Digital Strategy for the Department of the Air Force Proceedings of a Workshop Series (2022) / Chapter Skim
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2 Workshop One, Part Two
2 Workshop One, Part Two
Pages 16-30
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From page 16... ...
He suggested that the DAF leverage existing technologies and tools that make it easier to share information instead of taking several years to build its own capabilities. However, he cautioned that the Space Force, given its increased efforts to provide coding education, could have challenges with version control; the likelihood of vulnerabilities increases as modifications are continually made to software.
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From page 17... ...
LEADERSHIP FOR TRANSFORMATION Mr. Anthony Reardon, Senior Executive Service, Administrative Assistant to the Secretary of the Air Force, explained that the DAF lacks a cogent strategy for digital transformation -- without a unity of effort, disparate solutions arise among the several Air Force chiefs.
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From page 18... ...
Lombardi added, is that "digital" has many definitions. The chief software officer, chief architect, chief technology officer, chief data officer, and chief information officer play essential roles, but it is important that all of their initiatives connect.
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From page 19... ...
ORGANIZATION AND TECHNOLOGY FOR TRANSFORMATION Ms. Lauren Knausenberger, Chief Information Officer, DAF, explained that consistent agility could lead to consistent advantage -- a feature that the DAF currently lacks.
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From page 20... ...
Ms. Eileen Vidrine, Chief Data Officer, DAF, explained that her team works closely with the chief information officer's team to move products forward and develop a common architecture across the DAF.
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From page 21... ...
A strong data governance foundation and an enterprise perspective of data are also critical. Under the Federal Data Strategy Action Plan, the DAF published its Data Maturity Assessment Model, which has also been embraced at the DoD level.
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From page 22... ...
VAULT and other capabilities will be deployed on this data fabric, offering a truly interoperable solution. It maximizes return on investment, breaks down siloes, and automates data pipelines quickly to support the mission, with the added goal of reducing the number of standalone data feeds and creating automated data feeds for critical data sets.
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From page 23... ...
Gen. Shawn Campbell, Deputy Human Capital Officer, Chief of Space Operations, noted that people have varied interpretations of what it means to be the "first truly digital service." For guardians, a digital service incorporates the use of available digital capabilities and harnesses the power of data using digital platforms.
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From page 24... ...
Gen. Liquori said that there is no plan to mandate the use of commercial products for particular functions in a digital requirements packages.
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From page 25... ...
This creates consistency among the airmen that are defending the edge of the network, the airmen operating in the cyber protection teams, the mission defense teams, and the cybersecurity service providers at the weapons system level. Furthermore, 16 AF has created a network operations center and a security operations center in the 688 Cyberspace Wing -- the Non-Classified Internet Protocol Router Network (NIPRNet)
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From page 26... ...
He advocated for running thousands of iterations using digital models to discover what requirements could or should be instead of fully defining requirements up front. This would generate a better understanding of the cost implications of design traits as well as allow end users and government engineers to have a voice in the design process.
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From page 27... ...
Changes to mitigate network threats are executed through Operation Cartwheel: a unity of effort among airmen that aligns defensive activities -- starting at the network edge down to the individual elements at a base level -- that are configuring the network to operate and then layers defenses with the mission defense teams and cyber protection teams. In addition to delivering networks and network defense for the Air Force and the Space Force, 16 AF also conducts offensive and defensive cyber space operations and operations in the information environment in support of multiple Combatant Commands.
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From page 28... ...
This technology approach was developed in the commercial world, and the military-based software factories currently in existence were initially conducted as experiments, with Kessel Run as the first. DoD considered how to scale up from these experiments and learned that it is important to let each software factory specialize in particular systems; standardization has the potential to freeze technology in place, which is undesirable given how quickly software engineering technology changes.
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From page 29... ...
He suggested building budgets that would allow the chief information office and the CDO to leverage funds as seed money to add to other people's resources, which would create a unity of effort across the enterprise.
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From page 30... ...
He raised a question about the relationship between radical data transparency and security and also wondered if this new level of transparency might change the relationship with Congress for the better with increased information access. He added that force structure will also experience changes as a result of the digital transformation; for example, the Space Force plans to have far fewer people than the other services but still accomplish the same tasks by utilizing data and applications for automation.
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