217:(CONOPS), which describe how a specified course of action is to be executed. The ability to execute the specified course of action depends on many factors and the relationship between those factors. Capabilities can be described as one or more sequences of activities, referred to as operational threads. The threads are composed of a set of activities that can be grouped to form the basis for a mission area architecture. The architecture then provides the structure for defining and understanding the many factors that impact the capability. The figure illustrates this sequence of relationships.
206:
1370:
22:
225:
capability as an integrated system. An MCP is defined as "a task-oriented bundle of CONOPS, processes, and organization structures supported by networks, sensors, weapons, and systems, as well as personnel training and support services to sustain a core naval capability." The MCP and associated analysis then provide the basis for acquisition decisions.
237:
Well executed capability management therefore clearly informs strategic and operational decisions, and aids in the development of diverse but well-considered strategic and operational options, so they are readily available off-the-shelf. This should also endow significant agility to an enterprise,
224:
has also endorsed using architectures to understand and analyze capabilities and their associated requirements. The Navy performs this architecture analysis based on the concept of
Mission Capability Package (MCP). The intent is to consider all of the factors that contribute to the desired mission
172:
Enterprises consist of a portfolio of capabilities that are used in various combinations to achieve outcomes. Within that portfolio, a capability will be transient unless managed and maintained over time. Therefore, a typical capability lifecycle spans needs, requirements, acquisition, in-service
233:
Due to the complexities of system-of-systems integration, interoperability, and the dynamic nature of operations, capability management is greatly assisted by modelling and simulating realistic strategic scenarios and contexts, in order to inform business cases and decision-making. Through those
176:
While a highly developed management discipline within several national military organisations, the concepts, principles and practices of capability management are readily adaptable and effective for application in the strategy and operations of many other enterprises.
460:
These
Fundamental Inputs to Capability must be integrated and managed within a defined or constraining financial envelope in order to realise and sustain a capability: a deficiency in any one adversely impacts the whole.
200:
Capability definitions should be general and not influence a decision in favor of a particular means of implementation. The definition should be specific enough to evaluate alternative approaches to implement the
413:
is used to remember these. Though not a
Defence Line of Development in itself, the unifying theme of 'interoperability' is considered to ensure a holistic approach to capability integration.
129:, with the sustainable use of current capabilities, and the development of future capabilities, to meet the sometimes competing strategic and current operational objectives of an
1215:
294:
and
Zachman's Framework for Enterprise Architecture. In other words, capability is typically managed and assessed with regard to several dimensions or integrative elements.
137:
Assists organizations to better understand, and effectively integrate the total enterprise ability or capacity to achieve strategic and current operational objectives; and
140:
Develops and provides solutions that focus on the management of the interlinking functions and activities in the enterprise's strategic and current operational contexts.
197:
Capability definitions must contain the required attributes with appropriate measures of effectiveness (e.g.: time, distance, effect and obstacles to overcome).
540:
144:
In military contexts, capabilities may also be analysed in terms of Force
Structure and the Preparedness of elements or groupings within that Force Structure.
186:
151:
In both the military and commercial contexts, net-centric operations and related concepts are playing an increasingly important role in leading and driving
416:
The UK Ministry of
Defence cites Interoperability as an overarching theme that must be considered when any Defence Line of Development is being addressed.
520:
159:, both technical and organisational/social, is a critical determinant of the net-centric capability that is able to be realised and employed.
278:
The interlinking functions and activities of the enterprise may be defined under several best-practice paradigms or frameworks, such as the
283:
90:
62:
32:
234:
considerations and practices, the enterprise and its performance can be continuously assessed and projected into the future.
291:
190:
69:
574:
1251:
1352:
76:
1266:
1256:
995:
975:
485:
906:
839:
480:
428:
also analyses its capabilities in similar dimensions - the so-called
Fundamental Inputs to Capability. These are:
58:
425:
1230:
844:
47:
649:
599:
546:
1394:
1235:
1098:
732:
1225:
980:
1093:
985:
717:
475:
517:
155:, and contemporary capability management needs to have close regard of those factors. The level of
1347:
1103:
567:
83:
1282:
1128:
1088:
926:
790:
654:
627:
617:
152:
352:
The UK Ministry of
Defence uses a similar breakdown of Defence Lines of Development as follows:
1374:
1317:
1312:
1297:
1133:
1083:
990:
911:
737:
622:
43:
1337:
1302:
1123:
1020:
921:
874:
835:
727:
664:
659:
644:
632:
594:
490:
214:
205:
1332:
1307:
1292:
1199:
1078:
1010:
1000:
830:
722:
692:
8:
1194:
967:
947:
763:
560:
470:
251:
1357:
1143:
1045:
884:
849:
797:
785:
768:
747:
707:
327:
322:
279:
221:
119:
1369:
1327:
1261:
1055:
1050:
1015:
957:
952:
931:
879:
773:
712:
193:
3170.01, states that definitions of identified capabilities must satisfy two rules:
39:
1108:
866:
856:
778:
639:
341:
156:
1220:
1161:
1118:
1113:
1025:
1005:
822:
742:
524:
302:
The US military analyses its capabilities in the dimensions of "DOTMLPF", being:
1322:
1388:
1342:
1287:
1189:
1138:
125:
Capability management aims to balance economy in meeting current operational
340:
has extended the seven capability dimensions by the cross-cutting aspect of
145:
126:
1166:
1171:
583:
115:
1073:
916:
21:
407:
317:
306:
130:
148:
in turn may be analysed in terms of
Readiness and Sustainability.
336:
Interoperability concerns all capability dimensions, therefore
1216:
Association of
Technology, Management, and Applied Engineering
238:
providing enhanced "contingency capital" and risk mitigation.
552:
287:
257:
Context or scenario-based capability modelling and simulation
337:
180:
248:
Capability conceptualization, definition and development
118:
function, with particular application in the context of
228:
187:
Joint Capabilities Integration and Development System
245:
Strategic and operational appreciations and analyses
419:
273:
1386:
133:. Accordingly, effective capability management:
347:
269:Capability assurance and performance management
162:
568:
263:Capital project business cases and management
284:Department of Defense Architecture Framework
241:Capability management therefore centers on:
48:introducing citations to additional sources
575:
561:
547:Defence Capability Development Manual 2021
288:Ministry of Defence Architecture Framework
209:Capabilities described with architectures.
541:Through Life Capability Management (TLCM)
512:
510:
508:
506:
204:
181:Defining capabilities in the US military
38:Relevant discussion may be found on the
1387:
503:
556:
292:The Open Group Architecture Framework
266:Decision making and decision support
229:Capability management considerations
15:
1252:Bachelor of Business Administration
13:
1353:Organizational behavior management
543:UK Ministry of Defence Acquisition
344:and uses the acronym "DOTMLPF-I".
213:Capabilities are organized around
173:and obsolescence/disposal phases.
14:
1406:
1267:Doctor of Business Administration
1257:Master of Business Administration
534:
486:Capability management in business
1368:
481:Capability (systems engineering)
420:Fundamental Inputs to Capability
274:Capability management frameworks
31:relies largely or entirely on a
20:
549:Australian Defence Organisation
426:Australian Defence Organisation
1231:Chartered Management Institute
582:
516:Department of Defense (2003).
1:
496:
167:
600:Index of management articles
348:Defence Lines of Development
163:Capability management topics
7:
1236:Critical management studies
1099:Full range leadership model
464:
10:
1411:
1226:Certified Business Manager
297:
1366:
1275:
1244:
1208:
1180:
1152:
1094:Evidence-based management
1064:
1038:
966:
940:
897:
865:
821:
810:
756:
691:
684:
673:
608:
590:
476:Capability-based security
1348:Organization development
1104:Management by objectives
1129:Social entrepreneurship
1089:Earned value management
153:business transformation
59:"Capability management"
1375:Systems science portal
1318:Management development
1313:Management cybernetics
1298:Executive compensation
1134:Sustainable management
996:Information technology
976:Environmental resource
432:Command and Management
215:concepts of operations
210:
1338:Managerial psychology
1303:Management consulting
1124:Scientific management
907:Customer relationship
595:Outline of management
491:Outline of management
208:
112:Capability management
1333:Managerial economics
1293:Corporate governance
1200:Oliver E. Williamson
1079:Collaborative method
44:improve this article
1195:Eliyahu M. Goldratt
471:Capability approach
453:Collective Training
252:Operations research
1395:Management by type
1358:Pointy-haired Boss
1308:Management control
1144:Virtual management
523:2007-09-27 at the
518:DoDAF 1.0 Deskbook
323:Leader development
280:Balanced Scorecard
260:Capability costing
211:
1382:
1381:
1328:Management system
1262:PhD in management
1034:
1033:
893:
892:
806:
805:
774:Product lifecycle
109:
108:
94:
1402:
1372:
1109:Management style
819:
818:
689:
688:
682:
681:
577:
570:
563:
554:
553:
528:
514:
342:Interoperability
157:interoperability
114:is a high-level
104:
101:
95:
93:
52:
24:
16:
1410:
1409:
1405:
1404:
1403:
1401:
1400:
1399:
1385:
1384:
1383:
1378:
1362:
1271:
1240:
1221:Business school
1204:
1182:
1176:
1162:Decision-making
1154:
1148:
1119:Micromanagement
1114:Macromanagement
1066:
1060:
1030:
986:Human resources
981:Field inventory
962:
936:
899:
889:
861:
814:
812:
802:
752:
695:
677:
675:
669:
611:of organization
610:
604:
586:
581:
537:
532:
531:
525:Wayback Machine
515:
504:
499:
467:
422:
350:
300:
276:
231:
183:
170:
165:
105:
99:
96:
53:
51:
37:
25:
12:
11:
5:
1408:
1398:
1397:
1380:
1379:
1367:
1364:
1363:
1361:
1360:
1355:
1350:
1345:
1340:
1335:
1330:
1325:
1323:Management fad
1320:
1315:
1310:
1305:
1300:
1295:
1290:
1285:
1283:Administration
1279:
1277:
1273:
1272:
1270:
1269:
1264:
1259:
1254:
1248:
1246:
1242:
1241:
1239:
1238:
1233:
1228:
1223:
1218:
1212:
1210:
1206:
1205:
1203:
1202:
1197:
1192:
1186:
1184:
1178:
1177:
1175:
1174:
1169:
1164:
1158:
1156:
1150:
1149:
1147:
1146:
1141:
1136:
1131:
1126:
1121:
1116:
1111:
1106:
1101:
1096:
1091:
1086:
1081:
1076:
1070:
1068:
1062:
1061:
1059:
1058:
1053:
1048:
1042:
1040:
1036:
1035:
1032:
1031:
1029:
1028:
1023:
1018:
1013:
1008:
1003:
998:
993:
988:
983:
978:
972:
970:
964:
963:
961:
960:
955:
950:
944:
942:
938:
937:
935:
934:
929:
924:
919:
914:
909:
903:
901:
895:
894:
891:
890:
888:
887:
882:
877:
871:
869:
863:
862:
860:
859:
854:
853:
852:
847:
833:
827:
825:
816:
811:On activity or
808:
807:
804:
803:
801:
800:
795:
794:
793:
783:
782:
781:
776:
766:
760:
758:
754:
753:
751:
750:
745:
740:
735:
730:
725:
720:
715:
710:
705:
699:
697:
686:
679:
671:
670:
668:
667:
662:
657:
652:
647:
642:
637:
636:
635:
625:
620:
614:
612:
606:
605:
603:
602:
597:
591:
588:
587:
580:
579:
572:
565:
557:
551:
550:
544:
536:
535:External links
533:
530:
529:
501:
500:
498:
495:
494:
493:
488:
483:
478:
473:
466:
463:
458:
457:
454:
451:
448:
445:
442:
439:
436:
433:
421:
418:
404:
403:
397:
391:
385:
378:
372:
366:
360:
349:
346:
334:
333:
330:
325:
320:
315:
312:
309:
299:
296:
275:
272:
271:
270:
267:
264:
261:
258:
255:
249:
246:
230:
227:
203:
202:
198:
182:
179:
169:
166:
164:
161:
142:
141:
138:
107:
106:
42:. Please help
28:
26:
19:
9:
6:
4:
3:
2:
1407:
1396:
1393:
1392:
1390:
1377:
1376:
1371:
1365:
1359:
1356:
1354:
1351:
1349:
1346:
1344:
1343:Managerialism
1341:
1339:
1336:
1334:
1331:
1329:
1326:
1324:
1321:
1319:
1316:
1314:
1311:
1309:
1306:
1304:
1301:
1299:
1296:
1294:
1291:
1289:
1288:Collaboration
1286:
1284:
1281:
1280:
1278:
1274:
1268:
1265:
1263:
1260:
1258:
1255:
1253:
1250:
1249:
1247:
1243:
1237:
1234:
1232:
1229:
1227:
1224:
1222:
1219:
1217:
1214:
1213:
1211:
1207:
1201:
1198:
1196:
1193:
1191:
1190:Peter Drucker
1188:
1187:
1185:
1179:
1173:
1170:
1168:
1165:
1163:
1160:
1159:
1157:
1151:
1145:
1142:
1140:
1139:Team building
1137:
1135:
1132:
1130:
1127:
1125:
1122:
1120:
1117:
1115:
1112:
1110:
1107:
1105:
1102:
1100:
1097:
1095:
1092:
1090:
1087:
1085:
1082:
1080:
1077:
1075:
1072:
1071:
1069:
1063:
1057:
1054:
1052:
1049:
1047:
1044:
1043:
1041:
1037:
1027:
1024:
1022:
1019:
1017:
1014:
1012:
1009:
1007:
1004:
1002:
999:
997:
994:
992:
989:
987:
984:
982:
979:
977:
974:
973:
971:
969:
965:
959:
956:
954:
951:
949:
946:
945:
943:
939:
933:
930:
928:
925:
923:
920:
918:
915:
913:
910:
908:
905:
904:
902:
896:
886:
883:
881:
878:
876:
873:
872:
870:
868:
864:
858:
855:
851:
848:
846:
843:
842:
841:
837:
834:
832:
829:
828:
826:
824:
820:
817:
809:
799:
796:
792:
789:
788:
787:
784:
780:
777:
775:
772:
771:
770:
767:
765:
762:
761:
759:
755:
749:
746:
744:
741:
739:
736:
734:
731:
729:
726:
724:
721:
719:
718:Communication
716:
714:
711:
709:
706:
704:
701:
700:
698:
694:
690:
687:
683:
680:
672:
666:
663:
661:
658:
656:
653:
651:
648:
646:
643:
641:
638:
634:
631:
630:
629:
626:
624:
621:
619:
616:
615:
613:
607:
601:
598:
596:
593:
592:
589:
585:
578:
573:
571:
566:
564:
559:
558:
555:
548:
545:
542:
539:
538:
526:
522:
519:
513:
511:
509:
507:
502:
492:
489:
487:
484:
482:
479:
477:
474:
472:
469:
468:
462:
455:
452:
449:
446:
443:
440:
438:Major Systems
437:
434:
431:
430:
429:
427:
417:
414:
412:
409:
401:
398:
396:nfrastructure
395:
392:
389:
386:
383:
380:Concepts and
379:
376:
373:
370:
367:
364:
361:
358:
355:
354:
353:
345:
343:
339:
331:
329:
326:
324:
321:
319:
316:
313:
311:Organizations
310:
308:
305:
304:
303:
295:
293:
289:
285:
281:
268:
265:
262:
259:
256:
253:
250:
247:
244:
243:
242:
239:
235:
226:
223:
218:
216:
207:
199:
196:
195:
194:
192:
188:
178:
174:
160:
158:
154:
149:
147:
139:
136:
135:
134:
132:
128:
123:
121:
117:
113:
103:
92:
89:
85:
82:
78:
75:
71:
68:
64:
61: –
60:
56:
55:Find sources:
49:
45:
41:
35:
34:
33:single source
29:This article
27:
23:
18:
17:
1373:
927:Supply chain
900:relationship
898:On aspect or
791:Construction
757:On component
702:
678:organization
650:Intelligence
527:15 Aug 2003.
459:
435:Organisation
423:
415:
410:
405:
399:
393:
387:
381:
374:
368:
362:
356:
351:
335:
301:
282:, or the US
277:
254:and analysis
240:
236:
232:
219:
212:
184:
175:
171:
150:
146:Preparedness
143:
127:requirements
124:
111:
110:
97:
87:
80:
73:
66:
54:
30:
1167:Forecasting
1084:Distributed
991:Information
968:On resource
912:Engineering
738:Performance
696:(top-level)
623:Association
411:"Tepid oil"
390:rganisation
201:capability.
1172:Leadership
1155:activities
1067:approaches
1021:Technology
941:On problem
922:Perception
875:Accounting
840:production
836:Operations
813:department
728:Innovation
703:Capability
665:Reputation
645:Healthcare
633:Restaurant
584:Management
497:References
450:Facilities
377:nformation
332:Facilities
168:Capability
131:enterprise
116:management
70:newspapers
1209:Education
1181:Pioneers,
1074:Adhocracy
1039:Positions
1011:Materials
1001:Knowledge
917:Logistics
831:Marketing
723:Financial
693:Strategic
676:within an
674:By focus,
441:Personnel
328:Personnel
40:talk page
1389:Category
1183:scholars
1065:Methods,
948:Conflict
764:Facility
685:On scope
655:Military
628:Business
618:Academic
521:Archived
465:See also
456:Industry
444:Supplies
408:mnemonic
402:ogistics
371:ersonnel
365:quipment
318:Materiel
314:Training
307:Doctrine
189:Manual,
100:May 2024
1245:Degrees
1153:Skills,
1046:Interim
885:Records
850:Quality
845:Process
815:managed
798:Program
786:Project
769:Product
748:Systems
708:Capital
609:By type
447:Support
384:octrine
359:raining
298:DOTMLPF
120:defense
84:scholar
1056:Senior
1051:Middle
1016:Skills
958:Stress
953:Crisis
932:Talent
880:Office
713:Change
660:Public
286:, The
86:
79:
72:
65:
57:
1276:Other
867:Staff
857:Sales
779:Brand
733:Legal
640:Court
191:CJCSM
91:JSTOR
77:books
1026:Time
1006:Land
823:Line
743:Risk
424:The
406:The
338:NATO
222:Navy
220:The
185:The
63:news
46:by
1391::
505:^
290:,
122:.
838:/
576:e
569:t
562:v
400:L
394:I
388:O
382:D
375:I
369:P
363:E
357:T
102:)
98:(
88:·
81:·
74:·
67:·
50:.
36:.
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.
