The document provides an overview of the Joint Training System (JTS) used by the US military to ensure readiness through effective joint training. The JTS is a 4-phased approach that includes defining requirements, planning training, executing training, and assessing performance. Key aspects of the JTS include the Universal Joint Task List (UJTL) that identifies over 1300 joint tasks, the DOTMLPF framework for addressing gaps and solutions, and the Chairman's guidance in Joint Publication 3500.03E that outlines the JTS process and its role in the National Exercise Program.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR provides NASA senior leadership with objective information on the performance of NASA programs, projects, and operations relative to their baseline plans. It aims to identify performance trends, issues, and risks. The BPR involves monthly reporting from Mission Directorates and support offices. Independent assessors evaluate performance metrics. The BPR process helps improve communication, identify cross-cutting issues, and inform decision-making.
Dissertation Proposal - Impact of a Leadership Development Program on Interpe...Peter Stinson
A Proposal as a part of an Applied Dissertation
Submitted to the Fischler School of Education and Human Services
at Nova Southeastern University
in Partial Fulfillment of the Requirements
for the Degree of Doctor of Education
This document is a resume for Jason R. Borchers, a transitioning military officer seeking employment in cost analysis, budget analysis, or financial management. It summarizes his 20+ years of experience in these fields for the U.S. Air Force, including roles as an instructor, program manager, and strategic business analyst. He has extensive experience developing budgets and analyzing costs for multi-billion dollar programs, as well as managing teams and developing training.
The document summarizes the challenges faced and process used for the Orion Project Preliminary Design Review (PDR). Some key challenges included developing a multi-tiered review process that balanced thoroughness with schedule while ensuring stakeholder participation. The process included over 180 technical reviews and established criteria for design maturity. Over 170 design requirement documents were delivered and reviewed. The PDR objectives were to demonstrate the design met requirements and was mature enough to proceed to critical design. Key lessons learned will help improve the Critical Design Review process.
The document discusses a case study on risk management challenges for a program transitioning from the Titan IV rocket to new launch vehicles. It describes how failures of the Titan IV led to concerns about losing critical workforce skills. Participants were asked to identify risks and mitigation strategies. The actual Titan IV program implemented strategies like accrual accounts for successful missions, launch awards, identifying critical skills, work sharing programs, and aggressive communication to maintain workforce focus and stability during the transition. The key success factors were starting retention programs early, continuous communication, creating near-term financial incentives for work, and providing long-term transition support and opportunities.
Paul Craig has over 30 years of experience in the US Air Force and as a military analyst and trainer for joint exercises and operations. He has a MA in Aviation Management and a BA in Economics. His military experience includes serving as a Weapons Systems Officer and instructor in the USAF. As a contractor, he has led teams of observers and analysts and has focused on areas like joint targeting, fires, air operations, and theater air and missile defense for numerous joint exercises. He has extensive experience planning, coordinating, and analyzing joint training events.
Blythe ortiz7120 5e handbooks 2 15-2012 finalNASAPMC
This document discusses updates to NASA guidance documents for program and project management. The NPR 7120.5 has been streamlined and implementation guidance is now contained in a new Program and Project Management Handbook and an updated Standing Review Board Handbook. These handbooks provide best practices and guidelines to implement the requirements of NPR 7120.5. The speakers discuss the status and future plans for completing these handbooks, including aligning them with the revised NPR 7120.5E set to be released in summer 2012. The handbooks are intended to provide practical support for program/project managers in satisfying NASA's management requirements.
The document provides a summary of George L. Fisher's qualifications and experience as a retired Lieutenant Colonel with over 34 years of experience in management, logistics, and operations. He has extensive skills in customer service, communications, and accomplishing assigned missions. His professional experience includes several logistics management roles in the Georgia Army National Guard spanning from 2003 to 2014.
The document describes NASA's Baseline Performance Review (BPR) process. The BPR provides NASA senior leadership with objective information on the performance of NASA programs, projects, and operations relative to their baseline plans. It aims to identify performance trends, issues, and risks. The BPR involves monthly reporting from Mission Directorates and support offices. Independent assessors evaluate performance metrics. The BPR process helps improve communication, identify cross-cutting issues, and inform decision-making.
Dissertation Proposal - Impact of a Leadership Development Program on Interpe...Peter Stinson
A Proposal as a part of an Applied Dissertation
Submitted to the Fischler School of Education and Human Services
at Nova Southeastern University
in Partial Fulfillment of the Requirements
for the Degree of Doctor of Education
This document is a resume for Jason R. Borchers, a transitioning military officer seeking employment in cost analysis, budget analysis, or financial management. It summarizes his 20+ years of experience in these fields for the U.S. Air Force, including roles as an instructor, program manager, and strategic business analyst. He has extensive experience developing budgets and analyzing costs for multi-billion dollar programs, as well as managing teams and developing training.
The document summarizes the challenges faced and process used for the Orion Project Preliminary Design Review (PDR). Some key challenges included developing a multi-tiered review process that balanced thoroughness with schedule while ensuring stakeholder participation. The process included over 180 technical reviews and established criteria for design maturity. Over 170 design requirement documents were delivered and reviewed. The PDR objectives were to demonstrate the design met requirements and was mature enough to proceed to critical design. Key lessons learned will help improve the Critical Design Review process.
The document discusses a case study on risk management challenges for a program transitioning from the Titan IV rocket to new launch vehicles. It describes how failures of the Titan IV led to concerns about losing critical workforce skills. Participants were asked to identify risks and mitigation strategies. The actual Titan IV program implemented strategies like accrual accounts for successful missions, launch awards, identifying critical skills, work sharing programs, and aggressive communication to maintain workforce focus and stability during the transition. The key success factors were starting retention programs early, continuous communication, creating near-term financial incentives for work, and providing long-term transition support and opportunities.
Paul Craig has over 30 years of experience in the US Air Force and as a military analyst and trainer for joint exercises and operations. He has a MA in Aviation Management and a BA in Economics. His military experience includes serving as a Weapons Systems Officer and instructor in the USAF. As a contractor, he has led teams of observers and analysts and has focused on areas like joint targeting, fires, air operations, and theater air and missile defense for numerous joint exercises. He has extensive experience planning, coordinating, and analyzing joint training events.
Blythe ortiz7120 5e handbooks 2 15-2012 finalNASAPMC
This document discusses updates to NASA guidance documents for program and project management. The NPR 7120.5 has been streamlined and implementation guidance is now contained in a new Program and Project Management Handbook and an updated Standing Review Board Handbook. These handbooks provide best practices and guidelines to implement the requirements of NPR 7120.5. The speakers discuss the status and future plans for completing these handbooks, including aligning them with the revised NPR 7120.5E set to be released in summer 2012. The handbooks are intended to provide practical support for program/project managers in satisfying NASA's management requirements.
The document provides a summary of George L. Fisher's qualifications and experience as a retired Lieutenant Colonel with over 34 years of experience in management, logistics, and operations. He has extensive skills in customer service, communications, and accomplishing assigned missions. His professional experience includes several logistics management roles in the Georgia Army National Guard spanning from 2003 to 2014.
The document discusses influencing culture change within an organization. It outlines a process that includes initial planning, establishing a framework, rollout, and making the change stick. The process is then illustrated through an example of restructuring a NASA safety and mission assurance division during the transition away from the space shuttle program. The case study describes dreaming up a new vision, analyzing roles and structure, communicating the changes, and taking actions to continually reinforce the new culture.
NASA is transforming its aging facility portfolio into next generation centers through a strategic renewal process using the Kotter change model. The agency established a sense of urgency around renewing assets as 40% will be over 40 years old. A powerful guiding coalition was formed including agency leadership, center leadership, and project teams. A vision of renewing and modernizing facilities to sustain capabilities in efficient facilities was created. Communication of the vision and empowering others to act through center master plans and project teams is occurring. Short term wins are planned through visible renewal projects that expand stakeholder buy-in and consolidate improvements to further transform the agency's facilities portfolio.
The document presents a strategy proposed by NASA's AR&D Community of Practice to address NASA's history of developing autonomous and automated rendezvous and docking (AR&D) capabilities for individual programs rather than taking an integrated agency approach. The strategy calls for developing an "AR&D Warehouse" - a library of reusable AR&D hardware and software components with standardized interfaces. This would provide 80% of the AR&D capability needed for future missions at much lower costs compared to current single-program approaches. The strategy argues that an integrated, evolutionary development approach coordinated across NASA centers is needed to realize the benefits of the Warehouse concept.
The Commercial Crew Program had to change its acquisition strategy from a fixed-price contract to a public-private partnership due to a 52% budget reduction. The program manager quickly developed a new strategy using a Space Act Agreement and released a revised request for proposals within 11 weeks. While requirements did not change, the approach to verification development had to be adapted. Effective communication, keeping teams focused, and dividing the work into smaller pieces helped the program manager lead the organization through the change in direction.
This document discusses EVMS certification and provides an overview of earned value management. It contains the following key points:
1) The objectives are to provide perspective on the EVMS certification challenge and identify areas of focus to position an organization for successful certification.
2) EVMS certification evaluates an organization's compliance with 32 ANSI guidelines across stakeholders, processes, baseline development, status and forecasting, metrics and reports, management, and corrective action.
3) Successful certification depends on having a documented EVMS that meets all guidelines, projects executing the documented system, and an adequate surveillance plan to ensure sustainability.
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
The document provides an overview of career opportunities and skills needed for an internal audit career. It discusses the importance of understanding the hiring process, challenges faced by employers like talent shortages, and key skill sets like communication, leadership, and risk management. It also covers topics like networking, resumes, interviews, and various professional certifications that can benefit an internal audit career.
Presentata alla quinta Girl Geek Dinner Milano, il 24 ottobre 2008 da Sara Rosso con la contribuzione di Bruna Gardella. Un introduzione all’Open Source, il mondo della donna e l’Open Source, la Girl Geek e l’Open Source, e tanti modi di essere più coinvolto nel mondo Open Source.
El documento describe un proceso para crear una matriz de 5x5. Asigna cadenas de ciudades a las filas 1, 3 y 5 y números a las filas 2 y 4. Luego imprime la matriz usando un doble bucle para recorrer filas y columnas.
Oliver Hamilton has over 13 years of business experience in various industries which he leverages in his legal practice focused on corporate/commercial and real estate law. He obtained degrees in economics, business, and law. Hamilton works on projects of all sizes using his analytical skills and understanding of both legal and practical business perspectives to provide well-rounded advice to clients. He has practiced diverse areas of law in addition to his core specialties and invites potential clients to contact him.
OpenMI is an open standard that facilitates linking of hydrological models and modules. It allows components like rainfall, rainfall-runoff, and river models to be linked together to pass data between them. OpenMI provides a standardized interface that models implement, allowing them to be connected in different configurations without being hardcoded. It works by having each component query the exchange items it provides and requires, and links are created between matching inputs and outputs. When the simulation runs, components request data from each other through these links. This makes models more interoperable and reusable.
Using WordPress as a website (not a blog)Sara Rosso
A brief introduction to WordPress, a versatile open source CMS software that can be easily configured to be used as a website.
This presentation was originally given to the Foreign Press in Milan in June 2011.
Este documento presenta una herramienta multimedia para estimulación sensorial y motriz que incluye fotos repetidas de la familia del niño, profesionales de su centro y del propio niño, para ayudar a reconocer caras y desarrollar habilidades motrices al interactuar con las imágenes.
This document summarizes key aspects of voting, lobbying, and government agencies in the United States:
1) It lists various elected positions that citizens can vote for from the President down to local mayors and council members. It also discusses initiatives, referendums, and recalls that allow public voting on issues, laws, and removing officials from office.
2) It provides a brief history of voting rights expansions in the US from only white male property owners in the early 1820s to all races, women, 18-year-olds, and Native Americans at different points over time.
3) It notes that agencies like the FDA and EPA are created by Congress to make specific rules regarding issues like
A presentation I originally gave at the 5th Girl Geek Dinner Milano October 24th, 2008 with the contribution of Bruna Gardella. An introduction to Open Source, the world of women and Open Source, and the Girl Geek and Open Source.
* What is Open Source (OS)
* Why Open Source
* Open Source in the world
* The Girl Geek and the Open Source World
* How to Contribute
* Appendix A: Some Open Source Alternatives for Proprietary Software
The Tolouse Lecture On Innovation Beta 8 22.01.10Pozzolini
This document outlines steps for getting a team started on innovation:
1. Assess your company's openness to innovation and build a portfolio of riskier and safer projects.
2. Put innovative "dreamers" in charge to generate new ideas.
3. Develop a culture that fosters creativity through risk-taking, welcoming new ideas, and rewarding acts of innovation.
4. Align innovation efforts with your company's strategic direction by communicating passion and hiring people with aligned skills and knowledge.
The document discusses influencing culture change within an organization. It outlines a process that includes initial planning, establishing a framework, rollout, and making the change stick. The process is then illustrated through an example of restructuring a NASA safety and mission assurance division during the transition away from the space shuttle program. The case study describes dreaming up a new vision, analyzing roles and structure, communicating the changes, and taking actions to continually reinforce the new culture.
NASA is transforming its aging facility portfolio into next generation centers through a strategic renewal process using the Kotter change model. The agency established a sense of urgency around renewing assets as 40% will be over 40 years old. A powerful guiding coalition was formed including agency leadership, center leadership, and project teams. A vision of renewing and modernizing facilities to sustain capabilities in efficient facilities was created. Communication of the vision and empowering others to act through center master plans and project teams is occurring. Short term wins are planned through visible renewal projects that expand stakeholder buy-in and consolidate improvements to further transform the agency's facilities portfolio.
The document presents a strategy proposed by NASA's AR&D Community of Practice to address NASA's history of developing autonomous and automated rendezvous and docking (AR&D) capabilities for individual programs rather than taking an integrated agency approach. The strategy calls for developing an "AR&D Warehouse" - a library of reusable AR&D hardware and software components with standardized interfaces. This would provide 80% of the AR&D capability needed for future missions at much lower costs compared to current single-program approaches. The strategy argues that an integrated, evolutionary development approach coordinated across NASA centers is needed to realize the benefits of the Warehouse concept.
The Commercial Crew Program had to change its acquisition strategy from a fixed-price contract to a public-private partnership due to a 52% budget reduction. The program manager quickly developed a new strategy using a Space Act Agreement and released a revised request for proposals within 11 weeks. While requirements did not change, the approach to verification development had to be adapted. Effective communication, keeping teams focused, and dividing the work into smaller pieces helped the program manager lead the organization through the change in direction.
This document discusses EVMS certification and provides an overview of earned value management. It contains the following key points:
1) The objectives are to provide perspective on the EVMS certification challenge and identify areas of focus to position an organization for successful certification.
2) EVMS certification evaluates an organization's compliance with 32 ANSI guidelines across stakeholders, processes, baseline development, status and forecasting, metrics and reports, management, and corrective action.
3) Successful certification depends on having a documented EVMS that meets all guidelines, projects executing the documented system, and an adequate surveillance plan to ensure sustainability.
The document discusses balancing NASA's portfolio within tight budgets between successful programs and maintaining institutional capabilities. It addresses whether programs and institutions are competing priorities or if a competitive environment is healthy. It also questions if NASA can succeed with only one or the other. The document also notes challenges around effectively managing NASA's aging infrastructure portfolio, given it controls over 5,400 buildings and structures. Finally, it outlines NASA's budget formulation process and timeline, which allows only a small window for integrating program and institutional budgets.
The document provides an overview of career opportunities and skills needed for an internal audit career. It discusses the importance of understanding the hiring process, challenges faced by employers like talent shortages, and key skill sets like communication, leadership, and risk management. It also covers topics like networking, resumes, interviews, and various professional certifications that can benefit an internal audit career.
Presentata alla quinta Girl Geek Dinner Milano, il 24 ottobre 2008 da Sara Rosso con la contribuzione di Bruna Gardella. Un introduzione all’Open Source, il mondo della donna e l’Open Source, la Girl Geek e l’Open Source, e tanti modi di essere più coinvolto nel mondo Open Source.
El documento describe un proceso para crear una matriz de 5x5. Asigna cadenas de ciudades a las filas 1, 3 y 5 y números a las filas 2 y 4. Luego imprime la matriz usando un doble bucle para recorrer filas y columnas.
Oliver Hamilton has over 13 years of business experience in various industries which he leverages in his legal practice focused on corporate/commercial and real estate law. He obtained degrees in economics, business, and law. Hamilton works on projects of all sizes using his analytical skills and understanding of both legal and practical business perspectives to provide well-rounded advice to clients. He has practiced diverse areas of law in addition to his core specialties and invites potential clients to contact him.
OpenMI is an open standard that facilitates linking of hydrological models and modules. It allows components like rainfall, rainfall-runoff, and river models to be linked together to pass data between them. OpenMI provides a standardized interface that models implement, allowing them to be connected in different configurations without being hardcoded. It works by having each component query the exchange items it provides and requires, and links are created between matching inputs and outputs. When the simulation runs, components request data from each other through these links. This makes models more interoperable and reusable.
Using WordPress as a website (not a blog)Sara Rosso
A brief introduction to WordPress, a versatile open source CMS software that can be easily configured to be used as a website.
This presentation was originally given to the Foreign Press in Milan in June 2011.
Este documento presenta una herramienta multimedia para estimulación sensorial y motriz que incluye fotos repetidas de la familia del niño, profesionales de su centro y del propio niño, para ayudar a reconocer caras y desarrollar habilidades motrices al interactuar con las imágenes.
This document summarizes key aspects of voting, lobbying, and government agencies in the United States:
1) It lists various elected positions that citizens can vote for from the President down to local mayors and council members. It also discusses initiatives, referendums, and recalls that allow public voting on issues, laws, and removing officials from office.
2) It provides a brief history of voting rights expansions in the US from only white male property owners in the early 1820s to all races, women, 18-year-olds, and Native Americans at different points over time.
3) It notes that agencies like the FDA and EPA are created by Congress to make specific rules regarding issues like
A presentation I originally gave at the 5th Girl Geek Dinner Milano October 24th, 2008 with the contribution of Bruna Gardella. An introduction to Open Source, the world of women and Open Source, and the Girl Geek and Open Source.
* What is Open Source (OS)
* Why Open Source
* Open Source in the world
* The Girl Geek and the Open Source World
* How to Contribute
* Appendix A: Some Open Source Alternatives for Proprietary Software
The Tolouse Lecture On Innovation Beta 8 22.01.10Pozzolini
This document outlines steps for getting a team started on innovation:
1. Assess your company's openness to innovation and build a portfolio of riskier and safer projects.
2. Put innovative "dreamers" in charge to generate new ideas.
3. Develop a culture that fosters creativity through risk-taking, welcoming new ideas, and rewarding acts of innovation.
4. Align innovation efforts with your company's strategic direction by communicating passion and hiring people with aligned skills and knowledge.
This document discusses developing applications for Windows 8 using XAML. It covers Windows RT, the Metro style, getting started, the app lifecycle, charms and contracts. It also discusses whether .NET is dead, compares WinRT and Silverlight, and language support for Metro style apps. The Metro design principles of typography, motion, touch focus, scaling, states, live tiles and roaming are also summarized.
Podcast Your Passion: 12 Steps to MasteryLen Edgerly
The document provides 12 steps for recovering from ordinary hours by starting a podcast based on one's passion. It recommends starting before being fully ready, choosing a consistent format, deciding what to learn, improving audio quality, avoiding podcast creep, responding to listeners, sticking to topics, using Skype for interviews, inviting guests, podcasting weekly, engaging with other podcasters, and providing great show notes. The overall message is to not quit the podcast until an unexpected door opens that leads to something more important.
Introduction to the OpenMI. OpenMI is an open standard which allows dynamic linking of numerical models, such as river models rainfall-runoff models and so on. See also:
http://www.lictek.com
This document provides an overview of module 1 for creating a high-performing team. It discusses building a team by appraising skills, assessing resource needs, and continuously refreshing skills. It also covers defining team ground rules, training team members, and removing impediments. Specific topics include developing a team charter, conducting a skills appraisal, performing a training needs analysis, and identifying and responding to risks. The goal is to establish a foundation for an effective team through composing the right team, setting expectations, enhancing skills, and addressing potential obstacles.
This document provides guidance on creating an Individual Development Plan (IDP). It outlines the purpose and benefits of an IDP for both employees and organizations. An IDP is a written plan that describes an employee's career goals, competencies needed to meet those goals, and developmental activities to build those competencies. The document provides steps for employees and supervisors to work together to identify goals, competencies, and activities. It also lists types of developmental activities and responsibilities of employees and supervisors in preparing and reviewing an IDP.
The document discusses exercise program management and exercise project management, defining exercise program management as the coordination of multiple exercises over multiple years using a multiyear training and exercise plan, and exercise project management as coordinating an individual exercise using an exercise planning team, timeline, and various planning conferences. Key aspects of exercise project management include establishing objectives, identifying the planning team, scheduling planning conferences, and organizing the team according to tasks.
The document outlines AIESEC's Talent Management (TM) process, which includes four main parts: Get, Develop, Keep, and Report.
The Get process focuses on recruiting the right members at the right time through persona building, talent planning, attraction, selection, and onboarding. Develop ensures members are aware of their performance and skills to improve through performance management, team leader capacity building, and national education. Keep aims to engage and retain members by providing rewards, assessing engagement, and planning for succession. Finally, Report establishes global reporting templates and processes to track metrics and identify areas for TM to enhance member achievement of goals.
This document contains the resume of Mary A. Trotman. She has over 20 years of experience in training and project management, primarily for the US Navy. Her skills include instructional design, curriculum development, project management, and training delivery. She is currently a Training Project Manager at AMSEC, where she oversees multiple Navy training projects and budgets.
An operational plan (OP) provides the details for implementing a business plan on an annual basis, breaking down strategic goals into smaller, more manageable projects. An OP defines goals, plans activities, organizes resources, staffs roles, provides leadership, and monitors progress. It assesses human and financial capacity needs, identifies risks and mitigation strategies, and estimates the project lifespan and sustainability. Developing an effective OP requires collaboration across teams to design objectives, strategies, actions, timelines, and key performance indicators to advance organizational priorities. Regular monitoring of the OP allows for evaluation of progress and adjustment of plans over time to optimize results.
The document discusses the implementation phase of training, which focuses on rolling out and beginning the training. It emphasizes the importance of beta and pilot testing to fine-tune the training design and ensure usability before full implementation. It also stresses that the skills of trainers are critical, as poor trainers can undermine training outcomes even with well-designed materials. Trainers should understand adult learning principles, have strong communication skills, and be experts in their field who can engage and motivate trainees.
This document provides an overview of training principles and planning. It discusses:
- The objectives of training, which include developing training skills and knowledge of effective methods.
- Key principles like applying concepts, providing feedback, balancing compact and lengthy training, and considering individual differences.
- The components of an effective training system, including needs assessment, planning, implementation, and evaluation.
- Steps for training needs analysis like revising objectives, collecting performance data, analyzing data, and translating problems into training needs.
- Developing training plans by prioritizing needs, setting objectives, determining requirements, and designing programs.
The document outlines the process for career development planning (CDP) within an organization. It discusses the purpose of CDP, which is to create a development plan for employees to improve performance and prepare for future roles. The CDP process involves five phases: pre-meeting planning, an employee-supervisor meeting, selecting development activities, preparing the CDP form, and implementing and evaluating the plan. An example of a completed CDP form is also included to demonstrate how the process works.
AIESEC in Vietnam | NST recruitment guidelineAmy Phan
This document provides guidance on recruiting National Support Talents (NST) to support the work of the Movement for Change Volunteer Program (MCVP). It outlines the roles and responsibilities of those managing the recruitment process, including defining goals and projects, determining the needed structure and number of NST positions, carrying out the recruitment process through promotion, application, interview, and induction, and ensuring proper documentation and performance management. Templates and examples from previous years are provided for reference. For any questions, the contact for the MCVP Talent Management team in Vietnam is provided.
The document discusses training needs assessment (TNA) and provides guidance on conducting an effective TNA. It outlines the key steps which include: (1) identifying problems and training needs, (2) determining the design of the needs analysis, (3) collecting data, (4) analyzing the data, and (5) using the results to implement training programs to address performance gaps. The goal of TNA is to accurately identify the knowledge and skills required for jobs and determine if training interventions are needed to close any gaps.
Guiding & Assessing Transformation in DODDon_Johnson
The initial concepts developed by Don Johnson, the first Director of the Joint Assessment & Enabling Capability (JAEC) with regard to Guiding and Assessing Transformation
The document discusses training needs assessment (TNA) and provides guidance on conducting an effective TNA. It outlines the key steps which include: 1) identifying training problems and needs, 2) determining the design of the needs analysis, 3) collecting data through various methods, 4) analyzing the collected data, and 5) using the results to identify training objectives and guide the implementation of training programs. The goal of TNA is to accurately identify performance gaps and determine the appropriate training interventions to address them.
The document discusses TMP/TLP planning, which is important for aligning talent capacity to drive growth in AIESEC programs. Key points discussed include implementing team minimums to standardize teams and support productivity, using business intelligence for efficient talent allocation and growth, and aligning talent management with organizational development to support clear entity direction and goal achievement through proper structures and leadership development. Potential tier-based results for 2014-2015 include exponential program growth, strong talent pipelines, learning and development of memberships, and organizational growth.
This document discusses talent management processes at an organization in Indonesia. It covers defining talent management, conducting talent reviews, developing learning and development programs, and gathering feedback. The key steps are:
1. Conducting regular talent reviews to assess employee performance, goals, development needs and support required.
2. Using data from talent reviews and surveys to identify common development areas and design learning programs.
3. Implementing a variety of learning and development activities including mentoring, learning circles, seminars and virtual spaces.
4. Gathering feedback on learning programs and tracking metrics like attendance, satisfaction rates, and performance/skill growth to evaluate effectiveness.
This document provides guidance for trainers on techniques for training in precursor chemical control. It discusses the systematic approach to training, which involves analyzing training needs, setting objectives, designing training strategies, implementing training, and evaluating results. It emphasizes that training design should match objectives and training methods. The document also covers adult learning principles, developing learning units, preparing lectures, participatory training methods, visual aids, and trainer characteristics. Key aspects of training such as needs analysis, aim/objective setting, content balance, and feedback are discussed in detail.
The document discusses planning for ICT training and includes definitions of training, the benefits of creating a training plan, steps to prepare training including needs analysis, developing training programs and manuals, delivering the training program, and evaluating the training program. It provides details on the components of a training plan such as the training title, aim, outline, duration, and facilities. The document also includes examples of training topics and a template for a training plan.
This document provides guidance for refreshing the career path development materials for the Directorate of Science and Technology (ST) at the Defense Intelligence Agency (DIA). It outlines a process for updating competencies, behavioral indicators, training options, and performance criteria to ensure they remain current and relevant. The document also discusses communicating updates to ST staff and coordinating with the DIA's Office of Human Resources. Maintaining accurate career development resources is important for professionalizing the intelligence workforce, which is one of the DIA Director's top priorities. The refresh process should occur annually and follow a similar methodology to the original project to develop ST's career path materials.
1. H e l p i n g Wa r f i g h t e r s a d a p t
UNCLASSIFIED//FOR OFFICIAL USE ONLY
UNCLASSIFIED//FOR OFFICIAL USE ONLY
Joint Training System (JTS)
Overview
19 April 2016
JP deLange
2. 2
UNCLASSIFIED//FOR OFFICIAL USE ONLY
UNCLASSIFIED//FOR OFFICIAL USE ONLY
Discussion Topics
• JTS Executive Summary
• Universal Joint Task List (UJTL)
• DOTMLPF Framework
• CJCS Guidance
• The Four Phases of JTS
• Joint Training Cycle
3. 3
UNCLASSIFIED//FOR OFFICIAL USE ONLY
UNCLASSIFIED//FOR OFFICIAL USE ONLY
JTS EXECSUM
• The JTS embodies a systematic approach to assist CCDRs/Directors with
ensuring readiness levels are met through effective joint training
• Purpose of the JTS is to enable CCDRs, Services, and CSAs to define
their mission capability requirements, mitigate risk, make decisions, and
prioritize resources under the Chairman’s joint training policies
• The Joint Training Information Management System (JTIMS) is the joint
system of record that supports management of joint training programs
across all four JTS phases
– Phase I (Requirements) results in CCMD JMETL and CSA AMETL
– Phase II (Plans) results in CCMD and CSA JTPs
– Phase III (Execution) results in the execution of training events, and
identification of TPOs, TPEs, and validated observations
– Phase IV (Assessment) results in development of TPAs and MTAs,
lessons learned, themes, trends and threads, after action reports, and
issues requiring resolution outside of the command or CSA
4. 4
UNCLASSIFIED//FOR OFFICIAL USE ONLY
UNCLASSIFIED//FOR OFFICIAL USE ONLY
Universal Joint Task List (UJTL)
• Doctrine - how we fight - underpins DOTMLPF
• Comes to life when converted into tasks and stored in a
library called the Universal Joint Task List (UJTL)
• 1300+ tasks in the UJTL (11 C-IED)
– Common joint denominator btw joint systems & processes
– Authoritative (based on joint doctrine, i.e., how we fight)
– Versatile; Used by all CCMDs, CSAs and Services to
Identify essential mission requirements (Organize)
Fill gaps that impede mission accomplishment (Train & Equip)
Determine staffing (975)
Assess readiness
– Include built-in metrics (MOPs/MOEs) Tailored to
mission.
5. 5
UNCLASSIFIED//FOR OFFICIAL USE ONLY
UNCLASSIFIED//FOR OFFICIAL USE ONLY
DOTMLPF Framework
How we prepare our leaders
to conduct C-IED ops.
Availability of qualified
people to conduct C-IED ops.
Real property that
support C-IED ops.
The way we
conduct C-IED ops.
How we organize
to conduct C-IED ops.
How we prepare
to conduct C-IED ops.
The stuff we need
to conduct C-IED ops.
Initial Capabilities Document
DOTMLPF Recommendations
Tasks, Conditions, and Standards
Materiel Gaps
Potential
Solutions
Functional Area
Analysis
Each AOR is unique.
Each CCMD has
unique requirements.
Functional
Solutions Analysis
Joint Capabilities
Document
Doctrine Training MaterielOrganization
Personnel Facilities
Training, Doctrine,
Lessons Learned (J7)
Acquisition (J8)
Joint Concepts (J8)
Leadership &
Education
6. 6
UNCLASSIFIED//FOR OFFICIAL USE ONLY
UNCLASSIFIED//FOR OFFICIAL USE ONLY
CJCSM 3500.03E, Joint Training Manual
• JTS is an integrated, requirements-based, four-phased method for
aligning joint training with assigned missions, consistent with command
priorities and available resources
• Supported CCDR establishes most critical mission capability
requirements in the JMETL
– Mission analysis of tasks assigned through GEF, UCP, JSCP
– Communicated using approved UJTs
• CCDRs assess current capability against required capability; identify
training requirements; plan, resource and execute events; evaluate
training audience performance; and assess readiness
• CSAs supporting CCMD missions use JTS to plan, execute and assess
joint training programs based on METs and campaign plan requirements
7. 7
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UNCLASSIFIED//FOR OFFICIAL USE ONLY
JTS Phase I: Define Requirements
• Commander/Director-led staff process
• Relies on mission analysis to identify mission tasks and refine into most
essential mission capability requirements (METs)
– CSA Directors also consider strategic policy, supported CCMD guidance,
plans and METs to focus guidance to staff
• METL establishes direct connection between NMS, CCDR strategy,
assigned missions, OPLANs, and joint training responsibilities
• Includes force development and capability considerations
Phase I REQUIREMENTS
Identify capabilities required to
accomplish assigned mission.
Presented as tasks, conditions
and standards plus
organization.
Phase I Outputs:
Mission Essential Task List
Campaign Plans
CCMDs: JMETL
CSAs: AMETL
(no difference)
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JTS Phase II: Plan
• CCDR/CSA Director training guidance and METL assessment drive
JTP development and individual learning plans
– Comprehensive plan of action to link assessment derived training requirements
with training events to accomplish objectives
• JTP includes training guidance, training objectives, events/exercises,
milestones, expenses, and joint solutions and capabilities designated
for inclusion into joint training events
• JTPs detail training resource requirements.
Phase II Outputs:
CCMD/CSA Joint Training Plan
Training/Exercise input to
campaign plans
Phase II PLANS
Determine training
requirements and
plan required training.
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Joint Training Planning Cycle
CCMDs lead
CSAs follow
JS synchronizes
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
CSAs
publish
AMETL
Informs
JS
Exercise
Workshop
CSAs
publish
JTP
Informs
JS
Worldwide
Tng Conf
CCMDsCSAsJS
FCCs
publish
JTP
GCCs
publish
JTP
METL development
followed by a Joint Staff
synchronizing event:
Integration and Exercise Workshop
METLs are continuously reviewed
after publishing, but updated only
once annually.
JTP development
followed by a Joint Staff
synchronizing event:
Worldwide Training Conference
Input to
Input to
CCMDs
publish
JMETL
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JTS Phase III: Execute
• Events planned in the JTP are conducted; training audience
performance is evaluated relative to specified TOs, and joint
capabilities are assessed
• CSA JTPs sometimes require stand-alone events, within the agency,
or may be incorporated into events conducted by CCMDs
• DOTMLPF issues and observations are also identified and captured
Phase III Outputs:
Task Performance Observations
Training Proficiency Evaluations
AAR
Commander’s Summary Report
Phase III EXECUTION
Finalize detailed event
planning and resource
scheduling.
Execute and evaluate
training events.
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JTS Phase IV: Assess
• CCDR/Director responsibility
– “Is JIDA capable of accomplishing specific tasks?”
– “Can JIDA meet required performance standards for its assigned mission?”
• Assessment of training events, support to real world operations, and
engagement activities directly support determination of overall readiness
• Combined with annual METL review, forms foundation for next cycle
– Identifies performance shortfalls that shape future training requirements
– Measures ability to perform assigned missions
– Documents lessons learned
Phase IV Outputs:
Training Guidance
Training Proficiency Assessments
Mission Training Assessments
Validated Lessons Learned
Refined Issues
High Interest Training Issues (HITI)
Phase IV ASSESSMENT
Commander/Director
assesses joint training
performance relative to
mission requirements.
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Chairman’s Training System
Phase I REQUIREMENTS Phase II PLANS
Training
Plan
Execution
Phase III EXECUTIONPhase IV ASSESSMENT
A/JMETL
Joint Training PlanAssessments MTA
TPA
Finalize detailed event
planning and resource
scheduling.
Execute and evaluate training
events.
Commander/Director
assesses joint training
performance relative to
mission requirements.
Identify capabilities required
to accomplish assigned
mission.
Presented as tasks,
conditions and standards plus
organization.
Determine training
requirements and plan
required training.
Joint
Improve
Readiness
QTRB is JIDA’s process to synchronize with JTS.
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Example: 102nd Civil Support Team METs
• Conduct Civil Support Tam (CST) Operations
• Deploy/Redeploy a Civil Support Team (CST)
• Establish and Maintain a Base of Operations
• Establish Civil Support Team (CST) Communication
• Conduct Interagency Coordination (CST)
• Conduct Civil Support Team (CST) Assessments
• Conduct CBRNE Analytical Functions (CST)
• Conduct a Civil Support Team (CST) CBRNE Survey
• Conduct Termination Planning (CST)
• Establish Civil Support Team (CST) Medical Support
102 CST used similar processes to establish its METL and identify
training requirements that ensure unit readiness.
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Readiness Example
Service tasks map to
CCMD UJTs/METs
UTDT
UJTL
JMETL
ST 2.2 MANAGE
INTELLIGENCE
COLLECTION
AMETL
ST 2.6 MAINTAIN
SITUATIONAL
AWARENESS
JTP
JTP
DRRS-A
AUTL
METL
ART 1.1.1 PERFORM
INTELLIGENCE
PREPARATION OF THE
BATTLEFIELD (IPB)
ART 5.6.1.2 PROVIDE
SURVEILLANCE AND
RECONNAISSANCE
SUPPORT
ATP
ST 2.2 MANAGE
INTELLIGENCE
COLLECTION
PACOM
Plan 5725
Mission
Analysis
ST 2.2 MANAGE
INTELLIGENCE
COLLECTION
C-IED Scenario
Exercise
COBRA GOLD
Training
Objectives
ST 2.6 MAINTAIN
SITUATIONAL
AWARENESS
Observations
Training
Performance
Assessments
(TPAs)
ST 2.2 MANAGE
INTELLIGENCE
COLLECTION
ST 2.6 MAINTAIN
SITUATIONAL
AWARENESS
Readiness
Assessment
DRRS-S JTIMS JTIMS/JLLIS JTIMS/DRRS
Define Requirements Plan Execute Assess
J O I N T T R A I N I N G S Y S T E M
Modifications
JCS J-7 Supported
Joint Training Exercise
CCMD
Integrator
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CJCSM 3500.03E, Joint Training Manual
• DoD will use JTS in supporting the President’s National Exercise
Program (NEP) to address USG strategic- and policy-level
objectives; DoD participates in NEP via the Chairman’s Exercise
Program (CEP); CEP designed to improve readiness of US Forces
• Joint Exercise Program (JEP): principal means for CCDRs to
exercise contingency plans, support campaign plan engagement
activities based on capability described in JMETL, and support
theater/global security requirements
• Services conduct joint training to prepare Service forces to operate
as a member of joint force
• Joint Training Environment (JTE) replicates the operational env
necessary and sufficient to conduct joint force development
– Defined by conditions, circumstances and influences that affect
readiness and employment of capabilities
– Enables the CEP and JEP