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- Identify the tenets of SMART
- Identify ways that SMART can be used in the Army
- Describe a Simulation Support Plan
- Describe ways that SMART can support a Program Office’s objectives
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- I. History
- II. Guidance and Policy
- III. Applications
- IV. Sim Support Plans
- V. PMO Considerations
- VI. Where to get Help
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- Presentation 0800-0915
- Break 0915-0930
- Presentation 0930-1045
- Break 1045-1100
- Presentation 1100-1200
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- SMART is a change in Army business practices, through the exploitation
of emerging M&S and other information age technologies, to ensure
early collaboration and synchronization of effort across the total Army
systems life cycle.
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- The SMART Vision Statement:
"Be a world leader in Modeling and Simulation to
continuously improve Army effectiveness through a disciplined
collaborative environment in partnership with industry, government, and
academia."
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- 1. Promote comprehensive modeling and simulation (M&S) policies,
disciplined processes, and a high performance workforce to stimulate
innovation and agility in developing enhanced Army capability.
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- 2. Establish a means to continuously and quantitatively measure, in a
joint environment, life cycle cost and relevant measures of
effectiveness.
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- 3. Create and maintain disciplined collaborative M&S environments
for all stakeholders to exchange and reuse data and information to
support "SMART" modernization decisions.
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- 4. Establish habitual associations and incentives to leverage the
investments and inventions of academia, industry, and other government
partners so that the Army benefits from the synergy of mutual
investments.
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- Create improved quality, timeliness, and economy (Better, Faster,
Cheaper).
- Collaborate with all stakeholders using a robust, integrated,
disciplined Collaborative Environment (CE) and digital representation.
- Capitalize on emerging and state of the art Modeling and Simulation and
related technologies to optimize readiness through modernization.
- Cultivate a total lifecycle perspective from concept exploration to
retirement (lifecycle evolution).
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- Reduced Total Ownership Cost (TOC), Time to Initial Operating Capability
(IOC), and Logistics Tail
- Increased Supportability, Maintainability, and Military Worth
- More Effective, Cost Efficient Training at Individual, Crew, and System
Level
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- Collaboration with:
- Contractors
- Entertainment Industry
- Government Organizations
- Academia
- Collaboration across:
- Functional Areas
- Milestones
- Programs
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- SMART capitalizes on new technologies, techniques and best practices to
provide greater efficiency and capability to continually improve the
Force and support Army Transformation.
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- SMART permits the application of progressively developed models and
simulations to be used, first in concept exploration, through early
design and requirements development, and evolved to mature training and
sustainment functions and further, to retirement.
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- Objective. A clearly defined,
decisive, and attainable objective.
- Offensive. To seize, retain, and
exploit the initiative.
- Mass. To concentrate all
available resources at the critical place and time to achieve decisive
results.
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- Economy of Force. To allocate
minimum essential resources to secondary efforts.
- Maneuver. Positioning of assets
to favor mission accomplishment.
- Unity of Command. To ensure unity
of effort: coordination and cooperation among all elements toward a
commonly recognized objective.
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- Security. To never permit the
enemy to acquire unexpected advantage.
- Surprise. To strike the enemy at
a time or place or in a manner for which it is unprepared.
- Simplicity. To prepare clear,
uncomplicated plans and concise orders to ensure thorough understanding.
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- Catch duplication
- Identify investments in this area
- Adherence to best practices
- Identify models used as well as upgrades needed (esp. important if a
Enterprise level model such as OneSAF must be upgraded)
- Identify adherence to approved standards (or to help identify places
where new standards would be of use)
- Assist with cross domain coordination
- Allow for peer review/incorporation of lessons learned
- Ensure adequate VV&A
- Ensure effective use of Army SME (data/models)
- Ensure S&T (and other efforts) have data/model generation as part of
their output
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- Not necessarily!
- But you do need someone on the staff that is educated in M&S and can
recognize the value and applications of M&S in support of your
activities--a resident Subject Matter Expert (SME).
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- Manage the SSP
- describe the planned implementation of SMART throughout program
lifecycle
- development, including during engineering, manufacturing, and design
trade studies;
- developmental, operational and live fire testing applications
- in fielding plan, training, logistics support, and preplanned product
improvements.
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- Manage investment early and throughout the lifecycle.
- Work closely with the contracting activity to ensure that the
government maintains its associated purpose rights when the M&S
development is directly related to government funding, or...
- Consider all life-cycle
management costs for the duration of the contract, which may include a
licensing fee for the software application, operational and/or
maintenance costs, and fees for upgrades or changes.
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- Ensure use of Accredited Models and Simulations
- use verified, validated, and accredited models and simulations, and
ensure credible applicability for each proposed use.
- Ensure all data is examined for use in validation and for reuse in other
ways during progression through the lifecycle
- use data from system testing during development to validate the use of
M&S.
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- Support efficient test planning
- pre-test results prediction
- validation of system interoperability
- to supplement design qualification, actual T&E, manufacturing, and
operational support.
- plan to support both developmental test and operational test
objectives.
- Consider Threat implications
- Closely work with DIA to review and validate threat-related elements in
requirements validation and system training.
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- Consider internal M&S design implications
- High Level Architecture (HLA) compliance
- Synthetic Environment Data Representation and Interchange Specification (SEDRIS)
and other data resources and requirements
- Human representation.
- External considerations
- Resource Repository listing (Army’s MSRR)
- Accessibility to other programs and users
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- Bibliography
- DoD Regulation 5000.2R Para. 2.6.7,
Mandatory Procedures for Major Defense Acquisition Programs , 10
June, 2001
- Joint Pub 3-0, Doctrine for Joint Operations, 10 September 2001
- AR 70-1, Army Acquisition Policy, 15 December 1997
- DA Pamphlet 70-3, Army Acquisition Procedures, 15 July 1999
- FM 3-0, Operations, 14 June 2001
- Planning Guidelines for Simulation and Modeling for Acquisition,
Requirements and Training, 15 Sep 2000
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- Bibliography
- Cyber Bytes, the The Newsletter for the Army RDA M&S Domain, Issue
#2, June 1998
- ASAALT memo, Army Vision and Goals for Simulation and Modeling for
Acquisition, Requirements and Training, 3 November 1999
- Study on the Effectiveness of Modeling and Simulation in the Weapon
System Acquisition Process, October 1996
- The Army Model and Simulation Master Plan, 18 May 1995
- TRADOC Pam 71-9, Requirement Definition, 5 November 1999
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72
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73
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- SMART is a change in Army business practices, that seeks to exploit
emerging M&S and other information age technologies, to ensure
collaboration and synchronization of effort across the total Army
systems life cycle to enable successful Army Transformation.
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Notes
