When IT capabilities are focused to meet the information needs of the Warfighter, information can be employed as a force multiplier.
a. Force-multiplier benefits of information. Information becomes a force multiplier when it provides a capability that, when added to and employed by a combat force, significantly increases the combat potential of that force and enhances the probability of successful mission accomplishment. Information technology and DM provide tools that enable the Army to achieve force multiplication through information sharing and network-centric operations. Command and control has been a recognized force multiplier, and improvements in information technologies offer opportunities to improve existing information sharing and explore new approaches.
b. Customer-focused information technology management. The IT community professionals will maintain customer focus in their support of system users and the Warfighter.
(1) The Army IT community provides information capabilities and services for the benefit of Army, DOD, non-Defense Federal agencies, coalition partners Enterprise Email, and the general public. The IT capabilities and services are not ends in themselves. Ultimately, they have value only when they support the Warfighter and the Army’s mission. Because of the strategic and tactical roles of IT in support of the Army’s missions, the IT community must maintain focus on the needs of its customers.
(2) This customer focus should include awareness of current user requirements, the quantity and quality of the support provided, future customer requirements, and emerging IT capabilities. The Army’s use of IT requires a strong relationship between the IT community and its customer, where both the customer and the service provider take responsibility for communicating with one another. Each organization’s ITM process must have that same communica-tion strength. Although primary responsibility must be assigned to the various aspects of this process, both IT providers and their customers must remain actively engaged for the process to succeed.
c. Customer participation in information technology management.
(1) Army customers must be sensitive to the IT community’s need for customer involvement in seemingly unrelated management issues because of the potential IT impacts to Army organizations. Customers must also be willing to participate actively in the support process, especially in defining their requirements. Customers must identify their IT requirements and communicate these clearly to IT personnel (that is, information management officers (IMOs), S–6, G–6, or network enterprise centers (NECs)) throughout the procurement process to ensure the customers’ needs are fulfilled.
The IT community must embrace accountability to the customer. Ensuring that customer requirements are identified and met are essential elements of the ITM process. The IT community’s acceptance of an agreed-upon customer support level must be fully backed with adequate IT staff and resources in order to meet the commitment at the supported installation site. Service and accountability to the customer will be incorporated into the analysis to outsource or consolidate, and included in agreements and contracts for IT support capabilities.
a. Force-multiplier benefits of information. Information becomes a force multiplier when it provides a capability that, when added to and employed by a combat force, significantly increases the combat potential of that force and enhances the probability of successful mission accomplishment. Information technology and DM provide tools that enable the Army to achieve force multiplication through information sharing and network-centric operations. Command and control has been a recognized force multiplier, and improvements in information technologies offer opportunities to improve existing information sharing and explore new approaches.
b. Customer-focused information technology management. The IT community professionals will maintain customer focus in their support of system users and the Warfighter.
(1) The Army IT community provides information capabilities and services for the benefit of Army, DOD, non-Defense Federal agencies, coalition partners Enterprise Email, and the general public. The IT capabilities and services are not ends in themselves. Ultimately, they have value only when they support the Warfighter and the Army’s mission. Because of the strategic and tactical roles of IT in support of the Army’s missions, the IT community must maintain focus on the needs of its customers.
(2) This customer focus should include awareness of current user requirements, the quantity and quality of the support provided, future customer requirements, and emerging IT capabilities. The Army’s use of IT requires a strong relationship between the IT community and its customer, where both the customer and the service provider take responsibility for communicating with one another. Each organization’s ITM process must have that same communica-tion strength. Although primary responsibility must be assigned to the various aspects of this process, both IT providers and their customers must remain actively engaged for the process to succeed.
c. Customer participation in information technology management.
(1) Army customers must be sensitive to the IT community’s need for customer involvement in seemingly unrelated management issues because of the potential IT impacts to Army organizations. Customers must also be willing to participate actively in the support process, especially in defining their requirements. Customers must identify their IT requirements and communicate these clearly to IT personnel (that is, information management officers (IMOs), S–6, G–6, or network enterprise centers (NECs)) throughout the procurement process to ensure the customers’ needs are fulfilled.
The IT community must embrace accountability to the customer. Ensuring that customer requirements are identified and met are essential elements of the ITM process. The IT community’s acceptance of an agreed-upon customer support level must be fully backed with adequate IT staff and resources in order to meet the commitment at the supported installation site. Service and accountability to the customer will be incorporated into the analysis to outsource or consolidate, and included in agreements and contracts for IT support capabilities.
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