DoD 

Digital Modernization 

Strategy

Information Resource Management 

Strategic Plan FY2019 – FY2023

Version 0.9

Prepared by:

Office of the DoD Chief Information Officer
DoD Digital Modernization Strategy 6/5/2019 Page 2

Change History

Version Date Page(s) Changed Comments

1.0 5 June 2019 Signed version

Cancellation: This document supersedes the following:

• Department of Defense Information Resources Management Strategic Plan, April 1, 2014
DoD Digital Modernization Strategy 6/5/2019 Page 3

Foreword

The global threat landscape is constantly evolving and remaining competitive and modernizing 

our digital environment for great power competition is imperative for the Department of Defense. 

We must act now to secure our future. 

This Digital Modernization Strategy is the cornerstone for advancing our digital environment to 

afford the Joint Force a competitive advantage in the modern battlespace. 

Our approach is simple. We will increase technological capabilities across the Department and 

strengthen overall adoption of enterprise systems to expand the competitive space in the digital 

arena. We will achieve this through four strategic initiatives: innovation for advantage, 

optimization, resilient cybersecurity, and cultivation of talent. 

The Digital Modernization Strategy provides a roadmap to support implementation of the National 

Defense Strategy lines of effort through the lens of cloud, artificial intelligence, command, control 

and communications and cybersecurity. 

This approach will enable increased lethality for the Joint warfighter, empower new partnerships 

that will drive mission success, and implement new reforms enacted to improve capabilities across 

the information enterprise. 

The strategy also highlights two important elements that will create an enduring and outcome 

driven strategy. First, it articulates an enterprise view of the future where more common 

foundational technology is delivered across the DoD Components. Secondly, the strategy calls for 

a Management System that drives outcomes through a metric driven approach, tied to new DoD 

CIO authorities granted by Congress for both technology budgets and standards. 

As we modernize our digital environment across the Department, we must recognize now more 

than ever the importance of collaboration with our industry and academic partners. I expect the 

senior leaders of our Department, the Services, and the Joint Warfighting community to take the 

intent and guidance in this strategy and drive implementation to achieve results in support of our 

mission to Defend the Nation.

David L. Norquist 

Performing the Duties of the 

Deputy Secretary of Defense
DoD Digital Modernization Strategy 6/5/2019 Page 4

Executive Summary 

The DoD Digital Modernization Strategy, which also serves as the Department’s Information 

Resource Management (IRM) Strategic Plan, presents Information Technology (IT)-related 

modernization goals and objectives that provide essential support for the three lines of effort in 

the National Defense Strategy (NDS), and the supporting National Defense Business Operations

Plan (NDBOP). It presents the DoD Chief Information Officer’s (DoD CIO) vision for achieving 

the Department’s goals and creating “a more secure, coordinated, seamless, transparent, and 

cost-effective IT architecture that transforms data into actionable information and ensures 

dependable mission execution in the face of a persistent cyber threat.”1 This vision is guided by 

four priorities and framed within four organizing goals. 

Figure 1: Digital Modernization 

DoD CIO Priorities:

• Cybersecurity

• Artificial Intelligence (AI)

• Cloud

• Command, Control and Communications (C3)

Digital Modernization Goals:

• Innovate for Competitive Advantage

• Optimize for Efficiencies and Improved Capability

• Evolve Cybersecurity for an Agile and Resilient Defense Posture

• Cultivate Talent for a Ready Digital Workforce

 1 DoD IT Environment – Way Forward to Tomorrow’s Strategic Landscape, August 2016 – available at 

http://dodcio.defense.gov/ 
DoD Digital Modernization Strategy 6/5/2019 Page 5

This strategy also fulfills the Office of Management and Budget (OMB) requirement to provide a 

description of how information resources management activities help accomplish agency 

missions, and ensure that information resource management decisions are integrated with 

organizational planning, budget, procurement, financial management, human resources 

management, and program decisions.2 It includes narratives that summarize the Department’s 

approach to IT modernization, focused on the Joint Information Environment (JIE) Framework 

(in Section 3), and describe how Cybersecurity is being strengthened (Section 4). These efforts 

support achievement of the DoD CIO’s modernization vision, and the goals and objectives 

identified in this strategy. Finally, appendices provide a brief description of promising 

technologies; tables showing alignment to the NDBOP, the President’s Management Agenda, 

and DoD IT Reform Initiatives, respectively; and a summary of DoD CIO authorities.

 2 OMB Circular A-130, “Managing Information as a Strategic Resource” - available at 

https://www.whitehouse.gov/sites/whitehouse.gov/files/omb/circulars/A130/a130revised.pdf 
DoD Digital Modernization Strategy 6/5/2019 Page 6

Contents

Foreword..................................................................................................................................................................3

Executive Summary ..............................................................................................................................................4

Context.......................................................................................................................................................................7

Role of the DoD CIO...............................................................................................................................................8

1 DoD Goals and Objectives ...............................................................................................................................9

2 Vision, Goals, Objectives, and Strategy Elements ................................................................................ 11

2.1 Vision of the Department’s Future Digital Environment.......................................................... 11

2.2 Goals, Objectives, and Strategy Elements....................................................................................... 13

Goal 1: Innovate for Competitive Advantage........................................................................................ 14

Goal 2: Optimize for Efficiencies and Improved Capability ............................................................ 24

Goal 3: Evolve Cybersecurity for an Agile and Resilient Defense Posture................................. 28

Goal 4: Cultivate Talent for a Ready Digital Workforce ................................................................... 33

3 DoD IT Modernization................................................................................................................................... 35

Information Technology (IT) Reform..................................................................................................... 38

4 Cybersecurity ................................................................................................................................................... 40

Appendix A: Technologies Offering Promise to DoD ............................................................................. 44

Appendix B: Alignment to DoD Strategic Guidance................................................................................ 53

Appendix C: Alignment with the President’s Management Agenda ................................................. 58

Appendix D: Alignment with DoD IT Reform Initiatives ...................................................................... 62

Appendix E: DoD CIO Authorities.................................................................................................................. 63
DoD Digital Modernization Strategy 6/5/2019 Page 7

Context

If the Department were a corporation, it would be at the top of the Fortune 100. No 

organization has a broader mission or scope. DoD is also one of the nation’s largest 

employers, with 1.3 million active duty military personnel, 742,000 civilian personnel, 

and 826,000 National Guard and Reserve forces. It manages an inventory of installations 

and facilities consisting of several hundred thousand individual buildings and structures

at more than 5,000 different locations covering over 30 million acres of land. The 

Department also conducts major activities in almost every business area. These vary from 

acquisitions to command and control, global logistics, health and medical care, 

intelligence, space operations, facilities management and more—each with critical IT and 

cybersecurity dependencies.

The Department is similarly enormous on the enterprise network scale, operating one of 

the world’s largest and most complex set of networks. As a snapshot, some of DoD’s IT

statistics include a budget of more than $46.4 billion in fiscal year 2019, roughly ten

thousand operational systems, thousands of data centers, tens of thousands of servers,

millions of computers and IT devices, and hundreds of thousands of commercial mobile

devices. The Department’s networks must be mobile enough to support missions around

the world, and flexible enough to facilitate collaboration with any partners a mission 

requires, expected or unexpected.

This strategy highlights DoD CIO-led efforts that are key enablers for accomplishing the 

Department’s missions more effectively and efficiently. The DoD CIO is responsible for 

all matters relating to the DoD Information Enterprise (IE)3 Most efforts in this strategy 

therefore fall within the JIE Framework, which improves networking capabilities for 

fixed and mobile users, institutes new DoD-wide enterprise IT services, modernizes 

technology through coordinated refresh efforts, implements a new joint cybersecurity 

capability, and improves access to data. The JIE Framework also provides a networking 

design that improves defenses against malicious cyberspace activity and is managed 

through a tiered structure of network operations and security centers.

 3 As noted in Department of Defense Directive 5144.02, “The DoD CIO is responsible for all matters relating to the 

DoD information enterprise, including communications; spectrum management; network policy and standards; 

information systems; cybersecurity; positioning, navigation, and timing (PNT) policy; and the DoD information 

enterprise that supports DoD command and control (C2).” This directive is available at 

https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodd/514402p.pdf 
DoD Digital Modernization Strategy 6/5/2019 Page 8

Role of the DoD CIO

The DoD CIO is the Principal Staff Assistant (PSA) and senior advisor to the Secretary of 

Defense for information technology (IT) (including national security systems), information 

resources management (IRM) and efficiencies. The DoD CIO is responsible for all matters 

relating to the DoD Information Enterprise, including communications; spectrum management; 

network policy and standards; information systems; cybersecurity; positioning, navigation, and 

timing (PNT) policy; and the DoD Information Enterprise that supports DoD command and 

control (C2). The DoD CIO is tasked with improving the combat power of the Department—as 

well as its security and efficiency—by ensuring that the Department treats information as a 

strategic asset and that innovative information capabilities are available throughout all areas of 

DoD supporting warfighting, business, and intelligence missions. The DoD CIO is a vital 

member of the Office of the Secretary of Defense (OSD) staff that helps the Warfighter by 

fulfilling its PSA and Clinger-Cohen Act (CCA) roles that guide the Department in the 

incorporation of more agile, efficient and effective technology and practices.

The DoD CIO works closely with other DoD and OSD Components in fulfillment of its 

responsibilities. As appropriate, the DoD CIO collaborates and coordinates with organizations

including (but not limited to) the Chief Management Officer (CMO), the Office of the Under 

Secretary of Defense for Policy (OUSD(P)), the Office of the Under Secretary of Defense for 

Acquisition and Sustainment (OUSD(A&S)), the Office of the Under Secretary of Defense for 

Research and Engineering (OUSD(R&E)), the Office of the Under Secretary of Defense for 

Intelligence (OUSD(I)), the Military Departments (MILDEPS), Joint Staff, and the Combatant 

Commands.
DoD Digital Modernization Strategy 6/5/2019 Page 9

1 DoD Goals and Objectives

The DoD Digital Modernization Strategy, which also serves as the Department’s Information 

Resource Management (IRM) Strategic Plan, aligns with and responds to high-level guidance for

the Department, to include the President's National Security Strategy (NSS), the Department's 

National Defense Strategy (NDS), the Chairman of the Joint Chiefs of Staff's National Military 

Strategy (NMS), the National Defense Business Operations Plan (NDBOP), the DoD Cyber 

Strategy and the Defense Planning Guidance (DPG). The DoD Digital Modernization Strategy 

will also be supported through subordinate strategies for each of the four DoD CIO priorities, as 

shown in Figure 2, and other key topics where deemed appropriate.

Figure 2: Alignment with National and DoD Guidance

The NDS establishes the Department’s core strategic goals and guides planning for military force 

structure, force modernization, business operations, mission support infrastructure, and required 

resources. The DPG provides goals, priorities, and objectives, including fiscal constraints, for the 

development of each Military Department's Program Objective Memorandum (POM) and 

Budget Estimate Submissions (BES). The NDBOP is the OMB-mandated DoD Agency Strategic 

Plan (ASP) and the Department's roadmap for managing and reforming the business operations 

and mission support infrastructure needed to sustain the warfighter. 

The NDBOP’s strategic goals for Fiscal Years (FYs) 2018-2022 reflect the Department’s

priorities and strategic approach to the National Defense Strategy: 

• Rebuilding Military Readiness as We Build a More Lethal Joint Force

• Strengthen Our Alliances & Attract New Partners

• Reform the Department’s Business Practices for Greater Performance and Affordability

The NDBOP identifies building a more lethal force as the Department’s principal goal, which 

aligns directly with the Department’s mission to provide the military forces necessary to deter or 
DoD Digital Modernization Strategy 6/5/2019 Page 10

win war and to provide security for our nation. The NDBOP’s strategic objectives contribute to 

increasing the capacity and lethality of military capabilities by ensuring that the warfighters have 

the best support available to prepare for their wartime missions. The NDBOP also identifies 

strengthening our alliances and attracting new partners as a key Departmental priority. It 

emphasizes that alliances and partnerships provide avenues for peace, foster conditions for 

economic growth with countries sharing the same vision, and temper the plans of those who 

would attack other nations or try to impose their will over the less powerful. 

This strategy supports the NDS and NDBOP through the goals and objectives identified in 

Section 2. Each goal contains a set of objectives and supporting strategy elements. A strategy 

element defines a focused concentration of activities (initiatives) that are near-term and 

measurable. Many of the objectives and strategy elements are based on initiatives of the JIE

Framework. Sections 3 and 4 provide related detail on the means to achieve the desired ends,

while also addressing topics of interest to OMB, IT Modernization and Cybersecurity. The 

Appendices provide an overview of promising information technologies, a summary of DoD 

CIO authorities, and alignment with sources of strategic guidance and DoD IT Reform 

Initiatives.
DoD Digital Modernization Strategy 6/5/2019 Page 11

2 Vision, Goals, Objectives, and Strategy Elements

Information Technology is a critical enabler for the command and control of forces executing 

warfighting operations, management and protection of information assets, and collaboration with 

mission partners. Initiatives in this strategy leverage innovative technologies, strengthen 

cybersecurity, cultivate talent, provide greater efficiency, transition the Department to DoD-wide

and shared services, enhance our ability to collaborate with mission partners during conflict and 

response to natural disasters, and improve business practices. More effective, secure, and 

efficient IT will help preserve and expand our competitive military advantage and free additional 

resources for the Joint Force.

2.1 Vision of the Department’s Future Digital Environment

The modern battlespace extends into space and cyberspace, and adversary capabilities in 

these areas can be expected to expand in tomorrow’s strategic environment, increasing 

competition in and across all domains. To preserve and expand our military advantage in 

this new digital operating environment, the Joint Force must be adaptive, innovative and 

capable of seamlessly employing its capabilities across multiple regions and all domains. 

Agile, resilient, transparent, seamless and secure IT infrastructure and services that 

transform data into actionable information and ensure dependable mission execution in 

spite of the persistent cybersecurity threat are vital. Closer collaboration among DoD, its

industry partners, and non-DoD mission partners will help DoD decision makers 

understand where IT spending should focus and enable better solutions in support of this 

vision. 

However, more effective oversight of IT investments is necessary due to the 

decentralized nature of DoD operations and spending. Recognizing this need, Congress 

amended DoD CIO authorities and responsibilities, at Section 142 of Title 10, United 

States Code (U.S.C.), to include annual certification of Military Department and Defense 

Agency budgets, effective January 1, 2019. The DoD CIO will now oversee Department 

IT budget requests and modernization efforts with a comprehensive management system 

including both annual and multi-year processes as shown in Figure 3. The annual CIO 

Capability Planning Guidance (CPG) will provide programming and budgeting guidance 

in support of this system. That guidance will support this strategy and provide the 

primary basis for CIO Budget Certifications. This certification enhances established 

strategic planning, guidance, and scorecard processes. 
DoD Digital Modernization Strategy 6/5/2019 Page 12

Figure 3: DoD CIO Management System

This management system will enable continual, comprehensive Department-wide IT 

modernization in a common, coordinated way. Furthermore, it will accelerate transition to 

foundational enterprise capabilities and services, freeing DoD Components to focus on their 

mission-unique capabilities and services, as shown in Figure 4 below. Combined with policy and 

governance changes, it will shift the Department from an “opt-in” approach to enterprise 

services. Leveraging commonalities among DoD Component, the many overlapping and 

duplicative IT systems, programs, projects, services, capabilities, operations, and governance 

constructs in the Department will be more effectively synchronized, consolidated, and integrated.

Figure 4: Shift to Foundational Enterprise Capabilities and Services
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Benefits of this shift will include:

• Increased speed and reduced duplication of effort – increasing IT return on investment (ROI) 

• Consistent, standardized enterprise IT architectures – supporting faster fielding of new 

capabilities, interoperability, usability, and improved cybersecurity risk exposure

• Increased budget transparency for DoD IT expenditures

• Convergence of Component network infrastructure – reducing complexity and cost

• Eliminates fielding of unnecessary capabilities and services – reducing program overhead

• Enterprise acquisition/licensing discounts – reducing infrastructure and application licenses

The future DoD digital environment will provide seamless, agile, resilient, transparent and

secure infrastructure and services that advance DoD information superiority and simplify

information sharing with mission partners. In accomplishing this, the future environment will 

leverage a number of innovative technologies, described in Section 3 and Appendix A, that 

promise to provide increased effectiveness, efficiency, and security. 

2.2 Goals, Objectives, and Strategy Elements

This strategy outlines the way forward to a more secure, effective, and efficient DoD 

digital environment. Figure 5 below provides an overview of the goals and objectives.

Figure 5: DoD Digital Modernization Strategy Goals and Objectives
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Goal 1: Innovate for Competitive Advantage

Description: Innovation is a key element of future readiness. It is essential to preserving and 

expanding US military competitive advantage in the face of near-peer competition and 

asymmetric threats. A theme running through the National Defense Strategy—and subordinate 

strategies like the Artificial Intelligence Strategy—is that preserving and expanding our military 

advantage depends on our ability to deliver technology faster than our adversaries and the agility 

of our enterprise to adapt our way of fighting to the potential advantages of innovative 

technology. The Department will evaluate opportunities for innovation, pursuing those deemed 

most suitable to address military problems and including those likely to deliver leap-ahead 

capabilities. 

Cloud and cognitive computing will significantly alter warfighting and defense business

operations. Recognizing this, the Department established the Joint Artificial Intelligence Center 

(JAIC) to accelerate delivery of AI-enabled capabilities and is partnering with industry to 

securely deliver commercial cloud capabilities in alignment with mission requirements. 

Modernization of warfighter support systems will enable improved command and control (C2), 

information sharing, and decision support, through a rich and diverse set of analytic capabilities 

fueled by data from sensors across the DoD Information Network (DODIN). Modernization of 

the Defense Information Systems Network (DISN), a key component of the DODIN, will 

provide critical enhancements necessary to fully realize the benefits from cloud computing, big 

data analytics, mobility, Internet of Things (IoT), increased automation and cognitive 

computing.4 Increased availability and use of secure, mobile, wireless platforms across the 

Department will increase Joint Force maneuver, accuracy, and information advantage. 

Additionally, DoD will improve the efficiency and effectiveness of healthcare, logistics and 

other warfighting support functions. Enhanced delivery and protection of Positioning, Navigation 

and Timing (PNT), and development of a resilient, secure, and adaptive tactical IT infrastructure,

will improve the Joint Force’s ability to operate in denied, degraded, contested, congested, and 

operationally limited environments.

Central to many of these areas for innovation is software, which was highlighted in Sections 872-

875 of the National Defense Authorization Act (NDAA) for FY2018 and the DoD 2018 Digital 

Engineering Strategy. Effectively managing the cost and speed of integration for software 

 4 For information on the relationship between the DISN and the DODIN, please see Appendix B in the document 

entitled Achieving the Joint Information Environment Vision, released in August 2017. The JIE portal is the 

repository for this document (https://intelshare.intelink.gov/sites/dodjie). 

Note: Each DoD CIO goal is presented with the following component parts:

• A Description of the goal, including what it encompasses

• The Mission Impact on the Department resulting from achievement of the objectives for that goal

• Each Objective has a Description that provides a rationale for the work and describes what the objective will 

accomplish 

• Each objective is further decomposed into the Strategy Elements that describe the specific, focused initiatives needed 

to accomplish that particular objective
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delivery across the DoD is critical. Additionally, continued innovation in automating the 

software lifecycle beyond the current state of the practice will be required.

Mission Impact: This goal contributes to building a more lethal Joint Force (NDBOP Goal #1)

by preserving and expanding competitive advantage. Additionally, it enables the strengthening of 

alliances and new partnerships (NDBOP Goal #2) by delivering dramatically improved 

collaboration capabilities. Transforming networks, system architectures, data management, 

electromagnetic spectrum operations, and enterprise service delivery also strengthen resilience, 

increase performance, and enable the Department to respond with greater speed and agility.

Objective 1: Establish the Joint Artificial Intelligence Center (JAIC) to Accelerate 

Adoption and Integration of AI-Enabled Capabilities to Achieve Mission Impact at Scale

Objective Description: The commercial sector is in the midst of a revolution in AI that is 

reshaping business and society. The 2018 NDS highlights that AI “will change society and, 

ultimately, the character of war.” The JAIC will accelerate DoD’s adoption and integration of AI 

capabilities at speed and scale. It will operationalize AI capabilities by overcoming policy, 

technical, and financial roadblocks that prevent enterprise-level deployment, and by leveraging 

the capabilities established through DISN modernization (as described in Goal 1, Objective 8). 

The JAIC will collaborate with DoD Components (e.g. OUSD(R&E), OUSD(I), MILDEPS, 

Combatant Commands) to synchronize DoD-wide AI activities to enhance operational 

effectiveness and lethality, and increase efficiency of back-office business functions.

Strategy Elements: 

• Strategy Element #1: Stand Up the JAIC and Initiate Operations

• Strategy Element #2: Establish Partnerships with Industry, Academia, and Partner 

Nations to Ensure State-of-the-Art AI Capabilities

• Strategy Element #3: Develop and Sustain the Enterprise Infrastructure Technology Stack 

that Enables AI Capability Deployment at Speed and Scale (JAIC Common Foundation)

• Strategy Element #4: Lead DoD in AI Planning, Policy, Oversight, Ethics, and Safety

• Strategy Element #5: Deliver AI-Enabled Capabilities to Address Key Missions (National 

Mission Initiatives, Component Mission Initiatives, and Smart Automation Initiatives)

• Strategy Element #6: Assure /Certify the AI Algorithms, Data, and Models Developed for 

JAIC Implementations

Objective 2: Deliver a DoD Enterprise Cloud Environment to Leverage Commercial 

Innovation

Objective Description: The advent of commercial cloud capabilities is changing the way DoD 

develops, delivers, deploys, and ultimately, buys applications, systems, and services. Cloud is the 

foundation upon which DoD will build and scale more effective cybersecurity, advanced 

analytical capabilities, better command and control, and future enabling technologies. This 

foundation will enable the Department to organize massive amounts of data and support rapid 
DoD Digital Modernization Strategy 6/5/2019 Page 16

access to information for improved decision-making, preserving and extending our military 

advantage. To better take advantage of this information, the optimized enterprise cloud 

environment will also provide a platform for advanced capabilities such as machine learning 

(ML) and AI that are necessary to increase decision-making quality, speed, and lethality. DoD 

will partner with industry to securely deliver commercial cloud capabilities in alignment with 

mission requirements and will manage these capabilities across the enterprise, to include the 

tactical edge (e.g., Denied, Degraded, Intermittent or Limited-bandwidth (D-DIL) 

environments), for improved effectiveness and efficiency. DoD CIO will collaborate with DoD 

Components (e.g., OUSD(R&E), MILDEPS, Combatant Commands) to support achievement of 

this objective.

Strategy Elements: 

• Strategy Element #1: Deliver a General-Purpose Enterprise Cloud for Compute and Store 

Capabilities (i.e., Joint Enterprise Defense Infrastructure (JEDI)) 

• Strategy Element #2: Identify Common Niche Capabilities to Inform the Creation of Fit 

for Purpose (F2P) Cloud Environments 

• Strategy Element #3: Provide a DoD On Premise Cloud Environment 

• Strategy Element #4: Establish an Enterprise Cloud Office to Enable Rapid Acquisition, 

Deployment, and Migration to Cloud Capabilities

• Strategy Element #5: Manage the DoD Portfolio of Cloud Capabilities

• Strategy Element #6: Develop Policy and Guidance to Modernize Application 

Development (e.g., Lean-Agile Practices)

• Strategy Element #7: Develop and Deploy a DevSecOps Environment that Enables 

Application Development and Accreditation at Speed and Scale Integrated with 

Defensive Cyberspace Operations

• Strategy Element #8: Develop Policy and Guidance on the Effective Application of 

DevSecOps Principles 

• Strategy Element #9: Enable Resilient Operation of DoD Functions on Commercial 

Cloud Infrastructure

Objective 3: Modernize Warfighter Command, Control, Communications, and Computer

(C4) Infrastructure and Systems

Objective Description: Guide DoD investment to modernize Joint/Allied/Coalition C4 

capabilities that support and enable the Joint warfighter. In collaboration with DoD Components 

(e.g., OUSD(R&E), MILDEPS, Combatant Commands), outline the way ahead for future 

development, implementation, fielding, and sustainment of strategic and tactical C2 and 

communications systems. Ensure that solutions are operationally effective in D-DIL 

circumstances.
DoD Digital Modernization Strategy 6/5/2019 Page 17

Strategy Elements:

• Strategy Element #1: Produce C4 Strategies, Roadmaps, Plans, and Architectures

• Strategy Element #2: Update and Publish Required Tactical Communications Policies

• Strategy Element #3: Synchronize Enterprise C4 Capabilities through Effective 

Governance

• Strategy Element #4: Modernize Tactical Radios and DoD Tactical Waveform 

Capabilities

• Strategy Element #5: Develop and Maintain the Enterprise Architecture for DoD Public 

Safety Communications

• Strategy Element #6: Implement DoD Global Enterprise Mass Warning & Notification 

(EMWN) Capabilities

• Strategy Element #7: Modernize the Global Command and Control System - Joint 

(GCCS-J) 

• Strategy Element #8: Modernize DoD Satellite Communications Management and 

Control

• Strategy Element #9: Execute the Satellite Communications (SATCOM) Modernization 

Activities Driven by the Protected Satellite Communications Services (PSCS) Analysis of 

Alternatives (AoA), the Wideband Communications Services (WCS) AoA, and the 

Impending Narrowband Satellite Communications AoA

• Strategy Element #10: Formalize and Implement the Enterprise SATCOM Management 

and Control Reference Architecture

Objective 4: Treat Data as a Strategic Asset

Objective Description: The full benefits of decision-making, information sharing, cloud 

migration, AI, and other DoD objectives stated in this strategy are dependent upon DoD’s data 

being visible, accessible, understandable, trusted, and interoperable as prescribed by DoD 

Instruction (DoDI) 8320.07. Data owners and their communities of interest (e.g., financial, 

logistics, healthcare, human resources, cybersecurity, records management) are responsible for 

much of the necessary work. However, essential infrastructure (e.g., IT services registry, meta 

data registry, authoritative data source registry) and defined, standardized data tags or labels do 

not currently exist. Additionally, the Department has no enterprise search capability to enable 

discovery of critical DoD data across its network security domains.

DoD CIO is collaborating with the DoD CMO and Joint Staff on initiatives to support this 

objective. Joint Staff is driving development of data standards supporting interoperability. 

Separately, the FY2018 NDAA established a comprehensive and detailed set of Congressional 

expectations for the DoD CMO with respect to the treatment of data, summarized as follows: 

1) Establish policy and governance for Common Enterprise Data related to business operations 

and management; 2) Conduct pilot programs to extract this data from relevant systems; 

3) Analyze that data to generate insights that answer critical operational and business questions; 
DoD Digital Modernization Strategy 6/5/2019 Page 18

4) Evolve the pilots into a Data Management and Analytics Shared Service; and 5) Develop an 

Implementation Plan. The DoD CMO outlined its approach to Congress in December 2018. 

Strategy Elements: 

• Strategy Element #1: Define a Minimum Essential Set of Enterprise Data Tags that 

Enable the Tenets of DoDI 8320.07

• Strategy Element #2: Invest In and Maintain the Infrastructure Required to Make DoD’s 

Data Visible, Accessible, Understandable, Trusted, and Interoperable

Objective 5: Strengthen Collaboration, International Partnerships, and Allied 

Interoperability

Objective Description: Coordinate efforts across the DoD, North Atlantic Treaty Organization 

(NATO), Allies, and other international partners to advance warfighting interoperability and 

coalition operations. Deepen C4 capability and information sharing. Maximize communications,

export/sales, and other Security Cooperation activities with allied partner nations.

The Mission Partner Environment (MPE) enables the DoD to collaborate, share information, and 

conduct operations with mission partners. MPE connects DoD with the whole of U.S. 

government, Federal, State, local, and tribal government entities, allies, non-governmental 

organizations, treaty and private sector organizations, and territorial mission partners on a global 

scale, and supports the full range of military operations, including humanitarian assistance and 

disaster relief. All Combatant Commands (CCMD) require network interoperability with mission 

partners to optimize cooperation with a multi-national force. MPE will enable rapid formation of 

Communities of Interest (COIs) through all phases of military operations and for training and 

exercises. MPE will provide mission partners access to a set of core services and operational 

tools for modernized mission execution.

Strategy Elements:

• Strategy Element #1: Develop Military Satellite Communications (MILSATCOM)

Services, Infrastructure, and Standards with International Partners

• Strategy Element #2: Improve Tactical Communications Waveform Export Processes and 

Develop a Standardized Method to Address CCMD Connection Requests between US 

and Allied/Coalition Systems

• Strategy Element #3: Advance Civil Emergency Communications Planning with DoD, 

NATO, Allies, and Other International Partners 

• Strategy Element #4: Ensure End-to-End Identity, Credential, and Access Management 

(ICAM) Interoperability with Key Interagency and International Partners at Appropriate 

Assurance Levels for the Information Being Shared

• Strategy Element #5: Develop Flexible and Robust Secure Cryptographic Products for 

Seamless Secure Foreign Partner Interoperability

• Strategy Element #6: Streamline Release Processes and Decision-making to Advance 

U.S. Security Cooperation 
DoD Digital Modernization Strategy 6/5/2019 Page 19

• Strategy Element #7: Implement the MPE Requirements and Portfolio Management 

Processes

• Strategy Element #8: Rationalize Coalition C2 and Intelligence Information Sharing 

Capabilities

• Strategy Element #9: Deliver the DoD MPE Capability and Services

Objective 6: Ensure National Leadership Command Capabilities (NLCC) Assured 

Connectivity

Objective Description: The NLCC will provide diverse, accurate, integrated, survivable, secure, 

and timely assured communication pathways that allow national leadership to execute national 

and military command responsibilities. 

Strategy Elements:

• Strategy Element #1: Evaluate Current Conferencing Capability and If Required, 

Develop a Methodology that Improves Secure, Survivable Conferencing

• Strategy Element #2: Enhance Current Data Collection and Display Processes to Provide 

Senior Leadership-Quality Decision-Making Information

• Strategy Element #3: Develop a Process that Delivers a Classified, Secure, and Mobile 

Solution that Meets Senior Leadership Requirements

• Strategy Element #4: Enhance the Security of the Supply Chain for Continuity of 

Operations, Continuity of Government, and Senior Leader Command, Control, and 

Communications System (SLC3S) Communications Programs

Objective 7: Enhance the Delivery and Protection of Positioning, Navigation, and Timing 

(PNT)

Objective Description: Ensure positioning, navigation, and timing (PNT) availability and 

access. Precision strike, navigation, and network synchronization are dependent on the accuracy 

and dissemination of PNT signals predominantly provided at the present time by the Global 

Positioning System (GPS) and terrestrial atomic clocks. Improving the capability of the Joint 

Force (and Allies as appropriate) to operate in a GPS-denied or GPS-degraded environment 

requires a two-pronged effort: 1) decrease reliance on GPS-centric solutions by using Modular 

Open Systems Approaches (MOSA) to incorporate promising alternative/complementary PNT 

capabilities into Joint Force PNT devices; and 2) As improvements become operationally 

available, increase military GPS resilience by incorporating modernized GPS satellite, control, 

and user equipment capabilities. The strategy elements within this objective support all three 

Department strategic goals: Increase Lethality, Develop Alliances, and Reform Business 

Practices. 
DoD Digital Modernization Strategy 6/5/2019 Page 20

Strategy Elements:

• Strategy Element #1: Pursue DoD Implementation of a Modular Open Systems 

Approaches and Collaborative Modeling and Simulation (M&S) Approach for PNT 

Capabilities

• Strategy Element #2: Develop and Publish the DoD PNT Science and Technology (S&T)

Roadmap in Coordination with the Under Secretary of Defense for Research and

Engineering (USD(R&E))

• Strategy Element #3: Track and Assist in Modifying Plans for Military GPS User 

Equipment (MGUE) Development and Production 

• Strategy Element #4: Field Modernized PNT Capabilities with the Air Force and Our 

International Allies

• Strategy Element #5: Develop Navigation Warfare (NAVWAR) Partnerships with 

Closely Allied Nations

• Strategy Element #6: Evaluate and Demonstrate Complementary PNT Capabilities to 

Support Domestic Critical Infrastructure in Cooperation with Civilian Agencies 

(Department of Transportation (DOT) and Department of Homeland Security (DHS))

• Strategy Element #7: Exercise the DoD PNT Enterprise Oversight Council, Executive 

Management Board, and Supporting Working Groups, To Ensure the DoD PNT 

Enterprise Provides a Military PNT Advantage to the Warfighter

• Strategy Element #8: Develop New (and Maintain Existing) DoD Issuances to Facilitate 

Policy Implementation and Ensure DoD Component Compliance for the DoD PNT 

Enterprise

• Strategy Element #9: Continue to Institutionalize the PNT Data Repository Data 

Collection Process

Objective 8: Modernize Defense Information Systems Network (DISN) Transport 

Infrastructure

Objective Description: The promised benefits from cloud computing, big data analytics, 

mobility, IoT, increased automation, and cognitive computing can only be fully realized with a 

suitable network. Modernization of the DISN is necessary to improve performance, capability, 

capacity, agility, and security, while reducing cost and complexity. Greatly enhanced bandwidth 

capacity and increased network resiliency support use of DoD-wide services and consolidation of 

critical IT systems, applications, and services from local installations to core data centers and the 

DoD enterprise cloud environment. Convergence on Everything over Internet Protocol (EoIP)

and demand for information services, such as streaming video and real-time collaboration 

capabilities, are further driving transport infrastructure bandwidth capacity and Quality of 

Service requirements. Modernization initiatives underway will drastically reduce the number of 

network connections needed at any given Base/Post/Camp/Station (B/P/C/S) by consolidating to 

an all-IP infrastructure sharing a common network connection that can be virtualized for specific 

mission needs and cybersecurity protection. Significant efficiencies will be gained by migrating 
DoD Digital Modernization Strategy 6/5/2019 Page 21

to a standardized set of protocols and network connection types, requiring fewer hardware types 

to operate, maintain, and refresh. The Joint Regional Security Stack (JRSS) improves mid-point 

network security, reduces attack surface, and improves situational awareness. Furthermore, it

provides failover, diversity, mitigation, and resilient cybersecurity capabilities as a means to 

assure timely delivery of critical information to warfighters around the globe.

Strategy Elements:

• Strategy Element #1: Upgrade Optical Transport 

• Strategy Element #2: Enhance Mid-Point Security by Implementing JRSS and Joint 

Management System (JMS)

• Strategy Element #3: Build Out Multi-Protocol Label Switching (MPLS) Router Network 

with Quality of Service and Performance Monitoring

• Strategy Element #4: Implement Software Defined Networking (SDN)

• Strategy Element #5: Eliminate Asynchronous Transfer Mode (ATM) and Low Speed 

Time Division Multiplexed (TDM) Circuits

• Strategy Element #6: Implement Internet Protocol version 6 (IPv6)

Objective 9: Modernize and Optimize DoD Component Networks and Services

Objective Description: In order to achieve a modernized and effective force, the Department 

needs to consolidate and streamline capability delivery to support an evolving mission 

environment. The Department requires a secure, consistent, and cost efficient network to conduct 

operations and business functions. Modernization of the DoD IT infrastructure requires a focus 

on network and service optimization that converges DoD networks, Service Desks, and 

Network/Service Operation Centers into a consolidated, secure, and effective environment 

capable of addressing current and future mission objectives. Standardizing and modernizing the 

IT infrastructure and services eliminates unnecessary systems and allows the Department to 

focus finite resources across fewer areas, ultimately shrinking the Department's threat surface in 

cyberspace. Additionally, this convergence should yield reduced facility utilization. The initial 

phase of this effort includes Fourth Estate organizations, with the objective to reduce the number 

of networking environments, move to a single service provider, and size the number of Network 

Operations Centers/Security Operations Centers (NOCs/SOCs) for greatest efficiency and 

effectiveness.

Strategy Elements:

• Strategy Element #1: Consolidate and Optimize Fourth Estate Networks

• Strategy Element #2: Consolidate the Number of Fourth Estate Service Desks into a 

Single Service Support Environment

• Strategy Element #3: Consolidate and Optimize the Fourth Estate Network Operation 

Centers/Security Operations Centers (NOCs/SOCs)

• Strategy Element #4: Establish Best Practices for Component Use of Commercial Service 

Providers in Their Optimization and Modernization Efforts 
DoD Digital Modernization Strategy 6/5/2019 Page 22

Objective 10: Provide End-to-End Airborne Intelligence, Surveillance, and Reconnaissance 

(AISR) Data Transport (DT)

Objective Description: Develop programmed capabilities and non-material processes to provide 

end-to-end AISR DT capabilities to globally dispersed strategic, operational, and tactical 

consumers (DoD and mission partners) at the time, place, quantity, and quality they require. 

AISR DT capabilities are defined as the signal transmission systems and processes required to 

move data from airborne platforms to required data consumers at the point of need. In support of 

Joint Requirements Oversight Council (JROC) tasking,

5 DoD has established an AISR DT 

executive steering function and a joint Integration Task Force to provide direction for 

development of AISR transport capabilities and processes throughout the systems development 

lifecycle. 

Strategy Elements:

• Strategy Element #1: Establish Capabilities to Support Ingest, Accumulation, and Global 

Delivery of AISR Data from Multiple Platforms/Sources 

• Strategy Element #2: Build Tactical Relays for Sensor Platform Connectivity to Local 

Users and the DISN

• Strategy Element #3: Provide Global Satellite Gateways for Direct Beyond Line of Sight 

(BLOS) Connectivity Between AISR Platforms and the DISN 

• Strategy Element #4: Establish Network Operations to Support End-to-End Situational 

Awareness and Proactive Network Management

• Strategy Element #5: Provide Direction for Future Platform Transport Capabilities 

Objective 11: Improve Information Sharing to Mobile Users 

Objective Description: The ongoing evolution of computing technology to mobile devices 

offers unprecedented opportunities to advance the operational effectiveness of the DoD. Through 

faster access to information and computing power from any location, field units will be able to 

maneuver in unfamiliar environments with real-time mapping and data overlay capabilities; 

friendly forces will be identified with greater accuracy; engineers and technicians will have 

streamlined identification and ordering of mechanical parts; and military healthcare providers 

will be able to better diagnose injuries and remotely access lab results while away from hospital 

premises. Additionally, by enabling real-time access to important management and productivity 

tools (e.g., e-mail, collaboration), warfighter support functions will be able to more effectively 

manage the business of the DoD. The end result of enhanced enterprise mobility will be:

• Increased availability and use of secure, mobile, wireless platforms across the 

Department—including within D-DIL circumstances

 5 18 Apr 2017 JROCM 034-17; also see 7 Apr 2017 JROCM 028-17. The Knowledge Management Decision 

Support (KMDS) portal is the repository for JROC documents.
DoD Digital Modernization Strategy 6/5/2019 Page 23

• Access to multiple classification levels of plug and play using authorized government 

devices with minimal configuration 

Strategy Elements:

• Strategy Element #1: Streamline the Purchasing of Mobile Devices and Services across 

the DoD Enterprise

• Strategy Element #2: Improve Mobile Policies, Processes, and Procedures to Ensure 

Efficient and Effective Portfolio Management

• Strategy Element #3: Expand Use of Derived Credentials for Mobile 

• Strategy Element #4: Develop Applications of Tactical Mobility 

• Strategy Element #5: Establish a Mobile Device Security Architecture and Risk 

Management Approach in Collaboration with Five Eyes (FVEY) Mission Partners

• Strategy Element #6: Establish DoD Way-Ahead, Policy, and Plans for Use of the 

National First Responder Network (FirstNet) in Support of DoD Public Safety 

Communications

• Strategy Element #7: DoD Will Be an Early Adopter of 5G and Develop Applications to 

Leverage 5G Advanced Capabilities

Objective 12: Evolve the DoD to Agile Electromagnetic Spectrum Operations (EMSO)

Objective Description: Develop a resilient, secure, and adaptive tactical IT infrastructure 

capable of operating within a contested, congested, and operationally limited EMS environment 

for Joint EMSO sensing, planning, management, and execution in order to enable U.S.

dominance in all warfighting domains. DoD CIO will collaborate with DoD Components (e.g., 

OUSD(R&E), MILDEPS, Combatant Commands) to support achievement of this objective.

Strategy Elements:

• Strategy Element #1: Establish an EMSO Multi-Tiered Architecture Capable of Sharing 

EMS Data Between All Services and Agencies at All Classification Levels 

• Strategy Element #2: Establish a Resilient, Secure, and Adaptive EMSO IT Network 

Infrastructure 

Objective 13: Drive Standards into DoD IT Systems 

Objective Description: As required by Section 909 of the NDAA for FY2018, the DoD CIO 

will lead development, implementation, and enforcement of an IT, networking, and cybersecurity

standards process for the Department. DoD CIO will collaborate with Department stakeholders, 

such as OUSD(A&S), OUSD(R&E), and Joint Staff, in assessment and revision of the current 

processes, governance, policy, and standards. As part of this process, guidance for leveraging

North Atlantic Treaty Organization (NATO) Standardization Agreements (STANAGs), as well 

as commercial and governmental standards, will be provided. A critical desired outcome of this 

overall effort is increased interoperability. The DoD CIO envisions opportunities for synergy 
DoD Digital Modernization Strategy 6/5/2019 Page 24

between compliance with standards and the Department’s overall digital modernization efforts. 

Strategy Elements: 

• Strategy Element #1: Assess and Identify Gaps in Policy for IT, Networking, Data, and 

Cybersecurity Standards

• Strategy Element #2: Develop Strategy for Addressing Gaps in Processes, Governance, 

Policy, and Standards

• Strategy Element #3: Implement Revised Processes, Governance, Policy, and Standards

• Strategy Element #4: Monitor and Enforce Compliance with Revised Processes, 

Governance, Policy, and Standards

Goal 2: Optimize for Efficiencies and Improved Capability

Description: Delivering IT capabilities with greater efficiency and performance requires the 

Department to reform the way it operates. In particular, the evaluation and implementation of 

suitable industry best current practices and proven technologies must be greatly accelerated, and 

oversight of IT spending must be improved. The objectives in this goal include shifting to an 

enterprise-wide operations and defense model; right-sizing DoD data centers; optimizing office 

productivity and collaboration capabilities, optimizing voice and video capabilities; improving 

purchasing through enterprise agreements; strengthening partnerships with industry; and 

strengthening IT financial management and accountability.

Mission Impact: This goal supports reform of the Department’s business practices (NDBOP 

Goal #3). It accomplishes this through such means as deploying shared and DoD-wide services;

rationalizing DoD applications and systems for migration into core data centers, component 

enterprise data centers, and the DoD enterprise cloud environment; streamlining the technology 

approval process; and strengthening IT financial decision making. 

Objective 1: Shift from Component-Centric to Enterprise-Wide Operations and Defense 

Model

Objective Description: Shifting from Component Centric to Enterprise Network Operations will 

provide the capabilities necessary to enable operations centers—responsible for executing 

DODIN Operations and Defensive Cyber Operations-Internal Defense Measures (DCO-IDM)

activities—to more effectively and efficiently secure, operate, and defend the DODIN. The 

vision is to ensure that DoD military commanders, civilian leadership, warfighters, coalition 

partners, and other authorized non-DoD mission partners have access to information and data 

provided in a secure, reliable, and agile DoD-wide information environment to enable C2 of 

forces performing cyberspace operations. The JIE Management Network enables operations 

centers to securely manage the DODIN and its elements. A fully converged DODIN IT Service 

Management solution is envisioned to support change management, configuration management, 

asset management, knowledge management, and service level management. 
DoD Digital Modernization Strategy 6/5/2019 Page 25

Strategy Elements:

• Strategy Element #1: Enable Global and Regional Operations Centers

• Strategy Element #2: Establish and Implement the JIE Management Network for JRSS

• Strategy Element #3: Converge DODIN IT Service Management (ITSM) Solutions

• Strategy Element #4: Converge DODIN Operation Common Operation Picture (COP) 

Solutions

Objective 2: Optimize DoD Data Centers 

Objective Description: In accordance with Federal guidance,6 DoD is optimizing the 

Department's data center facility footprint and the management and operation of those facilities. 

Ultimately, DoD's Information Enterprise will consist of a streamlined number of data centers 

that effectively and efficiently meet DoD's broad range of missions—from recruiting to 

acquisition management to command and control. As part of the optimization process, 

Installation Processing Nodes must be re-designated as Closing, an Installation Service Node, a 

Special Purpose Processing Node, or a Component Enterprise Data Center. The re-designation 

will be driven by an assessment of the systems and applications (if any) which must remain.

DoD will migrate applications and systems to select data centers; optimize select data centers for 

performance first, then cost; and consolidate data centers where practical.

Strategy Elements:

• Strategy Element #1: Migrate DoD Applications and Systems that Cannot be Hosted in

Commercial Cloud Environments to Enterprise Data Centers

• Strategy Element #2: Optimize Select Data Centers for Performance First, Then Cost 

• Strategy Element #3: Re-designate Installation Processing Nodes in Accordance with the 

Department's Current Data Center Optimization Approach

• Strategy Element #4: Manage the DoD Data Center Inventory for Mission Need

Objective 3: Optimize DoD Office Productivity and Collaboration Capabilities (ECAPS 

Capability Set 1)

Objective Description: DoD's cloud strategy is a main component in the overall efforts to 

modernize the Department's information technology, with the objective of achieving a 

Department-wide enterprise cloud computing ecosystem. As an integral part of that strategy, the 

Defense Enterprise Office Solution (DEOS) will enable the Department to improve 

interoperability and enhance cybersecurity across DoD operational boundaries. DEOS will put 

collaboration and productivity capabilities in the hands of every DoD employee and warfighter 

to more effectively and efficiently accomplish their missions. DEOS will offer an interoperable 

solution for timely and seamless collaboration and information-sharing across operational 

 6 Federal data center optimization policy is available at: https://datacenters.cio.gov/policy/
DoD Digital Modernization Strategy 6/5/2019 Page 26

boundaries and including D-DIL environments. DEOS is the first capability set solution within 

the DoD Enterprise Collaboration and Productivity Services (ECAPS) portfolio.

Strategy Elements:

• Strategy Element #1: Designate DEOS as a DoD Enterprise Service with all DoD 

Components Required to Adopt

• Strategy Element #2: Monitor and Assess All Pilots for Implementation Pitfalls and 

Challenges, including D-DIL; Roll All Lessons Learned from Early Cloud Adopters into 

DEOS

• Strategy Element #3: Field DEOS (including in D-DIL Environments) and Complete 

Migration of All DoD Users

Objective 4: Optimize DoD Voice and Video Capabilities (ECAPS Capability Sets 2 & 3)

Objective Description: Modernizing existing voice and video capabilities is critical for the 

Department to achieve integrated and seamless DoD-wide communication in an effective and 

financially sound way. Existing DoD voice and video services are largely outdated. They include

a mix of obsolete circuit-based switch systems and video technology reliant on non-IP transport 

that is being phased out by commercial carriers. Eliminating these systems and transitioning to 

an integrated IP environment across Components will allow DoD to: 1) Optimize voice and 

video service, and 2) Effectively manage operating costs as commercial carriers escalate 

sustainment costs for remaining non-IP service. The DoD will also close a significant operational 

gap in current 9-1-1 capabilities and enhance force protection with the implementation of the 

Next-Generation 9-1-1 (NG911) national standard. Once implemented, that standard will operate 

on IP-enabled emergency networks—allowing constituents on DoD installations to make a 9-1-1 

“call” from any communication device in any mode (e.g., voice, text, or video)—and provide

interoperability with civilian mission partners.

Strategy Elements:

• Strategy Element #1: Define and Deploy an Optimized Enterprise Voice and Video 

Solution across the Department (e.g., ECAPS Capability Sets 2 and 3)

• Strategy Element #2: Define and Deploy an Optimized DoD C2 Voice Solution

• Strategy Element #3: Eliminate DoD’s Legacy Analog Phone Switch Infrastructure

• Strategy Element #4: Establish DoD Way-Ahead, Policy, and Plans for Employment of 

Next Generation 9-1-1 (NG911)

Objective 5: Improve IT Category Management

Objective Description: Category management is an approach the Federal Government is 

applying to eliminate redundancies, increase efficiency, and deliver savings from acquisition 

programs. DoD is aligning its IT Category Management with the Federal IT Category 

Management efforts by pursuing strategic sourcing (e.g., enterprise license agreements (ELA)) 

for the acquisition of commercial IT software, hardware, services, and telecommunications. 
DoD Digital Modernization Strategy 6/5/2019 Page 27

DoD’s IT Category Management is designed to save time and money by leveraging commercial 

IT requirements across DoD Components to negotiate more favorable terms in purchasing 

agreements and maximize discounts through enterprise volume purchasing solutions.

The result of IT Category Management will be:

• Decreased procurement overhead costs by reducing the number of duplicative 

commercial IT purchasing vehicles

• Reduced procurement costs by consolidating orders for common commercial IT

• Lower unit costs for common commercial IT goods and services by maximizing 

discounts through enterprise purchasing solutions

• Reduced costs of procuring and maintaining underutilized IT assets by improving asset 

visibility to reduce excess inventories

• Improved IT contract and license terms and conditions by using a qualified IT acquisition 

workforce to align enterprise agreements with DoD requirements

• Utilization of enterprise acquisition vehicles that enable the DoD to leverage economies 

of scale

• Improved product support services by including terms for minimum service levels for 

applicable commercial support services in enterprise agreements

Strategy Elements:

• Strategy Element #1: Continue to Establish ELAs for IT Software, Hardware, Services, 

and Telecommunications 

• Strategy Element #2: Expand ELAs to Address Other IT Categories (e.g., IT Security) 

Based on OMB Guidance 

• Strategy Element #3: Establish DoD Category Management Policy

• Strategy Element #4: Implement DoD IT Asset Management

Objective 6: Improve Rapid Technology Deployment Processes

Objective Description: One persistent challenge for DoD has been that acquisition processes 

have kept the Department from being able to adopt new technology in a timely manner. DoD 

will bring new technology in house much faster through three approaches: streamlining the 

technology approval process, leveraging innovative technology development practices such as 

Digital Engineering, and leveraging approved processes such as Other Transactional Agreements 

(OTAs). All of these approaches will enable the Department to reap the benefits of greater 

efficiency and security.

Strategy Elements:

• Strategy Element #1: Streamline the Technology Approval Process

• Strategy Element #2: Leverage the Power and Agility of Other Transactional Agreements 

(OTAs)
DoD Digital Modernization Strategy 6/5/2019 Page 28

Objective 7: Strengthen IT Financial Management Decision Making and Accountability

Objective Description: The Component Financial Improvement Plans (FIPs), when summarized 

collectively, compose the Department's Financial Improvement and Audit Readiness (FIAR)

Plan. The DoD Components' FIPs are prepared and executed in accordance with FIAR Guidance 

issued by the Office of the Under Secretary of Defense (Comptroller) (OUSD(C)). The FIAR 

Guidance provides the strategy and standard methodology, as well as the step-by-step approach 

for discovery and evaluation; documenting, testing, and strengthening controls; and achieving an 

audit ready systems environment. 

Existing and future systems will need to satisfy joint general and application level control 

requirements identified in the FIAR Guidance and the Federal Information System Controls 

Audit Manual (FISCAM). In addition, Departmental investments made in Internal Use Software, 

purchased (Commercial Off the Shelf (COTS)) or internally developed, must be accounted for in 

a manner that addresses financial statement auditability requirements. 

To strengthen IT financial management and oversight, the FY2018 NDAA requires the DoD CIO 

to review each military department’s and each Defense Agency’s proposed budget against the 

responsibilities outlined in Title 10 USC 142(b) paragraph (1) and submit to the Secretary of 

Defense a report containing the comments of the CIO with respect to all such proposed budgets, 

together with the certification of the CIO regarding whether each proposed budget is adequate.

Strategy Elements:

• Strategy Element #1: Support Audit Readiness for Financial and Mixed Systems that 

Impact Financial Reporting

• Strategy Element #2: Improve Accountability and Auditability for Internal Use Software 

Investments

• Strategy Element #3: Implement FY2018 NDAA Requirements Regarding Oversight and 

Certification of Component IT Budgets

Goal 3: Evolve Cybersecurity for an Agile and Resilient Defense Posture

Goal Description: The scope, pace, and sophistication of malicious cyberspace activity 

continues to rise globally. Growing dependence on the cyberspace domain for nearly every 

essential civilian and military function makes this an urgent issue that must be addressed. DoD 

overmatch in conventional and strategic weaponry may be overcome through sophisticated 

attacks within cyberspace, supply chain exploitation across the acquisition and sustainment 

lifecycle, and intelligence operations targeting insiders with access. The Department must adopt 

a “Cyber First, Cyber Always”7 mindset and be prepared to defend DoD systems in a contested 

cyberspace. Every network, system, application and enterprise service must be secure by design, 

with cybersecurity managed throughout the acquisition lifecycle. The Department will maintain 

 7 This phrase was used by the DoD CIO in his speech at the Billington Cybersecurity Summit on 6 September 2018.
DoD Digital Modernization Strategy 6/5/2019 Page 29

system confidentiality, integrity, and availability by defending against avenues of attack used by 

sophisticated adversaries.

Mission Impact: This goal secures the information technologies and data that enable the Joint 

Force to gain information advantage, strike at long distance, and exercise global command and 

control. It supports all three NDBOP goals (Increase Lethality, Strengthen Alliances, Reform

Business Practices) and the cybersecurity-focused objectives of the DoD Cyber Strategy. It 

achieves efficiencies by reforming the DoD Risk Management Framework; delivers capabilities 

to preserve the US military competitive advantage and assure mission completion; and 

strengthens collaboration with interagency, international and industry partners. 

Objective 1: Transform the DoD Cybersecurity Architecture to Increase Agility and 

Strengthen Resilience 

Objective Description: The Department’s approach to cybersecurity is documented in the DoD 

Cybersecurity Reference Architecture (CSRA), which guides and constrains how network 

boundaries, mobile and fixed end points, and data are protected. The DoD CSRA is developed in 

collaboration with DoD Component stakeholders (e.g., OUSD(R&E), DISA, NSA, MILDEPS, 

Combatant Commands). It reflects key cybersecurity principles: isolation, containment, 

redundancy, layers of defense, least privilege, situational awareness, and physical/logical 

segmentation of networks, services, and applications. The resulting protections contribute to a 

resilient defense posture and achievement of three cybersecurity objectives:

• The DODIN—to include the data on the network—is defended as a virtual single 

information environment through the use of common processes and capabilities.

• Cyberspace-defenses sense and respond to external and internal threats and take 

appropriate remediation. mitigation. and restoration actions. 

• Command and control of forces that operate on the DODIN is supported by shared 

cybersecurity situational awareness of the network as a whole. IT security findings are 

shared and reused throughout the Department to the greatest extent practical.

Strategy Elements:

• Strategy Element #1: Improve Endpoint Security and Continuous Monitoring

• Strategy Element #2: Enhance Enterprise Perimeter Protection Capabilities

• Strategy Element #3: Establish Enterprise Comply-to-Connect Capability

• Strategy Element #4: Deploy Insider Threat Detection Capabilities

• Strategy Element #5: Strengthen Data Center Security

• Strategy Element #6: Standardize on Windows 10 Secure Host Baseline (SHB)

• Strategy Element #7: Implement Automated Patch Management 

• Strategy Element #8: Enhance Cybersecurity Situational Awareness through Big Data 

Analytics

• Strategy Element #9: Modernize the Cryptographic Inventory and Supporting 

Infrastructure
DoD Digital Modernization Strategy 6/5/2019 Page 30

• Strategy Element #10: Incorporate Cloud-Native Capabilities into Defensive Cyberspace 

Operations 

Objective 2: Deploy an End-to-End Identity, Credential, and Access Management (ICAM) 

Infrastructure

Objective Description: DoD must promote implementation of enterprise ICAM to support rapid 

access to mission information, strengthen responsible information sharing and attribution with 

allies and partners, and support greater effectiveness and efficiency through mobile adoption and 

migration to the cloud. ICAM encompasses the full range of activities related to creation of 

digital identities and maintenance of associated attributes, credential issuance for person/nonperson entities, authentication using the credentials, and making access management control 

decisions based on authenticated identities and associated attributes. ICAM creates a secure and 

trusted environment where any user can access all authorized resources (including applications 

and data) to have a successful mission, while also letting DoD know who is on the network at 

any given time. Among its benefits, ICAM also supports correction of weaknesses reported in 

the notification of findings and recommendations (NFR) from the 2018 defense-wide financial 

audit. 

Strategy Elements:

• Strategy Element #1: Expand Public Key Enablement Capabilities to Support ICAM

• Strategy Element #2: Implement Automated Account Provisioning

• Strategy Element #3: Implement Support for Approved Multi-Factor Authentication 

Capabilities

• Strategy Element #4: Enhance Enterprise Identity Attribute Service (EIAS)

• Strategy Element #5: Expand the Use of Derived Credentials

• Strategy Element #6: Implement a Data Centric Approach to Collect, Verify, Maintain, 

and Share Identity and Other Attributes

• Strategy Element #7: Improve and Enable Authentication to DoD Networks and 

Resources through Common Standards, Shared Services, and Federation

• Strategy Element #8: Deploy Shared Services Promoting the Implementation of 

Enterprise ICAM

• Strategy Element #9: Enable Consistent Monitoring and Logging to Support Identity 

Analytics for Detecting Insider Threats and External Attacks

• Strategy Element #10: Enhance the Governance Structure Promoting the Development 

and Adoption of Enterprise ICAM Solutions

• Strategy Element #11: Create DoD Policies and Standards Clearly Defining 

Requirements for Identification, Credentialing, Authentication, and Authorization 

Lifecycle Management
DoD Digital Modernization Strategy 6/5/2019 Page 31

Objective 3: Protect Sensitive DoD Information and Critical Programs and Technologies 

on Defense Industrial Base (DIB) Unclassified Networks and Information Systems 

Objective Description: DoD relies on the Defense Industrial Base to develop advanced 

technologies and warfighting capabilities. Adversaries exploit DIB unclassified internal networks 

and information systems, stealing sensitive information in order to kill, counter, or clone DoD’s 

warfighting capabilities before they are delivered to DoD. To improve the safeguarding of this 

information, DoD CIO, OUSD(A&S), OUSD(R&E), the Principal Cyber Advisor, and other 

stakeholders are collaborating on a multipronged approach that incorporates voluntary 

cyberspace threat information sharing, mandatory cybersecurity standards for defense contractor 

unclassified internal information systems and networks, and cybersecurity reporting of incidents 

that affect DoD controlled unclassified information on defense contractor unclassified internal 

information systems and networks.

DoD CIO is a key stakeholder in the implementation of the Defense Federal Acquisition 

Regulation Supplement (DFARS) 252.204-7012, “Safeguarding Covered Defense Information 

and Cyber Incident Reporting” requiring industry to implement adequate security for their 

information systems that process DoD controlled unclassified information, including at a 

minimum the security requirements in National Institute of Standards and Technology (NIST) 

Special Publication (SP) 800-171, Protecting Controlled Unclassified Information in Nonfederal 

Systems and Organizations. 

DoD CIO also oversees the DIB Cybersecurity (CS) Program. The DIB CS Program is DoD’s 

public-private cybersecurity threat collaboration partnership through which classified and 

unclassified cybersecurity threat information is shared with DIB participants. The DoD Cyber 

Crime Center (DC3) is the operational focal point for the program, analyzing cybersecurity

threats, developing a common operational threat picture, and sharing mitigations with industry, 

DoD, and interagency partners. DC3 is also the designated single DoD focal point for receiving 

all cybersecurity incident reporting affecting unclassified networks of DoD contractors from 

industry and other government agencies. 

OUSD(A&S) is utilizing pathfinders to assure DIB cybersecurity requirements and expand 

cybersecurity threat information sharing to non-cleared defense contractors. These pathfinders 

will examine (1) a standard cybersecurity maturity model certification for DIB companies, 

(2) external cybersecurity validation of DIB companies with on-premise Controlled Unclassified 

Information (CUI) data through commercial 3rd party companies, and (3) internal cybersecurity 

validation of DIB company volunteers with off-premise CUI data in commercial clouds through 

FFRDC and UARC partners.
DoD Digital Modernization Strategy 6/5/2019 Page 32

Strategy Elements:

• Strategy Element #1: Support Development of Consistent Procedures to Assess 

Contractor Compliance with Cybersecurity Requirements 

• Strategy Element #2: Support Efforts to Update NIST SP 800-171 to Address Advanced 

Persistent Threats 

• Strategy Element #3: Increase Participation in the DIB Cybersecurity Program

• Strategy Element #4: Expand Cybersecurity Threat Information Sharing to Non-Cleared 

Defense Contractors

• Strategy Element #5: Plan and Execute DIB Cybersecurity Pathfinders

Objective 4: Reform DoD Cybersecurity Risk Management Policies and Practices

Objective Description: DoD will reform its cybersecurity risk management policies and 

practices to be more effective, yet responsive to the needs of the warfighter. DoD’s risk 

management approach requires prioritizing critical systems and assets; identifying and mapping 

mission risks; and tailoring cybersecurity implementation to mission dependencies. Furthermore, 

increasing dependence on commercial technologies and services (e.g. commodity IT, Industrial 

Control Systems, cloud services), coupled with the interdependent nature of cyberspace, requires 

more robust engagement to increase international cooperation, pro-actively shape standards, 

expand the use of software and hardware assurance methods, and address global supply chain 

risks. Finally, the DoD Risk Management Framework process will be reformed to improve 

effectiveness and efficiency, while ensuring it does not unnecessarily hinder the development 

and deployment of systems supporting the warfighter.

Strategy Elements:

• Strategy Element #1: Advance Risk Management Framework Reform to Ensure it is 

More Efficient and Adaptable

• Strategy Element #2: Ensure Cybersecurity Risks are Planned for and Managed 

Throughout the Acquisition Lifecycle

• Strategy Element #3: Enhance Processes to Address Enterprise-Wide Supply Chain Risks

• Strategy Element #4: Strengthen the DoD Cybersecurity Portfolio Management Process

• Strategy Element #5: Expand the Use of Proven Software and Hardware Assurance 

Methods 

• Strategy Element #6: Build and Maintain Robust International Cybersecurity Cooperation 

Efforts

• Strategy Element #7: Increase DoD Participation in Setting Federal Government and 

International Commercial Cybersecurity Standards
DoD Digital Modernization Strategy 6/5/2019 Page 33

Goal 4: Cultivate Talent for a Ready Digital Workforce

Goal Description: Competition for high quality, experienced digital workforce personnel is 

constant and increasingly aggressive. The Department of Defense is one of the three largest 

markets for this talent in the United States due to its size, its continuous adoption and adaptation 

of technology, and its extensive mission requirements. Critical national infrastructure protection 

in particular is a global growth industry. 

DoD is executing a new Functional Community Maturity Model for management of DoD 

civilians. The DoD CIO will implement this model for elements of the Cyber Workforce and 

expand implementation of more agile recruiting, training, and retention capabilities through 

expansion of the Cyber Excepted Service personnel system, incentives, and local supplements.

Work continues on development of baseline qualification requirements for over 50 cyber work 

roles. This will provide the workforce with a common understanding of the concepts, principles, 

and applications of cyberspace functions to enhance interoperability across organizational lines 

and mission sets.

Mission Impact: Accomplishing this goal will produce an appropriately sized workforce of 

well-trained, highly qualified professionals to support and defend the DoD Information 

Enterprise. It will also develop an agile and responsive workforce management system capable 

of meeting the Department’s current and emerging cyberspace mission requirements. This goal 

primarily supports rebuilding military readiness and increasing the lethality of the Joint Force 

(NDBOP Strategic Goal #1).

Objective 1: Strengthen Cyber Functional Community Management

Objective Description: Improve business practices to promote strategic management and 

development of the civilian cyber workforce.

Strategy Elements:

• Strategy Element #1: Implement the Functional Community Maturity Model for the IT 

and Cybersecurity Categories of the Cyber Workforce

• Strategy Element #2: Identify and Target Work Role Gaps of Critical Need for the Cyber 

(IT and Cybersecurity) Workforce

Objective 2: Strengthen the IT Acquisition Workforce

Objective Description: Develop and sustain a cyber workforce cadre skilled in the application 

of strategic planning processes and agile acquisition capabilities for the attainment of secure 

technologies and software.
DoD Digital Modernization Strategy 6/5/2019 Page 34

Strategy Elements:

• Strategy Element #1: Strengthen IT Acquisition Workforce Competencies

• Strategy Element #2: Update Curriculum Requirements and Maintain Continuous 

Learning Capabilities

Objective 3: Enhance Cyber Workforce Recruiting, Retention, Education, Training, and 

Professional Development

Objective Description: In 2018, DoD commenced conversion to a new, more agile personnel 

program developed specifically for the Cyber Workforce. This program will continue to expand 

in functionality and scope as additional organizations and individuals convert to Cyber Excepted 

Service, providing hiring managers with greater options for sourcing candidates and the ability to 

offer more competitive compensation packages. A new Cyber Workforce Qualification Program 

is also under development which incorporates flexible attainment of credentials and 

performance-based assessments to achieve a DoD-wide standard baseline of cyberspace 

capabilities. 

Strategy Elements:

• Strategy Element #1: Expand Implementation of Cyber Excepted Service 

• Strategy Element #2: Implement Cyber Workforce Qualifications Program
DoD Digital Modernization Strategy 6/5/2019 Page 35

3 DoD IT Modernization

The Joint Information Environment (JIE) is a framework comprising a set of discrete initiatives 

developed and delivered as funded to support continual, comprehensive Department-wide IT 

Modernization and advance DoD information superiority in a common, coordinated way. JIE

implements a new joint cybersecurity capability, improves networking capabilities for fixed and 

mobile users, institutes several new DoD-wide IT services, modernizes technology through 

coordinated refresh efforts, meets mission partner information sharing requirements, and 

improves access to data. JIE also provides a networking design that improves defenses against 

cyberspace attacks and network intrusions and is managed through a tiered structure of network 

operations and security centers. JIE is intended to improve mission effectiveness, increase 

cybersecurity, improve interoperability, deliver capabilities faster, and realize IT efficiencies. 

The scope of the JIE effort consists of ten Capability Objectives comprising the JIE Framework. 

Each Capability Objective includes one or more major initiatives that help define essential 

aspects to be accomplished to achieve the vision. The JIE Framework is being managed through 

an agile, unifying approach to improving the Department’s IT and cybersecurity capabilities. 

The JIE Framework includes the primary networks (Non-secure Internet Protocol Router 

Network (NIPRNET) and Secret Internet Protocol Router Network (SIPRNET)), coalition 

networks handling materials up to Secret and Secret/Releasable (S/REL), and deployed 

warfighter’s communications connectivity to the sustaining base IT infrastructure. Figure 6 puts 

the scope of priority JIE infrastructure efforts into perspective. It includes key components, such 

as the Internet Access Points (IAP), JRSS, DoD data centers, satellite gateways (SATGW), 

Mobility Gateways (MGW), Multi-protocol Label Switching (MPLS)-enabled DISN optical 

transport network sites, and the Mission Partner Environment. JIE capabilities are intended to 

enable DODIN Operations and DCO-IDM at the global (enterprise-wide), regional, and DoD 

Component/mission levels.
DoD Digital Modernization Strategy 6/5/2019 Page 36

Figure 6: Scope of the JIE Framework

In addition to core infrastructure, the JIE also includes deployed tactical components that are 

designed to work with core JIE infrastructure and also operate autonomously, should 

connectivity to the core JIE be lost or denied. Due to the unique operating environments for these 

tactical JIE components, such as ships, aircraft, vehicles, etc., these components will be 

architected, designed, and developed by the individual Services to meet the mission operational 

and performance requirements of the tactical units.

The DoD CIO leads the development, integration, and synchronization of JIE management and 

oversight. The JIE Executive Committee (JIE EXCOM), a tri-chaired governance body at the 

Senior Executive Service/Flag Officer/General Officer (SES/FO/GO) level by the DoD CIO, the 

U.S. Cyber Command (USCYBERCOM), and the Joint Staff J6, sets the JIE direction, 

articulates goals and objectives, oversees the JIE Framework, and maintains accountability. The 

JIE EXCOM comprises stakeholders across the Department to provide oversight and approval of 

capability requirements, solutions, funding, and scheduling—ensuring that DoD Component 

expertise and insight in such areas as cybersecurity are incorporated in approaches and designs. 

The JIE EXCOM is focused on a more enterprise-wide approach, which couples centralized 

oversight with the ability to react to and anticipate the unique needs of the DoD Components. 

The priority of the IT and cyberspace capabilities in the JIE portfolio vary and therefore the JIE 

EXCOM is focused on those identified as high-level priorities.

The JIE EXCOM is the governance body that oversees the ten JIE Capability Objectives, and as 

such, approves any changes, additions, or deletions. The JIE EXCOM is supported by other 

subordinate bodies. Additionally, each Capability Objective has an established working group, 
DoD Digital Modernization Strategy 6/5/2019 Page 37

Integrated Product Team (IPT), or senior forum that reports to the JIE EXCOM so that existing 

working groups can be leveraged to address Capability Objective progress.

The table below illustrates how the JIE Capability Objectives and their associated initiatives 

align to DoD Digital Modernization Strategy objectives.

Table 1: Alignment of DoD CIO Objectives to JIE Capability Objectives and Initiatives

JIE Capability Objective JIE Initiatives DoD CIO Objectives

Modernize Network 

Infrastructure

Optical Transport Upgrades, 

MPLS Routers Buildout, ATM 

Switch and low speed TDM 

Circuit Elimination, Satellite 

Communications Gateway 

Consolidation and 

Modernization, IPv6

Implementation

• Modernize Warfighter C4 Infrastructure 

and Systems

• Modernize DISN Transport Infrastructure

• Modernize and Optimize DoD Component 

Networks and Services

Enable Enterprise Network 

Operations

Establish global and regional 

operations centers, Establish the 

JIE Management Network, 

Converge IT Service 

Management (ITSM) solutions

• Modernize and Optimize DoD Component 

Networks and Services 

• Shift from Component-Centric to 

Enterprise-Wide Operations and Defense 

Model

Implement Regional Security JRSS, JMS • Modernize DISN Transport Infrastructure

Provide Mission Partner 

Environment (MPE)

Virtual Data Center, Applications 

and Services, MPE Transport, 

Mission Partner Gateways

• Strengthen Collaboration, International 

Partnerships, and Allied Interoperability

Optimize Data Center 

Infrastructure

Data Center Optimization 

Initiative (DCOI) and 

Application Rationalization

Initiative

• Optimize DoD Data Centers

Implement Consistent 

Cybersecurity Protections

Enterprise Perimeter Protection

Capabilities, Operate Securely in 

the Cloud, Endpoint Security, 

Data Center Security, Cyber 

Situational Awareness Analytic 

Capabilities (CSAAC)/ Big Data 

Platform (BDP), Identity, 

Credential, and Access 

Management (ICAM)

• Transform the DoD Cybersecurity 

Architecture to Increase Agility and 

Strengthen Resilience

• Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

• Deploy an End-to-End ICAM 

Infrastructure

Enhance Enterprise Mobility Purebred for Mobile, Defense 

Enterprise Mobility-Classified 

Consolidation, DoD Mobile 

Application Store, Pentagon 

Mobility

• Improve Information Sharing to Mobile 

Users
DoD Digital Modernization Strategy 6/5/2019 Page 38

JIE Capability Objective JIE Initiatives DoD CIO Objectives

Standardize IT Commodity 

Management

Enterprise Software Agreements, 

Enterprise License Agreements, 

Enterprise Hardware 

Agreements, IT Asset 

Management, Windows 10 SHB

Fourth Estate Network 

Optimization

• Improve IT Category Management

• Transform the DoD Cybersecurity 

Architecture to Increase Agility and 

Strengthen Resilience

Establish End-User 

Enterprise Services

Enterprise Collaboration and 

Productivity Services

• Optimize DoD Office Productivity and 

Collaboration Capabilities (ECAPS 

Capability Set 1)

• Optimize DoD Voice & Video Capabilities 

(ECAPS Capability Sets 2 & 3)

Provide Hybrid Cloud 

Computing Environments

Cloud Services • Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

• Optimize DoD Office Productivity and 

Collaboration Capabilities (ECAPS 

Capability Set 1)

• Optimize DoD Voice & Video Capabilities 

(ECAPS Capability Sets 2 & 3)

The document entitled Achieving the Joint Information Environment Vision8 provides more 

detail on the scope of the JIE Framework, including more information on initiatives supporting 

each of the Capability Objectives.

Information Technology (IT) Reform

DoD IT reform activities are a subset of JIE framework initiatives focused on realizing cost 

savings and gaining efficiencies throughout the Department. IT reform activities result in 

returned savings that can be reinvested to directly improve lethality, readiness, and operational 

capability. Reform activities will establish a consolidated and converged IT infrastructure to 

drive efficiencies across the Department. In addition, reform activities will provide opportunities 

for reductions in acquisition overhead, an increase in combined purchasing power, and the 

utilization of shared expertise across DoD. Finally, reform activities will standardize and 

modernize the digital environment to eliminate unnecessary systems and to allow DoD to focus 

finite cyberspace resources across fewer areas, ultimately shrinking the Department’s cyberspace

threat attack surface. Initial areas of execution include the following:

• Network and Service Optimization Reform - Converges DoD networks, service desks, 

and Network/Security Operations Centers into a consolidated, secure, and effective 

environment capable of addressing current and future mission objectives. 

• Cloud and Data Center Optimization Reform - Transitions DoD to a cloud-enabled 

future, while leveraging commercial best practices, standardizing IT commodity 

 8 The JIE portal is the repository for this document (https://intelshare.intelink.gov/sites/dodjie).
DoD Digital Modernization Strategy 6/5/2019 Page 39

applications, and using commercial industry capabilities to deliver modernized services 

and warfighting capabilities.

• Enterprise Collaboration / IT Tools Reform - Converges and transitions DoD 

collaboration capabilities into a unified commercial cloud-enabled enterprise service.

• License Consolidation Reform - Negotiates improved terms and conditions with 

commercial vendors, prioritizes IT spend across the Department, and standardizes 

purchasing processes.
DoD Digital Modernization Strategy 6/5/2019 Page 40

4 Cybersecurity 

DoD’s approach to cybersecurity is documented in the Cybersecurity Reference Architecture 

(CSRA).

9 The CSRA will allow for Command and Control, Situational Awareness, DCO-IDM, 

and an increased cybersecurity posture throughout the DODIN.

Security in the DoD cloud will be based on a holistic security architecture, providing for multicloud cybersecurity operations that include cloud native defenses, and which can adapt and 

respond to changing operational requirements. Existing DoD cloud security is accomplished by 

compliance with controls and security guidelines largely derived from security best practices for 

on-premises computing. To expand use of cloud, DoD will continually update controls and 

guidance, and also begin to adopt technologies and security operations that are inherently cloud 

native. Each cloud environment will continuously iterate to employ the latest cybersecurity 

technologies and methodologies to ensure the security of our information. Security will be 

automated to the maximum extent possible and leverage advanced cloud capabilities such as AI 

to provide high reliability and assurance without excessive cost or administrative burden.

The Department will extend and virtualize the DODIN boundary protection to operate securely 

in the cloud. Secure cloud operations will be achieved through on-going, integrated cybersecurity

operations that support rapid incident response and predictive mitigations. Using common 

commercial cloud service providers and common services will enable increased reciprocity for 

security accreditations and thus reduce cloud migration times.

The result of implementing cybersecurity protections will be that:

• The DODIN—to include the data on the network—is defended as a virtual single 

information environment through common processes and capabilities.

• Cyberspace-defenses sense and respond to external and internal threats and take 

appropriate remediation, mitigation, and restoration actions. 

• Command and control of the forces that operate on the DODIN is supported by shared 

cybersecurity situational awareness of the network as a whole.

• IT security findings are shared and reused throughout the Department to the greatest 

extent practical.

• DoD delivers an assured cloud computing environment capable of ensuring continued 

mission execution in the face of advanced persistent threats.

• Control Systems that underpin all aspects of the DoD Information Enterprise and 

operational assets are resilient to cyber exploitation

 9 The Warfighter Mission Assurance (WMA) portal is the repository for DoD architecture documents.
DoD Digital Modernization Strategy 6/5/2019 Page 41

The remainder of this section covers the elements that comprise the DoD CSRA.

Enterprise Perimeter Protection

Enterprise Perimeter Protection (EPP) consolidates gateway security services, reducing cost and 

increasing security through centrally managed locations. The EPP establishes a protection barrier 

between the Internet, mission partner networks, and commercial cloud services, providing the 

ability to detect, inspect, block, and collect traffic in accordance with security policies. The EPP 

provides the foundation for routing Internet traffic through the Internet Access Point, routing 

mission partner traffic through the Mission Partner Gateway, routing Unclassified/Internet and 

Classified mobility end user traffic through the Mobility Gateway, and routing commercial cloud 

traffic through the Cloud Access Point to leverage shared enterprise cybersecurity components.

Mobile Endpoint Security 

Since traditional endpoint security for Windows-based devices is not suitable for mobile devices,

commercially available mobile security capabilities for Mobile Threat Defense and Security 

Enhanced Android Management must be deployed instead. As new commercially available 

mobile security technologies are developed to address growing threat vectors, these technologies 

will be assessed and deployed where applicable within DoD security guidelines.

Midpoint Security 

The centerpiece of DoD’s midpoint, or regional, security is the Joint Regional Security Stacks

(JRSS). JRSS provides virtual network security that replaces or supplements the functionality of 

legacy network security systems operated by Combatant Commands, Services, and Agencies. In 

addition, JRSS shrinks the network’s attack surface from a multitude of non-standard DoD 

Component-operated network security suites to approximately 50 standardized security suites

that the Defense Information Systems Agency (DISA) and DoD Components operate and 

manage jointly. With JRSS, all traffic entering and leaving the Department’s IP networks is 

examined for cybersecurity threats by JRSS’s suite of sensors. In addition to local analysis, the 

resulting data are provided to the Department’s broader analytic capability to enable enterprisewide analysis for quicker, more effective responses to cybersecurity threats.

Enterprise Endpoint Security (including Windows 10 Secure Host Baseline)

Enterprise Endpoint Security is an integrated set of people, processes, and technology that work 

together to prevent unauthorized access to endpoints, identify and remove malicious code and 

unauthorized software, and prevent the execution of unauthorized software and processes. 

Endpoint Security leverages and integrates collaborative capabilities of DoD Components such 

as Comply to Connect (C2C) and containment, visibility, and assessment tools. 

Additionally, Endpoint Security protects authorized platforms/devices that connect to the 

DODIN, allowing authorized users to obtain secure access to JIE resources from anywhere, at 

any time, using any authenticated device. The Department is standardizing across the enterprise 

on the Windows 10 SHB operating system, which will enable the Department to leverage 
DoD Digital Modernization Strategy 6/5/2019 Page 42

common applications and DoD-wide solutions, ensure quicker software patching, and configure 

all DoD computers to approved security standards, at a reduced lifecycle cost.

Data Security (for Data Centers and Cloud)

DoD is increasing data security by transitioning its data centers to a smaller number of improved 

Core Data Centers (CDCs) and Core Enterprise Data Centers (CEDCs). The consolidation of 

DoD-wide applications at CDCs and CEDCs provides consistent information protection with a 

centralized, advanced, and highly monitored security stack. All traffic flows into a CDC or 

CEDC are terminated and regenerated by proxy. 

Big Data Platform (BDP) 

The DoD’s Big Data Platform (BDP) is a secure, extensible, scalable, agile, and open 

infrastructure platform designed to provide a distributed computing solution. The BDP is based 

on DISA-developed open source technologies and is capable of ingesting, storing, and 

visualizing multiple petabytes of data. It acts as a common platform that can support a variety of 

cyberspace missions and organizations across DoD. The BDP provides the ability to perform 

aggregation, correlation, historical trending, and forensic analysis against structured and 

unstructured data from a variety of systems and sensors supporting both NIPRNET and 

SIPRNET environments. The DODIN Operations and DCO missions require a capability that 

can translate enterprise scale data into simple, dynamic visualizations that depict event 

relationships and answer leaders’ information requirements.

The Department intends to leverage a general data analytics capability to provide Enterprise 

situational awareness for DCO and DODIN Operations. This capability will enable the 

Department to:

• Have complete visibility of all sensor alerts and data flows end-to-end (Internet to host).

• Provide a common operational picture displaying DCO condition and vulnerability status.

• Understand missions affected by events captured by the sensors and report on system 

outages or attacks.

• Predict attacks based on historic trends and patterns.

Identity, Credential, and Access Management (ICAM)

The Department’s approach to ICAM consists of four pillars:

• Digital Identity Management: Establishment of the digital identity and lifecycle 

management.

• Credential Management: Issuing of a physical or electronic token (Common Access Card 

(CAC)/Public Key Infrastructure (PKI) Cert and/or Account) as a proxy for an entity’s 

authoritative digital identity.

• Authentication: Assertion of identity via a credential and validation of that credential as 

genuine. PKI is the DoD’s current technological solution to authentication. However, 
DoD Digital Modernization Strategy 6/5/2019 Page 43

approved multi-factor authentication and identity federation services are available when 

PKI cannot be used.

• Authorization: Approving access based on digital policies and authoritative information 

about requesting identities and the resource being accessed.

Under this approach to ICAM, all access decisions are based on identity information from an 

authoritative source, and those decisions are dynamically configurable to support changing 

mission needs, attack responses, and system degradations. In addition, audits support real-time 

and historical forensic activity.
DoD Digital Modernization Strategy 6/5/2019 Page 44

Appendix A: Technologies Offering Promise to DoD 

Looking toward the future, the Department is exploring a number of technologies that have the 

promise to provide increased effectiveness, efficiency, and security. Representative technologies 

include AI, Big Data Analytics, Evergreen IT approaches, DevSecOps, Hyper-Converged

Infrastructure, Serverless or Event-Driven Computing, Software Defined Networking (SDN), 

Block Chain, Cryptographic Modernization, Quantum Computing, Internet of Things (IoT), 5G, 

Internet Protocol version 6 (IPv6), Passive Optical Network (PON), and Zero Trust Security. 

These technologies are briefly described below, along with discussion of how each technology 

might increase the Department’s effectiveness, efficiency, and security. A number of these 

technologies can work together to provide the Department with the potential for quantum leaps 

in capability.

Artificial Intelligence (AI)

Artificial Intelligence refers to the ability of machines to perform tasks that normally require 

human intelligence—recognizing patterns, learning from experience, drawing conclusions, 

making predictions, taking action, and more—whether digitally or as the smart software behind 

autonomous physical systems. As a general purpose enabling technology, much like electricity, 

computers, or networks, AI is already transforming large segments of businesses and industries 

and is expected to impact every corner of the DoD including force application, force protection, 

training, logistics, C4ISR, cyberspace operations, back-office business functions and more. With 

the application of AI to defense, we have an opportunity to improve support for and protection of 

U.S. service members, safeguard our citizens, defend our allies and partners, and improve the 

affordability and speed of our operations. 

The military competitor who can harness and exploit AI’s potential the fastest will accrue a 

significant military advantage. The Department must shape this emerging military-technical 

competition in AI to our advantage while ensuring a strong commitment to military ethics and AI 

safety. Decisive warfighting advantage in this new competitive era will go to those who integrate 

and adapt leading-edge technology to create innovative operational concepts with speed and 

agility. Realizing the DoD’s AI Strategy requires identifying appropriate use cases for AI across 

DoD, rapidly piloting solutions, and scaling successes across the enterprise. The Joint AI Center 

(JAIC) is the focal point for carrying out the Strategy.

Big Data Analytics

DoD’s approach to Big Data Analytics is based upon a Big Data Platform (BDP), a secure, 

extensible, scalable, agile, and open infrastructure platform designed to provide a distributed 

computing solution. BDP instances are capable of ingesting, storing, and visualizing multiple 

petabytes of data from a variety of sources (e.g., mobile devices, aerial (remote) sensing, 

software logs, cameras, microphones, radio-frequency identification (RFID) readers, and 

wireless sensor networks).
DoD Digital Modernization Strategy 6/5/2019 Page 45

Big Data Analytics applications enable analysis of volumes of structured data, plus other forms 

of data (semi-structured and unstructured) that are often left untapped by conventional business 

intelligence (BI) and analytics programs. Data mining tools sift through data sets in search of 

patterns and relationships enabling aggregation, correlation, historical trending, and forensic 

analysis against the data. Machine learning algorithms can analyze large data sets and perform 

deep learning, a more advanced offshoot of machine learning to support predictive analytics that 

forecast behavior and other future developments. 

Evergreen IT Approaches

Evergreen IT is the perpetual updating of end-user software, hardware, and associated services 

such as mailboxes, telephony, file storage, and the infrastructure supporting the technology. It 

requires a combination of people, process, and technology to deliver optimal results. It involves a 

budgetary and executive commitment to ensuring that no end-user technology is ever more than 

N-x (x to be defined by each organization) behind the currently available version within a predetermined timeframe.

Evergreen IT encompasses not only the services at the user level but all of the underlying 

infrastructures, whether on-site or outsourced. Many organizations believe that Evergreen IT 

holds promise for reducing the resources and energy they need to expend on providing the up-todate and flexible services that their users are demanding.

For hardware, it means that every piece of physical equipment is kept within warranty or lease 

and is refreshed on a fixed timeline. The process means that the organizational processes are in 

place for procurement, licensing, scheduling, communications, and deployment, and that the 

process is highly repeatable. To achieve this, creating a set of tasks that are repeatable and in 

constant use will be vital. 

A particular benefit of this approach is that a real-time understanding of the IT environment and 

its currency is always available, and that for all hardware or software outside of defined 

evergreen thresholds, a project is running to perform the upgrade.10

DevSecOps 

Over the last decade and a half, Agile approaches to software development and systems 

engineering have demonstrated their ability to lower costs, improve quality and customer 

satisfaction, and reduce time to delivery. Such benefits are particularly realized when Agile 

approaches are carried out in a disciplined manner that extends to collaboration between IT 

development, security, and IT operations, or DevSecOps. Such an approach also ensures that 

Quality Assurance (QA) and Cybersecurity are included in the collaboration, as shown in 

Figure 7.

 10 Text in this section adapted from: https://blog.juriba.com/evergreen-it-concept-or-reality
DoD Digital Modernization Strategy 6/5/2019 Page 46

DevSecOps is the natural extension of Agile 

methods and encompasses the tools, services, 

and standards that enable IT development, 

security, and operations disciplines to come 

together in the development, deployment, and 

operation of applications in a secure, flexible, 

and interoperable fashion. DevSecOps emerged 

from a much-expanded understanding of the 

value of collaboration between development and 

operations staff in an increasingly contested 

environment —which historically functioned in 

relative siloes—throughout all stages of creating 

and operating a service, and how important 

security and operations have become in our 

increasingly service-oriented world. DevSecOps 

is a set of practices that automates the processes 

between software development and IT teams, in 

order to build, test, and release software faster,

more reliably, and more securely. 

DevSecOps increases an organization’s ability to deliver applications and services at high 

velocity: evolving and improving products at a faster pace than organizations using traditional 

software development and infrastructure management processes. This speed enables 

organizations to better serve their customers.

Hyper-Converged Infrastructure (HCI)

Hyper-convergence is a type of infrastructure approach that is largely software-defined with 

tightly-integrated compute, storage, networking, and virtualization resources running on 

commodity hardware. This stands in contrast to a traditional converged infrastructure, where 

each of these resources is typically handled by a discrete hardware component that serves a 

singular purpose. 

HCI dramatically improves server availability and performance as well as storage scalability 

since it is no longer limited to locally attached disks. Software-defined storage (SDS) technology 

aggregates all existing hard drives within a cluster and represents them as a single, highly 

available, highly redundant storage capacity pool. Using this approach, if one disk or node goes 

down, data is still available for the rest of the cluster, so workloads will continue running on top 

of remaining nodes without disruption. 

HCI enables a shift in management paradigm from a hardware approach to an applicationfocused one, with centralized management, policies, and mobility conducted at the virtual 

machine level. HCI’s flexible infrastructure makes it easier to launch new cloud services, to 

Figure 7: DevSecOps Ties Key Disciplines 

Together

By having all key areas together, the rapid release 

cycles of the Agile process can be accommodated by 

the more traditional disciplines of IT.
DoD Digital Modernization Strategy 6/5/2019 Page 47

support enterprises that want to easily package and migrate new workloads. HCI enables 

operations to scale up quickly to meet new demands without disrupting existing applications. 

Simply put, HCI focuses on the user and helps cut down deployment of new services to the user 

to a matter of minutes.

Optimizing infrastructure costs is another major appeal of HCI, which can drive better 

performance while at the same time reducing Total Cost of Ownership. Savings are expected to 

result from streamlined acquisition and deployment; lower management, operations, and support 

costs; as well as reduced complexity and fewer interoperability issues. According to International 

Data Corporation (IDC), HCI delivers a 65 percent reduction in storage-related capital 

expenditures and a 50 percent reduction in total cost of ownership.11

Serverless, or Event-Driven, Computing

Serverless, or event-driven, computing is a cloud service that executes specific functions, such as 

image processing and database updates. Traditional cloud deployments require users to establish 

a compute instance and load code into that instance. Then, the user decides how long to run—

and pay for—that instance. With serverless computing, developers simply create code, and the 

cloud provider loads and executes that code in response to real-world events, so users don't have 

to worry about the server or instance aspect of the cloud deployment. Users only pay for the 

number of transactions that the function executes. Serverless computing services are already 

available from major commercial cloud service providers.

12

Software Defined Networking (SDN)

Software defined networking (SDN) is an umbrella term encompassing several kinds of network 

technology aimed at making the network as agile and flexible as the virtualized server and 

storage infrastructure of the modern data center. In a software-defined network, a network 

administrator can shape traffic from a centralized control console without having to touch 

individual switches, and can deliver services to wherever they are needed in the network, without 

regard to what specific devices a server or other hardware components are connected to. The key 

technologies for SDN implementation are functional separation, network virtualization, and 

automation through programmability.

Under SDN, rules for packet handling are sent to switches from a controller, an application 

running on a server somewhere, and switches query the controller for guidance as needed, and 

provide it with information about the traffic they are handling. A system administrator can 

change any network switch's rules when necessary—prioritizing, de-prioritizing, or even 

blocking specific types of packets with a very granular level of control. This is especially helpful 

in a cloud computing multi-tenant architecture, because it allows the administrator to manage 

 11 http://www.multipolar.com/file_upload/downloads/7203-VSAN0148_IDC_Current_State_of_HCI_and_Benefits_of_vSAN.PDF

12 Content for this topic adapted from material at this URL: 

https://searchcloudcomputing.techtarget.com/definition/cloud-computing
DoD Digital Modernization Strategy 6/5/2019 Page 48

traffic loads in a flexible and more efficient manner. Essentially, this allows the administrator to 

use less expensive commodity switches and have more control over network traffic flow than 

ever before.13

Block Chain Cybersecurity Shield

Blockchains are a new information technology that inverts the cybersecurity paradigm. First, 

blockchain networks are trustless: they assume compromise of the network by both insiders and 

outsiders. Second, blockchains are transparently secure: they do not rely on failure-prone secrets, 

but rather on a cryptographic data structure that makes tampering both exceptionally difficult and 

immediately obvious. Finally, blockchain networks are fault tolerant: they align the efforts of 

honest nodes to reject those that are dishonest. As a result, blockchain networks not only reduce 

the probability of compromise, but also impose significantly greater costs on an adversary to 

achieve it. 

The Defense Advanced Research Projects Agency (DARPA) is starting to experiment with 

blockchain to create a more efficient, robust, and secure platform using a blockchain protocol

that will allow personnel from anywhere to transmit secure messages or process transactions that 

can be traced through numerous channels of a decentralized ledger. The application will be used 

in different ways, including facilitating communication between units and headquarters, and 

transmitting information between intelligence officers and the Pentagon. DARPA also has been 

trying to develop an unhackable code—which blockchain could facilitate—because the 

technology offers intelligence on hackers who try to break into secure databases.

Cryptographic Modernization

The objective of Cryptographic Modernization (CM) is to ensure an appropriate security posture 

for national security systems by providing transparent cryptographic capabilities consistent with 

operational imperatives and mission environments.

14

Underway since 2000, CM replaces U.S. and allied equipment reaching the end of useful 

cryptographic life with modern capabilities. Initial priorities included retirement of 20-30+ years 

old technologies, transition from point-to-point to network-centric cryptographic systems, and 

countermeasure actions in response to continued advances in computer processing power which 

enhanced adversary capabilities against DoD systems. These factors necessitate re-engineering 

or replacement of most fielded equipment. DoD and the National Security Agency (NSA) are 

now preparing for Cryptographic Modernization 2 (CM2). CM2 will ensure the Department

stays well ahead of operational vulnerabilities and emerging threats, such as quantum computing. 

It continues replacement of aging equipment and assures modernization of our cryptographic 

capabilities to meet warfighter needs well into the 2030s.

 13 Text in this section adapted from: http://searchsdn.techtarget.com/definition/software-defined-networking-SDN 14 http://csla.army.mil/Sections/Cryptomod/cryptomod.aspx
DoD Digital Modernization Strategy 6/5/2019 Page 49

Quantum Computing15

Quantum computing involves harnessing and exploiting the laws of quantum mechanics to 

process information. Whereas a traditional computer uses long strings of bits, which encode 

either a zero or a one, a quantum computer uses quantum bits, or qubits. Quantum computing, 

once engineered, will be a disruptive technology due to the unique capabilities that quantum 

mechanics provide. Of interest to DoD are the properties which enable qubits to remain 

correlated over great distances, with potential communications applications, and the ability to

process a vast number of calculations simultaneously. These features give a quantum computer 

the potential to be millions of times more powerful than today's most powerful supercomputers

and to quickly and efficiently solve difficult tasks that have been thought impossible for classical 

computers, such as factoring very large numbers.

The Department will seize opportunities to advance and implement quantum computing 

capabilities for military purposes and recognizes that our adversaries can use those same 

capabilities. To address the emerging threat, the Department is pursuing modernization 

initiatives that, when implemented, ensure the protection of critical DoD information and 

systems.

Internet of Things (IoT)

IoT is significant because an object that can represent itself digitally becomes something greater 

than the object by itself. No longer does the object relate just to its user, but it is now connected 

to surrounding objects and database data. The assortment of embedded sensors and connected 

devices that comprise IoT enables technology to gain the ability to sense, predict, and respond to 

our needs and can be integrated into our decision-making processes and natural behaviors. 

Accordingly, the Department can use computers to gather and use data from these objects—to 

enable tracking, counting and analyzing in order to greatly reduce waste, loss, and cost. DoD 

managers would know when things needed replacing, repairing, or recalling, and whether they 

were fresh or past their best.

5G

5G is the next generation of mobile network technologies. 5G (also known as 5G New Radio 

(5G NR)) encompasses wireless standards, emerging technologies, and mobile platform delivery 

services designed to deliver enhanced mobile broadband and machine to machine 

communications. 5G NR holds the promise of delivering new levels of wireless network 

performance, capabilities, and efficiencies for the Department. Key benefits from 5G NR are the 

ability to deliver fiber-like speeds to end-user devices, improved performance at network cell 

edge, low latency performance (<2ms radio latency), and greater spectral efficiency. 

Foundational technologies include: improved beamforming via smart antennas, network 

 15 Material in this section is based on content from these sites: https://uwaterloo.ca/institute-for-quantumcomputing/quantum-computing-101 and https://computer.howstuffworks.com/quantum-computer1.htm
DoD Digital Modernization Strategy 6/5/2019 Page 50

densification via small cells, native support for diverse spectrum types (licensed and unlicensed), 

and increased network intelligence via software defined networking (SDN).

Some near-term implications for 5G include an evaluation of potential supply chain risk from 

foreign vendors controlling 5G SDN components and monitoring for the development of 

“trusted” and “assured” 5G networks that do not inherit vulnerabilities from 2G, 3G, or 4G 

networks. The CIO will also evaluate whether new spectrum policy is required, should 5G global 

spectral harmonization efforts require DoD to move from primary to co-primary or secondary 

status, resulting in a net loss of spectrum access capability. 

Further in the future, as 5G operations become widespread, DoD’s wireless carrier contracts will 

need to be updated for additional services and higher data rates. 5G’s extensive use of 

virtualization will permit “network slice” applications that are tailored for specific DoD 

missions. Potential applications include NLCC National Security networking, IoT base 

surveillance/perimeter security and base/post private communication networks. Overall, 5G will 

support improved bandwidth at DoD U.S. locations.

Internet Protocol version 6 (IPv6)

IPv6 implementation is a strategic priority for the Department. Growing internal demand, 

accelerating global and mission partner adoption, increasing reliance on commercial solutions 

and services, emerging technology and standards, and business trends necessitate renewed focus. 

A proactive approach is essential as significant work remains. The gaining the necessary 

experience and completing the people, process and technology preparations to enable secure and 

reliable IPv6 services in support of DoD missions will take time. 

The Internet is now effectively bi-lingual with both IPv4 and IPv6 widely used. The mobile 

ecosystem, Internet Service Providers, computer manufacturers and Internet content providers 

lead the way, but other technology providers are now establishing their IPv6 strategies. Total 

IPv4 address space is not sufficient for the expected demand from convergence on IP 

(Everything over IP) and continued growth of the Internet, mobility, cloud computing and IoT. 

Gartner estimates the number of connected devices will exceed 20 billion by 2020. Recognizing 

this, the Internet Architecture Board advised standards development organizations in 2016 to 

begin optimizing for IPv6. Additionally, emerging technologies of DoD interest, such as smart 

infrastructure, cloud services and automotive Ethernet, are leveraging IPv6 and will expand its 

applications. In particular, 5G will be enabled and operationalized through IPv6. As a result, 

many of our mission partners and strategic competitors are preparing for an IPv6-centric future. 

Notably, at the end of 2017, China announced its goal, by the end of 2025, to establish the 

world’s largest IPv6 network in terms of network scale, quantity of users, and network traffic 

volume. 

IPv6 also provides performance benefits, management efficiencies, and support for new 

capabilities and services. For example, IPv6 reduces the size of routing tables and makes routing 
DoD Digital Modernization Strategy 6/5/2019 Page 51

more efficient and hierarchical. Additionally, its simplified packet header makes packet 

processing more efficient. It also provides expanded address space, eliminates address conflict 

issues common under IPv4, simplifies network mergers, enables more streamlined connections,

and as a result can improve user experience. 

Passive Optical Network (PON)

A passive optical network is a form of fiber-optic access network that implements a point-tomultipoint architecture, in which unpowered fiber optic splitters are used to enable a single 

optical fiber to serve multiple end-points. Therefore, PON requires far less infrastructure since it 

reduces the amount of fiber and central office equipment required, compared with point-to-point 

architectures. 

The main benefits of PON are listed below:

• Lower network operational and maintenance costs

• Lower infrastructure costs 

• Large bundles of copper cable are replaced with small, single mode optical fiber cable

• PON provides increased distance between data center and desktop (>20 kilometers)

• Fiber is more secure than copper; it is harder to tap 

Zero Trust Security

Zero Trust Security is an emerging initiative that DoD CIO is exploring in concert with DISA, 

US Cyber Command (USCYBERCOM), and the NSA. Zero trust is a cybersecurity strategy that 

embeds security throughout the architecture for the purpose of stopping data breaches. This datacentric security model eliminates the idea of trusted or untrusted networks, devices, personas, or 

processes and shifts to multi-attribute based confidence levels that enable authentication and 

authorization policies under the concept of least privileged access. Implementing zero trust 

requires rethinking how we utilize existing infrastructure to implement security by design in a 

simpler and more efficient way while enabling unimpeded operations.

While straightforward in principle, the actual implementation and operationalization of zero trust 

has significant complexity in areas that include network configuration, software defined 

networking, data tagging, analytics, access control, policy orchestration, encryption, and 

automation, as well as end-to-end identity, credential, and access management (ICAM). 

Enterprise level considerations include identifying which data, applications, assets, and services 

to protect, and mapping transaction flows, policy decisions, and locations of policy enforcement. 

Apart from the advantages to securing our architecture in general, there are additional crossfunctional benefits. 

Cloud deployments are excellent candidates for implementing zero trust concepts, especially 

when using commercial clouds. If the cloud infrastructure itself is ever compromised, a zero trust 

compliant architecture provides protection from adversaries seeking to entrench themselves in 
DoD Digital Modernization Strategy 6/5/2019 Page 52

our virtual network. While commercial clouds offer an excellent opportunity to scale capability 

and control costs, they pose risks since we do not control the infrastructure and there may be 

delays in communicating compromises. The assumption zero trust makes—that you are 

compromised—is particularly suited to cloud infrastructures.

Security automation and orchestration is a critical capability for successfully deploying and 

managing a zero trust compliant infrastructure. The additional authentication, authorization, 

monitoring, and analytical requirements can no longer be managed manually. For example, 

secure credentialing of all nodes requires an automation capability that ensures keying and 

rekeying happens at machine speed and isn’t delayed by unnecessary human intervention. This 

requires authenticated and authorized devices being assured that the devices they are 

communicating with are healthy and approved (device attestation).

Cryptographic modernization will be needed to ensure that data is protected at a level 

compliant with the Commercial National Security Algorithm (CNSA) suite as defined in 

Committee on National Security Systems (CNSS) Policy 15. This upgrade of the cryptographic 

security of our systems can pose significant challenges to legacy applications and hardware that 

can vary significantly in how they support the larger key sizes and algorithms required.

Analytics will need additional capability to handle the required sensor and logging data 

associated with zero trust security. Different processes and procedures may need to be 

incorporated to measure the health of the network and identify anomalous behavior. For 

example, end-to-end encryption between internal resources on the network will limit the ability 

of internal packet inspection (lateral Break and Inspect) to detect problems. New analytical 

measures will need to be employed to ensure that only authorized communication is taking place.

Microelectronics

Microelectronics is a foundational technology to Digital Modernization thrusts. The Department

is faced with the dual problems in microelectronics of low market share and an expansive range 

of needs, from boutique and legacy components to state of the art technologies. Advanced 

microelectronics technology is essential for modernization of current and next generation 

defense capabilities. Strategic goals, investments, and deliberate actions by strategic competitors 

threaten the Department's access to, and assurance of, the microelectronics supply that underpins 

our defense capabilities. The Department, aligned with other U.S. Government partners, is intent 

on reversing the trends through a whole-of-nation effort, fostering commercial and government 

alliances to preserve the U.S. semiconductor and microelectronics ecosystem, lower barriers to 

innovation and adoption, strengthen workforce expertise, lead the next generation of advanced 

technology, and maintain the U.S. as the global source for high-end, secure and reliable 

microelectronics components.
DoD Digital Modernization Strategy 6/5/2019 Page 53

Appendix B: Alignment to DoD Strategic Guidance

The DoD Digital Modernization Strategy presents the Department’s IRM-related strategic goals 

and objectives, which demonstrate the DoD CIO’s support of the Secretary of Defense’s goals, 

priorities and objectives found in the DoD National Defense Business Operations Plan, as well as 

in the President’s National Security Strategy, the Department’s National Defense Strategy, the 

Chairman of the Joint Chiefs of Staff’s National Military Strategy, and the Defense Planning 

Guidance, along with legislative guidance and direction contained in National Defense 

Authorization Acts. In addition, the DoD Digital Modernization Strategy supports the goals 

contained in the DoD IT Reform Memo. 

2018 National Defense Business Operations Plan

The DoD CIO goals and objectives (described in Section 2) provide direct support for the 

Secretary’s DoD Strategic Goals: 

• Goal #1: Rebuilding Military Readiness as We Build a More Lethal Joint Force

• Goal #2: Strengthen Our Alliances & Attract New Partners

• Goal #3: Reform the Department’s Business Practices for Greater Performance and 

Affordability

The table below provides a summary view of the DoD CIO goals and objectives that support 

each DoD Strategic Goal and Strategic Objective:

Table 2: Alignment of DoD CIO Objectives to Department Strategic Goals and Objectives

DoD Strategic 

Goal

DoD Strategic 

Objective

DoD CIO Goal DoD CIO Objectives

#1: Rebuilding 

Military 

Readiness as We 

Build a More 

Lethal Joint 

Force

1.2: Lay the 

foundation for 

future readiness 

through 

recapitalization, 

innovation, and 

modernization

Innovate for 

Competitive

Advantage

• Establish the Joint Artificial Intelligence 

Center (JAIC) to Accelerate Adoption and 

Integration Delivery of AI-Enabled 

Capabilities to Achieve Mission Impact at 

Scale

• Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

• Modernize Warfighter Command, Control, 

Communications, and Computer (C4) 

Infrastructure and Systems

• Treat Data as a Strategic Asset

• Strengthen Collaboration, International 

Partnerships & Allied Interoperability

• Ensure National Leadership Command 

Capabilities (NLCC) Assured Connectivity

• Enhance the Delivery and Protection of PNT

• Modernize Defense Information Systems 

Network (DISN) Transport Infrastructure
DoD Digital Modernization Strategy 6/5/2019 Page 54

DoD Strategic 

Goal

DoD Strategic 

Objective

DoD CIO Goal DoD CIO Objectives

• Modernize and Optimize DoD Component 

Networks and Services

• Provide End-to-End Airborne Intelligence, 

Surveillance, and Reconnaissance (AISR) 

Data Transport

• Improve Information Sharing to Mobile 

Users

• Evolve the DoD to Agile Electromagnetic 

Spectrum Operations (EMSO)

• Drive Standards into DoD IT Systems

Optimize for 

Efficiencies and 

Improved 

Capability

• Shift from Component-Centric to 

Enterprise-Wide Operations and Defense 

Model

• Optimize DoD Data Centers 

• Optimize DoD Office Productivity and 

Collaboration Capabilities (ECAPS 

Capability Set 1)

• Optimize DoD Voice & Video Capabilities

(ECAPS Capability Sets 2 & 3)

• Improve Rapid Technology Deployment 

Processes

Evolve 

Cybersecurity for 

an Agile and 

Resilient Defense 

Posture

• Transform the DoD Cybersecurity 

Architecture to Increase Agility and 

Strengthen Resilience

• Deploy an End-to-End Identity, Credential, 

& Access Management (ICAM) 

Infrastructure 
DoD Digital Modernization Strategy 6/5/2019 Page 55

DoD Strategic 

Goal

DoD Strategic 

Objective

DoD CIO Goal DoD CIO Objectives

#1: Rebuilding 

Military 

Readiness as We 

Build a More 

Lethal Joint 

Force

1.3: Enhance 

information 

technology and 

cybersecurity 

capabilities

Innovate for 

Competitive 

Advantage

• Establish the Joint Artificial Intelligence 

Center (JAIC) to Accelerate Adoption and 

Integration Delivery of AI-Enabled 

Capabilities to Achieve Mission Impact at 

Scale

• Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

• Treat Data as a Strategic Asset

• Strengthen Collaboration, International 

Partnerships & Allied Interoperability

• Ensure National Leadership Command 

Capabilities (NLCC) Assured Connectivity

• Enhance the Delivery and Protection of PNT

• Modernize Defense Information Systems 

Network (DISN) Transport Infrastructure

• Modernize and Optimize DoD Component 

Networks and Services

• Provide End-to-End Airborne Intelligence, 

Surveillance, and Reconnaissance (AISR) 

Data Transport

• Improve Information Sharing to Mobile 

Users

Optimize for 

Efficiencies and 

Improved 

Capability

• Shift from Component-Centric to 

Enterprise-Wide Operations and Defense 

Model

• Optimize DoD Data Centers

• Optimize DoD Office Productivity and 

Collaboration Capabilities (ECAPS 

Capability Set 1)

• Optimize DoD Voice & Video Capabilities

(ECAPS Capability Sets 2 & 3)

• Improve Rapid Technology Deployment 

Processes

Evolve 

Cybersecurity for 

an Agile and 

Resilient Defense 

Posture

• Transform the DoD Cybersecurity 

Architecture to Increase Agility and 

Strengthen Resilience

• Deploy an End-to-End Identity, Credential, 

& Access Management (ICAM) 

Infrastructure

• Protect Sensitive DoD Information and

Critical Programs and Technologies on DIB 

Unclassified Networks and Information 

Systems

• Reform DoD Cybersecurity Risk 

Management Policies and Practices
DoD Digital Modernization Strategy 6/5/2019 Page 56

DoD Strategic 

Goal

DoD Strategic 

Objective

DoD CIO Goal DoD CIO Objectives

#1: Rebuilding 

Military 

Readiness as We 

Build a More 

Lethal Joint 

Force

1.4 Ensure the best 

intelligence, 

counterintelligence, 

and security 

support to DoD

operations

Innovate for 

Competitive 

Advantage

• Establish the Joint Artificial Intelligence 

Center (JAIC) to Accelerate Adoption and 

Integration Delivery of AI-Enabled 

Capabilities to Achieve Mission Impact at 

Scale

• Modernize Warfighter Command, Control, 

Communications, and Computer (C4) 

Infrastructure and Systems

• Treat Data as a Strategic Asset

• Modernize DISN Transport Infrastructure

• Modernize and Optimize DoD Component 

Networks and Services

• Provide End-to-End Airborne Intelligence, 

Surveillance, and Reconnaissance (AISR) 

Data Transport

• Improve Information Sharing to Mobile 

Users

• Evolve the DoD to Agile Electromagnetic 

Spectrum Operations (EMSO)

• Drive Standards into DoD IT Systems

Optimize for 

Efficiencies and 

Improved 

Capability

• Shift from Component-Centric to 

Enterprise-Wide Operations and Defense 

Model

• Improve Rapid Technology Deployment 

Processes

Evolve 

Cybersecurity for 

an Agile and 

Resilient Defense 

Posture

• Transform the DoD Cybersecurity 

Architecture to Increase Agility and 

Strengthen Resilience

• Deploy an End-to-End Identity, Credential, 

& Access Management (ICAM) 

Infrastructure 

• Protect Sensitive DoD Information and 

Critical Programs and Technologies on DIB 

Unclassified Networks and Information 

Systems

• Reform DoD Cybersecurity Risk 

Management Policies and Practices

#1: Rebuilding 

Military 

Readiness as We 

Build a More 

Lethal Joint 

Force

1.5 Implement 

initiatives to recruit 

and retain the best 

total force to 

bolster capabilities 

and readiness

Cultivate Talent 

for a Ready 

Digital 

Workforce

• Strengthen the Cyber Functional 

Community Workforce

• Strengthen the IT Acquisition Workforce

• Enhance Cyber Workforce Recruiting, 

Retention, Education, Training, and 

Professional Development
DoD Digital Modernization Strategy 6/5/2019 Page 57

DoD Strategic 

Goal

DoD Strategic 

Objective

DoD CIO Goal DoD CIO Objectives

#2: Strengthen 

Our Alliances & 

Attract New 

Partners

Innovate for 

Competitive 

Advantage

• Strengthen Collaboration, International 

Partnerships & Allied Interoperability

Optimize for 

Efficiencies and 

Improved 

Capability

• Improve Rapid Technology Deployment 

Processes

Evolve 

Cybersecurity for 

an Agile and 

Resilient Defense 

Posture

• Protect Sensitive DoD Information and 

Critical Programs and Technologies on DIB 

Unclassified Networks and Information 

Systems

#3: Reform the 

Department’s 

Business 

Practices for 

Greater 

Performance and 

Affordability

3.1: Improve and 

strengthen business 

operations through 

a move to DoDenterprise or shared 

services; reduce 

administrative and 

regulatory burden

Innovate for 

Competitive 

Advantage

• Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

Optimize for 

Efficiencies and 

Improved 

Capability

• Shift from Component-Centric to 

Enterprise-Wide Operations and Defense 

Model

• Optimize DoD Data Centers

• Optimize DoD Office Productivity and 

Collaboration Capabilities (ECAPS 

Capability Set 1)

• Optimize DoD Voice & Video Capabilities

(ECAPS Capability Sets 2 & 3)

• Improve IT Category Management

• Improve Rapid Technology Deployment 

Processes

• Strengthen IT Financial Management 

Decision Making and Accountability

Evolve 

Cybersecurity for 

an Agile and 

Resilient Defense 

Posture

• Protect Sensitive DoD Information and 

Critical Programs and Technologies on DIB 

Unclassified Networks and Information 

Systems

• Reform DoD Cybersecurity Risk 

Management Policies and Practices

#3: Reform the 

Department’s 

Business 

Practices for 

Greater 

Performance and 

Affordability

3.3 Undergo an 

audit, and improve 

the quality of 

budgetary and 

financial

information that is 

most valuable in 

managing the DoD

Optimize for 

Efficiencies and 

Improved 

Capability

• Strengthen IT Financial Management 

Decision Making and Accountability
DoD Digital Modernization Strategy 6/5/2019 Page 58

Appendix C: Alignment with the President’s Management Agenda

The table below shows how different DoD CIO goals and objectives align with and support the 

fourteen (14) Cross Agency Priority Goals of the President’s Management Agenda.

Table 3: Alignment of DoD CIO Objectives to the President’s Management Agenda

President’s Management 

Agenda 

DoD CIO Goal DoD CIO Objectives

Cross Agency Priority Goal #1: 

Modernize IT to increase 

productivity and security

Innovate for Competitive 

Advantage

• Establish the Joint Artificial Intelligence 

Center (JAIC) to Accelerate Adoption and 

Integration Delivery of AI-Enabled 

Capabilities to Achieve Mission Impact at 

Scale

• Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

• Modernize Warfighter Command, Control, 

Communications, and Computer (C4) 

Infrastructure and Systems

• Treat Data as a Strategic Asset

• Strengthen Collaboration, International 

Partnerships & Allied Interoperability

• Ensure National Leadership Command 

Capabilities (NLCC) Assured Connectivity

• Enhance the Delivery and Protection of 

PNT

• Modernize Defense Information Systems 

Network (DISN) Transport Infrastructure

• Modernize and Optimize DoD Component 

Networks and Services

• Provide End-to-End Airborne Intelligence, 

Surveillance, and Reconnaissance (AISR) 

Data Transport

• Improve Information Sharing to Mobile 

Users

• Evolve the DoD to Agile Electromagnetic 

Spectrum Operations (EMSO)

• Drive Standards into DoD IT Systems

Optimize for Efficiencies 

and Improved Capability

• Shift from Component-Centric to 

Enterprise-Wide Operations and Defense 

Model

• Optimize DoD Data Centers 

• Optimize DoD Office Productivity and 

Collaboration Capabilities (ECAPS 

Capability Set 1)

• Optimize DoD Voice & Video Capabilities

(ECAPS Capability Sets 2 & 3)

• Improve Rapid Technology Deployment 

Processes
DoD Digital Modernization Strategy 6/5/2019 Page 59

President’s Management 

Agenda 

DoD CIO Goal DoD CIO Objectives

Evolve Cybersecurity for 

an Agile and Resilient 

Defense Posture

• Transform the DoD Cybersecurity 

Architecture to Increase Agility and 

Strengthen Resilience

• Deploy an End-to-End Identity, Credential, 

& Access Management (ICAM) 

Infrastructure 

Cross Agency Priority Goal #2: 

Leveraging Data as a Strategic 

Asset

Innovate for Competitive 

Advantage

• Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

• Treat Data as a Strategic Asset

• Strengthen Collaboration, International 

Partnerships & Allied Interoperability

• Modernize Defense Information Systems 

Network (DISN) Transport Infrastructure

• Provide End-to-End Airborne Intelligence, 

Surveillance, and Reconnaissance (AISR) 

Data Transport

• Improve Information Sharing to Mobile 

Users

• Drive Standards into DoD IT Systems

Optimize for Efficiencies 

and Improved Capability

• Shift from Component-Centric to 

Enterprise-Wide Operations and Defense 

Model

• Optimize DoD Data Centers

• Strengthen IT Financial Management 

Decision Making and Accountability

Evolve Cybersecurity for 

an Agile and Resilient 

Defense Posture

• Deploy an End-to-End Identity, Credential, 

& Access Management (ICAM) 

Infrastructure 

Cross Agency Priority Goal #3: 

Developing a workforce for the 

21st century

Cultivate Talent for a 

Ready Digital Workforce

• Strengthen the Cyber Functional 

Community Workforce

• Strengthen the IT Acquisition Workforce

• Enhance Cyber Workforce Recruiting, 

Retention, Education, Training, and 

Professional Development

Cross Agency Priority Goal #4: 

Improving customer experience 

with federal services

Innovate for Competitive 

Advantage 

• Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

• Strengthen Collaboration, International 

Partnerships & Allied Interoperability

• Improve Information Sharing to Mobile 

Users

Optimize for Efficiencies 

and Improved Capability

• Optimize DoD Office Productivity and 

Collaboration Capabilities (ECAPS 

Capability Set 1)
DoD Digital Modernization Strategy 6/5/2019 Page 60

President’s Management 

Agenda 

DoD CIO Goal DoD CIO Objectives

• Optimize DoD Voice & Video Capabilities

(ECAPS Capability Sets 2 & 3)

Evolve Cybersecurity for 

an Agile and Resilient 

Defense Posture

• Deploy an End-to-End Identity, Credential, 

& Access Management (ICAM) 

Infrastructure

Cross Agency Priority Goal #5: 

Sharing Quality Services

Innovate for Competitive 

Advantage

• Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

Optimize for Efficiencies 

and Improved Capability

• Optimize DoD Data Centers

• Optimize DoD Office Productivity and 

Collaboration Capabilities (ECAPS 

Capability Set 1)

• Optimize DoD Voice & Video Capabilities

(ECAPS Capability Sets 2 & 3)

• Improve IT Category Management

Cross Agency Priority Goal #6: 

Shifting from low-value to highvalue work

Innovate for Competitive 

Advantage

• Establish the Joint Artificial Intelligence 

Center (JAIC) to Accelerate Adoption and 

Integration Delivery of AI-Enabled 

Capabilities to Achieve Mission Impact at 

Scale

• Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

• Innovations at the Strategy Element level 

that will support high-value work:

o Implement Software Defined 

Networking (SDN)

Optimize for Efficiencies 

and Improved Capability

• Shift from Component-Centric to 

Enterprise-Wide Operations and Defense 

Model

• Optimize DoD Data Centers

• Improve Rapid Technology Deployment 

Processes

Evolve Cybersecurity for 

an Agile and Resilient 

Defense Posture

• Reform DoD Cybersecurity Risk 

Management Policies and Practices

• Innovations at the Strategy Element level 

that will support high-value work:

o Enhance Cybersecurity Situational 

Awareness through Big Data Analytics

o Explore Cybersecurity Application of 

Blockchain Technology

o Evolve Crypto Modernization

Cross Agency Priority Goal #7: 

Category Management –

Leveraging Common Contracts 

and Best Practices to Drive 

Savings and Efficiencies

Optimize for Efficiencies 

and Improved Capability

• Improve IT Category Management
DoD Digital Modernization Strategy 6/5/2019 Page 61

President’s Management 

Agenda 

DoD CIO Goal DoD CIO Objectives

Cross Agency Priority Goal #8: 

Results-Oriented Accountability 

for Grants

N/A

Cross Agency Priority Goal #9: 

Getting Payments Right

Optimize for Efficiencies 

and Improved Capability

• Strengthen IT Financial Management 

Decision Making and Accountability

Cross Agency Priority Goal 

#10: Improving Outcomes 

through Federal IT Spending 

Transparency

Optimize for Efficiencies 

and Improved Capability

• Strengthen IT Financial Management 

Decision Making and Accountability

Cross Agency Priority Goal 

#11: Improve Management of 

Major Acquisitions

Optimize for Efficiencies 

and Improved Capability

• Improve Rapid Technology Deployment 

Processes

Cultivate Talent for a 

Ready Digital Workforce

• Strengthen the IT Acquisition Workforce

Cross Agency Priority Goal 

#12: Modernize Infrastructure 

Permitting

N/A

Cross Agency Priority Goal 

#13: Security Clearance, 

Suitability, and Credentialing 

Reform

Evolve Cybersecurity for 

an Agile and Resilient 

Defense Posture

• Deploy an End-to-End Identity, Credential, 

& Access Management (ICAM) 

Infrastructure

Cross Agency Priority Goal 

#14: Improve Transfers of 

Federally-Funded Technologies 

from Lab-to-Market

Innovate for Competitive 

Advantage

• Establish the Joint Artificial Intelligence 

Center (JAIC) to Accelerate Adoption and 

Integration Delivery of AI-Enabled 

Capabilities to Achieve Mission Impact at 

Scale

• Deliver a DoD Enterprise Cloud 

Environment to Leverage Commercial 

Innovation

Optimize for Efficiencies 

and Improved Capability

• Improve Rapid Technology Deployment 

Processes
DoD Digital Modernization Strategy 6/5/2019 Page 62

Appendix D: Alignment with DoD IT Reform Initiatives

The table below shows how different DoD CIO goals and objectives align with and support the 

DoD CIO-developed IT Reform Initiatives. Note that these DoD IT Reform Initiatives closely 

align with several Capability Objectives and associated modernization initiatives in the JIE 

Framework.

Table 4: Alignment of DoD CIO Objectives to DoD IT Reform Initiatives

DoD IT Reform Initiative DoD CIO Goal DoD CIO Objectives

Network and Service 

Optimization

Innovate for Competitive 

Advantage

• Modernize Defense Information Systems 

Network (DISN) Transport Infrastructure

• Modernize and Optimize DoD Component 

Networks and Services

Cloud and Data Center 

Optimization

Innovate for Competitive 

Advantage

• Optimize DoD Data Centers

• Deliver a DoD Enterprise Cloud 

Environment

Enterprise Collaboration / IT 

Tools

Optimize for Efficiencies 

and Improved Capability

• Optimize DoD Office Productivity and 

Collaboration Capabilities (ECAPS 

Capability Set 1)

• Optimize DoD Voice and Video 

Capabilities (ECAPS Capability Sets 2 & 

3)

License Consolidation Optimize for Efficiencies 

and Improved Capability

• Improve IT Category Management
DoD Digital Modernization Strategy 6/5/2019 Page 63

Appendix E: DoD CIO Authorities

The DoD CIO is positioned with appropriate responsibilities and authorities to improve operating 

efficiency, encompass portfolio and program management, and focus on delivering IT solutions 

that support the Department’s mission and business activities in a secure and efficient manner. 

The Department’s federated management model integrates and balances CIO authorities with the 

additional specific DoD CIO authorities contained with Title 10, Title 40, and Title 44 in a

manner that achieves the desired outcomes of operational efficiencies. 

The fundamental DoD CIO statutory mandates are outlined in the table below:

Table 5: CIO Statutory Mandates

Authoritative Source Mandates

Title 10 U.S.C. 142 • Chief Information Officer

(a) There is a Chief Information Officer of the Department of 

Defense, who shall be appointed by the President, by and with the 

advice and consent of the Senate, from among civilians who are 

qualified to serve as such officer.

(b) (1) The Chief Information Officer of the Department of Defense-

(A) is the Chief Information Officer of the Department of 

Defense for the purposes of sections 3506(a)(2) (other 

than with respect to business systems and management) 

and 3544(a)(3) of title 44;

(B) has the responsibilities and duties specified in sections 

11315 and 11319 of title 40 (other than with respect to 

business systems and management);

(C) has the responsibilities specified for the Chief Information 

Officer in sections 2223(a) (other than with respect to 

business systems and management) and 2224 of this title;

(D) exercises authority, direction, and control over the 

Information Assurance Directorate of the National 

Security Agency;

(E) exercises authority, direction, and control over the 

Defense Information Systems Agency, or any successor 

organization;

(F) has the responsibilities for policy, oversight, guidance, 

and coordination for all Department of Defense matters 

related to electromagnetic spectrum, including 

coordination with other Federal and industry agencies, 

coordination for classified programs, and in coordination 

with the Under Secretary for Personnel and Readiness, 

policies related to spectrum management workforce;

(G) has the responsibilities for policy, oversight, guidance, 

and coordination for nuclear command and control 

systems;

(H) has the responsibilities for policy, oversight, and guidance 

for matters related to precision navigation and timing; and

(I) has the responsibilities for policy, oversight, and guidance 

for the architecture and programs related to the 

information technology, networking, information 

assurance, cybersecurity, and cyber capability 

architectures of the Department.
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Authoritative Source Mandates

(2)

(A) The Secretary of Defense, acting through the Under 

Secretary of Defense (Comptroller), shall require the 

Secretaries of the military departments and the heads of 

the Defense Agencies with responsibilities associated with 

any activity specified in paragraph (1) to transmit the 

proposed budget for such activities for a fiscal year and 

for the period covered by the future-years defense 

program submitted to Congress under section 221 of this 

title [10 USCS § 221] for that fiscal year to the Chief 

Information Officer for review under subparagraph (B) 

before submitting the proposed budget to the Under 

Secretary of Defense (Comptroller).

(B) The Chief Information Officer shall review each proposed 

budget transmitted under subparagraph (A) and, not later 

than January 31 of the year preceding the fiscal year for 

which the budget is proposed, shall submit to the 

Secretary of Defense a report containing the comments of 

the Chief Information Officer with respect to all such 

proposed budgets, together with the certification of the 

Chief Information Officer regarding whether each 

proposed budget is adequate.

(C) Not later than March 31 of each year, the Secretary of 

Defense shall submit to Congress a report specifying each 

proposed budget contained in the most-recent report 

submitted under subparagraph (B) that the Chief 

Information Officer did not certify to be adequate. The 

report of the Secretary shall include the following matters:

i. A discussion of the actions that the Secretary 

proposes to take, together with any recommended 

legislation that the Secretary considers appropriate, 

to address the inadequacy of the proposed budgets 

specified in the report.

ii. Any additional comments that the Secretary 

considers appropriate regarding the inadequacy of 

the proposed budgets.

 (3)

(A) The Secretary of a military department or head of a 

Defense Agency may not develop or procure information 

technology (as defined in section 11101 of title 40 [40 

USCS § 11101]) that does not fully comply with such 

standards as the Chief Information Officer may establish.

(B) The Chief Information Officer shall implement and 

enforce a process for--

i. developing, adopting, or publishing standards for 

information technology, networking, or cyber 

capabilities to which any military department or 

defense agency would need to adhere in order to run 

such capabilities on defense networks; and

ii. certifying on a regular and ongoing basis that any 

capabilities being developed or procured meets such 

standards as have been published by the Department 

at the time of certification.
DoD Digital Modernization Strategy 6/5/2019 Page 65

Authoritative Source Mandates

(C) The Chief Information Officer shall identify gaps in 

standards and mitigation plans for operating in the 

absence of acceptable standards.

(4) The Chief Information Officer shall perform such additional 

duties and exercise such powers as the Secretary of Defense 

may prescribe.

(c) The Chief Information Officer of the Department of Defense 

shall report directly to the Secretary of Defense in the 

performance of duties under this section.

(d) The Chief Information Officer takes precedence in the 

Department of Defense with the officials serving in positions 

specified in section 131(b)(4) of this title. The officials serving in 

positions specified in such section and the Chief Information 

Officer of the Department of Defense take precedence among 

themselves in the order prescribed by the Secretary of Defense.

Title 10 U.S.C. 2222 • The Chief Information Officer of the Department of Defense shall 

develop an information technology enterprise architecture. The 

architecture shall describe a plan for improving the information 

technology and computing infrastructure of the Department of 

Defense, including for each of the major business processes 

conducted by the Department of Defense.

• The Secretary shall establish a Defense Business Council to provide 

advice to the Secretary on developing the defense business enterprise 

architecture, reengineering the Department's business processes, 

developing and deploying defense business systems, and developing 

requirements for defense business systems. The Council shall be 

chaired by the Chief Management Officer and the Chief Information 

Officer of the Department of Defense.

• Issuance of Guidance

o Supporting guidance.-The Secretary shall direct the Chief 

Management Officer of the Department of Defense, the Under 

Secretary of Defense for Acquisition, Technology, and Logistics, 

the Chief Information Officer, and the Chief Management Officer 

of each of the military departments to issue and maintain 

supporting guidance, as appropriate and within their respective 

areas of responsibility, for the guidance of the Secretary issued 

under paragraph (1).
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Authoritative Source Mandates

Title 10 U.S.C. 2223 In addition to the responsibilities provided for in chapter 35 of Title 44 

and in section 11315 of Title 40, the Chief Information Officer of the 

Department of Defense shall—

(1) review and provide recommendations to the Secretary of 

Defense on Department of Defense budget requests for 

information technology and national security systems;

(2) ensure the interoperability of information technology and 

national security systems throughout the Department of 

Defense;

(3) ensure that information technology and national security 

systems standards that will apply throughout the Department of 

Defense are prescribed;

(4) provide for the elimination of duplicate information technology 

and national security systems within and between the military 

departments and Defense Agencies; and

(5) maintain a consolidated inventory of Department of Defense 

mission critical and mission essential information systems, 

identify interfaces between those systems and other information 

systems, and develop and maintain contingency plans for 

responding to a disruption in the operation of any of those 

information systems.
DoD Digital Modernization Strategy 6/5/2019 Page 67

Authoritative Source Mandates

Title 10 U.S.C. 2224 The Secretary of Defense shall carry out a program, to be known as the 

“Defense Information Assurance Program”, to protect and defend 

Department of Defense information, information systems, and 

information networks that are critical to the Department and the armed 

forces during day-to-day operations and operations in times of crisis.

The objectives of the program shall be to provide continuously for the 

availability, integrity, authentication, confidentiality, nonrepudiation, and 

rapid restitution of information and information systems that are essential 

elements of the Defense Information Infrastructure.

In carrying out the program, the Secretary shall develop a program 

strategy that encompasses those actions necessary to assure the readiness, 

reliability, continuity, and integrity of Defense information systems, 

networks, and infrastructure, including through compliance with 

subchapter II of chapter 35 of title 44, including through compliance with 

subchapter III of chapter 35 of title 44. The program strategy shall 

include the following:

(1) A vulnerability and threat assessment of elements of the defense 

and supporting nondefense information infrastructures that are 

essential to the operations of the Department and the armed 

forces.

(2) Development of essential information assurances technologies 

and programs.

(3) Organization of the Department, the armed forces, and 

supporting activities to defend against information warfare.

(4) Joint activities of the Department with other departments and 

agencies of the Government, State and local agencies, and 

elements of the national information infrastructure.

(5) The conduct of exercises, war games, simulations, experiments, 

and other activities designed to prepare the Department to 

respond to information warfare threats.

(6) Development of proposed legislation that the Secretary 

considers necessary for implementing the program or for 

otherwise responding to the information warfare threat.

Clinger-Cohen Act of 1996 (CCA) 

(Title 40 U.S.C.)

• Establishes additional statutory responsibilities of agency CIOs

• Responsibilities include: 

1) IT architecture

2) Promote efficient design & operation of major Information 

Resources Management (IRM) processes, including improvement 

to agency work processes (business process reengineering)

3) Evaluate the performance of IT investments and advise agency 

head whether to continue, modify or terminate

• Develop, maintain, and facilitate the implementation of a sound, 

secure, and integrated IT architecture

Paperwork Reduction Act

(Title 44 U.S.C., Chapter 35, 

subchapter I)

• Establishes the position of the Agency CIO

• Carry out DoD IRM activities to improve agency productivity, 

efficiency, and effectiveness

• Ensure DoD compliance with and prompt, efficient, and effective 

implementation of the information policies and IRM responsibilities 

established under this subchapter

• With respect to general IRM:
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Authoritative Source Mandates

1) Manage resources to reduce information collection burdens on 

the public; increase program efficiency and effectiveness; and 

improve the integrity, quality, and utility of information

2) Maintain a strategic IRM plan

3) Develop and maintain ongoing processes supporting IRM

4) Maintain a current and complete inventory of the agency’s 

information resources

5) Conduct formal training programs to educate agency program 

and management officials about IRM

Federal Information Security 

Modernization Act (FISMA) (Title 44 

U.S.C., Chapter 35, Subchapter II)

• CIO responsible to ensure agency compliance including: 

1) Designate Senior Agency Information Security Officer

2) Develop and maintain Agency-wide Information Security 

Program

3) Develop and maintain information security policies, procedures, 

and control techniques

4) Train and oversee personnel with significant information security 

responsibilities

5) Assist senior officials concerning their information security 

responsibilities

Federal IT Acquisition Reform Act 

(FITARA) P.L. 113-291 §§ 831-837

• The Department of Defense is subject to only certain portions of the 

Federal IT Acquisition Reform Act, including:

• Provide recommendations to the Secretary of Defense on DoD IT 

investments

• Certify that IT investments are adequately implementing incremental 

development

• In support of enhanced transparency and improved risk management 

in IT investments, continue to report non-MIP, non-NSS (National 

Security Systems) on OMB’s IT Dashboard, and categorize the risk of 

each of those investments

• Use the DoD acquisition process and Title 10 to address major IT 

programs that are rated moderately-high or high risk for more than 

one year

• Conduct annual portfolio review of DoD business (non-NSS) systems 

• Submit annual reports regarding data center consolidation, including 

data center inventory, performance metrics, consolidation timeline, 

and progress (including cost savings)

• Manage strategic sourcing

• Work with GSA to continue to provide the capability for enterprise 

software procurement

Department of Defense Directive 

(DoDD) 5144.02 “DoD Chief 

Information Officer (DoD CIO)” 

November 21, 2014; Incorporating 

Change 1, September 19, 2017

Defined DoD CIO responsibilities:

• Develops DoD strategy and policy on the operation and protection of 

all DoD IT and information systems, including development and 

promulgation of enterprise-wide architecture requirements and 

technical standards, and enforcement, operation, and maintenance of 

systems, interoperability, collaboration, and interface between DoD 

and non-DoD systems.

• Serves as the Agency Chief Information Officer for the DoD with the 

responsibilities, duties, and qualifications, pursuant to section 11315 

of Title 40, U.S.C., and the additional responsibilities, pursuant to 

section 2223 of Title 10, U.S.C.

• Serves as the CIO for DoD with the responsibilities, pursuant to 

section 3506 of Title 44, U.S.C., related to Federal information policy.
DoD Digital Modernization Strategy 6/5/2019 Page 69

Authoritative Source Mandates

• Consistent with section 932 of Public Law 113-66 (FY2014 NDAA), 

as implemented by Secretary of Defense memorandum (Guidance 

Regarding Cyberspace Roles, Responsibilities, Functions and 

Governance within the Department of Defense,” June 9, 2014) and 

Deputy Secretary of Defense memorandum (“Designation of the DoD 

Principal Cyber Advisor,” July 17, 2014), directs, manages, and 

provides policy guidance and oversight of the DoD cybersecurity 

program, which includes responsibility for the Defense Information

Assurance Program, pursuant to section 2224 of Title 10, U.S.C., and 

information security, pursuant to section 3544 of Title 44, U.S.C. In 

the performance of these duties, the DoD CIO, in consultation and 

coordination with the Under Secretary of Defense for Intelligence, 

will provide policy guidance to the Director, National Security 

Agency/Chief, Central Security Service (DIRNSA/CHCSS), 

regarding network operations and cybersecurity matters.

• Ensures compliance with the requirements of National Security 

Directive 42 (“National Policy for the Security of National Security

Telecommunications and Information Systems,” July 5, 1990) and 

collaborates with the DIRNSA/CHCSS on the performance of 

DIRNSA/CHCSS duties, pursuant to National Security Directive 42

and Executive Order 12333 (“United States Intelligence Activities,” 

as amended), as the National Manager for National Security 

Telecommunications and Information Systems Security.

• Consistent with section 171(a) of Title 10, U.S.C. supports the 

Council on Oversight of the National Leadership Command, Control, 

and Communications System by providing policy guidance and 

oversight for the DoD information enterprise that supports DoD C2. 

This includes the communications, information sharing capabilities, 

and National Leadership Command Capabilities integrating national, 

strategic, operational, and tactical C2 and communications systems 

and programs, including support to the White House Military Office. 

The DoD CIO develops and oversees contingency and crisis response 

communications policies and planning for stabilization and 

reconstruction operations carried out by the DoD with emphasis given 

to those executed in concert with the U.S. Government interagency 

process, including DoD interaction with foreign nations and 

nongovernmental organizations.

• Provides guidance and oversight for DoD network operations, 

including the standards for day-to-day defense and protection of DoD 

information networks; DoD IT support to military and joint missions; 

and resilience and reliability of information and communication 

networks.

• Provides policy, oversight, and guidance for matters related to PNT.

• Provides policy, oversight, and guidance for all DoD matters related 

to the electromagnetic spectrum and serves as the DoD lead for the 

management and use of the electromagnetic spectrum; and for 

electromagnetic environmental effects within DoD, nationally and 

internationally. The DoD CIO serves as the DoD lead for 

coordination, approval, and representation of DoD positions on all 

spectrum matters within the U.S. Government as well as in regional, 

national, and international spectrum management forums and 

organizations.

• Provides guidance and oversight for the content of those portions of 

the defense business enterprise architecture that support information 
DoD Digital Modernization Strategy 6/5/2019 Page 70

Authoritative Source Mandates

technology infrastructure or cybersecurity activities, pursuant to 

section 2222 of Title 10, U.S.C.

• Directs, manages, and provides policy guidance and oversight of the 

DoD Records Management Program, pursuant to chapters 31 and 33 

of Title 44, U.S.C.

• Provides guidance and oversight with regard to the recruiting, 

retention, training, and professional development of the DoD IT and 

cybersecurity workforce, pursuant to section 11315 of Title 40, 

U.S.C., and section 3544 of Title 44, U.S.C. The DoD CIO will assess 

the requirements for agency personnel regarding IRM knowledge and 

skill and conduct formal training programs to educate agency program 

and management officials about IRM.

• Establishes, maintains, and chairs the DoD CIO Executive Board as 

the single senior governance forum for DoD IT. The DoD CIO 

Executive Board provides advice and information to the DoD CIO on 

the full range of statutory and regulatory matters related to 

information and DoD IT.

• Provides advice on issues related to all assigned responsibilities and 

functions to:

1) The Defense Business Systems Management Committee 

and the Defense Business Council, as a co-chair.

2) The Defense Acquisition Board, as a member.

3) The Joint Requirements Oversight Council and Joint 

Capabilities Integration and Development System process, 

as an advisor, when appropriate.

4) The Defense Space Council, as a member.

5) The North Atlantic Treaty Organization Command, 

Control, and Communications Board, as the DoD 

representative.

6) The Cyber Investment Management Board, as a member.

7) The Council on the Oversight of the National Leadership 

Command, Control, and Communications System 

(NLC3S), as a member.

• Serves as the chair of the Committee on National Security Systems, 

pursuant to National Security Directive 42 (“National Policy for the 

Security of National Security Telecommunications and Information 

Systems,” July 5, 1990) and Executive Order 13231 (“Critical 

Infrastructure Protection in the Information Age,” October 16, 2001, 

as amended), and the co-chair of the National Security and

Emergency Preparedness Communications Executive Committee, 

pursuant to Executive Order 13618 (“Assignment of National Security 

and Emergency Preparedness Communications Functions,” July 6, 

2012).

• Serves on boards, committees, and other groups pertaining to DoD 

CIO functional areas, and represents the Secretary and Deputy 

Secretary of Defense on DoD CIO matters outside DoD.

• Participates in those planning, programming, budgeting, and 

execution activities that relate to assigned areas of responsibility.

• Reviews assigned functions and responsibilities periodically to ensure 

that DoD Executive Agent responsibilities resident under the 

cognizance of the DoD CIO are in conformance with DoDD 5101.1 

(“DoD Executive Agent,” September 3, 2002, as amended).

• Ensures that DoD CIO policies and programs are designed and 

managed to improve performance standards, economy, and efficiency, 
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Authoritative Source Mandates

and that the Defense Information Systems Agency is attentive to the 

requirements of its organizational customers, both internal and 

external to the DoD.

• Performs such other duties as the Secretary or Deputy Secretary of 

Defense may prescribe.

OMB Circular A-130 • The Secretary appoints a Chief Information Officer, as required by 44 

U.S.C. 3506(a), who must report directly to the agency head to carry 

out the responsibilities of the agencies listed in the Paperwork 

Reduction Act (44 U.S.C. 3506), the Clinger Cohen Act (40 U.S.C. 

1425(b) & (c)), as well as Executive Order 13011. Military 

departments and the Office of the Secretary of Defense may each 

appoint one official. The Chief Information Officer must, among other 

things:

(a) Be an active participant during all agency strategic management 

activities, including the development, implementation, and 

maintenance of agency strategic and operational plans;

(b) Advise the agency head on information resource implications of 

strategic planning decisions;

(c) Advise the agency head on the design, development, and 

implementation of information resources.

(i) Monitor and evaluate the performance of information resource 

investments through a capital planning and investment control 

process, and advise the agency head on whether to continue, 

modify, or terminate a program or project; 

(ii) Advise the agency head on budgetary implications of 

information resource decisions; and 

(d) Be an active participant throughout the annual agency budget 

process in establishing investment priorities for agency 

information resources;

• The Chief Information Officer monitors agency compliance with the 

policies, procedures, and guidance in Circular A-130. Acting as an 

ombudsman, the Chief Information Officer must consider alleged 

instances of agency failure to comply with the Circular, and 

recommend or take appropriate corrective action. The Chief 

Information Officer will report instances of alleged failure and their 

resolution annually to the Director of OMB, by February 1st of each 

year.

Authorities with Respect to Workforce Management

The DoD Chief Information Officer has cyberspace workforce management responsibilities 

identified in the Clinger-Cohen Act (1996) and the Paperwork Reduction Act (1995) (codified in 

40 USC 11315 and 44 USC 3501 et seq, respectively) regarding hiring, training, professional 

development and overall IT human capital management. Additionally, the CIO has skill-specific 

training responsibilities regarding information security (now known as cybersecurity) personnel 

identified in the Federal Information Security Modernization Act (44 USC 3544). 

Consistent with these laws, DoD Directive 5144.02 gives the DoD CIO authority to provide

guidance and oversight with regard to the recruiting, retention, training, and professional 
DoD Digital Modernization Strategy 6/5/2019 Page 72

development of the IT and cybersecurity categories within the DoD cyber workforce. 

Accordingly, the DoD CIO will assess the requirements for Department personnel regarding 

IRM knowledge and skill and conduct formal training programs to educate DoD program and 

management officials about IRM.