Step 5.0

5. Evolutionary Acquisition, Modernization, and Post-Deployment Sustainment

Overview

Steps 3 & 4 addressed the requirements for HSI in new system acquisition, through production and deployment. This step is concerned with HSI improvement of systems already fielded and in the fleet. HSI improvements will be required for three different situations where existing systems are being improved.

The first situation where HSI improvements will be made to a system already designed is evolutionary acquisition. According to DoD 5000.1, to ensure that the Defense Acquisition System provides useful military capability to the operational user as rapidly as possible, evolutionary acquisition strategies shall be the preferred approach to satisfying operational needs. Evolutionary acquisition strategies define, develop, and produce/deploy an initial, militarily useful capability ("Block I") based on proven technology, time-phased requirements, projected threat assessments, and demonstrated manufacturing capabilities, and plan for subsequent development and production/deployment of increments beyond the initial capability over time (Blocks II, III, and beyond). The scope, performance capabilities, and timing of subsequent increments shall be based on continuous communications among the requirements, acquisition, intelligence, and budget communities. In planning evolutionary acquisition strategies, program managers shall strike an appropriate balance among key factors, including the urgency of the operational requirement; the maturity of critical technologies; and the interoperability, supportability, and affordability of alternative acquisition solutions. To facilitate evolutionary acquisition, program managers shall use appropriate enabling tools, including a modular open systems approach to ensure access to the latest technologies and products, and facilitate affordable and supportable modernization of fielded assets.

The second situation requiring HSI improvements to an already fielded system in modernization. According to DoD 5000.2R,the DoD shall structure the Performance-Based Business Environment to use performance requirements or conversion to performance requirements during reprocurement of systems, subsystems, components, spares, and services beyond the initial production contract award, and during post-production support to facilitate technology insertion and modernization of operational weapons systems.

The third case where HSI improvements will be made to an existing system is the situation where systems are continually improved during post-deployment sustainment. This situation actually represents the final phase of new system acquisition, operations and support.

The HSI activities in improving HSI aspects of existing systems are depicted in the figure above. These activities are described in the following subsections.

Relationship to the systems acquisition process

Inputs

Outputs

Substeps/Activities/Guidelines

1. Identify HSI Issues in Evolutionary Acquisition

Overview: The acquisition strategy shall identify the approach the program will use to achieve full capability: an evolutionary approach or a single step approach. Consistent with DoD Instruction 5000.2, the acquisition strategy shall provide the rationale for choosing the approach. If an evolutionary approach is being used, the acquisition strategy program structure shall describe Block 1 (the initial deployment capability), and how it will be funded, developed, tested, produced, and supported, and the approach to treatment of subsequent blocks.

If the ORD includes a firm definition of requirements to be satisfied by each block, the acquisition strategy shall define each block of capability and how it will be funded, developed, tested, produced, and operationally supported. If the ORD does not allocate to specific subsequent blocks the remaining requirements that must be met to achieve full capability, the acquisition strategy shall define the full capability the acquisition is intended to satisfy; the funding and schedule planned to achieve the full capability to the extent it can be described; and the management approach to be used to define the requirements for each subsequent block and the acquisition strategy applicable to each block, including whether end items delivered under earlier blocks will be retrofitted with later block improvements.

The acquisition program baseline (APB) for a program using an evolutionary acquisition strategy shall contain separate entries for each block. The APB shall be consistent with the ORD, as follows: (a) if a single, time-phased ORD defines multiple capability levels, the APB shall contain multiple sets of parameter values, each defining a block; (b) if the users incrementally update and validate a single ORD to define increasing capability, the PM shall incrementally update APB performance parameter values; (c) if the users submit multiple ORDs, the PM shall prepare separate APBs, each defining a block. (d) if users submit an ORD defining objective capability and initially acceptable capability, without defining intermediate capability levels, the PM shall prepare an APB with a complete set of parameter values for block 1 and as many parameter values of objective capability as are provided in the ORD.

Relationship to System Acquisition Process Evolutionary acquisition shall be the preferred method for system acquisition.

Inputs: For later blocks the inputs are the design specifications for the earlier blocks.

Outputs: HSI improvements to earlier blocks.

Substeps, Activities, Guidelines:

1.1 Identify areas in earlier blocks where HSI has a significant impact on system performance, affordability, and risk.

1.1.1 Identify where human performance in earlier blocks is expected to have an impact on system performance

1.1.2 Identify where training systems in earlier blocks are expected to have an impact on system performance

1.1.3 Identify where earlier block manning is expected to have an impact on affordability

1.1.4 identify where earlier block safety, health, habitability, personnel survivability, and system quality of life in earlier blocks are expected to impact system risk

1.2 Identify where insertion of advanced technology in later blocks will significantly impact HSI

1.2.1 Identify where operations and maintenance human machine interfaces and workstations associated with advanced technology will impact human performance

1.2.2 Identify where training aspects of advanced technology will impact human capability

1.2.3 Identify where personnel skills and skill levels associated with advanced technology will impact human utilization

1.2.4 Identify where manning requirements associated with advanced technology will impact human availability and system affordability

1.2.5 Identify where safety, health, habitability, personnel survivability, and system quality of life associated with advanced technology will impact system risk

1.3 Identify the extent to which design directions taken in earlier blocks constrain the degrees of freedom in making improvements in later blocks

1.4 Define how an evolutionary approach can be taken to designing for human performance, safety, health, and quality of life

1.4.1 Define how HSI improvements can be made with incremental advanced in technology

1.4.2 Define how HSI improvements can be made in later blocks to correct HSI deficiencies in earlier blocks

1.4.3 Define how HSI improvements can be made with recognition of new threats, missions, mission capabilities, warfighting tactics and strategy, and policies governing systems acquisition

1.5 Identify how changes in requirements from earlier to later blocks impact requirements for human performance, manpower, training, personnel management, habitability, quality of life, personnel survivability, safety, and health.

1.6 Identify the need to update the HSI program and to republish the HSI Plan in later blocks.

2. Identify HSI Issues in Modernization

Overview: DoD 5000.1 requires that the DoD shall continuously focus on developing and implementing major initiatives necessary to streamline and improve the Defense Acquisition System. Through a commitment to reengineering, the Department shall increase its ability to fund warfighting requirements and continued research and development. Decision-makers at all levels shall encourage the continuous examination and adoption of innovative practices ñ including best commercial practices and electronic business solutions - that reduce cycle time and cost, and encourage teamwork, and shall provide meaningful incentives for innovation, such as reinvestment of cost savings and career recognition and advancement. In addition, decision-makers at all levels shall encourage and facilitate the documentation and institutionalization of lessons learned ñ both good and bad - from past experience. Proper incentives must be in place to encourage a culture friendly to the documentation of valuable lessons learned and the sharing of knowledge. The objective is a learning culture that embraces change and continuously adapts to new challenges.

Relationship to System Acquisition Process Modernization and reengineering are required features of the defense system acquisition process

Inputs: Design of existing systems.

Outputs: HSI improvements to existing systems.

Substeps, Activities, Guidelines:

2.1 Identify areas in fielded systems where HSI has a significant impact on system performance, affordability, and risk.

2.1.1 Identify where human performance has an impact on system performance

2.1.2 Identify where training systems have an impact on system performance

2.1.3 Identify where system manning has an impact on affordability

2.1.4 identify where existing system safety, health, habitability, personnel survivability, and system quality of life have an impact on system risk

2.2 Identify where insertion of advanced technology in existing systems will significantly impact HSI

2.2.1 Identify where operations and maintenance human machine interfaces and workstations associated with advanced technology will impact human performance

2.2.2 Identify where training aspects of advanced technology will impact human capability

2.2.3 Identify where personnel skills and skill levels associated with advanced technology will impact human utilization

2.2.4 Identify where manning requirements associated with advanced technology will impact human availability and system affordability

2.2.5 Identify where safety, health, habitability, personnel survivability, and system quality of life associated with advanced technology will impact system risk

2.3 Identify the extent to which design directions taken in existing systems constrain the degrees of freedom in making improvements

2.4 Define how a reengineering and modernization approach can be taken to designing for human performance, safety, health, and quality of life

2.4.1 Define how HSI improvements can be made with incremental advanced in technology

2.4.2 Define how HSI improvements can be made to correct HSI deficiencies in existing systems

2.4.3 Define how HSI improvements can be made with recognition of new threats, missions, mission capabilities, warfighting tactics and strategy, and policies governing systems acquisition

2.5 Identify how changes in requirements impact requirements for improving human performance, manpower, training, personnel management, habitability, quality of life, personnel survivability, safety, and health.

3. Identify HSI Issues in Post Deployment Sustainment

Overview The support strategy shall address how the PM will maintain appropriate oversight of the fielded system. Oversight shall identify and properly address performance, readiness, ownership cost, and support issues, and shall include post deployment evaluation to support planning for assuring sustainment and implementing technology insertion, to continually improve product affordability. The PM shall use post deployment evaluations of the system, beginning at IOC, to verify whether the fielded system continues to meet or exceed thresholds and objectives for cost, performance, and support parameters approved at full rate production. The PM shall select the parameters for evaluations based on their relevance to future modifications or evolutionary block upgrades for performance, sustainability, and affordability improvements, or when there is a high level of risk that a KPP will not be sustained over the life of the system.

Relationship to System Acquisition Process According to DoD 5000.2R, post deployment evaluations shall continue as operational support plans execute (including transition from organic to contract support and vice versa, if applicable), and shall be regularly updated depending on the pace of technology. The PM shall use existing reporting systems and operational feedback to evaluate the fielded system whenever possible.

Inputs: Design of existing systems.

Outputs: HSI improvements to existing systems.

Substeps, Activities, Guidelines:

3.1 Identify areas in fielded systems where HSI has a significant impact on system performance, affordability, and risk.

3.1.1 Identify where human performance has an impact on system performance

3.1.2 Identify where training systems have an impact on system performance

3.1.3 Identify where system manning has an impact on affordability

3.1.4 identify where existing system safety, health, habitability, personnel survivability, and system quality of life have an impact on system risk

3.2 Identify where insertion of advanced technology in existing systems will significantly impact HSI

3.2.1 Identify where operations and maintenance human machine interfaces and workstations associated with advanced technology will impact human performance

3.2.2 Identify where training aspects of advanced technology will impact human capability

3.2.3 Identify where personnel skills and skill levels associated with advanced technology will impact human utilization

3.2.4 Identify where manning requirements associated with advanced technology will impact human availability and system affordability

3.2.5 Identify where safety, health, habitability, personnel survivability, and system quality of life associated with advanced technology will impact system risk

3.3 Identify the extent to which design directions taken in existing systems constrain the degrees of freedom in making improvements

3.4 Define how a reengineering and modernization approach can be taken to designing for human performance, safety, health, and quality of life

3.4.1 Define how HSI improvements can be made with incremental advanced in technology

3.4.2 Define how HSI improvements can be made to correct HSI deficiencies in existing systems

3.4.3 Define how HSI improvements can be made with recognition of new threats, missions, mission capabilities, warfighting tactics and strategy, and policies governing systems acquisition

3.5 Identify how changes in requirements impact requirements for improving human performance, manpower, training, personnel management, habitability, quality of life, personnel survivability, safety, and health.

4. Identify HSI Lessons Learned

Overview: The HSI Program will review existing elements (systems, equipment, software, facilities, and services) to identify lessons learned to include existing capabilities, requirements for additional capability, and deficiencies with existing or projected capability. Lessons learned will include problems to be resolved and positive features of the design which should be continued.

Relationship to the System Acquisition Process: Acquisition of lessons learned will be accomplished for throughout system operation.

Inputs: Design descriptions

Outputs: Descriptions of lessons learned

Substeps/Activities/Guidelines:

4.1 Identify Lessons Learned over representative missions, conditions, functions and tasks

4.1.1 Identify lessons learned

4.1.1.1 Acquire lessons learned data

Lessons learned from baseline comparison systems, equipment, software, facilities, and services
- problems in existing elements to be avoided;
- positive aspects in existing elements to be continued;
- human factors concepts implemented in the existing elements
- capabilities provided in existing elements
- expected changes in capabilities
- requirements for additional capability

4.1.1.2 Collect Lessons Learned data

Assess the Personnel Pipeline Analysis
Assess the Training Resource Requirements
- Assess the adequacy of training data
- Assess the adequacy of task comparability analysis
- Assess the adequacy of unit training products determination
- Assess the adequacy of course requirements analysis
- Assess the adequacy of course material requirements determination
- Assess the adequacy of course cost and resources determination
Assess manpower requirements
- Identify manpower requirements from system acquisition documentation
- Identify manpower requirements from ILS/LSAR documentation
- Identify manpower requirements from lessons learned
- Identify problems in existing systems with excessive workloads
- Identify problems in existing systems with understaffing/overstaffing
- Identify problems in existing systems with unavailability of skilled personnel
- Identify problems in existing systems with workload distribution
- Identify requirements for reduced manning
Assess training provisions
- determine that training devices are available
- determine that training devices conform to requirements
- determine that training facilities are adequate for the student throughput
- determine that critical issues have been identified for training manuals
- Assess the applications of embedded training technology
- Identify requirements for special skills
Review the Preliminary Hazard Analysis (PHA) to identify safety critical areas, evaluate hazards, and identify the safety design criteria to be used.
identify human engineering/human performance problems
- Determine human error potential for equipment operation and use
- Determine human error potential in equipment maintenance
- Determine potential problems with time to respond/perform
- Determine the extent to which equipment tasks are complex
- Determine problems with the amount of information
- Determine problems with the complexity of the information processing,
- Determine problems with the number of decisions and options to be handled,
- Determine problems with the extent and complexity of communications,
- Determine problems with task performance accuracy required,
- Determine problems with special skills and knowledge required,
- Determine problems with the levels of skills
- Determine positive aspects of human engineering design approach
Review 3-M data
- determine what EIC code is associated with the equipment
- retrieve 2-K reports for the equipment
- review block 8 cause codes
- review block 15 - safety hazard identified
Review sections of T&E reports that address design issues
Review sections of T&E reports that address MPT
Assess the training device design
- Adequacy of the extent to which training objectives are addressed
- Adequacy of the information reception media
- Adequacy of the skills acquisition media
- Adequacy of fidelity levels of training equipment and simulation systems
- Adequacy of display formats of training equipment
- Adequacy of the range of conditions implemented
- Adequacy of the use of augmented feedback
- Adequacy of the use of prompting and cueing
- Adequacy of programming
- Adequacy of the use of computer based instruction
- Adequacy of instructor interfaces
- Adequacy of data acquisition and recording
- Adequacy of embedded training provisions
Assess Training Effectiveness
- Assess the training for completeness - verify that the training addresses operators and maintainers; and that the training addresses all requirements for training devices
- Assess the training for accuracy - verify that the training requirements are based on job requirements and that training objectives are met
- Assess the training for consistency - verify that the training requirements for the new system are consistent with the requirements for similar systems; and that the training requirements are consistent with required skills and knowledge
- Assess the training for timeliness - verify that the training requirements were identified in time to allow for development of new facilities/devices
- Assess the quality of the training program - verify that trainees possess required skills and knowledge at the termination of training
Assess training devices
- verify that training device requirements include specific skills to be acquired
- verify that training device requirements include criteria for judging skills are learned and quantifying the level of skill
- verify that training device requirements include performance measures
- verify that training devices meet required levels of fidelity to actual systems
- verify that training devices control extraneous factors
- verify that each device relates to devices already in use
- verify that device requirements include device supportability/maintainability
- verify that device requirements include estimated life cycle costs
- verify that training device requirements include range of conditions (i.e., maintenance conditions) expected
Review incident reports exist at TYCOM or SYSCOMs which address HSI issues
- Identify where incidents were caused by inadequate human performance
- Identify where incidents were caused by inadequate manning
- Identify where incidents were caused by inadequate training
- Identify where incidents were caused by inadequate procedures
- Identify where incidents were caused by inadequate design
- Identify where incidents were caused by inadequate organization
Review casualty reports (CASREPS) to identify casualties caused by human performance, inadequate manning, ineffective training, inadequate procedures, poor design, or inadequate organization
Review INSURV data exist which indicate HSI problems
Review FLTEX data exist which indicate HSI problems
Review Commanding Officer Narrative Reports (CONARs) exist which indicate HSI problems
Review JAG investigation reports exist which indicate HSI problems
Review message traffic which indicates problems or positive aspects of the equipment or systems
Conduct interviews of ship personnel concerning HSI issues with the equipment
- identify situations where human error has been a problem
- identify situations where human performance has been a problem
- identify situations where team performance has been a problem
- identify situations where manning has been a problem
- identify situations where skill level has been a problem
- identify situations where training has been a problem
- identify situations where documentation has been a problem
- identify situations where information management has been a problem
- identify situations where organizational factors have been a problem
- identify situations where equipment design has been a problem
- identify situations where workplace layout has been a problem
- identify situations where arrangements have been a problem
- identify situations where equipment installation has been a problem
- identify situations where environmental factors have been a problem
- identify positive aspects of HSI design approach
Conduct HSI observations/evaluations at the worksite
Acquire measurements of system and human performance over time

4.1.1.3 Identify lessons learned

Identify Personnel Availability Lessons Learned
- problems with manning levels
- problems with workloads
Personnel Utilization Lessons Learned
- problems with personnel utilization
- problems with function allocation
Personnel capability Lessons Learned
- problems with training
- problems with skills
Personnel Performance Lessons Learned
- Missions, operations, tasks and conditions having potentially or actually observed high error rates
- Missions, operations, tasks and conditions having potential or actual performance problems
- Hardware or software design features having potential or actual performance problems
Safety and Health Lessons Learned
- Missions, operations, tasks and conditions having potentially or actually high accident rates
- Missions, operations, tasks and conditions having an effect on or affected by protective equipment
- Hardware or software design features having potential or actual safety and health problems

4.1.2 Classify lessons learned in terms of causal factors or HF domain

Identify manpower requirements from lessons learned
- excessive workloads
- unbalanced or highly variable workloads
- understaffing problems
- overstaffing problems
- unavailability of personnel with requisite skills
- inappropriate functional allocation to human and automated performance in existing system
Identify skill/training requirements and constraints from lessons learned
- training problems in existing elements
- training effectiveness in existing elements
- training devices and equipment used in existing elements
- applications of embedded training technology
- applications of onboard training technology
- requirements for special skills
Identify human performance requirements from lessons learned
- Human performance problems in existing elements (systems, equipment, software, facilities, and services)
- concepts for enhancing and aiding human performance
- concepts for measuring/monitoring human performance in existing elements
- required levels of probability of successful performance in the new element
- adequacy of team performance
- communications concepts in existing elements
- information flow concepts in existing elements
- cross training approaches in existing elements
- adequacy of human reliability
- requirements in the new element for minimum error occurrence rates
- requirements in the new element for maximizing the likelihood of error detection/ correction
- adequacy of human productivity
- adequacy of technical documentation data
Identify safety/health requirements and constraints from lessons learned
- protection system concepts implemented in existing elements
- individual protection systems
- damage control concepts implemented in existing systems
- habitability concepts implemented in existing elements
- environmental control
- workspace free volume
- support of living activities
- design for safety concepts implemented in existing elements
- hazard reduction/elimination
- warnings
- safety procedures
- safety training
- medical support concepts in existing elements
Integrate high driver/lessons learned data
identify problems which are human factors problems
identify possible causes for problems
identify positive aspects of the system design

5. Assess/reengineer the allocation of functions to humans and automation

Overview: The reallocation of functions in existing systems is a key step in determining manning requirements for system redesign configurations. The reallocation of functions begins with function analyses which are conducted for scenarios to drive out requirements for functions and functional sequences at successively greater levels of specificity. The initial activity in function analysis is to develop a function index which describes the extent of functionality needed on the ship. Functions from the index are then used in a function decomposition from the top level functions identified in the mission scenario. Functions are decomposed on the basis of requirements associated with the functions within the context of the missions. The function analysis also focuses on identifying lessons learned from comparable systems (i.e. baseline ship) which are addressed in the development of requirements associated with functions. These lessons learned lead to the identification of high driver functions; those that are labor intensive, prone to human error, difficult to train, or associated with accidents and safety hazards. Requirements in this context include performance capabilities needed to perform the function, information required and characteristics of this information, decisions which the system must make within function performance, communication requirements across functions, and resources needed to conduct the function.

When functions and associated requirements have been identified, the reallocation of functions is conducted wherein functions are reallocated to human or automated performance, or some combination of the two. Function allocation essentially defines the roles of humans and automation in the performance of system functions, and identifies where additional information is needed to define these roles. The needed additional information is acquired by means of modeling of the interactions between humans and automation, and/or through task network simulation. Allocation of functions is optimally performed by a multidisciplinary team of HSI specialists, system engineers, and operations specialists, each assessing the roles of humans and automation from their unique perspective. The result of the allocation of functions activity is a set of roles for human and automated performance of a sequence of functions within a scenario, and task performance requirements for tasks associated with human roles.

In support of the determination of human roles in the allocation of functions, workload reduction concepts will be developed. Based on lessons learned, operational constraints, and technology assessments, alternate approaches to achieving function allocations are identified which can be expected to reduce human workload with no adverse impact on human performance and safety. For each of these alternate approaches, models of human-automation interaction are developed and exercised to support allocation decisions or to synthesize the results of the function allocation effort.

For each alternate approach to reducing human workload based on function allocation strategies, task sequences will be defined, and task analysis conducted. Task analysis identifies, for each task, requirements including information, performance capability, communications, decision making, team performance, task frequency and expected duration, and potential for and impacts of human error.

The task sequences are used in workload assessment simulation which determines human workloads associated with tasks, and identifies information bottlenecks, and potential performance and safety problems. As workload, human performance and safety problems are identified for function allocation strategies and alternate design approaches, the allocation strategies and concepts are modified, and the entire process is iterated. Finally, the workload and manning reduction, human performance capability, safety, training, and personnel utilization implications of each design concept are subjected to a HSI assessment.

Relationship to the System Acquisition Process: Development of system improvement concepts from an HSI point of view must begin with a reallocation of functions.

Inputs: Existing allocation of functions

Outputs: Reengineered allocation of functions

Substeps/Activities/Guidelines:

5.1 Integrate Functional Information and Identify Allocation Parameters

5.1.1 consolidate functional information across mission segments

5.1.2 identify and list allocation high priority criteria/drivers associated with each function allocation

5.2 Reverse Engineer the Function Allocation in existing systems

5.2.1 identify the allocation of functions in existing systems

5.2.2 identify the rationale for this allocation decision

5.2.3 identify constraints on increasing the level of automation in allocating the function in the emerging system

5.3 Reallocate Functions ñ Determine Level of Automation

5.3.1 determine if the function be fully automated

If it can, the roles of the human and automation are determined.
keep in mind that automating a function does not logically mean that the human does not have a role in the performance of the function, that he or she has effectively been designed out of the system for that specific function
in an automated function, the role of the human is less that of performer and more that of a manager, monitor, or backup performer or intervener.
if the decision is that the function in question cannot be performed totally by automation, continue the decision process:

5.3.2 Determine if the function can be automated with human supervision

if yes, the roles of the human and automation are identified.
if no, continue the decision process:

5.3.3 Determine if the function can be performed by human/automation interaction

if so, the roles of humans and automation are identified.
in this allocation each element has some responsibility for some facet of function performance, and the allocation of these functions may vary in the operational setting due to workload, safety, or uncertainty considerations (dynamic function allocation).
if this allocation is not viable, continue the decision process:

5.3.4 Determine if the function can be performed by humans with machine aiding.

if so, the roles of humans and automation are defined.
the classes of machine aiding include:
- on-line help;
- memory aids (with intelligence for anticipating operator action requirements and providing prompts and cues concerning when and how to accomplish the action
- planning aid;
- intelligent tutoring system which provides real-time tutoring based on an understanding of the user, and what the user is attempting to accomplish;
- situation awareness aid which characterizes a model of what is happening in the external world, what to expect, what actions are required, what additional information is needed, what's important, and how much time is available,
- real-time simulation for investigating the potential outcome of planned activities, assessing alternate diagnoses, and rehearsing action strategies prior to implementation;
- cooperative, collaborative decision support wherein humans interact with other humans and with intelligent machines which serve to enhance or augment the operator's decision-making capabilities;
- integration of data fusion with decision support;
- operator's associate (or pilot, commander, evaluator, or maintainer) which incorporates many of the features of categories described above to enable the intelligent machine act as an aide to the human in the performance of missions, functions and tasks.

5.4 Identify Roles of Humans and Automation

5.4.1 In dealing with complex systems the issue is not so much defining the allocation of system functions or subfunctions to human or machine performance as establishing the role of the human in the system.

5.4.2 In highly automated systems where both human and machine are equally competent to perform individual functions, the design issue is to determine the role of the human vs automation in the performance of each function.

5.4.3 The emphasis on the role of human in the system acknowledges the fact that the human has some role in every system function. In some cases that role may encompass actual performance of the function, while in others it may involve monitoring machine performance.

5.4.4 It is also important to realize that an assigned role for human performance may change with changes in operational conditions. Thus a function optimally performed by a human under certain conditions of workload, time constraints, or task priority, may be more optimally automated under other conditions.

5.4.5 The purpose of establishing the roles of humans and automation for the allocation of function decision is to define the level of involvement of the human in the information processing, decision making, and execution activities associated with the conduct of system functions.

6. Assess/redesign HMI and workstation design

Overview: Evaluate and modify elements of human machine interfaces

Relationship to the System Acquisition Process: Redesign HSI aspects of the existing system

Inputs: Existing system design

Outputs: Modified system design

Substeps/Activities/Guidelines:

6.1 identify problems with HMI from lessons learned data

6.2 modify HMI

modify display integration concepts
modify feedback concepts
modify display mode concepts
modify large screen - group display concepts
modify computer display concepts
modify special display concepts
modify information integration levels
modify role-of-man in the control system concepts
modify special control design concepts
modify equipment arrangement concepts
modify workspace layout concepts
modify control-display integration concepts
modify control console integration concepts
modify job performance aiding media concepts -hard copy versus electronic display
modify decision aid concepts
modify labeling concepts
modify display coding concepts
modify concepts for control and display arrangements based on sequence of use, priority and functional grouping
modify visual systems to extend detection and engagement ranges
modify concepts for decision aids
modify concepts for data designation techniques
modify concepts for predictive displays
modify concepts for integrated test and training techniques
modify concepts for enhancement of visual envelopes
modify concepts for integrated displays
modify concepts for situation displays
modify concepts for navigation display concepts
modify workstation concepts
modify workload distribution concepts
modify task allocation concepts
modify control concepts
modify display concepts
modify communication concepts
modify equipment arrangement concepts
modify integrated display concepts

6.3 modify workstation elements

Modify display elements
Modify icon design concepts
Modify symbols
Modify display pages
Modify screen organization
Modify content density
Modify content Integration
Modify display relationships
Modify human-machine interface design to simplify tasks
Modify design of procedures
Modify design of communications
Modify design of battle management displays
Modify design of battle assessment techniques
Modify design of decision aids

7. Assess/redesign HCI and human-centered automation

Overview: Evaluate and modify elements of human computer interfaces

Relationship to the System Acquisition Process: Redesign HSI aspects of the existing system

Inputs: Existing system design

Outputs: Modified system design

Substeps/Activities/Guidelines:

7.1 modify data access - retrieval dialogues

modify command modes
modify retrieval modes
modify data entry devices
modify displays and display formats
modify page composition
identify requirements data compilation
modify dedicated versus multi-function displays
modify data designation requirements
modify help mode requirements
modify transparency requirements
modify direction - cueing requirements
modify user-computer interaction requirements

7.2 modify User-Computer Interface Concepts

identify problems with existing user-computer interface using lessons learned
modify alternate user-computer interface concepts
modify input/output concepts
modify data access - retrieval dialogue concepts
modify user-computer interaction concepts
modify command mode concepts
modify data base management concepts

7.3 Identify human-centered automation requirements

modify automation concepts and associated human performance requirements
modify HMI to provide the operator with current and complete awareness of the tactical situation
modify HMI to provide means to accomplish monitoring and verification
modify HMT to enable human intervention into automated processes, supporting planning and supervision, providing support for decision making, problem solving, and information integration, and enabling the operator to reassign roles and responsibilities between human and machine in real time.
develop design concepts which foster and support the interaction between human and automation;
develop design concepts which will enhance human performance and safety;
develop design concepts which reduce the incidence and impact of human error;
develop design criteria to support design concepts.

8. Assess/redesign procedures, documentation, decision aids

Overview: Evaluate and modify procedures, documentation, decision aids

Relationship to the System Acquisition Process: Redesign HSI aspects of the existing system

Inputs: Existing system design

Outputs: Modified system design

Substeps/Activities/Guidelines:

8.1 Modify Procedures/Documentation

modify information format
modify information source
modify information quantity
modify information update rate
modify information presentation design

8.2 Modify decision aids

Modify decision aid operation
Modify decision aid content

9. Assess/redesign workspace/facility and quality of life implementations

Overview: Evaluate and modify workspace/facility and quality of life implementations

Relationship to the System Acquisition Process: Redesign HSI aspects of the existing system

Inputs: Existing system design

Outputs: Modified system design

Substeps/Activities/Guidelines:

9.1 identify facility user problems from lessons learned

modify provisions for entering the facility
modify provisions for preparing the facility
modify provisions for configuring the facility
modify provisions for inhabiting the facility
modify provisions for accessing a workspace
modify provisions for accessing procedures, documentation, equipment
modify provisions for accessing consoles and panels
modify provisions for performing facility operations
modify provisions for performing tests
modify provisions for performing maintenance
modify provisions for performing locomotion
modify provisions for performing cargo transfer
modify alarms in the facility
modify communications
modify access to emergency equipment
modify emergency egress

10. Assess/redesign maintainability design features and interfaces

Overview: Evaluate and modify maintainability design

Relationship to the System Acquisition Process: Redesign HSI aspects of the existing system

Inputs: Existing system design

Outputs: Modified system design

Substeps/Activities/Guidelines:

10.1 Identify maintainability problems from lessons learned

modify maintainability design requirements
modify maintenance information requirements
modify design for accessibility
modify equipment arrangement to facilitate maintenance
modify procedures - number and simplicity
modify troubleshooting diagnostics and decisions
modify skill levels and maintenance training
modify equipment design for maintainability
modify allocation of maintenance responsibility to man or machine
modify equipment installation requirements
modify requirements for special tools/support equipment
modify job aid requirements
modify communication requirements
modify facility design requirements
modify safety design requirements

11. Assess/redesign safety and health, personnel survivability design

Overview: Evaluate and modify safety and health, personnel survivability design Relationship to the System Acquisition Process: Redesign HSI aspects of the existing system

Inputs: Existing system design

Outputs: Modified system design

Substeps/Activities/Guidelines:

11.1 Identify problems from lessons learned

Modify hazard elimination
Modify provisions for guarding the hazard
Modify labeling the hazard
Modify alarming the hazard
Modify training/procedures

12. Evaluate Ship Systems

Overview: Evaluate the design of ship systems

Relationship to the System Acquisition Process: Redesign HSI aspects of the existing system

Inputs: Existing system design

Outputs: Evaluation of system design

Substeps/Activities/Guidelines:

12.1 Evaluate Supply/Support

verify supply/ support workload /manning are reduced through labor saving and workload reduction technology, automated inventory control and part-piece stowage and retrieval, expanded use of decision support systems, and task simplification;
Verify that automated inventory management and control is enhanced;
Verify that material handling reduces human involvement, workloads, potential for human error, and time to access supplies is enhanced;
Verify that personnel record keeping and management functions onboard are eliminated;
Verify that security provisions to reduce human involvement and workload are provided.
Verify that PHS&T addresses human performance limitations; workloads are reduced; compartmentalization - layout and arrangement of spaces, will facilitate performance and safety while minimizing time to access and transverse areas; workloads associated with onloading and transport of cargo are reduced; ease of access to stow and retrieve items at supply locations; ease of cargo transfer throughout the ship; and ease of handling of packaging material.
Verify that facilities are designed and arranged to minimize manning and safety hazards, to enhance equipment access and human performance, and to ensure quality of life at sea,
Verify computer resources emphasize reduced workload/ human error potential, and fewer users through implementation of increased automation and use of decision support systems; that requirements for human computer interfaces have been addressed; and system usability is enhanced.

12.2 Assess Maintenance

Assess the maintenance planning analysis and demonstrations to verify reductions in the need for maintenance, time to repair, time to troubleshoot, incidence and impact of maintainer human error, and maintainer workload and manning levels.
Verify that spares, supporting documentation, tools, and test equipment required for a maintenance activity are located for ease of access from the worksite;
Verify that facility maintenance is reduced;
Assess the support and test equipment analysis and demonstrations to verify: BIT/BITE are designed to ensure that the maintainer is aware of what is happening in the test sequence; the need for stand-alone TMDE is reduced; and the need for special tools is reduced.
Verify that maintenance functions and tasks are simplified, and maintainer workloads reduced, through extensive intelligent decision aiding and incorporation of a maintainer's associate to assist in diagnostics decision making.
Verify that HMI conform to HE standards, and incorporate decision support, intelligent tutoring, on-line help, job aiding, data fusion, embedded training, and multi-modal/multi-media/hyper-media capabilities.
Verify reduced need for maintenance through high reliability equipment and human reliability.
Verify reduction in the time to repair through a more usable design.
Verify reduction in the incidence and impact of maintainer human error.
Verify reduced workload through improved diagnostics, procedures, decision aids, HE design standards, task simplification, improved HMI, improved information handling and test and diagnosis, and job design/job aids to reduce the need for multi-person maintenance tasks.
Verify improvement in the design for maintenance access through imposition of human engineering workspace design standards and development of models and mockups to assess the accessibility of components by any crew member from the 5th percentile female to the 95th percentile male.
Verify improvement in maintenance procedures accessibility, content, and organization.
Verify improvement in maintainer safety and health through hazard identification, design to eliminate or control safety hazards, and design of jobs to reduce the incidence of health hazards.
Verify improvement in maintainer productivity by ensuring that equipment is usable, workloads are reasonable, stress associated with the job is reduced, the worker is safe, attention has been focused on the role of personnel versus automation in the conduct of maintenance tasks, and the design for maintainability will enable workers to work faster with a heightened level of job satisfaction and personnel safety.

12.3 Evaluate Damage Control Systems

Verify dewatering performed in a timely fashion.
Verify that firemain integrity is monitored and controlled from a single station, that breaks can be diagnosed and that break isolation and pump lightoff are controlled from that station.
Verify that stability/ballast control can be maintained from a single location, movement of water ballast is controlled, and functions can be orchestrated with dewatering activities.
Verify fire detection identifies extent and magnitude of fires and fire spread controlled, and that effected compartments quickly isolated.
Verify that flood detection can be performed so that extent and rate of flooding can be determined and flooding controlled and flooded compartments can be isolated.
Verify that main compartments can be isolated with out requiring crew to be detailed to the affected fire/flood barriers.
Ensure that Plugging/patching activities can be performed, but such activites are minimized via effective design of compartment flooding isolation barriers.
Verify that fire countermeasures are provided which ensure rapid detection and suppression of small to medium fires without requiring the formation of DC parties and hose teams, and that rapid, automated, fire detection is provided so that automated fire countermeasures are quickly enacted to maintain control of fire spread.
Verify that readiness of Emergency Medical facilities can be maintained in order to treat crew in the event of battle or other ships damage and to meet chemical, biological, and radiological threats.
Verify personnel location monitoring so that shipís crew can be accounted for in the event of all damage situations. Monitor compartments for human presence prior to compartment isolation or light off of harmful fire suppression equipment.

12.4 Evaluate Battle Management Functionality

Assess planning and coordination functions to verify mission objectives can be met effectively with minimum operator workload.
Assess tactical picture generation functions to verify that watchstanders are provided with dynamic information to support situation awareness with maximum effectiveness and minimum operator workload.
Verify that commanders can assess own-ship operational capability.
Assess analysis and demonstrations of rehearsal and training capability to verify that engineering, combat system, damage control and C4 functions are integrated into recording and playback for performance evaluation with minimum operator workload.
Verify that the Mission/Function Analysis is traceable to DRM/MNS etc.
Verify that Mission/Function Analysis requirements (e.g., time to identify target, time from detect to proposed threat determination/decision) meet DRM/Scenario requirements)
Verify that allocation scheme/rules & organizational structure utilizing zero based manning and expected task autonomy (full auto; automated with supervision; manual with machine aiding; full manual) is demonstrated to be congruent with command authority.

12.5 Evaluate Engineering Control Systems

Assess analysis and demonstrations of propulsion and auxiliary systems control to verify that that these can be effectively directed from remote stations or by means of automated ship system control.
Verify that propulsion and auxiliary machinery systems can operate with adequate reliability and that no maintenance actions will be required during a sufficient period of time to support mission requirements.
Assess analysis and demonstrations of propulsion and auxiliary systems to verify that the need for manual routine maintenance, resupply or adjustment functions are minimized and that all control functions can be directed from remote stations.
Verify sub-systems have been engineered to minimize operator workload including: Fuel management systems, Water distillation and chilling systems, and HVAC systems
Verify that requirements for operator/maintainer physical presence in propulsion and auxiliary machinery spaces are minimized.

12.6 Evaluate Helo Operations Control Systems

Verify that activities that are labor intensive on existing ships, such as helo hauldown, secure and traverse, are automated to reduce human involvement.
Verify that the need for helo on-board maintenance is reduced.
Verify that workloads associated with LSO operations are reduced.
Verify that manpower reductions do not compromise ship and air crew safety.

12.7 Evaluate Command Systems

Assess analysis and demonstrations of monitoring and evaluation functions to verify that commanders are able to maintain situational awareness and to evaluate mission progress with minimum workload.
Verify that commanders are kept cognizant of the resources available to them at all times.

12.8 Evaluate Ship Evolutions Functionality

Verify that activities that are labor intensive on existing ships, such as underway replenishment, are automated to reduce human involvement.