TABLE 2-1 Air Force ISR Capability Planning and Analysis (CP&A) Process Shortfalls and Corresponding Findings
|ISR CP&A Process Shortfalls||Finding|
|Current process does not adequately address all ISR missions, domains of air, space, and cyberspace managed by the Space Superiority, Cyberspace Superiority, and Global Integrated ISR CFLIs, as well as contributions from other military services, the IC, and OSD, and NTISR capabilities.||Findings 2-2 and 2-3|
|Current process does not provide the ability to analyze investment decisions at different resolutions and timescales.||Finding 2-6|
|Current process does not support “what if” analyses in well-defined trade spaces.||Findings 2-4 and 2-5|
|Current process is too air platform-centric and has insufficient focus on PCPAD.||Finding 2-7|
|Current process does not adequately address affordability, including acquisition and life cycle, as part of capability trade-space analysis.||Finding 2-8|
|Current process does not provide traceability from requirements to capabilities.||Finding 2-4|
|Current process is manual and very labor-intensive, resulting in inefficient use of limited resources.||Finding 2-8|
|Current process is vulnerable to the inevitable changes in Air Force leadership, organization, strategy, and budgets.||Finding 2-1|
NOTE: Acronyms are defined in the list in the front matter.
associated MAJCOMs. And, as a side product of this effort, a very comprehensive repository of ISR needs, capabilities, and gaps has been developed and is now stored in ISR-CART. Still, a number of improvements can be made to the process itself, the analytical tools, models and simulations that can be applied to the process, the emphasis and inclusion of capabilities from across all domains and architectural elements in the process, and the inclusion of other key decision parameters such as affordability. Such improvements would result in a more efficient and effective process and higher-quality outcomes.
The following chapters examine (1) the corresponding processes used in the other services, the IC, and private-sector organizations, with a view to identifying best practices that could be applied to improve the Air Force ISR CP&A process (Chapter 3); and (2) recommendations for improvements to the Air Force process and a proposed future planning process that addresses the shortfalls identified above (Chapter 4).