UNITED STATES MARINE CORPS - Force Development System User Guide - UNCLASSIFIED - UNCLASSIFIED - Combat Development ...
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United States Marine Corps Force Development System User Guide UNCLASSIFIED USMC FORCE DEVELOPMENT SYSTEM OVERVIEW POTUS Congress OSD JCS DON CCDR Commandant Guidance Concept Based Requirements System (Planning) Campaign of Learning (MC CBA Phase 1) Marine Corps Capabilities Based Assessment Programming Budgeting Execution Marine Corps Warfighting Lab (MC CBA Phases 2-5) [2 Years in Advance of [1 Year in Advance of [Execution Year] [4 Years in Advance of Execution] [3 Years in Advance of Execution] Execution] Execution] Phase 2 Phase 3 Phase 4 Phase 5 Concepts Congress Capabilities Gap Analysis Solutions Analysis Risk Analysis Wargames Analysis Science & Technology POTUS Studies & Analysis Campaign of Learning Modeling & Simulation (CoL) OSD Experiments Exercises DON Lessons Learned Manned, Trained, & Equipped Marines Parallel and Continuous Processes Joint Capabilities Integration & Development System (JCIDS) Total Force Structure Deliberate Universal Needs Marine Corps Rapid Process (TFSP) Statement Process (D-UNS) Capabilities Office (MCRCO) Urgent Needs Process (UNP) Continuous Feedback from Marines (Advocates, Proponents, OPFOR, Supporting Establishment) to all Processes within the System USMC Force Development System Overview (Level 0) UNCLASSIFIED April 2018
United States Marine Corps Force Development System User Guide UNCLASSIFIED Chapter 1 Chapter 2 Appendix ii | EXECUTIVE SUMMARY UNCLASSIFIED April 2018
UNCLASSIFIED Chapter 1 EXECUTIVE SUMMARY Force development activities plan, design, and implement the translation of strategic priorities into manned, 3500.110) Chapter 2 trained, and equipped Marine Corps organizations able to provide capabilities to Unified Combatant Com- • Marine Corps Doctrinal Publications System (MCO 5600.20P) manders. Force development involves integrating future capability requirements with current operational • Urgent Needs Process and Deliberate Universal Needs Statement Process (MCO 3900.17) needs and consists of all activities “from guidance to Program Objective Memorandum (POM)” that inte- grate materiel and non-materiel elements to produce United States Marine Corps (USMC) capabilities for • Marine Corps Rapid Capabilities Office (MCCDC/MCSC Charter & CDCBul 5400) Force Generation and Force Employment. The Marine Corps Force Development System contributes to and is influenced by the following Department Marine Corps Combat Development Command (MCCDC)/Combat Development and Integration (CD&I) is of Defense (DoD) systems: responsible for integrating the processes that comprise the Marine Corps Force Development System; the • Joint Capabilities Integration and Development System (CJCSI 3170.01I) major processes are: • Planning, Programming, Budgeting, and Execution System (DoDD 7045.14) • Campaign of Learning (MCCDC/CD&I Force Development Strategic Plan) • Defense Acquisition System (DoDD 5000.01) • Marine Corps Capabilities Based Assessment (MCO 3900.20) Communication and interaction from Marine Corps stakeholders (e.g., Operating Forces [OPFOR], Sup- • Marine Corps Planning and Programming (MCO P3121.1) porting Establishment [SE], and Headquarters Marine Corps [HQMC]) are needed throughout the Force • Total Force Structure Process (MCO 5311.1E) Development System. These stakeholders engage at various points within the processes to influence cur- Appendix rent and future force development. • Marine Corps Task List, Mission Essential Tasks, and Mission Essential Task List Process (MCO April 2018 UNCLASSIFIED iii EXECUTIVE SUMMARY | iii
United States Marine Corps Force Development System User Guide UNCLASSIFIED Table of Contents 2.3.1 Introduction ������������������������������������������������������������������������������������������������������������������������������������� 26 2.3.2 Process Overview ��������������������������������������������������������������������������������������������������������������������������� 26 LETTER FROM DC CD&I��������������������������������������������������������������������������������������������� i 2.3.3 Planning-to-Programming Integration���������������������������������������������������������������������������������������������� 29 EXECUTIVE SUMMARY���������������������������������������������������������������������������������������������� iii 2.3.4 Stakeholder Engagement����������������������������������������������������������������������������������������������������������������� 30 Chapter 1 2.4 Programming, Budgeting, and Execution ��������������������������������������������������������������������������������������� 32 UNITED STATES MARINE CORPS FORCE DEVELOPMENT SYSTEM������������������ 1 2.4.1 Introduction ������������������������������������������������������������������������������������������������������������������������������������� 32 1.1 Introduction������������������������������������������������������������������������������������������������������������������������������������������� 1 2.4.2 Process Overview ��������������������������������������������������������������������������������������������������������������������������� 32 1.2 Purpose ������������������������������������������������������������������������������������������������������������������������������������������������� 1 1.3 Organization of this Document ����������������������������������������������������������������������������������������������������������� 1 2.4.3 Stakeholder Engagement����������������������������������������������������������������������������������������������������������������� 34 1.4 Force Development System Overview ����������������������������������������������������������������������������������������������� 2 2.5 Joint Capabilities Integration and Development System ��������������������������������������������������������������� 36 1.5 Force Development System Process Summaries ����������������������������������������������������������������������������� 5 2.5.1 Introduction ������������������������������������������������������������������������������������������������������������������������������������� 36 1.5.1 Policy and Guidance ������������������������������������������������������������������������������������������������������������������������� 5 2.5.2 Process Overview ��������������������������������������������������������������������������������������������������������������������������� 36 1.5.2 Campaign of Learning (MC CBA Phase 1)����������������������������������������������������������������������������������������� 7 2.5.3 Stakeholder Engagement����������������������������������������������������������������������������������������������������������������� 39 1.5.3 Marine Corps Capabilities Based Assessment (Phases 2-5)������������������������������������������������������������� 8 2.6 Total Force Structure Process ��������������������������������������������������������������������������������������������������������� 40 1.5.4 Programming, Budgeting, and Execution ��������������������������������������������������������������������������������������� 10 2.6.1 Introduction ������������������������������������������������������������������������������������������������������������������������������������� 40 Chapter 2 1.5.5 Joint Capabilities Integration and Development System ������������������������������������������������������������������11 2.6.2 Process Overview ��������������������������������������������������������������������������������������������������������������������������� 40 1.5.6 Total Force Structure Process ��������������������������������������������������������������������������������������������������������� 12 2.6.3 Stakeholder Engagement����������������������������������������������������������������������������������������������������������������� 40 1.5.7 Marine Corps Task List, Mission Essential Tasks, and Mission Essential Task List ������������������������� 12 2.7 Marine Corps Task List, Mission Essential Tasks, And Mission Essential Task List Process����� 42 1.5.8 Doctrine������������������������������������������������������������������������������������������������������������������������������������������� 13 2.7.1 Introduction ������������������������������������������������������������������������������������������������������������������������������������� 42 1.5.9 Urgent Needs Process and Deliberate Universal Needs Statement Process����������������������������������� 14 2.7.2 Process Overview ��������������������������������������������������������������������������������������������������������������������������� 42 1.5.10 Marine Corps Rapid Capabilities Office����������������������������������������������������������������������������������������� 14 2.7.3 Stakeholder Engagement����������������������������������������������������������������������������������������������������������������� 44 1.5.11 Feedback Loop/Advocate, Proponents, OPFOR, and SE Engagement����������������������������������������� 15 2.8 Doctrine ����������������������������������������������������������������������������������������������������������������������������������������������� 45 2.8.1 Introduction ������������������������������������������������������������������������������������������������������������������������������������� 45 FORCE DEVELOPMENT SYSTEM PROCESSES ��������������������������������������������������� 17 2.8.2 Process Overview ��������������������������������������������������������������������������������������������������������������������������� 45 2.1 Introduction����������������������������������������������������������������������������������������������������������������������������������������� 17 2.8.3 Stakeholder Engagement����������������������������������������������������������������������������������������������������������������� 45 Appendix 2.2 Campaign of Learning (MC CBA Phase 1) ��������������������������������������������������������������������������������������� 18 2.9 Urgent Needs Process and Deliberate Universal Needs Statement Process ������������������������������� 46 2.2.1 Introduction ������������������������������������������������������������������������������������������������������������������������������������� 18 2.9.1 Introduction ������������������������������������������������������������������������������������������������������������������������������������� 46 2.2.2 Process Overview ��������������������������������������������������������������������������������������������������������������������������� 19 2.9.2 Process Overview ��������������������������������������������������������������������������������������������������������������������������� 46 2.2.3 Stakeholder Engagement����������������������������������������������������������������������������������������������������������������� 24 2.9.3 Stakeholder Engagement����������������������������������������������������������������������������������������������������������������� 48 2.3 Marine Corps Capabilities Based Assessment (Phases 2-5) ��������������������������������������������������������� 26 2.10 Marine Corps Rapid Capabilities Office ����������������������������������������������������������������������������������������� 50 iv UNCLASSIFIED April 2018
UNCLASSIFIED 2.10.1 Introduction ������������������������������������������������������������������������������������������������������������������������������������� 50 Table of Tables 2.10.2 Process Overview ��������������������������������������������������������������������������������������������������������������������������� 50 Table 1-1: Major DoD Activities Supported ������������������������������������������������������������������������������������������2 2.10.3 Marine Corps Rapid Capabilities Office Aspirational Objective ������������������������������������������������������� 50 Table 1-2: Major Marine Corps Processes ������������������������������������������������������������������������������������������2 2.10.4 Stakeholder Engagement ��������������������������������������������������������������������������������������������������������������� 50 Table 1-3: The Linear Force Development Timeframe ������������������������������������������������������������������������2 Table 1-4: Policy & Guidance ��������������������������������������������������������������������������������������������������������������5 Chapter 1 APPENDIX A. REFERENCE LIST��������������������������������������������������������������������������������������������������������������� 54 Table 1-5: Campaign of Learning (MC CBA Phase 1)��������������������������������������������������������������������������7 APPENDIX B. GLOSSARY/ACRONYM LIST ��������������������������������������������������������������������������������������������� 56 Table 1-6: MC CBA (Phases 2-5) Process ������������������������������������������������������������������������������������������9 APPENDIX C. READY REFERENCE����������������������������������������������������������������������������������������������������������� 59 Table 1-7: JCAs and their Alignment to CD&I CDD Integration Divisions��������������������������������������������9 Table 1-8: MC CBA Review and Approval��������������������������������������������������������������������������������������������9 Table of Figures Table 1-9: Programming, Budgeting, & Execution Processes������������������������������������������������������������10 Figure 1-1: USMC Force Development System Overview (Level 0)��������������������������������������������������������������� 3 Table 1-10: JCIDS������������������������������������������������������������������������������������������������������������������������������11 Figure 1-2: USMC Force Development System (Level 1)������������������������������������������������������������������������������� 4 Table 1-11: TFSP��������������������������������������������������������������������������������������������������������������������������������12 Figure 1-3: Policy & Guidance������������������������������������������������������������������������������������������������������������������������� 5 Table 1-12: MCTL/MET/METL Process����������������������������������������������������������������������������������������������13 Figure 1-4: Campaign of Learning������������������������������������������������������������������������������������������������������������������� 7 Table 1-13: Doctrine Process ������������������������������������������������������������������������������������������������������������13 Figure 1-5: MC CBA (Phases 2-5)������������������������������������������������������������������������������������������������������������������� 8 Table 1-14: UNP and D-UNS Process������������������������������������������������������������������������������������������������14 Figure 1-6: Programming, Budgeting, and Execution Processes����������������������������������������������������������������� 10 Table 1-15: Marine Corps Rapid Capabilities Process ����������������������������������������������������������������������15 Chapter 2 Figure 1-7: JCIDS������������������������������������������������������������������������������������������������������������������������������������������11 Table 2-1: MCCDC/CD&I Organization Roles in the Campaign of Learning��������������������������������������18 Figure 1-8: TFSP������������������������������������������������������������������������������������������������������������������������������������������� 12 Table 2-2: Warfighting Challenges and Lead Agencies����������������������������������������������������������������������19 Figure 1-9: UNP and D-UNS Process����������������������������������������������������������������������������������������������������������� 14 Table 2-3: Campaign of Learning (MC CBA Phase 1) Products��������������������������������������������������������24 Figure 1-10: Marine Corps Rapid Capabilities Office ����������������������������������������������������������������������������������� 15 Table 2-4: Programming & Budgeting Notional Timeline��������������������������������������������������������������������34 Figure 2-1: MCWL/FD Organization Chart ��������������������������������������������������������������������������������������������������� 19 Table 2-5: Interim JCIDS Products ����������������������������������������������������������������������������������������������������39 Figure 2-2: Campaign of Learning (MC CBA Phase 1) Process Diagram ��������������������������������������������������� 21 Table 2-6: Eight Phases of the MCTL/MET/METL Development Process�����������������������������������������42 Figure 2-3: CDD’s Organization Chart����������������������������������������������������������������������������������������������������������� 26 Figure 2-4: MC CBA (Phases 2-5) Process Diagram ����������������������������������������������������������������������������������� 27 The Force Development User Guide and references can be downloaded at: Figure 2-5: Programming & Budgeting Process Diagram����������������������������������������������������������������������������� 33 http://www.mccdc.marines.mil/Force-Development-System/ Figure 2-6: JCIDS Process Diagram������������������������������������������������������������������������������������������������������������� 37 Figure 2-7: TFSP Diagram���������������������������������������������������������������������������������������������������������������������������� 41 Appendix Figure 2-8: MCTL/MET/METL Process Diagram������������������������������������������������������������������������������������������� 43 Figure 2-9: UNP Diagram ����������������������������������������������������������������������������������������������������������������������������� 47 Figure 2-10: D-UNS Process Diagram ��������������������������������������������������������������������������������������������������������� 49 Figure 2-11: Marine Corps Rapid Capabilities Office Process Diagram ������������������������������������������������������� 51 April 2018 UNCLASSIFIED v
United States Marine Corps Force Development System User Guide UNCLASSIFIED Chapter 1 Chapter 1 Chapter 2 Appendix vi | EXECUTIVE SUMMARY UNCLASSIFIED April 2018
UNCLASSIFIED Chapter 1 Chapter 1 Chapter 1 UNITED STATES MARINE CORPS FORCE DEVELOPMENT SYSTEM 1.1 INTRODUCTION 1.3 ORGANIZATION OF THIS DOCUMENT Chapter 2 The Marine Corps Force Development System transitions current capabilities requirements to future oper- Chapter 1 provides a holistic description and overview of the System (i.e., what encompasses force devel- ational capabilities. This requires the efforts of many organizations, participating in interrelated processes opment). Section 1.4 of Chapter 1 discusses a system overview whereas Section 1.5 outlines the major with a large amount of complex information, to ensure that the right decisions are made at the right point processes and activities supporting the System. Each process is presented with its purpose, method of in each process. Force development activities plan, design, and implement the translation of strategic and governance, timing, and the role of internal and external stakeholders. Service guidance into organized, trained, educated, and equipped Marine Corps organizations able to Chapter 2 amplifies the information in Chapter 1 with an extended description of the major processes, provide capabilities to Unified Combatant Commanders. The Force Development System is integral to the breakdown of process activities, and supporting parallel processes. Chapter 2 also addresses relatively Marine Corps’ approach to Planning, Programming, Budgeting, and Execution (PPBE). new processes that are not guided by Marine Corps Orders (MCO). Process diagrams accompany each explanation to provide greater understanding and stakeholder’s engagement points. 1.2 PURPOSE The purpose of this document is to assist Marines and Civilians with a common understanding of how the Force Development System is intended to conceptualize and develop the current and future force. It out- lines the current or “as-is” state of the Marine Corps Force Development System, linkages between the processes and roles of stakeholders in order to facilitate informed decisions. Appendix • This document addresses stakeholders, processes, engagement and entry points, policy and guid- ance, outputs, and outcomes of the Force Development System to effectively identify and commu- nicate who’s doing what and for what purpose • The goal is to clearly capture, model, and communicate complex processes to all audiences April 2018 UNCLASSIFIED UNITED STATES MARINE CORPS FORCE DEVELOPMENT SYSTEM | 1
United States Marine Corps Force Development System User Guide UNCLASSIFIED 1.4 FORCE DEVELOPMENT SYSTEM OVERVIEW Table 1-3: The Linear Force Development Timeframe Strategic guidance from external authorities (President of the United States, Congress, Office of the Sec- PROCESS TIMEFRAME Campaign of Learning (MC CBA Phase 1) 4 years in advance of execution retary of Defense [OSD], Joint Chiefs of Staff [JCS], Department of the Navy [DoN], and Combatant Com- MC CBA Phases 2-5 (Planning) 3 years in advance of execution manders [CCDRs]) via the Commandant of the Marine Corps (CMC) feeds the planning and programming Programming 2 years in advance of execution phases of the System. This guidance comes in various forms throughout the year to identify, prioritize, and Budgeting 1 year in advance of execution obtain future force capabilities. Chapter 1 Chapter 1 Execution Year of execution The System operates in concert with three major Department of Defense (DoD) systems as outlined in Ta- ble 1-1, which provides an overarching policy for force development and authorizes publication of Service Other processes of force development (i.e., JCIDS, TFSP, UNP, D-UNS, MCTL/MET/METL, Doctrine, and and DoD Orders to conduct force development. MCRCO) are continuous and run in parallel with the above time-sequenced processes. Table 1-1: Major DoD Activities Supported by the System Communication and interaction from Marine Corps stakeholders (OPFOR, SE, and HQMC) are essential MAJOR DOD ACTIVITIES SUPPORTED BY THE SYSTEM REFERENCE throughout the System in the form of inputs to and outputs from each force development process. Guid- Joint Capabilities Integration and Development System (JCIDS) CJCSI 5123.01H ance, inputs, and feedback from the OPFOR, SE, and HQMC come in various formats (e.g., Lessons Planning, Programming, Budgeting, and Execution (PPBE) DoDD 7045.14 Learned, After Action Reports, Operational Advisory Group [OAG] reports, Quarterly Futures Reviews, and Defense Acquisition System (DAS) DoDD 5000.01 Future Force Reviews) to ensure a wide range of ideas are heard/incorporated throughout. The outputs and outcomes of each of the System’s processes provides a basis for feedback for the OPFOR, SE, and The major Marine Corps processes, outlined in Table 1-2, are integral to the Force Development System. HQMC in the form of changes to Doctrine, Organization, Training, Materiel, Leadership/Education, Person- nel, Facilities and Policy (DOTMLPF-P). Outcomes and output differ slightly, outcomes follow as a result or Table 1-2: Major Marine Corps Processes within the System consequence whereas outputs are information produced from an activity step which includes documents, MAJOR MARINE CORPS PROCESSES WITHIN THE SYSTEM REFERENCE concepts, and guidance. Chapter 2 Campaign of Learning (MC CBA Phase 1) MCCDC/CD&I FDSP Figure 1-1 illustrates the processes that comprise the Force Development System, to include policy/guid- Marine Corps Capabilities Based Assessment (MC CBA Phases 2-5) MCO 3900.20 ance and feedback across the USMC (i.e., CMC, Advocates, Proponents, OPFOR, and SE). Marine Corps Planning & Programming MCO P3121.1 Total Force Structure Process (TFSP) MCO 5311.1E Figure 1-2 illustrates the processes that comprise the Force Development System in a deeper depth to Marine Corps Task List (MCTL), Mission Essential Tasks (MET), and Mission MCO 3500.110 show the inputs, outputs, and outcomes of each process. Essential Task List (METL) Note: In the back of the Force Development System User Guide, there are Level 0 and Level 1 diagrams that can be Marine Corps Doctrinal Publications System MCO 5600.20P detached for remote use. Urgent Needs Process (UNP) and Deliberate Universal Needs Statement MCO 3900.17 (D-UNS) Process Marine Corps Rapid Capabilities Office (MCRCO) CDCBul 5400 The cornerstone of force development is the five phase MC CBA, which constitutes the Planning compo- nent of PPBE. The MC CBA is a concept-based requirements system that provides the means to translate decentralized innovation into a unified and cohesive set of capabilities that include how future Marine Appendix Corps forces are organized, trained, educated, and equipped. As reflected in Table 1-3, the MC CBA begins planning four years in advance of the year of execution, with subsequent processes occurring until the year of execution to meet the timelines needed to program and budget funds for execution. 2 | UNITED STATES MARINE CORPS FORCE DEVELOPMENT SYSTEM UNCLASSIFIED April 2018
UNCLASSIFIED USMC FORCE DEVELOPMENT SYSTEM OVERVIEW Chapter 1 Chapter 1 POTUS Congress OSD JCS DON CCDR Commandant Guidance Concept Based Requirements System (Planning) Campaign of Learning (MC CBA Phase 1) Marine Corps Capabilities Based Assessment Programming Budgeting Execution Marine Corps Warfighting Lab (MC CBA Phases 2-5) [2 Years in Advance of [1 Year in Advance of [Execution Year] [4 Years in Advance of Execution] [3 Years in Advance of Execution] Execution] Execution] Phase 2 Phase 3 Phase 4 Phase 5 Concepts Congress Capabilities Gap Analysis Solutions Analysis Risk Analysis Wargames Analysis Chapter 2 Science & Technology POTUS Studies & Analysis Campaign of Learning Modeling & Simulation (CoL) OSD Experiments Exercises DON Lessons Learned Manned, Trained, & Equipped Marines Parallel and Continuous Processes Joint Capabilities Integration & Development System (JCIDS) Total Force Structure Deliberate Universal Needs Marine Corps Rapid Process (TFSP) Statement Process (D-UNS) Capabilities Office (MCRCO) Urgent Needs Process (UNP) Appendix Continuous Feedback from Marines (Advocates, Proponents, OPFOR, Supporting Establishment) to all Processes within the System Figure 1-1: USMC Force Development System Overview (Level 0) April 2018 UNCLASSIFIED UNITED STATES MARINE CORPS FORCE DEVELOPMENT SYSTEM | 3
United States Marine Corps Force Development System User Guide UNCLASSIFIED USMC FORCE DEVELOPMENT SYSTEM POTUS Congress Chapter 1 Chapter 1 OSD USC Title 10 DON CCDR National Security Strategy JCS DOD Directives POM Guidance National Defense Strategy Joint Concepts National Military Strategy Capstone Naval Concept Maritime Strategy Commandant Capstone Marine Corps Concept CMC Guidance USMC Operating Concepts Marine Corps Strategy Functional Concepts Concept Based Requirements System (Planning) Initial Planning Guidance Final Planning Guidance POM Programming Guidance Process Owner: OPFOR, Inform FPG Process Owner: CD&I, Supporting Process Owner: Process Owner: P&R Establishment, SYSCOM/PEO MCWL/FD 2 CDD 6 11 Quarterly Futures Review 3 ACMC MCEIP EMROC Authorizations & Studies & Analysis Campaign of Learning CCDR Integrated Priority Lists Marine Corps Capabilities Based Assessment MROC MCCIP Programming Budgeting Appropriations Execution Future Force Review T/POM Concept Ideas (MC CBA Phase 1) (MC CBA Phases 2 – 5) [2 Years in Advance of [1 Year in Advance of [Execution Year] Concepts (USMC, Naval, or Joint) Task, Conditions, & Standards Lessons Learned Marine Corps Warfighting Lab [3 Years in Advance of Execution] 8 Execution] Execution] NDAA 9 Exercises Recommendation to MCRCO MCEIP T/POM FFIP - MCPC Across FYDP DoDAA Technology Candidates [4 Years in Advance of Execution] FFIP [3 Years in the Future] 4 Previous MCEIP - Fact of Life Changes Experimental Outcomes Phase 2 Phase 3 Phase 4 Phase 5 MCRCO Sustainment Candidates - Marks/Plus Ups Innovation Outcomes Concepts Capabilities Gap Analysis Solutions Analysis Risk Analysis Congress D-UNS & U-UNS S&T Candidates from MCRCO Wargames Analysis 7 Program Evaluation Science & Technology DOTMLPF-P Analysis Investment/Divestment Boards (PEBs) Studies & Analysis Campaign of Learning Strategy POTUS Enterprise Integration Plan 2020 Warfighting Investment (CD&I) Modeling & Simulation (CoL) Enterprise Integration Plan 2021 Manning (M&RA) Enterprise Integration Plan 2022 Enterprise Integration Plan 2023 Enterprise Integration Plan 2024 Experiments Manned, Trained, & Equipped Marines Enterprise Integration Plan 2025 Headquarters & Support (P&R) Enterprise Integration Plan 2026 Exercises CPM-WG, CPIB, CPRB CPM-WG, CPIB, CPRB, OSD CPM-WG, CPIB, CPRB Training (MCCDC) Chapter 2 CPM-WG, CPIB, CPRB ACMC, MROC Lessons Learned 5 7 Installations (I&L) MCCL MCGL MCSDD MCCIP OPFOR (PPO) 1 Current Warfighting Challenges & Learning Demands [2 Years in the DON Future] Sustainment (I&L) Process Sponsor: Parallel and Continuous Processes CDD 10 DOTMLPF Joint Capabilities Integration and Development System (JCIDS) Process Owner: Process Owner: Process Owner: CDD 12 CDD MCWL/FD 13 DOTMLPF-C Initiative Changes to Force Structure D-UNS Sustainment Consideration Tech Demos/Industry GOBoD 14 Updated MCTL/MET/METL Terminate Symposiums/Other Quarterly Futures Review (As Required) 3 TOECR Enduring Capability (MC CBA) Service Partners Accelerated Acquisition via DoD/DON Force Review Guidance (CMC) ASR Deliberate Universal Needs Revalidate Deliberate Acquisition Mission Statements MCBUL 5400 CMC Innovation Portal Statement Process (D-UNS) Prototypes to OPFOR Updated T/O&E COA Recommendation Brief S&T Candidates to Campaign of Learning MC CBA / U-UNS Solutions USMC Gaps Updated Mission Statements To MC CBA: Approved Acquisition Objective Changes Warfighting Challenges Marine Corps Rapid Capabilities Office Total Force Structure Process (TFSP) S&T Evaluations Consider as Enduring Capability JUON/JEON Sustainment Consideration (MCRCO) Insights Terminate Enduring Capability (MC CBA) Capabilities Assessment Report (CAR) U-UNS Revalidate Urgent Needs Process (UNP) Interim Solution Continuous Feedback from Marines (Advocates, Proponents, OPFOR, Supporting Establishment) to all Processes within the System Appendix Additional Information The Current Warfighting Challenges are: 5 OPFOR and Advocates prioritize and validate in Capability 8 The MCEIP is Resource Informed, identifies JCIDS Documents, 13 Project selection criteria for MCRCO are: 1 2 The CoL looks as far as 30 years in the future with a near horizon - Emerging & Disruptive Technologies 1. Integrate the Naval Force to Fight at and from the Sea Portfolio Management-Working Groups (CPM-WGs). OPFOR and identifies S&T Candidates, identifies Studies Candidates, and of 4 years in the future. - Technology Readiness Level >= 7 2. Conduct Entry Operations Advocates participate and vote in the Capability Portfolio Identifies Divestments. It is due every March to P&R for Integration Board (CPIB) at the Colonel level. Participation and Programming input two years in the future. - Prototype & Assessment Period
UNCLASSIFIED 1.5 FORCE DEVELOPMENT SYSTEM PROCESS SUMMARIES Table 1-4: Policy & Guidance TYPE TITLE PURPOSE 1.5.1 Policy and Guidance Law United States Code Title 10 Provides the legal basis for the roles, missions, Law, National strategies, Department policies, CCDR Integrated Priority Lists (IPLs), Service guidance, and organization of each of the services as well and concepts inform the Marine Corps force development system from the “top-down”. From the “bot- as the DoD. tom-up”, OPFOR, Advocates, Proponents, SE, and individual Marines identify urgent and deliberate needs, National Defense Specifies the budget and expenditures of the Chapter 1 Chapter 1 recommend priorities, and provide feedback within the System through multiple means, to include: exer- Authorization Act DoD and sets the policies under which money will cises, wargames, experiments, innovation challenges, U-UNS, D-UNS, OAG recommendations, Table of be spent. Organization and Equipment (T/O&E) Change Requests, lessons learned, direct participation in the MC Department of Defense Provides discretionary budget authority to the CBA, and programming activities. Appropriation Act DoD for a fiscal year. Figure 1-3 illustrates where policy/guidance fits in the Force Development System. National Strategy National Security Strategy Outlines the major national security concerns of the United States and how the executive branch Table 1-4 lists key policy and guidance that govern the Force Development System. plans to deal with them. National Defense Strategy Articulates strategic guidance for the DoD within the framework of the National Security Strategy. National Military Strategy Outlines the strategic aims of the armed services; POTUS Congress OSD USC Title 10 DON CCDR National Security Strategy JCS DOD Directives POM Guidance National Defense Str ategy issued by the Chairman of the Joint Chiefs of Joint Concepts National Military Strategy Capstone Naval Concept Maritime Strategy CMC Guidance Marine Corps Strategy Commandant Capstone Marine Corps Concept USMC Operating Concepts Functional Concepts Staff (CJCS). Concept Based Requirements System (Planning) Pro cess O wne r: MCWL/FD 2 Initial Planning Guidance Pro cess O wne r: CDD Inform FPG Final Planning Guidance 6 POM Pr ogramming Guidance Pro cess O wne r: P&R Pro cess O wne r: OPFOR, CD&I, Sup porting Esta blishment, SYS CO M/PEO Joint Capstone Capstone Concept for Joint Describes potential operational concepts through 11 Authorizations & Operating Concept Operations: Joint Force 2020 which the Joint Force of 2020 will defend Quarterly Fut ures Review 3 ACMC MCEIP EMROC St udies & Analysis Campaign of Learning (MC CBA CCDR I ntegrated Priority Lists Marine Corps Capabilities Based Assessment (MC CBA Programming Budgeting Execution Chapter 2 Fut ure Force Review MRO C MCCIP Appropriations Concept Ideas Phase 1) Phases 2 – 5) [2 Years in Advance of T/PO M [1 Year in Advance of [Execution Year] Concepts (USMC, Naval, or Joint) Task, Conditions, & St andards 9 Lessons Learned Marine Corps Warfighting Lab [3 Years in Advance of Execution] 8 Execution] T/PO M Execution] NDAA Exercises Recommendation to MCRCO MCEIP DoDAA FFIP Technology Candidat es [4 Years in Advance of Execution] Previous MCEIP - MCPC Across FYDP FFIP [3 Years in the Future] 4 - Fact of Life Changes Experimental Outcomes the nation against a wide range of security MCRCO Sustainment Candidates Phase 2 Phase 3 Phase 4 Phase 5 - Marks/Plus Ups Innovation Outcomes Concepts Capabilities Gap Analysis Solutions Analysis Risk Analysis Congress D-UNS & U-UNS S&T Candidates from MCRCO Wargames Analysis 7 Program Eval uation Science & Technology Investment/Divestment DOTMLPF-P Analysis Boards (PE Bs) St udies & Analysis Campaign of Learning Str ategy PO TUS Enterp ris e Integ rati on Pl an 20 20 Warfighting Investment (CD&I) Modeling & Simulat ion (CoL) Enterp ris e Integ rati on Pl an 20 21 Enterp ris e Integ rati on Pl an 20 22 Enterp ris e Integ rati on Pl an 20 23 Manning (M&RA) challenges; guides force development as called Enterp ris e Integ rati on Pl an 20 24 Experiments Manned, Trained, & Equipped Marines Enterp ris e Integ rati on Pl an 20 25 Headquarters & Support (P&R) Enterp ris e Integ rati on Pl an 20 26 Exercises CPM -WG, CPI B, CPRB CPM -WG, CPI B, CPRB , OSD CPM -WG, CPI B, CPRB CPM -WG, CPI B, CPRB A CM C, MROC Training (MCCDC) Lessons Learned 5 7 Installat ions (I&L) MCCL MCGL MCS DD MCCI P OPFO R (PPO) 1 Current Warfight ing Challenges & Learning Demands [2 Y ears i n t he DON Fut ure ] Sustainment (I&L) Parallel and Continuous Processes DOTMLPF Pro cess S ponsor: CDD 10 for by the National Security Strategy. Joint Capabilities Integration and Development System (JCIDS) Pro cess O wne r: CDD Pro cess O wne r: CDD Pro cess O wne r: MCWL/FD Strategic and Chairman’s Risk Assessment Assesses the nature and magnitude of strategic 12 13 Military Risk and military risk in executing the missions called DOTMLPF-C Init iative Changes to Force Struct ure D-UNS Sustainment Consideration Tech Demos/Industry GOBoD 14 Updated MCTL/MET/METL Terminat e Symposiums/Other Quarterly Fut ures Review (As Required) 3 TOECR Enduring Capability (MC CBA) Service Part ners Accelerated Acquisition via DoD/DON Force Review Guidance (CMC) ASR Deliberate Universal Needs Revalidate Deliberate Acquisit ion Mission Stat ements MCBUL 5400 CMC I nnovat ion Portal Statement Process Prot otypes t o O PFOR MC CBA / U-UNS Solutions Updated T/O&E COA Recommendat ion Brief S&T Candidates to Campaign of Learning Assessment for in the National Military Strategy, and may Updated Mission Statements USMC Gaps Approved Acquisition O bjective Changes To MC CBA: Warfighting Challenges Marine Corps Rapid Capabilities Office Total Force Structure Process (TFSP) S&T Evaluations Consider as Enduring Capability JUON/JEO N Sustainment Consideration (MCRCO) Insight s Terminat e Enduring Capability (MC CBA) Capabilities Assessment Report (CAR) U-UNS Revalidate Urgent Needs Process (UNP) include recommendations for mitigating risk, Interim Solution including changes to strategy, development Continuous Feedback from Marines (Advocates, Proponents, OPFOR, Supporting Establishment) to all Processes within the System Additional Information 5 OPFO R and Advocates prioritize and validate in Capability The MCEIP is Resource Informed, identifies JCIDS Document s, 13 Project selection crit eria for MCRCO are: 1 The Current Warfight ing Challenges are: The CoL looks as f ar as 30 years in the future with a near horizon 8 of new Service or Joint concepts, evolving 2 Port folio Management-Working Groups (CPM-WGs). OPFO R and - Emerging & Disruptive Technologies 1. Integrate the Naval Force t o Fight at and from the Sea of 4 years in the future. identifies S&T Candidates, identifies Studies Candidates, and Advocates participate and vote in the Capabilit y Portf olio Identifies Divestments. It is due every March t o P&R for - Technology Readiness Level >= 7 2. Conduct Entry Operations Integration Board (CPIB) at the Colonel level. Part icipation and Programming input two years in the future. - Prot otype & Assessment Period
United States Marine Corps Force Development System User Guide UNCLASSIFIED TYPE TITLE PURPOSE TYPE TITLE PURPOSE Service Strategy US Marine Corps Service Provides a framework for future force Operating Concepts DRAFT Multi-Domain Battle Multi-Service concept that hypothesizes (cont.) Strategy development to ensure the Marine Corps is (cont.) how ground combat forces are capable of considered ready, relevant, and responsive. Also outmaneuvering adversaries physically and serves to guide resource-informed, capability- cognitively through extension of combined arms driven decisions for how to man, organize, train, across all domains; through credible forward Chapter 1 Chapter 1 and equip the Marine Corps for the 21st century. presence and resilient battle formations, future Capstone Operating Marine Corps Operating Signed by CMC, broadly hypothesizes how ground forces integrate and synchronize Joint, Concept Concept Marine Corps forces will conduct the range inter-organizational, and multinational capabilities of military operations in accordance with Title to create temporary windows of superiority across 10 responsibilities; provides the foundation multiple domains and throughout the depth of and context for subordinate operating and the battlefield to seize, retain, and exploit the functional concepts, guides analysis, wargaming initiative and achieve military objectives. and experimentation and informs capability Littoral Operations in a Hypothesizes how the Navy and Marine Corps development and budget programming decisions. Contested Environment will retain the initiative, as an integrated naval Operating Concepts DRAFT Distributed Maritime Naval concept that hypothesizes how the fleet- force operating from dispersed locations both Operations centric warfighting capabilities necessary to ashore and afloat, to achieve local sea control gain and maintain sea-control through the and power projection into contested littoral employment of combat power may be distributed areas against advanced anti-access /area-denial Chapter 2 over vast distances, multiple domains, and a capabilities. wide array of platforms; the concept will drive the DRAFT Expeditionary Hypothesizes how Marine units may find development of these new capabilities so that Advance Base Operations themselves employed as independent, scaled, fleet commanders will be able to distribute but task organized forces for missions to seize, still maneuver the fleet across an entire theater of establish, and operate multiple, widely-dispersed operations as an integrated weapon system. Expeditionary Advance Bases. DRAFT USMC-Special Hypothesizes how the Marine Corps and Special Operations Command Operations Command can institutionalize I3. Integration, Interoperability, The last 15 years of conflict have changed the and Interdependence (I3) operational paradigm between conventional and special operating forces. A 2013 study by CJCS concluded that a deliberate effort is necessary to preserve these gains in I3. Appendix 6 | UNITED STATES MARINE CORPS FORCE DEVELOPMENT SYSTEM UNCLASSIFIED April 2018
UNCLASSIFIED TYPE TITLE PURPOSE Marine Corps • MCFC 5-1 Command and Provide detailed descriptions of how certain Functional Concepts Control activities will be performed in order to drive POTUS Congress DON CCDR OSD USC Title 10 JCS (MCFC) • MCFC 5-5 MAGTF MC CBA and, ultimately, detailed DOTMLPF-P National Security Strategy POM Guidance DOD Directives National Defense Str ategy Joint Concepts National Military Strategy Capstone Naval Concept Information Environment solutions. At a minimum, the family of functional Maritime Strategy CMC Guidance Commandant Capstone Marine Corps Concept USMC Operating Concepts Operations Concept of concepts will cover the warfighting functions Marine Corps Strategy Functional Concepts Chapter 1 Chapter 1 Concept Based Requirements System (Planning) Initial Planning Guidance Final Planning Guidance POM Pr ogramming Guidance Pro cess O wne r: OPFOR, Inform FPG Pro cess O wne r: CD&I, Sup porting Pro cess O wne r: Pro cess O wne r: Employment plus any other topics of critical importance to P&R Esta blishment, SYS CO M/PEO MCWL/FD 2 CDD 6 11 Quarterly Fut ures Review 3 ACMC MCEIP EMROC Authorizations & St udies & Analysis Campaign of Learning (MC CBA CCDR I ntegrated Priority Lists Marine Corps Capabilities Based Assessment (MC CBA MRO C MCCIP Programming Budgeting Appropriations Execution Fut ure Force Review Concept Ideas Phase 1) Phases 2 – 5) [2 Years in Advance of T/PO M [1 Year in Advance of [Execution Year] Concepts (USMC, Naval, or Joint) Task, Conditions, & St andards Lessons Learned Marine Corps Warfighting Lab [3 Years in Advance of Execution] 8 Execution] Execution] NDAA 9 Exercises Recommendation to MCRCO MCEIP T/PO M • MCFC 6-1 Cyberspace warfighting effectiveness. FFIP DoDAA Technology Candidat es [4 Years in Advance of Execution] Previous MCEIP - MCPC Across FYDP FFIP [3 Years in the Future] 4 - Fact of Life Changes Experimental Outcomes Phase 2 Phase 3 Phase 4 Phase 5 MCRCO Sustainment Candidates - Marks/Plus Ups Innovation Outcomes Concepts Capabilities Gap Analysis Solutions Analysis Risk Analysis Congress D-UNS & U-UNS S&T Candidates from MCRCO Wargames Analysis 7 Program Eval uation Science & Technology Investment/Divestment DOTMLPF-P Analysis Boards (PE Bs) Campaign of Learning Str ategy PO TUS Operations St udies & Analysis Enterp ris e Integ rati on Pl an 20 20 Warfighting Investment (CD&I) Modeling & Simulat ion (CoL) Enterp ris e Integ rati on Pl an 20 21 Enterp ris e Integ rati on Pl an 20 22 Enterp ris e Integ rati on Pl an 20 23 Enterp ris e Integ rati on Pl an 20 24 Manning (M&RA) Experiments Manned, Trained, & Equipped Marines Enterp ris e Integ rati on Pl an 20 25 Headquarters & Support (P&R) Enterp ris e Integ rati on Pl an 20 26 Exercises CPM -WG, CPI B, CPRB CPM -WG, CPI B, CPRB , OSD CPM -WG, CPI B, CPRB CPM -WG, CPI B, CPRB A CM C, MROC Training (MCCDC) Lessons Learned 5 7 Installat ions (I&L) MCCL MCGL MCS DD MCCI P OPFO R (PPO) 1 Current Warfight ing Challenges & Learning Demands DON • MCFC 8-1 Strategic [2 Y ears i n t he Fut ure ] Sustainment (I&L) Pro cess S ponsor: Parallel and Continuous Processes CDD 10 Communications DOTMLPF Joint Capabilities Integration and Development System (JCIDS) Pro cess O wne r: Pro cess O wne r: Pro cess O wne r: • MCFC for MAGTF Fires CDD 12 CDD MCWL/FD 13 DOTMLPF-C Init iative Changes to Force Struct ure D-UNS Sustainment Consideration Tech Demos/Industry GOBoD 14 Updated MCTL/MET/METL Terminat e Symposiums/Other Quarterly Fut ures Review (As Required) 3 TOECR Enduring Capability (MC CBA) Service Part ners Accelerated Acquisition via DoD/DON Force Review Guidance (CMC) ASR Deliberate Universal Needs Revalidate Deliberate Acquisit ion Mission Stat ements MCBUL 5400 CMC I nnovat ion Portal Statement Process Prot otypes t o O PFOR MC CBA / U-UNS Solutions Updated T/O&E COA Recommendat ion Brief S&T Candidates to Campaign of Learning Updated Mission Statements USMC Gaps Approved Acquisition O bjective Changes To MC CBA: Warfighting Challenges Marine Corps Rapid Capabilities Office Total Force Structure Process (TFSP) S&T Evaluations Consider as Enduring Capability JUON/JEO N Sustainment Consideration (MCRCO) Insight s Terminat e Enduring Capability (MC CBA) Capabilities Assessment Report (CAR) U-UNS Revalidate Urgent Needs Process (UNP) DRAFTS Interim Solution Continuous Feedback from Marines (Advocates, Proponents, OPFOR, Supporting Establishment) to all Processes within the System • Intelligence Additional Information 1 The Current Warfight ing Challenges are: 1. Integrate the Naval Force t o Fight at and from the Sea 2 The CoL looks as f ar as 30 years in the future with a near horizon of 4 years in the future. 5 OPFO R and Advocates prioritize and validate in Capability Port folio Management-Working Groups (CPM-WGs). OPFO R and 8 The MCEIP is Resource Informed, identifies JCIDS Document s, identifies S&T Candidates, identifies Studies Candidates, and 13 Project selection crit eria for MCRCO are: - Emerging & Disruptive Technologies Advocates participate and vote in the Capabilit y Portf olio - Technology Readiness Level >= 7 • Maneuver 2. Conduct Entry Operations Identifies Divestments. It is due every March t o P&R for Integration Board (CPIB) at the Colonel level. Part icipation and Programming input two years in the future. - Prot otype & Assessment Period
United States Marine Corps Force Development System User Guide UNCLASSIFIED Governance. Commanding General (CG) Marine Corps Warfighting Laboratory/Futures Directorate Learning. The MC CBA phases are: (MCWL/FD) is responsible for the Campaign of Learning (MC CBA Phase 1) through Campaign of Learn- • Phase 2: Capabilities Analysis ing managers, Marine Corps warfighting challenge leads, Quarterly Integration Forums (QIFs), Quarterly • Phase 3: Gap Analysis Futures Review (QFRs), and an annual Future Force Review (FFR). • Phase 4: Solutions Analysis Campaign of Learning managers are assigned from within MCWL/FD and manage the learning demands across a small portfolio of warfighting challenges. Marine Corps warfighting challenge leads are assigned • Phase 5: Risk Analysis Chapter 1 Chapter 1 by organizations within and outside MCCDC/CD&I, and meet monthly to synchronize activities, identify The products generated during Phases 2-5 are the Marine Corps Capabilities List, Marine Corps Gap List, areas of concern, and identify trends/threads within and across warfighting challenge areas and introduce Marine Corps Solutions Development Directive, and the Marine Corps Capabilities Investment Plan which “new” ideas/capabilities. are consolidated and summarized in the Marine Corps Enterprise Integration Plan (MCEIP). Approved The QIF is a Colonel-level forum, chaired by the CG MCWL/FD, that determines and coordinate topics by the Assistant Commandant of the Marine Corps (ACMC), the totality of these products provides a ca- and issues for presentation at the QFR. pabilities-based and resource-informed guide for resourcing and solution development by describing the implementation actions necessary to achieve the Service’s objectives. Initial Planning Guidance (IPG) and The QFR is the CG MCCDC/Deputy Commandant (DC) CD&I forum, moderated by the CG MCWL/FD, Final Planning Guidance (FPG) are introduced in the MC CBA prior to Phase 2 and Phase 5, respectively. that manages future force development progress and resolution of warfighting challenges. The IPG provides direction for the conduct of the MC CBA. The FPG provides direction for Capabilities The FFR is an annual CMC forum, moderated by CG MCCDC/DC CD&I to obtain approval and guidance Portfolio Managers, in conjunction with Advocates, Proponents, MARFOR, and SE representatives, to from CMC and senior Marine Corps leadership on major current and future force development issues. develop the Marine Corps Capabilities Investment Plan (MCCIP). Phases 2-5 of the MC CBA also support The key elements of the FFIP are depicted within the “Outputs” column of Table 1-5. analytical requirements used in JCIDS. The primary output of the Campaign of Learning is a FFIP, which DC CD&I approves annually and Figure 1-5 illustrates how MC CBA (Phases 2-5) fits in the Force Development System. transitions it to the Capabilities Development Directorate (CDD) as guidance for the MC CBA (Phases Table 1-6 summarizes the inputs, outputs, and outcomes of Phases 2-5. Section 2.3 on page 26 amplifies Chapter 2 2-5). this overview. Timing. The Campaign of Learning (MC CBA Phase 1) is a continuous process that provides quarterly input to the QIF which is chaired by CG MCWL/FD. DC CD&I, in turn, presents a quarterly progress report through QFRs, and moderates the annual FFR with the CMC and senior Marine Corps leadership. Congress The Campaign of Learning looks as far as 30 years in the future with a near horizon of 4 years, which is POTUS OSD USC Title 10 DON CCDR National Security Strategy JCS DOD Directives POM Guidance National Defense Str ategy published annually in March or April via the FFIP by CG MCWL/FD for use in the Future-Year Defense Joint Concepts National Military Strategy Capstone Naval Concept Plan (FYDP) that begins in three years (e.g., FFIP published in April 2018 directly supports FYDP-2021- Maritime Strategy CMC Guidance Marine Corps Strategy Commandant Capstone Marine Corps Concept USMC Operating Concepts Functional Concepts 2026). Concept Based Requirements System (Planning) Pro cess O wne r: MCWL/FD 2 Initial Planning Guidance Pro cess O wne r: CDD Inform FPG Final Planning Guidance 6 P&R POM Pr ogramming Guidance Pro cess O wne r: Pro cess O wne r: OPFOR, CD&I, Sup porting Esta blishment, SYS CO M/PEO 11 Quarterly Fut ures Review 3 ACMC MCEIP EMROC Authorizations & St udies & Analysis Campaign of Learning (MC CBA CCDR I ntegrated Priority Lists Marine Corps Capabilities Based Assessment (MC CBA MRO C MCCIP Programming Budgeting Appropriations Execution Fut ure Force Review Phases 2 – 5) [2 Years in Advance of T/PO M [1 Year in Advance of [Execution Year] Stakeholder Engagement. Advocates, Proponents, OPFOR, SE, HQMC, and individual Marines engage Concept Ideas Phase 1) Task, Conditions, & St andards Lessons Learned Concepts (USMC, Naval, or Joint) 8 Execution] NDAA 9 Marine Corps Warfighting Lab Recommendation to MCRCO [3 Years in Advance of Execution] T/PO M Execution] Exercises MCEIP DoDAA FFIP Technology Candidat es [4 Years in Advance of Execution] Previous MCEIP - MCPC Across FYDP FFIP [3 Years in the Future] 4 - Fact of Life Changes Experimental Outcomes Phase 2 Phase 3 Phase 4 Phase 5 MCRCO Sustainment Candidates - Marks/Plus Ups Innovation Outcomes Concepts Capabilities Gap Analysis Solutions Analysis Risk Analysis Congress D-UNS & U-UNS and participate throughout the Campaign of Learning, by leading warfighting challenges; generating S&T Candidates from MCRCO Wargames Analysis 7 Program Eval uation Science & Technology Investment/Divestment DOTMLPF-P Analysis Boards (PE Bs) St udies & Analysis Campaign of Learning Str ategy PO TUS Enterp ris e Integ rati on Pl an 20 20 Warfighting Investment (CD&I) Modeling & Simulat ion (CoL) Enterp ris e Integ rati on Pl an 20 21 Enterp ris e Integ rati on Pl an 20 22 Enterp ris e Integ rati on Pl an 20 23 Enterp ris e Integ rati on Pl an 20 24 Manning (M&RA) Experiments Manned, Trained, & Equipped Marines Enterp ris e Integ rati on Pl an 20 25 Headquarters & Support (P&R) Enterp ris e Integ rati on Pl an 20 26 Exercises CPM -WG, CPI B, CPRB CPM -WG, CPI B, CPRB , OSD CPM -WG, CPI B, CPRB CPM -WG, CPI B, CPRB A CM C, MROC Training (MCCDC) ideas and concepts for analysis, experimentation, and study; sponsoring and participating in wargames; Lessons Learned 5 7 Installat ions (I&L) MCCL MCGL MCS DD MCCI P OPFO R (PPO) 1 Current Warfight ing Challenges & Learning Demands [2 Y ears i n t he DON Fut ure ] Sustainment (I&L) providing feedback on experiments and wargames; and participating in the MCWL/FD Quarterly Pro cess S ponsor: Parallel and Continuous Processes CDD 10 DOTMLPF Joint Capabilities Integration and Development System (JCIDS) Experimentation Working Group meetings, and S&T evaluations. The OPFOR leads and participates with DOTMLPF-C Init iative Pro cess O wne r: CDD 12 Changes to Force Struct ure D-UNS Pro cess O wne r: CDD Sustainment Consideration Tech Demos/Industry Pro cess O wne r: MCWL/FD 13 GOBoD 14 Appendix Updated MCTL/MET/METL Terminat e Symposiums/Other Quarterly Fut ures Review (As Required) 3 CD&I in the Operating Force Science, Technology, and Experimentation OAG. Members of the Marine TOECR Enduring Capability (MC CBA) Service Part ners Accelerated Acquisition via DoD/DON Force Review Guidance (CMC) ASR Deliberate Universal Needs Revalidate Deliberate Acquisit ion Mission Stat ements MCBUL 5400 CMC I nnovat ion Portal Statement Process Prot otypes t o O PFOR MC CBA / U-UNS Solutions Updated T/O&E COA Recommendat ion Brief S&T Candidates to Campaign of Learning Updated Mission Statements USMC Gaps Approved Acquisition O bjective Changes To MC CBA: Warfighting Challenges Marine Corps Rapid Capabilities Office Total Force Structure Process (TFSP) Consider as Enduring Capability Requirements Oversight Council (MROC) or designated representatives participate in the QIF, QFR, and S&T Evaluations JUON/JEO N Sustainment Consideration (MCRCO) Insight s Terminat e Enduring Capability (MC CBA) Capabilities Assessment Report (CAR) U-UNS Revalidate Urgent Needs Process (UNP) Interim Solution FFR. Continuous Feedback from Marines (Advocates, Proponents, OPFOR, Supporting Establishment) to all Processes within the System Additional Information 5 OPFO R and Advocates prioritize and validate in Capability The MCEIP is Resource Informed, identifies JCIDS Document s, 13 Project selection crit eria for MCRCO are: The Current Warfight ing Challenges are: 8 1.5.3 Marine Corps Capabilities Based Assessment (Phases 2-5) 1 2 The CoL looks as f ar as 30 years in the future with a near horizon - Emerging & Disruptive Technologies 1. Integrate the Naval Force t o Fight at and from the Sea Port folio Management-Working Groups (CPM-WGs). OPFO R and identifies S&T Candidates, identifies Studies Candidates, and of 4 years in the future. - Technology Readiness Level >= 7 2. Conduct Entry Operations Advocates participate and vote in the Capabilit y Portf olio Identifies Divestments. It is due every March t o P&R for Integration Board (CPIB) at the Colonel level. Part icipation and Programming input two years in the future. - Prot otype & Assessment Period
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