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DOTMLPF

DOTMLPF (pronounced "dot-mill-pee-eff") is a holistic framework employed by the United States Department of Defense (DoD) to systematically assess and address capability gaps in military operations and force development.^[1] It stands for Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, and Facilities, providing a structured lens to evaluate non-materiel and materiel solutions across these interconnected domains.^[1] Developed as part of the Joint Capabilities Integration and Development System (JCIDS), this acronym guides decision-makers in identifying changes needed to enhance warfighting effectiveness, from tactical execution to strategic resourcing.^[2] The framework originated within the JCIDS process, formalized in Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 3170.01G in March 2009, to ensure comprehensive analysis beyond just equipment procurement.^[1] Prior to this, similar concepts evolved from earlier DoD planning methodologies, but JCIDS integrated DOTMLPF as a core tool for capability portfolio management, emphasizing integrated solutions over siloed approaches.^[2] In practice, DOTMLPF analysis serves as the initial step in the Functional Solutions Analysis (FSA) phase of JCIDS, where capability deficiencies identified in a preceding Functional Needs Analysis are evaluated to recommend viable paths forward, such as doctrinal updates or organizational restructurings; some applications explicitly include Policy as an eighth element (DOTMLPF-P).^[2] Each element of DOTMLPF addresses a distinct yet interdependent aspect of military capability: Variations of the framework exist internationally and in specific contexts; for instance, some U.S. applications add Policy (DOTMLPF-P) to integrate overarching DoD guidelines, while NATO employs DOTMLPF-I, adding Interoperability to align allied forces.^[1] In the U.S. Army and other services, DOTMLPF underpins modernization efforts, including the DOTMLPF Change Recommendation (DCR) for non-materiel adjustments to doctrine or organization.^[2] This enduring tool remains central to DoD's adaptive planning, ensuring that capability enhancements are balanced, sustainable, and aligned with national security objectives as of 2025.^[2]

Overview

Definition

DOTMLPF is an acronym employed in U.S. military doctrine and planning to denote a holistic framework for assessing and developing capabilities across multiple domains. It expands to Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, and Facilities.^[1] The term is pronounced "Dot-MiL-P-F," facilitating its use as a mnemonic device for systematic evaluation in military contexts.^[3] This acronym originated as a structured tool within U.S. Department of Defense processes to ensure comprehensive consideration of non-materiel and materiel solutions for capability gaps.^[1] Doctrine refers to the fundamental principles that guide the employment of U.S. military forces in coordinated action toward a common objective, serving as the basis for joint operations and concepts.^[1] Organization encompasses command structures and unit compositions designed to accomplish joint operations, functions, or activities, often requiring adjustments to align with evolving strategic needs.^[1] Training involves the preparation of individuals and units through individual, staff, and collective exercises, grounded in joint doctrine to enhance readiness for missions.^[1] Materiel includes equipment, weapons, and supplies essential for improving joint force capabilities, forming the basis for requirements in addressing future challenges.^[1] Leadership and Education focuses on the development of leaders through formal and informal means, such as Joint Professional Military Education (JPME), to align with visions for future joint operations.^[1] Personnel addresses manpower requirements, skills, and authorizations, ensuring military or civilian individuals possess the necessary qualifications to execute assigned missions and tasks.^[1] Facilities covers infrastructure such as bases and support installations critical for military operations, including command and industrial sites that support joint functions.^[1]

Purpose

The DOTMLPF framework serves as a comprehensive analytical tool within military capability development processes to identify, assess, and integrate solutions that address operational gaps holistically, encompassing both materiel and non-materiel domains. Its core objective is to ensure a thorough review of all facets of military transformation, extending beyond equipment acquisitions to promote synchronized changes across doctrine, organization, training, materiel, leadership and education, personnel, and facilities, thereby enabling integrated and effective force designs. This approach supports the Joint Capabilities Integration and Development System (JCIDS) by recommending changes that produce required force capabilities while mitigating risks associated with incomplete solutions.^[4] Key benefits of DOTMLPF include its ability to reveal interdependencies among its components, such as how the introduction of new materiel might necessitate revisions to training programs or organizational structures to maintain operational effectiveness. By facilitating this interconnected analysis, the framework aids decision-makers in evaluating the feasibility, suitability, and acceptability of proposed force designs, ultimately enhancing interoperability, affordability, and adaptability across joint and service-specific operations. For instance, it ensures that non-materiel adjustments, like updated tactics or personnel policies, are considered early to support materiel implementations, reducing lifecycle costs and operational risks.^[4] In distinction from materiel-only approaches, DOTMLPF emphasizes the prioritization of non-materiel solutions—such as doctrinal shifts or leadership enhancements—to efficiently close capability shortfalls without over-relying on resource-intensive equipment procurement. This broader perspective avoids siloed decision-making, fostering cost-effective alternatives that address systemic issues and promote sustainable military readiness.^[4]

History

Origins in US Military Doctrine

The DOTMLPF framework was introduced in 2003 as a core component of the Joint Capabilities Integration and Development System (JCIDS), instituted by the Department of Defense to replace the materiel-centric Requirements Generation System (RGS) that had guided acquisitions since 1991.^[5] JCIDS integrated DOTMLPF to systematically evaluate capability gaps, ensuring solutions balanced technological acquisitions with doctrinal, organizational, and personnel adjustments for joint force effectiveness.^[5] This inception aligned with post-Cold War DoD reforms, particularly the transformation agenda in the 2001 Quadrennial Defense Review (QDR), which called for a capabilities-based planning model to address unpredictable threats through agile, non-materiel innovations alongside legacy system recapitalization.^[6] The QDR's emphasis on joint interoperability and rapid adaptability, driven by Secretary of Defense Donald Rumsfeld's vision, positioned DOTMLPF as essential for overcoming materiel biases in traditional acquisition processes.^[7]

Evolution and Standardization

The DOTMLPF framework was formally incorporated into U.S. military doctrine in 2004 as part of the Joint Capabilities Integration and Development System (JCIDS) processes outlined in the Chairman of the Joint Chiefs of Staff Manual (CJCSM) 3170.01A. This manual established DOTMLPF as a structured analytical tool for assessing non-materiel and materiel solutions to capability gaps during the functional solutions analysis phase of JCIDS, emphasizing its role in linking requirements development to joint transformation efforts. Subsequent revisions to the CJCSI 3170.01 series, such as the 2005 CJCSI 3170.01E, further integrated DOTMLPF into the broader validation and prioritization of joint military capabilities.^[8] The framework expanded in 2009 with the addition of policy considerations in CJCSI 3170.01G, evolving it into the DOTMLPF-P variant to address comprehensive change recommendations across doctrine, organization, training, materiel, leadership and education, personnel, facilities, and policy. This refinement was further codified in documents like the 2012 CJCSI 3170.01H, which consolidated prior instructions and aligned DOTMLPF-P with evolving joint warfighting needs. DOTMLPF was also integrated into service-specific publications, such as the U.S. Army's ADRP 1-02 (2016), where it is defined as encompassing doctrine, organization, training, materiel, leadership and education, personnel, and facilities to support operational terminology and capability assessments.^[9] Over time, the emphasis on DOTMLPF shifted from its initial focus on military transformation to broader applications in sustainment and modernization, particularly in response to strategic priorities like those in the 2018 National Defense Strategy (NDS). The NDS highlighted the need for rapid capability development to counter great power competition, leveraging DOTMLPF across domains to enhance readiness, such as in Army aviation sustainment efforts that addressed multiple DOTMLPF elements to align with NDS objectives.^[10]^[11] This evolution positioned DOTMLPF-P as a foundational tool for implementing NDS-driven reforms, including multi-domain operations and infrastructure resilience, and continued into the 2022 NDS with emphasis on integrated deterrence and campaigning.^[12]^[13]

Components

Doctrine

In the DOTMLPF framework, doctrine encompasses the fundamental principles, tactics, techniques, and procedures that guide the employment of U.S. military forces in coordinated action toward common objectives.^[14] These published guidelines, often articulated in joint publications, field manuals, and service-specific documents, provide the conceptual foundation for how forces operate across the spectrum of conflict.^[14] Doctrine emphasizes strategic alignment, ensuring that operational approaches support national security goals while adapting to emerging threats and technologies.^[2] Within the DOTMLPF-P analysis process, doctrine plays a critical role in identifying and addressing capability gaps by evaluating whether current principles adequately support mission requirements or if revisions are needed.^[2] This involves assessing adherence to existing doctrines and determining if non-materiel solutions, such as updated tactics or procedures, can resolve deficiencies before pursuing other framework elements.^[2] Changes to doctrine typically occur through the Joint Doctrine Development System, where new concepts are validated and incorporated into official publications like joint publications (JPs) to reflect evolving operational environments.^[14] For instance, doctrine directly informs training curricula by establishing the standards and methods for preparing personnel.^[2] Historical shifts illustrate doctrine's adaptability within DOTMLPF assessments. Following the Vietnam War, the U.S. Army transitioned from attrition-based approaches to the AirLand Battle doctrine in 1982, which emphasized maneuver warfare, deep strikes, and integrated air-ground operations to counter Soviet threats in Europe.^[15] This doctrinal evolution addressed post-Vietnam critiques of rigid tactics and enhanced force effectiveness against conventional adversaries.^[15] In modern contexts, the integration of cyber elements has been formalized through Joint Publication 3-12, Cyberspace Operations (2022), which defines principles for offensive and defensive cyberspace activities to support joint force operations across domains.^[16] These updates ensure doctrine remains relevant to hybrid threats, such as state-sponsored cyber attacks, by embedding digital capabilities into core warfighting guidance.^[16]

Organization

In the DOTMLPF framework, the Organization component addresses the allocation of forces into units, the establishment of command relationships, and the development of hierarchical structures to enable effective mission execution. This includes how personnel and equipment are assembled into operational formations, such as divisions, air wings, naval squadrons, or Marine Air-Ground Task Forces, to support warfighting functions. According to Joint Chiefs of Staff guidance, organizational changes may arise from validated joint concepts that propose new methods for structuring the force to better perform missions and enhance overall effectiveness.^[14]^[17] Within capability assessments, the Organization element evaluates whether current structures align with evolving doctrines or necessitate restructuring to address gaps in joint operations. For instance, it analyzes the suitability of unit designs for integrating multi-domain capabilities, ensuring that command chains facilitate rapid decision-making and resource allocation. The Association of the United States Army describes this as focusing on authorized, staffed, and resourced structures that support strategic objectives, often requiring DOTMLPF-P reviews to confirm feasibility before implementation. Organizational decisions also briefly inform personnel requirements by defining the scale and composition of units needed for missions.^[18]^[14] A prominent example of organizational reform is the Goldwater-Nichols Department of Defense Reorganization Act of 1986, which restructured the U.S. military to emphasize jointness by empowering the Chairman of the Joint Chiefs of Staff, unifying combatant commands under a single authority, and reducing service-specific silos to improve inter-service coordination. This act directly influenced DOTMLPF assessments by mandating changes in command relationships and force structures to support unified operations, as evidenced in subsequent joint exercises and deployments.^[19] Another key instance occurred post-2003 with the U.S. Army's shift to a modular force structure, centered on Brigade Combat Teams (BCTs) as self-sufficient, rapidly deployable units with integrated combat support. This reorganization, driven by lessons from Iraq and Afghanistan, enhanced flexibility and reduced reliance on larger divisions, undergoing rigorous DOTMLPF analysis to validate its impact on operational readiness.^[20]

Training

In the DOTMLPF framework, the Training component encompasses the processes and activities designed to develop and maintain the skills, knowledge, and proficiency of individuals, units, staffs, and joint forces to execute assigned missions effectively. This includes a range of activities such as basic and advanced individual training, unit-level exercises, joint and combined training events, and the integration of simulations to replicate operational environments. According to the Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 3010.02E, training focuses on preparing forces to apply joint doctrine and concepts in dynamic scenarios, ensuring tactical and operational readiness without relying solely on materiel solutions.^[21] The role of Training within DOTMLPF is to systematically identify deficiencies in current regimens that hinder mission accomplishment and recommend targeted enhancements, such as updated curricula, expanded exercise programs, or advanced simulation tools, to close capability gaps. During capability analysis, such as in the Joint Capabilities Integration and Development System (JCIDS), analysts evaluate whether observed shortfalls arise from inadequate training frequency, realism, or alignment with evolving threats, proposing non-materiel changes to bolster force preparedness. For instance, AcqNotes describes this as assessing tactical preparation methods, including whether joint exercises sufficiently address identified needs before pursuing equipment acquisitions.^[2] Training aligns briefly with Doctrine by operationalizing its principles through practical application in exercises and simulations.^[21] A prominent example of Training adaptations occurred following the 2001 attacks and the subsequent operations in Iraq and Afghanistan, where the U.S. Army shifted focus from conventional warfare to counterinsurgency (COIN) tactics, incorporating specialized exercises like Aviation Training Exercises (ATX) at Fort Rucker that used role players and simulations to prepare Combat Aviation Brigades for urban and stability operations. This adjustment, part of broader DOTMLPF changes by 2003, emphasized air-ground coordination and COIN-specific scenarios in Combat Training Centers to address the irregular threats encountered. In modern contexts, the integration of virtual reality (VR) into training programs exemplifies proposed updates, enabling immersive simulations for medical, tactical, and decision-making skills that reduce costs and risks while enhancing retention; for example, the U.S. Army has adopted VR for suicide prevention and procedural training.^[22]^[23]

Materiel

In the DOTMLPF framework, the Materiel component encompasses all equipment, systems, spares, and repair parts required to enable military forces to conduct operations effectively, including weapons, vehicles, support systems, and related technologies that are either commercially available off-the-shelf or developed by government programs.^[2] This includes items necessary for equipping, operating, maintaining, and supporting military activities, but excludes real property, installations, and utilities.^[14] The focus is on tangible assets that directly contribute to mission accomplishment, ensuring they meet operational demands across the full life cycle from acquisition to disposal.^[2] Within the DOTMLPF analysis, Materiel serves as a critical lens for evaluating whether capability gaps arise from deficiencies in existing equipment or systems, prompting assessments of whether adaptations to current assets suffice or if entirely new acquisitions are required.^[2] If selected as the primary solution, it initiates formal acquisition processes under the Joint Capabilities Integration and Development System (JCIDS), including the development of Initial Capabilities Documents or Capability Development Documents to define requirements for new or modified materiel approaches.^[14] This component also considers sustainment factors, such as environmental safety, occupational health, and human systems integration, to ensure long-term viability and interoperability with other DOTMLPF elements.^[2] Materiel solutions often depend on supporting facilities for storage, maintenance, and deployment to realize their full operational potential.^[2] Representative examples illustrate the Materiel component's application in addressing identified gaps. The U.S. Army's development of the M1E3 Abrams tank modernization program represents a materiel solution to enhance armored capabilities against evolving threats, incorporating advanced features like improved modular open systems architecture and enhanced protection while building on the existing M1A2 SEPv4 platform.^[24] Similarly, the Department of Defense's pursuit of counter-small unmanned aircraft systems (C-sUAS) represents a targeted materiel response to capability shortfalls in defending against proliferating drone threats, involving the acquisition of integrated systems like the Forward Station Layered Interception and Detection System (FS-LIDS) for detection, tracking, and neutralization using radar and electronic warfare technologies.^[25] These efforts underscore how Materiel analysis drives innovation in equipment to close operational voids without relying solely on non-materiel changes.^[14]

Leadership and Education

In the DOTMLPF framework, the Leadership and Education component encompasses programs designed for the selection, development, and education of military leaders across all echelons, with a particular emphasis on professional military education (PME) to foster strategic thinking and decision-making capabilities.^[14] This includes structured curricula that integrate joint operations, ethical leadership, and adaptive problem-solving, often delivered through institutions like war colleges and senior-level courses.^[14] Unlike general training, these programs target officer and senior enlisted development to prepare individuals for command and policy roles. Within the broader DOTMLPF analysis, Leadership and Education plays a critical role in enabling leaders to respond to doctrinal shifts, technological advancements, and evolving threats by incorporating relevant updates into educational pipelines.^[14] For instance, joint concepts approved by the Chairman of the Joint Chiefs of Staff directly inform PME curricula, such as elective courses and research topics in programs like the Pinnacle, Capstone, and Keystone courses for general officers, flag officers, and senior non-commissioned officers.^[14] Curriculum reforms are periodically reviewed—annually through coordination with the Joint Staff J-7—to align education with strategic needs, ensuring leaders can integrate new capabilities like cyber operations or multi-domain warfare.^[14] This component thus bridges conceptual learning with practical application, promoting adaptability without altering manpower structures.^[26] Post-World War II reforms exemplified the emphasis on leader development through the reestablishment of key institutions. The U.S. Army War College, suspended during the war, reopened in 1950 at Fort Leavenworth, Kansas, to resume its focus on strategic education for senior officers, later relocating to Carlisle Barracks in 1951.^[27] Similarly, the National War College was founded in 1946 to provide interservice education on national security policy, marking a shift toward joint leadership training in response to wartime lessons on unified command.^[28] These initiatives established dedicated leadership tracks within officer education, such as intermediate and senior PME phases, to cultivate expertise in grand strategy and interagency coordination.

Personnel

In the DOTMLPF framework, the Personnel component addresses the military and civilian individuals required to accomplish assigned missions, tasks, and activities, encompassing the numbers, skill sets, and career management necessary to support operational needs.^[14] This includes evaluating the availability of qualified personnel for peacetime, wartime, and contingency operations, ensuring that the right individuals with matching skill sets are assigned to appropriate occupational specialties.^[2] Joint concepts under this component may necessitate new individual and collective skills, which are tracked and developed through Service and joint personnel systems to meet evolving requirements.^[14] The Personnel element plays a critical role in DOTMLPF assessments by determining whether the current force structure possesses the appropriate people to execute new or modified missions, often leading to recommendations for recruiting, retention, or restructuring strategies to address capability gaps.^[2] It evaluates potential shortfalls in placing qualified and trained personnel into key positions, thereby influencing broader force design decisions.^[2] Personnel requirements interact with the Organization component, as individuals fill authorized slots within established structures to enable mission accomplishment.^[2] Examples of Personnel considerations in DOTMLPF analyses include end-strength adjustments during military drawdowns, such as the U.S. Army's reduction from 570,000 active component personnel in 2010 to 490,000 by 2017, which required strategic manpower planning to maintain readiness while cutting overall numbers amid budget constraints.^[29] Another instance involves initiatives for specialized cyber personnel, where the Department of Defense has applied DOTMLPF-P to develop a dedicated cyber force structure, addressing shortages in skilled operators through targeted recruiting and assignment to cyber occupational specialties.^[30] These efforts highlight how Personnel assessments propose retention incentives and career pathways to sustain expertise in high-demand areas like cyberspace operations.^[30]

Facilities

In the DOTMLPF framework, the Facilities component encompasses real property, including installations, bases, ranges, and industrial plants essential for supporting military forces and operations.^[17] Key facilities are defined as command installations and industrial facilities of primary importance in support of military operations or production programs, incorporating environmental considerations such as utilities and infrastructure for sustainment.^[14] This includes both permanent structures like military bases and temporary setups required for deployment, reception, staging, onward movement, and integration of forces, both within and outside the continental United States.^[14] The role of Facilities within the DOTMLPF analysis is to evaluate whether existing infrastructure adequately supports proposed capabilities or if modifications, expansions, or new constructions are necessary to address gaps.^[2] This assessment ensures that physical environments enable effective training, operations, and logistics, often integrating with other elements like materiel storage to maintain overall readiness.^[18] For instance, facilities planning identifies needs for utilities, ranges, and accommodations that align with broader force design requirements, preventing bottlenecks in capability development.^[14] Examples of Facilities implementation include the Base Realignment and Closure (BRAC) process, through which the Department of Defense reorganizes installation infrastructure to enhance efficiency and support evolving force structures, as seen in multiple rounds from 1988 to 2005.^[31] In expeditionary contexts, the rapid development of forward operating bases (FOBs) during Operations Iraqi Freedom and Enduring Freedom in Iraq and Afghanistan demonstrated Facilities' adaptability, involving construction of self-sustaining infrastructure for 100-200 personnel, including force protection, utilities, and temporary housing to enable sustained combat operations.^[32] These FOBs, often built by military engineers and contractors using modular systems, highlighted the need for scalable environmental support in hostile areas.^[32]

Policy

In the DOTMLPF-P framework, the Policy component encompasses high-level decisions and directives issued by Department of Defense (DoD) and interagency leadership that govern and enable the other elements, including regulations on acquisition, ethics, resource allocation, and operational authorities.^[2] These policies provide the strategic and legal framework for capability development, ensuring alignment with national objectives, international agreements, and fiscal constraints.^[14] Unlike other components, Policy often acts as an enabler or limiter, influencing decisions across Doctrine, Organization, and beyond without directly specifying tactical or materiel changes. Within DOTMLPF-P analysis, the Policy element assesses whether current directives facilitate proposed solutions or require revisions to remove barriers, such as updating acquisition rules for rapid prototyping or establishing ethical guidelines for emerging technologies like artificial intelligence in warfare.^[2] For example, policy changes may mandate the use of commercial off-the-shelf solutions to accelerate materiel acquisition while complying with cybersecurity standards. This component integrates with Facilities and Personnel by shaping infrastructure investments and workforce diversity initiatives, often involving coordination with Congress and other agencies.^[14] A notable example of Policy's impact is the 2013 DoD decision to lift the ban on women serving in direct ground combat roles, announced by Secretary Leon Panetta and implemented by 2016. This policy shift required DOTMLPF-P evaluations to revise standards, training, and assignments across services, promoting gender integration while maintaining combat effectiveness and addressing physical qualification criteria. The change enhanced overall force capabilities by expanding the talent pool and aligning with evolving societal and operational demands.^[33]

Applications

Role in JCIDS

The Joint Capabilities Integration and Development System (JCIDS) is the U.S. Department of Defense's primary process for identifying, assessing, and prioritizing joint military capability requirements to address gaps in warfighting capabilities.^[34] Within JCIDS, the DOTMLPF-P framework—encompassing Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities, and Policy—serves as a structured lens for analyzing these gaps and recommending integrated solutions during the development of key documents such as the Initial Capabilities Document (ICD) and Capability Development Document (CDD).^[35] Specifically, DOTMLPF-P enables a holistic evaluation that considers both materiel (e.g., new equipment) and non-materiel (e.g., doctrinal updates or training enhancements) approaches to mitigate operational risks identified in Capabilities-Based Assessments (CBAs).^[34] In the JCIDS process, DOTMLPF-P is applied step-by-step during the Functional Solutions Analysis (FSA) phase of a CBA, where capability gaps are examined against desired operational outcomes.^[35] This analysis begins by reviewing each DOTMLPF-P component to determine if changes—such as revising joint doctrine, reorganizing units, or upgrading facilities—can address shortfalls in proficiency, sufficiency, or interoperability without relying solely on new acquisitions.^[35] For instance, if a gap involves inadequate training for emerging threats, the FSA might recommend non-materiel adjustments like enhanced simulation-based programs alongside potential materiel solutions, ensuring recommendations are traceable to architectural views (e.g., CV-2, CV-3) and validated through Analysis of Alternatives (AoA) or equivalent studies.^[34] The ICD then documents these gaps and initial DOTMLPF-P-informed recommendations, prioritizing solutions based on risk levels and resource implications, while the CDD refines them for materiel approaches by specifying required non-materiel enablers like policy updates or personnel qualifications.^[35] The application of DOTMLPF-P in JCIDS culminates in actionable outcomes that guide capability development, including the generation of Joint DOTMLPF-P Change Recommendations (DCRs) for non-materiel solutions.^[34] DCRs propose specific changes across one or more DOTMLPF-P areas to partially or fully close gaps, such as implementing new tactics, techniques, and procedures (TTPs) or adjusting force structures, and include implementation plans with offices of primary responsibility (OPRs), timelines, and resource estimates.^[35] These recommendations are endorsed by the Joint Requirements Oversight Council (JROC) or Functional Capabilities Boards (FCBs) for joint significance and may complement acquisition programs by addressing interdependencies, such as intelligence support or energy efficiency key performance parameters (KPPs).^[34] This ensures that JCIDS outcomes balance cost-effectiveness, risk reduction, and alignment with broader joint force strategies. As of 2025, DOTMLPF-P remains integral to JCIDS updates per FY24 NDAA reporting.^[35]^[36]

Use in Force Design and Capability Analysis

DOTMLPF serves as a foundational framework in force design and capability analysis across the U.S. Department of Defense, enabling holistic evaluations of military requirements beyond initial capability identification processes. In service-specific planning, such as the U.S. Army's Force Management Model, DOTMLPF-P integrates doctrine, organization, training, materiel, leadership and education, personnel, facilities, and policy to develop capabilities-based requirements, produce force structure plans, and align resources with strategic priorities.^[37] This model facilitates the generation of lethal, modernized, trained, and ready forces by recommending changes across DOTMLPF-P domains through mechanisms like Doctrine Change Recommendations and Force Design Updates.^[38] DOTMLPF supports comprehensive assessments by evaluating how non-materiel adjustments, such as doctrinal updates or training enhancements, can address operational gaps, ensuring synchronized multi-service capabilities.^[2] A core application of DOTMLPF in capability gap analysis involves balancing non-materiel solutions against materiel acquisitions to achieve cost-effective and efficient outcomes. Analysts apply DOTMLPF-P to scrutinize identified deficiencies, determining whether reforms in areas like training protocols or organizational structures can resolve gaps without necessitating new equipment development.^[2] For instance, if a capability shortfall stems from inadequate personnel skills, DOTMLPF guides the prioritization of education initiatives over hardware procurement, promoting resource optimization and rapid implementation.^[2] This approach ensures that solutions are comprehensive, addressing interdependencies across domains to enhance overall force effectiveness while minimizing fiscal burdens. In practical examples, DOTMLPF has informed major modernization efforts, such as the U.S. Army's 2022 Modernization Strategy, which leverages the framework to reimagine formations and capabilities across all DOTMLPF-P elements for multi-domain operations.^[39] The strategy emphasizes progressive transformations in these domains to integrate warfighting functions like long-range precision fires and next-generation combat vehicles, ensuring holistic enhancements to Army readiness.^[18] Post-9/11 force redesigns similarly employed DOTMLPF principles to adapt structures for counterinsurgency and expeditionary operations, analyzing non-materiel changes in doctrine and training alongside materiel upgrades to support sustained global engagements.^[40] These applications underscore DOTMLPF's role in driving adaptive, integrated force evolutions responsive to evolving threats.

Variants

DOTMLPF-P

DOTMLPF-P represents an expansion of the original DOTMLPF framework by incorporating a "P" for Policy, which encompasses laws, regulations, doctrines, and directives that govern military operations, acquisitions, and resource allocation. This addition emphasizes the need to evaluate how existing and proposed policies influence capability development, ensuring that solutions align with legal and strategic mandates to avoid implementation barriers. The Policy component specifically directs tasks, prescribes required capabilities, and verifies that the armed forces are adequately prepared for their missions, often requiring assessment of policy feasibility during joint concept development.^[14] The variant was standardized within the Joint Capabilities Integration and Development System (JCIDS) through updates in the early 2010s, notably in the JCIDS Manual dated January 19, 2012, to address gaps in analyzing non-materiel approaches and promote a more holistic review of capability solutions. Prior to this, the framework focused primarily on operational elements, but the inclusion of Policy recognized oversight deficiencies in how regulatory and budgetary constraints could undermine doctrinal or organizational changes. This evolution aimed to integrate policy considerations earlier in the process, facilitating better alignment between capability gaps and executable strategies.^[41] In practice, the Policy element plays a critical role in reviewing legal and regulatory constraints on innovations, such as ensuring new personnel policies comply with congressional mandates or that acquisition directives support rapid deployment in contingencies. For instance, during operations in Afghanistan, the "Afghan First" policy—guided by U.S. Central Command instructions and counterinsurgency directives—prioritized local procurement to build host-nation capacity, requiring DOTMLPF-P analysis to align materiel solutions with host-nation laws, budgets, and judicial systems for effective transition. By mandating policy alignment, DOTMLPF-P helps mitigate risks like unresolved legal issues that could negate operational gains, thereby enhancing the overall efficacy of force design and capability integration.^[41]^[14]

DOTMLPF-I

DOTMLPF-I represents the NATO adaptation of the DOTMLPF framework, incorporating an additional element for Interoperability to emphasize compatibility among alliance members in multinational operations. The acronym expands to Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities, and Interoperability, where the "I" specifically addresses the ability of allied forces to operate seamlessly together through standardized equipment, procedures, and communications systems. This addition ensures that capability development accounts for cross-border integration, preventing silos that could hinder collective defense efforts.^[42]^[1] NATO has integrated DOTMLPF-I into its capability planning since the early 2000s, aligning it with the U.S. Joint Capabilities Integration and Development System (JCIDS) while customizing it for alliance-wide requirements, such as multinational force contributions and shared operational environments. This framework guides the identification and resolution of capability gaps across all eight components, promoting holistic solutions that enhance NATO's overall readiness. For instance, in capability assessments, Interoperability ensures that solutions like joint command structures or shared logistics networks are viable across diverse national militaries.^[1]^[43] In practice, DOTMLPF-I plays a critical role in addressing interoperability challenges during joint multinational exercises, such as standardizing communication protocols to enable real-time data sharing among allied units. By analyzing exercises through this lens, NATO identifies deficiencies in areas like doctrinal alignment or technical compatibility, leading to targeted improvements that strengthen collective operational effectiveness. This approach has been applied in lessons learned processes to refine capabilities for future missions, ensuring sustained alliance cohesion.^[44]^[42]

Other International Adaptations

The Norwegian Armed Forces have adapted the DOTMLPF-I framework for national defense planning, particularly in developing long-term strategies for special operations forces (NORSOF). This adaptation emphasizes interoperability with NATO allies by aligning Norwegian doctrine, such as the Norwegian Joint Doctrine (FFOD 2019), with NATO standards like AJP-3.10 and AJP-10 to enhance operations in the information environment (OIE).^[45] In NORSOF contexts, the framework identifies gaps in information-related capabilities (IRCs), such as strategic communication and joint targeting, recommending organizational changes like decentralized IRC integration and enhanced training to support total defense and NATO-aligned joint operations.^[45] In Australia, the DOTMLPF concept influences the Fundamental Inputs to Capability (FIC) model, which expands to nine elements including organization, collective training, major systems, command and management, personnel, infrastructure, doctrine, logistics, and information systems, customized for regional threats like Indo-Pacific maritime challenges.^[46] This adaptation prioritizes societal inputs and long-range capabilities to overcome geographic distances, ensuring integrated force design for littoral and land operations.^[47] The United Kingdom employs the TEPIDOIL framework—Training, Equipment, Personnel, Infrastructure, Doctrine, Organisation, Information, and Logistics—as a parallel to DOTMLPF for capability development, focusing on coordinated lines of development (DLoDs) to deliver integrated military effects against evolving threats. This model supports strategic planning by mapping defense resources holistically to enhance advantage in competitive environments.

References

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Jan 18, 2024 · DOTMLPF-P is a decision-making analysis to assess if a modification is needed to address a capability deficiency, and is the first step in FSA.
[2]
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Apr 19, 2020 · DOTMLPF is an acronym used by the United States Department of Defense. DOTMLPF is defined in The Joint Capabilities.
[3]
[PDF] cjcsi_3010_02e.pdf - Joint Chiefs of Staff
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[4]
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26 DOTMLPF (pronounced "Dot-MiL-P-F") is an acronym for Doctrine, Organization, Training, Materiel,. Leadership and Education, Personnel, and Facilities ...
[5]
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### Summary of DOTmLPF-P Pronunciation and Origin
[6]
None
Below is a merged summary of DOTMLPF-P in the JCIDS Process, consolidating all provided segments into a single, comprehensive response. To retain all details efficiently, I’ve organized key information into a dense table format where appropriate, supplemented by narrative text for clarity and completeness. The response includes all purposes, roles, analytical functions, benefits, distinctions, core objectives, key sections, and URLs from the original summaries.
[7]
[PDF] TRADOC Regulation 71-20
Jun 28, 2013 · (NOTE: For changes that are primarily non-materiel in nature, the Army and. Joint Staff uses the acronym DOTmLPF. The letter “m” in the acronym ...
[8]
[PDF] Interoperability and Network-Centric Warfare: US Army Future Force ...
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[PDF] Summary of the 2018 National Defense Strategy
This unclassified synopsis of the classified 2018 National Defense Strategy articulates our strategy to compete, deter, and win in this environment. The ...
[13]
Army Aviation builds improved readiness and capability | Article
Oct 11, 2019 · The changes that are currently underway stem from the 2018 National Defense Strategy, which drives all planning documents in the Army. It ...
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ACCELERATING MULTI-DOMAIN OPERATIONS: EVOLUTION OF ...
Aug 6, 2018 · ... DOTMLPF spectrum (Doctrine, Organization, Training, Material ... The 2018 National Defense Strategy lays out the missions, emerging ...
[15]
[PDF] Modernizing the King of Battle, 1973-1991
Jun 5, 2003 · Central to the Army's post-Vietnam renaissance was the introduction of AirLand Battle, a doctrine emphasiLing aggressive tactics and "fighting ...
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JP 3-12, Cyberspace Operations
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dotmlpf
DOTMLPF is a framework for force design review, standing for Doctrine, Organization, Training, Materiel, Leadership, Education, Personnel, and Facilities.Missing: explanation | Show results with:explanation
[18]
Tenets of Army Modernization | AUSA
Feb 24, 2023 · The DOTMLPF-P transformation framework is an effective approach that the U.S. Army uses to conceive, plan and implement organizational change.
[19]
[PDF] Goldwater-Nichols Department of Defense Reorganization Act of 1986
Oct 1, 1986 · To reorganize the Department of Defense and strengthen civilian authority in the. Department of Defense, to improve the military advice ...
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### Training Component of DOTMLPF-P Summary
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Adapting during a Decade of War, 2003-2012
The Army had to adjust its strategic force structure aim point across the entire DOTMLPF and grow in depth. Due to the environmental demands of both theaters of ...
[22]
Virtual, Augmented Reality Tech Transforming Training
Feb 17, 2021 · Augmented and virtual reality technology as well as artificial intelligence are disrupting military training as the landscape of warfare shifts.
[23]
Army Announces Plans for M1E3 Abrams Tank modernization | Article
Sep 6, 2023 · The development of the M1E3 Abrams will include the best features of the M1A2 SEPv4 and will comply with the latest modular open systems ...Missing: DOTMLPF | Show results with:DOTMLPF
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[PDF] NPS-AM-22-202.pdf - DAIR - Acquisition Research Program
Sep 22, 2022 · As an example of the DoD using a COTS materiel solution to address the capability gap in defending against the UAS threat, C-sUAS systems and ...Missing: Abrams | Show results with:Abrams
[25]
[PDF] JPME: Are We There Yet? - Army University Press
It was during the interwar years, the “golden age” of American military education, that such renowned. World War II military leaders as George C. Marshall,.
[26]
[PDF] A Centennial History of the US Army War College
Aug 17, 2001 · In 1940 the Command and General Staff School at Fort Leavenworth also closed. Throughout the war years the War College remained closed, but ...
[27]
National War College > History
In October 1945, Admiral Harry W. Hill was appointed as the first Commandant of the National War College and tasked with establishing a College for the ...
[28]
[PDF] DOTMLPF Implications for an Operational Army National Guard - DTIC
Apr 5, 2011 · This research paper examines the impacts on DOTMLPF (Doctrine, Organization,. Training, Materiel, Leadership and education, Personnel, and ...<|control11|><|separator|>
[29]
[PDF] The Need to Establish a Dedicated U.S. Cyber Military Force
Apr 26, 2024 · Integrating these CPTs into a separate cyber military force as the Cyber National Guard component would standardize training, equipment, and ...
[30]
Base Realignment and Closure - DOD DENIX
Base Realignment and Closure (BRAC) is the process DoD uses to reorganize its installation infrastructure to more efficiently and effectively support its forces ...
[31]
[PDF] Support Facilities for the Future Force - DTIC
A much smaller type of support facility could be called a forward operating base (FOB). Because the surrounding population might not be friendly, these ...
[32]
https://apps.dtic.mil/sti/pdfs/ADA496224.pdf
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[PDF] Army Force Management Model - DTIC
FORCE MANAGEMENT. 3-9. CHAPTER 3 e. The force development process then determines Army DOTMLPF-P capabilities-based requirements and produces plans and ...
[34]
[PDF] Army Force Management Model
DOTmLPF-P. Change Recommendation,. DOTmLPF-P. Integrated Change Recommendation. D – Doctrine. DCR • DICR. O – Organization. DCR • DICR • FDU • TOE • BOIP • MTOE.
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Shaping the Future of Force Design - SPA
Mar 26, 2025 · All elements of doctrine, organization, training, materiel, leadership and education, personnel, and facilities (DOTMLPF) must be adjusted ...<|control11|><|separator|>
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DOTMLPF :: FORT LEONARD WOOD - Army Garrisons
Feb 19, 2020 · The Chemical Corps applies DOTMLPF analysis to determine if a non-material or a materiel approach is required to fill a capability gap.Missing: explanation | Show results with:explanation
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[PDF] ARMY MEDICAL MODERNIZATION STRATEGY
Oct 7, 2023 · The primary aim is to reimagine and redesign medical capabilities and formations across the entire DOTMLPF-P. This will allow previously “ ...
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[PDF] Army Force Management Model - War Room
... 9-11. Section IV—Responsibilities for Planning, Programming, Budgeting, and ... (DOTMLPF-P) domains. b. Today, we find ourselves in an increasingly ...
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[PDF] Joint Analysis Handbook - jallc .nato .int
The eight components of DOTMLPF-I are: Doctrine, Organisation, Training, Materiel,. Leadership, Personnel, Facilities and Interoperability. DOTMLPF-I is a way ...
[40]
[PDF] NATO ARCHITECTURE FRAMEWORK
• roles and responsibilities to manage the migration process in alignment with ... Joint Capabilities Integration and Development System (JCIDS) and JCIDS.<|control11|><|separator|>
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Lessons Learned & Analysis - NATO HUMINT Centre Of Excellence
May 7, 2025 · Analysis of these missions identifies actionable improvements across doctrine, training, leadership, and interoperability (DOTMLPFI), ensuring ...
[42]
[PDF] Optimizing Norwegian Special Operations Forces for Future ... - DTIC
This research aims to answer the question, “What gaps, challenges, and opportunities does NORSOF face to effectively integrate and develop information-related ...
[43]
[PDF] Defence Forces Leadership Doctrine
This doctrinal manual establishes a Defence Forces Leadership Framework based on the three levels at which leadership doctrine can be applied namely; strategic, ...
[44]
[PDF] integrated framework and methodology for capability priority decisions
Australia's FIC (Fundamental Inputs to Capability) model9 includes organization, collective training, major systems, command and management, personnel ...<|separator|>
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[PDF] Designing a Capability Development Framework for Home Affairs
Oct 16, 2018 · ... principles, Fundamental Inputs to Capability (FIC), key enablers, and assurance functions are relevant to all phases of the CLMM. 6 Australian ...
[46]
[PDF] Defence Lines of Development analysis with MODAF - GOV.UK
Within MOD, the DLODs provide a mechanism for co-ordinating the parallel development of different aspects of capability that need to be brought together to ...
[47]
The Defence Capability Framework - GOV.UK
Jul 6, 2022 · The Defence Capability Framework outlines guiding principles that will inform our approach to investment decisions and military capability