MPTS Methodology in the Navy: Enhanced Hardman

1989 ◽  
Vol 33 (16) ◽  
pp. 1044-1048
Author(s):  
Thomas B. Malone
Keyword(s):  
Data Base ◽  
Life Support ◽  
Lessons Learned ◽  
Human Engineering ◽  
Defense System ◽  
Acquisition Process ◽  
Front End ◽  
System Acquisition ◽  
Measures Of Effectiveness ◽  
And Training

Enhanced HARDMAN constitutes the Navy's implementation of the DoD Directive 5000.53 “Manpower, Personnel, Training and Safety (MPTS) in the Defense System Acquisition Process”. Enhanced HARDMAN integrates the domains of human engineering, manpower, personnel and training (MPT), and life support and safety through: 1) a front-end analysis applicable to all domains and to the integration of domain requirements; 2) a consolidated data base applying to all domains; 3) acquisition of lessons learned for all domains; and 4) application of Enhanced HARDMAN measures of effectiveness and T&E activities addressing all domains. The elements of Enhanced HARDMAN are: a standardized and formalized Enhanced HARDMAN process addressing MPTS activities and products at each phase of the weapon system acquisition process; a consolidated Enhanced HARDMAN data base; automated Enhanced HARDMAN analysis tools; Enhanced HARDMAN analyst productivity tools; and a report generator for producing Enhanced HARDMAN plans and reports.

Human Factors for Naval Systems: Enhanced Hardman

1988 ◽  
Vol 32 (16) ◽  
pp. 1100-1103
Author(s):  
Thomas B. Malone ◽  
Clifford C. Baker
Keyword(s):  
Human Factors ◽  
Life Support ◽  
System Development ◽  
Human Factors Engineering ◽  
Weapon System ◽  
Acquisition Process ◽  
System Acquisition ◽  
Support Engineering ◽  
And Training ◽  
The U.S

The U.S. Navy is developing methods for integrating the disciplines concerned with personnel considerations into the weapon system acquisition process. This integration essentially involves human factors engineering, manpower, personnel and training, and life support engineering. Since the Navy already has the HARDMAN methodology in place to ensure that manpower, personnel and training concerns are addressed early in system development, the process of integration of personnel issues will involve expanding the HARDMAN methods and data to include human factors engineering and life support engineering, resulting in the Enhanced HARDMAN process. This paper describes the objectives of Enhanced HARDMAN.

Determination of Program Initiation Phase Manprint Requirements for the Lighter, Amphibious Heavy-Lift (Lamp-H)

1988 ◽  
Vol 32 (16) ◽  
pp. 1113-1116
Author(s):  
Christopher C. Heasly ◽  
Kathryn E. Permenter ◽  
Thomas B. Malone ◽  
Clifford C. Baker ◽  
Louis G. Lawrence
Keyword(s):  
Lessons Learned ◽  
Weapon System ◽  
Human Engineering ◽  
Initiation Phase ◽  
Heavy Lift ◽  
Air Cushion ◽  
System Acquisition ◽  
Machine Systems ◽  
Early Phases

The objective of this paper is to describe the approach utilized in the development of MANPRINT requirements for the Lighter, Amphibious — Heavy Lift (LAMP-H). LAMP-H is an air cushioned vehicle with a crew of six: a pilot, a navigator, and four stevedores who load and unload equipment from the vessel. The project was initiated during the program initiation phase of development. Several types of Air Cushion Vehicle (ACV) lighter craft were evaluated as baseline comparison systems for LAMP-H. The effort involved insuring compliance with human engineering design criteria and practice, incorporating lessons learned from analogous air-cushioned vehicles lighter craft, and addressing habitability, noise and other design issues affecting crew performance of tasks critical to the operation and maintenance of the LAMP-H. This paper details the analyses and techniques implemented in the early phases of the weapon system acquisition process for designing improved soldier-machine systems, as well as the products of the effort.

Early Consideration of Human Factors in Military System Design

1986 ◽  
Vol 30 (13) ◽  
pp. 1286-1286
Author(s):  
Eleanor L. Criswell
Keyword(s):  
Human Factors ◽  
System Design ◽  
Air Force ◽  
Program Implementation ◽  
Lessons Learned ◽  
Human Factors Engineering ◽  
The Past ◽  
Design Changes ◽  
System Acquisition ◽  
And Training

The goal of this symposium is to present the status and future directions of programs aimed at consideration of human factors early in military system design. Military initiatives of this nature are not new, but in the past they have not become integral parts of the military system acquisition process. Recent programs in each service, however, reflect more serious and in-depth attempts to use human factors data to influence and evaluate system design than has been the case in the past. The Army now requires MANPRINT analyses, Navy HARDMAN analyses are mandated, and the Air Force is now pilot testing its own program called MPTIS. This symposium consists of introductory remarks by Dr. Joseph Peters of Science Applications International Corporation, and papers from LTC William 0. Blackwood, HQ Department of the Army, CDR George S. Council, Jr., Office of the Chief of Naval Operations, and COL AI Grieshaber, HQ, U. S. Air Force. Dr. Peters' paper, “Human Factors Issues in Military System Design,” defines “human factors” as a combination of human factors engineering, biomedical engineering, manpower/personnel, and training elements. The paper presents three measures of success of human factors programs early in system acquisition: long-lasting policy, committed management, and availability of scientific technology for program Implementation and evaluation. LTC Blackwood's paper discusses the importance the Army places on its MANPRINT program. MANPRINT program history, status, and possible program evolution are addressed. CDR Council's paper addresses the potential for the addition of human factors to the Navy HARDMAN program which addresses manpower, personnel, and training. CDR Council suggests that human factors advocates present a human factors program which is clearly defined and limited in scope to render it easily appreciated by Navy management, and that advocates can benefit from lessons learned during the institutionalization of HARDMAN. COL Grieshaber's paper “MPT in the Air Force” describes a pilot MPT (manpower, personnel, training) program at Aeronautical Systems Division, Wright Patterson AFB. This program will analyze aircraft system designs for their MPT requirements, suggest design changes where requirements exceed Air Force availabilities, and assess design changes for their MPT impact.

Manprint in the Program Initiation Phase of System Acquisition

1988 ◽  
Vol 32 (16) ◽  
pp. 1108-1112 ◽  
Author(s):  
Thomas B. Malone ◽  
Randy M. Perse ◽  
Christopher C. Heasly ◽  
Mark Kirkpatrick
Keyword(s):  
Human Performance ◽  
Process Development ◽  
System Development ◽  
Health Hazard ◽  
Lessons Learned ◽  
Analysis Tool ◽  
Human Factors Engineering ◽  
Human Engineering ◽  
Initiation Phase ◽  
System Acquisition

For the U.S. Army Human Engineering Laboratory (USAHEL), Carlow Associates recently completed development of the MANPRINT Integrated Decision/Engineering Aid (IDEA) for the Program Initiation Phase of system development. The IDEA includes a standard MANPRINT process describing activities, events and products for the Phase, a decision aid and analyst's workstation to support the application of MANPRINT technology to the Program Initiation Phase, and computer-based MANPRINT tools to support the Program Initiation Phase. Specific tools included in IDEA are: 1) an early comparability analysis tool (ECA) which provides baseline system lessons learned and high MANPRINT drivers, 2) an automated task analysis tool, 3) an allocation of function tool which enables and supports the determination of the required role of the soldier in the system, and 4) a workload and human performance simulation tool based on a task network and probabilistic process variables. Efforts involved in the MANPRINT process development addressed the integration of the activities and products of Human Factors Engineering (HFE), Manpower, Personnel and Training (MPT), and System Safety (SS) and Health Hazard Assessment (HHA) with the activities of the Materiel Acquisition Process (MAP), and identification of MANPRINT technology requirements to support the application of this process.

Human Factors Engineering Planning Aid

1987 ◽  
Vol 31 (3) ◽  
pp. 350-352
Author(s):  
Stephen C. Merriman
Keyword(s):  
Complex System ◽  
Human Factors ◽  
Human Factors Engineering ◽  
Planning Time ◽  
Acquisition Process ◽  
Engineering Program ◽  
System Acquisition ◽  
The Military ◽  
Made In

This paper describes the application of affordable program management software to the task of planning human factors programs conducted in support of complex system developments. A model of the military system acquisition process was developed and a model human factors engineering program was overlayed upon it. Interdependencies were created between the models so that changes made in the acquisition schedule would cause the human factors program to be automatically tailored. This approach has potential to reduce planning time and increase the quality of human factors plans.

scholarly journals British Columbia SHIFT: Early Lessons Learned from a Provincial Program for Countering Radicalization to Violent Extremism

Proceedings ◽  
2021 ◽  
Vol 77 (1) ◽  
pp. 8
Author(s):  
Garth Davies ◽  
Madison Reid
Keyword(s):  
British Columbia ◽  
Lessons Learned ◽  
First Year ◽  
Stakeholder Relationships ◽  
Violent Extremism ◽  
Excellent Work ◽  
Services And Supports ◽  
The Right ◽  
Government Initiative ◽  
And Training

Many existing programs for countering violent extremism focus on either end of the radicalization spectrum. On one hand are prevention programs aimed at deterring individuals from starting down the path to violent extremism. On the other hand are disengagement/de-radicalization programs designed for assisting individuals who have been fully radicalized. Conspicuously absent are programs for those who fall in-between, into what might be referred to as the pre-criminal space: individuals who have begun to exhibit signs of radicalization, but for whom radicalization is not yet complete. The British Columbia Shift (BC Shift) initiative was created to assist individuals determined to be in this pre-criminal space; that is, those deemed to be in danger of radicalizing. The goal of BC Shift is to stop individuals from traveling further down the path of radicalization, and, ideally, to turn individuals away from the path. BC Shift operates as a navigational model, connecting at-risk individuals with services and supports in the community. BC Shift is a government initiative supported by the Canada Centre for Community Engagement and Prevention of Violence. It is a civilian organization that partners very closely with, but is separate from, law enforcement. In addition to its primary CRVE mandate, BC Shift has rapidly evolved and expanded into several other responsibilities, including coordination on national CVE standards; liaising with other CVE programs across Canada; maintaining stakeholder relationships; and helping create capacity through dialog and training. Although the program only began accepting referrals in 2019, its operation has already revealed many important lessons for CRVE programs. First, it is critically important to have the right people in the room. There has to be buy-in from the highest levels of partner agencies and stakeholders, particularly early on. Second, programs of this sort should leverage existing resources wherever possible. BC Shift has been lucky enough to coordinate with situation tables, such as the CHART program in Surrey. There are already many organizations doing excellent work in their respective communities; it is very helpful to plug into those resources. Third, even though BC Shift operates as a navigational hub, it has benefitted greatly from having a social worker as part of the team. This skill set is important in helping referred individuals feel comfortable with the process of accessing services and supports. Finally, marketing matters! CRVE programs such as BC Shift have to navigate a complex reality. The very concept of violent extremism is disconcerting to a lot of people in the community; these fears have to be addressed, and difficulties related to differences in perspective and language have to be overcome. BC Shift’s first year-and-a-half of operation has also highlighted several issues that have not yet been satisfactorily resolved. There is, for example, the “low hanging fruit” problem; agencies are typically referring less severe cases. Trying to get agencies to refer more serious cases has proved challenging. We hope that, by outlining these lessons and issues, this presentation proves to be useful to other CRVE initiatives.

scholarly journals Capacity Development for Use of Remote Sensing for REDD+ MRV Using Online and Offline Activities: Impacts and Lessons Learned

2021 ◽  
Vol 13 (11) ◽  
pp. 2172
Author(s):  
Sarah Carter ◽  
Martin Herold ◽  
Inge Jonckheere ◽  
Andres Espejo ◽  
Carly Green ◽  
...  
Keyword(s):  
Remote Sensing ◽  
Forest Cover ◽  
Hybrid Approach ◽  
Remote Sensing Data ◽  
Lessons Learned ◽  
Multiple Partners ◽  
Large Audience ◽  
Forest Cover Changes ◽  
The Impact ◽  
And Training

Four workshops and a webinar series were organized, with the aim of building capacity in countries to use Earth Observation Remote Sensing data to monitor forest cover changes and measure emissions reductions for REDD+ results-based payments. Webinars and workshops covered a variety of relevant tools and methods. The initiative was collaboratively organised by a number of Global Forest Observations Initiative (GFOI) partner institutions with funding from the World Bank’s Forest Carbon Partnership Facility (FCPF). The collaborative approach with multiple partners proved to be efficient and was able to reach a large audience, particularly in the case of the webinars. However, the impact in terms of use of tools and training of others after the events was higher for the workshops. In addition, engagement with experts was higher from workshop participants. In terms of efficiency, webinars are significantly cheaper to organize. A hybrid approach might be considered for future initiatives; and, this study of the effectiveness of both in-person and online capacity building can guide the development of future initiatives, something that is particularly pertinent in a COVID-19 era.

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