IDA's Integrated Risk Assessment and Management Model
The Department of Defense (DoD), like most other large public organizations, has traditionally made most of its resource allocation decisions in organizational or mission area stovepipes, with limited success in optimizing across those stovepipes. For many years, much public policy literature has cl...
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description | The Department of Defense (DoD), like most other large public organizations, has traditionally made most of its resource allocation decisions in organizational or mission area stovepipes, with limited success in optimizing across those stovepipes. For many years, much public policy literature has claimed that such suboptimization is inevitable. IDA's Integrated Risk and Management Model (IRAMM) approach will not eliminate this thorny problem. However, it offers a viable way to attack it head-on: a means for the Secretary of Defense and the Chairman of the Joint Chiefs of Staff to reduce the extent of that suboptimization and move toward a more holistic optimization across the enterprise. Specifically, the four-phase IRAMM process can help the Secretary and the Chairman immediately in their efforts with senior advisors and aides to balance DoD's forces and capabilities by using strategic risk mitigation as the chief measure of merit. IRAMM is a well-tested approach and includes strong scales that permit comparisons and trades across major missions, time periods, and program alternatives. IDA researchers developed IRAMM (for OSD and the JS) and have employed it in several pilot-tests, including a series of not-for-attribution interviews of more than two dozen senior civilian and military officials within DoD. Evaluators included the CJCS and most of the Combatant Commanders, Service Chiefs, and Undersecretaries of Defense. Overall, IRAMM is a flexible approach to strategic risk assessment and management that may be used by DoD and other national security organizations, including the National Security Council. It may be used alone or in conjunction with a variety of other assessments and analytic tools. A key feature of the approach is that the methodology is simple and transparent to the senior decision makers who will need to make overall judgments one way or another on future forces and related security capabilities for the good of the country.
Task no. C6251. The original document contains color images. |
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Task no. C6251. The original document contains color images.</description><language>eng</language><subject>Administration and Management ; ALLOCATIONS ; CAPABILITY-BASED PLANNING ; DECISION MAKING ; DEFENSE PLANNING ; DEPARTMENT OF DEFENSE ; ENTERPRISE-WIDE ASSESSMENTS ; FORCE BALANCING ; HOLISTIC ASSESSMENTS ; INTEGRATED RISK AND MANAGEMENT MODEL ; IRAMM(INTEGRATED RISK AND MANAGEMENT MODEL) ; MANAGEMENT PLANNING AND CONTROL ; MILITARY CAPABILITIES ; MILITARY FORCE LEVELS ; Military Forces and Organizations ; Military Operations, Strategy and Tactics ; NATIONAL SECURITY ; OPTIMIZATION ; POLICIES ; RESOURCE ALLOCATIONS ; RESOURCE MANAGEMENT ; RISK ANALYSIS ; RISK MANAGEMENT ; STRATEGIC RISK ASSESSMENT ; STRATEGIC RISK MANAGEMENT</subject><creationdate>2009</creationdate><rights>Approved for public release; distribution is unlimited.</rights><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>230,780,885,27566,27567</link.rule.ids><linktorsrc>$$Uhttps://apps.dtic.mil/sti/citations/ADA505109$$EView_record_in_DTIC$$FView_record_in_$$GDTIC$$Hfree_for_read</linktorsrc></links><search><creatorcontrib>Thomason, James S</creatorcontrib><creatorcontrib>INSTITUTE FOR DEFENSE ANALYSES ALEXANDRIA VA</creatorcontrib><title>IDA's Integrated Risk Assessment and Management Model</title><description>The Department of Defense (DoD), like most other large public organizations, has traditionally made most of its resource allocation decisions in organizational or mission area stovepipes, with limited success in optimizing across those stovepipes. For many years, much public policy literature has claimed that such suboptimization is inevitable. IDA's Integrated Risk and Management Model (IRAMM) approach will not eliminate this thorny problem. However, it offers a viable way to attack it head-on: a means for the Secretary of Defense and the Chairman of the Joint Chiefs of Staff to reduce the extent of that suboptimization and move toward a more holistic optimization across the enterprise. Specifically, the four-phase IRAMM process can help the Secretary and the Chairman immediately in their efforts with senior advisors and aides to balance DoD's forces and capabilities by using strategic risk mitigation as the chief measure of merit. IRAMM is a well-tested approach and includes strong scales that permit comparisons and trades across major missions, time periods, and program alternatives. IDA researchers developed IRAMM (for OSD and the JS) and have employed it in several pilot-tests, including a series of not-for-attribution interviews of more than two dozen senior civilian and military officials within DoD. Evaluators included the CJCS and most of the Combatant Commanders, Service Chiefs, and Undersecretaries of Defense. Overall, IRAMM is a flexible approach to strategic risk assessment and management that may be used by DoD and other national security organizations, including the National Security Council. It may be used alone or in conjunction with a variety of other assessments and analytic tools. A key feature of the approach is that the methodology is simple and transparent to the senior decision makers who will need to make overall judgments one way or another on future forces and related security capabilities for the good of the country.
Task no. C6251. The original document contains color images.</description><subject>Administration and Management</subject><subject>ALLOCATIONS</subject><subject>CAPABILITY-BASED PLANNING</subject><subject>DECISION MAKING</subject><subject>DEFENSE PLANNING</subject><subject>DEPARTMENT OF DEFENSE</subject><subject>ENTERPRISE-WIDE ASSESSMENTS</subject><subject>FORCE BALANCING</subject><subject>HOLISTIC ASSESSMENTS</subject><subject>INTEGRATED RISK AND MANAGEMENT MODEL</subject><subject>IRAMM(INTEGRATED RISK AND MANAGEMENT MODEL)</subject><subject>MANAGEMENT PLANNING AND CONTROL</subject><subject>MILITARY CAPABILITIES</subject><subject>MILITARY FORCE LEVELS</subject><subject>Military Forces and Organizations</subject><subject>Military Operations, Strategy and Tactics</subject><subject>NATIONAL SECURITY</subject><subject>OPTIMIZATION</subject><subject>POLICIES</subject><subject>RESOURCE ALLOCATIONS</subject><subject>RESOURCE MANAGEMENT</subject><subject>RISK ANALYSIS</subject><subject>RISK MANAGEMENT</subject><subject>STRATEGIC RISK ASSESSMENT</subject><subject>STRATEGIC RISK MANAGEMENT</subject><fulltext>true</fulltext><rsrctype>report</rsrctype><creationdate>2009</creationdate><recordtype>report</recordtype><sourceid>1RU</sourceid><recordid>eNrjZDD1dHFUL1bwzCtJTS9KLElNUQjKLM5WcCwuTi0uzk3NK1FIzEtR8E3MS0xPBXN981NSc3gYWNMSc4pTeaE0N4OMm2uIs4duSklmcnxxSWZeakm8o4ujqYGpoYGlMQFpADMBKU8</recordid><startdate>200906</startdate><enddate>200906</enddate><creator>Thomason, James S</creator><scope>1RU</scope><scope>BHM</scope></search><sort><creationdate>200906</creationdate><title>IDA's Integrated Risk Assessment and Management Model</title><author>Thomason, James S</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-dtic_stinet_ADA5051093</frbrgroupid><rsrctype>reports</rsrctype><prefilter>reports</prefilter><language>eng</language><creationdate>2009</creationdate><topic>Administration and Management</topic><topic>ALLOCATIONS</topic><topic>CAPABILITY-BASED PLANNING</topic><topic>DECISION MAKING</topic><topic>DEFENSE PLANNING</topic><topic>DEPARTMENT OF DEFENSE</topic><topic>ENTERPRISE-WIDE ASSESSMENTS</topic><topic>FORCE BALANCING</topic><topic>HOLISTIC ASSESSMENTS</topic><topic>INTEGRATED RISK AND MANAGEMENT MODEL</topic><topic>IRAMM(INTEGRATED RISK AND MANAGEMENT MODEL)</topic><topic>MANAGEMENT PLANNING AND CONTROL</topic><topic>MILITARY CAPABILITIES</topic><topic>MILITARY FORCE LEVELS</topic><topic>Military Forces and Organizations</topic><topic>Military Operations, Strategy and Tactics</topic><topic>NATIONAL SECURITY</topic><topic>OPTIMIZATION</topic><topic>POLICIES</topic><topic>RESOURCE ALLOCATIONS</topic><topic>RESOURCE MANAGEMENT</topic><topic>RISK ANALYSIS</topic><topic>RISK MANAGEMENT</topic><topic>STRATEGIC RISK ASSESSMENT</topic><topic>STRATEGIC RISK MANAGEMENT</topic><toplevel>online_resources</toplevel><creatorcontrib>Thomason, James S</creatorcontrib><creatorcontrib>INSTITUTE FOR DEFENSE ANALYSES ALEXANDRIA VA</creatorcontrib><collection>DTIC Technical Reports</collection><collection>DTIC STINET</collection></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext_linktorsrc</fulltext></delivery><addata><au>Thomason, James S</au><aucorp>INSTITUTE FOR DEFENSE ANALYSES ALEXANDRIA VA</aucorp><format>book</format><genre>unknown</genre><ristype>RPRT</ristype><btitle>IDA's Integrated Risk Assessment and Management Model</btitle><date>2009-06</date><risdate>2009</risdate><abstract>The Department of Defense (DoD), like most other large public organizations, has traditionally made most of its resource allocation decisions in organizational or mission area stovepipes, with limited success in optimizing across those stovepipes. For many years, much public policy literature has claimed that such suboptimization is inevitable. IDA's Integrated Risk and Management Model (IRAMM) approach will not eliminate this thorny problem. However, it offers a viable way to attack it head-on: a means for the Secretary of Defense and the Chairman of the Joint Chiefs of Staff to reduce the extent of that suboptimization and move toward a more holistic optimization across the enterprise. Specifically, the four-phase IRAMM process can help the Secretary and the Chairman immediately in their efforts with senior advisors and aides to balance DoD's forces and capabilities by using strategic risk mitigation as the chief measure of merit. IRAMM is a well-tested approach and includes strong scales that permit comparisons and trades across major missions, time periods, and program alternatives. IDA researchers developed IRAMM (for OSD and the JS) and have employed it in several pilot-tests, including a series of not-for-attribution interviews of more than two dozen senior civilian and military officials within DoD. Evaluators included the CJCS and most of the Combatant Commanders, Service Chiefs, and Undersecretaries of Defense. Overall, IRAMM is a flexible approach to strategic risk assessment and management that may be used by DoD and other national security organizations, including the National Security Council. It may be used alone or in conjunction with a variety of other assessments and analytic tools. A key feature of the approach is that the methodology is simple and transparent to the senior decision makers who will need to make overall judgments one way or another on future forces and related security capabilities for the good of the country.
Task no. C6251. The original document contains color images.</abstract><oa>free_for_read</oa></addata></record> |
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subjects | Administration and Management ALLOCATIONS CAPABILITY-BASED PLANNING DECISION MAKING DEFENSE PLANNING DEPARTMENT OF DEFENSE ENTERPRISE-WIDE ASSESSMENTS FORCE BALANCING HOLISTIC ASSESSMENTS INTEGRATED RISK AND MANAGEMENT MODEL IRAMM(INTEGRATED RISK AND MANAGEMENT MODEL) MANAGEMENT PLANNING AND CONTROL MILITARY CAPABILITIES MILITARY FORCE LEVELS Military Forces and Organizations Military Operations, Strategy and Tactics NATIONAL SECURITY OPTIMIZATION POLICIES RESOURCE ALLOCATIONS RESOURCE MANAGEMENT RISK ANALYSIS RISK MANAGEMENT STRATEGIC RISK ASSESSMENT STRATEGIC RISK MANAGEMENT |
title | IDA's Integrated Risk Assessment and Management Model |
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