DoD MS Human Capital Strategy 20101202 - Modeling & Simulation ...

Appendix A - Summary of Service Specific Workforce
Initiatives
Lessons Learned from Service Specific Workforce Initiatives
As a result of analyzing the Services various approaches to management of M&S qualified
personnel, several key items were identified for application to the DoD M&S Workforce HCS
effort:
• Need to employ a solid study methodology (i.e., literature review, site visits, interviews
and workforce questionnaire/survey) to collect and analyze DoD M&S Workforce data,
to include mission-critical occupations, assessment of current mission-critical skills and
competencies, projected trends in the current workforce based on expected losses,
assessment of future mission-critical skills and competencies and an assessment of the
gaps between current and future skills and competencies.
• Need for personnel (Total Force) with a unique set of M&S abilities in addition to their
regular “mission” abilities; to be knowledgeable in the efficient and effective
employment of M&S within DoD.
• Need to focus on the development of a systematic DoD-wide educational and training
curricula that has as its base a standardized “core” that provides a strong foundation
with regard to common M&S language, concepts, principles and
methodology/procedures.
• Need for advanced DoD M&S education and research programs supporting simulation
technologies used to train personnel and to analyze systems for operational effectiveness.
• Need to identify individuals possessing M&S capabilities/skills/experience with an
identifier/certification to allow more effective personnel tracking and management
throughout DoD.
Army M&S Workforce Overview
The Army formally initiated its M&S workforce development efforts in May 1994 when a
Deputy Chief of Staff for Operations and Plans, United States Army (DCSOPS) memorandum
established a Leader Development Decision Network (LDDN) to develop, train and track
officers with simulation training experience. The LDDN published its results and
recommendations in May, 1995, which became the basis of the July 1997 recommendation by
Officer Personnel Management Systems (OPMS) XXI Task Force to create the Simulations
Operations Functional Area, referred to as FA 57. In December 2000, a published report on the
“Warfighter M&S Needs Assessment of the Unified Commands and Selected Supporting
Commands” was submitted to the Army Model and Simulation Office (AMSO), the FA 57
proponent at that time. The report provided information regarding the need for simulationists
having a unique set of M&S abilities in addition to their regular Army (operational) abilities.
These unique M&S capabilities became the basis of the six-week Simulations Officer
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