PURPOSE	This chapter defines the overarching strategy for the conduct of a human factors effort in support of acquisition programs. The Human Factors Program establishes the approach for applying human factors engineering to the system being acquired to increase total system performance and reduce developmental and lifecycle costs (especially in the areas of staffing, personnel, operations and training). The Human Factors Program focuses on the human performance produced when the system is operated and maintained in an operational environment by members of the intended target population.
TIMING	The origins of the Human Factors Program occur early in the Investment Analysis phase of the system acquisition process and refined during each subsequent acquisition phase, as required.

"HOW TO"	Establishing a Human Factors Program for a given system acquisition requires focusing on the tasks the humans (operators, maintainers, and support personnel) will perform on the system, and the program activities that must be undertaken during the acquisition to allow early identification and resolution of human performance issues. Figure 3-1 illustrates the steps to be taken in developing the Human Factors Program.
	Figure 3-1. Steps in developing a Human Factors Program.
Step 1: Designate a Human Factors Coordinator	The Integrated Product Team (IPT) Lead will designate a Human Factors Coordinator (HFC) to coordinate the Human Factors Program. The Human Factors Coordinator will develop, direct, and monitor the Human Factors Program and its activities for the system acquisition. The Human Factors Coordinator role in IPT activities is to perform, direct, or assist in: - Defining human factors impacts and constraints during investment analysis and requirements determination - Identifying human-system interfaces for market surveys, trade-off analyses, and prototypes - Preparing and updating human factors portions of acquisition documents, procurement packages, performance measures and criteria, and data collection efforts - Developing and analyzing operational scenarios and human-system modeling (with human-in-the-loop) for operators and maintainers - Reviewing and assessing human factors concepts and designs - Coordinating human factors efforts and working group activities - Coordinating human factors with other disciplines To facilitate accomplishment of human factors tasks and activities, the HFC may establish and chair a Human Factors Working Group (HFWG). Initial HFC duties may involve submitting a recommended HFWG membership list and operating procedures for approval. (Note: A sample set of HFWG operating procedures is included at the end of this chapter). The HFC will ensure that human factors issues are identified and addressed for the system acquisition and that the human factors strategy is formulated and applied. The scope of work and composition of the HFWG should be tailored to the needs of the system being acquired. Possible members of the HFWG are shown in Figure 3-2. After the contract is awarded, the contractor's Human Factors Engineer may be appointed as deputy chair of the HFWG. Figure 3-2. HFWG Participants.
Step 2: Review System Operation and Maintenance Concepts	The concept(s) for how the system will be employed and maintained drives operator and maintainer tasks. Performance standards for these tasks will define the staffing and training requirements. Additional information included here should address the human performance impacts related to: - Numbers of systems and configurations to be purchased - Location, physical environment, and work space - Operational conditions and limitations for the system - Operational scenarios, training, and procedures - Maintenance approach and procedures.
Step 3: Describe the Operators and Maintainers	Develop a profile of the people who will operate, maintain, and support the system. This is often called a target population description. These are the people for whom the system should be designed. Characteristics used to describe this population include numbers of people available, skills, organizational structure, location, training history, aptitudes, and anthropometric data.

Step 4: Identify Operator and Maintainer Tasks

The human factors effort should focus on the tasks generated where the human and the system hardware and software interface. The functions that the system will perform should be identified along with the human interfaces associated with those system functions. Generally, the predecessor system is a good source for these interfaces and tasks. The predecessor system may also serve as a source of information on those tasks that require additional staffing, skills, or training to perform. These are commonly referred to as high driver tasks. The Human Factors Program should address acquiring and applying information to system design to mitigate the impact of these high driver tasks on the new system. As the system evolves, operations and maintenance tasks should be stated in operational terms of time and accuracy of task performance. Measures of effectiveness or performance should be devised to verify the system's overall operational performance.

Step 5: Identify Human Factors Program Issues

The preceding steps have defined what people must do under what conditions. In this step, the potential risks or enhancements to system and human performance that pertain to the operational and maintenance tasks of the system being acquired should be identified. Constraints and limitations on human resources should be addressed. Some examples of issues are: - Will the new system require additional staffing? - Will the new system require new skills to operate and maintain the system that do not currently exist in the work force? - Will the system require the work force to conduct training different from that currently mandated? - Will the target population user be able to vector xxx number of aircraft within yyy time for periods of up to zzz hours with no errors in maintaining separation? The identification of issues should include: - A full description of the issue - The problem or risk associated with the issue - The consequence(s) of not resolving the issue - Steps to be taken to resolve the issue - Status of the corrective action(s)

Step 6: Describe Human Factors Program Tasks, Activities, and Objectives

Given the number and nature of the issues to be resolved, the HFC identifies the major human factors objectives and what tasks and activities must be accomplished to address the issues and to execute the Human Factors Program. The Human Factors Program tasks and activities constitute the essential elements of a plan for the execution of the human factors effort. Some examples of human factors tasks and activities include: - Studies and analyses to describe and develop the human and system performance baselines. - Schedule for coordination and integration activities (such as meetings of the HFWG and analyses to be conducted). - Prototype development efforts to define and refine the statement of the system requirements. - Activities supporting human factors in test and evaluation. - Points during the acquisition process at which Human Factors Program progress will be assessed and refined.

Step 7: Devise a Human Factors Program Strategy

The approach taken to achieve the Human Factors Program objectives will vary with the size, cost, and complexity of the system being acquired. Different strategies are appropriate for nondevelopmental items (NDI) and commercial- off-the-shelf (COTS) acquisitions as compared to full developmental efforts. Some systems may need more or different human factors support when focused on requirements definition than on influencing the design during the system engineering process. To accommodate both the number and type of skills needed to support the program during its lifecycle, an overall strategy to acquire the necessary human factors support must be devised. Consideration should also be given to such concerns as: - The level of support to be rendered by the government versus the contractor - The equipment, data sources, and facilities needed - The funding and other resources required - The schedule for human factors tasks and activities - The relationship with other program developments and requirements.

Step 8: Tailor and Iterate the Human Factors Program

Because each system acquisition program is unique in its pace, cost, size, complexity, and human interfaces, the Human Factors Program should be tailored to meet program demands. As the system progresses through the lifecycle phases of the acquisition process, changes will occur. The Human Factors Program must be structured and maintained to change iteratively with the system. To aid in the management of the Human Factors Program, the HFWG may prepare a management approach document. A recommended format and content for such a document is shown in Table 3-1.

SAMPLE HFWG OPERATING PROCEDURES
1. INTRODUCTION: These operating procedures establish the System X Human Factors Working Group and prescribe its responsibilities and operating procedures. The System X HFWG will contribute to the total system performance of System X by ensuring that all relevant information concerning human factors is continuously integrated into the System X development and acquisition process. The HFWG will provide the comprehensive management and technical effort necessary to achieve a fully effective Human Factors Program.
2. PURPOSE: The purpose of the System X HFWG is to assure that all human factors issues and concerns are identified and successfully addressed during the course of system development.
3. RESPONSIBILITIES: The System X HFWG will:
. Assist in integrating the human factors effort with the system engineering effort,
. Coordinate the development, review and execution of the System X Human Factors Program,
. Provide a forum for direct communications between members to identify and address human factors requirements, objectives, concerns and issues,
. Identify needed human factors tasks and activities and review the results thereof,
. Review contract deliverables for human factors implications,
. Provide recommendations concerning human and system performance,
. Ensure unresolved issues are surfaced to appropriate decision makers and propose the action to be taken to resolve those issues,
. Maintain an audit trail of human factors activities and decisions,
. Coordinate with appropriate human factors-related entities.
4. PROCEDURES: Meetings of the HFWG will be held at the times and frequencies deemed appropriate by the Chair. The Chair will provide for the recording and distribution of minutes of all meetings. Each member will be notified of the time, place and agenda for each meeting, normally not less than ten working days prior to the meeting. Members will be responsible for ensuring their own and supplemental representation (approved by the Chair) as may be required by the agenda. The Chair will maintain an Action Item log with suspense dates; responsibility for each action will be assigned on the basis of functional areas and expertise. Each action item will be reviewed and the status updated at every HFWG meeting. The Chair, if required, will establish subcommittees.
5. MEMBERSHIP: The representatives to the HFWG will include those personnel so designated by the member agencies. The organization of the HFWG will include:
. Chair. The IPT Human Factors Coordinator will serve as the Chair. The contractor's Human Factors Representative may serve as Deputy Chair.
. Members. Primary or alternate representatives will be present at each HFWG meeting. The designated member from each organizational element will be the spokesperson for that organization. Non-member activities that have human factors responsibilities or interests may be invited to attend meetings. HFWG membership is listed by agency or activity in the enclosure (list membership by specific agency or activity with address and phone numbers, etc.).