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Mark A. Gallagher
Air Force Institute of Technology
31Publications
6H-index
99Citations
Publications 31
Newest
We review the hierarchy of models and simulations (M&S) that categorize analysis of conflict. We build on this M&S hierarchy to provide a framework to assess the tools, data, people, processes, and partnerships. The framework provides a means to assess the analytic ability of an organization, describes the resolution and scopes of the parts of the system (tools or people, for examples), or can characterize the scope, applicability, and rigor of a particular study. We examine the process of incor...
#1Bradley C. Boehmke (AFIT: Air Force Institute of Technology)H-Index: 4
#2Alan W. Johnson (AFIT: Air Force Institute of Technology)H-Index: 7
Last.Mark A. GallagherH-Index: 6
view all 5 authors...
Indirect activities often represent an underemphasized, yet significant, contributing source of costs for organizations. In order to manage indirect costs, organizations must understand how these costs behave relative to changes in operational resources and activities. This is of particular interest to the Air Force and its sister services, because recent and projected reductions in defense spending are forcing reductions in their operational variables, and insufficient research exists to help t...
#1Bradley C. Boehmke (AFIT: Air Force Institute of Technology)H-Index: 4
#2Alan W. Johnson (AFIT: Air Force Institute of Technology)H-Index: 7
Last.Mark A. GallagherH-Index: 6
view all 5 authors...
Current constraints in the fiscal environment are forcing the Air Force, and its sister services, to assess force reduction considerations. With significant force reduction comes the need to model and assess the potential impact that these changes may have on support resources. Previous research has remained heavily focused on a ratio approach for linking the tooth and tail ends of the Air Force cost spectrum and, although recent research has augmented this literature stream by providing more st...
#1Kiley E Hefty (AFIT: Air Force Institute of Technology)
#2Thomas M Dickey (AFIT: Air Force Institute of Technology)
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Military analysts use large simulation models to evaluate potential conventional wars. The proliferation of nuclear weapons has increased the potential for one or a few of them to be employed in a conventional conflict. While complex nuclear effects models exist, their damage levels and measures are not commensurate with what is found in conventional campaign simulations. In this article, we use simple range-to-effects approximations that can be scaled for detonation yield and height of burst (H...
#1Mark A. GallagherH-Index: 6
Last.Douglas A. BoermanH-Index: 1
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Assessors often diminish communicating risk to show a single category or color without providing a full context of the evaluation, basis, and assumptions behind the risk assessment. We attempt to remedy that by presenting an approach to communicate risk assessments more completely with a clearer understanding of these issues. First, we specify assessor should present necessary information as part of a standard risk assessment statement. This information is discussed in four groups: 1) the activi...
#1Mark A. GallagherH-Index: 6
#2Kiel Martin (USAFA: United States Air Force Academy)H-Index: 1
Last.Anna M. Perrin (MSU: Michigan State University)H-Index: 1
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Abstract Strategy formulation for an organization requires generating alternative strategies to consider. We propose and demonstrate a systematic approach for generating strategy options. Our approach, which we call alternative strategies, is adapted from the intelligence community's “Alternative Futures,” which others call “Scenario Planning.” Based on the organization's core values, we develop strategy drivers that the organization may choose, express the choices as polar extremes, group them ...
#1Saiful Hannan (Office of the Secretary of Defense)
#2Mark A. GallagherH-Index: 6
Last.Anna M. Perrin (MSU: Michigan State University)H-Index: 1
view all 3 authors...
The United States Air Force consists of two primary components: regular active and reserves. As a result of different deployment schedules and skill levels of personnel, these components differ in their associated costs and employee abilities. Although active-component service members are full-time employees, the majority of reserve members serve in the military on a part-time basis until activated by volunteering or mobilization. Before retiring from military service, active-component members o...
#1Bradley C. Boehmke (AFIT: Air Force Institute of Technology)H-Index: 4
#2Alan W. Johnson (AFIT: Air Force Institute of Technology)H-Index: 7
Last.Mark A. GallagherH-Index: 6
view all 5 authors...
“Bending the cost curve” has become the ambiguous jargon employed in recent years to emphasize the notion of changing unwanted cost trends. In response to the planned $1 trillion Department of Defense budget reduction over the next six years, the Air Force has launched its own Bending the Cost Curve initiative in an effort to reduce cost growth. A principal concern with Bending the Cost Curve initiatives and research to date is the central focus on aggregate cost trajectories which can obscure t...
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