Army Model and Simulation Executive Council
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US Army Regulation 5–11 (AR 5-11)[1] introduced the Army Model and Simulation Executive Council (AMSEC) as an organization to:
- Recommend planning and prioritization guidance to the DCS, G-3/5/7[nb 1] concerning the requirements, management, and use of M&S in the Army.
- Recommend strategic policy guidance to the DUSA(OR) concerning the management of all Army M&S.
- Recommend program direction to the DUSA(OR) concerning the development of standards for all Army M&S.
- Review the Army Model and Simulation Master Plan and the Army Model and Simulation Investment Plan and recommend approval to the AMS GOSC.
- Review M&S activities for inclusion in the AMIP and the SIMTECH Programs.
- Review changes in the scope of overall management of Army M&S.
- Serve as the proponent for the Simulation & Modeling for Acquisition, Requirements, and Training (SMART) concept.
Organization
AMSEC is co-chaired by the:
- Vice Chief of Staff of the United States Army (VCSA),
- DCS G-3/5/7
- DUSA(OR)
Membership in AMSEC consist of representatives in the rank of colonel or above (or civilian equivalent) from the:
- Office of the ASA(ALT)
- Office of Assistant Secretary of the Army for Financial Management and Comptroller (ASA(FM&C))
- Office of Assistant Secretary of the Army (Manpower and Reserve Affairs) (ASA(M&RA))
- Office of the CIO/G-6
- Office of the Deputy Chief of Staff, G-1 (ODCS, G-1)
- Office of the Deputy Chief of Staff, G-2 (ODCS, G-2)
- Office of the Deputy Chief of Staff, G-4 (ODCS, G-4)
- Office of the Chief, Army Reserve (OCAR)
- National Guard Bureau (NGB)
- Program Analysis and Evaluation Directorate (PAED)
- U.S. Army Digitization Office (ADO)
- U.S. Army Center for Army Analysis (CAA)
- U.S. Army Research Institute for Behavioral and Social Sciences (ARI)
- U.S. Army War College (AWC)
- U.S. Army Corps of Engineers (USACE)
- U.S. Army Forces Command (FORSCOM)
- U.S. Army Training and Doctrine Command (TRADOC)
- U.S. Army Materiel Command (AMC)
- U.S. Army Pacific (USARPAC)
- U.S. Army Europe (USAREUR)
- U.S. Army South (USARSO)
- U.S. Army Special Operations Command (USASOC)
- Army Test and Evaluation Command (ATEC)
- U.S. Army Space and Missile Defense Command (SMDC)
- Military Transportation Management Command Transportation Engineering Agency (MTMCTEA)
- AMSO (currently called Army Modeling & Simulation Directorate)
- Office of each domain manager and domain agent
- Training, Exercises, and Military Operations (TEMO) Domain
- Advanced Concepts and Requirements (ACR) Domain
- Research, Development, and Acquisition (RD&A)) Domain
- Distributed Interactive Simulation (DIS) functional and technical managers
History
The Director for Test Systems Engineering and Evaluation (DTSE&E), which was disestablished by Secretary of Defense on 7 June 1999 and part of its functions are now with the Director, Operational Test and Evaluation (DOT&E)[2], commissioned in 1995 a one year study completed in 1996 to assess the effectiveness of the use of M&S in the weapon systems acquisition and support processes.[3] SMART has its origins on the DTSE&E study headed by Dr. Patricia Sanders.
The DTSE&E study developed a new approach to acquisition which is called Simulation Based Acquisition (SBA). Ellen M. Purdy, action officer within Office of the Assistant Secretary of the Army for Research, Development and Acquisition (ASA-RDA), was one of several people who analyzed Dr. Sanders' strategy and realized the significant effect such an approach would have on acquisition. The concept of SBA for the Army needed to be expanded to specifically include the acquisition, requirements, and training communities and thus became SMART embodied in AR 5-11.[4]
The SMART concept as major US Army policy began with a letter dated 21 March 2000, addressed to the Office of the Secretary of Defense, Service secretaries, the Defense Intelligence Agency, and the Joint Chiefs of Staff; it is cosigned by the Under Secretary of Defense for Acquisition, Technology and Logistics (USD(AT&L)) and the Director, Operational Test and Evaluation (DOT&E): "We have stressed that we must make better use of modeling and simulation (M&S) to improve the acquisition process, reduce costs, enhance T&E [test and evaluation], and shorten development times for our. We are convinced that efficient use of M & S throughout the system life cycle will net great dividends in efficiencies."[5]
Notes
- ^ See the Continental Staff System for an explanation of "letter-number" designations.
See also
References
- ^ "Management of Army Models and Simulations", Army Regulation 5–11, Headquarters of the US Department of the Army HQDA), 1 February 2005 [1]
- ^ "Federal Funds for Research and Development, Detailed Historical Tables: Fiscal Years 1951–2002", National Science Foundation, August 2003 [2]
- ^ "Modeling and Simulation in Manufacturing and Defense Acquisition: Pathways to Success", ISBN 0-309-08666-3, ISBN 978-0-309-08666-0, National Research Council, 2002 [3]
- ^ Donlin, Bruce J., Truelove, Michael R., "Simulation and Modeling for Acquisition Requirements, and Training - SMART: Enabling the Transformation - Modeling & Simulation in Collaborative Environments", January 2002 [4]
- ^ O'Bryon, James F., "DoD's modeling and simulation reform in support of acquisition: stop kicking the M & S can down the road", 1 Mar 2006 [5]
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