Chapter 16. Army Knowledge Management

Chapter 16 Army Knowledge Management Section I Introduction The Army Knowledge Vision - A transformed Army, with agile capabilities and adaptive processes, powered by world class network-centric access to knowledge, systems and services, interoperable with the Joint environment. 16 1. Transformation Strategy a. The Army is undergoing its most fundamental change in over a century while still being fully dedicated to the global war on terrorism. Army Transformation is all about transitioning from information-based to knowledge-based operations. Achieving the Army Knowledge Vision will provide the ability to achieve decision superiority and take decisive action across the spectrum - this includes both the tactical and institutional Army. b. The Office of the Army CIO/G 6 continues to work toward the Enterprise vision of a single Army network, one Enterprise Army portal, and universal access to Army knowledge, managed by the U.S. Army Network Enterprise Technology Command/9th Army Signal Command (NETCOM/9th ASC). AKO, the Army s knowledge portal, has grown to over one million soldier and civilian registered users. Through the leadership of the Army CIO Executive Board (EB), strong governance procedures for the Enterprise control of our command, control, communications, computers/information technologies (C4/IT) budget have been institutionalized, information management organizations have been realigned, and the Army Knowledge Enterprise Architecture (AKEA) has been defined. c. Army Knowledge Management (AKM) is the comprehensive strategy to transform the Army into a net-centric, knowledge-based force. The strategy consists of a robust set of goals and objectives, which once achieved, will improve the decision dominance of our tactical commanders and our business stewards. These goals and objectives concentrate on managing the information technology (IT) infrastructure as an Enterprise in line with the Global Information Grid (GIG), with a view toward reducing the resource and equipment footprint and creating ubiquitous access through AKO as the Enterprise portal to knowledge centers, functional applications and network services. The use of best business and governance practices and the emphasis on innovative human capital strategies are key goals of AKM. d. The AKM strategy enables transformation to the Future Force and is based on a framework that includes: a robust infostructure, effective applied intellectual capital, and change catalysts required to enable transformation. Infostructure: The IT (computers, software, architecture, security, communications, programs, and facilities) required to support the network-centric Army. Intellectual Capital: Individual, team, and Enterprise knowledge, systems, and services, and workforce strategies that are necessary to improve operations and decision-making. Change Catalysts: The policies, resources, management, culture, processes, and education that are required to optimize and adaptive organization and Enterprise net-centric environment. 16 2. Implementation a. The implementation of AKM means: (1) The infrastructure must accommodate faster processing capabilities and dissemination of requirements; (2) The Enterprise-wide system must be easily accessible with net-centric processes and services available through a single portal; (3) The information that leads to knowledge must be well organized and structured through content management; (4) The ability to generate knowledge requires the transfer and sharing of knowledge across the Enterprise using such techniques as collaborative processes, virtual teams, and communities of practice; and (5) We must recruit, train, and retain an interdisciplinary workforce (soldiers and civilians) empowered to share knowledge. b. The implementation of AKM at the strategic, operational and tactical levels of war means designing and fielding an Enterprise information infrastructure capable of increased data distribution and faster processing. The AKM strategy defines the AKEA framework to achieve a knowledge-based, network-centric Enterprise that uses advanced Command, Control, Communications, Computers and Intelligence, Surveillance and Reconnaissance (C4ISR) capabilities to improve its warfighting capabilities at the tactical level. Unlike the former Army Enterprise Architecture construct, the AKEA encompasses the full spectrum of both the tactical, operational and strategic levels of war by incorporating the tactical and functional applications, computing services and communications networks into virtually one network with a single access to the Army s knowledge centers. c. The Army CIO/G 6 provides Enterprise management of the AKEA through NETCOM/9 th ASC, the Army s single authority to operate, manage, and defend the Army s infostructure at the Enterprise level. NETCOM/9 th ASC 367

exercises technical control over regional CIO offices in coordination with the Installation Management Agency (IMA) to provide management and oversight of installation operations. Section II Chief Information Officer (Cio)/G 6 roles and responsibilities 16 3. Clinger-Cohen Act (CCA) a. L a w. T h e C l i n g e r - C o h e n A c t, f o r m e r l y k n o w n a s t h e I n f o r m a t i o n T e c h n o l o g y M a n a g e m e n t R e f o r m A c t (ITMRA), Public Law 104 106, directs that each executive agency appoint a CIO who reports directly to the head of the agency. The law requires: Development of information resources management using a reliable integrated technology architecture. Promotion, design, and operation of a major information resources management process monitoring IT for the agency. Assessment of personnel to achieve the requirements of the information system. b. CCA Objectives. The CCA increases the SECARMY responsibility, authority, and accountability for the use of IT and other information resources in performing Army missions. The National Security Systems provisions of the CCA include the CIO responsibility for any telecommunications or information system operated by the U.S. Government, the function, operation or use of which involves: intelligence activities; crypto-logic activities related to national security; command and control (C2) of military forces; or, equipment that is an integral part of a weapon or weapons system. The CCA emphasized the importance of completing effective planning, analyzing processes, and, where appropriate, improving processes before applying C4I/IT solutions to known requirements. The CCA requires a process for maximizing the value, managing, and assessing the risks of IT acquisitions. The entire text of the CCA can be viewed at http://www.cio.gov/documents/it_management_reform_act_feb_1996.html. c. Army CIO Responsibilities. The Army CIO is the functional proponent for Command, Control, Communications, Computers and IM (C4/IM) and maintains Enterprise policy, guidance, oversight, and resource management for all Army C4/IM efforts and also serves as the principal advisor to the SecArmy and Chief of Staff, Army (CSA) and other Army senior leaders on all matters related to managing and overseeing the Army-wide implementation of CCA mandated functions. This includes providing direction and guidance for the Transformation of the Army into a netcentric, knowledge-based Enterprise and force. Focus areas within the CCA follow: (1) Business process analysis/improvement. (a) Sec. 5113(b)(2)(C):...analyze the missions of the executive agency and based on the analysis, revise the executive agency s mission-related processes and administrative processes, as appropriate, before making significant investments in IT to be used in support of those missions... (b) Sec. 5125(b)(3): Promote the effective and efficient design and operation of all major information resources management (IRM) processes, including improvements to work processes. (2) Information assurance. Sec. 5113(b)(2)(D):...ensure that the information security policies, procedures, and practices are adequate. (3) Information resources management. (a) Sec. 5125(b)(1): providing advice and other assistance to the head of the executive agency and other senior management personnel of the executive agency to ensure that IT is managed for the executive agency... (b) Sec. 5125(b)(3):...promoting the effective and efficient design and operation of all major information resources management processes for the executive agency. (4) IT architecture. Sec. 5125(b)(2): developing, maintaining, and facilitating the implementation of a sound and integrated IT architecture for the executive agency. (5) IT acquisition oversight. Sec. 5125(c)(2):...monitor the performance of IT programs of the agency, evaluate the performance of those programs on the basis of the applicable performance measurements, and advise the head of the agency regarding whether to continue, modify, or terminate a program or project; (6) Capital IT investment control. Sec. 5125(c)(2):...monitor the performance of IT programs of the agency, evaluate the performance of those programs on the basis of the applicable performance measurements, and advise the head of the agency regarding whether to continue, modify, or terminate a program or project. (7) Professional development and training. (a) Sec. 5125(c)(3)(A): Assess requirements established for agency personnel regarding knowledge and skill in IRM and adequacy of such requirements for facilitating achievement of the IRM performance goals. (b) Sec. 5125(c)(3)(B): Assess the extent to which the executive and management levels of the Army meet the IRM knowledge and skills requirements. (c) Sec. 5125(c)(3)(C):...develop strategies and specific plans for hiring, training and professional development in the areas of IRM and IT. d. CIO/G 6 Responsibilities. The CIO reports directly to the Secretary but also provides staff support to the CSA. 368

The CIO serves as the G 6 for all matters concerning information and signal operations, network and communications security, force structure, equipping, and employment of signal forces. (1) Information and Signal Operations. (a) Manages and controls the use of information network capabilities and network services from the sustaining base to the forward-most fighting platforms. (b) Manages radio frequency allocations and assignments and provides spectrum management. (c) Recommends signal support priorities for force information operations. (d) Recommends locations for command posts within information battle space. ( e ) M a n a g e s a l l s i g n a l s u p p o r t i n t e r f a c e s w i t h j o i n t a n d m u l t i n a t i o n a l f o r c e s, i n c l u d i n g h o s t n a t i o n s u p p o r t interfaces. (f) Manages the command frequencies lists. (g) Manages communications protocols, and coordinates user interfaces of Defense Information System Networks (DISNs) and command and control systems down to battalion tactical internets. (h) Ensures redundant signal means are available to pass time-sensitive battle command information from collectors to processors and between medical units and supporting medical laboratories. (2) Force Structure, Equipping and Employment of Signal Forces. (a) Manages employment of signal forces to support current/near term operations. (b) Plans signal support structure for future systems. 16 4. Army Knowledge Management (AKM) a. Knowledge management provides the Army with overall strategy, oversight and guidance in the area of AKM development and implementation at the Enterprise level and facilitates the transformation of the Army into a worldclass, net-centric organization with access to agile and adaptive knowledge, systems and services. The CIO/G 6 manages and oversees the integration of AKM goal efforts across the Army while promulgating Enterprise solutions through managing knowledge goals, objectives, and C4/IM enabled solutions for the Army. As the functional proponent for AKO, the CIO/G 6 determines and integrates Enterprise resources, plans and policy requirements. AKM brings to the Army streamlined functional operations, the collaborative e-business model, new horizontal and virtual governance structures, evolving new technologies, and an empowered, knowledge-generating workforce. AKM goals will be achieved through active participation at every level of the Army. b. AKM goals will be worked in parallel, not sequentially, to ensure maximum and optimal transformation. Goal 1: Adopt governance and cultural changes to become a knowledge-based organization. Goal 2: Integrate knowledge management concepts and best business practices into Army processes to improve performance. Goal 3: Manage the infostructure as an Enterprise to enhance capabilities and efficiencies. Goal 4: Institutionalize AKO as the Enterprise Portal to provide universal, secure access for the entire Army. Goal 5: Harness Human Capital for the Knowledge-Based Organization. 16 5. Army CIO Executive Board (CIO EB) a. The Army CIO EB was chartered in April 2001 and serves as an executive forum to advise the Army CIO on the full range of matters pertaining to IM/IT in accordance with the CCA (Public Law 104 106) and other related legislation and Federal directives. The EB is currently composed of executive-level membership from the Headquarters, Department of Army principal staff and MACOMs. The EB meets on a quarterly basis and also conducts its business between quarterly meetings using its private collaboration Web site located behind the AKO. The meeting minutes of the Army CIO EB are available within the AKO collaboration center at Army Communities/Army CIO/G 6/AKM/CIO Executive Board/CIO Exec BD (public)/previous meetings. b. The purpose of the EB is to involve Army senior leadership from across functional areas in the implementation of the CCA and to identify and resolve Enterprise level issues related to Army CIO responsibilities. The EB identifies opportunities, makes recommendations for, and sponsors cooperation in using information resources. The EB coordinates with the DOD CIO EB and the Federal CIO Council on matters of mutual interest. c. The EB functions are identified as follows: (1) Management Oversight. Advise and make recommendations to the Army CIO on overall Army IM/IT policy, processes, procedures, standards, priorities, and resources, as appropriate. (2) Alignment of IM/IT and Army Missions. Ensure that IM/IT programs and systems are strategically aligned with Enterprise-wide Army missions, strategic plans, and initiatives, such as the Transformation and the QDR. (3) Functional System Integration. Advise and make recommendations to the Army CIO on policies and procedures that will enhance the Army CIO s oversight and integration of IM/IT programs and systems within and across functional areas to include the horizontal integration of technology. Identify Enterprise level CIO challenges that cross functional boundaries and make recommendations to the CIO regarding resolution of those challenges. 369

(4) Resource Allocation Process. Recommend measures to strengthen integration of the IT capital planning and investment process with the PPBE process. In addition, review IT funding and program issues and make recommendations on investment priorities and resource alignments in the context of the PPBE process. (5) Knowledge Management. Promote and support knowledge management concepts and initiatives throughout the Army. Identify and resolve issues relating to Enterprise knowledge management programs. (6) Acquisition Process. Advise the Army CIO on program synchronization and standardization issues resulting from program and portfolio reviews. Recommend appropriate IT program and acquisition actions. (7) Interoperability, Information Assurance or Communications and Computing Infrastructure Reviews. Advise and make recommendations to the Army CIO on issues of interoperability, information assurance, and communications and computing information systems infrastructures. (8) Human Resources Management. Recommend and support strategies for recruiting, retaining, and training IM/IT personnel across the Army. (9) Architecture Management. Assist the Army CIO in ensuring that processes are in place to enforce standardized use, management, and control of architectures. (10) Process Improvement and Performance Measures. Share experiences, ideas and promising practices including work process redesign and the development of performance measures, to improve the management of information resources. Recommend and promote results-based performance measures and best practices that strengthen and optimize links between IM and Army missions, and improve Army mission performance. (11) Electronic Business Operations. Recommend measures that will promote, enhance, and safeguard the use of electronic business techniques and technologies throughout the Army in such areas as biometrics, smart cards and other secure electronic transactions devices. (12) Other Business. At the option of the Chair with advice of the Board, address any areas and issues not specified above. d. The EB is supported by several working groups and committees which consider items of concern and conduct research, analyze processes, and recommend solutions to issues if interest. One of those working groups, the CIO Integration Governance Group (CIO IG2), provides a governance structure to coordinate the current working groups and committees and assist Board members in receiving timely updates on issues and recommend actions. The CIO IG2 is composed of the working group chairs and the coordinators for the EB members. Figure 16 1. Investment Strategy Working Group Process 370

16 6. C4/IT Inversement Strategy a. The efficient and effective use of information technology (IT) resources has a direct impact on the Army s ability to perform its missions. The Army CIO/G 6 manages C4/IT investments and develops a coordinated, consolidated investment strategy. The Capital Planning and Investment Management (CPIM) process develops the C4/IT Investment Strategy, recommending a prioritized list of C4/IT investments and/or whether to continue, modify, or terminate a C4/ IT program/project according to mandates from the Clinger-Cohen Act (CCA). The recommended prioritization listing is a reference and support tool within Program Evaluation Groups (PEG) throughout the PPBS and acquisition processes. The prioritization process addresses capability gaps, investment risks, IT interdependencies and timing issues across all areas of IT investments. b. In line with the legislative direction of the CCA and Government Performance and Results Act (GPRA), the CPIM process. Provides for the selection of IT investments, the management of the investments, and the evaluation of the results of such investments; Is integrated with the processes for making budget, financial, and program management decisions; Includes minimum criteria to be used in considering investment in information systems/it, including criteria related to the quantitatively expressed projected net, risk-adjusted return on investment and specific quantitative and qualitative criteria for comparing and prioritizing alternative information systems investment projects; Provides for identifying information systems investments that would result in shared benefits or costs; Provides the means for senior management personnel to obtain timely information regarding the progress of investment in an information system, including milestones for measuring progress in terms of cost, capability of the system to meet specified requirements, timeliness, and quality. c. The central piece in the development of the CPIM process is the formalization of an IT portfolio for the Army, wherein all IT related investments are documented and reviewed in line with CCA mandates. The CPIM portfolio is structured with three sub-portfolio areas, each with corresponding investment areas: Enterprise Enablers: Architecture, Information Assurance, NETOPS, and Army Knowledge Management Communications and Infrastructure: Battlefield Communications and Network Management, Satellite Communications, and C4/IT Infrastructure Functional Applications: Soldier Education and Training, Focused Logistics, Personnel Management, and Battlespace Awareness d. Structuring the portfolio with three sub-portfolios enables the analysis of funding requirements and recognizes interdependencies and fielding timelines in each area. This structure enables a complete portfolio analysis with the product being a funding prioritization list for C4/IT investments. e. The CPIM process requires executive level officials to monitor and approve their recommendations. The Army CIO reviews, modifies and approves the CPIM prioritization recommendations in the development of the C4/IT investment strategy. The CIO develops relationships with other key decision makers in the budget process, advising them on the CPIM Strategy and making the best use of IT resources in line with building the Army Enterprise. f. The CIO Investment Strategy, as depicted in Figure 16 3, is developed through collaborative efforts of the Army s multi-functional community of C4/IT stakeholders, including Joint representation, to collectively determine the best value investment solutions for the Army s most critical C4/IT requirements. The process incorporates strategic reviews, performance measures, capability gap assessments, risk assessments, and interdependency assessments for the multitude of potential IT investments. The CIO/G 6 depends heavily upon subject matter experts within each investment area for the critical analysis and review of proposed IT related investments, and for each of the investment areas, an Investment Area Leader is identified. To ensure accuracy and completeness of all information presented, it is critical that the Investment Area Leaders maintain close, cooperative relationships with key players in their respective communities, including: PEG Representatives and CIO/G 6 representatives to each PEG Program Managers and Subject Matter Experts (as appropriate) Battlefield Operating Systems and Functional Representatives Army Budget Office, G 3 and G 8 leadership (as appropriate) MACOM & RCIO Representatives (as appropriate), including NETCOM/9 th ASC, Reserves and Guard Representatives from other CIO/G 6 offices, as required g. The CPIM process is a tool to facilitate the development of an IT resourcing strategy. When implemented, the process makes the best use of resources in meeting the diverse requirements of the Army. The process is a long-term 371

solution for the prioritization of the Army s IT-related investments, providing links to the DOD Portfolio Management Process. Section III Army Enterprise Management 16 7. Army Enterprise Management The Army is an extremely large organization, spread throughout the world, accomplishing missions that span a range from warfighting, to civil affairs, to humanitarian efforts. The challenge we face to become a net-centric, knowledgebased force requires that we manage the IT infostructure across this vast spectrum of activity. Our networks, systems, and information need to be Enterprise-based, accessible, seamless, reliable, secure, and deployable wherever we might go. Our efforts to meet this challenge required the realignment of organizations (see Figure 16 2) and the establishment of others to focus our efforts to implement transformation. Figure 16 2. Operational relationships a. NETCOM/9th ASC. (1) NETCOM/9 th ASC, a direct reporting unit to the CIO/G 6, serves as the single authority assigned to operate, manage, and defend the Army s Infostructure at the Enterprise level. The mission of NETCOM/9 th ASC is to deliver seamless Enterprise level C4 and information technology, common user services, and signal warfighting forces in support of the Army, its Army service component commanders (ASCCs), and the combatant commanders. (2) NETCOM/9 th ASC executes its mission within an Army Enterprise framework and the global command presence of subordinate theater signal commands and brigades. The senior signal commander in theater, who is linked to the Army Enterprise through a command relationship with NETCOM/9 th ASC, is also dual-hatted as the Army Service Component Command (ASCC) CIO/G6 and is under the operational control of the ASCC Commander. It is at the theater level that the fusion of battlefield operating systems occurs (with local, theater, and national assets) to support the ASCC, and the theater network must be scalable, tailored and fully integrate strategic and tactical network formations. 372

(3) To ensure adherence to joint and Enterprise standards, NETCOM/9 th ASC has technical control and configuration management authority for the LandWarNet. In addition, to assure effective integration and global mission execution, NETCOM/9 th ASC/9 th ASC is assigned the responsibility for force structure, resource management, personnel management, training, commercial off-the-shelf (COTS) technology sustainment, and equipping for the Army s worldwide strategic and theater tactical signal forces. The US Army Signal Center, a component of the Training and Doctrine Command (TRADOC), complements this direction from the CIO/G 6 and operational execution by NET- COM/9 th ASC by providing Doctrine, Organization, Training, Materiel, Personnel and Facilities (DOTMLPF) products that encompass the joint perspective. (4) NETCOM/9 th ASC provides centralized management and technical control for installation Directors of Information Management. NETCOM/9 th ASC executes these missions through an Army-wide regional/theater structure that includes Network Operations and Security Centers (NOSCs), regional directors/theater signal commanders (the staff position is known as the RCIO, and centralized direction from the NETCOM/9 th ASC Army NOSC (ANOSC). b. Enterprise Systems Technology Agency (ESTA). ESTA, an activity assigned to NETCOM/9 th ASC, develops, implements, and enforces Enterprise Systems Management (ESM) processes and activities required to operate and manage Army infostructure at the Enterprise level. As the ESM functional proponent, ETSA develops, staffs, and manages service level agreements for the Enterprise. Additionally, ESTA is responsible for conducting the operational engineering and architectural review of the Enterprise to ensure new systems and enabling technologies or capabilities fielded within the Army infostructure comply with Enterprise-level standards, practices, and procedures. c. Regional Chief Information Officers (RCIO). (1) The CONUS RCIOs enforce C4/IM policies, standards, architectures, programs, plans, and budgets for all IT issues within their assigned regions. The CONUS RCIOs and locations follow: U.S. Army Network Enterprise Technology Command, Northeast, Fort. Monroe, VA U.S. Army Network Enterprise Technology Command, Southeast, Fort McPherson, GA U.S. Army Network Enterprise Technology Command, Northwest, Rock Island, IL U.S. Army Network Enterprise Technology Command, Southwest, Fort Sam Houston, TX (2) OCONUS, the RCIO is dual-hatted from the existing NETCOM/9 th ASC signal commands. As the Army further implements IMA, the Reserve Components and other Army commands will move into the designated IMA regions. RCIOs for the Army Reserve, Army National Guard (ARNG), Army Medical Command (MEDCOM) and Army Corps of Engineers (USACE) have been established and will remain in effect until they can be merged into the NETCOM/9 th ASC. d. Army Network Operations and Security Center (ANOSC). The ANOSC, an operational unit assigned to NET- COM/9 th ASC, manages the Army Infostructure at the Enterprise level providing decision makers a comprehensive, integrated, near real-time, situational awareness and operational reporting capability of the Army s part of the DoD Global Information Grid (GIG). The ANOSC serves as the single Army-level network operations (NETOPS) authority for coordinating, directing, managing, sustaining, and defending the infostructure. The ANOSC is under the operational control of Joint Task Force Global Network Operations (JTF GNO) for the execution of global NetOps. The ANOSC operationally integrates Systems and Telecommunication Network Management, Information Assurance (IA)/ Computer Network Defense (CND), and Content Staging (CS) technologies and procedures through Technical Control (TECHCON) of Army Theater Network Operations (NetOps) and Security Centers (TNOSCs) in support of Army business stewards and the warfighter. To posture the Army to support joint NetOps mandates, Deputy Secretary of Defense (DEPSECDEF) directed in May 2003 that the ANOSC, responsible for the Army NetOps situational awareness and reporting, be co-located and integrated with the Army Computer Emergency Response Team (ACERT). This integration created a centralized team of experts to spearhead the defense of the Army s networks, which is executed by forces under the operational control (OPCON) of the ASCC. This Enterprise focus has positioned the Army to operate and defend the network as a warfighting platform and enabled unprecedented levels of support to Operation Enduring Freedom/Operation Iraqi Freedom (OEF/OIF) operations. e. Information Technology, E Commerce, and Commercial Contracting Center (ITEC4). ITEC4 is assigned to the Army Contracting Agency (ACA), a FOA under the Assistant Secretary of the Army (Acquisition, Logistics & Technology) (ASA) (ALT). ITEC4 implements the Army s Enterprise-wide buying capability for common use IT and commercial items and provides customer support for satisfying consolidated top line IT requirements. f. Army Small Computer Program (ASCP Office). The ASCPO, an activity reporting to PEO, Enterprise Information Systems, provides a full range of IT, IT infrastructures, and information systems (hardware, software, peripherals, networking and infrastructure support services) to Army, DOD, foreign military, soldiers, and Federal agencies consistent with DOD and DA policy on standardization and interoperability. 16 8. Army Knowledge Online (AKO) a. AKO is the Army s integrated Enterprise portal for accessing information, conducting business, and managing operations. Integral to Army transformation, AKO crosses the warfighting, business, and intelligence mission areas to support the Current and Future Force. As critical enablers for the execution of Army activities, AKO on the NIPRNet 373

and AKO SIPRNet (AKO S) provide an array of Enterprise services, including reach-back capabilities to our deployed forces; self-service information and personnel actions for soldiers (e.g., medical readiness, financial, etc.); support to family support groups; and the ability to create virtual teams, organizational sites, online communities, and other collaborative work sites that leverage AKO s Enterprise global file sharing, threaded discussions, instant messaging, e- mail, notifications, calendaring, and polling services. Operating 24 x 7, AKO is globally accessible to support Army applications and operational processes. b. The CIO/G 6 is the functional proponent for AKO. Through its subordinate staff directorates and field operating agencies, the CIO/G 6 provides the policy, governance, and compliance framework to ensure both Clinger-Cohen Act (CCA) and warfighting requirements are met. Key policies regarding the usage of AKO include account management procedures, content management, taxonomy development, and employment of collaboration capabilities. c. The CCA requires management, integration, and accountability for use of Information Management/Information Technology (IM/IT) resources in performing Army missions and functions. In the execution of these tasks, the CIO/ G 6 adopted an Enterprise approach for maximizing IM/IT resources. Operation of the Army Enterprise portal provides the widespread use of capabilities (services, tools, or applications) that benefit important parts of the Enterprise to facilitate end-to-end linkage of the Army s operational and institutional processes. Using Enterprise capabilities reduces the total cost of ownership and security risks related to using stove-piped or legacy solutions to meet individual staff, MACOM, and functional requirements. d. In accordance with Army directives, all soldiers (Active, Reserve, and National Guard) and civilians must have an AKO account. All Army applications must be web-enabled for integration with AKO or AKO S. Applications not in compliance must obtain a waver from the CIO/G 6. Integration with AKO includes the use of the Single Sign-On (SSO) capability for user authentication. The use of AKO SSO uses the Army s Enterprise security architecture and offers more protection to the operations security (OPSEC) environment. e. AKO requirements are generated through multiple sources as the basis for selecting and implementing upgrades to the Enterprise portal. Staff, MACOM, or functional requirements must be based on capabilities needed to support their business processes and missions and not on the specific services, tools or applications desired. The CIO/G 6 utilizes the AKO Configuration Control Board (AKO CCB) to aid in the validation and prioritization process for implementing new Enterprise-wide capabilities. The AKO CCB is chartered as a sub-group of the CIO Executive Board (CIO EB), and its members represent HQDA Staff, MACOM, and operating agencies to ensure the use of portal capabilities support their evolving operational and institutional processes. f. AKO continues to comply with DoD and Joint requirements to support Joint and Expeditionary environments. The adoption of future DoD standards, data strategies, and core Enterprise services allows the transfer of Army information across the DoD Global Information Grid (GIG), Joint mission areas, and Joint functional domains through the Enterprise Information Environment Mission Area (EIEMA). AKO and other Army information systems conform to the EIEMA domain requirements enabling the sharing of relevant and timely data across the GIG. 16 9. Architecture a. The Army uses the Army Enterprise Architecture (AEA) and architectural views to analyze operational concepts and systems and to support new capabilities and requirements as required by CJCSI 3170.01, Joint Capabilities Integration and Development System (JCIDS), the DoD 5000 series of acquisition documents, DoDI 4630, Information Support Plan (ISP) process, and other authorities. The AEA helps drive the Army s investment strategy for Command, Control, Communications, Computers, Intelligence, and Information Technology (C4I/IT) by providing a mechanism for addressing capability gaps, investment risks, interdependencies, and alignment with key Army and Joint doctrine. The AEA supports Army transformation to a net-centric and knowledge-based force. b. The AEA consists of the architectural views describing the Army s warfighter and business missions and functions, Battle Command Architecture (BCA) and Army Business Enterprise Architecture (ABEA), respectively, and the enabling Enterprise network, LandWarNet (LWN). These three integrated architectures are nested in Joint initiatives as detailed below: BCA is the Army s alignment to Joint Battle Management Command and Control (JBMC2) architecture. JBMC2 supports the JCIDS through the DoD 5000-series acquisition process and offers integrated capabilities to the operational warfighter. ABEA is the Army s initiative that relates to DoD s Business Enterprise Architecture and Business Management Modernization Program. LWN is the Army s part of the DoD Global Information Grid (GIG) and consists of all globally interconnected endto-end sets of Army information capabilities, associated processes, and personnel for collecting, processing, storing, disseminating, and managing information on demand supporting warfighters, policy makers, and support personnel. c. Architecture Views. There are three major perspectives, or views, which logically combine to describe a single architecture. These three architecture views are the Operational View (OV), Systems View (SV), and Technical View (TV). The views provide different perspectives on the same architecture. The most useful architecture description is an integrated description-a description that consists of multiple views. See Figure 16 3. 374

(1) The OV describes the tasks and activities, operational nodes or elements, and information exchange requirements between nodes for each software block or unit in a given architecture. The OV defines the type of information, the frequency and timeliness of the information exchanges, and the tasks supported by these information exchanges that are needed for warfighting, support, or combat service support functions. An OV can also be described as the total aggregation of missions, functions, tasks, information requirements and business rules. (2) The SV is a physical implementation of the OV. The SV provides graphical and textual descriptions of the C4ISR systems and interconnections used to satisfy operational needs. The SV identifies the physical connections and locations of key nodes, circuits, and networks and is constructed per standards defined in the technical view (see c.(3) below). (3) The TV identifies services, interfaces, standards, and their relationships; and it provides the framework upon which engineering specifications are based, common building blocks are built, and product lines are developed. d. AEA Architects. (1) TRADOC is the Army Operational Architect. (2) The Assistant Secretary of the Army for Acquisition, Logistics, and Technology is the Army Systems Architect, and is supported by the PEOs and PMs who develop the systems views. (3) The CIO/G 6 is the Army Technical Architect. The Technical Architect provides the technical framework for the evolving blueprint guiding the Enterprise technology life cycle. The Technical Architect influences both technical management and engineering practices; and focuses on Enterprise-wide integration issues. Figure 16 3. AKEA roles and responsibilities Section IV Other areas 16 10. The Army CIO/G 6 Organization The Army CIO has the principal responsibility for the Army s IM functions pursuant to 10 USC Sec 3014(c)(1)(D) and Sec 2223, and is responsible for setting the strategic direction, determining objectives, and supervising the DA s C4/IT functions. In this capacity the CIO provides strategic leadership, stewardship, and transformation of the Army s C4/IT infostructure, delivery capabilities, and assets. (See Figure 16 4.) 375

Figure 16 4. CIO/G 6 Organization 16 11. Resource Integration (RI) The CIO/G 6 is responsible for oversight of C4/IT resources and assessment, and develops and coordinates investment decisions at the Enterprise level for C4/IT expenditures. Decision-making at the Enterprise level transforms the workforce, processes and infostructure by providing accountability, standardization and efficiencies to support AKM. Strategic resourcing decisions are made through the C4/IT investment strategy process in coordination with NETCOM/ 9 th ASC, MACOMs, Combatant Commands, and Army Headquarters stakeholders. MACOM investment initiatives are reviewed and evaluated by the CIO/G 6, the Headquarters staff, and the Resource Review Working Group, before being forwarded to the Army CIO EB for approval. All allocations of C4/IT resources undergo this review process for approval. The Resource Integration (RI) Directorate represents the CIO/G 6 on the PPBC process. The RI Directorate is responsible for resources expended for C4/IT systems and programs that are not otherwise managed by an Army PEO. Specific oversight functions include compliance with CCA requirements, Army Enterprise initiatives, and financial management guidelines. The RI Directorate: a. Serves as focal point for CIO/G 6 on resource matters b. Guides CIO/G 6 participation in the Planning, Programming, Budgeting and Execution Events. c. Serves as the CIO/G 6 contact office for requests for resource information for the Office of the President, the Congress, and the OSD. d. Coordinates the CIO/G 6 participation on Program Evaluation Group (PEG) resourcing meetings. 16 12. Information Infostructure The CIO/G 6 provides functional management and oversight over the Army s Enterprise information infostructure. These functional include developing and articulateing policy, functional requirements for the Enterprise, practices, business processes, technologies, hardware, software, systems, networks, personnel, and resources that support the Army s information infrastructure. 16 13. C4 Systems, Space, and Networks The CIO/G 6 provides functional management and oversight of the transformation of the Army s tactical information infrastructure and strategic "reachback" enablers. The CIO/G 6 oversees, coordinates, and monitors C4/IT systems and programs through their life cycle; formulates policy and strategies; advocates base level systems and programs; and manages functional programs such as space and networks, C2 systems, combat service support systems, C2 Protect, and Visual Information. The CIO/G 6 supports Transformation Communications Architecture concept maturation and system development for strategic and tactical Satellite Communications (SATCOM) systems; provides management and technical expertise to ensure horizontal integration of SATCOM system elements (terminals, satellite and control) to meet current and future operational requirements; and manages the Army s equities and investments in 376

satellite communications to meet the Army s Future Combat System (FCS) requirements, Joint interoperability objectives, and the ASD(NII) netcentricity mandate. 16 14. Information Assurance (IA) a. CIO/G 6 is the Army proponent for IA, which supports Army transformation by proactively protecting its networks and infostructure, infusing and driving technology requirements, streamlining and improving operational processes, and training and educating the force. The CIO/G 6: (1) Manages the Army Information Assurance Program. (2) Establishes and issues Army IA policy and procedures for achieving acceptable levels of information assurance in engineering, implementation, operation, and maintenance for all information systems connecting to or crossing any U.S. Army managed network. (3) Prioritizes and defends Army IA resource requirements in the planning, programming, and budgeting process. b. IA ensures Army Enterprise information services are available to authorized personnel and that public, private, and classified information is reliable for DoD data-centric operations and warfare, and Army mission accomplishment. IA is a critical enabler of and supports DoD s vision of achieving a secure Global Information Grid (GIG) through the robust implementation of DoD s Defense-In-Depth Strategy and Five Strategic IA goals to: Protect Information by safeguarding data as it is created, stored, used, modified, moved, or destroyed at all levels, for all users; whether in transit or at rest Defend Systems and Networks by recognizing and responding to threats, attacks, vulnerabilities, and deficiencies implemented or identified at physical or logical system, network, and enclave boundaries and by placing defense mechanisms into the design and implementation of these systems and networks Provide Integrated Situational Awareness by integrating many information operations and disciplines into an information assurance command and control capability that synchronizes the ability to defend systems and networks Transform and Enable Technologies by rapidly evaluating and implementing emerging new technologies, standards, and capabilities that improve response time, reduce threat exposure, and increase the Army s return on investment Create an empowered workforce by training and equipping all information owners, protectors, and users with acceptable practices and emerging technologies to protect information, systems, and networks c. The Army IA Defense-in-Depth strategy implements DoD mandated IA initiatives to achieve positive control over systems and networks by: Developing, procuring, and sustaining information assurance technologies and techniques needed to ensure the protection of information and communications during Enterprise-wide military operations Integrating commercially available security technologies at military communications gateways and throughout the communications infrastructure to enhance system and network security force-wide; This includes wired and wireless technologies Providing the capability to detect information system intrusions and alterations and react to information warfare attacks in a measured and coordinated manner Implementing Public Key Infrastructure (PKI) and Common Access Card (CAC), Identity Management Automating key generation and distribution while supporting joint interoperability (Army Key Management System/ Electronic Key Management System Tier 1) Implementing vulnerability assessments of legacy and digitized force tactical systems and architectures that support the transformation of the Army d. Protecting the Army s tactical and sustaining base networks is a Commander s responsibility. Because of implications associated with force protection and operational security, Commanders at all levels must raise IA awareness in their Commands in order to protect all Army networks from degradation, attack, and exploitation. 16 15. Biometrics The DoD Biometrics Management Office (BMO) and the DoD Biometrics Fusion Center (BFC) are responsible for leading, coordinating, and consolidating the integration of biometric technologies across the DoD. The BMO reports to the Army CIO, who acts on behalf of the Secretary of the Army, as the DoD Executive Agent for Biometrics. The recently formed Identity Protection and Management Senior Coordinating Group provides senior-level, DoD-wide strategic guidance to the BMO, given its mission to oversee DoD s efforts in the areas of Biometrics, Public Key Infrastructure, and Smart Cards. At the foundation level, biometrics help build identity authentication, or the vetting and fixing of identity. At the application level, biometric systems can be used to protect information, systems or networks (logical access); to protect installations, facilities, and spaces (physical access); or to record or audit an individual s transactions to ensure security or prevent fraud (accountability). Biometric technologies can also contribute to fighting the Global War on Terrorism. 377

16 16. Human Capital (HC) a. The CIO/G 6 supports the development of a knowledge-based workforce by leveraging intellectual assets and empowering the Army s human resources through effective workforce planning, cutting-edge recruitment and retention initiatives, broad-based education and training, and cross-functional professional development opportunities. b. A knowledge-based organization demands new organizational definitions, disciplines and structures to respond effectively to new challenges and new opportunities. Leaders must communicate their vision and expectations across the Army, and articulate clearly how we will move from our current to our to be state. This wholesale transformation must embrace the principles of effective change management, and focus on building a framework for knowledge management that has a strong human capital infrastructure in which knowledge is shared across the Army Enterprise. c. A key to the success of a knowledge-based organization is the continuous learning and the transformation of the Army s most valued asset - its human capital. Accordingly, education, training, mentoring, and professional development opportunities will provide soldiers and DA civilians with a global perspective, enable them to embrace and lead change, and make them adaptable to new environments and new ways of doing business. The Army should work to attract global thinkers from many disciplines, and should implement recruitment and retention strategies that include monetary incentives, workplace flexibilities, and education opportunities. 16 17. Policy and Governance a. AKM Goal 1 Support. The CIO/G 6 manages and oversees the Army Enterprise integration of policies and functions to comply with public laws and OMB, DOD, and Army guidance and serves as the focal point for assigned AKM functions. The CIO/G 6 is also the focal point for the management and integration of Federal, DOD and Army CIO EBs. AKM Goal 1, Adopt governance and cultural changes to become a knowledge-based organization, is achieved through the institutionalization of policies, management structures, and leadership initiatives to support knowledge management and infostructure at the Enterprise level. b. Business Initiative Council (BIC). The Army Business Initiative Council (ABIC), chaired by the SecArmy and run by the ASA(FM&C), provides a forum to generate improved business processes applicable to the Army Enterprise. The Policy and Governance Office represents the CIO/G6 as a member of the ABIC and chairs the IT Process Functional Board (PFB), one of six PFBs supporting ABIC activities. The IT PFB coordinates proposals and implementation plans for IT -enabled business process change initiatives in the Army. 16 18. Strategic Partnering Strategic Partnering supports integration of AKM into the military and business functions of the Army, and advances transformation of AKO into the killer application for land-power dominance by integrating it fully into military and business operations. This effort, a form of customer relationship management, requires Strategic Partnering to determine the current needs of functionals and anticipation of their future requirements. To accomplish this, Strategic Partnering educates functionals on the Headquarters staff, as well as the support and combat forces, on knowledge management and what AKO can accomplish. It maps the following: mission needs and operational requirements; existing and proposed knowledge bases and expertise networks to meet those needs; and the state of webification the prerequisite for making these knowledge assets available through AKO. Strategic Partnering implementation embeds Functional Exchange Officers (FEO) in key functional areas to work requirements and solutions from the inside out, thereby integrating their functions into AKO, and into the vibrant knowledge network for the Future and Current Forces. a. e-gov. e-government, one of five Presidents Management Agenda items (http://www.whitehouse.gov/omb/ budintegration/pma_index.html), focuses on creating improved ways for the citizen to get information and services from the federal government and emphasizes the interoperability necessary to support seamless interagency operations. The e-gov program draws on commercial e-business principles and is heavily web-enabled (http://www.cio.gov/best practices). The E Government Act of 2002 (P.L. 107 347) created an Office of Electronic Government within the OMB (http://cio.gov/). The OMB e-gov office reviews the annual OMB Form 300 reports to assess progress towards e-gov interoperability. The Army CIO/G 6 is the Army Point of Contact for overall e-gov issues. b. G o v e r n m e n t P a p e r w o r k E l i m i n a t i o n A c t ( G P E A ). E n a c t e d i n 1 9 9 8, t h e G P E A ( P. L. 1 0 5 2 7 7 ) ( h t t p : / / www.whitehouse.gov/omb/memoranda/m00 10.html ) focuses on using IT to improve customer service and government efficiency by reducing paperwork and moving the government to a paperless environment. Federal agencies are required to provide for, when practical, an option of electronically maintaining, submitting and disclosing information, as well as using and accepting electronic signatures. The implementation of the GPEA primarily focuses on automating forms and records and transforming the processes that support that information. (http://www.whitehouse.gov/omb/ inforeg/infopoltech.html#gpea). E Army transformation incorporates GPEA into its strategy. c. e-army transformation. e-business has become the hallmark of successful commercial organizations to streamline their operations and improve customer service, internal efficiencies and supplier relationships by using IT to enable their processes. The Army has adopted these commercial best practices under a strategy called e-army, part of Goal 2 of the overarching AKM strategy. e-army is an approach that emphasizes IT-enabled end-to-end process transformation by focusing on self-service web-based applications, the creation of Army-wide Enterprise processes and multifunctional processes, digital signature, workflow and content management to support a paperless operating environment, 378