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Message from the Don CIO.

It is important for the Department of the Navy to think and act like an enterprise because of the potential to realize a number of important benefits including increased integration of our operating forces Those forces whose primary missions are to participate in combat and the integral supporting elements thereof. See also combat forces; combat service support element; combat support elements. , improved interoperability, and consistent and improved information assurance. These benefits are in addition to cost savings, cost avoidance Cost avoidance is a management accounting term referring to an expense one has avoided incurring. It is commonly used in the field of energy management to describe the energy costs you avoided due to energy management initiatives. , and more effective use of the department's resources.

Many of the department's processes have traditionally revolved around individual programs and an environment where success is measured by a program's achievement of its acquisition milestones.

Program managers are responsible for delivering capabilities based on program-specific cost, schedule and performance requirements. Although well intended, decisions based on individual programs, without consideration of enterprise requirements, can lead to operational inefficiencies and degraded interoperability.

Thinking like an enterprise enables managers to more effectively address requirements, develop realistic concepts of operations, and create synergy and rigor rigor /rig·or/ (rig´er) [L.] chill; rigidity.

rigor mor´tis  the stiffening of a dead body accompanying depletion of adenosine triphosphate in the muscle fibers.
 in engineering, testing, integration, budgeting, acquisition strategy and contracting--which results in improved capability delivery, a more affordable investment strategy and improved partnering between government and industry providers and the end-user community.

A noteworthy example of "enterprise-think" is the Navy's Consolidated Afloat Networks and Enterprise Services (CANES) program. It represents a fundamental change in the way the department acquires networks and network security capability for the fleet. The goal of CANES is to provide a common computing environment, core services The introduction to this article provides insufficient context for those unfamiliar with the subject matter.
Please help [ improve the introduction] to meet Wikipedia's layout standards. You can discuss the issue on the talk page.
 and enhanced network security, which can be leveraged by the majority of afloat IT systems.

By migrating to an enterprise afloat network architecture with a single backbone and uniform security and services, the Navy will significantly reduce its afloat network footprint achieving overall cost reductions through elimination of redundant systems and processes, increase network security, and add cutting-edge functionality more quickly than it can today.

However, program managers do not have direct responsibility or influence over the numerous IT systems that could potentially make use of a common IT infrastructure and core services. Therefore, they do not always have the leverage to fully achieve enterprise goals, such as the long-term goals of the CANES program.

To fully embrace and realize an enterprise vision, program managers, users, operators, resource sponsors, and the acquisition, technical and chief information officer communities must focus on achieving potential benefits to be gained by thinking and acting like an enterprise.

This would include aligning requirements and concepts of operation, performing budgeting from an enterprise perspective, synchronizing acquisition plans, developing a robust architecture that incorporates associated systems and implementing a set of enterprise standards. Another key aspect of achieving this vision will be to leverage and expand on the existing decision-making forums and processes of the department, such as acquisition gate reviews and Clinger-Cohen Act confirmations, to ensure they also focus on the enterprise perspective.

A significant opportunity for CANES is to align with the Next Generation Enterprise Network (NGEN NGEN Next Generation
NGEN Next Generation Enterprise Network (US Navy Intranet Development Program) 
). This alignment would facilitate improved interoperability between the department's primary ashore and afloat enterprise IT infrastructures, and would allow for CANES and NGEN to become the first concrete step toward achieving the DON's Naval Networking Environment vision and strategy.

The challenge of thinking and acting like an enterprise may seem daunting daunt  
tr.v. daunt·ed, daunt·ing, daunts
To abate the courage of; discourage. See Synonyms at dismay.

[Middle English daunten, from Old French danter, from Latin
. However, I am confident that the department is up to this challenge and that we can work together towards achieving our common enterprise goals and objectives.

On a sad note, our Department of the Navy Principal Deputy CIO CIO: see American Federation of Labor and Congress of Industrial Organizations.

(Chief Information Officer) The executive officer in charge of information processing in an organization.
, John J. Lussier, passed away on June 17, 2009, after a courageous battle with pancreatic cancer pancreatic cancer

Malignant tumour of the pancreas. Risk factors include smoking, a diet high in fat, exposure to certain industrial products, and diseases such as diabetes and chronic pancreatitis. Pancreatic cancer is more common in men.
. One of John's many superb accomplishments included the DON Computer Network Defense Roadmap, which CHIPS had already planned to include as an insert to this issue. John was a consummate team player, whose drive to serve the Nation and the Navy and Marine Corps team was only exceeded by his devotion to his family. A memorial to John appears on page 9. He is sorely missed by his DON colleagues.
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Author:Carey, Robert J.
Date:Jul 1, 2009
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