1. International Defence Enterprise Architecture Specification (IDEAS)
Experiment ’08: Exchanging Coalition Operations Planning Architecture Data

2. Experiment & Exercise Overview Components of the Experiment
Briefing Outline
IDEAS Overview
Experiment & Exercise Overview
Components of the Experiment
Data
Methods
Presentation

3. IDEAS Overview

4. The IDEAS Group
International Defense Enterprise Architecture Specification for exchange
Australia, Canada, UK, USA
Sweden & NATO (observers)
Established 2005
UK is leading the technical work, using UK methodology (BORO) and joint MOD/Contractor team
Objective — To deliver a unified specification for the exchange of military architectures between coalition partners.

5. Requirements and Assumptions
Australia, Canada, UK and USA have a history of military coalition
Each nation is pursuing its own version of net-centric warfare
How do we ensure coalition interoperability ?
Need to understand:
Each others’ capability and functionality
How to interface with coalition systems
To do this we need to be able to share architectures
Each nation has its own architecture framework
Requirement to share architectural information between nations to enable interoperability at the operational and system levels
Need a standard data format for architectural interoperability
Nations using different tools and data formats
Semantic integration issues inhibit interoperability
Coalition military operational planners will benefit from IDEAS

6. Mission, Goals, and Priorities
To facilitate pre-mission planning through exposure of national processes and capabilities expressed through a common ontology.
To establish an ontology for expressing the procedures and capabilities of each nation and put in place a mechanism to interchange architecture information that describe those procedures and capabilities.
To improve force planning capability through:
Reduced timescale for mission planning
Enhanced data:
Interoperability
Reusability
Understandability
Visibility
Shareability

7. Usage – Exchange Scenario
IDEAS File
UK Capability Architecture
(e.g. in MooD / Sparx)
Loaded into Canadian System
(e.g. System Architect)
UK & Canada in combined ops (e.g. Herrick) and Canadians need to interface to UK systems

8. Approach Use each nation’s architecture framework as input
Analyse the common elements between frameworks
Using the BORO Methodology to de-conflict the different national approaches
Develop integration model (ontology)
Re-apply national terminology
Provides an interfacing mechanism – each nation can continue to work with their own terminology and data whilst still conforming to IDEAS
Implement
Repository (US Experimenting on IDEAS Repository)
XML Data Exchange

9. Products
IDEAS model; includes all layers of the model and the RDFS / OWL Specifications
IDEAS model documentation; includes business rules
IDEAS experimentation procedures
IDEAS experimentation reports
IDEAS marketing material
IDEAS training material
IDEAS exercise plan, procedures and reports
IDEAS productionisation / industrialisation
Software; various

10. Side Benefits
UK requirement for a standard dictionary to support MODAF architectures
Being developed as the “MOD Ontology” by ICAD
Plan is to leverage the IDEAS model to provide the top level of the ontology
Interest in ontology is developing all over Govt.
DG-Info uniquely placed with expertise in formal ontology development
Usage being investigated for data integration in Logs and Casualty tracking – i.e. the benefits and possible uses go well beyond enterprise architecture
BORO methodology being used to re-engineer and de-conflict legacy systems
Again, DG-Info (through ICAD) are thought leaders in MOD

11. Experiment & Exercise Overview
Selected a scenario: Casualty Management
Selected a set of architecture data to exchange
Exercise
Candidates
Avoidance of friendly fire incidents due to procedural mismatches
Others TBD?

12. Experimentation
First experiment, exchange architecture data regarding the processes, agents, information flows, and sequences of activities (OV-5, 6c) involved in Battlefield Human Casualty Management.
Using US & Canadian doctrine documents as “test data”
Want to show “value added” military utility, e.g.,
Inconsistencies in processes, sequence, timing, event triggers, information flow and reporting, …
Knowing ahead of time could lead to adjustments or just understanding so there won’t be surprises during execution

13. Manual Coalition Ops Planning Processes “As-Is”
AUS Plan
CAN Plan
GBR Plan
USA Plan
etc.

14. US vs. CA Casualty Management Flowcharts
Canada
United States

15. Implication • 3 mental data parses • 3 mental comparison per country =
• 12 mental data parses IAW national background • 12 mental comparisons

16. “To-Be” enabling technologies & tools considered in the experiment
Visualization Environment
Decision Environment
Relational DB Query Environment
SQL Query
OWL/RDFS DB Data Mining Environment
RDFS Database
IDEAS Data Exchange Format (RDFS)

17. Automation Assistance via IDEAS
Automated Compare
CA EA
UK EA
AU EA
1 data parse
IDEAS
US EA
• 4 mental data parses of our native doctrine (instead of 12) • 0 mental comparisons (instead of 12) against an consistent ontology vice a national background

18. Experiment & Exercise Overview

19. Components of Experiment
Data
Methods
Presentation

20. Components of the Experiment: DATA

21. How is IDEAS Different ?
All country’s IT history is littered with grand plans for data integration
Failures due to insufficient stakeholder engagement – i.e. attempting to “foist” a data architecture on unwilling parties
Failures due to inadequate analysis techniques – usually based on process modelling
Failures due to inability to properly compare different sources of information
Failures due to “Country-Centric” approach ignoring coalition partners
IDEAS is different because:
It does not seek to impose a particular terminology, way of working, or data architecture on the users and stakeholders
It brings in the opportunity for international coalition interoperability
It fosters a “view from nowhere” approach – soft systems practitioners will be familiar with this idea
It is strongly founded in set theory, allowing it to provide a more accurate representation of real-world

22. What Makes IDEAS Different ?
The BORO Methodology -
Provides a precise, mathematical approach to comparing information
Very easy to understand, and stakeholders readily commit to use the methodology
Guaranteed to produce a correct representation, and is fully transparent at every stage – stakeholders are involved so buy-in is kept all the way through
Set Theory
Traditional data modelling is generally not founded in mathematic principles
IDEAS uses formal set theoretic tools to accurately represent the structure of real-world concepts
The Naming Pattern
Once the analysis is complete, the terminology used by the stakeholders is mapped back onto the resulting model
Enables stakeholders to continue working with their own terminology
Allows seamless integration of legacy systems

23. IDEAS Structure
Provides a common semantic foundation for multiple uses
The common foundation enables interoperability across domains and applications
All traces back up to IDEAS, so also offers possibility of international interoperability
Data sources act as requirements on the ontology, feeding up the stack into the areas of stronger governance – “standardisation by adoption”

24. Data Analysis Steps
The BORO Analysis breaks down the data into its fundamental elements
These are then re-assembled under the appropriate ontological pattern
Finally, the names used by the original systems / parties are re-assigned to achieve seamless interoperability

25. The Naming Pattern
The ontology itself is concerned with the nature of things
Relies on the only thing that is irrefutable, the physical extent of something
It is useful to ignore names when developing the ontology, as they carry too much baggage and confusion – people tend to cling onto names of things rather than trying to work out if things are the same or not
Once the semantic de-confliction is done, the names can be re-assigned, in context of their owners – and this is how interoperability is achieved

26. Sample Diagrams from IDEAS Model

27. Components of the Experiment: METHODS

28. Training and skills mismatch Systems mismatch
Examples of Analyses
Doctrine mismatch
Tactics, techniques, and procedures
Training and skills mismatch
Systems mismatch
Communications
Processing
Data formats
Capabilities gaps and overlaps
Scope for ’08 experiment

29. Many Aspects of C4I Interoperability
ELECTRONIC
COMMUNICATION
Interoperability
PROCEDURAL/DOCTRINAL
Interoperability
Tactics, Techniques and Procedures (TT&P), Training
PHYSICAL
RF Waveform
Modulation
Compression Technique (JPEG, etc.)
DATA TRANSFER
Protocol (Pull, push, etc.)
Bulk/Change
Publish/Subscribe
etc.
SECURITY
Crypto (Procedural)
Over the Air Rekeying
Sanitizers
MLS
DATA FORMATS
Bit oriented Formats (TADIL A, J, K, etc)
Character oriented Formats
USMTF
HTML, XML, XSI, etc.
Air control procedures (Navy vs. Air Force)
Tactical datalink conops, etc.
Joint/Coalition tactics and training
Joint/Coalition C2W (mop 6, 30)
Joint surveillance Conops (IFF, etc)
etc.
PRESENTATION
Symbology
GIS types (e.g., PPI vs map/chart)
Filtering
Formats
INFORMATION SEMANTICS
Battlespace Objects (e.g., GCCS and Combat System “track files” vs analysis data like ASAS vs. IEW data)
Prior Intelligence (e.g., OOB vs. IPB, Characteristics and Performance)
Geophysical (e.g., NGA vs. tactical)
Logistics (e.g., field vs. “reachback”)
etc.
ALGORITHMS
Tracking and correlation algorithms
Target ID
SYSTEM
Interoperability

30. Lessons Learned Categories
Components of the ’08 Experiment on Procedural Interoperability: Use Cases
Use Cases
Scud missile attack (Saudi Arabia)
Operation Desert Storm (Persian Gulf)
Lessons Learned Categories
Planning
Communication
Coordination
Reporting

31. Use Case Examples Based on a “Quick-Look” analysis 1
Use Case Examples Based on a “Quick-Look” analysis 1. Scud missile attack (Saudi Arabia)

32. 1. Scud missile attack (Saudi Arabia)
Background
An Iraqi scud missile strikes a warehouse at U.S. Aujan compound in Saudi Arabia
Casualty Management Process problems experienced:
Planning
Random removal of casualties
U.S. Army bus left Aujan with four wounded soldiers for an Army hospital. The vehicle mistakenly arrived at a barracks, not a medical installation (the building had once served as a clinic and sported a large Red Crescent on the outside).
As the first Army medical evacuation helicopter landed at Aujan, no landing site had been planned or marked; the wash of the blades sent shards of glass, metal, sand, fiberglass, and debris everywhere.
The majority of US casualties were taken to the local Saudi trauma center, not U.S. facilities
Weapons and personal items were secured by the Saudi hospital staff, not U.S.
The survivors of the attack had nothing to help the wounded. Bandages, splints, and dressings were not available. Unit members were unaware of an emergency plan. The location of a landing zone, protection of the perimeter, self-defense, and chain of command initially did not happen.
Background
An Iraqi scud missile strikes a warehouse at U.S. Aujan compound in Saudi Arabia
Casualty Management Process problems experienced:
Planning
Within minutes of blast, Saudi civil defense system was activated. Saudi ambulances were randomly removing the living and the dead into the Saudi trauma system.
U.S. Army bus left Aujan with four wounded soldiers for an Army hospital. The vehicle mistakenly arrived at a barracks, not a medical installation (the building had once served as a clinic and sported a large Red Crescent on the outside).
As the first Army medical evacuation helicopter landed at Aujan, no landing site had been planned or marked; the wash of the blades sent shards of glass, metal, sand, fiberglass, and debris everywhere.
The majority of US casualties were taken to the local Saudi trauma center, not U.S. facilities
Weapons and personal items were secured by the Saudi hospital staff, not U.S.
The survivors of the attack had nothing to help the wounded. Bandages, splints, and dressings were not available. Unit members were unaware of an emergency plan. The location of a landing zone, protection of the perimeter, self-defense, and chain of command initially did not happen.

33. 1. Scud missile attack (Saudi Arabia), cont.
Casualty Management Process problems experienced (cont.):
Communications
The local Saudi civil defense system responded but was only communicating within its own network.
Many Saudi ambulances were on site and removing soldiers before the U.S. military was even notified.
Calling between the civilian and military communities was problematic. Direct communication was impossible.
Army ground ambulances did not carry radios.
Not all Saudi ambulances had radios.
Medical evacuation helicopters could communicate with their headquarters but not with the 173rd Medical Group communications center.
There was no plan regarding how all of the potential participants would communicate.

34. 1. Scud missile attack (Saudi Arabia), cont.
Casualty Management Process problems experienced (cont.):
Coordination
Both U.S. and Saudi hospitals were working on their own disparate disaster plans
During the initial hours after the attack, it was impossible to account for all of the wounded, seriously ill, and very seriously ill personnel.
No joint planning or coordination occurred between military and civilian assets.
Civilians did not understand or utilize the military concept of echelons of care.
Reporting
Call that would bring U.S. military support and air ambulances to the scene was not phoned in until 22 minutes after the blast.
Cameramen from CNN broadcast to the United States that a scud had struck an Army Reserve unit before military authorities in Saudi Arabia could respond. Soldiers could quickly phone home to reassure worried families, but the dead or wounded could not call.
The casualty reporting system could not keep up with this instantaneous communication. For many families, the delay in notification of the status of their loved ones for additional days brought added hardship.
The location of all of the casualties was not known for at least 48 hours.

35. Use Case Examples Based on a “Quick-Look” analysis 2
Use Case Examples Based on a “Quick-Look” analysis 2. Operation Desert Storm (Persian Gulf)

36. 2. Operation Desert Storm (Persian Gulf)
Background
During Operation Desert Storm, coalition forces faced the possibility of nuclear, chemical or biological warfare
Casualty Management Process problems experienced:
Planning
Although both the U.S. and U.K. regarded anthrax and botulinum toxin as potential threats, France did not identify any imminent biological warfare threat, and was thereafter unprepared to care for coalition casualties caused by such threats.
All three countries agreed that the Iraqis might use some form of chemical warfare, but they drew different conclusions about the specific agents that Iraq was most likely to employ.
The U.S. concluded that Iraq had nuclear weapons production facilities but had limited information on device development; the U.K. and France identified no nuclear or radiological threat, and were thereafter unprepared for such threats.

37. Casualty Management Process problems experienced (cont.):
Communications
Information not spontaneously shared among Coalition members.
Example 1: French commanders were told of U.S. concerns regarding a biological threat only when the French made inquiries about media reports of U.S. troops receiving anthrax vaccine.
Example 2: Contemporary U.S. doctrine lacked clear provisions for real-time warning of U.S. ground troops or friendly forces about impending U.S. or Coalition strikes against hazardous targets, such as suspected Iraqi biological warfare, nuclear or chemical industry facilities.

38. 2. Operation Desert Storm (Persian Gulf)
Coordination
U.S., U.K. and France varied not only in the extent to which they used drugs and vaccines, but also in the drugs and vaccines they chose and in their policies on consent to administer them.
Differences existed in the selection of medical countermeasures for threats that were mutually recognized
Use of drugs and vaccines varied within the national forces as well as among the three forces.
Reporting
Different warning and reporting practices were in use across the Coalition’s member forces.
French reported that some U.S. forces in the Gulf War did not comply with NATO Allied Tactical Pamphlet 45 with respect to warning and reporting, which was the procedure in use by U.K. forces.

39. So how could IDEAS and architecture address these types of problems?

40. PLANNING Problems OV-4: Command Relationships Chart
The OV-4 depicts the relationships among operational elements for a given mission. It documents the operational roles and management relationships that enable or facilitate the mission.
OV-5: Activity Model
Activity models describe the business processes associated with the architecture, as well as the relationships or dependencies among the business processes, data or information exchanged between business processes, and external interchanges (i.e., from/to business processes that are outside the scope of the model) of data

41. Lessons Learned (cont.)
So how could IDEAS and architecture help solve these problems (cont.)?
PLANNING Problems (cont.)
OV-6a: Operational Rules Model, e.g.,
Random removal of casualties The OV-6a describes the rules that control, constrain or otherwise guide the actions within an Operational Architecture. It describes the dynamic behaviors inherent in the operational architecture, as well as the relationships, conditions and constraints associated with operational actions.
OV-6c: Operational Event/Trace Description
The OV-6c provides a tracing of the operational activities that occur in a given scenario or the critical sequence of events. It is typically used to describe the dynamic behavior of operational nodes (i.e., their responses to stimuli).

42. Lessons Learned (cont.)
So how could IDEAS and architecture help solve these problems (cont.)?
COMMUNICATIONS Problems
SV-1: System Interface Description
The SV-1 documents the configuration of the linkages or interfaces among two or more systems, and provides a view of connectivity from the physical implementation or system perspective. Specifically, the SV-1 provides a representation of a communications pathway or network.
SV-2: System Communication Description
The SV-2 specifies the communications networks and pathways that link physical nodes and systems interfaces, and provides details regarding their configuration.

43. Lessons Learned (cont.)
So how could IDEAS and architecture help solve these problems (cont.)?
COORDINATION Problems
OV-2: Operational Node Connectivity Description
This offers a visual portrayal of the interaction between operational nodes or elements (e.g., organizations). It graphically depicts the information exchanges required between the operational elements. Instead of describing specific systems solutions, it permits a user to determine what connectivity, connections, and or node interactions, are necessary to satisfy the defined needs.
SV-5: Operational Activity to System Function Traceability Matrix
The SV-5 relates operational activities to system functions, and thus provides a "translation" of operational needs into physical solutions.

44. Lessons Learned (cont.)
So how could IDEAS and architecture help solve these problems (cont.)?
REPORTING Problems
OV-3: Operational Information Exchange Matrix
The OV-3 identifies the information transfers that are necessary to support the operational nodes in the accomplishment of a specific operational task. Information Exchange requirements (IERs) focus on the content of the information messages, the flow requirements of that information, and the required supporting services.  In general, IERs define who needs the information, what the information is, where it comes from, why the information is needed, and how the information exchange occurs.
SV-6: System Information Exchange Matrix
The SV-6 documents the characteristics of information exchanges between systems, whether such exchanges occur within or across nodes. It is particularly useful for determining the implications of the physical implementation, such as the constraints, resource requirements associated with the exchange and other overhead. 

45. Components of the Experiment: PRESENTATION

46. We know differences exist in the processes…
Process A
CONDITIONS?
IE-03 IE-04 IE-05
IE-06
SEQUENCES?
RESOURCES?
IE-01 IE-02
IE-08
Activity 3
Activity 5
TIMING?
EVENTS?
Activity 1
Activity 2
Activity 6
Activity 4
IE-07
TRIGGERS?
IE-09
So how do we present them?
Process B
CONDITIONS?
IE-06 IE-07
IE-03 IE-04 IE-05
SEQUENCES?
RESOURCES?
IE-01 IE-02
Activity 3
IE-08 IE-09
EVENTS?
TIMING?
Activity 1
Activity 2
Activity 6
Activity 4
TRIGGERS?

47. Process Comparison Presentation
Provide rigorous representation of the process data flow and sequencing (OV-5 and OV-6c) precise data representations.
Identify Alternative Visualization and Analysis Techniques
Provide Candidate Visualization Techniques
(Enable Analysis of Doctrine and Process Differences)

48. Current Status Initial Process Representation and Comparison
Receive Casualty
Assign CNO
Notify NOK
Establish Liaison Teams
Notify Upper Echelon
Coordinate with CAO
Manage Estate
Assign CAO
Withhold media release 24 hours
Authorize Media Release
Receive Casualty
Assign AO
Notify Upper Echelon
Establish Committee
Notify NOK
Manage Estate
Provide semi- hourly SITREPS
Authorize Media Release

49. Summary
Exchanging architecture data during coalition operations planning process:
Can automate interoperability comparisons to:
Reduce resource requirements
Speed the process
Potentially detect issues that may have been missed
De-bias national interpretations of other doctrines
Depends on a precise data exchange standard
IDEAS grounding in a formal ontology provides such precision
A limited experiment in ’08 will demonstrate some of these benefits
An exercise in ’09 is planned to show these in a broader context

50. Backups

51. To solicit suggestions and inputs
Why Are We Here?
To update JFCOM on current initiatives of the multi-national “IDEAS” Group
To solicit suggestions and inputs
To solicit inputs on areas of concern to JFCOM for future initiative planning

52. Current Interoperability Initiative
What are we trying to do?
Demonstrate the military utility of flexible and interoperable exchange of architecture data.
What aspects of interoperability is this experiment series focused on?
Doctrinal and procedural interoperability.
Interoperability between a diverse and ever evolving set of automated architecture design tools.
What challenges are we addressing ?
Providing precise and unambiguous representation and exchange of coalition doctrine and procedures utilizing the precision and discipline that the DoDAF and MODAF architecture standards and products require.
Enabling clear and unambiguous visualization of the differences in multi-national doctrine and procedures.
Enabling near real-time collaboration and analysis of associated interoperability problems in a multi-national, geographically dispersed environment.

53. Current Interoperability Initiative (Cont.)
What is the current scope (Experiment 08)?
Exchange and collaborative analysis of Process data flow (OV-5) and Event Trace/Sequences (OV-6c) data.
Demonstrate candidate visualization tools and techniques.
Evaluate the precision of the data exchange.
What are the current enabling technologies?
Evolving technologies in Internet exchange techniques and ontology's allowing increased precision in data interoperability (i.e. XML, XSI, WXSD, RDF/OWL, etc.).
Precise data models representing the architectural data.
Emerging improvements in visualization and business intelligence tools.
How does such an exchange help a coalition ops planner?
Brings out unknowns ahead of time, e.g.:
Enables the identification of automation opportunities and process improvements

54. Current Experiment Direction
Compare and contrast coalition processes
Nations agreed on a Military Casualty Management example scenario.
Who are the players? (AU, CA, UK, US)
Other examples - JFCOM input needed
Candidate NATO Operational Processes of concern.
Known doctrine/process differences (identify country Process differences causing potential interoperability problems)
Known doctrine/process successes (identify existing country Process successes resulting in favorable interoperability results)

55. Military Utility - Current Example: Military Casualty Management
Purpose
To demonstrate potential military operational utility of enabling interoperable exchange of Doctrine and Procedural casualty management data utilizing precise DoDAF/MoDAF architecture data.
Approach
Contrast “as-is” processes with with potential “to-be” methods
Show relevance to procedures, tools, methods, etc., that coalition planners would actually use
Objective
To seek out automation opportunities and document how the Coalition Ops Casualty Management Planning scenarios are done today:
Identify manual, time consuming processes? (paper, , faxes, phone calls, meetings, …)
Enable discovery of issues in the field (on-the-job interoperability)

56. Military Utility - Current Example: Military Casualty Management
Expected Results
Common data standards allowing for coalition collaboration utilizing XML-based schemas
Tool-independent data exchange mechanisms
Visual decision aids for coalition planners making use of rigorous layout of procedures, sequences & timing
Risks
Disparate doctrine, development procedures & LOEs
Methodology way over the heads of most
COTS vendors need to embrace development of accommodating tools

57. Demonstrate Multi-National data exchange and collaborative analysis.
EXERCISE ’09
Demonstrate Multi-National data exchange and collaborative analysis.
Implement techniques in a diverse tool set
Evaluate Precision of data exchange
Demonstrate ability to identify manual, time consuming processes? (paper, , faxes, phone calls, meetings, …)
Demonstrate the ability to discover issues in the field (on-the-job interoperability)

58. Current Efforts and Progress to Date
?????
*truly different, names assumed aligned or mapped
Mock-up AU-CA-UK-US Casualty Management process comparison displays (currently underway):
Exchange data via RDFS, allowing for the creation of classes of resources that share common properties
Highlight different processes, sequences, information flows, event triggers between coalition partners
Develop potential side-by-side comparison analysis
Post on IDEAS FTP site for review
US review with Joint Forces Command
Thereafter examine tools for potential process comparison functionality

59. Dynamic Comparison Scenario Model execution “Notifying Next of Kin”
Casualties are received and sent to be processed and transported

60. Both UK and CA begin Process & Transport activities…
UK P&T activity begins
Casualties are received and sent to be processed and transported
CA P&T activity begins

61. CA completes P&T activity and begins process of assigning AO while UK continues P&T process…
Casualties are received and sent to be processed and transported
CA completes P&T activity and begins process of assigning AO

62. UK Process completed in 1hr, 50 min
UK process is completed in 1 hr., 50 minutes while CA continues AO Assignment process…
UK Process completed in 1hr, 50 min
CA process continues

63. Process Comparison Example UK NOK notification process completed in 1 hr., 50 minutes CA NOK notification process completed in 2 hrs., 30 minutes
UK NOK notification process completed in 1 hr., 50 minutes CA NOK notification process completed in 2 hrs., 30 minutes Coalition average: 2 hrs., 10 min

64. Summary Experiment Goals
Enable multi-nation casualty management to be more compatible
Establish common data standards allowing for multi-national collaboration utilizing XML-based schemas
Expose real-world interoperability issues experienced by planners and warfighters
Identify alternative visualization and analysis techniques

65. Potential Tool Interoperability with SysML
• .....
SV4
OV2
OV7
TV2
AP233/XMI
Systems Modeling
Tool
Model/Data
Interchange
Other Engineering
Tools

66. Comparing Processes In two or more distinct processes … Process A
Activity 3
Activity 5
Activity 1
Activity 2
Activity 6
Activity 4
Process B
Activity 3
Activity 1
Activity 2
Activity 6
Activity 4

67. Comparing Processes Similarities must be easy to identify … Process A
Activity 3
Activity 5
Activity 1
Activity 2
Activity 6
Activity 4
Process B
Activity 3
Activity 1
Activity 2
Activity 6
Activity 4

68. Comparing Processes As well as differences in those processes …
Process A
Activity 3
Activity 5
Activity 1
Activity 2
Activity 6
Activity 4
Process B
Activity 3
Activity 1
Activity 2
Activity 6
Activity 4

69. Comparing Processes What about the information exchanged? Process A
IE-03 IE-04 IE-05
IE-06
Process A
IE-01 IE-02
IE-08
Activity 3
Activity 5
Activity 1
Activity 2
Activity 6
Activity 4
IE-07
IE-09
IE-06 IE-07
IE-03 IE-04 IE-05
Process B
IE-01 IE-02
Activity 3
IE-08 IE-09
Activity 1
Activity 2
Activity 6
Activity 4

70. Comparing Processes
Again, differences exist between the processes and must be identified…
IE-03 IE-04 IE-05
IE-06
Process A
IE-01 IE-02
IE-08
Activity 3
Activity 5
Activity 1
Activity 2
Activity 6
Activity 4
IE-07
IE-09
IE-06 IE-07
IE-03 IE-04 IE-05
Process B
IE-01 IE-02
Activity 3
IE-08 IE-09
Activity 1
Activity 2
Activity 6
Activity 4

71. What about other considerations?
CONDITIONS?
IE-03 IE-04 IE-05
IE-06
SEQUENCES?
RESOURCES?
Process A
IE-01 IE-02
IE-08
Activity 3
Activity 5
TIMING?
EVENTS?
Activity 1
Activity 2
Activity 6
Activity 4
IE-07
TRIGGERS?
IE-09
CONDITIONS?
IE-06 IE-07
IE-03 IE-04 IE-05
SEQUENCES?
RESOURCES?
Process B
IE-01 IE-02
Activity 3
IE-08 IE-09
EVENTS?
TIMING?
Activity 1
Activity 2
Activity 6
Activity 4
TRIGGERS?

72. OK, so we found differences, how do we present them?
Process A
CONDITIONS?
IE-03 IE-04 IE-05
IE-06
SEQUENCES?
RESOURCES?
IE-01 IE-02
IE-08
Activity 3
Activity 5
TIMING?
EVENTS?
Activity 1
Activity 2
Activity 6
Activity 4
IE-07
TRIGGERS?
IE-09
Process B
CONDITIONS?
IE-06 IE-07
IE-03 IE-04 IE-05
SEQUENCES?
RESOURCES?
IE-01 IE-02
Activity 3
IE-08 IE-09
EVENTS?
TIMING?
Activity 1
Activity 2
Activity 6
Activity 4
TRIGGERS?

73. Current Status Initial Process Representation and Comparison
Receive Casualty
Assign CNO
Notify NOK
Establish CLTs
Authorize Media Release
Notify Upper Echelon
Assign CAO
Manage Estate
Receive Casualty
Assign AO
Notify Upper Echelon
Establish Committee
Notify NOK
Provide semi- hourly SITREPS
Authorize Media Release
Manage Estate

74. Goal: Interoperability at Multiple Levels of the Architecture