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2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
2012 2017 STRATEGIC VISION
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2012 2017 STRATEGIC VISION

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  • 1. STRATEGIC VISION 2012-2017 One Mission · One Team · One Agency Grant Schneider, Deputy Director for Information Management and Chief Information OfficerDS • DIRECTORATE FOR INFORMATION MANAGEMENT AND CHIEF INFORMATION OFFICER COMMITTED TO EXCELLENCE IN DEFENSE OF THE NATION
  • 2. Table of Contents CIO’s Letter........................................ iii Our Mission........................................iv . Our Vision...........................................iv Our Role..............................................iv Introduction.........................................v . Goals. .................................................. 1 . Goal 1: Facilitate and Enhance Information Sharing Across the Department of Defense Intelligence Information System (DoDIIS)................................. 2 Goal 2: Achieve World-class IT Security and Collaboration across Multiple Networks.............................................. 4 Goal 3: Develop the DS Workforce.................. 6 Goal 4: Operate Effectively and Efficiently....... 8 Conclusion. ....................................... 11 . Acronyms and Terms List.................. 13 . Endnotes............................................ 15 Committed to Excellence in Defense of the Nation i
  • 3. ii One Mission · One Team · One Agency
  • 4. DEFENSE INTELLIGENCE AGENCY DS • DIRECTORATE FOR INFORMATION MANAGEMENT AND CHIEF INFORMATION OFFICERThe Directorate for Information Management and Chief Information Office (DS) and its mission are critical to ournation’s security. Information Technology (IT) is a vital asset to intelligence analysts, warfighters, and national policymakers as they execute their mission. Threats to IT systems and information security are evolving; DS’ technology mustevolve accordingly. We must defend against changing and diverse threats while delivering reliable and consistent servicesto our customers ensuring the success of the Department of Defense Intelligence Information System (DoDIIS).The realities of today’s fiscal environment determine how DS will meet our mission and respond to the strategicimperatives before us. Driven by our customers’ priorities, our focus is on enhancing the nation’s technology advantageand on providing an environment for secure, collaborative information sharing.Our customers rely on us to deliver on our commitments because we execute the U.S. national security missionthrough IT capabilities. President Obama reiterated the importance of IT to national security when he said: “Our technological advantage is a key to America’s military dominance…From now on, our digital infrastructure —the networks and computers we depend on every day—will be treated as they should be: as a strategic national asset…We will ensure that these networks are secure, trustworthy and resilient.” 1DS is strengthening commitment to our customers through security and collaboration. Additionally, we are providingproducts and services that deliver mission advantage resulting in greater trust across Defense Intelligence Agency(DIA) and DoDIIS. The DS Strategic Vision will attain this and will guide DS’ priorities, plans, resource allocations,and actions from fiscal year 2012 to 2017. Three change imperatives guide the DS strategy: 1. Enhance our technology advantage. 2. Build customer trust to strengthen DS as the preferred IT provider for DIA and DoDIIS. 3. Achieve operational excellence.The DS Strategic Vision reflects these imperatives and describes four actionable, measurable goals that lead tooutcomes addressing our customers’ concerns: Goal 1: Facilitate and Enhance Information Sharing across DoDIIS Goal 2: Achieve World-class IT Security and Collaboration across Multiple Networks Goal 3: Develop the DS Workforce Goal 4: Operate Effectively and EfficientlyUltimately, DS will establish One Secure Environment (OSE) that hosts multiple levels of classified information. DSalso will be able to define and designate defense intelligence IT as a weapons system. Designating defense intelligenceIT in this category ensures that IT receives the management attention, resources, and oversight necessary to meetwarfighters’ and policymakers’ evolving technology needs.I thank you for your commitment to DS’ mission and your service to our nation.Grant SchneiderDeputy Director ofInformation Management and Chief Information Officerof the Defense Intelligence Agency  Committed to Excellence in Defense of the Nation iii
  • 5. Our MissionDS delivers secure digital intelligence through IT supremacy, ensuring vigilant awareness, and enablingdecision advantage anywhere at any time.Our VisionOne agile, secure, global IT enterprise, driving information dominance throughout the operationalspectrum in defense of our nation, by leveraging technology across all classification domainsthrough OSE.Our RoleDS must succeed for the nation’s intelligence enterprise to succeed. Intelligence and information todayare inherently digital; the nation trusts us to securely distribute that information so those involved indefense—from top decision makers to individual warriors—can secure our country. To fulfill this trust,we partner with those who contribute to the intelligence mission.iv One Mission · One Team · One Agency
  • 6. IntroductionIT plays a vital role in enabling the defense intelligence mission. An incredible challenge facing ournation is securing information from internal and external threats while enabling beneficial collaborationwithin our internal national security infrastructure. Specifically, DIA Director Lieutenant GeneralRonald L. Burgess, Jr. stated that DIA must stay ahead of the advanced pace of available informationtechnology capabilities to timely address the challenges that face the defense intelligence mission.The DIA Strategy cites that “DIA must rapidly implement new and innovative approaches in order tooutpace the application of low technology advantages by our nation’s adversaries.” 2The entire Defense Intelligence Enterprise (DIE), defined as the collection of the Department ofDefense intelligence, counterintelligence and security communities, 3 is evolving its practices anddeveloping new capabilities to support information sharing while being fiscally responsible. Thiswill enable DIE to continue to fulfill its mission to “support our national, defense and internationalpartners with “knowledge rich” all-source defense intelligence, counterintelligence, and security.” 4DoDIIS is a significant partner in the DIE community.DS, through its leadership of DoDIIS, has a unique role in advancing the technical capabilities ofDoDIIS as the architect and maintainer for all-source defense intelligence networks. 5 DS is leading theDoDIIS community into an era of new capabilities and enhanced delivery of intelligence information. Committed to Excellence in Defense of the Nation v
  • 7. Five enduring principles, based on mission requirements, guide DS’actions to fulfill our mission as the technology provider for defenseintelligence.Guiding Principles Threats to IT systems and information security are evolving and DS’ technology must evolve1. The customer mission is our mission. We partner accordingly. DS approaches IT security with our customers to achieve their missions. holistically to address complex, changing, multifaceted threats. We also provide secureDS is a mission partner that aligns to customers’ common solutions across classified networksagendas and builds trust by providing solutions to in order to protect our data without sacrificinghelp realize customer goals. Mission partnership access to tools or hindering connections amongrequires a foundation of trust between DS and its Intelligence Community partners.customers. Trust starts with delivering consistent,reliable products and excellent customer service. 4. We sustain technological advantage and agilityMission partnership goes beyond delivery to within DIA.engaging with customers in early discussions toidentify and solve customers’ unique technology DIA supports warfighters by providingneeds. DS, as the primary IT provider for intelligence information that influences tacticalDoDIIS, also collaborates closely with other movements and strategic operations againstorganizations to shape IT solutions that advance U.S. enemies. As an agency DIA will be moremissions in a timely manner. DS builds trust as agile, adaptable, and flexible so warfighters cana mission partner by consistently delivering on use DIA products to adjust quickly to evolvingcustomers’ requirements. threats in today’s operational environment. Production and delivery of this intelligence is2. We enhance intelligence collaboration and dependent on the technology that DS provides. communication across the Federal Government. DS is committed to agility by creating a secure IT environment that enables increased real-Effective intelligence production and use requires time information sharing, eases collaborationcollaboration and communication. Intelligence and analysis, and effectively distributes timelyanalysts must connect with each other to link intelligence information to those who need itdata that, in the aggregate, provides insight quickly. DS’ efforts yield more accurate andand context. 6 Designated warfighters, defense time-relevant intelligence information and helpplanners, national security policy makers, and our armed forces be more responsive to threats.international partners then receive intelligence DS is constantly striving to strengthen DIA’sinformation. 7 Developing and communicating technological advantage today, and ensure thatintelligence requires consistent IT services DIA retains its advantage in the future. We willenabled by DS. Equally significant, DS promotes remain ahead of the curve.a collaborative culture across DoDIIS and itsmission partners, recognizing that collaboration 5. We demonstrate operational excellence asand communication are behavioral and cultural stewards of our citizens’ precious resources.practices that IT enables. 8 The DS mission is ever-changing and essential3. We ensure IT security across the Defense and to the defense of our nation, regardless of Intelligence Communities. resource constraints. Budget realities dictate thatvi One Mission · One Team · One Agency
  • 8. the defense intelligence community execute its DS must maintain the technological advantagemission with operational excellence, defined as that helps DIA produce all source intelligencethe joining of effective execution and efficient analysis. In the immediate future maintaining thisresource use. DS strives to reduce redundancies technological advantage involves a multifacetedand increase efficiency across the community. DS approach based on expressed customer needs.wisely uses its people, assets, and technology to DS will provide reliable desktop services to helpeffectively deliver relevant timely products and analysts across defense intelligence organizationsservices, achieving more with fewer resources. and geographic locations fulfill their missions quickly. DS will evolve an IT infrastructureChange Imperatives to facilitate information sharing and gain operational efficiencies. These actions meetThe Guiding Principles define broad, enduring, the technology needs of individuals and theaims that guide DS as it fulfills its mission. The enterprise, while also meeting DS’ need for cost-Change Imperatives are derived from the Guiding effective solutions.Principles and drive DS’ strategic goals. Recentevents as outlined below illustrate even further 2. Build customer trust to strengthen DS as thethe necessity for change. preferred IT provider in DoDIIS.• In 2010, an Army soldier allegedly leaked classified information to the organization Establishing a reputation as the preferred IT Wikileaks, which then used IT tools to provider is necessary for DS to become a trusted release thousands of classified military and mission partner that customers turn to for diplomatic documents through the web. effective day-to-day technology solutions and for The information compromise and the solving unique, critical, mission needs. To become global disclosure of sensitive information the preferred IT provider, DS will build trust by potentially endangers U.S. troops and consistently delivering reliable IT products and damages U.S. diplomatic relationships. services that enhance customers’ IT experience. DS will also engage in early discussions with• In 2009, the Department of State listed customers to drive mission solutions. These Umar Farouk Abdulmutallab, the Christmas actions strengthen DS’ relationship with Day bomber, on a register of individuals with individual customers and improve our standing as alleged terrorist connections; his name was the preferred IT provider throughout DoDIIS. not shared with American allies nor placed on the no-fly list, allowing the individual 3. Achieve operational excellence. to board a transcontinental airliner with explosives. 9 DS’ mission is critical, constantly evolving, and ongoing. However, DS’ resources are finite and• China has allegedly launched numerous, may face reductions in the near future. By 2015, varied, cyber attacks against the U.S. DoD plans to reduce IT costs as it encourages government, allies, and private industry building centralized IT infrastructures, processes, partners since 2002 and will likely continue and applications usable throughout defense to attack our IT systems. 10 agencies. DoD will also reduce the budget of the national intelligence apparatus as it looks toThe seriousness of the events above require direct minimize unnecessary duplication. Regardlessaction and the Change Imperatives reflect the of budget cuts, our mission is vital and must bebreadth and depth of the response DS must take. fulfilled. DS will adapt to budget reductions by1. Enhance our technology advantage. transforming its organization, processes, and human capital to be more operationally efficientEvents on the battlefield develop rapidly; while providing customers with high qualitywarfighters and national security leaders need products and services. We will execute ouraccurate, real-time, intelligence information. mission with operational excellence. Committed to Excellence in Defense of the Nation vii
  • 9. The Guiding Principles and Change Imperatives outline the driversbehind DS’ Strategic Vision. Based on these drivers, DS has set thefollowing goals that it will accomplish during the years of 2012 to 2017.Goal 1: Facilitate and Enhance Information customers’ IT challenges. After 2017, DS will Sharing across the Department of Defense establish the OSE that hosts multiple levels of Intelligence Information System (DoDIIS) classified information. The OSE, based on the Private Cloud Network (PCN) instituted in theGoal 2: Achieve World-class IT Security and 2012-2017 period, will allow quicker and easier Collaboration across Multiple Networks secure information sharing across agencies andGoal 3: Develop the DS Workforce classification levels.Goal 4: Operate Effectively and Efficiently DS’ enhanced reputation and capabilities willUltimately, these goals will set the organizational enable the organization to define and designateand technical conditions for DS to achieve its defense intelligence IT as a weapons system.vision after 2017. Defense intelligence IT will receive management attention, resources, and oversight necessary toDuring 2012 to 2017, DS will solidify serve warfighters’ and policymakers’ evolvingoperational efficiencies, trust, and credibility needs and further DS’ mission to defendto perform as a mission partner that resolves the nation.  viii One Mission · One Team · One Agency
  • 10. Goals Goal 1: Facilitate and Enhance Information Sharing across the Department of Defense Intelligence Information System (DoDIIS) Goal 2: Achieve World-class IT Security and Collaboration across Multiple Networks Goal 3: Develop the DS Workforce Goal 4: Operate Effectively and Efficiently  Committed to Excellence in Defense of the Nation 1
  • 11. Goal 1: Facilitate and Enhance Information Sharing across theDepartment of Defense Intelligence Information System (DoDIIS)The defense intelligence community understands are delivered as a service to external customersinformation sharing is critical to advance the using internet technologies. 14 The PCN, foundedmission, facilitate effective and efficient war- on JWICS, is critical to gaining mission and costfighting, conduct intelligence and business efficiencies immediately on TS/SCI networksprocesses, and execute other national security and delivering intelligence information fasteractivities. Over time organizational processes and more cheaply through the PCN’s commonand technical silos have limited sharing and infrastructure. Enhancing the PCN will expandcollaboration. Many agencies have unique DoDIIS’s flexibility by enabling capacity to betechnology infrastructures, making it difficult added or removed quickly, based on shifting userto exchange and synthesize valuable information demand. The PCN will facilitate informationacross agencies. sharing by transforming the current DoDIIS IT infrastructure into an agile, mission-centricDS is committed to building a network environment. DS will:environment that enables simpler, timely, secureinformation sharing across DoDIIS, to allow • Evolve the current infrastructure to a scalablemore collaborative discovery, synthesis, and and flexible PCN infrastructure to responddelivery of intelligence information between to changing customer demand and enablewarfighters, defense planners, policy makers, and quicker, easier, information sharing acrossinternational partners. 11 Recognizing information DoDIIS.sharing is predicated on skillful managementof the risk of unauthorized disclosures, DS will • Provide the flexible computing powerenable information sharing while maintaining necessary to increase operational excellencethe highest levels of security. 12 Expanding and meet evolving requirements.information sharing at the IC level will be thefirst step to facilitating information sharing • Create budget and operational efficiencies bythroughout DoDIIS. Policy and culture also play centralizing network control under DS.a role in advancing information sharing and DS 1.2: Provide access to tools and information acrosswill actively influence necessary policy guidelines different network and security domains.and encourage an information sharing culture.1.1: Enhance the cloud computing environment. Our customers must collect information and leverage tools from across the defense intelligenceDS is continuously maintaining and improving community, around the globe, and fromDoDIIS global IT infrastructure to make tactical to strategic levels to effectively executeinformation sharing easier. Budget realities their missions. Currently, defense intelligencedictate that DoDIIS IT infrastructure transforms agencies, combatant commands, and militaryto meet those needs efficiently and effectively services have their own separate networks andas the DoD looks to reduce IT expenditures. 13 data repositories. Separate networks make itTo that end, DS is committed to evolving our difficult to access tools and piece togethercurrent infrastructure into an improved PCN. facts and suppositions that in the aggregateCloud computing is a style of computing in could provide forewarning of threats. 15 DSwhich scalable and elastic IT‑enabled capabilities must provide seamless access to these tools and2 One Mission · One Team · One Agency
  • 12. information across different domains regardless information out of ease and obligation. DSof organization ownership and security level. must influence the development of legislationSeamless access to information will facilitate and directives that achieve informationcommunication and understanding with mission sharing and security by regulating technologypartners and allow customers to synthesize advancements. 17 DS will encourage its employeesinformation more quickly and easily and create a to practice information sharing across thedecision advantage. DS will: directorate and with external mission partners by fostering a “responsibility to provide” culture• Manage and deliver intelligence information and influencing necessary policy and authority and tools to our customers across multiple changes. 18 DS will: classification domains. • Emphasize the value of sharing information• Set and facilitate the application of and expand awareness of information sharing consistent standards and protocols to capabilities through release of DS-wide ensure interoperability between systems communications. and applications across DoDIIS and in the cross-IC Common Operating Environment • Encourage information sharing by aligning (COE). compensation, performance objectives, and incentives around the behavior.1.3: Cultivate an environment in which members of DoDIIS routinely practice information sharing. • Train workforce and customers on information sharing practices and tools.At its heart, information sharing is a behaviorfacilitated by technology. 16 To encourage • Advocate for relevant policy changesinformation sharing, DS must cultivate an through partnerships with peer agencies andenvironment in which people routinely share policymakers. Committed to Excellence in Defense of the Nation 3
  • 13. Goal 2: Achieve World-class IT Security and Collaboration acrossMultiple NetworksInternal and external security threats change security to secure defense and intelligencerapidly as our enemies create new methods to networks from threats. DS will:compromise our IT systems. DS will provide aworld-class security infrastructure and evolve its • Assess and manage security risks andmethods to protect the defense intelligence IT vulnerabilities inherent in protecting theinfrastructure from capable aggressors. nation’s most sensitive information.DS will achieve security and facilitate • Build physical security infrastructure for theinformation sharing, collaboration, and access to PCN to protect hardware, programs, andour portfolio of tools and services across multiple data from damage or loss.classification levels. 19 Today’s mission requires • Develop network and cyber securityintelligence information from across agency capabilities to detect and defend the networklines and classification levels. However, classified against internal and external threats.networks are numerous, complex, physicallyseparate, and differ across agencies. Members of • Manage security configurations andthe defense intelligence community must log on automate compliance monitoring andto multiple machines and transfer information enforcement.across networks to execute their mission. 20 Theexchange process is time consuming and delays 2.2: Securely connect multilevel security domainsinformation from reaching users who need it. utilizing persona-based access.To meet mission needs, DS will build a security DoDIIS uses multiple classified, physicallyinfrastructure to defend against threats in a separate networks to achieve mission goals.dynamic network environment. DS will provide Members of DoDIIS must log in to multipleaccess between multiple secure networks networks in order to access necessaryby implementing persona-based access and information. Additionally, individuals have toinfluencing necessary policy changes. forego access to certain tools that are limited to specific networks. 21 This process delays2.1: Build a security infrastructure to defend against intelligence information from reaching those threats in a dynamic network environment. who need it. DS will increase delivery speed of critical mission services by maintainingDefense intelligence systems and networks are distinct and physically connected networks thatconstantly under attack. Fortifying our systems individuals will access through persona-basedand networks is difficult because as IT needs access. Users on one network will be able toexpanded, organizations independently developed connect to another network and access toolsIT infrastructures with unique standards and information more easily because of reducedand security provisions. A given network’s time required to log in to multiple networks.weak security procedures can place DoDIIS’ An individual’s unique persona and clearanceinfrastructure at risk. To remedy this, DS will level will determine his or her level of accessbuild a holistic security infrastructure including to information and tools. This will save time,physical, network, cyber, and information money, and facilitate information sharing.4 One Mission · One Team · One Agency
  • 14. DS will: As the defense intelligence community progresses to meet evolving mission needs and leverages• Assess the solution gaps on JWICS, SIPR, technology, IT policies and authorities must NIPR and across TS/SCI networks. also evolve to remain relevant and current.• Bridge physical division of classified Specifically, policy changes are required to networks. build the PCN, support access to multiple networks, and implement persona-based identity• Implement persona-based identity access management. DS will: management across its user base. • Identify policy gaps that impact2.3: Influence evolution of policies and authorities. implementation and adoption of PCNTransforming the IT infrastructure in the defense capabilities, connecting networks, andintelligence community requires changes beyond persona-based identity management.technology. Historical IT infrastructure is thebasis for current policies and authorities and • Work with mission partners to influencetherefore limits future development of IT. relevant IT related policies. Committed to Excellence in Defense of the Nation 5
  • 15. Goal 3: Develop the DS WorkforceDS will face greater challenges as the organization In order to maximize growth potential forand mission expand to address changing employees, DS will:technology and security threats. The DSworkforce is the key to successful execution of the • Align employees’ Individual DevelopmentDIA and DoDIIS mission. DS staff is responsible Plans (IDPs) and yearly objectives to the DSfor executing the mission on a day-to-day basis Strategic Vision and Career Path Guides 23while planning for and progressing towards the • Optimize current workforce skills andDS Strategic Vision. The mission challenges of abilities by providing regular and relevantthe next two to five years will require diverse training opportunities and experiences tointellectual perspectives and a broad range of individuals at all levelsskills. DS will shape the workforce for the futureby developing current employees and recruiting 3.2: Recruit diverse talent necessary to increase depthnew talent. 22 and breadth of workforce capabilities to addressBy shaping the DS workforce and enhancing future needs.technology, DS will contribute to developing IT While DS’ current workforce possesses skillsskills across DoDIIS. As this community utilizes and competencies to meet today’s demands,the enhanced technology provided by DS, such the future will require new capabilities. DS willas self-service, collaboration tools, etc, they build its workforce by recruiting individualswill develop their skills and abilities to achieve with appropriate skills and knowledge to replaceoptimal performance. departing employees, in addition to training current employees in critical skills. DS will:3.1: Develop workforce skills and expertise necessary to execute our Strategic Vision and build the • Attract talent by establishing a new talent next generation of technology leadership for value proposition centered on the unique DoDIIS. opportunities at DS to contribute to national security and develop advancedDS will establish and operate a training program technology.for DS employees. The DS workforce needsadequate training, tools, and opportunities to • Secure top talent efficiently and effectivelyrefresh skills, develop new competencies, and by identifying key sources of talent andprepare for leadership roles. Talented junior executing a focused recruitment strategy.employees can draw on their valuable training • Supplement workforce with contractors toand experiences to become the next generation of address the need for rapidly changing ITDS leaders, as our current workforce retires. The skills.training and experience working with DS willalso equip select employees to lead the broader • Enhance new employees’ ability to beDoDIIS community’s technology growth in a productive, high performing contributors torapidly changing environment. the mission by developing and implementing6 One Mission · One Team · One Agency
  • 16. a DS-specific new hire integration program employees use to execute their work, and the to complement DIA’s Gateway orientation. overall value proposition of working for DS. DS will:3.3: Enhance the DS work environment and improve employee satisfaction. • Regularly survey employees to measure satisfaction across broad categories andDS needs to retain satisfied employees who resolve issues that affect quality of life.it can invest in to build the next generationof DS leaders. Establishing and maintaining • Develop and enhance the tools andhigh employee morale and satisfaction creates capabilities employees use to complete worktremendous benefit for any organization, as and collaborate.satisfied and enthusiastic employees have greater • Retain talented people by emphasizingcommitment to DS and are more effective the unique and meaningful value of anmission executers. There are many factors in opportunity to contribute to nationalimproving high employee satisfaction and security and develop advanced technology.lowering employee turnover. DS will take aholistic approach to employee satisfaction by • Foster long-term employee investment inreviewing and enhancing the employee culture, DS’ future by providing transparency intoemployee quality of life, policies and tools leadership and organization direction. Committed to Excellence in Defense of the Nation 7
  • 17. Goal 4: Operate Effectively and EfficientlyWe must meet our customer and internal needs.” As such, customer satisfaction is a keymission needs without fail; U.S. national security measure of DS’ mission success. Building trustdepends on DS. In order to understand and meet is at the crux of improving customer satisfactioncustomer needs effectively, DS must build trust with DS. Customers across DoDIIS most valueas a mission partner. A mission partner goes working with a trustworthy IT organization; anbeyond traditional desktop and network support, organization they can rely on to deliver consistentfully understands and aligns to its customers’ products and services that work and respondagenda, and works in partnership to provide to their needs. 24 Given customers’ emphasis onthe most relevant and timely comprehensive trust, DS must enhance customer relationshipstechnology solutions to enable mission execution. by earning credibility and building trust atDS will earn a reputation as a mission partner by both the enterprise level and through individualconsistently delivering on customers’ expectations interactions. 25 DS will build trust in two ways.and enhancing customer service during support First, DS will consistently offer effective, reliable,interactions. DS understands holistically what it products and service to meet customers’ missiontakes to become a mission partner and will work needs. DS will also establish greater transparencydiligently to enhance customer trust. into available products and service request fulfillment, thus clarifying expectations andWhile our commitment to our customers is creating visibility into DS performance. Trust isendless, our resources are limited. DS must meet the foundation of mission partnership. Earningour customers’ mission by being good stewards and keeping the right to be a mission partnerof taxpayer resources and operating efficiently. requires understanding customer needs andDS must also enable IT efficiencies throughout proactively partnering with customers duringDoDIIS since information technology has been early mission phases to execute mission priorities.one of the great levers for lowering operating DS will:costs. Improving efficiency and effectiveness willhelp us excel at our own mission, and enable • Set customer experience expectations byothers to perform theirs, faster, with higher establishing service level commitments andquality, and at a lower cost. We will execute our measuring, synthesizing, and communicatingmission with operational excellence. DS will DS progress against service levels.steward IT resources through its control of the ITbudget. • Provide effective products and customer service that meet customer needs.Effectiveness: Increase customer satisfaction • Release communications that encourage customers to adopt new products and4.1: Achieve consistently higher levels of customer services. satisfaction by building customer trust. 4.2: Build reputation for service excellence.DS is a customer-centric organization dedicatedto working with DoDIIS as a mission partner. In order to be given the opportunity to teamOur promise to our customers is, “Committed with customers, customers must believe thatto mission and partnership, DS meets your IT DS will effectively and consistently provide8 One Mission · One Team · One Agency
  • 18. mission necessary IT services. DS’ reputation 4.3: Enhance IT operational efficiency.must be strong enough to support thisbelief. To strengthen our reputation, we will DS is committed to using taxpayers’ dollarsdeliver proactive, timely, knowledgeable, and efficiently to progress the mission of DoDIIS.professionally courteous customer service that DS will use resources more efficiently byour customers across DoDIIS desire. DS will seeking greater mission benefit from existingdesign timely and effective customer service technology assets and reforming our businessinteractions for each type of customer, with clear processes. Currently, the disparate systemsbusiness rules and expectations. We deliver these and networks of DoDIIS involve significantconsistent customer experiences in order to build maintenance and upgrade costs. Implementingtrust and exceed customer expectations. DS will: shared cloud computing technology and services as well as providing increased cross-• Design and implement efficient and effective domain access to common products are two key customer service interactions. initiatives to leveraging economies of scale to increase buying power. These initiatives will also• Infuse customer importance factors reduce redundant efforts and costs associated into service processes for each customer with IT development and operation across interaction channel. DoDIIS. Moreover, in line with the Federal• Deliver consistent professional frontline CIO’s efforts to reduce data centers, DS will service. continue consolidating data centers to gain cost savings and contribute to creating a greener IT• Prioritize mission critical service requests. infrastructure. In addition, DS will:• Fulfill service requests on time or earlier to • Regularly review how we operate at meet and exceed customer expectations. the leadership level to find step change improvements in operations, processes, and• Develop a robust self-service support tool to asset utilization. save customers time and effort necessary to request support. • Commit to an effective continuous process improvement program so that we constantly• Build help desk capacity for customers who identify and capture small and large ways to seek face-to-face or telephone support. execute the mission better, faster, and cheaper.• Consistently deliver services across all 4.4: Improve customer productivity. regions. In addition to capturing efficiencies internal toEfficiency: Achieve our mission with DS, we will also help our customers identify anddecreased funding by resourcefully capture efficiencies. First, DS will continuouslyleveraging internal assets and improving identify, share, and help implement IT toolsproductivity. that speed operations, improve collaboration, improve workflow, and reduce costs. ProvidingDS has an enduring duty to use taxpayer cloud-computing services to facilitate informationresources wisely, never forgetting that we work sharing and enabling increased cross-domainon behalf of American citizens. Organizations access to technology solutions are examples offrequently use information technology to generate how DS will improve employee productivity. Oursignificant operating efficiencies. DS will lead role also extends to helping customers reduceDoDIIS in taking advantage of new technology waste and complexity. In this context, providingto continuously reduce cost and improve standard products and services to meet customerproductivity, both internally within DS and DIA needs is a critical part of how DS will build trustand in our customer organizations. 26 and advance DS’ relationship with its customers, Committed to Excellence in Defense of the Nation 9
  • 19. while also reducing operating costs. DS customers • Release new products quickly based ondesire reliable basic desktop and network solutions, priority requests and urgent requirements.in addition to expecting DS to deliver on theirunique needs. 27 These needs are even more • Meet unique customer needs at the Edge bypronounced at the edge, defined as those places providing updated, reliable, equipment.in the world where DS customers are activelyengaged in enforcing or protecting U.S. foreign 4.5: Optimize geographic disbursement of workforcepolicy at the tactical level. DS is committed to and capabilities.understanding customer needs and helping themwork effectively and efficiently. DS will: Information technology plays an important role in helping organizations efficiently• Deliver a reliable desktop experience by surmount time and space constraints. This is assigning DS resources to priority projects important as the DS and DIA workforces are focused exclusively on the desktop experience. geographically disbursed. DS’ role is to provide communication, collaboration, and mission• Provide simple tools that customers can tools that reduce or eliminate the inefficiencies easily understand and use. associated with operating in multiple work locations. On behalf of the agency, we will• Offer training aids and demos to help help implement solutions that help us and customers understand how to use more our customers accomplish missions effectively, complicated products and services. regardless of time and physical location• Refine products based on customer feedback. considerations. DS will:• Improve most frequently used software • Provide effective communication and and hardware with timely and easy to use collaboration tools based on assessment of upgrades. customer needs.• Update product list frequently with a variety • Tailor products for employees working in of relevant offerings that enable mission needs. unique situations.  10 One Mission · One Team · One Agency
  • 20. ConclusionThe United States faces rapidly changing threats. To counter these threats and stay one step ahead,DoDIIS’ IT tools must enable the IC to quickly and securely collect, share, assess, and disseminateinformation from a variety of sources that span multiple agencies and classification levels. The DSStrategic Vision outlines how DS will advance the technical capabilities of DIA and DoDIIS. DS willtransform DoDIIS technology infrastructure to facilitate secure collaboration and information sharing,resource goals with human capital expertise, and fulfill our mission effectively and efficiently.The DS Strategic Vision describes goals that are thoughtful, actionable, and measureable. They leadto outcomes that help address defense intelligence community concerns and fulfill the DS mission.DS must now translate these strategic goals into initiatives, plans, and capabilities. Decisions aboutbudgeting, programs, operations, and acquisition will reflect the direction provided by the DS StrategicVision.Ultimately, DS will establish the OSE that hosts multiple levels of classified information. DS willalso be able to define and designate defense intelligence IT as a weapons system, enabling DS to meetpolicymakers’ and warfighters’ evolving needs and continue to defend our nation.Through its technical capacity and dedication to its customers, DS will enable DoDIIS to securelyshare information in order to be agile and responsive to the full spectrum of threats and preserveAmerica’s intelligence technology advantage.  Committed to Excellence in Defense of the Nation 11
  • 21. 12 One Mission · One Team · One Agency
  • 22. Acronyms and Terms ListCloud Model for enabling convenient, on-demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction. 28COE Common Operating EnvironmentDIA Defense Intelligence AgencyDoDIIS Department of Defense Intelligence Information SystemDoD Department of DefenseDS Directorate for Information Management and Chief Information Officer, DIAIC Intelligence CommunityOSE One Secure EnvironmentPCN Private Cloud Network Committed to Excellence in Defense of the Nation 13
  • 23. Endnotes1. President Barack Obama, “Remarks By The President On Securing Our Nation’s Cyber Infrastructure” (speech, White House, Washington, DC, March 05-29, 2009), http://www.whitehouse.gov/the-press-office/ remarks-president-securing-our-nations-cyber-infrastructure.2. Defense Intelligence Agency, 2012-2017 Defense Intelligence Agency Strategy (Washington, DC, 2011) Goal 3: Objective 3.33. U.S. Office of the Director of National Intelligence, United States Defense Intelligence Strategy (Washington, DC, 2008), http://merln.ndu.edu/archive/NSS/strategies/DefenseIntelligenceStrategy08May.pdf.4. U.S. Office of the Director of National Intelligence, United States Defense Intelligence Strategy (Washington, DC, 2008), http://merln.ndu.edu/archive/NSS/strategies/DefenseIntelligenceStrategy08May.pdf.5. U.S. Department of Defense, Joint Publication 6-0 – Joint Communications Systems (Washington, DC, 2010), II-2.6. U.S. Office of the Director of National Intelligence, United States Intelligence Community Information Sharing Strategy (Washington, DC, 2008), http://www.dni.gov/reports/IC_Information_Sharing_Strategy.pdf, 3.7. U.S. Department of Defense, Joint Publication 6-0 – Joint Communications Systems (Washington, DC, 2010), II-2.8. U.S. Office of the Director of National Intelligence, United States Intelligence Community Information Sharing Strategy (Washington, DC, 2008), http://www.dni.gov/reports/IC_Information_Sharing_Strategy.pdf, 11.9. Report of the United States Senate Select Committee on Intelligence, Attempted Terrorist Attack on Northwest Airlines Flight 253. (Washington, DC U.S. Government Printing Office, May 24, 2010)10. Mortimer Zuckerman, “How to Fight and Win the Cyberwar,” The Wall Street Journal, 6 December 2010, http://online.wsj. com/article/SB10001424052748703989004575652671177708124.html.11. Defense Intelligence Agency, 2012-2017 Defense Intelligence Agency Strategy (Washington, DC, 2011) Goal 3: Objective 3.1-3.2.12. U.S. Office of the Director of National Intelligence, United States Intelligence Community Information Sharing Strategy (Washington, DC, 2008), http://www.dni.gov/reports/IC_Information_Sharing_Strategy.pdf, 8.13. Jim Garamone, “Gates Puts Meat on Bones of Department Efficiencies Initiative,” American Forces Press Service (U.S. Department of Defense), (2010), http://www.defense.gov/news/newsarticle.aspx?id=60348.14. Thomas J. Bittman, “Private Cloud Computing: An Essential Overview,” Gartner Research, (2010).15. Defense Intelligence Agency, 2012-2017 Defense Intelligence Agency Strategy (Washington, DC, 2011) Goal 1: Objective 1.1-1.2.16. U.S. Office of the Director of National Intelligence, United States Intelligence Community Information Sharing Strategy (Washington, DC, 2008), http://www.dni.gov/reports/IC_Information_Sharing_Strategy.pdf, 18. Committed to Excellence in Defense of the Nation 15
  • 24. 17. U.S. Office of the Director of National Intelligence, United States Intelligence Community Information Sharing Strategy (Washington, DC, 2008), http://www.dni.gov/reports/IC_Information_Sharing_Strategy.pdf, 8.18. U.S. Office of the Director of National Intelligence, Intelligence Community Directive 501 (Washington, DC, 2009), http://www.dni.gov/electronic_reading_room/ICD_501.pdf, 2.19. Defense Intelligence Agency, 2012-2017 Defense Intelligence Agency Strategy (Washington, DC, 2011) Goal 1: Objective 1.2.20. U.S. Office of the Director of National Intelligence, United States Intelligence Community Information Sharing Strategy (Washington, DC, 2008), http://www.dni.gov/reports/IC_Information_Sharing_Strategy.pdf, 3.21. U.S. Office of the Director of National Intelligence, United States Intelligence Community Information Sharing Strategy (Washington, DC, 2008), http://www.dni.gov/reports/IC_Information_Sharing_Strategy.pdf, 3.22. Defense Intelligence Agency, 2012-2017 Defense Intelligence Agency Strategy (Washington, DC, 2011) Goal 2: Objective 2.2-2.3.23. Defense Intelligence Agency, 2012-2017 Defense Intelligence Agency Strategy (Washington, DC, 2011) Goal 4: Objective 4.1.24. U.S. Defense Intelligence Agency, Directorate for Information Management and Chief Information Officer, DS Voice of the Customer Survey 2010 Analysis (Washington, DC, 2010).25. U.S. Defense Intelligence Agency, Directorate for Information Management and Chief Information Officer, DS Voice of the Customer Survey 2010 Analysis (Washington, DC, 2010).26. Defense Intelligence Agency, 2012-2017 Defense Intelligence Agency Strategy (Washington, DC, 2011) Goal 3: Objective 3.3.27. U.S. Defense Intelligence Agency, Directorate for Information Management and Chief Information Officer, DS Voice of the Customer Survey 2010 Analysis (Washington, DC, 2010).28. U.S. National Institute of Standards and Technology, Definition of Cloud Computing, (Washington, DC, 2008), 1, http:// csrc.nist.gov/groups/SNS/cloud-computing/.16 One Mission · One Team · One Agency
  • 25. For More Information Defense Intelligence AgencyDirectorate for Information Management and CIO 200 MacDill Blvd., Building 6000 Washington, DC 20340-0001 (202) 231-6068 | www.dia.mil JWICS http://www.dia.ic.gov/admn/ds/index.html SIPR http://www.dia.smil.mil/admin/ds DIA protects the environment while protecting the nation. PCN 27610

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