Operationally Responsive Tasking
Bass, Aaron C.
Scott, Alan D.
Rhoades, Mark M.
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This paper presents evidence that the United States military and intelligence communities have a history of focusing on hardware while neglecting the need to examine processes. It proceeds to illustrate that current ORS initiatives appear to be doing the same. A case study is presented highlighting the ramifications of neglecting processes when trying to improve operations. ISR tasking is examined, including the potential that politics exerts influences upon the process. The concept of Operationally Responsive Tasking is presented, not as a specific methodology for tasking satellites, but as a generalized model offering insight into the ramifications of certain tasking process design decisions. Specific constructs introduced include Tasking Depth, Tasking Breadth, Petitioner Tasking, and Supplicant Tasking. The model is shown to offer insight into tasking process modifications and their impacts. The potential for the Virtual Mission Operations Center software to implement the ability to modify a tasking process on-demand is discussed. VMOC is shown to be a sound platform for implementing the basic concepts of ORT, including reducing the expertise required to utilize ISR satellites through the use of ontologies. Responsiveness is shown to be a limited resource that is tied to the capacity of collection assets. Specific recommendations for further research into mathematical models to guide tasking process decisions are offered.
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