| Description |
1 online resource (xxii, 86 pages) : color illustrations, color charts |
| Series |
[Research report] ; RR-847-AF |
|
Research report (Rand Corporation) ; RR-847-AF
|
| Contents |
1. Introduction and methodology -- 2. IT and InfoSec have different workforce management practices -- 3. IT is a critical core function performed by a large staff -- 4. Technical leadership is valued and cultivated -- 5. Traditional practices predominate for recruiting and retention -- 6. Commercial practices might aid USAF -- 7. Options for USAF to implement commercial practices -- Appendix A. Characteristics of companies and organizations interviewed -- Appendix B. Semistructured interview questions -- Appendix C. Organizational design -- Appendix D. InfoSec suborganizations |
|
Preface -- Figures -- Tables -- Summary -- Acknowledgments -- Abbreviations -- 1. Introduction and Methodology Methodlogy -- A Lexicon for Describing Commercial Cyber Practices -- Structure of the Report -- 2. IT and InfoSec Have Different Workforce Management Practices Job Roles Differ Between IT and InfoSec -- Training Differs Between IT and InfoSec -- Career Trajectories Differ Between IT and InfoSec -- Organizational Designs Differ Between IT and InfoSec -- Summary -- 3. IT Is a Critical Core Function Performed by a Large Staff On Average, 95 Percent of Cyber Workforce Is in IT and 5 Percent Is in InfoSec -- IT Workforce Size Depends on Industry Sector and Company Size -- Commercial Practices Demonstrate a Cautious Approach to Outsourcing -- 4. Technical Leadership Is Valued and Cultivated Management Must Keep Up with the Pace of Technology -- Organizational Strategies Can Encourage Technical Depth -- Commercial Model Leverages Many Interconnected Practices -- Traditional Practices Predominate for Recruiting and Retention Companies Recruit Recent STEM Graduates from Good Colleges -- Midcareer Professionals with Demonstrated Experience Are Also Valued -- Pay Is Not the Sole Driver of Retention -- 6. Commercial Practices Might Aid USAF USAF Has Unique Constraints Not Experienced in the Commercial Sector -- If Subject to USAF-Like Constraints, Commercial Practices Would Likely Change Only Marginally -- 7. Options for USAF to Implement Commercial Practices Align Career Fields with Either IT or InfoSec -- Increase USAF InfoSec Workforce -- Retain IT as an Essential Core Capability -- Access Cyber-Capable Personnel -- Structure Organizations to Gain Efficiencies and Effectiveness -- Appendix A. Characteristics of Companies and Organizations Interviewed -- Appendix B. Semistructured Interview Questions -- Appendix C. Organizational Design -- Appendix D. InfoSec Suborganizations -- References |
| Summary |
"To meet the challenges of the cyberspace era -- including the rapid rate of change in technology, the growing cyber threat, and the need to integrate cyber with operations in other warfighting domains -- the U.S. Air Force (USAF) must find effective ways to organize, train, and equip its cyber forces. Cyber Practices: What Can the U.S. Air Force Learn from the Commercial Sector? identifies approaches to cyber organizational and workforce issues. Specifically, this report describes efforts to identify successful processes and practices from the commercial sector that might be applicable to USAF. To ascertain successful commercial practices, the authors took a twofold approach: a wide-ranging literature review and interviews with a carefully crafted set of commercial organizations, selected for their similarities to USAF and for their reputations of cyber excellence. Companies were identified to be similar to USAF in size, cyber functions performed, exposure to cyber threats, and operational environment. The authors found strong parallels in the commercial sector for Department of Defense information network operations and defensive cyber operations. Although none of the companies interviewed were as large as USAF or required to function in deployed and contested operating environments, the commercial practices described in the report are likely to be applicable to USAF and result in effectiveness and efficiency gains. The authors describe the basis for each practice, the benefits it conveys, and how it could be implemented by USAF."--Back cover |
| Notes |
"Project Air Force." |
|
"September 9, 2015"--Table of contents page |
| Bibliography |
Includes bibliographical references (pages 79-86) |
| Notes |
Online resource; title from PDF title page (RAND, viewed October 09, 2015) |
| Subject |
United States. Air Force -- Information technology.
|
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United States. Air Force -- Personnel management.
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Information services industry -- Personnel management.
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Information technology -- Management.
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| Author |
Project Air Force (U.S.), issuing body
|
| LC no. |
2015490528 |
| ISBN |
083309324X (electronic bk) |
|
9780833093240 (electronic bk) |
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