sdm pulse

39 26 19 30 18 43 40 30 31 38 23 42 30 31 42 35 36
45 30 22 21 15 23 21 18 21 22 17 36 33 31 39 28 30
30 49 38 27 15 29 27 18 18 26 15 33 36 34 44 39 40
22 38 56 32 23 35 34 22 23 33 22 26 35 29 42 48 47
21 27 32 62 31 47 47 35 39 42 33 29 26 24 42 46 47
15 15 23 31 38 31 32 29 30 32 28 17 15 14 18 36 35
23 29 35 47 31 77 74 50 50 60 40 33 24 23 41 56 56
21 27 34 47 32 74 76 51 51 62 42 31 23 22 40 56 56
18 18 22 35 29 50 51 53 42 48 38 22 15 17 27 40 41
21 18 23 39 30 50 51 42 57 53 42 27 19 17 29 48 45
22 26 33 42 32 60 62 48 53 73 44 28 24 24 38 60 58
17 15 22 33 28 40 42 38 42 44 46 20 14 15 23 38 37
36 33 26 29 17 33 31 22 27 28 20 57 38 40 46 35 37
33 36 35 26 15 24 23 15 19 24 14 38 50 40 50 39 40
31 34 29 24 14 23 22 17 17 24 15 40 40 47 45 35 40
39 44 42 42 18 41 40 27 29 38 23 46 50 45 77 50 53
28 39 48 46 36 56 56 40 48 60 38 35 39 35 50 82 76
30 40 47 47 35 56 56 41 45 58 37 37 40 40 53 76 82
41 42 46 39 50 45 44 42 40 42 29 27 23 18 38 50 53
41
100 43 33 23
24 23 29 35 74 47 50 50 40 31 60 56 56
42
43 100 42 39
30 31 26 19 40 30 31 30 23 18 38 35 36
46
33 42 100 36 38 40 33 26 31 29 27 22 20 17 28 35 37
23 39 36 100 33 31 30 22 21 21 21 18 17 15 22 28 30
24 30 38
33 100 40 36 35
23 26 19 15 14 15 24 39 40
23 31 40
31 40 100 34 29
22 24 17 17 15 14 24 35 40
29 26 33 30 36 34 100 38 27 27 18 18 15 15 26 39 40
35 19 26 22 35 29 38 100 34 32 23 22 22 23 33 48 47
74 40 31 21 23 22 27 34
100 47 51 51 42
32 62 56 56
47 30 29 21 26 24 27 32
47 100 39 35 33
31 42 46 47
50 31 27 21 19 17 18 23 51 39 100 42 42 30 53 48 45
50 30 22 18 15 17 18 22 51 35 42 100 38 29 48 40 41
40 23 20 17 14 15 15 22 42 33 42 38 100 28 44 38 37
31 18 17 15 15 14 15 23 32 31 30 29 28 100 32 36 35
60 38 28 22 24 24 26 33 62 42 53 48 44 32 100 60 58
56 35 35 28 39 35 39 48 56 46 48 40 38 36 60 100 76
56 36 37 30 40 40 40 47 56 47 45 41 37 35 58 76 100
6 sdmpulse fall 2015 sdm.mit.edu
continued from page 5
Multi-domain mapping matrix (MDD). Using a multi-domain mapping matrix to scrutinize the analyst’s role in unit operations
reveals four major components of competency imperative to analysts’ abilities: intelligence methodology, integration with unit
operations, communication, and information processing. The MDM illuminates the relationship of these components across 132
competency specifications. It also highlights the significance of each component and exposes design challenges.
Since the MDM contains DSMs that map components to specifications and vice versa, it also generates a DSM (Figure 3), which
lends insight into the significance of each competency. Most notably, the new DSM reveals that competence in information
processing is extremely important in the early phases of intelligence analysis and endures through decision-making. Thus, the
capability of the analyst is the lynchpin for the unit’s intelligence capacity.
System dynamics shortcut model.* The Army is still largely reactive when it comes to determining which human-to-digital
interfaces maximize information transfer for combat operations. However, leaders are discovering that the tools are only as good
Update to Core Competencies
Enduring + Newly Identified Set = Enabled Intelligence Production
Original DSM
Original
DSM
62
Planning and Direction
39
Collection
26
Processing & Exploitation
19
Analysis and Production
30
Dissemination and Integration
18
Evaluation and Feedback
43
Operations Doctrine
40
Unit-Specific Mission, Tactics, Procedures
30
Unit's Decision Processes
31
Clarity/Articulation (In Analysis)
38
Cohesion (Operational Context, War Gaming)
23
Delivery (Unit’s Communication Network/Protocols)
42
Data Building
30
Data Mining
31
Data Validation
42
Information Network Mapping
35
Interpretation (Logical/Quanititative Reasoning)
36
Critique (Sources of Uncertainty)
Sequential Functions
1 Planning and Collection
2 Processing and Analysis
3 Decision-Making
Communication
Integration
Information Processing
Intel Doctrine
Planning and Direction
Collection
Processing & Exploitation
Analysis and Production
Dissemination and Integration
Evaluation and Feedback
Operations Doctrine
Unit-Specific Mission, Tactics, Procedures
Unit's Decision Processes
Clarity/Articulation (In Analysis)
Cohesion (Operational Context, War Gaming)
Delivery (Unit’s Communication Network/Protocols)
Data Building
Data Mining
Data Validation
Information Network Mapping
Interpretation (Logical/Quanititative Reasoning)
Critique (Sources of Uncertainty)
Enabling Knowledge
A Context and Architecture
B Information Processing
C Unit-Specific Context
Modified
DSM
100
Information Network Mapping
41
Operations Doctrine
42
Planning and Direction
46
Data Building
39
Collection
50
Data Mining
45
Data Validation
44
Processing & Exploitation
42
Analysis and Production
40
Unit-Specific Mission, Tactics, Procedures
42
Dissemination and Integration
29
Clarity/Articulation (In Analysis)
27
Unit's Decision Processes
23
Delivery (Unit’s Communication Network/Protocols)
18
Evaluation and Feedback
38
Cohesion (Operational Context, War Gaming)
50
Interpretation (Logical/Quantitative Reasoning)
53
Critique (Sources of Uncertainty)
Information Network Mapping
Operations Doctrine
Planning and Direction
Data Building
Collection
Data Mining
Data Validation
Processing & Exploitation
Analysis and Production
Unit-Specific Mission, Tactics, Procedures
Dissemination and Integration
Clarity/Articulation (In Analysis)
Unit's Decision Processes
Delivery (Unit's Communication Network/
Protocols)
Evaluation and Feedback
Cohesion (Operational Context, War Gaming)
Interpretation (Logical/Quantitative Reasoning)
Critique (Sources of Uncertainty)
Figure 3. This design structure matrix shows the competency components an analyst needs. A lack of competency in information
processing degrades planning and collection, which in turn degrades processing, or at a minimum greatly delays it. When timely
and relevant intelligence does not support the unit’s missions, missions are far less likely to succeed.
* This model, adapted from J.B. Morrison, reveals why well-intended shortcuts have detrimental effects on the analysts’ skill development and,
consequently, the Army at large.