB support forces determined during the TAA process are referred to as "operating forces."

The two phases (Ph I: Capability Demand Analysis and Ph II: Resourcing and Approval)

Ph I: Force Guidance and Quantitative Analysis - Based on JPPG – that produces CBT/CS/CSS doctrinal structure requirements to support the combat forces and other services. Also includes the council of Colonels and the General Officer Steering Committee that reviews to ensure that all approved allocation rules and other guidance is followed..

Ph II: Qualitative Analysis - Examines ARSTAF, commands, & combatant commander’s concerns. (Ref slide #15-16 and CBI 6 of 13)

TAA's Principal Products are:

• The Army's total warfighting requirements• Required support forces echelons above brigade (EAB). “Support” in TAA includes units like combat multipliers, fires brigades, and sustainment units like sustainment brigades (they are units designed to support combat units).• A force resourced in accordance with requirements and budgetary constraints• The Army structure (ARSTRUC) message and the initial POM force (The ARSTRUC is FOUO and is not releasable.) (Slide 14 and CBI 3 of 13).

FYSA : ARSTRUC Message

• The ARSTRUC message provides a historical record of the Army's senior leadership's final decisions during the TAA process.• The ARSTRUC message, produced by DCS, G-3/7 Force Management, is directive in nature, providing the commands' guidance and direction at the standard requirements code (SRC) level of detail.

4. What is the purpose of PPBE? (Planning, Programing, Budgeting, and Executing)

The Army PPBE’s main objective is to establish, justify, and acquire the fiscal and manpower resources needed to accomplish the Army’s assigned missions in executing the Defense Strategy.

What are the 6 basic principles of PPBE?


1. Decisions should be based on explicit criteria of national interest, not on compromises among institutional forces.

2. Needs and costs must be considered simultaneously.3. Major decisions should be made by choices among explicit, balanced, and feasible

alternatives.4. The Secretary should have an active, analytic staff to provide him with relevant data and

unbiased perspectives.5. Open and explicit analysis, available to all parties, must form the basis for major decisions.6. A multi-year force and financial plan is required to project the consequences of present

decisions into the future.

5. What are the differences between planning, programming, budgeting, and execution? (Ref CBI, slide 9, 11 of 12).

Planning:

• Includes defining and examining alternative strategies; analyzing changing conditions and trends, threat, technology, and economic assessments; and understanding change and the long-term implications of current choices. • It is a process for determining requirements. Far term refers to plans for up to 25 years; mid term refers to plans for up to 16 years; and near term refers to plans for up to six years. Planning establishes fiscally-informed force levels and serves as the departure point for programming.• There are multiple proponents for planning: – The OSD produces the DPPG, the National Defense Strategy, and the Quadrennial Defense Review. – The JCS produces the National Military Strategy. – The G-3/5/7 produces The Army Plan and coordinates Total Army Analysis. – The G-8 produces the Research and Development Acquisition Plan.

Programming:

• This includes defining and analyzing alternative force structures, weapon systems, and support systems together with their multi-year resource implications and evaluating various tradeoff options. • It is a process for balancing and integrating resources among the various programs according to certain priorities. • It is the art of translating guidance and objectives into action to produce combat capability with timely and balanced resource allocation and program integration.• It answers the questions: – How big will we make the Army? – What forces will it contain? – What will we buy? – Where and what will we build? – What are the expected resource constraints?

Budgeting


• This includes formulating, justifying, executing, and controlling the budget. • It is a process for convincing OSD and Congress to provide necessary resources, and then balancing the checkbook to ensure that we spend our resources in accordance with the law.

Execution

• This includes executing programs and budgets in the field. • This stage apportions, allocates, and allots funds; obligates and disburses funds; and, reports financial statuses.

6. How does the PPBE cycle work? What are the year timeframes associated with P, P, B, and E? (CBI Slide 11)

PPBE is the DOD’s primary resource management system. TAA is a subset of the Army PPBE system, which is itself a subset of DOD-level PPBE.


7. Who are the key Army players and entities that execute PPBE? (Who manages PPBE?) Assistant Secretary of the Army for Financial Management & Comptroller (ASA (FMC)) Director of Program Analysis and Evaluation (DPAE G-8) Deputy Chief of Staff (G-3/5/7)


8. What are the different types of Army authorization documents? How do they differ from requirements documents (covered in F102)?

MTOE:

An authorization document. Documents requirements and authorizations (personnel & equipment) in

accordance with DOD and Army priorities and guidance (DPG, TAP and TAA, are examples).

Based upon wartime, combat missions.

TDA:

A requirements and an authorization document that is based on workload. Documents requirements and authorizations (personnel and equipment) in

accordance with DOD and Army priorities and guidance (SPG, TAP and TAA, as examples).

Developed for units (normally non-tactical) for which a TOE does not exist. Based upon workload.

Aug TDA:

Records mission, organizational structure, personnel and equipment requirements and authorizations to augment an MTOE unit performing a peacetime or wartime mission at any location assigned.


FTSTDA:

Records Active Component (AC), Active Guard Reserve (AGR) and federal civil service personnel requirements and authorizations supporting Reserve Component (RC) MTOE/TDA units.

9. What is the purpose and importance of FMSWeb? How does it apply to Army majors? What are FMSWeb’s capabilities and limitations? (Slide 32)

Force Management System (FMS) documents the Army. It uses The Army Authorization Documents System (TAADS) data fields.

Provides the HQDA approved documentation of personnel and equipment requirements and authorizations of the MTOE and TDA Force at the grade, skill, MOS, LIN, AMSCO, MDEP, and quantity level of detail.

Documents requirements and authorizations for MTOEs at various levels using data from SAMAS, the TOE, BOIPs, and ICPs.

Documents requirements and authorizations for TDA units using data from SAMAS, concept plans, manpower surveys and studies, and manpower standards applications.

Maintains quantitative and qualitative personnel and equipment data (grade, MOS, ERC, and LIN).

Provides access through the Web-based system of Force Management System Web (FMSWeb).

T/F: Capabilities-based assessment is initiated through the force program review (FPR) process. (True)

F104: Developing Materiel Capabilities (Acquisition).

1. How does materiel development and acquisition relate to the CBA process (JCIDS and ACIDS)?

Sometimes a capability gap that is identified through the Joint Capabilities Integration and Development System (JCIDS) or through the Army’s version (ACIDS) can be filled best by a materiel solution—the “M” in DOTMLPF. (Ref CBI, slide # 3 of 19)

When this occurs, there is an effort to minimize the amount of research and development required—cost and time—to bring a system on line and field it.

2. How is the decision to pursue materiel solutions determined? What other capability solutions are available? (See slide #6)


If part or all of the recommended solution entails a materiel solution, an initial capabilities

document (ICD) is issued by the joint staff to the service to pursue that solution (and funding for it). This in turn initiates analysis of how best to achieve the materiel solution: existing system modifications or upgrades or a new system start.

3. What is the acquisition program baseline (APB) and its key considerations (cost, performance and schedule)? What other APB considerations drive/influence materiel development (ACATS, cost thresholds, KPPs, TRLs)? (See slide #9)

The APB is a cost, schedule and performance “contract” between the PM, the PEO, and the milestone decision authority (MDA).

PM is free to manage the program within APB constraints. Deviations (breaches) of APB thresholds are reported to the MDA. Baseline that reflects the threshold and objective values for the minimum number of cost,

schedule, and performance attributes that describe the program over its life cycle. Cost values reflect the life cycle cost estimate (LCCE); Scheduled dates include key activities such as milestones and the Initial Operational Capability

(IOC); and performance attributes reflect the operational performance required for the fielded system.

Ex., The Army's Future Combat Systems program floundered because of its inability to demonstrate the maturity of key technologies, as well as concerns about its ability to control costs. (Ref CBI slide 6 of 19)

APB considerations :

Cost:

-PMs submit quarterly cost reports seeking to avoid a “Nunn-McCurdy” Breach initiating a mandatory congressional program review (and likely termination). -The acquisition category (ACAT) determines the level of review and who will make approval or “milestone” decisions.


Performance:

-Key Performance Parameters (KPPs). A limited number of measurable and testable attributes / characteristics considered critical or most essential to the development of an effective military capability. Failure to meet a KPP threshold may result in a program’s reevaluation, reassessment, or cancellation.

-Current Required KPPs:• Force Protection & Survivability • Sustainment (Availability) – Reliability – Ownership Cost • Net-Ready (Interoperability compliance)

Current Selectively Applied KPPs:• System Training • Energy Efficiency (Note: Includes “fully burdened” cost of delivered fuel to fully price the logistics fuel chain)


-Technology Readiness Levels (TRLs). Measure of technical maturity. “Army officials emphasized that the service only wants systems that are mature or at the prototype stage and that have been tested in a relevant environment.”

4. What were the primary changes to the Defense Acquisition System (DAS) based on the update to DOD Instruction 5000.02 in November, 2013? (Slide 4)

The most notable change to the process is the introduction of new program structures and procedures that are more specifically tailored to the dominant characteristics of the product being acquired and to unique program circumstances, such as risk and urgency. This lead to the introduction of six new product-tailored acquisition models which are:

DoDI 5000.02 Program Models :

Model 1: Hardware Intensive Program. The figure on the chart shows a model of a hardware intensive development program such as a major weapons platform. This is the classic model that has existed in some form in all previous editions of DoDI 5000.02. It is the starting point for most military weapon systems; however, these products almost always contain software development resulting in some form of Hybrid Model A. This model will be used in this lesson to describe the common milestones, other decision points, and phases of the acquisition process. Other models described in DoDI 5000.02 are a variation of this model:

Model 2: Defense Unique Software Intensive Program

Model 3: Incrementally Fielded Software Intensive Program

Model 4: Accelerated Acquisition Program

Hybrid Program A: Hardware Dominant, Software IntensiveHybrid Program B: Software Dominant

Acquisition programs use these models as a starting point in structuring a program to acquire a specific product.

5. What are the stages, and major actions in each stage, of the Defense Acquisition System? What major actions occur at milestones A, B, and C? (See Slide # 12 of 26)

The model shows five phases broken into three acquisition activities: pre-systems acquisition, systems acquisition, and sustainment. These phases are materiel solution analysis, technology maturation and risk reduction (previously technology development), engineering and manufacturing development, production and deployment, and operations and support.

These phases are not to scale in terms of time to complete or difficulty since every acquisition program or project differs. Generally, the last phase, operations and support, is considered the


longest and may be the most expensive, since a piece of equipment may remain in use 50 years or longer.

The triangles in the model, called acquisition decision memorandums (ADM) (labeled “A,” “B,” and “C”) represent milestones or decision points often correlated to a program’s progress based upon its technological maturity.

A= materiel solution analysis, technology maturation and risk reduction (Pre-systems acquisition). Milestone A: The MDA designates a lead agency, approves technology development phase exit criteria, and issues the acquisition decision memorandum.

B= engineering and manufacturing development (Systems acquisition). Milestone B: This is the point at which a materiel program shifts from being a concept to being an actual "program of record" (POR), at which time an acquisition program manager (PM) is appointed and a program baseline budget is created; i.e., it becomes a "real" materiel program. The purpose of MS B is to authorize entry into the engineering and manufacturing development (EMD) phase. At milestone B, the Milestone Decision Authority (MDA) determines the low-rate initial production (LRIP) quantity for major defense acquisition programs (MDAP) and major systems.

C= production and deployment (Systems acquisition)

6. Who are the key Army players in materiel development? See slide # 11 of 26 for full details… ARCIC, AROC, AR2B, AAE, ASAALT, ASARC, PM3, PEOS Etc..

ARCIC: Army Capabilities and Integration CenterPresents identified capability gaps/recommended solutions to HQDA

AROC: Army Requirements Oversight Council VCSA chaired (wields CSA’s delegated approval authority for Force Mgmt). Assesses/validates/prioritizes JCIDS documents before JS considers

AR2B: Army Requirements & Resourcing Board G-3/G-8/ASA,FMC forum for presenting critical operational needs (ONSs) to the Army’s senior leadership for rapid decision making on accelerated fielding solutions.


7. What is the difference between Equipping and Fielding?

Fielding: A complete and detailed DOTMLPF approach focused on a general solution for the entire Army.

Equipping: A timely and evolvable rapid solution meeting or exceeding minimum DOTMLPF issues focused on a specific unit or theater's needs.

See CBI Slide below:


Types of Acquisition Initiatives: (See slide 18 of 22 or CBI in F104)

Equipment Common Operating Picture (ECOP)• ECOP is an Army database and a tracking system for ONSs.• As ONSs are submitted electronically into an ECOP database, they can be tracked as they progress through the approval process.• ECOP provides a SIPR email address.

Joint Urgent Operational Needs (JUONS)• They are joint requests that proceed up joint channels for approval and action.• They are approved and funded in their own chain.• The MRAP originated as a JUONS request from a Marine commander to satisfy an urgent operational need in Iraq. The MRAP became a SecDef-approved priority in which the Army became a big player.

Operational Needs Statements (ONSs)• ONSs were originally requests through DA G-4 to access equipment in war reserves. The advent of rapid acquisition systems (RFI and REF) necessitated a mechanism to make changes to MTOE equipment levels, as well as to request non-MTOE equipment. • ONSs have become the tool that operational field commanders use to document the urgent


need for a materiel solution to correct a deficiency, to improve a capability, or to request that HQDA procure a new/emerging capability that enhances mission accomplishment.

Capabilities Development for Rapid Transition (CDRT)• CDRT is a process that identifies non-program of record, nonstandard systems or pieces of equipment to be rapidly transitioned into an acquisition program. • It also identifies other non-equipment capabilities that merit consideration as potential enduring Army capabilities.• CDRT's force protection candidates that have become proven winners for our Soldiers are the Interceptor body armor, the IED route clearance package, the armored security vehicle, and the Common Remote Operated Weapons System.• CDRT assesses systems in operational environments to determine if they should become 1) programs of record 2) niche systems for certain theaters, or 3) discontinued.

Soldier Enhancement Program (SEP)• SEP's mission is to identify and evaluate commercially available individual weapons, munitions, optics, combat clothing, individual equipment, water supply, shelters, and communication and navigational aids that can be adopted and provided to Soldiers in three years or less. • SEP was established by Congress in 1989, and was designed to leverage non-developmental items (NDI), commercial off-the-shelf (COTS), and government off-the-shelf (GOTS) to give Soldiers increased capability over their current equipment.

Rapid Equipping Force (REF)• REF's mission is to quickly assess what operational commanders need and fill those needs by providing them with governmental and commercial off-the-shelf items that reduce risks to Soldiers and help to increase their effectiveness.• Also established in October 2002, the REF works one-on-one with units, either in combat or preparing for it, to find innovative solutions for their immediate equipping needs by filling materiel requirements that are not available through the Army's traditional supply and logistics system.• Key items deployed into combat have included armored kits for vehicles, improvised webcams to assist in searches for weapons caches, systems for searching dangerous areas, and nondestructive devices to open doors during search operations.

Rapid Fielding Initiative (RFI)• RFI provides off-the-shelf technology and equipment items to Soldiers to enhance their survivability, lethality, and mobility.• Initiated by the CSA in October 2002, PEO Soldier is responsible for this program, in keeping with the "Soldier as a System" philosophy. An RFI list is composed of individual equipment that every Soldier receives and additional unit equipment that we field to brigade combat teams.• RFI helps save Soldiers' lives by fielding items such as the "Improved First Aid Kit" to every Soldier in theater. We have issued more than a million RFI equipment sets to Soldiers.


F105: Army Force Integration

1. How does force integration differ from capability development and force development?First, understand that the sequence of events for each of these flows as as follows: Capability Development, then Force Development, and then Force Integration. Force Integration is primarily concerned with the distribution of people (manning) and the distribution of material (resources, stuff). Force development is concerned with prioritizing and requesting resources, developing organizational models (TOEs), documenting organizational authorizations (MTOEs), and the acquisition and management of material and stuff prior to distribution. Capability development is concerned with identifying capabilities through the DOTMLPF process and the design of organizations through O&O plans. (Slide 1 of 22)

2. How does the Army prioritize the distribution of resources? What are the key Army prioritization documents? (Slide 5 of 22 / See notes section for additional details)

Force Allocation Decision Model (FADM): provides “grand strategic guidance” derived from the Joint Staff’s Global Employment of the Force (GEF) assigning GFM priorities for force allocation.The JS J8 is responsible for producing and updating the FADM.


Army Resource Priority List (ARPL): provides “strategic guidance” dividing Army priorities into four major categories for the classification and prioritization of resources. Provides the basis for the IRPL. The four ARPL categories are—1. Expeditionary capability—includes deployed or employed forces and critical institutional requirements.2. Mission critical capability—includes next to deploy or employ forces.3. Mission essential capability—includes remaining institutional requirements.4. Mission enhancing capability—includes transformation or resetting forces.

Integrated Requirement Priority List (IRPL): provides classified “operational guidance” prioritizing specific Army missions by melding the FADM & ARPL. The basis for the DARPL. The IRPL is generally updated each fiscal year (FY) at the beginning of the sourcing process, but may be updated, as required. Essentially, the IRPL provides a more detailed priority of requirements. Dynamic Army Resource Priority List (DARPL): provides the “tactical guidance” assigning UICs to specific IRPL missions and through modeling manages units through the ARFORGEN process.

Downstream Systems: utilizing the DARPL these systems/processes distribute Army resources IAW with their designated priority. Feeding systems such as SAMAS, PBUSE, EQUIPFOR, etc. who/what/when

3. What is the difference between “spaces” and “faces?” (See slide 7 of 22)

Manpower management, which manages personnel authorizations, or commonly referred to as “spaces,” is a G3 function.

Whereas personnel management, a G1 function, deals with the actual soldiers, commonly referred to as “faces,” assigned to fill authorizations in the approved Army force structure.

It is important to differentiate between these two terms, specifically because there frequently is not enough personnel (faces) available to fill all authorizations (spaces).

3b. How does the Army balance authorizations and actual assigned personnel to meet congressionally mandated end-strength requirements? (See slides 5-20 CBI, Personnel Management)

BLUF: All of the modeling, recruiting, and officer accessions will result in having too many or too few Soldiers to fill our force structure. The total strength of the Army will fluctuate through the year based on recruit training cycles, commissioning dates, etc. The end strength and force structure allowance are set by Congress. The Army G1 and HRC use a variety of tools to balance authorizations and actual assigned personnel to meet congressionally mandated end-strength requirements. Below are some examples:

Active Component Manning Guidance, Execute personnel allocation and distribution

based on documented requirements (PMAD & UAD) and current manning guidance, Army Manning Conference 2x year, Reduced or accelerated Officer Accessions; Army Retention Programs, Officer Menu of Incentives; Manpower Reductions: Qualitative Management Program (QMP), Reduction in Force (RIF), Selective Early Retirement Boards (SERBs), Stop Loss, normal attrition.


Army Human Resources Command will use the PMAD and the personnel reset timeline established in the Army Manning Guidance from the DCS, G-1 to distribute personnel to units during the ARFORGEN process.

4. How does the Army communicate manning priorities? How are personnel shortages validated and filled?

How the Army communicates manning priorities: (Slide 11 of 22)

BLUF: The Army communicates its manning priorities through its Active Component Manning Guidance which usually covers two fiscal years, for example “FY 13-15 Active Component Manning Guidance.

This includes five categories for Army manning guidance which include Directed Fills, Rotational Forces, Urgent Forces, Essential, and Important Forces with fill percentages below:

CATEGORIES Min-Max ManningDIRECTED FILL UNITS 100%

ROTATIONAL FORCES

ARFORGEN FORCES

With LAD 95%, minimum determined by Senior CommanderWithout LAD

NON-ROTATIONAL FORCESURGENT FORCES 90% - 100%

ESSENTIAL FORCES 80% - 90%

IMPORTANT FORCES 70% - 80%ACMG Change 1

• Provides five manning categories instead of three. • Directs maximum and minimum fill percentage.• Allows commanders at division level the flexibility to assign troops within their

command for priority units (note for rotational units there is no minimum manning).

• Aggregate percent fill includes all non-available and deployables assigned to a unit.

• BCTs are under the Rotational Unit category.• Urgent Forces include Cyber Command but no ACOMs.• Rotational units identified to deactivate will be manned at the Important

Forces level until one year from deactivation.4. How does the Army communicate manning priorities? How are personnel shortages

validated and filled….


• 5 Manning Priorities: Leader Development OEF Korea GRF ACF

Emerging Priorities: Cyber Force Positions of Trust

How personnel shortages are validated and filled: (Slide 12 of 22)

Short answer: personnel shortages are filled to the Brigade UIC level based upon two manning cycles each year as a result of requisitions built by brigade strength mangers in brigade S1 shops that are sent to HRC. HRC must “validate” the requisition as a valid shortage.

Long answer: The HRC Officer Professional Management Division uses two windows or cycles a year to move officers. Summer Cycle is the largest. Once a shortage is identified, a requisition must be built by the officer strength manager of that unit or organization in coordination with HRC Force Distribution Branch. HRC will then validate this requisition at a manning conference. If there is no requisition, it will not be filled. Also if this requisition is not validated at the manning conference, it will not be filled. Many times valid shortages are not filled. If the force distribution managers for your installation as well as the individual branch managers are not fighting to validate your unit’s requisitions, they will go unfilled. A unit must project officers 6-9 months from the time of their departure to have a backfill to the unit before the other officer departs. Sometimes that is not even possible, but without proper coordination with HRC, it will surely not occur. If the officer strength manager misses the suspense to get a requisition validated by HRC, it will have to wait until the next cycle, thereby pushing the arrival of the gaining officer off by at least six (or more) additional months after he or she is needed at the unit.

5. How does the Army communicate equipping priorities? (See slide 14 of 22).

As with personnel, the Army does not always have sufficient quantities of equipment to fill all required authorizations. Therefore, the Army must prioritize how it modernizes and integrates equipment into operational units. The foundational guidance for how the Army prioritizes its equipment is provided in the national strategic documents and The Army Plan. More refined guidance is then provided through the following:

The Army Equipment Modernization Strategy : This Secretary of the Army (SecArmy) and Chief of Staff, Army (CSA) multi-year strategy provides guidance and establishes a framework for synchronizing the requirement, resourcing, and acquisition processes to modernize equipment with the underlying foundation of being “Versatile and Tailorable, yet Affordable and Cost-Effective.” It provides the strategic underpinnings for how to adjust


equipment modernization programs due to changes in the strategic, technological, and fiscal environments across equipment portfolios.

The Army Equipment Modernization Plan : This SecArmy and CSA yearly plan provides the

results of the annual Program Objective Memorandum (POM) process and summarizes how the Army's Research Development and Acquisition budget request is linked to the Army's strategy. It details the dollars, quantities, and rationale for the equipment procured in the yearly President’s Budget and is based upon the underlying foundation of “Starts with the Soldier and Squad.”

The Army Equipping Guidance : This Headquarters, Department of the Army multi-year

guidance provides direction for Army components, major commands, and units to allocate and distribute equipment. The underlying foundation is to identify and minimize equipment risks and costs as the Army transitions “from Afghanistan through Sequestration towards Regionally Aligned and Mission Tailored Forces.” In addition, the Army Equipping Guidance provides specific lines of effort which tie resource prioritization to current National and Army strategies.

6. What are some of the key processes the Army uses to distribute and rapidly acquire equipment? (See notes section slide 18 of 22 for exacting details for ea of these)

Total Package Fielding (TPF) Capability Sets Theater Provided Equipment (TPE) Army Prepositioned Stocks (APS) Rapid Equipping Force (REF) Capabilities Development for Rapid Transition (CDRT) Operational Needs Statements (ONS) Joint Urgent Operational Needs Statement (JUONS)

7. How does Army force generation tie-in with the institutional force management process? (Slide 21).

BLUF: The primary point of the slide is that the entire Army works as an enterprise system to build readiness into the operating Force. Force integration actions support the resourcing of operational units, while taking into account resource shortfalls. The prioritization process is driven by the ARPL.

8. What are the three force pools of the newly proposed Army force generation model? What are the general characteristics of each force pool? (Slide 20 of 22)

The Future Force Generation model consists of three distinct force pools: Mission Force Pool, Rotational Force Pool, and the Operational Sustainment Force Pool…..see next page for descriptions of each

Mission Force Pool: Composed of those units required to maintain the highest state of continuous readiness and availability. Examples include theater committed forces like the 2nd Infantry Division in Korea, low density units with high operational demand requirements like


Theater Anti-Ballistic Missile Defense (THAAD) units, and units required to maintain a sustained mission readiness like the 20th Support Command. Rotational Force Pool: Composed of those units allocated for deployment or apportioned against a contingency plan. It can be assumed that units in this force pool will follow a preparation process very similar to the current cyclic Army Force Generation Model. Operational Sustainment Force Pool: Composed of units not currently allocated to planned operations or apportioned to contingency operations. It is assumed that units in this force pool may be manned and equipped at lower levels than those units in the Mission and Rotational pools. Additionally, units in the Operational Sustainment force pool could be called upon to move to the other force pools based on operational demand. See slide below:

F106: Operational Contract Support


1. What are the primary roles, responsibilities and procedures of the military with regards to contract oversight and issue resolution? (CBI Slide 7 of 11)

A Soldier has a definite chain of command you can leverage to get them to do things. A contractor has on-site management who oversees the other contractors’ actions.

Management of contractor activities is accomplished through the responsible contracting organization, not the chain of command.

Commanders do not have direct control over contractors or their employees (contractor employees are not the same as government employees); only contractor supervisors directly manage, supervise, and give directions to their employees.

Commanders must manage contractors through the contracting officer or administrative contracting officer (ACO).

The contracting officer representative (COR) should be utilized to the maximum extent possible to assist the contracting officer or ACO.

Commanders do not generally have legal authority to direct contractor personnel to perform tasks outside of their contract; however, in emergency situations (e.g., enemy or terrorist actions or natural disaster), the ranking area or base commander may direct CAAF contractor personnel to take force protection or emergency response actions, as long as those actions do not require them to assume inherently governmental responsibilities.

2. What are acceptable uses for contractors in contingency operations? For what can we NOT use contractors? (CBI slide 5 of 11)

The military uses contractors for many things besides logistics, though logistics is the one area we usually think of.

• But, contractors are used for providing security, training host-nation security forces, rebuilding infrastructure, and even flying troops and cargo around. • Low density or highly technical specialties: Some capabilities here include interpreters and new equipment operation and maintenance. Often the cost-benefit of trying to train Soldiers to meet these requirements just isn't there.• When planning to use contractors, you must remember that there are certain functions that contractors cannot be used for. An example of an inherent government function is an accountable officer in a supply support activity (SSA). • You also cannot contract for combat capabilities like infantry, armor or field artillery. • You also can't contract for C2 of Soldiers/government civilians or folks to do government contracting.

3. What are the key organizations involved in operational contracting? How can these organizations help you? (CBI slide 5 of 11 and 2-5 of 12)


Example 1: Your division wants to contract for some circus-type tents to support a 90-day RSOI operation. Who can help you? Army Materiel Command's contingency contracting team (CCT) is made up of warranted contracting officers who could help you get this theater support contract for the tents.

The Joint Contingency Acquisition Support Office (JCASO) who has the mission to assist combatant commanders with OCS planning and program management could also help. They normally work at the strategic national (SN) and strategic theater (ST) levels, but will support at the operational and tactical levels when asked.

Example 2: The food at the contracted DFAC in your area is awful. The entire staff is comprised of caterers (no military personnel). Your unit is responsible for the DFAC. Who can help you?

First, you want to talk with the contract officer’s representative, who is most likely from your own organization if you are responsible for the DFAC. You could also contact the contractor’s local management to discuss the quality issues. And, if necessary, involve the administrative contracting officer or the KO.

Example 3: You think that LOGCAP could provide some of the needed life support services your force will require when deployed. Who can help you?

If you are looking for contractors to manage base camp operations or provide life support services, then you might leverage LOGCAP/External Support.

Example 4: The likelihood of IEDs in the AOR means that the military will be deploying electronic warfare equipment that comes with system contractors. A couple of these system contractors only seem to be at work a couple hours each morning and then they disappear. Who can help you?

System support contractors are part of the contract for the system. Therefore, Army Materiel Command would be the ultimate place to go to for help. Specifically, you want to start with either the brigade logistics support team for brigade elements and the logistics support element for non-brigade organizations to get help . From there, you can request assistance from the supporting Army field support brigade.


4. What are a commander’s legal authorities with regard to contractors? (Slide 8 of 11)

• The Civilian Extraterritorial Jurisdiction Act of 2011(CEJA) discusses the how's and why's of the recent changes in the laws governing contractors and the ability to hold the contractors legally accountable when they commit serious crimes overseas. • The bill from the 112th Congress, 1st Session S1145 expands federal criminal jurisdiction over federal contractors and employees outside the US. This is what gives commanders the authority to hold contractors to UCMJ and US Laws. • it's a lengthy and complex process involving the Department of Justice, but the military can now hold contractors accountable for breaking the law. Obviously, you'll need to get the legal folks and KO involved in this.

5. How and when would you integrate the idea of using contractors into your operational planning? (CBI Slides 3-4)

• Planning from the receipt of mission• Pre-deployment for both the contractor and US forces• In-theater management and support• Through the phases of an operation• Redeployment• Communicating the plan (Annex W)

When planning an operation that will include contractors, you have to incorporate contractors in every phase, from initial planning through theater closeout and redeployment. You must consider force flow, force caps, and JRSOI operations...next pg.


Force flow• Using theater support contractors can help alleviate force flow bottlenecks. Since those folk are already in theater, chances are other contractors (system contractors and external support contractors) will still have to flow into theater. • System support contractors usually flow in with the unit they are supporting, or with AMC. • External support contractors, especially if used on a large scale, will have to be included in your force flow plans. • The contractor may be able to provide their own lift assets to the AOR, but they may still require space at the APOD and SPOD. • Contractors, just like the Services, need time to generate capabilities. So, you need to identify requirements early in order to allow the contractors time to develop their capabilities, especially if you want to use them to support RSOI operations.

Force caps• When military force caps are imposed on an operation, contractor support allows the commander to maximize the number of combat Soldiers by replacing military support units with contractor support. • For example, if Country A allows the US to deploy 10,000 Soldiers within its borders, 4,000 of those Soldiers may be required to perform support functions, leaving 6,000 slots for combat Soldiers. • If contractors are used instead to perform the support functions, 10,000 combat Soldiers can be deployed in the arena. This force-multiplier effect permits the combatant commander to have sufficient support in the theater, while strengthening the joint force's fighting capability. • At the conclusion of operations, contractors can also facilitate early redeployment of military personnel.

JRSOI operations• The Synchronized Predeployment and Operational Tracker-Enterprise Suite (SPOT-ES) is used for the management, tracking and visibility of contracted capability and contractors authorized to accompany US forces overseas. • Along with the Joint Asset Movement Management System (JAMMS), contractors can be tracked through JRSOI as well as throughout the AOR. • The JTF needs to have a decent understanding of the contractors in the AOR.


6. Contrast the actions associated with contracting that will get you in trouble versus the actions that will get you a prison term. (CBI slide 6 of 12)

Basically, intent is what gets you in trouble. The bottom line is that you can make mistakes and not end up in jail. But remember, making contracting mistakes can cost your organization precious resources.

Prison : Bribes. Example: MAJ John Cockerham, an Army contracting officer, pled guilty in 2008 to accepting several million dollars in bribes. He was sentenced to 210 months in prison and ordered to pay $9.6 million in restitution.

7. Name 6 factors to take into consideration when thinking about using contractors for a deployment:

• Risk analysis.• Planning the operation.• Force flow, force caps, and JRSOI operations.• Capabilities available.• International considerations.• Mission command versus management.

F101: Foundations of Change and F102: Joint and Army Capability Development.

Q: T/F. Title 10 limits the size of the Army Staff. A: T

Q: T/F. Due to title 10 limiting the size of the Army Staff, the Army accomplishes it mission through FOA, DRU, and Army Commands. A: T

Q: T/F. ADCON is a relationship used to show responsibility for title 10 Army units. A: T

Q: T/F. Two ways Congress has evolved in DoD activities is through providing fund and oversight of those funds and how they’re spent. A: T

Q: T/F. National Defense Strategy is derived from the Nation Security Strategy and the QDR. A: T

Q: T/F. Army Strategic Planning Guidance is part of the TAP that provides vision. A: T

Q: T/F. You receive guidance statement that you need to empower tank BN by improving lethality, mobility, and equipment reliability. This would effect the development phase of the Army Organizational Life Cycle model. A: T

Q: T/F. The Army Organizational Life Cycle model demonstrates the continuous life cycle of force management and that force management phases must take into account all the phases of the model. A: T


Q: What part of the TAP synchronizes and integrates HQDA actions across the DOTMLPF. A: Army Campaign Plan

Q: T/F. TRADOC is responsible for developing capabilities. A: F, Army G3/5/7

Q: T/F. Modularity is an example of a concept resulting in a plan transforming Army structure. A: T

Q: T/F. You will look to the Army’s Concept Framework publication to research how the Army will use new capabilities to support future operations. A: T

Q: T/F. Functional Area Analysis (FAA) describes how the Army will operate and require missions and efforts. A: T

Q: T/F. TOE is an authorization document. A: F, MTOE. TOE is requirement document

Q: T/F. URS is requirement document. A: F, URS is design document. TDA is authorization & requirement document

Q: T/F. The approval step following the completion of the URS is FDU. A: T

F103: Army Force Development.

Q: What organization is responsible for TOEs and MTOEs? A: USAFMSA

Q: T/F. The Directed Force is a key input into the TAA that captures the total Army end strength. A: T

Q: T/F. Modeling and computer analysis are used a Qualitative Analysis of TAA. A: F, Quantitative Analysis

Q: T/F. The Qualitative Analysis of the TAA is where the developed force is reviewd and determine the right mix of active, reserve, and NG component. A: T

Q: T/F. The ARSTRUC message is a product of the TAA. A: T

Q: The ARSTRUC message is written down to what level? A: SRC level

Q: T/F. The ARSTRC message tells what is happening to operating and generating force 2-5 years down the SRC level. A: T

Q: T/F. The force resulting from the TAA and recommended to OSD is the total Army Force. A: F, POM force

Q: T/F. The TAA force could produce a POM that could produce a senior leader decision in 10 months. A: T


Q: T/F. If Congress does not pass a budget, the Army doesn’t have to submit a budget estimate submission. A: F

Q: T/F. The DA G3/5/7 has overall responsibility for all phases of the PPBE process. A: F, Assistant Secretary of the Army (ASA) for Financial Management & Comptrollership (FM&C)

Q: T/F. Army authorizations for joint organization are found in the FMSWeb by searching under TDA. A: F, JTA

Q: T/F. The Command Plan results in an approved Master Force and organization authorization document for the MTOE and TDA. A: T

Q: T/F. FMSWeb draws the data from the Army Force Management System. A: T

F104: Developing Materiel Capabilities (Acquisition).

Q: T/F, The Acquisition Program Baseline (APB) describes the tradeoffs between cost, performance, and schedule. A: T

Q: T/F, The AROC (Army Requirements Oversight Council) does not validate or approve validation Initial Capabilities Documents (ICD) going to the joint staff. A: F

Q: T/F, An example of Key Performance Parameter (KPP) would be JLTT requirement for a crash worthy structure capable of maintaining structural integrity in a rollover. A: T

Q: T/F, Approval for a program entering in Technology Maturation and Risk Reduction Phase is Milestone A. A: T

Q: T/F, Milestone B decision is when the program enters the Engineering and Manufacturing phase. A: T

Q: T/F, Cost is not a primary is not a primary determinant for Acquisition category level and decision making authority. A: F

Q: T/F, For a successful system, the Production and Deployment phase is the longest phase of acquisition system. A: F, Operations Support

F105: Army Force Integration.

Q: T/F, Army Equipment guidance that will give you the most relevant information at the BCT level.

Q: T/F, The Army Pre-positioning stock can be used for developing OPLANS for disaster relief for areas where the U.S. has limited forward presence. A: T

Q: Operational Needs Statement is used for when the unit has been given a mission and the mission analysis shows that they need common equipment that is not part of the BCT MTOE. A: T


Q: The BCT supports the GCC Theater Security Cooperation Plan. What force pool are you in? A: Rotational Force Pool.

F106: Operational Contract Support.

Q: Y/N, Your BDE is deployed and laundry is performed by contractors. There is a problem with contractor performance. Do you get with the COR (Contracting Officer Representative) and require him/her to periodically check as well as filling out the complaint card and report violations on statement of work to the KO (Contracting Office)? Yes.

Q: T/F, A CCT is the organization a deployed BCT would work with to meet their contracting needs. A: T.

Q: T/F, Field Ordering Officers and the Receiving Agent should be the same person. A: F, should not be the same.

Q: T/F, You should contact CID or JAG if you know or suspect of contractor illegal conduct. A: T.

Q: T/F, It is a good idea to integrate contractors in the initial phase of planning. A: T.

Q: When deployed, and you want to contact the COR for work on systems performing at home stations, who do you contact? A: AFSB.


Just Stuff…

Title 10, Section 3032: The Secretary of the Army is charged with Title 10 responsibilities and is assisted by the CSA and the ARSTAF in carrying out those Title 10 responsibilities.

Note: The Constitution, our government’s blueprint/framework, mentions responsibilities and roles of national defense and organizations (Army, Navy, Militia). Title 10 is more specific to those broad roles and applies to all of DOD with Sections 3013, 3032, etc.

Title 10, Section 3014 (f)

(1) The total number of members of the armed forces and civilian employees of the Department of the Army assigned or detailed to permanent duty in the Office of the Secretary of the Army and on the Army staff may not exceed 3,105.(2) Not more than 1,865 officers of the Army on the Active Duty list may be assigned or detailed to permanent duty in the Office of the Secretary of the Army and on the Army staff.(3) The total number of general officers assigned or detailed to permanent duty in the Office of the Secretary of the Army and on the Army staff may not exceed 67.(4) The limitations in paragraphs (1), (2), and (3) do not apply in time of war or during a national emergency declared by the President or Congress.

Force Management

• The process involves decision making and execution of activities encompassing conceptual development, organizational development, force integration functions and resourcing.• Force management results in the development of a capable operational force within constrained resources.

Direct Reporting Unit (DRU)

• An Army organization comprised of one or more units with institutional or operational functions designated by the Secretary of the Army, providing broad general support to the Army in a single, unique discipline not otherwise available elsewhere.

• Direct reporting units report directly to a Headquarters, Department of the Army principal and/or Army Command and operate under the authorities established by the Secretary of the Army. There are 11 DRUs: US Army Corps of Engineers (USACE), US Army Medical Command (MEDCOM), and US Army Criminal Investigation Command (USACIDC), US Military Academy (USMA), Installation Management Command (IMCOM), US Intelligence and Security Command (INSCOM), Network Command (NETCOM)/9th SC, ATEC, US Army Acquisition Support Center, Military District of Washington, and US Army Environmental Command.

National Security Strategy (NSS): The NSS is the basic planning document for the executive branch of government, issued and signed by the President. It is written by the National Security Council.


The National Defense Strategy (NDS): The NDS outlines how DOD will contribute to achieving National Security objectives.

Guidance for the Employment of the Force (GEF): The GEF consolidates and integrates DOD strategic planning guidance. Moves DOD from a “contingency-centric” to a “strategic-centric” planning approach.

Defense Planning and Programming Guidance (DPPG): The DPPG establishes the DOD force development, resource and programming priorities, and consolidates and integrates DOD force development planning and programming priorities.