The Combat Air Forces (CAF) Distributed Mission Operations (DMO) program has grown in capability and will expand significantly in FY09 to include various command and control, intelligence and surveillance (C2ISR), bomber, and fighter assets. Since the program inception in 1999, there has been little standardization between DMO programs regarding structure, organization, implementation, or priority. DMO-equipped units have adopted different approaches with a varying degree of "success" and challenges in an increasingly difficult operational training environment. Some units have adapted well to this changing training environment while others have had less favorable results, inconsistent outcomes or endured a longer duration toward realizing the benefits of highfidelity distributed training.
This paper defines specific recommendations for establishing and sustaining a viable DMO training program. In over seven years at Headquarters Air Combat Command (ACC) and DMO-equipped units, the authors have observed numerous DMO programs evolve from the ground up; some with commonality and focus, while others have struggled. This approach has application for Air Force (AF) integration into the Joint National Training Capability and evolving coalition virtual training. It will focus on CAF DMO evolution from 2001--2008. The paper focuses on CAF DMO C2 participants and the various levels of program maturity and their way ahead. It offers practical tips and techniques on how to build and maintain an effective transformational training program that includes discussion of continuity, scheduling, utilization, key tasks, and leadership involvement. The paper outlines a current construct that has truly been the model for optimizing DMO opportunities. While program approaches vary depending on the weapon system, there are some observed common characteristics that can help organizations build a leading edge 21st century joint training program that enhances warfighter skills by including DMO as a critical cornerstone capability.