Defense Spectrum Organization Strategic Plan

Transcription

1 DEFENSE INFORMATION SYSTEMS AGENCY Defense Spectrum Organization Strategic Plan Positioning DSO for the Future DSO 1/31/2017 This is DSO s strategic plan to position DSO for the future. It takes a forward look at the strategic choices DSO must make to ensure it is positioned to provide the most effective support to DoD in a rapidly changing environment brought about by intense commercial competition for spectrum, increasing DoD spectrum requirements, and revolutionary changes in how we manage spectrum. The plan focuses on the desired vision for DSO and the core competencies and strategic initiatives required to achieve the vision.

2 DSO Strategic Plan 31 January 2017 Prepared by: Digitally signed by SCHNEIDER.ROBERT.L DN: c=us, o=u.s. Government, ou=dod, ou=pki, ou=disa, cn=schneider.robert.l Date: :15:50-05'00' ROBERT L. SCHNEIDER TECHNICAL DIRECTOR DEFENSE SPECTRUM ORGANIZATION Approved by: LEWIS.ALAN.DA VID Digitally signed by LEWIS.ALAN.DAVID DN: c=us, o=u.s. Government, ou=dod, ou=pki, ou=disa, cn=lewis.alan.david Date: :32:41-05'00' ALAN D. LEWIS DIRECTOR DEFENSE SPECTRUM ORGANIZATION 2

3 DSO Strategic Plan Table of Contents I. Background and Introduction... 4 A. Introduction... 4 B. DSO Strategic Plan Context... 4 II. Approach... 5 A. Overview of the Approach... 5 B. DSO Key Stakeholders and Customers... 6 C. Management Challenges: External and Internal Factors... 6 D. Balanced Scorecards... 8 E. Recommended Performance Management Process... 9 III. The DSO Strategic Plan A. Vision and Mission B. Goals and Objectives Goal 1 and Supporting Objectives Goal 2 and Supporting Objectives C. DSO Balanced Scorecards Goal 1 Balanced Scorecard Goal 2 Balanced Scorecard D. Strategy Map IV. Conclusions, Summary and Recommendations V. Strategic Management Terminology VI. References

4 I. Background and Introduction A. Introduction This is DSO s strategic plan to position DSO for the future. It takes a forward look at the strategic choices DSO must make to ensure it is positioned to provide the most effective support to DoD in a rapidly changing environment brought about by intense commercial competition for spectrum, increasing DoD spectrum requirements, and revolutionary changes in how we manage spectrum. DoD is highly reliant on spectrum dependent systems to conduct operations in air, land, sea and space. The increasingly contested and congested electromagnetic spectrum (EMS) is emerging as a potential warfighting domain. To operate effectively, DoD must increase the efficiency, effectiveness, flexibility, adaptability, and agility of DoD spectrum operations and shape EMS policy and regulatory initiatives. DSO will continue to deliver and improve its direct support to DoD and Components to enable effective spectrum operations. The DSO strategic plan focuses on the desired vision for DSO and the core competencies and strategic initiatives required to achieve the vision. 1 DSO s Core competencies are its independence, sound engineering and strategic outlook. These core competencies were built into the DNA of DSO (then ECAC) starting in 1960 and remain valid well into the foreseeable future. DSO s independence leads to an unprecedented ability to provide unbiased advice and assistance to DoD. DSO has historically provided sound, comprehensive engineering support on all things spectrum. DSO s engineering support is based on a solid foundation of electromagnetic environmental effects (E3) models, automated tools and subject matter experts. DSO must ensure it has the right complement of analytical models and engineering knowledge to tackle the spectrum challenges of the future. From the beginning, DSO has had a strategic outlook on spectrum matters including providing strategic spectrum planning for DoD, research on advanced spectrum technologies, and long range, futuristic model development. DSO must remain ever future focused on all things spectrum as this is a niche filled by no other element of DoD. DSO is and will remain a low density, high demand DoD strategic asset. DSO s grand strategy is to be DoD s go to organization, providing unbiased, world-class advice and assistance on all things spectrum based on a solid engineering foundation of people and tools across the full range of spectrum operations and systems. B. DSO Strategic Plan Context The DSO Strategic Plan is a long range plan that partially implements the DISA Strategic Plan. It is informed by the National Security Strategy, DoD Strategy, Executive Memos, the 2012 PCAST Spectrum Report and DoD EMS Strategy. It is separate from but related to the day-to-day operations of the DSO as shown below. 1 The DSO Strategic Plan is focused on strategy, not on day-to-day operations. 4

5 II. Approach A. Overview of the Approach The DSO strategic planning process that led to the publication of this plan was accomplished over an extended period by the DSO Division Chiefs, Deputy Director, Technical Director and supporting staff members. It began with recognition that publication of the DoD EMS Strategy had fundamentally changed DoD spectrum management and DSO needed to adapt to support implementation of the strategy. The team is indebted to the National Defense University professors Geoff Seaver and John O Brien for their invaluable guidance and course material on Strategic Performance and Budget Management. The DSO Strategic Plan was developed using a standard and proven planning process based on the principles of the Government Performance and Results Act (GPRA) (1993), GPRA-Modernization Act (2010) and the Balanced Scorecard (Kaplan & Norton, 1996). The strategic planning team identified DSO key stakeholders and customers; conducted a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis to identify internal challenges; conducted a Social, Technological, Economic and Political (STEP) analysis to identify external challenges; reviewed and revised existing mission and vision statements; reviewed top level strategic guidance 2 ; and formulated goals. Previous Joint Spectrum 2 Quadrennial Defense Review (Chairman, Joint Chiefs of Staff, 2014), National Military Strategy (Chairman, Joint Chiefs of Staff, 2015), Defense Strategic Guidance (Secretary of Defense, 2012), Executive memos on spectrum (Obama, Presidential Memorandum: Expanding America's Leadership in Wireless Innovation, 2013) (Obama, Presidential Memorandum: Unleashing the Wireless Broadband Revolution, 2010), PCAST Spectrum Report 5

6 Center strategic plans were reviewed to determine whether previously stated goals and objectives were applicable. Balanced scorecards were developed for each goal. The team worked on two major products: a DSO Strategic Plan and a DSO Performance Measurement Plan. It is recommended that as the DSO Strategic Plan is implemented, DSO budget plans be adjusted and DSO quarterly performance reviews be conducted. Performance reviews may result in annual adjustment of the DSO Strategic Plan as necessary and/or adjustment of strategy execution plans. B. DSO Key Stakeholders and Customers The DSO key stakeholders and customers are listed in Table 1 below. DSO s relationship with DoD-CIO is crucial and unique. DoD-CIO is both a stakeholder and a customer. This makes for a complex relationship with DoD-CIO, especially regarding matters of policy, strategic spectrum planning and oversight of DSO projects and programs. In addition, DSO s relationship with DoD is also complex. Overall, DoD is a DSO stakeholder. Specific portions of DoD are also customers of DSO such as the Combatant Commands, Joint Task Forces, Military Service spectrum management offices, and acquisition programs. Table 1. Key Stakeholders and Customers Stakeholders DoD (DoD-CIO, AT&L, Joint Staff, DISA) Congress NTIA FCC State Department Customers Combatant Commands Military Services NATO Intel Community Other Federal Organizations (non-dod) DoD CIO Commercial Wireless providers C. Management Challenges: External and Internal Factors A STEP analysis was used to identify key external factors affecting DSO. A SWOT analysis was used to identify both external and internal factors. The STEP and SWOT analyses helped to identify management challenges; areas where strategic focus is needed to overcome strategic/systemic weaknesses, mitigate the effects of negative external factors and exploit opportunities. The (President's Council of Advisors on Science and Technology, 2012), DoD Electromagnetic Spectrum Strategy (Office of the Secretary of Defense, 2013), and National Security Strategy (National Security Council, 2015). 6

7 management challenges were used as a source to develop and shape DSO goals, objectives and strategic initiatives. The STEP and SWOT analysis highlights are shown below. 7

8 D. Balanced Scorecards The Balanced Scorecard (BSC) was used to translate DSO s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system (Seaver & O'Brien, 2014). There is one BSC per goal. The BSC breaks out the objectives into columns (objectives, measures, Operational Definition, target/date and strategic initiatives) and four perspectives (customers, financial, internal processes and organizational capacity). Customer-focused objectives address customer satisfaction. Financial objectives address achieving efficiencies. Internal business process objectives address internal operational, customer-relationship and innovation processes that must be in place to achieve the desired goal. Organization capacity objectives address organizational learning and growth; defining the people, skills, technologies and organizational culture needed to support the strategy. The DSO scorecards are read from the bottomup: organizational capacity perspective objectives supporting the internal process perspective objectives, which in turn support the financial perspective objectives and ultimately support achievement of the customer-focused objectives. Organizational capacity, internal processes and financial objectives provide the building blocks to achieve the customer-focused objectives. The customer-focused objectives were derived from the DoD EMS Strategy, routine communication with DSO s customers and an understanding of DSO s niche in the spectrum community. The DSO BSC s identify the key objectives and strategic initiatives needed to achieve the DSO goals. They also define the specific measures and targets that will be used to assess the implementation of the plan. The Balanced Scorecard format is shown below. The DSO Balanced Scorecards are shown in section III.C. Perspective Objectives Measures Op Def Target/Date Customer Financial Internal Process C1: objective narrative F1: C1M1: measure narrative C1M2: F1M1: F1M2: F1M3: F2: F2M1: IP1: IP2: IP1M1: IP2M1: Who What When Why 2 Parts: number, date Strategic Initiatives How OC1: OC1M1: Organizational Capacity OC2: OC2M1: Notes: OC3: OC3M1: 8

9 C1 shorthand for Customer-focused objective 1 F1 - shorthand for Financial objective 1 IP1 - shorthand for Internal Process objective 1 OC1 - shorthand for Organizational Capacity objective 1 Measures are identified by the corresponding objective number (e.g., C1) and the number of the measure. Measure C1M1 is the first measure for Customer-focused objective 1. Measure C1M2 is the second measure for Customer-focused objective 1. The Operational Definition (Op Def) provides amplifying information concerning the measures. There is one Operational Definition for each measure. The Op Def describes in detail what the measure is, who is responsible for collecting the data and reporting the measure, when the measure is to be reported and why the measure is important. The Op Defs are published separately but referenced in the Balanced Scorecard. Each measure has a target date and target metric. Each objective has one or more strategic initiatives associated with it. The strategic initiatives are tasks which describe how the objective will be achieved. E. Recommended Performance Management Process Operational Definitions are used to document the who, what, when and why for each performance measure. They also document the strategic initiatives and associated estimated costs. Strategic initiatives define how the strategic plan will be accomplished. They are broken down into specific measureable projects or tasks that lead to fulfillment of one or more objectives. Operational Definitions document what data will be collected to measure performance, by whom, the data sources, how often the data is collected, and how to interpret and analyze the data. The performance measures are critical to implementing the plan. Measures drive behavior; you get the behavior you measure. The DSO Operational Definitions will be documented in a DSO Performance Management Plan. DSO will use a performance management process that is iterative, involving repeated cycles of strategic planning, implementing strategic initiatives, reviewing progress against expectations and revising the strategic plan. The process includes a feedback loop to enable re-assessment of how well DSO is implementing the strategic plan as well as identification of the need for revision of the strategic plan. The assessment process will not be punitive nor place blame. Ultimately, a strategic plan is only as good as the assumptions that go into it and how well it is implemented. A strategic plan is based on assumptions that taking specific actions will lead to the desired result. The inability to achieve the expected results may be due to incorrect assumptions or a failure to implement the actions properly. DSO will conduct periodic performance management reviews to assess whether the results match expectations. Identification of inconsistencies between results and expectations may signal the need to revise the strategic initiatives or implementation actions. It may even signal the need for re-assessment of the fundamental assumptions upon which the plan is based. One of the most significant assumptions 9

10 that goes into developing a strategic plan is customer behavior. If the performance reviews show that the customer is not behaving as expected then the plan needs to be changed. The performance management process is shown in the figure (Seaver & O'Brien, 2014). Performance management reviews should be conducted to assess results vs expectations as defined in the Operational Definitions. The Operational Definitions provide the detailed metrics and targets that will be used at each periodic review to assess results (outcomes) vs expectations (goals and objectives). DSO will periodically review and revise the strategic plan as necessary. The planning process is often as important or more important as the plan itself. The planning process enables organizational learning to occur. 10

11 III. The DSO Strategic Plan A. Vision and Mission Vision: Enabling military operations through effective spectrum operations Mission Statement: Provide electromagnetic spectrum operational support, strategic planning and advocacy, engineering analysis, enterprise capabilities and services to enable effective global operations for combatant commanders, joint warfighters, national leaders, and coalition partners. B. Goals and Objectives Overall DSO Goal: Be a Center of Excellence for the electromagnetic spectrum enterprise embedded support, engineering/analysis, services/tools and the development of integrated spectrum plans and long-term strategies to address current and future needs for DoD spectrum access. Strategic Plan Goals and Objectives: The DSO goals and supporting objectives are shown in the figures below. The DSO goals come from the draft DISA 2017 Strategic Plan. DSO Goal 1 maps to DISA Strategic Plan Goal 1 and DSO Goal 2 maps to DISA Strategic Plan Goal 3. DSO Goal 1, Customer-focused objective 1 maps to DISA Strategic Plan Objective 1.6 and DSO Goal 2, Customer focused objective 1 maps to DISA Strategic Plan Objective 3.5. There are no equivalent objectives in the DISA Strategic Plan for the DSO Financial, Internal Process and Organizational Capacity objectives. 1. Goal 1 and Supporting Objectives Strategic Goal 1: Improve Responsiveness, Agility, and Collaboration Perspective Objectives Customer Financial Internal Process Organizational Capacity C1: Increase effectiveness, flexibility, adaptability and agility of DoD spectrum operations in contested and congested environments Develop, deploy and enable capabilities, systems and people increasing efficiency, flexibility, adaptability and agility of DoD spectrum operations to ensure spectrum access in current and future congested and contested electromagnetic environments. F1: Effectively align resources Effectively align resources with the capabilities, skills and knowledge needed to evolve our EMS operations capabilities to meet our key customer requirements. IP1: Improve process to collect and anticipate emerging customer requirements Improve internal process to collect emerging customer requirements that come in from outside of the JCIDS process. IP2: Improve IT system fielding efficiencies Reduce the amount of time required to field operational capabilities. OC1: Increase ability to apply COTS & GOTS capabilities Increase ability to apply COTS and GOTS capabilities to meet warfighter requirements (e.g., commercial SM tools, big data and knowledge management capabilities). OC2: Enhance the EMS technical foundation Develop cadre of SME's in all areas related to EMS technology, operations and governance. Become the de facto DoD leaders and innovators in E3, spectrum operations and strategic spectrum planning. Acquire M&S capabilities to assess EMS technology, operations and policy from the strategic to tactical levels. 11

12 2. Goal 2 and Supporting Objectives Goal 2. Defend the DODIN, Secure the DODIN and Mitigate Risks to DoD Perspective Customer Financial Internal Process Organizational Capacity Objectives C1: Shape proposed policy and regulatory initiatives to support DoD equities and mitigate risks to spectrum access and operations Rapidly assess, contribute to and adjust to worldwide regulatory and policy change proposals to ensure spectrum access in current and future congested and contested electromagnetic environments. F1: Effectively align resources Effectively align resources with the capabilities, skills and knowledge needed to evolve our EMS operations capabilities to meet our key customer requirements. IP1: Improve DSO processes used to track new and emerging DoD, NTIA and FCC spectrum policies and regulatory changes Use COTS products to establish spectrum collaboration throughout the DSO. IP2: Improve EMS Review Process Update the process used by DSO to perform EMS review of JCIDS documents and the National Security System portfolio. Align the process to support the DoD EMS Strategy goals. OC1: Increase ability to apply COTS & GOTS capabilities Increase ability to apply COTS and GOTS capabilities to meet warfighter requirements (e.g., commercial SM tools, big data and knowledge management capabilities). OC2: Enhance the EMS technical foundation Develop cadre of SME's in all areas related to EMS technology, operations and governance. Become the de facto DoD leaders and innovators in E3, spectrum operations and strategic spectrum planning. Acquire M&S capabilities to assess EMS technology, operations and policy from the strategic to tactical levels. C. DSO Balanced Scorecards The DSO balanced scorecards are provided below. Each scorecard documents the goal, supporting objectives, measures, target/date and strategic initiatives. The strategic initiatives include a wide range of tasks that lead towards accomplishment of the corresponding objective. The strategic initiatives are not resource-constrained and many are not currently funded. Resources may be identified for the unfunded strategic initiatives through re-prioritization of existing resources, achievement of cost efficiencies and/or additional funding. Specific measures, targets and dates should be established for each additional strategic initiative that is funded. Additional details regarding the measures and strategic initiatives will be found in the DSO Performance Management Plan which will be published separately. 12

13 1. Goal 1 Balanced Scorecard Strategic Goal 1: Improve Responsiveness, Agility, and Collaboration Perspective Objectives Measures Target/Date Strategic Initiatives Customer Financial Internal Process Organizational Capacity C1: Increase effectiveness, flexibility, adaptability and agility of DoD spectrum operations in contested and congested environments Develop, deploy and enable capabilities, systems and people increasing efficiency, flexibility, adaptability and agility of DoD spectrum operations to ensure spectrum access in current and future congested and contested electromagnetic environments. F1: Effectively align resources Effectively align resources with the capabilities, skills and knowledge needed to evolve our EMS operations capabilities to meet our key customer requirements. IP1: Improve process to collect and anticipate emerging customer requirements Improve internal process to collect emerging customer requirements that come in from outside of the JCIDS process. IP1M1: Recommended process changes documented, approved by DSO Director and implemented IP2: Improve capability fielding efficiencies IP2M1: Accelerate software fielding Reduce the amount of time required to field operational capabilities. OC1: Increase ability to apply COTS & GOTS capabilities OC1M1: Conduct Adopt, Buy, Create Increase ability to apply COTS and GOTS business case analysis prior to capabilities to meet warfighter initiation of projects to identify most requirements (e.g., commercial SM tools, cost-effective alternative. big data and knowledge management capabilities). OC2: Enhance the EMS technical foundation Develop cadre of SME's in all areas related to EMS technology, operations and governance. Become the de facto DoD leaders and innovators in E3, spectrum operations and strategic spectrum planning. Acquire M&S capabilities to assess EMS technology, operations and policy from the strategic to tactical levels. C1M1: Capabilities to increase DoD's ability to perform agile spectrum operations C1M2: Improve spectrum situational awareness C1M3: AT&L system portfolio review against DoD Spectrum Strategy objectives C1M4: Improve identification of emerging spectrum technologies/concepts for incorporation into DoD warfighting systems F1M1: Resources aligned against key requirements F1M2: Deviation between actual and planned expenses F1M3: Meet OSD financial targets OC2M1: Increase number of SMEs OC2M2: Increase M&S capabilities 100% on schedule delivery of GEMSIS capabilities in 2QFY18 DoD EMS enterprise architecture draft by 1QFY22 Final complete by 2QFY22 Successful demonstration of automated red-blue data fusion in 2QFY19 Review 95% of the AT&L portfolio by 2QFY22 Provide 2-3 recommendations per year starting in 4QFY19 100% of resources aligned against key requirements by 4QFY17 Less than 3% deviation between actual and planned expenses 100% by 1QFY18 Software fielding time reduced by 75% by the 3 rd GEMSIS system fielding cycle 100% by FY19 By FY18 hire 1 PMP and 1 software developer. Contract out to obtain 1 EM Propagation SME and 1 Cosite EMC analyst. M&S TBD - set targets based on the plan developed in initiative Complete delivery of GEMSIS Increment 2 Blk 3 Products (FOC 2QFY18). 2. Complete GEMSIS Increment 3 Business Case Analysis (2QFY18). 3. Support the Joint Electromagnetic Spectrum Operations Battle Management Automation (JBMA) JCTD (complete by 2QFY19). 4. Collaborate with the Joint Staff, USSTRATCOM, and the MILDEPS to develop a comprehensive EMS enterprise architecture that integrates the Defense Spectrum Management Architecture (DSMA) and the JTF-based Joint EMS Operations (JEMSO) architecture. Initiate development in FY18 and complete in FY Provide all source (comprehensive) spectrum data that is accessible, of high quality, and timely to the warfighter to improve their mission success. (JSDR v3, 2QFY18). 6. Develop a spectrum situational awareness/visualization capability to enable dynamic and adaptive joint EMS operation (FY19-22). Investigate the use of 3-D visualization capabilities. 7. Conduct evolved program spectrum reviews against DoD Spectrum Strategy goals and objectives. Initiate evolved program spectrum reviews by 2QFY18. Investigate having the MILDEPS complete the automated reviews after the first year. 8. Provide subject matter support to the Joint Staff in implementing the spectrum endorsement of the system survivability KPP (FY18). 9. Promote development and fielding of spectrum-dependent system capabilities with increased spectrum efficiency, flexibility, and adaptability. - Evaluate emerging spectrum technologies expected to be available within 3-4 years to determine impacts to enterprise architecture, business processes, regulations, data and policy. 10. Improve domestic spectrum sharing in support of DoD test and training. - Spectrum Sharing Test and Demonstration Program (FOC 4QFY20; high fidelity, site specific, measurement informed propagation modeling: new Interference Protection Criteria and measured data). 11. Leverage results of the DARPA SC2 Grand Challenge and DARPA C2 for Spectrum Operations project to develop plans and architecture to achieve spectrum operations capability on the battlefield. 12. Assist STRATCOM with the standup of JEMSOC throughout the CCMDs. 13. Provide EMSO C2 tool. 1. Review and revise DSO portions of the DISA charter and DSO specified tasks in OSD and Joint Staff policy documents in conjunction with DoD CIO and Joint Staff. Align DSO roles and responsibilities with DoD EMS Strategy and DoD goals. Align DSO mandates with what we actually do and should do based on customer expectations and requirements. 2. Develop resource alignment process. Conduct monthly reviews of DSO Spend Plan execution and realign resources as necessary to ensure priority projects are funded. 3. Improve resource utilization efficiency to meet obligation and disbursement targets set by OSD. 4. Improve financial management process (Implement standard business processes to 100% of OSD targets met each quarter by improve acquisition requirements, funding new initiatives, and maximizing use of 4QFY17 resources through contract execution). 5. Submit funding requests (POM submissions and UFRs) as required to fund specific high priority strategic initiatives that cannot be funded by achieving cost efficiencies within DSO. 1. Develop internal process to collect, record, analyze and anticipate customer requirements. 1. Implement scripted software installation capabilities and other fielding process improvements. 1. Establish DSO development and evaluation environment to enable the evaluation and use of COTS and GOTS applications. 2. Enforce Clinger-Cohen Act requirement to evaluate COTS and GOTS alternatives to organic software developments. 1. Assess existing access skill set vs requirements. 2. Assess what can be outsourced to support contractors vs what capabilities must be retained internally within DSO staff. 3. Develop relationships and partnerships with other agencies and industry that can fill gaps in required subject matter expertise (eg, NIST, NTIA/ITS, NASCTN, NSF). 4. Prepare plan to restore a robust DSO SME cadre. 5. Hire staff and contract out to meet critical needs (FY17/FY18). 6. Develop a DSO portfolio management process and establish a support team. - Update the DSO Enterprise Architecture and assess gaps in capabilities. - Prepare a plan to develop a robust M&S portfolio to meet current and projected DSO mission needs. - Establish M&S configuration control board and processes (leverage AWS-3 Analytical Framework initiative). - Synchronize DISA's AWS-3 transition plan product development with GEMSIS PMO plans. 13

14 2. Goal 2 Balanced Scorecard Goal 2. Defend the DODIN, Secure the DODIN and Mitigate Risks to DoD Perspective Objectives Measures Target/Date Strategic Initiatives Customer Financial Internal Process Organizational Capacity C1: Shape proposed policy and regulatory initiatives to support DoD equities and mitigate risks to spectrum access and operations Rapidly assess, contribute to and adjust to worldwide regulatory and policy change proposals to ensure spectrum access in current and future congested and contested electromagnetic environments. F1: Effectively align resources Effectively align resources with the capabilities, skills and knowledge needed to evolve our EMS operations capabilities to meet our key customer requirements. C1M1: Improved identification and understanding of DoD equities in any frequency band C1M2: Improve prediction of DoD future use of spectrum in any band C1M4: Improve the evaluation of spectrum access risk to OUSD AT&L's acquisition portfolio C1M5: Expedite identification of regulatory proposal impacts and required shaping of regulatory environment IP1: Improve DSO processes used to track new and emerging DoD, NTIA and FCC spectrum policies and regulatory changes IP1M1: Tracking process updated Use COTS products to establish spectrum collaboration throughout the DSO. IP2: Improve EMS Review Process Update the process used by DSO to IP2M1: JCIDS document review process perform EMS review of JCIDS documents recommendations accepted by Joint and the National Security System Staff portfolio. Align the process to support the DoD EMS Strategy goals. OC1: Increase ability to apply COTS & GOTS capabilities Increase ability to apply COTS and GOTS capabilities to meet warfighter requirements (e.g., commercial SM tools, big data and knowledge management capabilities). C1M3: Improve the identification of emerging spectrum technologies/concepts and their impacts C1M6: Improve spectrum situational awareness F1M1: Resources aligned against key requirements F1M2: Deviation between actual and planned expenses F1M3: Meet OSD financial targets OC1M1: Conduct Adopt, Buy, Create business case analysis prior to initiation of projects to identify most cost-effective alternative. OC2: Enhance the EMS technical foundation Develop cadre of SME's in all areas related to EMS technology, operations and governance. Become the de facto OC2M1: Increase number of SMEs DoD leaders and innovators in E3, spectrum operations and strategic OC2M2: Increase M&S capabilities spectrum planning. Acquire M&S capabilities to assess EMS technology, operations and policy from the strategic to tactical levels. Produce frequency band equity assessment within one business day from notification, 95% of the time by 2QFY18 Produce DoD future spectrum use assessment within three business days of being notified, 95% of the time by 2QFY19 Produce one emerging spectrum technology assessment per year by 4QFY17 Evaluate 25% of OUSD AT&L's acquisition portfolio per year beginning in 2QFY18 2. Evaluate emerging spectrum technologies expected to be available within 3-4 years to determine impacts to enterprise architecture, business processes, regulations, data and policy. 3. Recommend ways to improve and evolve spectrum management, regulatory and decision support processes to enable the use of emerging spectrum technologies and concepts. 4. Provide a capability to assess DoD's progress in implementing the DoD EMS Strategy and the corresponding Roadmap and Action Plan. This leverages strategic initiative 1 above. Provide a summary report and regulatory assessments, to include recommendations to the DoD CIO's goverance boards beginning in FY Implement modeling and simulation capabilities in JSDR. Initial identification of impacts within 1 week and assess alternatives within 1 month by 2QFY19 Successfully demonstrate: - Spectrum interference reporting as a data source in JSDR with visualization 4QFY18 - GCCS-J spectrum interface 3QFY19 100% of resources aligned against key requirements by 4QFY17 Less than 3% deviation between actual and planned expenses 100% of OSD targets met each quarter by 4QFY17 Accomplished by 4QFY17 Accomplished by 4QFY17 100% by FY19 By FY18 hire 1 PMP and 1 software developer. Contract out to obtain 1 EM Propagation SME and 1 Cosite EMC analyst. M&S TBD - set targets based on the plan developed in initiative Improve data availability and analytics through Joint Spectrum Data Repository (JSDR) v3 by 2QFY18. - Using the data and analytic capabilities of JSDR, develop reports that rapidly assess spectrum loss impacts to DoD weapon systems and C4ISR. - Include Defense Acquisition Management Information Retrieval (DAMIR) data - Implement collaboration portal. 6. Develop a spectrum situational awareness/visualization capability to enable dynamic and adaptive joint EMS operation (FY19-22). Investigate the use of 3-D visualization capabilities. 1. Review and revise DSO portions of the DISA charter and DSO specified tasks in OSD and Joint Staff policy documents in conjunction with DoD CIO and Joint Staff. Align DSO roles and responsibilities with DoD EMS Strategy and DoD goals. Align DSO mandates with what we actually do and should do based on customer expectations and requirements. 2. Develop resource alignment process. Conduct monthly reviews of DSO Spend Plan execution and realign resources as necessary to ensure priority projects are funded. 3. Improve resource utilization efficiency to meet obligation and disbursement targets set by OSD. 4. Improve financial management process (Implement standard business processes to improve acquisition requirements, funding new initiatives, and maximizing use of resources through contract execution). 5. Submit funding requests (POM submissions and UFRs) as required to fund specific high priority strategic initiatives that cannot be funded by achieving cost efficiencies within DSO. 1. Develop and staff DSO Policy tasking SPD to develop and maintain a process to track spectrum policies and regulatory changes in the US and International fora. 2. Maintain list of proposed spectrum regulatory changes including affected spectrum bands. 1. Adjust the DSO process used in the review of JCIDS documents. Align the process with the DoD Spectrum Strategy baseline metrics. 1. Establish DSO development and evaluation environment to enable the evaluation and use of COTS and GOTS applications. 2. Enforce Clinger-Cohen Act requirement to evaluate COTS and GOTS alternatives to organic software developments. 1. Assess existing access skill set vs requirements. 2. Assess what can be outsourced to support contractors vs what capabilities must be retained internally within DSO staff. 3. Develop relationships and partnerships with other agencies and industry that can fill gaps in required subject matter expertise (e.g., NIST, NTIA/ITS, NASCTN, NSF). 4. Prepare plan to restore a robust DSO SME cadre. 5. Hire and Outsource to meet critical needs (FY17/FY18). 6. Develop a DSO portfolio management process and establish a support team. - Update the DSO Enterprise Architecture and assess gaps in capabilities. - Prepare a plan to develop a robust M&S portfolio to meet current and projected DSO mission needs. - Establish M&S configuration control board and processes (leverage AWS-3 Analytical Framework initiative). - Synchronize DISA's AWS-3 transition plan product development with GEMSIS PMO plans. 14

15 D. Strategy Map The strategy map shown below summarizes the DSO strategic plan. It shows the means, ways and ends necessary to achieve the goals. The strategy map provides a broadly focused view of the plan, looking across the goals to show linkages or synergy. It depicts how objectives may support both goals. For example, in the DSO Strategic Plan effective alignment of resources is critical to achieving both DSO goals. IV. Conclusions, Summary and Recommendations The DSO Strategic Plan sets the long range course for DSO for the foreseeable future. It is an aggressive plan with many objectives and associated strategic initiatives. The total cost of implementing the entire plan exceeds the DSO budget and personnel resources. Implementation must be prioritized and conducted in phases. Priority will be given to implementing objective F1: Effectively aligning resources to generate financial efficiencies across DSO and identify resources that can be used to fund one or more of the low-cost, moderate pay-off strategic initiatives. Effectively aligning resources will require a fresh, hard look at the alignment between DSO mandates, what we actually do and 15

16 customer/stakeholder expectations. DSO will follow industry best practices for managing change: generating a few short-term wins, consolidating gains, producing more change and anchoring the new approaches in the DSO culture. DSO will conduct quarterly performance management reviews to assess whether the strategic plan implementation results match expectations. Identification of inconsistencies between results and expectations may signal the need to revise the strategic initiatives or implementation actions. Furthermore, the DSO strategic plan will be reviewed annually to determine if revision is necessary. V. Strategic Management Terminology Throughout the planning process and the plan itself, standard strategic management terminology was used. The terminology came from National Defense University course material. (Seaver & O'Brien, 2014) Customers Customers are the direct recipient of goods and services (warfighter, social security recipient, etc.). Customers may have no interest in the long term success of an organization. Employees Employees are those within the organization with the ability to change and improve. Goals The top priorities that would achieve the vision. Goals answer the questions: What do we hope to do? What high level priorities can help us realize our vision and deliver against our mission? Initiatives Specific and justifiable projects that have direct linkage to strategies, objectives and goals. Initiatives answer the question: What project/activities support our strategies in achieving measurable targets? Mission a comprehensive statement covering the major functions and operations of the organization. The mission statement answers the questions: Why do we exist? For whom are we here? The mission statement is enduring. Objectives A set of measurable and realistic outcomes that collectively support goal achievement. Objectives answer the questions: What will we specifically do? How can our goals be broken down into measurable outcomes? Measures Measures answer the question: How are we doing? Stakeholders Stakeholders are those that have a vested interest in your organization s success or failure (e.g., Congress, workers union, etc.). Strategies A description of how the objectives are to be achieved, including resource requirements. Strategies answer the questions: How will we get there? What areas of focus can we identify within our objectives to achieve measurement targets? Vision An inspirational, forward-thinking view of what the organization wants to become. The vision statement answers the questions: Where are we going? What do we want to be in the future? What is our ideal state? 16

17 VI. References Chairman, Joint Chiefs of Staff. (2014). Quadrennial Defense Review. Washington DC: Office of the Scretary of Defense. Chairman, Joint Chiefs of Staff. (2015). The National Military Strategy. Washington DC: Chairman, Joint Chiefs of Staff. Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard. Boston: Harvard Business School Press. National Security Council. (2015). National Security Strategy. Washington DC: White House. Obama, P. (2010, June 28). Presidential Memorandum: Unleashing the Wireless Broadband Revolution. Retrieved from White House: Obama, P. (2013, June 14). Presidential Memorandum: Expanding America's Leadership in Wireless Innovation. Retrieved from White House: Office of the Secretary of Defense. (2013). Electromagnetic Spectrum Stategy. Washington DC: Office of the Secretary of Defense. President's Council of Advisors on Science and Technology. (2012). Realizing the Full Potential of Government-Held Spectrum to Spur Economic Growth. Washington DC: White House. Seaver, G., & O'Brien, J. (2014, November). Lesson 4, Performance Methodology: The Balanced Scorecard. Strategic Performance and Budget Management Course. Washington DC: National Defense University. Seaver, G., & O'Brien, J. (2014, November). Strategic Performance and Budget Management Course Material. Washington DC: National Defense University. Secretary of Defense. (2012). Sustaining US Global Leadership: Priorities for the 21st Century Defense. Washington DC: White House. 17