CBRN EOD
(left) A detailed understanding of potential operational conditions is essential in defining requirements.
(centre) The development of conceptual documentation should be informed in part by experience of previous and current operations.
(bottom) Users will have a detailed insight into actual operating conditions.
Concept of Use) allows a basis from which the user group interactions may be kick-started. This step may often be overlooked due to time constraints; however, it is essential in providing the baseline from which requirements can be refined. Conceptual documentation is subject to revision throughout the design process and indeed it may be the case that, following review and discussion by the user groups, areas for modification are highlighted. Conceptual documentation lays out the
operational context (in the fields of C-IED and CBRNe this is generally ‘the threat’), potential user groups and operational tasks for the capability. The use of a capability framework provides a description of the capability that is divided into discrete but interrelated components and comprehensively outlines the concept surrounding its use. This will cover the full operational cycle, from initial preparation and projection, through to its actual operation, command implications, and the concepts for sustaining and protecting the capability. It then interrogates the various development strands in a structured manner - depending on the model used these will include: training; equipment; personnel; information; doctrine and concepts, organisations; infrastructure; logistics; interoperability and safety. By reviewing and assessing each of these lines of development, the project team may ensure that the full spectrum of considerations is covered – a capability is more than just equipment. An added benefit of this process is that the factors considered are likely to be consistent with those used by delivery/ procurement teams in assessing potential solutions against specification. Such documentation provides a common
understanding of equipment employment throughout the key stakeholder community and is a forum for comment and revision regarding the project direction. It can also subsequently be used to provide a platform
from which Concepts of Operations and Tactics, Techniques and Procedures (TTPs) can be formed.
Linking user and designer The generation of User Requirement Documents (URD) has proven a particularly efficient method of capturing the user’s requirements and presenting them in a format that translates well to product design teams. The attachment of objective and threshold measures of effectiveness to individual requirements ensures that requirements are clear and that performance relative to specification is quantifiable. The process may often lead to a degree of ‘horse-trading’ depending on technical parameters. For example, would the user accept a weight increase of x grams if a detector could clear down y seconds more quickly? The URD generation process provides
structure and focus to user group processes, ensuring that efforts are concentrated in the definition of usable capability requirements. A degree of moderation is generally required within such environments – asking a soldier how light and how small an item of kit should be will generally lead to predictable results. However, by providing a realistic operational concept (including the use of conceptual documentation), beneficial output can be
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ensured. Again, the employment of a third party to manage and co-ordinate this process provides a natural bridge between user and designer.
The implementation of a structured
development process that incorporates coherent user input at an early stage has proven to be a successful model for bringing C-IED and CBRNE capabilities to market. The generation of conceptual documentation that captures key-stakeholder views and presents an outline for the use and development of the capability can then be the basis for subsequent processes. Capturing the views of representative users may not always be a straightforward process, but the use of third parties to bring together a pool of operationally experienced personnel can overcome this. This allows the project design team to make decisions based on demonstrable evidence as opposed to conjecture.
Andy Wakeling is Senior C-IED and Search Consultant for OPTIMA Defence and Security. Formerly in the Royal Engineers, he conducted operations in Afghanistan as a Search Adviser and worked on Military Aid to the Civil Power (MACP) operations alongside UK police specialists, the Technical Response Force and with Maritime Interdiction Search teams supporting Special Forces.
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