PRESEARCH INC ARLINGTON VA STUDY OF ARMY … · study of army manpower requirements, determination proceitjre s, - tc(ui ... report documentation page nr

AD-AI08 313 PRESEARCH INC ARLINGTON VA F/6 5/1STUDY OF ARMY MANPOWER REQUIREMENTS, DETERMINATION PROCEItJRE S, - TC(UISEP 81 6 N SMITH, R V HARTY, A C FRANK mOA38-C-0726

UNCLASSIFIED PI-TR-492-VOL-2 M

OF

*4D A

108313

LEVEL iPRESEARCH INCORPORATED

Preliminary Draft

Technical Report No. 492

STUDY OF ARMY MANPOWER REQUIREMENTS,DETERMINATION PROCEDURES,

AND ORGANIZATION I

Volume II; Appendixes

by

G. H. Smith, R. W. Hartt, W. C. Frank,H. S. Gillogly, R. D. Collins, and

D. W. Chamberland

7 July 1981

Prepared forHeadquarters, Department of the Army

Deputy Chief of Staff for Personnel (DAPE-MBU)• Under

Contract No. MDA 903-80-C-0726(Expiration date: 30 June 1981).4

2361 South Jefferson Davis HighwayArlington, Virgnia 22202

81 1.2 0817S

11NCLASS I I- Ii)

SECURITY CL AS'AFICA1ON OF THIjS PAGf 'Wh-n fol a-d)

REPORT DOCUMENTATION PAGE NR<2- IITRUCTIONS____________________________________________________ -IEH)RE (C )MILETING FORM

1. REPOR~T NUMBER Z.(,QVT ACCESSION NO. J. HE CIPFfNT'S C ATAi IA NUMBtER

TECHNICAL, REPORT1 #492) 4oI 'i h 4 0~ 1) 3' 3 !4. TITLE (and bubtitir) S. TYPE OF REPORT & PERIOD COVERED

Study of the Army Manpower RLquirQcen FINAL 23 Sept 80-23 Sept 81Determina tion IProcedurtis and Organ iza t lolls _________________________

6. PERFORMING ORG. REPORT NUMBER

7. AuTHOR(s) 8. CONTRACT OR GRANT NUMBER(S)

Presearch, Ic D-0-0C02

9. PERFORMING ORGANIZATION NAME AND ADDRESS 10. PROGRAM ELEMENT. PROJECT, TASK

PreserchInc.AREA & WORK UNIT NUMBERS

2361 S. Jefferson Davis HwyArlington,_VA__22202 ______________

11. CONTROLLING OFFICE NAME AND ADDRESS 12. REPORT DATE

DCS Personnel/1 2Set1DAPE-MBU13NUBROPAERm 2B3673 Pentagon_______________

14. MONITORING AGENCY NAME & ADORESS(Il diff erent from, Controlling Office) 15. SECURITY CLASS. (of this report)

N/A UNCLASSIFILED

15a. DECL ASSI FICATION/ DOWN GRADIN G

16. DISTRIBUTION STATEMENT (of this Report) SHDL

Approved for Public ReleaseDistrubution unlimited

17. DISTRIBUTION STATEMENT (of the obetract entered In Block 20, It different from Report)

N/A

19. SUPPLEMENTARY NOTES

N/A

19. KEY WORDS (Continue on reverse side it necessary and Identify by block number)

(U) Evaluation (U) Manpower (U) Determination (U) Requirements (U) Standards

20. ATRACT (Catkue m poeaee aide Hf ,ecery and Idett by block nuotber)

Development of the Optimum organization and procedures for establishing a work-load based manpower standards driven Requirements Determination program.4

DD "JAN7 1473 EDIT110WOF I OV 6SIS OOLETE UNCLASSIFIED (SECURITY CLASSIFICATION OF THIS PAGE (Whemn Date gntered)

PRESEARCH INCORPORATED

APPENDIX A

DESCRIPTIONS OF PROGRAM FUNCTIONS

A.1 Each of the proposed program functions, as currently con-

ceived, is described in this appendix. The manpower require-

ments determination program, using workload based staffing stan-

dards, includes the following major functions: provide program

management; prescribe standards development methodology; enforce

standards development methodology and policies; develop stan-

dards; publish standards; and determine requirements. This

appendix provides detailed descriptions for each of these func-

tions.

DTIC TAd

7....

LIE

299


PROVIDE PROGRAM MANAGEMENT

The program management functions include the following:

" Establishing policies for a requirements program

in the Army to include the role of staffing stan-

dards and how they interface with other standards

used within the Army.

" Responsibility for the directive that is the basic

authority for staffing standards and sets forth

the scope and policies under which they will be

developed.

" Determining any overall exclusions to standards

coverage when analysis indicates that it would

be neither feasible nor cost effective to develop

staffing standards.

" Determining which functions should receive priority

t.n the standards development sequence and issuing

schedul.es or guidance as appropriate.

* Directing standards development activities to

provide milestone charts for completion of each

phase of a standards study and monitoring progress

toward meeting this timetable.e Establishing standards coverage goals for TDA

authorizations and monitoring progress toward

these goals.

300

.. *,


* Coordinating and interfacing staffing standardswith other standards efforts within DA.

* Monitoring career fields used in the requirements

program and recommending changes that would improve

the overall program.

e Monitoring Army resources (both current and pro-

grammed) dedicated to the requirements programto assure that capability exists and is programmed

to meet established goals and Army-wide needs.

* Presenting overall Army manpower requirements

process for presentation to OSD, OMB, and Congress

in the annual Manpower Requirements Report.

* Developing and coordinating overall training re-

quirements for new personnel entering the program

and upgrade training for personnel in the program.

* Establishing overall ADP requirements for the

program and justifying these needs in the budget.

e Monitoring overall budget allocations for the

program to ensure that required staffing is being

provided. If not, revising goals and schedules

accordingly.

* Coordinating program effort with Commercial/Indus-

trial Type Activities (CITA) to ensure that require-

ments program provides needed support to the LITA

effort in determining in-service manpower esti-

mates.

* Approving standards studies that meet all quality

control criteria prior to the standard being pub-I lished.i

301

_ - --


Coordinating training course curricula to updatecurrently assigned technicians and recommending

training course curricula for personnel entering

the program.

I0

302


PRESCRIBE STANDARDS DEVELOPMENT METHODOLOGY

The standards development functions include the following:

* Responsibility for standards development method-

ology and detailed procedures to be used in pre-

paring the study to support each standard. Docu-

menting these procedures so that all standards

development activities will have clear and concise

instructions for a uniform standards development

effort.

* Monitoring management engineering developments

outside the Army and recommending new equipment

and/or ADP capabilities to expedite standards

development or to produce standards at a lower

labor cost.

e Coordinating with Adjutant General on forms used

in the development of standards and ensuring that

stocks are adequate to meet anticipated usage.

* Developing and prescribing parameters that must

be met to qualify statistics and data for various

types of standards.

e Prescribing formats to be used in the documenta-

tion of the various phases of standards develop-

ment.

@ Prescribing which documents and/or at which points

* in the develpoment process quality control will

be performed.

303IW6I:I. - -a- ?A


* Coordinating equipment allowances for all activi-

ties developing staffing standards.

* Responsibility for ADP support for data collection

and computations.

304

16 PIP


ENFORCE STANDARDS DEVELOPMENT METHODOLOGY AND POLICIES

The function to enforce standards development methodology and

policies includes the following:

e Reviewing measurement plans for substance and

proper format. The more significant areas con-

sidered in these reviews nclude the following:

- Adequacy of work center description(s).

- Appropriateness of the workload to be collected

and propriety of the work count system.

- Effect of the recommended management improve-

ments on the measurement plan if they are imple-

mented.

- Representative coverage of the functional uni-

verse by the location selected for measurement.

- Format compliance and editorial content.

* Coordinating measurements with functional staff

and determining if any of the management improve-

ments should be directed for implementation.

* Reviewing completed stanaards studies. The more

significant areas examined in these reviews are

as follows:

- Sufficiency of data collected

- Adequacy of data analysis

305


Propriety of the computations in deriving the

staffing equation

Suitability of additives, exceptions, and devia-

tions (AEDs) to accommodate unique situations

Proper workload range depicted in the staffing

table and appropriateness of categories, MOS/

series, skills, and grades shown

Suitability and utility of program estimating

equations or factors


* Coordinating trial applications of standards after

studies are approved.

* Reviewing trial application results and determining

any adjustments that should be made to improve

the standards.

e Making on-site visits during the different phases

of standards development to assure that prescribed

procedures and techniques are being used.

e Recommending changes in parameters and techniques

where the same quality products can be achieved

with less labor cost.

e Determining extent of quality control to be exer-

cised by development activities so that unneces-

sary duplication of reviews is avoided.4 1

306

4


DEVELOP STANDARDS

Based on a directed schedule, a team of personnel with required

skills is designated to develop a standards study as a means

of presenting a proposed standard. The more significant actions

of this team in producing this standards study are outlined

below.

* Preparing a measurement plan as follows:

- Identifying work center(s) to be covered by

the standard

- Developing work center description(s)

- Identifying work units and potential workload

factors for each work center

- Prescribing the work measurement methods to

be used in collecting needed data

- Prescribing work count(s) to be used

- Identifying potential management improvements.

e Submitting measurement plan to appropriate quality

control office for review and approval.

.. *After approval of the measurement plan, collecting

the data according to the scheme set forth in

the plan. (This normally includes data from various

* locations that must be collected TDY or by tech-

nicians stationed at or near these locations.)

-307


Analyzing collected data to determine what is

compatible for use in producing a staffing equa-

tion that gives total manpower required for various

workload volumes.

eDetermining the civilian-military mix appropriate

for the function and military needs of the Army.

e Using this mix to build a table that depicts a

selected number of workloads and the military

and/or civilians needed for each by duty title,

MOS/series by grade (nominal grade for civilians),

and quantity. Also identifying any special adjust-

ments that must be made to the standard to accom-

modate for individual locations and/or conditions.

e Developing program estimating factors, if approp-

riate, to provide program oriented variables used

to forecast manpower needs for the next 5 fiscal

years in the functional area covered by the stan-

dard.

* After approval, transmitting the standard to all

users for a trial application (also called initial

application). Resolving any special situations

raised by the trial application. Advising DA

of any changes to the standards that are warranted.

* Updating standards as required based on changes

in methods, directives, equipment, etc.

308

N., L


PUBLISH STANDARDS

The function to publish standards includes the following:

* Establishing and maintaining a manual containing

all approved standards to include program estimating

equations and factors

9 Establishing and maintaining current distribution

lists

* Coordinating printing requirements and printing

schedules

* Formatting individual standards after their approval

for publication in the standards manual.

.309

309

-. -


DETERMINE REQUIREMENTS

The function to determine requirements includes the following:

e Analyzing and evaluating (both qualitatively and

quantitatively) requests submitted by operating

officials and subordinate organizations. After

verification of workload involved, validating

the request by applying standards if they are

available. If not, validating using other assess-

ment techniques.

* Developing manpower requirements for new equipment

and systems.

* Reviewing CITA proposals for validity of in-Service

manpower involved.

* Reviewing utilization of manpower in functional

areas for questionable allocations or utilization.

* Reviewing correspondence and proposed directives

for manpower implications.

* Reviewing host-tenant and other inter-Service

support agreements involving manpower for propriety

of numbers involved.

Responsibility for coordinating AMSCOs needed

for the functional identification to monitor utili-

zation of manpower and required in the development

of functional staffing standards.

310

44


. Monitoring productivity enhancement developments

and alerting appropriate offices in those instances

where an existing standard might be affected.

e Monitoring existence of contracts to avoid dupli-

cation by in-Service authorizations.

e Making trial application (initial application)

of each new standard and determining if special

allowances not provided by standard are needed

because of unique local situations.

o Monitoring projects designed to measure and im-

prove functional productivity trends as they affect

manpower utilization.

e Providing budget justification to support new

requirements generated by mission and/or workload

changes.

* Applying all approved standards at least annually

to provide a credibility statement of need to

Congress for each budget submission.

4

i !i

311


APPENDIX B

CRITERIA DEFINITIONS

Definitions by criteria category for the criteria in Table2.1 are given in this Appendix. Table B.1 contains clarifyingdefinitions for criteria relating to organizational level ofaccomplishment (Where). Definitions for criteria pertainingto the more specific responsibility designations are in TableB.2 (Who).

312

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322


APPENDIX C

PARTICIPANTS IN THE ARMY MANPOWER REQUIREMENTSDETERMINATION PROGRAM

This appendix lists all major Army commands and those agen-

cies that will participate in the manpower requirements determina-

tion program. Also included in this appendix are the acronyms

for each of the listed activities used in this report.

j

I t

II

323


PARTICIPANTS IN THE ARMY MANPOWER REQUIREMENTSDETERMINATION PROGRAM

Major Army Commands Acronym

US Army Forces Command FORSCOM

US Army, Europe USAREUR

US Army Material Development andReadiness Command

US Army Training and Doctrine Command TRADOC

US Army Health Services Command hSC

Eighth US Army EUSA

US Army Communications Command USACC

US Army Western Command WESTCOM

US Army Intelligence and Security INSCOMCommand

US Army Corps of Engineers USACE

Military Traffic Management Command MTMC

US Military District of Washington MDW

US Army, Japan USARJ

US Army Criminal Investigation Command USACIDC

Major Agencies*

Army National Guard ARNG

The Adjutant General Office TAGO

US Army Computer Systems Command USACSC

US Army Recruiting Command USAREC

United States Military Academy USMA

The Surgeon General TSG

US Army Military Personnel Center MILPERCEN

Military Enlisted Processing Command MEPCOM

US Army Troop Support Agency USATSA

US Army Finance and Accounting Center USAFAC

* * Those agencies and commands reporting to HQDA with more

than l,S00 authorized TDA population.

3.24


APPENDIX D

HQDA STAFF FUNCTION STATEMENTS

This appendix contains detailed function statements for

the DA staff (DSCPER) under the various alternative organization

structures.

I

- -*


91


To provide program management at the HQDA level, the staff will

do the following:

* Establish policies for a staffing standards pro-

gram in the Army.to include the role staffing

standards fulfill and how they interface with

other standards used within the Army.

e Develop and maintain the directive that is the

basic authority for staffing standards and set

forth the scope and policies under which they

will be developed.

* Determine any overall exclusions to standards

coverage when analysis indicates that it would

be neither feasible nor cost effective to develop

staffing standards.

* Determine which functions should receive priority

in the standards development sequence and issue

guidance as appropriate.

* Establish standards coverage goals for TDA authori-

zations and monitor progress toward these goals.* Coordinate and interface staffing standards with

other standards efforts within DA.

* Monitor career fields used in the requirementsSI program and recommend changes that would improvethe overall program.

326

4!

IPRESEARCH INCORPORATED

Monitor Army resources (both current and programmed)

dedicated to the staffing standards program to

assure that capability exists and is programmed

to meet established goals and Army-wide needs.

Present overall Army manpower requirements process

to OSD, OMB, and Congress in the annual Manpower

Requirements Report.

* Develop and coordinate overall training require-

ments for both upgrade training for personnel

in the program and new personnel entering the

program.

9 Establish overall ADP requirements for the program

and support these needs in the budget.

9 Monitor overall budget allocations for the program

to ensure that required staffing is being provided.

If not, revise goals accordingly.

* Coordinate program effort with commercial/indus-

trial type activities (CITA) review to ensure- I that staffing standards program provides needed

support to the CITA effort in determining in-serivce

manpower estimates.

e Approve standards studies that meet all quality*. control criteria prior to the standard being pub-

:* lished.

* Coordinate training course curricula to update

assigned technicians and recommand training course

curricula for personnel entering the program.

9 Be responsible for a manual containing all approved

standards to include program estimating equations

. Iand factors.

327


PRESCRIBE STANDARDS DEVELOPMENT METHODOLOGY "

To prescribe standards development methodology at the HQDA level,

the staff will do the following:

* Develop standards development methodology and

detailed procedures to be used in preparing the

study to support each standard. Document as neces-

sary to ensure that all standards development

activities will have clear and concise instruc-

tions for a credible standards development effort.

e Monitor management engineering developments out-

side the Army and recommend new equipment and

ADP capabilities to expedite standards development

or to produce standards at a lower labor cost.

* Coordinate with Adjutant General on forms used

in the development of standards and ensure that


e Develop and prescribe parameters that must be

met to qualify statistics and data for various

types of standards.

* Prescribe formats to be used in the documentation

of the various phases of standards development.

e Prescribe which documents and/or at which points

in the development process quality control will

be performed.

328

• . "-i. .. . .--


* Coordinate on equipment allowances for all activi-

ties developing staffing standards.

* Establish ADP requirements for data collection

and computations.

329



To enforce standards development methodology and policies at

the HQDA level, the staff will do the following:

e Review measurement plans for both substance and

proper format. The more significant areas con-

sidered in these reviews are as follows:

- Adequacy of work center description(s)


and propriety of the work count system



4 mented


verse by the locations selected for measurement


* Coordinate measurement plans with functional staff

and determine if any of the suggested management

4improvements should be directed for implementa-

tion.

Review completed standards studies. The more

significant areas examined in these reviews are

as follows:



330

.V



staffing equation

Suitability of additives, exceptions, and devia-






equations of factors

Format compliance and editorial content.

* Coordinate trial applications of standards after


* Review trial application results and determine

any adjustements that should be made to improve

the standard.

* Make on-site visits during the different phases



e Recommend changes in parameters and techniques

where the same quality products can be achieved

with less labor cost.

331


PUBLISH STANDARDS

HQDA STAFF

Publication of standards by HQDA staff is only requiredunder alternative 2. Under this alternative, publication ofstandards has been combined with the "provide program management"

functions at the HQDA staff level.

332

_A._ "___ __-___



To determine requirements at the HQDA level, the staff will

do the following:

e Analyze and evaluate (both qualitatively and quan-

titatively) requests submitted by subordinate

organizations after continuation of workload in-

volved.

e Develop manpower requirements for new equipment

and systems.

9 Review MACOM CITA budget proposals for proper

in-Service manpower deletions.

* Review utilization of manpower in functional areas

for questionable allocations or utilization.

* Review correspondence and proposed directives

for manpower implications.

* Review host-tenant and other inter-Service support

agreements involving manpower for propriety of

numbers.

e Coordinate AMSCOs needed for functional identifi-

cation to monitor utilization of manpower as re-

quired in the development of functional staffing

standards.

333333


APPENDIX E

FOA FUNCTION STATEMENTS AND MISSION DIRECTIVE

This appendix contains the FOA detailed function state-

ments for the manpower requirements determination program (MRDP)

under alternatives 1 and 3. This appendix also contains a draft

mission directive for an FOA that would have the responsibility

for developing staffing standards under the Army's MRDP.

,p 4

I33

354 *



To provide program management at the FOA level (not required

under alternative 2), the staff will do the following:

* Recommend policies to update the staffing stan-

dards program.

e Recommend changes to the directive that is the

basic authority for staffing standards and set

forth the scope and policies under which they

will be developed.

e Recommend any overall exclusions to common stan-

dards coverage when analysis indicates that it

would be neither feasible nor cost effective to

develop such staffing standards.

e Recommend to DA which functions should receive

priority in the standards development sequence.

* Prepare milestone charts for completion of each

phase of FOA standards studies and monitor progress

toward meeting these timetables.

9 Recommend standards coverage goals for TDA authori-

zations Army-wide.

e Draft common staffing standards schedules for

approval and transmission to organizations with

a staffing standards program below DA level.

335 1


* Recommend career field changes that would improve

the overall program.

* Recommand training requirements for new personnel

entering the program and upgrade training for

personnel in the program.

Draft statements of ADP requirements for the pro-

gram.

Monitor overall budget allocations for the program

to ensure that required staffing is being provided.

If not, recommend to DA staff revised goals and

schedules.

a Recommend Army-common standards schedules that

are consistent with commercial/industrial type

activities tCITA) review schedules to ensure that

MRDP provides needed support to the CITA effort.

* Recommend to DA training course curricula to up-

date currently assigned technicians and recommend

training course curricula for personnel entering

the program.

336

'4


PRESCRIBE STANDARDS DEVELOPMENT METHODOLOGY

To prescribe standards development methodology at the FOA level

(not required under alternative 2), the staff will do the fol-

lowing:

* Draft standards development methodology and recom-

mend changes in detailed procedures to be used

in preparing studies to support proposed standards.

e Recommend new equipment and/or ADP capabilities

to expedite standards development or to produce

standards at a lower labor cost.

o Coordinate with Adjutant General on forms usea

in the development of standards and ensure that


o Propose any changes in parameters that must be

met to qualify statistics and data for various

types of standards.

o Suggest changes in formats that will improve

presentation of the various phases of standards

development.o Suggest any changes to improve quality control

of the development process.

o Suggest changes in equipment for development activi-

ties that will facilitate standards studies.

o Recommend changes in ADP requirements to improve/

expedite data collection and computations.

337

aA_1bk



Enforce standards development methodology and policies at the

FOA level (not required under alternative 2), the staff will

do the following:

9 Review FOA prepared measurement plans for both

substance and proper format. The more significant

areas considered in these reviews are as follows:



and propriety of the work count system



mented


verse by the locations selected for measurement


0 Coordinate FOA measurement plans with DA staff

as appropriate.

* Review completed FOA standards studies. The more

significant areas examined in these reivews are

as follows:



338


.1

- Propriety of the computations in deriving the

staffing equation

- Suitability of additives, exceptions, and devia-





- Suitability and utility of program estimating

equations or factors


* Review trial application results and determine

any adjustments that should be made to improve

the standard.

* Make on-site visits during the different phases



33.

559

4 *i


DEVELOP STANDARDS

To develop standards at the FOA level (not required under alter-

native 2), the staff will do the following:

Based on a directed schedule for common standards,

prepare a staffing standards study that presents

each proposed standard. Each development study

will consist of the following three phases:

Preliminary phase involves all of the planning

for the other two phases. The result of this

planning is documented in a measurement plan

that does the following:

-- Identifies work center(s) to be covered

by the standard

-- Develops work center description(s)

- - Identifies work units and potential work-

load factors for each work center

-- Prescribes the work measurement methous

to be used in collecting needed data

-- Prescribes a work count to be used

S-- Identifies potential management improve-

ments

-- Specifies locations to be measured and

who will conduct measurements. (Completed

340


measurement plan is submitted to approp-

riate level for review and concurrence/com-ment prior to proceeding with the remainder

of the study.)

Measurement phase--Involves collection of thedata according to the scheme set forth in the

measurement plan.

Computation phase--Involves the analysis of

collected data to determine which is compatiblefor use in producing a staffing equiation that

gives total manpower required for various work-

load volumes. This includes the following:

-- Determination of civilian-military mix

appropriate for the function consistent

with other military needs of the Army

Construction of a table that depicts aselected number of workloads and the military

and/or civilians needed for each by duty

title, MOS/series by grade (nominal gradefor civilian), and quantity. Also identi-

fies any special adjustments that mustbe made to the standard to accommodate

for individual lochtions and/or conditions

-- Development of Program Estimating Factors,

if appropriate, to provide program oriented

variables used to forecast manpower needsfor the next 5 fiscal years in the func-tional area covered by the standard.

341

--

IPRESEARCH INCORPORATED

* After approval, transmit the standard to all usersfor a trial application (also called initial appli-

cation). Resolve any special situations raised

by the trial application and advise DA of any

changes to the standards that are warranted.

a Update standards as required based on changes

in methods, directives, equipment, etc.

34

1*

L 342

.~ ~i • , . • ,a. . . . - . . •.


PUBLISH STANDARDS

To publish standards at the FOA level (not required ur alterna-

tive 2), the staff will do the following:

* Establish and maintain a manual containing all

approved standards, including program estimating

equations and factors

* Maintain current distribution lists

9 Format individual standards after their approval

for publication in the standards manual.

'3 F



To determine requirements at the FOA level (not required under

alternative 2), the staff will do the following:

* Analyze and evaluate (both qualitatively and quan-

titatively) requests referred by HQDA staff for

verification of workload involved and proper appli-

cation of standards if they are available. If

standards are not available, validate requirements

using other assessment techniques.

* When requested by DA staff, develop manpower re-quirements for new equipment and systems.

9 Monitor utilization of manpower in functional

areas for questionable allocations or utilization.

* Review proposed directives for manpower implica-

tions.

e Review host-tenant and other inter-Service support

agreements referred by HQDA staff and recommend

changes in manpower as necessary.

* Be responsible for coordinating AMSCOs needed

for the functional identification of manpowerinvolved in the development of functional staffingstandards.

0 Provide members and administrative support to

the HQDA manpower survey team.

344


* Assist DA staff in the development of workload

reporting systems to provide manpower managers

with the workload information needed for standards

application.

e Monitor currency of Army-common standards and

recommend updates as appropriate.

* Monitor MACOM/agency standards reapplication schedules.

* Perform studies on the following and recommend

changes as needed:

- Man-hour availability factor and updates as

required

- Grade authorization structure for compatibility

with personnel promotion policies/criteria

- Manpower mix within the Army.

Advise MILPERCEN and CIVPERCEN of significant

authorization changes resulting from a new or

revised Army-common standard.

.1

345

_6W'I Z- -.- - --. _-- ,!. -.L


DRAFT MISSION DIRECTIVE- -FOA

(Not required under alternative 2)

Attached is a proposed mission directive for a U.S. Army

Staffi.ng Standards Development Agency.

346


Army Regulation

No. 10-

HEADQUARTERSDEPARTMENT OF THE ARMY

Washington, D.C.(date)

ORGANIZATION AND FUNCTIONS

US ARMY STAFFING STANDARDS DEVELOPMENT AGENCY

Effective (date)

This regulation governs the responsibilities of the US ArmyStaffing Standards Development Agency (USASSDA) under the func-tions and authority assigned to The DCSPER by AR 10-5. Localsupplementation of this regulation is prohibited except uponapproval of The DCSPER.

Users of this regulation will not implement interim changesunless the change document has been authenticated by The AdjutantGeneral. (Interim changes expire 1 year after publication date.)If a formal printed change is not received by the time the in-terim change expires, users will destroy the interim change.

Paragraph

Purpose ....... ... ................ 1Mission ....... ... ................ 2Applicability ...... .. ............. 3Functions 4............... 4Responsibilities ... .... ............ 5Channels of communications ...... 6

1. PURPOSE. This regulation gives the mission, principalfunctions, command and staff relationships, responsiblities,and communication channels of the US Army Staffing StandardsDevelopment Agency (USASSDA). This is a field operating agencyunder the jurisdiction of The Deputy Chief of Staff for Person-nel (DCSPER). I.

347


2. MISSION. The mission of USASSDA is as follows:

a. Develop and maintain Army-common manpower staf-fing standards for the purpose of improving man-power utilization.

b. Supervise assigned teams engaged in the develop-ment of standards.

c. Assure the implementation of technical and proceduralguidance.

d. Issue standards development schedules

e. Publish standards

3. APPLICABILITY. This regulation applies to the ActiveArmy, the Army National Guard, and the Army Reserve.

4. FUNCTIONS. The principal functions of USASSDA are listedbelow.

a. Exercise command over functional standards develop-ment teams (SSTs)

b. Develop and update Army manpower standards for

major common functional areas.

c. Participate in the preparation of technical guidancefor the development and maintenance of manpowerstandards.

d. Schedule assigned functional SSTs and coordinatewith command team requirements for the develop-ment of Army-common standards.

e. Provide standards development assistance as di-rected by DCSPER.

f. Review proposed manpower standards for technicaladequacy.

g. Provide technical assistance to command standardsdevelopment activities and function areas asrequested.

h. Participate with other agencies in improvingcurrent techniques for determination of grade

requirements.

i. Assure the use of occupational analysis datain the standards development process.

3481Ai

- . *


j. Ensure coordinated development of grade/skillrequirements through continual information inter-change with appropriate personnel offices duringmanpower standards development.

k. Advise MILPERCEN/CIVPERCEN on overall manpowerimplications that interrelate with personnelactions to include the following:(1) Significant adjustments in programmed man-

power by MOS/series and command

(2) Manpower impacts by skill and command thatwill result from current Army staff and/orOSD program change decisions.

(3) Intercommand transfers of functional respon-sibility that have significant manpowerimpacts.

(4) Impacts of proposed changes to the Armymilitary classification systems.

(5) Basis for significant changes in manpowerrequirements by MOS/series.

(6) Coordination of the development of Army-common standards and monitoring of theinitial application.

(7) Response to requests- for information re-garding manpower authorization changesand their causes.

1. Establish requirements for education and trainingprograms of manpower management personnel.

m. On a continuing basis, assess the technical guid-ance contained in Army Standards Developmentpolicies and procedures, and submit recommenda-tions for improvement to DAPE-MBU as appropriate.

n. Perform manpower utilization studies e.g., develop-ment and maintenance of man-hour availabilityfactors for various workweeks to include thoseunder emergency conditions.

o. Provide input to Army productivity improvementprogram based on staffing standards applications.

349


p. Develop functional coding definitions to supportthe staffing standards program and interfacewith the Army management structure code system.

q. Perform research and develop models for use inmanpower requirements computations to ensurerequirements are consistent with MOS career paterns.

r. Monitor wartime requirements for TDA organiza-tions and provide technical guidance and proce-dures for use in determining these requirements.

s. Establish ADP requirements for use in standardsdevelopment.

t. Coordinate workload reporting systems for Army-common standards.

5. RESPONSIBLITIES. The Commander, USASSDA, is responsibleto the DCSPER, HQDA, for accomplishing the USASSDA mission andfunctions. The Commander is under the staff supervision ofthe Director of Manpower, Plans, and Budget, DCSPER.

6. CHANNELS OF COMMUNICATIONS. Liaison and direct communica-tion is authorized between USASSDA and major and subordinateArmy commands, other Army field operating agencies, standardsdevelopment activities of other services, and other Federalagencies in all matters related to worldwide USASSDA missionsand functions assigned by DCSPER, HQDA.

I3

350

. . . . .. . ..


The proponent agency of this regulation

is the Office of the Deputy Chief ofStaff for Personnel. Users are invitedto send comments and suggested improve-ments on DA Form 2028 (Recommended Changesto Publications and Blank Forms) directto HQDA (DAPE-MBU) WASH, D.C. 20310.

By Order of the Secretary of the Army:

E. C. MeyerGeneral, United States Army

Chief of Staff

Official:

J.C. PENNINGTONMajor General, United States Army

The Adjutant General

DISTRIBUTION:

To be distributed in accordance with DA Form 12-9A require-ments for AR, Organization and Function.

Active Army: A

ARNG: NoneUSAR: A

4 ,

|4S3511.->A I -- I


APPENDIX F

MACOM/AGENCY FUNCTIONS

This appendix contains the detailed functional statements

for the manpower requirements determination program at the MACOM/

agency level under the various alternative organization options.

It also includes a functional statement for requirements deter-

mination below MACOM headquarters level when so authorized.

>135

*11

PRESEARCH INCORPORATEO


To provide program management at the MACOM/agency level, the

staff will do the following:

e Establish policies for the command staffing stan-

dards.

* Be responsible for any required command supple-

ments to the HQDA directive, which is the basic

authority for staffing standards.

e Determine any overall exclusions to command-unique

standards coverage when analysis indicates that it

would be neither feasible nor cost effective to

develop staffing standards.

e Determine which command-unique functions should

receive priority in the standards development

sequence and issue development schedules that are

consistent with Army-wide development timetables.

* Prepare milestones for completion of each phase of

a command-unique standards study and monitor pro-

gress toward meeting this timetable.

* Review existing command standards, determine when

revisions are warranted, as well as schedules, up-

dates, or new studies as appropriate.

353


e Coordinate and interface command-unique staffing

standards with other standards efforts within the

command.

e Monitor command resources (both current and pro-

grammed) dedicated to the staffing standards pro-

gram to assure that capability exists and is pro-

grammed to meet command established goals and Army-

wide needs.

Coordinate overall command training requirements

for new personnel entering the program and upgrade

training for personnel in the program.

* Coordinate command ADP requirements for the program.

e Monitor command budget allocations for the staffing

standards program to ensure that required resources

are provided. If not, revise goals and schedules

accordingly.

e Coordinate command program effort with commercial/

industrial type activities (CITA) reviews to ensure

that staffing standards program provides needed

support to the CITA effort in determining in-Service

manpower estimates.

* Review standards studies for quality assurance

prior to forwarding to HQDA for approval.

* (Additional task under variation to alternative 3

option).

# Maintain a command manual containing all approved

command standards to include program estimating

equations and factors.

e Maintain a current distribution list for standards

$i manual.

354

L . * -

AIA .4..** -

V


* Coordinate printing requirements and printingschedules.

* Format individual standards after their approvalfor publication in the command standards manual.

S - -- 355 1



To enforce standards development methodology and policies at the

MACOM/agency level, the staff will do the following:

e Review command measurement plans for both substance

and proper format. The more significant areas

considered in these reviews are as follows:



and Trouriety of the work count system



mented


verse by the locations selected for management


* Coordinate command measurement plans with func-

tional staff and determine if any of the manage-

ment improvements should be directed for implemen-

tation.

more significant areas examined in these reviews

are as follows:



3S6

NN



staffing equation

Suitability of additives, exceptions, and devia-tions (AEDs) accommodate to unique situations


table and appropriateness of categories, HOS/-



equations of factors

Format compliance and editorial content.

e Coordinate trial applications of standards after


e Review trial application results and determine any

adjustments that should be made to improve the

standard.

* Make on-site visits during the different phases of

standards development to assure that prescribed


35714J


DEVELOP STANDARDS

To develop standards at the MACOM/agency level a team of person-

nel will designated with required skills to develop a standards

study as a means of presenting a proposed standard. The more

significant actions of this team in producing this standards

study are outlined below. The staff will do the following:

e Prepare a measurement plan that does the following:

- Identifies work center(s) to be covered by the

standard

-Develops work center description(s)

- Identifies work units and potential workload

factors for each work center

-Prescribes the work measurement methods to be

used in collecting needed data

- Prescribes a work count to be used

- Identifies potential management improvements.

* Submit measurement plan to appropriate quality

control office for review and approval.

* Collect the data according to the scheme set forth

in the measurement plan. (This normally includes

data from various locations that must be collected

TDY or by technicians stationed at or near these

locations.)

358


Analyze collected data to determine which is

compatible for use in producing a staffing equa-

tion that gives total manpower required for

various workload volumes.

e Determine the civilian-military mix appropriate

for the function and military needs of the Army.

9 Using this mix, build a table that depicts a

selected number of workloads and the military

and/or civilians needed for each by duty title,

MOS/series by grade (nominal grade for civilians),

and quantity. Also identify any special adjust-

ments that must be made to the standard to accom-

modate for individual locations and/or conditions.

e Develop program estimating factors, if appropri-

ate, to provide program oriented variables used

to forecast manpower needs for the next 5 fiscal

years in the functional area covered by the

standard.

After approval, transmit the standard to all

users for a trial application (also called ini-

tial application). Resolve any special situa-

tions raised by the trial application. Advise

DA of any changes to the standards that are

warranted.

* Update standard as required based on changes in

methods, directives, equipment, etc.

35

: 359


PUBLISH STANDARDS

MACOM/AGENCY LEVEL

This function is only performed at this level under a variation

to alternative 3. If performed at this level, the function to

publish standards is combined with program management.

360

~~;"~: 7T7TTT7Il,T T 7 7 74~



To determine requirements at the MACOM/agency level, the staff

will:

* Analyze and evaluate (both qualitatively and quan-

titatively) requests submitted by subordinate

organizations. After verification of workload

involved, validate the request by applying stan-

dards if they are available. If not, validateusing other assessment techniques.

* Develop manpower requirements for new equipment

and systems.

* Review CITA proposals for validity of in-Service

manpower involved.

* Review utilization of manpower in functional areas


9 Review correspondence and proposed directives formanpower implications.

e Review host-tenant and other inter-Service support


numbers involved.

* Monitor productivity enhancement developments andalert appropriate offices in those instances where

an existing standard might be affected.

361

4


M Monitor existence of contracts to avoid dupitca-

tion by in-Service authorizations.

9 Make trial applications (initial applications) of

each new standard and determine if special allow-

ances not provided by standards are needed becauseof unique command/local situations.

o Monitor projects designed to measure and improve

functional productivity trends as they affect man-

power utilization.

o Provide budget justification to HQDA to support

new requirements generated by mission and/or work-

load changes.

* Apply, or require subordinate organizations toapply, all approved standards at least annually to

provide credible manpower requirements to HQDA for

each budget submission.

* Conduct manpower surveys as required for subord-

inate organizations in functional areas not al-

ready covered by staffing standards or under study

(i.e., surveys will not be required in areas thatare under standards or are the subject of current

standards studies).

I362

SUN



BELOW MACOM LEVEL

To determine requirements below the MACOM/agency level, the

appropriate manpower staff will do the following:

9 Analyze and evaluate (both qualitatively and quan-

titatively) requests submitted by operating offi-

cials and subordinate organizations. After veri-

fication of workload involved, validate the

request by applying standards if they are

available. If not, validate using other

assessment techniques.

* Review CITA proposals for validity of in-Service

manpower involved.

9 Review utilization of manpower in functional areas


* Review correspondence and proposed directives for

manpower implications.

* Review host-tenant and other inter-Service support


numbers involved.

* Monitor existence of contracts to avoid duplica-

tion by in-Service authorizations.

* Make trial application (initial application) of

each new standard and determine if special allow-

ances not provided by standard are needed because

of unique local situations.

363

*. i . . . .. .


e Provide budget justification to support new require-

ments generated by mission and/or workload changes.

* Apply all approved standards at least annually to

provide credible manpower requirements to MACOM

HQDS for each budget submission.

4

364


APPENDIX G

RESOURCE QUANTIFICATION FOR STANDARDS DEVELOPMENT

G.1 This Appendix describes the derivation of the resource

estimating algorithm that is used to determine the number of

analysts required to accomplish the development phases of Army

staffing standard studies.

OBJECTIVES

G.2 The basic objectives of this effort were to do the following:

a. Identify and analyze the parameters that affect

the number of analysts required to develop staff-

ing standards.

b. Develop a methodology for projecting resource

requirements for specific increments of standards

development workload.

APPROACH

G.3 The approach used in this effort was designed to do the

following:

a. Draw upon the resource planning and scheduling

information of other services to identify rele-

vant planning factors and to formulate a basic

resource estimating formula.

365


b. Incorporate into the basic formula such additional

resource considerations as are relevant to an

Army-wide staffing standards program.

G.4 The specific approach consisted of four basic steps.

a. First, schedules covering standards development

efforts under consideration by the U.S. Navy and

Air Force were obtained.

b. Next, analyses were performed of the schedules to

identify relevant planning factors. Discussionswere held with persons having knowledge of and

work related experience in preparing these sched-

ules to obtain an overall understanding of the

scheduling methodology and to assess the relevancy

of the planning factors to the development of a

schedule for an Army program.

c. Third, statistical analyses were performed of the

planning information to determine the staffing

patterns or ratios used, and to evolve a mathemat-

ical expression of the analyst-to-workload rela-

tionships.

d. Finally, the resultant relationships were assessed

for applicability to the Army standards program

and appropriate adjustments made.

ANALYSIS

G.5 Principal among the information sources utilized were the

standards development schedules developed for the USAF Manage-

ment Engineering Program and the USN Shore Requirements, Stan-

dards, and Manpower Planning System (SHORSTAMPS) Program.

366


G.6 Air Force Program. Currently, all USAF common staffing

standards are centrally scheduled on a 2-year basis by the Air

Force Management Engineering Agency (AFMEA). With few excep-

tions, a uniform 66-week schedule is utilized for each standards

development effort, which includes the trial application of the

standard. Based on this schedule, AFMEA provides major command

scheduling officials with an estimate of the number of techni-

cians that will be required for each of the command management

engineering teams selected as iliputs on a given standards effort.

Informal contact with scheduling officials of two USAF major

commands (Tactical Air Command and Military Airlift Command)

indicated that the parameters used to allocate command techni-

cian resources for a given staffing standards effort are as

follows:

e The number of work centers in the standards devel-

opment effort

e The method of workload measurement (i.e., opera-

tional audit, work sampling, time study, etc.)

envisioned for use in the standards effort

e The current and/or forecast man-week loading of an

input team

* The scope of the study.

Currently USAF directives do not identify the specific param-

eters used in scheduling, but indications are that there are

common parameters used by AFMEA and by all major commands in

preparing schedules. Since most USAF-common staffing standards

efforts have utilized the operational audit method of measurement

in recent years, it would appear that the number of work centers

within a given standards effort is the predominant parameter for

technician loading in the current USAF program.

367


G.7 Navy Program. From available data, the USN SHORSTAMPS

standards developnont program is scheduled on a S-year basis,with semiannual updal:ing of the master schedule. Standards

studies are programmed by man-months required for each phase of

a standards development effort from the preliminary phase through

the application/implementation phase. Although there are no

known published procedures/parameters for man-month allocations

in the SHORSTAMPS scheduling system, analysis of available data

indicated a high correlation between the man-months scheduled

for representative standards development efforts and the number

of work centers under study. Unlike the Air Force, the Navy

does not apply a uniform, fixed calendar schedule to each study.

Informal contact with SHORSTAMPS personnel indicated that all of

the aforementioned parameters affect the schedule to some extent;

however, the number of work centers under development is the

driving factor.

G.8 Assessment. Both Services' programs utilize the same basic

planning factors in developing their respective standards devel-opment schedules; consequently planning information from either

program would be adequate as a base from which to formulate abasic resource estimating formula. The SHORSTAMPS schedule was

selected, however, because it would more closely reflect the

resource requirements for standards studies under developmentwithin the framework of a relatively new program. This assess-

ment is made relative to the Air Force's program, which spans

over two decades. Key considerations in selecting the SHORSTAMPS

*methodology were as follows:

a. The SHORSTAMPS program was initiated in 1973.

The major effort continues to be directed toward

the development of first generation staffing stan-

dards.

368

I0 'S -, 2'


(b. Standards are being developed for base support

type activities and functions ashore that aresimilar to functions and proportional population

in the Army TDA universe.

c. Emphasis is on developing functional staffing

standards on a Navy-wide basis.

G.9 Resource Estimating Algorithm. Based on the planning in-

formation in the SHORSTAMPS schedule an algorithm was developed

using the following steps:

a. The bivarate linear equation Y = a + bX was used

as the mathematical model for testing paired

values. In this equation, Y is the dependent

variable and X the independent variable, with a

and b representing constants. (The a represents

fixed costs of each study and the b is the expected

change in Y with a change of one unit of X.)

b. Using the SHORSTAMPS planning information, the

tested dependent variable Y) was the total man-

months for the preliminary, measurement, and com-

putation phases. The independent variables (X

values) tested were the number of work centers

and the total population in each study. Both

linear and multilinear regression models were

tested to determine the best statistical fit.

The selected independent variable was the totalnumber of work centers. The data utilized in

regression analysis and the statistical parameters

obtained are provided as follows:

369

* *1 .'. -


Number of

Standards Number of AnalystStudies Work Centers Man-Months

1 4 S9

2 7 723 4 59

4 3 30

S 2 236 2 15

The resultant regression equation is: Y =

1.538 + 11.308X.

The statistical parameters are:

Coefficient of Determination (r2) = .8190Coefficient of Correlation (r) = .9050Standard Error of the Estimate = 11.06

Coefficient of Variation (v) = .2573Test of Significance ("t") = 4.255

The criteria for model acceptance were: >r2

.7071; r>.50; "t" >2.45 and v <.30. These

criteria are generally those prescribed forstaffing standards developed on the basis of

regression analysis.

c. The above basic resource estimating equation wasadjusted to compensate for additional tasks that

were not reflected in the SHORSTAMPS planning

information. These tasks are incidental to thestartup of the Army program or reflect additionalrequirements of the program.

(1) Functional language development. Additionaltime will be required to develop and refine

370

. S .d.


a functional language that adequately des-

cribes base support taskings and responsi-

bilities. The language will be developed

during the preliminary phase of standards

development. It is estimated that 1 man-

month per standards development study would

be required. This nominal amount was added

to the "a" value in the estimating equation.

(2) Trial application of approved standards.

After each standards study has been approved,

initial application is made to determine the

manpower impact. An additional allowance is

required to perform this workload and to

resolve any special situations that arise

from the initial application. These added

tasks are not reflected in the SHORSTAMPS

planning information that formed the basisfor the estimating equation. Time to ac-

complish this workload would vary based on

the number of work centers involved. It is

estimated that approximately .70 man-months

would be required per work center. This

estimate was added to the "b" coefficient

obtained in the resource estimating equa-

tion. The estimating equation developed

thus far, adjusted to significant digits,

becomes Y = 2.5 + 12X.

(3) Task and summary-level standards development.

The time to perform this added functional

responsibility would vary based on the

number of work centers in a standards devel-

opment study. It is estimated that an addi-

tional 2 man-months would be required per

371

:] .... -7m


work center to identify and de, ne approp-

riate work units at the task and category

level, perform the data collections, and

compute the task and summary level standards.

With this adjustment, the resultant estimat-

ing equation is Y = 2.5 + 14X.

G.10 The equation (Y = 2.5 + 14X) thus derived can be used to

determine the number of man-months of effort required for each

standards development study. It is important to note that the

estimating equation reflects only the hands-on, analyst man-

months required. Its use is limited to workload planning and

scheduling.

372

----------------------?-


APPENDIX H

COMMAND-UNIQUE STANDARDS DEVELOPMENT STUDIES

H-.1 This appendix contains listing of potential command-uniquestandards development studies identified by MACOM and agency.

H.2 Tables H.1 through H.21 identify each potential study,

applicable ANSCO, population, and estimated number of workcenters.

, -373

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APPENDIX ISTANDARDS DEVELOPMENT MANPOWER

1.1 This appendix explains the steps used to compute "hands-

on" developmment man-months using the algorithm described in

Appendix G and the conversion of these man-months into authoriza-

tions.

1.2 Using the algorithm described in Appendix G, the number of

positions required to develop standards was determined using thefollowing steps:

a. The algorithm was applied to each Army-common

standard study shown in Table 3.5 and to each

command unique standards study listed in Appendix

H.

b. The resultant man-months were then accumulated

for all Army-common standards and for unique stan-

dards by each MACOM/agency.

c. Manmonths of analyst effort for review and update

of each standard every 2 years after initial

approval was computed for all Army-common stan-

d. dards and for unique standards by MACOM/agency.

d. Update/review man-months were then combined with

initial development man-months to derive total

developer man-months for Army-common standards

and command-unique standards by MACOM/agency.

e. Total developer man-months were then converted to

average number of spaces per year required over

400


the 7-year initial development period for Army-

common standards and for each MACOM/agency (i.e.,

man-months were divided by 12 to obtain man-yearsand the result divided by seven 11 to obtain the

average annual man-years. These average annual

man-years were then converted to authorization

using a conversion factor of 1.16, which is based

on a man-hour availability factor of 145 hours

per month per individual.)

f. Direct technical supervision was then added, at

the rate of 1 full-time supervisor (Team Chief)

for each 10 developer positions, to obtain the

total number of development analysts.

g. Administrative support was then determined on thebasis of 1 clerical position for each 10 develop-

ment analysts (including direct supervision).

1.3 The computation of the number of development positions for

Army-common standards is shown in Table 1.1. The computationsof development positions for the unique standards for each MACOH/

agency are shown in Table 1.2. Inherent in these computations

is the assumption that all analysts positions would be fully

manned for the full 7 years. Because of the large number of

additional analysts that will be required to initiate the program,it is not realistic to assume 100 percent manning from the first

day of the program. To avoid any slippage in program completion,

any shortfall in staffing during this initial buildup period

1/ Authorizations were leveled over the 7-year cycle to providemaximum stability to personnel in the program.

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403 1I.


must be offset by increasing the average number of authoriza-

tions for the remainder of the program after full manning is

achieved.

1.4 To determine any shortfall, the expected strength as of

the first day of FY-83 must be estimated and a practical monthly

buildup rate established consistent with trained personnel avail-

ability. By comparing estimated monthly on board strength withL the required 7-year average authorization level, the man-months

of shortfall can be determined. By applying this technique on a

monthly basis from the start of the program until full manning

is achieved, the total man-months of shortfall can be calculated.

The total man-months of shortfall oan then be translated intoauthorizations using the steps outlined above, except that aver-

age annual authorizations would be established based on the num-

ber of years remaining in the 7-year cycle after full manning is

reached. These would then be added to the original level and

become the revised authorizations for Army standards development.

1.5 A review of the various alternatives reveals that all re-

quire approximately the same number of developers. While organi-

zational structures and deployments will vary under each alter-native, indications are that the overall level of manning at the

beginning of FY-83 will be substantially the same under all three

alternatives. While it would be desirable to offset all short-

falls during this buildup period, the large number of variables

in the unique standards development area makes this impractical.

On the other hand, the common standards development effort will,

for the most part, remain the same package under all three alter-

natives. Since the common standards effort holds the most poten-

tial for achieving maximum coverage (i.e., spaces supported by

standards) in the shortest period of time, the focus on offset-

ting any significant manning shortfalls should be in this area.

404


1.6 As shown in Table 1.1, the average number of analyst

authorizations to develop Army-common standards is 91. It is

reasonable to expect that the locations for this new development

effort, or portions thereof, will coincide with locations for

existing development efforts. This collocation should provide

some immediate cadre. The reduction of the manpower survey work-

load should also make available a limited number of analysts for

transfer to this development effort. Additionally, the authori-

zations for standards development in certain MACOMs/agencies

will be reduced by this program and this should release some

personnel for use in the common standards studies effort. Re-

cruiting for new positions will also provide additional per-

sonnel including some transfers from other Federal agencies.

Offsetting these possible gains will be the manning required for

the staff overhead to provide program management, prescribe stan-

dards development methodology, and enforce standards development

methodology and policies. Based on the foregoing considerations,

it is estimated that 27 personnel will initially be available

against the 91 developer requirements. Considering the existing

job market for the type of skills involved and the training (in-

cluding course frequency and class size) required, a realistic

monthly buildup rate of 6 personnel is established for planning

purposes. On this basis, the 91 staffing level would not be

achieved until the end of FY-83. This would create a 374 man-

month shortfall, which would equate to six authorizations using

the same basic steps outlined above in 1.2.

1.7 Accordingly, the number of analysts for the Army-co1 .ion

t4 standards development effort has been adjusted from 91 to 97

average authorizations throughout the program period.

405l 405j

* *~.*. I ~ *.i-.

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