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Title 10 outlines all the duties and responsibilities of the organization under the United States armed forces. The title is under a mandate of assigning and overseeing that each faction carries out its assigned duties effectively. The commandant factions include the marine, air force, general army, navy, coastal guards, and Reserve teams. Title 10 has five subtitles, and the various responsibilities of the army are in subtitle B. Duties under subtitle B include human resources management, training recruits, mobilizing and demobilizing troupes, and maintaining the armed forces. Title 10 operates under a ‘Force Management’ that ensures smooth running and effective service delivery.
The army’s vision outlines its core objectives, which guide the functions and activities of the armed forces. The objectives include manning, equipping, training, leading, and organizing according to the specific duties of each arm of the army. The army achieves its objectives by communicating the significant plans with the army’s strategy plan. In turn, the strategic plan acquires inputs from various defense factions, such as the National Security Strategy, which facilitates the establishment of the priorities of the army by providing resources to Force Management. The Force Management uses the resources to facilitate reforms and modernization, obtain partnerships, and ensure preparedness to serve at any moment.
JCIDS process identifies and makes sure that all capabilities are in place according to the respective operation, ensuring the success of mission assignments. The concept involves partnerships from “National Defense Strategy (NDS), National Security Strategy (NSS), National Military Strategy (NMS),” and other partnerships which identify capabilities and seal gaps to ensure the successful execution of the CCDRs mission. The associate partners work under groups that perform different roles, which combine to create the Army Concept Framework forming the basis of the Capabilities-Based Assessment (CBA) process.
The CBA process involves three phases, which asses and analyze the effectiveness and capability of the Joint concept to execute the framework’s mission. The assessment results in solutions based upon particular requirements that may be material or nonmaterial. The first phase analyses the needs by examining the requirements and functional conditions required to achieve the desired organizational goals. The second phase is the gap analysis phase, where the CBA identifies all gaps and capabilities to prioritize areas that demand more attention. Finally, the third phase involves analyzing and proposing possible solutions. The last step deals more with nonmaterial solutions but also helps solve material needs such as upgrades and approval of new solutions. The whole process results are documented according to material and material solutions.
Supporting organizations include the Joints Requirements Oversight Council (JROC) and Functional Capability Boards (FCBS), which oversee the process, provide advice, and recommend the required capabilities. The JS J-8 Deputy Director acts as a JCID gatekeeper and examines documents to determine the approving authority of each document. The Army Requirement Oversight Council (AROC) validates proposals to identify gaps, capabilities, and solutions. Lastly, the Futures and Concepts Centre (FCC) tests and ascertains the most effective capabilities for the organization’s successful operations. All these organizations perform different roles that ensure successful and effective operations during missions and assignments.
The JCIDS process assesses material solutions by considering the solution’s cost, performance, and feasibility factors. The process aims to use the limited resources available for successful operations, which leads to obtaining materials that perform well, are on schedule and are affordable. Considering these aspects involves balancing risks using the Acquisition Program Baseline. The cost of each material undergoes a cost assessment at each phase. Assigned officials report any breach or overestimate, which is any amount excess by 15% of the accepted proposal. The process measures material performance by comparing the material’s Key Performance Parameters (KPP) against its Key System Attributes (KSAs). Feasibility assessments consider the urgency, emergency and intention of events in a specific timeline. Emergency and urgent events require maximum feasibility of 2 years.
Bibliography
Garraton, Rick, et al. “How the Army Runs: A Senior Leader Reference Handbook.” Carlisle, PA: United States Army War College and Carlisle Barracks, 2020. Web.
Milley, Mark A, and Esper, T Mark. “The Army Strategy I. Introduction – the Army Strategy…” The Army Strategy, 2018. Web.
Rausch, John. “Joint Capability Integration & Development System Overview.” Capabilities and Analysis Division, 2019. Web.
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