orative use. Since the majority of these soldiers have
skill sets from their civilian careers, it would give the
system a wide enough SME pool to allow a variety of
its functions tested. The system could then be on a live
server connection with the COCOMs (given a handful of their staff officers also trained on how to use
it). Later account access could be extended to SMEs
from other DoD, interagency, intergovernmental, and
NGOs. Finally, partners could also receive access. At
each of these implementation windows there should
be a variety of measures of effectiveness and performance that the system is tested on for its operational
capability.
As we have seen in the analysis of this concept
paper, there currently exists a DOTMLPF warfighting
capability gap shortfall in two distinct areas: doctrine
and material. This shortage is due to the lack of a
system that can link CONUS SME capability with the
end users supporting a COCOM AOR. The successful implementation of a remote CIM portal would also
have the additional effect of further developing CIM
doctrine and allowing the varied stake holders to become more involved in CAO and CMO goals. In line
with the Lean Six Sigma process improvement concepts, a remote CIM portal would allow maximization
of limited resources and ensure SMEs do continue to
be non-utilized talent.
With a relatively modest initial expenditure for
portal design development, training plus initial registration, and creation of a project office manager,
USAR CA, interagency, intergovernmental, and nongovernmental agency SMEs could truly directly impact the various COCOM missions to defeat violent
extremist organizations and build civil component
capacity without ever having to set additional boots
on ground.
85