AOA 3 61 035 

Intelligence Production Model 

Version 6.00 for Windows: 

User's Manual 

Marsha B. McLean 

Angela S. Roe 

Jamieson Christian 

ARL-CR-436 JANUARY 1999 

prepared by 

BDM International 

4067 Enterprise Way 

Sierra Vista, AZ 85635 

under contract 

DAALO1-94-C-0048 

Approved for public release; distribution is unlimited. 
Borland C*@ is a registered trademark of Borland International, Inc. 

DOSTM and WindowsTM are trademarks of Microsoft Corporation. 

Visual Ci+@ is a registered trademark of Microsoft Corporation. 

The findings in this report are not to be construed as an official Department of the Army position 

unless so designated by other authorized documents. 

Citation of manufacturer's or trade names does not constitute an official endorsement or approval of 

the use thereof. 

Destroy this report when it is no longer needed. Do not return it to the originator. 
Army Research Laboratory 

Aberdeen Proving Ground, MD 2 1005-5425 

ARL-CR-436 January 1999 

Intelligence Production Model Version 6.00 for 

Windows: User's Manual 

prepared by 

Marsha B. McLean 

Angela S. Roe 

Jamieson Christian 

BDM International, Inc. 

under contract 

DAALO 1 -94-C-0048 

Approved for public release; distribution is unlimited. 
Abstract 

This is the user's manual for the Intelligence Production Model (IPM) 

Version 6.00. The manual provides step-by-step instructions for setting 

up and running the IPM, viewing and processing output, and maintaining 

files generated during model runs. The manual includes a section to aid the 

user in model design, as well as a dictionary of terms. The IPM is a 

software application that simulates how the quality of information and 

information processing performance in a military intelligence production 

system affect the quality of military intelligence required to meet the 

commander's needs. By simulating the functions and processes in 

developing a collection plan, conducting data analysis and fusion, and 

disseminating intelligence products, the model enables users to simulate the 

entire intelligence collection and production system from a human 

perspective. Also, the model can simulate information operations against 

the intelligence battlefield functional areas and can identify how 

"defective" information degrades the quality of intelligence. Outputs from 

the model include how information quality is enhanced or degraded during 

varying scenario parameters, soldier and task characteristics, and 

environmental factors, as well as how and what types of human errors 

degrade the quality of intelligence during the specified model conditions. 

Detailed model outputs can be used to identify specific design or remedial 

requirements for the military intelligence systems, personnel, or training. 
CONTENTS 

INTRODUCTION ................................................ 

BACKGROUND ................................................. 3 

DESCRIPTION .................................................. 3 

OPERATION ................................................... 4 

USERDESCRIPTION ............................................. 5 

SECTION 1 . INSTALLING OF SOFTWARE . 

Introduction ................................................ 5 

Installing the Software ......................................... 6 

SECTION 2 . CREATING A NEW TEST CASE ........................... 8 

The Introduction Screen ........................................ 8 

NewTestCase .............................................. 9 

The Overview Pyramid ........................................ 10 

Scenario Interview ........................................... 11 

Parameter Setup ............................................. 12 

Parameter Summary .......................................... 13 

Asset Ratings ............................................... 14 

Performance Task Overview ..................................... 15 

Performance Variable Setup ..................................... 16 

Saving a Test Case ........................................... 17 

Running a Test Case .......................................... 18 

SECTION 3 . IPM MODEL OUTPUT .................................. 19 

Output Reporting ............................................ 19 

Summary Output Data ........................................ 19 

Detailed Reports ............................................ 27 

SECTION 4 . MODIFYING A TEST CASE .............................. 28 

Introduction ................................................ 28 

The Introduction Screen ........................................ 29 

OpenTestCase ............................................. 30 

Options for Modifying Test Cases ................................ 31 

Modifying Interview Settings .................................... 32 

ModifLing Scenario Parameters ................................... 33 
Modifying Scenario Parameters (detail) ............................. 34 

Modifying Asset Ratings ....................................... 35 

Using the Asset Library ........................................ 36 

Modifying MI Performance Tasks ................................ 37 

Modifying MI Performance Tasks (1) .............................. 38 

Modifying MI Performance Tasks (2) .............................. 39 

Modifying MI Performance Tasks (3) .............................. 40 

Modifying MI Performance Tasks (4) .............................. 41 

Modifying MI Performance Tasks (5) .............................. 42 

Modifying MI Performance Tasks (6) .............................. 43 

SECTION 5 . FILE MANAGEMENT UTILITIES .......................... 44 

Introduction ................................................ 44 

Starting the File Management Utility ............................... 44 

Archiving Test Cases ......................................... 45 

Restoring Test Cases .......................................... 46 

Deleting Test Cases .......................................... 47 

SECTION 6 . MODEL DESIGN WORKSHEETS .......................... 47 

Introduction ................................................ 47 

Interview .................................................. 48 

Scenario Environment (Worksheet 1) ............................... 53 

Assets and Asset Ratings (Worksheet 2) ............................ 54 

Personal and Performance Variables (Worksheet 3) ..................... 55 

Task Requirements and Job Aid Variables (Worksheet 4) ................. 56 

IPM Functional Performance Model ............................... 57 

IPM Functional Performance Node Descriptions ....................... 58 

APPENDIX 

A . Dictionary of Terms ....................................... 59 

DISTRIBUTION LIST ............................................. 93 

REPORT DOCUMENTATION PAGE ................................. 95 
INTELLIGENCE PRODUCTION MODEL 

VERSION 6.00 FOR WINDOWSTM: USER'S MANUAL 

INTRODUCTION 

This is the user's manual for the Intelligence Production Model (IPM) Version 6.00. 

The manual provides step-by-step instructions for setting up and running the IPM, viewing and 

processing output, and maintaining files generated during model runs. The manual includes a 

section to aid the user in model design, as well as a dictionary of terms in Appendix A. 

BACKGROUND 

The IPM has been in development since 199 1. The first executable version of the model 

was released in 1992 and was used primarily by the model researchers and developers in continuing 

efforts. The first user-oriented version of the IPM, Version 3.1.4, was released in August 1994, 

followed by Version 4.60, 1 year later, and Version 5.00+ in October 1996. Each successive 

version of the IPM encompassed major enhancements of both the application software and user 

interface. Version 5.00+ was the first version of the IPM to actually be put in the hands of its 

intended users. This was also the last version of the model to be DOSTM based and the first version 

written only in Borland C++@. (Previous versions of the model were written using GURU Expert 

Systems, Version 3.1, Micro Data Base Systems, Inc.) 

The current 6.00 Version represents a number of enhancements and optimizations. The 

process of user validation resulted in a number of enhancements of the user interface, the model 

logic and rules, as well as new methods for output representation. In addition, the model 

application software itself was converted to a WindowsTM-based application written in Visual 

C++@. Redesign efforts to move the model into a WindowsTM environment included a major 

restructuring of the user interface approach to setting up and viewing model results. Model code 

was also redesigned to be more object oriented, the largest gain being a major reduction in the time 

required to run a test case, from an average of 15 minutes to an average of 45 seconds on a personal 

computer. 

DESCRIPTION 

The IPM is a software application that simulates how the quality of information and the 

information processing performance in a military intelligence (MI) production system affect the 

quality of military intelligence required to meet the commander's needs. By simulating the 
functions and processes in developing a collection plan, conducting data analysis and fusion, and 

disseminating intelligence products, the model enables users to simulate the entire intelligence 

collection and production system fiom a human perspective. Also, the model can simulate 

information operations against the intelligence battlefield functional areas and can identify how 

"defective" information degrades the quality of intelligence. Outputs fiom the model include how 

information quality is enhanced or degraded under varying scenario parameters, soldier and task 

characteristics, and environmental factors, as well as how and what types of human errors 

degrade the quality of intelligence under the specified model conditions. Detailed model outputs 

can be used to identify specific design or remedial requirements for the military intelligence 

systems, personnel, or training. 

OPERATION 

The new user should first review the model design worksheets provided in Section 5. 

These worksheets will guide the user through the process of identifying issues and objectives and 

setting up the variables required to execute a test case. Each worksheet corresponds to an input 

screen the user will see when setting up a test case on the IPM. Included is a test case planning 

interview sheet that should help to focus both setup of the model and interpretation of the model 

output results. Each of the steps required to execute a test case is described below: 

a. The user may describe his or her overall modeling objectives in terms of scope, issue, 

and approach. These settings are used to produce suggestions for parameter settings of variables 

that follow. 

b. The user may accept the suggested settings or do his or her own variable setups to 

describe the operational goal and units of the modeled intelligence production scenario in terms of 

command requirements, environment, and intelligence production tasks. 

c. Scenario parameters are processed to identify a set of default collection assets. Default 

assets are those that would normally be organic to a particular echelon. The user may select 

assets in addition to the default assets to model collection resources available fiom higher 

echelons. Users may also choose to eliminate certain default assets fiom their scenario to model 

contingency operations. There is also a mechanism with which the user may define and use 

"prototype" collection models. Assets are modeled in such a way that they collect "attributes" 

of information, rather than data bits. Information attributes are such things as temporal and 

behavioral, so modeled assets collect information "about" time or information "about" behavior. 

Appendix A contains complete definitions of these variables. 
d. Finally, the user may manipulate task variables pertaining to the performance of 

discrete and/or implied tasks in the MI production process. These variables describe the 

organizational and environmental conditions under which production tasks will occur. Default 

settings for these variables will already have been applied because of settings of the scenario 

variables, but the user is encouraged to review and edit these for finer control of the modeling 

variables. Appendix A contains complete definitions of these variables. 

USER DESCRIPTION 

Users of the IPM may be classified by their modeling objectives, such as planning, 

training development, and so forth. The IPM has been designed as a "normed" domain 

representation of the general MI production process. The IPM is a rule-based model, essentially 

non-deterministic, meant to represent a modeling concept, that is, modeling information quality 

and performance in MI production. Computer literacy is not required to use the IPM program. 

SECTION 1 : INSTALLATION OF SOFTWARE 

Introduction 

Intelligence Production Model Version 6.00 for windows^^ 

This software represents the computerization of the IPM. The concepts and 

methodologies of the IPM were developed by an interdisciplinary team of psychologists, subject 

matter experts in MI, and modeling and software engineers. This version is the result of several 

years of research and design, as well as at least two versions of software applications. 

System Requirements 

To run the IPM, the following minimum system features must be present: 

Intel 486 or compatible central processing unit 

8 megabytes of random access memory 

5 megabytes of free hard disk space1 

WindowsTM 3.1 or WindowsTM 95 

l~his is just to install the software. Each execution of the model writes files onto the hard drive. Each test case run 

requires as many as 750 kilobytes of additional hard disk space. The archiving utility described in file management 

utilities is used to free hard disk space and store test cases on floppy disks. The number of model runs that can be 

stored on the hard drive is purely dependent on the amount of available space. 
Please note, the IPM will run on a 386 but will run sign@cantly slower. 

Installing the Software 

Ste~ 1 

Insert the floppy disk labeled "IPM Install Disk 1" into your floppy drive. 

Step 2 

From the DOSTM prompt (or a DOSTM window if you are in WindowsTM), switch to the drive 

letter of your floppy drive; for example, type A: if "A" is the letter of your floppy drive. Press 

Enter. 

Step 3 

Type INSTALL and press Enter. 

Stev 4 

When prompted, enter the drive letter where you want the IPM installed, for example, C. 

Step 5 

The program will begin installing itself. When prompted, insert each successive disk of the install 

set into the floppy drive. Press Enter to proceed. 

Step 6 

When the installation is complete, you $11 be returned to the DOSTM prompt. If you are not in 

WindowsTM, go into WindowsTM now by typing WIN (or Exit if in a DOSTM window) and 

pressing Enter. 

For window sf^ 3.x 

Step 7 

From program manager, choose the File menu and select New. At the prompt, select Program 

Group and then click on OK. In the Description field, type "IPM for Windows" and press 

Enter. 

Stev 8 

Choose the File menu again and select New. At the prompt, select Program Item and then click 

on OK. Enter the following information in each field, pressing TAB to cycle through the fields. 

Note that all slashes are backslashes. Also, C: indicates the drive letter where the IPM was 

installed. Type a different drive letter if you installed the IPM to other than the C: drive. After 

you have entered this information, press Enter or click on OK. 

Description: IPM 

Command Line: C:\IPCM\IPM.EXE 

Working Directory: C:\IPCM 

Shortcut Key: None 
Step 9 

Choose the File menu again and select New. At the prompt, select program item and then click 

OK. Enter the following information in each field. (This process is the same as for Step 8.) 

Description: File Management 

Command Line: C:\IPCM\FILEMAN.EXE 

Working Directory: C:\IPCM 

Shortcut Key: None 

After these steps are completed, you should have a new program group in program manager, with 

an icon allowing you to conveniently run the IPM. A sample test case with output reports is 

given in the SAMPLES directory. 

For WindowsTM 95 

Ste~ 7 

Using WindowsTM Explorer, find the file 1PM.EXE in subdirectory C:UPCM\. Left click and 

drag this file to the desktop to create a shortcut. Close WindowsTM Explorer. Right click on the 

IPM icon now on the desktop, select properties, and click on the shortcut page. Make sure the 

following fields have the entries as shown below: 

Target: C:\IPCM\IPM.EXE 

Start in: C:\IPCM 

Shortcut Key: None 

Run: Normal window 

Click on OK. You can now run the IPM from the desktop by double clicking on the icon. 

Step 8 

Using WindowsTM Explorer, find the file FILEMAN.EXE in subdirectory C:UPCM\. Follow the 

Sami procedures as in Step 7 to create a shortcut to this application on the desktop. The fields 

in Properties-Shortcut should have the following entries: 

Target: C:\IPCM\FILEMAN.EXE 

Start in: C:\IPCM\ 

Shortcut Key: None 

Run: Normal window 

Click on OK to accept. You can now run the IPM file manager from the desktop by doubleclicking on this icon. 
SECTION 2: CREATING A NEW TEST CASE 

The Introduction Screen 

When the program is first started, an introductory screen appears with a brief description 

of the IPM and a number of options for beginning. 

To create a new test case, 

Click on the Open a Model button. 
New Test Case 

The new test case screen appears, prompting the user to select where the test case should 

be stored. 

previous window. 

Existing test cases 

may not be opened 

from this window. I 

To put the new test case in a new subdirectory named NEWDIR, 

Click on the Directories box. 

Type NEWDIR. 

Click on OK. 

To put the new test case in an existing subdirectory, 

Click on any of the existing subdirectory names (example [samples].) 

Click on OK. 

NOTE: When an existing subdirectory name is selected, a list of the existing test cases in that 

subdirectory will appear in the test cases box. To view a description of any test case, click on 

that test case. 
The Overview Pyramid 

The overview pyramid screen serves as the status indicator for a test case setup. The 

color of each pyramid section indicates whether the user has visited this section or if related 

changes should be re-visited. 

Each of the setup options is 

also available under setup . 

To begin setting up the test case, 

Double-click on the top portion of the pyramid labeled Interview. 
Scenario Interview 

The scenario interview screen enables the user to specify his or her study objectives for 

the test case being modeled in terms of the following high-level scenario descriptors as shown on 

the screen below. 

To customize this test case, limit its scope to the impact of human performance on intelligence 

products: 

In the SCOPE box, click on the radio button next to Information Products - Human 

Impact. This will provide recommendations for setting parameters on the next screen. 

Click on the Next >> button. 

APPROACH and ISSUES may also be set to further customize a test case but presently only 

serves as a reminder to the user. 
Parameter Setup 

The parameter setup screen enables the user to setup intermediate level parameters 

describing the scenario. 

Operational environment is the default 

display category. Click on SET next to the 

soldier environment category to view 

those parameters. 

The IPM has set these up automatically, based on the Scope selected in the previous screen. 

Click on the Next >> button to go on. 

NOTE: Each parameter in those general or specific scenario categories selected as SET should be 

specifically and carefully set by the user to describe the associated scenario (example, operational 

environment). Parameters selected as ADJUST IMPACT may be manipulated as a group, where 

each changes according to its corresponding impact (least to most). Parameters selected, as 

MINIMAL IMPACT will be automatically set to have the least amount of impact on the 

outcome of the test case. 
Parameter Summary 

The parameter summary screen lists the settings for all parameters. 

Set all enables all parameters to 

be specifically set from this screen. I <<Back returns to the previous 

screen, saving any changes made 

on this screen. 

Click on Next >> to accept the parameters as they are. 
Asset Ratings 

The asset ratings screen enables the user to rate the contribution of the collection assets 

used in the scenario. The assets shown below are the default set automatically selected according 

to parameters set in the prior screen. Asset ratings (e.g., excellent, good ...) have also been 

automatically set according to attributes of the selected assets. 

Add goes to a new window where 

new assets may be defined or existing 

ones may be selected from the asset 

current asset list. 

Click on Next >> to accept the collection assets and ratings. 
Performance Task Overview 

The performance task overview screen shows the hierarchical breakdown of military 

intelligence production tasks. 

Click on Next >> to go to the setup screen for these tasks. 
Performance Variable Setup 

The performance variable setup screen enables the user to set up variables for each 

individual task. These variables describe the task requirements and characteristics and the 

operating environment in which these tasks are being performed. These variables are pre-set 

according to settings of previous parameters and may be reviewed and changed by the user in 

groups or individually. 

Click on Finish to accept the settings and conclude the setup process. 
Saving a Test Case 

The new test case will be saved in the directory specified earlier (e.g., NEWDIR). 

To save the newly created test case, 

Click on the File menu at the top. 

Click on Save. 

A box will appear indicating the directory and test case number under which the test 

case was saved. The software automatically provides the test case number. 
Running a Test Case 

The user must run the newly created test case before the output reports can be viewed. 

Click on the Eile menu at the top. 

Click on Run Test Case. 

A screen will appear, displaying a variety of information during model execution. 

When it is done, the overview pyramid will be restored. 

Congratulations! You have successfully set up and run a complete test case. The next section 

guides you through the various text and graphical reports that can now be viewed. 
SECTION 3: IPM MODEL OUTPUT 

Output Reporting 

There are two modes of output reporting: summary and detailed. The summary level of 

output reports has been formatted into a series of graphics displayed on the computer monitor, 

which summarize the data, leading the user or analyst to easily identify particular "deficiencies" 

or the general state of information and performance in the modeled scenario. 

The detailed level of output reporting is data formatted into textual reports. Textual 

output data are of three types: 

a. Summary data that describe on a few pages the conditions shown graphically in the 

first level. Historical data that show the variables settings as entered by the user, along with the 

directory and test case number. 

b. Detailed data that show the "state" of information and human performance for each 

node in the information and performance modules. 

Summary Output Data 

There are four graphic screens and one textual summary screen available under the report 

menu. Each of these screens is described in the following sections. 

Information Ouality 

One measure of performance represented in the IPM has to do with information quality. 

The quality of information is important, generally, as it affects the performance of the human 

analysts in the intelligence production system and as it affects the utility of the intelligence 

products to its user. Information quality in the IPM is used to describe both aspects of 

information, its value to the user as a "raw material" for building intelligence products, and its 

value as an intelligence product itself. Quality, in particular, is used to represent the difference 

between the "value" of information provided versus the "value" of information required. In the 

IPM, the standard for value required is the commander's information requirements, which vary 

according to the scenario being modeled. Information value as it pertains to the analyst during 

modeling of performance is explained later in this section. 

Information is represented in the IPM, both logically and graphically, as a network of 

nodes and links. "Nodes," in the context of information quality, represent information about a 
particular intelligence domain, such as forces, weather effects on terrain, and enemy course of 

action (ENCOA). The links between nodes represent the relationship between information 

domains, that is, where and how information about A, B, and C can be transformed by the 

intelligence production system to produce information about D. For example, an intelligence 

analyst transforms information about enemy activity and information about enemy forces into 

richer information about enemy capabilities. 

Information is stored, processed, and valued in terms of a content profile, as opposed to 

actual content. This content profile uses a system of information dimensions and attributes of 

dimensions that assign ordinal value to the information represented by a node. Information value, 

then, is described in terms of its completeness and specificity for each of five dimensions: 

behavioral, temporal, spatial, structural, and quantity. Each information node, then, has value 

(from I -alVspecific to 5-nonelcryptic) assigned to 10 measures: the completeness of information 

about behavior, the specificity of information about behavior, the completeness of information 

about location (spatial), the specificity of information about location, and so forth. Complete 

definitions of all terms are listed in Appendix A. 

The first screen simply depicts the structure of the information hierarchy. The second 

and third screens depict (1) information quality and value due to collection only (assuming no 

impact of analyst performance on information value), and (2) information quality and value due 

to the entire production process. This is more thoroughly explained in following sections. 

Nodes in these two screens use a color scheme that is based on the comparison of information 

value in a node as contributed by the scenario being modeled to information value in a node as 

required by the scenario being modeled. 

In order to diagnose the value of information produced by the scenario being modeled, the 

user should recognize that there are three possible sources of value: 

a. Value due to what was collected by assets being modeled and the availability of 

historical information and friendly data. 

b. Value in one node due to the value of information in contributing nodes, that is, value 

passed to a "parent" node from its "child" nodes. 

c. Value due to the impact of poor performance, given the premise that poor analyst 

performance in the form of errors will affect the value of the information produced to be used by 

subsequent andlor ultimate users. 
From the view menu, click on Information Quality Overview or click on the 

Overview button from any other graphics report. 
C = completeness 

S = specificity 

B = behavior 

S = spatial 

T = temporal 

S = structural 

Q = quantity 

Nodes are displayed in 

color on the computer 

monitor I 
From the Reports menu, click on Data Source Quality, or click on the Data Sources 

button from any other graphics report. 

To view the quality of each of the 10 measures in a single node, click on that node. 

Information quality in each node is noted by its color as defined in the legend on the 

right-hand center of the screen: 

RED - Few or none of the 10 measures in this node have sufficient information 

value to meet the commander's information requirements. 

BROWN - Some of the 10 measures in this node have sufficient information 

value to meet the commander's information requirements. 

GREEN - Most or all of the 10 measures in this node have sufficient 

information value to meet the commander's information requirements. 

CYAN - Some of the 10 measures in this node have information value that 

exceeds the commander's information requirements. 

BLUE - Most or all of the 10 measures in this node have information value that 

exceeds the commander's information requirements. 

-.. To show selected%o&s'. relationship to their children and/or parents,Select Node 

Trace from the Reports menu and choose Predecessors (downward trace) or Successors 

(upward trace). Ch~ose Clearto'erase all current traces Prom the map. 
From the Reports menu, click on Information Quality or click on the Analysis button 

from any other graphics report. 

The interface is the same as for the data sources screen. 
Performance Assessment 

The tasks performed during information processing by intelligence analysts are also 

graphically represented by nodes and links on the screen titled "How Well Tasks are Performed 

to Produce Information." Each node represents a task performed by an analyst in the process of 

transforming information and data into an intelligence product. Links between nodes do not 

represent work flow, but that the information product of one task is used by other tasks. 

The measure of performance represented here pertains to human performance, that is, 

how well the analysts perform their tasks. The potential for errors in performance to occur are 

created, or "modeled," by the conditions under which tasks are being performed-both 

environmental and operational. Appendix A contains complete definitions of these conditions. 

Each task has a certain tolerance to the accumulated effect of potential errors which, when 

exceeded, are treated as an actual error, that is, one that has a discrete and measurable impact on 

information. 

Information in the performance model is maintained in terms of five "information states" 

which, again, value information in terms of content attributes. Information value in the 

performance model refers to its utility to the ultimate user-either another task or an external 

user-as a production resource or "raw material." These attributes are again valued on a scale of 

one to five, best to worst respectively, and are relevance, specificity, con~pleteness, perishability, 

and validity. Information state starts at an exemplar level that defines the "ideal" level for each 

attribute for a particular task. Actual errors occurring in a task then have either no impact or a 

negative impact on each attribute, depending on the severity of that error as it pertains to that 

task's information product. A generic example of this would be an error, "did not collect all 

information necessary to perform a task?" which would have an impact on the completeness 

state of the information product produced in that task. Also, because that information product is 

passed to another task, the final state of the information is passed in terms of its potential for 

creating errors in a subsequent task. Appendix A contains the definitions of these measures and 

each level within a measure. 
errors committed by the analyst in that task. Performance in each node is noted by its color: 

green, yellow, red, or black. as defined in the legend at the lower right-hand corner of the screen. 

RED - One or more information state attributes have been degraded to the extent that 

the information product may not be usable. 

YELLOW - One or more information state attributes have only been moderately 

degraded, but any additional errors could render the information unusable. 

GREEN - None of the information state attributes has been degraded or has been 

degraded only slightly. 

BLACK - Certain types of case studies focus on task performance only in certain 

hnctional areas. 
Summary of Contributors Report 

The critical nodes shown on the previous information screens are listed in this summary 

report with their contributing factors. Contributing factors come from one, two, or all three of 

the following sources: 

a. Errors caused by operator, operational, or task characteristics specified in the setup of 

a test case. a 

b. Errors propagated from previous tasks, that is, errors resulting from deficient 

information products passed from other tasks where performance was poor. The information 

state of these other tasks is converted to equivalent errors before being passed to subsequent 

tasks. 

c. Errors due to the quality of datahnformation coming from the data source nodes. 

The summary report will again point to variable settings in the model, which have 

contributed to deficiencies in information quality. This report may be printed by clicking on the 

Print button on the tool bar at the bottom of the report. 

Detailed Reports 

Each of the following reports is available from the report menu, either on screen or in hard 

copy. It would be useful to have a sample of each of these reports available when reading the 

following descriptions. 

Error Impact Summarv (Performance bv Node) -The final information state for each 

attribute is summarized for each task in which the impact of errors degraded one or more attribute 

levels to three or worse. Unacceptable performance, because of the degradation of information 

attributes to four or worse, is annotated with an "**." Acceptable but unstable performance is 

annotated with an "*" and is designated as such because of a high potential for small changes in 

task performance conditions to degrade such performance to an unacceptable level. 

Error Impact Report (Performance by Node) - A detailed, node-by-node report that 

shows the individual impact of errors on levels of attributes of the information state for a 

particular task. 

Trieered Errors (Performance by Node) - All "triggered" or actual errors are reported for 

each task, including the condition that created the potential for each, and the magnitude of the 
contribution. The magnitude of potential is reported as "50," "75," or "100"-roughly 

equivalent to a level of confidence that an error will actually be triggered. A confidence factor of 

100 associated with a trigger condition, for example, always triggers the relevant error. 

Error Distributions (Performance bv Node) - A summary of the distribution of confidence 

factors for every condition, the error(s) to which they contribute potential, and the threshold for 

potential is reported for each node. The threshold for error potential in any node is a distribution 

for each confidence factor (50 and 75) which, when exceeded by the accumulation of potential 

contributed by task conditions, will cause the error to actually be triggered. 

Model Setup - All intermediate parameter settings used to model the scenario in question 

are contained in this report. 

Performance Node Setu~ - This report contains all the variable settings describing the 

conditions for each performance task. 

Data Source and Analysis - The numeric value for each (CSBSTSQ) measure is shown 

for each information node for data source, analysis, and information required. Deficient values 

are annotated with an "* ." 

SECTION 4: MODIFYING A TEST CASE 

Introduction 

In the first section, the user was guided through the process of setting up a new test case, 

accepting most of the default or automatic settings. This section describes the steps a user would 

take to modify various elements of an existing test case. The test case created in Section 2 is 

being used as the demonstration test case. Note that many of these steps can be used when 

setting up a new test case as well. 
The Introduction Screen 

When the program is first started, an introduction screen appears with a brief description 

of the IPM and a number of options for beginning. 

To load an existing test case, 

Click on the radio button next to Edit. 

Click on Open a Model. 
Open Test Case 

The open test case screen appears prompting the user,to select the location where the test 

case is stored and which test case to load from that location. 

The test case in the [samples] 

directory may also be used in 

[newdir] is not available. 

Examples will still be generally 

applicable. 

To open the test case created in Section 1, 

Click on [newdir] in the Directories list. 

Click on TI: New Test Case in the Test Cases list. 

A window at the bottom shows summary information about the selected test case. 

Click on the OK button to load the test case. 
Options for Modifying Test Cases 

The pull-down menu under Setup shows the options for modifying parameters in a test 

case. The user may specifically select one of these categories to modify from the pull-down 

menu, or these categories may be selected from the overview pyramid. 

Overuiew a J' Colle Doubfe-click a 

region to enter 

setup process 

The options are listed below. Go to the page indicated next to each option: 

Modifying Interview Settings Page 32 

Modifying Scenario Parameters Page 33 

Modifying Scenario Parameters (detail) Page 34 

Modifying Asset Ratings Page 35 

Using the Asset Library Page 36 

Modifying MI Performance Tasks Page 37 

NOTE: Modifications of parameters in any of these screens may result in automatic settings in 

later screens. A prompt will notify the user that these changes may occur, at which time, the 

user may elect to accept or reject the impact of these changes. 
Modifying Interview Settings 

the 

be 

The user may modify any of the interview settings, depending on his or her objective for 

: current test case. When comparing alternatives, for example, it is unlikely that changes would 

made in the test case at this level. 

Only a change in Scope will have an effect on subsequent settings. Changes in either 

Approach or Issues are only recorded and will have no effect on subsequent settings. 
Modifying Scenario Parameters 

The parameter setup screen enables the user to set up intermediate level parameters 

describing the scenario. 

Click on the Set button next to mission environment under the General Scenario 

category to modify these parameters. Click on the pull-down boxes at the right to view 

and select different settings for each parameter (e.g., echelon). 

Click on the Adjust Impact button next to soldier environment under the Specific 

Scenario category to set the parameters as a group. Use the scroll bar at the right to 

vary the parameters, fiom settings that have a minimal impact on the model to settings 

that have the most impact on the model. 

Click on the Minimal Impact button next to collection environment under the 

Specific Scenario category to have all the parameters set to have a minimal impact on 

the model. The parameters at the right may be viewed but not changed in this mode. 

Click on Set All and Next >> to view all the parameters at once and set each one 

individually in the following window. 
Modifying Scenario Parameters (detail) 

The detailed setup screen enables the user to view all scenario parameters at once and set 

each parameter individually. This gives the user maximum flexibility in defining the scenario to 

be modeled. 

Y 

Click on the pull-down box for a parameter to view its possible settings. Click on the 

desired setting; this selection will be reflected in the window. 
Modifying Asset Ratings 

The asset ratings screen enables the user to rate the contribution of the collection assets 

used in the scenario. The assets selected for this scenario are listed in the Current Assets 

window as shown below. The assets that are initially in this list are the default set for the 

echelon selected in the Asset parameter of the parameter setup screen. 

The default button will return 

the current asset list to the 

defaults specified in earlier 

parameter settings. 

To remove an asset from the list, click on that asset in the Current Assets window and 

then click on the Remove button. 

Click on the Add button to add additional assets from the asset library. 

Click on the button under the appropriate column (Excellent, Good, Fair, or Poor) for 

each of the eight collection attributes to rate the asset suite's contribution to that 

particular information attribute (e.g., information about shape, size, quantity, and so 

forth). An asset's rating is due in part to its general ability (Y=yes, L=limited, N=no) 

to collect information about an attribute and partly to details of the scenario being modeled. 
Using the Asset Library 

The asset library contains a list of all generic assets as well as all assets created in this and 

other modeling exercises. This window enables the user to modifL existing assets, create new 

assets, and remove or add these assets to the collection suite for the scenario being modeled. 

To add a new asset, click on New and fill in the blanks for the new asset name and Y, 

L, N for its collection capabilities. 

To edit an existing asset, select that asset in the lower asset library box, and click on 

- Edit. If this is an organic asset, it must be renamed (e.g., SIGINTMINUS). If this is a 

user-created asset, its attributes may be modified and the asset saved under the same or 

a different name. 

To add an asset from the library to the current asset list, select that asset in the asset 

library box and click on _Add. 

To remove an asset from the library, select that asset in the asset library box and click 

on Remove. 

To remove an asset from the current asset list, select that asset in the current asset box 

and click on Bemove. 

To return to the original assets screen, click on Rate. 
Modifying MI Performance Tasks 

The user may modify the characteristics of the tasks being performed in the scenario 

being modeled. Modifications may be done fiom the highest level (MI performance functions), at 

some intermediate level (analysis and production tasks), or at the individual task level (produce 

situation map). 

Click on any box within the hierarchy to model all tasks in that hierarchy. For 

example, click on Production in the analysis and production branch. 
Modifying MI Performance Tasks (1) 

The user now sees the four tasks that are categorized as production tasks: (1) produce 

situation map, (2) identify COA indications, (3) identify possible COA, and (4) determine 

probable COA. Task characteristics may be defined for these tasks as a group or may be defined 

task by task. 

To define task characteristics for the entire group of production tasks, click on one of 

the characteristics parameter categories (i.e., Task Requirements, Personal 

Variables, Job Aids, or Performance Variables). 

To define task characteristics for a single task, for example, Produce Situation Map, 

click on the button next to that task. The following screen shows the results of that 

action. 

0 
Modifying MI Performance Tasks (2) 

The user has elected to modify the task characteristics of the task Produce Situation 

Map. The fust characteristic parameter, Task Requirements, has been selected. See Appendix 

A for a working definition of these terms and their possible settings. Section 6 also contains the 

entire performance task and parameter categories matrix. 

A box Q) next to a characteristic indicates none, one, 

or more of these characteristics may be selected. 

- 

Click on a box in any requirements set (e.g., Procedural Requirements, Cognitive, 

Communicative, and so forth) to select (m ) or de-select (0 ) that element as a 

requirement of the task. For example, the user may decide that this particular task has 

a cognitive requirement that the analyst has the ability to both analyze and evaluate. 

A circle (0) next to a characteristic indicates 

that only one of the sets may be selected. I 

Further, this task has the characteristic that it will be performed non-sequentially with 

group interaction (for this scenario). Click on the radio button (0) next to non-sequential 

in the Procedural Requirements set. 
Modifying MI Performance Tasks (3) 

The user has elected to modifj the task characteristics of the task Produce Situation 

Map. The second characteristic parameter, Personal Variables, has been selected. See 

Appendix A for a working definition of these terms and their possible settings. Section 6 also 

contains the entire performance task and parameter categories matrix. 

The analyst(s) being modeled has the following personal characteristics: he or she has 

journeyman level training, low transfer experience, and a minimally reduced capacity to respond 

because of the conditions of the scenario being modeled. 

Click on the radio buttons under one of the 

personal variable sets; note that only one 

of the levels may be selected at a time. I 

Click on the radio button (*) next to low transfer under the Experience set. 

Click on the radio button (*) next to minimally decreased under the Capacity to 

Respond set. 

Click on Job Aids in the parameter categories box and go to the next page. 
Modifying MI Performance Tasks (4) 

The user has elected to modify the task characteristics of the task Produce Situation 

Map. The third characteristics parameter, Job Aids, has been selected. See Appendix A for a 

working definition of these terms and their possible settings. Section 6 also contains the entire 

performance task and parameter categories matrix. 

The task being modeled will check the effect of removing automation software fiom the 

job aids available to the analyst. To compensate for the loss of software, the analyst will be 

provided with a computation device. Note, the removal of software also changes the stimulus 

characteristics of this task; all stimulus characteristics will be removed. 

Click on the box (0 ) next to computation device under Job Aids to select this job aid, 

and on the box (0 ) next to sofhare application to de-select this job aid. 

Click on the box (0 ) next to hard copy, so$ copy, symbols, and graphics to de-select 

these job aids. 

Click on Performance Variables in the parameter categories box and go to the next page. 
Modifying MI Performance Tasks (5) 

The user has elected to modify the task characteristics of the task Produce Situation Map. 

The fourth characteristic parameter, Performance Variables, has been selected. See Appendix A 

for a working definition of these terms and their possible settings. Section 6 also contains the entire 

performance task and parameter categories matrix. 

The task being modeled will investigate the effect of having no formal control and a laissezfaire management style. 

Click on the radio button (a) next to none under Formal Controls to select this performance variable, and on the radio button (a) next to laissez-faire under Management Style. 

Click on the "back to higher level" button, followed by the task requirements button. The 

resulting display shows all settings for these four tasks. A shaded box ([I) indicates at 

least one of these levels is set for at least one of the current hierarchy's tasks. For example, 

the four tasks under production tasks each have at least one of analyze, integrate, or 

evaluate set under the Cognitive set. When multiple radio buttons are shown as selected, 

the meaning is the same. For example, produce situation map is set for nonsequential; one 

or more of the other four tasks is set for sequential. 

To select auditory under perception for all production tasks, click on the proper box. Now 

all four tasks are set the same. This quick set option may be used at any level in the hierarchy. 

It is okay to "click" around and become more familiar with these variables. 

Settings are saved only when the next>> action is taken. 
Modifying MI Performance Tasks (6) 

Click on the display button to view this screen. The top half of this screen shows a part 

of the performance task and parameter categories matrix according to the selections the user has 

made. The bottom half of the screen shows task name, number, and node designation. Both 

windows may be re-sized, and both are scrollable. 

PRRAMETERS 

......................... 

PROCEDURAL REQUIREMENTS 

SEQUENTIAL 

NON-SEQUENTIAL 

GROUP INTERACTION 

INDIUIDUAL PERFORMANCE 

FREQUENT SHIFTING 

SUSTAINED ATTENTION 

NODES 

----- 

2233 

8901 

X 

X X X 

XXXX 

XXXX 

PERCEPTUAL RESPONSE 

UISUAL XXXX 

AUDITORY 

27 4.2.3.2 Eualute enemy relationships against known relationships to 

determine significance 

28 4.2.3.3 Analyze locational data, current acitiuy, composition, and 

combat effectiveness of enemy forces to produce battlefield 

uncertainties and enemy situation 

29 4.2.3.4 Identify existing indicators of possible courses of enemy actio 

Click on the "X" in the upper right-hand comer (WindowsTM 95) or on close under the 

smaller bar in the upper left-hand comer (WindowsTM 3.x) to close this window. DO NOT close 

the application; this is under the larger bar in the upper left-hand comer if the model is being run 

under WindowsTM 3.x. 

This test case may be saved and executed as described in Section 2. The user may also 

exit without saving. 
SECTION 5: FILE MANAGEMENT UTILITIES 

Introduction 

Files containing test case descriptions and output results require a significant amount of 

space on the hard drive. In order to manage test case files and allow the user to share test cases 

between computers, the file management utility gives the user the following abilities: 

a. Archive Test Cases and Directories. Copies test case files and their output files fiom the 

hard drive to a floppy disk (either A or B), in a single file with the extension ".IPA." These test 

cases should then be deleted from the hard drive. 

b. Restore Archived Test Cases and Directories. Copies test case setup files from a floppy 

drive to the proper directory on the hard drive. Test case results from these test runs may also be 

restored. In order to restore test cases to their original directory name on the hard drive, that subdirectory should not already exist. 

c. Delete Test Cases and Directories. Removes test case files fiom the hard drive, including 

the setup files if desired. 

Starting the File Management Utility 

1 P M FILE MANAGEMENT UTILITY 

IPM File Management Main Menu 

I. Archive test cases and directories 

2. Restore archived test cases and directories 

3. Delete test cases and directories 

4. Exit program 

I Please select a number 

From program manager, double-click the File Management icon in the IPM for Windows 

program group. (In WindowsTM 95, double-click on the file manager icon on the desktop.) 

Type the number (1,2,3, or 4) of the desired selection. 

Follow the instructions given for each operation. These operations are described in detail on 

the following pages. 

When finished, type the number 4. 

To escape to the main menu at any point, leave an entry blank and press Enter. 
Archiving Test Cases 

To copy or archive test cases from the hard drive to a floppy disk, choose Option 1 from 

the main menu. 

TESTCASES FOUHD IN THE "granada2" DIRECTORY 

Test Func Error Sensitivity Case Desription Rrea Occurrence Impact Ran Date -------------------------------------- 

Ti TED1 i Low Major Y 86/28/96 

13 Eff Ned I Low Medium Y 86/28/96 

T4 TED1 I Low Major Y 06/28/96 

15 Eff Hin 1 Low Minor Y 06/28/96 

T6 ErrMed EFfflaj I Med Major Y 06/28/96 

T7 ErrHiEffHaj I High Hajor Y 06/28/96 

T8 ErrHi EffMed i High Major Y 86/28/96 

T9 ErrHiEffHin i High Hinor Y 86/26/96 

Select a testcase to archive, or "R11" to archive them all: all 

Enter floppy biue letter to -chive to WE): FI 

Enter directory name to archive the testcaseCs) under: grenl 

An archive may require multiple disks. 

The user will be prompted to insert 

additional formatted disks as needed. 

Type the name of the directory that contains the test cases the user wishes to archive 

and press Enter. 

To archive a single test case, type the number of the test case (e.g., "1," "2," "10") and 

press Enter. To archive all the test cases, type All and press Enter. 

Type the letter (either A or B) of the floppy drive where the archive will be copied, 

then type a file name (as many as eight characters) where the test cases will be archived 

and press Enter. The directory name entered above will be saved with this file. 

When processing is complete, press any key to return to the main menu. 
Restoring Test Cases 

To restore test cases fiom a floppy disk, choose Option 2 from the main menu. 

S R HPLES TU-TEST TEST JH3 JUNK 

I02 TESTHOPP RNGE TESTSUHH 

JRHI ESON GRRNRDR2 GRENADA TESTPERF 

TEST JR2 TEST JHi TEST JH2 

DEFRULT DIRECTORY NRHE: "granada2" The default directory specified in the archive file already has testcases in it. To avoid the possibility of overwriting 

some of those testcases, you MUST specify a new or empty directory in which to restore the archived testcases. 

Directory name must not already appear in the list above. 

Please enter directory name to restore files to: granada3 

GUESS 

TEST JR3 

JR2 -GU RU 

If the archive spans multiple disks, 

insert the last disk of the archive set first. 

You will be prompted to insert the other 

disks as needed. 

Insert the floppy disk where the test cases have been stored into the floppy drive. 

Type the letter (either A or B) of the floppy drive where the archive is stored. 

Type the file name where test cases are stored fiom the list displayed on the screen, 

and press Enter. 

If the directory where test cases were originally stored does not currently exist on the 

hard drive, type Y in response to the prompt. If this directory already exists on the 

hard drive, type a new directory name (as many as eight characters) and press Enter. 

To restore a single test case, type the number of the test case (e.g., "1," "2," "10") and 

press Enter. To restore all the test cases, type All and press Enter. 

Press Y to restore setup files and output results. Press N to restore only setup files. 

When processing is complete, press any key to return to the main menu. 

Archives cannot be restored to a 

directory that already exists. 
Deleting Test Cases 

To delete test cases fiom the hard drive, choose Option 3 from the main menu. 

TESTCCSSES POUND IN THE "granada2" DIRECTORY 

Test 

Case 

----- Desription 

TED1 

Eff Med 

TED1 

Ef f Min 

ErrMed EffMaj ErrHi Ef f Maj ErrH i Ef f Med 

ErrHi EffMin 

Pun c 

firea 

Error Sensitivity Occurrence Impact Ran Date 

Low 

Low 

Low 

Low 

Med 

High 

H igh 

High 

Major 

Medium 

Major 

Minor 

Major 

Major 

Major 

Minor 

Select a testcase to archive, or "fill" to archive them all: all 

Enter floppy drive letter to archive to <WE>: fi 

Enter directory name to archive the testcase
 under: greni 

Type the name of the directory that contains the test cases to be deleted and press 

Enter. 

To delete a single test case, type the number of the test case (e.g., "1," "2," "10") and 

press Enter. To delete all the test cases, type All and press Enter. 

Press Y to delete just the output results. Press N to delete the entire test case. If there 

are no output results to delete, press Y to delete the entire test case. Press N to abort 

and not delete anything. 

When processing is complete, press any key to return to the main menu. 

SECTION 6: MODEL DESIGN WORKSHEETS 

Introduction 

This section has been provided as a test case design aid for the user. Use of these worksheets is in no way required but may help the new user become familiar with the model more 

quickly. 

Each of the following worksheets corresponds to an input screen the user will see when 

setting up a test case on the IPM. Included is a test case planning interview sheet, which should 

help to focus model setup for the test case in question. Each worksheet contains the same 

variables the user will be setting and the options for each. It will help the user to become familiar 
with the definitions of these variables (contained in Appendix A) as well as instructions in the 

IPM user manual that precede this section. 

The IPM Functional Performance Model depicts the tasks being modeled in terms of a 

network model. The flow between nodes represents the information product being passed 

between nodes. Descriptions of the tasks represented by these nodes are also included in the 

table that follows the model figure. 

All model setup variables for a test case may be obtained fiom the report of the same 

name available in the report section of the IPM. 

Interview 

1. Describe the planned application or case study in terms of the following (pick one from each 

column): 

ISSUE 

Systems 

Operations 

Tactics 

Procedures 

Personnel 

APPROACH DOMAIN 

Identifl Problems Materiel 

Compare Alternatives Doctrine 

Adjust System Training 

Leader Development 

Organization 

Soldiers 

2. QUESTION: State your objective as a question, in terms of the issue and domain. 
3. APPROACH: Discuss an analysis approach that will address the nature of the objective. 

4. SCOPE: Pick one or more of the following alternatives that best describe the nature of your 

objective. 

Information Products: 

Collection Impact 

Information Products: 

Human Impact 

Collector Performance 

Human Performance 

Commander's Information 

Requirements Satisfaction 
5. SCENARIO ENVIRONMENT: Preview the variables in Worksheet 1. These are used to 

completely describe your overall scenario environment. 

a. Record any assumptions that may influence the selection of a level for each 

b. Record any specific rationale to support the selection of particular levels. 
6. ASSETS: Review the Assets Worksheet 2. To describe your asset suite, select from existing 

assets andlor create your own. Rate the contribution of this asset suite to each of the attributes. 

Record any supporting rationale below. (NOTE: The IPM will provide a set of default assets 

according to the echelon selected for assets in collection environment. These may be modified at 

your discretion.) 

7. PERSONAL and PERFORMANCE VARIABLES: On Worksheet 3, shaded boxes indicate 

the default setting for each variable for each function. Review these settings, if appropriate to the 

selected scope, and adjust as necessary. (NOTE: Settings in the environment variables may 

impact the defaults.) Record supporting rationale below. 
8. TASK REQUIREMENTS and JOB AIDS: On Worksheet 4, shaded boxes indicate the 

default setting for each variable for each function. Review these settings, if appropriate to the 

selected scope, and adjust as necessary. Record supporting rationale below. 

9. Describe your approach to analyzing the model results (information quality, task performance, 

analysis performance, and collection suite). 
Scenario Environment (Worksheet I) 

Testcase ID: 

GENERAL SCENARIO 

OPERATIONAL ENVIRONMENT 

Level of War I 

Tactical 

Strategic 

Operational 

Battlefield Operations 

Other than War 

Non-linear Battle 

MISSION ENVIRONMENT 

Echelon 

Theater 

Army 

Corps 

Division 

Brigade 

Battalion 

Support Relationships 

Habitual 

Some Past Relationships 

New Non-habitual I 

Type of Mission 

Directory: 

SPECIFIC SCENARIO 

No Shelter 

Physical Environment 

Fixed Facilities 
Assets and Asset Ratings (Worksheet 2) 

Test. ID: Test Directory: 

Asset ( ) Shape Size Quantity Presence Absence Dynamics Pararnetrics Human 

Dimension 

ACS N N L L N Y Y N 

ELINT N N L L N Y Y N 

FLIR Y L L Y L L N N 

GBCS N N L L N Y Y N 

GSR Y L L Y L Y N N 

HUMINT N N Y N N L L Y 

IMINT Y Y Y Y L L N N 

Interrogator N N Y L L Y L Y 

JST ARS Y N Y Y L Y N N 

LRS Y L L Y L Y N L 

Photo Y Y L Y L L N N 

RATING: 

ACS = airborne common sensor; ELINT = electronic intelligence; FLIR = forward looking infrared; 

GBCS = ground-based common sensor; GSR = ground surveillance radar ; HUMINT = human 

intelligence; IMINT = image intelligence; JSTARS = Joint-Surveillance Target Attack Radar System 

LRS = long range surveillance; SIGINT = signals intelligence; Y = Yes; L = Limited; N = No 

RATE: E = Excellent G = Good F = Fair P = Poor 

'L' 'I 

Z'Z' 1 

L'Z'Z' 1 

1' '1'1 
IPM Functional Performance Model . 
IPM Functional Performance Node Descriptions 

Test Case: Directory: 

PERFORMANCE NODE IDENTIFICATION 

Node ID 

1 

2 

3 

4 

5 

6 

7 

8 

Function ID 

1.1.1 

1.1.2 

1.1.3.1 

1.1.3.2 

1.2.1 

9 

10 

11 

12 

13 

14 

Node Description 

Determine weather information requirements. 

Determine terrain information requirements. 

Determine information requirements for battlefield planning. 

Determine information gaps. 

Determine weather impacts on friendly and enemy COAs. 

1.2.2.1 

1.2.2.2 

2.1.1.1 

15 

16 

Develop asset employment plan. 

Oversee collection mission to produce SOR response. 

Evaluate response to produce separated critical information needs. 

Identify and disseminate force protection information. 

Determine if perishable data represent a valid target. 

Produce newlupdated data records for situation and target development. 

Identify potential targets. 

Make comparisons between the new information items to determine their 

relationships 

Evaluate enemy relationships against known relationships to determine 

Determine terrain impacts on friendly and enemy COAs. 

Determine weather impacts on terrain. 

Perform requirements administration to produce intelligence 

2.1.1.2 

2.1.1.3 

2.1.1.4 

2.1.2.1 

2.1.2.2 

2.1.2.3 

17 

18 

significance. 

Analyze locational data, current activity, composition, and combat 

effectiveness of enemy forces to produce battlefield uncertainties and 

requirements. 

Produce validated requirements. 

Consolidate requirements to combine like requirements. 

Prioritize requirements to produce prioritized list. 

Identify information required for each collection task. 

Identify indicators that will satisfy information requirements. 

Determine enemy nodes, activities, and events that will provide indicators 

2.2.1 

2.2.2 

for specific information .requests. . 

Determine resource capability and availability. 

Prepare specific orders and requests (SORs). 

2.3.1 

2.3.2 

Perform administrationDetermine current asset capability and availability to produce specific 

29 

30 

3 1 

3 2 

33 

3 4 

4.2.3.4 

4.2.3.5 

4.2.3.6 

4.2.3.7 

4.2.3.8 

1.2.3 

enemy situation. 

Identify existing indicators of possible enemy COAs. 

Identify possible enemy COAs. 

Wargame enemy COA to determine most likely. 

Determine uncertainties surrounding the COA 

Formulate and disseminate requests for information to obtain clarifying or 

missing information. 

Determine most probable enemy COA. 
APPENDIX A 

DICTIONARY OF TERMS 

DICTIONARY OF TERMS 

Information Environment Variable 

A measure defined in terms of completeness, of the degree to which a sample of 

information from the battlefield contains the information elements necessary to satisfy the 

intelligence producer (internal) and the intelligence consumer (external). This independent 

variable is used to represent systemic errors in the intelligence production system, regardless of 

processing performance, when inadequate information is used. 

1 and 2. Contain sufficient content to permit intelligence production to substantially 

meet the most important information requirement. 

3. Contains sufficient content to permit intelligence production to meet some of 

the information requirements. 

4 and 5. Contain sufficient content to permit intelligence production to begin to address 

some of the information requirements. 

NOTE: This variable is not set by the user. It is one of the output data points in the detailed 

reports, which may be responsible for degradation in the quality of information due to data 

sources. It is reported in the detailed error report as "IVME." 

Sensitivity Algorithms 

Sensitivity algorithms provide the capability to affect modeling parameters that specify 

the degree with which production performance and information quality respond to influences or 

control variables in the system being modeled. The error occurrence sensitivity algorithm applies 

to production performance, and the effects of errors on intelligence products apply to 

information quality. The levels of sensitivity are low, medium, and high for the first, and major, 

medium, and minor for the latter. 

Error Occurrence - One component of the Intelligence Production Model (IPM) models 

production performance in terms of functions or processes performed by analysts, control 

variables (work environment and task) which influence the performance of these functions, and 

errors with a potential to occur because of the influence of these control variables on human 

performance. Error potential plus sensitivity to the potential for an error to occur determines 

whether an error actually occurs, that is, "triggered." 

Each control variable set for a particular function contributes uniquely to the potential for 

one or more errors to occur in that function's process. It may contribute to one of five possible 

degrees of potential: 0,25,50,75, and 100. For each degree of potential, the sum of 

contributions is accumulated for each function and compared to a pre-set threshold for that 

function. The sensitivity algorithm looks at which and how many of the degrees for error 

potential have exceeded the threshold. Depending on the level of sensitivity set for the model, 
errors may or may not be triggered. For example, "low" sensitivity means more than one degree 

of potential must be exceeded. 

When modeling a particular scenario, this algorithm is used to describe some aspect of the 

unit's performance expectation. For example, when analysts are mostly experienced and well 

trained, they are less likely to actually commit an error even when the potential is high. 

Effects - Another component of the IPM model information 

quality in terms of its measure of completeness and specificity (see Information Quality 

Measures and Dimensions). This is done in two phases. First, information quality is determined 

according to what was contributed by its data source, independent of the impact of performance 

errors. Next, the model logic recognizes that the quality of data and information used by analysts 

to produce intelligence influences the potential for error (see Information Environment Variable 

Definitions), and further recognizes that errors in performance may further impact the quality of 

information and intelligence. 

The effect of errors on information, that is, the intelligence products, is determined 

according to the sensitivity of these data to errors. Errors in groups of functions, such as all 

functions related to collection management processes, are accumulated, and the sensitivity 

algorithm applies the impact to the quality measure for the associated information. The degree of 

the impact is determined by the setting of this algorithm. Errors that occurred in the collection 

management functions affect information quality in the database nodes, for example. 

When modeling a particular scenario, this algorithm is used to describe an expectation that 

information and intelligence products may or may not respond to performance errors. For 

example, when information in the historical databases is known to be sketchy and of low quality, 

errors in the production activities that transform these data into richer information would have a 

greater impact on intelligence products than if these data were very good. 

NOTE: This variable is not currently set by the user. These variables are automatically set at 

low and minor for "error occurrence" and "effects of errors on intelligence products," 

respectively. There will be variations of these settings reflected on some older test cases, and the 

model developers are able to set up test cases using other variations in these settings. 

Scenario Environment Variables 

These provide the means for specifying the operational environment in which the 

simulation will run. Scenario environment parameters were developed by decomposing aspects 

of the operational environment thought to have an effect on the modeled military intelligence 

(MI) behaviors. Scenario environment settings are a method for inserting a general scenario into 

the model process. The model has 17 different parameters within these categories that can be 

used. These parameters also determine default settings for the MI task personal and performance 

variables using a precedence system. There are six relevant aspects of the operational scenario: 
a. Operational Environment 

b. Mission Environment 

c. Soldier Environment 

d. Battlefield Environment 

e. Task Environment 

f. Collection Environment 

Operational and Mission Environment - These parameters describe salient operational and missionrelated aspects of the operational environment. 

Level of War 

Tactical 

Strategic 

Operational 

Battlefield Operations 

Other Than War 

Nonlinear Battle 

Linear Battle 

Force Composition 

This operational parameter defines the entire spectrum of military 

operations for both warfare and operations other than war. As a rule, 

the higher the level of war, the higher the echelon; this does not preclude 

a user from setting an echelon that differs from the level of war. 

Execution of operations, to win battles and engagements, which are near 

term and have relatively immediate consequences. 

National, alliance, or coalition objectives. 

Planning and executing campaigns that further strategic objectives. 

This operational parameter describes the predominant characteristic of 

the battlefield based on the operational continuum. 

For any operation other than conflict, including humanitarian missions, 

counter-narcotics, peacekeeping operations, and so forth 

For conflict (LIC, MIC, HIC) that follows the nonlinear pattern of a 

lack of well-defined close and rear battlefields, high mobility, high 

tempo, and a deep attack. 

For conflict (LIC, MIC, HIC) that follows the more traditional pattern 

of a well-defined battlefield in terms of close, deep, and rear and 

maintains a clear-cut delineation between offensive and defensive 

operations. 

This operational parameter allows the modeler to choose one of two 

force compositions. 
Joint or Combined Joint operations conducted by two or more of the Armed Forces of the 

United States. Combined operations are conducted by forces of two or 

more allied nations acting together for the accomplishment of a single 

mission. 

U.S. Single Service 

Echelon 

Theater 

Corps 

Brigade 

Army 

Division 

Battalion 

Operations are conducted by one branch of the United States Armed 

Forces. 

This mission parameter defines the organization level of focus. 

Sup~ort Relationships This mission parameter characterizes the support relationship between 

the MI'S organization that performs the intelligence production process 

and its controlling headquarters. Options are based on the familiarity of 

operating within the headquarters. 

Habitual Relationship that exists most of the time when the intelligence staffs 

habitually support the controlling headquarters organization. Standing 

operating procedures (SOPs) are understood and the intelligence staff 

habitually uses and understands these SOPs, whether written or 

unwritten, in satisfying command intelligence requirements. 

Some Past Although the relationship is not continuously habitual, the intelligence 

Relationship staff has worked with the controlling headquarters sufficiently to 

understand most SOPs, and the working environments are familiar. 

New Non-habitual This is the first time the intelligence staff has worked with the controlling headquarters. SOPs are unfamiliar and procedures must be learned. 

Tvpe of Mission This mission parameter describes the predominant character of the 

mission. 

Move Any operation in which movement dominates; both movement to 

contact and retrograde are examples. 

Defend Any operation in which defense dominates. 

Attack Any operation in which offense dominates. 

Conduct Any operation in operations other than war (OOTW) ("execute" in an 

alternative). 
Soldier Environment - These parameters describe both physical mission-oriented protective 

posture (MOPP) level and non-physical (stress and morale) transient operator characteristics. 

MOPP Level 

MOPP Levels 0 and 1 

MOPP Level 2 

MOPP Levels 3 and 4 

Stress 

High 

Moderate 

Minimal/Normal 

Morale 

High 

Average 

Low 

This parameter allows the modeler to set a MOPP level. Options are 

categorized according to standard military MOPP levels. 

Mask, gloves, and boots are carried; clothing is worn or available. 

Clothing and boots are worn; mask and gloves are carried. 

Clothing, boots, and mask are worn; gloves are carried or worn. 

This parameter allows the characterization of the stress level of the unit 

or section. Selections are based on the modeler's perception of stress 

levels. 

Describes the condition of excessive stress that would be expected to 

have a profound and immediate effect on performance. 

Describes the condition of slightly more stress than is customary. 

Prolonged exposure at this level of stress may have an impact on 

performance, but the impact may not be profound or immediate. 

Describe either the condition of lack of stress or of routine stress. 

This parameter allows the characterization of the morale of the section 

or unit. It is not tied to the level of stress, recognizing that some levels 

of stress have beneficial impacts. 

Describes the condition wherein the majority experiences a high level of 

esprit, unit pride, cohesion, and camaraderie. 

Describes the condition wherein the majority routinely experiences 

individual pride but will exhibit teamwork when required. 

Describes the condition wherein the majority feels isolated as 

individuals; there is no esprit and little to no teamwork. 
Battlefield Environment - These parameters describe tangible aspects of the battlefield. 

Battlefield Conditions 

Temperate 

Rain ForestIJungle 

Mountainous 

Urban 

Phvsical Environment 

Fixed Facilities 

Tracked Vehicles 

Tents 

No Shelter 

This parameter describes the physical environment in which the 

intelligence production process will operate. These options come from 

those described in FM 100-5, Operations. The modeler chooses the one 

option that generally captures the operating environment. If more than 

one option fits the description, then the modeler needs to select the 

option that the organization has the most potential to operate in or make 

more than one run of the simulation. 

Temperatures remain below zero for extended periods of time. Bodies 

of water and ground are usually frozen. 

Weather conditions are excessively dry and can change rapidly. 

Temperatures range from 300" to 1300" Fahrenheit in a 24-hour period. 

Weather conditions are moderate. 

There is thick vegetation, constant high temperature, heavy rainfall, and 

humidity. 

A land mass that makes maneuvering difficult. The weather can vary. 

The battlefield is in a city setting. 

This parameter describes the condition in which the soldier works. 

These are buildings or semi-permanent structures that afford protection 

from the elements and from enemy fires--considered to be relatively 

safe. 

These include MIL vans as well as command and staff type tracked 

vehicles. These provide a fairly safe and stable working environment 

with fairly adequate work space and some temperature control. 

Although tents provide some protection from the elements, the 

protection is minimal. 

No protection from the elements other than the clothing the participant 

wears. 
Task Environment - These parameters describe the resources available to the unit for performing 

their tasks. 

Reference Materials Available 

Some 

LittleNone 

Intelligence Systems Maturitv 

Established Systems 

Documented 

Established Systems 

Undocumented 

Developmental Systems 

Documented 

Developmental Systems 

Undocumented 

This parameter describes the sources of information, other than the 

sensor data and intelligence, available to the scenario. It includes 

those information sources that aid the soldier in performing his or 

her job, such as field manuals, SOPS, message templates, and so 

forth. 

Better than 85% of required references are available and used to 

perform a function. 

Between 50% and 85% of required references are available. 

Fewer than 50% of the required references are available. 

This parameter describes the maturity of the intelligence processing 

systems available to the scenario. The categories listed below are 

designed to capture the emerging MI "revolution" in processing 

capabilities. Examples of established versus developmental systems 

include TRAILBLAZER and ground-based common sensor. The 

categories of documented and undocumented are meant to convey 

the extent of documentation (operator's manuals, maintenance 

manuals, and so forth) provided with a system or system 

modification. Examples of documented versus undocumented 

systems might include Microfix and HAWKEYE-Warrior, 

respectively. 

This variable indicates that the system being used has completed 

development and the documentation for the system is current. 

This variable indicates that the system being used has completed 

development but the documentation for the system is not current or 

complete. 

This variable specifies that the system being used is still in the 

development phase and the documentation is as current as can be 

expected. 

This variable specifies that the system being used is still in the 

development phase and the documentation is not current. 

This parameter refers to the number of soldiers available to perform 

the required tasks. 
More Than Enough, 

Interfering 

More Than Enough 

Enough 

Less Than Enough 

Less Than Enough, 

Interfering 

Mission-Related Training 

Untrained 

Partially Trained 

Trained 

Describes the situation that occurs when there are so many soldiers 

assigned to a task that efficiency degrades. 

Describes the situation of having excess soldiers with no detrimental 

effect. 

Describes the situation of having sufficient numbers of soldiers. 

Describes the situation of having fewer soldiers than is optimal but 

without detrimental effects. 

Describes the situation of having insufficient soldiers with a 

detrimental effect on the ability of the section to accomplish its 

task. 

This parameter is a subjective evaluation of the training status of the 

organization performing the functions in the intelligence production 

process. The evaluation is generalized and stated in terms of 

training status indicators. 

The organization performing the functions in the intelligence 

production process has worked and trained together to a proficiency 

of less than 50% of the required collective tasks. 

The organization has worked and trained together to a proficiency 

of less than 80% but more than 50% of the required collective tasks. 

The organization has worked and trained together to proficiency of 

greater than 80% of the required collective tasks. 

Collection Environment - These parameters describe the information providing resources 

available to the unit. 

Availability of Friendlv 

- Data 

Some 

All 

Availability of Background 

Data 

All 

This parameter describes the quantity and quality of friendly data 

available for the organization's area of operations. 

Some of the friendly data are available. 

All inclusive. 

This parameter describes the quantity and quality of background data 

available for the organization's area of operations. 

All inclusive. 
Most 

Some 

None 

Assets 

Theater 

Army 

Corps 

Division 

Brigade 

Battalion 

Most of the background data are available. 

Some of the background data are available. 

None of the background data are available. 

This parameter enables the user to specify from which echelon the basic 

set of collection resources will be drawn, recognizing that assets available 

in a mission are not always (or even usually) the same as the operational 

echelon. 

Performance Nodes 

The task and functions that represent the intelligence production process are modeled in 

the IPM as a nodal structure of inputs, processes, and outputs. There are 34 nodes, identified by 

a functional decomposition of "typical" intelligence production functions. This nodal structure is 

depicted in the User's Manual, Section 6. Each of the 34 functions is defined next. The integer is 

an identifier used in the input screens of the model. The engineering notation describes the major 

function identifier and subsequent decomposition of sub-functions, in which 1.0s are battlefield 

area analysis functions, 2.0s are collection planning functions, 3.0s are collection operations 

functions2, and 4.0's are analysis and production functions. 

2~ollection operations functions (3.0) are not modeled as analyst tasks; rather, the results of collection operations 

are modeled by the assets and sets ratings modules in the IPM. 
Function ID Node Description 

Determine weather information requirements 

Determine terrain information requirements 

Determine information requirements for battlefield planning 

Determine information gaps 

Determine weather impacts on FR and EN COAs 

Determine terrain impacts on FR and EN COAs 

Determine weather impacts on terrain 

Perform requirements administration to produce intelligence requirements 

Produce validated requirements 

Consolidate requirements to combine like requirements 

Prioritize requirements to produce a prioritized list 

Identify information required for each collection task 

Identify indicators that will satisfy information requirements 

Determine enemy nodes, activities, and events that will provide 

indicators for SIRS 

Determine resource capability and availability 

Prepare specific orders and requests (SORs) 

Perform administration to produce logged SOR 

Determine current asset capability and availability to produce 

specific sensor selection 

Develop asset employment plan 

Oversee collection mission to produce SOR response 

Evaluate response to produce separated critical information needs 

Identify and disseminate force protection information 

Determine if perishable data represent a valid target 

Produce new or updated data records for situation and target 

development 

Identify potential targets 

Make comparisons between the new information items to determine 

their relationships 

Evaluate enemy relationships against known relationships to 

determine significance 

Analyze locational data, current activity, composition, and combat 

effectiveness of enemy forces to produce battlefield uncertainties and 

enemy situation 

Identify existing indicators of possible enemy COA 

Identify possible enemy COA 

Wargame enemy COA to determine most likely 

Determine uncertainties surrounding the COA 

Formulate and disseminate requests for information to obtain 

clarifying or missing information 

Determine most probable enemy COA 
Personal and Performance Variables 

Operator and operational variables that represent changes in the situation that are being 

modeled. Operator variables represent aspects of human performance brought to the situation, 

while operational variables represent aspects of the situation outside the operator and define the 

conditions under which operators must perform. 

Personal Variables 

Knowledge Variables 

Level of Training: 

Entry Level 

Transitional 

Journeyman 

Kinds of Experience: 

None 

Low Transfer 

High Transfer 

Knowledge is derived through experience and training. It can be 

estimated by a composite test score based on individual measures, the 

expected level of training given military occupational status and grade, 

and experience based on assignments. Since it is difficult to derive 

possible errors from test scores, training and experience are further 

defmed. 

Represents the formal training in which basic procedures and the 

language of the subject domains are expected to be mastered. 

Represents formal and informal on-the-job type training that augments 

entry-level training and places the training in an operational context. 

Represents full performance level training, including training necessary 

to continue full performance. 

At issue is the kind of experience brought to the situation that can be 

transferred or may result in a negative transfer. 

Any experience would best be represented by basic training. 

Experience in situations different from the current one, based on level of 

war or theater. 

Experience in situations the same or similar to the current one, based on 

level of war or theater. 
Response Variables 

Capacity to Respond: 

These can be physical (e.g., example, body strength, sensory 

deficiencies, or motor skills ability), physiological (e.g., stress, fatigue, 

or illness), and psychological (e.g., motivation, intellectual skills, or 

mental state). At the level of resolution of the model, the major concern 

is how the capacity to respond may be affected. While there are 

numerous independent variables that can be identified at a high level of 

resolution, we have chosen to interpret these variables in terms of an 

intervening variable. 

No Effect Whatever personal variables are present are not expected to affect 

performance. 

Minimally Decreased While the capacity to respond is decreased, it would not be expected to 

cause much difficulty in responding. An example might be boredom that 

results in a transitory lapse into day dreaming. 

Moderately Decreased The capacity to respond is significantly affected. Examples might be 

long periods without sleep, the effect of depressants, or the death of a 

close friend. 

Performance Variables - Performance or operational variables are outside the operator and define 

the conditions under which the operator must perform. Within each class of operational variable 

are categories of the variable, which result in different errors. For example, if time to perform is 

constrained, we would expect different kinds of errors to be possible than when time to perform 

is unconstrained. In addition, operational variables are viewed as independently causing errors. 

That is, one category of operational variables does not trigger other categories of operational 

variables. 

The operational variables are identified, based on a particular battlefield environment, the 

enemy and friendly mode of conducting warfare, and the sensor complement of the 

BLUEFORCE. As a result, the operational variables are described at a very low level of 

resolution and represent a composite of the situation rather than the specifics of a high-resolution 

taxonomy. There are three classes of operational variables: environmental, management, and 

performance. 
Environmental Variables The environmental variables describe the general conditions in which the 

tasks are performed. They include variables relating to the immediate 

environment (e.g., within the work area) as well as the surrounding 

environment (eg, within the command post). 

Physical Constraints: Any variable that physically limits the human in performing the required 

tasks. Examples of these are MOPP gear, having to work in a 

constrained work area such as a van or high mobility multi-purpose 

wheeled vehicle (HMMWV). 

High Level 

Moderate 

When constraint makes movement of even gross motor behavior 

difficult. 

When constraint makes movement cramped but possible with minimum 

effort. 

Minimal When constraint does not require much effort. 

Ambient Conditions: Any variable that can impose sensory overload on the human. These 

include any stimulus condition involving heat, cold, noise, glare, and so 

forth, which are regarded outside the normal range of acceptance. 

Severe Even the appropriate protective equipment or procedures are only 

partially effective. 

Moderate Protective gear or procedures are effective, if used. 

Mild The sensory conditions are regarded as a minor annoyance. 

Management Variables Management variables include the supervisory, management, and policy 

controls that impact performance. Some of these variables are dynamic 

in that they involve the face-to-face and day-to-day operations. 

Examples of dynamic variables are priorities and suspenses, feedback, 

reinforcement, and direction and guidance. Other variables are fixed in 

that they involve written policy and standards that guide or direct 

behavior. Examples of fixed variables are standing operating procedures, 

delegations of authority, and doctrine. These variables can have the 

effect of creating standardization when none is needed and chaos or 

uncertainty when standardization is appropriate. The different levels of 

the management variables are not meant to have a good-bad connotation. 

They trigger different kinds of possible errors. 

Management Style: Management style describes how the day-to-day operations are 

conducted. 
Rigid 

Standardized 

Laissez-faire 

Formal Controls: 

Formal 

Available 

Verbal 

None 

Performance Control 

Variables 

Temporal Constraint: 

Too Little 

Operations are "by the book," without deviation. Flexibility is not 

permitted even when appropriate. The most frequent management 

responses are direct orders and punishment for not obeying those 

orders. The goals tend to be determined by the rules rather than the 

situation. Everything is high priority. 

While operations are standardized, flexibility when necessary, is 

permitted and encouraged. The most frequent management responses 

are positive reinforcement for appropriate behaviors and guidance with 

the intent to train when behavior is inappropriate. The goals are defined 

by the situation. Priorities are determined, based on the goals and 

resources available. If the priorities are imposed by external sources, 

goals and resources are changed to meet the priorities. 

Uses reinforcement, feedback, and punishment randomly and without 

respect to the appropriateness of the behavior. Goals are determined by 

each individual. When priorities exist, they are imposed by external 

sources and are normally ignored. 

The degree of formalization in the structure of the management control 

system. 

Policies and procedures are well documented and communicated to 

everyone. They are readily available for reference. 

While policies and procedures are well documented, the individual is 

responsible for discovering and implementing them. 

Policies and procedures are mostly verbal and subject to frequent 

unannounced change. 

For all practical purposes, policies and procedures do not exist. 

Performance control variables are those independent variables that 

control how a task will be performed. 

Normally, tasks are performed within some time frame as determined by 

suspenses, priorities, or operating procedures. In addition, the tasks 

take time to perform. The temporal constraint is the difference between 

the time it takes to perform a task and the time available for the 

completion of the task. 

Time to perform is less than the time required to complete the tasks. In 

this situation, for example, the suspense might be met by short cutting 

the required routine. 
Sufficient 

Too Much 

Performance Criteria: 

Specific 

Ranges 

Vague 

Time to perform is time enough to complete the tasks. In this situation, 

there is no time constraint, but there is also no slack time. 

Time to perform is more than adequate to the task completion. In this 

situation, there is enough slack time that several different tasks could be 

accomplished if necessary. 

Performance criteria determine how well the task must be done. 

Usually, performance criteria specify some accepted degree of tolerance. 

The criteria can be expressed quantitatively, qualitatively, or both. 

Performance criteria are specific and deviations are unacceptable. For 

example, if a weapon system requires eight digit coordinates in order to 

hit a target, anything less would be useless. 

Performance criteria exist as ranges of acceptability. 

Performance criteria are vague or nonexistent. 

Task Requirements and Job Aid Variables 

Independent variables describe the tasks in terms of their resource and support 

requirements and characteristics and may be used to represent changes in the operational 

environment to be modeled. These are optional and selectively set by the analyst during model 

setup. Trigger variable rules may affect these settings; for example, if there is no software for a 

task, then there also cannot be soft copy, graphics, or symbology. 

Job Aids - Supports that contribute to making task performance easier or more efficient. They 

must be purposely used by the performer, not transparent. The lack of the job aid does not 

prevent the task from being accomplished. For example, if one must sense the enemy's use of 

poison gas, some kind of sensor is used; the sensor is a job aid since it is required to 

accomplish the task. 

Procedural Guides Standing operating procedures, letters of instruction, specific guidance 

contained in operation ordersloperation plans (OPORDsIOPLANs) or 

other documents that describe "how to" perform or implement a 

function or sub-function. This variable specifies that adequate 

procedural guides are present to perform a function or sub-function. 

References References, tables, charts, manuals, and maps used in the performance of 

functions or sub-functions. This variable specifies that adequate 

references are present. 
Templates Templates are job aids prepared before a function is performed, that 

coalesce an idea or doctrine into a chart or visual aid, making analysis 

and comparison to a norm easier. This variable indicates that templates 

adequate to the performance of the function or sub-function are present. 

Computational Computational devices are devices such as a calculator that are necessary 

Devices to perform a function or sub-function. They are normally used to 

perform mathematical calculations-not to process information. These 

variables indicate that adequate computational devices are present to 

perform the function or sub-function. 

Specific Software Software application programs include the use of automation to record, 

Applications correlate, and extract information or data in support of a function or subfunction. This variable indicates that adequate automated tools are 

available to perform the function or sub-function. 

Stimulus Characteristics - Stimulus characteristics determine response requirements. This 

category examines characteristics of input into the function, which aid or detract from the 

analyst's ability to perform a function. 

Hard Copy Visual This variable specifies that paper, photograph, overlays, and so forth, 

are used in performing the function or sub-function. 

Soft Copy Visual This variable is tied to software application programs. Soft copy 

includes inputs in the form of down links from systems into a computer 

for data or soft copy imagery and implies computer to computer 

interface for analysis, rather than passing paper copies of data or 

information. Both hard copy and soft copy can be selected for the same 

function. 

Rate of Data 

Presentation 

Symbology 

Code 

Use of this variable is to specify a high rate of presentation for a 

particular function or sub-function. If the rate of data presentation is 

considered manageable for the function or sub-function, then this 

variable should not be used. 

Use of this variable indicates that a system of symbols is used in the 

performance of the function or sub-function. 

This is primarily a collection function rather than a function of 

processing. It will most likely not be used. For now, code input to the 

process remains as a place holder for when pre-processing occurs as a 

part of the intelligence processing functions and not a part of single 

source analysis performed by collection units. 
Waveform 

Graphics 

Functions the same as code in that it is a place holder for future use. 

Waveform is a mathematical representation of a wave or a graphic 

deviation at a fixed point versus time. Few processing functions include 

the use of waveform representation of information. 

These include the use of overlays and sketches to represent or replace 

words. They can also be used to enhance verbiage. Most intelligence 

processing functions include the use of graphic representations of 

information. 

Foreign Language Input in the form of foreign language is rare. Usually, analysts receive 

information in a translated form since most linguists are assigned to 

collection rather than processing functions. This variable should be used 

when an organization has linguists translating from a foreign language to 

perform the processing function or sub-function. 

Noise Level This variable is used to specie that the noise level in performing a 

function is a distracter from performing optimally. It can include 

physical noise in the surrounding area that causes an analyst to receive 

less than clear input or distorted signals in receiving input to the 

function. This variable generally describes a situation where input 

arrives predominantly from radio signals and the signal is normally 

unclear. 

Procedural Requirements - Procedural requirements describe how a function or sub-function must 

be conducted. 

Sequential The sub-functions of the task or function should be performed in order. 

Failure to perform the sub-functions in order may result in making false 

assumptions or deductions. The setting is made by determining if the 

steps of a function are performed sequentially under normal 

circumstances. 

Non-sequential The order of performing sub-functions of a task is not necessarily 

important to the performance of the function. All nodes must be either 

sequential or non-sequential. They cannot be neither or both. 

Frequent Shifting This variable captures interruptions in task performance. It probably 

Between Tasks occurs more often than not, especially in dynamic situations. If, during 

the performance of a function, the people performing that function must 

divert their attention to other areas or functions at the same time, 

frequent task shifting would be present. 
Sustained Attention There are two areas that must be considered in selecting this variable. 

First, does the task truly require the sustained attention of the 

performer? Then, is the performer afforded the time and ability to 

perform the function with few interruptions routinely? If both of these 

questions can be answered yes, then this is the proper setting. This 

setting would be selected for such tasks as administrative logging of data 

or requirements. Perhaps wargaming, if a wargaming session is a 

formalized process with dedicated time and assets. Only one variable, 

sustained attention or frequent shifting, can be selected. Selecting 

neither is not an option. 

Group Interaction The performance of a function or sub-function as part of a group (two 

or more people) rather than by a single person. 

Many MI functions are performed by groups rather than individually; 

for instance, terrain analysis, COA selection, and wargaming are almost 

always performed in group work sessions. 

Individual This trigger variable is set for those tasks normally performed by only 

Performance one person. If group interaction is not selected for a function, then 

individual performance must be selected and vice versa. 

Response Requirements - Response requirements are the mental or physical behaviors required 

to perform a function or that cause the analysts to respond in certain ways in order to perform a 

function. These response requirements are at a general level. While any task usually requires a 

combination of responses, one or two response requirements probably dominate. There are four 

categories of response requirements with different internal settings: perceptual response, motor 

response, cognitive response, and communicative response. Multiple selections can be made in 

the same categories. 

Perce~tual Responses 

Visual 

Auditory 

Cognitive Res~onses 

Recall 

In the performance of the function, the analyst must prepare or use 

visual products. These visuals can be merely textual or may be 

graphical, as well. 

The dominant response is through hearing or listening. An example 

would be extracting data and information about the enemy while 

reports are being transmitted over a tactical radio system. 

The function requires that the analyst recall information from 

memory or from a database. 
Analyze This is breaking material into its parts. Many of the intelligence 

processing functions include analyzing. Make this selection only if 

analyzing dominates this function. 

Integratelsynthesize The function or sub-function requires that the analyst create a whole 

concept by correlating parts. 

Evaluate 

Motor Res~onses 

Gross Motor 

Fine Motor 

Communicative Responses 

Verbal 

Written 

The function or sub-function requires that the analyst to judge the 

value of something using criteria. This response is associated 

strongly with the functions of prioritizing requirements and 

evaluation worth of information to be used in processing or selecting 

the best collection assets. 

Gross motor skills are skills that require little specialized training. 

They include drawing, drafting, and writing. They also include 

physical labor such as heavy lifting, running, marching, and 

swimming. 

Fine motor skills include fine tuning equipment, steering, and so 

forth, generally those physical tasks with low tolerance for error. 

These are seldom required in the intelligence production process. 

The function calls for a verbal response only. This is an informal and 

untraceable response to a question(s). 

The function calls for a more formal or recorded response. The 

response can be in the form of a written product, graphic, or even a 

briefing. Although briefings are presented verbally, they normally 

require preparation of briefing notes and graphics. These contents are 

usually more duplicable than verbally answering a question. Written 

response can also include updating a database. 

Errors 

The error framework defines errors, as human behaviors that result in deficient outcomes 

that are, in the MI domain, deficiencies in intelligence. Errors are classified into general and subcategories as described next. Definitions of specific errors within these types follow. 
Tpes of Errors 

General Procedural Errors 

General Process Errors 

Special Case Administrative 

Errors 

Special Case Information 

Collection Errors 

Errors of Commission 

Errors of Omission 

Errors that occur when procedures are executed. 

Errors that occur when a person is involved in a mental process. 

Errors pertaining to compliance or noncompliance with administrative 

procedures and information that exists to constrain, direct, or guide 

behavior. 

Errors pertaining to compliance or noncompliance with administrative 

procedures and information that exists to constrain, direct, or guide 

behavior. 

Any type error in which data and/or information was used 

improperly or requirements were not properly executed. 

Any type error in which data and/or information was not used or 

considered or requirements were not executed. 

- APO - Administrative procedural errors of omission. 

APO 1 Did not consider the existing administrative constraints, direction, or guidance. 

APO 2 Did not consider all the necessary administrative constraints, direction, or guidance. 

APRC - Administrative process errors of commission. 

APRC 1 Misinterpreted the administrative constraints, direction, or guidance. 

- CPC - Collecting information procedural errors of commission. 

CPC 1 Collected more data than were required to perform the task. 

CPC 2 Collected inappropriate data. There can be levels of inappropriate data, that is, all 

the data were inappropriate or only a few pieces were inappropriate. 

CPC 3 Did not collect all the data necessary to perform the task. 

CPC 4 Recording or reporting a signal or signal change when none has occurred. 

CPC 5 Recording or reporting a signal or signal change in the wrong direction. 

CPC 6 Recording or reporting a target when none is in the field. 
CPC 7 Assignment of the target to the wrong class. 

CPC 8 Responding to a sub-threshold target change. 

CPC 9 Premature response to a target change. 

CPC 10 Late response to a target change. 

CPO - Collecting information procedural errors of omission. 

CPO 1 Failed to monitor the field. 

CPO 2 Failure to record or report a signal or signal change. 

CPO 3 Failure to record or repoi-t the appearance of a target. 

CPO 4 Failure to respond to a super-threshold target change. 

CPRC - Collecting recalling process errors of commission. 

CPRC 1 Recalled more information than was necessary to perform the task. 

CPRC 2 Recalled inappropriate information. There can be various levels of inappropriate 

information. 

CPRC 3 Did not recall all the information required to perform the task. 

CPRO - Collecting recalling process errors of omission. 

CPRO 1 Did not recall any information. A case when the person responded reflexively to 

the environment. 

mEPC 1 Inadequate magnitude of control actions. 

EPC 2 Excessive magnitude of control actions. 

EPC 3 Inadequate continuance of control actions. 

EPC 4 Excessive continuance of control actions. 

EPC 5 Wrong direction of control actions. 

- General procedure errors of commission. 
GPC 1 Perform the step(s) incorrectly. 

GPC 2 Repeat a step when it is not required to do so. 

GPC 3 Insert an unnecessary step. 

GPC 4 Perform the steps in the wrong order. 

GPC 5 Perform a step before there is enough information to justifl doing it. 

GPC 6 Perform a step too late. 

GPC 7 Perform a step that is similar or unrelated to the required one. 

GPO - General procedure errors of omission. 

GPO 1 Omit a required step. 

GPO 2 Stop the procedure before completing all the steps. 

GPRC - General process errors of commission. 

GPRC 1 Misinterpreted the information being acted upon. 

GPRC 2 Gave information more importance than necessary. 

GPRC 3 Failed to keep track of sequential reasoning. 

GPRC 4 Lost sight of the reason for performing analysis. 

GPRO - General process errors of omission. 

GPRO 1 Only used part of the information that is required to perform the step. 

GPRO 2 Did not reinterpret existing information in light of new findings. 

GPRO 3 Did not integrate new information with existing information. 

GPRO 4 Did not associate information from different subject domains. 

GPRO 5 Did not build models of events from a mix of hypothesis and facts. 

GPRO 6 Did not give information as much importance as necessary. 

GPRO 7 Did not reweigh the importance of information based on new information. 
HPPRC - Hypothesis procedural or process errors of commission. 

HPPRC 1 Used incorrect information to verify or refute predictions. 

HPPRC 2 Rejected hypotheses without fully testing the predictions. 

HPPRC 3 Accepted hypotheses without fully testing the predictions. 

HPPRC 4 Tested hypothesis to a point of diminishing returns. 

HPPRC 5 Selected an hypothesis having no relationship to current or future possible 

friendly force or opposing force operations. 

HPPRC 6 The hypotheses selected were not supported by the existing information. 

HPPRO - Hypothesis procedural or process errors of omission. 

HPPRO 1 Did not test any hypotheses. 

HPRC - Hypothesis process errors of commission. 

HPRC 1 Misinterpreted the information used to verify or refute the hypotheses. 

Information State Dimensions 

Information is represented by five information state dimensions, relevant to intelligence, 

that provide a non-domain content description of information. The information output by a 

given node is characterized by the level of the relevant dimensions (not all dimensions are 

applicable to all nodes). 

Relevance - The meaning that is provided to the output by forming relationships within and 

between various kinds of information. 

Fully Relevant Output contained the appropriate meaning(s). 

Mostly Relevant Output contained most of the appropriate meaning(s). 

LimitedIAdequate The meaning in the output was correct, but not all aspects of meaning 

were covered. 

Limitedfinsufficient Output meaning was partially correct and not all aspects of meaning 

were covered. 
No Relevance The output was not given meaning. 

Wrong Relevance The output has wrong meaning. 

Specificity - The degree output conveys meaning without further interpretation or inference. 

Precise The output is not open to further interpretation or inference. 

Precise with The output contains little room for further interpretation or inference; 

Additional Analysis interpretation or inference is rather obvious. 

ApproximateKJseful The output contains some room for further interpretation or inference. 

Approximate with The output contains considerable room for further interpretation or 

Major Gaps inference, so much so that it may be confusing. 

Ambiguous The output is open to different meaning. 

Cryptic The meaning of the output is obscure or concealed. 

Com~leteness - The measure of expected content that should be produced by the function. 

All All inclusive. 

Most The output has most of the expected content. 

S~melS~cient The output has less than the expected content but is sufficient to work 

with. 

Marginal The output has less than the expected content, probably insufficient to 

work with. 

Insufficient The output has none of the expected content. 

Perishabilitv - The degree to which output retains its temporal relevance. (Temporal relevance 

for different tasks is different. The measurement is relative to the function, not relative to 

functional comparisons.) 

Lasting The output retains its relevance over an extended period of 

time (full life of the OPLAN). 
Temporary/Little Impact The output retains its temporal relevance for most of the 

life of the OPLAN. 

The output retains its temporal relevance for a limited 

amount of time, sufficient for its intended purpose. 

TransientlSome Utility The output rapidly loses its temporal relevance, may be 

sufficient for its intended purpose. 

TransientlLittle Utility The output rapidly loses its temporal relevance, probably 

insufficient for its intended purpose. 

Elapsed The output has lost its temporal relevance. 

Validity - The soundness of the output as supported by current facts, doctrine, and historical 

records. 

Fully Substantiated The output is based on pertinent confirmed data. 

Mostly Substantiated The output is based on pertinent, mostly confirmed data. 

Partially The output is based on the data available, some of which are 

SubstantiatedSufficient pertinent and confirmed, and the rest questionable or not pertinent. 

Partially The output is based on little data, some of which are pertinent, little 

Substantiated/Insufficient confirmed, and the rest questionable or not pertinent. 

Unsubstantiated The output is based on conjecture, incorrect, or irrelevant data. 

Information Quality Measures and Dimensions 

Military intelligence is information describing battle-related circumstances with sufficient 

detail to convey a dynamic picture of the enemy and the physical environment. Sufficiency of 

detail is measured in terms of completeness and specijicity. Generalizing about the battlefield, its 

enemy, and the physical environment can be further described by addressing or including 

reference to each of the following aspects, or dimensions of completeness and specificity: 

Completeness The degree to which the domain-free content of information is 

thoroughly and totally described. 
Specificitv 

Behavior 

Spatial 

Temporal 

Structural 

The degree to which information conveys meaning without further 

interpretation or inference. 

What is going on? As something on the battlefield is discerned and 

things are occurring, the descriptions should include their complete and 

specific descriptions. For example, behavior includes identifying a 

maneuvering force as attacking or defending. It includes stating that a 

tank is moving or firing and moving. It includes those descriptive 

references that allow the user to distinguish what is transpiring because 

of variations in activity or behavior. Behavior can be imparted 

implicitly by distinguishing between a tank and an infantry fighting 

vehicle and a missile versus tube artillery. 

Where is it with respect to me? What is directed or discerned on the 

battlefield is routinely portrayed as a measurable position on the ground 

or in relation to a distance from a known point area. A grid coordinate 

on a map is the most specific example. A distance from a city or 

monument conveys relative location. "West of the Rockies" or "in a 

sector7' is broader spatial references. There are ways to completely and 

specifically convey spatial relationships given what is being discerned. 

What are the time factors? They are always embedded within 

intelligence. It fixes things with regard to the present, past, or future. 

Its absence or presence conveys urgency and suggests degree of threat. 

What are the parts and how do they fit together? The concept of 

structure acknowledges that military things are part of larger things. 

One tank is part of a platoon, a platoon part of a company, and so on. 

As information about structure becomes more complete and specific, 

shared knowledge becomes richer. For example, if I know there is a 

Corps as part of a theater on the field, that conveys more than saying 

"lots of enemy." 

Quantitative How many? Stating completely and specifically "how many" permits 

discrete discernment of variability and relative strength. 

Information Attributes 

Data and information are represented in the IPM in terms of their attributes, that is, what 

the information is about. These attributes are shape, size, quantity, presence, absence, dynamics, 

parametrics, and human dimension, and are defined below. This feature enables the IPM to 
model information without actual content, as in a message or report that might be produced by an 

intelligence analyst. Information is therefore said to be "content1ess." 

Collection activities of the assets described by the scenario are modeled in terms of these 

information attributes: the inherent information-gathering abilities of a particular collector or 

asset are described in terms of these attributes, as is the entire asset suite being modeled in the 

particular scenario. An asset is defined by its contribution, that is, "yes (Y)," "no (N)," "limited 

(L)," to collected information having attributes of shape, size, and so forth. Then, given the 

entire asset suite defined for the scenario, the contribution of each is accumulated by the user, and 

the overall contribution attributable to the scenario is rated for each of the eight attributes as 

"excellent," "good," "fair," or "poor." 

The total contribution of all assets for a single attribute may be evaluated simply in terms 

of the collection of Ys, Ns, and Ls, or may be adjusted for any peculiarities of the scenario. For 

example, JSTARS has the ability to collect information about size and quantity; the scenario is 

taking place in a triple-canopy jungle; the attributes ratings for size and quantity may be 

described as only "fair." 

Shape 

Size 

Quantity 

Presence 

Absence 

Dynamics 

The physical configuration of an entity, that is, a tank truck or a 

battalion in march formation. Examples of assets that normally can 

collect information about shape are an ACS or GBCS. 

The physical extent of an entity, that is, a column of vehicles 2 km long. 

Examples of assets that normally can collect information about size are 

FLIR and JSTARS. 

The count of an entity, that is, 10 infantry fighting vehicles (IFVs). 

Examples of assets that normally can collect information about quantity 

are JSTARS and interrogators. 

The existence and location of an entity, that is, a tank at NV263478. 

Examples of assets that normally can collect information about presence 

are ACS and HUMINT. 

The lack of existence, that is, nothing detected. Examples of assets that 

normally can collect information about absence are JSTARS and 

HUMINT. 

The activity of an entity, that is, movement. Examples of assets that 

normally can collect information about dynamics are ACS and FLIR. 
Parametrics The technical characteristics of an entity, that is, the pulse repetition 

frequency (PRF) of a radar. Examples of assets that normally can 

collect information about parametrics are HUMINT and ACS. 

Human Dimension The human characteristics of an entity, that is, state of training or 

morale. Examples of assets that normally can collect information about 

the human dimension are FLIR and GSR. 

Intelligence Conceptual Map3 

The intelligence conceptual map (ICM) is a node structure that represents how 

information is developed from database to intelligence to meet the commander's requirements. 

An ICM node represents information about some aspect of the battlefield in terms of its 

measures (completeness and specificity) and dimensions (behavioral, spatial, temporal, 

structural, and quantity). Information in particular nodes is successively combined or integrated 

into ever richer information about some broader aspect of the battlefield. There are essentially 

three information hierarchies represented in the ICM: enemy, friendly, and physical 

environment. There are also two levels of information in the hierarchy: the database level that 

represents discrete bits of information, and the information-to-intelligence level, which represents 

successively richer information that results from integrating the discrete bits. Each of the nodes 

in the ICM is defined below; the three-letter code may be used to cross-reference these 

definitions with the IPM graphical output. 

Intelligence Nodes 

Current Activity (ACT) 

Air (AIR) 

Command, Control, and 

Communications (C3) 

Information about what the enemy has done recently or is doing now; 

ongoing activity is correlated with information about enemy forces on 

the battlefield. 

Information about the disposition, composition, equipment, and 

location of enemy aerial assets in the area of interest. 

Information about the disposition, composition, equipment, and 

location of enemy command, control, and communication elements in 

the area of interest. 

Not all the abbreviations in this section are acronyms; some are simple abbreviations used as labels in the model 

output. 
Capabilities (CAP) 

CS-CSS Unit (CSC) 

Demographics (DEM) 

Disposition (DIS) 

Doctrine (DOC) 

Echelon (ECH) 

Enemy Future (ENF) 

Engineer (ENG) 

Enemy Now (ENN) 

Equipment (EQP) 

Fires (FIR) 

Forces (FOR) 

Friendly Operational 1 

(FR1) 

Friendly Operational 2 

(FR2) 

Friendly Operational 3 

(FR3 ) 

Friendly Future (FRF) 

Information about the enemy's ability to execute various actions; 

information about both strengths and weaknesses is included. 

Information about the disposition, composition, equipment, and 

location of enemy combat service and combat service support 

elements in the area of interest. 

Information about all aspects of an enemy population. 

Information about the location and position relationships of enemy 

forces. 

Information about how an enemy organizes, trains, sustains, and 

employs military forces. 

Information about the subordination and echelon relationships of 

enemy elements such as battalions, regiment, divisions, or corps. 

Information about what an enemy will probably do, and when and 

where he will do it; in other words, the enemy's likely COA(s). 

Information about military engineering activities in the area of 

interest. 

All information about the current state of the enemy; a narrative 

picture of the battlefield. 

Information about the enemy's inventory of equipment and its 

capabilities. 

All information about enemy fires that support maneuver activities. 

Information about all aspects of enemy military organizations; 

composition, strength, location, and disposition information is 

correlated with ongoing battlefield activity. 

Information about friendly units, soldiers, and equipment. 

Information about friendly units, soldiers, and equipment. 

Information about friendly capabilities and units. 

Information about what our own force will probably do, and when 

and where they will do it; in other words, the friendly likely COA(s). 
Friendly Now (FRN) 

IA Unit (IIA) 

Intentions (INT) 

Maneuver Units (MAN) 

Maneuver (MNV) 

Morale (MOR) 

Movement (MOV) 

Mission (MSN) 

Nuclear, Biological, 

Chemical (NBC) 

Physical Environment 

Future (PEF) 

Physical Environment 

Now (PEN) 

PE Effects (PRE) 

Rates (RAT) 

Readiness (REA) 

Reconnaissance (REC) 

Size (SIZ) 

Supporting Units (SPT) 

All information about the current state of own forces; a narrative 

picture of the battlefield. 

Information about enemy infantry and armor units. 

Information about what the enemy wants to accomplish. 

Information about enemy maneuver units. 

Information about enemy maneuver. 

Information about the morale, well-being, and willingness to fight of 

enemy units, which affect their capability in the area of interest. 

Information about enemy movement on the battlefield. 

Information about the actions the enemy has taken or is taking related 

to goals, objectives, purposes, and levels of effort involved in each. 

Information about all aspects of an enemy's ability to conduct or 

defend against NBC operations. 

Information about all physical environments (the battlefield and 

associated air space) which might be used in future operations by 

enemy or friendly forces. 

Information about the physical environment currently in use by 

enemy and friendly forces. 

Information about when, where, and how the terrain and weather will 

affect enemy and friendly soldiers, equipment, and operations on the 

battlefield. 

Information about the speed of enemy movement on the battlefield. 

Information about available combat potential of enemy units in the 

area of interest. 

Information about enemy reconnaissance and intelligence activities. 

Information related to numbers of soldiers and equipment involved in 

activities. 

Information about enemy units that provide support to maneuver 

units. 
Staging Areas (STG) Information about geographic areas in which the enemy prepares for 

maneuver and stocks supplies. 

Subordinate Units (SUB) Information about supporting units that provides combat power to 

maneuver units. 

supply (sup) Information about enemy logistics activities. 

Sustainment (SUS) Information about enemy sustainment units, that is, resupplying or 

repairing, in the area of interest. 

TimeIDistance (TID) Information about movement in terms of time and distances, that is, 

how long it will take for a unit to get from point A to B. 

Tactics (TAC) Information about how an enemy conducts military operations on the 

battlefield. 

Type PE (TPE) Information about all aspects of terrain and weather without regard to 

a specific operation. 

Terrain Analysis (TRA) Information about terrain in the area of potential operations. 

Terrain Effects on Information about the impact of terrain on equipment, soldiers, and 

Equipment (TRE) operations on the battlefield. 

Terrain Situation (TRS) All information about the specific terrain in use by both the enemy 

and friendly forces. 

Weather Effects on Information about the impact of weather on equipment, soldiers, and 

Equipment (ME) operations on the battlefield. 

Weather Conditions Information about weather in the area of potential operations. 

(m) 

Weather Situation (WXS) All information about current and projected weather in the area of the 

terrain in use. 

Weather Effects on Information about the impact of weather on the terrain of the 

Terrain (WXT) battlefield. 
Database Nodes - All data about people, military, and activities of another country or geographic 

area except those that are related to the physical environment. It is divided into the following 

segments: 

Historical Database 

Organization and 

Equipment (HBO) 

Activity (HBA) 

Population (HBP) 

Current Organization and 

Equipment 

Current Activity 

Current Population 

Terrain 

Weather 

All data that are known before a specific situation dictates a military 

operation. These data provide the foundation for populating the 

current segments of the database and are divided into the following 

elements: 

All data known about the soldiers, units, and equipment of a 

geographic area or a potential adversary. 

All data known about historic and recent military movements, 

emissions, and mission activities of a geographic area or a potential 

adversary. 

All data known about the individuals, organizations, and groups of a 

geographic area or a potential adversary. 

All data learned about the soldier's (OES), units (OEU), and 

equipment (OEE) of a geographic area or a potential adversary after a 

military operation has been initiated. 

All data learned about the military movements (CAM), emissions 

(CAE), and mission (CAS) activities of a geographic area or a 

potential adversary after a military operation has been initiated. 

All data learned about the individuals (CPI), organizations (CPO), 

and groups (CPG) of a geographic area or a potential adversary after 

a military operation has been initiated. 

All data that are known about the topography (TRT), hydrology 

(TRH), and features (TRF) of a geographic area plus the data learned 

after a military operation has been initiated. 

All data that are known about the climate (WXC), meteorological 

(WXM), and light (WXL) of a geographic area plus those learned 

after a military operation has been initiated. 
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REPORT DOCUMENTATION PAGE I Form Approved 

OMB NO. 0704-0188 I 

Public,reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, 

gathering and malnt?nlng the data needed, and comple!ing and reviewing the collection of information. Send comments r arding this burden estimate or any other aspect of this 

colled~on Of ~nfOrmatlOn, mlud~ng suggestions for reducmg this burden, to Washington Headquarters Services, ~irectorateyor Information Operations and Reports. 1215 Jefferson 

Dav~s Highway, Suite 1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704-0188), Washington, DC 20503. 

1. AGENCY USE ONLY (Leave blank) 2. REPORT DATE 3. REPORT TYPE AND DATES COVERED I January 1999 I Final 

4. TITLE AND SUBTITLE 

Intelligence Production Model Version 6.00 for Windows: User's Manual 

McLean, M.B.; Roe, A.S.; Christian, J. (all of BDM International, Inc.) 

7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 

BDM International, lnc. 

4067 Enterprise Way 

Sierra Vista, AZ 85635 

3. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 

U.S. Army Research Laboratory 

Human Research & Engineering Directorate 

Aberdeen Proving Ground, MD 2 1005-5425 

11. SUPPLEMENTARY NOTES 

5. FUNDING NUMBERS 

AMS: 6227 16.H7OOOll 

PR: IL162716AH70 

PE: 6.27.16 

Contract No. DAAL01-94-C-0048 

3. PERFORMING ORGANIZATION 

REPORT NUMBER 

10. SPONSORING/MONITORING 

AGENCY REPORT NUMBER 

The contracting officer's representative (COR) is Beverly Knapp, U.S. Army Research Laboratory, ATTN: AMSRL-HR-MY, 

Greely Hall, Bldg 6 1801, Ft. Huachuca, AZ 856 13-5000 (telephone 520-538-4704). 

12a. DISTRIBUTION/AVAILABILITY STATEMENT 

Approved for public release; distribution is unlimited. 

12b. DISTRIBUTION CODE 

13. ABSTRACT (Maximum 200 words) 

This is the user's manual for the Intelligence Production Model (IPM) Version 6.00. The manual provides step-by-step instructions 

for setting up and running the IPM, viewing and processing output, and maintaining files generated during model runs. The manual 

includes a section to aid the user in model design, as well as a dictionary of terms. The IPM is a software application that simulates 

how the quality of information and information processing performance in a military intelligence (MI) production system affect the 

quality of military intelligence required to meet the commander's needs. By simulating the functions and processes in developing a 

collection plan, conducting data analysis and fusion, and disseminating intelligence products, the model enables users to simulate 

the entire intelligence collection and production system from a human perspective. Also, the model can simulate information 

operations against the intelligence battlefield functional areas and can identify how "defective" information degrades the quality of 

intelligence. Outputs from the model include how information quality is enhanced or degraded under varying scenario parameters, 

soldier and task characteristics, and environmental factors, as well as how and what types of human errors degrade the quality of 

intelligence under the specified model conditions. Detailed model outputs can be used to identify specific design or remedial 

requirements for the military intelligence systems, personnel, or training. 

4. SUBJECT TERMS 15. NUMBER OF PAGES 

human system information analysis intelligence production system 100 

intelligence information flow analysis rule-based modeling 16. PRICE CODE 

7. SECURITY CLASSIFICATION 18. SECURITY CLASSIFICATION 19. SECURITY CLASSIFICATION 20. LIMITATION OF ABSTRACT 

OF REPORT OF THIS PAGE OF ABSTRACT 

Unclassified Unclassified Unclassified I I 

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95 Prescribed by ANSI Std. 239-18 

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