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METOC Metrics Lessons Learned

METOC Metrics Lessons Learned. CDR Steve Woll stephen.c.woll@navy.mil 04 Jan 07. Bottom Line Up Front . Battlespace On Demand OEP Operational Dashboard. Battlespace On Demand OEP Operational Dashboard. ASW. Points to Make re: display.

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METOC Metrics Lessons Learned

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  1. METOC MetricsLessons Learned CDR Steve Woll stephen.c.woll@navy.mil 04 Jan 07

  2. Bottom Line Up Front Battlespace On Demand OEP Operational Dashboard

  3. Battlespace On Demand OEP Operational Dashboard ASW

  4. Points to Make re: display • One tool to support multiple levels of chain of command (CNMOC/COO/DOO/CO) • High level summary (r/y/g) to attract attention...with click through to get to underlying details when desired, but not clutter the display when not desired • Need to put in "checks and balances" to prevent/deter/disincentivize micromanagement • Ideally, this kind of display will: • Replace/become the tool for the (weekly) operations brief • Evolve to "brief by exception"....don't even brief greens...just focus on yellows and reds...empowers delegation • (Eventually) become automated so that is constantly autoupdated ("instant ops brief")

  5. Points 2 • Ideal 4-6 metrics per directorate • More than that overwhelming....fewer than that oversimplifies • Acknowledge that 4-6 metrics don't capture entire enterprise.... • Should have same categories (capacity/readiness, quality etc) for each directorate, but realize that measures within each might/will be different • Consistent/similar look, feel, and content to facilitate rapid digestion • Track values over time...facilitate identification of trends... • Stack charts vertically so x axes (time) line up...facilitates identification of correlations more than traditional quad chart • Include future forecast...past is important, but primarily as an indicator for the future...later need to follow up on how forecasts worked out • Facilitates goal setting

  6. Points 3 • Metrics is easy to understand after its done • Hard to do it along the way • Need to generate and enforce process rule sets in order to get useable data • Need to know the customer...what is important TO THE CUSTOMER...figure out how to measure that and work backward to collect supporting data • AUTOMATION IS CRUCIAL! • DO NOT HAVE THE MANPOWER TO DO IT MANUALLY! • If you want metrics as an output, you need to design your forecast process and tools from the start with that in mind • ASW has a unique opportunity • not too much institutional memory (=resistance) in place yet

  7. Detailed Mission Planning, Execution, and Debrief at Ship METOC Support to Strike Warfare Phase 2 Team Planning Phase 5 Debrief Phase 3 Event Brief Phase 4 Mission Phase 1 Strike Brief Distro Forecast and Impacts Debrief Planning Weather Briefs Event Brief yellow arrows indicate METOC briefs to customers Updates as Required ATO passed to ship Strike Brief Distro Team Planning Brief Event Brief Recovery Launch Debrief A-96 A-72 A-48 A-24 A Mission A-120 A = beginning of ATO day STRAT TET MAAP Possible mitigations after ATO reaches ship - Mission cancel - Change mission to secondary tasking/location - Change route/altitude - Change Time on Top - Change weapons loadout Planning Weather Brfs fm CAOC Wx Cell Broad Scale Planning and ATO Generation at CAOC

  8. Possible Metrics

  9. Risks and Cautions • Not everything that counts can be counted...and not everything that can be counted counts - WHAT IS REALLY IMPORTANT? TO WHOM? • Avoiding the simple but misleading number • Correlation ≠ Causation • Human factors • Ex. tendency to jump to conclusions based on first numbers shown • Can facilitate micro-management • Just because I can look at it and spend time thinking about it, does that mean I should? • Takes discipline to "keep your nose out" • Takes time and effort • How to get a full fledged commitment from ALCON...metrics programs are threatening to some people and programs • NOT going to be painless...especially at the beginning • Won't get it right the first time...learn by doing

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