Cmmi and quality practices to support military operational readiness

2/10/2013 1© 2008 K.V.P Consulting; CMMI-Mils Presentation Version 2.2
Leveraging Operational
Capabilities
System Engineering Models
Application to Intelligence and
Operational Capabilities and
Procedures
CMMI-MilS
Issues, Challenges,
Opportunities

Knowledge Level
and
Set Expectations
The presentation content assume that listeners have CMMI (DEV;
ACQ and SVC), Value Stream Mapping, Six Sigma, Quality
Function Deployment, LEAN, ISO 27000, REF,
© 2008 K.V.P Consulting; CMMI-Mils Presentation Version 2.2 22/10/2013

Information Security and
Classification Disclaimer
Although it seems that the information in this presentation is
reflecting actual and real operational information, plans and
practices and therefore should be classified, it is not the case.
All presentation initial materials are supported by internet
sites and references that are accessible to all on public
information base.

Intellectual Property Disclaimer
•CMM and Capability Maturity Model are registered in the U.S. Patent and Trademark
Office.
•CMM Integration, CMMI, SCAMPI, and IDEAL are service marks of Carnegie Mellon
University
•Capability Maturity Model and CMM are registered trademarks in the U.S. Patent and
Trademark Office.
•CMM Integration, CMMI and IDEAL are service marks of Carnegie Mellon University.
EFQM is a registered trademark of the European Foundation for Quality Management.
EVA is a registered trademark of Stern Stewart & Company.
•TSP -This work is sponsored by the U.S. Department of Defense. The Software
Engineering Institute is a federally funded research and development center sponsored by
the U.S. Department of Defense.
• Copyright 2003 by Carnegie Mellon University.
•PSP - This work is sponsored by the U.S. Department of Defense. The Software
Engineering Institute is a federally funded research and development center sponsored by
the U.S. Department of Defense.
• Copyright 2005 Carnegie Mellon University.
•ITIL® is a Registered Trade Mark, and a Registered Community Trade Mark of the Office
of Government Commerce, and is Registered in the U.S. Patent and Trademark Office

Agenda 1
• Initiative background
• The Operational Need
• Working Assumptions
• Challenge Statement
• Conceptual Solution
• Involved Methods
2/10/2013 5
© 2008 K.V.P Consulting; CMMI-Mils Presentation Version 2.2

Agenda 2
• Industry Organization Typical Structure
• Military Organization Structure
• Initial Observation
• CMMI-Mils
• Structure
• Process Institutionalization
• Capability Level Definition
• Maturity Level Definition
• Generic Practices Definition
• Process Area Content
• Revised Definitions
2/10/2013 6

Agenda 3
• Detailed Examples and Elaborations
• Operational Units
• Combat Support Units
• Support Units
• Intelligence and Special Forces units
• Special Cases
• High Maturity Concept in Military Service
Orientation
2/10/2013 7

Agenda 4
• Applying SCAMPI and Assessments to the
Military Services
• What we Looking For
• Improvement Opportunities Suggestions
• Current Status
• Next Steps
• About the Author
• Contact
2/10/2013 8

Agenda 1
• History Background
• Military
• Industry
2/10/2013 9

Initiative background
• Every combat or security operational unit is a combination
of individuals that have unique professions and individual
capabilities.
• The unit capability to achieve its mission objectives in a
given scenario is fully depended on the sum of all
individuals' individual performance capability and the
timing of it.
• Unit strategies and objectives set the step for performance
excellence. However to achieve the desired operational
results, we also need to give our people the tools, and
knowledge.
2/10/2013 10

• One of the key ways that people perform excellence is
through impacting their unit's procedures and combat /
operational doctrines.
• The ability to rapidly and continuously design, develop,
and adapt your procedures and combat doctrines and
targets in an agile and transparency to change and
implement fashion is a huge advantage to any unit or
agency
• Operational unit must develop and implement
collaborative, transparent and repeatable combat doctrines
that foster a culture of total performing and learning
environment
2/10/2013 11

• Writing new combat doctrine or tactics may turn out to be
the easy part of the improvement. This can be a very
depressing thought to those who spend years in combat
doctrine groups such as MOUT combat doctrine action
teams or combat training facilities developing training
materials.
• Sometimes the “light at the end of the tunnel” seems to be
publication of an integrated set of descriptions of improved
combat doctrines. However, once those combat doctrines
are defined, documented, and even communicated, much
work remains.
2/10/2013 12

• Over the years I have discovered that if
I will read models from the industry quality arena
with a different mindset (military wise vs. businesslike)
I will be able to suggest focus improvements and
leveraging the overall operational (military)
capability and mission execution efficiency
2/10/2013 13

Agenda 1
• Military
• Industry
2/10/2013 14

The Operational Need
• Management capability level from both professional and
knowledge level
• Performance and reporting norms
• Self management and self discipline maintaining personal
professional and knowledge capabilities
• Individual and team discipline
• Cooperation and knowledge and resource sharing
• Appropriate visibility of information, data and capabilities
• Quality of readiness and preparedness for performing
mission
2/10/2013 15

• Centralized resource management and appropriate
utilization and usage of it
• Multidimensional management (future planning, unit
strategy, short term objectives, the immediate objectives)
• Initiating, developing and implementation management of
new tactics and technologies
• Balanced planning and deploying new tactics
improvements and new technologies in a measured way
that will quantify the improvement vs. expectations
• Information, data and communication security
2/10/2013 16

• Each person working in the implementation organization
will need to do the following:
• Access the combat doctrine descriptions
• Understand all the combat doctrines at a top level
• Understand in detail the combat doctrines that he or she performs
• In addition, managers must do the following:
• Understand all the combat doctrines at a top level
• Understand the leadership combat doctrines change management in
detail
• Understand how to lead the unit using the new combat doctrines
• Access historical measurement data for all combat doctrines versions
performance
• Support implementation of new combat doctrines in their own
surroundings
• Remove roadblocks to implementation
•
2/10/2013 17

• Many of these challenges were an is addressed on
and ad-hoc basis, usually with specialized
solutions or technologies that were limited to
functional areas of the operational scenario or a
unit that is currently in the frontline at a given
time
2/10/2013 18

A Focus Example From Targeting Area
• We can list the operational needs in targets and targeting in the
following list:
• Mapping and classification of targets to operational priorities
• Adjusting target (single) to operational achievement
• Adjusting target life cycle time to attack timing
• Adjusting ammunitions to target profile
• Adjusting ammunitions elicitation to target profile and mission
success objectives
• Adjusting ammunitions to platforms
• Determining the platforms accessibility to target and target life
cycle time
2/10/2013 19

Summary
• Threat Complexity Understanding
– High degree of uncertainty and ambiguity
– Increased complexity of asymmetric threats
• Direct Answer Competence
– Focused, actionable intelligence and “eyes on target”
– Ability to apply tailored combat power immediately, including
Special Operations
• Fast Reaction Capability
– Tailorable, Scalable, & Modular Capabilities
2/10/2013 20

Agenda 1
• Military
• Industry
2/10/2013 21

Working Assumptions #1
and adapt your procedures and combat doctrines in an agile
and transparency to change and implement fashion is a
huge advantage and includes:
• Management capability level from both professional and
knowledge level
• Performance and reporting norms
• Self management and self discipline maintaining personal
professional and knowledge capabilities
• Individual and team discipline
• Cooperation and knowledge and resource sharing
• Appropriate visibility of information, data and capabilities
• Quality of readiness and preparedness for performing mission
2/10/2013 22

Working Assumptions
and adapt your procedures and combat doctrines in an agile
and transparency to change and implement fashion is a
huge advantage and includes:
• Centralized resource management and appropriate utilization and
usage of it
• Multidimensional management (future planning, unit strategy,
short term objectives, the immediate objectives)
• Initiating, developing and implementation management of new
tactics and technologies
• Balanced planning and deploying new tactics improvements and
new technologies in a measured way that will quantify the
improvement vs. expectations
• Information, data and communication security
2/10/2013 23

Working Assumptions
• Military mission objective statement as much as other, must
include quantitative objectives that are stated in a clear way
• This will ensure that the executing force and its command will be able to
quantify the achievements of objectives
• This statement is even more significant when we deal with fire
support units that prepare the battle field for the direct assault
ground forces
• A basic building block in battlefield management and
evaluation is the commanding officer’s capability to accurately
evaluate the fire support unit's effectiveness along with the
efficiency of its resource usage.
• Our objective in this presentation is to demonstrate that this fire
support process complexity can be translated into simple multi-
dimensional quantitative processes for resource planning and
usage to improve the time required for achieving the mission
statement
2/10/2013 24

Working Assumptions
• We need to provide the framework that will enable
us to increase efficiency of development the
operational (military) capabilities to cope with the
following in a timely manner
• High degree of Threat uncertainty and vagueness
– Focused, actionable intelligence and “eyes on target”
– Ability to apply tailored combat power immediately,
including Special Operations
– Tailorable, Scalable, & Modular Capabilities for a
specific task or immediate ad-hoc need
2/10/2013 25

Agenda 1
2/10/2013 26

Professional Challenges
(Partial list only)
• Information analysis
• Theater Structure Analysis
• Target Position in Destination Environment
• Enemy Value Chain
• Operational System Value Chain
• Weapons Power Elicitation
2/10/2013 27

Operational Challenges
(Partial list only)
• Mission Objectives Definition in Quantitative
Way and Structure
• Definition of 'Good Enough' Level
• Differentiating Different Mission Objectives and
Success Factors For the Different Battle Phases
• Resource Usage and Adjustment Elicitation to
Plan and Objectives
2/10/2013 28

DL
Self
Development
OPFOR &
x
x
-
-
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Version 2.2

Agenda 1
• Background Definitions
• Military
• Industry
• CMMI world
2/10/2013 30

Conceptual Solution
• During the intensive use with the SEI Models and practices
and having our deep knowledge and long experience
serving in armed forces.
• We came to the conclusion and insight that appropriate
application of Capability Maturity Model Integration
(CMMI®)2 model specific practices (with a different
content and context) and generic practices ("as is")
evaluated by the SCAMPI MDD or ARC will bring a real
improvement to the way that combat operational units
evaluating themselves.
•
2/10/2013 31

Conceptual Solution
• Moving a unit from the current environment of basic
military disciplined way of thinking toward a more
controlled and measured process can be overwhelming to
those tasked to make it happen.
• It is the premise of this presentation that SEI Models and
practices and some other industry standards and methods
can be used as tools to leverage these unit procedures to
support the unit operational capability, readiness and
preparedness for performing mission improvement.
• It will provide you the basic information regarding the
value added by using the standards to implement and
define this application
2/10/2013 32

Conceptual Solution
• It is often hard to separate the details associated with
mission description and objectives from the practices
required to accomplish the effort. (see next slide)
• We will try to share our ideas on coping with it
2/10/2013 33

A Complex Effects-based Environment
Version 2.2

Agenda 1
• Military
• Industry
2/10/2013 35

Involved Methods
• S.E.I Models
• Capability Maturity Model Integration (CMMI) is a process
improvement approach that provides organizations with the
essential elements of effective processes
• CMMI-DEV - addresses product and service development processes
• CMMI-ACQ - addresses supply chain management, acquisition, and
outsourcing processes
• CMMI-SVC - addresses guidance for delivering services within organization
and to external customers
• PSP - engineers with a disciplined personal framework for doing
software work. The PSP process consists of a set of methods,
forms, and scripts that show software engineers how to plan,
measure, and manage their work
• TSP - engineering teams in developing software-intensive products
2/10/2013 36

Involved Methods
• LEAN
• Lean manufacturing or lean production, which is
often known simply as "Lean", is the practice of a
theory of production that considers the expenditure of
resources for any means other than the creation of value
for the presumed customer to be wasteful, and thus a
target for elimination. In a more basic term, More
value with less work.
2/10/2013 37

Involved Methods
• Quality function deployment (QFD)
• QFD is described as a “method to transform user demands into design quality, to
deploy the functions forming quality, and to deploy methods for achieving the
design quality into subsystems and component parts, and ultimately to specific
elements of the manufacturing process”
• QFD is designed to help planners focus on characteristics of a new or existing
product or service from the viewpoints of market segments, company, or
technology-development needs
• Value Stream Mapping
• is a Lean technique used to analyze the flow of materials and information currently
required to bring a product or service to a consumer.
• Value Stream Mapping is commonly used in Lean environments to identify
opportunities for improvement in lead time.
• Implement the future state.
2/10/2013 38

Involved Methods
• 5S
• 5S is a method for organizing a workplace, especially a shared workplace
(like a shop floor or an office space), and keeping it organized. It's
sometimes referred to as a housekeeping methodology, however this
characterization can be misleading workplace goes beyond housekeeping
(see discussion of "Seiton" below).
• The 5S's are:
• Phase 1 - Seiri (整理) Sorting
• Phase 2 - Seiton (整頓) Straighten or Set in Order
• Phase 3 - Seisō (清掃) Sweeping or Shining
• Phase 4 - Seiketsu (清潔) Standardizing
• Phase 5 - Shitsuke (躾) Sustaining
2/10/2013 39

Involved Methods
• Bayesian Belief Network (BBN)
• A Bayesian network (or a belief network) is a probabilistic
graphical model that represents a set of variables and their
probabilistic independencies.
• Formally, Bayesian networks are directed acyclic graphs whose nodes
represent variables, and whose arcs encode conditional independencies
between the variables. Nodes can represent any kind of variable
• Six Sigma
• Six Sigma is a business management strategy, originally developed
by Motorola, that today enjoys wide-spread application in many
sectors of industry.
• Six Sigma seeks to identify and remove the causes of defects and
errors in manufacturing and business processes.
2/10/2013 40

Involved Methods
• Kaizen
• Kaizen (Japanese for "continuous improvement") is a Japanese philosophy that
focuses on continuous improvement throughout all aspects of life. When applied to
the workplace, Kaizen activities continually improve all functions of a business,
from manufacturing to management and from the CEO to the assembly line
workers
• ITIL
• The Information Technology Infrastructure Library (ITIL) is a set of concepts and
policies for managing information technology (IT) infrastructure, development and
operations.
• ITIL is published in a series of books, each of which cover an IT management
topic. The names ITIL and IT Infrastructure Library are registered trademarks of
the United Kingdom's Office of Government Commerce (OGC). ITIL gives a
detailed description of a number of important IT practices with comprehensive
check lists, tasks and procedures that can be tailored to any IT organization
2/10/2013 41

Involved Methods
• ISO/IEC 20000 is the first international standard for IT Service
Management. It is based on and is intended to supersede the earlier
British Standard, BS 15000.
• Formally: ISO 20000-1 ('part 1') "promotes the adoption of an integrated
process approach to effectively deliver managed services to meet the
business and customer requirements". It comprises ten sections: Scope;
Terms & Definitions ; Planning and Implementing Service Management ;
Requirements for a Management System ; Planning & Implementing New or
Changed Services ; Service Delivery Process ; Relationship Processes ; Control
Processes ; Resolution Processes ; Release Process.
• ISO 20000-2 ('part 2') is a 'code of practice', and describes the best
practices for service management within the scope of ISO20000-1. It
comprises the same sections as 'part 1' but excludes the 'Requirements for
a Management system' as no requirements are imposed by 'part 2‘.
2/10/2013 42

Involved Methods
• PMBOK
• The Project Management Institute (PMI) published the first A
Guide to the Project Management Body of Knowledge (PMBOK
Guide)
• OPM3
• Organizational Project Management Maturity Model (OPM3®)
It provides requirements for assessing and developing or
improving capabilities in project, program, and portfolio
management
2/10/2013 43

Agenda 2
• CMMI-Mils
• Structure
2/10/2013 44

Industry Organization
Typical Structure

Organizational Structure
2/10/2013 © 2008 K.V.P Consulting; CMMI-Mils Presentation
Version 2.2
46

Matrix Structure
Version 2.2
47

Agenda 2
• CMMI-Mils
• Structure
2/10/2013 48

Military Organization Structure
• The source presentations for this section can be found at:
• Soldier
• Infantry Team / Mechanized Teams
• Squad
• Platoon
• Company
• Battalion
• Brigade
• Divisions
• Corps
• Field army
• Army group
• Types of Branches
2/10/2013 49

Divisions
-Each Division has
- combat entities
- combat service
-combat service support units
- graphic symbol (two Xs)
XX
Division
Field Artillery
Military Police
Intelligence
Engineers
Chemical
Division
Troops
Aviation
Mechanized
Brigade
Logistics
Support
Division Cav (Recon) Signal
Armor BrigadeArmor Brigade
Version 2.2

Corps
- A Corps (pronounced /ˈkɔər/ "core"; from the Latin corpus "body")
is either a large formation, or an administrative grouping of troops
within an armed force with a common function such as
Artillery or Signals representing an arm of service.
Corps may also refer to a branch of service such as the
United States Marine Corps, the Corps of Royal Marines
- graphic symbol (three Xs)
Version 2.2

Army group
An army group is a military organization consisting
of several field armies, which is self-sufficient for indefinite periods.
It is usually responsible for a particular geographic area.
An army group is the largest field organization handled
by a single commander usually a full General or Field Marshal
and it generally includes between 400,000 and 1,500,000 troops
- graphic symbol (five Xs)
XXXXX
Version 2.2

Types of Branches
1) Combat Arms: involved in actual fighting
2) Combat Support: provide operational assistance
to combat arms to include combat missions as necessary
3) Combat Service Support: provide logistical and administrative
support to the army; personnel normally not directly involved in
combat operations
Version 2.2

Agenda 2
• CMMI-Mils
• Structure
2/10/2013 54

Version 2.2

Initial Observation
• Little integration between unit
• Task over process vs. process-driven
• Sporadic interagency coordination
• Immature analysis techniques
• Prescription vs. guidance
• Operational ‘networks and task forces’ (levels are archaic)
• Knowledge and technology
• Culture
• Doctrine vs. concepts
• Complexity + complicatedness = confusion…
2/10/2013 56

Agenda 2
• CMMI-Mils
• Structure
2/10/2013 57

CMMI-Mils

Agenda 2
• CMMI-Mils
• Structure
• Revised Definitions2/10/2013 59

High Level Structure
• CMMI-MilS is a comprehensive model that is covering all
aspects of the military and security organizations
• It is true that the model start point is the single soldier;
however the best benefit from the implementation starts at
• Brigade and division level in ‘pure’ military operations
• Battalion and brigade in peace keeping operations (it
also depends in the task and objectives statements)
• Special and intelligence operations – at the appropriate
level
• Security, law enforcement and emergency
organizations – at the appropriate level
2/10/2013 60

• The CMMI-MilS make use of all CMMI’s PAs including
PSP and TSP as the core Body of Knowledge. This is the
reason that we have divided it to different volumes:
• Volumes #1 - Universal Process Areas - this collection of process
areas and practices address the Unit & Theater Management needs
• Volumes #2 - Combat Process Areas - this collection of process
areas and practices address the requirements to develop and
maintain appropriate Combat Capabilities
• Volumes #3 - Combat Support Capabilities - this collection of
process areas and practices address the requirements to develop
and maintain appropriate Combat Support Capabilities with full
alignment with the mission objectives and goals
2/10/2013 61

• The CMMI-MilS make use of all CMMI’s PAs including
PSP and TSP as the core Body of Knowledge. This is the
reason that we have divided it to different volumes:
• Volumes #4 - Combat Service Support Capabilities - this
collection of process areas and practices address the requirements
to develop and maintain appropriate Combat Service Support
Capabilities with full alignment with the mission objectives and
goals
• Volumes #5 - Force Building Processes - this collection of process
areas and practices address the requirements to develop and
maintain appropriate and efficient procedures and tactics to enable
effective force building that will answer the operational need from
the current threat to the future
2/10/2013 62

CMMI Originals to CMMI-MilS
Cross Reference Table #1
CMMI Originals CMMI-MilS
Causal Analysis and
Resolution (CAR)
Causal Analysis and Resolution
(CAR)
Configuration Management
(CM)
Configuration Management (CM)
Decision Analysis and
Resolution (DAR)
Decision Analysis and Resolution
(DAR)
Project Planning (PP) Mission Planning (MP)
Project Monitoring and
Control (PMC)
Mission Monitoring and Control
(MMC)
Integrated Project
Management (IPM)
Joint Mission Management (JMM)
Measurement and Analysis
(MA)
Measurement and Analysis (MA)
Organizational Innovation and
Deployment (OID)
Tactical & Operational Innovation
and Deployment (TOID)
2/10/2013 63
CMMI Originals CMMI-MilS
Organizational Process
Definition (OPD)
Arms & Unit Process Definition
(AUPD)
Focus (OPF)
Arms & Unit Process Focus
(AUPF)
Performance (OPP)
Unit Process Performance (UPP)
Organizational Training
(OT)
Arms & Unit Training (AUT)
Process and Product
Quality Assurance (PPQA)
Process and Mission Quality
Assurance (PMQA)
Quantitative Project
Management (QPM)
Quantitative Mission
Management (QMM)
Requirements Management
(REQM)
Objectives & Gals Management
(OGM)
Risk Management (RSKM) Risk Management (RSKM)

CMMI Originals to CMMI-MilS
Cross Reference Table #2
CMMI –DEV Originals CMMI-MilS
Product Integration (PI) Joint Missions Integration
(JMI)
Requirements Development (RD) Objectives & Gals
Development (OGD)
Supplier Agreement Management
(SAM)
Technical Solution (TS) Tactical & Operational
Solution Development
(TOSD)
Validation (VAL) Validation (VAL)
Verification (VER) Verification (VER)
2/10/2013 64
CMMI-ACQ Originals CMMI-MilS
Agreement Management
(AM)
Combat Support Management
(CSM)
Acquisition Technical
Management (ATM)
Combat Support Technical
Management (CSTM)
Solicitation and Supplier
Agreement Development
(SSAD)
Solicitation and Support
Agreement Development
(SSAD)
CMMI-SVC Originals CMMI-MilS
Capacity and Availability
Management (CAM)
Capacity and Availability
Management (CAM)
Incident Resolution and
Prevention (IRP)
Incident Resolution and Prevention
(IRP)
Service Continuity (SCON) Service Continuity (SCON)
Service Delivery (SD) Service Delivery (SD)
Service System Development
(SSD)
Service System Development
(SSD)
Strategic Service Management
(STSM)
Strategic Service Management
(STSM)
Service System Transition
(SST)
Service System Transition (SST)

Structure – Process Areas
2/10/2013 65
Volumes #1 - Universal Process
Areas - Unit & Theater
Management
Volumes #2 - Combat
Process Areas
Volumes #3 - Combat
Support Capabilities
Volumes #4 - Combat Service
Support Capabilities
Volumes #5 – Force
Building Processes
1. Causal Analysis and
Resolution (CAR)
2. Configuration Management
(CM)
3. Decision Analysis and
Resolution (DAR)
4. Mission Planning (MP)
5. Mission Monitoring and
Control (MMC)
6. Measurement and Analysis
(MA)
7. Tactical & Operational
Innovation and Deployment
(TOID)
8. Process and Mission Quality
Assurance (PMQA)
9. Quantitative Mission
Management (QMM)
10. Objectives & Gals
Management (OGM)
11. Risk Management (RSKM)
12. Objectives & Gals
Development (OGD)
1. Joint Mission
Management (JMM)
2. Joint Missions
Integration (JMI)
3. Tactical &
Operational Solution
Development
(TOSD)
4. Validation (VAL)
5. Verification (VER)
1. Combat Support
Management (CSM)
2. Combat Support
Technical Management
(CSTM)
3. Solicitation and Support
Agreement
Development (SSAD)
1. Capacity and Availability
Management (CAM)
2. Incident Resolution and
Prevention (IRP)
3. Service Continuity (SCON)
4. Service Delivery (SD)
5. Service System Development
(SSD)
6. Strategic Service
Management (STSM)
7. Service System Transition
(SST)
1. Arms & Unit
Process Definition
(AUPD)
2. Arms & Unit
Process Focus
(AUPF)
3. Unit Process
Performance
(UPP)
4. Arms & Unit
Training (AUT)
Red highlighted Pas are in use in more than one PA with elaborations to others

Structure – Maturity Levels
(Partial List)
2/10/2013 66
Maturity Level 1:
Initial
Maturity Level 2:
Managed
Maturity Level 3:
Defined
Maturity Level 4:
Quantitatively
Managed
Maturity Level 5:
Optimizing
Configuration
Management (CM)
Mission Planning
(MP)
Mission Monitoring
and Control (MMC)
Measurement and
Analysis (MA)
Process and Mission
Quality Assurance
(PMQA)
Objectives & Gals
Management (OGM)
Objectives & Gals
Development (OGD)
Tactical &
Operational Solution
Development (TOSD)
Validation (VAL)
Verification (VER)
Decision Analysis and
Resolution (DAR)
Risk Management
(RSKM)
Joint Mission
Management (JMM)
Joint Missions
Integration (JMI)
Arms & Unit Process
Definition (AUPD)
Arms & Unit Process
Focus (AUPF)
Arms & Unit Training
(AUT)
Quantitative Mission
Management (QMM)
Unit Process
Performance (UPP)
Causal Analysis and
Resolution (CAR)
Tactical &
Operational
Innovation and
Deployment (TOID)
Red highlighted Pas are in use in more than one PA with elaborations to others