Course Description:
This course provides a comprehensive overview of information assurance and critical information infrastructure protection. Information assurance of information assets and protection of the information component of critical national infrastructures essential to national security are explored. The focus is at the public policy and strategic management level, providing a foundation for analyzing the information security component of information systems and critical infrastructures. Laws, national strategies and public policies, and strengths and weaknesses of various approaches are examined for assuring the confidentiality, integrity, and availability of critical information assets.

Recommended Attendance:
This course is appropriate for senior leaders who exploit the information component of national military and economic power.  This includes, but is not limited to, government and military information operators; Chief Information Officers; Chief Information Security Officers; military and government personnel who develop and manage information resources; and students in Professional Military Education programs (intermediate and senior). 

Prerequisites
None; however, students are strongly recommended to take this course as the first in the NSTISSI No. 4011
certificate.

Learning Outcomes
Students will be able to analyze laws, national strategies, and public policies; and assess the strengths and weaknesses of various approaches for assuring the confidentiality, integrity, and availability of those information assets created, stored, processed, and communicated by information systems and critical information infrastructures.

Course Description:
This course examines enterprise architecture (EA) as a strategic capability organizational leaders use for enterprise planning, decision-making, and key process execution. Students explore leadership competencies and management strategies needed to advance EA adoption, use, and institutionalization. Students also explore the integration of EA with strategic planning, governance, portfolio management, capital planning and investment control, and information assurance. Students examine EA descriptive frameworks and
associated models that guide EA development activities and review EA evaluative frameworks used to assess organizational EA management capacities and performance outcomes enabled by the EA. Students further examine challenges to organizational EA adoption, implementation, use, and institutionalization and consider strategies to address them.

Recommended Attendance:
The course is for CIOs and other leaders charged with formulating and guiding the strategic direction of the enterprise.  The course has a managerial rather than a technical focus, and is particularly appropriate for middle to senior leaders responsible to the executive management team. 

Prerequisites
None

Learning Outcomes
Students will be able to describe the nexus between enterprise architecture (EA) and successful enterprise planning and operations, EA’s role in facilitating other critical agency activities, e.g., capital planning and investment control (CPIC) and information assurance (IA), the application of EA models, and strategies to address the challenges of EA adoption, use, and institutionalization.

Course Description:
This course examines analytical and simulation techniques to evaluate an organization’s Enterprise Architecture (EA) for strengths, weaknesses, opportunities and threats to improve organizational performance. A four-phase analytical strategy provides the overall direction of the course using baseline integrity evaluation, baseline profile and gap analysis, target and gap analysis, and implementation plan dependency, sizing and capacity evaluation. Additional topics include the use of analytics to validate the quality and completeness of data collection strategies and the use of simulation techniques to evaluate the completeness of static models and alternatives. Students gain hands-on experience through the use of an automated EA repository and analytic tools to support analysis.

Course Description:
This course examines the information security certification and accreditation principles leading to final Approval to Operate (ATO) an information system. The course examines roles, responsibilities, documentation, organizational structure, directives, and reporting requirements to support the Designated Accrediting Authority (DAA) in approving the security control functionality level of an information system and granting ATO at a specified level of trust. The course provides an overview of DOD and Federal department and agency certification and accreditation processes (e.g., Defense Information Assurance
Certification and Accreditation Process; NIST Certification and Accreditation Process), information assurance acquisition management, and system security architecture considerations.

Recommended Attendance:
This course is appropriate for senior system managers, information system certification and accreditation managers, and program managers who are responsible for participating in the certification and accreditation process for delivery of ATO documentation to the DAA. 

Prerequisites
None; however, students who have no information assurance background should take Information Assurance and Critical Infrastructure Protection (AII) before taking this course.

Learning Outcomes
Students will be able to document a certification and accreditation plan, present and justify the plan to senior management for approval, and develop a systems security authorization agreement for their organization.

Course Description:
This course focuses upon program-level development and presentation of an effective IT acquisition business case. Well-developed business cases support agency IT capital planning and investment control and successful OMB IT investment review. Topics include best practices in economic and risk analysis, identifying and communicating the value of alternative IT investments, business process reengineering and benchmarking, and
the IT Program Manager’s responsibilities in agency IT portfolio management. The course examines both the OMB Circular A-11 Exhibit 300: Capital Asset Plan and Business Case Summary and the more detailed business case used in the agency investment review process. Students analyze sample IT business cases and develop a business case based on source materials.

Recommended Attendance:
This course is for leaders and managers who are responsible for developing, analyzing, or defending a business case for IT investments.

Prerequisites
None

Learning Outcomes
Students will be able to create a hypothetical IT business case, critique a business case using a business case evaluation method and other criteria, and recommend changes to improve the defense of the business case to agency and OMB officials.

Course Description:
Formerly BFM – Federal Budgeting and Financial Management for Strategic Leaders. This course presents a strategic understanding of Federal budgeting and appropriations, with particular attention to the role of Congress. With this critical understanding, students develop leadership strategies to shape the fiscal environment to achieve agency strategic outcomes. The course focuses on topics such as the impact of current fiscal issues including the competition between discretionary and nondiscretionary spending and its likely impact upon agency activities, the dynamic interaction between agency, executive, and Congressional committees and staffs in developing a budget and gaining an appropriation.

Learning Outcomes: Students will be able to analyze the Federal budgeting and appropriations process, identify contemporary and emerging challenges shaping the federal budget, and evaluate possible impacts upon their agency.

Course Description:
This course presents a comprehensive overview of ethical issues, legal resources and recourses, and public policy implications inherent in our evolving online society. Complex and dynamic state of the law as it applies to behavior in cyberspace is introduced, and the pitfalls and dangers of governing in an interconnected world are explored. Ethical, legal, and policy frameworks for information assurance personnel are covered. Various organizations and materials that can provide assistance to operate ethically and legally in cyberspace are examined. Topics include intellectual property protection; electronic contracting and payments; notice to and consent from e-message recipients regarding monitoring, non-repudiation, and computer crime; and the impact of ethical, moral, legal, and policy issues on privacy, fair information practices, equity, content control, and freedom of electronic speech using information systems.

Recommended Attendance:
This course is appropriate for senior leaders who must manage organizations that depend upon the information infrastructure.  This includes, but is not limited to, federal and military information operators; Chief Information Officers; Chief Information Security Officers; military and federal personnel who develop and manage information resources; and students in Professional Military Education programs (intermediate and senior). 

Prerequisites
None; however, students who have no information assurance background should take Information Assurance and Critical Infrastructure Protection (AII) before taking this course.

Learning Outcomes
Students will be able to (1) assess potential legal issues that might flow from implementing and not implementing information security policies, practices, and procedures, and (2) create policies and operating procedures for an organization that are ethically and legally sound.

Course Description:
The course provides an overview of the essential elements of the current and future roles of government Chief Financial Officers and their staff. It surveys the various roles of the government financial manager as strategic leaders and partners with the business, compliance officer, risk manager, transaction processor, strategic planner, financial reporter, and provider of management and financial data. The course addresses the policies, challenges and opportunities associated with decision support, business process improvement, systems integration, financial systems security, ethics, workforce development, performance management, portfolio management, and leadership of change. Issues related to standards, privacy, and transparency are considered.

Learning Outcomes: Students will be able to: (1) analyze the most pressing governance issues relevant to leading financial transformation\ in government.; (2) evaluate the philosophical perspectives, roles & dynamic relationships of the appropriate organizations and functional areas (such as budgeting, accounting, auditing, compliance
and planning) impacting the financial community decisions; and (3) create and communicate a convincing case (resource requirements, prioritization documents, etc) that can lead to strides in financial transformation in government.

Course Description:
This course provides a foundation for analysis of strategies, policies, critical infrastructure plans, investments, and management challenges in protecting the national critical infrastructures and key assets. It examines various approaches for protecting critical infrastructures and a framework for prioritizing protection initiatives. Benefits of reducing risks, lessening vulnerabilities, deterring threats, and minimizing the consequences of terrorist attacks as well as man-made and natural disasters are explored. Other topics include an examination of the significant synergy required between the private and public sectors in homeland security and homeland defense, the importance of protecting the IT infrastructure as a foundation of all critical infrastructures, and implementation strategies for infusing policies and plans in government organizations.

Recommended Attendance:
This course is intended for middle to senior managers who are involved in the planning, supporting, and/or execution of missions related to homeland security.  It assumes no background in this area.  Knowledge of basic computing skills such as web searching is required.

Prerequisites
None; however, students may enhance their understanding by taking Homeland Security Information Management (HLS) followed by the Homeland Security Information Management: Tools & Techniques (HST).

Learning Outcomes
Students will be able to (1) analyze national strategies, public policies, and prospective homeland security critical infrastructure plans; (2) compare and contrast the strengths and weaknesses of various approaches
established for the protection of critical infrastructures and key resources; and (3) create a strategy that
incorporates homeland security and defense policies and plans for protection of a critical infrastructure and
its corresponding key assets.

Course Description:
This course provides a broad description of the major elements involved in developing and implementing effective continuity of operations plans for government agencies. Using Federal regulations policies as a
backdrop, the course examines the technological, human capital, legal, and acquisition factors involved
in creating and maintaining a continuity of operations plan. Topics include determining key assets and
systems, creating and implementing emergency plans, working with the responder community, developing
metrics and exercises, and restoring effective operations.

Recommended Attendance:
This course is appropriate for all persons who must develop, lead, or collaborate on continuity of operations issues.

Prerequisites
None

Learning Outcomes
from the absence of a comprehensive, tested continuity of operations plan, and create a strategy to develop and implement such a plan.

Course Description:
This course probes the rapid advances in all aspects of information systems technology from the perspective
of both the functional and the information resources manager. The course provides an overview of both the current state of the art and the trends in information systems technology with particular attention to software development technologies, data management, computer systems hardware, humancomputer interfaces, voice recognition, natural language understanding, collaborative technologies, telecommunications technologies, and electronic commerce technologies. It concludes with a group exercise designed to determine how a CIO can address the issues these technologies introduce within an organization.

Recommended Attendance:
This course is appropriate for functional and information resource managers who seek a greater understanding of the current state-of-the-art and the trends in information systems technology.  No formal technical background is required.

Prerequisites
None

Learning Outcomes
Students will be able to evaluate the usefulness of recent developments in hardware, software, and other
information systems to meet organizational goals; develop metrics for measuring the usefulness of the technologies; and determine the best strategy for infusing these technologies into their organizations.

Course Description:
This course explores the changing role of the Chief Information Officer in Federal agency and inter-agency information activities.  Based upon current Federal statutes and policy directives, the course examines the CIO’s explicit and implicit information, technology and business roles.  Students focus on developing and implementing policy guidance while playing the role of a CIO. Students also learn how to leverage best practices to plan, acquire, manage, and use information resources in a dynamic global environment so as to improve agency mission performance and citizen service delivery.   

Recommended Attendance:
The course is appropriate for Chief Information Officers and their staff, as well as individuals with business functional responsibilities associated with the leadership of the information component of national power. 

Prerequisites
None; however, it is recommended as the first course taken in the CIO Certificate Program.

Learning Outcomes
Students will be able to develop a program of actions for implementing the requirements of the Clinger-Cohen Act and other related directives and legislation in their organizations.

Course Description:
This course presents policies, practices, and strategies to develop and implement enterprise architectures (EA) supporting Department of Defense (DOD) organizations. Students examine in greater detail the DOD Architecture Framework (DODAF) and associated work-products, first introduced in the Modeling for Enterprise Architecture course. Additionally, students explore the DOD Defense Information Architecture and Business Enterprise Architecture (BEA). Aspects of the Global Information Grid (GIG), such as the net-centric data strategy, are explored. The course concludes with an overview of the Office of Management and Budget’s direction on developing and implementing EA, with a primary focus on the Federal Segment Architecture Methodology.

Course Description:
This course explores data management and its enabling technologies as key components for improving mission effectiveness through the development of open, enterprise-wide, and state-of-the-art data architectures. It examines management issues such as the implementation of the data component of the Enterprise Architecture specified by OMB. In addition, the course considers key data management strategies, including the DOD Net-Centric Data Strategy, and the Federal Enterprise Architecture (FEA) Data Reference Model and their enabling information technologies including data warehousing, electronic
archiving, data mining, neural networks, and other knowledge discovery methodologies. Case studies allow students to explore data management issues and implementation. While geared for managers, the course provides sufficient insight into the underlying technologies to ensure that students can evaluate the capabilities and limitations of data management options and strategies.

Recommended Attendance:
The course is designed for mid- to senior-level managers in both technical and non-technical functions who seek a greater understanding of data management strategies and the state-of-the-art and trends in data technologies. 

Prerequisites
None; however, students in the Enterprise Architecture Certificate program are encouraged to complete the Information Management Planning (IMP) and Strategies for Process Improvement (PRI) courses before enrolling in DMS.

Learning Outcomes
Students will be able to assess an organization’s current data architecture and implementation and to develop strategies to enhance them to improve agency mission effectiveness.

Course Description:
As the Enterprise Architecture (EA) Program capstone course, this course engages students in an integrated application of principles, policies, and practices of the EA Certificate Program. Students will identify enterprise architecture issues, conduct research, develop and assess solution strategies, and then present the executed strategies in the context of an intensive case study based upon the actual experience of a government agency.

Recommended Attendance:
This course is intended for leaders and practitioners with current or anticipated responsibilities that involve leading the development or management of an enterprise architecture.

Prerequisites:
In addition to the following courses, students should have an approved project proposal before enrolling in EAP.

• Information Management Planning (IMP)
• Strategies for Process Improvement (PRI)
• Enterprise Architecture for Managers (ARC)
• Data Management Strategies and Technologies (DMS)
• Planning and Managing Enterprise Architecture Programs (PMA)
• Global Information Grid Architecture and Advanced Concepts (GIG) or Federal Enterprise Architecture and Advanced Concepts (FAC)

Learning Outcomes
Students will be able to evaluate the state of an agency’s EA development effort and propose, assess, and select strategies to develop and implement an EA successfully. They will be able to explain and justify their
recommendations regarding EA development clearly and authoritatively through position papers and oral presentations.

Course Description:
In this course the students will conduct a strategic assessment by reviewing the various elements of The National Security Strategy of the United States of America(information, economic, diplomatic, and military power) and supporting strategies (e.g., National Strategy for Homeland Security, National Strategy for Combating Terrorism, National Defense Strategy, National Military Strategy, etc.) to understand the strategic direction of the Federal Government and its impact on their organization.  They will review and critique the U.S. national security and inter-agency strategic planning process and explain the unique role that each agency plays in achieving inter-agency and national missions and goals.  Students will explain various approaches to strategic planning in the face of uncertainty. 

Course Description:
This course examines the practical challenges of assessing and managing information security risks when developing an enterprise information security program.  Based upon OMB, NIST, and DOD risk management guidance, the course addresses the key components of an organization’s information security program including the identification, assessment, mitigation, and acceptance of risk.  The course builds upon fundamental information assurance concepts and information security technology, integrating them into scalable, practical working solutions for defending the enterprise.  Security program components, including configuration, incident, system lifecycle, and acquisition are examined from a risk management perspective.  Other topics include program and system security planning, risk assessment, policy, control/countermeasure selection, and continuous performance measurement and monitoring.

Recommended Attendance:
This course is appropriate for managers and practitioners who require a practical perspective on the management of an enterprise information assurance program. 

Prerequisites
None; however, students should take this course as the last course in the NSTISSI No. 4011 Certificate.

Learning Outcomes
Students will be able to recommend an information security program strategy and structure based upon their assessment and management of risks.

Course Description:
This course focuses on challenges in agency implementation of the Office of Management and Budget’s enterprise architecture direction and guidance and other advanced enterprise architecture (EA) concepts.  The course critically explores the OMB Federal Enterprise Architecture Program Management Office’s Segment Architecture approach, the Federal Transition Framework, and the five Federal Enterprise Architecture Reference Models and their supporting profiles. In addition, IPv6 and service-oriented architecture concepts and implementation strategies are examined.  The DOD Global Information Grid and Network Centric Warfare and Operations Reference Model approaches to enabling cross-agency interaction and exchange of information are also explored.  Finally, the course includes an examination of advanced EA concepts, including the Zachman framework, Federated Architecture, Business Case Development, and EA Leadership.

Recommended Attendance:
This course is targeted for civilian leaders and practitioners with current or future responsibilities to oversee development or management of a non-DoD enterprise architecture.  DoD personnel should take the corresponding DoD-focused GIG course.

Prerequisites
Enterprise Architecture for Leaders (ARC)

Learning Outcomes
Students will be able to evaluate and select enterprise architecture development and implementation strategies consistent with FEAPMO direction and guidance that will contribute to the agency’s mission; assess whether a proposed investment is consistent with an enterprise architecture and the OMB reference models; and effectively apply governance strategies to sustain the use and integration of an enterprise architecture with an agency’s activities.

This course focuses on the changing directions of financial and management reporting for Chief Financial Officers in a dynamic environment. In response to changing citizen and shareholder expectations, financial statement reporting, budgetary reporting, and cash reporting must be accurate, transparent, and accountable, and result in “clean” audit opinions. These new reporting expectations and changing accounting standards, require new relationships among federal, state, and local governments, and government contractors, as well as enhanced reporting to internal constituents of the CFO, including program managers and the organizational head. Successful reporting can be facilitated by
enterprise architecture, financial systems, and data management techniques.

Learning Outcomes: Students will be able to analyze the changing roles, requirements, and expectations for financial, budget, and program reporting in government organizations from legal, policy, and technological perspectives, to evaluate the enterprise architecture,
financial systems and processes, and data management systems that support new reporting challenges, and to design a leadership plan for their organization that responds to current and future reporting expectations for transparency and accountability.

Course Description:
This course focuses on initiatives, strategies, and opportunities for transforming the Federal Government’s business operations that provide capabilities, resources, and materiel to the government employee (such as global warfighters or disaster recovery staff).  The course assesses the structural, political, technological, leadership, and human challenges of effecting transformational change in a complex mega-enterprise.  This includes analyzing the challenges transformation initiatives bring when engaging in new ways of doing business, retiring legacy systems, processes, and strategies, while simultaneously delivering required services and results.  The evolving vision and development of the Federal Enterprise Architecture as the information technology enabler of business enterprise transformation are evaluated.  Students examine large organization transformations from the corporate sector to identify insightful lessons that can be developed as recommendations for government business enterprise transformation. 

Recommended Attendance:
The course is critical for DoD officers and Federal civilian executives who hold or aspire to hold leadership positions with transformation responsibilities. The course is critical for DoD officers and Federal civilian executives who hold or aspire to hold leadership positions with transformation responsibilities.

Prerequisites:
None.

Learning Outcomes
Students will be able to identify the central dynamics and enablers of initiatives, opportunities, and strategies for transforming the Federal Government’s business enterprise; to evaluate and compare transformation efforts across multiple agencies by identifying areas of strengths, weaknesses, and opportunities; and to recommend strategies for addressing them.

Course Description:
This course focuses on the effective management of network and telecommunications technologies in a government-sector global enterprise.  The course examines current and emerging network and telecommunications technologies, including their costs, benefits, and security implications, placing emphasis on enabling military and civilian network-centric operations.  Topics include network-centric concepts, spectrum management, data networks and associated Internet technologies, telephony, the role of public policy, and the significance of industry as a service provider and as an engine of innovation.

Recommended Attendance:
The course is appropriate for mid- to senior-level executives in both technical and nontechnical functions who seek a greater understanding of telecommunications and network management technologies.  While aimed at managers, sufficient insight is provided to ensure that the students understand the inherent capabilities and limitations of those technologies. 

Prerequisites:
None; however, it is strongly recommended that this course be the second course taken for the NSTISSI No. 4011 certificate.

Learning Outcomes
Students will be able to evaluate the managerial, policy, and security consequences of adopting telecommunications and network technologies and develop a detailed implementation plan to incorporate a technology into an enterprise.

Course Description:
This course focuses on two broad themes of the evolving global strategic landscape; how global changes may impact future U.S. national security strategy, and the implications of these developments for creating Information Age government with national security responsibilities. The course examines the major trends that have transformed the world’s economic, social, environmental, technological, political, and security landscape during the post-Cold War period, as well as possible future developments in these areas. The course also explores the implications of these trends for the national security environment, consequent options for national security strategy, and the transformation of Information Age government agencies.

Learning Outcomes
Students will be able to evaluate the impact of economic, social, environmental, political, technological, and international security trends on national security; integrate long-range trends into the development of national security strategy; and develop policy options that take into account these strategic and evolving security trends to transform government agencies into Information Age government organizations.

Course Description:
This course examines information management concepts and issues related to critical homeland security mission areas, including intelligence and warning, border and transportation security, domestic counterterrorism, critical infrastructure protection, catastrophic terrorism defense, and emergency preparedness and response.  The course provides students with “hands-on” exposure to technologies and techniques that support the planning, mitigation, response, recovery, and prediction aspects of homeland security.  It explores state-of-the-art and emerging concepts relating to intelligent agents, decision support, data/text mining, visualization, geographical information systems, and computer modeling and simulation.  

Recommended Attendance:
This course is intended for senior managers who are involved in the planning, supporting, and/or execution of missions related to homeland security.  It assumes no background in this area. 

Prerequisites
None; however, students should be very familiar with the Homeland Security Information Management (HLS) mission areas and with many of the requirements for risk assessment, consequence management, and some of the technologies needed for better information sharing and international cooperation.

Learning Outcomes
Students will be able to evaluate prospective homeland security tools and techniques in terms of meeting organizational goals and requirements, and create an implementation strategy for infusing these technologies into their organizations.

Course Description:
This course examines the essential paradigms and concepts of Information Operations (IO), Information Assurance (IA), and Strategic Communication (SC).  It explores the technological revolution and the information component of national power, and examines that component in the National Security Strategy in light of the nature of the interconnected age; existing national policy; organizational transformation; and equities involved in IO, IA, and SC and information as a strategic environment.  The course concludes by exploring the new paradigm of national security in the Information Age and the need for an information strategy to support the National Security Strategy.

Recommended Attendance:
This course is appropriate for strategic leaders, military planners, and personnel desiring to explore and analyze strategic issues involving information and national security. 

Prerequisites
Secret clearance is required.

Learning Outcomes
Students will be able to analyze how the information component of power is used in national security strategies and operations; analyze the role played by IO/IA/SC in national security strategies and operatio

Course Description:
This course examines the challenges of Federal program leadership in an Information Technology (IT) context.  Students gain theoretical insight, supplemented by practical exercises, covering a variety of program/project leadership concepts and techniques.  Particular areas of focus include customer service, stakeholder relations, decision-making methods, processes and pitfalls, interpersonal skills, organizational awareness and dynamics, and written and oral communication skills.  The course also explores the role of oversight in the management and leadership of Federal IT acquisition programs.

Recommended Attendance:
Recommended for leaders and managers with current or anticipated IT program/project leadership responsibilities. 

Prerequisites
None

Learning Outcomes
Students will be able to evaluate leadership challenges likely to arise in managing an IT project and identify and implement appropriate strategies to manage them successfully. They will also be able to communicate project plans and technical content effectively, either orally or in writing.

Course Description:
This course examines the role senior leaders play in the successful acquisition of information services and technologies to achieve organizational strategic objectives. It employs a life cycle management approach through exploration of statutory and regulatory policies, acquisition strategies, requirements management, analysis of alternatives, design and performance measurement issues, and implementation and sustainment considerations that directly impact IT acquisition.  Acquisition best practices are considered, as well as numerous acquisition issues, including Share-in-Savings, Performance-Based Contracting, modular contracting, the broadened availability of commercial items, the use of more flexible selection procedures and procurement vehicles, and contract administration.  The course includes guest speakers from government and industry with the latest in policy updates and how to maximize productivity in the contractor-government acquisition environment.

Recommended Attendance:
This course is appropriate for middle to senior information technology professionals and project leaders seeking a greater understanding of the information technology acquisition process and its relationship to achieving agency strategic business objectives.

Prerequisites
None

Learning Outcomes
Students will be able to analyze agency information technology strategies, methods, and plans, and recommend changes to increase the likelihood that acquisition will fully meet agency mission objectives.

Course Description:
This course focuses on project and program management in an Information Technology (IT) context. Students explore industry-accepted project management processes, e.g., the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK) framework, and apply project management concepts. Major topics include planning and management of project communications, scope, time, cost, quality, risk, human resources, procurement, and project integration. Factors that make IT projects unique and difficult to manage are explored, along with tools and techniques for managing them. This course challenges students to gain hands-on project management experience by performing complex project management tasks leading to the development of a project management strategy/plan. 

Recommended Attendance:
This course is for leaders without substantial program/project management experience who expect to assume CIO, program executive office, or other middle- to senior-level responsibilities for program/project oversight.  This course requires and assumes familiarity with the IT management reform requirements of the Clinger-Cohen Act of 1996, including IT architecture and requirements management, IT capital planning, and modular contracting.

Prerequisites
None; however, successful completion of Strategic Information Technology Acquisition (ITA) is recommended prior to taking this course.

Learning Outcomes
Students will be able to assess a project management strategy/plan and develop a plan for an IT project.

Course Description:
This course examines key considerations for the planning and conduct of information operations at the theater and strategic levels.  The course emphasizes inter-agency and international considerations in the planning and conduct of Information Operations (IO).  The course also examines selected non-U.S. approaches to the strategies for and uses of the full spectrum of information operations by current and potential global competitors and adversaries.  A lesson on strategic legal implications and considerations is also presented, and an in-class exercise examines the use/misuse of IO strategies against an adaptive adversary. The course concludes with a snapshot of current U.S. military IO strategies.

Recommended Attendance:
This course is appropriate for strategic leaders, military planners, and personnel desiring to explore and analyze strategic issues involving information and national security. 

Prerequisites:
Secret clearance is required.

Learning Outcomes
Students will be able to evaluate the specific capabilities and potential contributions of the designated IO organizations, capabilities, and planning tools; evaluate and integrate IO requirements and capabilities within the appropriate phases of the deliberate and crisis planning processes; ascertain the contributions and limitations of IO within a strategic/theater strategic context; compare and contrast selected non-U.S. approaches to and uses of IO; and design an appropriate military strategy for the employment of IO capabilities over a time horizon suited to the effects to be achieved.

Course Description:
The LCW course provides leaders and managers with knowledge and tools that will enhance their capacity to lead the 21st Century workforce effectively in the achievement of organizational objectives. Using a blend of leadership theory and best practice research, the course explores the dynamics of an increasingly diverse workforce, complex environment, ubiquitous technology, information saturation, and evolving work and organizational contexts. Students take an in-depth view of their self leadership, interpersonal leadership, and organizational leadership in order to develop themselves as leaders. They explore strategies to achieve their organization’s goals through self-awareness, learning agility, coaching and mentoring, talent management, teaming, and cross-boundary influence, and to foster and manage innovation, leverage generational diversity, create a collaborative culture, facilitate knowledge management, and engender high-trust ethical practices.

Course Description:
This course examines Information Age leadership and organizations.  It describes the successful Information Age leader and organization as constantly learning and adapting to an increasingly complex, changing, and information-rich environment.  Emphasis is placed on “out-of-the-box” thinking, individual and organizational innovation, and the processes and structures that enhance an organization’s ability to learn, adapt, and compete in the Information Age.  The course also explores the role of information and technology in the Information Age organization; the relationships among learning, change, and strategic planning; and the new abilities required for leading in the Information Age.

Recommended Attendance:
The course is for middle- to senior-level managers who lead and organize Information Age organizations. 

Prerequisites:
None

Learning Outcomes
Students will be able to demonstrate effective collaboration and teamwork across various problemsolving circumstances and create and design effective processes and structures that increase organizational flexibility and agility.

Course Description:
This course focuses on the strategies that leaders require to create, implement, and guide their organizations successfully through disruptive innovation − both that of their own making and that which is driven by external and uncontrollable circumstances.  The course examines the drivers of disruptive innovation to include emerging technologies, globalization, and demographic shifts.  It explores models of innovation and change as well as evolving concepts of organizational innovation and strategy designed to cope with uncertainty and rapid rates of change.  It also examines the barriers to and levers of disruptive innovation such as leadership, organizational culture, and bureaucratic politics, and their relationship to disruptive innovation.

Recommended Attendance:
The course is critical for DoD, national and international security community officers and civilian executives, particularly State and Homeland Security Departments, who have, or aspire to, hold leadership positions with transformation responsibilities.   

Prerequisites:
None

Learning Outcomes
Students will be able to develop effective strategies for leading organizations through disruptive innovation; to analyze the strengths and weaknesses of various strategies; and to leverage leadership, organizational culture, and bureaucratic politics to achieve successful organizational transformation.

Course Description:
This course focuses on strategies, means, and information models needed for effective multi-agency collaboration in planning, decision-making and implementation of national security operations, including stabilization and reconstruction, and homeland security and national preparedness operations.  It examines current and proposed initiatives for transforming and leading cross-boundary collaboration at the Federal, State and local levels, and includes multilateral collaboration situations with nongovernment (NGO) and international organizations and coalitions, media, private sector and coalition partners.   The course examines how information-enabled networks, collaborative tool-sets, cross-boundary information-sharing, and work processes can be harnessed to enable effective multi-agency and multilateral national and homeland security activities.  The course assesses the human, social and leadership issues of sustained and effective multi-agency collaborations.  Impediments such as legal and budgetary authority restrictions, educational and cultural factors that inhibit cross-boundary mission effectiveness and transformation are assessed, as are strategies for addressing them.

Recommended Attendance:
The course is critical for DoD, national and international security community officers and civilian executives, particularly State and Homeland Security Departments, who have, or aspire to, hold leadership positions with transformation responsibilities.   

Prerequisites:
None

Learning Outcomes
Students will be able to evaluate the principles and dynamics of effective collaboration across agency boundaries and the leader competencies, information technologies and organizational innovations that offer opportunities to enable effective multi-agency collaboration; appraise critically the ends, ways, and means for achieving effective multi-agency collaboration; and formulate and shape transformation initiatives to significantly advance effectiveness in complex operations requiring multi-agency collaboration.

Course Description:
This course explores the use and effectiveness of architectural modeling to describe an organization and examines model-based products as tools to support, influence, and enable organization planning, and decision-making. Hands-on exercises provide students with practical experience with work-products common to the DOD Architecture Framework (DODAF) and Federal Segment Architecture Methodology (FSAM), as well as other established frameworks. A case-study approach focuses on object-oriented models, e.g., Unified Modeling Language (UML) covering process, data, and systems. Structured models, e.g. IDEF, are also examined. Emphasis is placed on the efficacy of modeling styles and the interpretation of the descriptive models as well as interpreting case-study documentation. Students use an automated modeling tool to develop the descriptive models and to demonstrate the utility of an Enterprise Architecture repository.

Course Description:
This course provides strategies and techniques for assessing organizational performance results as part of the strategic planning and budgeting process required to fulfill regulatory oversight requirements (e.g., GPRA, Clinger-Cohen Act, President’s Management Agenda, PART).  The course leverages lessons learned from both inter-agency and private sector experiences on the leadership, process, and resource issues surrounding the identifying, developing, and validating performance measurement instrumentation, collecting and organizing performance data, and analyzing and reporting organizational results. Using the Kaplan and Norton Balanced Scorecard methodology as a framework, organizational performance measures are developed that tie to the organizational mission, vision, goals, objectives, initiatives, budget, strategy, and outcomes.  A priority emphasis is placed on organizational outcomes as those outcomes link mission accomplishment to the value added for customers and stakeholders. 

Recommended Attendance:
This course is designed for strategic leaders in all career tracks. It is conceptual, not technical, and requires no prior knowledge of performance assessment.

Prerequisites:
None; however, it is recommended as one of the first two courses taken in the CIO Certificate Program

Learning Outcomes
Students will be able to develop and/or assess a comprehensive plan for conducting a performance assessment for their organization that directly supports the decision makers who lead their organization toward mission effectiveness.

Course Description:
This course explores the strategic and persistent effects of culture on mission performance. Students examine the ways in which leaders can employ this powerful influence to nurture organizational excellence or to stimulate changes in organizational behavior. They investigate organizational sciences for traditional and Information Age perspectives on organizational behavior, on frameworks for assessing organizational cultures, and on strategies to initiate and institutionalize strategic mission-oriented change. Cross-boundary, inter-agency, cross-generational, and global influences, issues, and challenges are examined from a cultural perspective.

Recommended Attendance:
   

Prerequisites:

Learning Outcomes
Students will be able to assess the culture of an organization within its strategic context, understand culture’s critical role in processes and decision making, and design strategic initiatives to either sustain or change the organizational culture to support organizational missions that effectively contribute to Information Age government.

Course Description:
This course focuses on state-of-the-art strategies for portfolio management, with an emphasis on assessing, planning, and managing information technology (IT) as a portfolio of investments. The three phases of the investment management process are considered: selection, control, and evaluation of proposals; on-going projects; and existing systems. The relationship of performance measures to mission performance measures is explored. The course examines the roles of the CIO, the CFO, and other managers in developing investment assessment criteria, considers how the criteria are used in planning and managing the portfolio, and explores the Office of Management and Budget’s (OMB) portfolio perspective as found in Circular A-11, Part 7, Section 53, Information Technology and E-Government. Individual and team exercises are employed, including simulation of an IT investment portfolio review by the Investment Review Board.

Recommended Attendance:
 

Prerequisites:

Learning Outcomes
Students will be able to evaluate an investment portfolio and the corresponding capital planning and investment management process to ensure that they comply with current statutes and regulations, recommend changes to the process, and develop a strategy for balancing a portfolio of investment projects.

Course Description:
Graduates of this course are prepared to lead the planning, development, and implementation of an enterprise architecture (EA) program to support organizational transformation. This course considers critical success factors for establishing an EA program, to include such factors as EA team competencies, communication mechanisms, leadership, and methodology and tool selection. Students explore various EA methodologies, with an emphasis on the Model-Driven Architecture (MDA) approach and related object-oriented modeling diagrams. The course explores various architectural frameworks, such as the DOD Architecture Framework (DODAF) and Federal Enterprise Architecture Framework (FEAF), challenging students to think critically about how to put theory into practice and the value of associated descriptive work products. Students gain hands-on experience in developing various static work products and the use of an EA repository-modeling tool. The course introduces leading-edge descriptive work products not associated with traditional architecture frameworks. Students are also exposed to analytics, both static and dynamic (simulation), to identify baseline and target opportunities in transforming the organization. This course builds upon fundamentals presented in the Enterprise Architectures for Leaders (ARC) course.  

Recommended Attendance:
The course is for middle to senior IT personnel and managers responsible for leading or overseeing enterprise architecture programs and projects. 

Prerequisite:
Enterprise Architectures for Leaders (ARC)

Learning Outcomes:
Students will be able to develop an effective plan for an enterprise architecture project; select and create architectural views and products to satisfy an enterprise architecture project’s purpose and scope; and apply enterprise architecture products to analyze operational or business requirements and capabilities, identify optimal solutions, and determine transition strategies.

Course Description:
This course examines strategies, management processes and resources for process improvement within and across Federal agencies. The course provides an executive-level examination of business process improvement strategies, including business process re-engineering, benchmarking, activity-based costing/management, process architecting, Lean Six Sigma, and other quality improvement programs. An overview of the tools, techniques, and technologies that enable process-centric performance improvements in how agencies achieve their missions is provided. Attention is focused on the enterprise-level leadership challenges of process management, including initiation, collaboration, design, implementation, and portfolio project management of process-centric improvements within and across agencies. 

Recommended Attendance:
The course is particularly valuable for managers with current or future responsibilities for managing organizational and process improvement within agencies and between agency/enterprise partners.  Executives who are responsible for providing strategic leadership for agency-centric process innovation and for collaboration in cross-agency process improvement initiatives and networked process work will also find this course of value. 

Prerequisites
None

Learning Outcomes
Students will be able to recommend appropriate process change strategies, tools, and methods for carrying out process improvement. They will be able to provide advice on the implementation challenges of process improvement, including impacts upon organizational culture, structure and governance, and design, and propose initiatives and actions for addressing such challenges.

Course Description:
This course examines how effective leadership by CFOs in assessing risk, managing internal controls, and audit management can lead to enhanced efficiency, effectiveness, and transparency of an organization. The course also examines the influence of internal control, federal risk management, and auditing requirements on federal, state, and local governments.

Learning Outcomes: Students will be able to analyze factors that contribute to effective risk management, internal controls and auditing, evaluate the relationships between financial leaders and auditors in terms of roles and processes and to design an effective risk management and internal controls system for planning, executing, and coordinating a government organization’s functions.

Course Description:
This course provides comprehensive insight into the risks and issues associated with developing and implementing complex software systems. Students will examine the risks, problems, and issues that challenge large or complex software acquisition, integration, or development efforts, and evaluate strategies, methods, and tools to achieve successful program outcomes. Specific areas of focus include software development methods, tools and best practices, software-unique testing and architecture issues, and software assurance challenges and issues.

Recommended Attendance:
This course is recommended for middle to senior leaders and managers responsible for leading or overseeing software acquisition, integration, or development projects.

Prerequisites
None; however, students are encouraged to have successfully completed Strategic Information Technology Acquisition (ITA).

Learning Outcomes
Students will be able to evaluate anticipated challenges and risks of software acquisition, integration, and development projects, and create appropriate and effective strategies to manage them

Course Description:
The course begins with communication theories and applications and ends with the role of strategic communication for government leaders. It explores the pivotal role of communication in achieving organizational and national strategies. The course investigates the psychological, cultural, political, and technological factors that mediate communications for national and international audiences so as to influence key decision makers, critical audiences, and general populations. Students analyze how government strategic leaders can be strengthened as producers and consumers of public information through social influence, persuasion and propaganda, public opinion and mass political behavior, crisis communications, media relations, communication law, policy and ethics, and the role of advanced telecommunication technologies.

Recommended Attendance:

Prerequisites

Learning Outcomes
Students will be able to assess how strategic communication shapes public perceptions and beliefs at all levels, from domestic perceptions to international attitudes; and to develop and employ strategic communication processes and plans consonant with current communications theory that support their agency’s mission and national security strategy.

Course Description:
This course explores a wide range of people, processes, and technology issues in the management of critical infrastructure control systems (CS) security including Supervisory Control and Data Acquisition (SCADA) systems security. Systems for monitoring and controlling base-level and regional supply and flow of resources such as electricity, lighting, water, gas, and transportation are examined. Topics include CS components, threats, and vulnerability assessment and technical measures for improving security unique to CS, such as multifactor authentication, telephony firewalls and radio frequency encryption, and operational and physical security. The CS industry and initiatives in CS security standards are explored. This includes a focus on the interplay between regional commercial providers and base-level continuity of operations. The move toward integration of CS with traditional computer networks is covered.

Recommended Attendance:
This course is appropriate for functional and technical managers who require a foundation in threats to basic control systems infrastructure and to emerging methods for countering those threats. 

Prerequisites:
None.

Learning Outcomes
Students will be able to assess a control systems environment for people, processes, and technology vulnerabilities, and recommend an improved security strategy.

Course Description:
This course explores concepts and practices of defending the modern net-centric computer and communications environment. The course covers the 10 domains of the Certified Information System Security Professional (CISSP®) Common Body of Knowledge (CBK®). In addition, the course covers a wide range of technical issues and current topics including basics of network security; threats, vulnerabilities, and risks; network vulnerability assessment; firewalls and intrusion detection; transmission security and TEMPEST; operating system security; web security; encryption and key management; physical and personnel security; incident handling and forensics; authentication, access control, and biometrics; wireless security; virtual/3D Worlds; and emerging network security technologies such as radio frequency identification (RFID) and supervisory control and data acquisition (SCADA) security. The course also defines the role of all personnel in promoting security awareness.

Recommended Attendance:
This course is appropriate for functional and technical managers who require a foundation in the threats to security of information in a networked environment and emerging methods for countering those threats. 

Prerequisites:
None; however, students should complete Information Assurance and Critical Infrastructure Protection (AII) and Global Enterprise Networking and Telecommunications (GEN) before taking this course.

Learning Outcomes
Students will be able to evaluate the cyber-security posture of an organization to determine adequate people, processes, and technology security.

Course Description:
This course focuses on protecting private information while exploiting new technologies, implementing cross-agency information sharing, and improving the processes of government and service to the public. Managers learn to deal with the privacy concerns of citizens and stakeholders when implementing new systems and technology and transforming agency processes. Topics include an examination of the rights, needs, and perspective of the citizen, and the policy and legal frameworks of privacy. Mechanisms for evaluating and dealing with privacy issues are covered, including producing Privacy Impact Assessment (PIAs) for system initiatives and designating Chief Privacy Officers. The course culminates in an examination of leadership and management approaches that ensure appropriate information access and privacy protection.

Recommended Attendance:
The course is particularly valuable for managers with current or future responsibilities dealing with privacy, the processing of private information or cross-agency information sharing.  This is a non-technical course, and requires no prior knowledge of information privacy.

Prerequisites:
None.

Learning Outcomes
Students will be able to recommend appropriate protection strategies, tools, and methods for gathering, managing, and sharing private information, and to develop policies to manage privacy in government initiatives.

Course Description:
This course explores the fundamental nature and dynamics of transformation, and the disequilibrium and ambiguity surrounding the search for and transformation of new mission spaces. It investigates those perilous but essential changes that allow an organization to create new organizational capabilities, exploit technologies, and take advantage of performance possibilities to achieve new levels of mission effectiveness or move into new mission spaces. This course examines the nature and interdependencies of the turbulent, globalized, and technologically catalyzed and infused environment in which traditional organizational interventions are increasingly inadequate. It analyzes the need for and type of new governance that can and will lead the transformation effort that results in the critical strategic alignment underpinning of agile, responsive, and relevant organizations and mission capabilities.

Recommended Attendance:
The course is critical for DoD, national and international security community officers and civilian executives, particularly State and Homeland Security Departments, who have, or aspire to, hold leadership positions with transformation responsibilities.

Prerequisites
None.

Learning Outcomes
Students will be able to analyze the global economic, social, and technological forces catalyzing transformation efforts; assess how this strategic landscape drives and shapes transformation opportunities and possibilities in their own and other government organizations; and create, evaluate, and recommend an appropriate governance structure that allows for an effective and sustained transformation.

Course Description:
This course explores the nature of conflict in the cyber realm by focusing on two major Internet-based threats to U.S. national security: cyber terrorism and cyber crime. The course examines who is undertaking these cyber activities, what techniques they use, and what countermeasures can be adopted to mitigate their impact. The course also provides a risk management framework to help information leaders leverage the benefits of Internet technologies while minimizing the risks that such technologies pose to their organizations.

Recommended Attendance:

Prerequisites

Learning Outcomes
Students will be able to assess the risks posed by cyber terrorism and cyber crime to U.S. national security in general, and to their specific organizations in particular. They will also be able to evaluate the benefits and costs of different countermeasures that could be used to mitigate those risks.