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Training Transformation (T2) Overview. Fred Hartman Director, JAEC OUSD (P&R). Dynamic, complex security environment World of uncertainty and surprise Adaptive enemies Employ asymmetric approaches Non-traditional environments Skill set: war fighter - diplomat. Defending at Home. Lesser

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Training transformation t2 overview

Training Transformation (T2)Overview

Fred Hartman

Director, JAEC

OUSD (P&R)


The training challenge in today s security environment

Dynamic, complex security environment

World of uncertainty and surprise

Adaptive enemies

Employ asymmetric approaches

Non-traditional environments

Skill set: war fighter - diplomat

Defending at Home

Lesser

Contingency

Lesser

Contingency

Deter Forward

Deter Forward

Deter Forward

Deter Forward

Win

Decisively

Swiftly Defeat

Swiftly Defeat

The Training Challenge in Today’s Security Environment:


Training transformation vision and capabilities

Provide dynamic, capabilities-based training for the Department of Defense

in support of national security requirements across the full spectrum of

service, joint, interagency, intergovernmental, and multinational operations.

Create Dynamic, Global

Knowledge

Network

Joint Knowledge Development &

Distribution

Capability

Establish

Performance

Assessment

Architecture

Joint

Assessment

& Enabling

Capability

Build Live, Virtual, Constructive (LVC) Training

Environment

Joint National

Training

Capability

Training Transformation Vision and Capabilities


Training transformation references

Force Transformation Department of Defense

Approved by SECDEF

T2 Strategic Plan

Approved by DEPSEC

T2 Implementation #2

Approved by DEPSEC

T2 Implementation #1

Approved by DEPSEC

Training Transformation References


T2 direct connect
T2 Direct Connect Department of Defense

  • To learn more about Training Transformation, please attend the afternoon session featuring Mr. Dan Gardner, Director of Readiness and Training, Policy & Programs, OUSD (P&R).

    Transforming DoD Training:

    Observations, Direction, Challenges

  • You are invited to attend and participate in the Mini-Symposium and Workshop (see www.mors.org)

    Training Transformation:

    Analysis and Assessment in New Operational Environments

    September 28-30, 2004

    McLean, VA

  • Visit www.t2net.org for today’s presentations and others


Training capabilities analysis of alternatives tc aoa
Training Capabilities Department of Defense Analysis of Alternatives(TC AoA)

MORSS – WG 22

23 June 2004

Fred Hartman

Director JAEC, OUSD(P&R)

FOUO – Draft


Outline Department of Defense

  • Background

  • Study Schedule

  • AoA Process

  • Discussion


Background Department of Defense

  • Directed by Program Decision Memorandum 1, 12 Dec 02

    • Conduct an Analysis of Alternatives (AoA) beginning in FY03

    • Complete in 12 months

    • Identify cost-effective methods for Joint & Service Training

  • AoA Guidance signed by USD, Acquisition Technology and Logistics (AT&L) Jul 03.

    • Senior Steering Group (SSG) Co-Chaired by USD (P&R) and JFCOM

    • Senior Steering Group (SSG) representatives from offices that monitor and evaluate joint and service training performance (OSD, Services, Joint Staff, and Intelligence Agencies)

    • Provide a Final Report by 1 Aug 04


Osd aoa guidance
OSD AoA Guidance Department of Defense

  • Develop a business case to assess whether simulation tools can resolve existing or projected training gaps and deficiencies or enhance capabilities.

  • Consider a broad range of alternatives:

    • The base case – current live, virtual, and constructive training systems.

    • Common joint tool based on the Department of Defense standard. architecture.

    • Separate joint & service systems developed independently to a standard architecture.

    • Privately-funded initiatives to develop a training solution(s).

    • Use of commercially available products and gaming/sim technology.

  • For each simulation alternative provide reasonable candidate technology, cost-benefit analysis, training effectiveness and cost factors.

  • Each alternative must support joint and service training.

Source: USD(AT&L) memo of 17 Jul 03, AoA guidance for Cost –Effective Methods of Meeting Joint and Service Training Requirements


Study organization

Technology Panel Department of Defense

(OSD)

Study Organization

Senior

Steering Group

Co Directors

Special Advisors

(Army/AF/USMC)

Team Lead &

Integrator

Cost Panel

(OSD)

Training Panel

(USJFCOM)

Effectiveness

(JWFC)

Capabilities

(Army)

Contract

Support

Services, JFCOM, and Intel Agencies provide functional support for Panels


Outline Department of Defense

  • Background

  • Study Schedule

  • AoA Process

  • Discussion


Schedule
Schedule Department of Defense

You are here

Business games Senior Steering Group meetings

  • AoA Schedule to completion

    • Complete Final AoA Report for coordination mid-July 04

    • Deliver AoA Report to OSD (AT&L) NLT 1 Aug 04

    • Complete programmatic details of 3 June SSG Decisions for budget process


Outline Department of Defense

  • Background

  • Study Schedule

  • AoA Process

  • Discussion


Business case gaming
Business Case Gaming Department of Defense

  • Pre-Game Activity

    • Interview of principals prior to first game

  • Alternatives/Methodology Game: 14-16 January 2004.

    • Purpose: Approve identified alternatives and methodology

    • Desired Outcome:

      • Consensus on measures of effectiveness and performance

      • Consensus on training requirements and needs

  • Industry Strategy Game: 11-13 February 2004.

    • Purpose: Strategize with Industry on cost effective methods to meet alternative solutions

    • Desired Outcome: Identify key business strategies to achieve alternatives

  • Decision Game: 8 April 2004

    • Purpose: Review the Analysis of Alternatives (AoA) study alternatives, methodologies used, recommendations, and strategies from industry

    • Desired Outcome: Consensus on recommended alternative(s)


Findings observations
Findings & Observations Department of Defense

  • TC AoA more like a Mission Area Analysis (MAA) than an AoA due to scope and level of detail

  • Management & oversight more than technology has caused failure of previous joint training simulation efforts

  • Current joint training has been largely based on training exercises supported by simulations

  • Not all training issues are cost effective for large scale simulation applications

    • Alternative training methodologies may provide more cost -effective solutions

  • COCOMs not directly funded to conduct SJFHQ(Core Element) and COCOM/JTF HQ & Staff training

    • Many COCOM training requirements are not filled by joint exercises and large simulations

  • Intelligence must be part of training audience vice training aid

  • Not all training issues can be resolved within time and resources allotted to the AoA Team

    • Cost estimates in AoA Report with programmatic details to follow implementing actions from SSG decisions


Ssg decisions
SSG Decisions Department of Defense

  • Management Decisions

    • JFCOM leads Joint Requirements Office (simulations)

    • Transition SSG Oversight to T2 Exec Steering Group

  • Simulation Options

    • Constrained enhancements to Base Case FY 06-11

  • Re-engineer Training Options

    • Re-engineering Study with Prototyping in two COCOMs

  • Acquisition Prototype Options

    • One year base contract with two option years to mature capability

  • Include Intelligence as partner in future joint training

    • Working constructive simulation federation content and funding with JFCOM


Way ahead
Way Ahead Department of Defense

  • SSG Decision Recap

    • Blended Course of Action for future training

    • Agree to content/structure of Final Report

  • Complete AoA Report for final review and staffing NLT 15 July

  • Deliver AoA Report to USD (AT&L) NLT 1 August

  • Schedule next SSG or T2 ESG update in Aug 04

  • Develop programmatic level detail for FY 06-11

  • Reengage program review process later this year

    • Initiate draft Program Change Proposal (PCP)

  • Respond to brief Congress within 90 days


Questions discussion
Questions & Discussion Department of Defense


Other ssg actions
Other SSG Actions Department of Defense

  • Need Intelligence Community as full partner in Joint and Service training

    • USD(I) leading effort for JNIF, renamed Joint National Intelligence Training Federation (JNITF)

      • Requirements: Lead JFCOM J7 (JRO)

      • Software Integration: Lead JWFC SSF

      • Roadmap and Exec Agent: Decision Support Center for USD(I)

      • Governance: ISR Integration Council (ISR Roadmap M&S Annex)

      • FY 05 funding issue

  • Related issues – highlighted but not solved in AoA

    • Multi-Level Security for training systems

    • Full Global Information Grid (GIG) Integration to include Training Enterprise Services


Bounded Scope Department of Defense

Strategic

+1

Combatant Commander/Staff

0

Joint Task Force CDR/Staff

Operational

Functional Component CDRs/Staffs

-1

ARMY

NAVY

USMC

AIR

FORCE

SOCOM

-2

INTEGRATION OF

JOINT & COMBINED

EFFECTS / SYSTEMS

TO LOWEST LEVEL

Tactical


Senior steering group ssg
Senior Steering Group (SSG) Department of Defense


Joint requirements office
Joint Requirements Office Department of Defense

  • JFCOM establishes a Joint Requirements Office (JRO); funds joint training development activities

  • JRO establishes and maintains joint training requirements and standards, and verification of joint interoperability compliance

  • The JRO charters a Joint Requirements Control Board (JRCB) and Joint Configuration Control Board (JCCB), chaired by JFCOM

    • Includes representatives from COCOMs, Services and Combat Support Agencies (CSA)

  • Business strategy

    • Centralized research. JFCOM serves as a focal point for research into new joint training functionality

    • Decentralized Development. Development of new joint functionality is decentralized to the organization responsible for the simulation

    • Centralized integration and maintenance. The Joint Development and Integration Facility (JDIF) integrates new development and maintains joint models and federations

    • Inherent Database Development Capability. JFCOM maintains the capability to develop new data sets or modify existing data sets, as required to conduct joint exercises and mission rehearsals

The JRO focuses on customer needs, as presented by the COCOMs, Services, Combat Support Agencies and multi-national partners


Alternative 3 joint simulation toolkit

Common Architecture Department of Defense

Standards

Common Data

Common Tools

AAR Tools

Aggregate Models

Entity Models

Virtual Sims

Specialty Models

Range Gateways

C4I Interfaces

Alternative #3 Joint Simulation Toolkit

  • Flexible

  • Composable

  • Distributable

  • Interoperable

  • Leverages Existing Technology

Portable


Joint Training Continuum Department of Defense

Functional

General

Familiarization

Certification

Execution

Education

Individual

Training

Preparation

Operations

Collective

Training

Integrated and disciplined

preparation

to defined performance standards

Mission

Rehearsal

Experience

Staff

Training

Individual

Learning

Indoctrination

Qualification

Validation

Time


Joint Training Continuum COA 2 Department of Defense

Training Reengineering Study with Proof of Principle Activities

  • Conduct study and include prototyping activities for two COCOMs

  • Includes Study from COA 1

  • Focus prototyping on 2 COCOMs in near to mid term (FY06-08)

  • Prototyping would provide practical insights to chart way ahead for all COCOMs, as well as some actual tools to address SJFHQ and JTF training requirements of the 2 COCOMs

  • Development oversight by JFCOM (fenced from exercise dollars)

  • Timeline: FY05 Study, FY06-08 prototyping activities, FY 09-11 hardening/sustainment

  • Prototyping Activities

    • Provide dedicated O/T support to two COCOMs through JFCOM

    • Develop/test MMP for two COCOM applications by leveraging the Army Asymmetric Warfare Environment (AWE) STO

    • Develop/test use of lightweight federation for 2 COCOM applications by leveraging DARWARS project and existing COTS/GOTS*

    • Develop and test two “story-drive” applications (Pol-Mil, Seminar gaming, etc.) by leveraging JKDDC effort and existing Service/Industry/Academic efforts

    • Includes instructor support tools for building training scenarios and conducting AARs

    • Includes training effectiveness studies for various training modes/products


  • Alternative 4 new business process

    Feedback Department of Defense

    Execute

    Toolbox

    Requirements

    TSPs

    TRAININGEXERCISEOPERATIONS

    Need

    DEVELOPMENT

    Generate

    Toolbox of Components& Data

    (TrainingSupportProvider)

    Select

    Vendors

    Alternative #4 New Business Process

    • TRAINING EXERCISE OPERATIONS

    • Training purchased by houror exercise

    • Firm Fixed Price contracts

    • Multiple TSPs compete byevent or program

    • TSP configures event from items purchased from toolbox

    • DEVELOPMENT

    • Receives requirements

    • Populates toolbox

    • Licenses tools to TSP

    • Vendors differ from TSPsOCI in place

    USERS

    Training Headquarters/Training Audience

    Users

    Market Maker

    • MARKET MAKER

    • Stimulates Development

    • Makes Investments topopulate toolbox

    • Technical architectureand standards

    • Compliance test; VV&A

    • Government, industry,and service members

    GOVERNANCE

    • GOVERNANCE (Includes Users)

    • Develop and enforce policy

    • Allocate resources between ops. and dev.

    • Establish and track performance metrics

    • Provides oversight, government functions

    • Continuously review/improve business model


    Acquisition prototype result
    Acquisition Prototype Result Department of Defense

    • Acquisition strategy that provides rapid fielding of operational Joint Close Air Support (JCAS) Training and Mission Rehearsal capabilities

    • JCAS Mission Readiness

    • Demonstrate a viable innovative business model for future application to acquire Joint Training and Mission Rehearsal capabilities.


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