Kings Bay BCO Base Level Information Infrastructure Case Study

The case shows the implementation of SAP ERP solution in NIBCO, a manufacturer of pipe and fittings, a mid-size manufacturer with about 3,000 employees and revenue over 460 million USD. The company

In November 2013 the Department of the Navy (DON) Chief Information Officer (CIO) issued a memorandum of distribution titled, Department of the Navy Information Management/Information Technology/Cyberspace Strategic Objectives for Fiscal Years 2014 – 2018. This brief three page document lays out six objectives for a strategic plan for the Navy’s IM, IT, and Cyberspace interests. My paper will look at two of those objectives, reduce software application spending by 40 percent from FY13 levels and improve transparency, accountability and execution of IM/IT investments on the strategic planning and operation of the Research, Development, Test, and Evaluation (RDT&E) environment at Naval Surface Warfare Center Panama City

Andrew has a strong greeting. We did good leveraging the client's name in building rapport. We did well promptly assisting the client. We concluded the call strong.

Hi Marilyn, you might already hear that our request to include SBC into Tyler Scripted demo was declined by Sr Management. They have stated the same thing that I have mentioned earlier, they wanted this to be OCTC focus. we tried!

The existing NNSA TEMPEST program does not comply with national policy, employ best practices, or fit the Nuclear Security Enterprise; consequently NNSA at is at higher risk of information compromise . NNSA should implement a TEMPEST program that appropriately aligns the cooperative roles and responsibilities under the NNSA Chief of Defense Nuclear Security and the NNSA Chief Information Officer. A closely integrated yet bifurcated program will prevent costly duplication of effort, maintain a consolidated technical security program, and ensure that both Chief, Defense Nuclear Security (CDNS) and Chief Information Officer (CIO) independently yet cooperatively manage risk to NNSA information and information

IT3 Marchut demonstrated a superior level of technical expertise during CGC Sturgeon Bay’s 140’ Service Life Extension Program. IT3 Marchut traveled 165 miles to Coast Guard Yards Baltimore to disassemble the cutter’s IT infrastructure consisting of 24 CGSWIII workstations, a switch and server. Following strict inventory control procedures, IT3 Marchut satisfactorily transported over $38K in accountable property to an alternative work site based at Bayonne Military Ocean Terminal. IT3 Marchut than reconstituted CGC Strugeon Bay’s computer network enabling command oversight during the nine month structural refurbishment and replacement of unsupportable or maintenance-intensive equipment.

The 513th Field Support Staff has a particular computer skill set and troubleshooting knowledge that was demonstrated during the initial integration of a 3.7.4.1.1 Stack into the Datacenter. The teams’ latest ventures assisted in the identification of configuration issues unique to Fixed Sites that were documented for future development. The real challenges for the individuals involved were to complete the system integration within a limited time period. The team not only was able to meet the timeline, they were able to identify problems while implementing corrective actions allowing for the Theater Ground Intelligence Center – Central (TGIC-C), to meet their operational requirement in support of ground forces. Such an implementation had never been performed anyway else successfully thus displaying the technical expertise of the Team.

As a DGPS Duty Technician ET1 Beach routinely provides effective phone based communication to a wide variety of personnel including NAVCEN watch standers, Coast Guard technicians, and various contractors to resolve on-site issues. Working with people on such a wide spectrum of knowledge is very challenging, requiring ET1 Beach’s instruction and ability to listen and retain information paramount in order to resolve the faults on-site. ET1 Beach gives exceptionally clear and concise instructions to field technicians and watch standers to nurture the best possible results and to minimize

C3CEN/CT-C2 is unable to adequately recreate Sea Commander faults found in the National Security Cutter (NSC) fleet to provide quality support. In September of 2015, C3CEN/CT-C2 received only the Situational Awareness (SA) hardware equipment and software equivalence for the Sea Commander systems found on the NSCs, but missing the much needed Tactical equipment. This lack of equipment requires C3CEN/CT-C2 to simulate not only the peripherals attached to Sea Commander, but the inter-system data communicated between Tactical and SA systems. C3CEN/CT-C2 needs the Tactical equipment and peripheral simulators added to C3CEN’s Sea Commander SA equipment in the Sea Commander Lab in Portsmouth, VA.

and Multi-Agency Coordinating System (MACS) entities; give Finance/Admin, Logistics, Operations and Planning Support (FLOP); develop Incident Action Plan (IAP) and contingency and long-term plans; and document the incident and managed the Incident Management Team (IMT). Our EOC seemed as if they are available to coordinate data and resources to support any potential incident management threat or activities in the local area (Haddow, Bullock, & Coppola, 2011). In addition, the EOC implements immediate response actions; review the checklist and Standard Operating Procedures (SOP); refers to the emergency management plan and the proper Homeland Security Act, and carry out other pre-planned responses. Furthermore, the EOC’s mission is to protect people on or near the Naval base; maintain critical missions, functions, and tasks; and restore the installation back after a disaster or crisis hit.

Even though the JWICS network is an independent private network, the Pacific ESC depends on the use of the internet to meet many mission requirements. As an

I am of the same mindset that admires the “Cadillac” appeal of the ABCT. I agree with Quoc that it would be the ‘go-to’ solution for planners. Yet, I can also see planners’ hesitation or struggle due to its limitation; dependence on radio comms, terrain restricted, not rapidly deployable, limited capability to conduct forced entry or early entry operations, high usage rate of consumable supplies, etc.

Thank you for your great post. I do agree that the organization should have more BSN nurses to participate and work on implementing EBP. The best solution for the problem is to release the information about IOM the goal of 2020 and discuss what you learn and gain in the BSN program. In my organization, most of the people share the experience about the BSN program and it makes more people to attend the BSN program. I also told them that I could do it so you could do it.

Plans, organizes, and completes projects in the shortest and most efficient manner. Ms. Bowen, was an integral part of NetOps 14's successful Transition efforts. He displayed exemplifying knowledge of the ASI Management Process and has demonstrated extraordinary ability as part of the CSI process, researched and provided updated information for inclusion into the draft COMFLTCYBERCOM NMCI Information Bulletin (NIB) 3F, Scheduled Maintenance and Notification Procedures, and Naval Messages which aligns with the current command structure and accurate information for customer situational awareness. He ensured that government interests,

From one continental coast to another, buried under the sand and resting on the ocean floor are hundreds (approx. 285) of cables that carry data for millions of Internet and telephone users. These cables are often called submarine communication cables, but have many different names. For the purpose of this briefing document, they will be referred to as submarine communication cables, or SCC. Submarine communication cables allow instantaneous intercontinental communication.