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CJCSI 3030.01A
3 October 2022

IMPLEMENTING
JOINT FORCE
DEVELOPMENT AND DESIGN

JOINT STAFF
WASHINGTON, D.C. 20318

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(INTENTIONALLY BLANK)

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CHAIRMAN OF THE JOINT
CHIEFS OF STAFF
INSTRUCTION

J-7 CJCSI 3030.01A

DISTRIBUTION: A, B, C 3 October 2022

IMPLEMENTING JOINT FORCE DEVELOPMENT AND DESIGN

References:
See Enclosure G

1. Purpose. In accordance with reference a, this instruction implements and

describes the process by which the Chairman of the Joint Chiefs of Staff
(CJCS) fulfills joint force development responsibilities. This instruction
describes Joint Force Development and Design (JFDD) processes, their
execution, and their interaction with other departmental systems, processes,
and CJCS responsibilities. These relationships accelerate joint force
development and design by fostering rapid, iterative learning throughout the
joint force.

2. Superseded/Cancellation. CJCSI 3030.01, 3 December 2019, is hereby

superseded and CJCSI 3010.02E, 17 August 2016 is hereby cancelled.

3. Applicability. This instruction applies to the Joint Staff, Services,

Combatant Commands (CCMDs), National Guard Bureau (NGB), Defense
Agencies, and Chairman’s Controlled Activities (CCAs).

4. Policy. JFDD enables the CJCS to fulfill legal responsibilities established in

title 10, U.S. Code. Specifically, paragraphs (a)(5) and (a)(6) of Title 10, U.S.
Code, section 153 (reference a) directs the CJCS in matters relating to “Joint
Capability Development” and “Joint Force Development Activities.” Fulfilling
the CJCS’s responsibilities for capability and force development requires
deliberate processes and integrated activities to translate concepts into
proficiency and subsequent doctrine. Aligning these interdependent activities
enables the CJCS to communicate military advice to the Secretary of Defense
(SecDef) and the President of the United States on future military and national
security challenges.

5. Definitions. See Glossary.

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6. Responsibilities. See Enclosure E.

7. Summary of Changes. This instruction:

a. Introduces the Joint Warfighting Concept and its implementation plan,

Large Scale Global Exercises, Joint Experimentation Guide, Joint
Experimentation Forum, Joint Warfighting Notes, Concept Analysis and
Validation, and the Analytic Research Program.

b. Revises JFDD governance.

c. Removes the Joint Force Integration Cell and the Capstone Concept for
Joint Operations.

8. Releasability. UNRESTRICTED. This directive is approved for public

release; distribution is unlimited on the non-secure internet protocol router
network. Department of Defense (DoD) Components (including the CCMDs),
other Federal Agencies, and the public may obtain copies of this directive
through the Internet from the CJCS Directives Electronic Library at
<http:/ /www.jcs.mil/library>. Joint Staff activities may also obtain access via
the secret internet protocol router network Directives Electronic Library Web
sites.

9. Effective Date. This INSTRUCTION is effective upon receipt.

For the Chairman of the Joint Chiefs of Staff:

E M. WIKOFF, RADM, USN

Vice Director, Joint Staff

Enclosures:
A- Guidance for Joint Force Development and Design
B - Executing and Implementing Joint Force Development and Design
C -Assessments and Joint Force Development and Design
D - Guidance for Developing Concepts
E - Responsibilities
F- Products and Forums Integrated with Joint Force Development and
Design
G - References
GL - Glossary

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TABLE OF CONTENTS

ENCLOSURE A – Guidance for Joint Force Development and Design ............ A-1
Purpose .................................................................................................. A-1
Scope ..................................................................................................... A-1
Joint Force Development and Design and the Joint Strategic Planning
System .............................................................................................. A-1
Joint Force Development and Design ...................................................... A-2
Joint Force Development and Design and the Path to Proficiency ............ A-5
Joint Warfighting Concept ...................................................................... A-7
Key Stakeholders .................................................................................... A-8

ENCLOSURE B – Executing and Implementing Joint Force

Development and Design ............................................... B-1
Overview ................................................................................................ B-1
Executing and Implementing Joint Force Development and Design ......... B-2
Build the Force Line of Effort .................................................................. B-2
Educate the Force Line of Effort.............................................................. B-7
Incorporating Concepts and Capabilities into Joint Doctrine ................. B-11
Train the Force Line of Effort ................................................................ B-13
Coordinating Joint Force Development and Design with
Allies and Partners ........................................................................... B-19
Joint Staff Integration........................................................................... B-19
Management and Direction ................................................................... B-20
Key Joint Force Development and Design Decisions .............................. B-20
Joint Staff Decision Bodies ................................................................... B-20
Office of the Secretary of Defense Decision Bodies ................................ B-22

ENCLOSURE C – Assessments and Joint Force Development and Design ..... C-1
Overview ................................................................................................ C-1
Chairman of the Joint Chiefs of Staff Assessments ................................. C-1
Capability Assessments .......................................................................... C-2
Office of the Secretary of Defense Analysis and Assessments .................. C-3
Outcomes-Based Military Education Assessments .................................. C-3
Assessment Outcomes ............................................................................ C-3

ENCLOSURE D – Developing Concepts ....................................................... D-1

Overview ............................................................................................... D-1
Concept Categories ................................................................................ D-1
Concept Development Process .............................................................. D-1
Outline for a Concept ........................................................................... D-2
Concept Revision through a Campaign of Learning ............................... D-3

ENCLOSURE E – Responsibilities ................................................................. E-1

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Overview ................................................................................................ E-1

Office of the Secretary of Defense ............................................................ E-1
Chairman of the Joint Chiefs of Staff ...................................................... E-1
Vice Chairman of the Joint Chiefs of Staff ............................................... E-2
Joint Staff Directorates ........................................................................... E-2
Services, Combatant Commands, National Guard Bureau, Defense
Agencies, and Chairman’s Controlled Activities ................................... E-6
President, National Defense University ................................................... E-7

ENCLOSURE F – Products and Forums Integrated with Joint Force

Development and Design ............................................... F-1

ENCLOSURE G – References ....................................................................... G-1

GLOSSARY ................................................................................................GL-1
Part I – Acronyms and Abbreviations ....................................................GL-1
Part II – Definitions ..............................................................................GL-4

FIGURES
1. Continuum of Strategic Direction ............................................................ A-2
2. Joint Force Development and Design Across the Continuum of
Strategic Direction .............................................................................. A-4
3. Concepts to Concepts of Operations and Concepts of Employment to
Concept Required Capabilities ............................................................ A-7
4. Implementing Joint Force Development and Design ................................ B-1
5. Interaction of Programs, Process, Activities, and Decision Bodies
within the Build the Force Line of Effort.............................................. B-3
6. Interaction of Programs, Process, Activities, and Decision Bodies
within the Educate the Force Line of Effort ......................................... B-8
7. Incorporating Joint Force Development and Design Outcomes into
Joint Doctrine................................................................................... B-12
8. Interaction of Programs, Process, Activities, and Decision Bodies
within the Train the Force Line of Effort ............................................ B-15
9. Progression of Joint Force Development and Design inputs through
the Joint Capabilities Integration and Development System .............. B-22

TABLES
1. Products and Forums Integrated with Joint Force
Development and Design ................................................................... F-1

ii

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ENCLOSURE A

GUIDANCE FOR JOINT FORCE DEVELOPMENT AND DESIGN

1. Purpose. This and subsequent enclosures describe an integrated approach

for aligning JFDD processes and procedures and reinforce the urgency to build
enduring advantage over our adversaries. This approach accelerates
development of alternative operating approaches, supports the rapid
acquisition of innovative capabilities to close critical gaps, and postures the
joint force to maintain competitive advantages. JFDD is a critical component of
the CJCS’s continuum of strategic direction as codified in the Joint Strategic
Planning System (JSPS; reference b). JFDD interacts with global integration
(as described in reference b) and the Joint Capabilities Integration and
Development System (JCIDS; references c and d).

2. Scope. This instruction does not repeat existing policy for executing title
10, U.S. Code force development functions. Rather, it describes how the joint
force guides, aligns, synchronizes, and integrates these functions to achieve
development and design objectives established by senior leadership.

Figure 1. Continuum of Strategic Direction

A-1 Enclosure A

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3. JFDD and the Joint Strategic Planning System. The JSPS (reference b) is
the method by which the CJCS fulfills responsibilities under title 10, U.S.
Code, maintains a global perspective, leverages strategic opportunities,
translates strategy into outcomes, and provides military advice for the SecDef
and President. The JSPS aligns products and processes to support the CJCS’s
continuum of strategic direction (Figure 1) on how the joint force employs,
adapts, and innovates to meet the requirements of strategic guidance and
direction and achieve objectives for global integration.

a. Strategic Direction and Guidance. Senior leaders provide strategic

direction and guidance to the joint force for planning, programming, and
execution of current and future operations. The National Security Strategy
(NSS; reference e), National Defense Strategy (NDS; reference f), and National
Military Strategy (NMS; reference g) comprise the principal guidance and
direction for JFDD. Additionally, the Joint Operating Environment (JOE;
reference h) provides future trends to inform both DoD and Service strategic
guidance, and the Joint Warfighting Concept (JWC) informs and is informed by
the NDS and NMS regarding future threats, risks, and capabilities.

(1) National Security Strategy. As directed by reference i, the President

approves the NSS, which provides descriptions of “the worldwide interests,
goals, and objectives of the [United States],” “national defense
capabilities…necessary to deter aggression,” proposed “short-term and long-
term uses” of elements of national power, and “the adequacy of the
capabilities…to carry out the strategy.”

(2) National Defense Strategy. As directed by reference j, the NDS is

informed by and supports the NSS. Through the NDS, the SecDef provides
formal defense guidance that includes, but is not limited to: descriptions of the
“the most critical and enduring threats to national security, a strategic
framework” that “guides how the will prioritize among the threats,” the
“elements of the defense program necessary to support [the strategy],” and “the
major investments in defense capabilities, force structure, force readiness,
force posture, and technological innovation that the [DoD] will make (reference
j).”

(3) National Military Strategy. As directed by reference a, and built on

the guidance in the NSS and NDS (references e and f), the NMS serves as the
CJCS’s central strategic and planning document, and provides military
guidance for the employment, development, and design of the joint force.

(4) Joint Warfighting Concept. The JWC (reference k) is the capstone

for JFDD. It is the SecDef- and CJCS-directed, threat-informed, global concept

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that describes an operational approach to how the joint force will fight in the
future; defend U.S., ally, and partner interests; and deter and defeat great
power adversaries. It is aligned with strategic guidance and direction from the
SecDef and CJCS.

(5) Joint Operating Environment. The JOE (reference h) establishes a

baseline understanding of the future operating environment to set conditions
for effective joint concept-driven, threat-informed capability development for
DoD. It informs the JWC, the NMS, and Service concepts, providing a
perspective on future trends, contexts, and implications for future joint force
commanders, other leaders, and professionals in the national defense field.

b. Global Integration. Global integration is the arrangement of cohesive

military actions in time, space, and purpose, executed as a whole to address
trans-regional, all-domain, and multi-functional challenges (reference b). The
objective of global integration is to integrate operations and resources globally
and highlight force planning capabilities and tradeoffs to enable informed
senior leader decision making in support of NDS objectives.

c. Force Employment (0–3 years). Force Employment involves planning,

force management, and decision making required to fulfill the defense
objectives of the NDS and U.S. national interests in the NSS.

d. Force Development (2–7 years). Force Development is the structured

mechanism for adapting current functions, capabilities, and concepts to
improve future joint force effectiveness in achieving national strategic
objectives in accordance with NDS prioritization.

e. Force Design (5–15 years). Force Design is a process of innovation

through concept development, experimentation, prototyping, research,
analysis, wargaming, and other applications of technology and methods to
envision a future joint force. The joint force continuously innovates to discover
new ways of operating and integrating revolutionary capabilities that maintain
and expand competitive advantage against potential adversaries in accordance
with NDS prioritization.

4. Joint Force Development and Design. JFDD is the iterative and continuous
process of improving the effectiveness of the current and future joint force
through concept development, assessment, capability development, and joint
force proficiency. JFDD assesses the joint force strategic capabilities in
comparison with our enemies and adversaries, measures our current
capabilities against assumed strategic risk, and provides technological and
operational solutions to bridge those gaps and sustain competitive advantage

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across two overlapping time horizons. This multi-year process is implemented

through three lines of effort (LOEs): Build the Force, Educate the Force, and
Train the Force. These LOEs consist of activities, products, programs, and
decision bodies that interact to take the joint force from concept to proficiency.
The campaign of learning is the aggregation and analysis of lessons and
analytic results from all LOEs.

Figure 2. JFDD Across the Continuum of Strategic Direction

5. Joint Force Development and Design Path to Proficiency. The Joint Staff
implements and manages an integrated JFDD campaign of learning to examine
specific problems, test the viability of joint concepts, analyze and synthesize
results, and develop recommendations for senior leaders. Evolving ideas from
joint concepts to proficiency requires synchronization of efforts and
collaboration with key stakeholders throughout the joint force. The Joint Staff
Director for Joint Force Development, J-7 (DJ-7) is responsible for leading
collaborative JFDD efforts that include:

a. Developing a threat-informed JWC that articulates a deep

understanding of the changing character of warfare, anticipates the operating
environment, and guides how the joint force organizes, trains, and equips for
future competition and conflict.

b. Developing a JWC Joint Experimentation Guide (JExG; reference l) to

align and prioritize experimentation efforts to the JWC.

c. Executing a campaign of learning that aligns training, education, and

exercises with war games, experiments, tests, analysis, and technology

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demonstrations to innovate and gain and maintain advantage in the future by

exploring ways to iteratively validate essential aspects of the joint concept.

(1) Executing a CJCS-directed Globally Integrated War Game (GIWG)

series to assess the JWC through the evaluation of capabilities in all domains
from competition through prolonged conflict, and, when feasible, including
allies and partners.

(2) Executing a Global Integration Campaign of Learning (GICoL) series

to increase proficiency and readiness in order for the joint force to have a
shared understanding of the process, roles, and responsibilities necessary to
globally integrate military operations and resources.

(3) Executing a Globally Integrated Exercise (GIE) series to exercise

global integration and improve the readiness of joint force leaders to provide
military advice to, and decision space for, the SecDef and President early in an
emerging crisis with one or more major adversaries.

(4) Executing Large Scale Global Exercises (LSGE) to train and assess
the joint force for future conflict in all domains and across multiple CCMDs.

(5) Executing an Advancing Globally Integrated Logistics Effort (AGILE)

wargame series to explore ideas proposed in joint concepts and identify
potential solutions to joint force logistics challenges.

(6) Managing an enduring Joint Experimentation Network (JExNet) for

the Joint Experimentation Community of Interest, to include allies and other
partners wherever possible, to share, aggregate, analyze, and exploit data and
knowledge associated with and derived from learning events, and to present
findings to senior leaders through reports, data visualization, and
contributions to other decision support processes.

d. Developing joint doctrine notes (JDNs) based upon validated tactics,

techniques, and procedures (TTPs) that identify new ways of operating today for
potential inclusion with the broader family of joint doctrine.

e. Incorporating elements of JDNs into the current operational principles

for the joint force as familiarity expands into the broader family of joint
doctrine.

f. Incorporating aspects of joint warfighting into doctrine and professional

military education (PME) outcomes through new Joint Learning Areas. Expose
students to doctrine and new conceptual ideas that enable students to apply

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critical thinking to the strategic and operational levels of warfare and inform
the students’ achievement of program learning outcomes.

g. Validating concept required capabilities (CRCs) and joint requirements

through the JCIDS.

h. Informing investment decisions to accelerate the development and

application of alternative approaches and innovative capabilities in order to
close shortfalls identified in the Joint Military Net Assessment (JMNA).

i. Informing joint force investment recommendations through the

Chairman’s Program Recommendation (CPR).

j. Identifying, communicating, and addressing cross-component training

requirements and solutions through the Military Training Capabilities Group
(MTCG).

k. Coordinating with the Intelligence Community (IC) and incorporating IC

analysis of the future threat environment into JFDD activities.

l. Coordinating with allies and partners to enable interoperability in future

concepts and capabilities.

6. Joint Warfighting Concept. The JWC guides the organization, training, and
equipping of the joint force and includes efforts to exercise, experiment,
wargame, and analyze new ideas that, through a campaign of learning,
influence future iterations of the JWC. Rigorous assessment both during and
after JWC development informs the development of concepts of operations
(CONOPS), concepts of employment (CONEMPs), and CRCs, further described
below.

Figure 3. Concepts to CONOPS/CONEMPs to CRCs

a. Concept of Operations and Concepts of Employment. CONOPS and

CONEMPs enable development and testing of alternative approaches by

A-6 Enclosure A

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accounting for emerging technologies, identifying and exploiting asymmetries in

operational concepts, and validating solutions through rigorous testing and
evaluation. CONOPS clearly and concisely expresses what a commander
intends to accomplish and how it will be done using available resources.
CONEMPs are a description in broad terms of the application of specific
technologies, processes, weapons systems, or forces to perform a particular
mission, task, or procedure. CONEMPs are the most specific of all military
concepts and contain a level of detail sufficient to inform the establishment of
programmatic requirements. Both CONOPS and CONEMPs apply the concept
within specific operational and threat contexts focused on the integration of
emergent or innovative technology into the joint force of today. They also
establish a baseline from which to conduct experiments and generate campaign
and mission-level insights that inform investment decisions for the future joint
force. CONOPS are informed by related work of Services, CCMDs, allies and
partners, and other agencies and will establish a baseline for conducting
comparative assessments.

b. Concept Required Capabilities. The JWC describes capabilities the joint

force must possess in order to execute the concept. The ability to operate as
described in the concept generates JFDD implications. The concept expresses
these implications as CRCs. CRCs are measurable in their ability to solve the
military problem and sufficiently detailed to facilitate transition to capability
development processes. They propose new capabilities or describe how an
existing capability may be modified or applied differently to improve the joint
force’s ability to operate.

c. Joint and Service Concept Alignment. Joint and Service concepts are
built on the foundational idea that the joint force requires synchronized all-
domain operations to win in a contested operating environment. JFDD efforts,
including capability development, require close coordination and collaboration
to align future operational approaches in support of globally integrated
operations, integrated joint solutions, and shared learning from joint, Service,
CCMD, Office of the Secretary of Defense (OSD), and ally and partner studies,
exercises, wargames, and experiments.

7. Key Stakeholders. Effective JFDD requires knowledgeable engagement by

stakeholders throughout the DoD. Integrated efforts between the Joint Staff,
OSD, CCMDs, Services, NGB, Defense Agencies, and CCAs are critical to
enabling the development of the future force. The Joint Staff organizes, aligns,
and leverages JFDD efforts to support guidance and direction from the SecDef
and CJCS. All DoD components contribute to JWC development, participate in
the JFDD campaign of learning, and inform or make critical investment
decisions. Interagency partners provide key input and unique non-military

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perspectives to concept and capability development. Allies and partners

provide access, threat-specific perspectives, and complementary and
interdependent military capabilities and capacities that inform JFDD.

A-8 Enclosure A

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ENCLOSURE B

EXECUTING AND IMPLEMENTING JOINT FORCE DEVELOPMENT AND

DESIGN

1. Overview. The purpose of this enclosure is to provide how JFDD is

implemented and executed across the DoD through multiple interactions with
programs, decision bodies, activities, and products. Concept-driven, threat-
informed, capability development begins with a vision of the future operating
environment that guides the DoD through a campaign of learning to identify
the capabilities required to achieve the objectives established in national
strategic guidance.

Figure 4. Implementing JFDD

B-1 Enclosure B

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2. Executing and Implementing Joint Force Development and Design

a. Executing JFDD requires the purposeful alignment and integration of

numerous efforts to design advanced solutions for the future joint force. As
illustrated in Figure 4, the JWC is the CJCS-approved, SecDef-endorsed
concept for how the joint force will fight in the future and guides the direction
of JFDD efforts. The concept communicates operational imperatives,
operational gaps, and CRCs that must be addressed to build warfighting
advantage against our adversaries.

b. Implementing the JWC requires aligned and synchronized LOEs to

build, educate, and train the joint force.

(1) Build the Force. The Build the Force LOE consists of iteratively
analyzing, testing, and refining new concepts for the joint force to develop and
maintain warfighting advantage against adversaries.

(2) Educate the Force. The Educate the Force LOE consists of
providing joint leaders with the necessary knowledge to fight and win in the
current and future operating environment across the spectrum of conflict.

(3) Train the Force. The Train the Force LOE consists of improving
readiness, developing proficiency in joint force employment, and incorporating
concepts into joint training and exercises at large scale to validate new ideas
and create feedback into concept development through lessons learned.

c. JFDD key stakeholders effect change in the DoD through a campaign of

learning and continuous assessment that provides concept and capability
recommendations to key decision makers.

d. The following paragraphs explain the key components within each JFDD
LOE, how the LOEs interact, and key JFDD outcomes and decisions.

3. Build the Force Line of Effort. This LOE consists of iteratively analyzing,
testing, and refining new concepts for the joint force. The LOE includes
wargames, experiments, and studies guided by the JWC that address
operational gaps and CRCs. Figure 5 depicts the interactions between
programs, activities, products, and decision bodies within the LOE. Wargames
provide a means to apply innovative thinking towards opportunities, gaps, and
seams in the joint force’s ability to conduct operations in the future operating
environment. Experimentation, guided by the JWC and the JExG, provides a
disciplined method for identifying, testing, and refining innovative concepts,

B-2 Enclosure B

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CONOPS, and capabilities. Studies examine existing joint force performance in

given environments to identify capabilities and concepts that improve future
joint force performance in the targeted environments. Several DoD and Joint
Staff-led funding and research programs enable Build the Force LOE activities,
inform JWC revisions, and contribute to the campaign of learning. LOE
outputs include objective, data-driven, and analytically rigorous
recommendations that inform capability development through the JCIDS.
These recommendations form the evidentiary basis for initial production and
acquisition of new capabilities for the joint force, or for adapting existing
capabilities through changes to doctrine, organization, training, materiel,
leadership and education, personnel, facilities, and policy (DOTMLPF-P).

a. Direction and Guidance. The JExG (reference l) aligns, prioritizes, and

provides a framework for joint experimentation, and synchronizes experimental
and analytical outputs throughout the Build the Force LOE. The JExG
communicates a Joint Experimentation Campaign that addresses JWC-based
experimentation, improves learning activities, and builds warfighting advantage
expeditiously by focusing DoD-wide experimentation. The JExG also provides
guidance and instruction on the use of the JExNet as the DoD system of record
for aggregating, exploiting, and provisioning knowledge and data drawn from
learning activities. Data from experiments, research, and wargames are
leveraged by as wide of a community as possible, as directed by the DoD Data
Strategy and the Deputy Secretary of Defense (DepSecDef) memorandum on
creating data advantage (references m and n). An annual Joint
Experimentation Forum (JEF) provides deliberate planning with intent to
cohere DoD-wide experimentation along JWC gaps and CRCs. The JExG also
guides integration of allies and partners into JWC-related experimentation and
directs the implementation of an Allies and Partners Experimentation Network
to collaboratively share experimental data and knowledge.

b. Wargames. Wargaming spans all domains and methods of competition

and conflict, including space and cyberspace considerations. Wargaming also
explores ways to enhance the joint force’s ability to defend critical
infrastructure from adversary attacks and assure the ability to command and
control (C2) globally integrated forces across all domains. The Joint Staff J-7
assesses and measures inputs from the Services, CCMDs, and allies and
partners through an integrated wargaming framework. Wargaming results
enable joint force leaders to recommend balanced investments for future force
capability development through senior leader decision bodies and informs JWC
revision. Key wargaming components include:

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Figure 5. Interaction of Programs, Processes, Activities, and Decision Bodies

within the Build the Force LOE

(1) Globally Integrated Wargame. A CJCS-directed annual event

designed to inform JFDD and examine the JWC. It serves as the premier event
for assessing the JWC and includes participation from the entire joint force,
OSD, IC, Defense Agencies, and allies and partners. GIWG identifies
advantages, disadvantages, gaps, and seams in the joint force's ability to

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compete, deploy, and employ combat-ready forces in a contested environment

to project power and produce required effects.

(2) Combatant Command and Service Wargaming. Numerous

wargaming activities occur throughout the CCMDs and Services and serve to
educate leaders, test new ideas, and assess and validate conceptual parts of an
operation prior to and during planning. Where appropriate, components may
use GIWG outcomes to inform CCMD and Service wargaming and encourage
testing of new ideas, concepts, CONOPS, and CONEMPs. Allies and partners
are integrated throughout these wargames and the Joint Wargaming and
Experimentation Synthetic Environment (JWE SyEn) provides an additional
resource to CCMDs’ and Services’ wargaming initiatives.

(3) Joint Wargaming and Experimentation Synthetic Environment. The

JWE SyEn is comprised of Live-Virtual-Constructive (LVC) Modeling and
Simulation (M&S), and Analysis and Gaming Tools (A&GT) that support
wargaming, experimentation, and analysis. LVC M&S and A&GT capabilities
include automation of quantitative and qualitative analysis; automated
adjudication based on analogue rule sets; visualization of forces and all-
domain effects; and instrumentation. Gaming technology capabilities enable
the integration of the mission space (tactical fight) with cross-functional
subject matter experts (operators, warfighters, concept writers, innovators,
wargamers, and experimenters) to apply their respective expertise for trade
space analysis, concept iteration, and technology definition at the operational
level of war. The M&S infrastructure integrates JWE SyEn with other synthetic
environment infrastructures to support idea development throughout all JFDD
LOEs.

c. Experimentation. Joint experimentation provides a disciplined method

for identifying, testing, and refining innovative concepts, CONOPS, and
capabilities to win now and in the future. Joint Staff J-7 leads development,
execution, and governance of the JWC-related experimentation throughout
DoD. JWC-relevant experiments led by OSD, CCMDs, and Services are guided
and informed by the JExG and the JEF, and funded by numerous Joint Staff
and DoD programs. The JEF and JExNet enable the Joint Staff to inform
strategic decision-making and expand joint force warfighting advantage by
communicating key experimental outcomes to key DoD analysis and decision
bodies. Key experimentation components include:

(1) Joint Experimentation Guide. The JExG implements SecDef

guidance by focusing DoD’s joint experimentation community of interest on
solving JWC CRCs. The JExG is a living document that establishes priorities,
provides the framework to assess progress on development of CRCs, and

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incorporates learning identified through the Joint Experimentation Campaign

and JEF.

(2) Joint Experimentation Campaign. The Joint Experimentation

Campaign is a deliberate DoD-wide, cross-functional approach to JWC-based
experimentation.

(3) Joint Experimentation Forum. The JEF is an annual forum led by

Joint Staff J-7 that informs, synchronizes, and supports joint experimentation
prioritized efforts. JEF participants include force development and planning
representatives from the Services and CCMDs, the capability development
representatives from the Joint Staff, and representatives from the Office of the
Under Secretary of Defense for Research and Engineering (OUSD(R&E)).

(4) Joint Experimentation Network. The JExNet is the DoD system for
managing Joint Experimentation knowledge and data. It provides an enduring,
integrated digital capability to manage, share, aggregate, analyze, exploit, and
present data and knowledge in support of strategic guidance and direction and
the campaign of learning. JExNet is hosted on Advana—the DoD’s overarching
knowledge management system—to enable access to authoritative enterprise
data and structured analytics.

(5) Rapid Defense Experimentation Reserve. The Rapid Defense

Experimentation Reserve (RDER) is a DepSecDef-led organization that provides
funding for capability experimentation to build warfighting advantage for the
future joint force. RDER includes input from the Services, CCMDs, Joint Staff,
and OUSD(R&E).

(6) Warfighting Lab Incentive Fund. The Warfighting Lab Incentive

Fund (WLIF; reference o) is a program established to support field experiments
and demonstrations that translate concepts to real world execution. WLIF
spurs and supports warfighting experiments, demonstrations, and operational
user inputs to evaluate, analyze, and provide insight into more effective ways of
using current capabilities. The program also supports initiatives that propose
new ways to incorporate technologies into future operations and organizations.
A cross-enterprise governance structure comprised of the Joint Staff J-7,
OUSD(R&E), OSD Cost Assessment and Program Evaluation (CAPE), and Joint
Staff Directorate for Force Structure, Resources, and Assessment, J-8 oversee
the program, with the Joint Staff J-7 Future Technology Office (FTO)
responsible for day-to-day activities.

d. Studies. Focused qualitative and quantitative studies test and refine

alternative capabilities and concepts. The outcomes of joint, Service, and OSD

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studies help refine existing concepts, iterate ongoing analysis, and enable joint
force capability recommendations to senior leaders. The Joint Staff, Services,
and OSD integrate analyses and findings across DoD research,
experimentation, wargaming, and exercise activities to refine future concept
and capability requirements. Key study components include:

(1) Concept Analysis and Validation. The Concept Analysis and

Validation (CAV) program, administered by the Joint Staff J-7, assesses and
funds studies to address concepts identified within the JWC. CAV study
outputs inform live, virtual, and constructive training that then validate
components of the JWC. CAV studies also enable analytic feedback and
knowledge sharing between DoD organizations, allies and partners, industry,
and academia.

(2) Analytic Research Program. The Analytic Research Program (ARP)

solicits, enables, and distributes research that addresses elements of the JWC.
The Joint Staff J-7, in partnership with the National Defense University’s
(NFU’s) Institute for National Strategic Studies, solicits research topics from
throughout the DoD and partners’ topic sponsors with researchers. ARP
research activities include forums that bring warfighting and academic
communities together to advance ongoing research, present completed
findings, and provide updates to JWC revisions. ARP activities also include
building and sustaining relationships with the broad academic community,
think tanks, federally funded research and development centers, and
university-affiliated research centers.

e. Joint Warfighting Notes. By direction of the DJ-7, joint warfighting notes

(JWNs) are developed to provide the joint force with warfighting insights,
lessons learned, and best practices from testing, wargames, experimentation,
training, and exercises in order highlight the success of emerging concepts that
the joint force has the extant or near-extant capabilities to execute. JWNs
socialize these concepts for potential inclusion in further testing, training,
leader development, education, and joint doctrine.

4. Educate the Force Line of Effort. The Educate the Force LOE consists of
talent management, PME, and joint doctrine that collectively provides joint
leaders with the necessary knowledge to fight and win in the current and
future operating environment. Educating the joint force enables effective
execution of Train and Build by placing the most talented people into the right
assignments within the joint force at the appropriate time. Figure 6 depicts the
interactions between programs, products, activities, and decision bodies within
the LOE.

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Figure 6. Interaction of Programs, Activities, Products, and Decision Bodies

within the Educate the Force LOE

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a. Direction and Guidance. For the United States to maintain competitive

and warfighting advantage in the dynamic international security environment,
the military needs leaders at all levels who can achieve intellectual overmatch
against adversaries. The Joint Chiefs of Staff (JCS) and their senior enlisted
advisors provide guidance for the services to educate joint officers and enlisted
service members to fulfill national strategic objectives within the joint force.
Reference p provides additional guidance to the joint force, beyond published
policy. Key PME Guidance documents are:

(1) Military Education Policy and Outcomes Based Military Education.

Separate policy and guidance is issued for officers and enlisted Service
members, and referred to respectively as Officer Professional Military
Education Policy (reference q) and Enlisted Professional Military Education
Policy (reference r). Additional officer PME guidance is provided through
Special Areas of Emphasis (SAEs) and reference s.

(a) PME and Joint PME (JPME) programs must prepare joint
warfighting leaders, senior staff officers, and strategists who can discern the
military dimensions of national challenges, lead adaptation and innovation,
conduct fully integrated joint warfighting at all levels of war, and execute
strategy through campaigns and operations. Officers gain knowledge through
formal education, joint and Service experience, and self-development that is
critical to the joint force implementing the JWC and achieving strategic
objectives. JPME curriculum is based on clear Joint Learning Areas (JLAs)
that are oriented on providing joint leaders with the knowledge, skills, and
abilities to fulfill NMS, NDS, and NSS objectives. JLAs require JPME
institutions to instruct and assess joint leaders in ways that will ensure they
can lead and contribute in the current and future strategic environment. The
current JLAs and JPME policy on outcomes-based military education (OBME)
is contained within reference s.

(b) The Senior Enlisted Advisor to the Chairman and the Service
Senior Enlisted Advisors provide guidance for joint enlisted PME through
reference t. Through JPME, enlisted leaders acquire and refine their ability to
operate and lead in a joint, interagency, intergovernmental, and multinational
environment; understand the strategic environment; communicate effectively
through all levels of the chain of command; and anticipate and adapt to
surprise and uncertainty. Imbuing joint enlisted leaders with key knowledge,
skills, and attributes enables the joint force to continue to rely on the non-
commissioned officer corps as a fundamental strength in the application of
joint warfighting capabilities.

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(2) Special Areas of Emphasis. SAEs are topics approved by the CJCS
based on independent stakeholder review to ensure JPME curricula remains
relevant and current (reference s). JPME institutions are required to
incorporate SAEs into curricula to respond to the enduring and emerging needs
of the CJCS, JCS, Combatant Commanders (CCDRs), and Joint Staff. Two
SAE categories exist: enduring and periodic. Enduring SAEs (SAE-Es) are
based on the SecDef’s direction for PME and reflect long-term national security
interests. SAE-Es remain in policy at the discretion of the SecDef. References
q and s provide the list of SAE-Es, which includes irregular warfare and
nuclear capabilities and concepts. Periodic SAEs (SAE-Ps) are based on
stakeholder nominations from throughout DoD to expand or maintain the
relevancy of JPME curricula. JPME institutions incorporate SAE-P topics into
their curriculum for two years in accordance with references q and s. The
Joint Staff J-7 manages receipt, vetting, and approval of SAE-P nominations,
with the assistance of the Military Education Coordination Council (MECC) as
an evaluation body. Further information on the scope, submission, and
approval of SAEs is contained within references q and s.

b. Professional Military Education and Talent Management Forums

(1) Joint Leader Development Council. The Joint Leader Development

Council (JLDC) is a three-star supervisory board, chaired by the DJ-7,
addressing PME alignment and talent management policies. The JLDC, which
consists of OSD, Joint, and Service personnel and PME/operations senior
leaders, receives assessments and updates and takes for decision
recommendations from the MECC and Talent Management Coordination
Council (TMCC) on resolving issues in implementing and integrating the vision
and guidance of the JCS.

(2) Military Education Coordination Council. Chaired by the DJ-7, the

MECC addresses key educational issues of interest to the joint education
community, promotes cooperation and collaboration among the MECC member
institutions, and coordinates joint education initiatives. Membership includes
the military college/university commandants and presidents. Further
information on the MECC is contained within reference q.

c. Professional Military Education Continuum. The PME system is a

progressive educational continuum guiding an officer’s individual development
over time. The continuum structures the development of Service and joint
officers by organizing PME into five formal military educational levels: pre-
commissioning, primary, intermediate, senior, and general officer/flag officer
(GO/FO). In addition to these formal levels, multiple learning opportunities are
made available by the Services during an officer’s career.

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d. Joint Professional Military Education. Three phases of curriculum

comprise JPME for officers leading the joint force. JPME Phase I, Intermediate
Level Education, prepares field grade officers of all Services (primarily O-4s and
O-4 selects), international officers, and U.S. civilians to assume positions of
higher responsibility within the military and other government agencies. JPME
I programs develop outcomes that prepare graduates to perform effectively in
staff positions and support their senior leaders. JPME Phase II, Senior-Level
Education, develops program learning outcomes that prepare officers of all
Services (primarily O-5s and O-6s), international officers, and U.S. civilians to
assume positions of higher responsibility at the strategic level. GO/FO, CCDR,
and Senior Enlisted Leader education is executed by NDU through the
CAPSTONE, KEYSTONE, and PINNACLE programs (reference u).

e. Talent Management. As envisioned by the CJCS and JCS, Service talent

management systems must provide joint force leaders opportunities to refine
their existing knowledge and develop increasingly agile intellectual skills. Top
performing individuals are identified, assigned to schooling, and employed in
such a way that maximizes both their potential and the benefit for the joint
force. Talent management efforts are guided by the TMCC, led by the Joint
Staff Directorate for Manpower and Personnel, J-1. The TMCC serves as an
advisory board for the JLDC and is a non-directive, collaborative body
comprised of key joint, Service, and OSD talent managers that represent the
leadership of talent management/Service personnel systems.

5. Incorporating Concepts and Capabilities into Joint Doctrine. Joint doctrine

provides fundamental principles and guidance, describes operations with
extant capabilities, and is subject to policy, treaty, and legal constraints. As
concepts gain institutional acceptance and requisite capabilities are developed,
validated elements of the concepts may be incorporated into joint doctrine. The
outputs and learning generated by the Build, Educate, and Train LOEs
contribute to joint doctrine that improves the effectiveness of the joint force.
The joint community promulgates TTPs throughout the joint force through
JDNs, which contribute to extant practice and joint publications (JPs). Key
components of joint doctrine promulgation (Figure 7) include:

a. The Joint Doctrine Development System. Joint doctrine consists of

fundamental principles that guide the employment of the Armed Forces of the
United States in unified action to achieve unity of effort (references v and w).
Joint doctrine describes operations with extant capabilities and is subject to
policy, treaty, and legal constraints. As current practice evolves and ideas in
the JWC gain institutional acceptance and requisite capabilities are developed,
validated elements of the JWC may be incorporated into joint doctrine. Joint

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doctrine also informs and considers multinational and allies’ joint doctrine to
enable interoperability in future competition and conflict.

Figure 7: Incorporating JFDD Outcomes into Joint Doctrine

b. The Joint Doctrine Development Community. The Joint Doctrine

Development Community (JDDC) is a decision body comprised of numerous

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DoD organizations and representatives, including the CJCS; Joint Staff;

CCMDs; Services; NGB; Combat Support Agencies (CSAs); NDU; U.S. Element,
North American Aerospace Defense Command; and CCAs. The JDDC is the
primary publication review and approval community for joint doctrine
products. As new concepts and capabilities mature, joint doctrine codifies the
new approaches. The JDDC enables communication of new concepts to the
joint force through joint doctrine. Further information on the JDDC and
member roles and responsibilities is contained within references v and w.

c. Joint Doctrine Notes. JDNs are pre-doctrinal publications that present

common fundamental guidance and are part of the joint doctrine development
process. JDNs harvest knowledge from emerging doctrine and validated
practices. JDNs are reviewed by the JDDC and approved by the DJ-7.

d. Joint Publications. JPs provide overarching guidance and intent, along

with fundamental principles for the employment of the joint force in response
to any crisis or contingency. They describe the role of the Armed Forces of the
United States as an instrument of national power. DJ-7 approves JPs.

6. Train the Force Line of Effort. The Train the Force LOE consists of
improving readiness, developing proficiency in joint force employment, and
incorporating concepts into joint training and exercises at large scale to
validate new ideas and create feedback into concept development through
lessons learned. The LOE includes joint exercises and training that address
JWC operational imperatives and CRCs. Testing novel concepts through joint
exercises requires close coordination between Joint Staff directorates, CCMDs,
and the Services to ensure force employment requirements are met within the
current strategic environment. Joint exercises are an important component to
testing, assessing, and validating joint concepts. Validated elements of joint
concepts may be incorporated into joint doctrine, in accordance with references
v and w, once requisite capabilities are developed. Figure 8 depicts the
interactions between programs, products, activities, and decisions bodies
within the LOE.

a. Direction and Guidance. Exercises and training are prioritized and

guided by references x, y, z, and aa. Joint tasks are communicated in common
language and described in accordance with references bb and cc. Additionally,
ideas and CONOPS that support the JWC are incorporated into training and
exercises to test and validate ideas for possible incorporation into joint doctrine
in accordance with references v and w.

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b. Programs. To facilitate management of joint training, several programs

coordinate and fund joint training and exercises to enable force employment
and JFDD objectives:

Figure 8. Interaction of Programs, Products, Activities, and Decision Bodies

within the Train the Force LOE

(1) Joint Exercise Program. The Joint Exercise Program (JEP) is a

principal means for CCDRs to maintain trained and ready forces, exercise their
contingency plans, and support their theater engagement activities. CCDR-
designated JEP events both train to mission capability requirements described
in the command Joint Mission-Essential Task List (JMETL) as well as support

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theater and/or global security cooperation requirements as directed in CCMD

or global campaign plans (GCPs). CCDR-designated JEP events include CCMD,
Service, Component, joint, and multinational training events. Joint National
Training Capability-accredited Service and U.S. Special Operations Command
component training program events are included within the JEP. All JEP-
designated events must be listed in the Joint Training Information
Management System (JTIMS) and may be nominated for funding by the Joint
Training Exercise and Evaluation Program (JTEEP). CCDRs and Services must
annually update in JTIMS the events within the JEP that are JTEEP funded.
See reference y for additional information on the JEP.

(2) Chairman’s Exercise Program. Through national- and strategic-

level exercises, the Chairman’s Exercise Program examines plans, policies, and
procedures under a variety of simulated crisis situations to improve U.S. joint
force readiness for future operations. The Chairman’s Exercise Program
includes U.S., DoD, and Joint Staff national-level participation in multiple,
complementary exercise programs and includes interagency participation in
DoD events. The Chairman’s Exercise Program promotes integrated deterrence
and facilitates training and exercises between DoD and civilian partner
organizations.

(3) Joint Training Exercise and Evaluation Program. The JTEEP is a

DoD-wide joint training and exercise program managed by the Joint Staff and
executed by the CCMDs and Services. It directs an annual LSGE that links
multiple CCMDs with allies and partners to exercise global warfighting plans.
JTEEP enables CCDRs to assess and validate the joint force’s readiness to
execute operational and contingency plans, deter adversaries, and build
interoperability with allies and partners. Additionally, JTEEP enables CCDRs
to identify operational shortfalls and incorporate lessons learned that influence
future force design and development. The Joint Staff J-7 administers JTEEP,
with oversight from the Under Secretary of Defense for Personnel and
Readiness. See reference dd for further information on JTEEP.

(4) Joint Lessons Learned Program. The Joint Lessons Learned

Program (JLLP) fulfills the CJCS’s statutory responsibilities by building a
learning community of practice across the Joint Staff, CCMDs, Services, and
CSAs. The JLLP objective is to enhance joint force readiness and effectiveness
and contribute to improvements in DOTMLPF-P (reference ee). The JLLP
includes collaborative efforts with external joint lessons partners, including
interagency and multinational partners. JLLP functions are supported by the
Joint Lessons Learned Information System (JLLIS)—an automated, digital tool
for the lessons learned community of practice. JLLIS facilitates the
development of key products to support discovery, validation, issue resolution,

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evaluation, and dissemination of lessons learned throughout the joint force.

See references ee, ff, and gg for further details on the JLLP and JLLIS.

c. Exercises. JFDD encompasses two specially designed exercises and

further enables force development through CCDR-designated training events:

(1) Globally Integrated Exercise. GIEs are activities that prepare the
joint force for global operations through an exercise scenario consisting of an
emerging crisis with one or more major adversaries. The primary participants
are the Joint Staff and CCMDs. GIEs address key operational problems
identified in the NDS and offer participants an opportunity to learn through the
exercise. GIEs focus on building proficiency in planning and executing globally
integrated operations across the joint force, specifically to stress the ability of
senior joint force leaders to maximize decision space in crisis for the President
and SecDef.

(2) Global Integration Campaign of Learning. The GICoL is a series of

senior leader seminars designed to address reoccurring challenges identified
during previous GIEs as part of joint force training activities for Globally
Integrated Operations (GIO). The focus of GICoL is to expand senior leader
decision space in a complex environment and improve on deficient GIO
processes during global security crises.

(3) Large Scale Global Exercise. LSGE is a SecDef-directed, joint force-

conducted, annual exercise to evaluate global integration against a great power
threat. LSGEs consist of large-scale training and exercises that validate joint
and multinational all-domain interoperability; improve joint force readiness;
and provide a venue for future force design, testing, and evaluation. They link
multiple CCMDs and include allies and partners in order to exercise
warfighting plans on a global scale. The key objectives for LSGEs are to deter
adversaries, assure allies and partners, ensure warfighter readiness should
deterrence fail, and advance experimentation.

(4) Joint Exercise Program Training Events. CCMDs nominate training

events for the JEP that have a direct relationship to the CCMDs’ mission
capability requirements described in their JMETL or theater security
cooperation requirements. These training events reinforce CCMDs’ ability to
execute future operations and help test ideas incorporated into the JWC. See
reference y for further information on JEP nomination requirements.

d. Management. The direction, coordination, and funding of joint training

is managed through several decision bodies and forums.

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(1) Senior Advisory Group. The Senior Advisory Group (SAG) is a three-
star decision body co-chaired by the DJ-7 and the Deputy Assistant Secretary
of Defense for Force Education and Training (DASD(FE&T)). The SAG provides
strategic direction for all joint training efforts and approves the Program
Objective Memorandum (POM). The SAG also convenes to de-conflict
unresolved training issues and serves as the fiscal governing body for
adjudicating funding allocation decisions that cannot be settled at a lower level.
If an issue cannot be settled at the SAG, it will be pushed up to a higher level
for review and resolution. See reference hh for further information concerning
the SAG and subordinate coordinating bodies.

(2) Military Training Capabilities Group. The MTCG is a three-star

decision body chaired by the DASD(FE&T) and includes representatives from
OSD offices, the Joint Staff J-7, the Services, and CCMDs. The MTCG
identifies, communicates, and addresses cross-component training
requirements and offers solutions for consideration by DoD leadership. MTCG
members “strive to address gaps across the full spectrum of military training
with the goal of establishing the most effective and fiscally responsible military
training for U.S. Service members” (reference ii).

(3) Joint Training Synchronization Conference. The Joint Training

Synchronization Conference (JTSC) is an annual conference led by the Joint
Staff J-7 to resolve joint training and exercise issues, plan resourcing, and
synchronize joint training efforts for future joint exercises and training. The
JTSC also serves to ensure joint training and exercises are aligned to future
concepts and capabilities, in addition to current force employment needs.

(4) All 7s Meeting. The Joint Staff J-7 chairs monthly meetings with
representatives from the force development and design community from OSD,
CCMDs, and the Services. These meetings help the joint force maintain
alignment with the JWC and needs of the future joint force within the context
of the NMS and national priorities. Additionally, the meeting bridges
knowledge gaps and encourages information sharing that can lead to rapid
advancements or the adoption of novel concepts and capabilities.

7. Coordinating Joint Force Development and Design with Allies and Partners.
Allies and partners offer valuable experiences and insights that could improve
the future joint force and JFDD efforts can contribute to allies and partners’
force development. Coordinating JFDD with allies and partners helps mitigate
or resolve interoperability gaps with partner nations, improves mission
capability, and influences concept and force development efforts. For example,
the Multinational Capability Development Campaign (MCDC), a Joint Staff J-7–
led program consisting of 25 allies and partners, focuses on developing non-

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materiel solutions that improve interoperability in joint, multinational, and

coalition operations to meet the present and future need of the joint force and
mission partners. The MCDC provides an environment for collaborative
capability development over short and fixed time-horizons where the analytical
results can be shared openly among participants. Shared responsibility with
allies and partners provides a key competitive advantage, ensuring unity of
effort required to secure political and military objectives and meet collective
defense treaty obligations. See reference jj for further information on JFDD
collaboration with allies and partners.

8. Joint Staff Integration. The Joint Staff organizes, aligns, and leverages
JFDD efforts while continuously assessing progress towards force development
objectives. Joint Directorates facilitate inputs and collaboration through the
activities, programs, and decision bodies described throughout this enclosure.
JFDD activities produce deliverables that are timed, sequenced, and responsive
to the JSPS battle rhythm, maximize impact on the CPR, and shape joint
requirements for CCMD and Service implementation.

a. Integrate Future Technology Development and Exploration. JFDD

activities evaluate emerging technologies that have the greatest potential to
satisfy future force requirements and priorities. Numerous efforts throughout
the DoD are focused on developing technological improvements to gain
warfighting advantage. Integration of those efforts propagates knowledge
throughout OSD, the Joint Staff, the CCMDs, and the Services. Through
funding activities, working groups, and decision bodies, JFDD enables the joint
force to encourage and benefit from technology initiatives and advancements.

b. Integrate Strategy and Force Employment. JFDD efforts help translate

national strategy into force employment through the rehearsal of global
integration activities in GIEs, exploration of alternative approaches in GIWGs,
and exploration of potential solutions to logistics challenges in the AGILE
wargame series. Joint exercises and training are aligned with the JWC and the
result of these activities inform JFDD projections on the joint force’s ability to
accomplish strategic objectives in the future.

9. Management and Direction. JFDD requires senior-level direction,

purposeful alignment, and essential integrating mechanisms to respond to
strategic priorities in a timely and comprehensive manner. Guided by the
JWC, DoD leaders manage JFDD outputs to shape the future joint force. The
DJ-7 has overall responsibility for the daily management of JFDD to execute
the CJCS’s title 10, U.S. Code responsibilities and support national strategic
objectives. The Joint Staff J-7 integrates JFDD concept development with joint
capability development through the JCIDS and collaboration with the Joint

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Staff J-8. Integration and collaboration between joint concept and capability
development is critical to future joint force performance.

10. Key JFDD Decisions. Joint Staff and OSD decisions on JFDD matters
directly affect future efforts to build, train, and educate the joint force. Senior
DoD leader decisions based on the outcomes of JFDD efforts directly impact
the CPR, the Defense Planning Guidance (DPG), the DoD components’ POMs,
and, ultimately, the President’s Budget. These decisions are made by senior
DoD decision bodies within the Joint Staff and OSD. Key JFDD decisions
include approval and endorsement of JWC and its follow-on revisions;
capability validation and development; training guidance and direction;
education and doctrine guidance and direction; research funding; and exercise
and experimentation funding and execution.

a. Chairman’s Program Recommendation. Produced annually, the CPR

provides the CJCS’s military advice to the SecDef on capability investments
needed to improve comprehensive joint readiness (reference b).

b. Defense Planning Guidance. The DPG describes the SecDef’s force

planning and development, analytic, and investment priorities for the future
joint force. The DPG informs DoD component POMs and is a foundational part
of DoD strategic direction overall JFDD efforts (reference b).

c. Program Objective Memorandums. POMs are recommendations from

the DoD Components to the SecDef addressing how they plan to allocate
resources to meet planning and programming guidance (reference b).

11. Joint Staff Decision Bodies. The following Joint Staff decision bodies
consider JFDD outputs for execution or promulgation throughout the joint
force:

a. The Joint Chiefs of Staff Tank. JCS Tank meetings are the primary
forum by which the CJCS and JCS approve JWC revisions and approve
funding and execution of joint exercises. The DJ-7 is responsible for preparing
these decisions for the CJCS’s consideration through the Operations Deputies
(OpsDeps) and the Vice Chairman of the Joint Chiefs of Staff (VCJCS).

b. OpsDeps. The Director, Joint Staff chairs meetings of 3-star GO/FOs to

consider joint force recommendations. The OpsDeps advance approved
recommendations to the VCJCS.

c. Joint Capabilities Integration and Development System. JFDD activities

identify and test potential solutions, inform joint assessments, and facilitate

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submissions to JCIDS (references c and d) for action. CRCs are critical

outputs from the JFDD process that inform the process required for the joint
force to acquire new capabilities. JCIDS decision bodies validate and approve
capability requirements for development and investment, while responding to
opportunities to accelerate development and fielding of capabilities to the
warfighter. Incorporating JFDD outputs into JCIDS decision bodies enables
joint concepts to inform capability advancements in the Joint Capability Areas,
aligned to the Functional Capabilities Boards (FCBs). The combination of near-
and long-term capability inputs into JCIDS enables a balanced approach to
dedicating resources towards joint force employment, development, and design.

(1) Joint Requirements Oversight Council. The Joint Requirements

Oversight Council (JROC) is the highest-level capabilities board within the
JCIDS and operates as prescribed by references c and d. The JROC issues
several products to support joint warfighting requirements, including Strategic
Capabilities Development Guidance (SCDG) and JROC Strategic Directives
(JSDs). SCDG and JSDs are specific written products that complement JROC
Memorandums (JROCM) and guide the Services, through the FCBs, to develop
certain capabilities to support joint warfighting requirements. Capability
Portfolio Management Reviews (CPMRs), annually produced by FCBs, address
opportunities, challenges, risk, and trade-space associated with specific
priority portfolios and offer options to optimize capability investments in
priority gaps while mitigating risk (reference b). JSDs, informed by CPMRs,
direct the Services to develop specific future capabilities.

(2) Joint Capabilities Board. The Joint Capabilities Board (JCB) is one
level below the JROC and advises the JROC on issues within and across
capabilities portfolios in accordance with references c and d. The DJ-8 chairs
the JCB. JCB membership is defined in reference c.

(3) FCBs and FCB Working Groups. The FCBs are one level below the
JCB, advise the JCB and JROC on issues within their capability portfolio(s),
and perform other activities at the direction of the JCB or JROC, in accordance
with references c and d.

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Figure 9. Progression of JFDD inputs through the JCIDS

12. OSD Decision Bodies

a. Deputy’s Management Action Group. The Defense Management Action

Group (DMAG; reference hh) is co-chaired by the DepSecDef and VCJCS, with
the Secretaries of the Military Departments, Chiefs of the Military Services,
Chief of the NGB, and DoD principal staff holding standing invitations. The
DMAG establishes priorities, ensures alignment, and directs JFDD activities.
The DMAG’s membership facilitates continuous awareness, alignment, and
coordination with the JROC process.

b. Innovation Steering Group. The Innovation Steering Group (ISG) is the

DMAG’s action forum to drive innovation adoption throughout DoD. ISG
members collectively advise DoD leadership on science, technology, technology
transition, and related matters. USD(R&E) chairs the ISG and its membership
includes representatives from the Services, Joint Staff, and CCMDs.

c. Analysis Working Group. The Analysis Working Group (AWG) consists

of the Director, CAPE; USD(P); DJ-7; DJ-8; and the DoD Chief Data and
Artificial Intelligence Officer. The AWG marshals and guides the DoD’s analytic
capabilities, advances key strategic priorities, and improves the analytic
underpinnings available for senior leader decisions.

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ENCLOSURE C

ASSESSMENTS AND JOINT FORCE DEVELOPMENT AND DESIGN

1. Overview. JFDD effectiveness is measured by, and informs, assessments

that are integrated within the JSPS. These assessments contribute to iterative
JFDD efforts and support Comprehensive Joint Readiness, as described in
reference b. Strategic DoD assessments help determine the joint force’s
current and future ability to accomplish NDS and NMS objectives. These
assessments identify and mitigate gaps in joint force capabilities, and inform
the CPR to develop, design, and program a future force that maintains
competitive and warfighting advantage against global adversaries. Additionally,
OSD’s defense planning scenarios are aligned with NDS priorities and used for
comparative analysis of threat-based scenarios and resource-informed
operational plans to inform force employment, force development, and force
design recommendations for capability development. DoD and Joint Staff
assessment outcomes inform joint experimentation, wargames, and JWC
revisions, which seek potential materiel and non-materiel solutions to identified
concept and capability gaps and shortfalls.

2. CJCS Assessments

a. Annual Joint Assessment. The Annual Joint Assessment (AJA) drives

the development of multiple JSPS products, including the Chairman’s Risk
Assessment (CRA), Capability Gap Assessment, Joint Strategic Intelligence
Estimate (JSIE), Joint Logistics Estimate (JLE), and JMNA. The CJCS’s AJA
Survey is the Joint Staff’s central data collection and analytical mechanism for
synthesizing and assessing CCMD and Service perspectives on current posture,
capability gaps, and risk. The Joint Staff J-7 provides survey questions
regarding concepts, training, and exercises. Further information on the AJA is
contained reference b.

b. Joint Staff Independent Risk Assessment. The Joint Staff Independent

Risk assessment (JSIRA) is an assessment of risk developed by representatives
from each Joint Staff directorate based on independent input from the IC. The
JSIRA is one of two primary inputs to the CRA and is conducted through a
series of working group meetings conducted prior to CRA development.

c. Joint Irregular Warfare Assessment. The Joint Irregular Warfare

Assessment (JIWA) is an annual assessment of the joint force’s ability to
conduct and support irregular warfare operations and activities across the
spectrum of conflict. The JIWA provides recommendations to mitigate irregular
warfare shortfalls identified during the assessment. The Irregular Warfare –

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Security Force Assistance Executive Steering Committee receives JIWA

recommendations and executes approved recommendations through JSPS and
JFDD processes. DJ-7 and the Assistant Secretary of Defense for Special
Operations and Low-Intensity Conflict chair the Irregular Warfare – Security
Force Assistance Executive Steering Committee

d. Chairman’s Risk Assessment. The CRA is a title 10, U.S. Code-directed

classified assessment of risk to the joint force in achieving key objectives and
tasks in the NMS. Primary inputs to the CRA are inputs from the AJA as well
as the JSIRA. Joint Staff J-7 provides future risk input to the CRA based on
JFDD activities and findings.

e. Joint Strategic Intelligence Estimate. The JSIE defines and assesses the
near-term and future global threat environment, including the perspectives of
the CCMDs and Services. The Director for Intelligence, J-2 publishes the JSIE
to support the CRA, JMNA, JWC, and Global Force Management.

f. Joint Logistics Estimate. The JLE provides a globally integrated

assessment of how well the joint force can project, support, and sustain itself
through the Future Years Defense Program (FYDP) and beyond, in order to
maintain operations through mission accomplishment and redeployment of the
force. It describes the sources of risk within logistics Joint Capability Areas
and cross-cutting sources of risk across all Joint Capability Areas.

3. Capability Assessments

a. Capability Gap Assessment. The Capability Cap Assessment (CGA) is a

deliberate assessment by which the CJCS and JROC carry out responsibilities
in accordance with title 10, U.S. Code, sections 153 and 181. The CGA process
begins with the receipt of the integrated priority lists (IPLs) provided by the
CCMDs in response to the AJA. The IPL submission is the opportunity for the
CCDRs and Chief, NGB to quantify military risk and prioritize gaps that limit
the joint force’s ability to achieve current or future military objectives.
Submissions are listed in the commander’s selected priority order, beginning
with the gaps that require the highest attention by the DoD in finding
capability solutions. The CGA supports the JROC by documenting capability
gaps, assessing on-going efforts, and proposing recommended actions. These
efforts facilitate the prioritization of resourcing within capability portfolios to
better serve the needs of the joint force.

b. Joint Military Net Assessment. The JMNA compares joint force

capabilities and capacity against current global security threats identified in
the NMS. This comparison provides a baseline assessment and possible areas

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for defense innovation and concept development. The JMNA is a

comprehensive assessment of joint force capability, capacity, and readiness to
execute the NMS through the FYDP. JMNA synthesizes the AJA, CGA, Joint
Force Readiness Review, Joint Personnel Estimate, JLE, JSIE, and other
sources into an overarching view of comprehensive joint readiness to
implement the JWC in accordance with SecDef and CJCS direction.
Ultimately, the JMNA informs CJCS recommendations about strategic,
programmatic, budgetary, and force development choices. Outcomes from
JFDD activities are incorporated into this effort.

c. OSD Analysis and Assessments. OSD broadly conducts analysis in

support of strategic priorities and informs the JFDD and Program and Budget
Review processes. As an example, Strategic Portfolio Reviews (SPRs) are one of
DoD’s primary analytical activities. The Director, CAPE leads SPRs, and review
teams include a broad cross-section of stakeholders with substantial Service
participation. JFDD analysis and recommendations inform, and are informed
by, SPR results.

d. OBME Assessments. Joint and Service school leadership responsible for

JPME program certification are required to submit Biennial JPME Assessment
Reports to qualify for JPME certification under OBME. To evaluate overall
JPME effectiveness, Joint Staff J-7 will use a combination of AJA surveys,
focus groups, and stakeholder feedback over a six-year evaluation period
beginning to produce annual reports of JPME program effectiveness in
achieving program learning outcomes. For external assessments, Joint Staff
J-7 will query senior leaders across the Joint Staff, OSD, Defense Agencies,
and CCMDs on perceptions of how well JPME graduates are prepared for Joint
duty assignments.

e. Assessment Outcomes. The CPR is the CJCS’s direct input to the DPG
and represents his advice to the SecDef on capability investments to ensure the
joint force maintains competitive advantages over its adversaries. The JFDD
enterprise provides timely and relevant input to the CPR through analytically
supported inputs to the JMNA and CPMRs. The CPR is the culmination of the
Joint Staff’s assessment inputs to financial investment into the future joint
force.

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ENCLOSURE D

DEVELOPING CONCEPTS

1. Overview. This enclosure describes the overarching guidelines for

developing concepts. Concepts propose new approaches for addressing
compelling challengescurrent or envisionedfor which existing approaches
and capabilities are ineffective, insufficient, or nonexistent. Joint concepts
describe a method for employing joint force capabilities to achieve a stated
objective or aim within the context of a specified operating environment or
against specified joint force challenges. Joint concepts propose how the joint
force may develop new approaches to conduct joint operations, functions, and
activities. The Joint Staff J-7, on behalf of the CJCS, leads development and
revision of the JWC and coordinates concept development input from the
Services, CCMDs, and other DoD components. JWC development involves
collaboration amongst all stakeholders to inform the JWC and supporting
concepts. Collaboration amongst the joint force throughout concept
development helps guide future force modernization.

2. Concept Categories. For JFDD, there are three categories of concepts:

a. JWC. Enclosures A and B describe the role of the JWC (reference k).

b. Supporting Concepts. As directed by the SecDef and CJCS, supporting

concepts are developed to focus on specific challenges within the context of the
JWC. These concepts are aggregated into the JWC.

c. Other Concepts. DoD components may develop concepts that propose

new approaches to challenges within their organization.

3. Concept Development Process. The concept development process is a

deliberate approach consisting of four major activities: research; writing;
evaluation; and coordination and approval.

a. Research. Concept writing begins with research to refine future military

challenges and discover a wide range of innovative ideas that might contribute
to the challenges’ solution. Concept writers analyze the JOE to identify future
trends, implications, and challenges. Strategic guidance, joint and Service
doctrine, studies, lessons learned, training and exercise outcomes, and
scholarly journals provide additional information to expand the writing team’s
understanding and perspectives. It is important to look beyond the joint force
to other relevant government agencies, non-governmental organizations,
academia, industry, and multinational partners to broaden perspectives on the

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challenge and potential solutions. A common understanding of the future

operating environment 15–20 years out establishes the foundation for joint
concept-driven, threat-informed capability development. Concept developers
collaborate with the futures and intelligence communities (including the
Defense Intelligence Agency (DIA), Joint Staff J-2, National Intelligence Council,
Services, and selected allies and partners) in developing intelligence-driven
joint force implications, as expressed in the JOE and Gamechanger studies.

b. Writing. Writing a concept is an iterative rather than linear process.

Concept writers must constantly assess the impact that changes in one section
might have on other sections of the document. The goal of concept writing is to
clearly communicate a compelling military challenge, a proposed way of
operating to overcome the challenge, and the capabilities that will support the
proposed operational approach. Concepts are formatted in accordance with
the outline provided in paragraph 3. of this enclosure and in a manner that
best communicates the central idea(s), supporting ideas, and proposed
solution(s) to the military problem.

c. Evaluation. Concept evaluation provides a review of the concept’s

central and supporting ideas, CRCs, implications, and risks and provides
feedback on the draft concept’s viability.

d. Coordination and Approval. Collaboration throughout the writing

process strengthens concept development and enables smooth transition to
formal staffing. For the JWC and supporting concepts, the Joint Staff J-7
facilitates weekly JWC synchronization meetings to discuss revisions to the
JWC. These meetings are the primary action officer forum for collaborating
across components to advance the concept. Other concepts written by DoD
components should conduct collaborationboth internally and externallyfor
wider consensus and support. The JWC and supporting concepts are approved
through the OpsDeps and JCS Tank in a formal staffing process. The CJCS
signs the JWC and forwards it to the SecDef for endorsement. Other concepts
written by DoD components will use their formal staff approval processes.

4. Outline for a Concept

a. Executive Summary. Concepts should include an executive summary

succinctly describing the main features of the concept so that readers can
quickly understand the concept’s main points and overall structure.

b. Operating Environment. This section identifies aspects of the future

operating environment directly relevant to the concept. It provides the
justification for the identified gap, challenge, or opportunity. The writing team

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will consider the future environment as described in the NMS, JOE and other
assessments of the future security environment.

c. The Military Problem. The military problem section should succinctly

express the operational challenges the solution should address. It will
synthesize key aspects of the future security environment into a compelling
statement of the military problem that existing solutions cannot address, or on
an unrealized opportunity to increase the effectiveness of joint operations.

d. The Central and Supporting Ideas of the Proposed Solution. The central
idea is the centerpiece of the concept, providing a framework for how the joint
force will address the proposed military challenges. Supporting ideas explain
and expand on the central idea in greater detail. This set of ideas introduces
new ways of operating and accentuates differences from extant practices.

e. CRCs. This section of the concept describes capabilities the joint force
must possess in order to execute the concept. The ability to operate as
described in the concept generates force development implications. Concept
writers express these implications as CRCs. CRCs directly map to one or more
of the concept’s ideas for addressing the military challenge within the future
operating environment. CRCs:

(1) Directly map to one or more of the concept’s ideas, should address a
single capability, and should not be duplicated within the same concept.

(2) Are measurable in their ability to solve the military problem and
sufficiently detailed to facilitate transition to capability development processes.

(3) Propose a new capability or describe how an existing capability may

be modified or applied differently to improve the joint force’s ability to operate
as described in the concept.

(4) Use existing doctrinal terms or propose new terms.

(5) Are prioritized within the concept to enable implementation and

provide a clear understanding of the CRCs that are most critical to the concept.

f. Supporting Documentation. Appendices to the concept to provide

supporting guidance, direction, and other pertinent information that directly
informed the development of the concept.

5. Concept Revision through a Campaign of Learning. The Joint Staff

implements and manages an integrated campaign of learning that aligns

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training and exercises with war games, experiments, tests, analysis, and
technology demonstrations to innovate and gain and maintain advantage in the
future against all threats by exploring ways to develop and evaluate concepts
that drive capability development. This enterprise approach examines specific
problems, tests viability of the concept’s ideas, conducts and synthesizes
analysis, and provides recommendations to senior leaders. The methodology
aligns and incentivizes experimentation and wargaming activities that feed
GIWG design, execution, and assessments while concurrently creating
feedback loops across DoD, allies and partners, industry, and academia.
Continuous outputs from this campaign of learning address joint force
challenges, establish priorities, and inform CJCS and SecDef decisions.
Concept development is an iterative process that incorporates results from
exercises, wargames, experimentation, analysis, and capability development,
and considers the future operating environment.

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ENCLOSURE E

RESPONSIBILITIES

1. Overview. This enclosure outlines the responsibilities of the offices,

organizations, and individuals tasked with developing and executing JFDD
policies and procedures in support of the CJCS’s JFDD responsibilities
specified in reference a.

2. Office of the Secretary of Defense. The SecDef, with the advice of the CJCS,
sets the DoD’s policies and objectives and defines the roles of the DoD’s senior
leadership in executing JFDD strategies and resourcing.

a. Establishes priorities, ensures alignment, and directs JFDD activities

through the DepSecDef-chaired DMAG.

b. Marshals and guides the DoD’s analytic capabilities, advances key

strategic priorities, and improves the analytic underpinnings available for
senior leader decisions through the AWG.

c. Endorses the JWC.

3. Chairman of the Joint Chiefs of Staff

a. Provides JFDD direction through the NMS, JWC, and other guidance
documents.

b. Approves and publishes the JWC.

c. Approves the Vision for Professional Military Education and Talent

Management.

d. Approves Joint Training Guidance for the joint force.

e. Approves the annual JIWA.

f. Approves SAE-Ps.

g. Submits Programmatic Recommendations to the SecDef.

4. Vice Chairman of the Joint Chiefs of Staff

a. Represents the CJCS as a member of the DMAG.

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b. Leads the JROC.

5. Joint Staff Directorates. In addition to contributing to JFDD by supporting

force employment, development, and design activities, Joint Staff directorates
will perform the following tasks:

a. Director for Manpower and Personnel, J-1. Provide advice on manpower

and personnel to ensure maximum readiness and sustainability of the total
force. Enhance total force readiness by identifying, analyzing, and advising on
manpower and personnel issues. Provide insights into future composition of
manpower options (e.g., the All-Volunteer Force, Civilian Expeditionary
Warfare, and artificial intelligence). Support the J-4 as the proponent for
sustainment.

b. Director for Intelligence, J-2. Act as the proponent for the intelligence
joint function. In collaboration with DIA and Joint Staff J-7, integrate
intelligence support to CONOPS development through a common
understanding of the future operating environment by integrating analysis from
the JSIE, Gamechanger Studies, JOE, and GIWG. Provide intelligence support
to the GIWG series for friendly and adversary intelligence participants.

c. Director for Operations, J-3. Act as the proponent for the information
joint function and the co-proponent for the C2 joint function. Integrate
campaign planning for capability development with current and future
operations, under dynamic force employment, to reinforce desired effects of
capability experiments, demonstrations, and tests. Develop concepts and
capabilities for global joint C2 and information joint functions. Participate in
the GIWG and GIE series for global integration and coordination with allies and
partners.

d. Director for Logistics, J-4. Act as the proponent for the sustainment
joint function. Develop concepts and capabilities for logistics and sustainment
to inform and shape the JWC and Joint Concept for Contested Logistics.
Integrate logistics and sustainment support into CONOPS development by
integrating analysis from the JLE and logistics studies. Participate in the
GIWG and GIE series for global integration and coordination with allies and
partners.

e. Director for Strategy, Plans, and Policy, J-5. Develop and publish the
NMS to establish the CJCS’s vision on how the joint force supports the NDS
and NSS. Department lead for the AJA, CRA, and JSIRA. During development
of the CRA, considers the strategic and operational risk factors addressed in

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the JWC. Participate in the GIWG and GIE series for global integration and
coordination with allies and partners.

f. Director for Command, Control, Communications, and Computers/

Cyber, J-6. Act as the co-proponent for the C2 joint function. Act as the
primary proponent for modernizing joint force C2 capabilities, including
implementation of Joint All-Domain Command and Control (JADC2)
capabilities integration, synchronization, and interoperability across the joint
force. Supports JCIDS process through the identification, assessment,
validation, prioritization of command, control, communications, and computes
(C4)/cyber capability requirements to ensure integrated and effective
capabilities implementation. Participates in the GIWG and GIE series for global
integration and coordination with allies and partners.

(1) Leads both the C4/Cyber FCB and JADC2 developing, executing,
and governing process, frameworks, and joint alignment to accelerate C2
capability development and delivery to the operational community.

(2) Identifies, assess, validates, prioritize, and develops joint military

C4/cyber capability requirements to ensure integrated and effective capabilities
necessary to conduct joint operations.

(3) Identifies gaps in C2 DOTMLPF-P, concepts, technologies, and

processes to enable JADC2 to ensure speed in decision and operational
advantage over our adversaries.

(4) Provides comprehensive and fully integrated policies, strategies,

plans, attributes, functional requirements, exercises, and experimentation
support to the JROC to validate and prioritize strategic requirements that
address C2 gaps across the continuum of strategic direction.

g. Director for Joint Force Development, J-7

(1) Develops a DoD-wide approach to align JFDD and develops

recommendations for review and decision by the SecDef and CJCS.

(2) Establishes policy and procedures for developing joint concepts,

conducting joint training, developing and maintaining joint doctrine,
coordinating and conducting JPME, and integrating joint lessons learned.

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(3) Develops the JWC to drive force development and design, and
implements the concept across the DoD through interaction with the programs,
decision bodies, activities, and products.

(4) Develops CONOPS and CONEMPs to support in-depth exercise,

experimentation, wargaming, and analysis of alternative approaches and
potential solutions required to implement the JWC.

(5) Develops, executes, and governs a Joint Experimentation Campaign

(to include conducting an annual JEF and updates to the JExG) to assess,
align, and prioritize joint experimentation across Services, CCMDs, Joint Staff,
OSD, and allies and partners.

(6) Develops and executes the GIWG series to assess the JWC and
inform the AWG and DMAG through GIWG outcomes.

(7) Directs and approves the development of JWNs

(8) Designs and executes the GIE series to prepare the joint force for
GIO through a campaign of learning, assessment of operational campaign
plans, and the identification and closing of gaps related to Joint Force
Development requirements.

(9) Designs and executes the GICoL series to address reoccurring

challenges identified during previous GIEs.

(10) Provides oversight, guidance, and resources for LSGEs to exercise

and evaluate global integration against a great power threat.

(11) In accordance with reference c, coordinates and advocates for

JFDD solutions within the JCIDS process to ensure mutual support, eliminate
redundancies, and implement DMAG guidance.

(12) Serves as the JTEEP program manager for budget execution on

behalf of the CCMDs and Services.

(13) Establishes policies and procedures to ensure U.S. participation in

the development of ally and partner joint concept, doctrine, capability
development, and terminology.

(14) Identifies opportunities to evaluate and expand JFDD priorities

and potential solutions in Service and CCMD wargames, exercises,

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experiments, and other venues with allies and partners and presents
recommendations to the DMAG.

(15) Leads the execution of the WLIF program and governance

structure.

(16) Provides assessment of future risk to the joint force in the CRA.

(17) Develops the annual JIWA.

(18) Provides for the development, integration, and implementation of

the Joint Experimentation Network.

h. Director for Force Structure, Resources, and Assessment, J-8

(1) Serves as Secretariat for the JROC and JCB Chair in accordance
with reference c.

(2) Ensures concept-driven, threat-informed capability development

assessments are incorporated in annual CPMRs to inform the CPR.

(3) Develops assessments, in concert with the Joint Staff J-3 and J-5,
to provide guidance to the force providers and joint force providers on
capturing force sufficiency data during the annual Global Force Management
assessment process.

(4) In support of the Under Secretary of Defense for Acquisition and

Sustainment and the Defense Acquisition System, evaluates and proposes
additional innovative ways and options for rapid capability development
(requirements and acquisition).

(5) In support of the USD(R&E), evaluates and aids in research,

development, and prototyping activities across the DoD enterprise and ensures
technology superiority.

(6) Incorporates force development recommendations derived from

studies, analyses, assessments, war games, experiments, and exercises into
the CPR.

(7) Coordinates JCIDS activities with the JFDD enterprise to minimize

duplication of effort and inform proposed joint concepts.

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(8) Acts as the proponent for the Protection, Fires, and Movement and
Maneuver Joint Functions.

6. Services, Combatant Commands, National Guard Bureau, Defense

Agencies, and Chairman’s Controlled Activities. As appropriate, support JFDD
as follows:

a. Coordinate exercises and other relevant training venues as opportunities

for experimentation, testing, and prototyping activities by offering a realistic
environment for evaluating materiel solutions and non-materiel concepts.

b. Adapt and modernize training and exercise programs to explore new

approaches to competing and fighting, develop asymmetric advantages, and
incorporate appropriate technology and concepts.

c. Design and execute exercises that focus on priority threats and stress
vertical and horizontal integration from the operational to the strategic national
level.

d. Participate in JWC and supporting concept development activities.

Provide warfighting insights that balance regional and global perspectives and
better enable global integration.

e. Participate in GIWGs, GIEs, and LSGEs.

f. Conduct experimentation and prototype demonstrations through the

WLIF program.

g. Participate in the annual JEF and actively contribute to the JExC by

providing experimentation results and data into JExNet. Guide JWC-based
experimentation through a common governance process directed by the JEF.

7. President, National Defense University

a. In accordance with reference u, actively aligns NDU’s core activities with

JFDD efforts for the joint force.

b. Contributes to JFDD activities through the delivery of JPME curricula

specifically oriented on joint campaigning and warfighting. Includes methods
of wargaming and research to identify and advance solutions to current and
emerging problem sets.

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c. Where appropriate, incorporate JFDD developments into JPME

curricula, including the Joint and Combined Warfighting School and Joint
Advanced Warfighting School.

d. Incorporate JFDD requirements into NDU’s Annual Research Plan.

e. Co-chair and support the JFDD ARP through the NDU Institute for
National Strategic Studies.

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ENCLOSURE F

PRODUCTS AND FORUMS INTEGRATED WITH JOINT FORCE DEVELOPMENT

AND DESIGN

Signature JS
Element Frequency Purpose
Authority Lead
Strategic Documents that Inform or are Informed by JFDD
National Security President N/A as required Provides descriptions of “the worldwide interests, goals, and objectives of the
Strategy [U.S.],” “national defense capabilities…necessary to deter aggression,”
proposed “short-term and long-term uses” of elements of national power, and
Title 50, U.S. Code, “the adequacy of the capabilities…to carry out the strategy.”
section 3043(a)
National Defense SecDef J-5 at least every 4 Provides formal defense guidance that includes, but is not limited to:
Strategy (OCR) years descriptions of the “the most critical and enduring threats to national
security, a strategic framework” that “guides how the will prioritize among the
Title 10, U.S. Code, threats,” the “elements of the defense program necessary to support [the
section 113(g)(1) strategy],” and “the major investments in defense capabilities, force structure,
force readiness, force posture, and technological innovation that the [DoD] will
make.
National Military Strategy CJCS J-5 review even Serves as the CJCS’s central strategic and planning document, and provides
numbered military guidance for the employment, development, and design of the joint
Title 10, U.S. Code, years force.
sections 153(b)(3)(A) and
153(b)(4)
Joint Warfighting CJCS J-7 Continuous Advances the joint force’s operational effectiveness and capability employment
Concept to meet current and future challenges.
Joint Operating DJ-7 and J-7 CJCS’s term Describes the future operational environment and its military implications.
Environment DIA start /
as required
Assessment Documents that Inform or are Informed by JFDD
Annual Joint Assessment N/A J-5 annually Collects CCMD, Service, and NGB perspectives on the strategic environment,
risks, and priorities.
Joint Staff Independent N/A J-5 annually Joint Staff collaboration with the intelligence community to develop an
Risk Assessment independent risk assessment in support of the CRA.
Joint Strategic DJ-2 J-2 annually Assesses the global threat environment and the threats posed by adversaries
Intelligence Estimate likely to arise in 2 to 10 years and the implications
Chairman’s Net DJ-8 J-8 as required Provides relevant net assessments that focus on a single adversary or topic as
Assessments directed by the CJCS. These net assessments directly inform the JMNA.
Joint Military Net CJCS J-8 annually Serves as the capstone Joint Staff assessment product on comprehensive joint
Assessment readiness; synthesizes other JSPS assessments.
Capability Gap CJCS J-8 annually Identifies and assesses joint military requirements; recommends prioritization
Assessment and resourcing to address risks and gaps.
Chairman’s Risk CJCS J-5 annually Assesses strategic risk to national interests and military risk to execution of
Assessment the NMS.
Title 10, U.S. Code,
section 153(b)(3)(B)
Joint Irregular Warfare CJCS J-7 annually Assesses the ability of the joint force to conduct and support Irregular Warfare
Assessment operations and activities across the spectrum of conflict. Provides
recommendations to mitigate shortfalls identified during the assessment.
Strategic Portfolio Review OSD CAPE J-8 as required Marshals and guides the Department’s analytic capabilities, advances key
strategic priorities, and improves the analytic underpinnings available for
senior leader decisions through the AWG.
Programmatic and Capability Documents Informed by JFDD
Defense Planning SecDef J-8 annually Describes the SecDef’s force planning and development, analytic, and
Guidance (OCR) investment priorities for the future joint force. The DPG informs the Service
Title 10, U.S. Code, POMs.
section 113(g)(2)
Program Objectives varied N/A annually Recommendations from the DoD Components to the SecDef addressing how
Memorandums they plan to allocate resources to meet planning and programming guidance.
Chairman’s Program CJCS J-8 annually Provides CJCS’s military advice to the Secretary on capability investments
Recommendation needed to improve comprehensive joint readiness.
Title 10, U.S. Code,
section 153(a)(7)(A)

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JROC Strategic Directive VCJCS J-8 as required Direct future capabilities that the Services, CCMDs, and other DoD
components need to build towards, IAW reference c.
Capability Portfolio FCB Chairs J-8 annually Formally evaluate Services’, CCMDs’, and other DoD components’ capability
Management Review development efforts to address gapped capabilities.
Strategic Capabilities VCJCS J-8 as required Guide the Services’, CCMDs’, and other DoD components to develop certain
Development Guidance capabilities to support joint warfighting requirements.
JFDD Documents and Forums to Build the Force
JWC Joint DJ-7 J-7 as required Provides a framework for joint experimentation and synchronizes experimental
Experimentation Guide and analytical outputs to inform senior leader decision-making.

Globally Integrated CJCS J-7 as required Inform JFDD through JWC-based Joint and Combined wargames, and
Wargame support AWG and DMAG decisions through GIWG outcomes.

Advancing Globally CJCS J-4 as required A forum for senior logisticians, planners, and operators to explore ideas
Integrated Logistics Effort proposed in joint concepts and identify potential solutions to joint force
logistics and sustainment challenges
Joint Experimentation n/a J-7 as required Informs, synchronizes, and supports joint experimentation
Forum
Joint Warfighting Notes DJ-7 J-7 as required Provide warfighting insights, lessons learned and best practices throughout
the joint force
Multinational Capability n/a J-7 as required Program of allies and partners that improves interoperability in joint,
Development Campaign multinational and coalition operations to meet the present and future need of
the joint force and mission partners.
JFDD Documents and Forums to Educate the Force
JCS PME Vision CJCS J-7 as required Provide additional guidance to the joint force, beyond published policy,
concerning PME.
Periodic Special Areas of CJCS J-7 annually Approved JPME topics that respond to the emerging needs of the CJCS, the
Emphasis Joint Chiefs, CCDRs, and the Joint Staff.
CJCSM Outcomes Base DJS J-7 as required Require JPME institutions to instruct and assess joint leaders in ways that
Military Education will ensure they can lead and contribute in the current and future strategic
Manual environment.
CJCSIs on Officer and CJCS J-7 as required Provide guidance for the services to educate joint officers and enlisted service
Enlisted Military members to fulfill national strategic objectives with the joint force.
Education Policy
Joint Leader n/a J-7 as required Resolve issues in implementing and integrating the JCS Vision and Guidance
Development Council
Military Education n/a J-7 as required Addresses key educational issues of interest to the joint education
Coordination Council community, promote cooperation and collaboration amongst the MECC
member institutions, and coordinate joint education initiatives.
Joint Doctrine n/a CJCS as required Serves as the primary publication review and approval community for joint
Development Community doctrine products, including JDNs and JPs.
JFDD Documents and Forums to Train the Force
Chairman’s Joint CJCS J-7 annually Sets conditions for joint readiness and force development; directs training for
Training Guidance globally integrated operations

Globally Integrated n/a J-7 annually The annual culminating event from the GICoL that improves whole of
Exercises government and ally and partner alignment, evaluates globally integrated
operations, and informs updates to GCPs, GIFs, and Tier 1 exercises.
Large Scale Global SecDef J-7 annually Joint force-conducted, annual exercise to evaluate global integration against a
Exercises great power threat.
Joint Training n/a J-7 annually Plan resourcing and funding for future joint exercises and training.
Synchronization
Conference
All 7s n/a J-7 monthly Help the joint force maintain alignment with the JWC and requirements
within the context of the NMS and national priorities. Additionally, bridges
knowledge gaps and encourages information sharing that can lead to rapid
advancements or the adoption of novel concepts and capabilities.
Senior Advisory Group n/a J-7, as required Provides strategic direction for all joint training efforts and approves the
OSD Program Objective Memorandum (POM). Also convenes to de-conflict
(FE&T) unresolved training issues.
Chairman’s Joint CJCS J-7 as required Fulfills CJCS Title 10 responsibilities to formulate policies and technical
Training Policies standards for the joint training of the armed forces.
Joint Doctrine Notes DJ-7 J-7 as required A pre-doctrinal publication that presents common fundamental guidance and
is part of the initiation stage of the joint doctrine development process.
Joint Publications DJ-7 J-7 as required Presents fundamental principles that guide the employment of US military
forces in coordinated and integrated action toward a common objective.

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ENCLOSURE G

REFERENCES

a. Title 10, U.S. Code, section 153

b. CJCSI 3100.01 Series, “Joint Strategic Planning System”

c. CJCSI 5123.01 Series, “Charter of the Joint Requirements Oversight

Council and Implementation of the Joint Capabilities Integration and
Development System”

d. “Manual for the Operation of the Joint Capabilities Integration and

Development System,” 30 October 2021

e. “Interim National Security Strategy of the United States of America,” March

2021

f. “2022 National Defense Strategy,” 28 March 2022

g. “2022 National Military Strategy,” June 2022

h. “Joint Operating Environment 2040,” 10 February 2020

i. Title 50, U.S. Code, section 3043, subsection b

j. Title 10, U.S. Code, section 113, subsection g

k. “Joint Warfighting Concept 2.0,” May 2022

l. “Joint Warfighting Concept Joint Experimentation Guide,” 20 December

2020

m. “DoD Data Strategy,” 30 September 2020

n. DepSecDef memo, “Creating Data Advantage,” 5 May 2021

o. DepSecDef memo, “Warfighting Lab Incentive Fund and Governance

Structure,” 6 May 2016

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p. “Developing Today’s Joint Officers for Tomorrow’s Ways of War: The Joint
Chiefs of Staff Vision and Guidance for Professional Military Education &
Talent Management,” 1 May 2020

q. CJCSI 1800.01 Series, “Officer Professional Military Education Policy”

r. CJCSI 1805.01 Series, “Enlisted Professional Military Education Policy”

s. CJCSM 1810.01 Series, “Outcome-Based Military Education Procedures for

Officer Professional Military Education”

t. “Senior Enlisted Advisor to the Chairman Enlisted PME Vision: Developing

Enlisted Leaders for Tomorrow’s Wars,” 2021

u. CJCSI 1801.01 Series, “National Defense University Policy”

v. CJCSI 5120.02 Series, “Joint Doctrine Development System”

w. CJCSM 5120.01 Series, “Joint Doctrine Development Process”

x. CJCSG 3500.01 Series, “Chairman’s Guidance for Training and Exercise

Support to Global Integration for Fiscal Years 2022-2025,” 20 December 2021

y. CJCSI 3500.01 Series, “Joint Training Policy for the Armed Forces of the
United States”

z. CJCSM 3500.03 Series, “Joint Training Manual for the Armed Forces of the
United States”

aa. CJCSG 3501 Series, “The Joint Training System: A Guide for Senior
Leaders”

bb. CJCSI 3500.02 Series, “Universal Joint Task List Program”

cc. CJCSM 3500.04 Series, “Universal Joint Task Manual”

dd. CJCSM 3511.01 Series, “Joint Training Resources for the Armed Forces of
the United States”

ee. CJCSI 3150.25 Series, “Joint Lessons Learned Program”

ff. CJCSM 3150.25 Series, “Joint Lessons Learned Program”

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gg. JSM 3150.25 Series, “Joint Lessons Learned Program”

hh. DoDD 5105.79, “DoD Senior Governance Councils,” 8 November 2021

ii. “Department of Defense Military Training Capabilities Group Charter,” 08

September 2020

jj. CJCSI 2700.01 Series, “Rationalization, Standardization, and

Interoperability Activities”

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GLOSSARY

PART I—ABBREVIATIONS AND ACRONYMS

AGILE Advancing Globally Integrated Logistics Effort

AJA Annual Joint Assessment
ARP Analytic Research Program
AWG Analysis Working Group
A&GT analysis and gaming tools

C2 command and control

C4 command, control, communications, and computers
CAPE Cost Assessment and Program Evaluation
CAV Concept Analysis and Validation
CGA Capability Gap Assessment
CJCS Chairman of the Joint Chiefs of Staff
CJCSI Chairman of the Joint Chiefs of Staff instruction
CONEMP concept of employment
CONOPS concept of operations
CPR Chairman’s Program Recommendation
CPMR Capability Portfolio Management Review
CRA Chairman’s Risk Assessment
CRC concept required capability

DASD(FE&T) Deputy Assistant Secretary of Defense for Force

Education and Training
DepSecDef Deputy Secretary of Defense
DIA Defense Intelligence Agency
DJ-7 Director for Joint Force Development, Joint Staff
DJ-8 Director for Force Structure, Resources, and
Assessment, Joint Staff
DMAG Deputy’s Management Action Group
DoD Department of Defense
DOTMLPF-P doctrine, organization, training, materiel, leadership
and education, personnel, facilities, and policy
DPG Defense Planning Guidance

FCB Functional Capabilities Board

FYDP Future Years Defense Program

GCP Global Campaign Plan

GICoL Global Integration Campaign of Learning

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GIE Globally Integrated Exercise

GIO Globally Integrated Operations
GIWG Globally Integrated War Game
GO/FO general officer/flag officer

JADC2 Joint All-Domain Command and Control

JCB Joint Capabilities Board
JCIDS Joint Capabilities Integration and Development System
JCS Joint Chiefs of Staff
JDDC Joint Doctrine Development Community
JDN Joint Doctrine Note
JEP Joint Exercise Program
JEF Joint Experimentation Forum
JExG Joint Experimentation Guide
JExNet Joint Experimentation Network
JFDD Joint Force Development and Design
JIWA Joint Irregular Warfare Assessment
JLA Joint Learning Area
JLDC Joint Leader Development Council
JLE Joint Logistics Estimate
JLLP Joint Lessons Learned Program
JLLIS Joint Lessons Learned Information System
JMNA Joint Military Net Assessment
JOE Joint Operating Environment
JP joint publication
JPME joint professional military education
JROC Joint Requirements Oversight Council
JROCM Joint Requirements Oversight Council Memorandum
JSD Joint Requirements Oversight Council Strategic
Directive
JSIE Joint Strategic Intelligence Estimate
JSIRA Joint Staff Independent Risk Assessment
JSPS Joint Strategic Planning System
JTEEP Joint Training Exercise and Evaluation Program
JTIMS Joint Training Information Management System
JTSC Joint Training Synchronization Conference
JWC Joint Warfighting Concept
JWE SyEn Joint Wargaming and Experimentation Synthetic
Environment
JWN Joint Warfighting Note

LOE line of effort

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LSGE Large Scale Global Exercise

LVC live-virtual-constructive

MCDC Multinational Capability Development Campaign

MECC Military Education Coordination Council
MTCG Military Training Capabilities Group
M&S Modelling and simulation

NDS National Defense Strategy

NGB National Guard Bureau
NMS National Military Strategy
NSS National Security Strategy

OBME Outcomes-Based Military Education

OpsDeps Operations Deputies
OSD Office of the Secretary of Defense
OSD(CAPE) Office of the Secretary of Defense Cost Assessment and
Program Evaluation
OUSD(R&E) Office of the Under Secretary of Defense for Research
and Engineering

PME Professional Military Education

POM Program Objective Memorandum

RDER Rapid Defense Experimentation Reserve

SAE Special Area of Emphasis

SAE-E Special Area of Emphasis-Enduring
SAE-P Special Area of Emphasis-Periodic
SAG Senior Advisory Group
SCDG Strategic Capabilities Development Guidance
SecDef Secretary of Defense
SPR Strategic Portfolio Review

TMCC Talent Management Coordination Council

TTPs tactics, techniques, and procedures

USD(P) Under Secretary of Defense for Policy

USD(R&E) Under Secretary of Defense for Research and
Engineering

WLIF Warfighting Lab Incentive Fund

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PART II—DEFINITIONS

(Unless otherwise stated, the terms and definitions contained in this glossary
are for the purposes of this document only.)

Advancing Globally Integrated Logistics Effort. A Joint Staff J-4–led forum for
senior logisticians and operations to explore ideas proposed in Joint Concepts
and identify potential solutions to joint force logistics and sustainment
challenges.

Allies and Partners Experimentation Network. Experimentation knowledge and

data system for building the joint experimentation community of interest with
allies and partners. It provides an enduring, integrated digital capability to
manage, share, aggregate, analyze, exploit, and present data and knowledge in
support of strategic guidance and direction and the Joint Force Development
and Design campaign of learning. Integrated with the Joint Experimentation
Network.

Concept Analysis and Validation. A program administered by the Joint Staff

J-7 to assesses and fund studies that address concepts identified within the
Joint Warfighting Concept.

Concept of employment. A description in broad terms of the application of

specific technologies, processes, weapons systems, or forces to perform a
particular mission, task, or procedure. They are the most specific of all
military concepts and contain a level of detail sufficient to inform the
establishment of programmatic requirements.

Concept of operations. A verbal or graphic statement that clearly and concisely

expresses what the commander intends to accomplish and how it will be done
using available resources (JP 5-0).

Concept required capability. A proposed capability derived logically from the

concept’s central and supporting ideas and required for the concept’s
execution.

Department of Defense Components. Collective term for the Office of the

Secretary of Defense, Military Departments, Office of the Chairman of the Joint
Chiefs of Staff and the Joint Staff, Combatant Commands, Office of the
Inspector General of the Department of Defense, the Defense Agencies,
Department of Defense Field Activities, and all other organizational entities
within the Department of Defense (DoDD 5100.01).

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Exercise. A military maneuver or simulated wartime operation involving

planning, preparation, and execution that is carried out for the purpose of
training and evaluation (JP 3-0).

Experiment. An empirical means of establishing cause-and-effect relationships

through the manipulation of independent variables and measurement of
dependent variables in a controlled environment (“Guide for Understanding
and Implementing Defense Experimentation,” 2006).

Gamechanger studies. Studies conducted every two years by the Defense

Intelligence Agency with military implications provided by the Joint Staff J-7
and support from the Joint Staff J-2, resulting in a written report. The
purpose is to develop self-contained scenarios and technological developments
that present unique challenges to defense planning, strategy and force
development and design. The objective of Gamechanger Studies is to present
assessments that explore the possible edge of scenarios and technologies in an
effort to mitigate their surprise and determine their potential implications to
support defense planning and acquisition.

Global Integration Campaign of Learning. A Chairman Exercise Program that

consists of a series of senior leader seminars designed to address reoccurring
challenges identified during previous Globally Integrated Exercises as part of
the joint force training activities for Globally Integrated Operations. The focus
of the GICoL is to expand senior leader decision space in a complex
environment and improve on deficient Globally Integrated Operations processes
during global security crises.

Globally Integrated Exercise. A Globally Integrated Exercise is an exercise

designed to improve the readiness of joint force leaders to conduct global
integration and provide military advice to and decision space for the Secretary
of Defense and President early in an emerging crisis with one or more major
adversaries.

Globally Integrated War Game. A Chairman of the Joint Chiefs of Staff-directed

series of annual games designed to inform joint force development and design.
A Globally Integrated War Game examines the Joint Warfighting Concept and
future concepts.

Global integration. Global integration is the arrangement of cohesive military

actions in time, space, and purpose, executed, as a whole, to address
transregional, all-domain, and multi-functional challenges.

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Interoperability. The ability to act together coherently, effectively, and

efficiently to achieve tactical, operational, and strategic objectives (JP 3-0).

Joint Experimentation Forum. An annual forum led by Joint Staff J-7 that
informs, synchronizes, and supports joint experimentation prioritized efforts.

Joint Experimentation Network. DoD system of record for managing joint

experimentation knowledge and data and is the backbone for building the joint
experimentation community of interest. It provides an enduring, integrated
digital capability to manage, share, aggregate, analyze, exploit, and present
data and knowledge in support of strategic guidance and direction and the
Joint Force Development and Design campaign of learning.

Joint concept-driven, threat-informed capability development. The approach

for developing a globally integrated, partnered joint force that is designed and
able to out-think, out-maneuver, and out-fight any adversary under conditions
of disruptive change. It drives resource decisions to achieve Globally Integrated
Operations today and into the future. It identifies ways in which the joint force
should adapt current ways and means to meet near-term requirements.
Simultaneously, it develops innovative ways to change organizations,
operational approaches, and capabilities to operate in fundamentally different
and disruptive ways.

Joint Force Development and Design. The iterative and continuous process of
improving the effectiveness of the current and future joint force through
concept development, assessment, capability development, and joint force
proficiency. Joint Force Development and Design assesses the joint force
strategic capabilities in comparison with our enemies and adversaries,
measures our current capabilities against assumed strategic risk, and provides
technological and operational solutions to bridge those gaps and sustain
competitive advantage across two overlapping time horizons: 3–7 years for
intermediate-term gaps (force development), and 5–15 years for long-term
capability gaps (force design).

Joint Operating Environment. The Joint Operating Environment establishes a

baseline understanding of the future operating environment to set conditions
for effective joint concept-driven, threat-informed capability development for
the Department of Defense. It provides a perspective on future trends,
contexts, and implications for future joint force commanders, other leaders,
and professionals in the national defense field.

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Joint Professional Military Education. A subset of professional military

education that reflects a concentration on joint matters, frequently offered in
tandem with the delivery of Service-focused professional military education.
“Consists of the rigorous and thorough instruction and examination of officers
of the armed forces in an environment designed to promote a theoretical and
practical in-depth understanding of joint matters and, specifically, of the
subject matter covered (reference bb).”

Joint Wargaming and Experimentation Synthetic Environment Infrastructure.

The Joint Wargaming and Experimentation Synthetic Environment comprises
enterprise Live-Virtual-Constructive Modelling and Simulation and Analysis
and Gaming Tools that specifically support wargaming, experimentation,
analysis, and gaming functionality.

Large Scale Global Exercise. A Joint Exercise Program event designed to train
and access the joint force for future conflict.

Multinational Capability Development Campaign. A Joint Staff J-7–led

program consisting of 25 multinational allies and partners focused on
developing non-materiel solutions with the aim of improving interoperability in
Joint, multinational and coalition operations to meet the present and future
need of the joint force and mission partners.

Strategic Capabilities Development Guidance. Specific written products that

complement JROCMs and guide services, through the Functional Control
Boards, to develop certain capabilities to support joint warfighting
requirements.

Special Areas of Emphasis. Topics approved by the Chairman of the Joint

Chiefs of Staff based on an independent stakeholder review to ensure Joint
Professional Military Education curricula relevance and currency (references o
and q).

Warfighting Lab Incentive Fund. The Warfighting Lab Incentive Fund supports,
via a cross-enterprise governance structure, the development and refinement of
new Service and Joint concepts of operation via field experiments and
demonstrations that take concepts from paper to real world execution.
(DepSecDef memo, “Warfighting Lab Incentive Fund and Governance
Structure,” 6 May 2016).

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