Operations other than war: Requirements for analysis tools research report

Hartley, Dean S.

doi:10.2172/469105

Cited by 12 publications

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“…An extensive review of the literature was undertaken to identify major areas of vulnerability for U.S. military participation in coalition operations. Publications that were reviewed included lessons learned, academic analysis, and workshop reports (e.g., CALL, 1993;Easter, 1996;Hartley, 1996;Seiple, 1996). Veterans of coalition operations were interviewed as experts; these included representatives of both military and non-military organizations.…”

Section: Methodsmentioning

confidence: 99%

Macroergonomics for Coalition Operations

Heacox

Moore

Smillie

2000

Proceedings of the Human Factors and Ergonomics Society Annual

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Today, a U.S. military operation is most frequently a coalition operation. The challenges inherent in military operations are exacerbated by the complexity of coalition operations. The U.S. militay must often design and carry out a plan that involves multiple coalition partners, many of whom come from other cultures. Coalition operations are also high stakes operations that garner much attention worldwide. A macroergonomics perspective was used to analyze coalition operations; in this view, the coalition operation is a virtual organization. The complexities of coalition operations, their frequencies and high stakes were driving forces behind a project to apply organizational architectures and decision support technologies for planning and managing these operations. Vulnerabilities were identified in the operations execution process in areas of inter-group communications and coordination. A decision support system is currently being designed for collaborative, real-time use by coalition partners to address these vulnerabilities.

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Section: Methodsmentioning

confidence: 99%

Macroergonomics for Coalition Operations

Heacox

Moore

Smillie

2000

Proceedings of the Human Factors and Ergonomics Society Annual

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“…The first concerted effort to address the need for analytic tools is documented in Hartley (1996). Follow-on efforts are documented in Staniec (1998), Hartley and Packard (1998a), Brundage et al (1998), Lidy (1998), Sovereign (1998), Hartley and Packard (1998b), and Hartley and Packard (1999 …”

Section: Tool Definition Processmentioning

confidence: 99%

Machine Learning

2013

Encyclopedia of Operations Research and Management Science

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A term used in the artificial intelligence community to indicate automated improvement based on experience or empirical data in accomplishing a given task such as optimizing an objective function. MaintenanceMaintenance is the support of successful system operation during long periods of usage by means of: (1) regular or sample check-ups; (2) planned or preventive replacement of the system's units; (3) failure diagnosis; and/or (4) spare units supply. Operations research models for a system maintenance analysis are represented mainly by optimization models for the improvement of system and equipment reliability.For (1) and (2), one usually uses methods of controlled stochastic processes. For (3), one uses special methods based on mathematical logic, while (4) is considered in the scope of optimal redundancy and inventory control. IntroductionManpower (or, human resource) planning is concerned with the quantitative aspects of the supply of and demand for people in employment. At one extreme this might include the whole working population of a country, but it has been most successful when applied to smaller, more homogeneous systems like individual firms or professions. The term manpower planning appears to date from the 1960s though many of the ideas can be traced back much further. In recent years terms such as Workforce Panning and Personnel Planning have been used in the same sense. A history of the subject up to the 1980s,from a U.K. perspective, will be found in Smith and Bartholomew (1988). The literature of the subject is very scattered reflecting the diverse disciplinary origins of the practitioners, but most of the technical material is to be found in the journals of operations research, probability, and statistics. There was an initial surge of publication in the late 1960s and early 1970s and since then book length treatments include Grinold and Marshall (1977), Vajda (1978), and Bennison and Casson (1984). Bartholomew, Forbes and McClean (1991) gives a thorough coverage of the technical material and contains an extensive bibliography. Since then there has been a period of consolidation. The earlier theoretical work has largely proved adequate for practical needs, though there have been developments in closely related areas. See, for example, Kalamatianou and McLean (2003). The essence of manpower planning is summed up in the aphorism that its aim is to have the right numbers of people of the right kinds in the right places at the right time. The basic approach is first to classify the members of a system in relevant ways. These will often be on the basis of such things as grade, salary level, sex, qualifications, and job title. The state of the system at any point in time can then be described by the numbers in these categories, often referred to as the stocks. Over time, changes occur as individuals join, leave the system or move within it. The numbers making these transitions are called the flows. The factors giving rise to change may be predictable or unpredictable but will include such things ...

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“…• Within the military modeling community, the seminal works on identifying the characteristics of societal modeling were Hartley (1996) and Staniec and Hartley (1999). These documents reported and analyzed the results of a series of workshops on Operations Other Than War (OOTWs), which elicited contributions from a large number of operations analysts and military operators having a wide variety of knowledge and experience in the conduct of OOTWs.…”

Section: Peculiarities Of Societal Modelingmentioning

confidence: 99%

Verification and Validation

Hartley

Starr²

2010

Estimating Impact

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"All models are wrong; but some are useful." This well-known adage by the statistician, George Box, contains several important insights (Box 1979) -first, that a model is an abstraction of reality, and second, that the parts of a model which are important for its intended purpose should be emphasized, while those which are nonessential can be deemphasized or even left out. Consider, for example, "model" airplanes. Display models, such as those designed to be hung from ceilings, are concerned with proportions vis a vis size, material composition, or flying capability. If they look right, they make for satisfied users. Models intended for flying, on the other hand, sacrifice proportions and composition in order to produce a device that "performs." Since neither model reproduces reality, each is inherently "wrong"; however, each may meet its intended purpose quite well. The situation is similar with software models. A skilled modeler should focus on those aspects of reality that are germane to the issue of interest. If he or she succeeds, and the abstraction effectively addresses the factors relevant to the model's purpose, then it is possible that the model will be "useful."The questions of adequate abstraction and of the model's usefulness are particularly challenging -and poorly explored at this time -for PMESII models (societal models). Like the challenge of visualization (Chap. 10), the challenge of validation handicaps the current generation of societal models. This is the topic of our chapter: having constructed a societal model, how do we know that the model is useful?Verification, validation, and accreditation (VV&A) are processes that address the correctness of models. Just as models can have many forms, they can refer to different parts of the real world (e.g., hurricanes, flight characteristics of an airliner, price sensitivity of a commodity to scarcity, or the impact of international interventions). Further, models can have different purposes (e.g

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Operations other than war: Requirements for analysis tools research report

Cited by 12 publications

References 0 publications

Macroergonomics for Coalition Operations

Macroergonomics for Coalition Operations

Machine Learning

Verification and Validation

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