F103A_Short_Answer_Questions

docx

School

Command & General Staff College *

*We aren’t endorsed by this school

Course

F100

Subject

Computer Science

Date

Feb 20, 2024

Type

docx

Pages

Uploaded by CommodoreTreeRat40

F103A Short Answer Questions MAJ Jamie DeSpain ILE-CC, PH2-010 20 July 2023

1) The Army’s responsibility is to “fight and win the Nation’s wars providing ready, prompt, and sustained land dominance by Army forces across the full spectrum of conflict as part of the joint force.” 1 Title 10 places the responsibility of ensuring a land dominance force to the civilian Secretary of the Army (SECARMY). SECARMY has 12 responsibilities according to Title 10 USC Section 3013 to include recruiting, organizing, supplying, and equipping the force. 2 Those 12 responsibilities enable SECARMY to provide the joint force with necessary land combat-capable forces. There are four Army organization types providing SECARMY and Headquarters, Department of the Army (HQDA) the necessary tools to meet the organizations Title 10 requirements. Those four organizations are Army Commands (ACOMs), Army Service Component Commands (ASCCs) Direct Reporting Units (DRUs) and Field Operating Agencies (FOAs). ACOMs are Army forces performing “multiple Army Service 10 USC 3013b functions across multiple disciplines” including new technology, training and doctrine, materiel support, and combat-capable forces. 3 ASCCs provide a Joint Force Combatant Commander (CCDR) with an Army Force “comprised primarily of operational organizations.” 4 ASCCs act as the combat-ready Army component for use by a CCDR. DRUs are Army units designated by the SECARMY with “institutional or operational functions” not found anywhere else in the Army and execute policy with appropriate authorities specifically outlined by SECARMY to include such examples as the US Military Academy and Army Corps of Engineers. 5 FOAs also execute policy, but have a reduced scope compared to a DRU and do not operate under authorities established by SECARMY and examples of FOAs include Program Executive Offices under the Defense Acquisitions System

(DAS). 6 Each of the four types of organizations provides a unique capability for the Army in meeting Title 10 functions. The Army communicates Title 10 requirements to the force by way of The Army Plan (TAP) and it refines guidance received from the National Security Strategy, National Defense Strategy, and Joint Strategy documents for implementation by the Army. The TAP contains five documents: the Army Vision (AV), the Army Strategic Plan (ASP), the Army Planning Guidance (APG), the Army Programming Guidance Memorandum (APGM), and the Army Campaign plan (ACP). 7 The AV provides a long- term focus expressing the Army Secretary’s and Chief of Staff’s “desired end-state over a 10-year time horizon.” 8 The AV acts as a link between the other Army strategic communication documents and even drives the “initial strategic choices” of the next document, the ASP. 9 The ASP expands on the Army Vision and offers the plan for how the Army is going to comply with its Title 10 duties and other requirements over the 10- year time horizon stipulated in the AV. 10 The APG begins the Army’s planning, programming, budgeting, and execution (PPBE) process by highlighting and outlining guidance for key issues requiring resolution or enhanced guidance before the program objective memorandum is finalized. 11 The APGM solidifies decisions made during the PPBE process aimed at resolving issues in the APG. 12 Finally, the ACP is a roadmap “establishing and monitoring the annual priorities and initiatives from SECARMY and the CSA” requiring execution year decisions or end state metrics. 13 Overall, the TAP serves as the guidepost for overall Army strategy and budget development.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

2) The guidance communicated to the Joint Force from the National Security, National Defense, and National Military Strategies provides the basis for SECARMY to develop The Army Plan, the collection of strategy documents guiding the Army to accomplish its primary responsibility to develop a land-dominance force. The Army does that through Force Management (FM) or the “process by which the Army establishes and fields mission-ready” units. 14 FM is comprehensive and includes “requirements definition, force development, force integration, force structuring, combat development, materiel development, training development, resourcing, and all elements of the Army Lifecycle Operating Model.” 15 Simply put, FM is the organizational guidepost to ensure Army units are resourced, manned, and equipped to fight and win in a combat environment. The first sub-phase of Force Management is Force Development (FD), and it is the process that defines the Army’s capabilities, the structure to generate the capabilities, and establishes the plan to transition concepts to solutions for the Army. 16 In other words, FD looks at what the Army currently has and what it needs to have in the future. Significant players in FD are CCDRs, ACOMs, ASCCs, DRUs, Battle Labs, Centers of Excellence (CoEs) and others. 17 The FD process begins with a capabilities- based requirements generation form the Army Futures and Concepts Center (FCC) where the Army portion of the Joint Capabilities Integration and Development System (ACIDS) develops Army Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities, and Policy (DOTMLPF-P) outputs to support requirements to national, defense, joint, and Army strategies and combatant commander needs. 18 The Army Concept Framework which includes the Army Capstone Concept (ACC), Army Operating Concept (AOC), Multi-Domain Operations, Army

Functional Concepts, and additional concepts directed by the Commanding General of Army Futures Command, therefore ensuring ACIDS produces Army-usable solutions. 19 Those Army concepts help the Army’s Futures and Concepts Center to develop the Capabilities Based Assessments (C-BA) of the Army’s ability to meet future challenges and ultimately work toward solutions. 20 The C-BA has three sub-steps: Functional Area Analysis (“What do we need for the mission?”), Functional Needs Analysis (“How good are we at doing it?”), and Functional Solutions Analysis (“What should we do about it?”). 21 More specifically the FAA identifies the required capabilities, the FNA identifies the gaps highlighted by the required capabilities, and the FNA develops potential courses of actions (COAs) to meet the capability gaps. COAs to meet the capability gaps can be either DOTMLPF-P (materiel or non-materiel) approaches or a recommendation for a new materiel solution. 22 Once a solution is identified, the recommendation is sent to TRADOC who tasks a COE or another proponent with developing the initial DOTMLPF-P capabilities documents. 23 When the documents are generated, TRADOC sends the documents forward to HQDA G-3/5/7 for staffing through the Army Staff and “CSA, VCSA or CG, AFC validation and approval within the Army Requirements Oversight Council (AROC) validation process.” 24 While the capability development process is only the beginning of the force development process, it cannot begin without a full understanding of the strategic guidance from both the National and Department of Defense levels. That overall strategic guidance enables the Army to understand its mission and requirements and then adequately assess any capability gaps needed to meet its stated mission.

3) Force Management (FM) is a holistic process allowing the Army to establish and field mission-ready units for use by combatant commanders. 25 The Army Organizational Life Cycle Model (AOLCM) highlights FM as the top of the model and the basis for which all other elements of the model are built. More specifically, the AOLCM identifies FM’s purpose being to “develop a capable combat force within constrained resources.” 26 Using this definition, the end state to develop a combat capable force baselines FM’s goal to support the CCDR’s requirements. CCDR’s inherent responsibilities lie in executing the missions assigned to combatant commands by the President (POTUS) or by the Secretary of Defense (SECDEF). 27 Successful mission accomplishment requires CCDRs be supplied with the requisite forces by the individual services, in this case the Army, capable of completing missions from POTUS or SECDEF. The Army assumes responsibility for delivering forces properly manned, resourced, and trained for the CCDR’s mission. Specifically, the Army executes FM using the eight module Army Force Management Model (AFMM). Underscoring the imperative of meeting CCDR requirements, AFMM’s first module is Determine Strategic and Operational Requirements. Determining strategic and operational requirements demands the Army analyze many inputs including “national, defense, joint, and Army strategies…Army concepts…and CCDR operational plans.” 28 The CCDR operational plans notify the Army of the specific needs of the CCDR, therefore driving the Army’s first step in the Force Management Model. Additionally, the Army Operating Concept (AOC) is included in the Army concepts mentioned in the preceding definition. The AOC explains how the Army contributes to the “Joint Force’s principal task…to deter and defeat Chinese and Russian aggression in both competition and conflict.” 29 The AOC acts as one of the

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

essential building blocks for the Army to build a force capable for specified missions. Now, looking back at the first step of AFMM, when the Army uses its received inputs and develops its strategic and operational requirements, it also identifies any types of gaps hindering mission accomplishment using the C-BA process noted above in Question 2. The C-BA process output is a determination by the Army of courses of action to fill capability gaps preventing mission accomplishment. Those courses of action can be DOTMLPF-P (non-material or material) solution recommendations or the recommendation to seek a materiel solution. 30 Deciding to pursue a materiel solution necessitates following the DAS through the Materiel Solution Analysis, Technology Maturation & Risk Reduction, Engineering & Manufacturing Development, Production & Deployment, and Operations & Support stages. 31 A material solution results from the Production and Deployment stage of the DAS, but arriving at a material solution requires following the established FM processes. Those FM processes use determining operational requirements as an essential foundation with both the AOC and CCDR’s requirements feeding said operational requirements. Therefore, since the AOC and CCDR’s requirements are in the foundation of FM processes, the Army ensures its capability gap solutions support both the AOC and CCDR requirements.

1 Louis G. Yuengert, How the Army Runs: A Senior Leader Reference Handbook, 2019-2020 (Carlisle, PA: US Army War College, 2020), 4-3. 2 Ibid, 2-22. 3 Ibid, 4-8. 4 Ibid, 4-9. 5 Ibid, 4-7. 6 Ibid, 4-8. 7 Ibid, 2-23. 8 Ibid, 2-23. 9 Ibid, 2-23. 10 Ibid, 2-23. 11 Ibid, 2-23. 12 Ibid, 2-24. 13 Ibid, 2-24. 14 Ibid, 3-1. 15 Ibid, 3-1. 16 Ibid, 3-8. 17 Ibid, 3-8. 18 Ibid, 3-9. 19 Ibid, 3-9. 20 Ibid, 3-10. 21 Ibid, 3-14. 22 Ibid, 3-14. 23 Ibid, 3-16. 24 Ibid, 3-16. 25 Ibid, 3-1. 26

Ibid, 3-6. 27 Ibid, 2-16. 28 Ibid, 3-1. 29 Ibid, 3-11. 30 Ibid, 3-14. 31 Ibid, 10-30.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Related Documents

SCS 100 Module Four Activity.docx

SCS 100 Module One Activity.docx

Chapter 9 Lab - working with data types and functions(1).docx

Project 6_ Parking Lot with rubrics.docx

COMP228Lab6F16 (3) (1).docx

CSCI570_Fall2023.pdf

A1.pdf

CYB 200 Project Three Milestone Decision Aid Template.docx

Quizzes 1-12.docx

CNET221_LAB4_301297030.docx

Networking Quiz - TIA Ch 7_ EM 2024 SPRING-CIS105 17957_100.pdf

System Software Quiz - TIA Ch 5_ EM 2024 SPRING-CIS105 17957.pdf

Recommended textbooks for you

Fundamentals of Information Systems

Computer Science

ISBN:9781337097536

Author:Ralph Stair, George Reynolds

Publisher:Cengage Learning

Fundamentals of Information Systems

Computer Science

ISBN:9781305082168

Author:Ralph Stair, George Reynolds

Publisher:Cengage Learning

Principles of Information Systems (MindTap Course...

Computer Science

ISBN:9781305971776

Author:Ralph Stair, George Reynolds

Publisher:Cengage Learning

Management Of Information Security

Computer Science

ISBN:9781337405713

Author:WHITMAN, Michael.

Publisher:Cengage Learning,

Principles of Information Security (MindTap Cours...

Computer Science

ISBN:9781337102063

Author:Michael E. Whitman, Herbert J. Mattord

Publisher:Cengage Learning

Database Systems: Design, Implementation, & Manag...

Computer Science

ISBN:9781305627482

Author:Carlos Coronel, Steven Morris

Publisher:Cengage Learning

SEE MORE TEXTBOOKS

Recommended textbooks for you

Fundamentals of Information Systems
Computer Science
ISBN:9781337097536
Author:Ralph Stair, George Reynolds
Publisher:Cengage Learning
Fundamentals of Information Systems
Computer Science
ISBN:9781305082168
Author:Ralph Stair, George Reynolds
Publisher:Cengage Learning
Principles of Information Systems (MindTap Course...
Computer Science
ISBN:9781305971776
Author:Ralph Stair, George Reynolds
Publisher:Cengage Learning
Management Of Information Security
Computer Science
ISBN:9781337405713
Author:WHITMAN, Michael.
Publisher:Cengage Learning,
Principles of Information Security (MindTap Cours...
Computer Science
ISBN:9781337102063
Author:Michael E. Whitman, Herbert J. Mattord
Publisher:Cengage Learning
Database Systems: Design, Implementation, & Manag...
Computer Science
ISBN:9781305627482
Author:Carlos Coronel, Steven Morris
Publisher:Cengage Learning