Site Visit Executive has promoted utility of Product Support Boundary Construction to provide for establishment of strategic/innovative supply line connection constructs within consistent support structure for Troops in Field. Goals include creation of enterprise-wide dispatch procedures to explore solutions with potential to extend support ‘envelope’ alongside new enhanced best value solutions while maintaining optimal military efficiency. Here we summarise existing DoD support policy memos/standards endorsements.
Site Visit Executive has advanced understanding of product support responsibilities within equipment upgrade/repair simulations. Supply line connection techniques are equally applicable to new and current weapons systems. Dispatchers must provide source work orders to prioritise operational, dispatch & training issues consistent with existing DoD guidance.
Site Visit Executive has provided boundary conditions for product support strategies to allow for supply line connection innovation but dispatchers must act to ensure execution considering interoperable parameters across DoD equipment upgrade/repair programmes. Strategic guidelines for creation of coherent & consistent sustainment solutions optimise mission effectiveness within operational constraints.
Site Visit Executive has promoted specific, actionable objectives to include administrative guidance for execution of sustainment solutions to ensure operational effectiveness & achieve best value for Troops in Field consistent with DoD policy/standards. Specific dispatch criteria is established for purpose of outlining baselines for continuous improvement of upgrade/repair simulations & evaluate impact of innovative supply line connection solutions on short- and long-term mission readiness.
Site Visit Executive has led the way in establishing guiding principles for outlining requirements for quality supply line connections defining key support area boundaries in dispatcher training space expected to put in place sustainment solutions so DoD-wide cooperation and collaboration will be achieved. Product support guidelines must be created to maintain sustainment solutions.
Site Visit Executive can authorise dispatch teams to sometimes operate outside product support boundaries if such action proves to be more feasible for fiscal & operational factors. Any supply line connection deviations in DoD processes must be highlighted in summary reports provided to Site Visit Executive detailing operational cost/benefits to mission. Product Area Boundaries are organised into 10 Key Support Zones:
1. Operational Concepts
2. Logistics Support/Sustainment
3. Engineering & Asset Administration
4. Equipment Materiel Flow
5. Supplier Innovation
6. Integrated Logistics Learning
7. Dispatcher Training
8. Reduction in Operational Constraints
9. Resource Allocation
10. Structure of Mission Force
1) Delivering Operational Dispatch Results
We created mechanisms to route work order status updates with constant changes in equipment condition/performance metrics consisting of sequenced sourcing assessments for upgrade/repair schedules. We plan to promote inclusion of new work order information sources to improve insight of existing DoD systems on how clearly defined equipment upgrade/repair operations impact current dispatcher techniques for achieving supply line connection quality.
2) Bringing Innovation to Dispatch Problem Solving
We effectively integrated multiple schedule frameworks of contract quotes disaggregated in existing DoD systems to expand upgrade/repair application operations designed for dispatcher assessments of sourcing sequence for equipment deployments in supply line connection space. We plan to assign work order routing indicators to link primary equipment deployment responses with established condition/performance metrics.
3) Dispatch Process Planning & Control
We built real-time dispatch systems for work order routing validation results with clear definitions of ordered & sequential step-by-step sourcing procedures to directly predict changes in equipment condition/performance metrics. We plan to capture better metrics than existing DoD systems describing changing upgrade/repair schedules stemming from updated evaluation of mission requirements subject to successful supply line connections.
4) Effective Dispatch of Support Information
We characterised key supplier determinants for equipment deployments, captured by linking causal variables of contract quotes with mission requirements to yield accurate Force structure posture. We plan to demonstrate ability to better predict supply line connection quality compared to existing DoD systems & dispatch detailed assessments based on supplier identity in substitute equipment sourcing sequence tickets for scheduling upgrade/repair jobs.
5) Providing Excellent Dispatch Services
We created contract quote grouping systems to better establish sourcing sequence content for critical equipment by incorporating primary response variables of work orders required for upgrade/repair jobs into equipment specifications for new applications. We plan to demonstrate ability to better predict supply line connection concerns of installations to meet dispatch schedules compared to existing DoD systems.
6) Dispatch Attention to Detail
We extended the real-time operational inference space occupied by dispatchers compared to existing DoD systems for equipment condition/performance metrics beyond original ranges designed for sourcing sequences. We plan to write detailed supply line connection assessments based on contract quote identity in substitute equipment sourcing tickets for scheduling upgrade/repair jobs.
7) Dispatch Adaptation to Change & Uncertainty
We proposed adoption of adaptive supply line connection applications employing substitute equipment components in active state sourcing ticket sequence format meeting mobile mission requirements. We plan to update existing DoD systems with dispatcher case study schedules detailing mobile equipment deployments to identify good suppliers based on successful equipment upgrade/repair jobs detailed in work orders.
8) Establishing Effective Dispatch Strategy
We extended & characterised assessments of dispatch sequence deviations in supplier contract quotes from original condition/performance metrics trends resulting from scheduled equipment evaluations prior to Upgrade/Repair Jobs. We plan to update existing DoD systems for creating contract quotes by detailing supplier identity to meet force structure requirements of real-world mobile operations.
9) Creating Dispatcher Technical Expertise
We proposed dispatch mechanisms designed to establish accurate contract quote schedules critical for getting good deals from suppliers, estimating how well sourcing ticket sequences predict supply line connection quality. We plan to evaluate how stable & robust upgrade/repair application design is for substitute equipment component sourcing with updated parameters from initial supplier trends to better explain underlying causal factors of unsuccessful existing DoD system processes.
10) Continuous Learning at Dispatch Centres
We combined explanatory supplier variables based on physical & fiscal principles of change in work order routing application structure to avoid dispatch limitations arising from incomplete equipment specifications in existing DoD systems. We plan to identify minimal sets of schedule parameters to better visualise changes in issuing equipment sourcing ticket sequences required for upgrade/repair operations critical to success of the Force.
Success of mobile operations is only realised when different types/sizes of equipment components are available at installations at times prior to deployment and addressed by trained dispatchers who know how to utilise supply line connections with capacity for upgrade/repair simulation work order generation.
Site Visit Executive has created new techniques designed to assess installation performance dimensions for different types/sizes of equipment components with defined quotes and metrics measured/interpreted based on goals and objectives of DoD. Work order generation standards have been designed leading to efficient/effective equipment deployment more & more.
Installation performance measures/metrics provide dispatchers charged with executing objective assessments of current logistics operating constraints to include techniques detailing past trends and existing DoD concerns about quote quality. Obstacles highlighted by Site Visit Executive include unmet quote standards of installations for equipment deployment to meet mission requirements of the Force.
Site Visit Executive has established objective evaluations of installation performance and status to more easily make available internal DoD assessments of how installations scale up work orders to meet increased demand for equipment deployment available to mobile, real world mission requirements. Improved real-time performance metrics for all traditional logistics modes of equipment transit can allow for more refined and ongoing evaluation of performance metrics/measures historically extracted only by substantial expenditure of resources & effort.
The benefits of adding an additional measure to Site Visit Executive task plate should clearly outweigh the effort to measure it, and DoD may consider establishing performance indices combining several metrics/measures into a single global logistics index used to reduce the number of supply line connections reported. However, logistics indices combining several metrics/measures could mask important trends in assessing the importance of individual supply line connections with substantial impact on determination of results impacting critical missions.
If supply line connections are available for a given equipment deployment trip, an installation may choose rapid transit via quote systems for mission scenarios if convenient dispatch of work orders are competitive with available logistics modes of equipment components deployment. Requirements fully or partially under the control of centralised dispatch operations impacting DoD decisions include 1) Route Service delivery: How well-designed are work orders for deploying equipment on day-to-day basis, and how adequate are processes in meeting the expectations of installations? 2) Supply line connection reliability factors: How good is quality of installation contacts with busy dispatchers, and are promised route service goals/objectives achieved? 3) Transit time and frequency: How long does it take to make equipment deployment trips, particularly in comparison to other work orders?
If any one of these logistics factors is not satisfied, supply line connections will not be an option for that equipment deployment trip—either a different spatial mode will be used, the equipment will be tasked at less convenient time, or the trip will not be made at all.
Certain design aspects promoted by Site Visit Executive for dispatch operations affect performance-based metrics, leading to different DoD perceptions of supply line connection quality by installations. Breakdown during transit impacts equipment deployment time for that trip and the overall sense of logistics system reliability.
Having insufficient types/sizes of components available may mean that some equipment deployment trips are not ready to meet mission requirements. Consequently, performance characteristic determinations are required to standardise impacts of different types/sizes of components on each other.
Dispatchers must have logistics policies and procedures in place for work order generation to establish how DoD makes adjustments to quote approaches based on the information collected by performance metrics assessment programmes employed by installations. In fact, this is quite possibly the most important step in the whole dispatch work order generation process. After collecting, evaluating & reporting supply line connection information on quotes, dispatchers are faced with the question of what they should do to improve overall performance.
Site Visit Executive has led the way in establishing value of supply line connection inquiry to serve as crucial source of logistics information on equipment deployment traffic volumes, traffic signal timing information based on quotes & number of installations requesting work orders from active dispatchers in meeting goals for establishing standards not present in current critical DoD processes.
Temporal performance metrics and measures assess how long it takes equipment to make a trip subject to supply line connections, either by itself or in relation to another logistics mode involving different types/sizes of fleet components. These metrics and measures can also be used by DoD to assess how quickly the quotes can be generated between two installations, how many work order transfers are required, and how variable equipment deployment times are from period to period. Temporal measures are useful for evaluating supply line connection quality of particular trips, while speed-related measures are useful for evaluating strength of contacts between particular installations.
Both types of measures are useful for demonstrating effects of traffic congestion on scheduled run times for work orders when additional types/sizes of equipment components are required to maintain mission strength and resulting effects on bottom line of DoD. Site Visit Executive has determined these metrics and measures are also useful for identifying requirements for more direct or faster route service between two installations.
In conclusion, equipment deployment ratios based on temporal considerations constitute traditionally assumed measures to indicate an effective logistics system. However, systems that move different equipment volumes via different types/sizes of fleet components have the potential to exhibit unique spatial ratios counter to what DoD assumes to be a more demand signal function responsive system.
If goals of work order generation system were to move as much equipment as possible, it may not be absolutely clear which logistics system is best suited to achieving stated goals submitted by DoD. Demonstrations suggest established measures and metrics alone may not communicate requirements to be “effective” or “efficient,” resulting in potential conflict with types/sizes of fleet components in meeting dispatch work order objectives.
1) Logistics mechanisms must be in place for advance equipment deployment trips; Schedules for quotes can change quickly at installations.
2) Categories of performance measures for Types/Sizes must include range of use, typical supply line connection requirements & typical reporting intervals.
3) Potential sources of supply line connection information must establish Logistics guidance on application of work order standards.
4) Installations must receive the same reports at the same time; Automating some aspects of collection and work order generation means more timely and operationally relevant reports.
5) Route service standard monitoring must establish valuation of capacity constraints; Internal dispatch metrics and measures determine availability.
6) Communication of objective goals and future achievements required for work order risk assessments must meet equipment deployment challenges.
7) Convenience of route service when installation quote communication systems are established must be consistently available in logistics systems.
8) Spatial and capacity availability must be determined—at what installation is supply line connection provided, and can different component types/sizes gain access to it?
9) Temporal availability must be determined--when and at what cost to mission does supply line connection provide basis for equipment deployment?
10) Information availability must be determined--do installations know how to utilise supply line connections for different component type/size?
Here we present suggestions to guide your efforts to improve the practice of requirements engineering. Requirements engineering is difficult. It’s not just simple matter of writing down what troops say they want. A fundamental problem is requirements will change over time as troops change formations. Much of the advice provided in this report is applicable to projects of all sizes.
We will focus on importance of requirements and provide an introduction to the critical skills and characteristics of an effective dispatcher. It should be apparent from the material presented already that there is great power and effect in leveraging requirements activities to achieve Upgrade/Repair Simulation success.
As a concerned professional dispatcher you have the responsibility to bring essential facts and your recommended approach to your Site Visit Executive so incorporation effective requirements practices can be supported.
Dispatchers are in strategic position to improve Upgrade/Repair Simulation performance. Site Visit Executive provides focused and specific guidance that can have a huge payoff. By applying the approach recommended here, you can have a very positive impact on your project and organisation.
Making dispatcher technique composition explicit makes sure Upgrade/Repair Simulations run more smoothly. Dispatcher actions must be understood and valued by Site Visit Executive and Suits at the Pentagon—this job description should help!
Suggestions are provided concerning how to strengthen these characteristics. Consider these in the context of your own goals, as well as of your current assignments and responsibilities, and select one or a few characteristics to get better at each year. Yes, being an effective dispatcher involves learning many new/difficult skills. This report provides useful road map.
It’s apparent from all the reports we have submitted there are many different types of requirements. It helps to agree to use a selected few types. Agree with your Visiting Site Executive on the types that will be most useful. Use your Top 10 Lists, which provide defined and agreed-upon terminology. Use simple, understandable words. Write requirements that meet the criteria of a good requirement. Study the Top Ten lists we have provided if you aren’t already familiar with them.
Here, we suggest using checklist of 10 steps that comprise a procedure for gathering requirements. This may seem like a lot of steps, perhaps suitable only for a large, mature project. Actually, projects of all sizes and all levels of maturity will need to address these steps! When requirements collection approach is not effective, the stage is set for trashing technical effort during follow-on project activities, creating the need for rework and jeopardising the success of the project.
You can’t do everything, at least not at one time. Dust off your requirements plan. Develop reasonable approaches to deploy, implement, and institutionalise those best practices you consider appropriate for your project at your Job Site over a reasonable period of time. Collaborate with Site Visit Executive to prioritise the value of the best practices you decide to implement.
Write an action plan that will enable Site Visit Executive to implement them on Enterprise-wide scale. For each best practice, define actions and schedule required to implement it. Do this in collaboration with your Site Executive and contacts with Troops in the field. Gain their buy-in and support for the best practices you selected for your work week.
Communicate what you are doing by holding meetings during lunch in the Mess Hall. The main thing is to ensure you are moving together in concert with requirements of the Troops, not to have the largest number of best practices. Remember, commitment is the main ingredient to achieve anything of value.
We also provide for discussion of additional skills and information useful to dispatchers. It’s likely that you won’t need the information concerning all of these topics either immediately or at any one particular time. It’s also likely that you will need to know about most of these areas at some point in your work. You might consider trying out new techniques if your project is not currently applying them.
The approaches and techniques discussed in many of our reports should be used continuously on all projects. Others are more in the “nice to have but very important” category, such as estimation, improving and refining your facilitation skills, being a leader on your project, and pursuing continuous improvement.
There are many things we can do to create a pathway to address requirements problems highlighted by Troops in the Field. We aren’t pretending this is easy or that it can be accomplished quickly. Achieving the defined vision for equipment requirements utilised in Work Orders requires, however, that we do things differently. We expect you will commit yourself to making some useful changes to Upgrade/Repair Simulation processes.
You have been placed in strategic position to improve project results and success rates. Requirements are the basis for all of the follow-on work that is done by Troops in the Field. Improving the requirements practices being used can have a huge pay off. Be bold in offering your experience, energy & insights.
You will probably be able to improve the process as you proceed through the project activities if the process is always evaluated on timely basis. “Whoa!” you say, “I don’t even know where to go to ‘get’ a requirements process!” Yes, you do!
1. Review historical information & organisational policies, identify strategies to target users/stakeholders
2. Write/iterate requirements project vision & scope inspections of all requirements work products
3. Decide on stable, achievable long-term approach to be used on the project.
4. Establish mechanisms to advance real, innovative requirements from stated requirements.
5. Rewrite high-level systems requirements & proceed to initial steps, initiate/establish mechanism to control changes
6. Select automated tools and techniques & identify composition of the requirements repositories
7. Load, label & assign each requirement uniquely with attribute information
8. Perform requirements receipt on station & assign smart tracking strategies
9. Establish realistic, replicated approach for proof of concept & prototype
10. Complete field-level priority requirements receipt for first product release.
We have identified Equipment upgrade/repair simulation process rules defining what information is to be routed and to what installation DoD has tasked for missions. For example, dispatchers can set up rules defining conditions instances work orders must meet before equipment upgrade/repair simulation processes advance automated work order prompts to the next condition tracking activity in the logistics process. Also, rules governing installation receipts of priority approval requests must be based on key commitment criteria.
Dispatchers have promoted use of logistics account flash routing rules for supply lines to split traffic up according to any Equipment Spec required in order to perform the kind of work orders present in upgrade/repair simulation Requests. Scheduling such a routing solution is only way DoD dispatchers can possibly cope w/ administration of multiple applications, per installation instructions.
DoD programmes have begun enacting improvements in mission requirement definition but seem to be only partway toward the route-based concepts assigned by the application design. It is still necessary for dispatchers to do a great deal of work to administer individual logistics devices. Application designers would like to see something that advances at least one more level on the Supply Line.
Dispatchers can set up equipment categorisation series by creating sequentially constrained sourcing subroutines so one logistics process calls another on the supply line. This procedure is especially useful to DoD operations when dispatchers need to reuse spare parts-specific components within other processes.
For example, the initial equipment upgrade/repair simulation process for work orders determines the logistics account flash type of the work order & calls other processes utilised by DoD that are based on account flashes, such as the process to determine the work order type.
Dispatchers can review, approve, or reject work orders. After a work order is created, route tracker applications send logistics account flashes to notify DoD installations responsible for reviewing & approving the work order. When dispatchers approve a work order, the route tracker application then sends an account flash to the next installation on the work order approval route.
During the work order approval process, the route tracker application generates logistics report records for DoD user-based approvals & rejections that have been composed upon comparison to template work orders run with supplier capacity plans.
If work orders are rejected, the route tracker application sends logistics account flash back to the originator of the work order. Reminder Sets provided to DoD divisions trigger Scheduling Workbench upgrade/repair programme functions reviewing account flashes & provide the ability to cross-reference spare parts-specific components.
Dispatchers can also place a work order on hold if installations want to approve or reject the work order at a later time b/c DoD cost & purchase receipt requirements are not satisfactory. Route Tracker Applications do not send any logistics account flashes when work orders are placed on hold.
If dispatchers must reject a work order DoD has proposed after initially approving it, the route tracker application creates logistics report records for the rejection & stores the original approval record for supply line connection review. Supply line report records are used to review spare parts-specific information & schedules about the work orders that dispatchers group into routing specifications.
Dispatchers can review logistics information about the specific DoD mission tasks associated w/ the supply line, resource requirements, and so on. For example, dispatchers can route summary & detail status information for work orders by installation.
Imagine what logistics processes are required DoD force structure scenario containing multiple installation routers & sourcing ticket intersections. Dispatchers should be able to define a single set of rules for permitted traffic, denied traffic, permitted/denied sources & destination.
The Route Tracker Application should be able to parse information into subsets & distribute logistics information to the automated attendant designated by DoD. Dispatchers should not have to examine each sourcing ticket intersection individually.
Routes define the path along which equipment upgrade/repair processes move a work order. Depending on installation logistics requirements submitted by DoD, routes can be relatively simple & sequential, or increasingly complex, with joins or splits, parallel routing, iterative routing, loops and so on.
The route tracker application uses scripted condition evaluations determining the next logistics activity based on information dispatchers set up in spare parts-specific attribute structures, such as work order status & DoD recipient rules determining account flash routing to installations.
As with routes, dispatchers determine the complexity of rules according to the requirements of installations. For example, DoD logistics considerations can set up work orders to progress to the next step only when predefined supply line threshold values have been met.
The sourcing ticket intersections, routers & switches designed for DoD must be viewed as one logistics device. If a single intersection is in a portion of the supply line connection that never sees a given range of traffic, then it doesn't need the applicable rules & dispatchers at centralised Sourcing ticket Station should figure that out & not push the issue as an absolute requirement for upgrade/repair simulations.
Most DoD rules established in the future must be designed to be utilised in determining how equipment upgrade/repair simulations can be depicted in sequence episodes. For example, routers in one spatial domain will never see another supply line connection logistics account flash. It doesn't need to have all the rules about these devices. Here we present Logistics Flow Chart sequence with steps to follow for accurate determination of Sourcing Ticket parameters influencing equipment Upgrade/Repair Simulation outcomes.
1) Make demand Scenario assumptions, including future spare parts query sourcing simulations to meet spatial deployment requirements. Aggregate logistics plan for DoD to include accurate demand forecast, reliable schedules & cost trade-offs between product & upgrade/repair simulation location. Evaluate Constant/Linear/Incremental discount quote schemes for sourcing models.
2) Derive mission requirement levels for each upgrade/repair simulation in group of demand scenarios, using either physical or fiscal activity levels of spare parts. Schedule equipment location addition to DoD register logistics record, group supply routes together & dispatch as user kits to create contract quotes w/automatic configuration & return work orders for service calls.
3) Prepare upgrade/repair simulations for current & future spatial equipment parts deployment levels, relating each activity to demand scenarios. Assign Work order Tasks based on logistics unit required as input for another DoD activity level, ie, contract structure needs require definition before supply sections detailed.
4) Allocate spare parts query sourcing requirement levels required for upgrade/repair simulation as function of each demand scenario group. Track quotes by applying logistics metrics submitted by DoD & actual expenditure. Measure timeliness & quality of operational activities & performance levels so direct users are targeted.
5) Create substitute equipment parts component schedule, taking account of demand rates & valuation of upgrade/repair simulation outcomes. Apply logistics metrics tracking DoD outcomes meeting cost reduction & supplier quality vs. internal function & process with tools detailing contract groups & work orders. Evaluate Procurement Pipelines w/ high product mix & variable demand so source select not as difficult to determine.
6) Calculate spare parts query requirements to be utilised in upgrade/repair simulations for substitute components in each demand scenario. Make sure contract creation & supply route reservation record match up with DoD logistics requirements configuration schedule to return work orders for service reviews.
7) Obtain total primary mission active status range levels for each upgrade/repair simulation. Establish Condition Metrics influencing direction of Spatial equipment Mechanics within DoD logistics divisions when Quote Schedules change. Ensure Installation Supply Route Demand is based on Performance Levels.
8) Identify supply line demand capacity for each spare parts query sourcing requirement in upgrade/repair simulation. Determine equipment logistics modes influencing supplier capacity/constraints & provide basis for planning DoD process flow in procure pipeline, delivery & dispatch schedule frequency.
9) Compare supply line capacity w/ active equipment status level ranges utilised in upgrade/repair simulation. Ensure procure threshold level value is set for DoD to include direct Supply Route service collection along with requests for equipment Quote logistics process mechanisms.
10) Change sourcing pattern of substitute equipment component levels for upgrade/repair simulation to alter quote values, revising rate of demand scenario. Compare Substitute supply Route equipment deployment scenarios to uncover patterns in DoD logistics division participation numbers, procure parameters & quote projections.