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Department of Defense (DoD) Information Technology (IT) Consolidation Strategy and Roadmap

Version 0.91 Draft 25 JAN 11

January 2011

DoD IT Consolidation Strategy and Roadmap

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Approved By:

Teri M. Takai DoD Chief Information Officer

Date

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Foreword
The number of networks the Department of Defense uses to execute its missions has grown exponentially over the last 30 years. Initially purposed to reduce complexity and streamline decision making, the bolt on approach to information technology development has resulted in layers of stove-piped systems that are difficult to integrate and not as effective as needed. The unnecessary complexity of our networks and information technology reduces our ability to secure our information systems, hampers our ability to share information, and needlessly consumes the finite resources available to the Department. This untenable situation requires that we make dramatic changes in how we develop, sustain, and implement information technology across the Department. Together, we 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 through consolidation of information technology infrastructure across the Department in order to deliver a streamlined, rationalized, and simpler network. Through this plan, we are committing to a task that requires changes to policies, cultural norms, and organizational processes in order to provide lasting results. We will focus initially on obtaining tangible results in 2011 and 2012 and plan for aggressive consolidation through 2015. By aggressively consolidating now we will be better positioned 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 given technological solution. Accordingly, this strategy and roadmap is intended to provide the Department 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, to enhance our ability to execute our primary mission: provide 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 the Departments Component CIOs or equivalent information technology leads to plan and execute this roadmap and to strengthen the partnerships between the DoD CIOs office and the offices of Under Secretary of Defense for Acquisition, Technology & Logistics (USD(AT&L)), Director for 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 the Department through this consolidation effort and delivering a better DoD Enterprise in the immediate future. //signed// Teri M. Takai DoD Chief Information Officer

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Executive Summary
Historically, DoDs information technology (IT) investments have been built 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 our ability to capitalize on the promise of information technology. 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 DoDs 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 1st quarter FY11, over 240 representatives from 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 required investments and potential savings were developed for twenty-six initiatives. Each initiative contributes to one or more of the IT Consolidation goals increase mission effectiveness, improve cyber security, and deliver efficiencies. Preliminary estimates are that this initial set of initiatives will deliver efficiencies of $1.2B $2.2B annually by FY15 and $3.2B - $5.2B over the Future Years Defense Plan (FYDP). This effort has already resulted in a direct budget reduction of $1.7B across the FYDP in the FY12 DoD submission to the Presidents Budget through specific IT consolidation actions by the Air Force ($1.2B) and the Army ($500M). The DoD CIO Executive Board (CIO EB) is the Department's senior functional oversight body for IT infrastructure and will be the focal point for IT consolidation governance. Component progress against their IT consolidation performance measures will be reported through the CIO
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EB to the Deputys Advisory Working Group (DAWG) and the Defense Business Systems Management Committee (DBSMC) (as appropriate). Specific changes to the Departments three core processes (Joint Capabilities Integration Development System (JCIDS), Planning, Programming, Budgeting and Execution (PPBE), and Defense Acquisition System (DAS)) are required to address the systemic conditions resulting in DoDs 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 underway to reform DoD IT acquisition. Effective communication is critical to building DoD-wide commitment required to optimize DoD IT infrastructure for the joint environment. This document is the initial communication of the Secretarys intent and will be followed by communications that detailing associated policy, performance measures, architectures and standards.

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Table of Contents
1 2 3 Introduction ................................................................................................................... 1-1 Background ................................................................................................................... 2-1 IT Consolidation Strategy ............................................................................................ 3-3 3.1 IT Consolidation Goals ........................................................................................... 3-3 3.1.1 Improve Mission Effectiveness ......................................................................... 3-4 3.1.2 Improve Cyber Security .................................................................................... 3-5 3.1.3 Deliver Efficiencies ........................................................................................... 3-5 3.2 3.3 3.4 3.5 4 4.1 Governance .............................................................................................................. 3-6 Management Approach ........................................................................................... 3-7 Performance Metrics ............................................................................................... 3-7 Communication Plan ............................................................................................... 3-8 IT Consolidation Initiatives ................................................................................... 4-11

IT Consolidation Roadmap .......................................................................................... 4-9 4.1.1 Network Services (NS) .................................................................................... 4-12 4.1.2 Computing Services (CS) ................................................................................ 4-13 4.1.3 End-User Services (EUS) ................................................................................ 4-14 4.1.4 Application and Data Services (ADS)............................................................. 4-16 4.1.5 IT Business Processes (BP) ............................................................................. 4-18

5 6

Estimated Efficiencies ................................................................................................. 5-18 Sustaining Processes ................................................................................................... 6-19 6.1 6.2 6.3 6.4 6.5 IT Governance ....................................................................................................... 6-20 Certification and Accreditation ............................................................................. 6-20 Joint Capabilities Integration Development System (JCIDS) ............................... 6-20 Planning, Programming, Budgeting and Execution (PPBE) ................................. 6-21 Defense Acquisition System (DAS) ...................................................................... 6-23

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 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
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NS8 Transport - Joint Enterprise Network (JEN) ......................................................... A-2 NS9 Enterprise Network Infrastructure Reliability ...................................................... A-2 NS10 Defense Red Switch Network (DRSN) Rationalization ..................................... A-3 Appendix B Computing Services Initiatives .................................................................... B-4 CS1 Data Center and Server Consolidation .................................................................. B-4 CS2 Computing Infrastructure and Services Optimization .......................................... B-4 CS3 Cloud Computing .................................................................................................. B-4 CS4 Service Desk Consolidation and Optimization ..................................................... B-4 Appendix C Application and Data Services Initiatives ................................................... C-6 ADS1 Enterprise Messaging & Collaboration Services (including Email) .................. C-6 ADS2 Identity and Access Management Services........................................................ C-6 ADS3 Enterprise Services............................................................................................. C-6 ADS4 Records Management......................................................................................... C-6 Appendix D End User Computing Services Initiatives ................................................... D-8 EUS1 Next Generation End-User Devices ................................................................... D-8 EUS2 Multi-Level Security Domain Thin-Client Solutions......................................... D-8 EUS3 Interoperability Within DoD and Between Mission Partners ............................ D-8 Appendix E IT Business Process Initiatives ..................................................................... E-9 BP1 Consolidate Software Purchasing ......................................................................... E-9 BP2 Consolidate Hardware Purchasing ........................................................................ E-9 BP3 Optimize IT Services Purchasing .......................................................................... E-9 BP4 Common Business Process Foundation ................................................................ E-9 BP5 Promote and Adopt Green IT .......................................................................... E-10 Appendix F Acronym List ................................................................................................. F-2

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List of Figures
Figure 2-1 DoD IT Infrastructure Characteristics ....................................................................... 2-2 Figure 3-1 IT Infrastructure Consolidation Goals ...................................................................... 3-3 Figure 3-2 DoD IT Consolidation Governance Framework ....................................................... 3-7 Figure 3-3 Building Commitment ............................................................................................... 3-8 Figure 4-1 IT Consolidation Initiatives..................................................................................... 4-10 Figure 4-2 IT Consolidation Initiatives..................................................................................... 4-11 Figure 4-3 DoD Data Center Consolidation Approach............................................................. 4-14 Figure 4-4 Notional Multi-Level Secure Desktop Environment .............................................. 4-16 Figure 5-1 IT Consolidation Efficiencies ................................................................................. 5-19

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1 Introduction
In August 2010, the Secretary of Defense (SecDef) announced a Department-wide Efficiencies Initiative to move Americas defense institutions towards a more efficient, effective, and costconscious way of doing business.1 DoD Components were directed to conduct a zero-based review of how they carry out their missions and priorities and to rebalance resources to better align with DoDs most critical challenges and priorities. As part of the announcement, the SecDef directed the consolidation of IT infrastructure assets to achieve savings in acquisition, sustainment, and manpower costs and to improve DoDs ability to execute its missions while defending its networks against growing cyber threats. In response, the DoD established an IT Consolidation Task Force to analyze alternative courses of action (COAs) 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; and, 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. 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 IT infrastructure described in this plan will replace Service and installation-specific IT infrastructure capabilities and processes with the intention of optimizing the DoDs IT infrastructure, increasing mission effectiveness, and improving cyber security, and reducing cost in accordance with SecDef direction.

2 Background
The 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 nations largest employer. Additionally, more than 5.5 million family members and military retirees receive benefits as a result of their past service or their relation to a service member. Supporting the diverse IT needs of this population is a tremendous challenge that involves over 15,000 classified and unclassified networks, more than seven million computers and IT devices, and a 170,000person information technology workforce.

Gates, Robert M., (2010). Statement on Department Efficiencies Initiative. Accessed from: http://www.defense.gov/speeches/speech.aspx?speechid=1496 DoD IT Consolidation Strategy and Roadmap 2-1

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DoD IT User Base


1.4 million active duty 750,000 civilian personnel 1.1 million National Guard and Reserve 5.5+ million family members and military retirees

Area of Support

146 + countries 6,000 + locations 600,000 + buildings and


structures

Total IT Budget
$ 37 billion $10 billion in Infrastructure

IT Systems

10,000+ Operational systems


(20% mission critical)

772+ Data Centers 67,246 Servers 7+ million computers and IT


devices

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Figure 2-1 DoD IT Infrastructure Characteristics

The DoD depends on timely, accurate and focused information at every echelon: the full range of military operations (ROMO), Joint Operations Concepts (JOpsC), Joint Integrating Concepts (JICs) and Joint Functional Concepts (JFCs).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 our networks are developed, funded, and implemented fosters unnecessary complexity and redundancy. As a result of this decentralized approach and lack of governance and oversight, the Department's IT infrastructure delivers a patchwork of capabilities that create cyber vulnerabilities, impede Joint operations, result in large cumulative costs, and limit our ability to capitalize on the promise of information technology. In addition to enhancing our defense networks in order to better support the information needs of the Department, this strategy and roadmap also focuses on better support for and interoperability with our mission partners. The global reach of the United States and its position of prominence in global affairs dictate that the Department does not operate in a vacuum. As a result, we ensure success 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 the DoD is operating, from disaster relief to full kinetic warfare, the information environment must support collaboration and information sharing in order to be effective.

Joint Staff J7. (2010). J7 Joint Force Development and Integration Division (JFDID). Accessed from: http://www.dtic.mil/futurejointwarfare/index.html DoD IT Consolidation Strategy and Roadmap 2-2

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3 IT Consolidation Strategy
An effective military strategy can be expressed as Strategy = Ends + Ways + Means 3 where Ends refers to the end state objectives or goals; Ways are the actions required to get to the end state; and, Means" are the resources needed to execute the actions. The "ends" of the DoD's IT Consolidation Strategy are detailed in Section 3.1. Sections 3.2 through 3.5 describe the ways and means that are necessary to achieve the goals.

3.1 IT Consolidation Goals


The DoD IT Consolidation Goals are focused on improving network security, operational effectiveness, and fiscal efficiency. Figure 3-1 depicts the key benefits and relationships of these goals and illustrates the realm in which the IT Consolidation Strategy seeks to coordinate the execution of DoD IT in order to obtain the best results for the warfighter and the Department 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
Improve the security of DoD networks and inf ormation f rom all threats

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

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

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Figure 3-1 IT Infrastructure Consolidation Goals

The result of these consolidation initiatives will be a DoD Information Environment which is able to provide the warfighter with the required information and services in a seamless manner. This standardized network infrastructure will eliminate the organizational barriers to information sharing and, as a result of this standardization, eliminate seams which attackers can exploit to
3

Arthur F. Lykke Jr., ed., (1998). Military Strategy: Theory and Application. Carlisle, Pa: U.S. Army War College, 3-3

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gain access to vital information or systems. The consolidation and standardization outlined in this document will also improve the flexibility of defense networks by minimizing the organizational and technological changes needed in order to incorporate or respond to changes in emerging technology.

3.1.1 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 that in our current approach to IT infrastructure provisioning. In todays environment, the Combatant Commands (COCOMs) are provided with Servicecentric IT networks and IT services focused on Military Service-unique domains that are not integrated into a single information environment. This Service-centric approach extends beyond networks to identity and access management approaches, 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 shortcomings of the Department's IT infrastructure in supporting the joint warfighter are 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 GIG 2.0 ICDs 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 our 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 set 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 twenty-four of the sixty-six GIG 2.0 ICD capability gaps with an 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 upon which the Department can develop the capabilities to: Provide timely, secure, and required information from a seamless information environment with a focus from the warfighter at the 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 tactical to strategic levels

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 DoD IT Consolidation Strategy and Roadmap 3-4

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Improve communication and understanding through information sharing with mission partners Improve situational awareness and force protection by providing reliable and timely access to required information DoDs IT infrastructure must be simplified as an integrated and interoperable resource that quickly delivers the right information at the right time to the right place anywhere in the world.

3.1.2 Improve Cyber Security


Another key focus of the DoD IT Consolidation initiative is to enhance DoDs ability to counter cyber security threats. DoD networks are under constant attack from cyber security threats launched from the Internet or from malicious software that makes its way inside our networks through email attachments, removable media, or embedded in the hardware we procure. Every device connected to our networks is susceptible to cyber vulnerabilities. In addition to these threats, we must also be prepared for malicious actors operating from inside our organization. At the root of DoDs cyber security challenge is the size and complexity (configuration variance) of our legacy network infrastructure and software systems. As information needs grew, 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 of the weakest are of protection. Specific IT Consolidation initiatives will be undertaken to: Improve cyber security situational awareness and command and control Establish processes for granting accesses to networks and systems access using validated cryptographic identity credentials Detect anomalous behavior inside our 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

3.1.3 Deliver Efficiencies


The 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 Fiscal Year (FY) 10. The FY 10 IT DoD budget was over $37 billion and included over 5800 separate funding lines.7 More than $10 billion annually is spent developing and sustaining IT infrastructure capabilities (e.g., data centers, networks, software applications, desktops and mobile devices). The DoD has an obligation to ensure that IT services are delivered in the most cost effective and efficient manner possible. Private sector and state governments have demonstrated that
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Department of Defense. (2009). National Defense Budget Estimates for FY 2010. Accessed from: http://comptroller.defense.gov/defbudget/fy2010/Green_Book_Final.pdf DoD IT Consolidation Strategy and Roadmap 3-5

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leveraging shared services and consolidating IT and telecommunications equipment, resources and investments can achieve greater efficiency, cost-effectiveness, and environmental sustainability in IT and telecommunications operations. DoDs IT Consolidation activities will optimize DoD investments in IT infrastructure while also increasing mission effectiveness and improving cyber security. Specific initiatives will: Reduce duplication and eliminate redundancy through deployment of a coherent architecture to integrate / reduce networks, applications, data centers Lower procurement and sustainment costs Leverage economies of scale to increase buying power Reduce energy use

3.2 Governance
An effective DoD CIO governance structure begins with strong CIO-driven leadership to establish direction and hold the Departments 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. Through proper governance, the DoD is able to leverage a framework for accountability in enforcing compliance with decisions about technology use and procurement. The DoD CIO has primary responsibility for the development and enforcement of the Departments overall IT policy, architecture and standards; Component CIOs are accountable for implementing and complying with DoD CIO direction. The DoD CIO will leverage the DoD CIO Executive Board and its reporting relationship to the DAWG (and the Defense Business Systems Management Committee (DBSMC) as appropriate) as the focal point for DoD IT Consolidation. This board will serve as the Department's single, senior governance forum in which IT Consolidation matters are reviewed and approved or disapproved. Components will submit their aligned IT Consolidation implementation plans to this forum and progress will be tracked, consolidated, and briefed to the DAWG through this forum. The necessary subordinate groups needed to produce policy, standards, architecture, and guidance will be formed under the direction of this board. Figure 3-2 shows the tiered structure that IT Consolidation governance will follow.

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Figure 3-2 DoD IT Consolidation Governance Framework

3.3 Management Approach


The DoD will employ 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 in the organization. For example, the DoD CIO is responsible for developing the enterprise IT policy and architectures (i.e., DoD-wide policies, capabilities, standards, reference architectures and rules) and the associated enterprise IT Consolidation 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 architectures and plans above them. This structure will allow for flexibility while also ensuring linkages and alignment from the program level through the component level to the enterprise level.

3.4 Performance Metrics


Component progress against IT Consolidation 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 number of physical and logical networks
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Number of duplicative applications The percent of mission critical applications using the enterprise attribute-based access control capability The dollar value flowing through designated DoD-wide COTS hardware (HW)/ software (SW) procurement mechanisms Focusing metrics on the key drivers will illuminate lower-level implementation issues without placing undue reporting burdens on the Components.

3.5 Communication Plan


An effective communication plan is critical to building DoD-wide commitment to the IT Consolidation Initiative. With that aim in mind, the communications strategy is targeted at moving staff along the commitment curve depicted in Figure 3-3 below.8

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Figure 3-3 Building Commitment

In addition to the framework provided by the commitment curve, the communications strategy will be constructed using the following guiding principles:

Adapted from the Commonwealth of Massachusetts IT Consolidation Communications Plan. See http://go.usa.gov/Yat DoD IT Consolidation Strategy and Roadmap 3-8

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1. Recruit leaders (e.g., COCOM Commanders, Military Department CIOs, Agency CIOs) and utilize existing working groups (e.g., DAWG, DBSMC, CIO Executive Board) to serve as communications champions 2. Distribute communications in a tiered fashion i.e. 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 communication process, providing stakeholders with mechanisms to ask questions, offer feedback, and raise issues 5. Establish a procedure for addressing raised issues and communicating results with stakeholders in a timely fashion 6. Target messages at 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 the Department.

4 IT Consolidation Roadmap
In accordance with the SecDefs direction to consolidate DoD IT infrastructure, the DoD CIO established working groups to identify specific initiatives that align to the IT Consolidation goals of increasing mission effectiveness, improving cyber security, and delivering efficiencies. Over 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 Consolidation goals as shown in Figure 4-1. The initiatives are grouped in the following functional areas: Network Services (NS): The services (including hardware, software and labor) that provide the telecommunications (i.e. voice, video, and data transport), including inter-installation (long haul) networks, installation campus area networks, network management and information assurance services Computing Services (CS): The services that provide the ability to process, store and access information, including data centers and the server, storage and other hardware inside of them Application and Data Services (ADS): The common shared applications, services, and processes. End-User Services (EUS): The specific subset of computing services which enable end-users to access information applications and services locally and via the network IT Business Processes (BP): The business processes used to procure the hardware, software and services needed to operate and maintain DoD IT Detailed descriptions, initial implementation timelines, and rough order of magnitude (ROM) estimates of required investments and potential savings have been 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 Appendix A through Appendix E.
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Figure 4-1 IT Consolidation Initiatives

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4.1 IT Consolidation Initiatives


The implementation timeline for the IT Consolidation Roadmap is represented in Figure 4-2. The timeline represents each of the five functional areas and the key initiatives that the Department will focus its efforts on over the next two-year period. A key concept which carries throughout the timeline is the establishment of the enterprise approach followed by the submission of Component plans detailing their transition to alignment with the enterprise approach. The timeline follows this model for each initiative by establishing working groups, reporting to the DoD CIO Executive Board, which are comprised of the appropriate Component representatives. These representatives will be empowered to make decisions and bring the expertise needed to implement solutions.

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Figure 4-2 IT Consolidation Initiatives

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For each initiative we will first complete the Business Case Analysis reports necessary for the further development of the enterprise architecture and standards. Upon finalization of the enterprise architecture and standards, Components will develop implementation plans that align to these enterprise architectures. Once the Component plans have been coordinated and approved, all stakeholders will move out quickly to implement solutions in each area. As an example, the Computing Services Consolidating Data Centers and Servers initiative will first need to complete a Business Case Analysis study for the use of Enterprise, Area, Regional and Installation data centers. The data and findings of the Business Case Analysis will be used to establish the data center standards and criteria needed by the Components to determine which location and type of facility they should incorporate into their planning. The DoD CIO Executive Board will review, coordinate, and approve each Component implementation plan and then track progress over the implementation period.

4.1.1 Network Services (NS)


Today, thousands of individual programs, including formal programs of records and informal projects, maintain private network enclaves. Each of these individual networks has separate support staff including network operators, administrators, and information assurance personnel. In addition, each of these individual networks maintains a security stack which is often unique to that program. Some of these individual networks operate connections to other DoD, federal, state, or local networks and, sometimes, even to the public Internet. 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. These individual networks significantly detract from or completely negate our ability to securely share information across the enterprise and/or execute effective command and control of DoD networks. As a result, the effectiveness, agility, and security of geographic COCOM and CJTF commanders' networks are significantly degraded. The three military departments (MilDeps) have already begun taking actions to consolidate their networks, but these efforts need to be both accelerated and synchronized to ensure maximum effectiveness, cyber security, and efficiency are achieved at the enterprise level. The DoD approach to eliminating unnecessary costs and improving the capabilities of our networks as noted above is to: 1. Consolidate all network services on each DOD installation so that there is a single installation campus area network per installation maintained by a single, installation network service provider 2. Accelerate consolidation of internal networks by eliminating 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 operated jointly by the MilDeps, DISA and USCYBERCOM, including separate PKI-enabled, attribute-based access control services for both devices and people 4. Strictly enforce compliance with all DoD enterprise level guidance for information assurance and network security

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4.1.2 Computing Services (CS)


Recent advances in computing technologies and the Internet have sparked a revolution in the provisioning of computing resources through the ready access of computing as an on-demand service. This enables shared and distributed computing approaches that can accelerate DoDs 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 are needed. DoD recognizes that leveraging these advances will result in an enhancement of command and control and combat support capabilities for warfighters and decision makers, thereby increasing operational effectiveness. DoDs 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 allows a multitude of entities within the DoD to purchase and operate their own computing infrastructure. As a result, the DoD information environment is susceptible to the exploitation of these myriad of devices, systems, and standards by malicious actors intent on causing harm to our national interests. Accordingly, the Department will pursue consolidation of computing services with four major efforts during the next 24 months: 1. Merge and Eliminate Fourth Estate IT Infrastructures and Service Providers taking advantage of the economies of scale that can be obtained by either aggregating multiple fourth estate organizations or having them use computing services provided by one of the military departments 2. Centrally manage and restrict the diversity of server (development and operational) platforms used throughout the Department, and, require all purchases of commodity hardware such as servers, server operating systems and storage area networks to be done through a limited number of consolidated contracts that leverage economies of scale to lower total costs to the enterprise 3. Consolidate DOD Data Centers in accordance with the DOD Data Center Consolidation Plan submitted to OMB, the IT Optimization Reference Architecture and Theater level Synchronization Plans, specifically eliminating program, organization and installation level data centers (More detail about data centers is provided below) 4. Aggregate computing services and consolidate infrastructure requirements to gain the economic efficiencies of scale whenever practical, such as consolidating regional LMR infrastructure or contracts for office printer maintenance and ink cartridges DoD will also move aggressively to decrease its total number of data centers consistent with the DoD Data Center Consolidation Plan, IT Infrastructure Optimization Reference Architecture, and Theater Synchronization Plans. This consolidation will result in a hierarchy of DoD data centers based on functionality, purpose, and efficiency. Current DoD plans will result in: 32% reduction in data centers 30% reduction in racks 25% reduction in servers DoD plans to further reduce data centers to 442 by FY15 (42% reduction from FY10) as directed in the FY12 Office of Management and Budget (OMB) Budget Passback .
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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 4-3. Enterprise Data Center (EDC): EDCs are designated by the DoD CIO and may be owned and operated by either the Defense Information Systems Agency (DISA) or a Service. EDCs comply with enterprise level standards and host applications from any DoD component based on agreed upon service level agreements. EDCs are the preferred and default location for all DOD servers. Area/Regional Processing Centers (A/RPC): A/RPCs are very similar to EDC in terms of ownership and operation. A/RPCs are designated by the DoD CIO in collaboration with geographic COCOMs to host systems which must have either a primary or back-up instantiation in a particular region for technical, operational, or financial reasons. Installation Processing Center (IPC): Each DoD installation may have a single IPC of the minimum size necessary to host only those systems that require local instantiation for operational or technical reasons. These processing centers will be allowed only by exception obtained through a waiver process which includes validation from the DoD CIO. Components will develop plans to relocate existing computing center facilities into one of the three types of facilities described above.

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Figure 4-3 DoD Data Center Consolidation Approach

4.1.3 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 in the operating systems upon which those systems are
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built. These initiatives aim to eliminate the costs of maintaining traditional workstations and the installation campus area networks and infrastructure upon 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 utilize standardized network, data, and application services to maximize cost savings, flexibility, and defensibility. Centrally managed diversity allows for a myriad of interoperable devices optimized for a variety of missions and needs. The desired end state is for the Department 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 supporting resilience, constant continuity of operations (COOP) capabilities, and user credential protection. 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 (i.e. smart phones, diskless nodes and tablets). To enable the Department to take advantage of next generation devices, the DoD will move immediately to consolidate this emerging end-user infrastructure and make it joint from birth by taking the following actions: 1. Centrally coordinate all next-generation device pilots, tests, and other initial implementations to reduce unnecessarily redundant testing and expenses 2. The testing, certification, and procurement of next-generation devices will be consolidated at the enterprise level to enable test once, use everywhere and gain the economies of scale associated with aggregated enterprise-level purchasing 3. 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 re-use 4. Establish a limited number of standard DoD development platforms and repositories to save testing and certification costs through a test once, use every where process optimized for next-generation end-user devices with limited bandwidth 5. Coordinate continued pathfinder implementations of web-based desktop productivity software suites at the enterprise level

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Thin Client Work Station

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Figure 4-4 Notional Multi-Level Secure Desktop Environment9

4.1.4 Application and Data Services (ADS)


Application and Data Services initiatives are focused on providing secure global access to common DoD-wide solutions to allow our men and women to access the people and information resources they need from any computer, anywhere in the world. In order to gain the full operational and economic benefit of the initiatives detailed in this document, we must change how we acquire, develop, field, and maintain applications. The approach is based upon developing enterprise capabilities and mandating their use once operationally viable. As a result, no IT investments shall be planned for or initiated to develop, modify or sustain capabilities comparable to the designated DoD enterprise capabilities absent a compelling operational need or documented business case. The Department will pursue a three pronged approach to the consolidation of application and data services: Vigorous IT Portfolio Management, to include the designation and mandatory use of select enterprise application and data services Promulgation of enterprise reference architectures, including technical standards for federated enterprise solutions, coupled with strictly enforced compliance to those architectures and standards Establishment and mandated use (for new applications) of 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

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To accomplish these goals, the Department will take the following actions: 1. Designate select services provided by one or more components as mandatory DOD Enterprise Services and prohibit the programming, planning or execution of any funds (absent a compelling operational or documented business case) for the development or modification of any system which provides capabilities comparable to a designated mandatory DOD Enterprise Service 2. Establish a limited number of standard DOD development platforms and repositories (such as DISA RACE and SourceForge.Mil) to re-use Government developed code as much as possible and save testing and certification costs through a test once, use every where process optimized for next generation end user devices with limited bandwidth 3. Fully implement, and designate as mandatory for use, a federated enterprise solution for person-based access control on all SECRET and UNCLAS networks, including a suite of Enterprise Attribute Services for People which includes the implementation of component level Organization Servers, Global Force Management Data Initiative, and, associated DMDC and DISA provided services 4. Fully implement, and designate as mandatory for use, a federated enterprise solution for person-based access control on all SECRET and UNCLAS networks, including a suite of Enterprise Attribute Services for devices on all SECRET and UNCLAS networks, as a separate and distinct set of services from those used for people Near-term activities are focused on the Enterprise Email (ADS-1) deployment and Attribute Services (ADS-2). Attribute 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., AttributeBased Access Control). The Attribute Service provides access to identity information and can expedite account provisioning and speed secure information sharing. Together with other DoD authorization and access capabilities, the Attribute Service provides the basis for replacing time- and resourceintensive manual processes with near real-time automated account provisioning and access control to shared information resources in. 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 response to operational conditions 3. Improve cyber security 4. Drive out anonymity via strong cryptographic authentication (e.g., Public Key Infrastructure) 5. Standardize access policies to enable more consistent access decisions
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6. Reduce duplicative costs associated with existing stove-piped and redundant identity and access management systems 7. Increase agility and interoperability with the implementation of commercial standards

4.1.5 IT Business Processes (BP)


The IT Business Process initiatives seek to leverage economies of scale and improved ways of doing business to deliver IT efficiencies. The focus will be 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 ten years of operation, DoD ESI achieved a cost avoidance of over $3 billion compared to General Services Administration (GSA) Federal Supply Schedule published prices. Limiting commercial-of-the-shelf (COTS) hardware (HW) procurements to enterprise-wide vehicles will lower lifecycle costs by reducing procurement expenditures and lowering aggregate contract administration overhead costs. In addition, reducing the number of IT hardware configurations will ease testing, patch management, and software upgrade installation costs. Defense Business Systems account for nearly $7 billion of the annual IT budget. There are nearly 3000 registered systems. Each of these systems is maintained separately and each operates on its own independent data store. There will be significant cost savings through retiring legacy systems, stopping procurement of duplicate services and reducing the amount of redundant data maintained in duplicate systems. The Department may realize significant annual cost reduction through 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.

5 Estimated Efficiencies
DoD CIO estimates that additional savings of $1.5 billion to $3.5 billion over the Future Years Defense Program (FYDP) are possible through IT consolidation as shown in Figure 5-1. The IT Consolidation initiatives will result in a combination of direct and indirect budget savings that will be retained by Components to deliver high-priority IT capabilities. These efficiencies are in addition to the $1.7 billion direct budget savings from the Army ($500 million) and Air Force ($1.2 billion) included in the DoD FY12 Presidents Budget (PB12) submission. The Army and Air Force efficiencies were identified during the SecDef-directed zero-based review of functions and resources within all DoD Components. 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. As the funding for these legacy initiatives is spread over many hundreds of program elements, the current budget processes and mechanisms do not provide adequate insight to allow funds to be redirected. Other efficiencies will be realized through reduced procurement costs or reduced energy costs.

10

See http://www.esi.mil/ 5-18

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The current PPBE process and supporting systems do not provide adequate transparency and insight into IT expenditures and will not support accurate accounting of IT Consolidation efficiencies. DoD CIO will work with the Director, Cost Analysis and Program Evaluation (D, CAPE) to develop appropriate Business Case Analysis (BCA) approaches to evaluate IT Consolidation initiatives. Top-line adjustments to component budgets will enable the Department to redirect savings from efficiencies to the development of additional enterprise capabilities. The Department 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). As these reforms are enacted, DoD CIO will re-evaluate the ability to adequately measure IT consolidation savings.

Estimated Efficiencies ($M)*


Per Year by FY 15 Minimum 220 230 210 160 470 Estimated Total Efficiencies Less: PB 12 Budget Reduction Army (520) Air Force Potential Future Efficiencies
*Pending business case analysis ** Does not include initiative BP5: Standardize Business Applications

FY 11-15 Minimum 440 810 390 280 1,280 3,200 Most Likely 790 1,210 530 680 1,990 5,200

Most Likely 340 730 230 240 700 2,240

Initiative Area
Computing Services Network Services End-User Services Application and Data Services IT Business Processes**

1,290

(500) (520) (1,200) 770 1,720 1,500

(500) (1,200) 3,500

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Figure 5-1 IT Consolidation Efficiencies

6 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. This will require substantial cultural change within the DoD decisionmaking community. Adherence to DoD CIO policy and Enterprise Architecture guidance must
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be embedded throughout the Departments core decision-making processes, and the DoD CIO must have clear, unambiguous authority across the Enterprise to hold DoD Components accountable for alignment to IT policies and initiatives and delivery of IT solutions. Strong governance mechanisms will be required to both support the consolidation efforts and ensure that all unique operational requirements are addressed. Specific recommendations are discussed in the following sections.

6.1 IT Governance
Successful consolidation of DoDs IT environment will require strong, centralized leadership and governance. This will require institutional changes to critical decision-making processes as well as a cultural reform regarding the manner in which the Department manages information and information technology. DoD must evolve from a culture in which veto powers are widespread to one where leaders are fully empowered to drive transformation across the Department in alignment with the central vision. Without this level of commitment, change will not endure and the planned initiatives will be unlikely to survive changes in leadership or the conflicts of priorities that will surely develop over time. Additionally, to achieve the targeted savings, DoD must reallocate funding to facilitate the IT consolidation priorities and make corresponding reductions to affected programs. Effective IT governance begins with strong CIO-driven leadership to focus attention and hold Components accountable for complying with DoD IT policy, architectures, and standards. Strong incentives, enforceable by the DoD CIO, must be instituted to compel DoD managers at all levels to comply with Departmental guidance and must be accompanied by serious penalties for noncompliance. Additionally, roles, responsibilities, and relationships between the CIO and research, development, and acquisition organizations must be clearly aligned to ensure IT enterprise requirements are successfully translated into agile technical solutions that fully align with future IT enterprise initiatives.

6.2 Certification and Accreditation


In order to achieve IT efficiencies and deliver the promise of speed of delivery, the Department must reconsider how it performs IT Certification and Accreditation (C&A). IT C&A processes should be consolidated and integrated alongside a review focused on determining the effects of a corresponding reduction in the number of and autonomy of Designated Approval Authorities (DAAs). The DoD CIO will lead the effort to develop the policies and guidance necessary to consolidate Department C&A practices with a focus on maximizing reciprocity and reducing duplicative effort. The participation of the DoD Component C&A leads will ensure that solutions are approached with the input of all stakeholders,

6.3 Joint Capabilities Integration Development System (JCIDS)


The JROC, chaired by the Vice Chairman Joint Chiefs of Staff, is the Departments governing body for the identification, approval, and validation of capability gaps and requirements identified by the warfighting, intelligence, business, and infrastructure mission area managers. A hierarchy of boards including the Joint Capabilities Board (JCB) and Functional Capabilities Boards (FCB), along with the processes delineated in CJCSI 3170 supports the JROC in this capacity.

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Implementation of the Enterprise Information Environment (EIE) portfolio approach within JCIDS will be achieved through the combination of the Command and Control (C2) and NetCentric (NC) Functional Capabilities Boards into a single Enterprise Information Environment Functional Capability Board (EIE FCB). The Joint Staff and the DoD CIO will be directed to establish this EIE FCB, adhering to the JCIDS process and answering to the JROC. This Functional Capability Board will be the central source for capturing Enterprise Infrastructure requirements and prioritizing enterprise capability delivery. JCB and FCB membership will be expanded to include the DoD CIO, and USCYBERCOM on behalf of USSTRATCOM. Specific JCIDS-related actions required to ensure EIE requirements compliance include: Modify JCIDS Documentation (CJCSI 3170 series) to require documentation of compliance with the DoD Information Enterprise Architecture (IEA) that contains business rules and relevant capability architectures that apply to all IT investments Modify Interoperability Instruction (CJCSI 6212) to strengthen DoD IEA compliance, clarify the Net-Ready KPP with respect to the DoD IEA, establish the requirement to align to and comply with relevant capability architectures, and require the adoption of the Enhanced Information Support Plan (EISP) process to assess compliance Modify the Joint Urgent Operational Needs Process (JUON) to insert steps to ensure that available DoD Enterprise Services are considered and used to the greatest extent feasible before considering alternative solutions Modify the Business Capability Lifecycle (BCL) process to require DoD IEA compliance

6.4 Planning, Programming, Budgeting and Execution (PPBE)


The PPBE process supports the Planning, Programming, Budgeting and Execution of requirements and needs identified by the JROC. As the sponsor of Defense EIE portfolio, the CIO will lead the collection and review of Department inputs, including from the Components, to inform and direct DoD-level EIE portfolio investment and acquisition processes and decisions (e.g., PPBE and Defense Acquisition System). The CIO, supported by subordinate and supporting portfolios, in coordination with Director CAPE (D, CAPE) and the Joint Staff (JS), will participate in the Front End Assessment (FEA) and Analytic Agenda process to develop and propose upfront Defense Policy and Planning Guidance (DPPG) language to address strategic guidance and military needs. The CIO, in coordination with D, CAPE and the JS, will review and assess annual Service Component and Agency Program Objective Memorandums (POMs) and propose budget and programming alignments; to include active invited participation in key Program Review decision forums (e.g., 3-Star Programmers and DAWG). D, CAPE, in coordination with the DoD EIE portfolio sponsor (CIO), shall review and issue programming and budgeting guidance that reflects DBS and NSS EIE portfolio recommendations to continue, modify, terminate or initiate funding for EIE projects/programs to ensure compliance with approved Defense IT Enterprise policy and direction. Under Secretary of Defense (Comptroller), in coordination with the DoD EIE sponsor (CIO) and D, CAPE, shall establish policies and procedures to ensure EIE resource data visibility and accountability to support agile and informed IT EIE investment and sustainment decisions consistent with DoD IT policy and direction.
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D, CAPE and USD(C) shall establish business rules and procedures necessary to implement IT EIE resourcing initiatives; i.e., single EIE appropriation, EIE revolving fund, and EIE program/funding element restructuring consistent with DoD response to Section 804 of the National Defense Authorization Act for Fiscal Year 2010 (PL 111-84). As the EIE sponsor, the CIO, in partnership with USCYBERCOM on behalf of USSTRATCOM, shall also serve as capability sponsor in military needs and acquisition forums as required and/or determined by the VCJCS and USD (Acquisition Technology and Logistics). To sustain these changes, the DoD CIO, together with USD(C) and D, CAPE must enhance transparency and DoD-wide oversight of IT budget formulation and execution and exert more active oversight and control of the IT budget across all Components. These changes should include: Stronger DoD-wide oversight of IT budget formulation: This includes capital planning, preparation, prioritization and presentation activities, including determining and evaluating Information and IT resource requirements in support of mission execution; and, Stronger DoD-wide oversight of IT budget execution: This includes resource allocation and planning activities for Information and IT systems development, operations, and services as appropriate to ensure resources are expended in accordance with established IT policy; Concurrently, the DoD CIO will implement robust DoD-wide IT investment reviews, tightly integrated with the key decision processes, to give greater OSD governance or control in the selection, planning, review, and oversight of IT investments. This includes evaluating, managing risk and providing approval to proceed at the earliest state possible prior to initiating procurements or advancing to subsequent phases of system development and/or acquisition; as well as rigorous, regular reviews of the status and progress of projects and activities related to Agency Information and IT investments to determinate whether to continue, suspend, re-baseline or cancel projects or components thereof. Together, this budget and investment oversight is key to holding the organization accountable to the changes and achieving the targeted savings ensuring funding is applied to consolidation programs and correspondingly removed from those programs providing savings. In the long term, additional Planning, Programming, Budgeting, and Execution (PPBE) oversight and flexibility is needed to respond to the rapid changes of the IT environment Specific actions required to ensure EIE guidance is followed throughout the PPBE process include: Planning (POM Guidance): The DoD CIO will prepare an IT Addendum in the Guidance for the Development of the Force (GDF) to USD(Policy) in order to provide guidance specific to IT optimization via EIE architecture compliance Planning (POM Guidance): The DoD CIO will prepare an IT Addendum in the Joint Planning Guidance (JPG), and/or DPPG to D,CAPE in order to provide the guidance necessary to ensure component programs are appropriately resourced to use, and not duplicate, enterprise capabilities in compliance with both the DoD IEA and capability architectures Programming (POM Issue Process): The DoD CIO will request USD(C) to withhold or reprogram funds budgeted for systems that fail to comply with the DoD IEA or capability architectures, fail to use applicable DoD Enterprise Services, or, unnecessarily duplicate existing DoD Enterprise Solutions
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Financial Management Regulations (FMR)/Funding Documents: The DoD CIO will request USD(C) to modify standard DoD forms used to allocate and transfer funds (such as Military Interdepartmental Purchase Requests) to include a specific statement certifying that no funds on the subject funding document will be obligated for any IT service or system that is not compliant with the DoD IEA or capability architectures, specifically including the appropriate use and non-duplication of enterprise capabilities

6.5 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 the 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 the Department to establish a common set of DoD Information Enterprise acquisition and procurement strategies. While 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. Specific actions required to ensure EIE guidance is followed throughout the DAS process include: DoD CIO will recommend changes to DoDD 5000.01 to enforce compliance with DoD EIE architectures and the use of available enterprise capabilities within major acquisition activities. Specific changes envisioned will: o Make the use of existing and planned enterprise capabilities a mandatory element of the Analyses of Alternatives (AoA) o Make the use (and non duplication of) existing and planned enterprise capabilities a requirement for all Preliminary design Reviews (PDR) o Make the use (and non duplication of) existing enterprise capabilities a requirement for all milestone B decisions DoD CIO will develop and institute a standard contract clause to be inserted in all 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 DIACAP into the processes of the Defense Acquisition System to ensure effective information assurance capabilities are designed into all IT systems from concept through systems engineering. This equally applies to the acquisition and procurement of IT capabilities that traditionally fall below the threshold criteria for formal acquisition

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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 equipment used is nearing 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) architecture that will standardize equipment, improve information assurance (IA) security capabilities, reduce the number of DISA point-of-presence (PoP) connections, and simplify systems management.

NS2 Consolidate NetOps Centers


Migrate from the numerous separate Component NetOps Centers to joint NetOps centers that align to common processes and standards, select and adopt common tools, and automate network incident response capabilities. Leverage buying power for enterprise-wide network operations software and licenses, and centralize hosting of network operations services in DoD computing centers to reduce hardware costs and improve security (Under review by USCYBERCOM).

NS3 Implement Cross Domain Solution as an Enterprise Service


Create enterprise application services that are cross-domain enabled. Engineer and deploy comprehensive, enterprise-grade services for common key applications such as e-mail, machineto-machine data transfer, portal synchronization, chat, and web services. This effort aims to provide reliable, secure, well-defended standard services for those 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 engineer, staff, and defend a local solution.

NS4 Implement Standard Certification and Accreditation Process


In order for DoD to fully transition to the new harmonized guidance, it plans to first revise its existing 8500 series of guidance. This process includes upcoming revisions to the information security policy documented in its directive 8500.01 and instruction 8500.2, the certification and accreditation process contained in DoD 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 in the spring of 2011. 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 is dependent on the final publication of revisions to the 8500 series guidance.

NS5 Extend Joint Networks Over SATCOM


Provides an affordable, DoD Enterprise worldwide Satellite Communications (SATCOM) Gateway capability by centralizing and unifying management and control, budget, investment, and life cycle management; and by reducing duplication.
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NS6 Implement Video over IP as an Enterprise Service


The current Defense Information Systems Network 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 which is based on minutes for utilization in the continental United States (CONUS) and fixed rates for outside the 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 SIPR and Unclassified but Sensitive Internet Protocol Router (NIPR). The Enterprise Video IP is leveraging Secure Internet Protocol (SIP) with migration path to Assured Services-SIP for a highly available and quality video service. Concurrently with the deployment of Video over IP as an Enterprise Service, services and agencies will turn off and decommission all MCUs, Video Hubs, and other 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 Defense Information Systems Network (DISN) in the 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 over 4 million DoD users from a central location that fully leverages the DISN and IP technologies. The Enterprise VoIP is leveraging Assured Services-SIP with quality of service for a highly reliable, available, and survivable voice service. This approach avoids the duplication of costs for voice services, operations and maintenance, network operations, sustainment, and information assurance at nearly 2000 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 vision in the African and European region is a multi-theater Joint Information Environment (JIE) that includes both COCOM headquarters and components, while providing secure, global plug-and-play accessibility to core enterprise services by leveraging a purple Joint Enterprise Network (JEN) architecture. JEN telecommunications integrates and collapses 40/50 Army sites into the DISN theater infrastructure. Sustainment, tech refresh, and operational support staff will be removed or eliminated for U.S. Army in Europe. The project will be developed to support Enterprise Data Center Consolidation efforts and provide services to the warfighter both in garrison and tactical environments throughout all phases of joint operations. Similar efforts are underway in Korea.

NS9 Enterprise Network Infrastructure Reliability


This initiates 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. The current DISN sustainment funding achieves a 99.5% operational availability. This level of operational availability cannot support enterprise voice, enterprise email, enterprise thin client, and other
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enterprise information and communication technology efficiencies. This initiative is a cost center that makes the other initiatives operationally viable for DoD and Intelligence Community needs.

NS10 Defense Red Switch Network (DRSN) Rationalization


The DRSN supports critical command and control secure voice capabilities, and the implementation of a DRSN switch system for a command requires that the Joint Staff approve a validated requirement via the CJCSI process. There are a number of critical capabilities supported by the DRSN switches and three of the 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. The recent guidance from the SecDef to support cost reductions precipitated the review and analysis of the DRSN and consideration for the possibility of a reduction of the number of switches in the network. Today there is no other product available that can perform the critical capabilities the Raytheon DRSN switch provides, but we believe a reduction can be achieved by a process of re-evaluating requirements and examining whether either replacement with VoSIP and/or consolidating service at some location would still satisfy operational requirements.

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Appendix B Computing Services Initiatives


CS1 Data Center and Server Consolidation
Data Center and Server Consolidation is focused on reducing the overall cost of DoD data center operations and energy consumption while sustaining or increasing mission effectiveness. Most DoD Components have planned or are already consolidating data centers in accordance with the OMB-directed Federal Data Center Consolidation Initiative (FDCCI). The FDCCI directed a reduction in data centers primarily through the employment of virtualization techniques and leveraging cloud computing. DoDs current assessment is that the Department can achieve a 30% (+/-) decrease in data centers, rack space and servers.

CS2 Computing Infrastructure and Services Optimization


Today, 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 combatant command operation plans and through leveraging IT service management best practices. This initiative will improve end-user 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 operations and maintenance costs; and align with IT service management industry best practices.

CS3 Cloud Computing


This initiative addresses the goal of moving the desktop into the cloud with the objectives of improving perimeter 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 and Rapid Access Computing Environment (RACE) 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 like 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 cost 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 and organizational-level help desks into a DoD Service-level Enterprise Help, or Service Desk (i.e. Army-level, Navy-level) with the ultimate goal of consolidating into a DoD-level Service Desk, provided from the DoD cloud. Establishing
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a single Enterprise Service Desk for each of the DoD Services leveraging industry best practices and shared IT infrastructure will result in hundreds of millions of dollars in savings across the DoD by eliminating redundant services and capabilities. More importantly, consolidating help desks into a single Service Desk will provide end-users with better and consistently repeatable service.

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Appendix C Application and Data Services Initiatives


ADS1 Enterprise Messaging & Collaboration Services (including Email)
Currently, most DoD users face a number of shortcomings with their email system, including: user mailbox migration when they change organizations; lack of a permanent email address; inability to see a global address list that covers all MilDeps and Components; inefficient email search capabilities; and lack of an integrated e-message platform. Enterprise email will eliminate the need for frequent, assignment-based user mail migrations by providing a permanent email address and access to a DoD-wide global address list. Enterprise email will come with a manageable on-line storage size and unlimited near-line storage that facilitates enhanced email search. Eventually, this initiative will provide an integrated e-message platform that centrally stores users voice mail, instant messages, and text messages, allowing for unified e-message storage, retrieval, record management, and e-discovery. Shared files and directory services will interoperate with the e-messaging solution.

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 (such as 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 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 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.

ADS3 Enterprise Services


This initiative provides a common platform for discovery, asset management, deployment, engineering and sustainment of enterprise applications and data services. This initiative enables a scalable infrastructure (i.e., 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-utilized 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 streamlined capability
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to respond to requests for Federal records, Freedom of Information Act (FOIA) cases, Equal Employment Opportunity (EEO) cases, and E-discovery litigation holds.

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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 only need basic office automation software on NIPRNET-attached desktop or notebook computers. These users could be rapidly transitioned to next generation devices and web based software, which could be fielded, operated and maintained at a fraction of the cost of existing desktop and notebook computers. Next generation devices would have little or no local storage and would utilize web-based versions of common applications (e.g., word processing, slide presentation, spreadsheet, email, etc). In addition to cost savings, this migration would dramatically increase the security and resilience of DoD networks. Next generation end-user devices will utilize standardized network, data and application services to maximize cost savings, flexibility and defensibility. These devices have a minimized attack surface area, enable robust network protection, and are rapidly restorable to a known good-state supporting resilience, constant continuity of operations capabilities, and user credential protection.

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 through reduced operating cost, improved security, and enhanced continuity of operations and facilitation of telecommuting. This initiative eliminates users having multiple workstations at their desk, and having to constantly switch desktops to work across various domains. Savings would be achieved by eliminating costs associated with maintaining multiple installation campus area networks (ICAN) 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 concept of operations 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 return on investments through the agreed upon practices that will enable flexible identity and access management and minimize security risks while providing maximum interoperability and sharing of data. A focus on web-based enterprise applications and capabilities will further enhance our data sharing and speed of information to the end-user.

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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 stand up new DoD enterprise licenses, by negotiating advantageous pricing, terms and conditions for the enterprise as a whole, and managing these licenses at the DoD level. This initiative will focus on discrete brand names and prohibit the purchase of any software application available through the DoD ESI from any other source without a DoD CIO approved waiver. This action will lower lifecycle costs by reducing procurement expenditures, easing patching and maintenance, and lowering aggregate contract administration overhead.

BP2 Consolidate Hardware Purchasing


This initiative will drive procurement of all DoD commodity IT hardware (initially, desktops, laptops, monitors, servers, printers) through large-scale, proven enterprise buying processes like the Air Force Quarterly Enterprise Buy (QEB) and the Army Consolidated Buy (CB). The Department will modify these processes to ensure capture of other Components basic configuration requirements. This initiative may also adopt other Component IT hardware buying processes, or stand up new vehicles to ensure coverage of other IT hardware devices. The Department will prohibit purchase of these IT hardware items from any other source than these vehicles. This action will lower lifecycle costs by reducing procurement expenditures, easing testing and maintenance support tasks, lowering aggregate contract administration overhead, and employing "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 Information Technology Infrastructure Library (ITIL) service categories which are available from any other source without a DoD CIO approved waiver. The Department will adopt existing government IT service acquisition vehicles that meet the common standards, and stand up new DoD acquisition vehicles to meet expanded DoD ITIL service requirements which 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 through reduction of contracting overhead, ensuring best practices are available and used, and better 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, 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
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existing applications that meet 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.

BP5 Promote and Adopt Green IT


Through this initiative, the Department may realize annual cost reduction/avoidance estimated at over $300 million through promoting and adopting Green IT activities. 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 DoDs power consumption and dollars spentthe IT energy footprint, while shrinking carbon emissions and waste generatedthe environmental footprint. Recommendations for activities to be implemented will be based on industry best practices and federal government and Departmental analyses. Three sets of activities to be executed in a three-year cycle include but are not limited to: 1) Aligning ESI to DoDs 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 commercial best practices to adopt new energy-efficiency technologies and practices, and 3) Replacing inefficient end-user devices with those that meet the Energy Star 5.0 specification.

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Appendix F Acronym List


ABAC ADS AoA AOR A/RPC AT&L BCA BCL BP C&A CAPE CB CJCSI COA COCOM CONOPS CONUS COOP COTS CS D, CAPE DAS DBSMC DFARS DISA DISN DoD DoD CIO DoD IEA DoD ITIL DPPG DRSN DVS-G D-TLA DAWG ECC EDC EEO EIE EIE FCB ESI EUS FAR FDCCI FEA FMR
Appendix B

Attribute-Based Access Control Application and Data Services Analyses of Alternatives Area of Responsibility Area/Regional Processing Centers Acquisition Technology and Logistics Business Case Analysis Business Capability Lifecycle Business Processes Certification and Accreditation Cost Assessment and Program Evaluation Consolidated Buy Chairman of the Joint Chiefs of Staff Instruction Courses of Action Combatant Command Concept of Operations Continental United States Continuity of Operations Commercial Off-the-Shelf Computing Services Director, Cost Analysis and Program Evaluation Defense Acquisition System Defense Business Systems Management Committee Defense Federal Acquisition Regulation Supplement Defense Information Systems Agency Defense Information System Network 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 DISN Video Services - Global DoD Enterprise -Top Level Architecture Deputy's Advisory Working Group Enterprise Computing Center Enterprise Data Center Equal Employment Opportunity Enterprise Information Environment Enterprise Information Environment Functional Capability Board Enterprise Software Initiative End-User Services Federal Acquisition Regulation Federal Data Center Consolidation Initiative Front End Assessment Financial Management Regulations
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Appendix B

Freedom of Information Act Fiscal Year Future Years Defense Program Global Information Grid U.S. General Services Administration Hardware Information Assurance Intelligence Community Installation Campus Area Networks Initial Capabilities Document Internet Protocol Installation Processing Center Integrated Services Digital Network Information Technology IT Consolidation IT Consolidation Roadmap Joint Capability Area Joint Capabilities Integration 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 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 Office of Management and Budget Outside the Continental United States Office of Management and Budget Office of the Secretary of Defense United States Pacific Command Preliminary Design Reviews Public Key Infrastructure Program Objective Memorandum Point-of-Presence Planning, Programming, Budgeting and Execution
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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 Top Level Architecture Top Secret - Sensitive Compartmented Information Simple Mail Transfer Protocol Software United States Cyber Command Under Secretary of Defense Under Secretary of Defense (Comptroller) Under Secretary of Defense (Policy) United States Strategic Command Voice Over Internet Protocol

Appendix B

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