Security Command Personal Statement Examples

Whitman,M.E., & Mattord, H. J. (2010). Management of information security(3rded.). Boston, MA: Course Technology/Cengage Learning

IT Organizational Restructure is necessary for the current IT department to be developed into a CIO organization. Outlining a new framework and identifying roles and responsibilities will help to shape an effective organization to be in a better situation to support the company’s goals. It will also better align the current and future IT investments and

SSgt Orton has been a great addition to the team and providing IT support at Forbes. SSgt Orton leveraged his civilian education and work experience to make a smooth transition working on a Department of Defense Network. SSgt Orton was eager to learn and journal information he gained from other Customer Support Specialists and System Administrators in the Directorate. SSgt Orton closed over 400 documented tickets in Web Help Desk from January to Sep 17. His ability to work individually and on a team provides great flexibility in his assignments, truly a trustworthy employee. SSgt Orton aggressively found dates to attend technical school, 3 Jun to 23 Aug 17. While at technical school, SSgt Orton obtained his information assurance certification, Security +. SSgt Orton continues to grow in his position and responsibilities which is reflected in his impressive closed ticket account.

From 2007 until 2011 I led the deployment of IT systems, office space, security requirements, and operational readiness of over 125 employees; including government, foreign nationals, and contractor employees, to the NCE location. From beginning to end I was responsible for ensuring all employees had the required systems and security measures in place to perform their duties. This includes the capability to utilize non-attributable phone systems not prior known or planned for by the NCE PMO. Additionally, NGA’s foreign partners also required special/additional space, additional country specific computer systems/connections that posed new security concerns from both the human and IT aspects. I addressed these issues by insuring all stake holders

With any organization, rather it be civilian or military focused, there is a common element that resides; organizational competencies. These competencies is what makes any organization unique and identifies how they do the things they do, how relationships with institution division and external entities are developed and handled. With Information technology shifting from an administrative support tool to a strategic role within the organization, the question, or debate, is whether or not the planning and implementation of information technology, based on strategic goals, essentially share the same organizational competencies. This article will

Following the “Minnesota Career Information System” that Minnesota has a large employment with 9,582 firms for Computer and Information Systems Manager. There have many opportunities for me easy to get a job after graduating college. Moreover, I like to work on the computer to operate the whole system for a company. I also want to lead my team to bring more efficiently and create new computer hardware or software to promote my company development. My interesting career is a Computer Information Systems Manager that require at least bachelor’s degree and have experiment of working in Information Technology (IT) at least five years. Computer Information Systems Manager also allows people to organize system, communicate every day, develop and maintain products, and manage computer security. This is a popular occupation for people have passion in computer recently. Computer Information System Manager can work in a good environment, but they need to face conflict with many situations and high social interaction. This essay will describe learning about Computer Information System Manager from personal experiment, discuss career goals and related personal strengths, outline questions in research about this career, and provide on annotated bibliography research paper.

Earlier in my career, while working for the Coast Guard assigned as an intelligence officer and program manager, I was assigned to develop an information sharing system to support the Coast Guard Intelligence activities. In evaluating the situation, it was easy to see that the Coast Guard was technically disadvantaged. At this time, the Coast Guard IT infrastructure consisted of a custom designed workstation, sever and network. It was a head of its time and offered the capability of unclassified agency wide e-mail and file sharing, and in the early 90s this was far beyond other services. The Coast Guard did not

I possess the experience, skill sets, technical expertise, leadership experience, and drive to successfully serve as a 353T Military Intelligence Systems Maintenance/Integration Technician. Over the span of my career in the U.S. Army, I have attended and excelled in leadership and technical courses that have helped develop my skills as a leader and technician in my field. I have worked in multiple maintenance echelons that have expanded my knowledge as a maintainer.

In 2006 while working at the Army Materiel Command (SMC) my command hired a new Chief Information Officer (CIO) and a new director of operations. The new CIO and director clashed and soon the new director departed in after just three months. This left our operations directorate without leadership, and IT support and service started to suffer greatly. The CIO was taking complaints from fellow SESs about the degraded service and complaints from users tripled. These complaints, coupled with the growing dissatisfaction from the leadership, also impacted the CIO reputation to achieve greater goals as it was assumed by his peers that if cannot support a large HQ element, how could he possibly support 100k plus person worldwide command. I was

From October 2004 till March 2010 while working with Army Materiel Command (AMC), in the office of the CIO, I was responsible for several missions one of which was in strategic planning and technical implementations. AMC is a major Army command (4 Star General) with over 100k in personnel and a 53 billion dollar budget. The command has a worldwide presence with over 140 locations. AMC is the Army’s logistics provider and as such, has several productions based commands in which builds tanks, aircraft, radios, missiles and other war fighting components. The CIOs budget is over 2 billion a year with 75% of decentralized across the subordinate commands. One of my duties was the command’s strategic planner and chief technology officer. I authored the command’s strategic, operational and tactical IT plan and ensured

The Chief Information Officer (CIO) sector of RCMP serves to support the administrative and operational needs of the RCMP. It is responsible for identifying, initiating, and supporting advancements in technology and business process that improve the management of technology, information and knowledge. The CIO Sector plays a significant role in carrying out the RCMP’s mandate, as well as making the RCMP well known around the world. It locates at the RCMP national headquarter Vanier campus, and employs more than 600 employees across the

Unsurpassed technical knowledge. Use his breath of experience and expertise to assess network readiness and oversee C4 outages and system degradations.

Suzanna is the Security and Controls Director at a publicly traded hospital system. As is typical for an IT leader with this type of role, she’s juggling numerous concurrent information security and compliance objectives.

Mr. Young should look into establishing a permanent staff position for an Information Systems (IS) manger. This managerial position would task the individual with the responsibility of handling the Clarion-Milwaukee’s information system networks, personal computers, and telephone (PBX) systems. In addition, for future updates and upgrades, the IS manager will be able to evaluate and implement training needs and voice them to Mr. Young.

Cisco rapidly grew from a start-up to $500M global corporation by January, 1993 when the case begins with Pete Solvick, CIO of the company faced with the daunting task of upgrading its transaction systems and data warehouse. Cisco had exponential growth through the 1990s, averaging at one point an 80% compound annual growth rate while also accelerating new product development and introductions throughout its direct and indirect sales channels. Systems outages were becoming more common as were product shortcomings due to the IT systems supporting key processes becoming faulty and only partially operating the majority of the time. Clearly Cisco had outgrown its current transaction processes and data warehousing infrastructure.