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Author Schmidt, Lara, author.

Title 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 William Baron, Geof Nieboer, Rose Jourdan, David Sentry, Zev Winkelman, Louise Taggart, Susanne Sondergaard, Neil Robinson.

Publication Info. Santa Monica : Rand Corporation, [2015]
©2015

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 All Libraries - Shared Downloadable Materials  JSTOR Open Access Ebook    Downloadable
All patrons click here to access this title from JSTOR
 University of Saint Joseph: Pope Pius XII Library - Internet  WORLD WIDE WEB E-BOOK JSTOR    Downloadable
Please click here to access this JSTOR resource
Description 1 online resource (xxii, 86 pages) : color illustrations, color charts.
text file PDF rda
Series [Research report] ; RR-847-AF
Research report (Rand Corporation) ; RR-847-AF.
Note "Project Air Force."
"September 9, 2015"--Table of contents page.
Bibliography Includes bibliographical references (pages 79-86).
Contents Preface -- Figures -- Tables -- Summary -- Acknowledgments -- Abbreviations -- 1. Introduction and Methodology: Methodlogy -- A Lexicon for Describing Commercial Cyber Practices -- Structure of the Report -- 2. IT and InfoSec Have Different Workforce Management Practices: Job Roles Differ Between IT and InfoSec -- Training Differs Between IT and InfoSec -- Career Trajectories Differ Between IT and InfoSec -- Organizational Designs Differ Between IT and InfoSec -- Summary -- 3. IT Is a Critical Core Function Performed by a Large Staff: On Average, 95 Percent of Cyber Workforce Is in IT and 5 Percent Is in InfoSec -- IT Workforce Size Depends on Industry Sector and Company Size -- Commercial Practices Demonstrate a Cautious Approach to Outsourcing -- 4. Technical Leadership Is Valued and Cultivated: Management Must Keep Up with the Pace of Technology -- Organizational Strategies Can Encourage Technical Depth -- Commercial Model Leverages Many Interconnected Practices -- Traditional Practices Predominate for Recruiting and Retention: Companies Recruit Recent STEM Graduates from Good Colleges -- Midcareer Professionals with Demonstrated Experience Are Also Valued -- Pay Is Not the Sole Driver of Retention -- 6. Commercial Practices Might Aid USAF: USAF Has Unique Constraints Not Experienced in the Commercial Sector -- If Subject to USAF-Like Constraints, Commercial Practices Would Likely Change Only Marginally -- 7. Options for USAF to Implement Commercial Practices: Align Career Fields with Either IT or InfoSec -- Increase USAF InfoSec Workforce -- Retain IT as an Essential Core Capability -- Access Cyber-Capable Personnel -- Structure Organizations to Gain Efficiencies and Effectiveness -- Appendix A. Characteristics of Companies and Organizations Interviewed -- Appendix B. Semistructured Interview Questions -- Appendix C. Organizational Design -- Appendix D. InfoSec Suborganizations -- References.
Note Online resource; title from PDF title page (RAND, viewed October 09, 2015).
Subject United States. Air Force -- Personnel management.
United States. Air Force -- Information technology.
Information technology -- Management.
Information services industry -- Personnel management.
HISTORY -- Military -- Aviation.
Added Author Project Air Force (U.S.), issuing body.
Added Title What can the U.S. Air Force learn from the commercial sector?
Other Form: Print version:Schmidt, Lara. Cyber practices. Santa Monica : Rand Corporation, [2015] 0833090321 (OCoLC)921037204
ISBN 9780833093240 (electronic bk.)
083309324X (electronic bk.)
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