Information Sharing Strategy, Department of DefenseInformation Sharing Strategy, Department of DefenseDoD/ISS_a7b5a0f0-9672-4bf4-9bb5-143b16b6f50bDeliver the power of information to ensure mission success through an agile enterprise with freedom of maneuverability across the information environment._49d5a1de-a44b-43da-ab06-6ca10a4d9771Provide the common vision, goals and approaches that guide the many information sharing initiatives and investments for the Department._5012ed8e-2b22-43a1-b267-bb3eacc8b9f6SharingPromote, encourage, and incentivize sharing._eebabef2-bee2-41db-a40c-b4ad3534f2fa1Successful information sharing necessitates a mindset where information is continually
shared as a normal course of work. It begins when organizational leaders set the example
and demonstrate their commitment by advocating for information sharing, and will be
realized when the dissemination of information is supported at all organizational levels.
Leaders shall align individuals to the common information sharing vision and encourage
the adoption of the new mindset and culture. A common set of unifying approaches to
DoD Information Sharing will be developed, requirements validated, and individuals
trained on the proper tools, techniques and procedures so that this common set of
information sharing practices is used at all levels throughout the Department.Recognition and LeverageRecognize and leverage the Information Sharing Value Chain._eec2ebf5-1d35-4542-9cf5-f63cf39dea361.1The Information Sharing Value Chain articulates the “opportunity” of information
sharing to support informed decision making, shared situational awareness and improve
knowledge at every level of the DoD. The risks encountered at each step of the
information sharing value chain must be managed to mitigate negative consequences.
Throughout history, the supply of and demand for information triggers the inter-related
processes of information collection, processing, analysis, and integration to make
informed decisions, increase situational awareness, or improve and manage knowledge.
Regardless of the mission domain, community or organization‟s unique processes for
managing information, the universal Information Sharing Value Chain ... remains the same – to discover and collect information and continuously add value at each stage to best inform a decision maker.
The strategic shift (opportunity) for the
Department‟s information sharing is to
create the governance, policy,
technology, culture and economics that
promote all aspects of the Information
Sharing Value Chain and facilitate the
access, sharing and integration of
information such that the DoD has
freedom of maneuverability.Federated CommunityPromote a federated Information Sharing Community/Environment._75ca6a63-6a58-4035-a0b4-e918d6e76dd11.2Governance, policy and cultural considerations establish the required multi-lateral
relationships working in a regulated, risk management environment that ensures
information security, privacy, and trust. The federated approach establishes and
maintains a trusted community of information sharing that promotes collaboration,
leverages the information integrators in the community and reduces the “seams” between
organizations, domains and functions.
DoD operates with a federated approach to
information sharing with external partners.
This approach establishes the relationship
between legally autonomous entities and
provides a binding framework for information
sharing and collaboration. Federated
information sharing includes trust
mechanisms, standards, procedures and audit
regimes to establish and maintain trust and
compliance with the federation agreements.EconomicsAddress the economic reality of information sharing._cc0ce9ad-b63e-49cf-813d-06786341a4521.3Create guidance and incentives within the budgeting and resource allocation process to
encourage organizations to share information that promotes informed decision making,
improves situational awareness, establishes economies of knowledge, and creates unity of
effort.
Orchestrating funding and resource investments is critical for the successful
implementation of information sharing and achievement of unity of effort. Existing
initiatives, resources and evolving requirements must be integrated to efficiently use
scarce resources. The requirements, acquisition and Planning, Programming, and
Budgeting System (PPBS) processes must be synchronized to efficiently provide funding
and resources. A risk management approach will determine resource allocation and
investment. Measures of effectiveness will determine return on investment and the
effectiveness of the DoD information sharing initiative.EnterpriseAchieve an extended enterprise._6d1558ef-769b-44a4-b6c3-aaabde602bc02The extended enterprise refers to all internal and
external participants required to ensure mission
success. This facilitates collaborative and coordinated
decision making, shared situational awareness and
improved knowledge at every level. The extended
enterprise requires the alignment of plans, processes,
and systems across organizational and functional
boundaries.Force MultiplierMake information a force multiplier through sharing._75880b63-4d05-4dfa-922d-5dcb43f7f2612.1Information as a force multiplier refers to exploiting relative information advantages
against our adversaries and to support effective, unified disaster response. Sharing is
inherent in information becoming a force multiplier and results in increased operational
effectiveness.
The following factors are challenges that must be addressed to enable information sharing
to serve as a force multiplier:
Volume - The amount of data that exists that could support the specific mission need or
event. As information sharing improves, the volume of data available to analyze for
decision making will continue to grow.
Veracity - The ability to create relevance and de-conflict potentially conflicting data
received from a number of sources. While analysts and decision-makers may receive
more information, more quickly, and from more directions, its accuracy, consistency,
authority, currency and completeness must be validated.
Velocity - The timeliness of information required as compared to the ability to obtain,
transfer, and share information. Analysts and decision makers can receive a multitude of
information from a variety of sources, in real- or near-real-time.
Vector - Information sharing is increasingly multidirectional and crosses domains and
boundaries (e.g., mission, functional, organizational, security, classification).AgilityStrengthen agility, in order to accommodate unanticipated partners and events._7da4e2fe-e436-4210-bed0-c84182dac7d33Though it is important that the DoD continue to proactively plan for information sharing
with anticipated partners and events, it is also critical to prepare for unanticipated
partners and events. To accomplish information sharing in diverse and disadvantaged
situations, the DoD shall enact and implement adaptive policies, guidance, practices,
protections, and technologies.Information MobilityForge information mobility._9ed03481-65a1-453a-9f03-795e41c8ecda3.1Information mobility is the dynamic availability of information which is promoted by the
business rules, information systems, architectures, standards, and guidance/policy to
address the needs of both planned and unanticipated information sharing partners and
events. Information mobility provides the foundation for shared and user-defined
situational awareness. Trusted information must be made visible, accessible, and
understandable to any authorized user in DoD or to external partners except where
limited by law or policy.
Information mobility is both the foundation and core of the DoD Information Sharing
capability. There are five elements of information mobility, as described by the
following functional areas:
Technology – enables the flow, management and processing of information. Technology
includes architecture, core enterprise services, and information communications and
technology infrastructure. Technology must support information mobility by requiring
trusted information to be visible, accessible, and understandable to any authorized user in
DoD or to external partners except where limited by law or policy.
Workforce Information Sharing Competence – the workforce's ability to share
information across the enterprise. Workforce competence will be promoted through
leadership examples, shifts in cultural norms, and training on tactics, techniques and
procedures.
Social Networks – the ability to form and join social networks and communities of
practice. Trust relationships often begin with individual interactions that reinforce a
shared mental model of the decision environment. Opportunities and norms to establish
these networks, build trust in, and accommodate the individual‟s operating practices will
be developed through the federated information sharing community approach.
Policies – that enable information mobility across operational domains, clarifies roles and
responsibilities, defines relationships, harmonizes rules and procedures, and creates a risk
managed environment that protects privacy and personal liberties. Spans entire
information life cycle process from discovery to disposition.
Security – that promotes information protection and sharing with assurance and trust of
information availability, integrity, authentication, confidentiality, and non-repudiation.TrustEnsure trust across organizations._64f4cdce-8701-4dab-bf77-bb4ee38d273d4A cornerstone of information sharing is trust - trust in the partner organizations including,
but not limited to, their policies, procedures, systems, networks, and data. The DoD shall
develop methods to promote and establish trust. These methods will take into account
and remain agile to accommodate differing levels of trust based on the environment,
situation, and extended enterprise.2007-05-042010-02-08ArthurColman (www.drybridge.com)colman@drybridge.com