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| dod strategic management plan: Joint defense capabilities study improving DoD strategic planning, resourcing, and execution to satisfy joint capabilities : final report. , |
| dod strategic management plan: DoD Digital Modernization Strategy Department of Defense, 2019-07-12 The global threat landscape is constantly evolving and remaining competitive and modernizing our digital environment for great power competition is imperative for the Department of Defense. We must act now to secure our future.This Digital Modernization Strategy is the cornerstone for advancing our digital environment to afford the Joint Force a competitive advantage in the modern battlespace.Our approach is simple. We will increase technological capabilities across the Department and strengthen overall adoption of enterprise systems to expand the competitive space in the digital arena. We will achieve this through four strategic initiatives: innovation for advantage, optimization, resilient cybersecurity, and cultivation of talent.The Digital Modernization Strategy provides a roadmap to support implementation of the National Defense Strategy lines of effort through the lens of cloud, artificial intelligence, command, control and communications and cybersecurity.This approach will enable increased lethality for the Joint warfighter, empower new partnerships that will drive mission success, and implement new reforms enacted to improve capabilities across the information enterprise.The strategy also highlights two important elements that will create an enduring and outcome driven strategy. First, it articulates an enterprise view of the future where more common foundational technology is delivered across the DoD Components. Secondly, the strategy calls for a Management System that drives outcomes through a metric driven approach, tied to new DoD CIO authorities granted by Congress for both technology budgets and standards.As we modernize our digital environment across the Department, we must recognize now more than ever the importance of collaboration with our industry and academic partners. I expect the senior leaders of our Department, the Services, and the Joint Warfighting community to take the intent and guidance in this strategy and drive implementation to achieve results in support of our mission to Defend the Nation. |
| dod strategic management plan: Strategic Theory for the 21st Century: The Little Book on Big Strategy Harry R. Yarger, 2006 |
| dod strategic management plan: DoD's High-Risk Areas: Actions Needed to Reduce Vulnerabilities and Improve Business Outcomes Gene L. Dodaro, 2010 The Dept. of Defense (DoD) spends billions of dollars to sustain key business operations intended to support the warfighter. DoD is at high risk because of vulnerabilities to fraud, waste, abuse, and mismanagement and also should have a broad-based transformation needed to achieve greater efficiency, effectiveness, and sustainability. The author provide his views on: (1) actions needed to achieve measurable outcomes in DoD's high-risk areas; and (2) DoD's progress in strengthening its mgmt. approach for business transformation, including establishing the Chief Mgmt. Officer position. Includes info. regarding the high-risk area related to contract mgmt. at the Dept. of Energy's National Nuclear Security Admin. Illustrations. |
| dod strategic management plan: Creating a DoD Strategic Acquisition Platform Ronald Kerber, 2009-11 The U.S. must be prepared to respond to a broad set of national security missions, both at home and abroad. Yet many deficiencies exist in defense capabilities need to support these missions -- systems are aging and technologies are becoming obsolete. Fixing the DoD acquisition process is a critical national security issue -- requiring the attention of the Sec. of Defense. DoD needs a strategic acquisition platform to guide the process of equipping its forces with the right materiel to support mission needs in an expeditious, cost-effective manner. The incoming leadership must address this concern among its top priorities, as the nation¿s military prowess depends on it. This report offers recommendations for rebuilding the defense acquisition process. |
| dod strategic management plan: The Department of Defense at High Risk United States. Congress. House. Committee on Armed Services, 2010 |
| dod strategic management plan: High-risk Logistics Planning United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia, 2011 |
| dod strategic management plan: Initial Conclusions Formed by the Defense Strategic Choices and Management Review United States. Congress. House. Committee on Armed Services, 2013 |
| dod strategic management plan: Financial management DOD improvement plan needs strategic focus. , |
| dod strategic management plan: Improving Financial Accountability at the Department of Defense United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Subcommittee on Federal Financial Management, Government Information, Federal Services, and International Security, 2011 |
| dod strategic management plan: DOD civilian personnel improved strategic planning needed to help ensure viability of DOD's civilian industrial workforce. , |
| dod strategic management plan: Case Studies in DOD Acquisition United States. Congress. House. Committee on Armed Services, 2015 |
| dod strategic management plan: Defense Management: Comprehensive Cost Information and Analysis of Alternatives Needed to Assess Military Posture in Asia , |
| dod strategic management plan: DOD's Plans for Financial Management Improvement and Achieving Audit Readiness United States. Congress. House. Committee on Armed Services. Panel on Defense Financial Management and Auditability Reform, 2011 |
| dod strategic management plan: The New Face of Government David E. McNabb, 2009-03-24 Change is sweeping the globe, and at the government level, operational changes are prompting many public administrators to develop new management styles and ways of delivering services to their citizens. In the process, they are changing the face of government. The New Face of Government: How Public Managers are Forging a New Approach to Governance explores how national leaders are changing the art and practice of government and how public managers are shaping and guiding government’s response to the transformation. Includes a Field-Tested Survey for Diagnosing Institutional Disequilibrium Focusing on change at the federal, state, and local levels, this book addresses policy dimensions such as: Strategic and knowledge management Enterprise architecture Information and communications technology Organizational performance assessment Technological and organizational improvement It evaluates how these areas enable agencies from the public and private sectors to become more cost-effective, performance-oriented learning organizations. Not all the ambiguities in policy making and administration have been resolved. However, there is much hope for the future of government and governance. The successes and failures included in The New Face of Government: How Public Managers are Forging a New Approach to Governance illustrate this promise and provide guideposts for public managers who find themselves faced with similar problems and new challenges. About the Author: David E. McNabb teaches a variety of public and private administration and management courses both in the U.S. and abroad, including college and university programs in Latvia, Bulgaria, Germany, the United Kingdom, Italy, France, and Belgium. He is the author of nearly 80 peer-reviewed conference papers and articles. This is his seventh book. |
| dod strategic management plan: Administration Perspectives on Managing the Defense Acquisition System and the Defense Acquisition Workforce United States. Congress. House. Committee on Armed Services. Panel on Defense Acquisition Reform, 2010 |
| dod strategic management plan: Military Readiness United States. General Accounting Office, 2001 |
| dod strategic management plan: The George W. Bush Defense Program Stephen J. Cimbala, 2010 The events of 9/11 and the wars in Iraq and Afghanistan make an obvious case for expert study of the George W. Bush defense program. During the Bush administration, the rise and fall of governments, the fates of peoples, and the very definitions of war and victory were up for discussion. The United States, with its unprecedented global military power at the dawn of the twenty-first century, created new opportunities for using foreign policy and military strategy on behalf of national and allied interests. But this power was limited, and its use against unconventional or otherwise unorthodox enemies required careful calibration of its various instruments. In this insightful series of essays edited by Stephen Cimbala, eleven academic experts prominent in the defense and security think-tank communities assess Bush's defense program. Many also have past or current experience in the U.S. government or the American armed forces. They examine Bush's defense policy and strategy across several critical issues, including Iraq, Afghanistan, terrorism, nuclear arms control, and foreign military sales. In addition, special chapters are devoted to the leadership style of former defense secretary Donald Rumsfeld, to the idea of victory as it might apply to Bush's defense decisions, and to the best exit strategy from Iraq for the United States. The lessons learned from the successes and failures in Bush's defense policy, clearly presented in The George W. Bush Defense Program, can also be applied to the appraisal of all presidents. |
| dod strategic management plan: Defense Business Transformation: Achieving Success Requires a Chief Management Officer to Provide Focus and Sustained Leadership , 2007 Although DOD has made progress toward establishing a management framework for overall business transformation, the framework currently focuses on business systems modernization and does not fully address broader business transformation efforts. In 2005, DOD set up the Defense Business Systems Management Committee to review and approve the business enterprise architecture a transformation blueprint and new business systems modernization investments. It also established the Business Transformation Agency, which currently reports to the Vice Chair of the Defense Business Systems Management Committee, to coordinate and lead business transformation across the department. Despite these steps, DOD has not clearly defined or institutionalized interrelationships, roles and responsibilities, or accountability for establishing a management framework for overall business transformation. For example, differences of opinion exist within DOD about the roles of various senior leadership committees. Until DOD's business transformation management framework is institutionalized and encompasses broad responsibilities for all aspects of business transformation, it will be challenging for DOD to integrate related initiatives into a sustainable, enterprise-wide approach to successfully resolve weaknesses in business operations that GAO has shown are at high risk of waste, fraud, and abuse. |
| dod strategic management plan: Departments of Veterans Affairs and Housing and Urban Development, and Independent Agencies Appropriations for 2004 United States. Congress. House. Committee on Appropriations. Subcommittee on VA, HUD, and Independent Agencies, 2003 |
| dod strategic management plan: Results Act United States. General Accounting Office. RCED., 1997 |
| dod strategic management plan: Department of Defense/Strategic Defense Initiative Organization Compliance with Federal Advisory Committee Act United States. Congress. Senate. Committee on Governmental Affairs, 1988 |
| dod strategic management plan: President's management agenda the results from the Department of Defense , 2005 |
| dod strategic management plan: Human Capital Brenda S. Farrell, 2011 This is a print on demand edition of a hard to find publication. As of March 2010, DoD's total civilian workforce included 718,000 full-time civilians, including more than 2,900 civilians in the senior mgmt., functional, and technical personnel workforce. Further, DoD reported that, as of the end of Sept. 2009, there were more than 118,000 civilians in DoD's acquisition workforce. DoD will have 30% of its workforce eligible to retire by 2015; therefore, it needs to reduce its reliance on contractors to augment the current workforce. In early 2010, DoD submitted its 2009 update to the human capital strategic plan. This report determined the extent to which DoD's strategic workforce plan addresses the FY 2010 requirements applicable to: (1) the overall civilian workforce; (2) the senior leader workforce; and (3) the acquisition workforce |
| dod strategic management plan: Department of Defense: Financial Management Improvement and Audit Readiness Efforts Continue to Evolve Asif A. Khan, 2011 This is a print on demand edition of a hard to find publication. As one of the largest and most complex organizations in the world, the DoD faces many challenges in resolving its pervasive and long-standing financial mgmt. and related business operations and systems problems. DoD is required by various statutes to: (1) improve its financial mgmt. processes, controls, and systems to ensure that complete, reliable, consistent, and timely info. is prepared and responsive to the financial info. needs of agency mgmt. and oversight bodies; and (2) produce audited financial statements. This statement provides a perspective on DoD's current efforts to address its financial mgmt. weaknesses and achieve auditability, including the status of its Enterprise Resource Planning system implementations. Charts and tables. |
| dod strategic management plan: Nominations Before the Senate Armed Services Committee, First Session, 107th Congress United States. Congress. Senate. Committee on Armed Services, 1961 |
| dod strategic management plan: Defense management additional actions needed to enhance DOD's riskbased approach for making resource decisions : report to the Subcommittee on Readiness and Management Support, Committee on Armed Services, U.S. Senate. , |
| dod strategic management plan: Information Resources Management Plan of the Federal Government , 1991 |
| dod strategic management plan: DOD Civilian Personnel United States. General Accounting Office, 2004 |
| dod strategic management plan: Strategic human capital management Jon Ingham, 2007 |
| dod strategic management plan: Defense Acquisitions: Department of Defense Actions on Program Manager Empowerment and Accountability , |
| dod strategic management plan: Military Construction Appropriations for 1998 United States. Congress. House. Committee on Appropriations, 1997 |
| dod strategic management plan: DOD personnel DOD actions needed to strengthen civilian human capital strategic planning and integration with military personnel and sourcing decisions. , |
| dod strategic management plan: Financial Management and Business Transformation at the Department of Defense United States. Congress. Senate. Committee on Armed Services. Subcommittee on Readiness and Management Support, 2012 |
| dod strategic management plan: Defense Logistics William M. Solis, 2009-05 Military operations in Iraq and Afghanistan have focused attention on the performance of DoD¿s supply chain management. DoD spent $178 billion on its supply chain in FY 2007. There have been many reported weaknesses in DoD's management of its supply chain. DoD released its Logistics Roadmap in July 2008 to guide, measure, and track logistics improvements. DoD has identified two technologies included in this roadmap -- item unique ident. (IUID) and passive radio frequency ident. (RFID), as having promise to address weaknesses in asset visibility. This report reviewed: the extent to which the roadmap serves as a comprehensive, integrated strategy to improve logistics; and the progress DoD has made implementing IUID and passive RFID. |
| dod strategic management plan: Defense management tools for measuring and managing Defense agency performance could be strengthened : report to the Committee on Armed Services, U.S. Senate. , |
| dod strategic management plan: Is the Financial Management Workforce Positioned to Achieve DOD's Financial Improvement Goals? United States. Congress. House. Committee on Armed Services. Panel on Defense Financial Management and Auditability Reform, 2012 |
| dod strategic management plan: Report of the Secretary of Defense to the President and the Congress United States. Department of Defense, 1997 |
| dod strategic management plan: Report of Secretary of Defense ... to the Congress on the FY ... Budget, FY ... Authorization Request, and FY ... Defense Programs United States. Dept. of Defense, 1997 |
| dod strategic management plan: Encyclopedia of Information Science and Technology, Fifth Edition Khosrow-Pour D.B.A., Mehdi, 2020-07-24 The rise of intelligence and computation within technology has created an eruption of potential applications in numerous professional industries. Techniques such as data analysis, cloud computing, machine learning, and others have altered the traditional processes of various disciplines including healthcare, economics, transportation, and politics. Information technology in today’s world is beginning to uncover opportunities for experts in these fields that they are not yet aware of. The exposure of specific instances in which these devices are being implemented will assist other specialists in how to successfully utilize these transformative tools with the appropriate amount of discretion, safety, and awareness. Considering the level of diverse uses and practices throughout the globe, the fifth edition of the Encyclopedia of Information Science and Technology series continues the enduring legacy set forth by its predecessors as a premier reference that contributes the most cutting-edge concepts and methodologies to the research community. The Encyclopedia of Information Science and Technology, Fifth Edition is a three-volume set that includes 136 original and previously unpublished research chapters that present multidisciplinary research and expert insights into new methods and processes for understanding modern technological tools and their applications as well as emerging theories and ethical controversies surrounding the field of information science. Highlighting a wide range of topics such as natural language processing, decision support systems, and electronic government, this book offers strategies for implementing smart devices and analytics into various professional disciplines. The techniques discussed in this publication are ideal for IT professionals, developers, computer scientists, practitioners, managers, policymakers, engineers, data analysts, and programmers seeking to understand the latest developments within this field and who are looking to apply new tools and policies in their practice. Additionally, academicians, researchers, and students in fields that include but are not limited to software engineering, cybersecurity, information technology, media and communications, urban planning, computer science, healthcare, economics, environmental science, data management, and political science will benefit from the extensive knowledge compiled within this publication. |
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