2012-03 Joint intelligence operations centers (JIOC ...

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2012-03

Joint intelligence operations centers

(JIOC) business process model &

capabilities evaluation methodology

Schacher, Gordon

Monterey, California: Naval Postgraduate School

http://hdl.handle.net/10945/7035

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NPS-IS-12-001

NAVAL

POSTGRADUATE

SCHOOL

MONTEREY, CALIFORNIA

JOINT INTELLIGENCE OPERATIONS CENTERS (JIOC) BASELINE

BUSINESS PROCESS MODEL

&

CAPABILITIES EVALUATION METHODOLOGY

by

Gordon Schacher, Nelson Irvine and Roger B. Hoyt

March 2012

Approved for public release; distribution is unlimited

Prepared for: Joint Staff, J262

Pentagon, Washington, DC

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Joint Intelligence Operations Center (JIOC) Business Process Model & Capabilities

Evaluation Methodology

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Gordon Schacher, Nelson Irvine, and Roger Hoyt

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14. ABSTRACT

A JIOC Business Process Model has been developed for use in evaluating JIOC capabilities. The model is described

and depicted through OV5 and organization swim-lane diagrams. Individual intelligence activities diagrams are

included. A JIOC evaluation methodology is described

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Capabilities, Activities Structure, Business Process Modeling, Analysis Reporting

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Gordon Schacher a. REPORT

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NAVAL POSTGRADUATE SCHOOL

Monterey, California 93943-5000

Daniel T. Oliver Leonard A. Ferrari

President Executive Vice President and

Provost

The report entitled “Joint Intelligence Operations Centers (JIOC) Baseline Business

Process Model & Capabilities Evaluation Methodology” was prepared for Joint Staff,

J262, Pentagon, Washington DC.

Further distribution of all or part of this report is authorized.

This report was prepared by:

Gordon Schacher Nelson Irvine

Professor Emeritus Research Assistant Professor

Information Sciences Department Information Sciences Department

Roger B. Hoyt

CAPT USN

Research Associate

Information Sciences Department

Reviewed by: Released by:

Dan Boger, Chairman Douglas Fouts

Information Sciences Department Interim Vice President and

Dean of Research

vi


vii

Table of Contents

1.0 Introduction 1

2.0 Modeling JIOC Operations 3

2.1 Business Process Model Description 3

2.2 BPM Depictions 4

2.3 BPM Employment 6

2.3.1 Assessing JIOC Capabilities 7

2.3.2 Comparing JIOC Capabilities 7

2.3.3 CONOPS, SOP, and TTP 7

2.3.4 Experiment/Test Development 7

2.3.5 Understanding Gaps 8

2.3.6 JCIDS 8

2.3.7 Status Determination and Visualization 8

2.3.8 Simulation 8

3.0 Baseline JIOC Generic Organizations 9

4.0 Baseline JIOC OV-5 12

5.0 Swim-Lane Diagrams 21

5.1 Diagrams Description 21

5.2 JIOC Baseline BPM Swim-Lane Diagram 22

6.0 Baseline Intelligence Activities 24

7.0 JIOC Capabilities Evaluation 50

7.1 Capabilities Assessment Basics 50

7.2 Example Roll-Up Methodology 50

7.2.1 Quantitative Results 51

7.2.2 Qualitative Results 51

7.3 Capabilities Results Presentation 52

Appendix A Distribution List 54

viii

List of Figures

Figure 2.1 Business Process Model components 3

Figure 4.1 OV5 diagram of JIOC baseline activity structure (top two levels) 12

Figure 4.2 OV5 diagram of JIOC baseline activity structure (top three levels) 13

Figure 4.3 OV5 diagram of activity structure for the Plan and Direct activity 14

Figure 4.4 OV5 diagram of activity structure for the Collect activity 15

Figure 4.5 OV5 diagram of activity structure for the Process and Exploit activity 16

Figure 4.6 OV5 diagram of activity structure for the Analyze and Produce activity 17

Figure 4.7 OV5 diagram of activity structure for the Disseminate and Integrate activity 18

Figure 4.8 OV5 diagram of activity structure for the Evaluate and Feedback activity 19

Figure 4.9 OV5 diagram of activity structure for the

Intelligence Support to Operations activity 20

Figure 5.1 Swim-Lane Diagrams Symbols and Conventions 21

Figure 5.2 JIOC Baseline BPM swim-lane depiction 23

Figure 6.1 Plan long-term strategy 25

Figure 6.2 Near-term intelligence guidance 26

Figure 6.3 Manage intelligence operations 27

Figure 6.4 Production Request and RFI Management 28

Figure 6.5 GEOINT Collection Planning 29

Figure 6.6 GEOINT Collection Execution 30

Figure 6.7 Multi-Int Collection 31

Figure 6.8 Watch / COP 32

Figure 6.9 GCCS Management 33

Figure 6.10 Information Analysis 34

Figure 6.11 Operations Assessment 35

Figure 6.12 Ad-Hoc team 36

Figure 6.13 Red Team 37

Figure 6.14 Targeting 38

Figure 6.15 Information Operations 39

Figure 6.16 Anti-Terrorism / Force Protection 40

Figure 6.17 Counter Terrorism 41

Figure 6.18 Humanitarian Assistance / Disaster Relief 42

Figure 6.19 Joint Task Force 43

Figure 6.20 Threat Tracking 44

Figure 6.21 Disseminate 45

Figure 6.22 Integrate 46

Figure 6.23 Situation Awareness and Understanding 47

Figure 6.24 Operations Support 48

Figure 6.25 Evaluate and Feedback 49

ix

Acronym List

AESG Architecture Engineering Support Group

AHC Ad-Hoc Collection

AOR Area of Responsibility

AT/FP Anti-Terrorism/Force Protection

BDA Battle Damage Assessment

BPM Business Process Model

CIA Central Intelligence Agency

CoA Course of Action

COCOM Combatant Command

COP Common Operating Picture

CR Collection Request

CT Counter Terrorism

DIAP Defense Intelligence Assessment Protocol

DNI Director of National Intelligence

DODAF Department Of Defense Architecture Framework

EEI Essential Elements of Information

EW Electronic Warfare

FBI Federal Bureau of Investigation

FDO Foreign Disclosure Office

FIRE Fleet Innovation and Research Enterprise

FLTREP Flight Report

GCCS Ground Common Control Station

GEOINT Geospatial Intelligence

G-I Geospatial Intelligence

HA/DR Humanitarian Assistance/Disaster Relief

HUMINT Human Intelligence

IC Intelligence Community

ICD Initial Capabilities Document

I & W Indications and Warnings

INTELINK Intelligence Link

IO Information Operations

ISR Intelligence, Surveillance, and Reconnaissance

IT Information Technology

JCIDS Joint Capabilities Integration and Development System

JCMB Joint Collection Management Board

JCS Joint Chiefs of Staff

JCWG Joint Collection Working Group

JIPCL Joint Intelligence Priority Collection List

JIOC Joint Intelligence Operations Centers

JOC Joint Operations Center

Joint Staff (JS) J262 Director, Enterprise Integration & Info Sharing

JSBA Joint Intelligence Interoperability Board System Baseline Assessment

JTF Joint Task Force

MASINT Measures and Signature Intelligence

x

M-I Multi-Intelligence

MIB Morning Intelligence Brief

MIDB Modern Integrated Database

MISREP Mission Report

MN Multinational

NCA National Command Authority

NGA National Geospatial-Intelligence Agency

NGO Non-Governmental Organizations

NPS Naval Postgraduate School

NTRB National Targeting Review Board

OPLAN Operations Plan

OPORD Operations Order

OPSIT Operational Situation

OSINT Open Source Intelligence

OV Operational View

PED Processing, Exploitation, and Dissemination

PIR Priority Information Requirements

POI Person of Interest

PR Production Requests

ROMO Range of Military Operations

RSC Regional Service Center

RFI Request for Information

SA Situation Awareness

SIA Senior Intelligence Analyst

SIGINT Signals Intelligence

SME Subject Matter Expert

SU Situation Understanding

TST Time Sensitive Targeting

USD(I) Under Secretary of Defense for Intelligence

VOI Vessel of Interest

1

1.0 INTRODUCTION

Joint Intelligence Operations Centers (JIOC) are “the primary intelligence organizations

providing support to joint forces at the operational and tactical levels. The JIOC integrates the

capabilities of Director of National Intelligence (DNI) Service, combat support agency, and

combatant command intelligence assets to coordinate intelligence planning, collection

management, analysis, and support” (JP 2-0).

The JIOC objective is to direct and provide 24/7 intelligence support to theater forces and

national customers. This support includes:

All source political/military intelligence

Theater situational awareness

Support to counterterrorism operations

Targeting support

Management of theater collection requirements and collection sensors

Significant support is also provided to intelligence campaign planning, and theater engagement

requirements.

The JIOC Information Technology (IT) Enterprise for 2010-2015 Initial Capabilities Document

(ICD) envisions a network-centric, all-source Intelligence, Surveillance, and Reconnaissance

(ISR) capability that enables data discovery, collaboration, and shared services among

Combatant Commands (COCOMs), Military Services, Combat Support Agencies (CSA), the

Intelligence Community (IC), and Multinational (MN) partners. The JIOC IT Enterprise will

support COCOMs throughout the Range of Military Operations (ROMO) from the tactical to

strategic levels. JIOC Enterprise IT requirements are specifically focused on enabling JIOCs to

support COCOMs and their subordinates.

The Under Secretary of Defense for Intelligence (USD(I)) established a governance structure to

address COCOM JIOC information sharing needs. It oversees the design, implementation,

sustainment, and future improvement of the JIOC information sharing enterprise to support the

COCOMs as outlined in the April 2006 JIOC Execute Order. The JIOC information sharing

enterprise includes a combination of technology, policies, capabilities, processes, and data

standards needed to provide interoperable, net-centric intelligence, surveillance, and

reconnaissance (ISR) capabilities for joint and coalition forces.

Understanding current JIOC interoperability and capability issues that affect the conduct of joint

operations - technical and process – is critical for the successful planning and eventual transition

to the next generation JIOC enterprise. The purpose of this JIOC BPM study is to provide an

operational-level analysis/assessment that will be used as a baseline in support of subsequent

JIOC Governance Board enterprise planning, organization improvement, and investment strategy

decisions.

USD(I) and the Director, Enterprise Integration & Info Sharing (Joint Staff (JS) J262) tasked the

Naval Postgraduate School (NPS) to research JIOC enterprise operations and construct a baseline

Business Process Model (BPM). The model will document JIOC organization structure,

activities, and information flow. The tasks to be accomplished in the project are:

2

Construct a baseline JIOC BPM.

Determine the organizations and procedures used by COCOMs to implement their JIOCs.

Construct a COCOM-specific BPM.

Develop a methodologies for:

o identifying differences in COCOM JIOC implementation strategies

o associate gaps with, activities in the BPM architecture

o identifying system and process interoperability issues within and between JIOCs

Phases of the project are intended to support the JIOC Information Sharing Enterprise Board

efforts to:

Oversee the design, implementation, sustainment and future improvement of the JIOC

information sharing enterprise

Implement a JIOC governance process that drives national-to-tactical intelligence sharing

and interoperability capabilities

NPS past support to Joint Staff J2 for Joint Intelligence Interoperability Board System Baseline

Assessment (JSBA) interoperability studies will be extended to:

Provide support and develop a means to assess JIOC implementation progress

Support JIOC architecture team development efforts

Support the Defense Intelligence Agency (DIA) Architecture Engineering Working

Group and the Enterprise Architecture Working Group

The methodologies for developing COCOM JIOC BPMs and subsequent evaluation of JIOC

capabilities are reported here.

3

2.0 MODELING JIOC OPERATIONS

2.1 Business Process Model Description

Business Processes Models (BPM) focus on how specific business activities are performed, here

military intelligence activities. The components of this model are JIOC activities and associated

activities with which they share information. The model includes:

Information products that are used/produced by activity tasks

Organizations/people that perform the activities/tasks

Resources that are used to perform the tasks

Procedures that are followed to perform the activities (Concept of Operations

(CONOPS), Tactics, Techniques, and Procedures (TTP), Standard Operating Procedure

(SOP))

Figure 2.1 Business Process Model Components

Figure 2.1 illustrates the essential components of a BPM that models a process where

information is the primary product. The process modeled may be that of a whole organization or

one or many components of the organization. I.e., the processes modeled can be at any level,

from the lowest level such as typing a single letter to the complete process of a publishing

organization. The level at which the model is developed depends on the results one wishes to

produce from the model.

Figure 2.1 shows a single process. A BPM will normally contain a set of connected activities

and tasks that make up the total process of interest. Section 3 describes activities and tasks that

are included in the JIOC baseline BPM. The JIOC baseline BPM described here does not

include systems.

JIOCs provide intelligence information for military activities. The activities and tasks included

in the model are those needed to provide this information. Following is an example of activities

and tasks performed to support a specific military operation:

Business Process Information Input Information Output

Performing

People/Organizations

Resources

Systems

Archived Information

Procedures

Requirements

Situation

4

Operation – Ship Entering a Port

JIOC Operation – Support Port Visit with relevant intelligence

Activity 1 – Determine Information Needs

Task 1.1 – determine local situation

Task 1.2 – determine ship capabilities

Activity 2 – Determine Collection Requirements

Task 2.1 – determine information already available

Task 2.2 – request collection

Activity 3 – Task Collection Activities

Task 3.1 – determine collection capabilities

Task 3.2 – correlate requirements with capabilities

Task 3.3 – forward collection requests

Activity 4* – Collect Information (not a JIOC activity)

Task 4.1 – assign assets

Task 4.2 – execute collection

Task 4.3 – forward collected information

Activity 5 – Assess Information

Task 5.1 – correlate information with situation

Task 5.2 – develop threat assessment

Activity 6 – Provide Threat Assessment

Task 6.1 – disseminate threat assessment

*Note that Activity 4 is not performed by a JIOC but by some other organization. It is included

in the activity list because it is an important part of supporting the ship operation and is needed in

the BPM to have information inputs and outputs for JIOC activities. Other organizations are

included in the BPM if they are needed to provide complete JIOC information flow.

The above is only an illustration of a set of activities the tasks needed to carry out the activities.

It does not show all of the activities and tasks needed to support the operation. The JIOC BPM

includes all activities and tasks needed to carry out JIOC operations.

It is important to recognize that there is no one, or right, way to segment an organization’s

activities into an activity/task structure. What one does is develop a structure that is appropriate

for what is to be studied or learned. For the JIOC Baseline BPM shown in this report the

overarching structure is the intelligence activities contained in Joint Publication 2.0 (JP-2.0).

The structure under these activities has been developed to insure completeness and effectiveness

for evaluating JIOC capabilities.

2.2 BPM Depictions

A process model is a depiction of processes, resources, products, and the “actors” (people and

organizations) involved in executing the processes. Large organization processes are complex (a

5

JIOC is certainly complex) and some sort of visualization/depiction is needed for understanding

processes structure, and hence the model. We use three depictions here:

1. Department of Defense Architecture Framework, Operational View (OV-5)

(Section 4)

2. Swim-lane activity diagrams (Section 5)

3. Intelligence processes operational threads (Section 6)

Number three provides diagrams needed by the Architecture Engineering Support Group

(AESG) requirement to produce operational threads for the JIOC functional CONOPS.

Depiction 1, the OV-5: This activity and task hierarchy structure is built on the six intelligence

process activities defined in JP 2-0. For our structure we name these “Principal Activities”.

They are:

Planning and Direction

Collection

Processing and Exploitation

Analysis and Production

Dissemination and Integration

Evaluation and Feedback

The JIOC Operational Order (OPORD) directs a change in emphasis in intelligence operations

with its stress on the purpose of intelligence being to support operations. Because of this we have

added a seventh Principal Activity to our BPM structure.

Intelligence Support to Operations

The BPM structure is as follows:

Principal Activity

Activity-1

Task-1.1

Task-1.2

etc.

Activity-2

Task-2.1

Task-2.2

Task-2.3

etc.

etc. for all 7 Principal Activities

There are sub-tasks, resulting in a 4-level structure (see the OV5 diagrams in Section 4). Input

information is needed for task performance, and tasks produce information that is consumed by

other tasks.

6

The specific activity structure used here is in conformance with the Joint Pubs and with the

OPORD, but not defined by those documents. The documents leave a fair amount of room for

interpretation. For example, collection planning in the Joint Pubs is shown under both “Planning

and Direction” and under “Collection”. In all cases where there is lack of definition we have

constructed the activity structure so as to be most efficient for BPM construction. We have

constructed a conforming and sufficient structure, not an only-possible or necessarily best

structure.

Depiction 2, Swim-Lane Diagrams: A swim-lane is a visualization diagram that shows the

organizations that performs JIOC tasks at the head of a lane and the tasks it performs as labeled

boxes in its lane. The box labels identify the tasks and also specify the information produced by

that task. Arrows between the activity boxes show the sequence of tasks. This depiction

contains:

Processes (activities and tasks) that are executed

Activity/task sequence

Information produced and exchanged

Performing organizations

The OV-5 and swim-lane depiction use the same color code for the activity/task structure. The

swim-lane diagrams and a complete description of the presentation are given in Section 5.

Time flows roughly left to right in the swim-lane diagrams. However, one cannot infer that a

task block that is to the right of another must occur later in time. One can infer task sequencing

from the arrows that connect the tasks.

Depiction 3, Basic Intelligence Threads: An Thread is a portion of the BPM that is readily

identified as a well-defined JIOC activity that contains a number of tasks, such as Collection

Management. Such thread groupings are identified by a particular color code, and all of its tasks

have that color code. The color codes will be explained in Section 4.

The AESG is in the process of producing Operations Threads for the JIOC Functional CONOPS,

with 40 threads planned. The threads the AESG is developing conform closely to segments of

the JIOC baseline BPM. For this third depiction we have segmented the BPM into those

portions that produce threads in order to satisfy AESG requirements. 25 threads have been

produced and are shown in Section 6.

2.3 BPM Employment

A BPM is developed to map and understand a complex set of interrelated processes. Following

are very brief descriptions of potential uses for the JIOC baseline BPM to meet JS J2 and DIA

needs. Results of such studies are not reported here.

7

2.3.1 Assessing JIOC Capabilities

JIOCs are relatively new intelligence operations organizations that are being implemented across

the DoD. Because of mission differences and other factors, implementation is not the same at all

commands. The Baseline BPM contains the full set of activities and tasks that are to be

accomplished by all JIOCs. Comparing individual JIOC operations to the established activities

and tasks can be used to determine if those tasks are performed and how well. How well they are

performed is not in itself a sufficient evaluation. Comparison must be made to an established

capability threshold. Such thresholds can be defined through documents such us Initial

Operational Capability (IOC) and Full Operational Capability (FOC). IOC and FOC

specifications are coarser grained than the tasks in the BPM. Thus, additional thresholds at the

task level need to be defined for a detailed assessment of JIOC capabilities.

2.3.2 Comparing JIOC Capabilities

Differences in capabilities of the JIOCs at different commands are to be expected if for no other

reason than differences in resources (possible reasons for differences are not discussed here).

The baseline BPM provides a means to identify differences in implementation and effectiveness

at the activity and task level. This can be done by comparing both JIOCs to the thresholds noted

above or by comparing task capabilities directly. Another outcome of such comparisons is to

determine cause-and effect for capabilities variations, and to propose corrections.

2.3.3 CONOPS, SOP, and TTP

There is a direct relationship between a BPM and associated CONOPS, SOP, and TTP. The

BPM maps out the activities and tasks that are described in the guidance documents, making

explicit the sequence of activities and how they are implemented. Comparison of a specific

JIOC’s BPM to the guidance documents for conformance can reveal deficiencies in procedures

(or deficiencies in the documents). As an example, in Pacific Command (PACOM), the Joint

Collection Working Group is attended by all J-Codes. This is a specific concept for collection

management that is not in current CONOPS.

2.3.4 Experiment/Test Development

We address here operational capabilities testing, not system capabilities tests. Testing

operational capabilities requires that a sequence of operational activities be executed. One has to

insure that the activities executed will produce results that address the question being asked.

There are a number of question types that can be addressed. E.g., does use of a particular system

improve operations, are personnel sufficiently trained, are the procedures effective, etc.? In all

cases an operational activity, or sequence of activities, has to be executed in order to produce a

valid test. The BPM architecture is used to identify the appropriate activities.

8

2.3.5 Understanding Gaps

Deficiencies in operational capabilities are commonly referred to as gaps. Gaps come in many

flavors: systems, personnel, procedures, etc. Identifying a gap is fairly straightforward.

Identifying solutions, essentially cause-and-effect is not easy; doing so is aided by using the

BPM. The BPM provides a direct correlation between an operational activity, or sequence of

activities, and the identified operational capabilities gap.

2.3.6 Joint Capabilities Integration and Development System (JCIDS)

JCIDS is the methodology used by DoD for procurement decisions. A step in the methodology

is to provide an architecture visualization as part of requirement validation and also to

demonstrate that the solution proposed has potential for success. Using a BPM architecture to

illustrate how a system would support an activity and address a particular shortfall is an efficient

means for providing validation of the procurement proposal.

2.3.7 Status Determination and Visualization

The ultimate interest in using the BPM is to assess operational capabilities. Capabilities are the

result of the ability to perform many interrelated tasks. When determining operational

capabilities status one wishes to determine cause-and-effect, which involves determining the

contribution (positive and negative) of the many tasks involved in the process. With so many

tasks an efficient means is needed to sort through the effects. Reporting status through an

architecture-visualization is one of the best ways to do this. Pointing and clicking on activities

and tasks in either the OV-5 or the swim-lane presentation can provide the visual access to

underlying status information. All of the needed status information can be archived, accessed,

and visualized through the architecture. A preliminary design for this capability has been

formulated and is presented in the PACOM JIOC BPM report. Status information would be

contained in a database and is accessed by links in the architecture boxes. Changing the

information in the database automatically updates the status information that is accessed. This

full construct can be implemented in the Naval Postgraduate School (NPS) Fleet Innovation and

Research Enterprise (FIRE) knowledge management system.

2.3.8 Simulation

A simulation is an executable model that is based directly on the model architecture. It is created

by setting up a means to time step through a sequence of tasks. Simulation development requires

establishing parameters for the task blocks and a rule set for how activity performance depends

on the parameters. Simulation results are produced by time stepping through the activities to

determine overall performance. The key to developing a valid simulation is providing

parameters and rules that realistically represent operational performance. The number of rules

and parameters can become very large. This topic is not addressed further in this report except to

note that the BPM is the underlying model for JIOC performance simulation.

9

3.0 BASELINE JIOC GENERIC ORGANIZATIONS

The BPM presented here is a baseline, designed to be applicable across all JIOCs. All JIOCs are

required to perform the same activities, those defined by Joint Pubs 2. Because JIOCs are

organized differently, depending on resources and the desires of the COCOM Commander, it is

necessary to use generic organizations in the baseline as the activity performing entities. The

BPM for a specific JIOC will be derived from the baseline by replacing generic organizations

with its specific ones.

COCOM activities are managed by the J-codes, J2, J3, J4, J5, and J6. This project is mainly

concerned with J2 and J3 activities and those organizations are represented in the model.

Coordination activities across the J-codes are identified as being done by coordination boards

with generic titles (or real titles where appropriate such as the Joint Collection Management

Board (JCMB)).

COCOMs interact with many national-level organizations and agencies. These are lumped

together into two generic organizations, one for command/oversight activities and one for

analysis activities.

The following are the generic organizations arranged in their command hierarchy. Explanations

of the function of each follow the list.

National Command and Agencies

Agency Analysts

COCOM Commander

J-Code Boards

J2

Intelligence Management

Production Management

JIOC Watch

Red Team

Intelligence Specialists

Intelligence Analysis

Intelligence Archives

J3

Joint Operations Center (JOC)

Systems Management

Collection Management

Collection Assets

Component Command

Component Analysis

Coalition Command

Coalition Analysis

10

National Command and Agencies – National command organizations that set intelligence

priorities/guidance, e.g., Joint Chiefs, National Command Authority (NCA); National agencies

that specify their intelligence requirements, e.g., Central Intelligence Agency (CIA), National

Geospatial-Intelligence Agency (NGA), Federal Bureau of Investigation (FBI).

Agency Analysts – analysts within the agencies that produce intelligence products and collaborate

with COCOM JIOC analysts.

COCOM Commander – the Commander and his/her staff, for the purpose of setting COCOM

requirements and guidance.

Cross-Code Collaboration Boards – coordination/management boards that function across the J-

codes, e.g., JCMB.

J2, J3 – COCOM intelligence and operations command organizations.

Joint Operations Center (JOC) – monitoring and controlling intelligence collection and

assessment operations.

Organizations Under J2:

Intelligence Management – all intelligence management positions under J2, any position that

assigns and monitors intelligence tasks, e.g., Senior Intelligence Analyst (SIA), Division and/or

Branch managers.

Production Management – specific organization that manages intelligence production, that

coordinates with national production procedures in accord with Defense Intelligence Assessment

Protocol (DIAP).

JIOC Watch – continuous monitoring of intelligence activities within the COCOM and

coordination of intelligence operations with outside organizations.

Red Team – organization assigned independent red assessments, and to propose alternate

analyses of red intent and Course of Action (CoA).

Intelligence Specialists – specialists in specific intelligence areas, e.g., air, land, cyber;

intelligence type specialists, e.g., Geospatial Intelligence (GEOINT), Measures and Signature

Intelligence (MASINT).

Intelligence Analysis – organizations responsible for intelligence analysis, assessment, and

product dissemination.

Intelligence Archives – any permanent archive of intelligence information, e.g., Modern

Integrated Database (MIDB).

11

Collection Management – organizations that manage collection requirements and tasking, e.g.

Collection Cell, Joint Collection Working Group (JCWG), collection managers within Divisions

and Branches.

Collection Assets – organizations that assign, operate, and control collection assets of all type,

including system and human. Collection assets are both within and outside the COCOM.

Systems Management – that portion of J6 and the Regional Service Center (RSC) that provides

intelligence and Common Operational Picture (COP) systems support, primarily Global

Command and Control System (GCCS) and Distributed Common Ground Station (DCGS).

Organizations outside of the COCOM:

Component Command – command portion of the components that belong to the COCOM.

Component Analysis – analysis functions within COCOM components.

Coalition Command – foreign coalition partner commands, Non-Governmental Organizations

(NGO) may be included.

Coalition Analysis – analysis functions within coalition partners, also possibly NGOs.

12

4.0 BASELINE JIOC OV-5

The basic six intelligence activities from JP-2.0 and one from the JIOC Execute Order (EXORD)

were introduced in Section 2. Figure 4.1 presents the activity structure p[resented in a DODAF

OV-5 diagram.

JIOC BPM OV-5

Levels 1-2

Plan &

Direct

Collect

Process &

Exploit

Analyze &

Produce

Disseminate

& Integrate

Evaluate &

Feedback

Intel Support

to Operations

Long-Term

Strategy

Near-Term

Intel Ops

Collection

Planning

Process

Information

Exploit

Information

Analyze

Intel Info

Produce

Products

Disseminate

Products

Integrate

Products

Intelligence

Operations

Intelligence

Products

Operation

System

Management

Collection

Execution

Forward

Deployment

Situation

Understanding

Intelligence

Support

Geo-Int Ph-1

Exploitation

Figure 4.1 OV5 diagram of JIOC baseline activity structure (top two levels)

The top two levels of the activity structure are shown in the figure. There are two more levels

(task levels). The OV-5 diagrams that include these lower levels follow.

The above color scheme is used to readily identify activities. The interior box color indicates the

Activity Category and the outline color the Activity Type. Tasks types within each activity are

indicated by solid or dashed/dotted borders, as is seen in the following figures. This color

scheme is also used in the swim-lane diagrams.

Figure 4.2 shows the activity structure OV-5 for the top three levels. Figures 4.3 through 4.9

include the structure for level four, the lowest task level.

Activity

Type

Activity

Category

13

JIOC BPM OV-5

Levels 1-3

Plan &

Direct

Collection

Process &

Exploit

Analyze &

Produce

Disseminate

& Integrate

Evaluate &

FeedbackIntel Support

to Operations

Plan

Long-Term

Strategy

Direct

Near-Term

Intel Ops

Geo-Int

CollectionProcess

InformationExploit

Information

Analyze

Intel Info

Produce

Products

Disseminate

ProductsIntegrate

Products

Intelligence

Operations

Intelligence

ProductsOperation

System

Management

Multi-Int

CollectionForward

Deployment

Situation

Understanding

Intelligence

Support

Guidance

Plans

Resources

Intel

Operations

Geo-Int

Collection

Guidance

JTF

Transition

Deploy

Personnel

HA/DR

Transition

Collection

Planning

Collection

Execution

Transform

Data

Data

Correlation

Operations

SA

Forward

to Analysts

Evaluate

Information

Interpret

Information

Analyze

Information

Support

Requests

Operations

Support

Targeting

IO

CT

Threat

Tracking

AT / FP

HA / DR

Figure 4.2 OV5 diagram of JIOC baseline activity structure (top three levels)

14

Plan &

Direct

Plan Long-Term

Strategy

Forward

Deployment

Direct Intelligence

Operations

Capability

GapsNet & Comms

Architecture

Incorporate

Nat & Def Intel

Strategies

Personnel

Aug Require

Develop

PIRs

PR

Management

Intelligence

Focus Areas

RFI

Management

Assess Intel

Shortfalls

Federation

Plan

Night

OrdersRed Team

Direction

Form Ad-Hoc

Teams

Approve Collect

Plan / JIPCL

Theater Intel

Architecture

Resource

Requests

Request

National Collect

Incorporate

JCS Guidance

Commander’s

Guidance

Establish

Intelligence

Workflow

Theater

Security Plan

Develop

OPLANs

Comp & Coal

Requirements

Transition

Plans

Commander’s

Briefing

Determine

EEI from PIR

Develop

PRs / RFIs

Guidance

Resources

Plans

Personnel

Training

Intelligence

Operations

Geo-Int

Collection

Near-Term

Guidance

Daily Intel

Coord

Manage OPLAN

JTF Transition

Deploy

Personnel

Establish Org

And Command

Staff

JTF Command

Assign

Personnel

NIC

Deployment

Call Up,

Deploy

Reserves

Manage HA/DR

Transition

Commander’s

Guidance

JTF

Support

Coordination

w Locals

Determine

Force Require

Responder

Coordination

Execute

OPLAN

Transition

Support

Develop

JIPCL

Direct

For Collection

Figure 4.3 OV5 diagram of activity structure for the Plan and Direct activity

15

Collect

Collect

Task

Collection

Exploit G-I

Collection

Monitor

Collection

Evaluate Collect

ID Shortfalls

Retask

Collection Assets

Report Collection

Status (FLTREPs)

Assess

Capabilities

Task Collect

Units

Execute

Phase-1 Exploit

Execute Phase-1

Image Analysis

Evaluate

FLTREPs

MISREPs

Unit Assign

Assets

Feedback Asset

Shortfalls

Multi-Int

Collection

Political

& Embasy

Law

Enforcement

HUMINT

OSINT

Archive Inel

Information

Collection

Execution

National

Agency

Platform

Approve

Ad-Hoc Collect

Collection

Planing

Determine

Shortfalls

Develop

CRs

Develop

Collection Plan

Develop

PED Plan

Coordinate w

Comp/Coal

CRs

Coordinate w

Comp/Coal

Collect Plans

Request Other

Collection

Request Own

Colledtion

Figure 4.4 OV5 diagram of activity structure for the Collect activity

16

Process &

Exploit

Process

InformationExploit

Information

Transform

Data

Intel Specialist

Processing

Distribute Info

to Ops (COP)

OpSiT

Correlation

Forward Info

for Analysis

Determine Info

Impact on Ops

Collaborate

w JIOC Watch

Process

Operations

SA

Fuse Multi-

Source Info

Fuse Info w

Requirements

Evaluate Applic

to Requirement

Correlate Info

w Requirements

Distribute Info

to Teams,

Cells, analysts

Figure 4.5 OV5 diagram of activity structure for the Process and Exploit activity

17

Analyze &

Produce

Interpret

Information

Evaluate

InformationAnalyze

Information

Produce

Intel Products

Assess Ops

Environ Impact

Evaluate

Adversary

Capabilities

Develop

Adversary COA

Information

Quality /

Content

Threat Specialist

Analysis

INTELINK

Products

JIOC Watch &

JOC Products

OPLAN

Updates

MIDB

Updates

PR & RFI

Responses

Daily Update

Briefing

Assess Near-

Term Ops

Impact

Detrmine

Emerging I&W

BDA

Intelligence-Type

Analysis

Geographic

Political Analysis

Collaborate with

National

Agencies

Requirements

Met

RFI and PR

Responses

Emerging

Issue ID

Collaborate with

Comp and Coal

Propose New

Focus Areas

Request Ad-Hoc

Collection

FDO

Clearance

Information

Analysis

Develop

RFIs & PRs

Red Team

Evaluation

Ad-Hoc Team

Evaluation

Correlate, Fuse

Multi-Int Info

Daily Update

Information

Geo-Int

Coll Requests

Multi-Int

Coll Requests

Figure 4.6 OV5 diagram of activity structure for the Analyze and Produce activity

18

Disseminate

& Integrate

Integrate

Intel ProductsSituation

Understanding

Disseminate

Intel Products

COP

Integration

J-Codes Collab

for Operational

SU

Operational SA

Collaboration

J-Codes Collab

Dev Intel Require

I&W

INTELINK

Publication

Push Info

to GCCS

Update

OPLANs

Update

MIDB

PR & RFI

Responses

J-Codes Correlate

w Cmdr’s Intent

Reassess/Dev

Intel Focus Areas

System

Management

Monitor

GCCS

Report

GCCS Failure

Diagnose

GCCS

Restore

GCCS

Restore

COP

Manage

Comms Sysems

Push

BDA

Manage

Network

Spot

Reports

Coalition

Products

Commander’s

Briefing

Focus Area

Approval

Figure 4.7 OV5 diagram of activity structure for the Disseminate and Integrate activity

19

Evaluate

& Feedback

Evaluate

Intelligence

Operations

Evaluate

Intelligence

Products

Feedback

Modifications

Needs

Correct Deficient

Processes

Feedback

Improvement

Needs

Correct Product

Deficiencies

Intelligence

Ops Performance

Intelligence

Products Quality

Figure 4.8 OV5 diagram of activity structure for the Evaluate and Feedback activity

20

Intel Support

to Operations

Targeting

Operation

CT

AT / FP

Nominate

Targets

Review/Update

Target Folders

Coordinate

w NTRB

Update

OPLANs

Develop

ATO Targets

Coordinate

IO w DIA

Coordinate

IO with

CYBERCOM

Execute

IO Plan

Nat CT Policy

Coordination

AOR CT Plans

Coordination

Coordinate

AT/FP w CT

AT/FP

Assessment

Evaluate FP

Vulnerabilities

Push

FP Alerts

Pull Related

Intelligence

Request

BDA

Coordinate

IO with

Coordinate

IO with EW

Coordinate

IO with

Coordinate

IO with

Push Results

to Analyst

CT

Assessment

Push

CT Alerts

Execute

CT Plan

Ops Support

Requirement

Push

FLTREPs

Push Results

to Analysts

Intelligence

Support

Request

Geo-Int

Request

Multi-Int

Correlate

Information

Assessment

Results

I&W and

Alerts

IO

Push Info to

Operations

Push Reults

to Ops / COP

Support

Requests

Operations

Support

RFIs

Task

Cell

Request

Intel support

HA / DR

Assess

Threat to

Assess Local

Political

Assess

US Relations

Determine

Local Environ

Threat

Tracking

VOI

Tracking

POI

Tracking

Cross-AOR

Handoff

Correlate

Threats

Figure 4.9 OV5 diagram of activity structure for the Intelligence Support to Operations activity

21

5.0 SWIM-LANE DIAGRAMS

Swim-lane diagrams contain:

JIOC operations tasks

Organizations that perform them

Information exchanged between tasks

Task sequence

This depiction contains much more information that the OV-5 diagram, which only shows the

activity/task structure. It is the swim-lane depiction that is utilized for the BPM uses listed in

Section 2.3, including being the underlying model for simulation development.

5.1 Diagrams Description

With over 300 activities, each with one or more information exchanges, these diagrams become

complex. Specific symbols and conventions are used to make them easier to follow. The

conventions are shown in Figure 5.1.

Swim-Lane Diagrams Key

Org

an

iz

2

Org

an

iz

3

Org

an

iz

4

Org

an

iz

1 Task-A

Task-F

Task-E

Task-C

AA

AA

Information

Information

Task-B

Task-D

Archive InfoTask-G

Activity-2 Activity-3Activity-1 Activity-4

Task-X

Info

Task-X

Info

Figure 5.1 Swim-Lane Diagrams Symbols and Conventions

Swim-lane diagrams show the sequence of activities, but not the time when they occur. Time is

only roughly left to right. Even though Tasks B, D, and F are at approximately the same place

along the horizontal, there is no implication that they occur at the same time. Only the sequence

is important. Task D could be hours after Task-F, but it must occur after Task-C.

22

The four upper rectangles along the title bar show that there are four Activities in the diagram

(and their 7 tasks). The colors of the rectangles show that Tasks A and B are tasks under

Activity-1, etc.

Task-A Task-B

Task Blocks

A box contains text that identifies the task.

The header on a lane shows the organization that performs the activity, so A and B are

both performed by Organization-1.

The arrow shows that information that is produced by Task-A is passed on to Tasks B

and C for their use.

The information that is passed is indicated by the title of the task.

AA

Task-B

Task-F

AA

Information Throw and Catch (small circle)

Throw and catch can be used in place of arrows because the complete diagram is too messy with

only lines for information exchanges.

Activity-B sends its output information to Activity-F.

There can be more than one throw for a catch, and catches for a throw.

The letter codes in the throw-catch are used only for identification.

The color for the throw-catch indicates the principal activity-type involved.

Information

Information exchange The function is different than the throw-catch circles.

Throw-catch circles denote direct information exchange between two activities.

Rounded rectangles denote information sent to an organization. It may be used by any

activity, at any location, in the swim lane. There is no sequence associated with it. E.g.,

in Figure 5.1, the “blue” information can be used by any task done by Organizations 2 or

3, to the right of where the information is created or introduced into the lane.

Task-E can use the blue information and/or the information produced by Task-X (green),

which is somewhere else in the BPM diagram.

Tasks F and G can use information pulled from an archive and also the Task-X

information. The implication is that Task-X is executed before F and G.

5.2 JIOC Baseline BPM Swim-Lane Diagram

The full swim-lane diagram is presented in Figure 5.2.

23

JIOC Baseline Business Process Model v5.0

An

aly

sis

Te

am

Inte

ll S

up

t

to O

ps C

ells

Mu

lti-In

t

Co

llect O

rg

Inte

l

Arc

hiv

e

ISR

Asse

ts

Na

tnl C

md

& A

ge

ncie

s

Syste

m

Su

pp

ort

Ag

en

cy

An

aly

st

Co

mp

/Co

al

An

aly

st

JIO

C

Wa

tch

An

aly

st

Asse

ssm

en

t

Sp

ecia

lists

Ge

o-I

nt C

oll

Ma

na

ge

me

nt

Pro

du

ctio

n

Ma

na

ge

me

nt

Inte

llig

en

ce

Ma

na

gm

en

tJO

CC

om

p/C

oa

l

Co

mm

an

d

CO

CO

M

Cm

dr

J2

J3

J-C

od

e

Bo

ard

s

JCS

GuidanceDefense

Intel

Strategy

NIPF

Component

Requirements

JCS Intel

Requirements

NIC

Requirements

Asset

Status

Intelligence

Archive

Cmdr’s

Brief

Operations

Environment

MIDB

Cell

Output

Intelligencve

Tasking

Cell

Output

OPLANs

Targeting

PR / RFI

Requests

Emerging

PR / RFI

Nominate

Targets

Request

BDA

Collection

Develop

ATO

Targets

Update

OPLANs

Coordinate

w NTRB

Review/Update

Target Folders

Political &

Embassy

Information

Archive Intel

Information

OSINTHUMINT

Law

Enforcement

Information

Manage

Comms

Sysems

Restore

GCCS

System

Diagnose

GCCS

Manage

Network

Colaborate

Comp/Coal

CRs

National

Agency

Collaboration

Develop

PRs / RFIs

Comp/Coal

Collaboration

BDA

Correlation

Red Team

Evaluation

Fuse

Multi-Source

Information

Ad-Hoc

Team

Evaluation

Emerging

Issue ID

Corelate,

Fuse

Multi-Int Info

Geographic/

Political

Analysis

Intelligence-

Type

Analysis

Threat

Specialist

Analysis

Evaluate Info

Quality /

Content

Propose

New

Focus Areas

Determine if

Info Requirements

Are Met

Detrmine

Emerging

I&W

Assess

Near-Term

Ops Impact

National

Agency

Collaboration

Component &

Coalition

Collaboration

Develop

Adversary

COA

Operations

Environment

Impact

Evaluate

Adversary

Produce

OPLAN

Updates

FDO

Clearance

Produce

PR & RFI

Responses

Produce

BDA

Produce

MIDB

Updates

JIOC Watch

And JOC

Productioon

Produde

INTELINK

Products

Publish

Products

to INTELINK

Correct

Product

DeficienciesPost/Dissem

PR & RFI

Responses

Push

Products to

Coal Partners

Update

MIDB

Push/Post

BDA

Update

OPLANs

Push Info

to GCCS

Report

COP

Failure

Report

COP

Failure

Monitor

GCCSRestore

COP

Monitor

GCCS

Restore

COP

Evaluate

FLTREPs

MISREPs

Phase-1

Exploit

Phase-1

Image AnalReport Collection

Status (FLTREPs)

Retask

Collection

Assets

Evaluate

Collection

ID Shortfalls

Monitor

Collection

Distribute

Unit Tasking

Feedback Asset

Tasking Shortfalls

Unit Assign

Assets

Develop

Unit Tasking

Assess

Asset Status

Intel-Ops

Integration

Operational SA

Collaboration

Distribute

Information

to Ops (COP)

Watch -

Analyst

Collaboration

Correlate

Information

With OpSIT

Determine

Information

Ops Impact

Intel

Specialist

Process Info

Transform

Data

Request

National

Collect

Develop

PED Plan

Develop

Collection

Plan

Develop

CRs

Colaborate

Comp/Coal

CRs

Form

Ad-Hoc

Teams

Direct

Red

Team

Night

Orders

Establish

Intel

Workflow

Manage

PRs

via DIAP

Manage

RFIs

Evaluate

Intel Ops

Performance

Feedback

Product

Improve

Evaluate

Intel Product

Quality

Feedback

Mod Needs

Correct

Deficient

Processes

Develop New

Focus Areas

Emerging

PRs / RFIs

Operational SA

Collaboration

Operational SA

Collaboration

Intel-Ops

Integration

Intel-Ops

Integration

Establish

Focus Areas

Reassess/Dev

Intel Focus

Areas

Correlate w

Cmdr’s Intent

Develop

Intel Require

Ops SU

Collaboration

Monitor /

Direct

Operations

Approve

JIPCL

Determine

EEIs

Net &

Comms

Architecture

Develop

Cmdr’s

Briefing

Ops

Guidance

Identify

Capability

Gaps

ID Persnl

Augment

Require

Develop

Transition

Plans

Develop

OPLANs

Develop

Theater

Security Plan

Incorporate

JCS

Guidance

Develop

Cmdr’s

Guidance

Develop

Theater Intel

Architecture

Incorporate

Nat & Def

Intel Strategies

Develop

PRs

RFIs

Establish

Focus

Areas

Develop

PIRs

Develop

PRs

RFIs

I & W

I & W

I & W

Spot

Report

I & W

I & W

I & W

I & W

Develop

PRs &

RFIs

Request

Ad-Hoc

Collection

Configure

COPAlerts

BDA

BDA

M-I

CR

Assess US

Relations

Impact

Assess Local

Political

Situation

Assess

Threat to

Responders

Determine

Local

Environment

HA / DR

PRs/

RFIs

Plan Long-Term

Strategy

Direct Intelligence

Operations

Forward

DeploymentCollection

Planning

Multi-Int

Collection

Process

Information

Exploit

Information

Information

AnalysisProduce Intel

ProductsDisseminate

Intel Products

System

Management

Situation

Understanding

Integrate

Intel Products

Evaluate

Intel Operations

Evaluate

Intel Products

Intelligence

SupportTargeting

Threat

TrackingAT/FPCTIO HA/DR

Incorporate

Comp & Coal

Requirements

Personnel

Training

Plan

Assess

Intel

Shortfalls

Federation

Plan

Resource

Requests

Develop

PIRs

Execute

OPLAN

Execute

OPLAN

Establish

Org &

Cmd

Establish

Org &

Cmd

Commander’s

HA/DR

Guidance

Determine

if JTF

Force

Requirements

Determine

if JTF

Coordinate

w Locals

Responder

Coordination

Assign

Personnel

Reserves

NIC

Pull Related

Intel

Push Ass

to Ops/COP

Correlate

Informaton

w Reauest

Assess

I & W,

Alerts

Push Info

to Ops

Intelligence

Tasking

AT/FP

Assessment

Push

FP Alerts

Anti-Terrorism / Force Protection

Evaluate FP

Vulnerbilities

Coordinate

AT/FP

with CT

Platform

Information

Agency

Information

Fuse Info

With

Requirements

Eval

Applicability

To Requirement

Processed

Information

Dist Info to

Teams, Cells

Processed

Information

G-I Collect

Results

M-I Collect

Results

COP

Data

Processed

Information

RFI & PR

Responses Daily

Update

Information

Develop

PRs / RFIs

PR

PR

Read Book

/ MIB

Read Book

/ MIB

I & W

Ops Support

Requirement

Ops Support

Requirement

Ops Support

Requirement

Multi-Int

CRs

Geo-Int

CRs

Approve

Ad-Hoc Collect

Spot

Report

Spot

Report

Spot

Report

Spot

Report

Spot

Report

Spot

Report

Operations

Red Team

Self Tasking

Red Team

TaskingAnalyst

Collaboration

Analyst

Collaboration

Ad-Hoc Team

Tasking

Team

Results

Cell

Output

Cell

Output

Pertinent

Intelligence

Pertinent

Intelligence

Pertinent

Intelligence

Pertinent

Intelligence

Pertinent

Intelligence

Pertinent

Intelligence

Execute

OPLAN

Establish

Org &

Cmd

Pertinent

Intelligence

Collection

Execution

Direct for

Collection

Develop

CRs

Develop Own

Collect Plan

Coordinate

Collect Plans

Coordinate

Collect Plans

Develop

JIPCL

Request Own

Collection

Request Other

Collection

Direct for

MI

Collection

ID

ID

G-I

CR

A-H

CR

GI

G-I Collect

Results

GI

Develop

PRs

RFIs

Develop

PRs

RFIs

MIDBOPLANs

Post/

ArchiveCoalition

Network

Request

Intel

Support

Task

Cell

CT

Information Operations

Coordinate

IO w EW

CT

Coordinate

IO w Comp

Network Ops

Execute

IO Plan Cell

Tasking

Push

Results

to Analyst

Coordinate

IO w DIA

Coordinate

IO

w PSYOPS

Coordinate IO

w

CYBERCOM

Coordinate

IO w

Mil Deception

Execute

CT Plan

AOR

CT Plans

Coordination

National

CT Policy

Coordination

Counter Terrorism

Push

CT AlertsCross-AOR

Handoff

Correlate

Threats

Threat Tracking

VOI

Tracking

POI

Tracking

Daily

Update

Cmdr’s

Briefing

Input

Cmdr Brief

Input

Cell

Output

Daily

Guidance

Approve

National Coll

Evaluate

Collection

ID Shortfalls

Phase-1

Exploit

GI

NCR

NCR

Watch -

Analyst

Collaboration

Proposed

Focus

Areas

Report

OPSIT

Direct

Operations

Prepare

Read Book

/ MIB

Assigned

RFIs

Assigned

PRs

Ad-Hoc

Tasking

Ad-Hoc

Tasking

Daily

Guidance

Reauest Own

Collection

Standing

Collection

BDA CRs

Geo-Int

CRs

M-I Collect

Results

G-I Collect

Results

OPLAN

Staff Plan

Federation

Plan

Federation

Plan

Assign NIC

& Forward

Personnel

Provide

Forward

& NIC Staff

Provide

Forward

& NIC Staff

Stand Up

NIC

Staff JTF

Command

Staff JTF

Command

Forward

Local Team

Develop

RFIs

Request

Collection

Correlate

Informaton

w OPSITPertinent

Intelligence

Operations

Environment

Impact

Cell

Output

Cell

Output

Cell

Output

Cell

Output

Cell

Output

Cell

OutputRFI

RFI

Operations

Environment

Quality

Results

Quality

Results

Assigned

PRs

Figure 5.2 JIOC Baseline BPM swim-lane depiction

24

6.0 Baseline Intelligence Activities

Baseline intelligence activities are those activities and tasks that every intelligence center must

be able to execute. There is no best way to aggregate these activities into groups. The 25

groupings we present below are logical and in conformance with the Joint Publications activities.

Some tasks are included here that are not shown in the above OV-5 diagrams and the Baseline

BPM. This is in order to make these activity diagrams as complete and useful as needed to

evaluate JIOC capabilities. Section 7 shows how these diagrams can be used to evaluate JIOC

capabilities.

These are also swim-lane diagrams. As with the BPM, generic organizations are used. When

the BPM for a specific COCOM is developed, its specific organizations will be used and more

tasks will be included.

The basic activity groups are:

1 Plan long-term strategy

2 Near-term intelligence guidance

3 Manage intelligence operations

4 Production Request and Request For Information (RFI) Management

5 GEOINT Collection Planning

6 GEOINT Collection Execution

7 Multi-Int Collection

8 Watch / COP

9 GCCS Management

10 Information Analysis

11 Operations Assessment

12 Ad-Hoc team

13 Red Team

14 Targeting

15 Information Operations

16 Anti-Terrorism / Force Protection

17 Counter Terrorism

18 Humanitarian Assistance / Disaster Relief

19 Joint Task Force

20 Threat Tracking

21 Disseminate

22 Integrate

23 Situation Awareness and Understanding

24 Operations Support

25 Evaluate and Feedback

There is overlap between the activities, thus some tasks will appear in more than one diagram.

25

Plan Long-Term StrategyN

atn

l C

md

& A

ge

ncie

s

Co

mp

/Co

al

Co

mm

an

d

CO

CO

M

Cm

dr

J2

J-C

od

e

Bo

ard

s

JCS

GuidanceDefense

Intel

Strategy

NIPF

Comp/Coal

Requirements

JCS Intel

Requirements

NIC

Requirements

Cmdr’s

Brief

Net &

Comms

Architecture

Develop

Cmdr’s

Briefing

Identify

Capability

Gaps

ID Persnl

Augment

Require

Develop

Transition

Plans

Develop

OPLANs

Develop

Theater

Security Plan

Incorporate

JCS

Guidance

Develop

Cmdr’s

Guidance

Develop

Theater Intel

Architecture

Incorporate

Nat & Def

Intel Strategies

Incorporate

Comp & Coal

Requirements

Personnel

Training

Plan

Assess

Intel

Shortfalls

Federation

Plan

Resource

Requests

Figure 6.1 Plan long-term strategy

26

Near-Term Intelligence GuidanceA

na

lysis

Te

am

An

aly

st

Pro

d

Mg

mt

Inte

llig

en

ce

Ma

na

gm

en

tJO

CC

om

p/C

oa

l

Co

mm

an

d

CO

CO

M

Cm

dr

J2

J3

J-C

od

e

Bo

ard

s

Intelligencve

Directions

PR / RFI

Requests

Emerging

PR / RFI

Team

Evaluation

Propose

New

Focus Areas

Intelligence

Assessment

Form

Ad-Hoc

Teams

Direct

Red

Team

Establish

Intel

Workflow

Develop New

Focus Areas

Emerging

PRs

RFIs

Reassess/Dev

Intel Focus

Areas

Correlate w

Cmdr’s Intent

Develop

Intel Require

Collab

for Ops SU

Determine

EEIs

Establish

Focus Areas

Develop

PIRs

Develop

PIRs

Red Team

Tasking

Ad-Hoc Team

Tasking

Team

Results

Emerging

PRs

RFIs

Intelligence

Analysis

Report

OPSIT

Prepare

Read Book

/ MIB

Daily

Report

Read Book

/ MIB

Read Book

/ MIB

Direct

Operations

Establish

Focus Areas

Figure 6.2 Near-term intelligence guidance

27

Manage Intelligence OperationsA

ge

ncie

sJIO

C

Wa

tch

An

aly

st

& C

ells

Pro

d

Mg

mt

Inte

llig

en

ce

Ma

na

gm

en

tJO

CC

om

p/C

oa

l

Co

mm

an

dC

md

rJ2

J3

J-C

od

e

Bo

ard

s

Cmdr’s

Brief

PR / RFI

Requests

Emerging

PR / RFI

Develop

I&W

Assess

Near-Term

Ops Impact

Night

Orders

Manage

PRs

via DIAP

Manage

RFIs

Emerging

PRs / RFIs

Develop

Cmdr’s

Briefing

I & W

I & W

I & W

I & W

Develop

PRs/RFIs

PRs/

RFIs

Daily Update

Information

Daily

Update

Daily

Update

Ops Support

Requirement

Ops Support

Requirement

Ops Support

Requirement

Develop

RFIs

RFI

Develop

PRs/

RFIs

Ops Support

Tasking

Intel

Tasking

Daily

Update

Cmdr’s

Briefing

Input

Cmdr Brief

Input

Daily

Guidance

Assigned

PRs

Assigned

RFIs

Daily

Guidance

Develop

PRs/RFIs

Develop

PRs/RFIs

Develop

PRs/RFIs

Develop

Intel Guidance

Intel

TaskingAssmnt

Ad-Hoc

Tasking

Ad-Hoc

Tasking

Develop

Intel Tasking

Figure 6.3 Manage intelligence operations

28

Production Request & RFI Management In

tel

Arc

hiv

e

JIO

C

Wa

tch

An

aly

st

Pro

du

ctio

n

Ma

na

ge

me

nt

JO

CC

om

ma

nd

sJ3

Fulfill PRs

Via DIAP

Sort

PR / RFI

Emerging

PRs / RFIs

Develop

PRs /

RFIs

Emerging

PRs &

RFIs

PRs/

RFIs

RFIs to

Analysis

Develop

PRs

RFIs

Develop

PRs /

RFIs

Assessment

Results

Emerging

PRs / RFIs

Emerging

PRs / RFIs

Existing

Intel Info

Research

Request

Info

Avail

Fulfill

Request

Y

Validate

RequestN

Coll

Need

Return

For CR

Y

Develop

CR

Develop

CR

Develop

CR

N

PRs/

RFIs

PRs/

RFIs

PRs

Figure 6.4 Production Request and RFI Management

29

Geo-Int Collection Planning

An

aly

st

Na

tio

na

l

Co

ll

Ta

rge

t

Ce

ll

Co

mp

/Co

al

An

aly

st

Ge

o-I

nt C

oll

Ma

na

ge

me

nt

Pro

du

ctio

n

Ma

na

ge

me

nt

J-C

od

e

Bo

ard

s

Emerging

PR / RFI

Request

BDA

Collection

Colaborate

Comp/Coal

CRs

Request

National

CollectDevelop

PED Plan

Develop

Collection

Plan

Develop

CRs

Colaborate

Comp/Coal

CRs

Manage

PRs/RFIs

Approve

JIPCL

PRs/

RFIs

Direct for

Collection

Develop

CRs

Develop Own

Collect Plan

Coordinate

Collect Plans

Coordinate

Collect Plans

Develop

JIPCL

Request

Own

Collection

Request

Other

Collection

A-H

CR

Approve

National Coll

BDA

CR

Standing

Collection

Standing

Collection

Request Own

Collection

Approve

Collection

Re-Direct

Standing

Collection

Geo-Int

CRs

Geo-Int

CRs

Figure 6.5 GEOINT Collection Planning

30

Geo-Int Collection ExecutionJC

MB

Na

tio

na

l

Co

ll

ISR

Asse

tsA

na

lyst

Ge

o-I

nt C

oll

Ma

na

ge

me

nt

Asset

Status

Evaluate

FLTREPs

MISREPs

Phase-1

Exploit

Phase-1

Image

Anal

FLTREPs

MISREPs

Retask

Collection

Assets

Evaluate

Collection

ID Shortfalls

Monitor

Collection

Distribute

Unit

Tasking

Asset

Tasking

Shortfalls

Unit

Assign

Assets

Develop

Unit

Tasking

Assess

Asset

Status

Approve

Ad-Hoc

Collect

G-I Collect

Results

National

Collection

Phase-1

Exploit

JIPCI

Request Own

Collection

Figure 6.6 GEOINT Collection Execution

31

Multi-Int CollectionN

atio

na

l

Ag

en

cie

s

J2

X

(HU

MIN

T)

Pla

tfo

rm

Asse

ts

La

w

En

for

Sta

te

De

pt

An

aly

st

Pro

du

ctio

n

Ma

na

ge

me

nt

Political &

Embassy

Information

OSINT

Manage Theater

HUMINT

Law

Enforcement

Collection

Sort

Requests

Platform

Information

Agency

Information

M-I Collect

Results

Direct for

MI

Collection

PR /

RFI

M-I

CRs

Own

Platform

Information

HUMINT

CRs

Platform

CRs

LE

CRs

OSINT

CRs

Political

CRs

Other

Platform

Information

Manage Theater

Counter-Intel

Deconflict Theater

HUMINT

Deconflict Theater

Counter-Intel

HUMINT

Production

Request

Collection

Figure 6.7 Multi-Int Collection

32

Watch / COPD

IAJ3

Co

mp

/ C

oa

l

JIO

C

Wa

tch

JO

CIn

tel

Mg

mt

Ops

Guidance

Configure

COP

Watch

COP

Coord

Top-COP

Synch

Watch

COP

Coord

Watch

COP

Coord

Validate

Red Tracks

Track

Fusion

Track Info

Mgmt

OPSIT

COP

Synch

COP

Synch

COP

Synch

Intel Supt

Requests

Daily

Guidance

Daily

Guidance

Validate

Blue Tracks

Track

Fusion

Track Info

Mgmt

Configure

Red COP

Figure 6.8 Watch / COP

33

GCCS ManagementA

ge

ncy

An

aly

sts

Co

mp

/Co

al

Co

mm

an

d

JIO

C

Wa

tch

Syste

m

Su

pp

ort

JO

C Reboot

GCCS

Monitor

COP

Restore

COP Data

Inform

Watch

Failure-Tier

Assessment

GCCS Problem

Assessment

Performance

Documentation

Monitor

GCCS

DIA

GCCS

Collaboration

Restore

GCCS

Patch

GCCS

Collaborate

w/ DIA

Monitor

COP

Reboot

GCCS

Restore

COP Data

Restore

COP Data

Reboot

GCCS

Monitor

COP

Report

Problems

Report

Problems

Report

Problems

Figure 6.9 GCCS Management

34

Information AnalysisA

ge

ncy

An

aly

st

Co

mp

/Co

al

An

aly

st

JIO

C

Wa

tch

An

aly

st

Inte

llig

en

ce

Sp

ecia

lists

Inte

llig

en

ce

Ma

na

gm

en

tJO

C

Watch-

Analyst

Coordination

Fuse

Multi-Source

Information

Emerging

Issue ID

Corelate,

Fuse

Multi-Int Info

Geographic/

Political

Analysis

Intelligence-

Type

Analysis

Threat

Specialist

Analysis

Evaluate Info

Quality /

Content

Determine if Info

Requirements

Are Met

Distribute

Information

to Ops (COP)

Watch -

Analyst

Coordonation

Correlate

Information

With OpSIT

Determine

Information

Ops Impact

Intel

Specialist

Process Info

Transform

Data

Establish

Intel

Workflow

Determine

EEIs

Develop

PRs &

RFIs

Request

Ad-Hoc

Collection

Fuse Info

With

Requirements

Eval

Applicability

to Requirement

Collection

Results

COP

Data

RFI & PR

Responses

Develop

PRs &

RFIs

Develop

PRs &

RFIs

Multi-Int

CRs

Geo-Int

CRs

Pertinent

Intel

Pertinent

Intelligence

Pertinent

Intelligence

Pertinent

Intel

COP

DataOPSIT

OPSIT

Figure 6.10 Information Analysis

35

Operations AssessmentJ3

Ag

en

cy

An

aly

st

Co

mp

/Co

al

An

aly

st

JIO

C

Wa

tch

Asse

sso

rIn

telli

ge

nce

Ma

na

gm

en

tJO

C Operations

Environment

Agency

Collab

Comp

/ Coal

Collab

Corelate,

Fuse

Multi-Int Info

Propose

New

Focus Areas

Detrmine

Emerging

I&W

Assess

Near-Term

Ops Impact

Develop

Adversary

COA

Operations

Environment

Impact

Evaluate

Adversary

New

Focus Areas

Daily Update

Information

Pertinent

Intelligence

Pertinent

Intelligence

Pertinent

Intelligence

Daily

Update

Watch-

Analyst

Coordination

Dissem

I & W

Watch

Coordination

Operations

Impact

Figure 6.11 Operations Assessment

36

Ad-Hoc Team

An

aly

sis

J3

JO

CA

-H T

ea

mIn

telli

ge

nce

Ma

na

ge

me

nt

JIO

C

Wa

tch

Create

Team

Info

Analysis

Fuse

Info

Pull

Info

Assess

Info

Operational

Impact

Assessment

Team

Results

Assign

Analysts

Form

Team Y

Ad-Hoc

Request

Review

Directions

Assign

Analysts

OPSIT

OPSIT

Team

Results

Team

Results

Team

Results

Team

Results

Figure 6.12 Ad-Hoc team

37

Red TeamA

na

lysis

Inte

llig

en

ce

Ma

na

ge

me

nt

Re

d

Te

am

J2

Examine

Focus Areas

Review

Assignment

Access Intel

Inrormation

Generate

Study Topic

Review Intel

Assessments

Alternate

Assessment

I&W Cues

Geo-Div Anal

Collaboration

Red Team

Collaboration

Red Team

ResultsFocus

Areas

Red Team

ResultsTask

Red Team

AssessmentRed Team

Results

Figure 6.13 Red Team

38

TargetingIn

tel

Arc

hiv

e

G-I

Co

ll

Mg

mt

J3

Co

mp

/Co

al

Co

mm

an

d

Ta

rge

tin

g

Ce

llN

TR

B

ATO

Targets

Update

Tgt FoldersOPLAN

Targets

Review

Tgt Info

Update

DRS,

OPLAN

Nominate

Targets

Validate

Targets

Approve

Targets

Nominate

Targets

MIDB

New

Target

Info

Request

BDA

BDA

Request

Nominate

Targets

MIDBOPLAN

Figure 6.14 Targeting

39

Information Operations

An

aly

sis

IO Ce

ll

Na

tio

na

l /

Ag

en

cie

s

Computer

Net Ops

EW

PSYOPS

Military

Deception

Cyber-Ops

CT

Coord IO w

Nat Agencies

Coordinate

COCOM IO

DIA

IO Policy

IO

Coordination

IO

Plan

Plan Coordination

Execute

IO Plan

IO

Results

Figure 6.15 Information Operations

40

Anti-Terrorism/Force ProtectionJ3

Op

era

tio

ns

Su

pp

ort

Ce

ll

Inte

l

Mg

mt

JIO

C

Wa

tch

JO

CN

atio

na

l /

Ag

en

cie

s

Agency

Assessment

Threat

Assessment

AT/FP

Assessment

FP AlertsFP

Vulnerabilities

FP

VulnerabilitiesFP Threat

Package

HUMINT

Info

Law Enf

Info

Station

Info

Comp/Coal

Info

FP

Alerts

FP

VulnerabilitiesOPSIT

OPSIT

FP

Alerts

FP

Alerts

Alert

Operations

Unit

Figure 6.16 Anti-Terrorism / Force Protection

41

Counter TerrorismC

T C

ell

J3

Op

era

tio

ns

Su

pp

ort

Ce

ll

Inte

l

Mg

mt

JIO

C

Wa

tch

JO

CN

atio

na

l /

Ag

en

cie

s

DIA

CT Policy

CT Operations

Direction

All Agency

CT Meeting

CT Task

Coordination

COCOM

CT Nom List

Nat Intel

Prior Frame

Coordinate

CT Plans

DIA

Nat Intel

Prior Frame

All-Agency CT

Read-Ahead

IO

Coordination

CT

Assessment

AOR CT Info

CollaborationCT Alerts

HUMINT

Info

Law Enf

Info

Station

Info

Comp/Coal

Info

CT

Alerts

CT

Alerts

CT

Alerts

CT

Alerts

All Agency

CT Meeting

Execute

CT Plan

Figure 6.17 Counter Terrorism

42

HA/DRC

OC

OM

Cm

dr

HA

/DR

Te

am

JIO

C

Wa

tch

Na

tnl

Cm

nd

Inte

l

Mg

mt

JO

CC

om

p/C

oa

l

Wa

tch

J-C

od

es

Bo

ard

OPSIT

Assess US

Relations

Impact

Assess Local

Political

Situation

Assess

Threat to

Responders

Determine

Local

Environment

Operations

Impact

Pertinent

Intelligence

Cell

Tasking

Assess

Operations

Impact

M-I Collect

Results

G-I Collect

Results

Watch-Analyst

Coordination

Relations

Impact

Operations

Impact

Cmdr’s

HA/DR

Guidance

Determine

If JTF

Determine

If JTF

Force

Require

Assign

Personnel

Intel

Tasking

ReservesForward

NIC

OPSIT

OPSIT

Watch-Analyst

Coordination

Watch-Analyst

Coordination

Operations

Impact

Operations

Impact

Local Team

Relations

Impact

Relations

Impact

Figure 6.18 Humanitarian Assistance / Disaster Relief

43

JTFN

atio

na

l

Ag

en

cie

s

Co

mp

/Co

al

An

aly

sis

An

aly

sis

Inte

llig

en

ce

Ma

na

gm

en

t

Co

mp

/Co

al

Cm

nd

CO

CO

M

Cm

dr

J2

J3

J-C

od

e

Bo

ard

s

Net &

Comms

Architecture

Identify

Capability

Gaps

ID Persnl

Augment

Require

Develop

Transition

Plans

Develop

OPLANs

Develop

Theater

Security Plan

Develop

Theater Intel

Architecture

Assess

Intel

Shortfalls

Federation

Plan

Resource

Requests

Execute

OPLAN

Execute

OPLAN

Establish

Org &

Cmd

Establish

Org &

Cmd

Staff JTF

Command

Execute

OPLAN

Establish

Org &

Cmd

Staff JTF

Command

Stand Up

NIC

Assign

NIC Intel

Parsonnel

Provide

Forward

& NIC Staff

Federation

Plan

Federation

Plan

Assign

Forward Intel

Parsonnel

OPLAN

Staff Plan

Provide

Forward

& NIC Staff

Execute

Federation

Plan

Execute

Federation

Plan

Figure 6.19 Joint Task Force

44

Threat TrackingT

hre

at T

rack

Te

am

JIO

C

Wa

tch

Inte

l

Mg

mt

JO

CC

om

p/C

oa

l

Wa

tch

J3

M-I Collect

ResultsPertinent

Intelligence

G-I Collect

Results

Ops Support

Request

Task

Cell

Cross-AOR

Handoff

Correlate

Threats

Cell

Tasking

VOI

Tracking

POI

Tracking

Threat

Cross-AOR

Handoff

Cross-AOR

Handoff

Processed

Information

Threat

Assessment

Threat

Threat

Threat

Figure 6.20 Threat Tracking

45

Disseminate J-C

od

e

Bo

ard

s

An

aly

sis

Te

am

Inte

l

Ce

lls

Inte

l

Arc

hiv

e

JIO

C

Wa

tch

An

aly

st

Inte

l

Mg

mt

JO

CC

om

p /

Co

al

MIDB

Cell

Output

OPLANs

Review/Update

Target Folders

Team

Evaluation

Detrmine

Emerging

I&W

Assess

Near-Term

Ops Impact

Produce

OPLAN

InformationFDO

Clearance

Produce

PR & RFI

Responses

Produce

BDA

Produce

MIDB

Updates

JIOC Watch

And JOC

Productioon

Produde

INTELINK

Products

Publish

Products

to INTELINK

Post/Dissem

PR & RFI

Responses

Push

Products to

Coal Partners

Update

MIDB

Push/Post

BDA

Update

OPLANs

Push Info

to GCCSI&W

I & W

I & W

I & W

I & W

Daily Update

Information

Team

Results

Cell

Output

MIDBPost/

Archive

Push

Cell

Results

Daily

Update

Cell

Output

COP

UPDATE

COP

UPDATE

Produce

OPLAN

Information

Disseminate

Watch

Products

PACMIS

PACMIG

COP

Shot

Figure 6.21 Disseminate

46

IntegrateA

na

lyst

Inte

l

Mg

mt

Wa

tch

es

Co

mp

/

Co

al

CO

CO

M

Cm

dr

J2

J3

J-C

od

e

Bo

ard

s

Cmdr’s

Brief

Propose

New

Focus Areas

Detrmine

Emerging

I&W

JIOC Watch

And JOC

Productioon

Push Info

to GCCS

Watch

Integration

of Intel to Ops

Operational SA

Collaboration

Propose

New

Focus Areas

Revise Intel

Focus Areas

Operational SA

Collaboration

Component

Integration

of Intel to Ops

Focus Area

Approval

Reassess/Dev

Intel Focus

Areas

Correlate w

Cmdr’s Intent

Develop

Intel

Requirements

Collab

for Ops SUDevelop

Cmdr’s

Briefing

I & W

I & W

I & W

I & W

I & W

Daily Update

Information

Daily

Update

Daily

Update

Cell

Output

Cell

Output

Push

Cell

Results

Daily

Update

Cmdr’s

Briefing

Input

Cell

Output

Direct

Operations

Figure 6.22 Integrate

47

Situation Awareness and UnderstandingJ3

Co

mp

/ C

oa

lA

na

lysis

JIO

C

Wa

tch

JO

CJ-C

od

es

Bo

ard

s

Direct

Operations

Watch

Coord

Watch

Coord

Watch

Analyst

Collab

Monitor

All-Source

Intel

Develop SA

Events

Issues

Current

Intel

KL

TACREP

SA

Collab

SA

Collab

I&W

I&W

I&W

I&WSpot

Repts

Spot

Repts

Spot

Repts

Alert

Coord

Alert

Coord

Develop SA

ID Events

AssessmentsWatch

Analyst

Collab

OPSIT

TIPR

Monitor

OPSIT

Ops SU

Collab

Ops SU

Collab

Ops SU

Collab

Ops SU

Collab

Intel-Ops

Integration

Intel-Ops

Integration

Intel-Ops

Integration

Figure 6.23 Situation Awareness and Understanding

48

Operations SupportIn

tell

Su

pt

to O

ps C

ells

Inte

l

Mg

mt

JO

CC

om

p/C

oa

l

Co

mm

an

dJ3

J-C

od

e

Bo

ard

s

Ops

Environ

Operations

Environment

Impact

I & W

I & W

I & W

I & W

Pull

Related Intel Correlate

Informaton

w Request

Assess

Push Info

to Ops

M-I Collect

Results

Ops Support

Requirement

Ops Support

Requirement

Request

Collection

Develop

RFIs

Pertinent

Intelligence

G-I Collect

Results

Intel Support

Request

Task

Cell

Request

Intel Support

I & W,

Alerts

Correlate

Informaton

w OPSIT

Cell

Output

Cell

Output

Cell

Output

Cell

Output

Raw

Info

Raw

Info

Raw

Info

Figure 6.24 Operations Support

49

Evaluate and FeedbackN

atn

l C

md

& A

ge

ncie

s

Ag

en

cy

An

aly

st

Co

mp

/Co

al

An

aly

st

JIO

C

Wa

tch

An

aly

st

Inte

llig

en

ce

Ma

na

gm

en

tJO

CC

om

p/C

oa

l

Co

mm

an

dJ2

Correct

Product

Deficiencies

Evaluate

Intel Ops

Performance

Feedback

Product

Improve Needs

Evaluate

Intel Product

Quality

Feedback

Mod

Needs

Correct

Deficient

Processes

Query

Product

Quality

Query

Product

Quality

Query

Product

Quality

Query

Product

Quality

Query

Process

Quality

Query

Process

Quality

Query

Process

Quality

Correct

Product

Deficiencies

Correct

Product

Deficiencies

Correct

Deficient

Processes

Correct

Deficient

Processes

Correct

Deficient

Processes

Process

Results

Process

Results

Figure 6.25 Evaluate and Feedback

50

7.0 JIOC CAPABILITIES EVALUATION

7.1 Capabilities Assessment Basics

The capabilities of an organization are determined by assessing how well it can execute its

assigned tasks. The basic information contained in the BPM presented in this report is a list of

the activities and tasks for which all JIOCs are responsible. Developing capabilities status when

a large number of tasks are involved is complex. There is no “right” way to do this; it is mostly a

matter of how those responsible for overseeing operations wish to have an assessment developed

and presented. There is a hierarchy to how this can be done:

Produce a score for each task

Produce a score for each group of tasks (activity)

Produce a score for each high-level activity (the 6 in the Joint Pubs)

Produce an overall score for a JIOC

There are two ways to produce scores:

1. For each level in the progression numerically aggregate the scores from the contained

activities/tasks. This produces roll-up scores.

2. For each level produce an independent assessment for the level as a whole. This is

usually a subjective assessment by a subject-matter-expert (SME).

If roll-up scores are to be produced, two things are required:

1. A numerical scoring method for the lowest-level tasks to be considered

2. A numerical method for aggregating scores

The numerical score for the lowest-level tasks can be either subjective or objective.

Objective means are normally used for evaluating systems for which quantitative

measures can be made, such as processing times.

Subjective opinions of SMEs are often used for human and group task performance.

The following section presents an example methodology for JIOC capabilities assessment.

7.2 Example Roll-Up Methodology

The following methodology is an example of what can

be done. This is not a recommendation, rather examples

of methods that have been successfully used.

The key to rolling up different types of results into an overall score is having all contributing

results have a common scoring basis. This allows quantitative scores to be numerically

combined, such as calculating an average. The methodology we introduce here is to reduce all

results to a score on a

0-4 scale

0 = essentially no capability

4 = fully capable.

This is one of several possible methods. It is the example used here.

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As one moves to higher-level results, such as for a major activity, producing numerical results

from quantitative calculations become increasingly difficult. As one moves to higher levels

more subjectivity is necessary.

7.2.1 Quantitative Results

Quantitative results are usually produced from data obtained from system logs. They can also be

obtained from logs kept by observers or process executors themselves. For business processes

the most frequently obtained data are:

a. Time to execute a task

b. Number of products (here, information products) that can be produced in a time period

c. Number of people needed to execute a task

d. Product (information produced) quality, e.g., number of errors or omissions

The data are not the results. Results are produced by a quantitative assessment, most often

comparison of the results coming directly from the data to standards or thresholds. If there is no

threshold, one is reduced to a subjective judgment of whether the result is good or not.

A decision must be made as to how the results fit on the 0 – 4 scale. This is done by numerical

comparison to the threshold, such as 100% of the threshold being a 4, 80% a 3, etc.

7.2.2 Qualitative Results

Most of the information to be used for JIOC evaluation will be qualitative. For that reason the

following description is more complete than was done for quantitative data.

Qualitative results come from judgments, preferably from SMEs, but also from participants in

the processes. The qualitative information is produced from interviews or surveys. Referring to

the data described in a in the former sub-section, appropriate survey questions would be:

Is the task executed in a timely manner?

Rate on a scale of 0 – 4 whether the task can be completed in a timely manner.

There is a tight relationship between the quantitative data to be obtained and the qualitative

information to be gathered so that the two sets of results can be fused into a final result.

Descriptions of means used to process qualitative information for each task follow.

Step 1, qualitative data production:

1a. For each task provide one or more survey questions that address the quality of task

execution.

1b. The questions should not be Y/N, rather should be answered on a 0 – 4 scale. An odd

number of rating levels should be used, and a zero is useful to have available for those who wish

to indicate “no capability”.

1c. Ideally, several SMEs should answer each question so that numerical results can be

produced by averaging their scores.

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Step 2, data processing, task score:

2a. Assign the number chosen on the scale by the SME as their numeric score for that question.

2b. Determine the average SME score.

2c. This produces the task-level scores that will be used in subsequent processing.

Step3, Task capability assessment:

If there are both quantitative and qualitative scores available for the task, choose a weighting for

each and combine the scores. As noted above, for JIOC assessments there will normally be only

qualitative results available.

Step4, Activity capability assessment:

4a. Choose the activities and/or tasks for which a capability score is desired.

The baseline tasks that are presented in Section 6 can be used.

The seven basic intelligence activities presented in the first OV-5 could be used

for a high-level roll-up.

It is possible to roll-up to a single score for JIOC capability, but this is not very useful,

and whether the results would be meaningful is questionable.

4b. Determine how many tasks will be included in the roll-up.

4c. One can only roll-up one level at a time. If roll-up to the seven basic activities is desired,

three roll-up steps will be required 9one for each level below the top level.

4d. Add the scores for all of the tasks included in the roll-up and divide by the number of tasks.

Task weighting can be used if desired.

4e. This produces the score for the chosen activity.

4f. Scores should not be produced to any more than two significant figures. The basic data are

not accurate enough to warrant higher precision.

7.3 Capability Results Presentation

Stoplights and Dashboards: A numeric score is useful, but a visualization of the result is often

more easy to interpret. Red, Yellow, Green stoplights are often used along with the numeric

result. A dashboard with slider that represents the numeric score is often desired.

Histograms: Regardless of what type of visualization is used for a score, it is only a single

number and may not well represent the results. For this reason it is useful to produce a

histogram that shows the % of instances a given score is assigned. E.g. half of the scores being

0 and half being 4, is a far different result than all scores being 2, even though both produce the

same numeric score. (This can be done at any level of roll-up.)

Cause and Effect: Results produced as noted above do not include the reason why a capability is

at a particular level. Current status is the result of the interaction between

Systems

Processes

Organization

Human capabilities

If one wishes to be able to attribute capabilities status to a particular cause, or combination of

causes, it is necessary to include specific questions that address cause in surveys. Some causal

information can be obtained from quantitative data, such as a system having insufficient capacity

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and this affecting task performance in a known way. Determining cause-and-effect at the task

level can be done with sufficient planning, but is harder to do at the activity level because a

larger number of factors is normally involved.

If one wishes, questions that address deficiencies/gaps can accompany capability scoring. Such

results are not normally rolled up any further than indicating the number of times a particular

reason is given.

Addressing Gaps: Addressing gaps involves both determining cause and proposing solutions.

Determining cause and effect is covered immediately above. Gap solutions are readily apparent

when cause is identified. If the solution requires a major change, possibly even a new program,

having the gap solution associated with an architecture, such as is included with the BPM,

satisfies a JCIDS requirement.

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Appendix A: Distribution List

1. Defense Technical Information Center 1

8725 John J. Kingman Rd., STE 0944

Ft. Belvoir, VA 22060-6218

2. Dudley Knox Library, Code 013 1

Naval Postgraduate School

Monterey, CA 93943-5100

3. Research Office, Code 09 1


Monterey, CA 93943-5138

4. Office of the Under Secretary of Defense for Intelligence 3

Attn. Warfighter Support, Mr. Mark S. Chandler

OUSD(I) Room 3D959

5000 Defense Pentagon

Washington, DC 20301-5000

5. Defense Intelligence Agency 5

Attn. J262, Ms. Annette Redmond 7400 Defense Pentagon

Washington, DC 20301


Attn. J262, Mr. David N Singley 7400 Defense Pentagon



Attn. DIAC, Mr. Tony Barker, DSM (C4ISR)

200 MacDill Blvd



Attn. Enterprise Management Office, Mr. James F. Harris

Building 6000

Bolling Air Force Base

Washington, DC 20340-5100

9. JIOC Enterprise Architecture Steering Group 4

Attn. James Wyche

8610 Explorer Drive

Suite 200

Colorado Springs, CO. 80920

10. Dr. Doug Mackinnon 1



1411 Cunningham Road, Glasgow West, Rm 3008

Monterey, CA 93943

11. Dr. Gordon Schacher 1



777 Dyer Rd., Rm 100D

55

Monterey, CA 93943

12. Dr. Shelley Gallup 1



777 Dyer Rd., Rm 103A

Monterey, CA 93943

13. Dr. Nelson Irvine 1



777 Dyer Rd., Rm 103B

Monterey, CA 93943

14. CAPT Roger B. Hoyt 1




Monterey, CA 93943

15. CAPT (Ret) Jack Jensen 1




Monterey, CA 93943

2012-03 Joint intelligence operations centers (JIOC ...

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