¶ … Force Management System or FMS Utility exists due to the complex array of people existing within the army. These people have one or more of an assortment of skills and access to several millions of items of equipment. An organized system for the documentation of how much is authorized and what is required is put in place to keep things in order. Taking that into consideration, the force development process and its five phases keeps coordinated efforts in order as shown in the "Gen. Odierno AUSA Winter Symposium" reading. To begin, there was a mention of Odierno having difficulty turning a "1.1 million-man Army and another 250,000 civilians in a direction"[footnoteRef:1]. [1: U.S. Army,. "Feb. 24, 2012 - Gen. Odierno AUSA Winter Symposium." Www.Army.Mil. Last modified 2016. Accessed November 8, 2016. https://www.army.mil/article/74650/Feb__24__2012___Gen__Odierno_AUSA_Winter_Symposium.]
First, it important to understand how an army runs within the five phases. The first phases 1 and 2 are to develop capabilities and design organization. Phases 3,4, and 5 are develop organizational models, determine organizational models, and document authorizations. Phases 3,4, and 5 are seen within the context of the article and require more explanation to assess the readings impact on each applicable phase. Phase three has keep players which are USASOC, USAFMA, and MEDCOM. They used the organizations designed in phase 2 following the requirements based on rules, policy, and doctrine and BOIP/TOE requirement to go into the DA Approval and then the next phase, Phase 4. Phase 4's players are the Organizational Integration Team and they follow BOIP/TOE requirements, then resourcing factors, and then aim for an affordable and balanced force structure before DA Approval and Phase 5. Phase 5 has OCS, G-37, and FMSA/USA players and aim towards an affordable, balanced force structure and then the authorization of documents. Going back to Phase 3, the holistic approach within this phase is to create requirements based on desired Army and Joint warfighting competences versus recognized deficits. With this approach, there is full consideration of Army functions and operations. Furthermore, in this phase, there is a change in desirable domain with materiel being the least needed for alteration due to acquisition schedules and expenses. There is also employment within a multidisciplinary framework to integrate capabilities to a higher degree. Phase 4 is where the DOD performs an ongoing change and upgrade in the manner it fights to maintain battlefield advantage against all enemies to accomplish complementary capabilities with other countries. Phase 5 provides final assessment via a series of seminar wargames through the capstone concept. Such concepts refine the foundation for experimentation, studies simulations, and analyses.
Odierno discusses in the article the need for the Army's formations to continue standing watch on the Balkans, the Middle East, and the Korean Peninsula. He also notes and repeats, they continue to offer crucial executive and institutional agent support throughout the world that enables in a major way, the Joint Force. With a mission to win the country's wars, there is a need for the army to be innovative, agile, flexible, adaptive, synchronized, integrated, and lethal. There is also a need to pause for reflection to observe the various processes existing within such a dynamic and complex system. Odierno shares the new processes added that will provide information for serious decisions concerning force design soon like TRACDOC, combat modeling, and sufficiency analysis. With a decreasing military force, the three phases discussed in the previous paragraph will be affected not just be a reduction in personnel numbers, but also in the latest use of new techniques, and the need to have a high success rate. Assessment will become key along with ability to provide adaptability and flexibility.
Question F104
The first reading covers the Defense Acquisition System. It exists to assist in the management of the country's investment in programs, product support, and technologies required to support the U.S. Armed Forces and accomplish the National Security Strategy. The DOD's investment strategy must be postured to support today and tomorrow's forces, shaping the main aim of defense acquisition. This is where things can be adjusted to suit the needs of the ongoing demand.
Managing Army Change Force Management Discussion Paper (ASSIGNMENT) General Instructions You may use the lessons (please request additional information if needed), readings and references (have been provided) to help you answer the questions. Reference the documents titled "F100 Lessons Overview" for determining if additional topic discussions (lessons) may be needed. Cite the sources you used to answer the discussion topics. Use footnotes (Turabian style) of documentation; do not use parenthetical citations. This includes
United States Army Corps of Engineers issued a report in 2012 that was known as the Human Capital Strategic Plan. It was meant to serve as a benchmark and projection for what was to come from 2012 through 2017. Of course, the United States Army Corps of Engineers is a public safety-oriented organization and their plan will be analyzed in terms of resource allocation, budgeting efficacy and overall quality.
Army Structure; from 3-Brigade Division Units to Units of Action At the Pentagon, briefings routinely begin with the old adage that "the only thing constant today is change." Since the age of the Cold War, the United States Army has faced change at home and abroad, experiencing not only a massive transformation in technology and infrastructure, but also in the worldwide approach to warfare. As the end of front-line battles gave
Introduction Strategic leadership is about redirecting the culture of an organization. It is the approach applied by a leader to achieve the objectives desired by an organization. The process involves resource allocation, policy execution and consensus building among the stakeholders. The process often happens in a changing business environment that presents numerous challenges and opportunity to the achievement of the desired objectives[footnoteRef:1]. [1: Herbert F. Barger, "Developing strategic leadership: The US
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Army Force Generation Model In order for the armed forces to fight effectively, they need to be manned, equipped, and trained properly. The proposed changes would have an impact on all three areas, and this might result in an armed force that is not prepared to fight effectively. The reduction in budget will definitely require there be changes in the structuring of the armed forces. Reduction in manpower will be
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