Methodology, Metrics And Measures For Testing And Evaluation Of An Integrated Sensor Architecture

Operational leaders down to the platoon and squad level have recently faced increasingly complex missions in uncertain operational environments. Accordingly, Army doctrine has shifted to officially recognize mission command, which enables leaders at the lowest level feasible to “exercise disciplined initiative” in the accomplishment of a larger mission. The operational process consists of six tenants: understand, visualize, describe, direct, lead, and assess. During the battle of Fallujah, LtGen Natonski understood the intent two levels up, visualizing courses of action for both allies and the enemy, and leading his organization into combat while directing his officers and soldiers to meet his intent. He visualized that Marines alone could not accomplish the mission. He understood that without the support of Iraqi police and a task force from the Army with

In 2012, General Dempsey states “Mission Command is fundamentally a learned behavior to be imprinted into the DNA of a profession of arms.” The way Mission Command has evolved through the past years is indicative to the US Military adjusting to a new threat. The concept of Mission Command is not new, what is important is how General Dempsey states “Education in the fundamental principles of mission command must begin at the start of service and be progressively more challenging..” The General emphasizes the need for education at the start of the individual’s service. Additionally, this highlights the United States Army’s doctrinal adjustment to the new threat. During the conflicts in Iraq and Afghanistan, the US faced an enemy whose creativity and adaptability are two of its greatest assets. The fast-paced situation changes in both of those AOs required tactical level leadership maintain the autonomy to “exercise disciplined initiative.” This type of initiative historically leads to mission success, specifically in fast-paced situations where a key to success is forcing the enemy to react.

The third stage of this research will be conducted through electronic survey. By conducting all surveys through electronic means the study will be able to read a wider audience and a larger participation group in a more efficient way. By using the military global email system email surveys can be sent according to personnel who have served in the different theaters more expediently. The survey will be simple and consist of asking service members from various theaters to choose a set of combat tasks that are applicable to their combat experience. It will also ask soldiers who have no deployed on a

The MOL system has transformed how the Marine Corps functions in many different ways. The IS has allowed the organization as a whole to reduce waste and streamline the data it collects to a central location. Requirements of the system have always been present within the organization until recently has not been reasonably attainable with the amount of employees within the organization. The ultimate drive of the system is unit readiness and the unit readiness is easily quantifiable within the system because the commanders within the Marine Corps have instant access to the information required to gauge it. Unit readiness is the ability to leave at a moments notice when called upon by the president or congress to deploy to a war zone. The type and basic uses of the system are some of the most essential parts of the IS. Without the basic use of this system the Marine Corps as a whole would be at a loss without the use of it. In essence the application of this system has changed the business processes of the Marine Corps as a whole.

Develop and integrated a comprehensive 40-hour Integrated MTC Tool Suite training program that provided training to MTC and unit staffs to efficiently plan, design and executes exercises through the primary use of G27 Tool Suite; Exercise Support Application (ESA), Exercise Design Tool (EDT), Virtual OPFOR Academy (VOA), and Information Operation Network (ION). Validated the MTC Integrated Tool Suite training program and team certification to ensure a standardization of training and DATE compliancy. Provided briefings to the 84th Training Command and AVNCoE Commanding Generals, the United Kingdom ISR Bde Commander, NTC, JMRC senior leaders and individual staffs to continuously fostered enduring partnerships that resulted in a substantial growth in recognition and usage of G27’s web-enabled

Based on the comparison Table 1, Table 2 and Table 3, we identified following set of categories on which we would like to evaluate the above tools and computing paradigm in subsequent sub-sections:

Commanders at all levels face increasingly challenging scenarios as the operational environment changes. Some instinctively motivate and empower their subordinates to think and act independently, thereby influencing actions during combat. However, those who understand the commanders' activities of mission command will influence not only subordinates, but the outcome of the battle as well. Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders.1 Commanders who understood the importance of mission command was Major General Horatio Gates. General Gates at the Battle of Saratoga successfully

Operation Verbal Image is an exercise based on command and control. It used many leaders who used command and control to accomplish their assigned mission. This command and control shaped the battlefield and took the fight to the enemy. This paper will discuss, how important command and control is, what is command and control, what does command and control do, and command and control in the information age. This paper will also discuss how command and control was used, how it affected the outcome of the battle, and my personnel opinions on how command and control could have been done differently.

Summary: In this article the authors are addressing future leaders, and they immediately inform the reader that because there is more complexity considerably more complex issues and technologies than a century ago in the operational military environment, there is a great need for military leaders to achieve autonomy in terms of adapting to and learning about the evolving environment. In short, leaders must be smarter and better prepared for a changing world.

A commander’s visualization of the operations process for a particular mission may better articulate organizational climate. It requires the commander and all affected Soldiers in subordinate leadership positions to have a strong understanding of

This paper provides an evaluation of the command and control and integration of joint functions associated with the invasion of Sicily, known as Operation HUSKY. The Allies achieved a positive outcome despite the fact that key leaders demonstrated ineffective command and control capabilities and poor integration. The paper will first evaluate the joint function of command and control, using the three attributes of mission command from joint doctrine: commander’s intent, mutual trust, and understanding. An evaluation of the integration of intelligence and fires joint functions at the Operational level will follow.

Military leaders make decisions and solve problems every day. Some need a decision quickly while others can take time. The US Army has several decision-making methods to assist leaders. The Army Problem Solving Model (Process) is a systematic approach to identifying the best possible solution to an issue or problem and a deliberate method of decision-making. (FM 6-0, 2009) Leaders use it to solve a problem when time is not critical and they can put some thought into different solutions. The solution must be objective and based on facts in order for the decision to be relevant and practical. The Rapid Decision Making and Synchronization Process is a decision-making and synchronization technique typically used during the execution

* With the development of new warfare technology during WWII, the need for a greater understanding of human performance came to prominence. Problems such as how to best train soldiers to use new technology and how to deal with matters of attention while under duress became areas of need for military personnel. Behaviorism provided little if any insight into these matters and it was the work of Donald Broadbent, integrating concepts from human performance research and the recently developed information theory, that forged the way in this area.[4]

This case study sheds light on the value of information as Integrating Siting Systems INC (ISSI) has to make a decision on whether to conduct a test or go with a regular decisionmaking process in deciding whether to produce a standard or robust system. Our aim is to decide whether we should install the standard system, the robust system or to carry out a test that would help us make a better decision.

A study conducted by Intechno Consulting [ ] shows that the non-military, open market for sensors grew from EUR 81.6 billion in 2006 to EUR 119.4 billion in 2011 and can be expected to grow to EUR 184.1 billion until 2016. This equates to an annual average growth of 8.5%. Of the EUR 184.4 billion EUR global market for sensors in 2016, 9.7% will go to the machinery industries, 8.9% to the process industries, and 22.8% to the vehicle industries including airplanes, ships and rail vehicles.