In order to properly identify the frameworks that are needed for the Defense Spectrum
Organization, first we must discuss why frameworks are important for auditing. A framework is a conceptual set of rules and ideas that provide structure. There are two methods of framework;
Descriptive control and prescriptive control. A descriptive control framework provides for governance at a high level while a prescriptive control framework approach helps standardize IT operations and tasks, while still allowing for flexibility.
Pertaining to the Defense Spectrum Organization (DSO), they will need to pursue a descriptive control framework. The three frameworks that fit into the DSO are Control
Objectives for Information and Related Technology (COBIT),
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An ISMS is a framework of policies and procedures that includes all legal, physical and technical controls involved in an organization’s information risk management processes (Rouse, 2009). ISO 27001 fits into the DSO, as well as any other organization, because it uses a “top down, risk-based approach” and is technology-neutral. ISO 27001 defines a six-part planning process; defining a security policy, defining the scope of the ISMS, conducting a risk assessment, manage identified risks, select control objectives and controls to be implemented, and prepare a statement of applicability. ISO 27001 especially fits the DSO because they are a denomination of the Department of Defense (DOD) which is the poster child for security. The first part of the six-part planning process is “defining a security policy. “The Department of Defense Architecture Framework (DoDAF), Version 2.0 is the overarching, comprehensive framework and conceptual model enabling the development of architectures to facilitate the ability of Department of Defense (DoD) managers at all levels to make key decisions more effectively through organized information sharing across …show more content…
Department of Defense (DOD) has defined a framework for architecture development, presentation, and integration to be used across the military services and defense agencies. This framework defines a coordinated approach for the Command, Control,
Computers, Communication, Intelligence, Surveillance, and Reconnaissance (C4ISR) military domains (Clements, 2003). The intent of the C4ISR Architecture Framework is to promote interoperable, integrated, and cost-effective computer-based systems within and across DOD organizations. This framework is becoming the required method for the description of information systems within the DOD and is also being adopted and mandated by several other
U.S. government agencies. The motivation for the development of this framework was the lack of a common approach for architecture development and use within the DOD. The architectures being developed by the various DOD organizations differ significantly in content and format, leading to the development of fielded products that are not interoperable (Clements, 2003). These differences also prohibit useful comparisons and contrasts when analyzing the various architectures. The C4ISR Architecture Framework is intended to provide a common lingua franca for the various DOD commands, services, and agencies to describe their diverse architectures. This is intended to help with cross-system analysis and fielded-system
a. Systems: Personnel Readiness Management (PRM), Personnel Information Management (PIM), Personnel Accounting and Strength Reporting (PASR), Unit Manning Roster (UMR), Electronic Military Personnel Office (eMILPO), Defense Theater Accounting System (DTAS), Interactive Personnel Electronic Records Management System (iPERMS).
2. Battle Management, Command, Control, and Communications (BM/C3): The BM/C3 component is divided into two main parts. First, the Command and Control (BM/C2) system controls the overall NMD system. Information from sensors is forwarded to the BM/C2, which processes the data and determines the targets for the GBI to intercept. Second, the In-Flight Interceptor Communications System (IFICS) is a network of ground systems that relay communications to the GBI while in flight to guide it to the incoming warhead.
LM06, Strategic Planning Student Guide. (2013). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
The Army Human Resource System (AHRS) known as the Electronic Military Personnel Office or (eMILPO) is a web based multi-tiered application. It provides the Army Human Resource Community with a reliable mechanism for performing personnel actions and strength accountability. The System consolidates 43 Personnel Information Systems in one. This system provides visibility of the location, status, and skills of Soldiers in the United States Army. The primary users of this system are Human Resource Soldiers, Commanders, and First Sergeants. The primary features and functions of eMILPO include Personnel Services, Personnel Accounting, Reassignments, Promotions, Readiness, Workflows, System Services, PERSTEMPO, and DTAS.
The HBWC business objectives should be included in the Information Security Management System (ISMS) as this document will represent the organizations approach in designing, implementing, and auditing the company 's information system security objectives. In order for the ISMS to be applicable and appropriate to the organization, an examination of the business objectives of the company is required. This step is necessary to understand the needs to the organization when designing these objectives.
Physical and environmental security programs are generally considered to be a collection of mechanisms and controls put into place that help ensure the availability of information technology capabilities. These programs protect an organization from fire, flood, theft, power failure, intentional, and even unintentional damage through negligence. Implementation of these programs at the organizational level can take place in a number of ways but most organizations choose to follow the application of a body of standards, usually set forth by an organization such as the International Organization for Standardization (ISO) and the International Electrotechnical Commission (IEC). Once such body of standards put forth by ISO/IEC is 27002, Information technology – Security techniques – Code of practice for information secur...
Controlled Requirement Expression (CORE) was developed for the British Aerospace programs while the UK Ministry of Defence was carrying out a requirement analysis (Hull et al., 2010). The fundamental component of the CORE methodology is viewpoints as different users see systems in different ways. There are many different stakeholders involved in a system; using CORE methodology involves finding all the different viewpoints of those stakeholders that have an interest in the system whether it’s a person, role or organisation ext.… (Sommerville and Sawyer, 2000). By organising viewpoints hierarchy it assists experts to read the scope and supports the analysis process. CORE Methodology is extensively used for real time system requirements specification.
The DIA started in 1958. The organizational structure of the DoD and U.S. foreign intelligence came to a new shape with the establishment of DIA. It was Robert McNamara, then Secretary of Defense, who came up with the concept of DIA in 1961. DIA gathers human source intelligence, analyzes technical intelligence, distributes intelligence/reports to the intelligence agencies, provides advice and support to the Joint Chiefs of Staff with foreign military intelligence, and provides military intelligence to combatant commands as its operational functions. A DIA director is supposed to be a three-star military general and DIA is believed to have employed at least 7,500 staff worldwide today. The DIA is a defense intelligence agency that prevents strategic surprises and delivers a decision advantage to warfighters, defense planners, and to policymakers. This paper will try to evaluate DIA’s role in US national security in present condition of massive budget deficits and increased congressional oversight, plus the intelligence capabilities of the Regional Combatant Commanders and the individual services like CIA and NSA.
“Operational design is a journey of discovery, not a destination.” Operational design provides a framework, with the guidance of the Joint Force Commander (JFC), that staffs and planning groups can use to give political leaders, commanders, and warfighters a comprehensive understanding of the nature of the problems and objectives for which military forces will be committed, or are planned to be committed. Furthermore, operational design supports commanders and planners to make sense of complicated operational environments (often with ill-structured or wicked problems), helps to analyze wicked problem, and devise an operational approach to solve the problem in the context of the operational environment.
Security helps the organization meet its business objectives or mission by protecting its physical and financial resources, reputation, legal position, employees, and other tangible and intangible assets through the selection and application of appropriate safeguards. Businesses should establish roles and responsibilities of all personnel and staff members. However, a Chief Information Officer should be appointed to direct an organization’s day to day management of information assets. Supporting roles are performed by the service providers and include systems operations, whose personnel design and operate the computer systems. Each team member must be held accountable in ensuring all of the rules and policies are being followed, as well as, understanding their roles, responsibilities and functions. Organizations information processing systems are vulnerable to many threats that can inflict various types of damage that can result in significant losses (Harris, 2014). Losses can come from actions from trusted employees that defraud the system, outside hackers, or from careless data entry. The major threat to information protection is error and omissions that data entry personnel, users, system operators and programmers make. To better protect business information resources, organizations should conduct a risk analysis to see what
The NZ Framework is an accounting conceptual framework based on the International Accounting Standards Board (IASB) Conceptual Framework. The key objective of the framework is to provide a complete and updated set of accounting concepts to use ...
At the July Association of the United States Army (AUSA) Conference, LTG Ostrowski, the Army Acquisition Executive Lead, conveyed the Army’s need for future network solutions. It was also shared in the FY16 Presidential Budget that the Army has several budget requests for Communications systems and upgrades totally over $1.2B (Keller, J. , 2015). This is an opportunity for the Comms BU to expand its customer base in the U.S. Army market place. Northrop Grumman was ranked in the Top 5 of Aerospace and Defense Companies in Forbes America’s Best Employers list (2017). They were ranked over larger companies such as Boeing, Lockheed Martin and Raytheon. Their commitment to their employees, diversity, their customer and even the environment drives their culture. Northrop Grumman’s competitive advantage is leveraging the technology already developed and tested for the services (Air Force and Navy). Their experience with the Army is via services work where our people have gained the expertise to be the right people for working with the Missile Defense Agency. After analyzing both the internal and external environment of Northrop, their competitors and the analysis of their financial position, Northrop has developed a sustainable competitive advantage. They have done this through the use of product differentiation. The value they receive, the knowledge they gain and patents they own by acquiring other companies expands their portfolio to offer products and services not comparable to their competitors. Their respective strategic position establishes a value to their customers that is differentiated amongst their competitors, allowing them to offer a higher premium for their products and
2. A critical component of any accounting theory course is an understanding of the conceptual framework.
Whitman, M., & Mattord, H. (2010). Management of information security. (3rd ed., p. 6). Boston, MA: Cengage Learning.
META Group considers enterprise architecture as a process as opposed to an object, thereby referring to it as enterprise architecture process. Its enterprise architecture describes the systematic linkages between the enterprise business, technical architectures, information and enterprise solution architecture. It has modified the traditional enterprise architecture in a manner that extends from the level of business strate...