G2TT
来源类型Research Reports
规范类型报告
ISBN9780833090324
来源IDRR-847-AF
Cyber Practices: What Can the U.S. Air Force Learn from the Commercial Sector?
Lara Schmidt; Caolionn O'Connell; Hirokazu Miyake; Akhil R. Shah; Joshua Baron; Geof Nieboer; Rose Jourdan; David Senty; Zev Winkelman; Louise Taggart; et al.
发表日期2015
出版年2015
页码108
语种英语
结论

Information Technology (IT) and Information Security Should Be Managed as Two Separate Disciplines

  • Treating the disciplines separately would increase effectiveness and efficiency.
  • Reductions in the size of the cyber workforce might result.

IT Should Remain a Critical Core Function

  • Despite a trend toward outsourcing, USAF must retain some redundancies to ensure that it can deliver services in cyber-contested warfighting environments at operating locations around the world.
  • USAF might be able to find efficiencies above current levels by applying consolidation of IT capabilities to the extent possible.
  • On average, companies maintained approximately 20 times more IT personnel than information security personnel. Given this standard, USAF should consider a cyber manpower review, as its information security workforce is smaller than one might expect based on commercial practices.

Technical Depth of Cyber Leadership Should Be Valued and Cultivated

  • Managing IT and information security as two separate disciples increases the technical depth of individuals in those fields.
  • There is opportunity for gradually developing the breadth required for senior positions by using an approach that still reinforces technical depth.
  • Encouraging technical depth in the officer corps need not be in conflict with USAF promotion and career field management practices.
摘要
  • USAF should align career fields with either IT or information security, since these are different disciplines that require different management and training approaches.
  • Increase the size of the USAF information security workforce. Commercial practice should be considered a lower bound for USAF force structure planning assessments.
  • Improve the accession of cyber-capable personnel by looking for candidates with relevant degrees from universities with noted cyber programs and establishing aptitude tests.
  • Structure organizations, including cyber squadrons, according to the guidelines laid out in organizational theory and consolidate the management of these organizations to the greatest extent possible to achieve efficiencies.
  • USAF should approach outsourcing, whether to contractors or other government providers, in a way that bolsters the expertise of USAF cyber personnel, as opposed to replacing the need for it.
主题Cybercrime ; Cybersecurity ; Military Information Technology Systems ; Occupations ; United States Air Force ; Workforce Management
URLhttps://www.rand.org/pubs/research_reports/RR847.html
来源智库RAND Corporation (United States)
资源类型智库出版物
条目标识符http://119.78.100.153/handle/2XGU8XDN/108086
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Lara Schmidt,Caolionn O'Connell,Hirokazu Miyake,et al. Cyber Practices: What Can the U.S. Air Force Learn from the Commercial Sector?. 2015.
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