Campaign Plan 2010

A COMBAT SUPPORT AGENCYD E F E N S E I N F O R M A T I O N S Y S T E M S A G E N C Y

CAMPAIGN PLAN2010

E N A B L I N G I N F O R M AT I O N D O M I N A N C E

ENTERPRISE INFRASTRUCTURE

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THE CONTENTS OF THIS DOCUMENT ARE NOT INTENDED FOR DISTRIBUTION OUTSIDE DISA.THE INFORMATION CONTAINED HEREIN IS FOR OFFICIAL USE ONLY.

A COMBAT SUPPORT AGENCY

THIS DOCUMENT CONTAINS INFORMATION EXEMPT FROM DISCLOSURE UNDER EXEMPTION 5 OF THE FREEDOM OF INFORMATION ACT (FOIA).

THIS DOCUMENT MAY NOT BE DISCLOSED EXCEPT TO GOVERNMENT EMPLOYEES, AND CERTAIN INDIVIDUAL CONTRACTOR EMPLOYEES,

AS SPECIFICALLY APPROVED BY AN AUTHORIZED DISA OFFICIAL.

E N A B L I N G I N F O R M AT I O N D O M I N A N C E


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DEFENSE INFORMATION SYSTEMS AGENCY

CAMPAIGN PlAN 2010


VERSION 1JANUARY 2010

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DISA CAMPAIGN PLAN • iii

Our forces are expected to simultaneously and continuously provide homeland defense, humanitarian assistance to nations in need, stabilization assistance in fragile states, and combat operations against all threats, including asymmetric. Our focus is answering the Nation’s need for a ready force capable of performing the full range of military operations.

Information dominance is a universally recognized need across this diverse range of military operations. It can only be achieved if enterprise services for command and control, collaboration, information sharing, and computing are provided over a global infrastructure that is assured, reliable, diverse, high capacity, and protected against physical and cyber attack. The unprecedented challenge in the 21st century is to

empower our Nation’s leaders and joint warfighters with full spectrum information capabilities.

This is our DISA Vision:

Leaders enabling information dominance in defense of our Nation.

To achieve this vision, the partnership between DISA and our mission partners (Combatant Commands, Services, and Agencies) and our partnerships between us and the industry that provides much of our capability, are critically important. Further, our industry partners must clearly understand what is needed by those who use what they provide.

Our vision requires a comprehensive, integrated strategic plan. This first edition of the DISA Campaign Plan is the capstone plan. It is organized into Lines of Operation and Joint Enablers that provide the framework for planning and budgeting, set our priorities, and describe the ways and means by which we will attain our strategic objectives:

DIRECTOR’S INTENT

ur military forces’ demand for global information services is growing and changing as dramatically

as their missions. O

∆ An agile converged Enterprise Infrastructure enabling a collaborative environment and trusted information sharing end-to-end that can adapt to rapidly changing conditions with a goal of protected data on protected networks. ∆ Effective, reliable, secure, agile, national, and operational command and control and information sharing capabilities and services that adapt to rapidly changing circumstances. ∆ Dynamic control and operation of our Enterprise Infrastructure and the Command and Control and Information Sharing capabilities and services.

My intent is that this Campaign Plan:

∆ Operationalizes our DISA strategic objectives by developing and delivering usable, relevant, and enduring capabilities and services. ∆ Allocates our limited resources for success on two fronts: supporting all ongoing operations, and, at the same time, making deliberate progress on new capabilities and services. ∆ Identifies all critical user requirements and prioritizes them consistent with the Guidance for Employment of the Force, the Combatant Commanders Integrated Priorities Lists, the Commanders and Directors Campaign Plans, and the Joint Capability Integration and Development System. ∆ Shifts our response from reactive to proactive in meeting our users’ changing needs. ∆ Informs our workforce, synchronizes our leaders, and promotes collaboration with our mission partners towards optimal interoperable solutions. ∆ Builds cooperative international and interagency relationships with coalition and homeland defense enterprise service providers.

The Campaign Plan provides direction on how we engage to achieve our objectives with the agility to recognize emerging challenges and opportunities. We will seize opportunities in order to adapt to rapidly changing circumstances. This plan will guide the allocation of our resources, the design of our organizational structure, and the execution of our priorities. It lays the foundation for significant change over the next decade and identifies actions and tasks that are near term building blocks for that change. We will adjust our direction along the way to our destination, and we will update the plan annually. We and our external stakeholders must maintain strong partnerships and continuous collaboration to stay synchronized as we move into the future. This Campaign Plan will help all of us work towards just that – thus enabling information dominance in defense of our Nation.

CARROLL F. POLLETTLieutenant General, USADirector

DIRECTOR’S INTENT

DISA CAMPAIGN PLAN • v

Introduction to the DISA Campaign Plan 1 DISA Vision 1 The Environment 2 Disappearing Boundaries 3 Organization of the Campaign Plan 4 The Guiding Principles 7Format of the Lines of Operation and Joint Enablers Sections 16Line of Operation 1.1: Enterprise Infrastructure 19 PRI 1.1.1: Deliver an integrated platform consisting of DoD’s core communications, computing, and information services. 20 PRI 1.1.2: Integrate terrestrial, wireless, and satellite communications. 23 PRI 1.1.3: Enable the transition of the Department to a cloud computing environment. 25 PRI 1.1.4: Reduce the attack surface, remove anonymity from the enterprise, and enhance cyber situational awareness to make missions more reliable in the face of cyber warfare. 26 PRI 1.1.5: Optimize DISA’s global NetOps operational structure through architecture and technology. 29 PRI 1.1.6: Ensure COOP capabilities are in place to support deployment, sustainment, and operation of critical capabilities through capacity and diversity. 31 PRI 1.1.7: Protect critical infrastructure in DISA and the Global Information Grid (GIG). 32Line of Operation 1.2: Command and Control and Information Sharing 34 PRI 1.2.1: Provide enabling command and control capabilities and services in support of emerging joint operations. 35 PRI 1.2.2: Establish an enterprise information sharing environment. 38 PRI 1.2.3: Support national leadership and nuclear command and control. 41Line of Operation 1.3: Operate and Assure 42 PRI 1.3.1: Operate and assure the Enterprise Infrastructure to enable critical missions to succeed across the spectrum of operations to include in any form of contested environment. 42 PRI 1.3.2: Optimize DISA’s global NetOps operational structure. 46 PRI 1.3.3: Provide deliberate and crisis planning processes tailored to meet Combatant Command, Service, Agency, coalition force, and senior national leader requirements across the full spectrum of operations. 48 PRI 1.3.4: Execute operational COOP to support deployment, sustainment, and agile operations of critical capabilities. 49 PRI 1.3.5: Operate and influence enterprise cyber risk management and compliance measurement. processes to ensure mission risk stays appropriate and technology insertion stays agile, as technology and threats evolve. 50Joint Enabler 2.1: Acquisition 55 PRI 2.1.1: Provide tailored processes and governance that facilitate agile acquisition of enterprise products and services. 55 PRI 2.1.2: Provide situational awareness of programmatic information. 56 PRI 2.1.3: Orchestrate the optimal use of DISA and contractor facilities to provide the most effective development environment for DISA solutions. 56

TABlE OF CONTENTS

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TJoint Enabler 2.2: Contracting 58 PRI 2.2.1: Quality Contracting: Continuously optimize contracting processes for efficiency and best value. 58 PRI 2.2.2: Customer Care: Increase customer satisfaction by forging close, early, and lasting relationships through open two-way communications and expectation management. 60Joint Enabler 2.3: Engineering 62 PRI 2.3.1: Define and establish the life-cycle Advanced Technology Identification and Insertion Process (ATIIP). 63 PRI 2.3.2: Provide technical guidance and standards for DoD-wide GIG development and evolution. 65Joint Enabler 2.4: Information and Knowledge Management 67 PRI 2.4.1: Institutionalize knowledge sharing and collaboration across the Agency. 67 PRI 2.4.2: Implement enhanced business systems supporting the functioning of the Agency. 69 PRI 2.4.3: Establish a secure, robust DISA Enterprise Infrastructure. 70Joint Enabler 2.5: People 73 PRI 2.5.1: Provide Life-cycle Human Resource (HR) Support. 73 PRI 2.5.2: Provide Information Assurance and NetOps training to the DoD Workforce. 75Joint Enabler 2.6: Planning 76 PRI 2.6.1: Strategic and operational capability planning for the Agency. 76 PRI 2.6.2: Align Agency processes and resources so that DISA can rapidly adapt to changing requirements and priorities. 79 PRI 2.6.3: Conduct active strategic outreach with joint warfighters, national level leaders, and other mission and coalition partners. 80 PRI 2.6.4: Align Agency governance authorities, structures, and processes that enable the Agency to make decisions to achieve the mission, vision, and specified outcomes. 81Joint Enabler 2.7: Resources 83 PRI 2.7.1: Present accurate and compliant Agency financial statements. 84 PRI 2.7.2: Develop Agency strategy to conduct assessment of resources and identify tradeoffs required within and across the Lines of Operation and Joint Enablers programs to meet the demands of changing capability requirements. 85 PRI 2.7.3: Transition all qualifying products and services from appropriated funds to DWCF. 85 PRI 2.7.4: Shape Agency resource environment to fund DISA Campaign Plan priorities and initiatives. 86Joint Enabler 2.8: Spectrum 88 PRI 2.8.1: Improve operational support. 89 PRI 2.8.2: Implement/integrate/improve net-centric spectrum management services/capabilities. 90 PRI 2.8.3: Influence/implement emerging spectrum-dependent technologies, including Dynamic Spectrum Access (DSA). 91 PRI 2.8.4: Lead improvement/refinement of DoD strategic spectrum planning. 92 PRI 2.8.5: Advocate/defend military spectrum access globally. 93 PRI 2.8.6: Accurately define DoD’s spectrum requirements and usage. 93 PRI 2.8.7: Provide spectrum and electromagnetic environmental effects (E3) engineering capabilities and services. 94Joint Enabler 2.9: Testing 96 PRI 2.9.1: Provide efficient, responsive interoperability testing, and test, evaluation, and certification (TE&C) capabilities as a service. 97 PRI 2.9.2: Expand TE&C federation and enhance virtualization. 100

APPENDIX A: Acronym List 104

APPENDIX B: Document Tree 110

APPENDIX C: Glossary of Terms 111

TABlE OF CONTENTS

DISA CAMPAIGN PLAN • 1

It describes how we will reach our vision and support our mission today and into the future. It is the foundation of our planning, Program Objective Memorandum (POM), and budget, which are inextricably linked. We will work with our mission partners to ensure the Campaign Plan is consistent with their requirements and that it complements their resource and investment planning.

DISA DISA is a Combat Support Agency comprised of 16,000 people – military, federal civilian, and our contractor partners. We connect the enterprise – the forces, users, and partners globally, from user to user – where information is produced and consumed at speeds and in quantities never before imagined. Together with our partners, we provide the network, computing infrastructure, and enterprise services to support information sharing and decision making no matter where the information is located or sourced. We facilitate use of real time intelligence, surveillance, and reconnaissance information to enable information exchange between the producer and the shooter. We work with our mission partners to provide technology and seamless exchange of information so that anyone who can connect to the network can provide and consume data and services anywhere on the network globally.

The DISA Vision

Leaders enabling information dominance in defense of our Nation.

The DISA Mission

DISA, a Combat Support Agency, engineers and provides command and control (C2) capabilities and Enterprise Infrastructure continuously operating and assuring a global net-centric enterprise in direct support to joint warfighters, national level leaders, and other mission and coalition partners across the full spectrum of operations.

THE DISA CAMPAIGN PlAN

he DISA Campaign Plan is our strategic framework.T

2 • DISA CAMPAIGN PLAN

THE DISA CAMPAIGN PlAN: INTRODUCTION

The EnvironmentThe challenges the Nation faces are global, instant, unpredictable, and often asymmetric. Engagements are scenario-driven and situation-dependent and occur within a greatly compressed time dimension. They create the demand for decision-quality information globally in a highly contested battle space, the cyber domain. In this environment, strategic decisions, joint warfighting, and supporting operations demand unprecedented speed and agility. Meeting these challenges requires concurrent planning, collaboration, dynamic defense, and decision making inside the enemy’s planning and execution cycle. We must enable information dominance as we support the new global warfighter on-the-move.

The Full Spectrum of OperationsUnited States military forces must deploy globally, connect, pull information needed for their missions, and freely exchange information on demand with partners appropriate to the mission at hand. In this environment, the range of military options which the United States and its partners face spans the full spectrum of operations: offensive, defensive, stability, and support operations inclusive of conventional warfare, nation building, counterterrorism, special operations, humanitarian operations, and disaster relief. The capabilities and services we provide must support the full spectrum.

The UserThe user is any individual or system contributing to the defense of our Nation. We are committed to deliver capabilities and services wherever on the globe the user operates. Working with our mission partners, we will provide the enterprise-level capabilities and services to connect users from wherever information is produced to wherever it is consumed. Furthermore, the capabilities and services must first consider the needs at the edge, particularly those of our joint warfighter, in order that we and our mission partners can truly support users end-to-end.

Our Mission PartnersWe base our planning on the requirements and priorities of our mission partners – the Combatant Commanders, the Military Services and Defense Agencies, the Office of the Secretary of Defense, and the Joint Staff, to include national and coalition partners. We will support them with capabilities and services that allow freedom of action and end-to-end engagements across the full spectrum of operations. Our collective goal with our mission partners is to enable and assure end-to-end service for users wherever they are globally. We will work with our mission partners to build agile resource and investment requirements for the enterprise through the Planning, Programming, Budgeting, and Execution (PPBE) process.


THE DISA CAMPAIGN PlAN: INTRODUCTION

Disappearing Boundaries Today, information is virtual, on demand, and global. Products of the Internet and Web 2.0 have made possible worldwide connections and sharing never envisioned. Information traditionally used or generated in either the strategic or operational environment is also used and generated in the other. The effect of these technologies has empowered users throughout the enterprise. This means that the capabilities and services we provide now know no boundaries.

Today, decision makers and forces connect globally and collaborate and share information without regard to traditional technical or organizational boundaries. The practice of deployed forces reaching back to the sustaining base or core for information has changed because information can be available throughout the enterprise. Seams among strategic decision making, the sustaining base, and the edge where the user operates are disappearing. The objective, then, is a true Defense enterprise.

The ImpactOur mission partners and users expect the capabilities and services DISA provides to support the entire enterprise. We are expected to enable national senior decision makers, joint warfighters, supporting organizations, and consumers of common services. Today, the use of enterprise capabilities and services eliminates traditional boundaries. We have extended beyond the tradition of delivering service to a point of presence on an installation for further distribution by a mission partner. In the past, a user had to work through a hierarchy of systems and system providers to reach back through the DISA infrastructure into the sustaining base for information and support. The objective now is transparency — finding and sharing information must be seamless to the user.

Considering this environment and the continuing rapid evolution of technology, we have developed the concept of the Enterprise Infrastructure. The Enterprise Infrastructure, which is described in this Campaign Plan, will be the foundation of the capabilities and services we provide. It will complement our mission partners’ capabilities and allow users to connect, share, and collaborate wherever they are, and allow faster insertion of technology and capability. We will work with our mission partners to make sure the Enterprise Infrastructure enables freedom of action and end-to-end engagements across the full spectrum of operations.

The DISA Campaign PlanWith this backdrop, DISA’s senior leadership has undertaken an evaluation of our vision and mission and has defined the major areas of influence and goals that will enable the Agency to meet these demands. The result is the DISA Campaign Plan. It recognizes we must invest in the future and sustain the capabilities and services we provide, with the implicit need to deliver our capabilities and services more efficiently. The Campaign Plan is organized along three Lines of Operation (Enterprise Infrastructure, Command and Control and Information Sharing, and Operate and Assure) which are supported by nine Joint Enablers (Acquisition, Contracting, Engineering, Information and Knowledge Management, People, Planning, Resources, Spectrum, and Testing). Underpinning our way ahead and fundamental to all that we do are our seven guiding principles.


ACQUISITION

▲ Provide agile, responsive contracting capabilities (technology, processes, and workforce) that can rapidly adapt to changing requirements.▲ Optimize processes and systems for efficiency to improve the timeliness and quality of contracting.▲ Establish improved, forward looking metrics and contract oversight to enable change and improvement.

CONTRACTING

▲ Properly engineer and deliver DoD enterprise capabilities and services supporting joint warfighting.▲ Enable information dominance by focusing on innovation and technical excellence. ▲ Enable technical talent and workforce creation, development, retooling, and retention.

ENGINEERING

RESOURCED ACTIONS & TASKS



ORGANIZATION OF THE CAMPAIGN PlAN

Lines of OperationThe Lines of Operation prescribe the Agency’s major areas of influence and impact, and each of them has a strategic objective (Figure 1). The Campaign Plan lays the foundation for significant change over the next seven to eight years as we introduce the concept of the Enterprise Infrastructure, which is the first Line of Operation. We have identified priorities, actions, and tasks over two and four years as the near term building blocks for change. Specific measures will be identified for the actions and tasks. We will link success in meeting these measures to performance.

MEANSPRIORITIESWAYSLINE OFOPERATION STRATEGIC OBJECTIVESENDS


COMMAND & CONTROL AND INFORMATION SHARING

OPERATE ANDASSURE

▲ An agile converged enterprise infrastructure enabling a collaborative environment and trusted information sharing end-to-end that can adapt to rapidly changing conditions with a goal of protected data on protected networks.

▲ Effective, reliable, secure, agile, national and operational command and control and information sharing capabilities and services that adapt to rapidly changing circumstances.

▲ Dynamic control and operation of our Enterprise Infrastructure and the Command and Control and Information Sharing capabilities and services.




Figure 1: The Lines of Operation – Enterprise Infrastructure, Command and Control and Information Sharing, and Operate and Assure – focus our energy and resources. Each has a strategic objective supporting our vision and mission.

MEANSPRIORITIESWAYSJOINT ENABLER OBJECTIVESENDS

▲ Rapidly deliver high quality warfighting capabilities.▲ Provide acquisition leadership for the implementation of the net- centric vision enabled by tailored and collaborative acquisition policies, processes, procedures, tools, and lifecycle oversight ▲ Employ a highly qualified acquisition workforce that can acquire quality products and services that satisfy warfighter needs.

Figure 2a


MEANSPRIORITIESWAYSJOINT ENABLER OBJECTIVESENDS

▲ Provide a collaborative, efficient, and effective information sharing and technology environment. ▲ Provide the capability and capacity to capture, grow, and share intellectual capital, knowledge, and processes.▲ Establish a business systems framework to empower and align the activiites and data sources of Agency acquisition, contracting, people, planning, and resource functions.

INFORMATION & KNOWLEDGE MGMT


▲ Develop and sustain a highly skilled, motivated, and satisfied workforce that possesses the leadership, competencies, and commitment necessary for successful mission accomplishment.▲ Use innovative workforce strategies to meet the changing requirements of the dynamic environment we face.▲ Synchronize people, planning, and resources to continually evaluate and align the mix of the military, civilian, and contractor workforce.

PEOPLE

▲ Align requirements and resources to efficiently and effectively accomplish the Agency mission.▲ Articulate and proffer a strategic decision making framework that produces effective, economically rational, strategically coherent, and consistent decisions.▲ Establish clear, efficient processes and rules of engagement for initiating, building, and financing enterprise services.

PLANNING

▲ Enable mission accomplishment as an exemplar of stewardship of taxpayer dollars.▲ Provide financial transparency to enable customers and stakeholders to see full value in DISA-provided capabilities and services.▲ Operationalize and optimize funding and cost recovery strategies for DISA-provided capabilities and services to ensure they properly incentivize enterprise behavior and achieve expected efficiencies.

RESOURCES

▲ Accelerate the warfighter’s ability to more effectively and efficiently manage the joint electromagnetic battle space to achieve information dominance.▲ Provide automated enterprise spectrum management capabilities – operational tools, applications, models, and data services – to support planning and operations. ▲ Continually improve the quality and timeliness of operational spectrum management and electromagnetic interference resolution through deployable, net-centric support.

SPECTRUM





▲ Provide responsive, agile, and cost-effective interoperability and other test, evaluation, and certification to support rapid acquisition and fielding of global net-centric warfighting capabilities. ▲ Improve our processes and our efficiency by ensuring integration and synchronization of effort among proponents, operational sponsors, developers, and testers.▲ Ensure use of consistent, sound, repeatable test and evaluation strategies that can be executed at all levels, by any test organization, and when executed, yield similar results.

RESOURCED ACTIONS & TASKSTESTING

Figure 2a (left) and 2b (above): Our Joint Enablers – acquisition, contracting, engineering, information and knowledge management, people, planning, resources, spectrum, and testing – are the DISA strengths that support our Lines of Operation.

Joint EnablersThe Joint Enablers underpin the Lines of Operation and each has objectives (Figure 2a [previous page] and 2b [below]). They are integral in affecting the strategic objectives of the Lines of Operation and the accomplishment of the Agency mission. The Joint Enabler actions and tasks will also be measured, and tied to employee performance.

ORGANIZATION OF THE CAMPAIGN PlAN

Figure 2b


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∆ Our mission and responsibilities are global. DISA is required to provide information at Internet speed with available and emerging technologies, such that anyone who can connect to the network can provide and consume data and services anywhere on the network globally.

∆ Our enterprise supports the Defense Department and its mission partners. Over the decades, DISA has been engaged in every mission the Department has undertaken. These have become increasingly interagency and international, and our partnerships have increased to reflect this.

∆ We must support the full spectrum of operations. The capabilities and services we provide support information sharing and facilitate decisionmaking no matter the challenges faced and no matter where the information is located or sourced.

∆ We operate in a contested battle space. Mission success is dependent upon our ability to fight through a concentrated attack while reducing the attack surface, continually improving our command and control of the network, and assuring safe sharing of information.

∆ We provide integrated, interoperable, assured infrastructure, capabilities, and services that recognize the enterprise begins at the edge. The edge is where any individual or system associated with defense of our Nation is located, and we are committed to the user wherever on the globe the user operates.

∆ Our goal is to enable and ensure end-to-end service. We and our mission partners are engaged from user to user – from wherever information is produced to where it is consumed.

∆ The DISA enterprise must be always-on. The capabilities and services DISA provides are expected to be on and available to users 24x7x365.

GUIDING PRINCIPlESThese seven principles guide our Lines of Operation:


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Enterprise Infrastructure

Definition: The capabilities and services needed to share information and enable joint warfighting across the DoD. The Enterprise Infrastructure is: ∆ Based on standards and common approaches. ∆ A seamless blend of communications, computing, services, and information assurance, including seamless transport, gateways, wireless, and satellite communications. ∆ Focused on Internet Protocol (IP) and standard computing platforms.

We will provide an Enterprise Infrastructure that allows us to better engineer and provision the services and applications. We will enable users to connect, identify themselves, access services, find and share information, and collaborate as needed for the mission at hand. Characteristics of the Enterprise Infrastructure include on demand, self-provisioned capabilities and services, and recognition of the user’s capabilities and limitations.

Strategic Objective: An agile converged Enterprise Infrastructure enabling a collaborative environment and trusted information sharing end-to-end that can adapt to rapidly changing conditions with a goal of protected data on protected networks.

Priorities: ∆ Deliver an integrated platform consisting of communications, computing, and information capabilities and services. ∆ Integrate terrestrial, wireless, and satellite communications. ∆ Enable the transition of the Department to a cloud computing environment ∆ Reduce the attack surface, remove anonymity from the enterprise, and enhance cyber situational awareness to make missions reliable in the face of cyber warfare. ∆ Optimize DISA’s global NetOps operational structure through architecture and technology. ∆ Ensure continuity of operations (COOP) capabilities are in place to support deployment, sustainment, and operation of critical capabilities. ∆ Protect critical infrastructure in DISA and the Global Information Grid (GIG).

lINES OF OPERATION

Our three Lines of Operation focus our energy and resources. Each has a strategic objective supporting our vision and mission.


lINES OF OPERATION

Command and Control and Information Sharing

Definition: The capabilities and services that enable effective and efficient command and control and information sharing across the full spectrum of operations, from the edge to the national level, including coalition mission partners, government agencies, and non-government partners.

We will improve the commanders’ ability to manage the battlefield by expanding access to real time information, establishing a shared architecture, providing net-enabling tools, eliminating artificial system development boundaries, and making data an enterprise resource to effect agile, responsive, on demand command and control. To facilitate broader and more ubiquitous access to information, we will migrate from network separation as a means of policy enforcement to a system of controlled sharing through the use of tagging and labeling.

Strategic Objective: Effective, reliable, secure, agile, national, and operational command and control and information sharing capabilities and services that adapt to rapidly changing circumstances.

Priorities: ∆ Provide enabling command and control capabilities and services in support of emerging joint operations. ∆ Establish an enterprise information sharing environment. ∆ Support national leadership and nuclear command and control.

Operate and Assure

Definition: The leadership and command and control of a reliable, available, secure, and protected Enterprise Infrastructure that enables the employment and sustainment of warfighting forces globally across the full spectrum of operations in a contested battle space.

We will operate and assure capabilities and services that provide critical warfighting and business information that must be carefully managed and protected. This demands a secure Enterprise Infrastructure that successfully provides capabilities and services in the face of a cyber attack.

Strategic Objective: Dynamic control and operation of our Enterprise Infrastructure and the Command and Control and Information Sharing capabilities and services.

Priorities: ∆ Operate and assure the Enterprise Infrastructure to enable critical missions to succeed across the spectrum of operations to include in any form of contested environment. ∆ Optimize DISA’s global NetOps operational structure. ∆ Provide deliberate and crisis planning processes tailored to meet Combatant Command, Service, Agency, coalition force, and senior national leader requirements across the full spectrum of operations. ∆ Execute operational COOP to support deployment, sustainment, and agile operation of critical capabilities. ∆ Operate and influence enterprise cyber risk management and compliance measurement processes to ensure mission risk stays appropriate and technology insertion stays agile, as technology and threats evolve.


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Acquisition

Definition: The processes, disciplines, and governance that enable the development and fielding of new joint capabilities and services supporting the Lines of Operation, other Joint Enablers, and DoD as a whole.

We will lead the acquisition of capabilities and services to enable our Lines of Operation and the net- centric vision with a highly qualified workforce, and appropriately tailored acquisition policies, processes, procedures, and tools. We will use prudent business judgment. We will operate within a framework that provides real-time awareness and status of each of our programs and projects. We will use small incremental releases which build on previous functionality for deployment of software capabilities and services.

Objectives: ∆ Rapidly deliver high quality warfighting capabilities. ∆ Provide acquisition leadership for the implementation of the net-centric vision enabled by tailored and collaborative acquisition policies, processes, procedures, tools, and lifecycle oversight. ∆ Employ a highly qualified acquisition workforce that can acquire quality products and services that satisfy warfighter needs.

Priorities:* ∆ Provide tailored processes and governance that facilitate agile acquisition of enterprise products and services. ∆ Provide situational awareness of programmatic information.

JOINT ENABlERSO ur joint enablers – acquisition, contracting, engineering, information and knowledge management, people, planning, resources, spectrum, and testing – are the DISA strengths that support our Lines of Operation.

* Priorities for the Joint Enablers represent a sampling of the priorities. Detailed list is in the main body of the document.


XXXX XXXXJOINT ENABlERS

Contracting

Definition: The processes, disciplines, and governance that enable the procurement of capabilities and services supporting the Lines of Operation, other Joint Enablers, and other selected customers.

We will improve the timeliness and quality of contracting by optimizing processes and systems for efficiency guided by metrics and effective contract oversight. We will shape the future of DoD contracting by working with the Military Services and Defense Agencies to develop standard processes, systems, and training programs to develop our contracting workforce. We will continually assess our organizational structure and workload assignments to ensure they are adjusted to adapt to an ever changing environment.

Objectives: ∆ Provide agile, responsive contracting capabilities (technology, processes, and workforce) that can rapidly adapt to changing requirements. ∆ Optimize processes and systems for efficiency to improve the timeliness and quality of contracting. ∆ Establish improved, forward looking metrics and contract oversight to enable change and improvement.

Priorities:* ∆ Continuously optimize contracting processes for efficiency and best value. ∆ Increase customer satisfaction by forging close, early, and lasting relationships through open two-way communications and expectation management.

Engineering

Definition: The processes, disciplines, and governance that enable innovation, design, development, and integration of capabilities, services, and standards to include enterprise- wide systems engineering.

We will establish the building blocks and tenets necessary to innovatively develop and deliver the systems, capabilities, and services required for warfighters to operate in the dynamic environment supported by our Lines of Operation. We will establish the GIG Convergence Master Plan (GCMP) as the mechanism to govern all DISA-provided capabilities, services, and technical solutions and provide a roadmap for future capabilities and innovation.

Objectives: ∆ Properly engineer and deliver DoD enterprise capabilities and services supporting joint warfighting. ∆ Enable information dominance by focusing on innovation and technical excellence. ∆ Enable technical talent and workforce creation, development, retooling, and retention.

Priorities:* ∆ Define and establish the life-cycle Advanced Technology Identification and Insertion Process. ∆ Provide technical guidance and standards for DoD-wide GIG development and evolution.


JOINT ENABlERS

Information and Knowledge Management

Definition: The processes, disciplines, and governance that enable effective service delivery, business systems, and knowledge frameworks.

We will establish a collaborative, efficient environment addressing the people, technology, and processes that enables us to rapidly leverage information and create a foundation for innovation. We will lead the Department in exposing information, leveraging emerging concepts and capabilities, and securing the rapidly changing environment we face. Our goal is that the Enterprise Infrastructure operates as a global enterprise supporting the mobile warfighter through the full spectrum of operations.

Objectives: ∆ Provide a collaborative, efficient, and effective information sharing and technology environment. ∆ Provide the capability and capacity to capture, grow, and share intellectual capital, knowledge, and processes. ∆ Establish a business systems framework to empower and align the activities and data sources of Agency acquisition, contracting, people, planning, and resource functions.

Priorities:* ∆ Institutionalize knowledge sharing and collaboration across the Agency. ∆ Implement enhanced business systems supporting the functioning of the Agency.

People

Definition: The processes, disciplines, and governance that enable recruitment, training, education, development, and sustainment of the DISA workforce.

We will have a civilian and military workforce of world class leaders that are decisive, agile, ready, integrated, and fully capable of supporting the warfighter. We will use innovative strategies to meet the requirements of changing warfighting and business realities while balancing the needs of our people. We will use the relocation of our headquarters to Fort Meade as an opportunity to further shape and accomplish these goals.

Objectives: ∆ Develop and sustain a highly skilled, motivated, and satisfied workforce that possesses the leadership, competencies, and commitment necessary for successful mission accomplishment. ∆ Use innovative workforce strategies to meet the changing requirements of the dynamic environment we face. ∆ Synchronize people, planning, and resources to continually evaluate and align the mix of the military, civilian, and contractor workforce.

Priorities:* ∆ Provide Life-cycle Human Resource (HR) Support. ∆ Provide Information Assurance and NetOps training to the DoD Workforce.


Planning

Definition: The processes, disciplines, and governance that set the course for the Agency over the short and long term and that ensure resources are available to execute the Agency’s vision and mission.

We will plan for future engagements, develop clarity of purpose across the organization, and align resources for maximum effect in achieving our strategic end states. We will understand mission partner and user needs and conduct planning with them and our industry partners. We will align and focus processes to achieve needed commonality and transparency and to get the resources we need to acquire and field capabilities and services within our three Lines of Operation.

Objectives: ∆ Align requirements and resources to efficiently and effectively accomplish the Agency mission. ∆ Articulate and proffer a strategic decision making framework that produces effective, economically rational, strategically coherent, and consistent decisions. ∆ Establish clear, efficient processes and rules of engagement for initiating, building, and financing enterprise services.

Priorities:* ∆ Align Agency processes and resources so that DISA can rapidly adapt to changing requirements and priorities. ∆ Conduct active strategic outreach with joint warfighters, national level leaders, and other mission and coalition partners.

Resources Definition: The processes, disciplines, and governance that enable the planning and execution of the Agency’s financial resources.

We will excel in stewardship of taxpayer dollars through integrity, full financial disclosure, fiscal discipline, rigorous internal controls, and professional competency. We will make well-informed and accelerated investment decisions using a financial strategy that enables successful delivery of capabilities and services in our three Lines of Operation. We will conduct resource assessments and identify tradeoffs to meet the demands of changing warfighting and business realities.

Objectives: ∆ Enable mission accomplishment as an exemplar of stewardship of taxpayer dollars. ∆ Provide financial transparency to enable customers and stakeholders to see full value in DISA-provided capabilities and services. ∆ Operationalize and optimize funding and cost recovery strategies for DISA- provided capabilities and services to ensure they properly incentivize enterprise behavior and achieve expected efficiencies.

Priorities:* ∆ Present accurate and compliant Agency financial statements. ∆ Transition all qualifying products and services from appropriated funds to the Defense Working Capital Fund.

JOINT ENABlERS


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Spectrum

Definition: The processes, disciplines, and governance that enable the planning, engineering, and management the DoD radio frequency spectrum.

We will enable information dominance through effective spectrum operations. We will provide commanders direct operational support, including electromagnetic battle space planning, deconfliction, and joint spectrum interference resolution. We will develop and implement net-centric enterprise spectrum management capabilities to enhance efficiency and effectiveness, and we will pursue emerging spectrum technologies that may either benefit or impact DoD’s ability to access the electromagnetic spectrum. We will advocate for current and future military spectrum requirements in national and international forums to protect DoD global operations.

Objectives: ∆ Accelerate the warfighter’s ability to more effectively and efficiently manage the joint electromagnetic battle space to achieve information dominance. ∆ Provide automated enterprise spectrum management capabilities – operational tools, applications, models, and data services – to support planning and operations. ∆ Continually improve the quality and timeliness of operational spectrum management and electromagnetic interference resolution through deployable, net-centric support.

Priorities:* ∆ Implement/integrate/improve net-centric spectrum management services/capabilities. ∆ Advocate/defend military spectrum access globally.

Testing

Definition: The processes, disciplines, and governance that enable planning, conducting, and managing interoperability testing and certification for the DoD, and the developmental, operational, and information assurance testing and certification in support of DISA and the DoD.

We will strive for speed and agility to support efficient and effective interoperability testing and certification to facilitate deployment of warfighting capability. We will improve our ability to conduct operational test and assessment. We will expand federation and partnerships, expand virtualization, and choose methodologies that contribute to the most efficient use of the Department’s test, evaluation, and certification resources. We will work within the regulatory requirements imposed by Title 10, and we will properly coordinate and execute testing, evaluation, and certification throughout the acquisition life cycle with the Military Services and Defense Agencies.

Objectives: ∆ Provide responsive, agile, and cost-effective interoperability and other test, evaluation, and certification to support rapid acquisition and fielding of global net-centric warfighting capabilities. ∆ Improve our processes and our efficiency by ensuring integration and synchronization of effort among proponents, operational sponsors, developers, and testers. ∆ Ensure use of consistent, sound, repeatable test and evaluation strategies that can be executed at all levels, by any test organization, and when executed, yield similar results.

Priorities:* ∆ Provide efficient, responsive interoperability testing, and test, evaluation, and certification (TE&C) capabilities as a service. ∆ Expand TE&C federation and enhance virtualization.

W

JOINT ENABlERS


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THE FUTURE

We must have the vision and courage to innovate and adopt technology as it evolves.

To gain information dominance, we must exploit emerging technologies such as holographic messages, natural language and neural computing interfaces, hyperspectral imagery, autonomous mobile networks, augmented reality, and learning algorithms. Social networks have become a part of the lifestyle of our users, as well as our adversaries – we must exploit their power appropriately. We must lead the effort for a global Defense cloud – for our customers and their partners – so that we will enable a military force to connect and pull the information it needs for its mission anytime, anywhere, all in a contested battle space. We are committed to protected data on protected networks. Teamwork with our mission and industry partners is essential. We will use this Campaign Plan as a synchronizing force while we remain cognizant of the provisions of Title 10.

We care about the end user. We recognize that the capabilities and services we provide cross barriers. We will enable the warfighter’s ability to connect and pull the information they need in a contested battle space. We are positioned to rapidly leverage future technology and deliver joint capabilities. We are committed to leading the Department’s effort to achieve unity of effort in realizing global collaboration and information sharing – making sure that we collectively can achieve information dominance and support the new global warfighter on-the-move.

We will lead in enabling information dominance in defense of our Nation.


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FORMAT

Format of the Lines of Operation and Joint Enablers Sections

The Lines of Operation each start with “1” and the Joint Enablers start with “2”. The format of the next section of the document is detailed below.

1.1 (or 2.1) Line of Operation (or Joint Enabler)

INTRODUCTION: Text of the introduction.

Strategic Objective (Line of Operation) or Objective (Joint Enabler): Text of the objective.

PRI 1.1.1: Text of the Priority

Definition: Text of the definition

ACT 1.1.1.2: 2-Year Actions

ACT 1.1.1.2.1: Text of action (YYYY – YYYY), [OPR: ]

TSK 1.1.1.2.1.1: Text of task (YYYY – YYYY), [OPR: ; OCR: ]


ACT 1.1.1.4.1: Text of action (YYYY – YYYY), [OPR: ]

TSK 1.1.1.4.1.1: Text of task (YYYY – YYYY), [OPR: ; OCR: ]

General Comments: 4-Year actions (ACT) are often a continuation of 2-Year actions and tasks (TSK). If a 4-Year action is a continuation of a 2-Year action, there are no tasks listed and the 2-Year tasks are continued under the 4-Year action.


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FOUO • DO NOT DISTRIBUTE

lINES OF OPERATION

∆ ENTERPRISE INFRASTRUCTURE

∆ COMMAND AND CONTROL AND INFORMATION SHARING

∆ OPERATE AND ASSURE







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lOO: ENTERPRISE INFRASTRUCTURE

Line of Operation 1.1: Enterprise Infrastructure

IN THE ENTERPRISE INFRASTRUCTURE PLAN detailed below, networking, computing, information assurance, and core enterprise services evolve rapidly into the DoD’s new warfighting information “platform.” Real-time services like telephony,

that previously were carried on communication systems built from dedicated circuits, are instead being carried by DoD’s Internet Protocol (IP) networks. Within the next five years, most real-time services, including voice and video, will be moved over the IP network. This offers advantages in simplicity and broad access to our customers, not to mention richer collaboration capabilities. The transition will be sufficiently challenging and it must be managed in an integrated way — DoD-wide. In this new world, voice and video will become enterprise services on the IP network, much as collaboration tools are now.

WHILE THIS CHANGE IN ENTERPRISE SERVICES and in the network is going on, computing is undergoing its own tremendous change to better support deployed warfighters, to support services like video, and to support the potentially extreme elasticity in demand that the new application development model is bringing. DISA will ensure appropriate computing is sufficiently close to our deployed customers and application performance meets the warfighting need. The DISA Enterprise Computing Centers will have ever tighter and higher performance connections to the network so that unexpected demand for applications and services never congests the connection and will continue to move to a model in which most server computing is virtualized. In this model, our users can provision as much or as little computing as the situation of the moment requires, and provision it very quickly and at the appropriate locations in the world. Software will be able to be tested safely in one computing zone, and then as it proves itself, can be moved into production zones, all automatically. Additionally, the core enterprise services necessary to the construction of composed applications will be available in the DISA enterprise computing centers so that development customers have an easier time deploying and so end-user’s customers see higher performance and reliability.

SINCE THE NEW, COMPOSED APPLICATIONS are by their nature global and joint, only a global, joint information assurance approach that DISA and our partners design as a fundamental part of the infrastructure will give our customers the mission dependability in the face of cyber warfare that modern warfighting demands. The network, the computing centers, and core enterprise services will evolve to better support a joint information assurance model that has common enterprise-scale perimeter defenses and will support a broad range of sharing policies from completely unclassified to tightly-held within a classified community. This means that DISA will design and operate computing and the network in zones that exhibit the appropriate separation and sharing policies. Additionally, to avoid the problems of anonymity in the network that inhibit sharing and to provide much better individual and organizational mobility and accountability, common approaches to identifying people, services, and other entities on the networks, combined with innovative approaches to access control, are a central part of the plan. These approaches will become yet another set of enterprise services available on the network.

FINALLY, SINCE THE INTEGRATED PLATFORM will underlie virtually every mission in the department, the platform itself is being designed and operated to be particularly resistant to cyber attack and infrastructure failure.






Strategic Objective: An agile converged Enterprise Infrastructure enabling a collaborative environment and trusted information sharing end-to-end that can adapt to rapidly changing conditions with a goal of protected data on protected networks.

PRI 1.1.1: Deliver an integrated platform consisting of DoD’s core communications, computing, and information services.

Definition: Design, acquire, and operate the components of the Enterprise Infrastructure in a holistic way.

ACT 1.1.1.2: 2-Year Actions ACT 1.1.1.2.1: Determine Enterprise Infrastructure requirements and deliver a standards- based, transparent platform. (2010-2011), [OPR: CAE; OCR: CSD, NS]

TSK 1.1.1.2.1.1: Develop NetOps requirements for converged services to address gaps or new requirements. (2010-2011), [OPR: PEO-MA; OCR: CSD, GO, CTO] TSK 1.1.1.2.1.3: Demonstrate network aware applications and services to improve tactical to strategic IP integration. (2010-2011), [OPR: GE; OCR: NS] TSK 1.1.1.2.1.4: Pilot toll-quality voice and full-motion video over IP assured services with Quality of Service (QoS). (2010-2011), [OPR: NS; OCR: GE]

TSK 1.1.1.2.1.5: Develop the architecture/standards and deliver integrated desktop and room based collaboration capabilities supporting at a minimum audio, video, chat, and application sharing services to all levels from the core to the edge. [OPR: PEO-GES; OCR: NS, CSD, GE] TSK 1.1.1.2.1.6: Demonstrate voice and video over IP (VVoIP) between DoD and the public switched network using Assured Services Session Initiation Protocol (AS-SIP) in a way that maintains or enhances DoD’s cyber security posture. (2010-2013), [OPR: NS, GE, CIAE, PEO-MA]

ACT 1.1.1.2.2: Evolve an innovative software development environment. (2010-2011), [OPR: CTO]

TSK 1.1.1.2.2.1: Expand collaborative software environments (such as forge.mil) to provide a seamless development, testing, certification, and accreditation infrastructure service. (2010-2011), [OPR: CTO; OCR: GE, PEO-MA]

TSK 1.1.1.2.2.2: Expand virtualized computing environments (such as, Rapid Access Computing Environment (RACE)) to provide a seamless development, testing, certification, accreditation, and production infrastructure service. (2010-2011), [OPR: CSD] TSK 1.1.1.2.2.3: Create a DoD-specific application store in conjunction with forge.mil that allows users to exploit existing packaged software applications. (2010-2011), [OPR: PEO-GES; OCR: PEO-MA]

ACT 1.1.1.2.3: Incorporate appropriate militarily relevant Web 2.0 services. (2010-2011), [OPR: PEO-GES]

TSK 1.1.1.2.3.1: Define the process for the selection, piloting, and operationalization of leading edge Web 2.0 services. (2010-2011), [OPR: PEO-GES]

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TSK 1.1.1.2.3.2: Define, demonstrate, and deliver initial Web 2.0 services for use across the enterprise. Focus on services that provide direct-proven operational utility. (2010-2011), [OPR: PEO-GES]

ACT 1.1.1.2.4: Enhance core Application Level Services. (2010-2011), [OPR: PEO-GES]

TSK 1.1.1.2.4.1: Deliver the full suite of Net-Centric Enterprise Services (NCES) services as defined in the Capabilities Production Document (CPD). (2010-2011), [OPR: PEO-GES; OCR: CSD]

TSK 1.1.1.2.4.2: Define and implement capabilities beyond the Full Operational Capability (FOC) designation. (2010-2011), [OPR: PEO-GES; OCR: CSD]

TSK 1.1.1.2.4.3: Develop the architecture and deliver the initial integration of core application services with cloud computing and a DoD specific application store to support the creation of mission critical applications. (2010-2011), [OPR: PEO-GES, CSD]

ACT 1.1.1.2.5: Enhance Identity and Access Control through the Enterprise User initiative. (2010-2011), [OPR: PEO-GES]

TSK 1.1.1.2.5.1: Develop and implement an initial capability for the life-cycle management of Enterprise User data elements for people, personas, organizations, and roles. (2010-2011), [OPR: PEO-GES]

TSK 1.1.1.2.5.2: Deliver directory and attribute services including: 1) an enterprise-wide white pages service that is accessible from inside end-user applications like e-mail; 2) an enterprise-wide blue pages service; and 3) an attribute service for dynamic access control. (2010-2011), [OPR: PEO-GES]

TSK 1.1.1.2.5.3: Deliver the capability for traveling DoD users to log in and be productive at any end-user device on Nonsecure Internet Protocol Router Network (NIPRNet) and Secure Internet Protocol Router Network (SIPRNet), using their Common Access Card (CAC) on NIPRNet or hard token on SIPRNet, regardless of the “owner” of that device. (2010-2011), [OPR: PEO-GES]

TSK 1.1.1.2.5.4: Under the Enterprise User initiative, deliver the capability for users to be automatically granted access to enterprise applications when they are provided the appropriate DoD authentication credentials. (2010-2011), [OPR: PEO-GES]

ACT 1.1.1.2.6: Standardize Enterprise Infrastructure processes. (2010-2011), [OPR: GO]

TSK 1.1.1.2.6.1: Document interrelationships between information technology service management process owners to include roles, responsibilities, agreements, inputs, outputs, and deliverables. (2010-2011), [OPR: GO; OCR: NS, CSD] TSK 1.1.1.2.6.2: Develop and implement coordinated Service Design and Service Transisiton processes to include, but not limited to, coordinated Service Level Management communications with the customer. (2010-2011), [OPR: GO; OCR: NS, CSD]

TSK 1.1.1.2.6.3: Complete realignment of Network and Computing Services to adapt to support performance based acquisition of capabilities. (2010-2010), [OPR: NS; OCR: CSD]

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TSK 1.1.1.2.6.4: Adopt a standard business, financial, budgeting, and operational process for transitioning DISA products and services to operations. (2010-2011), [OPR: CAE, CSD, NS; OCR: GO, CIO, CFE, SPI]

TSK 1.1.1.2.6.5: Work with the DoD Chief Information Officer (CIO) to ensure consistent policy and governance is in place for all application-level services. (2010-2011), [OPR: PEO-GES; OCR: SPI, CFE]

TSK 1.1.1.2.6.6: In conjunction with ASD(NII), develop and implement a governance process for NetOps data sharing with mission partners, as defined in DoDD 8000.01. (2010-2011), [OPR: PEO-MA]

TSK 1.1.1.2.6.7: Establish the processes for bringing tools into NetOps Centers in the NetOps readiness review process. (2010-2011), [OPR: GO; OCR: OCR: CIO, NS, PEO-MA]


ACT 1.1.1.4.1: Unify the Enterprise Infrastructure into a standards-based, transparent platform. (2012-2013), [OPR: CAE, CSD, NS]

TSK 1.1.1.4.1.1: Develop and validate through demonstrations the specifications for information assurance, information interoperability, and performance factors that can be used to populate the DoD Approved Products List with multivendor IPv6 capable unified voice, video, and data products. [OPR: GE; OCR: NS, PEO-MA, PEO-GES]

TSK 1.1.1.4.1.2: Implement standards based voice, video, and data services over a converged IP infrastructure to the Defense Information System Network (DISN)-DoD networks by utilizing the Assured Services - Session Initiation Protocol (AS-SIP). (2012-2013), [OPR: NS; OCR: CSD, PEO-GES]

TSK 1.1.1.4.1.3: Demonstrate policy based assured service (voice, video, and data) integration with network management. (2010-2013), [OPR NS, GE]

TSK 1.1.1.4.1.4: Implement secure remote access VVoIP gateways, and AS-SIP gateways at the DoD-to-Internet boundary. (2010-2013), [OPR: NS, GE, CIAE, PEO-MA]

TSK 1.1.1.4.1.5: Expand and enhance collaboration services to include advances in commercial service offerings and improve service to the bandwidth disadvantaged user. (2012-2013), [OPR: PEO-GES; OCR: GE, PEO-STS, NS, CSD, GO]

ACT 1.1.1.4.2: Evolve Identity and Access Control through the Enterprise User initiative. (2012-2013), [OPR: PEO-GES]

TSK 1.1.1.4.2.1: Improve the accuracy and reliability of Enterprise User data elements through partnerships with accountable data sources. (2012-2013), [OPR: PEO-GES]

TSK 1.1.1.4.2.2: Migrate and align Directory Attribute Services to the agreed to enterprise accountable organizations, (e.g., Defense Manpower Data Center (DMDC)). (2012-2013), [OPR: PEO-GES]

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TSK 1.1.1.4.2.3: Enhance the capability for DoD users to go anywhere in the DoD, login, and be productive. (2012-2013), [OPR: PEO-GES]

TSK 1.1.1.4.2.4: Enhance the capability for users to access to enterprise applications. (2012-2013), [OPR: PEO-GES]

ACT 1.1.1.4.3: Evolve an innovative software development environment. (2012-2013), [OPR: CTO]

TSK 1.1.1.4.3.1: Enhance collaborative software environments (such as forge.mil) to include run-time service mesh-up integration, testing, certification, and accreditation infrastructure services. (2012-2013), [OPR: PEO-GES]

ACT 1.1.1.4.4: Incorporate appropriate militarily relevant Web 2.0 services. (2012-2013), [OPR: PEO-GES]

ACT 1.1.1.4.5: Provide integrated cloud computing, as defined in Priority 1.1.3, core enterprise services, and DoD specific application store to allow for the rapid creation of mission critical capabilities. (2010-2011), [OPR: PEO-GES]

TSK 1.1.1.4.5.1: Implement the enterprise funding strategy for all services. (2012-2013), [OPR: PEO-GES; OCR: SPI, CFE]

TSK 1.1.1.4.5.2: Integrate additional application services into the cloud environment to provide a seamless total attack service offering. (2012-2013), [OPR: PEO-GES]

ACT 1.1.1.4.6: Continue to collaborate with industry to develop secure and interoperable unified capabilities product specifications and subsequently approved products that meet unique warfighter requirements. (2012-2013), [OPR: NS]

PRI 1.1.2: Integrate terrestrial, wireless, and satellite communications.

Definition: Plan, design, deploy, and sustain the DISA provided terrestrial, wireless, and satellite solutions and integrate them into a network cloud that is survivable and dynamically scalable in order to ensure the network provides “always on” networking services consistent with mission, affordability, and adversary threats to the capability. ACT 1.1.2.2: 2-Year Actions

ACT 1.1.2.2.1: Upgrade and expand the enterprise to integrate satellite communications (SATCOM) capabilities to improve disadvantaged warfighter requirements. (2010-2011), [OPR: CAE, CSD, NS]

TSK 1.1.2.2.1.1: Develop and implement an enterprise SATCOM unified gateway architecture to integrate additional Satellite Systems, improve information flow, improve information assurance (IA) posture, and converge services toward Everything over Internet Protocol (EoIP). (2010-2011), [OPR: PEO-STS; OCR: GO, GE, NS, PEO-MA]

TSK 1.1.2.2.1.2: Interconnect SATCOM and Terrestrial Gateways with partial mesh and diverse broadband communication paths. (2010-2011), [OPR: PEO-STS; OCR: NS]

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TSK 1.1.2.2.1.3: Transition to Wideband Global SATCOM (WGS) and maximize leverage of WGS capabilities. (2010-2011), [OPR: PEO-STS; OCR: GO]

TSK 1.1.2.2.1.4: Complete Joint IP Modem development and begin fielding. (2010-2013), [OPR: PEO-STS]

TSK 1.1.2.2.1.5: Prototype Mobile User Objective System (MUOS)-Legacy functions at SATCOM Gateways. (2010-2011), [OPR: PEO-STS]

TSK 1.1.2.2.1.6: Improve offerings of managed services of commercial SATCOM via award of Future Commercial Satellite Access (FCSA). (2010-2011), [OPR: PEO-STS]

TSK 1.1.2.2.1.7: Converge deployed terminals to IP based family of terminals. (2010-2011), [OPR: PEO-STS]

TSK 1.1.2.2.1.8: Complete deployment of initial IP modem in satellite gateways through DISN tactical edge (DISN-TE) project. (2010-2011), [OPR: PEO-STS]

ACT 1.1.2.2.2: Unify the communications infrastructure into a standards based, transparent platform. (2010-2011), [OPR: CAE]

TSK 1.1.2.2.2.1: Conduct all expansion, upgrades, and technical refresh to support unified capabilities and converged IP services. (2010-2011), [OPR: NS, CSD] TSK 1.1.2.2.2.2: Enhance existing provisioning and workflow tools, technologies, and processes (financial, contracting, operational, etc.) to support rapid agile provisioning of both satellite and terrestrial infrastructure services. (2010-2011), [OPR: NS; OCR: CFE, PLD] TSK 1.1.2.2.2.3: Install infrastructure needed to support DISN Asynchronous Transfer Mode Services (DATMS) stand down in Europe. (2010-2011), [OPR: NS] TSK 1.1.2.2.2.4: Update DISN voice equipment at gateways. (2010-2011), [OPR: NS]

ACT 1.1.2.2.3: Partner with the Services and Intelligence Community to utilize one common infrastructure. (2010-2011), [OPR: NS]

TSK 1.1.2.2.3.1: Establish a project team and develop a diversity program plan and associated budget issues. (2010-2011), [OPR: NS; OCR: SPI, CFE]

TSK 1.1.2.2.3.2: Execute quick win elements of the diversity program plan. (2010-2011), [OPR: NS; OCR: CIO]

TSK 1.1.2.2.3.3: Establish common NetOps service (operating system and network management facilities and protocols) so that existing duplicative Service networks and the DISN operate on the same protocols so that diversity is increased. (2010-2011), [OPR: NS; OCR: CIO)]

TSK 1.1.2.2.3.4: Develop integrating policy that allows DISN to manage the long-haul network facing element of all Service and Agency routers. (2010-2011), [OPR: GE; OCR: NS]

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TSK 1.1.2.2.3.5: Develop an integrated networking plan that brings together the disparate telecommunications assets of the Services and Defense Agencies. (2010-2011), [OPR: GE; OCR: NS, CSD, CIO, CFE]


ACT 1.1.2.4.1: Upgrade and expand the enterprise to integrate SATCOM capabilities to improve disadvantaged warfighter requirements. (2012-2013), [OPR: PEO-STS]

TSK 1.1.2.4.1.1: Converge DISN-TE and Joint IP Modem into a single unified SATCOM service. (2012-2013), [OPR: PEO-STS]

TSK 1.1.2.4.1.2: Complete the partial meshing of Defense Enterprise Computing Centers (DECC), SATCOM gateways, internet gateways, and critical user identified sources. (2012-2013), [OPR: NS; OCR: CSD, PEO-STS]

TSK 1.1.2.4.1.3: Complete convergence of intermediate frequency and low band switching at all SATCOM gateways. (2012-2013), [OPR: PEO-STS]

TSK 1.1.2.4.1.4: Complete IP hub convergence across all SATCOM gateways. (2012-2013), [OPR: PEO-STS; OCR: NS]

TSK 1.1.2.4.1.5: Complete integration of MUOS, Advanced Extremely High Frequency (AEHF), Polar, and expanded commercial satellites at SATCOM gateways. (2012-2013), [OPR: PEO-STS]

PRI 1.1.3: Enable the transition of the Department to a cloud computing environment.

Definition: DISA transitions its existing computing services to a computing cloud where those services are survivable, dynamically scalable, elastic, pay as you go, virtualized and are provided as a service over the converged communications infrastructure.


ACT 1.1.3.2.1: Unify the computing infrastructure into a standards-based, transparent platform. (2010-2011), [OPR: CSD]

TSK 1.1.3.2.1.1: Develop secure and interoperable application specifications and subsequently approved products that meet unique warfighter requirements for cloud computing environments. (2010-2011), [OPR: CSD; OCR: Services, Agencies, JS, OASD(NII)] TSK 1.1.3.2.1.2: Build infrastructures that incentivize customers to use DECCs and/or component computing environments that exploit standard computing offerings. (2010-2011), [OPR: CSD; OCR: NS] TSK 1.1.3.2.1.3: Exploit content delivery services as a core enterprise offering within cloud computing. (2010-2011), [OPR: CSD; OCR: NS] TSK 1.1.3.2.1.4: Provide RACE across SIPRnet and Joint Worldwide Intelligence Communications System (JWICS) environments. (2010-2011), [OPR: CSD; OCR: NS] TSK 1.1.3.2.1.5: Develop and implement end-to-end NetOps concepts and requirements for service oriented cloud based applications. (2010-2011), [OPR: GO; OCR: CSD, CTO, GO, PEO-MA]

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TSK 1.1.3.2.1.6: Extend RACE capabilities to include Application Program Interface (API) provisioning in support of dynamic scaling of customer applications. (2010-2011), [OPR: NS; OCR: CSD]

TSK 1.1.3.2.1.7: Enhance GIG Content Delivery Service (GCDS) to meet MAC 1 Standards (2010-2011), [OPR: PEO-GES; OCR: CSD]

TSK 1.1.3.2.1.8: Build the business model to support the transition of the Department to a cloud computing environment (2010-2011), [OPR: SPI; OPR: CSD, CFE]


ACT 1.1.3.4.1: Continue evolution to cloud Enterprise Infrastructure that is optimized for specific communities of interest. (2012-2013), [OPR: CSD]

TSK 1.1.3.4.1.1: Expand cloud computing infrastructure offerings to support additional processing models (e.g. data intensive, transaction intensive, high performance, etc). (2012-2013), [OPR: CSD]

PRI 1.1.4: Reduce the attack surface, remove anonymity from the enterprise, and enhance cyber situational awareness to make missions more reliable in the face of cyber warfare.

Definition: The mission assurance products and services that DISA provides to the entire Department in order to improve safe sharing and to ensure warfighters and those who support them can depend on information and on the information infrastructure in the face of cyber warfare.


ACT 1.1.4.2.1: Compile an overarching IA architecture that includes the unclassified and classified DoD information infrastructures and that is focused on ensuring these DoD-wide “platforms” are optimized for joint, coalition operations. (2010-2011), [OPR: CIAE; OCR: All DISA orgs, NSA, military services, OASD(NII), USCYBERCOM]

TSK 1.1.4.2.1.1: Develop and publish a security architecture for the DISA Enterprise Infrastructure “platform” including a security architecture for the network, computing, and core enterprise services. Refine network and computing operations center designs, and out-of-band network design, and the security approaches associated with all NetOps tools. (2010-2011), [OPR: CIAE; OCR: CIO, CTO, GE, PEO-MA, DISA, NSA, military services, ASD(NII), USCYBERCOM]

TSK 1.1.4.2.1.2: Develop and publish a security architecture for the NIPRNet that makes the unclassified DoD information infrastructure “platform” optimized for joint, coalition operations (2010-2011), [OPR: CIAE; OCR: GE, CTO, PEO-MA, DISA, NSA, military services, OASD(NII), USCYBERCOM]

TSK 1.1.4.2.1.3: Determine the modifications necessary in the portfolio of DISA run, DoD-wide IA efforts to properly support the DISA platform and NIPRNET architectures. (2010-2011), [OPR: CIAE; OCR: PEO-MA, GO, NS, CSD, SPI]

ACT 1.1.4.2.2: Develop and implement DISA-wide automated configuration management, vulnerability and remediation standards and automated processes. (2010-2011), [OPR: GO]

TSK 1.1.4.2.2.1: Identify and procure an automated configuration management tool for communications and computing environment. (2010-2011), [OPR: PEO-MA; OCR: NS, CSD]

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TSK 1.1.4.2.2.2: Change the DISA Security Technical Implementation Guides (STIGs) so they are machine consumable and support automatic configuration management tools. (2010-2011), [OPR: GO; OCR: CIAE, PEO-MA, CSD]

ACT 1.1.4.2.3: Provide the infrastructure to deploy and use strong cyber identity credentials for enterprise-level identity and access management for all GIG infrastructure components. (2010-2011), [OPR: PEO-MA]

TSK 1.1.4.2.3.1: Design and deploy Public Key Encryption-Public Key Infrastructure (PKE-PKI) issuance infrastructure on the NIPRNet and SIPRNet for all people and Microsoft devices. (2010-2011), [OPR: PEO-MA; OCR: CIO, PEO-GES, all DoD organizations, NSA] TSK 1.1.4.2.3.2: Provide infrastructure and support for the design and deployment of PK-enabled Web servers, e-mail, and other applications. (2010-2011), [OPR: PEO-MA; OCR: CIO, PEO-GES, all DoD organizations, NSA]

ACT 1.1.4.2.4: Reduce attack surface by building defenses at the perimeter and within the Enterprise Infrastructure in ways that stop attacks, contain damage, and constrain adversary options. (2010-2011), [OPR: PEO-MA]

TSK 1.1.4.2.4.1: Design and deploy sensing, analysis, and collaborative attack detection, diagnosis, and reaction capabilities and tools. (2010-2011), [OPR: PEO-MA; OCR: NS, CSD, CIO]

TSK 1.1.4.2.4.2: Design and deploy an outer perimeter for the unclassified networks that stops attacks and hides details of the internal network.(2010-2011), [OPR: PEO-MA; OCR: GE, NS, CSD, GO, CIAE] TSK 1.1.4.2.4.3: Improve IA posture at SATCOM Gateways by expanding use of IP based filtering and monitoring tools. (2010-2011), [OPR: PEO-MA; OCR: PEO-STS]

TSK 1.1.4.2.4.4: Develop and deploy global situational awareness capabilities leveraging machine-to-machine information from DISA-provided enterprise capabilities, such as Host Based Security System (HBSS) and Enterprise Collaborative Operational Sensor (ECOS), to support attack detection and analysis as well as readiness metrics. (2010-2011), [OPR: PEO-MA]

TSK 1.1.4.2.4.5: Design and Deploy DoD Demilitarized Zones (DMZs), and monitor progress throughout DoD of the movement of all outward facing servers into the DoD DMZ. (OPR: PEO-MA; OCR: CSD, CIAE)

ACT 1.1.4.2.5: Improve the IA posture of the network and computing operations centers. (2010-2011), [OPR: PEO-MA]

TSK 1.1.4.2.5.1: Refine network and computing operations center designs, and out-of-band network design, and the security approaches associated with all NetOps tools to make these extremely hard to attack and to ensure DISA can detect, diagnose, and react to cyber attacks against these infrastructures extremely quickly and effectively. (2010-2011), [OPR: CIAE; OCR: GE, CIO, NS, CSD, PEO-MA, GO]

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ACT 1.1.4.4.1: Continue to evolve and integrate IA services into the Enterprise Infrastructure. Provide the infrastructure to deploy and use strong cyber identity credentials for enterprise-level identity and access management for all GIG infrastructure components to include people and hardware. Design and implement NetOps tools that enable DoD perimeter defenses to stop, contain, and constrain adversary options. (2012-2013), [OPR: PEO-MA]

TSK 1.1.4.4.1.1: Provide enhancements to PKI NIPRNet and SIPRNet infrastructure to better support use in tactical (low bandwidth, austere, disconnected) environment to include deployed registration, authority, and validation checking. (2012-2013), [OPR: PEO-MA; OCR: CIAE, GO, NSA] TSK 1.1.4.4.1.2: Develop, deploy, and maintain a Privilege Management capability to enable enterprise applications, Service Oriented Architecture (SOA)enabled business processes, etc. on NIPRNet and SIPRNet. (2012-2013), [OPR: PEO-MA, GO; OCR: CIAE, NSA] TSK 1.1.4.4.1.3: Redesign the internal Domain Name Service (DNS) infrastructure for DoD, publish this as a standard, and work with OASD(NII) and USCYBERCOM to implement throughout the Department. (2012-2013), [OPR: PEO-MA, CIAE; OCR: GE, NS, GO, JITC] TSK 1.1.4.4.1.4: Implement secure remote access (Virtual Private Network (VPN)) gateways, and AS-SIP gateways at the DoD-to-Internet boundary. (2012- 2013), [OPR: PEO-MA, CIAE; OCR: GE, NS, GO, JITC]

TSK 1.1.4.4.1.5: Implement an automated configuration management tool. (2010-2011), [OPR: PEO-MA; OCR: NS, CSD]

TSK 1.1.4.4.1.6: Implement refined network and computing operations center designs, and out-of-band network design, and the security approaches associated with all NetOps tools. (2012-2013), [OPR: PEO MA; OCR: GE, CIO, NS, CSD, CIAE, OPS]

TSK 1.1.4.4.1.7: Design and deploy PKE-PKI issuance infrastructure on NIPRNet and SIPRNet. (2012-2013), [OPR: PEO-MA; OCR: CIO, PEO-GES]

ACT 1.1.4.4.2: Harden the networks of the DISN and network components (e.g., routers, switches, etc.) against cyber attack. (2012-2013), [OPR: NS, GE]

TSK 1.1.4.4.2.1: Engineer and implement a capability in the core to provide separation of DoD private, restricted, public voice, video and data traffic. (2012-2013), [OPR: GE, NS; OCR: GO, CIAE, PEO-MA, CSD]

TSK 1.1.4.4.2.2: Complete integrating improved IA monitoring and filtering tools into SATCOM gateways. (2012-2013), [OPR: PEO-STS; OCR: PEO-MA, NS]

TSK 1.1.4.4.2.3: Perform detailed design, project planning, and budget planning for the network portions of the “platform” security architecture developed in TSK 1.1.4.2.1.1. Lay out the project over a 3-year period. (2012-2013), [OPR: NS; OCR: GE, SPI, CIAE]

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TSK 1.1.4.4.2.4: Execute the network portion of the platform security architecture. (2012-2013), [OPR: NS; OCR: GE, OPS, CIAE]

ACT 1.1.4.4.3: Update and publish the overarching IA architecture from ACT 1.1.4.2.1 to ensure the plan properly addresses changes in DoD operational priorities, in technology, and in the cyber threat. (2012-2013), [OPR: CIAE; OCR: All DISA orgs, NSA, Services, OASD(NII), USCYBERCOM]

TSK 1.1.4.4.3.1: Develop and publish a security approach for the SIPRNet that optimizes the classified information infrastructure for joint and coalition operations and that improves resistance to cyber attack, increases likelihood of detection and successful reaction to cyber attack, and contains the spread of cyber attack. (2012-2013), [OPR: CIAE; OCR: DISA, NSA, military services, OASD(NII), USCYBERCOM]

TSK 1.1.4.4.3.2: Determine the modifications necessary in the portfolio of DISA run, DoD-wide IA efforts to properly support the DISA platform, NIPRNet, and new SIPRNet architectures. (2012-2013), [OPR: CIAE; OCR: PEO-MA, OPS, NS, CS, SPI]

PRI 1.1.5: Optimize DISA’s global NetOps operational structure structure through architecture and technology.

Definition: In collaboration with the Services, develop the overall technical design for NetOps in DoD so that the DISA Enterprise Infrastructure can be managed and defended end to end. Provide the capability to operate and assure new technologies and service capabilities as they are added to the enterprise. Establish a global automated NetOps capability and policies to operate and assure all DISA existing and new technologies and services.


ACT 1.1.5.2.1: Define technology requirements and architectures for the DISA Command Center (DCC) and DISA operations centers world-wide (including Operational Support System (OSS), knowledge management (KM), customer relationship management (CRM), office automation, etc). (2010-2011), [OPR: GO]

TSK 1.1.5.2.1.1: Codify requirements and implementation plans by working with the capability providers for DISA OSS and enterprise KM, multimedia capabilities, DISANet Service Center (DSC), and CRM tools. (2010-2011), [OPR: PEO-MA; OCR: GO, CIO, NS, CSD, PEO-MA, PEO-GES]

TSK 1.1.5.2.1.2: Establish an OSS operational architecture that promotes commonality and integration across current and future DISA management capabilities, including the DISN OSS and CSD Enterprise Systems Management capabilities, and that makes the OSS particularly resistant to hostile cyber warfare. (2010-2011), [OPR: CIO; OCR: CIO, CIAE, CSD, NS, GO, PEO-STS, PEO-MA, PEO-GES]

TSK 1.1.5.2.1.3: Provide the necessary networks, IT tools, material, infrastructure, and facilities for the DCC. (2010-2011), [OPR: CIO; OCR: GO, NS, MPS]

TSK 1.1.5.2.1.4: Provide NetOps applications for the DCC. (2010-2011), [OPR: PEO-MA; OCR: CIO, GO, NS, SPI, MPS]

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ACT 1.1.5.2.2: Based on the architecture, design and deliver a dynamic DISA OSS to meet DISA’s evolving operational and NetOps requirements and supporting the needs of the service provider and operations centers. (2010-2011), [OPR: PEO-MA]

TSK 1.1.5.2.2.1: Converge NS and CSD components into a single architecture and management and data plan enabling access at all operations centers. (2010-2011), [OPR: PEO-MA; OCR: CIO, NS, CSD, GO]

TSK 1.1.5.2.2.2: Provide a consolidated global situational awareness view to the NetOps Centers and to the DCC and other NetOps components. (2010-2011), [OPR: PEO-MA; OCR: GO, NS, CSD]

TSK 1.1.5.2.2.3: Implement machine-to-machine solutions to support collection, analysis, and display of data supporting the metrics identified for measuring and reporting the health and mission readiness of the GIG. (2010-2011), [OPR: PEO-MA OCR: CIAE, GO, NS, CSD]

TSK 1.1.5.2.2.4: Develop IA-cyber feeds to situational swareness systems. (2010-2011), [OPR: PEO-MA, CIAE; OCR: GO, NS, CSD]

ACT 1.1.5.2.3: Extend the DISA OSS through information sharing to integrate with the management and operations capabilities of our customers to support end-to-end visibility, management, and control, as appropriate. (2010-2011), [OPR: CIO]

TSK 1.1.5.2.3.1: Establish data standards for information sharing for Computer Network Defense (CND), network management and configuration management as a part of the NetOps Community of Interest (COI) that enable the realization of machine-to-machine integration across customer boundaries to support end-to-end visibility, management and control, as appropriate. (2010-2011), [OPR: PEO-MA; OCR: NSA, NetOps COI]

TSK 1.1.5.2.3.2: Extend DISA OSS to include support for DISA managed infrastructure operating at customer locations. (2010-2011), [OPR: PEO MA; OCR: NS, CSD, CIO, GO]

TSK 1.1.5.2.3.3: Develop and implement a solution that monitors and/or manages (where applicable) the customer experience (end to end) of all DISA supported applications and enterprise services. (2010-2011), [OPR: CSD]


ACT 1.1.5.4.1: Continue to evolve the DCC and all DISA NetOps Centers. (2012-2013), [OPR: GO]

ACT 1.1.5.4.2: . Identify and prioritize new requirements (OSS, KM, CRM, etc.) to evolve operations centers worldwide . (2012-2013), [OPR: GO]

ACT 1.1.5.4.3: Engineer and field IT management tools that automate configuration management and configuration change, to include automated remediation following Information Technology Infrastructure Library (ITIL) processes. (2012-2013), [OPR: PEO-MA]

TSK 1.1.5.4.3.1: Integrate the multimedia capabilities, DSC and CRM tools across operations centers to establish worldwide integrated capabilities. (2012-2013), [OPR: PEO-MA; OCR: GO, CIO, NS, CSD, PEO-MA, PEO-GES]

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TSK 1.1.5.4.3.2: Develop and deploy capabilities that provide commanders with the ability to evaluate the readiness of their IT infrastructure to include inventory, topology, configurations, and information assurance-cyber feeds using systems such as HBSS, Vulnerability Management System (VMS), and IA tools that provide situational awareness. (2010-2011), [OPR: PEO-MA; OCR: CIO, CSD, GO, NS]

ACT 1.1.5.4.4: Orchestrate the delivery of capabilities across the Agency into the DISA NetOps Operation Centers. (2012-2013), [OPR: PEO-MA]

ACT 1.1.5.4.5: Extend the DISA OSS through information sharing to integrate with the management and operations capabilities of our customers to support end-to-end visibility, management, and control, as appropriate. (2012-2013), [OPR: PEO-MA]

ACT 1.1.5.4.6: Establish an enterprise NetOps information sharing environment that supports NetOps with mission partner COIs. (2012-2013), [OPR: PEO-MA]

TSK 1.1.5.4.6.1: Provide cross domain sharing of NetOps data with mission partners. (2012-2013), [OPR: PEO-MA; OCR: CIAE, OPS]

ACT 1.1.5.4.7: Deliver interoperable and reusable mission services for cyber situational awareness, workflow, and mission analysis. (2012-2013), [OPR: PEO-MA]

TSK 1.1.5.4.7.1: Deploy analysis tools that can be used by all in the DoD to do collaborative cyber attack detection, diagnosis, and reaction. (2012-2013), [OPR: PEO-MA; OCR: NS, CSD, CIO]

TSK 1.1.5.4.7.2: Develop and deploy global situational awareness capabilities leveraging machine-to-machine information from DISA provided enterprise capabilities such as HBSS and ECOS to support attack detection and analysis as well as readiness metrics. (2012-2013), [OPR: PEO-MA; OCR: CSD, GO, NS]

TSK 1.1.5.4.7.3: Develop a modeling and simulation capability that aids commanders in developing courses of action for GIG operations and defense. (2012-2013), (OPR: PEO-MA)

ACT 1.1.5.4.8: Adopt and deliver organizational, process, and technology changes to effectively and efficiently operate and manage Enterprise Infrastructure located at the edge. (e.g. SME PED, GCDS, DCS). (2012-2013), [OPR: GO]

PRI 1.1.6: Ensure continuity of operations (COOP) capabilities are in place to support deployment, sustainment, and operation of critical capabilities.

Definition: DISA is responsible to the National Command Authorities and warfighters, and critical capabilities provided by DISA must be available and consistent with affordability and the risk associated with disruption to that DISA capability.

ACT 1.1.6.2: 2 Year Actions

ACT 1.1.6.2.1: Provide COOP capabilities for the Enterprise Infrastructure. (2010-2011), [OPR: GO]

TSK 1.1.6.2.1.1: Evaluate Enterprise Infrastructure, identify gaps between existing COOP capabilities, and document required material solutions. (2010-2011), [OPR: NS, CSD, CAE; OCR: GO]

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TSK 1.1.6.2.1.2: Develop process to determine criticality of elements that will be added to the Enterprise Infrastructure and set COOP requirements for them. (2010-2011), [OPR: NS, CSD; OCR: GO]

TSK 1.1.6.2.1.3: Develop and fund a DISA COOP Resource Plan to include manpower, facilities, training, and temporary duty (TDY). (2010-2011), [OPR: GO; OCR: GO, NS, CSD, CFE]

TSK 1.1.6.2.1.4: Build necessary infrastructure to address gaps in DISA COOP Enterprise Infrastructure. (2010-2011), [OPR: NS, CSD; OCR: GO, MPS, CIO]


ACT 1.1.6.4.1: Provide COOP capabilities for critical elements of the Enterprise Infrastructure. (2012-2013), [OPR: GO, NS, CSD]

TSK 1.1.6.4.1.1: Based on criticality of elements, add necessary capabilities to the DISA Enterprise Infrastructure. (2012-2013), [OPR: NS, CSD; OCR: GE, MPS, CIO]

TSK 1.1.6.4.1.2: Evaluate the need for new technology for COOP requirements in view of NetVision. (2012-2013), [OPR: NS, CSD; OCR: GE, CTO, GO]

PRI 1.1.7: Protect critical infrastructure in DISA and the Global Information Grid (GIG).

Definition: DISA has the responsibility to take the necessary actions to prevent, remediate, or mitigate risks to DoD and non-DoD networked assets essential to protect, support, and sustain military forces and operations worldwide.


ACT 1.1.7.2.1: Identify, prioritize, assess, and assure the critical components of the DISA provided infrastructure and ensure the risks and priorities are known to all appropriate parties. (2010-2011), [OPR: CIAE]

TSK 1.1.7.2.1.1: Identify, characterize, and assess all DISA critical assets, identifying associated vulnerabilities. (2010-2011), [OPR: CIAE; OCR: GO, NS, SPI, GE, CFE, OASD (Homeland Defense and America’s Security Affairs (HD&ASA)), JS] TSK 1.1.7.2.1.2: Analyze critical infrastructure shortcomings and develop plans to address. (2010-2011), [OPR: NS, CS; OCR: GE, PLD, CFE, CAE, CIAE]

TSK 1.1.7.2.1.3: Identify, validate, and submit consolidated and prioritized resource requirements to OASD(HD&ASA), through the DISA Executive Committee, on an annual basis. (2010-2011), [OPR: CIAE; OCR: OASD (HD&ASA), JS]

ACT 1.1.7.2.2: Identify, prioritize, assess, and assure the Defense Critical Infrastructure for the GIG Sector. (2010-2011), [OPR: CIAE]

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TSK 1.1.7.2.2.1: Obtain prioritized Joint Mission Essential Tasks (JMET), Agency Mission Essential Tasks (AMET) etc., from all Combatant Commands, Services, and Defense Infrastructure Systems Lead Agents (DISLA), conduct interdependency analyses, and establish and maintain a characterization of the GIG Sector support functions, systems, assets, and dependencies as they relate to prioritized JMETS, AMETS, etc. Ensure the information is available to interested parties automatically. (2010-2011), [OPR: CIAE; OCR: OASD(HD&ASA), JS]

TSK 1.1.7.2.2.2: As the sector lead, participate in the PPBS, as well as other related resource and prioritization processes (e.g., unfunded resource requests, Integrated Priority Lists) to advocate for resources for remediation of critical vulnerabilities, as appropriate. (2010-2011), [OPR: CIAE; OCR: SPI, OASD(HD&ASA), JS]

TSK 1.1.7.2.2.3: Establish and chair the GIG Sector Working Group to better address prioritization, remediation and mitigation, and coordinate with the Combatant Commands, Joint Staff (JS), and OASD(HD&ASA) to monitor the progress of mitigation and remediation plans for critical assets. Act to prevent or mitigate the loss or degradation of critical assets. (2010-2011), [OPR: CIAE; OCR: OASD(HD&ASA), JS]


ACT 1.1.7.4.1: Begin repairing Defense Critical Infrastructure vulnerabilities for the GIG Sector. (2012-2013), [OPR: CIAE]

TSK 1.1.7.4.1.1: Deploy capabilities to address highest priority vulnerabilities to the Defense Critical Infrastructure. (2012-2013), [OPR: NS, CSD; OCR: GE. PLD, CFE, CAE]

TSK 1.1.7.4.1.2: In coordination with the Combatant Commands, JS and OASD(HD&ASA), mitigate and remediate loss or degradation of critical assets and act to prevent or mitigate the loss or degradation of critical assets. (2012-2013), [OPR: CIAE; OCR: OASD (HD&ASA), JS]

TSK 1.1.7.4.1.3: Conduct interdependency analysis and establish and maintain a characterization of the Defense Sector support functions, systems, assets, and dependencies as they relate to JMETS, AMETS etc. (2012-2013), [OPR: CIAE; OCR: OASD (HD&ASA), JS]

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lOO: COMMAND & CONTROl AND INFORMATION SHARING

Line of Operation 1.2: Command and Control and Information Sharing

TODAY OUR WARFIGHTERS FACE COMPLEX, DIVERSE, AND DYNAMIC MISSIONS that require information technology (IT) capabilities that will enable them to achieve desired outcomes across the range of military operations.

Command and control (C2) and the supporting Enterprise Infrastructure is the linchpin of such operations. Commanders must have the ability, the information, and the situational awareness to command, control, and coordinate an interdependent force in rapidly changing scenarios and during simultaneous or sequential operations. Effective C2 requires joint and integrated IT capabilities that allow assigned forces the visibility and rapid access to information to execute the operations in support of a commander’s intent.

COMMANDERS REQUIRE THE INFORMATION AND SITUATIONAL AWARENESS to effectively command and control an interdependent force in rapidly changing scenarios and during simultaneous or sequential operations.

CAPABILITIES DEVELOPED AND RECENTLY FIELDED via Global Command and Control System – Joint (GCCS-J) and Global Combat Support System – Joint (GCSS-J) were major steps in the migration from tightly coupled, client-server based systems to more loosely coupled, services based, net-centric capabilities.

OUR FUTURE EFFORTS FOCUS ON EVOLVING THESE SYSTEMS toward more capable net-centric solutions and are guided by an objective Service Oriented Architecture (SOA). This migration will not only provide enhanced warfighting capability, it will also reduce the cost of maintaining point-to-point interfaces and heavy client-server systems administration burden. Further, the SOA approach will facilitate adding improved capability more rapidly once the foundation is in place. Future C2 will leverage a Web-enabled environment with permission-based access to servers in dispersed locations designed to minimize bandwidth consumption creating a virtual collaboration environment among and within the Combatant Commands, Service headquarters, the Joint Staff, Office of the Secretary of Defense (OSD), defense agencies, and mission partners.

AN ENTERPRISE BASED, INTEGRATED SINGLE ARCHITECTURE AND ADHERENCE TO DATA STANDARDS will facilitate rapid, seamless, and distributive collaborative information exchange. This single integrated joint architecture and data standards will be designed to enable interoperability and support diversity of vertical/horizontal information flow. The vision for C2 is to increase interoperability through the SOA construct, while reducing life-cycle maintenance over current Family of Service (FoS) point-to-point, version-specific interfaces.

OPERATIONAL EXPERIENCE HAS IDENTIFIED SHORTCOMINGS in the Department’s support for multinational information sharing with allies and coalition partners. Our National Military Strategy has identified the need for strengthened collaboration with our multinational, interagency, and nongovernmental partners through exploitation of enterprise services. The key to such collaboration will be the Combatant Command’s ability to collect, process and share information. Many ad hoc and uncoordinated initiatives are in place or in development to address these shortcomings; however, a consolidated DoD approach to developing allied and coalition information sharing is required to ensure coalition C2 interoperability.

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Strategic Objective: Effective, reliable, secure, agile, national, and operational command and control and information sharing capabilities and services that adapt to rapidly changing circumstances

PRI 1.2.1: Provide enabling command and control capabilities and services in support of emerging joint operations.

Definition: The acquisition and deployment of joint C2 capabilities through the development of a DoD C2 architecture and standards and the integration of applications, data, and services.


ACT 1.2.1.2.1: Develop joint C2 architecture and standards. (2009), [OPR: PEO-C2C]

TSK 1.2.1.2.1.1: Determine joint C2 architecture requirements. (2009) [OPR: PEO-C2C; OCR: CAE, CTO, CSD, PEO-GES, GE, CIAE, JITC, GO]

TSK 1.2.1.2.1.2: Develop, publish and maintain joint C2 architecture and standards. (2010-2011) [OPR: PEO-C2C; OCR: CAE, CTO, CSD, PEO-GES, GE, CIAE, JITC, GO]

TSK 1.2.1.2.1.3: Determine existing GCCS-Family of Systems architectural implementations. (2009) [OPR: PEO-C2C; OCR: GE]

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OUR EFFORTS WITH MULTINATIONAL INFORMATION SHARING will move to a net-centric environment based on common agreements and standards enabling enterprise services and dynamic exchange of information with mission partners. At its foundation, multinational information sharing is a net-centric implementation of our national foreign disclosure policies and international agreements with mission partners enabling the dynamic exchange of information based on the classification and releasability of data vice the physical network separation of information. The materiel implementation provides an application-based capability synchronizing physical guarding solutions acting on data labeling, identities, and accesses.

THIS CONCEPT CALLS FOR AN INFORMATION SHARING ENVIRONMENT enabling commanders to rapidly and effectively share and consume information from mission partners operating across the strategic, operational, and tactical continuum, to include potential federal, state, local, and tribal mission partners. This concept integrates joint force actions with agencies, nongovernmental organizations, first responders, and private volunteer organizations within the United States as well as in a multinational environment, whether the United States is leading the operation or participating as a mission partner. We envision an information sharing environment enabled by technological advances and superior sharing systems that provides the capability to dynamically manage mission partners’ participation with varying levels of trust as well as to produce and consume knowledge and services with these mission partners. Consistent with this is the need to improve information sharing with mission partners at all organizational levels and across the full range of military operations.

WHILE MUCH OF THE PREVIOUS DISCUSSION FOCUSED ON CONVENTIONAL C2 capabilities, DISA is also responsible for some aspects of our Nation’s national and nuclear C2. The agency has an aggressive effort underway to modernize presidential communications in support of the White House. While DISA is not solely responsible for nuclear C2, it does provide engineering support in general and manages some specific solutions (e.g., secure video teleconferencing service).






TSK 1.2.1.2.1.4: Determine joint C2 transition architecture requirements based GCCS-FOS FY10/FY11 projected development plans. (2009) [OPR: PEO-C2C; OCR: GE]

TSK 1.2.1.2.1.5: Develop, publish, and maintain transition architecture and standards. (2010), [OPR: PEO-C2C; OCR: CAE, CTO, CSD, PEO-GES, GE, CIAE, JITC, TEMC, GO]

TSK 1.2.1.2.1.6: Define process for architecture compliance. (2010), [OPR: PEO-C2C; OCR: CAE, CTO, CSD, PEO-GES, GE, CIAE, GO]

TSK 1.2.1.2.1.7: Conduct system integration of joint C2 capabilities developed by the Service Components. (2010), [OPR: PEO-C2C; OCR: JITC, TEMC, CAE, CSD, GO, PEO-GES]

TSK 1.2.1.2.1.8: Conduct integration testing of joint C2 capabilities developed by the Service Components. (2010), [OPR: PEO-C2C; OCR: JITC, TEMC, CAE, CSD, GO, PEO-GES]

ACT 1.2.1.2.2: Deliver capabilities in accordance with (IAW) annual Joint Command and Control Capability (JC2C) approved development plan. (2010), [OPR: PEO-C2C]

TSK 1.2.1.2.2.1: Produce annual development plan IAW prioritized requirements. (2010), [OPR: PEO-C2C; OCR: PEO-GES, GE JITC, CTO, TEMC, GO, CSD]

TSK 1.2.1.2.2.2: Provide (Adopt, Adapt, Create), integrate, and deploy capabilities IAW JC2C development plan. (2010), [OPR: PEO-C2C; OCR: PEO-GES, GE, JITC, CTO, TEMC, GO, CSD, SPI, CFE]

TSK 1.2.1.2.2.3: Produce plan of action and milestones (POA&M) and begin transition of GCCS-J to a joint C2 architecture. (2011), [OPR: PEO-C2C; OCR: PEO-GES, GE, JITC, CTO, TEMC, GO, CSD, CIAE, CAE]

ACT 1.2.1.2.3: Deliver adaptive planning (AP) capabilities in accordance with JFCOM prioritized needs. (2010), [OPR: PEO-C2C]

TSK 1.2.1.2.3.1: Provide (Adopt, Adapt, Create), integrate, and deploy Interactive Gaming System capabilities. (2010), [OPR: PEO-C2C; JITC, CTO, TEMC, GO, CSD, SPI, CFE]

TSK 1.2.1.2.3.2: Provide (Adopt, Adapt, Create), integrate, and deploy Rapid Time-Phased Force and Deployment Data (TPFDD) Builder capabilities. (2010), [OPR: PEO-C2C; OCR: PEO-GES, GE, JITC, CTO, TEMC, GO, CSD, SPI, CFE]

TSK 1.2.1.2.3.3: Provide (Adopt, Adapt, Create), integrate, and deploy Joint Capabilities Requirements Manager capabilities. (2010), [OPR: PEO-C2C; OCR: PEO-GES, GE, JITC, CTO, TEMC, GO, CSD, SPI, CFE]

TSK 1.2.1.2.3.4: Provide (Adopt, Adapt, Create), integrate, and deploy Joint Force Projection capabilities. (2010), [OPR: PEO-C2C; OCR: PEO-GES, GE, JITC, CTO, TEMC, GO, CSD, SPI, CFE]

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TSK 1.2.1.2.3.5: Provide (Adopt, Adapt, Create), integrate, and deploy Joint Operations Planning and Execution System (JOPES) enhancements IAW JC2C development plan. (2010), [OPR: PEO-C2C; OCR: PEO-GES, GE, JITC, CTO, TEMC, GO, CSD, SPI,]

TSK 1.2.1.2.3.6: Provide (Adopt, Adapt, Create), integrate, and deploy AP Storefront capabilities. (2010), [OPR: PEO-C2C; OCR: PEO-GES, GE, JITC, CTO, TEMC, GO, CSD, SPI, CFE]

TSK 1.2.1.2.3.7: Merge AP development priorities with JC2C development priorities. (2011), [OPR: PEO-C2C; OCR: PEO-GES, GE, JITC, CTO, TEMC, GO, CSD, SPI, CFE]

TSK 1.2.1.2.3.8: Provide (Adopt, Adapt, Create), integrate, and deploy AP capabilities IAW JC2C prioritized development plan. (2011), [OPR: PEO-C2C; OCR: PEO-GES, GE, JITC, CTO, TEMC, GO, CSD, SPI, CFE]

ACT 1.2.1.2.4: Deliver joint logistics capabilities via GCSS-J IAW Joint Staff (J4) prioritized needs. (2010), [OPR: PEO-C2C]

TSK 1.2.1.2.4.1: Provide (Adopt, Adapt, Create), integrate, and deploy petroleum, ammunition, and distribution process watchboard capabilities. (2010), [OPR: PEO-C2C]

TSK 1.2.1.2.4.2: Provide and deploy selected logistics capabilities currently available on the SIPRNet version of GCSS-J to the NIPRNet instance (2010), [OPR: PEO-C2C]

TSK 1.2.1.2.4.3: Produce POA&M to ensure compliance of GCSS-J to the joint C2 architecture. (2011), [OPR: PEO-C2C; OCR: PEO-GES, GE, JITC, CTO, TEMC, GO, CSD, CIAE, CAE]

ACT 1.2.1.2.5: Merge the functionalities of the Net-Enabled Command Capability (NECC) Federated Development and Certification Environment (FDCE) with Forge.mil. (2010), [OPR: PEO-C2C]

TSK 1.2.1.2.5.1: Develop and execute a Plan of action and milestones (POA&M). (2010), [OPR: PEO-C2C]

TSK 1.2.1.2.5.2: Use the functionality in Forge.mil to validate architecture compliance assertions. (2010), [OPR: PEO-C2C; OCR: CTO, PEO-GES, GE, JITC, FSO, TEMC]

TSK 1.2.1.2.5.3: Terminate FDCE. (2010), [OPR: PEO-C2C]


ACT 1.2.1.4.1: Evolve C2 architecture and standards. (2012), [OPR: PEO-C2C]

ACT 1.2.1.4.2: Continue to conduct system integration of joint and coalition C2 and logistics capabilities. (2012), [OPR: PEO-C2C]

ACT 1.2.1.4.2: Continue to conduct integration testing of joint and coalition C2 and logistics. (2012), [OPR: PEO-C2C]

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ACT 1.2.1.4.3: Deliver capabilities IAW annual JC2C approved development plan. (2012), [OPR: PEO-C2C]

ACT 1.2.1.4.4: Complete transition of GCCS-J to the future joint C2 architecture, as approved by OSD. (2014), [OPR: PEO-C2C]

TSK 1.2.1.4.4.1: Execute POA&M to transition GCCS-J to the future C2 architecture. (2014), [OPR PEO-C2C; OCR: CAE, CTO, CSD, PEO-GES, GE, CIAE, JITC, TEMC, GO]

ACT 1.2.1.4.5: Expand use of Forge.mil in support of JC2C. (2012), [OPR: PEO-C2C]

ACT 1.2.1.4.6: Terminate all sustainment and synchronization activities for Status of Resources and Training System (SORTS) capabilities pending successful DoD implementation of the Defense Readiness Reporting System (DRRS). (2014), [OPR: PEO-C2C]

ACT 1.2.1.4.7: Deliver joint logistics capabilities via GCSS-J IAW Joint Staff (J4) prioritized needs. (2014), [OPR: PEO-C2C]

TSK 1.2.1.4.7.1: Provide and deploy same logistics capabilities on both SIPRNet and NIPRNet instances (2014), [OPR: PEO-C2C]

TSK 1.2.1.4.7.2: Execute POA&M to ensure compliance of GCSS-J to the future C2 architecture. (2014), [OPR PEO-C2C; OCR: CAE, CTO, CSD, PEO-GES, GE, CIAE, JITC, TEMC, GO]

PRI 1.2.2: Establish an enterprise information sharing environment.

Definition: An Enterprise Infrastructure that supports the convergence of mission partner Communities of Interests (COIs) and bilateral networks.


ACT 1.2.2.2.1: Provide cross enclave sharing environment (2010), [OPR PEO-C2C]

TSK 1.2.2.2.1.1: Deliver an implementation plan for the delivery of the CENTRIXS Cross Enclave Requirement (CCER) capability to the approved set of COIs/bi-laterals and services to be brought into the CCER environment. (2011), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.2.1.2: Complete delivery of CCER services for the approved list of COIs/bilaterals. (2010), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.2.1.3: Complete follow-on delivery of CCER services to additional COIs/bilaterals. (2011), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

ACT 1.2.2.2.2: Provide cross domain sharing environment. (2010) [OPR: PEO-C2C]

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TSK 1.2.2.2.2.1: Transition Griffin e-mail guards between the United States and Australia to more capable commercial email security devices. (2010), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.2.2.2: Transition Griffin e-mail guards between the United States and Canada to an enterprise cross domain service. (2010), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.2.2.3: Transition Griffin e-mail guards between the United States and United Kingdom (UK) to an enterprise cross domain service. (2010), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.2.2.4: Establish Cross Domain Collaborative Information Environment (CDCIE) Chat capability in Afghanistan (2010), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.2.2.5: Deliver CCER services to approved set of COIs/bilaterals requiring cross domain information sharing. (2010), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

ACT 1.2.2.2.3: Provide a nonclassified information sharing environment capable of supporting DoD, federal agency, non-U.S. military government organizations, state and local organizations, and non-governmental organizations (NGO). (Dec 2011) [OPR: PEO-C2C]

TSK 1.2.2.2.3.1: Establish an Information Sharing Integration Team to identify and coordinate information sharing efforts within the Agency. (2010), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.2.3.2: Develop a nonclassified information sharing enterprise architecture. (2010), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC].

TSK 1.2.2.2.3.3: Implement a nonclassified enterprise-wide information sharing service that leverages key features and tools that are either Open Source or commercially available. (2011), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.2.3.4: Converge current Combatant Command nonclassified information sharing sites into a single enterprise environment. (2011), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

ACT 1.2.2.2.4: Plan integration of operational C2 with the coalition environment and other federal environments. (2011), [OPR: PEO-C2C]

TSK 1.2.2.2.4.1: Build POA&M to support integration of C2 with other environments. (2011), [OPR: PEO-C2C; OCR: CSD, GO, CTO, CIAE, GE, JITC, TEMC]

TSK 1.2.2.2.4.2: Field pilot capabilities in support of C2 using the expanded DISA cloud computing infrastructure. (2011), [OPR: PEO-C2C]

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ACT 1.2.2.4.1: Provide cross enclave sharing environment exploiting labeling and tagging. (2014), [OPR: PEO-C2C]

TSK 1.2.2.4.1.1: Complete follow-on delivery of CCER services to additional COIs and designated bilaterals annually using labeling and tagging. (2012), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.4.1.2: Transition remaining COIs and bilaterals to CCER environment. (2014), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

ACT 1.2.2.4.2: Provide cross domain sharing environment. (2013), [OPR: PEO-C2C]

TSK 1.2.2.4.2.1: Using the U.S./Australia GENSER Secret e-mail solution as a model, transition Griffin into the CCER Environment for the UK and Canada as well. (2013), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.4.2.2: Provide VOIP, web, Common Operational Picture (COP), and other sharing services as appropriate in the AUS/CAN/UK/U.S. CCER/Griffin environment. (2012/2013), [OPR: PEO-C2C, OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.4.2.3: Merge the “REL-DMZs” and the Griffin “DMZs” as a result of the move of Griffin to CCER. (2013), [OPR: PEO-C2C, PEO-MA, OCR CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-GES, JITC, TEMC]

TSK 1.2.2.4.2.4: Move any remaining Griffin cross domain services into the DISA Cross Domain Enterprise Service (2013), [OPR: PEO-C2C, PEO-MA, OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-GES, JITC, TEMC]

ACT 1.2.2.4.3: Provide a nonclassified information sharing environment capable of supporting DoD, federal agency, and NGOs. (2013), [OPR: PEO-C2C]

TSK 1.2.2.4.3.1: Provide C2 services and data seamlessly to coalition environments and other Federal environments. (Nov 2013), [OPR: PEO-C2C; OCR: JITC, CTO, TEMC, CSD, PEO-GES, GE, GO]

TSK 1.2.2.4.3.2: Complete the convergence of mission partner COIs and bilateral networks in an enterprise information sharing environment. (2013), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.4.3.3: Implement a nonclassified enterprise-wide information sharing service that leverages key features and tools that are either Open Source or commercially available. (2011), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

TSK 1.2.2.4.3.4: Converge current Combatant Command nonclassified information sharing sites into a single enterprise environment. (2011), [OPR: PEO-C2C; OCR: CAE, CTO, CIAE, CIO, GO, NS, GE, CSD, PEO-MA, PEO-GES, JITC, TEMC]

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ACT 1.2.2.4.4: Provide C2 services and data seamlessly to coalition environments and other federal environments. (2013), [OPR: PEO-C2C]

PRI 1.2.3: Support national leadership and nuclear command and control.

Definition: Provide technical assistance and systems engineering support to maintain, evolve, and integrate national and nuclear command, control, and communications (C3) capabilities.


ACT 1.2.3.2.1: Develop Nuclear Command, Control, and Communications (NC3) architecture in collaboration with USSTRATCOM. (2010), [OPR: GE;

TSK 1.2.3.2.1.1: Develop NC3 architecture and standards based on validated requirements. (2010) OPR: GE; OCR: CTO, GES, NS, PEO-C2C, JITC, SPI]

TSK 1.2.3.2.1.2: Develop systems engineering plan for NC3. (2010) OPR: GE; OCR: CTO, GES, NS, GO, PEO-C2C, JITC]

TSK 1.2.3.2.1.3: Implement support IAW the plan. (2010), [OPR: GE] TSK 1.2.3.2.1.4: Provide engineering support to the JS, NSC, and ASD(NII). (2010), [OPR GE; OCR: PEO-GES, CTO, NS, GO, PEO-C2C]

ACT 1.2.3.2.2: Provide National Senior Leader Decision Support Service (NSLDSS) in support of national leadership. (2011), [OPR: CTO]

TSK 1.2.3.2.2.1: Deploy and maintain NSLDSS in support of national leadership. (2011), [OPR: CTO; OCR: CSD, PEO-GES, GO]


ACT 1.2.3.4.1: Evolve future NC3 architecture. (2011), [OPR: GE] ACT 1.2.3.4.2: Transition National Senior Leader Decision Support Service (NSLDSS) capabilities in support of national leadership. (2012), [OPR: PEO-GES]

ACT 1.2.3.4.3: Develop architecture and standards for strategic C2. (2012), [OPR: GE]

TSK 1.2.3.4.3.1: Develop, publish, and maintain architecture and standards. (2011), [OPR: GE]

TSK 1.2.3.4.3.2: Develop, publish, and maintain transitional architecture and standards to converge operational and strategic C2 capabilities. (2012), [OPR: GE]

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lOO: OPERATE AND ASSURE

Line of Operation 1.3: Operate and Assure

DISA OPERATES A RELIABLE, AVAILABLE, SECURE, AND PROTECTED ENTERPRISE INFRASTRUCTURE that enables warfighting forces to meet all challenges across the full range of military operations. To operate and assure demands reliability, availability, diversity, capacity, and

security of the Enterprise Infrastructure, C2, information sharing capabilities, and services provided by the Agency. The enterprise is a contested battlespace in which we must assure mission success in the face of cyber attacks using the tools, techniques, and processes necessary to conduct operations attack detection and the responses necessary to meet DoD mission requirements. The Operate and Assure Line of Operation is composed of five priorities:

▲ OperateandassuretheEnterpriseInfrastructuretoenablecriticalmissionstosucceed acrossthespectrumofoperationstoincludeinanyformofcontestedenvironment. ▲ OptimizeDISA’sglobalNetOpsoperationalstructure. ▲ ProvidedeliberateandcrisisplanningprocessestailoredtomeetCombatantCommand, Service,Agency,coalitionforce,andseniornationalleaderrequirementsacrossthefull spectrumofoperations. ▲ ExecuteoperationalCOOPtosupportdeployment,sustainment,andagileoperationof criticalcapabilities. ▲ Operateandinfluenceenterprisecyberriskmanagementandcompliancemeasurement processestoensuremissionriskstaysappropriateandtechnologyinsertionstaysagile,as technologyandthreatsevolve.

Strategic Objective: Dynamic control and operation of our Enterprise Infrastructure and the Command and Control and Information Sharing capabilities and services.

PRI 1.3.1: Operate and assure the Enterprise Infrastructure to enable critical missions to succeed across the spectrum of operations to include in any form of contested environment.

Definition: Provide the operational structure and C2 of the DISA components of the enterprise.


ACT 1.3.1.2.1: Refocus net defense to defend the DISA infrastructure (DISN, computing, certain core services). (2010-2010), [OPR: GO]

TSK 1.3.1.2.1.1: Define mission, roles, and responsibilities for DISA’s Computer Network Defense (CND) operations focusing on defending the DISN, defending the Enterprise Computing Centers, defending the DCC and DISA’s NetOps Centers, and defending specific “high value targets” as the priority missions for DISA operations. (2010-2010), [OPR: GO; OCR: CIO, CSD, CIAE, PEO- MA]

TSK 1.3.1.2.1.2: Develop CONOPS and tactics, techniques, and procedures (TTP) and conduct exercises focused on the DISN, DECCs, and enterprise services using existing and programmed CND capabilities. (2010-2010), [OPR: GO; OCR: JITC, CIO, CSD, CIAE, PEO MA]

TSK 1.3.1.2.1.3: Operationalize an evaluation program to measure both individual and organizational readiness. (2010-2010), [OPR: GO; OCR: JITC, CIO, CSD, CIAE, PEO MA] TSK 1.3.1.2.1.4: Establish a Red Team and conduct Friendly Network Force Operations within DISA. (2010-2010), [OPR: GO; OCR: JITC, CIO, CSD, CIAE, PEO MA]

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TSK 1.3.1.2.1.5: Conduct cyber drills on DISA spaces (e.g. broadcasting suspicious links that if clicked on will lead to IA refresher training). (2010-2010), [OPR: GO; OCR: JITC, CIO, CSD, CIAE, PEO MA]

ACT 1.3.1.2.2: Transform our operations and net defense to better utilize the new perimeter defenses, attack detection capabilities, etc. (2010-2011), [OPR: GO]

TSK 1.3.1.2.2.1: Operate and defend all of the DoD’s outer perimeter defenses (NIPRNet-Internet, NIPRNet-SIPRNet, SIPRNet-REL, SIPRNet-Fed, Coalition). Define the mission and responsibilities of a perimeter defense operations group. (2010-2010), [OPR: GO; OCR: CIO, CSD, CIAE, PEO MA]

TSK 1.3.1.2.2.2: Train the operators on their responsibilities, including training in the new network structures, on operating the new perimeter defenses as a core piece of DoD’s layered defenses, and on defending these defenses against cyber attack. (2010-2010), [OPR: PEO MA; OCR: GO, CSD, CIAE]

TSK 1.3.1.2.2.3: Develop, in coordination with OSD, a Damage Assessment Training curriculum for cleared Defense contractors in support of the Defense Industrial Base security effort. (2010-2011), [OPR: GO-FSO; OCR: CIAE]

ACT 1.3.1.2.3: Develop new approaches to conduct cross domain searches for leaks from the SIPRNet into other networks (higher or lower in classification), and from NIPRNet to other networks, including the SIPRNet. (2010-2010), [OPR: PEO-MA, CIAE]

TSK 1.3.1.2.3.1: Use automated routing table analysis and leak detection tools to continuously map the SIPRNet and NIPRNet and monitor for evidence of accidental or malicious connection to other networks. Develop and regularly exercise the CONOPS to be used if leaks are found. (2010-2011), [OPR: GO; OCR: PEO-MA, CIAE]

ACT 1.3.1.2.4: Implement the service operation phase of the Information Technology Service Management Life cycle, to include the development of processes for Incident Management, Event Management, Request Fulfillment, Access Management, and Service Desk functions. (2010-2011), [OPR: GO]

TSK 1.3.1.2.4.1: Establish a Service Operations Program Office responsible for developing an implementation plan for DISA which includes the development of Incident Management best practice policy, process, procedures, and performance metrics to ensure optimal performance of the enterprise. (2010-2011), [OPR: GO; OCR: NS, CSD]

TSK 1.3.1.2.4.2: Adopt an integrated incident management process across all DISA Operations centers. (2010-2011), [OPR: GO; OCR: NS, CSD]

TSK 1.3.1.2.4.3: Adopt an integrated change management process across all DISA Operations centers. (2010-2011), [OPR: GO; OCR: NS, CSD]

TSK 1.3.1.2.4.4: Standardize Service Operations configuration management processes, vulnerability and remediation standards, and automated processes to provide complete, accurate, and current configurations while ensuring efficient and effective use of manpower. (2010-2011), [OPR: GO; OCR: PEO-MA, CIAE]

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ACT 1.3.1.2.5: Improve and expand the NetOps Readiness Review Board (NRRB) processes. (2010-2011), [OPR: GO]

TSK 1.3.1.2.5.1: Establish the process to identify the new critical capabilities and systems that will be evaluated by the NRRB. (2010-2010), [OPR: GO, CAE; OCR: PEO-MA, PEO-STS, PEO-GES, PEO-C2C, CSD, NS, GE, CTO]

TSK 1.3.1.2.5.2: Increase the percentage of new programs reviewed by the NRRB by 5 percent per year. (2010-2011), [OPR: GO]

TSK 1.3.1.2.5.3: Establish the process to coordinate NRRB process with the CIO enterprise architecture and the DISA OSS. (2011), [OPR: CIO; OCR: GO, CAE, CSD]

ACT 1.3.1.2.6: Develop and standardize operational processes for managing enterprise services and to assure the security, availability, and reliability of these services. (2010-2011), [OPR: GO, CSD]

TSK 1.3.1.2.6.1: Establish requirements for programs to build core operational processes that support full project life cycle management and ensure these processes are part of the NetOps readiness reviews. (2010-2011), [OPR: CAE, GO, CSD]

TSK 1.3.1.2.6.2: Establish the criteria to determine which NetOps centers will assume the management roles and responsibilities for the implementation of new services and capabilities into the enterprise. (2010), [OPR: GO; OCR: CAE and CSD]

TSK 1.3.1.2.6.3: Develop the processes to align enterprise services to functional mission capabilities and to report mission impacts due to the denial of enterprise services availability. (2010-2011), [OPR: PEO-GES, CTO; OCR: PEO-MA, GO, CSD]

ACT 1.3.1.2.7: Identify capability gaps across Combatant Command, Services, and Agencies SA systems to include identification and documentation of operator needs and scenarios for sharing data across NetOps functions of GIG Enterprise Management (GEM), GIG Network Assurance (GNA) and GIG Content Management (GCM) in the GIG. (2010-2010), [OPR: PEO-MA]

TSK 1.3.1.2.7.1: Identify NetOps requirements for converged services and identify any gaps or new requirements. (2010-2010), [OPR: PEO-MA; OCR: CSD, CTO, GO]

ACT 1.3.1.2.8: Operate mission services for planning, situational awareness (SA), workflow, and mission analysis. (2010-2011), [OPR: PEO MA]

TSK 1.3.1.2.8.1: Operate global situational awareness capabilities leveraging machine-to-machine information from DISA provided enterprise capabilities such as HBSS and ECOS to support attack detection and analysis, and readiness metrics. (2010-2010), [OPR: GO; OCR: PEO-MA]

TSK 1.3.1.2.8.2: Update and maintain validated asset and configuration databases for all DISA managed GIG devices. (2010-2011), [OPR: GO; OCR: PEO-MA]

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ACT 1.3.1.2.9: Adopt and deliver organizational, process, and technology changes to effectively and efficiently operate and manage Enterprise Infrastructure located at the edge (e.g. SME PED, GCDS, DCS). (2010-2011), [OPR: GO]

TSK 1.3.1.2.9.1: Provide NetOps information as a Web service. (2010-2011), [OPR: PEO-MA; OCR; NS, CSD, CIO, GO]

TSK 1.3.1.2.9.2: Publish and consume NetOps data to support diagnosis of events crossing between DISA and customer areas of responsibility (AOR). (2010-2011), [OPR: PEO-MA; OCR; NS, CSD, CIO, GO]

ACT 1.3.1.2.10: Align operations across the enterprise in support of evolving command and control; information sharing; and nuclear C2 capabilities. (2010-2011), [OPR: GO, CSD; PEO-C2C]

TSK 1.3.1.2.10.1: Evolve the operational structure following the DOTMLPF process to enable C2 capabilities. (2010-2011), [OPR: GO, CSD; PEO-C2C]

TSK 1.3.1.2.10.2: Evolve the operational structure following the DOTMLPF process to enable information sharing across the enterprise (e.g., CENTRIXS Cross Enclave Requirement (CCER), Griffin). (2010-2011), [OPR: GO, CSD, PEO-C2C]

TSK 1.3.1.2.10.3: Evolve the operational structure following the DOTMLPF process to enable national leadership and nuclear command and control capabilities. (NC3, NSLDSS). (2010-2011), [OPR: GO, CSD, PEO-C2C]


ACT 1.3.1.4.1: Continue to identify and deploy tools to improve enterprise level IA. (2012-2013), [OPR: GO, PEO-MA]

ACT 1.3.1.4.2: Utilize emerging data standards and practices to support automated and deterministic NetOps and CND functions. (2012-2013), [OPR: GO]

TSK: 1.3.1.4.2.1: Document the interactions that network operation and defense professionals have with machine data. Produce a flow model of the inputs and actions that network operation and defense professionals use to determine such things, as system risk, correlated incident data, and configuration management action plans. (2012-2013), [OPR: GO; OCR: PEO-MA, USCYBERCOM]

TSK 1.3.1.4.2.2: Support Semantic Web operations and create a shared vocabulary and data resource descriptions that define attributable facts and relationships required to automate NetOps and CND actions normally performed by human resources. (2012-2013), [OPR: GO; OCR: PEO-MA, USCYBERCOM]

TSK 1.3.1.4.2.3: Implement a Semantic Web pilot that visualizes integrated mission assurance data from NetOps and CND data sources. (2012-2013), [OPR: PEO-MA; OCR: GO, USCYBERCOM]

TSK 1.3.1.4.2.4: Establish a centralized data source that provides an authoritative source of NetOps information with a common view at all NetOps Centers and the DISA Command Center (DCC). (2012-2013), [OPR: GO]

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ACT 1.3.1.4.3: DISA shall provide the training products and infrastructure necessary to enable training of every DoD computer user and every member of the DoD cyber security-IA workforce is trained and actively helps achieve cyber security. (2012-2013), [OPR: GO]

TSK 1.3.1.4.3.1: Update DoD baseline for training and certification standards for civilian and uniformed cyber security personnel. (2012-2013), [OPR: GO; OCR: CIAE]

TSK 1.3.1.4.3.2: Standardize DoD NetOps training curriculum and establish/implement a NetOps Personnel Training and Certification process. (2012-2013), [OPR: GO; OCR: PEO-MA, CIAE]

ACT 1.3.1.4.4: Continue to expand Service Operations Program Office responsibilities to include the development of additional best-practice policies, processes, procedures, and performance metrics to ensure optimal performance of the enterprise. Processes include Event Management, Request Fulfillment, Access Management, and Service Desk functions. (2012-2013), [OPR: GO]

ACT 1.3.1.4.5: Continue to align operations across the enterprise in support of evolving C2, information sharing, and nuclear C2 capabilities. (2012-2013), [OPR: GO, CSD; PEO-C2C]

PRI 1.3.2: Optimize DISA’s global NetOps operational structure.

Definition: Develop the overall operational design for NetOps so that the DISA components of the enterprise can be managed and defended end to end. Provide the capability to operate and assure new technologies and service capabilities as they are added to the enterprise.


ACT 1.3.2.2.1: Establish a DCC that provides C2 and operational oversight of all DISA NetOps Centers ensuring global service delivery (GSD) of DISA provided elements of the GIG. (2010-2011), [OPR: GO]

TSK 1.3.2.2.1.1: Establish the DCC at final operational capability (FOC) with the ability to dynamically support emerging requirements based upon codified DOTMLPF based CONOPS, DISA Operational Support System (OSS) capabilities, and a trained and educated workforce. (2010-2011), [OPR: GO; OCR: CSD, NS, SPI; PEO-MA]

ACT 1.3.2.2.2: Define and implement an operational structure by which DISA will efficiently and effectively manage, operate, and defend the enterprise (including Coalition operations) (NetVision). (2010-2011), [OPR: GO]

TSK 1.3.2.2.2.1: Develop requirement for a NetOps operational structure for the DISA components of the enterprise that provides increased efficiencies and operational effectiveness. (2010-2010), [OPR: GO]

TSK 1.3.2.2.2.2: Based on a business case analysis of alternatives, perform cost and feasibility assessments of enterprise alternatives. (2010-2011), [OPR: GO; OCR: SPI, CIO, CFE, CSD, NS]

TSK 1.3.2.2.2.3: Develop processes and management structures required to transition and manage the contractor and government workforce in Theater NetOps Centers and the Global NetOps Support Center transitioning to a

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performance based Global Information Grid (GIG) Services Management (GSM) contract. (2010-2011), [OPR: GO; OCR: PLD, NS, CSD, MPS]

TSK 1.3.2.2.2.4: Consolidate the various contact centers into a single DISANet Service Center (DSC) with standardized processes, technology, and metrics. (2010-2011), [OPR: CIO; OCR: GO, CSD, NS]

TSK 1.3.2.2.2.5: Align DISA’s operational NetOps strategies for DOTMLPF to Combatant Command, Services, Agencies, coalition and national leader requirements and plans. (2012-2013), [OPR: GO; OCR: CSD, PEO-MA, MPS, CFE]

ACT 1.3.2.2.3: Develop and implement an FOC NetOps structure that supports DoD USCYBERCOM operations. (2010-2010), [OPR: GO]

TSK 1.3.2.2.3.1: Develop and implement a DISA Field Office (DFO) and DISA Support Element (DSE) with appropriate CONOPS, TTPs, and Memorandums of Understanding required for direct support to USCYBERCOM. (2010-2010), [OPR: GO; OCR: CIAE, PEO-MA, SPI, CFE]

ACT 1.3.2.2.4: Establish an operational battle-rhythm that provides situational awareness, C2, and rapid-decisionmaking in operating and defending the enterprise. (2010-2011), [OPR: GO]

TSK 1.3.2.2.4.1: Develop and implement a battle rhythm that synchronizes daily, weekly, and monthly battle staff venues for effective management, operation, and defense of the enterprise.(2010-2011), [OPR: GO; OCR: NS, CSD, CAE]

ACT 1.3.2.2.5: Develop a DOTMLPF NetOps Center Continuous Assessment and Improvement Program that standardizes requirements and improvements and provides a risk based process for determining appropriate resourcing ensuring optimal operational capabilities. (2011-2011), [OPR: GO]

TSK 1.3.2.2.5.1: Develop and implement immediate process improvements to standardize contractor workforce management across all NetOps centers ensuring that contractor performance and value to the government are optimized. (2010-2010), [OPR: NS, CSD; OCR: GO]

TSK 1.3.2.2.5.2: Provide centralized standards and management across all NetOps Centers providing a risk based process for determining resourcing and optimal facility capabilities to meet operational requirements. (2011-2011), [OPR: GO; OCR: NS, CSD]


ACT 1.3.2.4.1: Implement Phase 1 of NetVision. Restructure DISA network management centers to provide global management and defense of DISA networks, providing continuity of operations capabilities and consolidating provisioning, management, and defense functions. (2012 – 2014), [OPR: GO; OCR: NS, PEO-MA, SPI, CFE]

TSK 1.3.2.4.1.1: Transition Phase 1 of NetVision. Transition workloads and resources among network management centers providing an operational structure to manage the DISA enterprise as a global warfighting domain. Implement effective and efficient processes for network management and network defense. (2012 – 2014), [OPR: GO; OCR: NS, PEO-MA]

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TSK 1.3.2.4.1.2: Operate Phase 1 of NetVision. Establish FOC for Phase 1 of NetVision with global network management centers that have the ability to dynamically support emerging global NetOps requirements. (2012 – 2014), [OPR: GO; OCR: NS, PEO-MA]

ACT 1.3.2.4.2: Continue to support evolving DoD USCYBERCOM operational requirements through innovative and dynamic NetOps organizational structures and NetOps OSS capabilities. (2012-2013), [OPR: GO]

ACT 1.3.2.4.3: Adopt and deliver organizational, process, and technology changes to effectively and efficiently operate and manage Enterprise Infrastructure located at the edge (e.g. SME PED, GCDS, DCS Button 3). (2012-2013), [OPR: GO]

TSK 1.3.2.4.3.1: Publish and consume NetOps data to support diagnosis of events crossing between DISA and customer AORs. (2012-2013), [OPR: PEO-MA; OCR: NS, CSD, CIO, GO]

PRI 1.3.3: Provide deliberate and crisis planning processes tailored to meet Combatant Command, Service, Agency, coalition forces, and senior national leader requirements across the full spectrum of operations.

Definition: Create the capability within DISA that supports the DoD deliberate planning process to allow DISA to take an appropriate role in Combatant Command (COCOM) operational plan (OPLAN) development, as well as a contingency capability to support emergent warfighting and national response needs.


ACT 1.3.3.2.1: Synchronize DISA operational capabilities with COCOM Operational Plans. (2010-2010), [OPR: GO]

TSK 1.3.3.2.1.1: As part of the Deliberate Planning Process, identify required improvements in the DISA Enterprise Infrastructure, C2, and information sharing capabilities and address the necessity to build capacity, diversity, and survivability where critical to the DoD missions. (2010-2011), [OPR: SPI; OCR: CSD, PEO-MA, NS, PEO-GES]

TSK 1.3.3.2.1.2: Participate in COCOM exercises to ensure DISA operations are ready for the execution of COCOM OPLANs. (2010-2011), [OPR: GO]

ACT 1.3.3.2.2: Improve Agency ability to respond to crises across the full range of military operations. (2010-2010), [OPR: GO]

TSK 1.3.3.2.2.1: Review and improve the Agency Crisis Planning Process, aligning roles and responsibilities for Crisis Action Teams and the DISA Command Center. (2010-2010), [OPR: GO]

TSK 1.3.3.2.2.2: Promulgate and update DISA crisis action related publications. (2010-2011), [OPR: GO; OCR: SPI, DISA]

TSK: 1.3.3.2.2.3: Establish a DISA contingency response capability that enables DISA to project Enterprise Infrastructure, network and services management, enterprise services, and other DISA information and telecommunications capabilities worldwide. (2010-2011), [OPR: NS; OCR: SPI, CSD, PLD, CFE, MPS, GO, CAE]

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TSK 1.3.3.2.2.4: Identify, validate, and submit consolidated and prioritized resource requirements to OASD (HD&ASA), through the DISA Executive Committee, on an annual basis. (2010-2011), [OPR: CIAE; OCR: OASD (HD&ASA), JCS-J34]


ACT 1.3.3.4.1: Synchronize DISA operational capabilities via service level agreements with Services, Agencies, Combatant Commands, and other customer requirements for DISA services. (2012-2013), [OPR: CSD, NS, GO]

ACT 1.3.3.4.2: Synchronize DISA operational capabilities with COCOM Deliberate Planning Process. (2012-2013), [OPR: GO]

TSK 1.3.3.4.2.1: Execute the DISA Deliberate Planning Process to review, shape, and influence COCOM Operational Planning. Identify DISA shortfalls and work with the Combatant Commands so that these are identified in COCOM Integrated Priority Lists (IPL) and the DISA Program Objectives Memorandum (POM) processes. (2012-2013), [OPR: SPI; OCR: GO, CAE, CFE] TSK 1.3.3.4.2.2: Determine capabilities, identify capability shortfalls, identify risks, and develop mitigation strategies for accepted risks. (2012-2013), [OPR: GO; OCR: SPI, CSD, NS, GEO-GES]

ACT 1.3.3.4.3: Improve Agency ability to respond to crises across the full range of military operations. (2012-2013), [OPR: GO]

PRI 1.3.4: Execute operational COOP to support deployment, sustainment, and agile operations of critical capabilities.

Definition: DISA continues to provide its products and services in a manner consistent with affordability and risk.


ACT 1.3.4.2.1: Operate COOP capabilities for critical elements of the Enterprise Infrastructure. (2010-2010), [OPR: GO]

TSK 1.3.4.2.1.1: Develop CONOPs and TTPs that address COOP responsibilities among the DCC and the NetOps centers. (2010-2010), [OPR: GO; OCR: CSD, CAE]

TSK 1.3.4.2.1.2: Implement and exercise COOP plans for failover, reconstitution, and management of critical elements of the enterprise. (2010-2010), [OPR: GO; OCR: All Directorates]

TSK 1.3.4.2.1.3: Develop and resource a Strategic Facilities Plan that develops the process for sustainment of the DISA NetOps Centers. (2010-2011), [OPR: MPS; OCR: GO, CSD, CFE]

ACT 1.3.4.2.2: Develop, exercise, and execute an integrated Agency Operational COOP process. (2010-2011), [OPR: GO]

TSK: 1.3.4.2.2.1: Develop plans for DISA Agency-wide COOP processes based on the threat, event, or attack that causes DISA to operate in a stressed environment. (2010-2011), [OPR: GO; OCR: MPS, DISA]

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TSK 1.3.4.2.2.2: Promulgate, train, exercise, validate, and verify the readiness of an integrated Agency COOP process to maintain global service delivery. (2010-2011), [OPR: GO; OCR: MPS, DISA]

TSK: 1.3.4.2.2.3: Develop and implement a DISA National Capital Region COOP strategy based on the Base Realignment and Closure Commission (BRAC) move to Fort Meade. (2010-2011), [OPR: GO; OCR: MPS, DISA]


ACT 1.3.4.4.1: Continue to provide COOP capabilities for critical elements of the Enterprise Infrastructure. (2012-2013), [OPR: GO, CSD]

ACT 1.3.4.4.2: Continue to exercise and execute an integrated Agency operational COOP process. (2012-2013), [OPR: GO, CSD]

ACT 1.3.4.4.3: Evolve COOP operations to support newly implemented operational capabilities implemented under NetVision, performance based contracting, and cyber operations. (2012-2113), [OPR: GO, CSD]

TSK 1.3.4.4.3.1: Evolve COOP operations supporting newly developed operational architectures (NetVision). (2012-2013), [OPR: GO]

TSK 1.3.4.4.3.2: Revise COOP operations required to support implementation of performance based contracts. (2012-2013), [OPR: GO, CSD]

TSK 1.3.4.4.3.3: Revise COOP operations supporting evolving USCYBERCOM mission requirements. (2012-2013), [OPR: GO, CSD]

PRI 1.3.5: Operate and influence enterprise cyber risk management and compliance measurement processes to ensure mission risk stays appropriate and technology insertion stays agile, as technology and threats evolve.

Definition: Through standards and guidance, risk management, compliance measurement processes, and quality assurance, DISA will reduce community risk and assure support for critical DoD missions.


ACT 1.3.5.2.1: Conduct IA inspections and security assessments for information networks and systems throughout DoD, other federal agencies, and selected coalition partners that are connected to the GIG. Develop reciprocal and complementary assessment methodologies for DoD and other federal and coalition partners to facilitate consistent IA posture assessment and risk management across all organizations. (2010-2011), [OPR: GO]

TSK 1.3.5.2.1.1: Support USCYBERCOM to develop standardized inspection criteria for Red and Blue team assessments conducted across the GIG. (2010-2010), [OPR: GO; OCR: CIAE, NSA]

TSK 1.3.5.2.1.2: Conduct Cyber Command Readiness Inspections. (2010-2011), [OPR: GO].

TSK 1.3.5.2.1.3: Support USCYBERCOM in developing and publishing standard procedures for readiness inspections for use throughout DoD, the Federal Government, and coalition partners. (2010-2011), [OPR: GO, NSA; OCR: CIAE]

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TSK 1.3.5.2.1.4: Develop and conduct quality assurance evaluations, certifications, and safety inspections based upon standardized procedures and processes to identify fielding deficiencies and verify policy compliance with the goal of optimizing operational performance. (2010-2011), [OPR: GO; OCR: NS, CSD]

TSK 1.3.5.2.1.5: Standardize processes to support requests from Combatant Commands or the Joint Staff for specialized operational demands. (2010-2011), [OPR: GO]

ACT 1.3.5.2.2: Ensure the DoD community risk management processes produce decisions that consider all relevant mission needs and risks in setting cyber security standards and exceptions for the Department. Ensure security evaluations made according to the standards are accepted throughout the Department. (2010-2011), [OPR: GO, CIAE]

TSK 1.3.5.2.2.1: Improve the NIPRNet-SIPRNet connection approval process to ensure timeliness of review, to make it better focused on the evolving cyber threats; and to improve DoD situational awareness across DoD and its mission partners. (2010-2011), [OPR: NS; OCR: CIAE, NSA] TSK 1.3.5.2.2.2: Publish Unclassified Connection Approval Office (UCAO) and Classified Connection Appooval Office (CCAO) real-time accreditation status information so various stakeholders have visibility and can hold DAAs accountable for compliance. (2010-2011), [OPR: GO, CIAE; OCR: NSA, ASD(NII), JS]

TSK 1.3.5.2.2.3: Improve the DISN Security Accreditation Working Group (DSAWG) process to make it more agile and better focused on the changing threats and the changing information sharing needs of the DoD and its mission partners. (2010-2011), [OPR: NS; OCR: CIAE, CIO] TSK 1.3.5.2.2.4: Develop a standard framework for evaluating certification teams throughout DoD so that DoD can take results from any team and make accreditation decisions (“achieve certification reciprocity”). (2010-2011), [OPR: GO, CIAE; OCR: NSA, ASD(NII), JS]


ACT 1.3.5.4.1: Ensure the DoD community risk management processes produce decisions that consider all relevant mission needs and risks in setting cyber security standards and exceptions for the Department. Ensure security evaluations made according to the standards are accepted throughout the Department. (2010-2011), [OPR: GO, CIAE]

TSK 1.3.5.4.1.1: Implement the standard framework for evaluating certification teams throughout DoD so that DoD can take results from any team and make accreditation decisions (“achieve certification reciprocity”). (2012-2014), [OPR: GO-FSO, CIAE; OCR: NSA, ASD(NII), JS]

ACT 1.3.5.4.2: Measure and independently validate readiness and compliance. (2012-2013), [OPR: GO]

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XXX XXX XX


DISA CAMPAIGN PLAN • 53FOUO • DO NOT DISTRIBUTE

JOINT ENABlERS

∆ ACQUISITION

∆ CONTRACTING

∆ ENGINEERING

∆ INFORMATION AND KNOWLEDGE MANAGEMENT

∆ PEOPLE

∆ PLANNING

∆ RESOURCES

∆ SPECTRUM

∆ TESTING





XXXX XXXX



Joint Enabler 2.1: Acquisition

THE ACQUISITION PROCESS SERVES AS AN ENABLER to get capabilities to the warfighter in the most effective way possible.

Therefore, we must provide: ▲ acquisition leadership for the implementation of the net-centric vision ▲ tailored acquisition policies, processes, procedures, tools, and life-cycle oversight ▲ a qualified workforce that can acquire quality products and services that satisfy warfighter needs ▲ material improvements to mission capabilities promptly and at a reasonable cost

Objectives: ▲ Rapidlydeliverhighqualitywarfightingcapabilities. ▲ Provideacquisitionleadershipfortheimplementationofthenet-centricvisionenabledbytailored andcollaborativeacquisitionpolicies,processes,procedures,tools,andlifecycleoversight. ▲ Employahighlyqualifiedacquisitionworkforcethatcanacquirequalityproductsandservices thatsatisfywarfighterneeds.

PRI 2.1.1: Provide tailored processes and governance that facilitate agile acquisition of enterprise products and services.

Definition: The exercise of discretion and prudent business judgment by the acquirers to structure tailored, responsive, and innovative programs.


ACT 2.1.1.2.1: A collaborative effort by the user, developer, and tester that provides a needed capability that is effective, suitable, interoperable, and secure. (2010), [OPR: CAE]

TSK 2.1.1.2.1.1: Provide overarching guidance that tailors programmatic requirements commensurate with level of rigor to acquire needed capability; and refine processes to ensure only needed governance is applied. (2010), [OPR: CAE, SPI; OCR: CTO, CIO, PEOs]

TSK 2.1.1.2.1.2: Integrate best practices and lessons learned, to include Office of the Secretary of Defense (OSD) mandated initiatives, into current processes and governance to reduce costs and time-to-deploy, while maintaining or increasing planned performance. (2012), [OPR: CAE; OCR: CTO]


ACT 2.1.1.4.1: Capture and analyze best practices and lessons learned from current and former programs and OSD directed studies with current processes to facilitate more rapid and successful completion of required activities. (2012), [OPR: CAE]

TSK 2.1.1.4.1.1: Revise DISAI 610-225-2, Acquisition Oversight and Management, to allow for oversight and management of IT acquisitions and revise processes that allow agility and reflect the evolution of technology. (2013), [OPR: CAE]

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PRI 2.1.2: Provide situational awareness of programmatic information.

Definition: A framework that provides real-time awareness and status of capabilities using available tools.


ACT 2.1.2.2.1: Provide Agency-wide real-time situational awareness of programmatic information using accepted practices for presentation of cost, schedule, and performance data. (2010), [OPR: CAE]

TSK 2.1.2.2.1.1: Set up a portal that allows program managers to post programmatic information that reflects the current status of cost, schedule, and performance. (2010), [OPR: CAE; OCR: CIO]

TSK 2.1.2.2.1.2: Integrate current dashboard tools and populate templates using manual updates and revisions and provide access to stakeholders. (2010), [OPR: CAE; OCR: CIO, GE]


ACT 2.1.2.4.1: Provide Agency-wide situational awareness of programmatic information using current technology for presentation of cost, schedule, and operational performance data (2012), [OPR: CAE]

TSK 2.1.2.4.1.1: Provide stakeholders a “user defined” view of programmatic elements and current status of activities throughout the process regardless of location. (2012), [OPR: CIO; OCR: CAE]

TSK 2.1.2.4.1.2: Ensure the integration of systems and data repositories that contain program information, to allow stakeholders immediate access to programmatic information regardless of their location on the GIG. (2012), [OPR: CAE; OCR: CIO, CTO]

TSK 2.1.2.4.1.3: Integrate and synchronize existing technologies to capture program-related data and allow real-time presentation across the GIG. (2012), [OPR: CIO; OCR: CAE, CTO]

PRI 2.1.3: Orchestrate the optimal use of DISA and contractor facilities to provide the most effective development environment for DISA solutions.

Definition: DISA solutions must be developed and operated in the appropriate facilities, whether it be contractor labs, DISA labs, or DECCs.


ACT 2.1.3.2.1: Define the scope of the current development environments. (2010-2011), [OPR: CAE]

TSK 2.1.3.2.1.1: Develop criteria to govern location for development and deployment. (2010-2011), [OPR: CAE; OCR: TEMC, DISA]

TSK 2.1.3.2.1.2: Evaluate all deployed and deploying programs to determine if they are being developed and operated in the appropriate environment. (2010-2011), [OPR: CAE; OCR: TEMC, DISA]

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TSK 2.1.3.2.1.3: Develop and execute a plan to move the systems to the DECCs or Fort Meade lab, as appropriate. (2010-2011), [OPR: CAE; OCR: TEMC, CSD, DISA]


ACT 2.1.3.4.1: Continue to define the scope of the development environments (2010-2011), [OPR: CAE]

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PRI 2.2.1: Quality Contracting: Continuously optimize contracting processes for efficiency and best value.

Definition: Improve timeliness and quality of contracting vehicles and documentation by optimizing processes and systems for efficiency, whereby metrics and an established contract oversight program serve as the basis for change improvement. Once a well-defined process is established, focus will be to shape the future of DoD contracting by working with military services and agencies to develop common-standard processes, standard applications-systems, and training programs to develop our contracting workforce.


ACT 2.2.1.2.1: Implement standardized Procurement Acquisition Lead Times (PALT) across the Agency. (2010-2010), [OPR: PLD; OCR: NS, PEOs, CSD, CFE, CAE]

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Joint Enabler 2.2: Contracting

DISA MANAGES CONTRACTING ACTIVITIES AND SERVES DISA, DoD, and other select federal agencies with telecommunications and IT products and services. This section outlines two priorities: Quality Contracting and Customer Care.

QUALITY CONTRACTING: QUALITY CONTRACTING IMPLEMENTS STANDARDIZATION and feedback mechanisms to maximize efficiency. It produces the foundation for products necessary to ensure customers have the information necessary to accelerate requirements package development and reduce the overall acquisition timeline. Quality contracting not only places emphasis on standardizing processes and procedures, but also systems, especially as the demand for timeliness of products and services increases. In addition, quality contracting includes continuous assessment of our organizational structure and workload assignments to ensure these parameters are adjusted to adapt to an ever changing environment.

CUSTOMER CARE: SOLID, TIMELY CONTRACTS THAT PROVIDE WARFIGHTERS THE TOOLS THEY NEED to win begin with clear requirements definition and rely on teamwork to carry those requirements through the contracting process to award. The customer-contracting relationship must be strong and efficient, and this plan emphasizes consistent information and document flow through clearly defined expectations. Customer Care will ensure customers are aware of what constitutes an actionable requirements package and that DISA contracting supports customers to the maximum extent possible to complete those packages quickly to reduce rework (freeing resources to work other priorities) and compress the overall acquisition timeline to meet the Director’s Intent.

Objectives: ▲ Provideagile,responsivecontractingcapabilities(technology,processes,and workforce)thatcanrapidlyadapttochangingrequirements. ▲ Optimizeprocessesandsystemsforefficiencytoimprovethetimelinessand qualityofcontracting. ▲ Establishimproved,forwardlookingmetricsandcontractoversighttoenable changeandimprovement.





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TSK 2.2.1.2.1.1: Develop, coordinate, and publish PALTs for each contract action type. (2010-2010), [OPR: PLD; OCR: NS, PEOs, CSD, CFE, CAE]

ACT 2.2.1.2.2: Develop and implement standardized source selection deskbook and procedures. (2010-2010), [OPR: PLD]

TSK 2.2.1.2.2.1: Review DISA and Service source selection procedures. (2010-2010), [OPR: PLD]

TSK 2.2.1.2.2.2: Develop standardized DISA source selection procedures based on best practices and incorporate into deskbook. (2010-2010), [OPR: PLD]

ACT 2.2.1.2.3: Develop and implement standardized traditional contracting procedures across the Agency. (2010-2010), [OPR: PLD; OCR: CAE]

TSK 2.2.1.2.3.1: Develop contract file checklist for FAR Part 12, 13, and 15 actions and FAR Part 8 and 16 contract actions. (2010-2010), [OPR: PLD]

TSK 2.2.1.2.3.2: Develop operational procedures using the checklists as a blueprint. (2010-2010), [OPR: PLD]

ACT 2.2.1.2.4: Develop and implement standardized Inquiry-Quote-Order (IQO) deskbook and procedures. (2010-2010), [OPR: PLD]

TSK 2.2.1.2.4.1: Develop operational procedures supporting the IQO process and publish global-use IQO deskbook. (2010-2010), [OPR: PLD]

ACT 2.2.1.2.5: Optimize the utilization of the contracting workforce and workload across the Defense Information Technology Contracting Organizations (DITCO). (2010-2011), [OPR: PLD]

TSK 2.2.1.2.5.1: Assess the efficiencies of the contracting organizational structure including the personnel footprint and workload assignments across the DITCOs. (2010-2011), [OPR: PLD]

TSK 2.2.1.2.5.2: Where applicable, develop and implement a plan to optimize contracting workforce by adjusting the DITCO personnel footprint and related work assignments in order to achieve efficiencies. (2010-2011), [OPR: PLD]

TSK 2.2.1.2.5.3: Build rotational bench for support to Southwest Asia. (2010-2011), [OPR: PLD]

TSK 2.2.1.2.5.4: Implement structured “corporate” level review/approval process to accept/decline “non-DISA IT” and “non-DoD mandatory telecom” workload. (2010-2011), [OPR: PLD]

TSK 2.2.1.2.5.5: Develop and implement procedures for obtaining agreements with DITCO customers on schedule/manning expectations for high value requirements linked to non-DISA work. (2010-2011), [OPR: PLD]


ACT 2.2.1.4.1: Develop enhanced metrics that provide leadership key indicators of process efficiency. (2010-2013), [OPR: PLD]

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TSK 2.2.1.4.1.1: Identify key operational process metrics and their associated process owners and stakeholders. (2010-2013), [OPR: PLD]

TSK 2.2.1.4.1.2: Measure and monitor the quality, cycle times, and costs of existing operational processes. The result will provide basis to identify process weakness, bottlenecks, and resource inefficiencies. (2010-2013), [OPR: PLD]

ACT 2.2.1.4.2: Implement contract oversight program to monitor contract effectiveness. (2010-2013), [OPR: PLD]

TSK 2.2.1.4.2.1: Conduct annual Contract Reviews for compliance and measure/monitor effectiveness. (2010-2013), [OPR: PLD]

ACT 2.2.1.4.3: Develop and implement a tool for collecting and disseminating results of contracting review processes (e.g., small business, policy, legal, peer review, etc.). (2010-2013), [OPR: PLD, OCR: CIO]

TSK 2.2.1.4.3.1: Develop and implement a tool for collecting results from solicitation and contract reviews. (2010-2013), [OPR: PLD]

TSK 2.2.1.4.3.2: Analyze review findings and identify trends and systematic issues and implement corrective action plans. (2010-2013), [OPR: PLD]

ACT 2.2.1.4.4: Research and implement contract writing system capable of traditional contracting as well as telecom functions. (2010-2014), [OPR: PLD; OCR: CAE, CIO]

TSK 2.2.1.4.4.1: Adopt/develop/modify contract writing system to ensure it can meet both Telecom and IT contracting capabilities. (2010-2014), [OPR: PLD; OCR: CAE, CIO]

PRI 2.2.2: Customer Care: Increase customer satisfaction by forging close, early, and lasting relationships through open two-way communications and expectation management.

Definition: Ensure customers are aware of what constitutes an actionable requirements package and support customers to the maximum extent possible to complete those packages quickly to reduce rework, and compress the overall acquisition timeline.


ACT 2.2.2.2.1: Maintain focus on responsive procurement of customer requirements. (2010-2012), [OPR: PLD]

TSK 2.2.2.2.1.1: Research and identify criteria for establishing an Acquisition Center of Excellence (ACE) for DISA to provide technical expertise/training to teams going through acquisitions. (2010-2012), [OPR: PLD; OCR: CAE]

TSK 2.2.2.2.1.2: Analyze manning in Program Executive Office (PEO) organizations to ensure all needed acquisition functions (e.g., contracting, engineering, test and evaluation, finance) are represented through “home team” relationships with clear lines of supervision retained by functional leadership. (2010-2012), [OPR: PLD; OCR: CAE]

TSK 2.2.2.2.1.3: Research and identify criteria for establishing an Acquisition Strategy Panel (ASP) for use in DISA. (2010-2012), [OPR: PLD; OCR: CAE]

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ACT 2.2.2.4.1: Develop and implement plan for colocating contracting personnel with other functional expertise in a “home team” style support arrangement for select customers based on quantity and complexity of requirements. (2010-2013), [OPR: PLD]

TSK 2.2.2.4.1.1: Identify potential customers, negotiate space and resource requirements, and develop functional lines of operation. (2010-2014), [OPR: PLD, OCR: MPS, NS, PEos, CSD, CFE, GO]

ACT 2.2.2.4.2: Maintain focus on responsive procurement of customer requirements. (2010-2013), [OPR: PLD]

TSK 2.2.2.4.2.1: Establish an ACE for DISA to provide technical expertise/training to teams going through acquisitions.(2010-2013), [OPR: CAE; OCR: PLD]

TSK 2.2.2.4.2.2: Research and adopt ASP for use in DISA. (2010-2013), [OPR: CAE; OCR: PLD]

TSK 2.2.2.4.2.3: Develop and implement a capability to view “near real time” status of procurement packages and any shortfalls that exist within the packages. (2010-2011), [OPR: CIO; OCR: PLD, CFE]

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Joint Enabler 2.3: Engineering

THE ENGINEERING JOINT ENABLER WILL USE A MULTIFACETED APPROACH to establish both the internal and external building blocks and tenets used to innovatively develop the GIG systems, services, and capabilities required for the

warfighter to operate in the dynamic environment that comprises the Lines of Operation of today…and tomorrow. The basis for these building blocks and tenets will be the strategies, execution frameworks, and best practices that use the data gathered from the priorities, actions, and tasks described herein. With the GIG Convergence Master Plan (GCMP), there is a mechanism to govern all DISA provided technical solutions and provide a roadmap for future capabilities and innovation. Our intent is to provide the engineering principles and practices and accompanying technology vision, along with the supporting environments, to ensure that DISA, as well as the Combatant Commands, Services, and Agencies, can continue to produce innovative net-centric solutions that follow disciplined, IT end-to-end systems engineering techniques that meet the needs of the warfighter.

THIS “MISSION ENABLING” CAPABILITY WILL BE ACCOMPLISHED through the definition and execution of the comprehensive set of processes, methods, and tools that comprise the Advanced Technology Identification and Insertion Processes (ATIIP), including the Technology Management Framework (TMF) and the detailed processes contained in the Technology Innovation and Integration Process. A key result of this framework and associated process is the visionary DISA Strategic Technology Plan, which will identify those key capabilities and associated technology gaps, needs, opportunities, and trends that DISA should analyze, track, make investments in, and consider for transition into programs of record to fill projected technology shortfalls/gaps for next generation and game-changing GIG systems, services, and capabilities.

THIS STRATEGY AND ITS DISTILLED-DOWN TECHNOLOGY “WATCH-LIST” WILL PROVIDE our prescription for where we believe technology is heading and where DISA technology investments could/would generate the largest return on investment. All the while, to ensure DISA has the highest caliber technical staff that is positioned to respond to the ever-changing landscape that comprises the DoD enterprise, we will continue to make the necessary investments in our staff, including the development, maintenance, and administration of a comprehensive career path for our technical staff – our true “mission enabler.”

Objectives: ▲ Properly engineer and deliver DoD enterprise capabilities and services supporting joint warfighting. ▲ Enable information dominance by focusing on innovation and technical excellence. ▲ Enable technical talent and workforce creation, development, workforce retooling, and retention across the Agency.

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PRI 2.3.1: Define and establish the life-cycle Advanced Technology Identification and Insertion Process (ATIIP).

Definition: The methodology, tools and mechanisms, techniques, and processes for identifying/integrating engineering best practices and innovative, leading edge technologies into DISA Lines of Operation including Programs of Record systems, services, and capabilities.


ACT 2.3.1.2.1: Develop a TMF which identifies the means and methods that the Agency will use to implement its technology management process including technology evolution and gap analysis, technology crosswalk matrices, and outreach strategy. (2010), [OPR: CTO; OCR: CAE, CIAE, CIO, CSD, DSO, GE, GO, NS, PEOs, SPI]

TSK 2.3.1.2.1.1: Outline high-level processes; identify strategic partners and stakeholders, Programs of Record (PORs), projects, and activities for inclusion in the TMF. (2010), [OPR: CTO; OCR: CAE, CIO, GE, PEOs, SPI]

TSK 2.3.1.2.1.2: Generate and maintain crosswalk matrices of DISA POR technology vectors, as well as the relevant strategy and planning documents, to ensure capability and technology gaps, needs, trends, inconsistencies, and opportunities are adequately addressed. (2010), [OPR: CTO; OCR: CAE, CIAE, CIO, CSD, DSO, GE, GO, NS, PEOs, SPI]

TSK 2.3.1.2.1.3: Establish technology brokerage and outreach processes, leveraging any/all existing Agency processes. Provide initial set of knowledge management tools to be used by the Chief Technology Officer (CTO) and DISA stakeholders. (2010), [OPR: CTO; OCR: CAE, CIO, GE, GO, PEOs, SPI]

TSK 2.3.1.2.1.4: Develop baseline set of metrics for assessment of TMF performance in the context of addressing customer technology needs and the management of critical technology components for DISA. (2010), [OPR: CTO; OCR: CAE, CIAE, CIO, GE, GO, SPI]

ACT 2.3.1.2.2: Develop the technology innovation and integration processes that provide detailed descriptions of the methods, procedures, techniques, and tools to be used for technology management. (2010 - 2011), [OPR: CTO; OCR: CAE, CIAE, CIO, CSD, DSO, GE, NS, PEOs, SPI]

TSK 2.3.1.2.2.1: Develop initial set of detailed processes for interfacing/collaborating with internal Lines of Operation and external (e.g. OSD, Combatant Commands, etc.) customers and stakeholders. (2010 - 2011), [OPR: CTO; OCR: CAE, GE, SPI]

TSK 2.3.1.2.2.2: Develop/enhance guidance, processes and best practices for identification, development, and insertion of critical and innovative technologies with/for internal and external customers to include Joint Capability Technology Demonstrations (JCTD), Technology Transition Initiatives (TTIs), Challenge Grants, and DISA’s Technology Innovation Investment Fund (TIIF). (2010 - 2011), [OPR: CTO; OCR: CAE, CIO, GE, PEOs, SPI, PLD]

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ACT 2.3.1.2.3: Develop a DISA Strategic Technology Plan that defines and/or identifies the key capabilities and associated technology gaps, needs, opportunities, and trends that DISA should analyze, track, make investments in and consider for transition into Programs of Record (POR) to fill projected technology shortfalls/gaps in current systems and/or for use in innovative, game-changing, next generation GIG systems, services, and capabilities. (2010-2011), [OPR: CTO]

TSK 2.3.1.2.3.1: Document the technology strategy that the Agency will undertake to achieve mission objectives. (2010 - 2011), [OPR: CTO; OCR: CIAE, CIO, CSD, DSO, GE, NS, PEOs, SPI]

TSK 2.3.1.2.3.2: Develop/publish a technology “Watch-List” that will be used as the Agency’s guidepost for technology investment and innovation. (2010 - 2011), [OPR: CTO; OCR: CAE, CIAE, CIO, CSD, DSO, GE, NS, PEOs, SPI]

ACT 2.3.1.2.4: Provide robust and repeatable engineering and technology identification processes, analysis, and best practices leveraging currently available development, demonstration, and experimentation environments and/or networks. (2010), [OPR: GE, CTO]

TSK 2.3.1.2.4.1: Define/develop the environment and the initial set of equipment, processes, and capabilities for technology “quick-look” analysis, to include user free-play. (2010), [OPR: GE, CTO; OCR: TEMC]

TSK 2.3.1.2.5.2: Refine the set of process and procedures associated with more extensive, in depth emerging engineering best practices and technology innovation, leveraging experimentation networks including the Coalition Warrior Interoperability Demonstration (CWID), JCTD. (2010), [OPR: GE, CTO]


ACT 2.3.1.4.1: Refine and enhance the TMF along with the detailed Innovation and Integration Processes. (2012), [OPR: CTO]

ACT 2.3.1.4.2: Refinement and enhancement of the Technology Innovation and Integration Process is performed in ACT 2.3.1.4.1. (2012), [OPR: CTO]

ACT 2.3.1.4.3: Refine the DISA Strategic Technology Plan. (2012), [OPR: CTO]

ACT 2.3.1.4.4: Inventory technical skills requirements post-BRAC and revise course offerings and skill metrics. (2012), [OPR: GE]

ACT 2.3.1.4.5: Refine, expand, and evolve the DISA technology environment. (2012), [OPR: GE, CTO]

TSK 2.3.1.4.5.1: Evaluate and expand the technology development, demonstration, and experimentation to include venues such as DoD test ranges and the non-DoD federal sector (e.g., DHS). (2012), [OPR: GE, CTO]

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PRI 2.3.2: Provide technical guidance and standards for DoD-wide GIG development and evolution.

Definition: Serve as the joint technical advocate and provide technical guidance, standards, and systems engineering expertise to ensure joint warfighting interoperability and integration.


ACT 2.3.2.2.1: Integrate Enterprise-wide Systems Engineering (EWSE) Program with communications engineering activities across DoD. (2010 - 2011), [OPR: GE; OCR: PEOs, CTO]

TSK 2.3.2.2.1.1: Execute EWSE Technical Issue Selection Process by selecting and prioritizing critical issues coordinating with the Combatant Commands, Services, Agencies, and ASD(NII) to validate the need and solicit participation of subject matter experts. (2010), [OPR: GE; OCR: PEOs, CTO, C-S-A, ASD(NII)]

TSK 2.3.2.2.1.2: Build integrated product teams to resolve GIG Enterprise technical issues; solutions summarized as GIG Enterprise Service Profiles. (2010 - 2011), [OPR: GE; OCR: PEOs, CTO, C-S-A, ASD (NII)]

TSK 2.3.2.2.1.3: Publish GIG Technical Profiles. (2010 - 2011), [OPR: GE; OCR: PEOs, CTO, C-S-A, ASD (NII)]

TSK 2.3.2.2.1.4: Develop and update DoD IPv6 Transition Documents, in accordance with DoD IPv6 Transition Office Charter, as well as provide analysis of the transition to ASD (NII) and DoD Components. (2010 - 2011), [OPR: GE; OCR: NS, PEOs, CTO, C-S-A, ASD (NII)]

TSK 2.3.2.2.1.5: Publish the DoD GCMP. (2010), [OPR: GE; OCR: DISA)

TSK 2.3.2.2.1.6: Develop an architecture for the integration of the telecommunications, computing, and enterprise services environment in support of delivering the converged Enterprise Infrastructure. (2010-2011), [OPR: GE, CTO; OCR: PEOs, NS, CSD, CIO]

TSK 2.3.2.2.1.7: Provide leadership and engineering resources for the development and maintenance of the minimum essential set of technical standards, specifications, and interfaces, including naming conventions, required for the development and use of interoperable capabilities across DoD. (2010-2011), [OPR: PEO-GES]

ACT 2.3.2.2.2: Provide an open source software development environment (Forge.mil) where DoD program offices can efficiently and effectively develop innovative net-centric technologies, services, applications, and capabilities. (2010 - 2011), [OPR: GE, CTO; OCR: CSD]

TSK 2.3.2.2.2.1: Utilize open source dynamics and cloud computing infrastructure to reduce costs and adopt collaborative best practices. (2010 - 2011), [OPR: GE, CTO; OCR: CSD]

TSK 2.3.2.2.2.2: Provide application development and life-cycle management tools as a cloud computing service and extend RACE capabilities. (2010 - 2011), [OPR: GE, CTO; OCR: CSD]

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JE: ENGINEERING

TSK 2.3.2.2.2.3: Provide a capabilities test environment for open source software test/certification activities (Developmental, Operational, Net-Ready Key Performance Parameter (KPP), and IA) which allows the DoD Community to share information, improve risk management, eliminate duplication and reduce cost, and conduct comprehensive, mission-focused test events. (2010 - 2011), [OPR: GE, CTO; OCR: CSD, TEMC]


ACT 2.3.2.4.1: Refine the EWSE program with communications engineering activities across DoD. (2013), [OPR: GE; OCR: SBUs, PEOs, C-S-A, ASD(NII)]

ACT 2.3.2.4.2: Expand the open source software development environment for DoD program offices to efficiently and effectively develop net-centric services and applications. (2013), [OPR: GE, CTO; OCR: CSD]

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JE: INFORMATION AND KNOWlEDGE MANAGEMENT

Joint Enabler 2.4: Information and Knowledge Management

KEY TO THE FUTURE OF ANY ORGANIZATION is its ability to identify, manage, share, and capitalize on the intellectual stores of the organization. While this is paramount during the transition associated with BRAC, the future demands

the same kind of agility, knowledge retention, and management of intellectual capital. The nature of work is more collaborative involving people and partners from across organizations and their stakeholders spanning organizational and geographic boundaries. The emergence of an Enterprise Infrastructure demands an integration of capabilities and services, as well as integration and optimization of business, design, and deployment processes leveraging the intellectual capital of the entire organization rather than focusing on specific silos. This Joint Enabler is a critical capability in reducing traditional organizational, process, and policy barriers to mission success.

ADDITIONALLY, THE FUTURE REQUIRES A CONTINUED AND SIGNIFICANT EMPHASIS on security creating an increasing tension on the IT workforce. Balancing the demands of users in terms of mobility, speed, and capability of solutions; access to information stores; and the ad hoc nature of workgroups with the demands of the enterprise requiring safe and secure solutions that meet federal standards made of commercial products in what is termed a ‘contested battle space’ where the threat is both significant and diverse provides a unique challenge.

A COLLABORATIVE, EFFICIENT ENVIRONMENT addressing the people, technology, and processes that enables the rapid leveraging of information across the Agency creates a foundation enabling innovation. This organizational agility and innovation is key to the future. As such, DISA must continue to be a leader in the Department in many areas including exposing information, leveraging emerging concepts and capabilities, and securing this highly adaptive environment.

Objectives: ▲ Collaborative, efficient, and effective information sharing and technology environment. ▲ Streamlined processes that increase security, reduce costs, and enable mission accomplishment. ▲ Establishabusinesssystemsframeworktoempowerandaligntheactivities anddatasourcesofAgencyacquisition,contracting,people,planning,and resourcefunctions.

PRI 2.4.1: Institutionalize knowledge sharing and collaboration across the Agency.

Definition: The capability and capacity to capture and share processes, knowledge, and intellectual capital.


ACT 2.4.1.2.1: Establish governance over Agency-wide knowledge management initiatives. (2011), [OPR: CIO]

TSK 2.4.1.2.1.1: Establish a Knowledge Management (KM) Council to identify requirements, support knowledge sharing as a way of doing business, and implement KM capabilities across the Agency. (2010), [OPR: CIO; OCR: DISA]

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TSK 2.4.1.2.1.2: Publish and implement a framework for federating and consolidating Agency-wide KM capabilities/activities. (2010), [OPR: CIO; OCR: DISA]

TSK 2.4.1.2.1.3: Publish and implement Agency guidance to reduce the dependence on local and personal stores for content. (2010), [OPR: CIO; OCR: SPI, MPS]

TSK 2.4.1.2.1.4: Align the KM capabilities associated with Information Technology Service Management (ITSM) implementations across the Agency operations centers. Integrate with the emerging DISA operations support systems and complex business practices. (2013), [OPR: CIO; OCR: DISA]

ACT 2.4.1.2.2: Incorporate knowledge sharing activities into business processes that capture, index, and expose information, records, and knowledge for use across the Agency. (2011), [OPR: CIO]

TSK 2.4.1.2.2.1: Identify and baseline current KM activities Agency-wide. \(2011), [OPR: CIO; OCR: DISA]

TSK 2.4.1.2.2.2: Identify and analyze relevant manual organizational processes and automate. (2010), [OPR: CIO; OCR: DISA]

TSK 2.4.1.2 2.3: Protect personally identifiable information, Agency records, For Official Use Only (FOUO), and other protected information during the Agency’s BRAC Transition. (2011), [OPR: CIO; OCR: DISA]

TSK 2.4.1.2.2.4: Capture lessons learned, after action reviews, and results of root cause analysis and problem management activities through the integration of existing knowledge bases. Ensure this activity is supportive of ITSM and International Organization for Standardization (ISO) certification efforts Agency-wide. (2011), [OPR: CIO; OCR: DISA]

TSK 2.4.1.2.2.5: Identify single authoritative sources of data maintained by the Agency enabling the use of authoritative content for decisionmaking. (2011), [OPR: CIO; OCR: DISA]

TSK 2.4.1.2.2.6: Establish and implement processes, procedures, and capabilities that enable the collection of explicit and tacit knowledge to address the individual and collective knowledge loss associated with personnel transition. (2011), [OPR: CIO]

TSK 2.4.1.2.2.7: Deliver a knowledge sharing capability (Enterprise Sharepoint) and rules for its employment (2011), [OPR: CIO; CSD: OCR]

ACT 2.4.1.2.3: Improve and federate current technical capabilities to reduce the time and effort to find useful content. (2011), [OPR: CIO]

TSK 2.4.1.2.3.1: Implement a mechanism to index and search across business and mission systems and data stores leveraging existing enterprise capabilities for search, service, and content discovery. (2011), [OPR: CIO]

TSK 2.4.1.2.3.2: Implement associated identity management capabilities IAW the profile and reference implementation defined by Net-Centric Enterprise Services NCES. (2011), [OPR: CIO; OCR: PEO-GES]

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TSK 2.4.1.2.3.3: Publish appropriate DISA content to the DoD Enterprise. (2011), [OPR: CIO; OCR: CTO]

TSK 2.4.1.2.4.4: Federate existing Customer Resource Management capabilities (CRM). (2011), [OPR: CIO; OCR: CFE, PLD]

ACT 2.4.1.4 4-Year Actions

ACT 2.4.1.4.1: Federate and consolidate KM capabilities across the Agency’s operations centers and between the Agency headquarters and field activities. (2013), [OPR: CIO]

TSK 2.4.1.4.4.1: Improve the KM capabilities between Headquarters and the field. (2013), [OPR: CIO; OCR: DISA]

TSK 2.4.1.4.1.2: Consolidate internal DISANet Service Center (DSC) processes to support customer issues across DISA. (2013), [OPR: CIO; OCR: MPS, NS, GO, CSD, CFE]

TSK 2.4.1.4.1.3: Optimize authoritative data sources through consolidation of duplicative data stores. (2013), [OPR: CIO; OCR: DISA]

ACT 2.4.1.4.2: Establish a DISA-wide search capability that provides document access and distribution throughout the organization (available to all DISA activities worldwide). (2013), [OPR: CIO]

TSK 2.4.1.4.2.1: Establish a DISA federated search environment with the intent to feed into a potential DoD enterprise search capability. (2013), [OPR: CIO; OCR: DISA]

TSK 2.4.1.4.2.2: Enable users the ability to share and amend native format documents, while organizing and tracking each amended version. (2013), [OPR: CIO; OCR: DISA]

PRI 2.4.2: Implement enhanced business systems supporting the functioning of the Agency.

Definition: To enable DISA to provide the Enterprise Infrastructure, operate as a global enterprise and support the DoD-wide activities defined in its charter, and increase integration and optimization across currently siloed business systems.


ACT 2.4.2.2.1: Implement internal business systems which support the delivery of DISA’s capabilities and services through consolidation, optimization, and integration. (2011), [OPR: CIO]

TSK 2.4.2.2.1.1: Implement and institutionalize the Defense Agency’s Initiative Enterprise Resource Planning capability across DISA. (2011), [OPR: CIO; OCR: CFE, MPS, PLD, DISA]

TSK 2.4.2.2.1.2: Reduce the number and complexity of the Agency’s contracting related capabilities and systems. (2011), [OPR: CIO; OCR: PLD]

TSK 2.4.2.2.1.3: Reduce the number of the Agency’s order entry activities and systems. (2011), [OPR: CIO; OCR: DISA]

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ACT 2.4.2.2.2: Provide an enterprise performance management capability that presents repeatable, predictable dashboard-based information. (2011), [OPR; CIO]

TSK 2.4.2.2.2.1: Establish a dashboard-based system for supporting the tracking and management of activities within the Agency Campaign Plan. (2011), [OPR: CIO; OCR: DISA]

ACT 2.4.2.2.3: Establish governance over Agency-wide IT investments. (2011), [OPR: CIO]

TSK 2.4.2.2.3.1: Establish a business systems framework to align the activities and data sources of the Human Resources, Contracting, Financial, Property, and Planning functions. (2011), [OPR: CIO; OCR: CFE, MPS, PLD, SPI]

TSK 2.4.2.2.3.2: Implement tiered decision authority for Agency-wide IT investment. (2010), [OPR: CIO; OCR: DISA] TSK 2.4.2.2.3.3: Identify and eliminate duplicate systems and standardize processes. (2011), [OPR: CIO; OCR: DISA]

TSK 2.4.2.2.3.4: Establish an IT requirements management process that drives the evolution of the Agency’s processes and capabilities to Agency-wide and enterprise solutions. (2010), [OPR: CIO; OCR: SPI]


ACT 2.4.2.4.1: Build on the Antera Software Enterprise Resource Planning (ERP) implementation to evolve additional enterprise-level, Agency-wide processes, capabilities, and services. Leverage the Defense Agencies Initiative (DAI) instance to extract additional innovative ways of impacting the business environment. (2103), [OPR: CIO]

TSK 2.4.2.4.1: Implement additional ERP modules including PPBE to support Agency operations. (2013), [OPR: CIO; OCR: CFE, SPI]

ACT 2.4.2.4.2: Provide an enterprise performance management capability that presents repeatable, predictable dashboard-based information synopses and form the basis and justification for current decisionmaking along with providing the rationale for analyzing present trends. (2012), [OPR; CIO]

TSK 2.4.2.4.1.1: Implement an Agency-wide business intelligence (BI) capability that informs decisionmaking at the strategic, operational, and tactical levels. (2012), [OPR: CIO; OCR: DISA]

PRI 2.4.3: Establish a secure, robust DISA Enterprise Infrastructure.

Definition: The establishment of technical capabilities, organizational processes, management approaches, and a skilled and capable workforce.


ACT 2.4.3.2.1: Establish an enterprise architecture that includes the business systems, service delivery, and knowledge management activities including effective governance and roadmaps for technical and process evolution. (Nov 2010); [OPR: CIO]

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TSK 2.4.3.2.1.1: Identify and close the gaps between the current state and the “to be” architecture that impact the Agency critical business functions. (2011), [OPR: CIO; OCR: DISA]

ACT 2.4.3.2.2: Deliver capabilities supportive of the DCC and integrate them into command centers throughout the Agency. (2011), [OPR: CIO]

TSK 2.4.3.2.2.1: Federate KM capabilities throughout the operations centers and align with support organizations. (2011), [OPR: CIO; OCR: PEO-MA, NS, CSD, GE, PEO-STS].

TSK 2.4.3.2.2.2: Establish a construct for support of the operational capabilities in the command centers. (2011), [OPR: CIO; OCR: NS, CSD, PEO-MA, GO]

ACT 2.4.3.2.3: Move certification and accreditation processes earlier in a system life cycle. (2011), [OPR: CIO]

TSK 2.4.3.2.3.1: Implement reciprocity of certification and accreditation within DISA leveraging testing evidence collected through DISA/DoD/military service formal audits, security certifiers, and testers where practical. (Agile Department of Defense Information Assurance Certification and Accreditation Process (DIACAP)). (2011), [OPR: CIO; OCR: CIAE, TEMC, GO]

TSK 2.4.3.2.3.2: Define decisions points in the design and implementation phases of a capability that are relevant for a security design review. Pilot the review to evaluate whether this process reduces the number and severity of findings upon implementation. (2011), [OPR: CIO; OCR: CAE, CIAE, CTO]

TSK 2.4.3.2.3.3: Institutionalize continuous process monitoring of accreditation activities to move beyond current “3-year cycles.” Increase emphasis on processes as well as configurations. (2011), [OPR: CIO; OCR: GO, CIAE, JITC]

ACT 2.4.3.2.4: Develop a single state of the art Agency Intranet. (2011), [OPR: CIO]

TSK 2.4.3.2.4.1: Collapse the Computing Services Administrative Network and DISANet. (2011), [OPR: CIO; OCR: CSD]

TSK 2.4.3.2.4.2: Define the architecture that enables testing, development, and engineering activities. (2011), [OPR: CIO; OCR: GE, JITC, TEMC, CSD, NS]

TSK 2.4.3.2.4.3: Define Agency-wide standards and process for the procurement software and hardware that ensures cost effective and architecturally compliant solutions. (2011), [OPR: CIO; OCR: PLD, CAE] TSK 2.4.3.2.4.4: Institutionalize the use of DISA enterprise capabilities. (2010), [OPR: CIO; OCR: CSD, NS, GO, MPS, CFE, PLD]

TSK 2.4.3.2.4.5: Implement DISA enterprise e-mail. (2011), [OPR: CIO; OCR: CSD]

ACT 2.4.3.2.5: Consolidate internal mission support systems in order to support the delivery of DISA’s capabilities and services. (2011), [OPR: CIO]

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TSK 2.4.3.2.5.1: Institutionalize use of DISA enterprise capabilities and compliance with the GIG Convergence Master Plan. (2011), [OPR: CIO; OCR: DISA]

TSK 2.4.3.2.5.2: Standardize and improve the IT Life-cycle Asset Management Process across the Agency. (2011), [OPR: CIO; OCR: DISA]


ACT 2.4.3.4.1: Refine the enterprise architecture to enable decisionmaking and support the updating of the Enterprise Infrastructure. (2013), [OPR: CIO]

TSK 2.4.3.4.1.1: Define an open, device neutral architecture defining a roadmap for the connection of nonstandard and virtualized devices to the DISA mission support networks in a secure, cost effective manner. (2013), [OPR: CIO]

TSK 2.4.3.4.1.2: Develop and implement a roadmap for the testing, development, and engineering capabilities in use throughout the Agency. (2011), [OPR: CIO; OCR: CTO, CIAE]

ACT 2.4.3.4.2: Deliver capabilities supportive of the DCC and integrate them in command centers throughout the agency. (2013), [OPR: CIO]

TSK 2.4.3.4.2.1: Consolidate KM capabilities throughout the operations centers and align with support organizations. (2013), [OPR: CIO; OCR: PEO-MA, NS, CSD, GE, PEO-STS]

TSK 2.4.3.4.2.2: Implement processes and procedures in support of the operational capabilities in the Command Centers. (2013), [OPR: CIO; OCR: NS, CSD, PEO-MA, GO]

ACT 2.4.3.4.3: Enable and assure the secure operation of DISA capabilities and services. (2013), [OPR: CIO]

TSK 2.4.3.4.3.1: Based on feedback from the pilot, establish Agile DIACAP processes that maintain a secure DISA. (2013), [OPR: CIO; OCR: CIAE, TE, GO]

TSK 2.4.3.4.3.2: Reduce the number and severity of findings through continuous engagement throughout the capability life-cycle. Integrate lessons-learned from pilot to inform final processes. (2013), [OPR: CIO; OCR: CAE, CIAE, CTO]

TSK 2.4.3.4.3.3: Expand the IA Workforce Management Program to include design engineers and systems administrators within DISA providing security specific training as a part of the technical workforce development activities. (2013), [OPR: CIO; OCR: MPS, CIAE, GO, GE]

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PRI 2.5.1: Provide life-cycle human resource (HR) support.

Definition: To meet the changing environment, DISA must use innovative strategies to meet the requirements of changing business realities while balancing the needs of our people. DISA’s current assets include many highly skilled professionals with over 10-years work experience in core mission areas. Our priority is to safeguard those assets to ensure DISA can meet its mission during any transition or in any environment.


ACT 2.5.1.2.1: Successfully relocate and reconstitute the DISA workforce impacted by the Base Realignment and Closure (BRAC) decision to Fort Meade, Maryland. (2010-2011) [OPR: MPS]

TSK 2.5.1.2.1.1: Produce and execute a BRAC Human Resource Transfer Plan, designed to support DISA managers in their efforts to meet the requirements of changing business realities and the BRAC transformation and aggressively take care of employees. (2010-2011) [OPR: MPS]

TSK 2.5.1.2.1.2: Produce and execute a BRAC Relocation Plan designed to systematically, and with the least amount of impact on DISA’s mission, move the impacted workforce, equipment and other resources to the new DISA HQs facilities at Fort Meade. (2010-2011) [OPR: MPS; OCR: DISA]

Joint Enabler 2.5: People

IMPLEMENTATION OF THE “PEOPLE” PORTION OF THIS PLAN will result in a future civilian and military workforce that is decisive, agile, and integrated with the Total Force — in short, fully capable of supporting the warfighter in carrying out DISA’s

mission. The DISA Human Capital Strategic Plan will be used as guidance in managing the DISA workforce with goals of:

WORLD CLASS ENTERPRISE LEADERS. DISA must have diverse leaders who effectively manage people in a joint environment, ensure continuity of leadership, and sustain a learning environment that drives continuous improvement across the enterprise.

MISSION-READY WORKFORCE. DISA must have a highly capable workforce characterized by agility, flexibility, diversity, and seamless integration with the Total Force.

RESULTS-ORIENTED PERFORMANCE CULTURE. DISA must have a mission-focused, results-oriented, high-performing culture.

Objectives: ▲ Develop and sustain a highly skilled, motivated, and satisfied workforce that possesses the leadership, competencies, and commitment necessary for successful mission accomplishment. ▲ Use innovative workforce strategies to meet the changing requirements of the dynamic environment we face. ▲ Synchronize people, planning, and resources to continually evaluate and align the mix of the military, civilian, and contractor workforce.

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ACT 2.5.1.2.2: Develop a mechanism that synchronizes people, planning, and resources and continually reevaluates and aligns the mix of civilian, military, and contactor workforce. (2012), [OPR: MPS]

TSK 2.5.1.2.2.1: Evaluate the government to contractor ratio in view of the BRAC relocation. (2010). [OPR: MPS]

TSK 2.5.1.2.2.2: Institutionalize the annual revalidation of organizational structure and composition identified during organization reviews conducted by the Director. (2010-2011), [OPR: MPS]

ACT 2.5.1.2.3: To meet the changing environment, DISA must perform Human Capital planning and modernize its Human Capital policies and practices annually. DISA must be competitive in attracting new employees with critical skills and create the kinds of performance incentives and training programs that motivate and empower employees. DISA must also work with the respective military services to ensure assignment of the best possible military candidates. (2010-2011) [OPR: MPS]

TSK 2.5.1.2.3.1: Produce and execute a DISA Human Capital Strategic Plan that emphasizes the need for robust recruiting, quick and efficient hiring processes, development, and retention programs. The plan will be used as guidance in managing the DISA workforce. The DISA Human Capital Strategic Plan will inform and reflect the priorities of the DISA Campaign Plan. (2010-2011) [OPR: MPS]

TSK 2.5.1.2.3.2: Meet with the Personnel Commands of the respective military services to strategize the upcoming military requirements for the move to Fort Meade. (2010-2011), [OPR: MPS]

ACT 2.5.1.2.4: Facilitate the development of future competency proficiency requirements and improve current competency methodologies through the use the Career Management Program (CMP) for civilians and the Force Development Program (FDP) for military to implement an Agency training program that develops the entire workforce with skills to accomplish DISA’s mission, (2010-2011) [OPR: MPS]

TSK 2.5.1.2.4.1: Fully implement the DISA CMP and FDP. (2010-2011), [OPR: MPS]

ACT 2.5.1.2.5: To develop the right mix of employees with competencies necessary to meet current and future missions, leverage the Senior Champions Council to ensure effective talent management for all Agency mission critical occupations. (2010-2011)[OPR: MPS, OCR; DISA Senior Champions]

TSK 2.5.1.2.5.1: Senior Champions will develop comprehensive, competency based, development plans for their respective portions of the workforce. (2010-2011), [OPR: MPS, OCR; DISA Senior Champions]

TSK 2.5.1.2.5.2: Develop technical short courses to train new and current employees at both the entry and mid-career level in technical areas where DISA has current or projected skill gaps. (2010-2011), [OPR: MPS, GE,OCR; CTO, DSO, PEOs]

TSK 2.5.1.2.5.3: Establish recruiting teams to work with local universities. (2010-2011), [OPR: MPS, OCR: DISA Senior Champions]

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ACT 2.5.1.2.6: Upon receipt of DoD guidance referencing repeal of National Security Personnel System (NSPS), DISA will promulgate guidance to the workforce. (2011), [OPR: MPS]

TSK 2.5.1.2.6.1: Provide specific implementation guidance to migrate personnel from NSPS. (2011), [OPR: MPS; OCR: DISA]

ACT 2.5.1.2.7: Ensure the Agency is prepared to assign personnel to meet emerging global mission requirements (2010), [OPR: MPS]

TSK 2.5.1.2.7.1: Develop Agency and directorate level plans that allow the deployment (details and reassignments) to respond to contingency operations. (2010), [OPR: MPS]

ACT 2.5.1.4: 4-Year actions

ACT 2.5.1.4: Facilitate, through Senior Champions, efforts to expand the capacity of a highly skilled agile workforce to enhance DISA’s Enterprise. (2013) [OPR: MPS; OCR: CIO, CSD]

TSK 2.5.1.4.1: Leverage talent management mechanisms to increase workforce professionalization through strategic recruitment and directed development, training, and education to meet competency requirements. (2013)[OPR: CIO, CSD; OCR: MPS]

TSK 2.5.1.4.2: Develop and deploy a Technical Skills Requirements Survey of the Lines of Operation to determine requirements for specific technical skills necessary to manage and execute ongoing and prospective programs/projects. (2012), [OPR: GE, MPS; OCR: CTO, DSO, PEOs]

PRI 2.5.2: Provide information assurance and NetOps training to the DoD workforce.

Definition: Enhance a professional and dedicated DoD workforce by ensuring adherence to information assurance and NetOps policies including development of guides and procedures and the training of DoD, DISA, and Combatant Commands.


ACT 2.5.2.1.1: As part of DISA’s role as the DoD and federal agency IA training product developer, ensure every DoD computer user and every member of the DoD cyber security/IA workforce is trained and actively helps achieve cyber security. (Sep 2011) [OPR: GO/FSO; OCR: CIAE]

TSK 2.5.2.1.1.1: Update DoD baseline for training and certification standards for civilian and uniformed cyber security personnel. (Sep 2011) [OPR: GO/FSO; OCR: CIAE]

TSK 2.5.2.1.1.2: Standardize DoD NetOps training curriculum and establish/implement a NetOps Personnel Training and Certification process. (Sep 2011) [OPR: GO/FSO; OCR: PEO-MA, CIAE]

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Joint Enabler 2.6: Planning

PLANNING IS INTEGRAL TO THE ORGANIZATION’S PROCESS OF DEFINING ITS STRATEGY and making decisions on allocating resources to pursue this strategy, including capital and people. Planning allows the Agency to organize for future

engagements, develop a clarity of purpose across the organization, and allow finite resources to be targeted for maximum effects in achieving the strategic end states. This section outlines the specific role that planning plays in supporting the Lines of Operation by focusing on four major focus areas.

CAPABILITIES AND OPERATIONAL PLANNING – DISA provides assured enterprise capabilities and services across the full range of military operations in an environment in which both the nature of the threat and the nature of warfare continue to change. This focus area includes Agency strategic planning in light of the changing environment and provides strategies and guidance for specific capabilities.

RESOURCE PLANNING – DISA faces an unprecedented demand for resources. By setting strategy and guidelines, and defining processes for resource planning, we will provide the Agency with a solid foundation on which to make resource decisions.

OUTREACH – An important part of DISA’s planning is outreach. We will collaborate with customers and other stakeholders to ensure we offer capabilities they need. We will collaborate with industry to assess the direction of technology and the business of technology and to influence suppliers and potential suppliers on the Department’s needs. We will reach out to those who influence the world around us.

CORPORATE GOVERNANCE – DISA is a complex Agency with many external and internal distributed governance authorities, structures, and processes. By periodically reviewing and adjusting these where possible, the Agency will better be able to provide capabilities and the stakeholders will realize simplified interaction with the Agency.

Objectives: ▲ Alignment of requirements and resources to efficiently and effectively accomplish the Agency mission. ▲ Articulate and proffer a strategic decision making framework that produces effective, economically rational, strategically coherent, and consistent decisions. ▲ Establish clear, efficient processes and rules of engagement for initiating, building, and financing enterprise services.

PRI 2.6.1: Strategic and operational capability planning for the Agency.

Definition: DISA must be able to understand customer requirements and conduct planning with customers and within the Agency to effectively support operations.


ACT 2.6.1.2.1: Synchronize DISA operational capabilities with COCOM OPLANS to address deliberate/crisis/contingency/”ad hoc” planning requirements. (2010-2011), [OPR: GO]

TSK 2.6.1.2.1.1: As part of the planning process, develop the methodology to adopt new capabilities as part of the DISA service offering, including funding strategy and how to publicize this capability to DISA customers. (2010-2011), [OPR: SPI; OCR: NS, CSD, CFE]

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TSK 2.6.1.2.1.2: Develop techniques to facilitate the development of customer requirements to focus on short- and long-term objectives. Identify DISA shortfalls and ensure these are identified and funded in developing DISA Defense Working Capital Fund (DWCF) rates for expanded capabilities. (2010-2011), [OPR: GO, SPI, CFE; OCR: NS, CSD]

TSK 2.6.1.2.1.3: Develop funding strategy so support resource requirements for crises operations (planning, exercises, and execution). (2010-2011), [OPR: GO, SPI, CFE; OCR: All Directorates]

TSK 2.6.1.2.1.4: Establish a strategic planning capability that ties DISA’s operational strategies for DOTMLPF to COCOM, coalition, and national leaders requirements and plans. (2010-2010), [OPR: GO; OCR: CSD, PEO-MA, MPS, CFE, SPI]

TSK 2.6.1.2.1.5: Execute the DISA Deliberate Planning Process to review, shape, and influence COCOM operational planning. (2012-2013), [OPR: SPI; OCR: GO, CAE, CFE]

TSK 2.6.1.2.1.6: As part of the Deliberate Planning Process, identify required improvements in the DISA Enterprise Infrastructure, C2, and information sharing capabilities and address the necessity to build capacity, diversity, and survivability where critical by POM development and by influencing inclusion in COCOM IPLs where possible. (2012-2013), [OPR: GO, SPI; OCR: CSD, PEO-MA, NS, PEO-GES]

TSK 2.6.1.2.1.7: Exercise Deliberate Plans to determine capabilities, identify capability shortfalls, identify risks, and develop mitigation strategies for accepted risks. (2012-2013), [OPR: GO; OCR: SPI, CSD, NS, PEO-GES]

TSK 2.6.1.2.1.8: Ensure the capability to support COCOM OPLANS is factored into the DISA deliberate planning process, to include the DISA POM. (2010-2011), [OPR: GO, SPI; OCR: NS, CSD]

TSK 2.6.1.2.1.9: Develop the DISA CONOPS for supporting COCOM and DoD Stabilization Missions and implement an initial standing capability. (2010-2011), [OPR: GO; OCR: SPI, CSD, NS, CAE, PLD]

TSK 2.6.1.2.1.10: Review and update the DISA CONOPS for supporting COCOM and DoD Stabilization Missions. (2012-2013), [OPR: GO; OCR: SPI, CSD, NS, CAE]

TSK 2.6.1.2.1.11: Working with OSD, develop a strategy to transition contingency requirements from overseas contingency operations (OCO) to the baseline budget where applicable. (2010-2011), [OPR: SPI, CFE]

TSK 2.6.1.2.1.12: Identify DISA shortfall requirements, influence their inclusion in COCOM IPLs, where possible, and include them in the DISA POM process. (2010-2011), [OPR: SPI; OCR: GO]

ACT 2.6.1.2.2: Gather and analyze requirements to provide DISA capabilities. (2010-2011). [OPR: GO]

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TSK 2.6.1.2.2.1: OEF/OIF – Identify DISA as a recurring participant in the operational planning cycle to ensure the Agency is meeting critical United States Central Command (USCENTCOM) requirements. (ongoing – 2010-2011), [OPR: GO; OCR: SPI]

TSK 2.6.1.2.2.2: Homeland Defense – Identify DISA as a recurring participant in the planning for homeland defense and include contingency operations, humanitarian assistance, and disaster relief to coordinate defense support of civil authorities. (ongoing – 2010-2011), [OPR: GO; OCR: SPI]

TSK 2.6.1.2.2.3: IPLs - Establish a process to provide DISA input to the IPL cycle of each Combatant Command. (2010-2011), [OPR: GO; OCR: SPI]

TSK 2.6.1.2.2.4: Establish and enforce a formal requirements approval process. (2010-2012), [OPR: SPI; OCR: PLD, CAE, NS, CIO, PEOs, CSD]

ACT 2.6.1.2.3: Develop and maintain DISA plans. (2010-2011), [OPR: SPI]

TSK 2.6.1.2.3.1: Define the process for periodically updating the DISA Campaign Plan. (2010-2010), [OPR: SPI]

TSK 2.6.1.2.3.2: Develop and maintain the DISA Facilities Master Plan. (2010-2010), [OPR: MPS; OCR: SPI]

TSK 2.6.1.2.3.3: Develop and maintain Contingency Exercise Guides. (2010-2010), [OPR: GO; OCR: SPI]

TSK 2.6.1.2.3.4: Develop playbooks for Crisis Action Teams. (2011-2011), [OPR: GO; OCR: SPI]

TSK 22.6.1.2.3.5: Develop the Agency Mission Essential Task List. (2010-2010), [OPR: GO; OCR: SPI]

TSK 2.6.1.2.3.6: Develop DISA support plans for COCOM OPLANs. (2011-2011), [OPR: GO; OCR: SPI]

TSK 2.6.1.2.3.7: Develop and maintain DISA COOP plans. (2010), [OPR: GO]

TSK 2.6.1.2.3.8: Synchronize current and relevant documents in the Campaign Plan document tree. (2010-2010), [OPR: SPI; OCR: DISA]

TSK 2.6.1.2.3.9: Develop and implement a metrics tracking tool for integration of Actions and Tasks into the POM, within the existing Agency governance structure. (2010), [OPR: SPI; OCR: DISA]

ACT 2.6.1.4.: 4-Year Actions

ACT 2.6.1.4.1: Gather and analyze requirements to support current and future DISA capabilities. (2012-2012), [OPR: SPI; OCR: DISA]

ACT 2.6.1.4.2: Continue to develop and maintain DISA plans (document tree). (2012-2013), [OPR: SPI; OCR: DISA]

TSK 2.6.1.4.2.1: Establish a process that allows and promotes deliberate changes to the vision, mission, Mission Essential Task List (METL), Lines of Operation, and Joint enablers. (2012-2012), [OPR: SPI; OCR: DISA]

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TSK 2.6.1.4.2.2: Review the Lines of Operation and Joint Enablers to ensure they reflect current demands and priorities. (2012-2012), [OPR: SPI; OCR: DISA]

PRI 2.6.2: Align Agency processes and resources so that DISA can rapidly adapt to changing requirements and priorities.

Definition: To enable DISA to achieve its vision, there is an imperative to align and focus the processes DISA uses to remove barriers to the commonality and transparency needed both internally and externally. There is a similar imperative to address resources, people and dollars, to enable the easy fielding of infrastructure with funding and cost recovery for capabilities and services comprising the infrastructure. Further, there can be no internal organizational barriers to providing a transparent, agile, and efficient Enterprise Infrastructure; to providing reliable, secure, and agile command and control and information sharing capabilities and services; and to optimally ensuring a reliable and secure operational environment.


ACT 2.6.2.2.1: Define processes for resource planning in order to provide the Agency with a solid foundation on which to make associated decisions. (2010-2011), [OPR: SPI, CFE]

TSK 2.6.2.2.1.1: Define a process for matching full time equivalents (FTE) to dollars, with changes in the Joint Table of Distribution (JTD) reflected in the POM, as infrastructure capabilities and services move through the life cycle. (2010-2010), [OPR: SPI; OCR: MPS, CFE]

TSK 2.6.2.2.1.2: Establish a clear process (clearly worded rules of engagement) for initiating and building an enterprise service. (2010-2010), [OPR: SPI; OCR: CAE, CSD, CFE, NS, PLD]

TSK 2.6.2.2.1.3: Create a mechanism to forecast demand for DISA services. (2011-2011), [OPR: SPI; OCR: DISA]

TSK 2.6.2.2.1.4: Define the standard services to be offered to Combatant Commands at DISA Field Offices and define a process to handle requests from COCOMs for nonstandard services. (2011-2011), [OPR: SPI; OCR: GO]

TSK 2.6.2.2.1.5: Establish a process that provides an ability to dynamically reprioritize Agency efforts, informed by changing budgets, workforce capabilities, and new requirements. (2011-2011), [OPR: SPI]

ACT 2.6.2.2.2: Establish a resource strategy that captures and apportions the cost of the DISA components of the Enterprise. (2010-2011), [OPR: SPI, CFE]

TSK 2.6.2.2.2.1: Define the strategy for how the different categories of enterprise services (e.g. common use, services available at the enterprise level, etc.) will be funded. (2010-2011), [OPR: SPI; OCR: CAE, CSD, CFE]

TSK 2.6.2.2.2.2: Coordinate the funding strategy for enterprise services. (2010-2011), [OPR: SPI; OCR: CAE, CSD, CFE, NS]

TSK 2.6.2.2.2.3: Develop an enterprise funding strategy for application level services that enables on-demand growth without fixed multiyear appropriated funding. (2010-2011), [OPR: SPI; OCR: PEO-GES, CFE]

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ACT 2.6.2.2.3: Establish a strategy to evolve and resource agile joint command and control and information sharing capabilities to satisfy continually emerging warfighter needs. (2011-2011), [OPR: SPI]

TSK 2.6.2.2.3.1: Determine requirements, through our interaction with customers (Combatant Commands, Services, the Joint Staff, and coalition partners), for C2 capabilities and services. (2010-2010), [OPR: SPI, PEO-C2C]

TSK 2.6.2.2.3.2: Devise agile and responsive short- and long-term funding strategies for C2 that keep pace with customer requirements. (2010-2011), [OPR: SPI, PEO-C2C; OCR: CFE]

ACT 2.6.2.2.4: Establish a strategy that captures and apportions the resources needed to meet the evolving operate and assure requirements. (2010-2011), [OPR: SPI]

TSK 2.6.2.2.4.1: Define the resource strategy for the DCC. (2010-2011), [OPR: SPI; OCR: GO]

TSK 2.6.2.2.4.2: Define the resource strategy for DISA’s distributed C2 structure. (2010-2011), [OPR: SPI; OCR: CAE, CSD, CFE, GO, NS]


ACT 2.6.2.4.1: Refine processes for resource planning in order to provide the Agency with a solid foundation on which to make resource decisions. (2012-2012), [OPR: SPI, CFE]

TSK 2.6.2.4.1.1: Review the Campaign Plan to identify changes required based on the resource constraints and changes in the demands placed on DISA and recommend changes and trade offs as necessary. (2012-2012), [OPR: SPI, CFE; OCR: CAE, PLD, CIO, CTO]

TSK 2.6.2.4.1.2: Develop corporate level contract strategy for support requirements that drives most effective use of funds and promotes consistency of support across DISA. (2013), [OPR: PLD; OCR: SPI, CFE]

ACT 2.6.2.4.2: Identify tradeoffs within and across lines of operation that need to be passed to governing bodies. (2012-2013), [OPR: SPI, CFE]

TSK 2.6.2.4.2.1: Identify resource constraints that affect execution of the DISA mission. (2012-2013), [OPR: SPI, CFE; OCR: DISA]

PRI 2.6.3: Conduct active strategic outreach with joint warfighters, national level leaders, and other mission and coalition partners.

Definition: DISA must maintain relevance with its stakeholders, learn about emerging technology at the same pace as industry, and be in position to influence its environment, both customers and industry partners. We will collaborate with stakeholders to ensure we offer capabilities they need. We will collaborate with industry to assess the direction of technology and the business of technology and to influence suppliers and potential suppliers on the Department’s needs. We will reach out to those who influence the world around us.


ACT 2.6.3.2.1: Develop a plan to engage with stakeholders, mission partners, government, and industry in order to build relationships and communicate Agency strategic goals and end states. (2010-2010), [OPR: SPI; OCR: DISA]

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TSK 2.6.3.2.1.1: Publish and maintain currency of the Strategic Communication Plan. (2010-2010), [OPR: SPI; OCR: DISA]

TSK 2.6.3.2.1.2: Define and execute a process to strengthen relationships with the Services, Agencies, and mission partners by formalizing the methods with which we interact at the strategic (headquarters to headquarters) level and at the operational level (e.g., AFNIC, NETWARCOM, NETCOM). (2010-2010), [OPR: SPI; OCR: DISA]

TSK 2.6.3.2.1.3: Develop a Campaign Plan Roadshow to communicate the essence of the Campaign Plan — internal and external to the Agency. (2010-2010), [OPR: SPI; OCR: DISA]

TSK 2.6.3.2.1.4: Publicize new DISA services and capabilities and associated costs to DISA customers. (2010-2010). [OPR: SPI; OCR: CFE]


ACT 2.6.3.4.1: Engage with stakeholders, mission partners, government, and industry in order to build relationships and communicate Agency strategic goals and end states. (2012-2012), [OPR: SPI]

PRI 2.6.4: Align Agency governance authorities, structures, and processes that enable the Agency to make decisions to achieve the mission, vision, and specified outcomes.

Definition: By periodically reviewing and adjusting governance processes, the Agency will better be able to provide capabilities and stakeholders will realize simplified interaction with the Agency.


ACT 2.6.4.2.1: Review and adjust delegation of the Director, DISA, authority to individual DISA Senior Executives. (2010-2011), [OPR: COS/DV]

TSK 2.6.4.2.1.1: Assess current authorities and requirements for delegated authority. (2010-2011), [OPR: COS/DV; OCR: SPI, CAE, PLD, GO, CAE, CTO, CFE, CSD, NS, CIO, DISA]

TSK 2.6.4.2.1.2: Publish updated delegation of authority. (2010-2011), [OPR: COS/DV; OCR: SPI, CAE, PLD, GO, CAE, CTO, CFE, CSD, NS, PLD, CIO, DISA]

ACT 2.6.4.2.2: Review and adjust the requirements for and membership of governing bodies and update authorities accordingly. (2010-2011), [OPR: COS/DV]

TSK 2.6.4.2.2.1: Conduct an “Org Review” of governing bodies. (2010-2011), [OPR: COS/DV; OCR: SPI, CAE, PLD, GO, CAE, CTO, CFE, CSD, NS, CIO, DISA]

TSK 2.6.4.2.2.2: Implement decisions resulting from governing body “Org Reviews.” (2010-2011), [OPR: COS/DV; OCR: SPI, CAE, PLD, GO, CAE, CTO, CFE, CSD, NS, PLD, CIO, DISA]

TSK 2.6.4.2.2.3: Update and publish Delegation of Authority to the Chair of each governing body. (2010-2011), [OPR: COS/DV; OCR: SPI, CAE, PLD, GO, CAE, CTO, CFE, CSD, NS, PLD, CIO, DISA]

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ACT 2.6.4.2.3: Converge on a set of clearly defined standardized corporate processes that effectively support the lines of operation. (2010-2011), [OPR: SPI]

TSK 2.6.4.2.3.1: Set guidelines for customer facing processes to effectively support the Enterprise Infrastructure. (2010-2010), [OPR: SPI; OCR: GO, CAE, CTO, CFE, CSD, NS, PLD, CIO]

TSK 2.6.4.2.3.2: Establish and enforce service design and transition processes in order to formalize the DISA requirements process. (2010-2011), [OPR: COS/DV; OCR: SPI, CAE, PLD, GO, CAE, CTO, CFE, CSD, NS, PLD, CIO, DISA]

ACT 2.6.4.2.4: Articulate and proffer a strategic decisionmaking framework that produces effective, economically rational, strategically coherent, and consistent decisions. (2010-2011), [OPR: SPI]

TSK 2.6.4.2.4.1: Establish corporate governance processes associated with governing bodies. (2010-2011), [OPR: COS/DV; OCR: SPI, CAE, PLD, GO, CAE, CTO, CFE, CSD, NS, PLD, CIO, DISA]

TSK 2.6.4.2.4.2: Define an agile framework and responsive supporting processes to make decisions on Agency priorities and resource allocation that supports the POM process. (2010-2010), [OPR: SPI; OCR: CFE, GO, CTO, CIAE, PLD]

TSK 2.6.4.2.4.3: Integrate the Campaign Plan process into the POM/Budget Estimate Submission (BES) process. (2010-2011), [OPR: SPI, CFE; OCR: CIO]

TSK 2.6.4.2.4.4: Establish a process for making decisions on tradeoffs within and across the DISA Lines of Operation and programs. (2010-2011), [OPR: SPI; OCR: CFE]

ACT 2.6.4.2.5: Set the framework for the processes and regimen for measuring task completion established to support implementation of the Campaign Plan. (2010-2011), [OPR: SPI]

TSK 2.6.4.2.5.1: Establish a process for the appropriate governing body to review the current status of the implementation of the Campaign Plan on a periodic basis. (2010-2011), [OPR: COS/DV, SPI; OCR: CAE, PLD, GO, CAE, CTO, CFE, CSD, NS, PLD, CIO, GE, DISA]

TSK 2.6.4.2.5.2: Periodically assess the quality of the measurement processes, tools, and frequencies to ensure they are achieving the effects intended. (2010- 2011), [OPR: SPI; OCR: CIO]

TSK 2.6.4.2.5.3: Recommend changes to the measurement process and tools, as necessary. (2010-2011), [OPR: SPI; OCR: CIO]


ACT 2.6.4.4.1: Continue to periodically review and adjust authority, structures, and processes for governance, as necessary. (2012-2012), [OPR: COS/DV]

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Joint Enabler 2.7: Resources

OUR VISION FOR RESOURCES AS A JOINT ENABLER is that we will excel in our stewardship of taxpayer dollars through integrity, full financial disclosure, fiscal discipline, and professional competency. Success in these areas will lead to well-

informed and accelerated investment decisions and a financial strategy that will enable the delivery of capabilities in our three Lines of Operation: Enterprise Infrastructure, Command and Control and Information Sharing, and Operate and Assure. This section outlines the priorities that will position the Agency to ensure resources are in place or are properly programmed for DISA to fully execute its mission and present accurate and compliant Agency financial statements.

FULL FINANCIAL DISCLOSURE is a cornerstone for attaining the highest standards of performance. With underlying comprehensive oversight, we are committed to lead and excel in the mutually supportive areas of cost visibility (open books), financial accountability, and fiscal discipline. We will clearly link DISA-provided capabilities and services with their costs. This will allow customers and stakeholders to clearly see full value from every dollar in DISA-provided capabilities and services.

THE PRIORITIES FOR THIS SECTION will enable the Agency to deliver and operate the DISA Enterprise. The priorities are focused around the following three major focus areas to ensure our customers get the best, most economical operating capabilities.

STEWARDSHIP: ▲ Develop budgets that are compelling, defensible, consistent, and clearly aligned to support our Lines of Operation in support of DoD priorities. ▲ Develop a metrics-based investment plan for use in the programming and budget processes that will allow practical evolution of capabilities and services over time. ▲ Enhance metrics that forecast areas of potential weakness and track actual performance across breadth of financial activities.

FULL FINANCIAL DISCLOSURE: ▲ Ensure our internal processes are transparent so customers and stakeholders understand our costs. ▲ Propose and explain cost recovery for DISA-provided capabilities and services such that our customers understand and accept their bills. ▲ Collaborate with OSD, the Defense Finance and Accounting Service (DFAS), and others to improve our financial accounting capabilities and improved policies and processes.

LINK CAPABILITIES AND SERVICES TO COST: ▲ Use clear and understandable costing mechanisms to establish fair and reasonable costs to customers. ▲ Estimate costs effectively, deliver internal support services efficiently, and make informed resource allocation decisions. ▲ Implement policies, procedures, and practices to ensure the Agency is cost- based.

Objectives: ▲ Enable mission accomplishment as an exemplar of stewardship of taxpayer dollars. ▲ Provide financial transparency to enable customers to see full value in DISA- provided capabilities and services. ▲ Operationalize and optimize funding and cost recovery strategies for DISA- provided capabilities and services to ensure they properly incentivize enterprise behavior and achieve expected efficiencies.

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PRI 2.7.1: Present accurate and compliant Agency financial statements.

Definition: Establish rigor and discipline in all our internal controls, thereby making accurate and compliant Agency financial statements a by-product of our fiscal integrity. Agency financial books are reviewed and found to be a fair and accurate statement of the Agency’s financial position.


ACT 2.7.1.2.1: Account for property, plant, and equipment. (May 2010), [OPR: CFE OCR: DISA]

TSK 2.7.1.2.1.1: Each DISA organization will establish and maintain internal controls and processes to ensure physical accountability over its property and the audit trail to link these assets to the associated funding documents. (Report Out at June 2010 Audit Committee), [OPR: CFE; OCR: DISA]

TSK 2.7.1.2.1.2: Each DISA organization will ensure 100-percent accountability of directorate and program property and equipment annually. (2010-2011), [OPR: MPS; OCR: DISA]

ACT 2.7.1.2.2: Manage and monitor accounts payable (A-P) and obligations. (Monthly Report to Audit Committee effective Dec 09), [OPR: CFE]

TSK 2.7.1.2.2.1: Update the controls established during the remediation for reviewing and adjusting A-P and obligation data and refine them to ensure these controls are effectively working on a consistent basis. (Monthly Report to Audit Committee effective Dec 09), [OPR: CFE; OCR: DISA]

ACT 2.7.1.2.3: Develop, implement, and maintain internal controls. (July 2010) [OPR: CFE].

TSK 2.7.1.2.3.1: Develop internal controls and implement in their organization. Review compliance with internal controls on an annual basis. (Annual Review July 2010), [OPR: CFE; OCR: DISA]

TSK 2.7.1.2.3.2: Document organizations internal control processes. (Dec 2009), [OPR: CFE; OCR: DISA]

TSK 2.7.1.2.3.3: Evaluate risk associated with any impacts due to existing material weaknesses in the organization. (Feb 2010), [OPR: CFE; OCR: DISA]

TSK 2.7.1.2.3.4: Develop test plans and conduct testing of the internal controls. (May 2010), [OPR: CFE; OCR: DISA]

TSK 2.7.1.2.3.5: Identify corrective action plans to improve internal controls for the organization. (June 2010), [OPR: CFE; OCR: DISA]

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PRI 2.7.2: Develop Agency strategy to conduct assessment of resources and identify tradeoffs required within and across the Lines of Operation and Joint Enablers programs to meet the demands of changing capability requirements.

Definition: Establish Agency assessment methodology to deliver responsive short- and long-term funding strategies for prioritization of changing capabilities in the Lines of Operation.


ACT 2.7.2.2.1: Identify resource constraints impacting execution of new capability requirements. (May 2010), [OPR: SPI]

TSK 2.7.2.2.1.1: Prioritize capability requirements and identify trade-offs in the Lines of Operation and programs to offset need for funding new emerging capabilities in 2-year window. (Jun 2010-Quarterly), [OPR: SPI, CFE; OCR: DISA]

PRI 2.7.3: Transition all qualifying products and services from appropriated funds to DWCF.

Definition: Identify products and services provided by DISA that are currently funded using appropriated funding and transition to products and services funded using defense working capital funds. Operationalize the use of the computing services environment for enterprise services.


ACT 2.7.3.2.1: Provide DISA organizations the criteria for the product or service to be eligible for DWCF funding. (2011), [OPR: CFE]

TSK 2.7.3.2.1.1: Publish the criteria with specific examples to the staff. (2011), [OPR: CFE; OCR: DISA]

TSK 2.7.3.2.1.2: Apply the criteria and identify qualifying products and services for transitioning to DWCF and supporting justification. (2011), [OPR: DISA; OCR: CFE]

ACT 2.7.3.2.2: Determine how the current fee structure will be impacted by the transition of the qualifying products and services to DWCF. (2012), [OPR: CFE]

TSK 2.7.3.2.2.1: Each applicable Chief Financial Executive (CFE) Home Team in conjunction with their Program Managers will need to assess the impact on costs and revenues. (2011), [OPR: CFE; OCR: DISA]

ACT 2.7.3.2.3: Coordinate, finalize, and seek approval on list of products and/or services to be transitioned through the Executive Committee (ExCom). (2011), [OPR: CFE, SPI]

TSK 2.7.3.2.3.1: Obtain approval for the list of potential candidates with applicable DISA organizations after briefing the ExCom and submit to the Director for final approval. (2011), [OPR: CFE, SPI; OCR: DISA]

TSK 2.7.3.2.3.2: Seek approval from OSD staff to transition the products to DWCF. (2011), [OPR: SPI; OCR: CFE]

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ACT 2.7.3.4.1: Maintain appropriated staff during the transition of products or services to DWCF to execute and monitor financial transactions throughout the life of the operations and maintenance (O&M), research, development, test, and evaluation (RDT&E), procurement, foreign military sales, and BRAC funds. Also identify new requirements for increase in DWCF staff once transition is completed. (2013), [OPR: CFE]

TSK 2.7.3.4.1.1: Develop POA&M to manage the transition from appropriated to DWCF. (2012), [OPR: CFE; OCR: DISA]

TSK 2.7.3.4.1.2: Ensure financial, accounting and contracting systems/document repositories are available to finalize transactions until we migrate to DAI. (2012), [OPR: CFE, PLD; OCR: DISA]

TSK 2.7.3.4.1.3: Validate Reimbursable Agreements (make sure 100 percent of customers have agreements) and ensure funding by applicable requiring entity. Reimbursable agreements may exist between the losing installation and other entities to define reimbursable services and support to be provided and received. (2013), [OPR: DISA; OCR: CFE]

TSK 2.7.3.4.1.4: Ensure property, plant, and equipment is properly accounted for when products or services are transitioned to DWCF. (2012), [OPR: DISA; OCR: CFE]

TSK 2.7.3.4.1.5: Conduct a gap analysis for necessary systems to support ordering/accounting/billing for the new business areas. Train personnel across the Agency about working capital fund operations. (2012), [OPR: CIO, CFE; OCR: PLD]

ACT 2.7.3.4.2: Research DWCF charter requirements and submit revised or new proposed DISA charter through DISA senior leadership to OSD Comptroller for approval. (2012), [OPR: CFE; OCR: DISA]

TSK 2.7.3.4.2.1: Review current DISA DWCF information services charter and determine if the new list of potential candidates for DWCF funding can be incorporated under existing charter and update the existing charter or develop a new charter for OSD Comptroller approval. (2011), [OPR: SPI, CFE; OCR: DISA]

PRI 2.7.4: Shape Agency resource environment to fund DISA Campaign Plan priorities and initiatives.

Definition: Ensure alignment of existing resources and plan and program for resources in support of new missions to ensure DISA Campaign Plan priorities and initiatives are properly funded.


ACT 2.7.4.2.1: Program resources to strategically posture the Agency to support the DISA Campaign Plan priorities and initiatives. (2010), [OPR: SPI, CFE]

TSK 2.7.4.2.1.1: Submit resource requirements for inclusion in the Program Objective Memorandum and OSD resource cycles. (2010), [OPR: SPI, CFE; OCR: DISA]

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TSK 2.7.4.2.1.2: Formalize baseline for military construction (MILCON) funding to support the DISA mission through the POM process. Use the Facilities Master Plan as requirements document. (2010), [OPR: SPI; OCR: MPS, CFE]

ACT 2.7.4.2.2: Identify DISA prioritized resourcing requirements in current-year, budget-year, program-year and manpower (Planning, Programming, Budgeting, and Execution (PPBE)) cycles. (2010), [OPR: CFE; OCR: SPI, MPS]

TSK 2.7.4.2.2.1: Identify DISA prioritized resource requirements during current year (OSD funding letter, mid-year review and year-end) and budget year resource cycles, and identify financial strategy to support the DISA Campaign Plan priorities. (2010), [OPR: CFE, SPI; OCR: DISA]

ACT 2.7.4.2.3: Optimize the utilization of the financial workforce and workload across the DITCOs. (2010-2011), [OPR: CFE]

TSK 2.7.4.2.3.1: Assess the efficiencies of the financial organizational structure. (2010-2011), [OPR: CFE]

TSK 2.7.4.2.3.2: Where applicable, develop and implement a plan to optimize financial workforce and workload. (2010-2011), [OPR: CFE]

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Joint Enabler 2.8: Spectrum

DISA’S VISION FOR DOD SPECTRUM MANAGEMENT is to enable information dominance through effective spectrum operations. To achieve this vision, DISA’s Defense Spectrum Organization (DSO) provides strategic electromagnetic spectrum

planning, direct Combatant Command/Joint Task Force (JTF) support, and enterprise capabilities and services to continuously enable effective global spectrum operations for joint warfighters, DoD components, national level leaders, and coalition partners. The major focus areas for Spectrum are:

OPERATIONAL SUPPORT: Constantly improve the quality and timeliness of operational spectrum management and electromagnetic interference resolution for the Joint Staff, military departments (MILDEPs), Combatant Commands, and front line commanders through deployable and networked support.

OPERATIONAL TOOLS, APPLICATIONS, AND MODELS: Provide automated spectrum management capabilities in support of operations and exercises to achieve national security and military objectives.

SPECTRUM AND ELECTROMAGNETIC ENVIRONMENTAL EFFECTS (E3) ENGINEERING: ▲ Provide enhanced analytical and engineering support to acquisition programs and DoD components, ensuring systems will be able to operate as intended in their electromagnetic environments. ▲ Research, assess, and model emerging spectrum technologies. ▲ Manage and execute the DoD E3 program. ▲ Develop electromagnetic spectrum models and simulations. ▲ Provide spectrum policy technical advice and assessments.

GLOBAL ELECTROMAGNETIC SPECTRUM INFORMATION SYSTEM (GEMSIS): Lead efforts to design, develop, deploy, and sustain next generation net-centric spectrum capabilities and services to request, assign, allocate, and deconflict the electromagnetic spectrum.

DOD SPECTRUM MANAGEMENT ARCHITECTURE, PLANS, AND POLICY: ▲ Develop DoD’s strategic management framework to establish a comprehensive plan for improving spectrum management. ▲ Establish DoD’s enterprise architecture for spectrum management.

INFORMATION SYSTEMS/DATA: ▲ Maintain the primary DoD repository for electromagnetic spectrum-related data. ▲ Manage spectrum management software operations. ▲ Establish common data standards and improving data integrity.

SPECTRUM ADVOCACY AND REGULATORY ENGAGEMENT: Inform and influence national- and international-level decision makers to protect and promote DoD’s spectrum equities globally.

Objectives: ▲ Accelerate the warfighter’s ability to more affectively and efficiently manage the joint electromagnetic battlespace to achieve information dominance. ▲ Provide automated enterprise spectrum management capabilities – operational tools, applications, models, and data services – to support planning and operations. ▲ Continually improve the quality and timeliness of operational spectrum management and electromagnetic interference resolution through deployable, net- centric support.

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PRI 2.8.1: Improve operational support.

Definition: Provide direct operational support, including communications-electronic and electromagnetic battlespace planning and deconfliction, and joint spectrum interference resolution support to commanders.


ACT 2.8.1.2.1: Provide deployed and reachback spectrum management and E3 support to operating forces. (2010-2011), [OPR: DSO]

TSK 2.8.1.2.1.1: Employ new tools such as the Coalition Joint Spectrum Management Planning Tool (CJSMPT) and the capabilities being developed under the Spectrum Management Transition Initiative (SMTI), available through Spectrum XXI Online, to improve the fidelity of spectrum engineering support to operations, exercises, and Combatant Command requests for training. (2010-2011), [OPR: DSO; OCR: GO]

TSK 2.8.1.2.1.2: Initiate capture of equipment data during exercises to augment information gathered through formal processes. Ensure data and tool functionality is available to field users when needed. (2010-2011), [OPR: DSO; OCR: GE, GO]

TSK 2.8.1.2.1.3: Identify and integrate coalition operational requirements for current and evolving spectrum tools, to include release or coalition integration of Spectrum XXI, Host Nation Spectrum Worldwide Database Online (HNSWDO), CJSMPT, and other tools. Engage Combined Communications Electronics Board (CCEB) members, North Atlantic Treaty Organization (NATO) and other critical coalition and allied partners on tools and data to improve interoperability. (2010-2011), [OPR: DSO; OCR: JS, Combatant Commands]

TSK 2.8.1.2.1.4: Through collaboration with the Services, Joint Staff (JS), and OASD(NII), develop joint doctrine to close the doctrinal gap between spectrum management and spectrum operations with the objective of informing Joint Force commanders on the criticality of having adequate spectrum access. (2010-2011), [OPR: DSO; OCR: Services, JS, OASD(NII)]

TSK 2.8.1.2.1.5: Leverage existing USCENTCOM model to implement a streamlined web-based Joint Spectrum Interference Resolution (JSIR) reporting system. (2010-2011), [OPR: DSO]


ACT 2.8.1.4.1: Improve deployed and reachback spectrum management and E3 support to operating forces. (2012-2013), [OPR: DSO]

TSK 2.8.1.4.1.1: Expose complete and accurate spectrum management data through use of the Joint Spectrum Interference Resolution (JSIR), including both user and service interfaces. (2012-2013), [OPR: DSO; OCR: Services]

TSK 2.8.1.4.1.2: Increase spectrum reuse through better exploitation of geographic and temporal aspects of operations. Employ full complement of SMTI capabilities (through Spectrum XX Online), CJSMPT with improved visualization and data access, and the Spectrum Common Operational Picture (COP). (2012-2013), [OPR: DSO]

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TSK 2.8.1.4.1.3: Convert and field legacy tools as web services to enhance availability and ease sustainment burden. (2012-2013), [OPR: DSO; OCR: GE, CSD]

TSK 2.8.1.4.1.4: Develop computer-based training for field frequency managers to address processes and tools prior to deployments. (2012-2013), [OPR: DSO]

TSK 2.8.1.4.1.5: Capture equipment data during exercises to augment or verify information gathered through formal processes. (2012-2013), [OPR: DSO]

PRI 2.8.2: Implement/integrate/improve net-centric spectrum management services/capabilities.

Definition: Develop and implement enterprise spectrum management capabilities to enhance spectrum efficiency and mission effectiveness of spectrum-dependent systems in support of United States and coalition operations.


ACT 2.8.2.2.1: Provide initial enterprise net-centric spectrum information, services, and capabilities, with emphasis on development and sustainment of GEMSIS. (2010-2011), [OPR: DSO]

TSK 2.8.2.2.1.1: Sustain and improve capability to facilitate warfighter deployment and communications by providing worldwide visibility of host nation radio frequency (RF) spectrum dependent equipment supportability and through automation of frequency coordination processes. (2010-2011), [OPR: DSO; OCR: CAE]

TSK 2.8.2.2.1.2: Deliver, sustain, and improve an initial electromagnetic (EM) spectrum management and near real time mission planning capability to enable frequency managers to perform spectrum planning and deconfliction from tactical through combined and joint task force levels. (2010-2010), [OPR: DSO; OCR: CAE]

TSK 2.8.2.2.1.3: Improve the visibility, availability, and timeliness of spectrum data to the warfighter by automating the GEMSIS Increment 1 manual data processes and exposing data in a net-centric environment (Joint Spectrum Data Repository). (2010-2011), [OPR: DSO; OCR: CAE]

TSK 2.8.2.2.1.4: Develop and demonstrate the initial catalog of services in a net-centric enterprise environment and improve based on demonstration results. (2010-2011), [OPR: DSO; OCR: CAE]

TSK 2.8.2.2.1.5: Improve spectrum data quality and interoperability through the implementation of a common data standard and leadership of the DoD Spectrum Data Community of Interest (COI). (Joint Spectrum Data Repository (JSDR) 1.0 2010-2010; Measure Data Capability (MDC) 2010-2010; JSDR 2.0 2010-2010; JSC Data Access Web Server (JDAWS) 7.3 2010-2010), [OPR: DSO; OCR: ASD(NII), Services, JS]

TSK 2.8.2.2.1.6: Field initial net-centric spectrum management (SM) data access services and SM Web services. (SMTI v2.0 2010-2010; v3.0 2010-2011), [OPR: DSO; OCR: Services, JS, ASD(NII), CSD]

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TSK 2.8.2.2.1.7: Develop Spectrum Common Operating Picture prototype and demonstrate capability. (2010-2010), [OPR: DSO; OCR: JS, COCOMs]


ACT 2.8.2.4.1: Provide enhanced enterprise net-centric spectrum information, services and capabilities, with special emphasis on development and sustainment of the GEMSIS. (2012-2013), [OPR: DSO]

TSK 2.8.2.4.1.1: Finalize development and deploy the catalog of services as the net centric infrastructure environment of GEMSIS. (2012-2014), [OPR: DSO; OCR: CAE]

TSK 2.8.2.4.1.2: Integrate comprehensive set of spectrum management related information into the Joint Spectrum Data Repository (JSDR), to include Electronic Warfare (EW) and Intelligence Community (IC) data. (2013-2013), [OPR: DSO; OCR: Services, JS, EW/Intel communities]

TSK 2.8.2.4.1.3: Deploy full suite of SMTI developed web services and capabilities. (2013-2013), [OPR: DSO; OCR: Services, JS, ASD(NII), CSD]

TSK 2.8.2.4.1.4: Develop initial net-centric E3 evaluation and spectrum supportability risk assessment tool. (2013-2013), [OPR: DSO; OCR: Services]

TSK 2.8.2.4.1.5: Provide Spectrum Common Operating Picture capability to commanders. (2012-2012), [OPR: DSO; OCR: CTO]

PRI 2.8.3: Influence/implement emerging spectrum-dependent technologies, including Dynamic Spectrum Access (DSA).

Definition: Emerging spectrum technologies include those technologies that may either benefit or compete with (directly or indirectly) DoD’s ability to access the electromagnetic spectrum. The term Dynamic Spectrum Access is used to describe technologies whereby systems are able to sense the current spectrum environment and adapt system characteristics such as center frequency, bandwidth, waveform, and others so that scarce spectrum resources may be used more effectively and efficiently.


ACT 2.8.3.2.1: Assess technologies and perform initial planning for DSA to improve future warfighter spectrum utilization through technology innovation. (2010-2011), [OPR: DSO]

TSK 2.8.3.2.1.1: Evaluate emerging technologies to identify whether they benefit or compete with DoD’s ability to access the spectrum. Develop planning and policy recommendations accordingly. (2010-2011), [OPR: DSO; OCR: GE, CTO, ASD(NII)]

TSK 2.8.3.2.1.2: Update the DoD DSA Roadmap including the guiding spectrum management framework. (2010-2010), [OPR: DSO; OCR: Services, ASD(NII)]

TSK 2.8.3.2.1.3: Conduct DSA technology risk mitigation investigations and support near term transition of DSA-enabled radio development from Defense Advanced Research Projects Agency (DARPA) to Army Program Executive Office Command Control Communications (PEO C3T). (2010- 2011), [OPR: DSO; OCR: Services]

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ACT 2.8.3.4.1: Enable the implementation of DSA technologies within DoD and assess other emerging spectrum technologies to improve future warfighter spectrum utilization. (2012-2013); [OPR: DSO]

TSK 2.8.3.4.1.1: Complete DSA technology risk mitigation efforts. (2013-2013); [OPR: DSO; OCR: Services, ASD(NII)]

PRI 2.8.4: Lead improvement/refinement of DoD strategic spectrum planning.

Definition: DISA/Defense Spectrum Office (DSO) is DoD’s focal point for the development of Department-wide strategic electromagnetic spectrum planning. Develop and document strategies, plans, and architectures to improve spectrum utilization efficiency and enable sufficient access to spectrum.


ACT 2.8.4.2.1: Formulate and document the DoD Electromagnetic Spectrum Management Strategy. (2010-2011), [OPR: DSO]

TSK 2.8.4.2.1.1: Generate the 2010 DoD Electromagnetic Spectrum Strategic Plan. (2010-2010), [OPR: DSO; OCR: SPI, ASD(NII), Services, JS]

TSK 2.8.4.2.1.2: Develop the Implementation Plan needed to realize the DoD Spectrum Management Strategic Plan. (2010-2011), [OPR: DSO; OCR: SPI, ASD(NII), Services, JS]

ACT 2.8.4.2.2: Develop the Defense Spectrum Management Architecture (DSMA) (2010-2010), [OPR: DSO]

TSK 2.8.4.2.2.1: Augment, update, and maintain the DSMA and publish new version of DSMA. (2010-2011), [OPR: DSO; OCR: ASD(NII), JS, Services]

TSK 2.8.4.2.2.2: Propose appropriate spectrum governance strategy. (2010-2010), [OPR: DSO; OCR: ASD(NII), JS]

TSK 2.8.4.2.2.3: Implement the DSMA governance structure; promote adoption and use of DSMA. (2011-2011), [OPR: DSO; OCR: GE, CTO, ASD(NII), Services]


ACT 2.8.4.4.1: Update plans as needed to document DoD’s spectrum management strategy for realizing effective spectrum operations. (2012-2013), [OPR: DSO]

TSK 2.8.4.4.1.1: Revise the DoD EM Spectrum Management Strategic Plan to reflect progress and changes. (2012-2012), [OPR: DSO; OCR: SPI, ASD(NII), Services]

TSK 2.8.4.4.1.2: Revise and execute the associated Implementation Plan to accommodate new strategies. (2013-2013), [OPR: DSO; OCR: SPI, ASD(NII), Services]

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ACT 2.8.4.4.2: Update and maintain the DSMA. (2012-2013), [OPR: DSO]

TSK 2.8.4.4.2.1: Propose and develop appropriate DSA business processes. (2013-2013), [OPR: DSO; OCR: GE, CTO, ASD(NII), Services]

PRI 2.8.5: Advocate/defend military spectrum access globally.

Definition: Advocate for current and future DoD spectrum equities in national and international forums. Outreach to government and industry to promote DoD interests and to educate on DoD’s use of spectrum.


ACT 2.8.5.2.1: Assess policies/regulations/legislation and advocate/defend DoD spectrum access to meet DoD goals. (2010-2011), [OPR: DSO]

TSK 2.8.5.2.1.1: Develop and coordinate DoD positions for international forums leading up to World Radiocommunication Conference (WRC) 2012 and other decisionmaking events (e.g., CCEB). (2010-2011), [OPR: DSO; OCR: ASD(NII), Services, JS]

TSK 2.8.5.2.1.2: Develop and implement a Spectrum Advocacy/Defense Plan to address efforts associated with spectrum efficiency and commercial access to spectrum, e.g., spectrum inventory, reallocation, fees, etc. (2010-2011), [OPR: DSO; OCR: ASD(NII), Services, JS]

ACT 2.8.5.2.2: Perform satellite coordination to ensure access to orbital slots and to mitigate electromagnetic interference to DoD satellites. (2010-2011), [OPR: DSO]

TSK 2.8.5.2.2.1: Lead the registration/coordination process for protecting DoD space systems. (2010-2011), [OPR: DSO; OCR: Services, PEO-STS, ASD(NII)]


ACT 2.8.5.4.1: Develop and/or revise policies/regulations/legislation in order to advocate/defend DoD spectrum access to meet DoD goals. (2012-2013), [OPR: DSO]

TSK 2.8.5.4.1.1: Develop and coordinate DoD positions for international forums leading up to WRC 2016 and other decisionmaking events (e.g., CCEB). (2012-2013), [OPR: DSO; OCR: ASD(NII), Services, JS]

ACT 2.8.5.4.2: Enhance satellite coordination to ensure access to orbital slots and to mitigate electromagnetic interference. (2012-2012), [OPR: DSO]

PRI 2.8.6: Accurately define DoD’s spectrum requirements and usage.

Definition: Create an accurate, current, and comprehensive description of how DoD uses the electromagnetic spectrum as well as the Department’s plans for future spectrum usage.


ACT 2.8.6.2.1: Lead DoD spectrum requirements/usage effort to generate information required to make informed decisions regarding threats to existing and future DoD spectrum access. (2010-2011), [OPR: DSO]

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TSK 2.8.6.2.1.1: Perform assessments of the four bands vulnerable to reallocation to characterize the usage and to support the JS/Combatant Commands in assessing the operational impacts of reallocation. (2010-2011), [OPR: DSO; OCR: ASD(NII), Services, JS, COCOMs]

TSK 2.8.6.2.1.2: Evaluate how to include temporal aspects (time/duration of use) to better define DoD usage. (2011-2011), [OPR: DSO; OCR: ASD(NII), Services, JS, COCOMs]

TSK 2.8.6.2.1.3: Create a plan to automate spectrum requirements/usage assessments. (2011-2011), [OPR: DSO; OCR: ASD(NII), Services, JS, COCOMs]


ACT 2.8.4.6.1: Lead the DoD spectrum requirements/usage effort to generate information required to make informed decisions regarding threats to existing and future DoD spectrum access. (2012-2013), [OPR: DSO]

TSK 2.8.4.6.1.1: Assess all remaining bands vulnerable to reallocation to support the JS/Combatant Commands in assessing the operational impacts of reallocation. (2012-2013), [OPR: DSO; OCR: ASD(NII), Services, JS, Combatant Commands]

TSK 2.8.4.6.1.2: Begin development of an automated spectrum requirements/usage assessment capability that captures the temporal aspects of spectrum usage. (2012-2012), [OPR: DSO; OCR: ASD(NII), Services, JS]

TSK 2.8.4.6.1.3: Gather and publish temporal data needed to better define DoD’s usage. (2012-2012), [OPR: DSO; OCR: Services, Combatant Commands]

PRI 2.8.7: Provide spectrum and electromagnetic environmental effects (E3) engineering capabilities and services.

Definition: Manage the implementation of the DoD Electromagnetic Environmental Effects (E3) Program and provide E3-related information, analysis capabilities, and assessments for DoD components.


ACT 2.8.7.2.1: Manage the implementation of the DoD E3 Program. (2010-2011), [OPR: DSO)

TSK 2.8.7.2.1.1: Through leadership of the DoD E3 Integrated Product Team, standardize E3 activities and implement E3 controls for DoD systems. (2010-2011), [OPR: DSO; OCR: Services, JS, COCOMs, DoD Agencies]

TSK 2.8.7.2.1.2: Through leadership of the DoD Joint Ordnance E3 Program, develop appropriate TTPs addressing Hazards of Electromagnetic Radiation to Ordnance (HERO). (2010-2011), [OPR: DSO; OCR: Services, JS, COCOMs

TSK 2.8.7.2.1.3: Conduct E3 surveys to include forward and ship-based environments. (2010-2011), [OPR: DSO; OCR: Services, COCOMs]

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TSK 2.8.7.2.1.4: Deploy enhanced ordnance toolset incorporating new web-based applications. (2010-2011), [OPR: DSO; OCR: Services, COCOMs]

ACT 2.8.7.2.2: Provide E3-related information, analysis capabilities, and assessments for DoD components. (2010-2011), [OPR: DSO]

TSK 2.8.7.2.2.1: Implement new data access and engineering services; and develop necessary expertise to perform spectrum supportability risk assessments. (2010-2011), [OPR: DSO; OCR: Services, COCOMs]

TSK 2.8.7.2.2.2: Provide E3 and spectrum engineering analysis and test support on a customer-funded basis to DoD Components, Federal Government organizations, and to the private sector when in the interest of national security. (2010-2011), [OPR: DSO; OCR: Services, CFE, GC]


ACT 2.8.7.4.1: Provide E3-related information, analysis capabilities, and assessments for DoD components. (2010-2011), [OPR: DSO]

TSK 2.8.7.4.1.1: Provide E3 and spectrum engineering analysis and test support on a customer-funded basis to DoD Components, Federal Government organizations, and to the private sector when in the interest of national security. (2010-2011), [OPR: DSO; OCR: Services, CFE, GC]

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Joint Enabler 2.9: Testing

THE PURPOSE OF TEST, EVALUATION, AND CERTIFICATION (TE&C) is to provide confidence (identify risk) that systems or services perform as designed (Developmental Test), are interoperable (Interoperability Test and Certification),

meet the warfighter’s needs (Operational Test), and are secure (Information Assurance Compliance).

THE TESTING MISSION WITHIN DISA IS COMPLEX. In order to effectively support the Lines of Operation, DISA must develop and employ the capability to both ensure the adequacy of its internal TE&C strategies and methodologies and develop the workforce. DISA TE&C efforts must be effectively executed to ensure the TE&C capability supports the wider DoD audience in the conduct of DoD-wide systems of systems (SoS) joint interoperability test, certification, operational testing, and analysis to enhance combat effectiveness and support investment decisions in Joint Warfighting, Intelligence, and Business and Enterprise Information Portfolios, as required by Title 10, the DoD CIO, and the Chairman, Joint Chiefs of Staff.

TODAY, IN ORDER TO MEET THE DEMANDS OF THE WARFIGHTER in the most expeditious manner possible, the development and deployment of software intensive systems can no longer follow the traditional waterfall methodologies. Development, testing, and deployment must produce results rapidly, efficiently and effectively through small incremental releases which build on the previous functionality. In order to thoroughly test these quick releases and ensure confidence through successful deployment, the Agency will strive to invoke agility throughout its testing processes.

THIS AGILITY WILL BE ACHIEVED THROUGH: ▲ Early program involvement with SoS proponents, operational sponsors, developers, and testers constantly interacting with each other. This will ensure the responsible test organization is aware of the requirements for the features being developed during a particular iteration and can easily identify any discrepancy between the system and the requirements. ▲ The use of consistent, sound, and repeatable test and evaluation strategies that can be executed at all levels, by any test organization, and, when executed, would yield similar results.

WHILE EMPLOYING AGILE TEST METHODOLOGIES, the Agency must remain cognizant of the regulatory requirements imposed by Title 10 and other stakeholders. However, proper coordination and execution of TE&C throughout the acquisition life cycle will lead to rapid deployment of operationally effective, suitable, interoperable, and secure IT and National Security Systems (NSS) capabilities for the joint warfighter.

Objectives: ▲ Provide rapid, on demand, agile, and cost-effective test, evaluation, and certification. ▲ Improve testing, evaluation, and certification by ensuring integration and synchronization of effort among of proponents, operational sponsors, developers, and testers. ▲ Ensure use of consistent, sound, repeatable test and evaluation strategies that can be executed at all levels, by any test organization, and when executed, yield similar results.

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PRI 2.9.1: Provide efficient, responsive interoperability testing, and test, evaluation, and certification (TE&C) capabilities as a service.

Definition: Methodologies and infrastructure to support delivery of agile TE&C capabilities as a service to evaluate mission effectiveness in a system of systems environment that ultimately aid in the delivery of interoperable and operationally effective and suitable capabilities for the warfighter.


ACT 2.9.1.2.1: Enhance the execution of Joint IT-NSS Interoperability testing and certification mission IAW Title 10, DoD, and Joint Staff Instructions. (2010-2011), [OPR: JITC]

TSK 2.9.1.2.1.1: Develop and proffer recommendations to provide consistent, repeatable and sound interoperability test and evaluation strategies, in accordance with USC Title 10, DoD CIO; Joint Staff J6 guidelines, and established best practices in support of capabilities acquisition for the Joint Warfighting, Intelligence, and Business and Enterprise Information Portfolios. (2010-2011), [OPR: JITC; OCR: TEMC, PEOs, OSD, JCS-J6, GE]

TSK 2.9.1.2.1.2: Develop and pilot frameworks that standardize methodologies for the development of timely, complete, and accurate Interoperability Test Plans which, when executed, generate the data needed to adequately and confidently determine the Interoperability-Net-Ready status of capabilities for the warfighter. (2010-2011), [OPR: JITC; OCR: TEMC, PEOs, JCS-J6, GE]

TSK 2.9.1.2.1.3: Establish the capability to evaluate and certify systems/services and Systems of systems/services, both independently and as a component within a broader joint mission environment, to include identifying capability limitations and operational impacts in support of acquisition decisions. A repository of results will be included to enable Joint Warfighting, Intelligence, and Business and Enterprise Information Portfolio decision-making. (2010-2011), [OPR: JITC; OCR: TEMC, PEOs, JCS-J6, GE]

TSK 2.9.1.2.1.4: Conduct a thorough review, document results, and submit comments to stakeholders to ensure IT and NSS related policies, architectures, standards profiles, and data strategies contain the required detail to facilitate interoperability across DoD and other agencies. (2010-2011), [OPR: JITC; OCR: TEMC, PEOs, JCS-J6, DOT&E, GE]

TSK 2.9.1.2.1.5: Develop way ahead to better integrate all aspects of IT testing and fully implement the Capability Test Team (CTT) concept. (2010-2011), [OPR: TEMC; OCR: JITC, PEOs, CAE, GE]

TSK 2.9.1.2.1.6: Develop internal guidance to formalize procedures to provide the Combatant Commands with interoperability related technical and regulatory support in the planning of joint and coalition operational events, and the capability to test and evaluate systems within a broader Joint-Coalition mission environment, to include capability limitations and operational impacts with regard to interoperability-net-readiness. (2010-2010), [OPR: JITC; OCR: TEMC, DOT&E, COCOMs, GE]

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TSK 2.9.1.2.1.7: Develop and proffer to the Combatant Commands, DoD Agencies, and Services detailed information on TE&C services and procedures to solicit direct and immediate access to the full-range of capabilities to resolve emergent interoperability issues. (2010-2010), [OPR: JITC; OCR: PEOs, TEMC, COCOMs, GE]

TSK 2.9.1.2.1.8. Develop a DoD standard framework for TE&C of commercial products and capabilities to assure the interoperability of the GIG. Distribute to all MILDEP test labs to support enterprise-wide distributed assessments yielding a shared assessment methodology that implements “test once used by many” concept. (2010-2011), [OPR: JITC; OCR: GE, DoD CIO, JCS-J6, TEMC]

ACT 2.9.1.2.2: Enhance the execution of the Agency’s Operational Test Mission IAW USC Title 10 and DOT&E guidance. (2010-2011), [OPR: JITC]

TSK 2.9.1.2.2.1: Develop and proffer recommendations to provide consistent, repeatable and sound interoperability test and evaluation strategies, in accordance with USC Title 10, DOT&E guidelines, and established best practices in support of capabilities acquisition for the Joint Warfighting, Intelligence, and Business and Enterprise Information Portfolios.. (2010-2011), [OPR: JITC; OCR: DOT&E, TEMC, GE]

TSK 2.9.1.2.2.2: Develop and pilot frameworks that standardize methodologies for the development of timely, complete, and accurate Operational Test Plans which, when executed, generate the data needed to adequately determine the operational effectiveness, suitability, and survivability of systems/services under test in an operationally realistic environment. (2010-2011), [OPR: JITC; OCR: DOT&E, TEMC, CAE, GE]

TSK 2.9.1.2.2.3: Develop applicable internal directives, procedures, and expertise to appropriately execute operational testing as either the Lead or Supporting Operational Test Agency (OTA) to include the lab and instrumentation infrastructure for required Operational Test and Evaluation (OT&E) capabilities. (2010-2010), [OPR: JITC; OCR: DOT&E, PEOs, TEMC, GE]

TSK 2.9.1.2.2.4: Develop a standard methodology to operationally evaluate systems/services and systems of systems/services, both independently, and as a component within a broader joint mission environment, to include identifying capability limitations and operational impacts in support of acquisition decisions. (2010-2011), [OPR: JITC; OCR: TEMC, DOT&E, PEOs, GE]

TSK 2.9.1.2.2.5: Conduct a review of applicable IT and NSS related policies to ensure they encompass the required guidance to ensure operational effectiveness, suitability, and survivability across DoD and other agencies. (2010-2010), [OPR: JITC; OCR: DOT&E, TEMC, GE]

ACT 2.9.1.3.1: Reduce TE&C timelines in support of agile acquisition through implementation of the Capability TE&C model. (2010-2011), [OPR: TEMC]

TSK 2.9.1.2.3.1: Define and implement authorities of the responsible test organization and capability test team. (2010-2010), [OPR: JITC; OCR: TEMC, CFE, NS, CAE, GE]

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TSK 2.9.1.2.3.2: Define and implement agile planning, development, testing, and reporting along with Capability TE&C specific language into Agile-IT acquisition contracts. (2010-2010), [OPR: CAE; OCR: TEMC, JITC, CFE, NS, GE]

TSK 2.9.1.2.3.3: Define and implement agile test planning and reporting processes. (2010-2010), [OPR: JITC; OCR: TEMC, CFE, NS, CAE, GE]

TSK 2.9.1.2.3.4: Identify needed change to DoD directives and instructions to foster agile TE&C processes. (2010-2010), [OPR: TEMC; OCR: JITC, CFE, NS, CAE, TRMC, GE]

TSK 2.9.1.2.3.5: Define and implement internal DISA TE&C processes focused on reciprocity that support agile DIACAP certification and accreditation. (2010-2011), [OPR: CIO; OCR: JITC, PEO-MA, CIAE, TEMC, CFE, NS, CAE, TRMC, GE]

TSK 2.9.1.2.3.6: Define and implement agile interoperability certification processes. (2010-2011), [OPR: JITC; OCR: TEMC, CFE, NS, CAE, TRMC, GE]

ACT 2.9.1.2.4: Formalize procedures to provide TE&C services to the DISA developmental community at large. (2010-2010), [OPR: TEMC]

TSK 2.9.1.2.4.1: Develop and proffer to the DISA engineering community guidance that will ensure testability, scalability, and reusability of testing artifacts. Monitor through persistent guidance and oversight to developmental activities during program operations (to include requirements development, test concept, and execution phases). (2010-2010), [OPR: TEMC; OCR: PEOs, JITC, CAE, GE]

TSK 2.9.1.2.4.2: Develop and proffer to the DISA engineering community guidance to provide consistent and repeatable test and evaluation and data management strategies in support of acquisition and nonacquisition programs and services. (2010-2010), [OPR: TEMC; OCR: PEOs, JITC, CAE, GE]

ACT 2.9.1.2.5: Enhance the Agency’s ability to execute information assurance TE&C in support of the Department. (2010-2011), [OPR: JITC]

TSK 2.9.1.2.5.1: Develop consistent, repeatable and verifiable IA assessment strategies in support of acquisition and nonacquisition programs/systems that will ensure availability, integrity, authentication, confidentiality, and non-repudiation of information to the warfighters. This includes providing for restoration of information systems by incorporating protection, detection, reaction and recovery capabilities. (2010-2010), [OPR: JITC; OCR: PEO-MA, TEMC, CIAE, DOT&E]

TSK 2.9.1.2.5.2: Conduct technical and non-technical IA assessments that look across the DOTMLPF range at an entity (organization, network, system, etc.) IA/Computer Network Defense (CND) solution to identify any potential vulnerabilities. Provide timely feedback on vulnerabilities and recommended solutions to the customers. (2010-2011), [OPR: JITC; OCR: PEO-MA, TEMC, CIAE, DOT&E]

TSK 2.9.1.2.5.3: Conduct pilot TE&C activities using revised strategies to evaluate mission capabilities and assurance of Global Network Defense (GND) Internet Access Points (IAP) capabilities prior to operation within the Global Information Grid (GIG). (2010-2011), [OPR: JITC; OCR: PEO-MA, CIAE, TEMC] TE

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TSK 2.9.1.2.5.4: Conduct a review of internal and external policy as it pertains to the test and evaluation of assurance services to ensure measurable and meaningful policies and procedures that enhances and assures the warfighter’s mission. (2010-2010), [OPR: JITC; OCR: CIAE, PEO-MA, GIG-OPS, DOT&E, DoD CIO, USD AT&L, TEMC, JCS]

TSK 2.9.1.2.5.6: Develop a DoD standard framework for TE&C of commercial security products and capabilities to assure integrity, confidentiality and security of the GIG. Distribute to all MILDEP test labs to support enterprise-wide distributed assessments yielding a shared certification assessment that implements “test once used by many” concept. (2010-2010), [OPR: JITC; OCR: PEO-MA, GE, DoD CIO, TEMC]


ACT 2.9.1.4.1: Provide CPMs with the ability to understand systems of systems interoperability and mission effectiveness, make informed investment decisions, and speed delivery of interoperable capabilities to the warfighters. (2012-2013), [OPR: JITC]

TSK 2.9.1.4.1.1: Establish annual DoD-wide systems of systems exercises/test events in conjunction with CPMs and deliver reports outlining systems of systems interoperability and mission effectiveness. (2012-2013), [OPR: JITC; OCR: TEMC, TRMC, COCOMs, GE]

PRI 2.9.2: Expand TE&C federation and enhance virtualization.

Definition: TE&C partnerships and methodologies that contribute to a state of the art infrastructure while improving support to agile TE&C processes and reducing footprint.


ACT 2.9.2.2.1: Implement network pilot supporting development, integration, and TE&C, improve infrastructure, and federate capabilities across DoD. (2010-2011), [OPR: NS]

TSK 2.9.2.2.1.1: Develop the requirements and framework for a TE&C Network. (2010-2011), [OPR: JITC; OCR: TEMC, CFE, NS, CAE, CTO, TRMC, GE]

TSK 2.9.2.2.1.2: Develop use case for development of a common DoD T&E network and socialize with DoD TE&C stakeholders. (2010-2011), [OPR: TEMC; OCR: JITC, CFE, NS, CAE, TEMC, GE]

TSK 2.9.2.2.1.3: Refine requirements input in support of DoD TE&C network convergence. (2010-2011), [OPR: NS; OCR: JITC, TEMC, CFE, CAE, CTO, TRMC, GE]

TSK 2.9.2.2.1.4: Analyze existing DoD TE&C capabilities and develop potential partner opportunities with TE&C organizations to federate capabilities (e.g., Information Operations (IO) Range, Joint Mission Environment Test Capability (JMETC)). (2010-2011), [OPR: TEMC; OCR: JITC, CFE, NS, CAE, TRMC, GE]

ACT 2.9.2.2.2: Implement a virtual environment in support of TE&C. (2010-2011), [OPR: TEMC]

TSK 2.9.2.2.2.1: Develop and pilot TE&C services in a shared infrastructure environment. (2010-2011), [OPR: TEMC; OCR: JITC, CFE, NS, CSD, GE]

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TSK 2.9.2.2.2.2: Pilot selected C2 capabilities in a shared services TE&C environment. (2010-2010), [OPR: TEMC; OCR: PEO-C2C, JITC, GE]

TSK 2.9.2.2.2.3: Create computing host environment that emulates the operational environment. (2010-2011), [OPR: TEMC; OCR: CSD, JITC, PEOs, GE]


ACT 2.9.2.4.1: Restructure and synchronize business TE&C conducted by DISA on IT/NSS products, programs, and services. (2012), [OPR: TEMC]

TSK 2.9.2.4.1.1: Restructure and pilot reimbursable cost model, self fund infrastructure investments. (2012), [OPR: TEMC; OCR: CFE, NS, CAE, JITC, TRMC, GE]

ACT 2.9.2.4.2: Collapse TE&C footprint through use of virtual tools and federated partnerships to enhance or adopt best of breed, efficient enterprise test tools for cost sharing across the Agency. (2012), [OPR: TEMC]

TSK 2.9.2.4.2.1: Review evolving technologies and execute a pilot exploiting enterprise test tools and instrumentation. (2012), [OPR: TEMC; OCR: JITC, CFE, NS, CAE, TRMC, GE]

TSK 2.9.2.4.2.2: Engage in senior level working groups to improve partnerships with Combatant Commands, Services, and Agencies and expand existing TE&C capabilities. (2012), [OPR: TEMC; OCR: JITC, CFE, NS, CAE, TRMC, GE]

ACT 2.9.2.4.3: Mature network pilot supporting development integration and TE&C to operational converged capability. (2012-2013), [OPR: NS]

TSK 2.9.2.4.3.1: Establish network management and business processes for a converged TE&C network. (2012-2013), [OPR: NS; OCR: TEMC, CFE, JITC, CAE, TRMC, GE]

TSK 2.9.2.4.3.2: Refine and support convergence of DoD T&E networks and processes. (2012-2013), [OPR: NS; OCR: TEMC, CFE, JITC, CAE, TRMC, GE]

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102 • DISA CAMPAIGN PLAN FOUO • DO NOT DISTRIBUTE




APPENDICES

∆ APPENDIX A: ACRONYM LIST

∆ APPENDIX B: DOCUMENT TREE

∆ APPENDIX C: GLOSSARY OF TERMS





APPENDIX A: ACRONYM lIST

APPENDIX A: Acronym List

Acronym Definition

ACT actionACE Acquisition Center of ExcellenceAEHF Advanced Extremely High FrequencyAFNIC Air Force Network Integration CenterAMET Agency Mission Essential TasksA-P accounts payableAP adaptive planningAOR area of responsibilityAPI Application Program InterfaceASA America’s Security AffairsASD Assistant Secretary of DefenseASI Authorized Service InterruptionASP Acquisition Strategy PanelAS-SIP Assured Services Session Initiation Protocol ATIIP Advanced Technology Identification and Insertion Process AT&L Acquisition, Technology, and Logistics

BES Budget Estimate SubmissionBI business intelligenceBRAC Base Realignment and Closure

C2 command and controlC2C Command and Control CapabilitiesC3 Command, Control and CommunicationsCAC Common Access CardCAE Component Acquisition ExecutiveCCAO Classified Connection Approval OfficeCCER Cross Enclave RequirementCCEB Combined Communications Electronics BoardCCRI Command Cyber Readiness InspectionsCDCIE Cross Domain Collaborative Information EnvironmentCENT CentralCENTCOM (US) Central CommandCFE Chief Financial ExecutiveCIAE Chief Information Assurance ExecutiveCIO Chief Information OfficerCJSMPT Coalition Joint Spectrum Management Planning ToolCMP Career Management Program CND Computer Network Defense COCOM Combatant CommandCOI Community of InterestCONOPS concept of operationsCOOP continuity of operationsCOP Common Operational PictureCoS Chief of StaffCPD Capabilities Production DocumentCPM Capability Portfolio ManagerCRM customer relationship managementCSD Computing Services Directorate






Acronym Definition

CTO Chief Technology Officer CTT Capability Test Team CWID Coalition Warfighter Interoperability Demonstration

DAA Designated Approval AuthorityDAI Defense Agencies InitiativeDARPA Defense Advanced Research Projects AgencyDATMS DISN Asynchronous Transfer Mode ServiceDAU Defense Acquisition UniversityDCC DISA Command CenterDCIP Defense Critical Infrastructure ProgramDCS Defense Collaboration ServiceDECC Defense Enterprise Computing CenterDFAS Defense Finance and Accounting ServiceDFO DISA Field OfficeDHS Department of Homeland SecurityDIACAP Department of Defense Information Assurance Certification and Accreditation ProcessDISA Defense Information Systems AgencyDISLA Defense Infrastructure Systems Lead AgentDISANet Defense Information Systems Agency NetworkDISN Defense Information System NetworkDISN-TE DISN tactical edgeDITCO Defense Information Technology Contracting OrganizationDMDC Defense Manpower Data CenterDMZ Demilitarized ZoneDNS Domain Name ServiceDoD Department of DefenseDOT&E Director of Test and EvaluationDOTMLPF Doctrine, Organizations, Training, Leader Development, Materiel, Personnel, and FacilitiesDRRS Defense Readiness Reporting SystemDSA Dynamic Spectrum AccessDSC DISANet Service CenterDSD DISANet Service DeskDSAWG DISN Security Accreditation Working GroupDSE DISA Support Element DSMA Defense Spectrum Management ArchitectureDSMC DISANet Systems Monitoring CenterDSO Defense Spectrum Organization DWCF Defense Working Capital Fund

EA Enterprise ArchitectureE3 electromagnetic environmental effectsECOS Enterprise Collaborative Operational SensorEM electromagneticEoIP Everything over Internet ProtocolERP Enterprise Resource PlanningEUR Europe EW electronic warfareEWSE Enterprise-wide Systems EngineeringExCom Executive Committee






Acronym Definition

FAR Federal Acquisition RegulationFCSA Future Commercial Satellite AccessFDCE Federated Development and Certification EnvironmentFDP Force Development ProgramFOC Full Operational CapabilityFOS Family of SystemsFOUO For Official Use OnlyFSO Field Security OfficeFTE full time equivalent

GCCS-J Global Command and Control System - JointGCDS GIG Content Delivery ServiceGCM GIG Content ManagementGCMP GIG Convergence Master PlanGCSS-J Global Combat Support System - JointGE GIG Enterprise Services Engineering DirectorateGEF Guidance for Employment of the ForceGEM GIG Enterprise ManagementGEMSIS Global Electromagnetic Spectrum Information SystemGENSER General ServiceGIG Global Information GridGNA GIG Network AssuranceGND Global Network DefenseGO GIG OperationsGSD global service deliveryGSM Ground Station Module

HBSS Host Based Security SystemHD Homeland DefenseHERO Hazards of Electromagnetic Radiation to OrdnanceHNSWDO Host Nation Spectrum Worldwide Database OnlineHQ HeadquartersHR human resource

IA information assuranceIAP Internet Access PointsIAW in accordance withIO information operationIP Internet ProtocolIPL Integrated Priority ListISO International Organization for StandardizationISOM Industrial Security Operating ManualIT information technologyITIL Information Technology Infrastructure LibraryIT-NSS Information Technology-National Security Systems ITSM Information Technology Service ManagementIQO Inquiry-Quote-Order






Acronym Definition

JC2C Joint C2 CapabilitiesJCIDS Joint Capability Integration and Development SystemJCTD Joint Concept Technology DemonstrationJDAWS JSC Data Access Web ServerJITC Joint Interoperability Test CommandJMETC Joint Mission Environment Test CapabilityJMET Joint Mission Essential TasksJOPES Joint Operations Planning and Execution SystemJS Joint StaffJSC Joint Spectrum CenterJSDR Joint Spectrum Data RepositoryJTD Joint Table of DistributionJTF Joint Task ForceJWICS Joint Worldwide Intelligence Communications System

KM knowledge managementKPP Key Performance Parameter

LoO Line of Operation

METL Mission Essential Task ListMDC Measure Data CapabilityMILCON military constructionMILDEP military departmentMPS Manpower, Personnel, and Security DirectorateMUOS Mobile User Object System

NATO North Atlantic Treaty OrganizationNC3 Nuclear Command, Control & CommunicationsNCES Net-Centric Enterprise ServicesNECC Net-Enable Command CapabilityNETCOM (US Army) Network Enterprise Technology CommandNetOps network operations NETWARCOM Naval Network Warfare CommandNGO nongovernmental organizationNII Networks and Information IntegrationNIPRNet Unclassified but Sensitive Internet Protocol Router NetworkNRRB NetOps Readiness Review BoardNS Network Services DirectorateNSA National Security AgencyNSC National Security CouncilNSLDSS National Senior Leader Decision Support ServiceNSPS National Security Personnel SystemNSS National Security Systems

O&M Operation and MaintenanceOASD Office of the Assistant Secretary of DefenseOCO Overseas Contingency OperationsOCR Office of Collateral ResponsibilityOEF Operation Enduring Freedom






Acronym Definition

OIF Operation Iraqi Freedom OPLAN Operational PlanOPR Office of Primary ResponsibilityOSD Office of the Secretary of DefenseOSS Operations Support SystemsOTA Operational Test Agency

PALT Procurement Acquisition Lead TimePE Program ElementPEO Program Executive OfficePEO-C2C Program Executive Office - Command and Control Capabilities PEO-C3T (Army) PEO Command and Control CommunicationsPEO-GES Program Executive Office - GIG Enterprise ServicesPEO-MA Program Executive Office - Mission AssurancePEO-STS Program Executive Office – SATCOM, Teleport, and ServicesPKE Public Key EncryptionPKI Public Key InfrastructurePLD Procurement Directorate (DISA)POA&M Plan of Actions & MilestonesPOM Program Objectives MemorandumPOR Program of RecordPPBE Planning, Programming, Budgeting, and ExecutionPRI Priority

QoS Quality of Service

RACE Rapid Access Computing EnvironmentRDT&E research, development, test, and evaluationRF radio frequency

SA situational awarenessSATCOM satellite communicationSIPRNet Secret Internet Protocol Router NetworkSM spectrum managementSMTI Spectrum Management Transition InitiativeSOA Service Oriented ArchitectureSORTS Status of Resources and Training SystemSoS system of systems SPI Strategic Planning and Information DirectorateSTIG Security Technical Implementation Guide

TAC Technology Analysis CenterTDY temporary dutyTE&C test, evaluation and certificationT&E test and evaluationTEMC Test and Evaluation Management CenterTIIF Technology Innovation Investment FundTMF Technology Management FrameworkTPFDD Time-Phased Force and Deployment Data






Acronym Definition

TRMC Test Resource Management CenterTSK taskTTI Technology Transition InitiativeTTPs techniques, tactics and procedures

UCAO Unclassified Connection Approval OfficeUSCYBERCOM US Cyber CommandUSSTRATCOM US Strategic Command

VMS Vulnerability Management SystemVPN Virtual Private NetworkVoIP Voice over Internet ProtocolVVoIP Voice and Video over Internet Protocol

WGS Wideband Global SATCOMWRC World Radiocommunication Conference





APPENDIX B: DOCUMENT TREE

APPENDIX B: DOCUMENT TREE

There is a series of guiding documents published by the senior leadership of the Federal Government, the Office of the Secretary of Defense (OSD), the Joint Staff (JS), the Military Services, Defense Agencies, and the Combatant Commands (COCOMs) that necessarily influence DISA’s vision, mission, and priorities. They are major source documents used in the preparation of the DISA Campaign Plan.

▲ The National Military Strategy▲ National Defense Strategy▲ Guidance to Develop the Force▲ Guidance for Employment of the Force▲ The National Military Strategy of the United States of America▲ National Military Strategy for Cyberspace Operations▲ Department of Defense Information Management and Information Technology Strategic Plan▲ Quadrennial Defense Review▲ COCOM Integrated Priority Lists▲ Joint Publication 3-0 for Joint Operations▲ Department of Defense Directive 3000.06, Combat Support Agencies

The following are the internal authoritative documents necessary to facilitate accomplishment of the Agency mission. Each document is consistent with the Campaign Plan and will be revised on an annual basis.

▲ GIG Convergence Master Plan ∆ Governs all DISA provided technical solutions and provides a road map for future innovations▲ Strategic Planning Guidance ∆ Provides guidance in the formulation of the POM▲ Operations Plan ∆ Establishes the NetOps processes and procedures necessary to improve the operation and assurance of the Enterprise Infrastructure▲ CIO Strategic Plan ∆ Articulates the strategy for providing and evolving DISA back office processes ▲ Facilities Master Plan ∆ Governs all initiatives to maintain and evolve DISA facilities ▲ Human Capital Strategic Plan ∆ Articulates plans to attract, develop and retain the talent necessary to accomplish the mission▲ Strategic Communications Plan ∆ Articulates the strategy for reaching out to DISA stakeholders, industry partners, and users of DISA provided products and services▲ Test Resources Master Plan ∆ Governs the utilization and evolution of all DISA managed test facilities▲ Acquisition Strategic Plan ∆ Governs the internal processes necessary to improve the acquisition and delivery of capabilities





APPENDIX C: GlOSSARY OF TERMS

APPENDIX C: GLOSSARY OF TERMS

Always on: What DISA provides is expected to be on and available to users 24x7x365.

Core: The richly interconnected military and civilian sustaining base (forces, bases, partners) resident on the Enterprise Infrastructure supporting global deployment and employment of United States military forces.

DISANet Service Center (DSC): Comprised of the DISANet Service Desk (DSD) and the DISANet Systems Monitoring Center (DSMC). The DSD manages DISANet incidents and customer requests, while the DSMC monitors operational readiness and performs event management.

Full range of operations: Inclusive of conventional warfare, nation building, counter terrorism, special operations, humanitarian operations, disaster relief, and any employment of United States military forces globally with partners of the mission’s necessity.

Edge: The user of DISA capabilities and services – anyone who accesses the Enterprise Infrastructure over whatever connection is available to them.

End-to-end (E2E): From user to user from the core to users at the edge.

Enterprise: The global Defense environment (forces, bases, users, partners) from the sustaining base to users worldwide.

Enterprise Infrastructure: Provides the services needed to share information and enable joint warfighting across the DoD. The services can be categorized as basic communications, computing, and value added applications that utilize the communications and computing platforms.

FORGE.mil: A collaborative environment to accelerate the development and deployment of dependable software and services within the Department of Defense.

GIG Sector: One of 10 virtual associations (i.e., Defense Critical Infrastructure Sectors) established within the Defense Critical Infrastructure Program (DCIP), under the purview of the Assistant Secretary of Defense, Homeland Defense and America’s Security Affairs (OASD (HD&ASA)). DISA has been assigned as the Defense Infrastructure Sector Lead Agent (DISLA) for the GIG Sector. The GIG Sector represents the GIG asset owners Community of Interest and provides a unique role in looking across the Combatant Commanders, Services, and Agencies to identify real or potential vulnerabilities, and determine key interdependencies.

RACE: Rapid Access Computing Environment (RACE) is a service that allows DoD users the ability to self-service provision operating environments within the highly secured Defense Enterprise Computing Center’s (DECC) production environment. With its rapidly accessible and scalable computing infrastructure, RACE uses virtualization and the nearly unlimited capability of cloud computing to offer Defense Department customers platform/infrastructure as a service in test and production environments.

Reachback: Global users accessing information, capabilities, and services resident in the core.




APPENDIX C: GlOSSARY OF TERMS

Service Design: An activity that identifies requirements and then defines a solution that is able to meet these requirements. Service Design processes include Service Level Management, Capacity Management, Availability Management, IT Service Continuity Management, Information Security Management, and Supplier Management.

Service Transition: A change in state, corresponding to the movement of an IT service or other configuration item from one lifecycle status to the next, (e.g. Service Design to Service Operations). Service Transition processes include Transition Planning and Support, Change Management, Service Asset and Configuration Management, Release and Deployment Management, Service Validation and Testing, Evaluation, and Knowledge Management.

User: National decision makers, joint warfighters, and those supporting them wherever they are globally and connected to the Enterprise Infrastructure.


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