Marshal collective modeling & simulation capabilities that are compatible and complimentary, and that affordably enable core Department of the Air Force competencies underpinning advanced employment of power in the air, space, and cyber domains.
Advance warfighting readiness by increasing collective, affordable, interoperable modeling & simulation-enabled capabilities vital to air, space, and cyber power.
  • Act as the primary advisor to Secretary of the Air Force (SECAF), Chief of Staff of the Air Force (CSAF), and Chief of Space Operations (CSO) for Modeling & Simulation (M&S) policies, practices, and processes.
  • Act as the single authority for M&S standards, interfaces, and investment strategy.
  • Serve as the Air Force and Space Force focal point for coordination of M&S equities with Office of the Secretary of Defense, Joint, and multinational partners.
  • Routinely engage the DAF M&S Executive Steering Group, the DAF M&S Council, AF Futures and other headquarters elements, as appropriate.
  • Lead strategic M&S initiatives that impact Air Force and Space Force stakeholders across the enterprise.
  • Promotes a cohesive M&S enterprise, enabling a stronger foundation for the DAF digital transformation.
Marshal collective M&S capabilities that are compatible and complementary, and that affordably enable core DAF competencies, underpinning  advanced employment of power in the air, space, and cyber domains.

The vision emphasizes inclusion of both AF and SF by stating, “DAF.”
  • The verb marshal speaks to leading, organizing, motivating, and synchronizing stakeholders and elements of the M&S enterprise.
  • The adjective collective emphasizes an enterprise mindset. CMSO embraces a viewpoint that considers all M&S activity across DAF mission sets. Realization of a collective, enterprise mindset across M&S activity correlates to the principle of “Unity of Effort” and for conditions conducive to synergy.
  • The adjective compatible emphasizes Modular, Open Systems Approach (MOSA) to developing M&S capabilities so that they are more readily re-purposed for new applications. The objective is Unity of Effort, which enables developers to be more efficient (e.g., common standards, shared requirements) and users to enjoy greater interoperability, productivity, and adaptability.
  • The adjective complementary
  • The adverb affordably refers to the value of parsimony and ROI over the lifecycle of M&S investments. This equates to prioritization of modular, open systems as opposed to systems that are insular, unique, integrated, embedded or otherwise non-synergistic relative to other systems. Whether due to proprietary contractual paradigms, security restrictions, or other reasons, these latter systems are inherently lower ROI as they do not uphold economy of scale opportunities.
  • The adjective advanced addresses the reality of more demanding M&S requirements for leading edge capabilities that contribute to military force readiness against current and future threats. DAF leadership direction to standup CMSO was in large part because of greater demands on M&S to account for growing weapon system technology and footprints that outstrip ranges’ capacity for testing and training, in the face of growing near-peer adversaries’ military capability.
strategy execution
The CMSO envisions operating in four general swim lanes of activity: 1) knowledge management, 2) policy, 3) strategy, and 4) fiduciary. Six primary functions will be executed within and across these four swim lanes in order to execute the DAF’s M&S mission. The same six functions also provide a CMSO workforce structure through embodiment of the “form follow function” design principle.
  • Policy Development
  • Workforce Development
  • Business Strategy
  • Standards and Architecture
  • Stakeholder Support
  • Technical Innovation and Compliance (incl. VV&A & State of the Art)