Implementation, Strategic Controls, and Contingency Plans

Implementation, Strategic Controls, and Contingency Plans

In United States Pacific Command (USPACOM), millions of dollars are spent every year

purchasing or supporting Information Technology (IT) systems and services. In spite of the

annual costs, a consistent method to measure what is received for investments is virtually non-

existent. Given the complexity of operations within the Department of Defense (DOD), this is

understandable. Managing IT systems and services require an implementation plan coupled with

an effective change management strategy, risk management, and contingency plan.

The implementation plan involves how to accomplish a strategic plan. Using the

capabilities-based approach will enable USPACOM to modernize and transform its IT systems

and services to execute the mission of USPACOM. As remarked by former Secretary of Defense,

Donald Rumsfeld to the National Defense University, “We need to change not only the

capabilities at our disposal, but also how we think about war. All the high-tech weapons in the

world will not transform the U.S. armed forces unless we also transform the way we think, the

way we train, the way we exercise, and the way we fight” (p. 4). In this context, a capability is

the ability to achieve an effect. An effect is a desired strategic outcome. The capabilities-based

approach will involve articulating an explicit strategy to force IT transformation and

FIGURE 1logically outlines four main objectives that are essential to executing the

capabilities-based approach. This discipline is used to allocate resources and assign solutions in

order to achieve mission objectives.

IMPLEMENTATION, STRATEGIC CONTROLS, AND CONTINGENCY PLANS 3

1. Information Capabilities Framework – An end-to- end, top-to- bottom framework that

includes all capabilities and its reach to all USPACOM IT system and services. The

framework assists in organizing and guiding implementation of capabilities into a single

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