DoD IT Enterprise Strategy and Roadmap Department of Defense DoD Information Technology IT Enterprise Strategy and Roadmap Version 1 0 – 6 SEP 11 September 2011 IT Enterprise Strategy and Roadmap DEPUTY SECRETARY OF DEFENSE 1010 DEFENSE PENTAGON WASHINGTON DC 20301-1010 OCT 05 2011 In the current political economic and technological landscape information technology IT is expected to provide extensive and ever-increasing capabilities while consuming fewer resources With the increase of both state-sponsored and independent cyber threats the Department of Defense is recognizing the growing importance of leading a strong and secure presence in cyberspace Concurrently global nancial events are driving a need for continued budgetary constraints and stricter nancial oversight As a result the Department of Defense must transform the way in which it acquires operates and manages its IT in order to realize increased ef ciency effectiveness and security The IT Enterprise Strategy and Roadmap represents the collective efforts of many stakeholders from throughout the Department and presents the Chief Information Of cer s CIO plan for achieving the goals of increased ef ciency effectiveness and security The IT Enterprise Strategy and Roadmap identi es 26 initiatives that will allow the to realize distinct improvements to the DOD Information Environment The C10 in partnership with the Components is directed to develop initiative implementation plans to provide speci c tasks and milestones toward achieving the goals associated with each of the 26 initiatives These implementation plans are to leverage ongoing efforts and existing Component plans and to realize for the Department greater capability and ef ciency This strategy and roadmap requires the active participation of the Components to achieve its intended results I ask that all Components assist in this effort and support the C10 in increasing the ef ciency effectiveness and security of the Information Environment and by extension providing our War ghters with the assured access to information and services that they require in order to accomplish their mission of defending our country in the 21$1 Century DoD IT Enterprise Strategy and Roadmap Foreword The number of networks the Department of Defense DoD uses to execute its missions has increased significantly over the past 30 years Although these networks have proved vital to DoD’s success the incremental and evolutionary manner in which DoD develops information technology IT has resulted in layers of stove-piped systems that are difficult to integrate and not as effective as needed Although DoD’s IT infrastructure enables warfighters to operate effectively in the twenty-first century the unnecessary complexity of our networks and IT reduces our ability to secure our information systems hampers our ability to share information and needlessly consumes the finite resources available to DoD This untenable situation requires us to make dramatic changes in how we develop implement and sustain IT across DoD Together we must modify existing processes to reduce complexity and optimize our networks for the joint environment Our goals are to dramatically increase our cyber security posture increase our effectiveness across joint and coalition lines and reduce the resources our networks consume This document is our Strategy and Initial Roadmap to achieve these goals and deliver a streamlined rationalized and simpler network by consolidating IT infrastructure across DoD As such this document also aligns with the U S Chief Information Officer CIO ―25 Point Implementation Plan to Reform Federal Information Technology Management‖ particularly its call for enhanced operational efficiency Through this strategy we are committing to a task that requires changes to policies cultural norms and organizational processes to provide lasting results We will focus initially on obtaining tangible results in Fiscal Years FY 2011–2012 and plan for aggressive consolidation through FY2015 Aggressively consolidating now will better position us to embrace emerging technology and provide cutting-edge service to our warfighters This aggressive consolidation cannot however come at the price of degraded capabilities for the warfighter or inflexible commitment to a specific technological solution Accordingly this strategy and roadmap is intended to provide DoD with sufficient flexibility to respond to and incorporate emerging technology and to identify and take appropriate actions for those efforts that are not producing Our focus remains as it always has been and always will be on providing the military forces needed to deter war and to protect the security of our country This effort will be a collaborative undertaking in which I will work side-by-side with DoD’s Component CIO or equivalent IT leads to plan and execute this roadmap and to strengthen the partnerships between the DoD CIO’s office and the offices of the Under Secretary of Defense for Acquisition Technology Logistics USD AT L Director–Cost Assessment and Program Evaluation D CAPE Under Secretary of Defense Comptroller USD C and Deputy Chief Management Officer DCMO to affect long-term change I look forward to leading DoD through this consolidation effort and delivering a better DoD Information Enterprise in the immediate future signed Teri M Takai DoD Chief Information Officer iv DoD IT Enterprise Strategy and Roadmap Executive Summary Historically DoD’s information technology IT investments have been made to meet the needs of individual projects programs organizations and facilities This decentralized approach has resulted in large cumulative costs and a patchwork of capabilities that create cyber vulnerabilities and limit the ability to capitalize on the promise of new developments in IT In August 2010 the Secretary of Defense directed the consolidation of IT infrastructure to achieve savings in acquisition sustainment and manpower costs and to improve DoD’s ability to execute its missions while defending its networks against growing cyber threats Specific direction was received to consolidate IT infrastructure to optimize for the joint environment and to pursue consolidation in a way that does not preclude future consolidation of IT infrastructure at the DoD enterprise level During the first quarter of FY 2011 more than 240 representatives from the Office of the Secretary of Defense OSD the Military Departments Defense Information Systems Agency DISA National Security Agency NSA and United States Cyber Command USCYBERCOM analyzed opportunities to consolidate DoD IT infrastructure through specific initiatives in five functional areas Network Services Computing Services Application Data Services End-User Services and IT Business Processes Detailed descriptions initial implementation timelines and rough-order-of-magnitude ROM estimates of the required investments and potential savings were developed for 26 initiatives Each initiative contributes to one or more of the IT Enterprise goals—increase mission effectiveness improve cyber security and deliver efficiencies Preliminary estimates are that this initial set of initiatives will deliver efficiencies of between $1 2 billion and $2 2 billion annually by FY2016 and between $3 2 billion and $5 2 billion over the Future Years Defense Program FYDP This effort already has resulted in a direct budget reduction of $1 7 billion across the FYDP in the FY2012 DoD submission to the President’s Budget through specific IT consolidation actions by the Air Force $1 2 billion and the Army $500 million The DoD Chief Information Officer CIO Executive Board CIO EB is DoD’s senior functional oversight body for IT infrastructure and will be the focal point for IT consolidation governance v DoD IT Enterprise Strategy and Roadmap The Components’ progress against their IT consolidation performance measures will be reported through the CIO EB to the Deputy’s Advisory Working Group DAWG and the Defense Business Systems Management Committee DBSMC as appropriate Specific changes to DoD’s three core processes—Joint Capabilities Integration and Development System JCIDS Planning Programming Budgeting and Execution PPBE and Defense Acquisition System DAS —are required to address the systemic conditions that lead to DoD’s stove-piped IT infrastructure The DoD CIO will work with the core process owners to implement the required changes These efforts will be synchronized with the parallel DoD activities under way to reform DoD IT acquisition Effective communication is critical to building the DoD-wide commitment that will be required to optimize DoD IT infrastructure for the joint environment This document is the initial communication of the Secretary’s intent and will be followed by communications that detail associated policy performance measures architectures and standards vi DoD IT Enterprise Strategy and Roadmap Table of Contents 1 Introduction 1 2 Background 2 3 Vision for a more Effective Efficient and Secure DoD Information Enterprise 4 4 3 1 Improving Effectiveness 4 3 2 Improving the Information Security Posture 5 3 3 Enabling Efficiencies 5 IT Enterprise Strategy 6 4 1 IT Enterprise Goals 6 4 1 1 Improve Mission Effectiveness 7 4 1 2 Improve Cyber Security 8 4 1 3 Deliver Efficiencies 8 5 4 2 Governance 9 4 3 Management Approach 10 4 4 Initial Performance Metrics 11 4 5 Communications Plan 11 IT Enterprise Roadmap 13 5 1 Initial Consolidation Initiatives 15 5 1 1 Network Services NS 16 5 1 2 Computing Services CS 16 5 1 3 End-User Services EUS 18 5 1 4 Application and Data Services ADS 19 5 1 5 IT Business Processes BP 21 6 Estimated Efficiencies 22 7 Sustaining Processes 24 7 1 IT Governance 24 7 2 Certification and Accreditation C A 24 7 3 Joint Capabilities Integration and Development System JCIDS 24 7 4 Planning Programming Budgeting and Execution PPBE 25 7 5 Defense Acquisition System DAS 25 Appendix A Network Services Initiatives A-1 NS1–Consolidate Security Infrastructure A-1 NS2–Consolidate NetOps Centers A-1 NS3–Implement Cross-Domain Solution as an Enterprise Service A-1 vii DoD IT Enterprise Strategy and Roadmap NS4–Implement Standard Certification and Accreditation Process A-1 NS5–Extend Joint Networks Over SATCOM A-1 NS6–Implement Video over IP as an Enterprise Service A-2 NS7–Implement Voice over IP as an Enterprise Service A-2 NS8–Transport Joint Enterprise Network JEN A-2 NS9–Enterprise Network Infrastructure Reliability A-3 NS10–Defense Red Switch Network DRSN Rationalization A-3 Appendix B Computing Services Initiatives B-1 CS1–Data Center and Server Consolidation B-1 CS2–Computing Infrastructure and Services Optimization B-1 CS3–Cloud Computing B-1 CS4–Service Desk Consolidation and Optimization B-1 Appendix C Application and Data Services Initiatives C-1 ADS1–Enterprise Messaging Collaboration Services including E-mail C-1 ADS2–Identity and Access Management Services C-1 ADS3–Enterprise Services C-1 ADS4–Records Management C-1 Appendix D End User Computing Services Initiatives D-1 EUS1–Next-Generation End-User Devices D-1 EUS2–Multi-Level Security Domain Thin-Client Solutions D-1 EUS3–Interoperability Within DoD and Between Mission Partners D-1 Appendix E IT Business Process Initiatives E-1 BP1–Consolidate Software Purchasing E-1 BP2–Consolidate Hardware Purchasing E-1 BP3–Optimize IT Services Purchasing E-1 BP4–Common Business Process Foundation E-1 BP5–Promote and Adopt ―Green‖ IT E-2 Appendix F Acronym List F-1 viii DoD IT Enterprise Strategy and Roadmap List of Figures Figure 2-1 DoD IT Infrastructure Characteristics 2 Figure 4-1 IT Infrastructure Enterprise Goals 6 Figure 4-2 DoD IT Enterprise Governance Framework 10 Figure 4-3 Building Commitment 11 Figure 5-1 IT Consolidation Initiatives 14 Figure 5-2 Initial IT Consolidation Initiatives 15 Figure 5-3 DoD Computing Center Consolidation Approach 18 Figure 5-4 Notional Multi-Level Secure Desktop Environment 19 Figure 6-1 Preliminary IT Consolidation Efficiencies Estimates 23 ix IT Enterprise Strategy and Roadmap This page intentionally left blank DoD IT Enterprise Strategy and Roadmap 1 Introduction In August 2010 the Secretary of Defense SecDef announced a Department of Defense DoD – wide Efficiencies Initiative to move America’s defense institutions toward a ―more efficient effective and cost-conscious way of doing business ‖1 DoD Components were directed to conduct a ―zero-based review‖ of how they carry out their missions and of their priorities and to rebalance resources to better align with DoD’s most critical challenges and priorities As part of the announcement the SecDef directed consolidation of information technology IT infrastructure assets to achieve savings in acquisition sustainment and manpower costs and to improve DoD’s ability to execute its missions while defending its networks against growing cyber threats In response DoD established an IT Consolidation Task Force to analyze alternative courses of action COA and recommend specific IT infrastructure consolidation initiatives Three COAs were developed COA 1–Consolidate IT infrastructure at the DoD Component level COA 2–Consolidate IT infrastructure to optimize the joint environment COA 3–Consolidate IT infrastructure at the DoD enterprise level A November 2010 in-process review resulted in SecDef direction to consolidate IT assets to optimize the joint environment COA 2 and to pursue the consolidation in a way that does not preclude future consolidation at the DoD enterprise level COA 3 To ―optimize for the joint environment‖ is to create a seamless DoD Enterprise Information Environment EIE which will support cross-organizational geographically dispersed users through the delivery of IT infrastructure capabilities In this context DoD users worldwide at all services agencies commands and activities are part of the joint environment The EIE is composed of Global Information Grid GIG assets that operate as provide transport for or assure networks at all levels The EIE Mission Area EIEMA is the DoD IT portfolio that manages investments in the information sharing computing and communications environment of the GIG The EIE includes computing infrastructures and common enterprise services that provide users with the ability to access and use information on the GIG The consolidation of the IT infrastructure described in this plan will replace Service- and installation-specific IT infrastructure capabilities and processes with the intention of optimizing DoD’s IT infrastructure increasing mission effectiveness improving cyber security and reducing cost in accordance with SecDef direction DoD will seek to garner efficiencies and to increase effectiveness of the DoD IT infrastructure across all Military Departments Combatant Commands COCOM and Agencies 1 Gates Robert M 2010 Statement on Department Efficiencies Initiative Accessed from http www defense gov speeches speech aspx speechid 1496 1 DoD IT Enterprise Strategy and Roadmap 2 Background DoD is an immense and complex organization It has more than 1 4 million men and women serving on active duty employs 750 000 civilian personnel and counts another approximately 1 1 million in the National Guard and Reserve making it the nation’s largest employer Figure 21 In addition more than 5 5 million family members and military retirees receive benefits as a result of their past service or their relationship to a service member Supporting the diverse IT needs of this population is a tremendous challenge that involves more than 15 000 classified and unclassified networks more than 7 million computers and IT devices and a 170 000-person IT workforce DoD IT User Base Area of Support • 1 4 million active duty • 750 000 civilian personnel • 1 1 million National Guard and Reserve • 146 countries • 6 000 locations • 600 000 buildings and structures • 5 5 million family members and military retirees Total IT Budget IT Systems • 10 000 Operational systems • $ 37 billion • $10 billion in Infrastructure 20% mission critical • 772 Data Centers • 67 246 Servers • 7 million computers and IT devices Figure 2-1 DoD IT Infrastructure Characteristics DoD depends on timely accurate and focused information at every echelon across the full range of military operations ROMO Joint Operations Concepts JOpsC Joint Integrating Concepts JIC and Joint Functional Concepts JFC 2 Achieving and maintaining the information advantage as a critical element of national power requires the concentrated effort of the entire DoD to provide an information environment optimized for the warfighter and effective for all echelons from the tactical edge to the strategic core Unfortunately the way DoD networks are developed funded and implemented fosters unnecessary complexity and redundancy As a result of this decentralized approach and lack of governance and oversight DoD’s IT infrastructure delivers a patchwork of capabilities that creates cyber vulnerabilities impedes joint operations results in large cumulative costs and limits the ability to capitalize on the promise of IT In addition to enhancing DoD networks to better support DoD’s information needs this strategy and roadmap also focuses on providing better support for mission partners and interoperability in a joint environment The global reach of the United States and its position of prominence in 2 Joint Staff J7 2010 J7 Joint Force Development and Integration Division JFDID Accessed from http www dtic mil futurejointwarfare index html 2 DoD IT Enterprise Strategy and Roadmap global affairs dictate that DoD does not operate in a vacuum As a result success is ensured by operating in conjunction with domestic agencies and federal departments armed forces and governments of foreign countries and international non-governmental agencies Regardless of the spectrum in which DoD is operating from disaster relief to full kinetic warfare the information environment must support collaboration and information sharing to be effective 3 DoD IT Enterprise Strategy and Roadmap 3 Vision for a more Effective Efficient and Secure DoD Information Enterprise Twenty-first century military operations require an agile information environment to achieve an information advantage for personnel and mission partners To achieve this information advantage everyone in DoD must be able to access the information resources they require to perform their required functions on any computer on DoD networks anywhere in the world consistent with security classification and special access restrictions To meet this challenge DoD is undertaking a concerted effort to unify its networks into a single information environment that will improve both operational effectiveness and information security posture while also achieving efficiencies that allow resources to be redirected to meet mission needs 3 1 Improving Effectiveness In the envisioned end state users will have timely access to the information and resources they require anywhere and anytime across the DoD Information Enterprise IE enabling them to make informed decisions in executing their missions Therefore the GIG will be designed and optimized to more effectively and efficiently support mission operations for both garrisoned users and those at the edge For example— Decision makers across DoD will have seamless access to functionality enabling them to create find use and share information needed to perform their assigned tasks This access will be made available for use on a wide variety of fit-for-purpose mobile devices Commanders will have access to information available from all DoD resources enabling improved command and control C2 increasing speed of action and enhancing the ability to coordinate across organizational boundaries or with mission partners Individual service members and government civilians will be provided with a standard IT user experience enabling them to do their jobs and providing them with the same look feel and access to information on reassignment mobilization or deployment Common identity management access control including single sign-on SSO authorization and authentication schemes will enable broader access to information and services Access to information will be based on a user’s credentials and needs rather than on the user’s physical location Common networks will remove access and performance barriers imposed by organizationally stove-piped networks Common DoD-wide services applications and tools will be broadly usable across the DoD thereby minimizing duplicate efforts reducing data fragmentation and translation and reducing the need for retraining when users are reassigned mobilized or deployed Streamlined IT acquisition processes will support rapid fielding of capabilities In addition enterprise-wide certification and accreditation C A will speed the implementation and availability of new services and applications Consolidated operations centers will enable dynamic allocation of garrisoned and deployed network resources to provide computing resources and bandwidth as needed Fewer more standardized data centers will make it easier to access reallocate and monitor resources Greater asset visibility will enable better utilization and security 4 DoD IT Enterprise Strategy and Roadmap A consolidated network environment with global visibility to information assets will enable dynamic allocation of resources in response to cyber threats and more effectively maintain network performance 3 2 Improving the Information Security Posture As DoD consolidates its disparate networks it will dramatically improve the security posture of its information assets as follows Consolidation will better enable secure mission-driven access to information and services rendering DoD information securely accessible to all who need it and are authorized access to it Deploying an enterprise identity authentication authorization and access management service will extend security protection from the network to the data on the network providing security controls to better enable secure information sharing DoD networks will be better protected from threats both internal and external that will continue to attempt to exploit seams in DoD’s information infrastructure to gain and maintain access and act against national interests IT Infrastructure Consolidation will reduce the number of networks and data centers thereby reducing the number of vulnerable seams In addition enhanced computer network defense CND capabilities will enable DoD to better anticipate and prevent successful attacks on data and networks In this highly contested environment implementing processes technology information management and agile command structures will ensure that U S military networks and information resources remain available on a trusted and secure network Ensuring readiness levels are sustained and enterprise capabilities are recovered quickly from any event will enable preparation for and operation through attacks on or degradation of the DoD information environment 3 3 Enabling Efficiencies The consolidation of DoD’s networks combined with increased use of enterprise-wide solutions will bears the potential to reduce IT costs across DoD Although many elements of IT infrastructure applications and services will continue to be owned and operated by individual Components they will be developed maintained and operated in compliance with strictly enforced standards This will ensure maximum operational effectiveness and security while minimizing unnecessary duplication and redundancies Every new capability brought onboard will be easier to acquire because it will operate within a set of consistent and well-understood enterprise standards and will interface with fewer functionally overlapping services and applications Thus the end state not only will result in effective and secure information resources but also will deliver a DoD Information Enterprise that is significantly less expensive to build maintain and operate This IT Enterprise Strategy and Roadmap represents a first step toward achieving this vision 5 DoD IT Enterprise Strategy and Roadmap 4 IT Enterprise Strategy An effective military strategy can be expressed as ―Strategy Ends Ways Means‖ where ―Ends‖ refers to the end-state objectives or goals ―Ways‖ are the actions required to reach the end state and ―Means‖ are the resources needed to execute the actions 3 The ―Ends‖ of DoD’s IT Enterprise Strategy are detailed in Section 4 1 Sections 4 2–4 5 describe the ―Ways‖ and ―Means‖ that are necessary to achieve the ―Ends ‖ Section 7 details the sustaining processes needed to ensure that the ―Means‖ are available as well as the changes to those processes that are required to facilitate IT consolidation efforts 4 1 IT Enterprise Goals The DoD IT Enterprise Goals are focused on increasing mission effectiveness improving cyber security and delivering efficiencies Figure 4-1 depicts the key benefits and relationships of these goals and illustrates the realm in which the IT Enterprise Strategy seeks to coordinate execution of DoD IT to obtain the best results for the warfighter and DoD as a whole Efficiency Key Benefits • Unity of effort • Do more with less • Reduce acquisition procurement and sustainment cost • Improve IT cost awareness • Eliminate redundant effort and cost Reduce duplication in the DoD IT Inf rastructure and deliver signif icant ef f iciencies across the Department Effectiveness Improve mission ef f ectiveness and combat power throughout the Department Cyber Security Key Benefits • Unity of command • Consistent and improved user experience • Rapidly deliver new business and mission capabilities • Increase interoperability with in-place systems • Global access to needed information • Improve availability and reliability Improve the security of DoD networks and inf ormation f rom all threats Key Benefits • Unify command and control of critical networks • Detect and eliminate malicious activity • Validate access to information based on enterprise identity and user attributes Figure 4-1 IT Infrastructure Enterprise Goals The result of these consolidation initiatives will be a DoD Information Environment that can provide the warfighter with the required information and services in a seamless manner Such a standardized information and network infrastructure will eliminate the organizational barriers to 3 Arthur F Lykke Jr ed 1998 Military Strategy Theory and Application Carlisle Pa U S Army War College 6 DoD IT Enterprise Strategy and Roadmap information sharing and as a result of this standardization eliminate seams that attackers can exploit to gain access to vital information or systems The consolidation and standardization activities outlined in this document also will improve the flexibility of defense networks by minimizing the organizational and technological changes needed to incorporate or respond to changes in emerging technology 4 1 1 Improve Mission Effectiveness The National Defense Strategy of June 2008 highlights the importance of information sharing to national security 4 The strategy notes that providing secure assured and reliable information requires not only technological changes but also changes that break down the cultural barriers impeding progress Nowhere is this cultural challenge more evident than in the current approach to IT infrastructure provisioning In today’s environment the Combatant Commands COCOM are provided with Service-centric IT networks and IT services focused on Service–unique domains This Service-centric approach extends beyond networks to identity and access management processes data centers mission and business applications commercial off-the-shelf COTS hardware and software and IT procurement practices The result is an IT infrastructure that does not effectively support the joint warfighting environment The need to improve DoD’s IT infrastructure to support the joint warfighter is well documented In June 2009 the Joint Requirements Oversight Council JROC approved the Global Information Grid 2 0 GIG 2 0 Initial Capabilities Document ICD 5 The accompanying GIG 2 0 Concept of Operations CONOPS outlines a future of ―a single information environment with common standards and centralized governance providing the information advantage to warfighting commanders ‖6 The GIG 2 0 concept transforms the current understanding of the GIG from a coalition of departments and agencies with their own sets of systems processes governance and controls to a more seamless unified and integrated net-centric environment An initial assessment by the Joint Staff indicates that the IT consolidation initiatives described in this document address 24 of the 66 GIG 2 0 ICD capability gaps with emphasis on joint infrastructure and enterprise services Many of the remaining GIG 2 0 capability gaps are currently being addressed by non-material i e policy and doctrine activities These documents and studies serve as the foundation on which DoD can develop the capabilities to— Provide assured access to required quality information from a seamless survivable and durable information environment with a focus that spans from the warfighter at the tactical edge back to the core IT infrastructure Provide a unified network environment that simplifies the synchronization and integration of intelligence collection processing exploitation analysis and dissemination to meet the information requirements of military decision makers Optimize network capabilities for the joint force that scale from the tactical to the strategic levels 4 Department of Defense 2008 National Defense Strategy Accessed from http www defense gov news 2008%20national%20defense%20strategy pdf 5 Joint Staff J6 2009 Global Information Grid 2 0 Initial Capabilities Document JROCM 095-09 6 Joint Staff J6 2009 The Global Information Grid 2 0 Concept of Operations Version 1 1 7 DoD IT Enterprise Strategy and Roadmap Improve communications and understanding through information sharing with mission partners Improve situational awareness and force protection by providing reliable and timely access to required information DoD’s IT infrastructure must be simplified to an integrated and interoperable resource that quickly delivers the right information at the right time to the right place anywhere in the world 4 1 2 Improve Cyber Security Another key focus of the DoD IT Enterprise initiative is to enhance DoD’s ability to counter cyber security threats DoD networks are under constant attack from cyber security threats launched from the Internet or from malicious software embedded in e-mail attachments removable media or embedded in the hardware DoD procures Every connected device is susceptible to cyber vulnerabilities In addition to these threats DoD networks also must be prepared for malicious actors operating from inside the organization At the root of DoD’s cyber security challenge is the size and complexity i e configuration variance of legacy network infrastructures and software systems As information needs expanded new systems—many with their own dedicated networks—were added to support DoD missions Virtual networks were layered on top of physical networks and independent access control approaches were developed as organizations worked to protect their systems and networks This has led to a DoD information environment where systems networks and standards are deployed in a patchwork manner and the security of the entire enterprise is susceptible to exploitation through the areas with the weakest protection Specific IT consolidation initiatives will be undertaken to— Improve cyber security situational awareness and command and control Establish processes for granting access to networks and systems access using validated cryptographic identity credentials Detect ―anomalous behavior‖ inside DoD networks e g malicious software unauthorized data movement Manage configurations and automate compliance monitoring and enforcement Reduce or eliminate the need to manually download information onto removable media to move it to another security domain Streamline certification and accreditation Establish processes and develop capabilities to protect and defend DoD networks as a single information environment 4 1 3 Deliver Efficiencies DoD spends more on IT annually than any other department or agency accounting for almost half of the $78 billion government-wide IT budget in FY10 The FY10 IT DoD budget was more than $37 billion and included more than 5 800 separate funding lines 7 More than $10 billion 7 Department of Defense 2009 National Defense Budget Estimates for FY2010 Accessed from http comptroller defense gov defbudget fy2010 Green_Book_Final pdf 8 DoD IT Enterprise Strategy and Roadmap annually is spent developing and sustaining IT infrastructure capabilities e g data centers networks software applications desktops and mobile devices DoD has an obligation to ensure that IT services are delivered in the most cost-effective and efficient manner possible The private sector and state and local governments have demonstrated that leveraging shared services and consolidating IT and telecommunications equipment resources and investments can improve efficiency cost-effectiveness and environmental sustainability in IT and telecommunications operations DoD’s IT consolidation activities will optimize DoD investments in IT infrastructure while also increasing mission effectiveness and improving cyber security Specific initiatives will— Reduce procurement and sustainment costs Leverage economies of scale to increase buying power Reduce energy use 4 2 Governance An effective DoD CIO governance structure begins with strong CIO-driven leadership to establish direction and hold the DoD IT organizations accountable In today’s complex DoD IT environment leadership must provide effective governance to manage technology in support of business needs and mission effectiveness This governance includes the structures and processes for setting direction establishing standards and prioritizing IT investments Proper governance will enable DoD to leverage a framework for accountability in enforcing compliance with decisions about technology use and procurement The DoD CIO has primary responsibility for developing and enforcing DoD’s overall IT policy architecture and standards Component CIOs are accountable for implementing and complying with DoD CIO direction Both the DoD CIO and the Component CIOs are responsible for overseeing IT investment management and information assurance IA in compliance with the Clinger-Cohen Act CCA and the Federal Information Security Management Act FISMA The DoD CIO will leverage the DoD CIO Executive Board EB and its reporting relationship to the Deputy’s Advisory Working Group DAWG and the Defense Business Systems Management Committee DBSMC as the focal points for DoD IT consolidation The CIO EB will serve as DoD’s senior functional oversight forum where IT consolidation matters are vetted for input to planning programming budgeting and execution PPBE the Defense Acquisition System DAS and the DAWG for approval Components will submit their aligned IT consolidation implementation plans to the DoD CIO EB and their progress will be tracked consolidated and briefed to the DAWG through this forum Components also are to report the impact of the IT consolidation initiatives on end users when reporting on the progress of the initiatives Based on these reports the DAWG will be able to direct the initiation suspension or termination of initiatives based on performance the emergence of new technology or other changes internal or external to DoD The necessary subordinate groups needed to produce policy standards architecture and guidance will be formed under the direction of the CIO EB Figure 4-2 shows the tiered structure that IT Enterprise governance will follow 9 DoD IT Enterprise Strategy and Roadmap • Develop the IT policies and architectures necessary to support IT consolidation • Establish and execute the necessary governance processes to ensure component compliance • Approve component IT plans • Report progress quarterly to the Deputy’s Advisory Working Group DAWG DoD CIO • Establish DoD IT Consolidation objectives • Review progress against targets monthly • Prioritize Enterprise capability delivery DoD CIO Executive Board • Recommend Emerging Technology Solutions and priorities • Accountable for IT Consolidation targets • Develop maintain IT Consolidation plans • Submit progress against targets monthly COCOM Service and Agency • Submit Recommendations for Emerging Technology Solutions 170 000 IT Professionals Execute Strategy Figure 4-2 DoD IT Enterprise Governance Framework 4 3 Management Approach DoD will use a ―tiered accountability modest federation‖ approach to IT consolidation Under this approach responsibility and accountability for implementing IT consolidation initiatives are assigned to different levels within the organization For example the DoD CIO is responsible for developing the enterprise IT policies and architecture i e DoD-wide policies capabilities standards reference architectures and rules and the associated enterprise IT Enterprise Strategy and Roadmap Each Component is responsible for producing a Component-level architecture and IT consolidation plan associated with its own tiers of responsibility in a manner that is aligned with i e does not violate the enterprise IT policies and architecture Similarly program managers are responsible for developing program-level architectures and consolidation plans and for ensuring alignment with the enterprise-level and Component-level architectures and plans above them This structure provides flexibility while also ensuring linkages and alignment from the program level through the Component level to the enterprise level Centralized management however will be used to achieve a number of efficiencies For example the DoD CIO will provide specific guidance in terms of product lists product configurations and in some cases the specific products or services themselves The DoD CIO also will establish appropriate governance and resourcing processes to ensure that the centrally managed capabilities meet the mission needs of the individual Components 10 DoD IT Enterprise Strategy and Roadmap 4 4 Initial Performance Metrics The Components’ progress against IT Enterprise objectives will be measured against the key drivers that impact mission effectiveness cyber security and efficiency Initial measures will focus on— The number of data centers and servers The percentage of server capacity being used The number of physical and logical networks The percent of mission-critical applications using the enterprise attribute-based access control capability The dollar value flowing through designated DoD-wide COTS hardware and software procurement mechanisms The measures listed above are illustrative only and are presented to highlight DoD’s focus on key drivers and on only those items that DoD Components can count The actual measures selected for use will depend on which initiatives are approved through DoD’s processes Final IT Enterprise metrics will be vetted by the CIO EB and presented to the DAWG for approval Focusing metrics on the key drivers will illuminate lower-level implementation issues without placing undue reporting burdens on the Components 4 5 Communications Plan An effective communications plan is critical to building DoD-wide commitment to the IT Enterprise Initiative Given that commitment the communications strategy is targeted at moving staff along the commitment curve depicted in Figure 4-3 8 Figure 4-3 Building Commitment 8 Adapted from the Commonwealth of Massachusetts IT Consolidation Communications Plan See http go usa gov Yat 11 DoD IT Enterprise Strategy and Roadmap In addition to the framework provided by the commitment curve the communications strategy will be constructed using the following guiding principles 1 Recruit leaders e g COCOM Commanders Military Department CIOs Agency CIOs and use existing working groups e g DAWG DBSMC CIO EB to serve as communications champions 2 Distribute communications in a tiered fashion—a message is created centrally and passed down in a consistent manner through each level of leadership—to build message consistency and allow for delivery from the appropriate leader for each stakeholder group 3 Provide timely updates that are appropriately scoped for each stakeholder group throughout the entire consolidation process 4 Incorporate a two-way communications process providing stakeholders with mechanisms to ask questions offer feedback and raise issues 5 Establish a procedure for addressing issues and communicating the results to stakeholders in a timely fashion 6 Develop messages that detail how initiatives address stakeholder needs and concerns 7 Conduct the planning budgeting and governance in a transparent way that ensures a balanced and non-duplicative set of IT capabilities are provided by a set of Component implementation plans The expected benefits of the strategy include consistent messaging throughout the process wellinformed stakeholders and coordinated efforts across DoD 12 DoD IT Enterprise Strategy and Roadmap 5 IT Enterprise Roadmap In accordance with the SecDef’s direction to consolidate DoD IT infrastructure the DoD CIO established working groups to identify specific initiatives that align with the IT Enterprise goals of increasing mission effectiveness improving cyber security and delivering efficiencies More than 240 representatives from Office of the Secretary of Defense OSD the Military Departments DISA NSA and USCYBERCOM identified a set of initiatives that map to the IT Enterprise goals as shown in Figure 5-1 The initiatives are grouped in the following functional areas Network Services NS Services including hardware software and labor that provide telecommunications i e voice video and data transport including inter-installation long-haul networks installation campus area networks ICAN and network management and IA services Computing Services CS Services that provide the ability to process store and access information including data centers and servers storage and other hardware inside of them Application and Data Services ADS Common shared applications services and processes End-User Services EUS Specific subset of computing services that enable end users to access information applications and services locally and via the network IT Business Processes BP Processes used to procure the hardware software and services needed to operate and maintain the DoD IT infrastructure Detailed descriptions initial implementation timelines and rough-order-of-magnitude ROM estimates of required investments and potential savings were developed for each initiative Technical and cultural risks were assessed on a scale of high medium and low The following sections describe the technical approach to consolidation for each functional area Brief descriptions of each initiative are provided in Appendices A–E Technical dependencies among initiatives have been identified and will be factored into detailed implementation plans 13 DoD IT Enterprise Strategy and Roadmap Increase Mission Effectiveness Improve Cyber Security Deliver Efficiencies Technical Risk Cultural Barriers NS1 Consolidate Security Infrastructure ★ ★ ★ Medium High NS2 Consolidate NetOps Centers ★ ★ ★ Medium High NS3 Cross Domain Enterprise Service ★ ★ ★ Medium Low NS4 Standard C A Process ★ ★ ★ Low High NS5 Extend Joint Networks Over SATCOM ★ ★ ★ Low Low Network Services NS NS6 Video Over IP ★ ★ Low Medium NS7 Voice Over IP ★ ★ Low Medium ★ Low Medium Medium Low ★ Low Low NS8 Joint Enterprise Network ★ NS9 Network Infrastructure Reliability ★ NS10 Defense Red Switch Network DRSN ★ ★ Computing Services CS ★ ★ ★ Medium Medium ★ ★ ★ Medium High CS3 Cloud Computing ★ ★ ★ Medium High CS4 Service Desk Consolidation and Optimization ★ ★ Medium High ★ ★ Medium Medium CS1 Consolidate Data Centers and Servers CS2 IT Infrastructure and Services Optimization End User Services EUS EUS1 Next-Gen End User Devices EUS2 Multi-Level Security Domain Thin Client ★ ★ ★ Medium Low EUS3 Interoperability within DoD and between Mission Partners ★ ★ ★ Medium Medium ★ ★ ★ Medium Medium ★ ★ Medium Medium ★ ★ ★ Low High ★ Low Low ★ Low Medium ★ Low Medium Application and Data Services ADS ADS1 Enterprise Messaging and Collaboration including Email ADS2 Identity and Access Management Services ADS3 Enterprise Services Platform ADS4 Enterprise Records Mgmt ★ IT Business Processes BP BP1 Consolidate COTS Software Purchasing ★ BP2 Consolidate COTS Hardware Purchasing ★ BP3 Optimize IT Service Purchasing ★ ★ Low High BP4 Common Business Process Foundation ★ ★ Medium High ★ Low Medium BP5 Promote and Adopt Green IT ★ Significant Contribution ★ Some Contribution Figure 5-1 IT Consolidation Initiatives 14 DoD IT Enterprise Strategy and Roadmap 5 1 Initial Consolidation Initiatives In order to take advantage of existing efforts and to focus the limited resources of the DoD on achieving tangible gains in the near-term the DoD CIO coordinated with the Services to identify a subset of initiatives which will be addressed in an initial implementation plan These initiatives along with their overarching timelines are shown in Figure 5-2 This initial implementation plan will provide guidance on the means by which the Department will realize the goals of the selected initiatives while also preparing planning activities for those initiatives which will require long-term efforts To the greatest extent possible the initiative implementation plans will utilize existing working groups pilot programs and other efforts already underway to address the issues presented in the initiatives Additionally business case analyses will be developed for each initiative to support CIO EB assessment and DoD decision-making processes 2011 ID Q4 1 NIPRNet Regional Architecture Initial Region Implementation and Testing 3 NIPRNet Regional Architecture Full Implementation 4 SIPRNet Regional Architecture Initial Region Implementation and Testing 6 8 Consolidate DoD Cross-Domain Services into Enterprise Solution Migration of Core Services 11 Migration of Other Components 12 Development Implementation of Joint Security Structure Initial Reference Architecture for Core Computing Infrastructure 15 Federated Core Computing Center Franchise Plan NMCI Contract Lifespan DON Decision Point 20 Consolidation to DISA Enterprise Messaging Solution 21 ADS2 Identity and Access Management IdAM Services 24 25 26 27 Q3 2014 Q4 Q1 Q2 Q3 2015 Q4 Q1 Q2 Q3 2016 Q4 Q1 Q2 Q3 Q4 Core Computing Environment Fielded 19 23 Q2 ADS1 Enterprise Messaging and Collaboration including Email 18 22 Q1 CS1 Data Center and Server Consolidation 14 17 2013 Q4 NS8 Joint Information Environment JIE Joint Enterprise Network JEN 10 16 Q3 SIPRNet Regional Architecture Full Implementation Develop Enterprise Cross-Domain Backbone 13 Q2 NS3 Implement Cross-Domain Solution as an Enterprise Service 7 9 Q1 NS1 Consolidate Security Infrastructure 2 5 2012 Task Name Public Key Infrastructure PKI Attribute Based Access Control ABAC Services BP1 Consolidate Software Purchasing Establish Authorities Execute Consolidated Licenses w SW Providers BP2 Consolidate Hardware Purchasing 28 Establish Authorities 29 Implement and Execute Across DoD Figure 5-2 Initial IT Consolidation Initiatives 15 DoD IT Enterprise Strategy and Roadmap 5 1 1 Network Services NS Today thousands of individual programs including formal programs of record and informal ―projects ‖ maintain private network enclaves Each of these individual networks has separate support staff including network operators administrators and IA personnel In addition each individual network maintains a ―security stack‖ that often is unique to that program The direct and indirect cost of all the hardware software and labor required to operate and maintain these individual program organization and installation networks is substantial The individual networks significantly detract from or completely negate the ability to securely share information across the enterprise and or to execute effective C2 of DoD networks As a result the effectiveness agility and security of geographic COCOM and Combined Joint Task Force commanders’ networks are significantly degraded The three military departments MilDeps already have begun taking actions to consolidate their networks but these efforts must be accelerated and synchronized to ensure maximum effectiveness cyber security and efficiency are achieved at the enterprise level DoD’s approach to eliminating unnecessary costs and improving network capabilities as noted above is to— 1 Consolidate operations and maintenance O M of network services on each DoD installation to the greatest extent practical 2 Accelerate consolidation of internal networks by eliminating the individual networks currently maintained by programs organizations and local facility managers 3 Replace program- organization- and installation-level security services and infrastructure with a suite of enterprise-level security services including separate Public Key Infrastructure PKI –enabled attribute-based access control services for devices and for people 4 Strictly enforce compliance with all DoD enterprise-level guidance for IA and cyber security 5 1 2 Computing Services CS Recent advances in computing technologies have sparked a revolution in the provision of computing resources through the ready access of computing as an on-demand service This enables shared and distributed computing approaches that can accelerate DoD’s efforts to achieve net-centric operations by ensuring that warfighters receive the right information and applications from trusted and accurate sources when and where they need it DoD recognizes that leveraging these advances will enhance C2 and combat support capabilities for warfighters and decision makers thereby increasing operational effectiveness DoD’s future computing environment will securely leverage and share the full range of available physical and virtual computing resources in a rapid and demand-based manner across the complete spectrum of strategic operational and tactical missions Unfortunately the current state of IT procurements coupled with the relatively low cost of IT hardware makes it possible for many entities within DoD to purchase and operate their own computing infrastructure As a result the DoD information environment is overly complex and susceptible to exploitation through these myriad devices systems and standards by malicious actors intent on causing harm to national interests Accordingly DoD will pursue consolidation of computing services with four major efforts during the next 24 months 16 DoD IT Enterprise Strategy and Roadmap 1 Merge and eliminate non-MilDep IT infrastructures as appropriate thereby creating economies of scale that can be leveraged to obtain the best value for DoD 2 Centrally manage and restrict the diversity of ―server development and operational platforms‖ used throughout DoD and require all commodity hardware e g servers server operating systems and storage area networks to be purchased through a limited number of consolidated contracts that leverage economies of scale to reduce total cost to the enterprise 3 Establish a Core Computing infrastructure that will provide assured and ubiquitous access to vital enterprise services 4 Aggregate computing services and consolidate infrastructure requirements to gain economic efficiencies of scale whenever practical such as consolidating regional land mobile radio LMR infrastructure or contracts for office printer maintenance and ink cartridges Consolidation of IT infrastructures will result in a hierarchy of DoD data centers based on functionality purpose and efficiency Initial DoD plans will result in— 32% reduction in data centers 30% reduction in racks 25% reduction in servers DoD plans to further reduce the number of data centers to 428 by FY15 32% reduction from FY10 as directed in the FY12 OMB Budget Passback The objective is to consolidate computing services into one of three computing center facilities 1 Enterprise Computing Centers ECC 2 Area Regional Processing Centers A RPC or 3 Installation Processing Centers IPC as shown in Figure 5-3 Enterprise Computing Center ECC ECCs are designated by the DoD CIO and may be operated by either the Defense Information Systems Agency DISA or a Service ECCs will comply with enterprise-level standards and host applications from any DoD Component based on agreed-on service-level agreements ECCs are the preferred and default location for all DoD servers Area Regional Processing Center A RPC A RPCs are designated by the DoD CIO and may be operated by either the Defense Information Systems Agency DISA or a Service The DoD CIO in collaboration with COCOMs designates A RPCs to host systems that must have either a primary or back-up instantiation in a particular location for technical operational or financial reasons Installation Processing Center IPC With approval of the DoD CIO an installation may utilize an IPC to host systems that require local instantiation for operational or technical reasons Components will develop plans to relocate existing computing center facilities into one of the three types of facilities described above 17 DoD IT Enterprise Strategy and Roadmap Figure 5-3 DoD Computing Center Consolidation Approach 5 1 3 End-User Services EUS End-user services initiatives are focused on improving mission effectiveness and reducing costs by taking advantage of rapid changes and advances in the types of devices used to access information and applications as well as changes in the operating systems on which those systems are built These initiatives aim to eliminate the costs of maintaining traditional workstations and the ICANs and infrastructure on which they depend while significantly increasing end-user mobility and capability The consolidation efforts will create a network infrastructure that is secure resilient rapidly restorable and capable of supporting multiple missions by providing the user with the mission data interoperability and services necessary to operate in an increasingly mobile operating environment Next-generation end-user devices will use standardized network data and application services to maximize cost savings flexibility and defensibility Centrally managed diversity allows for myriad interoperable devices optimized for a variety of missions and needs The desired end state is for DoD to enjoy end-user devices that have a minimized attack surface area enable robust network protection and are rapidly restorable to a ―known good state‖ that is they support resilience ensure ongoing continuity of operations COOP and protect users’ credentials Figure 5-4 shows a notional multi-level secure desktop environment These initiatives set the stage for DoD to take advantage of recent and future technical changes and advances in the types of devices people use to access their information e g smart phones diskless nodes and tablets To take advantage of next-generation devices DoD must move immediately to consolidate this emerging end-user infrastructure and make it ―joint from birth‖ by taking the following actions 18 DoD IT Enterprise Strategy and Roadmap 1 Centrally coordinate all testing certification and procurement of next-generation devices at the enterprise level to reduce unnecessarily redundant testing and expenses 2 Centrally manage all next-generation device configurations and consolidate all nextgeneration hardware and software purchases to both take advantage of economies of scale and promote software and system reuse 3 Establish a limited number of standard DoD development platforms and repositories to reduce testing and certification costs through a ―test once use everywhere‖ process optimized for next-generation end-user devices with limited bandwidth 4 Coordinate continued pathfinder implementations of web-based desktop productivity software suites at the enterprise level 5 Establish technical procedures data standards operating protocols memoranda of understanding and memoranda of agreement as needed to improve interoperability and enhance information-sharing capabilities 6 Integrate voice video and data devices and applications Current Work Station Next Generation Work Station Figure 5-4 Notional Multi-Level Secure Desktop Environment9 5 1 4 Application and Data Services ADS Application and Data Services initiatives are focused on providing secure global access to common DoD-wide solutions that enable personnel to access the people and information resources they need from any DoD computer anywhere in the world consistent with security classification and special access restrictions To gain the full operational and economic benefit of the initiatives detailed in this document DoD must change how it acquires develops fields and 9 Source Al Udeid Combined Air and Space Operations Center CAOC Trusted Thin Client Training materials 19 DoD IT Enterprise Strategy and Roadmap maintains applications The approach is based on developing enterprise capabilities and demonstrating that the enterprise capability is sufficiently robust to meet operational requirements The objective is to make a compelling case that Components should not invest resources to develop modify or sustain capabilities comparable to the designated DoD enterprise capabilities unless there is a compelling operational need or documented business case DoD will pursue a four-prong approach to consolidating application and data services— Develop and publicize enterprise capabilities Publish enterprise reference architectures including technical standards for federated enterprise solutions Establish a limited set of development platforms and a process for rapid incremental development including a ―tested by one accepted by all‖ process for joint system certification Identify authoritative data sources and unnecessarily duplicative data systems To accomplish these goals DoD will take the following actions 1 Develop an approach to support application development for bandwidth-constrained environments 2 Establish a limited number of standard DoD development platforms and repositories similar to the DISA ―RACE‖ and ―Forge Mil‖ to reuse government-developed code and software configurations as much as possible and thereby reduce testing and certification costs through a ―test once use everywhere‖ process optimized for next-generation enduser devices 3 Develop a federated enterprise solution for access control on classified and unclassified networks this should include a suite of enterprise attribute services for personnel that includes the implementation of Component-level ―Organization Servers ‖ Global Force Management Data Initiative and associated Defense Manpower Data Center DMDC and DISA-provided services 4 Develop a federated enterprise solution for attribute-based access control on classified and unclassified networks this should include a suite of Enterprise Attribute Services for people and devices 5 Develop a federated enterprise solution for digital signatures on classified and unclassified networks Initial activities focus on deployment of Enterprise Messaging and Collaboration Services including e-mail ADS-1 and Identity and Access Management Services ADS-2 Identity and Access Management Services provide the foundational security capability needed for rapid and unanticipated information sharing This managed and governed core support service provides attributes for access decisions within a centralized enterprise model This service includes a collection of authoritative person and non-person entity NPE attribute data based on commonly defined and governed attributes and makes them available through an enterprise service model to integrate within DoD authorization and access capabilities e g Attribute-Based Access Control Identity and Access Management Services provide access to identity information and can expedite both account provisioning and secure information sharing Together with other DoD 20 DoD IT Enterprise Strategy and Roadmap authorization and access capabilities the Identity and Access Management Services provide the basis for replacing time- and resource-intensive manual processes with near-real-time automated account provisioning and access control to share information resources This core service supports a more agile flexible and responsive warfighting posture where the rules for access control can be quickly modified and enforced based on changing real-world conditions Key objectives are to— 1 Increase warfighter access to required information and services especially across organizational and security boundaries 2 Increase network flexibility allowing for rapid responses to operational conditions 3 Improve cyber security 4 Drive out anonymity via strong cryptographic authentication e g PKI 5 Standardize access policies to enable more consistent access decisions 6 Increase agility and interoperability by implementing commercial standards 5 1 5 IT Business Processes BP The IT Business Process BP initiatives seek to leverage economies of scale and to improve ways of doing business to deliver IT efficiencies The focus is to identify DoD-wide approaches to common IT business needs and direct IT-related business and operational practices that will deliver procurement sustainment and energy efficiencies DoD will build on the successes of the DoD Enterprise Software Initiative ESI 10 and consolidated hardware procurement approaches established by the Army and Air Force In its first 10 years of operation DoD ESI achieved a cost avoidance of more than $3 billion compared with General Services Administration GSA Federal Supply Schedule published prices Limiting COTS hardware and software procurements to enterprise-wide vehicles will reduce lifecycle costs by reducing both procurement expenditures and aggregate contract administration overhead costs In addition reducing the number of IT hardware configurations will reduce testing patch management and software upgrade installation costs Defense Business Systems account for nearly $7 billion of the annual IT budget There are nearly 3 000 registered systems each of which is maintained separately and operates on its own independent data store Consolidation of these services along with labor services will be based on an Information Technology Infrastructure Library ITIL Service Catalog framework In many cases there will be significant cost savings associated with retiring legacy systems halting procurement of duplicate services and reducing the amount of redundant data maintained in duplicative systems However in some cases the main benefit will be improved security and effectiveness rather than the cost reduction Given that some systems operate on minimal budgets and lack adequate security and robustness improving them to meet enterprise standards especially related to security may be cost-neutral or even require additional investment DoD may realize significant annual cost reductions by promoting and adopting Green IT initiatives These initiatives focus on how DoD operates IT infrastructure procures devices services and IT supplies and consumes the resources that support IT 10 See http www esi mil 21 DoD IT Enterprise Strategy and Roadmap 6 Estimated Efficiencies The DoD CIO estimates that IT consolidation can deliver efficiencies that result in $3 2 billion to $5 2 billion over the Future Years Defense Program FYDP Annual efficiencies in FY16 and beyond are estimated to be between $1 3 billion and $2 2 billion per year In response to the SecDef-directed ―zero-based review‖ of functions and resources the Army identified IT efficiencies of $500 million and the Air Force identified IT efficiencies of $1 2 billion in the DoD FY12 President’s Budget PB12 submission After subtracting Army and Air Force PB 12 budget reductions the DoD CIO estimates that additional efficiencies of $1 5 billion to $3 5 billion over the FYDP can be obtained through future DoD enterprise consolidation efforts Over the past several years the Department of the Navy has consolidated its disparate networks into the largest single enterprise network in DoD and recently established IT efficiency initiatives aligned with the consolidation initiatives outlined in this document Realizing these additional efficiencies will require enabling investments as outlined in Figure 61 The IT consolidation initiatives will result in a combination of cost avoidance and direct and indirect budget savings These preliminary estimates will be revised required investments will be identified and business case analyses will be reviewed and approved by the D CAPE before implementation A significant portion of the future IT consolidation efficiencies will be the result of reduced sustainment funding for legacy capabilities that are eliminated and replaced by enterprise capabilities Other efficiencies will be realized through reduced procurement costs or reduced energy costs DoD is evaluating alternative funding mechanisms and portfolio approaches for IT as part of the IT Acquisition Reform effort required by Section 804 of the 2010 National Defense Authorization Act NDAA These reforms will improve DoD’s ability to measure IT consolidation savings 22 DoD IT Enterprise Strategy and Roadmap Preliminary Estimated Efficiencies $M Annual Efficiencies Total Efficiencies FY2016 FY2012–2016 Minimum Initiative Area Most Likely Minimum Most Likely Computing Services 220 370 500 830 Network Services 230 730 650 1 650 End-User Services 210 230 460 570 Application and Data Services 160 240 350 710 IT Business Processes 480 700 1 530 2 100 Preliminary Estimated Total Efficiencies 1 300 2 270 3 490 5 860 Less Required Investment FY2012–2016 50 100 290 660 Estimated Net Efficiencies 1 250 2170 3 200 5 200 Army 100 100 500 500 Air Force 380 380 1 200 1 200 770 1 690 1 500 3 500 Less PB 12 Budget Reduction Potential Additional Efficiencies Pending business case analysis Figure 6-1 Preliminary IT Consolidation Efficiencies Estimates 23 DoD IT Enterprise Strategy and Roadmap 7 Sustaining Processes Achieving the goals and objectives of IT consolidation will require strong enterprise-level governance and monitoring led by the DoD CIO in partnership with stakeholders from across OSD and the Components which will require substantial cultural change within the DoD decision-making community Adherence to DoD CIO policy and Enterprise Architecture guidance must be embedded throughout DoD’s core decision-making processes and the DoD CIO must have clear unambiguous authority across the Enterprise to hold DoD Components accountable for alignment with IT policies and initiatives and delivery of IT solutions Strong governance mechanisms will be required both to support the consolidation efforts and to ensure that all unique operational requirements are addressed 7 1 IT Governance Successful consolidation of DoD’s IT environment depends on principled leadership and governance This in turn will require institutional changes in critical decision-making processes as well as a cultural reform regarding the manner in which DoD manages information and IT 7 2 Certification and Accreditation C A To achieve IT efficiencies and deliver the promise of speed of delivery the DoD CIO will evaluate the effectiveness of current C A approaches IT C A processes may be consolidated and integrated and the number and level of autonomy of Designated Approval Authorities DAA may be reviewed and reduced as appropriate The DoD CIO will lead the effort to develop the policies and guidance necessary to consolidate DoD C A practices focusing on maximizing reciprocity and reducing duplicative efforts In doing so the DoD CIO leading the IT Enterprise effort will collaborate with DoD’s IT Acquisition Reform Task Force to leverage the progress made on both efforts Participation by DoD Component C A leads will ensure that solutions are developed with input from all stakeholders 7 3 Joint Capabilities Integration and Development System JCIDS The JROC chaired by the Vice Chairman of the Joint Chiefs of Staff is DoD’s governing body for identifying approving and validating the capability gaps and requirements identified by Warfighting Intelligence Business and Enterprise Information Environment EIE mission area managers A hierarchy of boards including the Joint Capabilities Board JCB and Functional Capabilities Board FCB along with the processes delineated in Chairman of the Joint Chiefs of Staff Instruction CJCSI 3170 supports the JROC in this capacity The DoD CIO will recommend changes to the JCB and FCB approach to streamline EIE requirements and prioritize capability delivery In addition DoD recommends the following JCIDS-related actions to ensure compliance with EIE requirements Modify JCIDS Documentation CJCSI 3170 series to require documentation of compliance with the DoD Information Enterprise Architecture IEA that contains business rules and relevant reference architectures that apply to all IT investments Modify Interoperability Instruction CJCSI 6212 to strengthen DoD IEA compliance clarify the Net-Ready Key Performance Parameter with respect to the DoD IEA establish the requirement to align and comply with relevant reference architectures and require adoption of the Enhanced Information Support Plan EISP process to assess compliance 24 DoD IT Enterprise Strategy and Roadmap Modify the Business Capability Lifecycle BCL process to require DoD IEA compliance 7 4 Planning Programming Budgeting and Execution PPBE IT consolidation may require changes to Components’ budget and expenditure plans As these changes are understood the DoD CIO will— Submit input to and participate in developing the Defense Planning and Programming Guidance DPPG Participate in front end assessments as deemed appropriate by the SecDef Participate in the program and budget review by submitting issue papers or change proposals that recommend DoD continue modify terminate or initiate funding for EIE projects programs participate in all program review decision-making forums e g issue teams 3-Star Programmers DAWG and provide the Comptroller with all information required for budget review decisions In addition the DoD CIO will review DoD’s spending on IT programs in coordination with D CAPE and the comptroller and recommend adjustments based on that review 7 5 Defense Acquisition System DAS Contracting officers program managers and other acquisition professionals are constrained by Federal Acquisition Regulation FAR and Defense Federal Acquisition Regulation Supplement DFARS with respect to ensuring all IT procured by DoD fully meets but does not unnecessarily exceed at additional cost all validated requirements for the subject procurement action In the majority of cases ―validated requirements‖ are not determined via the JCIDS process but rather by local requirements generators who may or may not be familiar with or feel compelled to use enterprise capabilities e g data centers networks enterprise services DoD acquisition and procurement policy and processes as well as relevant DFARS clauses if possible must be modified to direct contracting officers to ensure that all DoD IT contracts require the use of and prohibit the duplication of enterprise capabilities Successful IT consolidation will require DoD to establish a common set of DoD EIE acquisition and procurement strategies Although technical standards achieve a level of interoperability the next phases of the consolidation effort cannot be accomplished unless the acquisition and procurement strategies are synchronized across all Components The DoD CIO recommends the following actions to ensure DoD IT policy and guidance is followed throughout the DAS process Change DoD Directive DoDD 5000 01 ―The Defense Acquisition System‖ and the Business Capability Lifecycle to enforce compliance with DoD IEA and the use of available enterprise capabilities within major acquisition activities Develop and institute a standard contract clause to be inserted in all acquisition strategies and contracts for DoD IT goods and services requiring compliance with the DoD IEA and the use and non-duplication of designated enterprise capabilities Incorporate the IA requirements and procedures currently defined by the DoD Information Assurance Certification and Accreditation Process DIACAP into the DAS processes to ensure effective IA capabilities are designed into all IT systems from concept through systems engineering This applies equally to the acquisition and 25 DoD IT Enterprise Strategy and Roadmap procurement of IT capabilities that traditionally fall below the threshold criteria for formal acquisition 26 DoD IT Enterprise Strategy and Roadmap Appendix A Network Services Initiatives NS1–Consolidate Security Infrastructure Multiple generations of Top Level Architectures TLA provide network perimeter security across DoD In many cases the equipment used is nearing the end of useful life requiring both refresh and new technology for continuing defense of the network and providing enhanced capabilities for protecting against emerging threats This initiative is to design and deploy a DoD Enterprise-Top Level Architecture D-TLA that standardizes equipment improves IA security capabilities reduces the number of DISA point-of-presence PoP connections and simplifies systems management NS2–Consolidate NetOps Centers NS2 involves migrating from the numerous separate Component NetOps centers to joint NetOps centers that align with common processes and standards select and adopt common tools and automate network incident response capabilities This will leverage buying power for enterprisewide network operations software and licenses and centralize hosting of network operations services in DoD computing centers thus reducing hardware costs and improving security Under review by USCYBERCOM NS3–Implement Cross-Domain Solution as an Enterprise Service This effort to create enterprise application services that are ―cross-domain enabled‖ Involves engineering and deploying comprehensive enterprise-grade services for common key applications such as e-mail machine-to-machine data transfer portal synchronization chat and web services This effort aims to provide reliable secure well-defended standard services for the COTS application data formats that make up the bulk of cross-domain requirements These COTS data formats such as Simple Mail Transfer Protocol SMTP e-mail Microsoft Office documents and pdf files are predictable well understood standard and common The goal is to make it an easy investment and risk decision for a DoD organization to use the provided enterprise service rather than to engineer staff and defend a local solution NS4–Implement Standard Certification and Accreditation Process For DoD to fully transition to the new harmonized guidance it plans to first revise its existing 8500 series of guidance This includes revising the information security policy documented in DoDD 8500 01 and in DoD Instruction DoDI 8500 2 the C A process contained in DoDI 8510 01 as well as various additional instructions and guidance The first major step is to release the revised DoDD 8500 01 and DoDIs 8500 2 and 8510 01 After this occurs DoD plans to develop additional implementation and assessment guidance technical instructions and other information The release dates for these additional items have not yet been established because their development or revision depends on the final publication of revisions to the 8500 series guidance NS5–Extend Joint Networks Over SATCOM Extending joint networks over Satellite Communications SATCOM provides an affordable DoD Enterprise worldwide SATCOM Gateway capability by centralizing and unifying A-1 DoD IT Enterprise Strategy and Roadmap management and control budget investment and lifecycle management and by reducing duplication NS6–Implement Video over IP as an Enterprise Service The current Defense Information Systems Network DISN Video Services–Global DVS-G Network provides both Secret Internet Protocol Router SIPR Internet Protocol IP and Integrated Services Digital Network ISDN access for video services This is a non-government contracted service that is based on minutes of utilization in the continental United States CONUS and on fixed rates for outside continental United States OCONUS locations Network Services is developing in coordination with industry the architecture for the next generation of Enterprise Video IP services for both the SIPR and the Unclassified but Sensitive Internet Protocol Router NIPR The Enterprise Video IP is leveraging Secure Internet Protocol SIP with a migration path to Assured Services-SIP for a highly available and quality video service Concurrent with deployment of Video over IP as an Enterprise Service the Services and Agencies will turn off and decommission all multipoint control units MCU video hubs and related infrastructure NS7–Implement Voice over IP as an Enterprise Service The current Voice Systems Network provides global unclassified DSN and classified Voice over SIP and DRSN voice services These are voice services provided on DISN in CONUS and OCONUS locations Network Services is developing in coordination with industry the architecture for Enterprise Voice over Internet Protocol VoIP Services to provide a full range of voice-related capabilities to more than 4 million DoD users from a central location that fully leverages the DISN and IP technologies The Enterprise VoIP is leveraging Assured ServicesSIP with quality of service for a highly reliable available and survivable voice service This approach will eliminate the duplication of costs for voice services O M network operations sustainment and IA at nearly 2 000 locations worldwide It also allows for improved security and the rapid phase-in of a full suite of unified capabilities with collaboration conferencing mobility and portability features to improve DoD end-to-end information dominance for both fixed and tactical deployable missions at a lower total cost of ownership NS8–Transport Joint Enterprise Network JEN The GIG 2 0 provides a vision of a single secure information environment which will be realized through the Joint Information Environment JIE As a specific use case the Joint Enterprise Network JEN has been proposed as a consolidated secure robust and standardsbased IT infrastructure that leverages a joint governance framework In supporting United States Africa Command USAFRICOM and United States European Command USEUCOM missions the JEN will provide operational net-centric enterprise services consolidated IT service support a common NetOps architecture and redundant transport and connectivity for classified secret unclassified and non-classified information systems IS The JEN is designed to meet DoD and NSA requirements while maximizing utilization of DoD IT investments in a given region without compromising security This is accomplished by using virtualization technologies ultimately allowing multiple organizations to leverage and access standardized netcentric services while affording some policy deviation to meet unique mission requirements The JEN project also supports telecommunication consolidation and will provide the region with the opportunity to integrate and collapse approximately 50 Army sites into the DISN theater infrastructure Telecommunications sustainment technology refresh and operational support A-2 DoD IT Enterprise Strategy and Roadmap staff will be removed or eliminated for the U S Army in Europe The project will be developed to support Enterprise Data Center Consolidation efforts and to provide services to the warfighter in both garrison and tactical environments throughout all phases of joint operations Similar efforts are underway in Korea NS9–Enterprise Network Infrastructure Reliability This initiative upgrades the DISN to support a 99 997% operational availability at all Joint Staff– validated locations using upgraded diversity maintenance response capabilities satellite wireless fly-away and extensions to the edge via innovative range-extension capabilities Current DISN sustainment funding achieves a 99 5% operational availability This level of operational availability cannot support enterprise voice enterprise e-mail enterprise thin client and other enterprise information and communications technology efficiencies This initiative is a cost center that makes the other initiatives operationally viable for DoD and Intelligence Community IC needs NS10–Defense Red Switch Network DRSN Rationalization The DRSN supports critical C2 secure voice capabilities and implementation of a DRSN switch system for a command requires that the Joint Staff approve a validated requirement through the CJCSI process DRSN switches support a number of critical capabilities the three most critical are 1 the large conferencing and conferencing management capability 2 the ability to support calls and conferences involving various security levels Secret to Top Secret Sensitive Compartmented Information and 3 gateway functions interfaces to other secure voice systems Recent guidance from the SecDef to support cost reductions precipitated the review and analysis of the DRSN and a consideration for potentially reducing the number of switches in the DRSN Currently there is no other product available that can perform the critical capabilities of the Raytheon DRSN switch but the number of switches potentially could be reduced by reevaluating requirements and determining if replacing them with VoSIP and or consolidating service at some location would still satisfy operational requirements A-3 DoD IT Enterprise Strategy and Roadmap Appendix B Computing Services Initiatives CS1–Data Center and Server Consolidation Data Center and Server Consolidation focuses on reducing the overall cost of DoD data and computing center operations and energy consumption while sustaining or increasing mission effectiveness Most DoD Components have planned or already are consolidating data and computing centers in accordance with the OMB-directed Federal Data Center Consolidation Initiative FDCCI The FDCCI directed a reduction in data centers primarily through the use of virtualization techniques and leveraging cloud computing DoD’s current assessment is that it can achieve a 30% - decrease in data computing centers rack space and servers CS2–Computing Infrastructure and Services Optimization The IT infrastructure of individual installations is composed of multiple networks and IT service provider organizations resulting in duplicative investments redundant processes and conflicting policies This initiative optimizes IT infrastructure and services through consolidation and increased sharing in alignment with COCOM operations plans and by leveraging IT service management best practices This initiative will improve end-users’ experience by simplifying IT policies and processes consolidate and commoditize disparate IT services for improved agility in response to dynamic information requirements improve interoperability for better information sharing reduce manpower training hardware software and O M costs and align with IT service management industry best practices CS3–Cloud Computing This initiative moves computing services into the cloud with the objectives of improving information security reducing infrastructure costs and enabling rapid discovery and use of new net-centric capabilities It targets the migration of the development environment into the cloud through Forge mil Rapid Access Computing Environment RACE and other designated activities Forge mil enables the collaborative development and use of open-source and DoD community source software RACE uses cloud computing technology to provide development platforms quickly inexpensively and securely This initiative accelerates the fielding of services for secure and rapid information sharing and enables developers to deliver software more rapidly It includes capabilities such as ―Storefront‖ and ―Marketplace‖ to provide user access portals for rapid discovery and use of cloud-hosted applications CS4–Service Desk Consolidation and Optimization DoD operates hundreds if not thousands of individual help desks which costs millions of dollars to staff operate and maintain Each individual help desk for the most part conducts its functions in a similar manner The purpose of the Service Desk Consolidation initiative is to consolidate the assortment of installation-level and organization-level help desks into a DoD Service-level Enterprise Help or ―Service‖ Desk e g Army-level Navy-level with the ultimate goal of consolidating into a DoD-level Service Desk provided from the DoD cloud Establishing consolidated Enterprise Service Desks for each of the COCOMs DoD Services and agencies leveraging industry best practices and shared IT infrastructure will result in hundreds of millions of dollars in savings across DoD by eliminating redundant services and capabilities B-1 DoD IT Enterprise Strategy and Roadmap More important consolidating help desks will provide end users with better and more consistent and repeatable service B-2 DoD IT Enterprise Strategy and Roadmap Appendix C Application and Data Services Initiatives ADS1–Enterprise Messaging Collaboration Services including E-mail Current DoD messaging and collaboration capabilities consist of multiple disparate services developed and managed in a stove-piped manner Consequently these services face numerous shortcomings to include requiring cumbersome migrations when users change organizations lack of permanent identity presence inability to view a global address and contact list that covers all MilDeps and Components inefficient search capabilities and the lack of an integrated emessage platform Additionally services providing different collaboration methods are not designed to be interoperable and complimentary to each other Unified Communications Collaboration UC C will address these limitations by providing location independent capabilities to include IM Chat Email Portal and web conferencing that enable information sharing from any device attached to a DoD network ADS2–Identity and Access Management Services Identity and Access Management Services collect and provide common identity attributes for people organizations and other non-person entities e g files and devices on a network Identity attributes e g U S citizenship clearance employee type are used to enable access decisions and provide information to Attribute-Based Access Control ABAC capabilities in a secure consistent fashion Identity and Access Management Services provide a foundational security capability that is needed for rapid and unanticipated information sharing Together with other DoD authorization and access capabilities these services provide the basis for replacing manually intensive processes with automated account provisioning and for controlling access to shared information resources in near real time These services support an agile flexible and responsive warfighting posture where the rules for access control can be quickly modified and enforced based on changing real-world conditions ADS3–Enterprise Services This initiative provides a common platform for discovery asset management deployment engineering and sustainment of enterprise applications and data services It enables a scalable infrastructure e g the DISA RACE to leverage a common security and access control framework that will reduce the number of unique interfaces required for access to applications and data repositories reduce costs associated with developing and maintaining multiple services provide a common infrastructure capability that better enables Services and Components to locate access and use shared services and reduce duplicative and under-used devices and associated licenses support and utilities costs ADS4–Records Management This initiative provides common records management functions available across the DoD Enterprise where official DoD records types are categorized including versioning and tagging archived and stored for later search and retrieval This initiative supports a streamlined capability to respond to requests for federal records Freedom of Information Act FOIA cases Equal Employment Opportunity EEO cases and e-discovery litigation holds C-1 DoD IT Enterprise Strategy and Roadmap Appendix D End User Computing Services Initiatives EUS1–Next-Generation End-User Devices A significant number of DoD personnel work in non-deployable offices performing tasks for which they need only basic office automation software on NIPRNet-attached desktop or notebook computers These users can be rapidly transitioned to next-generation devices and webbased software which could be fielded operated and maintained at a fraction of the cost of the existing desktop and notebook computers Next-generation devices would require little or no local storage and would use web-based versions of common applications e g word processing slide presentation spreadsheet e-mail In addition to cost savings this migration would dramatically increase the security and resilience of DoD networks Next-generation end-user devices will use standardized network data and application services to maximize cost savings flexibility and defensibility Such devices have a minimized attack surface area enable robust network protection and are rapidly restorable to a ―known good state‖ that is they support resilience ensure ongoing continuity of operations COOP and protect users’ credentials EUS2–Multi-Level Security Domain Thin-Client Solutions This initiative involves transitioning the DoD multi-classification end-user community to a virtualized desktop environment where next-generation devices replace the heavy desktop computers used in classified multi-fabric environments Migrating multi-fabric users to a virtualized desktop environment will significantly increase cross-domain efficiencies and effectiveness by reducing operating cost improving security enhancing COOP and facilitating telecommuting This initiative eliminates the need for users to have multiple workstations at their desk and to constantly switch desktops to work across various domains Savings would be achieved by eliminating the costs associated with maintaining multiple ICANs for classified computing and the costs associated with patching securing and managing three or more desktop computers per classified user EUS3–Interoperability Within DoD and Between Mission Partners This initiative involves developing and implementing a DoD Enterprise Framework that provides the standards guidance architecture and CONOPS to enable a cohesive approach to interoperability between DoD and its mission partners The DoD Enterprise Framework will identify and eliminate redundant duplicative and overlapping investments in DoD and mission partner standards These standards include governance accountability and enforcement technical procedures and data standards e g master data standard identifiers naming conventions schemas interface specifications and characteristics DoD will team with mission partners to achieve efficiencies and ROIs through agreed-on practices that will enable flexible Identity and Access Management and minimize security risks while providing for maximum interoperability and data sharing A focus on web-based enterprise applications and capabilities will further enhance data sharing and the speed of information to the end user D-1 DoD IT Enterprise Strategy and Roadmap Appendix E IT Business Process Initiatives BP1–Consolidate Software Purchasing This initiative involves centrally funding and managing DoD-wide enterprise licenses for the most widely used commercial software through the DoD Enterprise Software Initiative DoD ESI DoD ESI will consolidate existing major Component-level enterprise licenses or establish new DoD enterprise licenses by negotiating advantageous pricing terms and conditions for the enterprise as a whole and by managing these licenses at the DoD level This initiative will focus on discrete brand names and prohibit the purchase of any software application that is available through the DoD ESI from any other source without a DoD CIO–approved waiver This action will reduce lifecycle costs by reducing procurement expenditures easing patching and maintenance and reducing aggregate contract administration overhead BP2–Consolidate Hardware Purchasing This initiative will drive procurement of all DoD commodity IT hardware desktops laptops monitors servers printers through large-scale proven enterprise-buying processes such as the Air Force Quarterly Enterprise Buy QEB the Army Consolidated Buy CB the Marine Corps Hardware Suite MCHS and the Marine Corps Enterprise Licensing Management System MCSELMS DoD will modify these processes to ensure capture of other Components’ basic configuration requirements This initiative also may adopt other Component IT hardware buying processes or establish new vehicles to ensure coverage of other IT hardware devices DoD will prohibit purchase of these IT hardware items from any source other than these vehicles This action will reduce lifecycle costs by reducing procurement expenditures easing testing and maintenance support tasks reducing aggregate contract administration overhead and using ―green‖ specifications to reduce power consumption BP3–Optimize IT Services Purchasing This initiative will provide centrally managed IT service contracts including IT infrastructure to drive lower procurement costs and develop common standards for delivery orders DoD will prohibit the purchase of IT services for any of the expanded DoD ITIL service categories from any other source without a DoD CIO–approved waiver DoD will adopt existing government IT service acquisition vehicles that meet the common standards and will establish new DoD acquisition vehicles to meet expanded DoD ITIL service requirements that cannot otherwise be fulfilled By centralizing management of the IT services acquisition portfolio and streamlining the acquisition of IT services DoD will realize cost savings by reducing contracting overhead ensuring best practices are available and used and educating the IT acquisition workforce BP4–Common Business Process Foundation The focus of this initiative is to support standardizing DoD-wide common business processes through shared applications Currently there are nearly 3 000 registered IT business systems within DoD representing a $7 billion annual expense Many of these systems are maintained separately and operate their own independent IT infrastructure The near-term focus of this initiative is to select existing applications that meet the desired criteria and designate them as interim Core Enterprise Business Services that will be mandated for use across all DoD Components as the standard for performing these common business processes E-1 DoD IT Enterprise Strategy and Roadmap BP5–Promote and Adopt “Green” IT Through this initiative to promote and adopt ―green‖ IT activities DoD may be able to realize annual cost reduction avoidance estimated at more than $300 million These activities focus on how DoD operates IT infrastructure buys devices services and IT supplies and consumes the resources that support IT Green IT activities reduce DoD’s power consumption and dollars spent on energy IT energy footprint while also reducing carbon emissions and waste generated environmental footprint Recommendations for activities to implement will be based on industry best practices and Federal Government and DoD analyses Three sets of activities to be executed in a 3-year cycle include but are not limited to 1 aligning ESI with DoD’s Green Procurement Program Strategy Electronics Stewardship Implementation Plan and Strategic Sustainability Performance Plan 2 designing consolidating and operating data centers and hosting services in a manner consistent with the commercial best practices of adopting new energy-efficiency technologies and practices and 3 replacing inefficient end-user devices with those that meet the Energy Star 5 0 specification E-2 DoD IT Enterprise Strategy and Roadmap Appendix F ABAC ADS AoA AOR A RPC AT L BCA BCL BP C A C2 CAPE CB CJCSI CND COA COCOM CONOPS CONUS COOP COTS CS DAA DAS DAWG DBSMC D CAPE DCMO DFARS DIACAP DISA DISN DMDC DoD DoD CIO DoD IEA DoD ITIL DPPG DRSN D-TLA DVS-G ECC EEO EIE EIE FCB Acronym List Attribute-Based Access Control Application and Data Services Analysis of Alternatives Area of Responsibility Area Regional Processing Centers Acquisition Technology and Logistics Business Case Analysis Business Capability Lifecycle Business Process Certification and Accreditation Command and Control Cost Assessment and Program Evaluation Consolidated Buy Chairman of the Joint Chiefs of Staff Instruction Computer Network Defense Course of Action Combatant Command Concept of Operations Continental United States Continuity of Operations Commercial Off-the-Shelf Computing Services Designated Approval Authority Defense Acquisition System Deputy’s Advisory Working Group Defense Business Systems Management Committee Director–Cost Analysis and Program Evaluation Deputy Chief Management Officer Defense Federal Acquisition Regulation Supplement DoD Information Assurance Certification and Accreditation Process Defense Information Systems Agency Defense Information Systems Network Defense Manpower Data Center Department of Defense Department of Defense Chief Information Officer DoD Information Enterprise Architecture Department of Defense Information Technology Infrastructure Library Defense Policy and Planning Guidance Defense Red Switch Network DoD Enterprise–Top Level Architecture DISN Video Services–Global Enterprise Computing Center Equal Employment Opportunity Enterprise Information Environment Enterprise Information Environment Functional Capability Board F-1 DoD IT Enterprise Strategy and Roadmap ESI EUS FAR FCB FDCCI FEA FMR FOIA FY FYDP GIG GSA IA IC ICAN ICD IP IPC ISDN IT JCA JCB JCIDS JFC JIC JIE JOpsC JP JROC JROCM JS JTF JUON LMR MCHS MCSELMS MCU MDAP MilDeps NDAA NetOps NIPR NPE NS NSA NSS OCONUS OMB Enterprise Software Initiative End-User Services Federal Acquisition Regulation Functional Capabilities Board Federal Data Center Consolidation Initiative Front End Assessment Financial Management Regulation Freedom of Information Act Fiscal Year Future Years Defense Program Global Information Grid U S General Services Administration Information Assurance Intelligence Community Installation Campus Area Networks Initial Capabilities Document Internet Protocol Installation Processing Center Integrated Services Digital Network Information Technology Joint Capability Area Joint Capabilities Board Joint Capabilities Integration and Development System Joint Force Commander Joint Integrating Concept Joint Information Environment Joint Operations Concepts Joint Publication Joint Requirements Oversight Council Joint Requirements Oversight Council Memorandum Joint Staff Joint Task Force Joint Urgent Operational Needs Process Land Mobile Radio Marine Corps Hardware Suite Marine Corps Enterprise Licensing Management System Multipoint Control Unit Major Defense Acquisition Program Military Department National Defense Authorization Act Network Operations Unclassified but Sensitive Internet Protocol Router Non-Person Entity Network Services National Security Agency National Security System Outside Continental United States Office of Management and Budget F-2 DoD IT Enterprise Strategy and Roadmap OMB OSD PB PDR PKI POM PoP PPBE QEB RACE ROM ROMO SATCOM SDN SecDef SIP SIPR SMTP TLA TS SCI USAFRICOM USCYBERCOM USD USD C USD P USEUCOM USSTRATCOM VoIP Office of Management and Budget Office of the Secretary of Defense President’s Budget Preliminary Design Reviews Public Key Infrastructure Program Objective Memorandum Point-of-Presence Planning Programming Budgeting and Execution Quarterly Enterprise Buy Rapid Access Computing Environment Rough Order of Magnitude Range of Military Operations Satellite Communications Service Delivery Node Secretary of Defense Secure Internet Protocol Secret Internet Protocol Router Simple Mail Transfer Protocol Top Level Architecture Top Secret Sensitive Compartmented Information United States Africa Command United States Cyber Command Under Secretary of Defense Under Secretary of Defense Comptroller Under Secretary of Defense Policy United States European Command United States Strategic Command Voice over Internet Protocol F-3 IT Enterprise Strategy and Roadmap This page intentionally left blank