‘The responsibility of executives and the board of directors; consists of the leadership, organizational structures and processes that ensure that the enterprise’s IT sustains and extends the enterprise’s strategies and objectives’; what ISACA defines as IT governance. IT governance is something that should be executed in every business and even within decision-making within groups of individuals. As being apart of the United States Air Force, IT governance has definitely been adopted into my organization. With the military budgets tightening, the Air Force is cutting positions. Efficiencies gained from ever more powerful technology are a primary tool for more effectively accomplishing our mission despite having fewer airmen. Increased reliance on technology while budgets are tightening makes our investments in information technology all the more critical. With the reduction of personnel, we begin to rely more on the advances of technology to still success with our mission.
There are three levels of leadership starting that play a role in governing and deciding on the advances in the Air Force. Starting with the Headquarters of the Air Force (Air Staff) then to the Major Command (MAJCOM) and to the air force base level. Knowledgeable personnel were identified at each level to assist in completing the decision making matrix from their organization’s perspective. For the headquarters level, many different offices play a role in governing the various domains.
There was an agreement that the high-level role of IT within the AF was set by the Secretary of the AF and the Chief of Staff of the Air Force (CSAF). The CSAF Strategic Plan set out three primary goals for the Air Force: Win the Global War on Terror, Develop and Care for Airme...
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...ctive IT governance, but many more steps are required to get there.
I have focused on the Air Staff, MAJCOM, and base levels, but lots of IT decisions are made and big budgets are executed through System Program Offices. Tracing IT governance through the SPO structure might shed more light on how systems could more effectively be acquired so they integrate better into operations from the beginning.
The goals and architectures developed at the Air Staff tend to include the wide spectrum of IT capabilities from war fighting to home base business operations. The processes in place at MAJCOM and below are typically concerned with business operations with little emphasis on warfighting operations. Funding decisions ultimately drive which projects get pursued. With a clean sheet of paper, how could funding processes be designed to facilitate stronger governing practices?
The United States of America is a powerful and well known force throughout the world. It has become a superpower of nations in just about three hundred years, being one of the newest nations in existence today. Its military reaches out into several countries in the globe and holds a presence as a peacekeeper and wielder of democracy. Of the US military’s five branches, the Air Force is the ruler of the skies, keeping control of the earth’s aerospace. Without the Air Force Special Operations, the military could not complete operations as effectively or efficiently as it potentially could. The United States Air Force is a key part of America’s mission to spread and assist democracy throughout the world.
Background: In 2003, the Army published its guidance on the implementation of the principles of Mission Command (MC); the leadership philosophy adopted by the Army. The ideals and principles were discussed and implemented throughout the Army over the course of Operations Enduring and Iraqi Freedom and are still being implemented in Operation Inherent Resolve. In 2012, the Army published updated doctrine to further explain and codify the principles of MC in ADP 6-0. The Army War College developed the Key Strategic Issues List for 2015-1016 and asked students in the FA49 ORSA Q-Course to identify one key strategic initiative and draft a white paper to discuss it. This white paper will discuss issue #7: "What cultural changes are needed in the Army for it to meet future challenges while embracing" MC? In this white paper, I will discuss what embedding and reinforcing mechanisms the Army senior leaders need to put into place to change the culture.
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
According to the Accenture IT Governance Model, the right model should offer a precise road map for IT governance decision-making and a framework for allocating responsibility and accountability among top-level executives, CIO, and business unit executi...
Systems like advanced unmanned programs and next generation aircraft lend to this effort and will enable the Air Force to contract. The Air Force must also simultaneously find ways to increase resources for other emerging capabilities to include space and cyber. Both reports from the “National Commission on the Structure of the Air Force” and the “Strategic Agility” concept suggest resources for space and cyber could result from shifting more air force aircraft from the active to the reserve component (RC). The National Commission on the Structure of the Air Force
Combatant Commanders must incorporate cyber operations into planning and understand their impacts on the other domains and potential for unintentional effects. Cyberspace Support Elements are integrated into Combatant Commanders staffs to assist with cyber operations planning. (JP 3-12, p. III-6)
As the Executive Officer for the 478th Aeronautical System Wing (478 AESW) I have a unique position of significant influence, ensuring the ability of the USAF to provide Air Dominance well into the 21st century. But, as you will see it has been a winding road that got me here, and a unique set of experiences that have prepared me to serve in this position.
The current IT system of WestJet was like a secluded group which was not up to the mark and this system was not good enough for attainment of regular growth and would never enable them to gain competitive advantage and to lead the market. To solve these problems major changes in IT were important. Cheryl Smith assessed many areas of IT and identified the problems in those areas. Smith proposed governance model to solve the problems in those areas and to achieve the strategic goals of the business. Smith proposed to restructure IT organization by allotting half of the IT staff to specific business areas this will result in no contention of resources among business units. The other half of the IT staff remained to together and were not assigned
The command's vision is to provide combat-ready American Airmen who are the foundation of Pacific stability and security.
Iskandar, M., & Salleh, N. A. M. (2010). IT Governance in Airline Industry: A Multiple Case Study. International Journal of Digital Society, 1(4), 308-314.
2. To fulfill its’ mission effectively and efficiently the US Air Force is a constantly changing. Meanwhile, Cyber Warfare realm changes even quicker. Nevertheless, Airmen are the driving force of the Air Force. We (Airmen) are counted on a daily basis to perform functions of warriors, wingmen, mentors, skilled technicians and well educated professionals. Our functions and responsibilities, as Airmen, are extremely broad and at times seem to be overwhelming. However, if you live by the Air
However, budget constraints will be a trigger point to undermine the robust structure. Under the impact of budget constraints, the command and control (C2) will bear the brunt as a soft point to future joint force and the deficiency affect efficiency and effectiveness of current command structure. Without sufficient monetary support, each branch has to shrink the scale of troops, limited their equipment modernization or hinder the investment on new technology which are significant risk for future joint force operation. The deficiency will affect land domain warfare most because the complex strategic environment and limited budget force the commanders to fight a quick limited war rather than a lasting great war. The Air Force’s space and cyber capability will be the best solution to fulfill the deficiency through control the space and cyber domain make the limited force can focus on enemy’s center of gravity (COG) to achieve either strategic or operational goals (end states). The improvement of space and cyber capabilities also eliminate the boundary of geographic and service branch which underpin the joint force function in multi-domain
During the period of instruction C111A, The Operational Environment, the student learned; to refine his critical thinking skills to solve problems and make decisions, analyze likely impacts of threats, challenges, and opportunities in the operational environment and the international security environment, how to explain joint force capabilities and limitations, interagency capabilities, multinational and legal considerations in contemporary operations, to explain the leader development process. (Give credit to advance Sheet)
Not a blessed thing. As a UAS Tactical Operations Technician, my primary duties were Standardization Officer and Maintenance Officer. I directly supervised two Instructor Operators and two Quality Control NCOS. Was I responsible for the totality of each program? Of course, but I was not going to go TI a procedure. I was not going to go conduct an APART. I would directly supervise my direct subordinates, and so set the tone for those sections. As a Platoon Leader, I directly supervised, as well as partnered with, my Platoon Sergeant, my UAS Technician and my Maintenance Section Sergeant. What has remained my primary responsibility with all of these senior NCOs and WOs? Cultivation and development. The tactics you use to address issues may change, the level of organization may change, but your responsibility will never