AMERICA’S ARMY: THE STRENGTH OF THE NATION

America’s Army is continuing its transformation journey to 

remain the preeminent landpower on Earth; ready to meet 

and relevant to the challenges of a dangerous and complex 

21st Century security environment. Our Vision is to deliver a joint 

Net-Centric information enterprise that enables Warfighter decision 

superiority. 

Army is simultaneously improving its information infrastructure while 

re-engineering processes to improve the way we conduct and support war and keep the peace. We are transforming our infrastructure 

to better support mobile, modular forces at installations, depots, 

arsenals, off-installation Army activities, National Guard Joint Force 

Headquarters, and at Armories and United States Army Reserve Centers and facilities throughout the information network that connects 

them. We are doing this while maintaining our commitment to more 

efficiently support the varied demands of operational and institutional 

processes, and keeping a mission results focus ensuring that deployment requirements and global 

commitments of the security environment drive the transformation Army-wide. 

We are also doing this in the face of ever-increasing threat to the LandWarNet and the IT-focused 

capabilities it provides. These threats have a significant scope and breadth. At the lower end of the 

threat spectrum are lone or small groups of amateurs using common hacker tools and techniques 

in an unsophisticated manner without significant support. At the high end are those threats associated with offensive Information Operations, especially computer network attacks (CNAs), using 

state-of-the art tools and covert techniques conducted in coordination with military operations. 

These high-end threats are assessed to be driven by the objective to deny the Army the advantage 

of a joint Net-Centric information enterprise and Warfighter decision superiority.

The Army CIO/G-6 Campaign Plan identifies the Vision, Mission, Goals, and Core Information 

Management/Information Technology (IM/IT) Capabilities that support the DoD, Joint and Army 

Strategic guidance. Additionally, transitional roadmaps for guiding our transformation in service to 

the warfighter are provided in a restricted appendix that can be accessed behind Army Knowledge 

Online-SIPRNet (AKO-S). The primary focus of this document is to outline the Army IM/IT strategy 

integrating the efforts of the CIO/G-6, the Direct Reporting Unit (DRU) NETCOM/9TH SC(A), the 

United States Army Signal Center and School at Fort Gordon as well as the Reserve Components 

in support of the Army Campaign Plan. The Army CIO/G-6 Campaign Plan is a long-term plan 

from the current time through 2015 that provides the Army with the strategic direction for IM/IT 

capability building in support of the Warfighter. The critical enabler for this plan is the prioritization of our resources for IM/IT investments against this strategy – a strategy that must be flexible, incorporating improved technology and leveraging process management and improvement 

whenever they benefit Army and can achieve Joint mission results. We are striving to become a 

service-based organization focused on providing world-class service to the Warfighter and those 

who support them. A culture of empowerment and stewardship should focus on the Soldier and 

the battlefield, even as we improve business processes. 

FROM MR. VERNON M. BETTENCOURT, JR.

Vernon M. Bettencourt, Jr.

Acting Chief Information Officer, G-6

A Message to Our Partners 


AMERICA’S ARMY: THE STRENGTH OF THE NATION

Introduction................................................................................................. 4

Army Strategic Alignment.......................................................................................... 4 

Enterprise Architecture .............................................................................................. 6

Army IM/IT Enterprise Architecture ........................................................................... 6

LandWarNet Vision...................................................................................... 7

Information Superiority .............................................................................................. 7

LandWarNet Core Capabilities ................................................................................... 8

Army CIO/G-6 Core Competencies ............................................................................ 8

Army CIO/G-6 Vision ................................................................................... 9

Mission ....................................................................................................................... 9

Strategic Goals........................................................................................................... 9

Strategic Goal 1 ....................................................................................................... 10

Connect...................................................................................................................................................11

Network Operations (NETOPS) ..............................................................................................................11

Strategic Goal 2 ....................................................................................................... 12

Data.........................................................................................................................................................13

Services ...................................................................................................................................................13

Applications ............................................................................................................................................13

Governance/Standards ...........................................................................................................................14

Strategic Goal 3 ....................................................................................................... 16

Identity ....................................................................................................................................................17

Strategic Goal 4 ....................................................................................................... 18

Applications ............................................................................................................................................18

IT Portfolio Management Structure: Mission Areas and Domains..........................................................19

EIEMA Construct.....................................................................................................................................19

Financial Resources Alignment ...............................................................................................................21

Strategic Goal 5 ....................................................................................................... 22

Human Resources Alignment..................................................................................................................23

Strategic Goal 6 ....................................................................................................... 24

Implementation Strategy - CIO/G-6 500-Day Plan.................................................................................24

Performance Reviews..............................................................................................................................24

Process Improvement .............................................................................................................................25

Strategic Communications......................................................................................................................25

Program Executive Office, Enterprise Integration System (PEO EIS) Oversight....................................25

Army Chief Information Officer (CIO) Executive Board..........................................................................27

Appendices................................................................................................ 28

Take Aways ................................................................................................ 30

Table of contents
AMERICA’S ARMY: THE STRENGTH OF THE NATION

Our Army faces an ever-changing and evolving enemy and we must be able to respond rapidly to defeat emerging threats. The current operating environment and projections of persistent conflict dictate the need to rapidly develop capabilities for both the current and future forces. Further, the rapid pace of Information Technology 

(IT) change will create opportunities necessitating transformation of our development and procurement process to 

exploit these opportunities and effectively integrate them into the force. This transformation must include the ways and 

means to identify and mitigate risks associated with procurement and acquisition in the global IT market space.

The Global Information Grid (GIG) is the Department of Defense’s approach to information and decision superiority 

– a key to the National Military Strategy for continued information dominance. This decision superiority is based on 

shared information across the Army and with Joint, Interagency, and Multi-National coalitions and allies. LandWarNet 

is the Army’s portion of the GIG and; therefore, key to Army’s decision superiority.

LandWarNet has been described as the Army’s Battle Command and GIG-derived, orders-based, capabilities focused 

system of systems, train as you fight, and enhanced orders process. LandWarNet enables information-based Joint, 

Interagency, multi-national, civil defense, Warfighting and support operations, regardless of Joint Operational Phase, 

operational urgency, or the battlespace circumstances of its authorized users. 

Army Strategic Alignment

The IM/IT strategy as 

outlined in this document 

iterates the Army CIO/G6 Vision, and Mission, six 

Strategic Goals and Core 

LandWarNet Capabilities 

that drive the Army’s longterm IM/IT strategy from 

2008 through 2015. This 

Plan details the long-term 

specified and implied missions in the Army Campaign Plan, as well as OSD 

and Joint strategic guidance. The CIO/G-6 Vision, 

Mission and six Strategic 

Goals directly support the 

Secretary of the Army’s 

nineteen Strategic Initiatives and the seven Army 

Initiatives. 

This Plan is intended to be 

the integrating instrument 

between the CIO/G-6, 

NETCOM/9TH SC(A), the 

Signal Center as well as the 

Army Reserve and the Army 

National Guard, providing 

the long-term direction for 

the Army’s IM/IT Strategy 

to support the Army. 

INTRODUCTION
AMERICA’S ARMY: THE STRENGTH OF THE NATION

The strategy management lifecycle begins with the alignment of the CIO/G-6 long-term vision in the CIO/G-6 Campaign Plan to the larger Army-wide specified and implied missions in the Army Campaign Plan and taking into consideration future capabilities and trends identified in the various Army Studies conducted by the Army Science Board 

and Rand Corporation on behalf of the Army. In addition, the Army CIO/G-6 works in collaboration with the DoD CIO 

to incorporate guidance in the QDR and Strategic Planning Guidance. From the long-term plan laid out in the CIO/G6 Campaign Plan, the short-term implementation plan is developed and iterated in the CIO/G-6 500-Day Plan and 

the supporting plans of NETCOM/9TH SC(A), the Signal Center, and the Reserve Components. During performance 

reviews, the CIO/G-6 will monitor the implementation status and performance metrics of the various IM/IT initiatives 

projects and programs. The results of these performance reviews feed the Army’s Strategic Management Systems allowing Army senior leaders to view the IM/IT performance in context with the rest of the Army’s efforts to execute the 

Army Campaign Plan. In this way the effectiveness of the strategy can be evaluated and necessary course corrections 

in the form of changes to the strategy and process improvement efforts undertaken as needed. Completed projects 

result in process improvements that impact the way the LandWarNet operates, and result in need for new or revised 

strategies to affect change in the new operational situation completing the cycle of strategy development.

The Army’s portion of the Global Information Grid, the LandWarNet network, has many facets with multiple Army 

Staff elements responsible for the planning, designing, developing, training and operating. Integrating these efforts 

requires synchronization to provide a unified picture of how the various pieces fit together. Managing the strategy to 

accomplish this is a cyclical and iterative process.

The Army CIO/G-6 Campaign Plan serves as the unifying strategic umbrella for the multidimensional effort to develop, 

implement and operate the LandWarNet. Specific objectives related to LandWarNet training and operational efforts 

are documented in the following formal planning documents:

• NETCOM 9th Army Signal Command Campaign Plan, Version 2.0, 3 November 2006

• Signal Regiment Campaign Plan, March 2007

Strategy 

Management 

Lifecycle
AMERICA’S ARMY: THE STRENGTH OF THE NATION

Enterprise Architecture

Enterprise Architecture is the principal driver in 

the process of aligning the Army’s strategic vision and goals with information technology by 

depicting the Army as it is today and as it is envisioned 

in the future. 

The Army Enterprise Architecture can be defined as 

(1) a strategic information asset base, which defines 

the mission (connect and identity); (2) the information 

necessary to perform the mission (data); (3) the technologies necessary to perform the mission (services 

and applications); and (4) the transitional processes for 

implementing new technologies in response to changing mission needs (governance and standards) which 

includes (A) a baseline architecture (current force); (B) 

a target architecture (future force); and (C) a sequencing plan (roadmaps).

The Army Enterprise Architecture is the translation of the Army vision and strategy to enable effective enterprise 

transformation. The CIO/G-6 has established the Army Strategy Map, the Army’s strategic execution plan as iterated 

in the Army Posture Statement, as the authoritative framework for the Army Enterprise Architecture. 

Whereas the Army Enterprise Architecture provides the “big picture” view across the Army Enterprise; Segment 

Architectures provide a more detailed and results-oriented view; they are a transition bridge establishing traceability 

between strategic goals and Information Technology solutions. 

A Segment Architecture (1) is a detailed, results-oriented architecture and a transition plan for a segment of the enterprise; (2) comprises a series of work products describing baseline architecture, target architecture and a transition 

plan; (3) work products that document segment-level change drivers, describe baseline and target performance, business data, services, and technology architecture, and provide a roadmap to enhance business operations and achieve 

measurable performance improvements; and (4) has a segment transition plan which feeds the enterprise transition 

plan and should influence the enterprise investment portfolio.

Segment Architectures focus on major areas of the Enterprise (lines of business) to enable performing operations 

and customer service more efficiently and effectively. 

Solution Architectures define the delivering capabilities 

that enable operational outcomes by addressing gaps 

on which the segment (performance or services) relies. 

The end state for the Army’s architecture strategy is the 

full implementation of Services Oriented Architecture.

Army IM/IT

Enterprise Architecture

The CIO/G-6 has established the Army CIO/G-6 

Strategy Map as the authoritative framework for 

the Army IT Enterprise Architecture that supports 

the Army Enterprise Architecture. The CIO/G-6’s first 

and most significant means of developing LandWarNet 

will be accomplished through the development and enforcement of the Army Enterprise Architecture.
AMERICA’S ARMY: THE STRENGTH OF THE NATION

The LandWarNet vision is to provide operational capabilities to the Warfighter during all six Joint Operational 

Phases (as illustrated below). To meet the Warfighters’ operational requirements the CIO/G-6 in collaboration 

with HQDA Staff, Army Commands, Army Service Component Commands, Direct Reporting Units, United 

States Army Reserve, and the Army National Guard will provide LandWarNet operational capabilities and LandWarNet 

institutional infrastructure in support of the Warfighter and the core business processes that support the Warfighter.

Information Superiority

The Army has made significant strides in Information Assurance (IA) efforts to secure Cyberspace with expanded 

access to encryption software and robust identity management programs with two-factor authentication processes. Information Assurance will continue to be a priority and will be an element of the larger emerging 

mission of Cyberspace Operations. The Army, in synchronization with DoD and the Joint Staff, must aggressively 

address the new and emerging threats to our networks and information and develop capabilities that protect our interests in Cyberspace. Information Superiority will require greater reliance on all-source intelligence to define threats 

to LandWarNet capabilities and to work toward predictive analysis to enable scarce IA resources to be deployed at 

the right place at the right time. As Cyberspace is defined and operational missions emerge the Army will develop 

comprehensive plans and take aggressive actions to protect and defend our LandWarNet capabilities in collaboration 

with DoD in support of the DoD enterprise. 

LANDWARNET VISION

IM/IT Capability 

Requirements for LandWarNet
AMERICA’S ARMY: THE STRENGTH OF THE NATION

LandWarNet

Core Capabilities

The LandWarNet Core Capabilities 

depicted in the graphic at the left 

(Connect, Identity, Data, Services, Applications, NETOPS and Governance/Standards) provide the over-arching construct that 

will be used throughout this Campaign Plan. 

These core capabilities are the “Ways” that 

will enable achieving the LandWarNet Vision 

and the two “Ends” in the CIO/G-6 Strategy Map; Provide LandWarNet Operational 

Capabilities and LandWarNet Institutional 

Infrastructure. Each of the LandWarNet Core 

Capabilities will be discussed in detail in the 

subsequent sections of this document as the 

focus of our strategic goals. 

Army CIO/G-6

Core Competencies

The Army CIO/G-6, in collaboration with 

the Deputy Under Secretary of the Army 

for Business Transformation (DUSA-BT), 

continues to implement business transformation changes to continuously improve the quality of support to our Army. The graphic at the 

right depicts the CIO/G-6 value stream or core 

competencies (Strategy, Policy, Architecture, 

Investment, Acquisition Oversight, Operations, 

and Governance and Compliance) that are the 

focus of our business transformation efforts. 

During the period covered by this plan the CIO/

G-6 will transform from a primarily functionally 

based organization to a process-based organization and finally to a service-based organization. In this transformation the CIO/G-6 and the 

Signal Regiment will mature its service delivery 

from best effort to a quality of service model.

Army CIO/G-6 Vision, Mission & Goals 

The next section of the CIO/G-6 Campaign Plan will lay out the Army CIO/G-6 Vision, Mission, and Goals to 

achieve the over-arching LandWarNet vision and provide the detailed ways and means to achieve the ends in 

the Army CIO/G-6 Strategy Map: LandWarNet Operational Capabilities and LandWarNet Institutional Capabilities. This will be achieved by building and improving the LandWarNet Core Capabilities.
AMERICA’S ARMY: THE STRENGTH OF THE NATION

In support of LandWarNet, the Army CIO/G-6 Vision is to: Deliver a joint Net-Centric information enterprise 

that enables Warfighter decision superiority.

Provide architecture, governance, portfolio management, strategy, command, control, communications, 

computers and information technology (C4IT) acquisition oversight and operational capabilities to enable 

joint expeditionary Net-Centric information dominance for the Army.

The CIO/G-6 Vision and Mission are supported by six enduring Strategic Goals:

• Strategic Goal 1: Develop and maintain a secure, seamless, interdependent LandWarNet network 

by leading development and enforcing the use of integrated enterprise architecture.

• Strategic Goal 2: Lead enterprise integration to achieve decision superiority by transforming processes, applications, and data into net-centric capabilities across the Army.

• Strategic Goal 3: Protect and defend the Army’s systems, networks, and information.

• Strategic Goal 4: Ensure Army information management and information technology investments 

maximize Joint and Army capabilities.

• Strategic Goal 5: Develop the Army’s information management and information technology 

knowledge and skills to support mission needs.

• Strategic Goal 6: Deliver an integrated enterprise strategy that influences joint and Army use of 

information management and information technology in furthering the warfighting capabilities.

Army CIO/G-6 Vision

Mission

Strategic Goals
10

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Develop and maintain a secure, seamless, interdependent LandWarNet

network by leading development and enforcing the use of an integrated

enterprise architecture.

The Clinger Cohen Act mandates the Army CIO’s 

responsibility to develop and enforce an Enterprise Architecture for the Army. The CIO/G-6 vision of LandWarNet is one virtual network with trusted 

interoperability between Combatant Commands (COCOMs), Army Service Component Commands (ASCCs), 

HQDA, and Reserve Components. Joint interoperability 

is mandated by DoD, and Presidential Decision Directive 

12 (HSPD-12) requires information sharing between federal agencies. The Global Information Grid (GIG) is the 

transport layer for LandWarNet. Currently LandWarNet 

has two components; Institutional and Operational. 

The primary focus of the CIO/G-6 has been to ensure 

LandWarNet Operational Capabilities are delivered to 

Warfighters, this will remain the CIO/G-6’s top priority, 

however, to achieve the CIO/G-6 vision of one virtual 

network that has end to end interoperability, the same 

focused effort must be applied by Army stakeholders in 

integrating the LandWarNet Institutional Network. This 

is critical in order to achieve support to Warfighters and 

those who support them during all Joint Operational 

Phases (Shape, Deter, Seize, Dominate, Stabilize, enable 

Civil Authority). 

End State: 

Although the full implementation of WIN-T is not scheduled until 2025, by 2015 today’s disparate communications solutions that provide dedicated communications 

for specific communities/applications will be converging 

into a single integrating framework creating a network of 

networks to meet Future Combat Systems (FCS) Warfighter Battle Command requirements and the requirements of the institutional processes that support them. If 

the Army is to fully enable the FCS, we must begin now 

to implement these capabilities by spinning out information technologies that can be inserted into the Army today to provide our Warfighters with enhanced capabilities 

as soon as they are available. WIN-T will mandate the 

standards and protocols for applications and network 

hosts, to provide the most responsive and effective common services within a Services Oriented Architecture. 

WIN-T must be as mobile and agile as the warfighting 

maneuver forces. WIN-T will provide network access for 

the commander and leaders to utilize automated, collaborative decision support tools that enable the orders 

process and provide commanders with the capability to 

train as they fight and to effectively plan, synchronize 

and virtually rehearse missions during all Joint Operational Phases. In the operational environment, WIN-T will 

achieve full On-The-Move capability within the Brigade 

Combat Team and Support Brigades down to the Battalion and Separate Company level including all sensors 

and munitions. LandWarNet will have achieved Everything over Internet Protocol (EoIP) by providing voice 

video and data to the Army utilizing Internet Protocol. In 

the Institutional environment within CONUS, LandWarNet will achieve Enterprise interoperability as envisioned. Today the Army has thirteen Active Directory 

(AD) forests in CONUS with no trusted relationships between these forests. 

To achieve Army enterprise level interoperability the CIO/

G-6 must work in collaboration with the Installation Management Command (IMCOM) to successfully implement 

the Single DOIM on Army Installations in order to attain 

a level of standardization to achieve interoperability between Army Commands and activities. Concurrently, the 

Army CIO/G-6 must work in collaboration with the United 

States Army Reserve and the National Guard to integrate 

Active and Reserve Components and achieve true enterprise network services as well as preserve the unique 

requirements of all stakeholders. By 2015, the Army will 

be operating its network services from Network Service 

Centers. Network services will mature from a best effort 

level of service to guaranteed levels of service to customers. Fixed based information infrastructure improvements will be accomplished across all Army installations 

and extended 

to United States 

Army Reserve 

and National 

Guard infrastructure to include 

the extension of 

SIPRNet services 

to Active and 

Reserve Component units down 

to Battalion and 

Separate ComStrategic Goal 1
11

AMERICA’S ARMY: THE STRENGTH OF THE NATION

pany level by 2015. An Enterprise level wireless capability will be deployed across the Army providing NSA 

approved, secure connectivity to LandWarNet. 

By 2015 space-based, satellite capabilities will be augmented with Airborne layer capabilities to provide a 

minimum level of redundant capabilities required for 

assured levels of service to warfighters in operational 

theaters. Currently space-based capabilities are heavily 

reliant on commercial satellites (80%). By 2015, Army 

Enterprise Space-based capabilities will be expanded to 

include increased broadband and narrowband capabilities and less reliability of commercial-based satellites to 

achieve 50% commercial and 50% MILSATCOM. 

Connect

Joins, or unites users, their platforms, their 

sensors, and their information in order to 

enable information exchange and global collaboration for Battle Command and Business 

Enterprise support to the Warfighter. 

In the recent past, the primary focus and message of Army Communications has centered 

on developing the capability to “connect” by developing, expanding, upgrading, extending the network infrastructure and transforming the Signal Forces to support 

modularity. The Army’s accomplishments to provide the 

capability to connect via the network have been significant and successful: Joint Network Node – Network 

(JNN-N) – now the primary tactical communications network provider for the Army and referred to as Warrior 

Information Network – Tactical (WIN-T) Increment One; 

Satellite Communications (SATCOM) – combines a dual 

effort to expand the military constellation of satellites 

while at the same time expanding the spectrum of usable frequencies on the existing satellites in orbit; Fixed 

Regional Hub Nodes (FRHN) – in CONUS, Southwest 

Asia, Europe, and the Western Pacific provide world-wide 

support to satellite communications in support of deploying and deployed forces. The Installation Information Infrastructure Modernization Program (I3MP) is providing 

necessary infrastructure upgrades with the goal of making 

Army installations “Docking Stations” allowing Soldiers 

to train as they will fight with the same equipment and 

capabilities in garrison as they use during operational 

deployments. This support must be expanded to include 

the same capabilities to the Warfighter that are available 

in the deployed Theaters of Operation; for example, 

the availability of SIPRNet to Battalion level in garrison. 

Plans for future advances to the network center on the 

Warfighter Information Network – Tactical (WIN-T)

– the cornerstone tactical communications system that 

will establish a single, synchronized framework creating 

a “network of networks” by combining the disparate 

systems (MSE, TRI-TAC, JNN, BFTs, Trojan Spirit, etc.) 

into one, standardized architecture. Although some view 

the network in two segments; institutional (CONUS) and 

Operational (Deployed Theaters - OCONUS) the reality 

is that the Network must be end-to-end providing seamless support to the Warfighter during all six Joint operational phases and providing global reach for the business 

processes that are critical to support the Warfighter. The 

Networks Service Center which is enterprise focused and 

regionally based is the foundation for creating a Global 

Collaborative Environment and a strong network required 

to “connect.” 

Network Operations (NETOPS)

LandWarNet core capabilities: Connect, 

Identity, Data, Services, and Applications are supported and protected by 

pervasive and rigorous Network Operations (NETOPS). 

The CIO/G-6 has the responsibility for conducting Network Operations within the Joint framework to enable 

assured information dominance and protected networkcentric capabilities across the force. The CIO/G-6 provides management and oversight of this mission area. 

NETCOM/9TH SC(A), the CIO/G-6 Direct Reporting Unit 

(DRU) executes this operational mission for the Army. 

Specifically the following initiatives are executed by 

NETCOM/9TH SC(A): 

• Enforce Unity of Command and achieve Unity of Effort across the Army Network-Centric Operational 

Environment (NCOE).

• NCOE situational awareness and Visualization for the 

LandWarNet to include JTF-GNO.

• Strengthen Network Security and Information Assurance (IA). 

• Establish a Fully Functional Army Global Network 

Operations and Security Center (A-GNOSC) and 

supporting NOSCs capable of executing full spectrum of NETOPS. 

• Ensure NETOPS is Pervasive across all layers of the 

Net-Centric Operational Environment (NCOE). 

The NETCOM/9TH SC(A) Campaign Plan contains extensive strategic and tactical details about these initiatives. 

Strategic Goal 1
12

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Lead enterprise integration to achieve decision superiority by 

transforming processes, applications, and data into net-centric

capabilities across the Army.

While the Network is one of the critical enablers 

and past efforts have been clearly focused on 

enhancing this capability, the Army must balance those efforts with the critical mission of enabling 

information exchanges. Building a Network Service Center with a Joint, Interagency, Multi-national and Coalition 

Global Collaborative Environment requires the synchronization and implementation of the DoD, Joint, and Army 

data strategies. These data strategies are visualized with 

the Army’s effort of implementing Area Processing Centers and meets the Army’s goal to make data visible, 

accessible, understandable, trusted, interoperable responsive to user needs and institutionalized. Successful 

information sharing requires a major cultural shift within 

the Army and DoD. There is a mind-set that information 

requires “ownership;” this mind-set needs to shift to a 

culture that has a mind-set of “stewardship.” The most 

leading edge information technologies, transformed 

processes and policies will not lead to the achievement 

of this goal without Army stakeholders, and customers 

embracing stewardship. One of the Army’s primary service delivery successes and key to access to information 

management services is the Army Knowledge Online 

(AKO) portal. AKO is the largest and most mature of all 

DoD portals; it offers many applications with features 

and capabilities that are not available on other DoD portals and has been identified as the best-of-breed portal 

in DoD. These features and capabilities include instant 

messaging, e-mail, education, computer based training, 

chat rooms, video messaging, file storage and sharing 

and more. As a result of AKO’s reputation and success, 

other DoD Components, Services, and Agencies desire to leverage AKO capabilities to 

establish web-based workspaces and communities by which to improve the way information and knowledge is managed with their 

respective organizations. Since its inception, 

Army Knowledge Online has increased communication and knowledge management 

across the Army. Its strong ties to serving the 

individual Soldier have enabled it to become 

a relevant and highly used tool. 

 End State: 

By 2015, the Army, in synchronization with 

Joint and DoD data strategies, will have 

implemented a Services Oriented Architecture (SOA) nested within Federal, DoD, and 

Joint architecture frameworks. The Army 

will implement its approved data strategy 

to include: making data visible (advertise information 

holdings – tag data), making data accessible (web enable sources, remove impediments – need to share), and 

making data understandable (Communities of Interest 

– shared vocabularies) for searches that enable analysis; 

forward stage content to support time sensitive operations; mature data to drive continued analysis and creation of knowledge to integrate into estimates, plans 

and orders. By 2015, data strategy implementation will 

enable applications to become part of the services layer. 

The following services will be enabled for the Warfighter; 

providing Soldiers data beyond local capabilities; the 

ability to tailor IM/IT capabilities based on local requirements; the capability to store, categorize and discover 

relevant information for analysis and mission development; the capability to automate the timely, prioritized, 

dissemination of information to those who need it across 

multiple applications to achieve the vision of a global 

collaborative environment at all echelons of the Army. 

Strategic Goal 2
13

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Data 

Standardizing data is the key to interoperability and collaboration in a global environment. The Army’s goals to make data 

visible, accessible, understandable, trusted, 

interoperable, responsible to user needs, 

and institutionalized have never been more 

important nor the need to implement more 

urgent. The Army’s Net-Centric data implementation strategy is comprehensive and is 

making progress. Communities of Interest (COIs), collaborative groups of users and developers needing to 

exchange information have been and are continuously 

being formed to jointly make decisions and come to 

agreement on their data exchange needs and policies 

in support of Blue Force Tracking, Biometrics, Data 

Initialization, Global Strike and the Warfighter Mission 

Area, among others. In support of COIs, the Army has 

established the Net-Centric Data Center of Excellence 

to provide stakeholders with expert subject matter support, data engineering services and data products. The 

Joint Consultation, Command and Control Information 

Exchange Data Model (JC3IEDM) is being implemented 

and tested in support of the Multilateral Interoperability 

Program (MIP) to achieve international interoperability 

of Command and Control Information Systems (C2SI) at 

all levels from corps to battalion and the Data Migration 

Plan will lay out a strategy for federated models. 

The first step in realizing the end-state for the data 

strategy is to focus on eXtensible Markup Language 

(XML), the standard from which multiple supplementary 

standards have evolved to form the core representation (model) architecture. XML is modular, and the use 

of XML within Web services allows for the consumption 

of XML data from any model: JC3IEDM, Geography 

Markup Language (GML), or a DoD agreed upon common standard.

Services

We are striving to focus on the improvement of information technology services to 

our Warfighter and Business leaders who 

support them. For the Army, migrating to a 

Service Oriented Architecture (SOA) is critical in transitioning from legacy services to 

Future Combat Systems (FCS). SOA is an 

architectural approach capitalizing on the 

deployment of loosely coupled services with defined 

interfaces to support end users and business processes. 

Implementation of the SOA required extensive planning 

and testing to assure that all aspects of the selected 

systems are interoperable and compatible. Within the 

Army, Software Blocking, an evolutionary method of 

delivering system of systems integration for a pre-determined timeframe (block), provides a rigorous and comprehensive methodology to make the plan of the SOA a 

reality. It provides a robust method of integration testing 

designed to replicate the employment of systems in a 

deployed arena, therefore ensuring interoperability and 

deployment of comprehensive capabilities in the hands 

of the warfighter.

As AKO matures into Defense Knowledge Online (DKO), 

its capabilities will continue to enhance the use of shared 

IT infrastructure facilitating best practices in knowledge 

sharing, management, and collaboration. When DKO 

reaches its Full Operational Capability, DKO is projected 

to provide an estimated five million users with a secure, 

adaptive, and agile information sharing environment to 

Warfighters, policy makers and support personnel alike. 

Army Knowledge Online will continue to be the foundation to evolve DKO to a Service Oriented Architecture. 

As the Army migrates to a Service Oriented Architecture 

applications will become services in the SOA framework. 

Once XML has been achieved, the Army SOA efforts will 

be directed at the service orientation of the following 

web services: loose coupling, service contracts, autonomy, abstraction, reusability, composability, statelessness, 

and discoverability. SOA will be critical to transitioning 

from Army Battle Command Systems to Future Combat 

Systems.

Applications

Transforming applications to serve the Warfighter will be accomplished by the Mission 

Areas and Domains engaged in application 

development and enhancement, however the 

standards to which those applications must 

be developed and enhanced to permit them 

to optimally become part of LandWarNet’s 

net-centric, end-to-end, global collaborative 

environment will be established by the CIO/

G-6 and then tested against during the Software Blocking Implementation phases at the Combined Technical 

Support Facility.

Strategic Goal 2
14

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Governance/Standards

LandWarNet core capabilities: Connect, 

Identity, Data, Services, and Applications 

are supported and enabled by unifying 

standards and effective governance. 

Title 40, Subtitle III/Clinger-Cohen Act

The Title 40/CCA generated a number of significant 

changes in the roles and responsibilities of various Federal agencies in managing 

acquisition of IT. It elevated 

oversight responsibility to the Director, OMB, and 

established oversight 

responsibilities to the 

departmental CIO offices. In the Department 

of Defense, the Assistant 

Secretary of Defense for 

Networks & Information 

Integration has been designated as the DoD Chief 

Information Officer and provides management and oversight of all DoD information 

technology, including national 

security systems.

The Act places responsibility for 

“developing, maintaining, and facilitating the implementation of a 

sound and integrated information 

technology architecture” onto the 

agency CIO. In practice, the term information technology architecture is 

now known as Enterprise architecture.

The Clinger-Cohen Act (Title 40, Subtitle III) mandated 

that all major Federal Agencies establish the position 

of Chief Information Officer (CIO). The Secretary of the 

Army designated the Office of the Chief Information Officer/G-6 as the CIO for the Army. The Army CIO/G-6 is 

charged with analyzing data collected during the Title 

40/CCA Compliance and Certification process and recommending to the Milestone Decision Authority whether 

to continue, modify, or terminate Army Information Technology, Command, Control, Communication, Computers 

and Intelligence, and National Security Systems.

All Acquisition Category (ACAT) and Special Interest 

programs require a CIO assessment prior to a Milestone 

(MS) Decision. The Army CIO/G-6 assesses Army ACAT 

I, ACAT II, and Special Interest programs, while ACAT 

III programs are assessed by the Program Management Office’s (PMO) CIO functional organization. The 

requirements for Title 40/CCA and applicable program 

documen- tation are complementary to those 

documents required to obtain a 

MS Decision and meant to assist 

the PMO in achieving both Title 

40/CCA Compliance and Certification and a favorable MS 

Decision. To assist the PMO, 

the Army CIO/G-6 provides 

the CIO Assessment Tool. The 

ABE Hub contains a wealth of 

helpful information to assist 

the PMO during the Title 

40/ CCA Compliance and 

Certification process. 

The Title 40/CCA Compliance and Certification process guides the 

PMO through statutory, regulatory, and 

acquisition policy 

compliance. The Title 40/CCA process 

maximizes the value and assesses 

and manages the 

risks of IT/C4I/NSS acquisitions, institutionalizes performancebased management and results, and provides 

advice and other assistance to Army Senior Leaders to 

ensure that information resources are acquired and managed appropriately.

The Clinger-Cohen Act was the most significant IT reform of the last decade. Based on proven, practical IT 

best practices, it is designed to ensure that IT investments provide measurable improvements in mission 

performance. It directs Federal Agencies to establish 

a comprehensive approach to manage the acquisition, 

use, and disposal of IT. 

The following summary outlines the roles and functions 

of the CIO/G6 as directed in Title 40/CCA: 

Strategic Goal 2
15

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Acquisition and Management of IT Resources

The CIO/G-6 provides advice and other assistance to 

the Secretary of the Army and other senior management 

personnel of the executive agency to ensure that information technology is acquired and information resources 

are managed in a manner consistent with chapter 35 of 

Title 44, United States Code, and the priorities established by the head of the executive agency. 

Strategic Planning

This function pertains to the CIO responsibility for setting an Army IT strategy that supports the DoD IT strategy. Specifically, the plan should incorporate DoD/Army 

C4 mission, resource, and management objectives to 

drive Army IT plans and priorities. Clinger-Cohen directs 

the development and maintenance of a strategic information resources management plan that shall describe 

how information resources management activities help 

accomplish to the Army’s assigned missions. 

Drive Integrated Enterprise Architecture 

This function pertains to the CIO responsibility for developing, maintaining, and facilitating the implementation 

of an Integrated Enterprise Architecture. Specifically, the 

CIO will define the functional and technical requirements 

(DoD and Army) and policy governing the architecture 

and ensure that it supports the objectives of the Army 

strategy. The CIO is also required to act as an advisor 

to stakeholder organizations that required guidance in 

meeting architecture standards. 

General Order Number 3 (Under Revision)

Although currently under review/revision General Order 

Number 3 provides the following direction relating to 

strategic planning requirements of the CIO/G-6: 

• Develop, maintain, and facilitate the implementation 

of a sound and integrated information technology 

architecture.

• Develop policy and 

guidance on information 

management and C4/IT 

(including automation, 

telecommunications, visual information, and related activities, services 

and programs).

• Develop, coordinate, 

and implement the 

Army Knowledge Management, Enterprise 

Architecture, Enterprise 

Infrastructure and Enterprise Portal.

• Provide guidance on 

and validation of business process initiatives 

and programs with C4/IT 

impact.

• Develop, in conjunc­-tion 

with Army G-2, a process 

to ensure all-source intelligence support focused 

on cyber threats to assist 

with procurement/acquisition Milestone Decisions for ACAT I-III.

Strategic Goal 2
16

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Protect and defend the Army’s systems, networks, and information.

The CIO/G-6 will defend, protect and manage the 

information infrastructure through a proactive Information Assurance (IA) policy, governance, and 

operations. This requires a defense-in-depth strategy 

using risk management principles and multi-level security mechanisms to protect the layers of the Army information systems, networks and data. The Army’s approach 

concentrates on protecting information, defending 

systems and networks, providing IA situational awareness, fostering innovation, and creating an empowered 

workforce. The Army has led DoD on several strategic 

fronts: During the Quadrennial Defense Review the 

Army leadership highlighted IA as a key military strategic capability for securing Cyberspace and the Warfighter. Federal Information Systems Management Act 

(FISMA) requirements have been exceeded by the Army 

in systems accreditation, 

security controls, contingency planning, annual 

security reviews, and has 

taken the initiative to 

document user and specialized training. In addition, the Army has 

executed the phased implementation of Homeland Security Presidential 

Directive-12 (HSPD-12) 

and has surpassed Joint 

Task Force – Global Network Operations (JTFGNO) requirements in the 

implementation of Cryptographic Common Access Card Logon for users 

and machines, Contractor 

Verification System implementation, and Electronic 

Digital Signatures for authoritative authentication. 

Currently the Army CIO/

G-6 is taking steps to secure two way wireless devices and extending 

physical security measures to the DoD Smart 

Card technology. The 

Army has become an integral partner with the National 

Security Agency in developing the Global Information 

Grid Information Assurance Architecture, and collaborated in the development of capabilities documents and 

strategies for the GIG Information Assurance Portfolio. 

The Army developed and implemented an aggressive 

policy for Data at Rest and Data in Motion. 

Additionally, the NETCOM/9TH SC(A) Campaign Plan 

contains extensive strategic and tactical details about 

the IA objectives. 

End State: 

By 2015, the Army will achieve the capability for global 

force management, mature identity management to include role-based information access (individual identity). 

Strategic Goal 3
17

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Area Processing Centers and Network Service Centers 

will be operating to reduce the number of access points 

and strengthen LandWarNet. 

By 2015 the Army will have an Information Assurance architecture that is integrated within the DoD vision for Cyberspace Operations. DoD-wide Information Assurance 

standards and network management tools will have been 

incorporated into LandWarNet Network Operations enterprise-wide. The Army CIO/G-6 will have established 

strong, formal collaborative relationships with industry 

partners for advancing information security capabilities. By 2015 the Army CIO/G-6, in collaboration with 

DoD, will have implemented an active risk management 

program to continuously identify information security 

operational dependencies and vulnerabilities. By 2015 

the Army, in collaboration with the Joint community, will 

have implemented an IA sensor grid to enhance defensein-depth of the GIG in support of the Army and Combatant Commands worldwide. Solutions for providing 

access to needed information with the Army’s enterprise 

environment for family members, all retirees, and other 

federal and state agency personnel will be implemented 

by 2015.

Identity

While the work on the capability to connect 

– the network - continues, the Army’s focus 

is expanding to the collaborative capabilities 

that the network enables and the complex 

security environment necessitating strident 

protective and security tools, measures and 

policies to protect the global collaborative 

environment. Our current challenge 

is finding the right balance between 

protecting the network and data and providing 

access to networks and information.

As the DoD and the Army moves to a global collaborative environment, we must recognize that our 

enemies will occupy the same global network fabric, seeking to be active, but malicious participants 

in the global collaborative environment. The need 

to accurately differentiate between the “friendly” 

and the “threat” and the ability to understand the 

“situation” in which both exist and interact has 

never been more urgent. As with the ability to connect, the Army has made substantial progress in 

its ability to secure the network by limiting access 

to only authorized users through a variety of information 

assurance, cryptographic, and identity management solutions such as: Host Based Security System (HBSS) - the 

single most important Information Assurance/Computer 

Network Defense (IA/CND) transformation effort to counter and defend against ongoing exploitation of DoD 

computers at the enterprise level providing an integrated, 

end-to-end management console; Efforts to secure Data 

at Rest (DAR) include providing a contract to acquire 

encryption software protecting data on mobile computers 

(laptops) and storage devices. Two-Factor Authentication 

- providing the Army Common Access Card (CAC)/Public Key Infrastructure (PKI) alternative Smart Card Login 

tokens allowing system administrators to authenticate 

into the Army’s Active Directory (AD) using two-factor authentication. Through advances in identity management 

and network security, the Army strives to provide commanders with situational certainty: the ability to determine friend from foe and then the opportunity to match 

friendly capability to threat vulnerability while shaping 

an advantageous environment. As the Cyberspace domain is being defined we must continue to transform our 

Information Assurance (IA) processes and tools to continue to strengthen our network. Three-factor authentication 

through the implementation of role-based access will be 

implemented in synchronization with the Department of 

Defense. Standardization of installation architectures and 

full implementation of a single DOIM on installations is 

critical to improved security and network performance. 

The reduction of the number of entry points into the 

network backbone through the implementation of Area 

Processing Centers, Fixed-Based Regional Hubs, and Network Service Centers is key to securing LandWarNet. 

Strategic Goal 3
18

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Ensure Army information management and information technology 

investments maximize Joint and Army capabilities.

The CIO/G-6 will improve effectiveness and identify 

efficiencies that free resources to better support 

operational requirements. The CIO/G-6 will ensure 

IT investments support only transformed, integrated 

processes that further achieve the development and 

validation of capital planning strategies that improve 

combat capability, warfighting readiness, and mission 

performance. 

These investments will be managed as portfolios and 

will be in compliance with the Army Enterprise Architecture; additionally, the CIO/G-6 will continue to support 

the Army Audit Agency initiative to review Army Commands’ IT expenditures. The Army CIO/G-6 established 

the Army Portfolio Management Solution (APMS) as the 

Army’s authoritative database for registration/reporting 

of IT investments supporting DoD and internal Army data 

calls (AITR module), the Domain Certification process for 

Business Mission Area (BMA) investments which expend 

more than $1 million in development or modernization 

(Domain Certification module) and the prioritization of IT 

MDEPS in support of the POM build through the Capital 

Planning and Investment Management Process (CPIM 

module). The three modules rest upon an interactive database residing behind AKO. APMS enables the linking 

of IT investments to capabilities/functions (based on the 

Business Enterprise Architecture supporting the BMA, 

defined Joint Capability Areas supporting the Warfighting Mission Area (WMA) or defined Enterprise Information Environment (EIEMA) capabilities). This linking of 

investments to capabilities supports the identification of 

redundant IT investments for potential consolidation or 

elimination, as required by the AKM Guidance Memorandum co-signed by the Secretary of the Army and Chief 

of Staff, Army.

End State: 

By 2015 the CIO/G-6 will have synchronized the Army’s 

IT Portfolio Management process with the DoD and 

Joint Portfolio processes and institutionalized the 

process to drive IT investments to support the Army’s 

capability requirements and established priorities. IT 

PfM will be fully integrated into the Army Core Business 

Processes of Joint Capabilities Integration and Development System (JCIDS), Planning, Programming, Budget 

Execution (PPBE) Process, and the Defense Acquisition 

System (DAS). The CIO/G-6 working in collaboration 

with the G-3/5/7, G-8 and ASA(ALT) will have developed 

an information technology acquisition process that takes 

into account the nature of IT lifecycles and technology 

developments and provides Warfighters with the best IT 

capabilities available. 

Applications

The Army’s Global Enterprise is among the 

largest in the world. To successfully provide 

assured services for a global Enterprise, 

establishment and management of Army 

IT assets is essential. Of all the Army’s IT 

assets, applications are 

specifically and uniquely 

developed and enhanced 

to deliver user-specific 

capabilities and each Mission Area 

guides the development and enhancement of applications respective to the 

specific needs of their domains. But it 

is through IT Portfolio Management (IT 

PfM) that the management of selected 

groupings of IT investments using 

strategic planning, architectures, and 

outcome-based performance measures to achieve a mission capability 

is accomplished. IT PfM helps ensure 

that the Army invests its IT resources 

Strategic Goal 4
19

AMERICA’S ARMY: THE STRENGTH OF THE NATION

to align with approved enterprise architectures and complies with applicable regulatory guidance for information 

security to ensure that Information Assurance (IA), Computer Network Defense (CND), and other defense and 

protection measures are designed based on validated 

intelligence defining the threat and includes measurable 

outcomes and return on investment. IT PfM is driven by 

the Clinger-Cohen Act (CCA) of 1996, DoD Directive 

8115.01 – IT Portfolio Management, and other recent 

DoD and the Office of Management and Budget (OMB) 

direction.

IT Portfolio Management Structure: 

Mission Areas and Domains

The designation of Army Leads aligned with the DoD 

construct establishes reporting authorities and responsibilities consistent with current laws, policies and 

regulations. IT investments/capabilities supporting the 

Army have grown in number, scope and complexity. 

As new capabilities are required and new technologies 

evolve, a coordinated policy and process must ensure IT 

investments provide the “right capabilities” at the 

“right time.”

Management of the Army’s IT investments/capabilities 

as portfolios, capitalizing upon best practices, emerging technology and common solutions is essential to the 

Army’s transformational efforts. As the Army transforms, 

it is imperative that IT investment portfolios support the 

Army’s Mission, Vision, and Strategic Goals; ensure an 

efficient delivery of capabilities to the Warfighter; and 

maximize return on investment to the enterprise. At the 

Enterprise level, management of IT portfolios begins 

with Mission Areas and Domains aligning functional requirements and capabilities with IT solutions. This will 

enable the Army to increase efficiency/effectiveness 

through the elimination or consolidation of redundant 

or outdated capabilities, and provide increased technical performance. IT Investments must be analyzed and 

prioritized to maximize strategic alignment and support 

to the Warfighter.

EIEMA Construct 

The Enterprise Information Environment Mission Area 

(EIEMA) enablers support virtually all of the Army’s strategic level initiatives to some extent. Two specific Army 

Strategic Initiatives are led by the CIO/G-6; LandWarNet 

Strategic Goal 4
20

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Operational Capabilities and LandWarNet Institutional 

Infrastructure. The CIO/G-6 vision is that the Enterprise 

Information Environment is end-to-end, connecting Warfighters in the operational environment seamlessly to the 

institutional infrastructure and the Army’s Core Business 

Processes. Our mission is to provide these capabilities 

to Warfighters during all Joint Operational Phases. In 

the end LandWarNet is an enhanced orders process for 

Battle Commanders and a decision-support capability 

for the Business Process leaders who support them. 

The EIEMA is one of four DoD Information Technology 

(IT) Mission Areas contributing to DoD IT management. 

The EIEMA includes four IT Domains that provide oversight to applicable Army components IT programs. EIEMA IT programs, systems, and initiatives are designed 

to support and enhance the Army’s warfighting abilities 

while supporting actions to create a Net-Centric force, 

capable of IT system and information superiority. The 

Army CIO/G-6 is the EIEMA Lead. The four Domains 

within the EIEMA, which are all also led by CIO/G-6, 

are: (1) Communications; (2) Computing Infrastructure; 

(3) Core Enterprise Services, and Information Assurance. 

The CIO/G-6 also leads the Net-Centric Domain, which 

resides within the Warfighter Mission Area (WMA). 

At the DoD level, the EIEMA is led by the DoD Chief Information Officer. Under the DoD IT PfM structure, the DoD 

CIO conducts EIEMA Investment Review Boards (IRB) and 

develops and submits both POM Issue papers and off-year 

Change Proposals. In addition, at the DoD level, there is 

a Joint Net-Centric Operations (JNO) Capabilities Portfolio Manager, which is the Assistant Secretary of Defense 

(Networks, Information and Integration) (ASD(NII). Under 

authority provided by Deputy Secretary of Defense, the 

JNO CPM also develops and submits POM Issue papers 

and Change Proposals for the EIEMA, and, has additional 

authorities including direct access to Program Managers, 

authority to conduct independent program reviews and 

access to pre-decisional POM information for programs 

within the Army EIEMA portfolio. Lastly, the JNO CPM 

may submit POM Issue Papers directly to the Deputy’s 

Advisory Working Group (DAWG). 

Strategic Goal 4
21

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Financial Resources Alignment 

The Army CIO/G-6 Campaign Plan guides the Program 

Budget Review Boards (PBRB) for both budget and POM 

year requirements for the development of unfunded requirements (UFR) prioritization. Funding, as available, 

can be applied to the top priority UFRs. Strategy development and implementation is a cyclic and iterative 

process incorporating updated and revised direction and 

guidance; stakeholder feedback, and optimally, synchronizing with funding through the Planning, Programming 

Budgeting and Execution System (PPBES). By aligning 

the short-term execution plan (the Army CIO/ G-6 500-

Day Plan), and the long-term strategic plan (the Army 

CIO/G-6 Campaign Plan) to the Army Campaign Plan’s 

time frame, the IM/IT strategy stays relevant and funded 

by being synchronized with the other Defense budget 

documents. 

Strategic Goal 4
22

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Develop the Army’s information Management and information

technology knowledge and skills to support mission needs.

The CIO/G-6 will lead the Signal Regiment’s development of strategy to support Army Signal Forces requirements in support of Army Transformation in 

accordance with the Army Force Generation (ARFORGEN) 

process. The CIO/G-6 will lead the human capital initiatives to expand the capabilities of all Soldiers and Army 

Civilians by strengthening their knowledge, skills, and 

abilities in managing technology, processes, and information. IM and IT competencies enhance the capabilities of 

Army personnel whose innovative nature and desire to 

excel give the Army our greatest competitive advantage. 

As part of the Army’s Grow the Force effort, the Signal Regiment identified the following requirements: a 

CONUS Theater Signal Command; three additional Expeditionary Signal Battalions (ESB); two active and one 

reserve component; two Tactical Installation and Networking Companies – Enhanced (TIN-E) (cable and wire 

capability); one active and one reserve component; and 

the buy-back of all Reserve Component spaces in the 

35th Signal Brigade. The additive Active Component ESB 

and TIN-E requirements are critical to meet ARFORGEN 

requirements and bridge capability gaps. These gaps are 

due to Corps and Division signal structure inactivation and 

the resultant increased mission load on ESBs to support 

all phases of ARFORGEN; Reserve Component rotation 

policies; and lack of heavy cable/wire capability in the current force structure. In addition, DAMO-FM approved one 

Active Component ESB, one Reserve Component ESB, the 

buy-back of the Reserve Component spaces in the 93rd 

Signal Brigade, and the required increase in signal force 

structure to resource approved designs. 

Accomplishments in the Army Knowledge Leaders program include twenty-seven emerging leaders who have 

completed the program and are being intensively managed within the Army. The Presidential Management 

Fellows Program has been established as a two year leadership training program for top professionals who have 

recently completed masters or doctoral programs. 

Strategic Goal 5
23

AMERICA’S ARMY: THE STRENGTH OF THE NATION

The mission of the National Security Personnel System 

(NSPS) is to place the right civilian in the right job with 

the right skills at the right time at the right cost. Within 

the Signal Regiment we must insure our civilian personnel management is “mission based” and is linked to the 

CIO/G-6 Goals. 

Contract support has always been important to our 

Army. An emerging requirement is to train contract support personnel on the Army’s technical architecture and 

standards in the execution of Army systems contracts. 

Training that is being provided to Signal Soldiers, Leaders, and Department of Army Civilians is also important 

for selected contractors in support of Army support 

contracts. The CIO/G-6 will work in collaboration with 

TRADOC and the United States Army Signal Center and 

School to develop the policies and processes to enable 

this emerging requirement. 

End State: 

Signal Force Structure: The Signal Regiment and 

FORSCOM support requirement for more Active Component ESB and TIN-E force structure. Any additional 

ESBs and TIN-E units must compete in TAA 10-15 for 

resourcing either as new units or Active Component/Reserve Component re-balance. The first step is obtaining 

validation for the increased requirements during the TAA 

10-15 Rule Of Allocation (ROA) CoC in April and follow 

on GOSCs, and the resourcing forums during the fall 

2007 TAA resourcing phase. The CIO/G-6 will lead the 

synchronization of the Signal Regiment Strategic Plan for 

Force Structure requirements in support of the Army TAA 

and ARFORGEN processes. 

Human Capital: The primary asset of today’s organization is its human capital. In the future we must continue 

to attract and develop the right talent to create an expert 

and enduring future force for the Army. IT workers need to 

build flexible skills in technology, business and leadership 

that are relevant and adaptable to an ever-changing world. 

Human capital management must include several dimensions: (1) Strategic alignment of Human Capital strategy to 

organization goals; (2) Leadership development, succession 

planning, and continuous learning; (3) High performance 

culture that promotes diversity and rewards excellence; (4) 

Talent management process to attract, promote and retain 

quality talent; and, (5) Accountability using standards and 

metrics to attain measurable results. 

Human Resources Alignment

Aligning the efforts to manage both the military and DA 

Civilian human resource requirements necessitates the 

coordination between the Army CIO/G-6 as the primary 

proponent for the DA civilian IM and IT training programs: 

the ITM Civilian Career Program-34, the IM/IT Workforce 

Development programs, and the Workforce Accession 

Program; and TRADOC’s LandWarNet University at the 

United States Army Signal Center and School. The CIO/G6 will continue to support the development of the e-Learning portal as a primary training venue for the Active and 

Reserve Signal components. Additionally, the CIO/G-6 is 

responsible for developing Knowledge Management (KM) 

competencies and skills across the Army and leveraging eLearning for all Army functions. Therefore the Signal Force 

Structure development program and the Human Capital 

development efforts of the CIO/G-6 are interdependent; 

advancements and changes in one produce a ripple effect 

of necessary changes to the methodology and curricula 

of the others, but the overall needs of the warfighter will 

be supported and met with collaboration between TRADOC and the CIO/G-6. 

Strategic Goal 5
24

AMERICA’S ARMY: THE STRENGTH OF THE NATION

Deliver an integrated enterprise strategy that influences Joint and Army 

use of information management and information tech­nology in

furthering the war­fighting capabilities.

Strategy Management is a continuous process that 

encompasses: Strategic Planning, Communications, Performance Management/Assessment, 

Gap/Risk Analysis and Performance Improvement. It is 

the Army CIO/G-6 responsibility to produce and communicate an integrated Army IM and IT strategy and ensure 

related policy positions influence DoD and Joint Strategies and planning efforts. It is essential that the Army’s 

IM and IT strategy reflects an understanding of and 

incorporates Joint warfighting capability requirements. 

It is also imperative for the CIO/G-6 to lead the resolution of emerging strategic IM and IT gaps and risks to 

the Warfighter. Consistent with General Order Number 

3 and statutory requirements outlined in Title 40/CCA, 

the CIO/G-6 is responsible for oversight of all IM/IT risk 

assessment processes for the Army (Active, USAR, and 

ARNG) components. 

End State: 

The CIO/G-6 will improve the strategic planning process 

for IM/IT that provides realistic long-range guidance to 

the Army that enables achievement of assigned missions, 

and near-term execution plans that ensure timely delivery of the best IT capabilities in support of Warfighters. 

The CIO/G-6 will effectively synchronize and integrate 

NETCOM/9TH SC(A), USAR, and ARNG IM/IT strategic 

plans with the Army CIO/G-6 strategic plans. The CIO/

G-6 will effectively implement the 500-Day Plan that focuses near-term IM/IT resources on critical Army priorities. 

The CIO/G-6 strategic communications processes will be 

improved to effectively communicate to internal and external customers to achieve understanding by key audiences 

(Commanders, Congress, Industry, Media). The CIO/G-6 

will strive to foster relationships that establish trust and 

confidence by conveying timely, truthful, and clear messages relating to the importance of IM/IT initiatives to our 

Warfighters and the importance of a synchronized strategy. 

A strategy execution process will be intensively managed 

through the implementation of 100-day performance review process. The process will effectively assess strategy 

execution and provide a forum for focused discussion of 

priorities and resource alignment. The CIO/G-6 will institutionalize the Army’s selected performance improvement 

process, Lean Six Sigma, to continuously pursue process 

improvement within the Army to achieve more effective 

and efficient IM/IT management processes in support of 

Warfighters. 

Implementation Strategy – 

CIO/G-6 500-Day Plan 

As the near-term implementation plan for the 

Army CIO/G-6 Campaign Plan, the Army 

CIO/G-6 500-Day Plan 

iterates the six Strategic 

Goals and establishes 

supporting Objectives 

owned by the CIO/G-6 

and decomposes those 

Objectives into specific 

near-term Initiatives. 

The 500-Day Plan will 

be revised and updated in synchronization 

with the PPBE process to assure that IM/IT resources are 

aligned with the CIO/G-6 strategy and support established priorities. 

NETCOM/9TH SC(A), the Signal Center and the Reserve 

Components also have strategic plans for the execution 

of their IM/IT Objectives as well as for implementation of 

their respective command responsibilities. 

Performance Reviews

At approximately 100-day increments, the CIO/G-6 leadership will conduct performance reviews of the status of 

the 500-Day Plan’s execution efforts of the six Strategic Goals and corresponding Objectives and Initiatives 

through in-depth tracking of the Projects and scheduled 

Tasks associated with the Initiatives. New Initiatives necessary to accomplish the Objectives may also be added 

to the 500-Day Plan. 

The CIO/G-6 will further the effectiveness of the performance reviews by implementing a program management tracking tool by which the schedule, financial, and 

manpower details of the near-term Initiatives in the CIO/

Strategic Goal 6
25

AMERICA’S ARMY: THE STRENGTH OF THE NATION

G-6 500-Day Plan as well as the 

NETCOM/9TH SC(A) Campaign, 

the Signal Regiment Campaign 

Plan, the U.S. Army Reserve 

G-2/6 C4IT Strategic Plan and 

the National Guard efforts will be 

tracked in a consolidated view.

Process Improvement 

Strategy management includes 

the continuous assessment of 

core processes within the CIO/

G-6 and NETCOM/9TH SC(A), 

identification of improvement 

opportunities and the development and implementation of 

process improvements. The 

Army adopted methodology for 

process improvement is Lean Six 

Sigma. The Army CIO/G-6 will 

implement their plan for Lean 

Six Sigma process improvements 

and institutionalize the Lean Six 

Sigma process by 2010. 

Strategic Communications

The CIO/G-6 will strive to continuously improve strategic 

communication capabilities to effectively communicate 

with internal and external audiences by building stronger 

relationships through better strategic communications. 

To overcome this challenge, all of us, from the CIO/

G-6 to our Soldiers and DA Civilians must engage the 

American public to close the gap between perception 

and reality. The Signal Regiment’s senior leaders have a 

key role in this mission - they must engage, must speak 

with one voice, and foster a “culture of engagement” in 

which telling our story is a responsibility for all who serve. 

This requires: an understanding of the dynamic information environment; strategic communication planning 

being prominent in the strategy, policy, planning and 

execution processes. In the near term, we must: increase 

level of participation in the current program and process; improve the level of awareness of the CIO/G-6 and 

NETCOM/9TH SC(A) of current strategic communication 

tools and products; and improve our current communication plans, programs, and processes to provide better 

support for the long term. Objectives are:

1. Institutionalize a strategic communication process 

by integrating Strategic Communication planning 

so engagement strategies, tools and products are 

available for senior leaders as decisions are made to 

enable immediate, effective, and timely communication across the Army. 

2. Build and sustain relationships with stakeholders 

and key audiences that foster trust and confidence 

(American public, Congress, and the media) by institutionalizing the 3+2+1 engagement initiatives that 

aligns messengers and information delivered with 

the right audience. 

Program Executive Office, 

Enterprise Integration 

System (PEO EIS) Oversight

The Program Executive Office was established in 1987 as 

Program Executive Office, Standard Army Management 

Information Systems (PEO STAMIS) to help implement of 

the Goldwater-Nichols Act. The Army Reorganization on 

26 October 2001 resulted in PEO STAMIS changing its 

name to Program Executive Office, Enterprise InformaStrategic Goal 6
26

AMERICA’S ARMY: THE STRENGTH OF THE NATION

tion Systems (PEO EIS). PEO EIS’ program management 

responsibility grew significantly over the years from thirteen systems to overall acquisition responsibility for over 

fifty systems and products. The reorganization resulted 

in the addition of several Communications-Electronics 

Command Systems Management Center programs as 

well as the Research, Development and Acquisition Information Systems Activity.

The PEO EIS reports to the Assistant Secretary of the Army 

for Acquisition, Logistics, and Technology (ASA(ALT)) and 

to the Chief Information Officer (CIO)/G-6. PEO EIS provides infrastructure and information management systems enabling the Army to achieve victory through total 

information dominance. PEO EIS develops, acquires and 

deploys tactical and non-tactical information technology 

systems and communications and is also responsible for 

total life cycle support for many of these systems.

The mission of CIO/G-6 is to provide architecture, governance, portfolio management, strategy, C4/IT acquisition oversight and operational capabilities to enable joint 

expeditionary net-centric information dominance for the 

Army. This mission strategically aligns with the mission 

of PEO EIS. PEO EIS provides information dominance by 

developing, acquiring, integrating, deploying, and sustaining network-centric knowledge-based information 

technology systems and business management systems, 

communications and infrastructure solutions through leveraged commercial and enterprise capabilities that support the total Army. CIO/G-6 has a principal responsibility 

for the Army’s information management functions and is 

responsible for setting the strategic direction, determining objectives, and supervising the Army’s Command, 

Control, Communications, and Computers/Information 

Technology (C4/IT) functions. The CIO/G-6 develops, 

coordinates, and implements Army Knowledge Management, the Army Enterprise Architecture, the total Army 

Enterprise Infrastructure and the Army Enterprise portal. 

Additionally, the CIO/G-6 develops, coordinates, and 

implements IT portfolio management to provide the 

Army with Enterprise-level investment strategies on C4/

IT systems. 

The PEO EIS programs comprise network accessible programs and ensuring Information Assurance and security 

is also captured through the CIO/G-6 oversight of the 

programs.

The CIO/G-6, in the Title 40/CCA role, works in coordination with the PEO to ensure compliance with applicable 

policies, regulations and statutes prior to program reviews for their ACAT I programs. This oversight includes, 

but is not limited to, attending programmatic meetings 

Strategic Goal 6
27

AMERICA’S ARMY: THE STRENGTH OF THE NATION

headed by the specific Program Management offices; 

reviewing requirements documents used in fulfilling the 

Title 40/CCA statutory requirements for milestone decisions, and the review and coordination of CCA assessments and packages requiring approval by the CIO/G-6.

Army Chief Information 

Officer (CIO) Executive Board

The Army CIO Executive Board, established in April 2001, 

is the executive forum to advise the Army CIO on the full 

range of matters pertaining to information management 

and information technology. The CIO Executive Board is 

in its sixth year of operation with forty member organizations from the Headquarters, Department of the Army, 

Army Service Component Commands, and Reserve 

Components. 

The Title 40/Clinger-Cohen Act (CCA) provides direction to Federal agencies on IT management. The Act 

establishes agency Chief Information Officers, requires 

capital planning and investment control of information 

technology assets, and mandates performance-based 

and results-based management. The implementation of 

Title 40/CCA involves identifying ways to improve the 

efficiency and effectiveness of the Army’s operations 

through the smart use of IT. 

The CIO/G-6 will ensure the Board involves Army senior 

leadership from across functional areas in the implementation of the Title 40/CCA and actions affecting 

the Army IM/IT enterprise capabilities. In addition, the 

Board will make recommendations for, and sponsor cooperative efforts to broaden the use of IT initiatives. 

The Board will actively collaborate with the DoD CIO 

Executive Board and the Federal CIO Council on matters of mutual interest.

The Army CIO Executive Board Meetings will continue 

to be convened quarterly and will comprise briefings and 

case studies focused around a central theme. A variety 

of informative and decision-advisory material will be 

presented to the board members for the purpose of advising the Army CIO. 

The Army CIO/G-6 is committed to transformation and to 

addressing the delicate balance of risk between current 

and future demands while providing the best capabilities 

to our Soldiers and DA Civilians who remain engaged 

in the global struggle against violent extremists and 

face the constant risk of catastrophic natural disasters at 

home and abroad. The Army CIO Executive Board will 

remain the primary forum for discussing strategic level 

IM/IT issues at the executive level with representatives 

from across the Army. 

Strategic Goal 6
28

AMERICA’S ARMY: THE STRENGTH OF THE NATION

The CIO/G-6 Campaign Plan includes three separate appendices that provide a greater level of detail, specificity and time relevance to specific 

areas. The first appendix (Appendix A), the 500-Day 

Plan, is the short-term execution plan for the CIO/G-6 

Campaign Plan. It will be updated annually and will align 

to the CIO/G-6 funding plan. The second appendix (Appendix B) is the combined Roadmaps for the long-term 

sequencing plans for the LandWarNet core capabilities. 

These roadmaps will be continually updated, but the 

sensitive nature of their contents will preclude them 

from being available for the general public. They will be 

stored behind Army Knowledge Online-SIPRNet (AKOS) and accessed via the CIO/G-6 web page to allow the 

CIO/G-6 to make them available to the widest, cleared 

audience possible. The third appendix (Appendix C), will 

be Emerging Trends in which advances in technology and 

changes in the situational environments will be examined 

and discussed. Appendix C will also be available via the 

CIO/G-6 web page, but depending upon the contents, 

may be secured behind AKO-S. All appendices will be 

updated as necessary to ensure their relevance. 

The latest 500-Day Plan was released in 

August 2007. It is the third in a series of 

Plans published by the CIO/G-6 detailing the immediate execution efforts for the development and enhancement of LandWarNet. 

This third Plan focuses on objectives and initiatives specifically 

discussed at the 

General Officer/

Senior Executive 

Service and Command Sergeant 

Major Signal Summit held April 

2007; initiatives 

to deliver immediate value to the 

War­fighter. 

Appendix A – The CIO/G-6 500-Day Plan

Roadmaps are being developed to provide 

a graphical view of the LandWarNet Core 

Capabilities (Connect, Identity, Data, 

Applications, Services, NETOPS and Standards/

Governance) to lay out the deployment of architecture segments and the enabling Information 

Management and Information Technology solutions. These Roadmaps will be developed initially 

for the 2008 – 2015 time frames. The Roadmaps 

will be living documents that reflect the most 

current plans for rolling out enabling IM/IT capabilities in support of the Army. Due to the nature 

of the content, these Roadmaps will reside behind 

AKO-S to provide adequate protection consistent with the classification level of the content, 

to effectively maintain the currency of the data, 

Appendix B – Roadmaps

Army CIO/G-6 Campa
29

AMERICA’S ARMY: THE STRENGTH OF THE NATION

and to provide easy access for authorized users. 

Roadmaps are currently under development and 

will be posted to AKO-S in mid-October 2007. 

I

nformation technology is an especially volatile and rapidly changing technology subject to extremely fast advances in response 

to consumer needs. No other technology 

evolves as quickly. In response to this rapid-fire 

environment, the CIO/G-6 is working to modify 

the way the Army buys IT to prevent obsolescence prior to full implementation. This is a very 

ambitious undertaking that requires the CIO/G6 to remain constantly abreast of the advances 

and trends in industry and in the way the world 

uses Information Management and Information 

Technology. Updates to the Emerging Trends 

Appendix will be continuous and in concert 

with the global environment driving the inevitable and ever accelerating change. 

Appendix C – Emerging Trends

aign Plan Appendices
30

AMERICA’S ARMY: THE STRENGTH OF THE NATION

The CIO/G-6 will transform from a functionally-based organization to a processbased organization in the near term and 

fully transform to a service-based organization by 2015.

Align Information Management/Information Technology Budget with CIO/G-6 

Strategy – 500-Day Plan and Campaign 

Plan. 

LandWarNet will be the Enterprise Virtual Network and the Army will have fully 

implemented Everything over Internet 

Protocol. 

The Operational Army will achieve Onthe-Move connectivity to LandWarNet 

for all operational units down to Battalion level and Separate Company level 

by 2015. 

Expansion of broadband and narrowband capabilities to meet the bandwidth 

requirements for pushing On-the-Move 

capability to Battalion and Separate 

Company level, and achieve a balance of 

commercial to military satellite capabilities of 50/50 by 2010. 

The Operational Army will achieve a 

minimum level of airborne layer coverage to meet Combatant Commanders’ 

requirements in Operational Theaters. 

The Army will complete the Information 

Infrastructure Improvement Moderniza-

•

•

•

•

•

•

•

tion Program on all Active Army installations and extend the program to the 

United States Army Reserve and National Guard infrastructure by 2015. 

The Army will achieve full implementation of the Single Director of Information 

Management on Army Installations and 

realize ”train as we fight” capabilities in 

garrison environment to include SIPRNet 

to Battalion and Separate Company levels in Active and Reserve Components. 

The Army will integrate Warfighter Information Network - Tactical capabilities and 

the Joint CONUS Communications Support Environment capabilities to support 

the full spectrum of conflict to include 

CONUS-based support to Homeland 

Security. 

The CIO/G-6 will be hosting Enterprisewide data services from Area Processing 

Centers worldwide. 

The Army will achieve full Network-Centric 

Operational Environment as envisioned by 

Joint Task Force–Global Network Operations. 

The CIO/G-6 will implement a full 

spectrum Network Operations & Security Center capability through an Army 

Global Network Operations and Security 

Center and supporting Network Operations and Security Centers. 

•

•

•

•

•

Summary of the Campaign Plan Major Initiatives for 2008-2015: 

Take Aways
31

AMERICA’S ARMY: THE STRENGTH OF THE NATION

The CIO/G-6 will Implement an Army 

Enterprise Service Oriented Architecture. 

Consolidate and strengthen Army Entry 

Points into the Defense Information Service Network. 

The CIO/G-6 will have established Network Service Centers Enterprise-Wide. 

The Army CIO/G-6 will have achieved 

Enterprise-Wide authoritative Directory 

Services. 

By 2015 Army Knowledge On-line/Defense Knowledge On-line will be the 

single portal to access all enterprise services for the Army Enterprise. 

•

•

•

•

•

Performance metrics for delivery of services to Army customers will be based 

on industry standards for service delivery and not best effort. 

The Army CIO/G-6 will have institutionalized the Information Technology Infrastructure Library framework for service 

delivery. 

Information Technology investments and 

life cycle management of Information 

Technology enterprise resources will be 

based on an institutionalized Information Technology Portfolio Management 

process. 

The CIO/G-6 will stand up an Army Enterprise Information Management capability that provides visibility of all assets 

connected to LandWarNet. 

The Army will implement the Army Data 

Strategy in synchronization with DoD to 

enhance information sharing in alignment with the DoD vision. 

The CIO/G-6 will have led the transformation of Signal Force Structure to 

meet sustained Army Force Generation 

requirements through adequate strategic and tactical signal forces and the 

proper mix of Active and Reserve Components. 

The CIO/G-6 will fully implement an 

Enterprise-wide Information Assurance 

Architecture. 

•

•

•

•

•

•

•

Take Aways
Department of the Army

Chief Information Officer/G-6

107 Army, Pentagon

Washington, DC 20310

www.ARMY.mil/CIOG6