NMETL Program Executive Training METOC ASW Metrics Symposium

1. NMETL Program Executive Training METOC ASW Metrics Symposium David K. Brown CFFC N721B- The NMETL Advocate Dynamics Research Corporation

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3. What if…. • We had an “in place” system to focus all continuous process improvement for “cost-wise readiness”? and • It could focus on effectiveness as well as efficiency? • It incorporates best practices and Lessons Learned? • It is applicable across all domains and at any level? • It produces and updates • Aligned expectations • Mission Readiness and Performance data • MOPs/MOEs- “Metrics that Matter” • Future systems requirements and DOTMLP-F solutions • AND is primed for LEAN SIX SIGMA Applications!

4. The Navy’s NMETL Process Common Language/ Framework Mission Analysis UJTL Navy Enterprise and Operating Concepts “NMETs” Level of War Plans/Orders NTTL Specify Conditions Doctrine Mission Essential Criteria Assigned Missions ROC-POE, OPTASKS, MCPs, MFT’s, Local Knowledge, Lessons Learned, Best Practices Establish Standards Annotate Supported Tasks Specified Tasks Commanders’ Guidance Implied Tasks ID Command-Linked Tasks NMETL

5. O- O- D- A Sequence to Success Understanding and Awareness + Good Performance = Desired Results Observe Feedback Act Deming Lean Measured Decide Six Sigma Orient Analyzed

6. CPI vs Knowledge Base Curve CPI = Continuous Process Improvement Ideal CPI Knowledge base must expand as CPI curve grows Proficiency Time

7. CPI vs Knowledge Base Curve CPI during turnover/ discontinuities Proficiency Stagnant Knowledge base keeps CPI curve “flat” Time

8. Navy Enterprise and NMETL Progress • “Enterprise” Foundation • Mission Recognition and Identification • Mission Analysis • CONOPS & NMETLS • Systems and Programs CONOPS and NMETLS Systems and Programs Mission Analysis Mission "Things should be made as simple as possible, but no simpler." - Albert Einstein

9. Executive Level NMETL Advocacy • “NMETL” is very easy to say- but takes an “Intellectual Capital” investment to comprehend. • Many new programs are revolving around the “METL” poles– CFFC’s NWTS is just one of them: DRRS, JCIDS, “T2” all require UNTL-METL knowledge • CNO’s Sea Enterprise message is another call for innovative leadership into continuous improvement systems and best practices.

10. Hurdles Implementing NMETL-Programs • Not all leaders are aware that ALL new DOD programs are based on METLs using UJTL • Potential for Enterprise-wide “Alignment” & Synchronization • How to do “Mission Analysis?” • How to capture NMETL assembly experiences? • How to improve initial NMETL products? • How to “QA” products? • How to provide “Configuration Control”? • How to connect NMETLS to CONOPS, Doctrine, new systems and capabilities and Lessons Learned?

11. Keys to NMETL Understanding • “Universal”- Across DOD and Partners • Expresses “systems thinking” approach- “EBO” (now just “Effects”) and Operational Design! • Heart of the 4 Phased Continuous Improvement Process: Requirements-Plans-Execution-Assessment • UNTL includes Task Libraries and METL framework • LINKAGES- vertical and horizontal/ multiple • Applications: • NWTS and FTCCS and Range/ Fleet/ Simulated Training requirements • DRRS push! • Enterprise Alignment • NLLS generation, RAPS and Assessments- Future Systems

12. What NMETL Training Must Cover: • Introduction to NMETL-based Programs- “Universality” • Mission Analysis • Build NMETLs and linkages • Build NWTPs • Estimate resources and range requirements • Articulate requirements for FST; simulators, stimulators and Training Devices • Design aligned Data Collection and Analysis Plans • Analyze and Assess NMETL and NWTS Products • Develop Training Transformational Processes • Tie NLLS to NMETS • Produce ideas for integrated DOTMLP-F solutions • Implement strategies for Enterprise Alignment: (LEAN, 6 Sigma…) using NMETL-based programs

13. What NMETL Training Must Cover: • Introduction to NMETL-based Programs- “Universality” • Mission Analysis • Build NMETLs and linkages • Build NWTPs • Estimate resources and range requirements • Analyze and Assess NMETL and NWTS Products • Design aligned Data Collection and Analysis Plans • Articulate requirements for FST; simulators, stimulators and Training Devices • Develop Training Transformational Processes • Tie NLLS to NMETS • Produce ideas for integrated DOTMLP-F solutions • Implement strategies for Enterprise Alignment: (LEAN, 6 Sigma…) using NMETL-based programs

14. What NMETL Training Will Cover here in METOC Excellence: • Introduction to NMETL-based Programs- “Universality” • Mission Analysis • What NMETLS are and how they are used • How exercises employ NMETLs • How NMETL Standards are derived • Where “Metrics” fit • An ASW NMETL review

16. Course Outline • NMETL Family Feud • Transformation and the new ways of War • Task Libraries (UJTL/ UNTL) Background • Mission Analysis to NMETL • Tasks • Conditions • Standards • Linkages • Applications: NWTS & DRRS • ASW NMETL Review • Review and Critique

17. How to implement DOD Transformation? the Naval Enterprise? • How do you prepare* for ‘new’ war/ other “missions”? • What plans did Hannibal, Caesar, or Napoleon make to move and maneuver, perform ISR, apply firepower, provide logistics, command and control, and protect their forces and complete their mission?** • Were their “tasks” any different than what we must do today? • Or did just the conditions, systems and TTP change? • How can we state mission requirements as capabilities to be provided by DOTMLP-F enhancements?*** * And how do you know you’re winning? ** UJTL/UNTL background for Joint Training System *** NMETL framework for Navy Warfare Training System, (DRRS-N, JCIDS, FTCCS, TFIRM)

18. DOTMLP-F = “System” • Doctrine • Organization • Training • Material • Leadership Development and Education • Personnel • Facilities “SYSTEM” in new DOD Terminology

19. DOD Transformation and the Capabilities-based Four Phased Model A Conceptual “Continuous Improvement Engine” Requirements-Plans-Execution-Assessment MISSION REQUIREMENTS PLANNING Feedback IMPROVE MISSION PERFORMANCE Feedback Feedback ASSESSMENT EXECUTION Feedback Use Lessons Learned in Ops and Training events to push Transformation Innovation-flexibility-responsiveness-agility-readiness-accountability-efficiency “Sustained American competitive advantage in Warfare”

20. CNO’s Sea Enterprise “Fun” Principles • Senior leaders must drive the process by setting aligned expectations. • Leaders must create a continuous improvement culture by defining and measuring outputs, balancing risks and ensuring accountability. • Navy-wide alignment of organizations and processes must share best practices, leverage core competencies, and become more efficient and effective. • All must embrace best practices and employ lessons learned in a continuous improvement process. • All must develop “business acumen.” Leaders must become knowledgeable about the systems and processes leading to greater efficiency and effectiveness. “Fun” = Fundamental

22. “Integrated” How Big is “JOINT” ? • DOD Dictionary says “Two or more services” • Gen Zinni went all the way down to NGOs in developing the Combined Interagency and International NGO Coordination Cell (CIINCC) • President and SECDEF now include services + Defense Agencies + CIA + USCG + • all other DOD supporting organizations • State Department • Homeland Security • All Federal Executive Departments • Allies + Coalition + • UN + • International Organizations • NGOs • Plus State, Local, etc

23. DODD 1322.18, Sep. 3, 2004 “Military Training” 4.3. Individual, collective, unit, and staff training– “The Commander is the trainer!”– “METs” • 4.3.1. Resemble the conditions of actual operations and use existing operational information networks. • 4.3.2. Safety considerations factored into all training. • 4.3.3. Deploying personnel and organizations shall receive priority and tailoredtrainingto ensure they are rehearsed and ready to execute their missions. • 4.3.4. Training shall be responsive to the needs of the Combatant Commanders across the full spectrum of operations, and the emerging capabilities for future operations. • 4.3.5. Joint training capabilities shall encompass deployment, sustainment, redeployment, and all joint campaign phases for contingency, combat, and combat support operations. • 4.3.6. To the maximum extent possible, the DoD Components shall conduct joint training in accredited events at certified facilities, and shall synchronize schedules to integrate training events. • 4.3.7. The DoD Components shall track joint training and experience of personnel and use this information to aid in force management processes to support joint requirements. • 4.4. The Joint Training System (JTS) shall be used to manage training throughout the Department of Defense. • 4.4.2 Lessons gathered and validated from operational missions, training events, operational tests, and experiments shall be incorporated expeditiously into the training requirements through the formal processes of the JTS.

24. DODD 1322.18, Sep. 3, 2004 “Military Training” 4.3. All Training: Individual, team, collective, unit, and staff “The Commander is the trainer!” – “METs” • Conditions of actual operations • SAFETY • Prep for Combatant Commanders -- full spectrum of operations • Deploying Organizations receive priority and tailored training • Rehearsed and ready • Provide for emerging capabilities for future operations. • Lessonsgathered and validated from operational missions, training events, operational tests, and experimentsshall be incorporated expeditiously into the training requirements. • Use Joint Training System Process

25. NMETLs and Capabilities-Based Training • Joint Training System (circa 1995) is MET- based. • Fleet’s Navy Warfare Training System (NWTS) (circa 2000) modeled on Joint system- based on “NMETS.” • Fleet Training Continuum (Dec 2006) says “Train to NMETs and use NWTS.” • DOD specified that all Military training (circa 2004) is to be MET-based and employ JTS processes. • Training Transformation- “T2” • “Training Transparency” • Mission Rehearsal

26. VICE ADMIRAL HERBERT A. BROWNE, COMMANDER THIRD FLEET As an aid for us in evaluating the readiness of these units we have begun using the Joint Mission Essential Task List (JMETL) and the Naval Mission Essential Task List (NMETL). These METLs are vital in implementing our training program. They are requirements-based toolsfocusing warfighting and efficient and effective applicationof resources to maintain an integrated, flexible and ready Naval force. The conditions and standards aligned to each METL help assess our ability to perform that task. Using the right assessment tool, we can concentrate training resources where they are needed most. These METLs also identify perishable skills that require iterative training, represent a snapshot of proficiency and provide a focus for future training events. Congressional Record 17 APRIL 1997 So this “NMETL” is not a “new” Thing

27. Commanders’ Guidance • Joint Force Guidance- Joint Training Policy / T2IP • 15 March 2006, updated in Jan 2007 • Enhances “JOINTness” as really wide! • Strengthen joint operations by preparing forces for new warfighting concepts (JAEC) • Continuously improve joint force readiness by aligning joint education and training capabilities and resources with combatant command needs (JNTC) • Develop individuals and organizations that think joint intuitively (JKDDC) • Produce individuals and organizations that improvise and adapt to emerging crises • Centralized Planning- Decentralized Execution “Integrated”

28. Commanders’ Guidance CNO Guidance 2005 • Capture lessons learned from operational missions, training events, operational tests and experiments and Use them in NMET-based training programs • Review implementation of four phased NWTS based on NMETLs • Create a standard training infrastructure compatible with JNTC • Expand Fleet Training Capability Cost System to include actual resource expenditures • Plan to conduct multi-Strike group training and experimentation • Accelerate delivery of promising technologies for at-sea experimentation and deployment

29. Commanders’ Guidance CNO GWOT Guidance July 2005 • Focus on “Irregular” warfare– (Naval PG School site) • Steps to establish a “Navy Expeditionary Combat Command” • Incorporate MARFPCOM, EOD, NCD, and ELSG + • Revive “Riverine Ops” as a Navy core competency • Explore Expeditionary Sailor Battalion Concept • Press on Global ISR for a more robust/ complete/ detailed/ persistent Maritime picture • Shipboard Auto- Identification systems • MIO Intelligence Exploitation- Improved HUMINT

30. Commanders’ Guidance DON Objectives 2007 • Implement Total Navy Workforce • Prosecute GWOT with Navy-Marine Corps team • Build forcE for tomorrow • Emphasize SAFETY and ORM • Revive “ethicaL” foundation in how we “Be”

31. Commanders’ Guidance CNO Guidance 2007 • Sustain Combat Readiness: Warfighting • New Maritime Strategy- Relevance! • Build a Fleet for the Future: Partners! • Global Maritime Partnerships- “Integrated” • Develop 21st Century Leaders: Diversity • Leadership Development EXECUTION EXECUTION EXECUTION

32. Employing LESSONS LEARNED - from the Top CENTCOM FWD CFACC CFLCC CFSOC CFMCC/ MARCENT Strategic - National JOINT STAFF J7 Senior Leader Interviews Joint / Coalition Conference Defense Science Board Operational -Theater USSOCOM USEUCOM USTRANSCOM USSTRATCOMSERVICES USJFCOM Joint Lessons Learned Collection Team CENTCOM Tactical - Operational • Center for Army Lessons Learned/Center for Army Analysis • USAF Lessons Learned • USMC Center for Lessons Learned • Navy Lessons Learned System/Center for Naval Analyses SERVICES

33. So how do we tie the whole Enterprise together? Lessons Learned + Future Planning + • DOD/ Joint/ Navy Warfare Training Systems + • Readiness Reporting DRRS and DRRS-N + • DOTMLP-F Solutions: DOD 5000 and JCIDS -------------------------------- All are based on the UJTL framework of “Mission Essential Tasks” (METs) and “Mission Essential Tasks Lists” (METLs)

34. Navy-wide adoption of NMETLs • Why? Demanded by DRRS- for “MET” based readiness. • Warfighting Organizations are moving from ROC-POE to NMETLs. Need to ensure total capability follows! • Shore Infrastructure move from Missions-Functions-Tasks (M-F-T) to NMETLS- must soon report to METS. NMETLS are bigger than training requirements!

35. “Mission Statement” • Articulate Navy capabilities (mission performance requirements) using NMETLS IAW DOD/ JOINT Guidance. Restatement: • All Navy organizations must develop NMETLS and complete their linkages- (links show how we depend on others) to demonstrate value to Joint Force Commanders and connect the Enterprise together.

36. NMETLS NMETLS Development Phases Bewilderment Confusion Denial Hostility Understanding Advocacy

38. CNO GWOT Tasking – July 2005 Conduct a strategic review to produce new warfighting capabilities along with NMETLSand DOTMLP-F systems for emerging missions. Produce standards compatible with advances in DOD and joint Readiness Reporting Requirements.

39. NMETLs? What exactly is an NMETL?

40. NMETLS • NTTP 1-01 (April 2005) says “NMETLs allow a commander to quantify both the level and scope of effort needed to achieve mission objectives.”

41. What Is An NMETL? (Navy Mission Essential Task List) • Command-specific Listing of Critical Tasks, Conditions and Standards Required to Perform the Command’s Missions • Tasks Written using the Common Language of Universal Joint/Naval Task List (UJTL/UNTL), Including Tasks, Conditions, and Standards and linkages • In the “Training world”, the NMETL shapes the Command’s Mission Critical Training Requirements • Now Use of “NMETLs” is expanding to cover other DOTMLP-F attributes and programs

42. NMETLs? and Where’d they come from?

43. Background of “METLs” • Employ the systems thinking approach. • Answer Military search for organizational clarity and connectivity. • Comply with Congressional mandates. • Identify Specific tasks to be evaluated/ demonstrated as well as building a capability and capacity. • Align planning, training, future capabilities and readiness to same set of tools. • Show how Network Centric Warfare could be achieved. • Build toward “Integrated Operations.”

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46. Government Performance Results ActGPRA 1993 • Provides for the establishment of strategic planning and performance measurement in the Federal Government. • Problems: Insufficient articulation of program goals and inadequate information on program performance. • Goals: • Improve the confidence of the American people in the capability of the Federal Government, by systematically holding Federal agencies accountable for achieving program results. • Process: Executive Branch entities will Set program goals, Measure program performance against those goals, and Report publicly on their progress. • “Accountability” and “Efficiency”

47. UJTL DevelopmentJoint Staff Work in 1990’s • J7 wanted to shorten new mission/ War plan development timelines • “Universal” idea to express COCOMs’ ne’ “CINCs” (a.k.a. “American Viceroys”) requirements. • Also a push to improve the performance of “Joint Staffs” throughout the force. • “Joint” was growing……. “Integrated”

48. NMETLs • OK, Where do they fit? • Nature of War vs Character and Conduct of War issue

49. Nature of War vs Character and Conduct • Per Clausewitz, Boyd, and others: Nature of War is “immutable”, unchanging, • Character and Conduct (Who fights, why they fight, how they fight…..) always changing • …and the fact that the Character and Conduct of War are always changing, is part of its Nature! • Moreover, Clausewitz also postulated that “War was the continuation of Policy with other means.” • It’s that premise that enables the concept of the task library and the METL framework for universal applications!

50. Imperatives to get from Mission Analysis to METL to Action • Understand UJTL/ UNTL and METL framework • Review Mission Analysis practices • Learn how to assemble an NMETL • Learn the NWTS • Phases, Processes, Practice, • Hear about “DRRS-N”, “TFIRM”, “FTCCS” and other resource management tools springing from “METL” bases • Review and consider- “Promise and Potential”