Current operations indicate that improvements are warranted within
our Battle Command (BC) planning method to support complex and
ill-structured problems. Several modified approaches have been
reviewed and synthesized into a general theoretical method
currently addressed as Design. A practice of Design is necessary to
facilitate the employment of Design theories. Design analysis so
far has focused more upon the theory and less upon the actual
practices of Design. Guidelines for conducting Design within Army
forces do not exist within doctrine or SOP. There are no
descriptive guidelines for the organization (team size, roles, and
responsibilities), management (time, workflow, artifacts), or
support environment (infrastructure and tools) of the design team.
The Design practices identified within this paper address some of
these gaps and can provide a baseline for additional guidelines or
for tailoring by an operational force Design Team. This paper
provides recommendations on the practice of Design. It provides
these recommendations as a contribution to the evolution of the US
Army Battle Command methodologies in tactical and operational
decision-making. The paper strives to identify techniques and tools
that may enable an Operational Planning Team to conduct Design
activities more efficiently and effectively. These recommendations
can then serve the Operational Design community of practice as
guidelines on how to apply Design theories and concepts within
operational forces. This paper is a product of synthesizing applied
research. Applied research of Design practices identifies a
baseline size and composition of a design group, appropriate venues
and instruments, and considerations for modification. The Design
practices identified within this paper should be understood as a
baseline that can be tailored by an operational force Design Team.
A methodology is a reasoned approach to a type of work.
Methodologies are organized to guide cooperative human activities
in order to improve their performance by measures of effectiveness
or efficiency. Methodologies may vary in purpose, scope, formality,
structure, flexibility, situational suitability, and level of
documentation. The structural elements of a robust methodology are
likely to include applicable or associated theory,
principles/tenets, workflows, tasks, techniques, artifacts, roles,
guidelines, best practices, patterns/anti-patterns, templates,
examples, tools, environmental support, configuration and change
management, quality controls, and associated project management
techniques. A methodology lies roughly in the middle of a cognitive
continuum of organized activity abstraction. It may be useful to
place a methodology in the context of a hierarchy. In such a view,
a methodology will lack the precision of technique but will be a
firmer guide to action than a philosophy.
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