├── acronyms.md ├── timeline.md └── README.md /acronyms.md: -------------------------------------------------------------------------------- 1 | # Acronyms and Definitions 2 | 3 | This is a guide of commonly used acronyms that you may encounter in this engagement. 4 | 5 | AD Active Duty 6 | 7 | ADR Alternative Dispute Resolution 8 | 9 | AETC Air Education and Training Command 10 | 11 | AFRC Air Force Reserve Command 12 | 13 | ANG Air National Guard 14 | 15 | AOC Air Operations Center 16 | 17 | ARMS Aviation Resource Management System 18 | 19 | ARPC Air Reserve Personnel Center 20 | 21 | ASVAB Armed Services Vocational Aptitude Battery – timed multi-aptitude test developed and maintained by DOD 22 | 23 | BMT Basic Military Training 24 | 25 | FRBs Functional Review Board – change control/configuration board 26 | 27 | IA Information Assurance 28 | 29 | LNCO Liaison Noncommissioned Officer 30 | 31 | MEPCOM U.S. Military Entrance Processing Command 32 | 33 | MEPS Military Entrance Processing Stations 34 | 35 | MilPDS Military Personnel Data System 36 | 37 | MMR Monthly Maintenance Report 38 | 39 | NGB National Guard Bureau 40 | 41 | OSD Office of the Secretary of Defense 42 | 43 | OLTP Online Transaction Processing – class of software programs capable of supporting transaction-oriented applications on the 44 | Internet 45 | 46 | PDR Preliminary Design Review 47 | 48 | PIR Personal Information Record 49 | 50 | SCR System Change Request 51 | 52 | STARS Student Transcript Administration Record System 53 | 54 | TTMS Technical Training Management System 55 | 56 | UEM BlackBerry’s Unified Endpoint Manager 57 | -------------------------------------------------------------------------------- /timeline.md: -------------------------------------------------------------------------------- 1 | # Timeline 2 | 3 | Here are key dates related to Air Force Recruiting Information Support System-Total Force (AFRISS-TF) leading up to this path analysis: 4 | 5 | **2016** 6 | - Continuous Process Improvement (CPI) event held to eliminate 100 pieces of paper per recruit going to basic training (i.e. "eliminate the manila folder") 7 | 8 | **2015** 9 | - Start of new sustainment contractor, DTSI, with Dulcian retained as subcontractor for development 10 | 11 | **2014** 12 | - Sustainment contract began (twelve months w/three month option) 13 | - AFRISS-TF live in system 14 | - Authority to Operate (ATO) received 15 | 16 | **2013** 17 | - Interim Authority to Test granted by DISA 18 | - Requirement verification/refinement workshops 19 | - New Memorandum of Agreement (MOA) signed; project management concept of operations (CONOPS) established 20 | - Change in project management office 21 | 22 | **2012** 23 | - Baseline test yields vote of confidence by components 24 | - Requirements derived from changes to both systems since 2009 capture 25 | 26 | **2012** 27 | - Air Force IT governance board directs change in hosting strategy due to PII Task Force 28 | 29 | **2011** 30 | - Contract awarded to Lockheed-Martin to develop AFRISS-TF 31 | 32 | **2010** 33 | - MOA signed by all three components 34 | 35 | **2009** 36 | - Requirements for Spiral 1 captured from both systems 37 | 38 | **2007** 39 | - Secretary of the Air Force (SAF) directed use of a single recruiting system 40 | -------------------------------------------------------------------------------- /README.md: -------------------------------------------------------------------------------- 1 | # US Air Force Recruiting Service Path Analysis 2 | 3 | ## Welcome! 4 | This repository contains documentation describing the Air Force Recruiting Service (AFRS) Path Analysis engagement. It is intended to be a place where project team members, stakeholders, and other interested parties can keep track of goals and resources as we work together. 5 | 6 | ## History 7 | 8 | ### AFRS 9 | 10 | The mission of Air Education and Training Command (AETC) begins with the Air Force Recruiting Service (AFRS), with headquarters at JBSA-Randolph, Texas. The AFRS mission is to recruit quality men and women with the right skills, at the right time, in the right numbers to sustain the combat capability of the U.S. Air Force. 11 | 12 | (adapted from http://www.aetc.af.mil/Air-Force-Recruiting-Service/) 13 | 14 | ### Engagement 15 | 16 | The Department of Defense (DoD) has engaged with 18F in a path analysis to assess the current state of Air Force Recruiting Information Support System-Total Force (AFRISS-TF) system and develop a high-level vision for a more modular and mobile-friendly system. 17 | 18 | While 18F will not specify the future state system over the course of the eight-week effort, it will help set direction and promote alignment within AFRS around which aspects of a new system are most important to pursue. 19 | 20 | 21 | ## Users and stakeholders 22 | 23 | AFRS comprises three regional groups and 27 squadrons with more than 1,200 recruiters assigned throughout the United States, England, Germany, Japan, Puerto Rico and Guam. The Air Force brings in nearly 24,000 active-duty enlisted accessions each year. The command is responsible for accessing 100 percent of the enlisted force, 90 percent of the service's medical officers, approximately 25 percent of the line officers (through Officer Training School) and 100 percent of Air Force chaplains. 24 | 25 | (from http://www.aetc.af.mil/Air-Force-Recruiting-Service/) 26 | 27 | 28 | ### AFRS Project Management Office (PMO) 29 | 30 | The system is managed by a product owner and three other deputy program managers that represent the three Air Force components (Active Duty, Reserve, and Air National Guard) 31 | 32 | ### Vendor 33 | 34 | A contractor and subcontractor provide project management, system administration, configuration management, and software life-cycle management as well as maintenance and sustainment, database administration, requirements validation and implementation, and help desk support. They also provide Information Assurance support (to include System Certification & Accreditation). 35 | 36 | 37 | ## System 38 | 39 | AFRISS-TF is the system of record for all session processing activities for all three Air Force components. It contains all information collected from first contact with a candidate through an individual being sworn in and being shipped for training. 40 | 41 | Information contained within the system includes (but is not limited to): 42 | - Leads (i.e. data pertaining to recruited candidates) 43 | - Analysis and development of leads 44 | - Follow-on information and documents 45 | - Security clearance information for Active Duty recruits, which is used to create a SF-86 form which is sent to Office of Personnel Management (OPM) 46 | - A log of when recruits are shipped to basic training 47 | 48 | The platform consists of Oracle 11g database and other associated Oracle products and is coded in PL/SQL. 49 | 50 | The operational and training environments are currently hosted at the Defense Information Systems Agency (DISA) Defense Enterprise Computing Center (DECC). DISA provides network and hardware support for these environments. 51 | 52 | ## Development 53 | 54 | The current team is using a Functional Review Board (FRB) with a 5-6 week cadence for making software enhancements, including patching and adding new capabilities. Generally, all components must agree on what enhancements are prioritized. 55 | 56 | ## Product vision 57 | 58 | - Shape the Air Force of tomorrow - Inspire, Engage, and Recruit 59 | - A more data-centric system that users can access more readily with less training 60 | - Present users a functional, modern interface 61 | - Help recruiters spend more time recruiting and less time interacting with the system and waiting on approvals 62 | - Develop better reporting so leaders and recruiters have even more information to inform their work 63 | 64 | 65 | ## Our approach 66 | The following five sections represent prioritized areas related to AFRISS-TF that we would like to explore as we determine a path to modernize the system to better meet the needs of its users during this engagement and beyond. 67 | Given our limited time, we almost certainly will not explore any section comprehensively; rather, we will select from these each week as we prioritize our work relative to our capacity. 68 | 69 | 1. User research 70 | 2. Systems audit and understanding capabilities 71 | 3. Assess viability of going to COTS product 72 | 4. Development process review 73 | 5. Develop roadmap 74 | 75 | 76 | 77 | ## Planned deliverables 78 | 79 | We will work collaboratively to conduct research, synthesize collected data, and make findings and recommendations for Air Force to achieve a modularized version of AFRISS-TF that better meets user needs. 80 | 81 | The engagement focuses on identifying the key capabilities and characteristics of the future state system and outlining a roadmap for modernization that results in decreased training costs, increased accessibility and mobility, and greater flexibility through a more modular configuration. 82 | 83 | ## Risks and mitigations 84 | 85 | **Risk:** If it takes time to identify/schedule research participants, this could reduce our potential impact. 86 | **Mitigation:** We press hard for contacts/interviews but move forward with other work in the meantime. 87 | 88 | **Risk:** Time is, by design, short. This engagement can go many ways as we define our eventual scope. 89 | **Mitigation:** Team to commit to a path early on and dig in. Partner accepts that the work done will not be a comprehensive review of everything that is possible. 90 | 91 | **Risk:** Important concerns go unaddressed until they swell into larger problems. 92 | **Mitigation:** Surface obstacles and anxieties early so we can address them as they arise. 93 | 94 | **Risk:** Balancing/prioritizing needs of three different components could result in us either not targeting the highest-value opportunities or possibly spreading our efforts unnecessarily thin. 95 | **Mitigation:** Determine when the time is right to focus on just one component and when it is best to include all three. 96 | 97 | **Risk:** If recommendations are not grounded in technical reality, roadmap delivered will not be actionable. 98 | **Mitigation:** Bring on 18F engineer to support team. Partner continue to help with access to AFRS and vendor teams. 99 | 100 | 101 | ## Tools 102 | 103 | - [Statement of Work](https://docs.google.com/document/d/1sRO7MsKep3qxmNSQkCK7-LgwH4ukavb6PasWjU-aCJQ/edit) 104 | - [Google Drive folder](https://drive.google.com/drive/u/0/folders/15_hzcako6YoYnSl_0apZHuLhLVpLTLkS) 105 | - [Trello board](https://trello.com/b/1LRQgbGk/usaf-recruiting-service-path-analysis) 106 | - [18F Slack channel: #afrs-pa](https://gsa-tts.slack.com/messages/C9ZR4TZ5G) 107 | - [Partner Slack channel: #afrs-pa-partner](https://gsa-tts.slack.com/messages/CACCX3069) 108 | 109 | 110 | ## Reference 111 | 112 | - [Team notes](https://docs.google.com/document/d/1t5LBQJKpPr0poo91VDw96UE4qhISYygmZ2OyBWXNEZA/edit#) 113 | - [Research notes](https://docs.google.com/document/d/1LR3H4qS-0JOQGfJ5WLti_v4AJ60RtzCD9YEQ6YwlQXo/edit) 114 | - [Acronyms dictionary](https://github.com/18F/afrs-pa/blob/master/acronyms.md) 115 | - [Product timeline](https://github.com/18F/afrs-pa/blob/master/timeline.md) 116 | 117 | 118 | ## Tock and staffing 119 | 120 | - The 18F Tock code for billing time to this project is AFRS Path Analysis #784 121 | - [18F staffing issue](https://github.com/18F/staffing-and-resources/issues/481) 122 | 123 | ## Project team and roles 124 | 125 | ### AFRS 126 | 127 | **Lieutenant Colonel Grayln Wimberly (Product Owner)** — Serve as single point of contact for AFRS for purposes of decisions needed to move the engagement forward. Collaborate with the development team. Keep team and stakeholders informed, soliciting their feedback. Highlight and work to mitigate risks. Communicate feedback and help prioritize the team’s effort. Assist with research recruitment, data collection, and analysis. 128 | 129 | **Master Sergeant Jared Martin** — Serve as subject-matter expert (SME). Assist with research recruitment, data collection, and analysis. Backup PO. 130 | 131 | ### 18F 132 | 133 | **James Hupp (Content Designer/Strategist)** — Evaluate existing content artifacts. Lead research recruitment, data collection, and analysis. 134 | 135 | **Adam Kendall (Engineering)** Leads system analysis as full-stack web software architect and system admin. Assesses legacy system and frames possible frontend and backend improvements. 136 | 137 | **Andrew Suprenant (Product Manager)** — Articulate vision for engagement in collaboration with the product owner. Regularly select work of highest value to be prioritized in sprints. Cultivate alignment of product owner, development team, and key stakeholders. Identify and work to resolve obstacles. Highlight and work to mitigate risk. Ensure progress moves forward and that the 18F team delivers. 138 | 139 | **Kenny Daniel (Account Manager)** — Provide support to project team and serve as liaison between AFRS and 18F. 140 | 141 | 142 | ## Contributing 143 | 144 | To provide feedback on this repository, [open an issue](https://github.com/GSA/afrs-pa/issues/new). 145 | 146 | ### Public domain 147 | 148 | This project is in the public domain within the United States, and copyright and related rights in the work worldwide are waived through the [CC0 1.0 Universal public domain dedication](https://creativecommons.org/publicdomain/zero/1.0/). 149 | 150 | All contributions to this project will be released under the CC0 dedication. By submitting a pull request, you are agreeing to comply with this waiver of copyright interest. 151 | --------------------------------------------------------------------------------