Body

GLOSSARY.

Total Architecture, Plans, and Execution System (TAPES)

system of record

accounting system

object

object class

entity

relationship

standard systems

TAPES environment

Army Information Architecture (AIA)

Corporate Information Management (CIM)

Defense Director of Information

corporate management environment

Information Engineering

database

Individuated Associative Matrix (IAM)

management model

Information Resources Management (IRM) Program

systems theory

individuation: everything is unique on some scale and can be uniquely identified

associative: the universe is a single system, and everything in it is a sub-system.

enterprise

systems theory corollary: every thing (i.e., object) in the enterprise that must be managed can be uniquely identified and controlled, and those things that must be managed can be associated with other managed objects to display the original object's distribution and detailed composition, in the context of the enterprise as a whole.

IAM technique: allows any "thing" that an organization controls or manages to be uniquely viewed in terms of its composition and distribution throughout the organization

integration

operators

analysts

planners

managers

decision makers

association

network application

Automated Information Systems (AIS)

Information Architecture

Life Cycle Management

Information Mission Area

Resource Model

Management Model

baseline

dynamical system

effectiveness

efficiency

responsiveness

"Big Picture"

"Drill Down"

initiative

product

MIS (STAMIS)

Unit Identification Code (UIC)

resource accountability

Resource Model

Function object class

Activity object class

reorganization

realignment

contingency

operation

economies

baseline inventory

develop

request

standard

productive

quality

endeavors

performance

control

context

objective

goal

outline

numerical-attached-Table of Contents

matrix

X/Y matrix

cross-reference

self-reference

hypertext

hypermedia

computer network

strategic scope

managerial scope

operational scope

Directory

registry

Table of Contents

Encyclopedia

Catalog

Cross-Index

Cross-Reference

Expert System Model Base

Neural Network Model Base

accountable resources

office symbols

coordination:

AIG standardization and maintenance

USERID (i.e., position UIC, paragraph, position number)

assigned duties

mentoring system

User roles

Decision Maker

Knowledge Worker

Operators

analyses

assessments

Continued Operation Tempo

Continuity of Operation

transaction

requirement statement

requirement capability

non-standard request

standard resource costs

functional experts (configuration architects)

force-structure

SRC manager

Force Modernization System

strategic force

theater/tactical forces

installation forces

functional proponent

configuration proponent

validation checks

compliance checks

management relationship

functional review

generic CAPR

requirement statement

parent organization

technical proponent

total enterprise

target and objective resource data

"System Decision Package" repository

system analysis

LRAMRP

AC2MP

Extended Planning Annex

Program Years

MODPLAN

TAA

POM years

Cost Estimates

budget estimate

TOE

MS3

Budget years

Financial Appropriations

Allocations

Allotments

Authorizations

Authorization Documents (MTOE/TDA/CTA/JTA)

Execution year

Current Year

execution

Purchase Requests

Contracts

system development

system design

software development

DoD 7935a documentation

interface

Enterprise Repository

CASE environment

materiel development

acquisition

deployment

maintenance

review

system performance statistics

assessment

performace evaluation

direction

system revalidation

project

prioritization

resourcing

Functional Economic Analyses

milestone

Army PPBES Management process

TAPES Life Cycle Management Process (7 stages)

resultant TAPES Life Cycle

LCM

Requestor/Operator

management direction

Directive

Preparation System

mission

components

Level I Functional Economic Analysis: concentrating mainly on the qualitative impacts of the requested Capability

cost/effectiveness analysis

qualitative effectiveness

Fully Fielded and Operational

Program Cost

annual operations

Extended Planning Annex

Capability Life Cycle Costs

Compliance Check

Management Model Compliance

Compliance Checking Software Unit

Technical Compliance

Functional Review

Level II Functional Economic Analysis (ROI II)

Technical Review

Level III Functional Economic Analysis (ROI II)

Theater/Tactical or Strategic Impact

Program Costs

LRAMRP

ModPlan

procurement plan

Development/Acquisition process

Operation and Maintenance

Revalidation

sub-optimal automonomous behaviors

engineered organization

optimal behavior

mechanical, non-humanistic organization

socialized

creativity

individuality

sense of identity

kinship

Total Quality Management.

basic social organizations: the kinship groups, teams/bureaucracies, and markets

William G. Ouchi "Theory Z"

market organizations: emphasize individuality (individuation), in both rights and responsibility, which leads to openness to external influence, self-direction, self sufficiency, autonomy, and a self above others perspective. When the market orientation applies to society it tends to produce a sense of separation or isolation in the members of society.

Separation values: emphasize the differences between objects of the same object class, while downplaying the similarities.

kinship groups: emphasize membership responsibilities and loyalty to the group above individual rights and responsibilities which leads to resistance to external influence, group goals and independence, and expectations of individual subordination to the group. Kinship groups in society tend to produce a sense of belonging and union.

Union values: emphasize the similarities between objects of the same object class, while downplaying the differences.

team: a group of free-willed and participative/ collaborative individuals who work together for the good of the group, with the emphasis on the group, and thereby achieve individual success. Teams reflect unions of individuals. This type of organization results from Total Quality Management and other participative management type efforts.

bureaucracy: a group of free-willed and inter-competitive individuals who work together for their own individual good, while pursuing group goals. Bureaucracies reflect organized groups of separate individuals. This type of organization results from productivity, operations research, and industrial engineering type efforts.

electronic data interchange (EDI)

"Just-in-Time"

cause and effect matrix

knowledge-domain

academic-discipline

science

research

on-line documents

on-line publications

on-line forms

on-line procedures

on-line standards

MIS access

user-id (unit + subunit + position number)

"card catalog": a type of directory of all publication/ reference/image/sound files, with on-line access, using the "catalog" as a pick-list

work activity simulations

parts catalog

organization chains/trees/charts/directories

structural or procedural decomposition/analysis

structured documents/publications

cross-reference of structured documents/publications

chronological record and cross reference

mapping of a structured domain

cartographic/geologic coordinates system

physical coordinate system, measuring distances in scales from parsecs to angstroms, including an association to time objects for duration, frequency, and schedule of any events associated with the physical coordinates (e.g., events in history);

Prototyping

data manipulation language

individuated objects

entity/attribute/relationship model, a.k.a. data model

detail data

inventory and accounting system

distribution

relational, hierarchical, network, and object-oriented database technologies

complex data types

network repository

multimedia

character based information

"stovepipe/vertical" software

reengineered

open-system

"horizontally integrated"

computer aided software engineering (CASE) tool/environment

management science

delegation of authority

responsibility

mismanagement

micro-management

responsible authority

security

privacy

management

access privilege

Individuated Coding

Associative Matrix

work activities

process

work center

task

procedure

performance standard

output

input

fund types

information configurations

information technology

automation

communication

printing and publication

audiovisual

records management

information repository

data

reference element

data element

data field

publication

form

libraries

record

active records

inactive records

archive records

personnel configurations

skills

knowledge

abilities

experience

education

military occupations

civilian occupations

materiel configuration

facility configuration

standard production capability set

service

time configuration

activity schedule

activity duration

activity frequency

macro level object

micro level object

"work breakdown structure" (WBS) code

configuration (category/type/ classification) of resources

line operation

staff

staff functions

associative matrix

STAMIS

data structure

authorization

allocation

issue

UIC/Paragraph/Line

"Directory of Resources"

Technical Inventory

parent/child relationship

Warnier Diagram

concatenated string

X.500 electronic messaging directory

X.400 electronic messaging address

E-Mail

application to application communication

file transfer

file access

integrated strategic planning, management control, operation and resource management application

X.400 address segments:first (country) segment, second (Administrative Management Domain - ADMD) segment, third (recipient organization) segment, and the fourth (recipient) segment. The third segment is also called the Private Management Domain (PRMD) (e.g., Email system) for the message.

DSN NIC @whois

Data Architecture

data requirements

access requirement

security/privacy/access-privilege control

security requirement

personnel management system

Information Security

Automation Security

access determination and control

system development plan

computer platform and operating system

data base management system

tenant organization

standards body

"grand-design"

enterprise - wide computer network

internetworks

distributed processor

distributed data

reorganizations

realignments

task organization

distributions

consolidations

resource leveling

Functional Architecture: Information Architecture defined to the task level.

Army Management Engineering College

TRADOC

"Engineered Methods and Standards"

integrated planning process

CIM candidate systems

"solution set" approach

Manpower Staffing Standards System (MS3)

Operations Research

Cost and Economic Analysis

Budget Preparation

Facility Planning

Information System Planning

Combat Development

Logistics Planning

TOE

MEO

TDA

artificial-intelligence (neural network and expert system)

mentoring

help system

operations modules

task transaction

Data Architecture: Information Architecture defined to the Output/Input/Data Field level.

product/service (output)

transformation (procedure)

resources (input)

data attributes

data fields

data base management system

input source

output destination

electronic messaging

data flow

data transmission capacity requirements

currency of critical information

data management

Data Dictionary

baseline inventory

consistent object class codes

NIST

ISO standard

thematic maps

Army Locator Code (ARLOC)

Installation Coordinator (IC)

MTOE

Derivative UIC

Executive Branch

Department of Defense

multinational

joint

combined operations

military

disaster

TAADS

VTAADS

ITAADS

Service Designator (1st Digit of UIC)

Derivative Designators (5-6th Digits of UIC)

Branch of Service

TAADS Cycle 10 Report

Effective Date (EDATE)

Standard Requirments Code (SRC)

Paragraph

Paragraph Multiplier (identifying Derivative Units)

Line Number

headquarters element

Chain of Command

Office Symbol

heuristic (i.e., rule of thumb)

TRADOC

cross-tabulation

data administrators

to optimize the process of developing the enterprise Data Dictionary to show relationships between data elements and the Procedures (manual publications and forms, and software data structures/functions), Outputs, or Inputs that use them.

A automated survey will then be conducted of each Unit, with the Area, Organization, Unit, Function, and Activity Structures as a survey reference. Each Unit position incumbent (Paragraph and Line Number) will have previously identified their assigned Tasks and Procedures. For each assigned Procedure, the Position incumbent will validate the Output and identify its destination(s), and validate the Inputs and identify its source(s), by UIC, along with frequency of the Procedure and estimated quantity of Output. This defines that data flow for that organization, not only in terms of specific Outputs and Inputs, but also in terms of specific data elements. When data elements (and/or other resources), Inputs, Outputs, Procedures, Tasks, and Work Centers are related to the UIC, Paragraph, and Line, then any of those activities can be displayed by Unit, Function, Organization, and/or Area. This would have immediate benefit for the Army Data Management Program, as well as contributing highly quantitative data for Wide Area and Local Area data network planning and management. This would have applicability in peace, transition or war. It would be useful in daily management decisions, and well as realignment decisions.

Configuration. The Configuration object class displays the hierarchical structure of "sets" of resources. Resource Configurations are classifications and categories of resources. These were defined in the optimization of Procedures, Outputs, and Inputs by the Functional Proponents. The feedback from the field survey on data flow will validate and further refine these configurations.

Funds are configured by AR 37-100-XX.

Information is configured by DISC4 policy, MACOM Technical Architectures, Requirement Statements, Capability Requirements, Standard Requirement Contracts, the Data Management Program, and the Army Printing and Publication Program.

Personnel are configured by AR 611-101 (Officer Personnel Management), 611-102 (Warrant Officer Personnel Management), and 611-110 (Enlisted Personnel Management), AR 690-400 (Civilian Personnel Management), and FPM ?????.

Materiel is configured by SB700-20 for Classes of Supply and LINs of Equipment, and the Army Master Data File (AMDF) for National Stock Numbers for Equipment and Supplies.

Facilities are configured by the Army Standard Installation Program (ASIP).

Forces/Capabilities are configured by TOE Standard Requirements Code from TRADOC for Tactical Forces, and by Manpower Staffing Standards System Work Center and Manpower Surveys from Army Management Engineering College (AMEC) for Installation Forces, and by Functional Proponents for Work Centers, Tasks, and Procedures.

Services are currently not configured in consistent structures, except as subsets of the above configurations.

Time is configured by the Julian calendar.

Eventually, Force/Capability configurations will encompass all required configurations for a specific SRC/MS3 capability, down to the individual Procedure Activity level, so that the exact costs associated with a Task and Procedure transactions are known, as well as supporting Task/Procedure Force Resources. Thus when a Force must be formed, reorganized, or reduced, all associated Resources will also be known as a result of selecting the affected Force Resources from the Configuration Structure.

At this point of developing the Configuration object class, there is no relation of Configurations to Units, except for Procedure Activities, and therefore no relation of Configurations to any other Enterprise objects.

II. Phase 2 will construct the relationship between configuration, specific resource, and unit objects. For this to occur the resource STAMIS will first be modified to accept the object codes, and then object codes for the associated unit, function, or activity objects must be posted to those STAMIS by the appropriate operational level. The resulting Management and Resource Models will provide "snapshots" of the existing ressources by UIC, without Configuration object class data. This in itself will be immediately useful in displaying resources across Activity, Function, Unit, Organization, and/or Location.

Resources will now be grouped into Configurations for all resources except Information Resources. The Fund, Personnel, Materiel, Facility, and Force resource STAMIS/Systems are organized by their standard resource Configurations. When these Configurations are related to Resources and Positions, Paragraphs, and Units, then the Configurations, with their On-Hand Resources, will be displayed by Activity, Function, Unit, Organization, and/or Location. This will provide immediate utility to the Army.

The Information Resource configuration subclass is not currently organized by Configuration, but by specific resource. This specifically excludes the objects within the Activity object class, which have provided the standardized Information Configurations of Work Centers, Tasks, and Procedures which have been related to specific Units and Positions. As a result, the Information Management Functional Proponent will direct that Standard/Engineered Information System Configurations be developed for the five Information Mission subdisciplines (Automation, Communication, Records Management, Printing and Publications, Visual Information) for applicability throughout the Army, based on the Army's Technical Architecture standards and Standard Contracts.

Existing IMA resources will then organized by Configuration using the above unit resource "snapshots" as a reference. This will have to be done at the operational level that actually manages and controls the resources, i.e., the various Information Management Officers (IMO) of each Organization Unit. This will include Required resources, Authorized resources, and on_hand resources. Once this is accomplished, then Unit will have an inventory of Standard (Architecture Compliant) Configurations, non-compliant local Configurations, and miscellaneous un-Configured resources. The integration of Configuration object class and existing resources forms the Unit's Resource Model for Required, Authorized, and On-hand Systems.

The Information Architecture, containing Location, Organization, Unit, Function, Activity, Configuration, and resource data for a specific UIC is the Unit's Baseline Configuration, from which standands-based/proven-technology longitudinal additions/changes (Current Target Configurations) may be planned, to move towards a standards-based/technology-trend conceptual vision (Objective Configurations) of the desired future environment. The Baseline Configuration for all UIC, in Organization and Location order forms the Enterprise Baseline Configuration. This completes the construction of the Information Architecture and Phase Two.

III. Phase Three will develop the interface between the Information Architecture and the Life Cycle Management System. As the Management Model and Resource Model are being defined, work will begin on the Interface between the three categories of User and the Life Cycle Management system.

Phase IV. Phase IV provides a system by which TAPES can be deployed and subsequently updated, along with data tables supporting the operation of TAPES. Developing TAPES can be implemented as an extenstion of the original TAPES development ICASE environment. TAPES and Activity object software units will be developed from that Integrated CASE environment. When completed, each version of TAPES or Activity object Software Unit will be: compressed; encoded as ANSI ASCII; distributed as Email to the specific address of the Position which is responsible for that Activity; decoded into its compressed binary form; decompressed; and locally executed. An Update Software Unit will be included in each distribution to update local data tables and system overlays to work with the new TAPES or Activity object Software Unit. The update software unit will then rename the older versions of TAPES or Activity object software unit and Top-Fed data and post the newer version of the TAPES or Activity object Software Unit and Top-Fed Data to the correct system directory for execution, using the existing local data and setup. This will provide immediate utility to the enterprise.

The various Activity object Software Units, which are identified and prioritized in the detailed Information Architecture, will be designed and developed so that they implement the most critical activities of the organization in a modular, integrated fashion over time.

.1.8. COST FACTORS.

.1.2.3.a. Annex A.

FM 101-5, Chapter 4. Staff Activities.

SECTION I. INTRODUCTION.

Paragraph 4-1. FUNCTIONS AND PROCEDURES.

... the purpose of the staff - to assist the commander. This is accomplished mainly by staff contributions to the timely making and executing of decisions. The commander and staff continuously... streamline cumbersome or time-consuming procedures.... The chief of staff... ensures timely and efficient interstaff coordination... providing the commander with a coordinated staff recommendation....

Staff activities (consist of)... five common functions: providing information, making estimates, making recommendations, preparing plans and orders, and supervising the execution of decisions.

Staff procedures are methods used to accomplish staff functions. They are the how of staff operations. Staff officers must have a working knowledge of the common tools and procedures used in all staff work. They must also know the detailed procedures and techniques needed in their particular staff sections and jobs.... Use of effective staff procedures expedites the accomplishment of staff actions and improves the quality of assistance provided to the commander.

SECTION II. COMMON FUNCTIONS.

Paragraph 4-2. PROVIDING INFORMATION.

The staff collects, collates, analyzes, and disseminates information that

flows continuously into the headquarters. The staff rapidly processes and

provides significant elements of this information to the commander. Staff

officers perform this function by -

Collecting information from all available sources.

Collating and analyzing information in their respective areas of

responsibilities.

Disseminating the latest information available.

Staff officers collect information from all available sources. Information

collection must be planned - not left to chance. Each staff officer establishes an information plan based on his needs as experience dictates. The information collection plan provides ready and sufficient information to adequately support the staff officer's estimate of the situation. The plan should be recorded so that all applicable areas are scrutinized and all necessary information is maintained. What is relevant in one situation may not be relevant in another. Therefore, adequate facts must be maintained so that all relevant information is at hand.... Information collection plans are normally revised to reflect changing situations, experience, and desires of the commander.

....Before information is presented to the commander, it is analyzed and condensed and its significance, reliability, and completeness are assured. The commander should not be burdened with more information than he needs, but must be kept abreast of any changes that may have a bearing on a decision. The staff must not task subordinates to provide unneeded information.

Staff officers disseminate without request, the latest information available to the commander, the staff, and higher, adjacent, and lower units promptly. To do this, each staff officer must have a basic understanding of the information needs of all staff officers and commanders.

Paragraph 4-3. MAKING ESTIMATES.

.... A staff estimate consists of significant facts, events, and conclusions (based on current or anticipated situations) and recommendations on how availble resources can be best used. The commander uses recommendations to select feasible courses of action for further analysis. Adequate plans hinge on early and continuing estimates by staff officers. Failure to make these estimates may lead to errors and omissions in the development of a course of action.

Paragraph 4-4. MAKING RECOMMENDATIONS.

Staff officers make recommendations to assist the commander in reaching decisions and establishing policies.... Recommendations may be presented as written estimates or studies, or they may be presented orally. Whether the procedures are formal or informal, the staff officer must carefully analyze and compare all feasible alternatives using the best information available. He candidly and objectively presents the alternatives to the commander clearly showing the advantages and the disadvantages.... His preparation includes coordination with other staff officers whose areas of interest will be affected by the recommendation.

SECTION III. COMMON PROCEDURES

Paragraph 4-6. PROBLEM IDENTIFICATION AND ANALYSIS.

Staff officers routinely analyze matters that affect their operations. An essential element of their analysis is the identification of problems that may affect the staff officer or the command as a whole. Judgement and experience are major factors bearing on the staff officer's ability to recognize problems; also, he should develop a systematic approach that weighs each new item of information in to other other information at this disposal. A good system will assist him in determining the significance of the information and what action, if any, is necessary.

Both formal and informal procedures are followed in making analyses. An analysis may be a mental evaluation..., a detailed examination of a specific subject..., a staff officer's estimate of the situation, or a staff study.

Paragraph 4-7. STAFF COORDINATION.

Staff coordination is making certain that 'pieces' fit together inan integrated whole. Most staff actions require coordination that extends beyond the headquarters and includes higher, adjacent, lower, and supporting headquarters as appropriate. Coordination is essential for three reasons: to ensure complete and coherent staff actions, to avoid conflict and duplications by making necessary adjustments in plans or policies before their implementation, and to ensure all factors are considered.

The chief of staff (executive officer) is responsible for ensuringthat coordination is affected within the staff and that work is complete, timely, and provides the commander with accurate information. He may establish specific procedures to be followed; however, staff officers should routinely coordinate their activities with each other. As a minimum, this requires that all staff officers be familiar with the responsibilities of all staff sections of the command, including the kinds of information that each section needs and what each section can provide. Armed with this familiarity, staff officers can determine when consultations with other staff sections are necessary and what parts of the problem need to be discussed. ...good staff coordination requires personal initiative, a spirit of cooperation, and a genuine interest on the parts of each staff member in achieving a unified effort.... The action officer and all other interested staff officers examine and correlate all subactions and resolve any conflicts....

Specific coordination procedures include -

Close contact and exchanges of information by each staff officer within the headquarters and with corresponding staff officers at higher, lower, adjacent, and supporting headquarters. Such exchanges include personal visits, use of available communication means....

Prompt distribution of essential information, decisions, and orders within and among headquarters staff sections.

Formal and informal conferences.

Briefings.

Message control procedures.

Formal routing of staff papers to appropriate sections for comment and concurrence.

Liaison.

Staff coordination is time consuming.... When complete coordination is not possible, the action officer informs the affected staff of what action was taken.

Paragraph 4-8. COMPLETED STAFF ACTIONS.

A completed staff action is a staff officer's proposed solution to the problem in final form that is ready for a commander (or other approving authority) to approve or disapprove. It includes a clear and concise statement of essential facts, an analysis of the problem, and views of all agencies concerned, and considerations of feasible courses of action, including advantages, disadvantages, and relevant ethical considerations. A completed staff action presents a single, coordinated, proposed action - and includes any implementing memorandum, directive, letter, or messages for the commander to sign or approve.

Staff officers should avoid presenting piecemeal solutions to the commander. It is a staff officer's duty to work out the perplexing details. When in doubt the staff officer should consult the commander or chief of staff for additional guidance or for assurance that he is proceeding in the proper direction. A completed staff action provides the commander with the best recommendation possible. A completed staff action protects the commander from partially developed ideas and reduces the possibility of making the wrong decision. A completed staff action applies to any staff procedure, written or otherwise, that is submitted to the chief of a staff section, the chief of staff, or the commander. It includes follow-up actions by the staff if necessary to ensure compliance with the instructions or orders.

Paragraph 4-11. INFORMATION DISSEMINATION.

Briefings may be used to keep the commander and staff informed of current and anticipated situations and problems facing the command....

Reports and summaries are used extensively to provide information to higher, lower, and adjacent commands. Nearly every staff section prepares and distributes them. Only the minimum number of reports and summaries consistent with the commander's need for information should be required of subordinate commands. A continuing review should be made to eliminate unnecessary items and duplications. The format and time of distribution usually are standardized.... Staff officers must be familiar with the stadardization agreements that affect their reports and summaries.... Submission of reports and summaries is either on a one-time or on a recurring basis.

Paragraph 4-13. STAFF RESEARCH.

Staff research is the collection and evaluation of facts necessary to solve problems or to provide information. Some facts will be available in office records while others can be found only by examining many sources. The problem determines the research needed. Only after analyzing the problem and listing the main issues to be considered can the staff officer determine how much and what kind of information he must collect.

Data is collected from various sources of information. Through research, the staff officer prepares a list of all likely sources of information on the subject under consideration. A staff officer can find references by consulting the indexes of Army publications in DA Pamphlet 310-series; checking correspondence, reports, and previous studies on the subject or on relate subjects in the headquarters files; checking report control records; using a library, if available; consulting those persons concerned with similar problems; or requesting assistance from other headquarters.

The data collected requires evaluation. Formal research procedures are necessary for complicated studies and papers having numerous references. Whatever the system, it should provide a method for evaluating information, a way of identifying references, and a means of recording data. The staff officer may use various methods in identifying and recording data, but the evaluation criteria does not vary. The staff officer must ask himself two questions: Is the information relevant? Is the information accurate?

The extent of research is the staff officer's decision. The staff officer must decide when he has the information he needs to draw valid conclusions. To be valid, conclusions must be relevant to the topic, must be objective, must be supported by the data, and must be arrived at through a logical thought process.

Paragraph 4-14. ADMINISTRATIVE PROCEDURES.

The following administrative procedures... provide continuity of completed staff actions:

Policy file.

Records.

Organization and functions manual.

Staff guide.

Standing operating procedures.

Workbooks.

Policy File. A policy file is a collection of the current policies of the commander and higher headquarters and the basic operating principles for the staff section maintaining the file. It is based on existing orders, experience, and past command decisions. The policies may be in the form of brief notes, plans, studies, directives, or sample orders. A policy file facilitates staff operations and orientation of new staff members. The chief of staff maintains the command policy file. Each staff section maintains a section policy file.

Records. Staff section records are essential to provide information for the commander and staff, for higher and lower headquarters, and for the historical record. The (*Modern Army Recordkeeping System - MARKS) is the offical recordkeeping system authorized by DA.

Organization and Functions Manual. The organization and functions manual specifies the organization, the functions, and the responsibilities of every staff section within the command and is a basis for assigning responsibility for staff actions and coordination.

Staff Guide. A staff guide (staff handbook) has no standard name. It may be part of the administrative SOP. Regardless of its name, the guide (handbook) will contain instructions on how staff papers will be assembled, what formats are used, how concurrences and nonconcurrences are treated, and what coordination is required. The adjutant general normally is responsible for the staff guide (staff handbook); however, the chief of staff will provide a great deal of guidance in this area.

Standing Operating Procedures. A standing operating procedure (SOP) is a standing order. Individual staff section SOPs and, as appropriate, the command SOP contain instructions concerning routine or recurring activities. An SOP promotes teamwork, efficiency, and reduces the need for repetitive instructions....

Workbooks. Workbooks are ready references for conducting current operations and for preparing reports. A staff section workbook in an indexed collection of information obtained from written or oral orders, messages, journal entries, and conferences. It constitutes a guide or plan for the collection of information. The workbook also may include a staff officer's conclusions, opinions, ideas, and the results of inspections. Workbooks are indexed to fit a staff section's particular needs....

Staff message control is the system of processing messages and correspondence within a headquarters. The pricipal purposes of staff message control are to -

Receive, dispatch, and record messages and correspondence entering and leaving the headquarters.

Reproduce and route copies to proper staff members for action and information.

Maintain controls to ensure prompt action by action agencies.

Establish priorities for action.

Control the use of security classifications and precedence designations on outgoing communications.

Routing and distribution of messages and correspondence are dependent on effective control procedures and a continuing sense of urgency on the part of messengers and message center personnel. The communications-electronics officer and adjutant general have specific responsibilities for maintaining staff message control and for ensuring that efficient routing and delivery procedures are established and followed. However, individual staff officers must not rely completely on others; they must assume direct responsibiity for ensuring that critical messages are processed expeditiously and reach their destination promptly."

.2. SYSTEM/SUBSYSTEM SPECIFICATION

.2.1. GENERAL

.2.1.1. Purpose of the System/Subsystem Specification

.2.1.2. Project References

.2.1.3. Terms and Abbreviations

.2.2. SUMMARY OF REQUIRMENTS

.2.2.1. System/Subsystem Description

.2.2.2. System/Subsystem Functions

.2.2.2.1. Accuracy and Validity

.2.2.2.2. Timing

.2.2.3. Flexibility

.2.3. ENVIRONMENT

.2.3.1. AIS Equipment Environment

.2.3.2. Communication Environment

.2.3.2.1. Network Description

.2.3.2.2. Physical Interface

.2.3.2.3. Protocol Interface

.2.3.2.4. Applications User Interface

.2.3.2.5. Diagnostics

.2.3.3. Support Software Environment

.2.3.4. Software Interfaces

.2.3.5. Security

.2.4. DESIGN DETAILS

.2.4.1. General Operating Procedures

.2.4.2. System Logical Flow

.2.4.3. System Data

.2.4.3.1. Inputs

.2.4.3.2. Outputs

.2.4.3.3. Database/Data Bank

.2.4.4. Software Unit Descriptions

.3. SOFTWARE UNIT SPECIFICATION

.3.1. GENERAL

.3.1.1. Purpose of Software Unit Specification

.3.1.2. Project References

.3.1.3. Terms and Abbreviations

.3.2. SUMMARY OF REQUIREMENTS

.3.2.1. Software Unit Description

.3.2.2. Software Unit Functions

.3.2.2.1. Accuracy and Validity

.3.2.2.2. Timing

.3.2.3. Flexibility

.3.3. ENVIRONMENT

.3.3.1. Support Software Environment

.3.3.2. Interfaces

.3.3.3. Storage

.3.3.4. Security

.3.3.5. Communication Environment

.3.4. DESIGN DETAILS

.3.4.1. Software Operating Procedures

.3.4.2. Inputs

.3.4.3. Outputs

.3.4.4. Database/Data Bank

.3.4.4.1. Summary of Contents

.3.4.4.2. Data Elements

.3.4.4.3. Software Relationships

.3.4.5. Data Retention

.3.4.6. Software Logic Unit

.4. DATABASE SPECIFICATION

.4.1. GENERAL

.4.1.1. Purpose of Database Specification

.4.1.2. Project References

.4.1.3. Terms and Abbreviations

.4.2. DATABASE SPECIFICATION AND DESCRIPTION

.4.2.1. Database Identification

.4.2.1.1. Systems Using the Database

.4.2.1.2. Relationship to Other Databases

.4.2.1.3. Storage Requirements

.4.2.1.4. Physical Mapping of Database Files

.4.2.1.5. Communications Environment

.4.2.2. Labeling Conventions

.4.2.3. Organization of the Database

.4.2.3.1. Conceptual Model

.4.2.3.2. Physical Allocation

.4.2.4. Special Instructions

.4.2.5. Support Software Available for Handling the Database

.4.2.6. Security

.4.3. DATABASE ADMINISTRATIVE INFORMATION

.4.3.1. Responsibility

.4.4. APPLICATION SOFTWARE (IDENTIFY) REQUIREMENTS

.5. USER'S MANUAL

.5.1. GENERAL

.5.1.1. PURPOSE OF THE USERS MANUAL

.5.1.2. PROJECT REFERENCES

.5.1.3. TERMS AND ABBREVIATIONS

.5.1.4. SECURITY

.5.2. SYSTEM SUMMARY

.5.2.1. SYSTEM OVERVIEW

.5.2.2. SYSTEM OPERATION

.5.2.3. SYSTEM CONFIGURATION

.5.2.4. SYSTEM ORGANIZATION

.5.2.5. SYSTEM PERFORMANCE

.5.2.6. CONTINGENCIES AND ALTERNATE MODES OF OPERATION

.5.2.7. DATABASE/DATA BANK

.5.2.8. GENERAL DESCRIPTION OF INPUTS, PROCESSING, OUTPUTS

.5.3. FUNCTIONS RELATED TO TECHNICAL OPERATIONS

.5.3.1. INITIATION PROCEDURES

.5.3.2. INPUT REQUIREMENTS

.5.3.2.1. INPUT FORMATS

.5.3.2.2. COMPOSITION RULES

.5.3.2.3. INPUT VOCABULARY

.5.3.2.4. SAMPLE INPUTS

.5.3.3. OUTPUT REQUIREMENTS

.5.3.3.1. OUTPUT FORMATS

.5.3.3.2. SAMPLE OUTPUTS

.5.3.3.3. OUTPUT VOCABULARY

.5.3.4. UTILIZATION OF SYSTEM OUTPUTS

.5.3.5. RECOVERY AND ERROR CORRECTION PROCEDURES

.5.3.6. COMMUNICATION DIAGNOSTICS

.5.4. FILE QUERY PROCEDURES

.5.4.1. SYSTEM QUERY CAPABILITIES

.5.4.1.1. FIGURE, EXAMPLE OF PREPROGRAMMED QUERY CAPABILITY

.5.4.2. DATABASE/DATA BANK FORMAT

.5.4.2.1. FIGURE, EXAMPLE OF DATA RECORD FORMAT

.5.4.3. QUERY PREPARATION

.5.4.3.1. FIGURE, EXAMPLE OF QUERY FORMAT

.5.4.4. CONTROL INSTRUCTIONS

.5.4.4.1. FIGURE, EXAMPLE OF QUERY STATEMENT

.5.5. USER TERMINAL PROCESSING PROCEDURES

.5.5.1. AVAILABLE CAPABILITIES

.5.5.2. ACCESS PROCEDURES

.5.5.3. DISPLAY, UPDATES, AND RETRIEVAL PROCEDURES

.5.5.4. RECOVERY AND ERROR CORRESTION PROCEDURES

.5.5.5. TERMINATION PROCEDURES

.6. END USER MANUAL

.6.1. GENERAL

.6.1.1. PURPOSE OF THE END USER MANUAL

.6.1.2. PURPOSE OF THE SYSTEM

.6.1.3. REFERENCES

.6.1.4. TERMS AND ABBREVIATIONS

.6.1.5. SECURITY

.6.2. SYSTEM SUMMARY

.6.2.1. OVERVIEW

.6.2.1.1. APPLICATION SUMMARY

.6.2.1.2. PERFORMANCE

.6.2.1.3. CONTROLS

.6.2.2. SYSTEM ENVIRONMENT

.6.2.2.1. HARDWARE REQUIRED

.6.2.2.2. SOFTWARE REQUIRED

.6.2.3. CONTINGENCIES AND ALTERNATE MODES OF OPERATION

.6.2.4. ASSISTANCE AND PROBLEM REPORTING

.6.3. ACCESS TO THE SYSTEM

.6.3.1. FIRST-TIME USE OF THE SYSTEM

.6.3.1.1. EQUIPMENT FAMILIARIZATION

.6.3.1.2. ACCESS CONTROL

.6.3.1.3. INSTALLATION AND SETUP

.6.3.2. INITIATING A SESSION

.6.3.3. STOPPING AND SUSPENDING WORK

.6.4. PROCESSING REFERENCE GUIDE

.6.4.1. CAPABILITIES

.6.4.2. CONVENTIONS

.6.4.3. PROCESSING PROCEDURES

.6.4.3.1. VARIABLE TITLE (IDENTIFY)

.6.4.3.2. VARIABLE TITLE (IDENTIFY)

.6.4.4. RELATED PROCESSING

.6.4.5. DATA BACKUP

.6.4.6. RECOVERY FROM ERRORS AND MALFUNCTIONS

.6.4.7. MESSAGES

.7. COMPUTER OPERATION MANUAL

.7.1. GENERAL

.7.1.1. PURPOSE OF THE COMPUTER OPERATION MANUAL

.7.1.2. PROJECT REFERENCES

.7.1.3. TERMS AND ABBREVIATIONS

.7.2. SYSTEM OVERVIEW

.7.2.1. SYSTEM APPLICATION

.7.2.2. SYSTEM ORGANIZATION

.7.2.3. SOFTWARE INVENTORY

.7.2.4. INFORMATION INVENTORY

.7.2.4.1. RESOURCE INVENTORY

.7.2.4.2. REPORT INVENTORY

.7.2.5. PROCESSING OVERVIEW

.7.2.6. COMMUNICATIONS OVERVIEW

.7.2.7. SECURITY

.7.3. DESCRIPTION OF RUNS

.7.3.1. RUN INVENTORY

.7.3.2. PHASING

.7.3.3. DIAGNOSTIC PROCEDURES

.7.3.4. ERROR MESSAGES

.7.3.5. RUN DESCRIPTION (IDENTIFY)

.7.3.5.1. CONTROL INPUTS

.7.3.5.2. MANAGEMENT INFORMATION

.7.3.5.3. INPUT-OUTPUT FILES

.7.3.5.4. OUTPUT REPORTS

.7.3.5.5. REPRODUCED OUTPUT REPORTS

.7.3.5.6. RESTART/RECOVERY PROCEDURES

.7.3.6. RUN DESCRIPTION (IDENTIFY)

.8. MAINTENANCE MANUAL

.8.1. GENERAL

.8.1.1. PURPOSE OF THE MAINTENANCE MANUAL

.8.1.2. PROJECT REFERENCES

.8.1.3. TERMS AND ABBREVIATIONS

.8.2. SYSTEM DESCRIPTION

.8.2.1. SYSTEM APPLICATION

.8.2.2. SYSTEM ORGANIZATION

.8.2.3. SECURITY

.8.2.4. SYSTEM REQUIREMENTS CROSS-REFERENCE

.8.3. ENVIRONMENT

.8.3.1. EQUIPMENT ENVIRONMENT

.8.3.2. SUPPORT SOFTWARE

.8.3.3. DATABASE/DATA BANK

.8.3.3.1. GENERAL CHARACTERISTICS

.8.3.3.2. ORGANIZATION AND DETAILED DESCRIPTION

.8.4. SYSTEM MAINTENANCE PROCEDURES

.8.4.1. CONVENTIONS

.8.4.2. VERIFICATION PROCEDURES

.8.4.3. ERROR CONDITIONS

.8.4.4. MAINTENANCE SOFTWARE

.8.4.5. MAINTENANCE PROCEDURES

.8.5. SOFTWARE UNIT MAINTENANCE PROCEDURES

.8.5.1. SOFTWARE UNIT (IDENTIFY)

.8.5.1.1. DESCRIPTION

.8.5.1.2. SOFTWARE UNIT REQUIREMENTS CROSS-REFERENCE

.8.5.1.3. CONVENTIONS

.8.5.1.4. VERIFICATION PROCEDURES

.8.5.1.5. ERROR CONDITIONS

.8.5.1.6. LISTINGS

.8.5.2. SOFTWARE UNIT (IDENTIFY)

.9. TEST PLAN

.9.1. GENERAL

.9.1.1. PURPOSE OF THE TEST PLAN

.9.1.2. PROJECT REFERENCES

.9.1.3. TERMS AND ABBREVIATIONS

.9.2. DEVELOPMENT TEST ACTIVITY

.9.2.1. STATEMENT OF PRETEST ACTIVITY

.9.2.2. PRETEST ACTIVITY RESULTS

.9.3. TEST PLAN

.9.3.1. SYSTEM DESCRIPTION

.9.3.2. TESTING SCHEDULE

.9.3.3. FIRST LOCATION (IDENTIFY) TESTING

.9.3.3.1. MILESTONE CHART

.9.3.3.2. EQUIPMENT REQUIREMENTS

.9.3.3.3. SOFTWARE REQUIREMENTS

.9.3.3.4. PERSONNEL REQUIREMENTS

.9.3.3.5. ORIENTATION PLAN

.9.3.3.6. TEST MATERIALS

.9.3.3.6.1. DELIVERABLE MATERIALS

.9.3.3.6.2. SITE SUPPLIED MATERIALS

.9.3.3.7. SECURITY

.9.3.4. SECOND LOCATION (IDENTIFY) TESTING

.9.4. TEST SPECIFICATION AND EVALUATION

.9.4.1. TEST SPECIFICATION

.9.4.1.1. PERFORMANCE REQUIREMENTS

.9.4.1.2. SYSTEM FUNCTIONS

.9.4.1.3. TEST/FUNCTION RELATIONSHIPS

.9.4.2. TEST METHODS AND CONSTRAINTS

.9.4.2.1. TEST CONDITIONS

.9.4.2.2. EXTENT OF TEST

.9.4.2.3. DATA RECORDING

.9.4.2.4. TEST CONSTRAINTS

.9.4.3. TEST PROGRESSION

.9.4.4. TEST EVALUATION

.9.4.4.1. TEST DATA CRITERIA

.9.4.4.2. TEST DATA REDUCTION

.9.5. TEST (IDENTIFY) DESCRIPTION

.9.5.1. TEST DESCRIPTION

.9.5.2. TEST CONTROL

.9.5.2.1. MEANS OF CONTROL

.9.5.2.2. TEST DATA

.9.5.2.2.1. INPUT DATA

.9.5.2.2.2. INPUT COMMANDS

.9.5.2.2.3. OUTPUT DATA

.9.5.2.2.4. OUTPUT NOTIFICATION

.9.5.3. TEST PROCEDURES

.9.5.3.1. TEST SETUP

.9.5.3.2. TEST INITIALIZATION

.9.5.3.3. TEST STEPS

.9.5.3.4. TEST TERMINATION

.10. TEST ANALYSIS REPORT

.10.1. GENERAL

.10.1.1. PURPOSE OF THE TEST ANALYSIS REPORT

.10.1.2. PROJECT REFERENCES

.10.1.3. TERMS AND ABBREVIATIONS

.10.1.4. SECURITY

.10.2. TEST ANALYSIS

.10.2.1. TEST (IDENTIFY)

.10.2.1.1. SYSTEM FUNCTIONS

.10.2.1.2. FUNCTIONAL CAPABILITY

.10.2.1.3. PERFORMANCE

.10.2.2. TEST (IDENTIFY)

.10.3. SUMMARY AND CONCLUSIONS

.10.3.1. DEMONSTRATED CAPABILITIES

.10.3.2. SYSTEM DEFICIENCIES

.10.3.3. SYSTEM REFINEMENTS

.11. IMPLEMENTATION PROCEDURES

.11.1. GENERAL

.11.1.1. PURPOSE OF THE IMPLEMENTATION PROCEDURES

.11.1.2. PROJECT REFERENCES

.11.1.3. TERMS AND ABBREVIATIONS

.11.2. IMPLEMENTATION PROCEDURES

.11.2.1. DESCRIPTION

.11.2.2. CONTACT POINT

.11.2.3. SUPPORT MATERIALS

.11.2.4. TRAINING

.11.2.5. TASKS

.11.2.6. PERSONNEL ORIENTATION

.11.2.7. PERSONNEL REQUIREMENTS

.11.2.8. SECURITY

.11.3. SITE INFORMATION - COMPUTER OPERATIONS

.11.3.1. SITE (IDENTIFY)

.11.3.1.1. SCHEDULE

.11.3.1.2. SOFTWARE INVENTORY

.11.3.1.3. FACILITIES

.11.3.1.4. IMPLEMENTATION TEAM

.11.3.1.5. DETAILED PROCEDURES

.11.3.1.6. DATA UPDATE PROCEDURES

.11.3.2. SITE (IDENTIFY)

.11.4. SITE INFORMATION - USER

.11.4.1. SITE (IDENTIFY)

.11.4.1.1. SCHEDULE

.11.4.1.2. DETAILED PROCEDURES

.11.4.1.3. DATA UPDATE PROCEDURES

.11.4.2. SITE (IDENTIFY)