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TABLE: JTF.JTF_TASKS_B
Object details.
Base Table JTF_TASKS_B stores general information about a given Task. Each line includes details about owner, source object, customer, dates, effort and duration. Also, this table contains multiple flags used by the various consumers of the foundation Task Manager.
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JTF‐CS’ tasking and roles and responsibilities for CBRN and DSCA
Joint Task Force Civil Support (JTF-CS) is the nation’s only standing JTF to respond to chemical, biological, radiological, and nuclear (CBRN) events. JTF-CS was established in 1999 as a subordinate command to United States Northern Command (NORTHCOM). In 2020, NORTHCOM expanded JTF-CS’ mission set from an exclusive focus on CRBN events to include all hazards Defense Support to Civil Authorities (DSCA) response operations in a future homeland defense operating environment. In response, JTF-CS revised their mission statement, reorganized their staff ad-hoc, and developed a new organizational employment model—the Headquarters Echelon Concept (HEC). JTF-CS also used real-world operations during COVID-19 to test and refine its organizational constructs. The new mission statement was approved by NORTHCOM in 2022. However, JTF-CS’ new structure, as of writing, has not been independently evaluated to determine its feasibility, acceptability, suitability, and completeness for the execution of the new and expanded mission set. As a result, JTF-CS asked CNA to provide an external, independent review of the JTF-CS–developed organizational structure and an overview of relevant constraints and restraints, as well as evaluate how well the new organizational structure is aligned to execute assigned roles and responsibilities (RRs), and mission, functions, and tasks (MFT). This report summarizes our analysis of JTF-CS’ tasking and roles and responsibilities for CBRN and DSCA. We examine how the expansion of DSCA all hazards as an additional mission set has impacted JTF-CS’ MFT and staffing requirements. We also review the HEC organizational structure and how the command transformation aligns with the new MFT to optimize staff structure and efficiencies. We conclude with an overall assessment of the HEC and how the command can successfully achieve the transition to DSCA all hazards, while maintaining its CBRN no-fail mission and readiness.
Study approach
We executed this study in two phases. In phase 1, executed between June and September 2022, we examined the new MFT and the use of the HEC. In phase 2 of our study, we built on phase 1 analysis findings and addressed gaps and inefficiencies and refinements or improvements to the HEC construct.
The primary research questions guiding the study were: “What does the new MFT for JTF-CS look like?” “Does the HEC allow JTF-CS to efficiently fulfill its MFT? If not, what organizational changes can be made to address any gaps or inefficiencies?” To answer these questions, we adopted a four-step analytic approach:
- Review mission statement, TACSOP, concept of operations plans (CONPLANS), and operations plans (OPLANS) to develop a current and complete MFT and Joint Mission Essential Task List (JMETL) for JTF-CS.
- Review current org charts, manpower data, exercise after-action reports (AARs), and exercise observations to baseline both the HEC and the underlying organizational structure (i.e., staff sections) available to execute the MFT and JMETL laid out in (1).
- Using a Delphi data call and exercise AARs/observations, match the JMETL from (1) to the available structure and HEC elements from (2) and identify any gaps and/or inefficiencies.
- Identify and evaluate additional or alternative manning and/or structural options for addressing the gaps/inefficiencies identified in (3), given command-defined constraints and restraints.
In each step, we leveraged a combination of command and higher headquarters (HHQ) generated products, Department of Defense (DOD) and Department of Homeland Security (DHS) guidance and plans, subject matter expert (SME) discussions and responses to Delphi questions, and exercise products and observations to inform our work. Wherever possible, we sought to overlay our textual and thematic analysis of these source materials to mitigate subjectivity and bias and better ensure completeness and consensus in our findings.
Study findings
JTF-CS is a two-star command with a T/O of 150, at roughly 135 manned. JTF-CS plans and executes CBRN and DSCA response to save lives and provide temporary critical support to enable recovery. The command prepares to conduct all-hazards domestic response (e.g., hurricane, earthquake, pandemic) and habitually trains and exercises with the Federal Emergency Management Agency (FEMA), interagency partners, the National Guard, and other state and local partners. JTF-CS’s mission set is summarized in their documentation as follows: “On order, JTF-CS conducts CBRN response and All Hazards DSCA operations in support of the lead federal agency in order to save lives, mitigate human suffering and prevent further injury.”
Roles and responsibilities
To baseline the roles and responsibilities of Joint Task Force-Civil Support (JTF-CS), we began by reviewing plans and orders. Our analysis under phase 1 of the study concluded that, except for the JTF-CS TACSOP and Branch Plan 3510, most of the plans and orders were mission agnostic. That is, each described the general roles and responsibilities of JTF-CS (among others) in the context of a specific event. The general structure of the resultant mission statements was something akin to:
On order, conduct [CBRN response or DSCA] operations in support of the [Lead Federal Agency (LFA) or Primary Actor (PA)] in response to [mission name (e.g., “an earthquake”)] within the domestic portion of the USNORTHCOM AOR to save lives, prevent further injury, and provide temporary critical support to enable community recovery.
This is consistent with the National Response Framework (NRF) definition of a “response” mission, which include “actions to save lives, stabilize community lifelines, protect property and the environment, and meet basic human needs after an incident has occurred.”
We similarly found that the function of JTF-CS was likewise largely the same across source documents. Specifically, JTF-CS was repeatedly called on to “provide command and control (C2) for Department of Defense (DOD) Chemical, Biological, Radiological and Nuclear (CBRN) response forces in the event of CBRN event or all-hazards defense support of civil authorities (DSCA) operations.
Overall, JTF-CS is responsible for a total of 34 operational-level tasks (OPs), either in the course of its day-to-day operations or in the course of CBRN or DSCA response operations. In fact, nearly all of the OPs associated with CBRN and DSCA are the same as the OPs required of JTFCS during steady-state, non-response operations. Exceptions include four OPs specific to CBRN operations and two OPs specific to certain types of all-hazards DSCA operations. Otherwise, we found that JTF-CS is consistently responsible for 19 tasks related to logistics/personnel support and command and control. We also found that the J4 and J3 staff sections were explicitly associated with the greatest number of OPs overall (18 and 16, respectively). In contrast, the J1 and J6 were only sparingly mentioned (3 and 8, respectively).
In sum, we found that JTF-CS has roles and responsibilities aligned with CBRN and all-hazards DSCA missions, and in particular with earthquake and hurricane response operations. Their common function across these missions is to provide C2 of DOD response forces . Despite varying descriptions of the tasks required to fulfill this function, a common set of 19 OPs does exist across general (i.e., non‐response), CBRN, and all‐hazards operations and there are relatively few tasks specific to a singular type of event. This suggests that adding the all-hazards mission set did not dramatically increase the number or diversity of JTF‐CS’ tasks. Instead, it increased likelihood that JTF‐CS would be required to execute these tasks across multiple response operations with consecutive, overlapping, or event concurrent timelines. Thus, while the vast majority of the requirements we uncovered are ones that JTF-CS must be prepared to satisfy only in the event of a CBRN or DSCA incident, the added frequency of DSCA incident response could lead to greater confluence between “enduring” and “on-order” roles and responsibilities.
Organizational structure
We baselined the organizational structure of JTF-CS by reviewing the following source materials: JTF-CS TACSOP, JTF-CS Master Organizational Chart, JTF-CS JTD and JTMD Monthly Rosters (for the last 2 years or Jun 2020-Jul 2022), JTF-CS C2 Concept and MA _MATO Mission Processing Brief, JTF-CS Org Review Brief, 2022 ROC Drill Slides (Turns 1-3B), Vibrant Response 2022 (VR22) Final Exercise Report and Enclosures. We took note of both administrative and organizational structures delineated in these documents and summarize our findings below.
JTF-CS consists of the command group (i.e., Commander, Chaplain, SEL, etc.), special staff (e.g., SJA, PAO, SG), and six Napoleonic staff sections. According to its JTD, JTF-CS is authorized 156 billets for steady‐state operations . An additional 36 billets are authorized in the JTMD for activation and use in the event of crisis or contingency operations. Of course, not all these billets are filled at any given time. In fact, according to JTF-CS staff estimates, typical fill for JTF‐CS steady‐state billets is 80 percent . Calculations on both organizational charts and the JTD suggest that the J1, J4, and SG staff sections have some of the highest fill relative to others in the organization. In contrast, the J3 and J5 staff sections, despite having extensive roles and responsibilities (RRs), are often closer to 80 percent using org chart estimates and at 76 percent and 71 percent, respectively, using the JTD.
Under the HEC construct, if dictated by operational requirements, the command would retain the capability to split into forward and rear elements to accomplish its missions, functions, and tasks, as explained in the TACSOP . In sum, based on our reading of all available documentation, modifications to forward elements—not just which are employed or how, but their actual composition and capabilities—are the norm, making it difficult to ascertain whether the baseline echelon concept is, in fact, sufficient for all hurricane, pandemic response, and no-notice DSCA incidents.
We found the rear elements of JTF‐CS’s echelon concept to be far less defined than the forward elements , which were the focus of most of the source documentation we reviewed. Only two source documents discussed the rear elements in any detail, and the only point of consensus across them was that the MCP should consist of several boards, cells, centers, and working groups (BC2WGs). Yet, which BC2WGs, exactly, should be contained within the MCP as well as the composition of said BC2WGs was either unclear or largely inconsistent across these two documents.
Our interim report provides an in-depth analysis of the MFT/JMETL and organizational construct. Appendix E also provides supplemental findings beyond what is included in the summary or main body of this report. Below we present key analysis findings from Phase 2 of study execution. Again, in this section, we provide a summary overview of key highlights.
Unclear task ownership across HEC elements
Task ownership across HEC elements is unclear. We identified several tasks for which there is not a single “lead” operational element and/or where the “lead” element(s) are not consistently identified across source materials. We note several inefficiencies related to this. First, overlapping task ownership within the MCP could result in multiple BC2WGs completing the same or very similar tasks in parallel. Second, in the absence of unambiguously assigned responsibilities, SME discussions and Delphi commentary suggest that tasks default to the JOC, even if they are “doctrinally” owned by another BC2WG. This kind of mission creep within the JOC may result in reduced effectiveness (i.e., since the best-suited personnel for the tasks may or may not reside in the JOC) and/or reduced efficiency (e.g., as JOC personnel struggle to keep pace with excess tasking). Third, in some cases, task ownership appears to be tied more to specific personnel (e.g., J4, commander) than their operational location and/or configuration. Such overly individualized task ownership could result in inefficiencies as information is lost and/or decisions are delayed by transitions in and out of different operational configurations . Finally, we noted several instances where exercise observations and/or Delphi responses indicated that forward elements (e.g., IST-S, FCE) should be the lead for an OP, while more formal source documents indicated rear element (i.e., MCP) ownership. The absence of formally codified guidance and/or consistently practiced processes for transitioning these tasks from the MCP to forward elements, once established, risks information being lost and/or decisions being delayed as informal transitions take place.
MCP (may) not (always be) right sized
Most of the OPs overwhelmingly rely on the MCP—including the JOC and other BC2WGs. The ISTs, in contrast, appear to act as extensions of the MCP, providing real-time situational awareness (SA), overseeing key operations, and/or coordinating with critical partners. The MCP retains most JTF‐CS personnel in steady‐state, limited dispersion, and/or duration conditions . However, fielding additional ISTs could disrupt this relative sizing. For example, surge or sustained (90+ days) operations could require additional MCP personnel to staff IST rotations. Alternatively, greater geographic dispersal could require greater numbers of ISTs or less formal liaison officers (LNOs), to integrate into federal and state response structures, both of which would draw from the MCP personnel pool. In either case, a reduction in the number of MCP personnel could affect the MCPs ability to complete both its on-order and enduring tasks. We find the current manning of the MCP to be short and not sufficient to support 24-hour operations of the MCP and Forward Elements.
Relative section sizes do not reflect task loads
Our analysis identified an uneven distribution of tasks across JTF‐CS staff sections , with the J3 and J4 responsible for more than double the tasks of most other staff sections. Moreover, the J3 is the unequivocal “lead” staff section for three overarching OPs, while all other staff sections “lead” one or no OPs. Based on this task distribution, we would expect the J3 to be the largest staff section with the best fit/fill. Yet, the J3—while the largest staff section by size—has the second-lowest fill rate (tied with the J1). And while the J3 is authorized to receive the second largest number of JTMD augments (after the J6), at 53% average fill, they effectively receive fewer than three additional personnel, less than both the J6 and J4. Similarly, the J2 is both undersized and underfilled when compared to other staff sections (J1) with fewer tasks but more personnel (both authorized and filled). These disparities suggest that available resources (e.g., billets, time/capitol spent filling billets and/or civilian positions) may not be spread efficiently across the command. Uneven resource distribution relative to task loading could lead to task saturation and/or burnout, making it challenging for affected staff sections to satisfy all their responsibilities (i.e., could create gaps).
Critical tasks not (appropriately) assigned
We found that not all CBRN‐related tasks are clearly assigned to JTF‐CS operational elements and/or staff sections . For example, OP 1.6 (see Appendix E in report PDF) lacks a “lead” staff section specified in either the JMETL or other source documents. In addition, OP 7.9 lacks any consensus-based “lead” staff section and/or operational element; that is, different source materials identify different leads for this task (e.g., staff generated JMETL and exercise observations suggest J3 as the lead; Delphi respondents suggest CMD, J6, and MCP). Absent clearly assigned roles and responsibilities for these OPs, JTF‐CS risks failing its “no fail” mission of CBRN response.
We similarly found that several enduring tasks have multiple task owners. For example, according to source documents, the J2, J3, J4, and J5 share responsibility for the execution of OP 1.3. Adding complexity, we also found variation across source materials regarding the exact combination of staff sections responsible for certain OPs. This lack of clarity regarding critical task assignments could result in gaps (i.e., incomplete tasks) if associated roles and responsibilities are unknown to the respective staff sections. Likewise, insufficient deconfliction of shared roles and responsibilities, even if clearly assigned and acknowledged by staff sections, could reduce JTF-CS’ ability to efficiently complete these tasks.
Lastly, two enduring tasks are assigned exclusively to forward elements of the HEC . Specifically, according to source documents and exercise observations, OP 4.1 is assigned to IST-S and OP 5.8 is assigned to the FCE (PAO). However, since these are enduring tasks, they require a task owner whether response operations—and, thus, forward element employment—are ongoing are not. Without a designated MCP “owner” for these tasks in the event HEC forward elements are not employed, JTF-CS cannot ensure continuity in their execution.
Critical task owners lack sufficient manning
Staff sections responding to the Delphi generally disagreed with the premise that “The number of billets allocated…would be sufficient to sustain HQ operations and complete all assigned tasks as part of JTF-CS’ HQ echelon concept.” The extent of disagreement (i.e., from “slightly disagree” to “disagree” to “strongly disagree”) increased commensurate with the duration of the event, suggesting that sustaining any kind of operations beyond 30 days would be problematic under the HEC model . Similarly, there appeared to be greater confidence in the staff’s ability to “make it work” for a single response operation than for any kind of concurrent or overlapping events . Given the fact that all of the OPs in Table 3* are critical (according to our analysis in Table 6*), this means that critical task owners do not believe they have sufficient manning to complete their assigned tasks in the event of prolonged and/or contemporaneous operations. One consequence of this common across JTF-CS staff sections is reduced task efficiency and effectiveness upon commencement of response operations that worsens as time goes on. In other words, to cope with the stresses of sustained and/or concurrent operations, the staff either curtails or suspends work on a variety of more “administrative” tasks, which then accrete over time and increase risk to other aspects of JTF‐CS’ mission. According to Delphi respondents, correcting this situation would require, at a minimum, that all JTD billets be 100% filled. Relatedly, Delphi responses and exercise materials suggested that augmentation above/beyond the JTD would likely be required to sustain HEC operations and/or to execute concurrent operations. Yet, on average, no staff section meets the 100% threshold for JTF fill and JTMD billets are likewise not consistently filled to high levels . Delphi respondents attributed these persistent fill issues to a number of causal factors, and we observed and discussed several others during command exercises, including augments belong to a separate component and sub-command of NORTHCOM; funding and scheduling of augments often requires planning outside of operational windows (6+ months); and prioritization can vary by mission set. In the absence of changes designed to address these underlying issues and improve relationships with augmenting and enabling organizations, critical task owners will likely continue to experience substantial stress during prolonged and/or coincidental response operations and introduce undetermined risk to JTF-CS’ overall mission set as they struggle to complete their tasking.
Change options
Our analysis identified gaps and inefficiencies challenging the organizational structure of JTFCS. While we deem the HEC feasible and acceptable overall, the gaps and inefficiencies must be addressed to (1) successfully achieve full transition to DSCA all hazards and be able to (over the long-term) support the DSCA mission, and (2) maintain the CBRN no-fail mission. To overcome the gaps and alleviate the inefficiencies we identified in our analysis; we propose a set of change options for consideration. Table 1 (see report PDF) presents a number of organizational change options that—based on past CNA and industry research—have the potential to mitigate if not eliminate the challenges that JTF-CS faces. In each row we present a change option that is mapped against the primary challenges (shown in the columns) the change option would address if implemented. The feasibility and ease of implementation of these options is critical to consider. Thus, we vetted the change options with the command to identify: (1) which change options are within the control of JTF-CS to implement on its own (without involvement, beyond situational awareness, of HHQ); (2) how hard the change option is to implement (required resources, chains of approval etc.), and (3) whether support from HHQ is required to implement the change option. In Table 2 (see report PDF), we summarize the output of the feasibility mapping for the change options. The rightest column identifies specific actions to be taken by JTF-CS. In sum, at minimum, we recommend that JTF-CS implement change options 1-5 (rows 1-5). Change options 1-5 are related; that is, they focus on roles and responsibilities and task assignments. Implementing these change options will clearly delineate between roles and responsibilities for all OPs by element (staff section) to ensure clear task ownership, balance task loads among the sections, and ensure all critical tasks are assignment. However, ideally, JTF-CS can implement all change options in order to determine the appropriate sizing of sections and allow for tailoring of HEC elements to ensure each section within JTF-CS has the manpower necessary to efficiently execute its assigned tasking. To do so, we recommend a structured organizational troop-to-tasking (OT3) game. OT3 will allow JTF-CS to stress-test staffing configurations within available resources to identify the optimal staffing structure to support the new mission set and ensure execution of all OPs to successfully transition to DSCA, while maintaining its no-fail CBRN readiness.
JTF-CS has adapted to its expanded mission set via an ad-hoc reorganization and the development of the HEC. The new structure and employment model generally supports the execution of JTF-CS’s vast MFT. However, sustained operations over an extended period, or the execution of multiple operations concurrently (potentially spread over several locations) will be problematic for JTF-CS as laid out in our report. Our analysis identified gaps and inefficiencies that impact JTF-CS’s surge- and long-term capacity to sustain operations. The change options we have developed provide a foundation for the command to eliminate these gaps and inefficiencies. Feasibility mapping with the command allowed us to identify the change options within sole control of JTF-CS versus change options that reside outside of their control and will require support or action external to JTF-CS. For example, while JTF-CS can develop and employ a responsibility assignment matrix (e.g., RACI), JTF-CS cannot, without support from HHQ, fill critical billet gaps (i.e., aviation planner). NORTHCOM’s future operating environment in the context of homeland defense requires JTF-CS to not only be flexible and immediately responsive/highly adaptable but also to be able to sustain operations over the long-term and provide surge capacity for coast-to-coast DSCA response operations and associated requirements. We recommend JTF-CS and HHQ implement change options as described in Table 2 (see report PDF). *See report PDF.
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- Document Number: DRM-2023-U-035609-Final
- Publication Date: 6/30/2023
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New leader assumes command, carries on legacy at JTF-Bravo
Photo By Staff Sgt. Jovan Banks | U.S. Army Col. Steven Barry outgoing Joint Task Force-Bravo commander, lets out a... ... read more read more
Photo By Staff Sgt. Jovan Banks | U.S. Army Col. Steven Barry outgoing Joint Task Force-Bravo commander, lets out a laugh during U.S. Southern Command Commander Adm. Craig Faller’s,remarks Aug. 5, 2020, at Soto Cano Air Base, Honduras. Barry has served as the Joint Task Force-Bravo commander since 2019 participating in multiple joint exercises with partner nations such as Exercise Vita and Mercury. see less | View Image Page
SOTO CANO AIR BASE, HONDURAS
Story by senior airman jovan banks , joint task force bravo.
SOTO CANO AIR BASE, HONDURAS—Military change-of-command ceremonies are a time-honored tradition that formally symbolize the transfer of command from the outgoing commander to the incoming commander. U.S. Army Col. Steven Barry, Joint Task Force Bravo (JTF-B) commander, passed that symbol of leadership in spirit to the new JTF-B commander, Army Col. John D. Litchfield, in a virtual ceremony presided over by U.S. Southern Command commander Adm. Craig Faller, Aug. 5, 2020 at Soto Cano Air Base, Honduras. Barry is a native of Hamilton, New Jersey and graduated from the United States Military Academy in 1996. Serving most of his career in armor and cavalry assignments, Barry commanded the 2nd Squadron, 1st Cavalry Stryker Squadron at Fort Carson, Colo., where he supervised the fielding of the first-ever double-V hull Strykers in the U.S. Army. Upon completion of this command, the Army assigned Barry to serve on the Joint Staff, where he served as the Strategic Assessments Branch Chief and then the Plans Integration Branch Chief. Through Barry’s leadership, JTF-B’s efforts along with multilateral support with partner nations, have made it possible to maintain a forward presence across Central America by providing humanitarian assistance and disaster relief to countries in need. “We have saved lives through aeromedical evacuations and improved the livelihood of thousands of people by providing basic medical services, fighting wildfires, and donating supplies during the COVID-19 pandemic, all while staying postured to assist in disaster relief at a moments’ notice,” said Barry. “I could not be more proud of the professionalism and dedication of the team here. The task force is in capable hands and I look forward to seeing this much-needed work as we welcome Colonel Litchfield to our dynamic team.” With every change of command and transition of a new commander comes new perspectives to an always evolving but ever-vigilant mission. Prior to his assumption of command at JTF-B, Litchfield’s thirty-one years of combined enlisted and commissioned service in the U.S. Army has spanned a wide range of both conventional and special operations missions. As a field grade officer, Litchfield served in a special mission unit and an interagency assignment, before becoming a company commander and later, executive officer in 1st Battalion, 1st Special Forces Group in Okinawa, Japan. He later served as the aide-de-camp for the commanding general of a U.S. task force conducting detention operations and support to the rule of law in Afghanistan. “I am honored and humbled to have the opportunity to lead Joint Task Force-Bravo and continue building relationships with our valued partners throughout the region,” Litchfield said in his remarks at the ceremony. “Now, more than ever, I believe it is crucial that we continue seeking opportunities to grow and nourish those friendships while envisioning our shared future.” In his remarks, Adm. Faller emphasized the importance of JTF-B’s mission to the peace and security of the Western Hemisphere. “To the Joint Task Force-Bravo and all of the support, particularly the Army Support Activity, thank you. It’s a team of teams, and it takes a lot of effort to pull this together, but you do it, and you do it well, and you are making a difference. It matters because this hemisphere matters,” said Faller. “This hemisphere is our neighborhood, and everything about a neighborhood that’s important: shared values, the proximity…with friendship and family and culture. And most importantly, we are close in values. The values of freedom, democracy and the rule of law, human rights, respect for our non-commissioned officers…and the professionalism of our force. That’s why this task force matters.” The contributions to the mission during Barry’s time at Soto Cano will leave a lasting impression on the people of Central America. “It has been an absolute privilege to lead the men and women of Joint Task Force-Bravo over the past year. We have done tremendous work alongside our partners in Honduras and the rest of Central America-- from daily operations in the Northern tier (El Salvador, Guatemala, and Honduras) to supporting the USNS Comfort in Costa Rica to building relationships in the jungles of Panama and many areas in between,” said Barry. As we bid farewell to Col. Barry, we welcome Col. Litchfield as we continue to push forward and strengthen our partnerships…Progress through Unity.
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Data Sets and ECC_SPEC_ID Structures
This section lists data set details and ECC_SPEC_ID structure information by product.
Activity Audit (Oracle Enterprise Command Center Framework)
Data set key: activity-audit, data set name.
Activity Audit
Description (Purpose of the Data Set)
This application is used to track all the actions performed by a user in Enterprise Command Center dashboards. This application is accessible to the Admin user
Oracle E-Business Suite Table Names
Ecc_spec_id columns, ecc_spec_id concatenation structure, advanced pricing, data set key: qp-headers, data set key: qp-lines, data set key: qp-qualifiers, asset tracking (cse), data set key: oat-assets.
Oracle Asset Tracking: Instances
Description (Purpose of the Data Sets)
All Active Item Instances for IB trackable items with no Fixed Asset association.
Data Set Key: oat-capitalized-assets
Oracle Asset Tracking: Assets
All Active Assets for IB Trackable items.
Data Set Key: fa-asset
Asset registration details for all corporate asset books.
Asset financial and useful asset life information to all the assets depreciated by base-life depreciation method.
Asset expense account assignments and asset location based on location key flexfield.
Data Set Key: fa-rec
Reconciliation
Reconciliation between FA accounts in SLA (Sub-Ledger Accounting) and in General Ledger for asset cost accounts and accumulated depreciation for all asset transactions except "DEPRECIATION".
Data Set Key: fa-masstrans
Mass Transactions
Pending mass additions in all addition queues except "SPLIT" and "POSTED".
All pending mass transactions.
Data Set Key: fa-clr
All invoices in Payables that are not yet transferred to FA and marked as "Track As Assets".
All Projects and tasks in Projects and not transferred yet to FA.
Cash Management
Data set key: ce-bank-statement.
Bank Statements
All open bank statements details.
Data Set Key: ce-recon-available
Bank Available Transactions
Available transactions from AP, AR, GL, Payroll, Treasury, and cash flow statements.
Channel Revenue Management
Data set key: ozf-open-claim.
Open Claims
This data set holds information about channel revenue management details for the open claim dashboard.
Data Set Key: ozf-closed-claim
Closed Claims
This data set holds information about channel revenue management details for the closed claim dashboard.
Data Set Key: ozf-budget
This data set holds information about channel revenue management details for the budget dashboard.
Contract Lifecycle Management for Public Sector
Po-clm-requisitions.
Requisitions
This enables contracting officers to track requisitions and workload assignments.
It also provides the capability to review, monitor, alert and analyze requisitions for both contracting officers and program management office users.
- REQUISITION_HEADER_ID || '-' || REQUISITION_LINE_ID || '-' || DISTRIBUTION_ID || '-' || ASSIGNMENT_ID || '-' || MILESTONE_CODE || '-' || MILESTONE_TYPE || '-' || PAR_DRAFT_ID || '-' || PAR_LINE_ID ECC_SPEC_ID
- ASSIGNMENT_ID || '-' || MILESTONE_CODE || '-' || MILESTONE_TYPE ECC_SPEC_ID
Data Set Key: po-clm-award
This data set provides information on awards and their modifications, related compliance information such as Contract Action Report (CAR), Federal Procurement Data System - Next Generation (FPDS-NG), and Justification and Approval (J&A) postings.
Data Set Key: po-clm-idv
This data set provides complete information on Indefinite Definite Vehicles (IDVs).
Data Set Key: po-clm-par
Post Award Requests
This data set provides information on Post Award Requests (PARs)
Data Set Key: po-clm-deliverables
CLM Deliverables
Information about deliverables and their statuses.
Data Set Key: po-clm-protest
CLM Protest
This data set provides information about protests created and statuses.
Data Set Key: po-clm-closeout
CLM Closeout Tasks
This data set provides information on closeout tasks and their statuses.
Data Set Key: po-clm-solicitations
Solicitations
This data set provides information on solicitations.
Data Set Key: po-clm-sol-time
Solicitation Time Line
This data set provides information on time taken for each stage of solicitation.
Data Set Key: po-clm-sol-protests
Solicitation Protests
This provides information on protests created as part of solicitation process.
Data Set Key: po-clm-sol-offers
Solicitation Responses
This provides information on responses to the solicitations that are published.
Data Set Key: po-clm-sol-forms
Solicitation Forms
This will provide information about the forms such as pre-solicitation forms, Small Business Coordination Record (SBCR), and FedBizOps (FBO), that are used as part of solicitation process.
- ah.auction_header_id||'-'||pfi.form_id||'-'||'FEDBIZ'||'-'||Forms.form_code ECC_SPEC_ID
- ah.auction_header_id|'-'||'SBCR'||'-'||orca.contract_number ECC_SPEC_ID
Data Set Key: po-clm-sol-deliverables
Solicitation Deliverables
This data set provides information exclusively on deliverables created as part of solicitation document.
Data Set Key: po-clm-acquisitions
Acquisitions
This data set provides information on an acquisition plan and details of each milestone.
Cost Management
Data set key: cst-phc-invt.
Inventory Transactions
This data set holds the details of Inventory Transactions for the Period Health Check dashboard.
Data Set Key: st-phc-rcv
This data set holds the details of Receiving transactions for the Period Health Check dashboard.
Data Set Key: cst-phc-gmfmfg
Manufacturing (Process)
This data set holds the details of manufacturing transactions across Process Manufacturing organizations for the Period Health Check dashboard.
Data Set Key: cst-phc-mfg-dis
Manufacturing (Discrete)
This data set holds the details of manufacturing transactions across Discrete Manufacturing organizations for the Period Health Check dashboard.
Data Set Key: cst-phc-eam
Maintenance
This data set holds the details of maintenance work orders for the Period Health Check dashboard.
Data Set Key: cst-phc-ovw
This data set holds the Overview details for the Period Health Check dashboard.
Data Set Key: cst-pval-batch
WIP Valuation (Process)
This Data set holds the WIP Valuation (Process) data
Depot Repair
Data set key: csd-repairs.
Depot Repair Service Orders
Service Orders that are in progress.
Data Set Key: csd-repairs-closed
Depot Resolved Service Orders
Service Orders that have been resolved.
Discrete Manufacturing
Data set key: wip-wodetails.
Work Orders
This data set provides information on all Discrete Job Work Orders and statuses.
Data Set Key: wip-opdetails
This data set provides information of each work order operations details and scheduling details.
Data Set Key: wip-serialdetails
Serial Numbers
This data set provides information of Assembly Serials.
Data Set Key: wip-compdetails
This data set provides information of components of all work orders.
Data Set Key: wip-opqualitydetails
Move Transactions
This data set provides information about move transactions of each operation of work order.
Data Set Key: wip-ospdetails
This data set provides information of Resources and resource scheduling details.
Data Set Key: wip-ospdetails2
Outside Processing
This data set provides information about Outside Processing jobs.
Discrete Quality
Data set key: qa-quality.
Collection Results
All the Quality results collected across plans and published to display on the Enterprise Command Center dashboard.
Data Set Key: qa-nc
Nonconformances
All the Quality results collected across NC plans and published to display on the Enterprise Command Center dashboard.
Data Set Key: qa-ca
Corrective Actions
All the Quality results collected across CA plans and published to display on the Enterprise Command Center dashboard.
Enterprise Asset Management
Data set key: eam-wo.
Work Orders (Maintenance)
Open Work Order information.
Data Set Key: eam-wr
Work Requests (Maintenance)
Contains work request information for Work Orders dashboard.
Data Set Key: eam-store-mat
Stores Materials (Maintenance)
Material information along with information like on-hand quantity, available quantity, manufacturer, and cross-reference information.
Data Set Key: eam-store-wo
Stores Work Order (Maintenance)
Contains work order details at the material level, such as allocated, issued, shortage and so on.
Data Set Key: eam-asset
Assets (Maintenance)
Asset information along with work orders containing those assets.
Data Set Key: eam-asset-attrs
Asset Attributes (Maintenance)
Asset attribute descriptive flexfield (DFF) information.
Data Set Key: eam-wo-wop
Work Order Operations (Maintenance)
Contains work order information at operation, resource, and instance level.
Data Set Key: eam-asset-details
Asset information
Field Service
Data set key: csf-tasks.
Field Service Tasks
Field service tasks and its service request information.
G-Invoicing
Data set key: igt_order.
Projects: G-Invoicing
This function facilitates view of General Terms & Conditions (GT&Cs) and associated Orders information. It enables a user to pull new orders, process them for approval, and push them back to G-Invoicing. It also helps the user execute orders through their association with Oracle Projects.
General Ledger
Data set key: gl-aa.
GL Account Analysis
All GL journals for open periods.
In V10, closed periods are added based on profile value.
Data Set Key: gl-imp
GL Journal Import
All GL interface lines for open periods.
Human Resources
Data Set Key: PER
This data set is used to fetch People, Assignment, Address, Phone, Qualification, Competency, TAGs, and Performance data.
Incentive Compensation
Data set key: cn-cp.
Recent Jobs
Streamlines processing by bringing information from concurrent manager and online jobs across all phases of OIC processing into a single actionable dashboard.
Data Set Key: cn-trx
Sales Transaction
Bring together transactional information across all phases into a single actionable dashboard.
Assess and manage the completeness and accuracy of calculated earnings, payments and paysheets.
Data Set Key: cn-quota
Quota and Attainment
Analyze compensation attainment and performance trends across roles, plans and periods.
Compare quotas versus actual achievement across periods by compensation plans and plan elements.
Data Set Key: cn-net
Compensation Plan Visualizer
This dataset is used in the Compensation Plan Visualizer.
iProcurement
Data set key: icx-catalog.
iProcurement Catalog
Provides information about all the items in the catalog.
- ctx.inventory_item_id || '#' || ctx.po_line_id || '#' || ctx.req_template_name || '#' || ctx.req_template_line_num || '#' || ctx.org_id "ECC_SPEC_ID"
- TO_CHAR(ctx.punchout_item_id) ecc_spec_id,
- TO_CHAR(b.zone_id) ecc_spec_id
- TO_CHAR(b.template_id) ecc_spec_id
Data Set Key: icx-my-notifs
My Notifications
This data set provides the top five notifications for the user.
Data Set Key: icx-my-reqs
My Requisitions
This data set provides the top five requisitions created by a user.
Data Set Key: icx-top-categories
iProcurement Top Categories
This data set provides information about top categories of items ordered by the requestors.
Data Set Key: icx-freq-items
iProcurement Frequently Requested Items
This data set provides information about the frequently requested items in the catalog.
- porl.item_id || '#' || pol.po_line_id || '#'|| porl.req_template_name || '#'|| por.req_template_line_num || '#' || porl.org_id
- TO_CHAR(porl.punchout_item_id)
Data Set Key: icx-news
iProcurement Purchasing News
This data set provide details about Purchasing News.
Data Set Key: ibe-search
iStore Search
This data set provides information about all the items of the minisite.
Landed Cost Management
Data set key: lcm_shipments.
LCM Shipments
This data set provides details for LCM Shipments and its details.
Lease and Finance Management
Data set key: okl-ast-ctr-dtls okl-okl.
Lease Asset Contract Details
Data Set Key: okl-ast-qte-dts
Lease Asset Quote Details
Data Set Key: okl-ar-trx
Lease Outstanding Receivables
All the Lease Receivables invoices and credit memos.
Data Set Key: okl-ar-trx-lines
Lease Invoice Lines
Lease Invoices Lines
Data Set Key: okl-ar-trx-appl
Lease Invoice Applications
Data Set Key: okl-ar-cm-appl
Credit Memo Applications
Lease Credit Memo Applications
Data Set Key: okl-cash
Lease Receipt
Lease Receipt Details
Data Set Key: okl-cash-appl
Lease Receipt Applications
Lease Receipt Application Details
Data Set Key: okl-cash-alloc
Lease Receipt Allocations
Lease Receipt Allocation Details
Data Set Key: okl-unapp-cash
Lease Unapplied Cash
Lease Unapplied Cash Details
Data Set Key: okl-unapp-cash_inv
Lease Unapplied Cash Invoices
Lease Open Invoices
Data Set Key: okl_arcon_dtls
Contract Details
Lease Contract Details
Data Set Key: okl_arcon_quote_summ
Lease Quote Summary
Data Set Key: okl_arcon_quote_dtls
Lease Contract Quote Details
Data Set Key: okl_arcon_cont_summ
Contract Account Balances Summary
Data Set Key: okl_arcon_contract_revenue
Contract Exception Details
Data Set Key: okl-vendor-cash
Lease Vendor Cash Flow
Lease Vendor Cash Flow Details
Data Set Key: okl-vcf-summary
Lease Vendor Cash Summary
This data set holds summarized data for the Vendor Cash Flow Dashboard.
Data Set Key: okl-ecc-reads
Lease Meter Readings Information
Data Set Key: okl-batch-details
Lease Batch Details
Data Set Key: okl-mtr-errors
Lease Meter Errors
Data Set Key: okl-ar-couter
Lease Invoice Information
Logistics (Inventory)
Data set key: delivery_details.
Shipping Delivery Details
This data set holds information about shipment details created by Order Management Sales orders.
Data Set Key: inv-onhand
Inventory On Hand
This data set provides the warehouse and materials management teams with tools to better manage on-hand inventory and maintain efficient operations.
Data Set Key: inv-cyclecounting
Inventory Cycle Counting
This data set simplifies the management of cycling counting programs.
Data Set Key: inv-reservations
Reservations
This data set show existing demand and, when a reservation exists, the supply associated with the demand.
Data Set Key: inv-activity
This data set contains the activities of resources that are executing inventory transactions that have a calculated duration.
Data Set Key: Inbound_Details
Inbound Details
Main data set for Receiving Dashboard. It contains pending receipt/pending inspection/pending putaway/dock to stock transactions data.
Data Set Key: inv-trace-suppliers
Inventory Trace Suppliers
This dataset contains Supply information.
Data Set Key: inv-trace-inbound-onhand
Inventory Trace Inbound and On-Hand
This dataset contains the item,lot and its onhand information.
Data Set Key: inv-trace-move
Inventory Trace Move
This dataset contains Move Orders and subinventory transfers Information.
Data Set Key: inv-trace-issues
Inventory Trace Issues
This dataset contains Issue transactions Information.
Data Set Key: inv-trace-salesorders
Inventory Trace Sales Orders
This dataset contains Sales Orders Information.
Data Set Key: inv-physical-inventory
Inventory Physical Counting
This dataset contains Physical Inventory Tags and adjustments Information.
Data Set Key: inv-move-orders
Inventory Move Orders
This data set contains Move Orders Headers and Lines information.
Data Set Key: inv-move-order-allocations
Inventory Move Order Allocations
This data set contains Move Order allocations information.
Order Management
Data set key: ont-lines.
Order Lines
Outbound sales order lines.
Data Set Key: ont-headers
Sales orders with one or more outbound sales order lines.
Outsourced Manufacturing
Data set key: jmf-subcon.
Order Status dashboard
Financials dashboard
This data set holds information about Subcontract Orders and Replenishment Orders details, Assembly and Component details, Adjustment details, and Quality details for both dashboards.
Data Set Key: ap-trx
Installments
Open supplier invoices (all invoice types) with different validation status.
Data Set Key: ap-hold
Unreleased holds on open invoices.
Data Set Key: ap-paid
Payments in the last 7 days.
Data Set Key: ap-period-close
Unaccounted invoices and payments
Pending accounting events for invoices and payments (draft and invalid accounting)
Accounted invoices and payments but not transferred yet to General Ledger
Oracle E-Business Suite Table Name: Unaccounted Invoices
Oracle e-business suite table name: accounted invoices (not transferred to general ledger), oracle e-business suite table name: unaccounted payments, oracle e-business suite table name: accounted payments (not transferred to general ledger), process manufacturing, data set key: gmo-batch.
Batch Dashboard
This data set holds information about process manufacturing batch dashboard data.
The ecc_spec_id for this data set is the union of all other data sets except gmo-quality .
Data Set Key: gmo-batch-md
Batch Details for Batch Dashboard
This data set holds information about process manufacturing batch details for batch dashboard.
Data Set Key: gmo-batch-q
Batch Details for Quality
This data set holds information about process manufacturing batch details for quality dashboard.
Data Set Key: gmo-material
Material Details for Batch
This data set holds information about process manufacturing material details for the batch dashboard.
Data Set Key: gmo-material-q
Material Details for Quality
This data set holds information about process manufacturing material details for the quality dashboard.
Data Set Key: gmo-ncm
Nonconformances Details
This data set holds information about process manufacturing nonconformances details.
Data Set Key: gmo-quality
Production Quality
This data set holds information about process manufacturing production quality dashboard data.
The ecc_spec_id for this data set is the union of all other data sets except gmo-batch .
Data Set Key: gmo-res
Resource Details for Batch
This data set holds information about process manufacturing resource details for the batch dashboard.
Data Set Key: gmo-res-q
Resource Details for Quality
This data set holds information about process manufacturing resource details for the quality dashboard.
Data Set Key: gmo-sample
Sample Details
This data set holds information about process manufacturing sample details.
Data Set Key: gmo-so
Sales Order Details
This data set holds information about process manufacturing sales order details.
Data Set Key: gmo-steps
Step Details for Batch
This data set holds information about process manufacturing step details for the batch dashboard.
Data Set Key: gmo-steps-q
Step Details for Quality
This data set holds information about process manufacturing step details for the quality dashboard.
Data Set Key: gmo-test
Test Details
This data set holds information about process manufacturing test details.
Data Set Key: gmo-exp
Expiry Lot Details
This data set holds information about process manufacturing expiry lot details.
Data Set Key: gmo-ospdetails
Outside Processing Batch
This data set holds information about process manufacturing outside processing operations.
Procurement
Data set key: po-pcc-agreements.
This gives information on agreement details.
Data Set Key: po-pcc-requisitions
This gives information on requisitions and their statuses.
Data Set Key: po-pcc-orders
Purchase Orders
This gives detailed information on purchase orders and their statuses.
Data Set Key: po-pcc-orders-metric
Purchase Order Metrics
This data set provides information on invoices on hold for the purchase orders.
Data Set Key: po-pcc-orders-prccycletimegraph
Procurement Cycle Time Graph
This provides information on procurement action lead time (PALT).
Data Set Key: po-pcc-receipts
PCC Receipts
The receipts related to the purchase orders.
Data Set Key: po-pcc-invoices
PCC Invoices
The invoices related to the purchase orders.
Product Information Management
Data set key: inv-item-grain.
Organization Items
This data set brings in information on Items and their various attributes.
Data Set Key: inv-item-categories
Item Category Sets
This data set provides information on the item's category sets and categories.
Data Set Key: inv-item-functions
Item Functions
This data set is used to determine the number of items against each item function, such as Manufacturing, Stockable, and so on.
Data Set Key: inv-item-suppliers
Approved Supplier Items
The data set shows the approved suppliers for an item.
Data Set Key: inv-item-revisions
Item Revisions
This data set brings in an item and all the revisions present for that item.
Data Set Key: inv-item-manufactures
Manufactured Items
This data set shows the manufacturer and the manufacturer part number for each item.
Data Set Key: inv-cross-ref
Item Cross-Reference
This data set shows all the cross-references and their types of an item.
Data Set Key: inv-related-item
Related Items
This data set shows all the items related to a specific item and the relationship type.
Project Manufacturing (PJM)
Data set key: pjm-work-orders.
Work orders
This data set contains work order details for the work order dashboard
Data Set Key: pjm-line-schedules
Line Schedules
This data set contains line schedule details in the work order dashboard
Data Set Key: pjm-sales-orders
Sales Orders
This data set contains sales order details in the Sales Order dashboard
Data Set Key: pjm-inv-balance
Onhand balance
This data set contains inventory balance details in the Inventory dashboard
Data Set Key: pjm-onhand-values
Onhand values
This data set contains details for on-hand values in the Inventory dashboard
Data Set Key: pjm-projects
This data set contains project-related information in the Project dashboard
Data Set Key: pjm-tasks
This data set contains task-related information in the Project dashboard
Data Set Key: pjm-expenditures
Expenditures
This data set contains expenditure-related information in the Project dashboard
Data Set Key: pjm-commitments
Commitments
This data set contains commitment-related information in the Project dashboard
Data Set Key: pjm-exceptions-overdues
Exceptions and Overdues
This dataset contains exception related information in Overview dashboard
Oracle E-Business Suite Table Names: wip_discrete_jobs
Oracle e-business suite table names: oe_order_lines_all, oracle e-business suite table names: oe_order_lines_all, oe_order_headers_all, oracle e-business suite table names: pa_projects_all, pa_tasks, po_lines_all, oracle e-business suite table names: pa_projects_all, pa_tasks, po_requisition_lines_all, data set key: pjm-procurement.
Procurement Activities
This data set contains Procurement-related information in the Procurement dashboard.
Oracle E-Business Suite Table Names: po_distributions_all, po_headers_all, po_lines_all, po_line_locations_all
Oracle e-business suite table names: po_req_distributions_all, po_requisition_headers_all, po_requisition_lines_all, oracle e-business suite table names: po_distributions_all, po_releases_all, po_lines_all, po_line_locations_all, oracle e-business suite table names: po_lines_all, po_headers_all, data set key: pjm-project-contracts.
PJM Project Contracts
This Dataset contains Project Contract information in the Project Contracts Dashboard.
Data Set Key: pjm-cost-activities
PJM Cost Activities
This Dataset contains Cost Activities information in the Cost Activities Dashboard.
Data Set Key: pa-ds-cost-eicdl
Projects Costing: Transactions
Expenditure level information for the transactions charged on Projects.
Data Set Key: pa-ds-cost-asset
Projects Costing: Assets
Assets related information on the Capital Projects.
Data Set Key: pa-ds-cost-source-imp
Projects Costing: Transaction Source
Transaction details charged outside Oracle Projects. These are details from approved documents pending interface or transactions pending import to Oracle Projects.
Data Set Key: pa-ds-cost-psi-summary
Projects Costing: PSI Summary
Transaction and Budget related details at all levels (Project, Top Task, Child Tasks and Leaf Tasks) as per summarized data available on Projects.
Data Set Key: pa-ds-cost-bcbalances
Projects Costing: Budget Balances
Project and Task level Budget balances for Budgetary Control Enabled Projects. This helps to track Budget, Commitments and Actuals period-wise.
Data Set Key: pa-ds-cost-bcresults
Projects Costing: Budget Results
Details of transaction funds check results and related document rejections for Budgetary Control Enabled Projects.
Data Set Key: pa-ds-bill-funding
Projects Billing: Funding
Stores summary funding amounts allocated from agreements to projects and tasks for Contract Projects.
Data Set Key: pa-ds-bill-budget
Projects Billing: Budget
Summarized budget line data for the Project and TopTask combination of the latest baseline budget version for Contract Projects.
Data Set Key: pa-ds-bill-revenueinvoice
Projects Billing: Revenue, Invoice, and Distributions
Stores draft revenue, draft invoice and their distribution details for the transactions (both events and expenditures) contributing to either revenue or invoice, or both in Contract Projects.
Data Set Key: pa-ds-cost-budget
Projects Costing: Budgets
Summarized Budget line data for Project, Budget Task and GL Period combination of the latest Baseline budget version for Projects displayed in the Costing dashboard.
Data Set Key: pa-ds-cost-bgtchart
Projects Costing: Budget Chart
Summarized Budget and consumptions data for Projects displayed in Costing dashboard.
Property Manager
Data set key: n-payterm.
Lease Pay Terms Data Set
Provides lease, payment term, options, locations, and assets details; also provides all lease-level balances/amounts.
Data Set Key: pn-expenses
Lease Expenses
Expenses of lease for the last 13-months period.
Data Set Key: pn-projection
Projection Data Set
Future projection of streams data for lease analysis.
Data Set Key: pn-normalize
Normalized Data for Property Manager Leases
Normalized cash items of payment terms.
Receivables
Data set key: ar-trx.
Outstanding Receivables
Complete and unpaid transactions (all transaction types)
Data Set Key: ar-billproc
Billing Process
Incomplete transactions (all transaction types), adjustments pending approval, and import errors
Data Set Key: ar-pmtproc
Payment Process
Unapplied receipts (all receipt types)
Data Set Key: ar-history
Payment History
Fully paid transactions and fully applied receipts
Data Set Key: ar-dispute
Customer disputes ( all dispute statuses)
Data Set Key: ar-period-close
Unaccounted transactions and receipts.
Pending accounting events for transactions and receipts (draft and invalid accounting) Accounted transactions and receipts but not transferred yet to GL.
Oracle E-Business Suite Table - Unaccounted Transactions
Oracle e-business suite table - accounted not transferred to gl transaction, oracle e-business suite table - unaccounted receipts, oracle e-business suite table - accounted not transferred to gl applied receipts, oracle e-business suite table - accounted not transferred to gl unapplied and unidentified receipts, data set key: cs-service.
Service Request
Service Request and associate contact information.
Data Set Key: cs-task
Service Task
Task details for service requests.
Data Set Key: cs-debrief
Service Debrief
Service Debrief.
Data Set Key: cs-srnote
Service Notes
Service Notes.
Data Set Key: cs-mcontact
Service Requests contacts
Service Requests contacts.
Data Set Key: cs-mproduct
Service Requests Products
Service Requests Products.
Data Set Key: cs-charges
Service Charges
Charged Details for Service Requests.
Service Contracts (OKS)
Data set key: oks-contract.
Service Contract Details
Provides information for the contract header, lines, and sublines.
Data Set Key: oks-contract-sr
Service Contract Service Request Details
Provides details of the service requests.
Data Set Key: oks-contract-contact
Service Contract Contact Details
Provides information about the contact details provided in the service contracts.
Data Set Key: oks-contract-renewal
Service Contract Renewal Details
Fetches the data of the renewed contracts to calculate On Time Renewal and Renewal Rate.
Data Set Key: oks-contract-salescredit
Service Contract Sales Credit Details
Provides the details of the Sales Credits.
Data Set Key: oks-contract-customer
Service Contract Customer Details
Provides more information about the customer entered in the service contract.
Data Set Key: oks-counter
Service Contract Counter Details
Provides information related to the counters such as Counter Groups, Latest Reading, and so on, covered under the Usage lines.
Data Set Key: oks-followup
Service Contracts Follow-Up Details
This dataset provides information about the Follow-Up details.
Data Set Key: oks-bill-details
Service Contract Billing Details
This dataset provides information about the usage billing.
Data Set Key: oks-contract-ren-pred
Service Contracts Renewal Prediction
This dataset provides information about the attributes influencing the probability score of the Renewal Prediction.
Data Set Key: pon-pcc-neg
Negotiations
This data set provides information on negotiation and their details.
Data Set Key: pon-pcc-neg-time
Negotiation Timeline
This data set provides information on time line for each stage of negotiation process.
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JTF_TASK_ASSIGNMENTS stores information about the resource assignments associated with the task. RESOURCE_TYPE_CODE identifier stores the resouce category which is a foreign key to JTF_OBJECT_TYPES. For each resource assignment, this table stores duration and distance used by the Oracle Scheduler . Also, every assigned resource can have contact ...
Base Table JTF_TASKS_B stores general information about a given Task. Each line includes details about owner, source object, customer, dates, effort and duration. Also, this table contains multiple flags used by the various consumers of the foundation Task Manager. Storage Details Indexes Columns Showing 1 to 103 of 103 entries
More than 30 service members assigned to Joint Task Force Bravo (JTF-B) volunteered to construct a new home for a local family in the department of La Paz, Honduras, Dec. 16 and 17. DLQ training ensures rotary wing aviators are equipped for shipboard operations, and are able to respond to unique challenges that humanitarian assistance and ...
This publication provides joint doctrine for the formation and employment of a joint task force (JTF) headquarters to command and control joint operations. It provides guidance for the JTF headquarters to plan, prepare, execute, and assess JTF operations. 2. Purpose
JTF_TASK_ASSIGNMENTS JTF_TASK_AUDITS_B JTF_TASK_CONTACTS JTF_TASK_PHONES JTF_TASK_REFERENCES_B JTF_TASKS_B: Transferred: None: CRM Foundation - Territories: ... JTF_TASKS_B JTF_PERZ_QUERY_PARAM: Transferred: The following logic has been incorporated to ensure that the tasks look at the correct account site information:
SELECT * FROM jtf_tasks_b WHERE Owner_id = FND_GLOBAL.USER_ID AND &TABLE_ALIAS.task_id < 5. Note: Referencing PARAMETERx values from the grants can also parameterize the predicate. ... To support existing task AOL data security around the assignment of resources for Tasks in Forms and Oracle Applications Framework, Task Manager enhances the ...
One for Task Assignee and the other one for Task Owner. It is expected that only one record should be created in the JTF_TASK_ASSIGMENTS table. STEPS The issue can be reproduced at will with the following steps: Responsibility Field Service Manager Navigation Field Service Dispatcher > Service Requests > Create Service Requests
When the actual start date for a task assignment is updated for a service request, the updated record is created in the table JTF_TASK_ASSIGNMENTS. The relevant subscription event that contains workflow related codes calls wrapper APIs that raise the Update Task Assignment event in the Oracle workflow Event Manager with the following information.
JTS S0050 Combatant Command and Joint Task Force (JTF) Architecture. Objectives: Students will be able to explain the role of major Combatant Command (CCMD) and JTF. 1.0. organizations, to include the Joint Targeting Coordination Board (JTCB), and the processes that support the Joint Force Commander (JFC).
First Edition: April 2017 Scope. This focus paper highlights: 1st- JTF task organization and relevant command relationships. 2nd- Useful control measures and authorities. 3rd- Interagency and multinational aspects for a JTF. 4th- It does not deep dive into mission command, GCC C2 organizational options,
The Organization and Training of Joint Task Forces DANIEL R. WALKER, Major, USAF School of Advanced Airpower Studies THESIS PRESENTED TO THE FACULTY OF THE SCHOOL OF ADVANCED AIRPOWER STUDIES,...
ERROR oracle.apps.fnd.framework.OAException: oracle.jbo.SQLStmtException: JBO-27122: SQL error during statement preparation. Statement: select fl.meaning,fl.lookup_code from fnd_lookups fl, ( -- Not Required select 'N' lookup_code,jta.task_assignment_id from jtf_tasks_b jtb, jtf_task_assignments jta, jtf_task_statuses_b jtsb
for Joint Task Force (JTF) Liaison Operations Liaison Officers (LNOs) LNOs facilitate the communication maintained between elements of a JTF to ensure mutual understanding and unity of purpose and action. Liaison is the most commonly employed technique for establishing and maintaining close, continuous, physical communication between commands.
Joint Task Force Civil Support (JTF-CS) is the nation's only standing JTF to respond to chemical, biological, radiological, and nuclear (CBRN) events. JTF-CS was established in 1999 as a subordinate command to United States Northern Command (NORTHCOM).
A Joint Task Force is a "joint" (multi-service) ad hoc military formation. The task force concept originated with the United States Navy in the 1920s and 1930s. [1] "Combined" is the British-American military term for multi-national formations. CTF - Commander Task Force, sometimes Combined Task Force CCTF - Commander Combined Task Force
CRM Foundation Descriptive Flex Fields. ORACLE APPS COMMUNITY > Tutorial > Applications Technology > Oracle CRM Foundation > CRM Foundation Descriptive Flex Fields. Oracle CRM Foundation DFF List. DFF View. DFF CODE NAME. DFF name. JTF_NOTES_B_DFV. COM_FLEX. Notes additional information.
A JTF commander is designated by the Defense Secretary, a CCDR, a subunified commander, or an existing JTF commander. 19 A JTF commander may organize assigned or attached forces based on the level of command authorized (OPCON or TACON). A JTF may be established on a geographical area or func - tional basis.20 A support command authority relation -
In 2016 Gen David Goldfein, the Chief of Staff of the Air Force, called on the 9th Air Force (9 AF) to develop the capability to serve as a Joint Task Force Headquarters (JTF HQ), with the expectation that other numbered air forces would eventually develop similar capability. In August 2020, the 9 AF and 12th Air Force direct-reporting units ...
U.S. Army Col. Steven Barry, Joint Task Force Bravo (JTF-B) commander, passed that symbol of leadership in spirit to the new JTF-B commander, Army Col. John D. Litchfield, in a virtual...
Joint Mission. Joint Task Force-National Capital Region (JTF-NCR) enables continuity of government/operations, supports homeland defense, and conducts defense support of civil authorities in support of a lead federal agency in coordination with NCR partners and service components to minimize the effects of attacks and natural disasters in the ...
Description (Purpose of the Data Set) This application is used to track all the actions performed by a user in Enterprise Command Center dashboards. This application is accessible to the Admin user. Oracle E-Business Suite Table Names. ECC_USER_ACTION_AUDIT (ECC table) ECC_SPEC_ID Columns.
TF 1 was organized on 11 January 1946. It followed the basic principles employed during World War II to develop amphibious task forces, but incorporated needs of the scientific program. The joint task force staff comprised Army, Navy, and civilian scientific personnel. This joint staff maintained liaison with the War and Navy Departments, the Manhattan Engineer District, and other government ...