STAF_RFP_Attachment_9b_Technical Exhibit DDIST Desk Reference.pdf

NSTID Desk Reference

US Army Intelligence Center of Excellence Capabilities Development and Integration

New Systems Training and Integration Directorate

DESK REFERENCE

28 APRIL 2014 / as of 14 August 2015 ii

New Systems Training and Integration Directorate Desk Reference

Foreword

This handbook represents the experience of those Soldiers, civilians, and contractors who went before you as members of the New Systems Training and Integration Directorate (NSTID). It can serve as a training tool for newly assigned personnel and as a reference guide for experienced old hands. Share your experiences and insights to help make this publication even more useful to those who will follow you. We need to hear from the senior NSTID workers who can share those insights and lessons learned from experience. We also need comments and recommendations from the newly arrived person who has a question and cannot find an answer.

Navigation Hint for Hyperlinks: If you are reading the Desk Reference .pdf in Adobe Reader, make sure you add the “Previous View” button to your top tools bar so you can return to your original reading location after viewing a hyperlink. If reading the Word Document, make sure you add the “Back” button to your quick access tool bar.

Summary of Updates – 2015

1. In Annex A (NSTID SOP):

NSTID SOP Table of Contents hyperlinked to individual paragraphs, 1 thru 37

Building Evacuation Plan (Fire and Bomb Threats) updated

New User CAC Card Instructions updated

CDI Personnel Action SOP language and reference added

CDI Physical Security SOP language and reference added

Room 237 Conference Room Instructions updated

ATHOC Desktop Alert System Instructions added

2. DCS User Guide added (Annex D)

3. Instructor Certification SOP (Annex E) updated

4. Human Systems Integration (formerly MANPRINT) (Annex H), updated per AR 602-2

5. Training Development Capability (TDC) language updated (Annexes I and J)

6. MI Training Devices and Systems updated (Annex L)

7. All references (Annex O) updated, including hyperlinks

8. USAICoE and FH Organizations and Functions added and hyperlinked (in Annex O)

9. All hyperlinks throughout the Desk Reference checked and updated iii

Table of Contents

Note: Hyperlinks in this table of contents take the reader to the appropriate numbered paragraph (1-20) or to the

Annexes, the Glossary, or the Appendices, as listed.

1. Desk Reference Purpose 1

a. Mission 1

b. NSTID Mission Essential Task List (METL) 1

c. Chain of Command 1

2. USAICoE Organizations and Functions 1

a. Capabilities Development and Integration (CDI) 1

(1) Doctrine, Concepts, Experimentation and Lessons Learned 2

(2) New System Training and Integration Directorate (NSTID) 2

(3) Requirements Determination Directorate (RDD) 2

(4) TRADOC Capability Managers (TCMs) 2

b. Training Development and Support Directorate (TDS) 3

(1) Training Development and Integration Division 3

(2) Teaching, Learning and Technology Division 3

(3) Training Support Division 3

c. Office of the Chief of Military Intelligence (OCMI) 4

d. 111th Military Intelligence Brigade 4

(1) 304th Ml BN 4

(2) 305th Ml BN 4

(3) 309th Ml BN 4

(4) 344th Ml BN 4

e. Noncommissioned Officer Academy (NCOA) 5

3. NSTID 5-Day Certification Training 5

4. Instructor Certification 6

5. System Training Integration Responsibilities 6

a. HQ TRADOC, DCS, G-3/5/7 6

b. Army Capabilities Integration Center (ARCIC) 6

c. U.S. Army Combined Arms Center (CAC) 7

d. U.S. Army Combined Arms Center – Training (CAC-T) 7

e. Army Training Support Center (ATSC) 7

f. ATSC, Systems Training Integration and Devices Directorate (STIDD) 7

g. Commanding General, USAICoE 8

h. NSTID Training Developers (TNGDEVs) 8

6. Pocket Guide for the NSTID Training Developer (TNGDEV) 8

a. Training 8

b. Working with Outside Agencies 9

c. How a New System Gets Its Name 10

d. Cost and Training Effectiveness Analysis (CTEA) 10

e. Contracts and Performance Work Statements (PWS) 10

f. Training for the TNGDEV 10

g. Tools for the TNGDEV 10 iv

7. Joint Capabilities Integration and Development System (JCIDS) – Overview 10

8. The System Training Plan (STRAP) 12

a. General 12

b. STRAP Writing Tool 13

c. STRAP Content 13

d. TADSS Paragraphs in the STRAP 14

e. STRAP Coordination, Staffing and Approval 14

9. Analysis, Design, Development, Implementation, and Evaluation (ADDIE) Process 16

a. Army Learning Policy, Systems and ADDIE 16

b. Phases of ADDIE 17

10. The Army Learning Model (ALM) 2015 18

11. Audit Trail for Training Developers 21

12. New Equipment Training (NET) 21

13. Doctrine and Tactics Training (DTT) 21

14. Army Intelligence Training Strategy 23

a. Foreword 23

b. Vision 23

c. Purpose 23

d. Strategic Environment 24

e. How We Train 24

f. Responsibilities 25

g. Developing MI Professionals / Career Progression 26

h. Challenges 26

i. MI Soldiers and The Training Domains 27

j. Summary 28

15. TED Enterprise (TED-E) Workload Management Process 28

16. New System Testing 31

a. Training Test Support Package (TTSP) 31

b. Test Training Certification Plan (TTCP) 32

c. Operational Test Readiness Statement – Training (OTRS-T) 32

d. Training and Evaluation Master Plan (TEMP) 32

17. Total Life Cycle System Management (TLCSM) 33

18. Logistics 34

a. Integrated Logistics Support 34

b. Framework (Twelve Integrated Logistics Support Elements) 34

c. Responsibilities 35

d. Logistics demonstration (LD) 36

19. Documents Requiring NSTID Review and/or Input 36

a. The Initial Capability Document (ICD) 37

b. The Information Systems ICD (IS-ICD) 37

c. The Capability Development Document (CDD) 37 v

d. The Capability Production Document (CPD) 38

e. Test & Evaluation Master Plan (TEMP) 38

f. Basis of Issue Plan (BOIP) 39

g. Qualitative and Quantitative Personnel Requirements Information (QQPRI) 40

h. Training Test Support Package (TTSP) 40

i. System Training Plan (STRAP) 40

j. Conditional Materiel Release (CMR) and Full Materiel Release (FMR) 41

k. Test Training Certification Plan (TTCP) 42

l. Training Support Package (TSP) 42

m. Training Needs Analysis 42

n. Cost-Benefit Analysis (C-BA) 42

20. The Lessons Learned Process 42

Annexes, Glossary and Appendices

Annex A. NSTID SOP A-1

Annex B. Staffing Procedures B-1

Annex C. Administrative Procedures and Correspondence (Samples) C-1

Annex D. DCS User Guide D-1

Annex E. Instructor Certification SOP E-1

Annex F. Contract Oversight and Working with Contractors F-1

Annex G. The DoD Acquisition Process G-1

Annex H. Human Systems Integration (HSI) in the System Acquisition Process H-1

Annex I. Training Development Capability I-1

Annex J. Training Needs Analysis J-1

Annex K. Critical Task Development K-1

Annex L. Training Devices and Systems (updated) L-1

Annex M. Military Intelligence Corps MOS Structure M-1

Annex N. Training for the Training Developers N-1

Annex O. References (updated 15 June 2015) O-1

Glossary Gl-1

Appendix 1. STRAP Explanation and Sample Format Ap-1-1

Appendix 2. NSTID SOP for Training Development (TD) and TD Database Ap-2-1 (Added here to ease references to this document contained in Annex I, TDC)

1. Desk Reference Purpose. This publication is a training tool for personnel newly assigned to the New Systems Training and Integration Directorate (NSTID) and a desk reference for experienced personnel.

a. NSTID Mission. The New Systems Training & Integration Directorate (NSTID) analyzes, designs, develops, integrates, delivers, and certifies training in support of MI and select non MI capabilities; creates training strategies and products and serves as the user’s representative during development and acquisition of a system’s training subsystem; serves as the USAICoE proponent for system and non system Training Aids, Devices, Simulators, and

Simulations (TADSS) and Intelligence Training, Exercises, and Military Operations (TEMO) domain Simulations.

b. NSTID Mission Essential Task List (METL).

(1) Determine training requirements for a new concept or capability and formulate, develop, and document associated training concepts, strategies, plans, and required training support.

(2) Develop the training strategy, requirements, and package for individual, leader, collective, and unit training, oversee the training, and certify that the test players are trained and ready for the operational test.

(3) Identify and document, through the JCIDS process, the requirement for both system and non system TADSS in support of Live, Virtual, and Constructive (LVC) training and plan and provide life cycle support

(4) Plan, develop and deliver training in support of emerging concepts and capabilities.

c. Chain of Command. All NSTID personnel use the operational chain of command in performing their operational functions. Soldiers are also governed by the

Uniform Code of Military Justice (UCMJ), administered by the military chain of command.

(1) The operational chain of command is:

(a) NSTID

(b) Capabilities Development and Integration Directorate (CDID)

(c) U.S. Army Intelligence Center of Excellence (USAICoE)

(d) U.S. Army Training and Doctrine Command (TRADOC)

(2) The military chain of command is:

(a) HHC, USAICoE

(b) USAICoE

(c) TRADOC

2. USAICoE Organizations and Functions.

a. Capabilities Development and Integration (CDI) is an SES-level directorate. Its mission is to conceptualize, develop, and integrate Intelligence Warfighting functions (IWfF), capabilities and requirements across the Doctrine, Organization, Training, Materiel, Leader

Development and Education, Personnel, and Facilities (DOTMLPF) domains, resulting in a combat-ready intelligence force for the Army and Joint Forces. CDI’s functions include:

Concepts Development

Doctrine

Requirements Determination

Capabilities Integration

Capabilities Management

Intelligence Lessons Learned

Capabilities Training Development

Capabilities Training

Capabilities Fielding

Mission Management

(1) The Doctrine, Concepts, Experimentation, Lessons Learned and ORSA

Directorate develops and publishes intelligence doctrine for the Army, formalizes and tests new concepts, publishes and integrates intelligence and theater operational lessons learned, and conducts Operational Research and Systems Analysis (ORSA).

(2) The New System Training and Integration Directorate (NSTID) analyzes, designs, develops, integrates, delivers, and certifies training in support of MI and select non MI capabilities; creates training strategies and products and serves as the user’s representative during development and acquisition of a system’s training subsystem; serves as the USAICoE proponent for system and non system Training Aids, Devices, Simulators, and Simulations

(TADSS) and Intelligence Training, Exercises, and Military Operations (TEMO) domain

Simulations.

(3) The Requirements Determination Directorate (RDD) determines Army

Intelligence requirements and directs, coordinates and integrates DOTMLPF evaluations. RDD determines operational architectures, orchestrates spiral development, synchronizes test and evaluation support, performs capability-based assessments, determines materiel requirements, coordinates development analysis, performs organizational development, and generates

Science and Technology (S&T) requirements for Army Intelligence. NSTID works closely with the capabilities developer(s) of emerging system(s). The RDD works with NSTID and the

Training Development and Support Directorate (TD&S) for the development, deployment, and training of intelligence system(s). RDD generates requirements documents (See Paragraph

19) such as the Initial Capabilities Document (ICD) and the Capabilities Development

Document (CDD). The CDD commits the Army to program development and states operational performance characteristics. NSTID works with this document to generate the system training strategies.

(4) TRADOC Capability Managers (TCMs) document requirements and serve as the user representative for their associated capabilities. They establish the Basis of Issue Plans

(BOIP) and ensure DOTMLPF integrations of the capabilities or systems they manage.

USAICoE has several TCMs, one for each major capability or grouping of capabilities. TCMs report to the Director of CDI and act for the Commanding General, USAICoE, and the

Commander, TRADOC, to fulfill the chartered responsibility of designated systems and capabilities. The TCM monitors the overall program to ensure the new capability meets the

Army's and the user's requirements for a supportable, usable system in the field.

(a) The TCM will supervise or participate in the revision or development of requirements documents such as the ICD and CDD. The TCM provides staffing input to plan a new system's logistical support and pre-fielding testing. The TCM will also monitor human systems integration (HSI ) f or new systems.

(b) The TCM is NSTID's immediate link to the system's materiel developer

(MATDEV) or Program Manager (PM) and contractor(s). The Training Support Package

(TSP), the System Training Plan (STRAP) and the Training Test Support Package (TTSP) (see paragraph 19) must be staffed through the TCM.

(c) The USAICoE TCMs are:

TCM Sensor Processing

TCM Biometrics, Forensics, and MFLT

TCM Intelligence Sensors (Air and Ground)

b. The Training Development and Support Directorate (TDS) enables the transformation of USAICoE into a 21st century learner-centric institution through the application of educational design principles, innovative solutions, and the integration of products, training and professionalization of cadre, material support, technology, museum and library services.

The TDS Divisions include:

(1) The Training Development and Integration Division provides training development expertise to manage, write, review and coordinate the distribution of training products for Active and Reserve Component Intelligence Soldiers and MI Units in support of institutional and collective training.

(2) The Teaching, Learning and Technology Division provides USAICoE with innovative learning design; educate instructors, TNGDEVs and leaders; leads and enables

USAICoE’s effective incorporation of technology into the learning process.

(a) The Learning Innovation Branch develops effective lifelong learning solutions using thorough analysis, design, development, implementation and evaluation strategies that incorporate innovative and immersive application of technologies

(b) The Staff and Faculty Development Branch educates and develops

USAICoE personnel to provide instructors, TNGDEVs and leaders able to carry out the

USAICoE mission.

(3) The Training Support Division supports the research, educational and training needs of the USAICoE through the delivery of knowledge services, directed assistance and solution-sharing via library and museum support. Provide a central point for printing, issuing, storage and retrieving materials and documents in support of students and instructors.

(a) The CW2 Christopher G. Nason Military Intelligence Library supports the research, educational and training needs of the USAICoE and its allied community through the delivery of knowledge services – generation of content, development of products, directed assistance and solution sharing.

(b) The USAICoE Museum serves as a permanent historical and educational institution providing training and education to the Soldiers, military dependents and to the general public on all aspects of the history of the MI Corps, the development of Fort

Huachuca and vicinity, and the U.S. Army. The museum serves as a medium of stimulating esprit de corps and of advancing knowledge of the Military Intelligence Corps, Fort Huachuca and the United States Army.

c. The Office of the Chief of Military Intelligence (OCMI) develops total force personnel life-cycle system policies for Ml Soldiers and civilians (Structure, Acquisition, Individual Training and Education, Distribution, Deployment, Sustainment, Professional

Development, and Separation). OCMI serves as a central point for questions on Military

Occupational Specialty (MOS) changes in all areas ranging from duty description changes to full scale MOS mergers. OCMI also partners with other members of the MI Proponent such as

Concepts, Doctrine, New Systems, Training, Structure or Assignments while assisting the CG to maintain the health of the MI Corps. NSTID works with OCMI for any issues that deal with military personnel.

d. The 111th Military Intelligence Brigade trains MI professional Soldiers to lead and conduct MI operations at every echelon in any environment. It also conducts Army leader development education at the institutional and individual training levels. The brigade’s subordinate units are:

(1) The 304th Ml Battalion is the home of MI leader training. It conducts the MI Basic

Officer Leadership Course (MIBOLC), Warrant Officer Basic and Advanced Course (WOBC /

WOAC), the MI Captains Career Course (MICCC), International Officer MICCC, the GEOINT

Officers Course, and courses in SEMA Guardrail / EMARSS qualification. Functional courses taught by the 304th MI Battalion include: Brigade and Battalion Pre-Command Course (PCC), Weapons Intelligence Course ASI W6, Battlefield Forensics MTT, CREW Master Gunner

Course ASI 1K, and the Army Collection Managers Course ASI Q7.

(2) The 305th Ml Battalion conducts academic and non-academic training for advanced individual training (AIT) for students in MOS 35F All-Source Analyst, 35G Imagery Analyst, 35H

Tactical Ground Station (TGS) Operator as well as the TROJAN Operators functional course.

(3) The 309th Ml Battalion conducts academic and non-academic training for advanced individual training (AIT) students in MOS 35L Counterintelligence Agent, 35M Human

Intelligence Collector, 09L Interpreter Translator, and 35T MI Systems Maintainer/Integrator as well as conducting the CI/HUMINT Operations Management (G2X) Course and the

Counterintelligence Officer Course (CIOC).

(4) The 344th Ml Battalion exercises command and control of two TDA companies located on Goodfellow Air Force Base, Texas, and one TDA company on Corry Station, Naval

Technical Training Center (NTTC), Pensacola, Florida. It plans, supervises, and directs training for Soldiers in MOS 35N Signals Intelligence Analyst, 35P Cryptologic Linguist, 35S Signals

Collector and 35Q Cryptologic Network Warfare Specialist.

e. The Noncommissioned Officer Academy (NCOA) develops and conducts the resident Senior Leader Course (SLC) and the Advanced Leader Course (ALC) for MI non-commissioned officers.

3. NSTID 5-Day Certification Training for Newly Assigned Personnel

a. Personnel arriving for assignment to NSTID will receive a 5-day training schedule, with the earliest appropriate dates, for situational awareness and certification as a member of the directorate. The Procurement Analyst / Primary Instructor (SETA Contractor) will provide each new person with copies of an Acquisition Acronyms List, an Acquisition Process chart and a

Requirements Documents chart.

b. Training includes the following instructors and topics:

Presenter

Subject

Director, NSTID

Welcome, NSTID Mission and Organization

Procurement Analyst USAICoE Mission

Resource Manager

Training Test Support Package (TTSP) and Test and Evaluation Master Plan (TEMP)

Administrative Assistant

Defense Travel System (DTS)

Biometrics Training Specialist

Integrated Process Team (IPT), Process Action Team (PAT), Testing and Evaluation Working IPT (T&E WIPT), Integrated Logistics Support IPT (ILS IPT), Supportability IPT

Deputy, Tactical Sensors

Training Needs Analysis (TNA), Conditional Materiel Release (CMR); Full Materiel Release

(FMR)

Collection and Reporting Division Chief

STRAP Writing Tool (SWT); Paragraphs 1 thru

8 of the STRAP, Wrap Up Acquisition Lesson

TADSS Division Chief

Training Aids, Devices, Simulators, and Simulations (TADSS)

TDC Domain Administrator

Training Development Capability (TDC)

TAC Fusion Division Chief

Validation and Verification (V&V), Critical Task List (CTL)

SETA

New Equipment Training Team (NETT), Doctrine and Tactics Training (DTT), Role of the

Program Manager (PM), Requirements Documents, Joint Capabilities Integration and Development System (JCIDS) process.

Deputy, OCMI Personnel Proponent

Deputy, CDI Capabilities Development and Integration Overview

TDS Training Development and Support Overview

TCM SP DCGS-A Overview

4. Instructor Certification. The Instructor Certification Process ensures that NSTID instructors meet all standards prior to assuming instructor responsibilities. It also tracks the instructor’s progress from Novice, through the stages of Basic, Senior, and Master, to Expert.

The term “instructor” includes military, Department of the Army Civilian (DAC) and contract personnel. (See Annex E for details.)

5. System Training Integration Responsibilities. Systems training integration is the critical interface between the materiel acquisition process and the training system. Training development professionals must identify and document training and training support requirements concurrent with the materiel system to achieve total package fielding goals. The goal of systems training integration is synchronized fielding of a materiel system along with all of its training subsystem components so Soldiers, leaders, and units can be trained and ready to employ the system to meet operational demands. The following responsibilities pertain to new systems training development per paragraph 8-3 in TRADOC Reg 350-70, 6 DEC 2011 and TRADOC Pam 350-70-13 (DRAFT 2013):

a. HQ TRADOC, DCS, G-3/5/7 - The DCS, G-3/5/7 develops, integrates, and manages:

training operations and requirements, concepts, policies, and plans, and directs operations continuously across TRADOC in support of the Commanding General (CG), TRADOC; Army

Force Generation (ARFORGEN); the human capital enterprise in order to build a campaign-capable, expeditionary, and versatile Army in support of the Joint Warfighting Commander.

b. Army Capabilities Integration Center (ARCIC) - ARCIC leads the design, development, and integration of force capabilities across the DOTMLPF for the Army within a

Unified Action Partners (UAP) environment to support the Joint Force Commander IAW

ARCIC’s assigned responsibilities. The Director, ARCIC exercises CG, TRADOC delegated responsibilities to design, develop, and integrate all aspects of the force into the joint force, from concept to capability development. As part of TRADOC’s coordinating staff functions, ARCIC conducts staff management and develops and reviews policy and guidance for its core functions of concept development, requirements (capabilities) determination, and capabilities integration. ARCIC is the supported organization for the development and integration of force capabilities in collaboration with force modernization proponents across the DOTMLPF for the

Army.

http://www.tradoc.army.mil/tpubs/regs/TR350-70.pdf

c. U.S. Army Combined Arms Center (CAC) - CAC is the proponent for Army training and education development and critical operational lessons learned. CAC designs, integrates, and oversees implementation of leader development and the Army Leader Development program; executes Mission Command CoE and proponent responsibilities; develops and integrates current and emerging doctrine; and supports and integrates Army training and education support across all cohorts in support of Army ARFORGEN to dominate in Unified

Land Operations in a Unified Action environment.

d. U.S. Army Combined Arms Center – Training (CAC-T) - is a subordinate organization of the U.S. Army Training and Doctrine Command (TRADOC). CAC-T’s mission is to manage the Army’s Training Support System Enterprise, the Training Development

Enterprise and the Combat Training Center (CTC) Program to enable commanders and commandants to train and educate versatile units and develop agile and adaptive leaders to execute Mission Command in order to conduct Unified Land Operations.

e. Army Training Support Center (ATSC) – Subordinate to CAC-T, the Army Training

Support Center (ATSC) manages the Army’s Training Support Enterprise (TSE), providing oversight for programs that enable the development, delivery and sustainment of training and educations (T&E) support worldwide. ATSC delivers integrated training support programs, products, services and infrastructure to enable education and training to the Soldier anytime, anywhere. This includes providing distributed learning, training information systems, classrooms, training ranges, audiovisual products, and TADSS.

f. ATSC, Systems Training Integration and Devices Directorate (STIDD) - AR (AR)

350-1 assigns the Commanding General (CG), TRADOC, the responsibility for Army learning

(training and education) procedures. The TRADOC proponent for training integrations is

Combined Arms Center – Training (CAC-T), Army Training Support Center (ATSC), Systems

Training Integration and Devices Directorate (STIDD). STIDD is NSTID’s primary contact organization within TRADOC, especially for System Training Plans (STRAPS). Included in the functions and responsibilities of STIDD are:

(1) Administrations and management of the automated STRAP Writing Tool (SWT) as well as policy for STRAP development, staffing, and approval. To obtain an SWT account, click here https://swt.army.mil/swt/login.jsp

(2) Consolidating the annual Doctrine and Tactics Training (DTT) instructor authorization requests from the Proponents and CoEs, validating the submission requests for the five top priority systems at each school or center, and allocating DTT instructors to first-priority capability requirements, followed by second-priority capabilities, and so forth, until all instructor allocations are exhausted.

(3) Developing and promulgating Army policy and guidance on:

System Training Integration, Training Development for Army Modernization Training, including New

Equipment Training (NET) and Doctrine and Tactics Training (DTT), System Training Concepts and Strategy Development, the Integrated Training Environment (ITE), http://www.apd.army.mil/pdffiles/r350_1.pdf http://www.apd.army.mil/pdffiles/r350_1.pdf https://swt.army.mil/swt/login.jsp

Training Support System (TSS) Products, Training Aids, Devices, Simulators, and Simulations (TADSS) Capabilities, System Training Plans (STRAP)

Training Key Performance Parameters (KPP)

(4) Organize Training Support System Review (TSS-R) conferences for all TRADOC

Centers of Excellence (CoEs). The purpose of these conferences is to inform the training support system enterprise (TSS-E) of force modernization proponent training strategies. This aids better integration and synchronization of the Live, Virtual, Constructive, and Gaming

(LVCG) training environments. Participants also identify the training enablers required to execute each COE’s training strategy as well as any shortfalls in those enablers throughout the

Army. USAICoE participates with the bi-annual TSS-R for the “Maneuver” Group of CoEs.

(Maneuver, Fires, Aviation, Intelligence, and Mission Command).

g. The Commanding General U.S. Army Intelligence Center of Excellence

(USAICoE) is the designated TRADOC Commander for the Intelligence Warfighting Function

(IWfF). Responsible for the TRADOC core functions to improve intelligence in combined arms solutions for joint operations, provide TRADOC the ability to develop and integrate DOTMLPF capabilities within and across the Army Warfighting Functions (Mission Command, Intelligence, Movement and Maneuver, Fires, Sustainment, Protection, and Unified Action with Partners), accelerate the capabilities development process, perform Force Modernization Proponent responsibilities for Intelligence, and unite all aspects of institutional training. Ensure Training

Developers (TNGDEVs) have the knowledge, skills and experience needed to competently support JCIDS development.

h. NSTID Training Developers (TNGDEVs) - TNGDEVs who specialize in materiel systems training development should become familiar with the AR 71-11 Total Army Analysis, the Joint Capabilities Integration and Development System (JCIDS), Instructional Systems

Design (ISD) (which includes the ADDIE process (See Paragraph 9, below.), and TRADOC

Reg 350-70. NSTID TNGDEVS can refer to the Training and Education Development Toolkit

(TED-T) on the Army Training Network (ATN).

6. Pocket Guide for the NSTID Training Developer (TNGDEV). NSTID training development

(TD) is unlike routine TD. It requires knowledge of Capability and Materiel development. The

TNGDEV's main job is to develop the most effective training and training strategies for merging intelligence systems from the time a capability is identified and developed until the system is fielded. The TNGDEV must develop and manage training for the system operators, maintainers, managers, and taskers. If the system will support or is supported by different branches of the

Army (TRADOC proponents), branch-specific training may be required. The TNGDEV must review, revise and possibly write the lesson plans required by TRADOC.

a. Training. Many commands and agencies are responsible for producing a new system. This is part of the Life Cycle Systems Management Model (see paragraph 17 and

Annex G). NSTID is the developer and manager of new Army Intelligence and EW (IEW) systems training; responsible for initial and sustainment institutional and unit training until the system has been completely fielded. The TNGDEV should be involved in the lifecycle and contract development of a new system as soon as possible. Training has historically http://armypubs.army.mil/epubs/pdf/r71_11.pdf https://atn.army.mil/TreeViewCStab.aspx?loadTierID=3109&docID=35&searchResult=true http://www.tradoc.army.mil/tpubs/regs/TR350-70.pdf http://www.tradoc.army.mil/tpubs/regs/TR350-70.pdf https://atn.army.mil/TreeViewCStab.aspx?loadTierID=2904&docID=35 http://usacac.army.mil/cac2/atn/ been overlooked early in system development. Reviewing contracts and statements of work (see paragraph 4.e. and 18.c.) early will ensure that training material is reviewed by

USAICoE during the development process and is delivered in a form not only useful to the instructors but compatible with the current Army Training Development Database.

b. Working with Outside Agencies. Units external to USAICoE have influence or staff responsibility over IEW new systems. The NSTID TNGDEV may often talk with various government agencies, contractors, commands, the other Services, and/or other military schools. To this end, the TNGDEV needs to use diplomacy and tact. A TNGDEV's success may depend on the ability to communicate effectively. Some common external players are:

(1) The Capability Developer (CAPDEV).

(a) Materiel acquisition is a complex lengthy process. It requires close coordination between the CAPDEV and TNGDEV to develop and field a complete system.

(b) The Joint Capabilities Integration and Development System (JCIDS) and the Life

Cycle System Management Model (LCSMM) reduce the complexity of system management.

These models provide appropriate milestones to enhance coordination of materiel development, Capability Development, TD, personnel requirements, and logistics actions. (see

Annex G - Acquisition)

(c) Training impacts and costs are critical to system performance. Both must receive priority consideration before actual initiation of a system.

(d) The System HSI Management Plan (See Annex H – Human Systems Integration) captures requirements for early coordination by the CAPDEV and TNGDEV. It causes the

CAPDEV and TNGDEV to interact in the Concept Exploration and Definition Phase of system development. This interaction must prevail throughout the life cycle. The TNGDEV continually coordinates with the TCM and the CAPDEV to obtain current information on the materiel system.

(2) The PM. Each new system has a materiel developer (MATDEV) (usually a PM) who is responsible for developing and monitoring contracts for the new system.

(3) Joint projects. USAICoE’s mission includes developing and sustaining Doctrine and

Training Products and Services to enhance the combat effectiveness of the current and future

Maneuver Force and supporting the training base for all emerging intelligence systems. Army new systems can be concurrently acquired by other agencies or military branches. Such systems are then referred to as joint projects. The NSTID TNGDEV for such a system must observe Army regulations (ARs). The documentation for each service acquiring a joint system is unique and specific to the project. For Doctrine Development, see paragraph 2 a. (CDI).

For Training Development, see paragraph 1 a. (NSTID) and paragraph 2 b (TDS).

https://acc.dau.mil/CommunityBrowser.aspx?id=489744&lang=en-US

(4) Inter-Army projects. Some new systems involve other TRADOC schools. The

TNGDEV will need to work closely with them to learn their specific needs and requirements and how they propose to train.

c. How a New System Gets Its Name. T h e U.S. Army Communications-Electronics

Command (CECOM) is the approving authority for communications and electronics systems.

The CECOM provides The critical link to enable our Armed Forces' ability to achieve dominance on the battlefield by contributing to a globally-networked, agile and responsive

Force. The MATDEV forwards the specifications and requirements of a new system to

CECOM on a DD Form 61 Request for Nomenclature. CECOM compares the DD Form 61 to the H6 (Defense Logistics Agency’s Cataloging Handbook) that lists all system types and specifications. A recommended title is matched to the new system and becomes the official title when approved by CECOM.

d. The Cost and Training Effectiveness Analysis (CTEA) is a study to ensure that government money is spent properly. You or the contractor may be required to perform a

CTEA. Any CTEA is mentioned in the STRAP (see paragraph 8). (see the TLCSM example in Annex G, paragraph 5d)

e. Contracts and Performance Work Statements (PWS). The PM administers contracts and the PWS. As a TNGDEV, you are responsible for ensuring that the training portions of contracts satisfy USAICoE and TRADOC requirements. Review contracts and the PWS as soon as possible to ensure that the instructors tasked to teach the new system have timely and useable training material (i.e., course design, lesson plans, practical exercises, tests, job sheets, etc.) delivered in the proper format. (see Annex F).

f. Training for the TNGDEV. See Annex N .

g. Tools for the TNGDEV. The Training & Education Developer Toolbox (TED-T), sponsored by ATSC, is a web site developed for the TNGDEV. It is designed and developed for training and education developers to promote efficient and effective learning product development. TED-T provides integrated, web-enabled delivery of TRADOC Regulation 350-

70, its associated pamphlets, and other Army training and education development resources.

7. Joint Capabilities Integration and Development System (JCIDS) - Overview

a. The Joint Capabilities Integration and Development System, or JCIDS, is the formal United States Department of Defense (DoD) procedure which defines acquisition requirements and evaluation criteria for future defense programs. JCIDS was created to replace the previous service-specific requirements generation system, which created redundancies in capabilities and failed to meet the combined needs of all US military services. In order to correct these problems, JCIDS is intended to guide the development of requirements for future acquisition systems to reflect the needs of all four services (Army, Navy, Marine Corps, and Air

Force) by focusing the requirements generation process on needed capabilities as requested or defined by one of the US Combatant Commanders. In the JCIDS process, regional and functional combatant commanders give feedback early in the development process to ensure that their requirements are met.

https://atn.army.mil/TreeViewCStab.aspx?loadTierID=2904&docID=35 https://acc.dau.mil/jcids

b. Capability requirements are the precursors to capability gaps. A capability gap is the shortfall between a capability requirement and current or projected capabilities. JCIDS is the

DoD process that enables “Sponsor Organizations” (the Services, the Combatant Commands, and other DoD Components) to find their capability gaps, establish and recommend solutions, and begin the development and acquisition process, in the case of a materiel (systems) solution. Identification of capability requirements and associated capability gaps begins with the

Sponsor’s organizational functions, roles, missions, and operations, in the context of a framework of strategic guidance documents, and if applicable, overarching plans.

c. The Services, Combatant Commands, and other DOD Components conduct

Capabilities Based Assessments (CBAs) or other studies to assess capability requirements and associated capability gaps and risks. In the case of Urgent or Emergent operational needs, the scope of the assessment may be reduced to an appropriate level to determine the capability requirements in a timely manner. Regardless of the type of assessment, the assessments are informed by high level strategy and guidance in the National Security Strategy, National

Defense Strategy, National Military Strategy (NMS), Quadrennial Defense Review, Guidance for the Employment of the Force, Defense Planning Guidance (DPG), etc.

Figure 1 - Identification of Capability Requirements

d. Capability requirements and capability gaps identified through CBAs and other studies are traceable to an organization’s assigned roles and missions, and, to the greatest extent possible, described in terms of tasks, standards, and conditions. Any capability requirements which have significant capability gaps typically lead to an Initial Capability Document (ICD) which can then drive development of capability solutions which are materiel, non-materiel, or a combination of both. Urgent operational needs typically lead to a JUON or DOD Component

UON document.

e. Initial capability requirements documents drive the early acquisition process, and the early acquisition process drives updates to capability requirements documents related to specific materiel and non-materiel capability solutions to be pursued. The updated capability requirements documents then drive the development, procurement, and fielding of materiel and non-materiel solutions that satisfy the capability requirements and close associated capability gaps. For additional details on the JCIDS processes and their relationship to the Defense

Acquisition System, refer to Annex G – The Acquisition Process.

8. The System Training Plan (STRAP). TRADOC Reg 350-70 regulates STRAPs. The

NSTID TNGDEV must develop or update a STRAP for each major system test or annually, whichever comes first. (See also TRADOC Pam 350-70-13, Chapter 10.)

a. General.

(1) The STRAP is the master training plan for a new or modified materiel system or a non-system TADSS. The STRAP outlines the development of the total training concept, strategy, and training support system requirements for integrating the materiel system or family-of-systems into the operational, institutional, and self-development training domains. The

STRAP is a required supporting document of the CDD/CPD, and contains the comprehensive background, justification, and details for all training requirements to include training-related requirements and resource funding information.

(2) STRAP development is a critical element of the materiel acquisition process. The

STRAP starts the planning process for new and revised course or lesson development and provides training details to support programming and budgeting of the materiel system training requirements (provides training input for the system C-BA). Each force modernization proponent and the supporting training proponent must conduct a needs analysis to determine if a new system requires institutional training, NET, and/or unit sustainment training. STRAP development begins concurrently with the CDD and/or CPD, and although the STRAP is not considered a requirements document, and will yield no resources for training, training requirements outlined in the STRAP must be funded in order to achieve total package fielding goals. Training requirements that the PM is required to fund must be documented as KPPs, KSAs, or DOTMLPF-P considerations in the CDD or CPD using the prescribed format.

Institutional training requirements should also be outlined in the DOTMLPF-P considerations paragraph to provide foundational justification for submitting requirements using the Training

Requirements Analysis System (TRAS) process (See TRADOC Pam 350-70-6). The STRAP must be approved prior to submitting CDDs and CPDs to ARCIC for validation and approval.

(3) STRAP development is a training proponent responsibility. The force modernization proponents will engage the supporting TNGDEVs to prepare for STRAP development by enlisting their participation early in the JCIDS process, preferably during the JCIDS CBA and subsequent analyses. Early involvement provides TNGDEVs the background and familiarity needed to develop relevant training plans that help to mitigate the originating operational capability gaps. In addition, early involvement provides TNGDEVs opportunities to meet key players and make contacts that may be helpful during STRAP preparation.

(4) According to AR 70-1, the acquisition of the training system will have the same priority as the supported (parent) system or equipment. It will be developed concurrently with the supported system and will be available when the supported system is fielded. Systems will not be fielded without training subsystems. To accomplish this goal, the TNGDEV works closely with the CAPDEV throughout STRAP development to ensure that the training requirements for new capabilities are incorporated in applicable sections of the JCIDS documents and that resourcing for training is included and a visible part of the total program cost. Collaboration http://www.tradoc.army.mil/tpubs/regs/TR350-70.pdf http://www.tradoc.army.mil/tpubs/pams/TP350-70-13.pdf http://www.apd.army.mil/pdffiles/r70_1.pdf between the TNGDEV and CAPDEV helps to ensure the training considerations are established, planned for, and developed early in the program and are adequately resourced to fully support training throughout the program's life cycle.

(5) The TNGDEV uses the STRAP as the primary source of information to prepare the training KPP and training requirements in the program's CDD and CPD. The STRAP provides the detailed training information and justification for training requirements that are summarized in the system's CDD and CPD. TNGDEVs will use the guidance provided in TR 71-20 and the

TRADOC CPD Writer's Guide to input training information in applicable sections of JCIDS documents. Although the approved STRAP is included as an Tab to the CDD/CPDs, it is not a resourcing document. Only training requirements documented in the appropriate paragraphs within the CDD/CPD will be considered for resourcing by the PM.

(6) It is the proponent TNGDEV's responsibility to conduct a Training Needs Analysis

(TNA) to determine if a STRAP is required. For systems requiring very little or no training or training support (for example, commercial test, measurement, and diagnostic equipment with accompanying instruction booklet), the commanding general of the TRADOC proponent or non-

TRADOC CoE has the authority to approve the STRAP waiver. The proponent will post a copy of the approved waiver memorandum to the CAR at http://www.adtdl.army.mil/. An example of a STRAP waiver approval memo is provided in Tab.

b. STRAP Writing Tool (SWT)

(1) Training proponents (TRADOC and non-TRADOC) will use the SWT to develop, staff, and process STRAPs for approval. The SWT is a web-based program that provides streamlined efficiency in STRAP initiation, development, coordination, and approval processing. The SWT's Embedded Electronic Performance Support System (EPSS) and training tool, as well as its collaborative features, help TNGDEVs create a thoroughly coordinated, high quality document. The SWT facilitates rapid STRAP development by allowing collaboration amongst authors. An unlimited number of authors can edit the document at the same time, and the system stores their work as different version numbers. Comments and recommendations for developing STRAPs may also be submitted in the SWT. The SWT provides an outline for all sections of the STRAP which contributes to standardization. The first five sections of the STRAP are mandatory, the remaining sections are optional, but aid

TNGDEVs thorough consideration of the training implications within the three training domains.

Annexes A and B are required entries. Annex C automatically populates during the staffing process, which centralizes comments in one location and links them back to the STRAP content, rather than having to cross reference comments within multiple DA Form 2028s.

(2) Proponent TNGDEVs preparing new STRAPs must self-register and request initiation of a document on the SWT website: https://swt.army.mil/swt/login.jsp. Common access card (CAC) login is required. TNGDEVs interested in receiving formal SWT training may contact the SWT administrator listed on the login page.

c. STRAP content http://www.tradoc.army.mil/tpubs/regs/tr71-20.pdf https://acc.dau.mil/CommunityBrowser.aspx?id=664454&lang=en-US http://www.adtdl.army.mil/ https://swt.army.mil/swt/login.jsp

(1) STRAPs contain separate, but related training plans for the institutional, operational, and self-development domains. Developing the institutional training plan for a new system typically involves the integration of selected tasks for the new-system into existing MOS or ASI-producing courses. Institutional training is usually conducted in a structured classroom environment equipped with supporting TADSS and training equipment. The facilities, TADSS, and training equipment available at institutions are for institutional training, and for obvious reasons are not available or justifiable in the operational or self-development domains. As a result, the operational and self-development sections of the STRAP are intended to train tasks specific to the new system rather than the critical system tasks selected for institutional training.

The TNGDEV must consider the training objectives for each training domain when preparing

STRAPs and develop plans specific to each.

(2) The main paragraphs for the STRAP are indicated in Table 1. The actual STRAP outline, provided in the SWT, divides each main paragraph into numerous subparagraphs. The subparagraphs are intended to present thought-provoking TSS elements that may be required for each training domain. Some elements may not apply, however elements needed to support the domain training strategy must be addressed.

Table 1 - STRAP Outline

Paragraph Title

1.0 System Description

2.0 Target Audience

3.0 Assumptions

4.0 Training Constraints

5.0 System Training Concept

6.0 Institutional Training Domain

7.0 Operational Training Domain

8.0 Self-Development Training Domain

Annex A Milestones

Annex B References

Annex C Coordination

(3) Resource requirements. The final entries in paragraphs 6, 7, and 8 are the resource estimates for the training, training support, and TADSS required at the institutional, operational, and self-development domains. The importance of developing reasonable resource estimates for training cannot be overemphasized. When added to all other program costs, the training resource estimates are vital to determining the total cost of the program. The training domain resource estimates developed for the STRAP are added to the program affordability determinations in paragraph 16 of the CDD and CPD. Institutional training locations include the sponsoring proponent's location as well as other affected proponent schools and reserve component training centers. Similar cost estimates are prepared for the operational and self-development domain paragraphs (7 & 8) of the STRAP. STRAP resource estimates are also used to inform the mandatory program C-BA. The Army Cost Analysis Manual provides detailed guidance for preparing cost estimates.

d. Training Aids Devices Simulation and Simulators (TADSS) paragraphs (both system and non-system)..

https://acc.dau.mil/CommunityBrowser.aspx?id=54800

(1) Training Devices are critical for training / sustainment of complex MI concepts and tasks as part of the operational training concept. For MI / ISR exercises in support of the unit’s Combined Arms Training Strategy (CATS), training devices create the classified virtual data environment to stimulate operational collection and analysis systems or processes. There are two categories of training devices System and Non-system. System Training Devices are developed by the unique MI / ISR system Program Management office. Each PM is responsible for resourcing and developing their devices in support of training and sustainment for that system’s critical tasks. Non-system devices, such as the Intelligence Electronic

Warfare Tactical Proficiency Trainer (IEWTPT), generate realistic synthetic data to support training for unit Mission Essential Tasks List (METL) on all task to include complex and sensitive MOS critical tasks. The requirements documents for Non-system training devices are developed by the proponent.

(2) Key points to consider when assessing requirements and planning home-station training supported by TADSS are MI CATS requirements (collective Events, Frequency, and

Hours) and training device accessibility. Training device accessibility is determined by considering the maximum training time available during a given 40hr training week. Excluding routine physical fitness time, the Training Developer should consider that approximately 1/3 of the weekly training period is not available for MOS training due to other necessary organizational functions which include: common task training (to include ranges), mandatory events, assigned periodic details, and administrative functions. As part of the total system training approach CATS, training time, and TADSS availability must be considered when developing the STRAP to ensure the strategy adequately supports critical tasks training and home-station readiness.