Cyber practices : what can the U.S. Air Force learn from the commercial sector? /

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"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...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Schmidt, Lara (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Santa Monica : Rand Corporation, [2015]
Colección:Research report (Rand Corporation) ; RR-847-AF.
Temas:
United States. > Air Force > Personnel management.
United States. > Air Force > Information technology.
États-Unis. > Air Force > Personnel > Direction.
États-Unis. > Air Force > Technologie de l'information.
United States. > Air Force.
Information technology > Management.
Information services industry > Personnel management.
Technologie de l'information > Gestion.
Services d'information > Personnel > Gestion.
HISTORY > Military > Aviation.
Armed Forces > Personnel management.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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.

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