Abstract
The Deputy Assistant Secretary for Communications, Computer and Support Systems (SAF/AQK) requested Air Force Management Engineering Agency (AFMEA) assistance in developing a strategic plan for Air Force Information Resources Management (IRM). In the past, AFMEA had developed its own strategic plan but this was the first such request from a client. One of the primary reasons SAF/AQK approached AFMEA was the new Training and Innovation Center (TIC) we had under construction at the time. This new center provided the latest in groupware technology and the ability to enhance meeting productivity within the Air Force. Since the IRM Strategic Plan required consensus of three functional communities (communication/ computer, information management, and acquisition), the client wanted over thirty people in the room in order to achieve buy-in, yet still wanted to keep the workshop under two weeks. Our new twenty-seat TIC offered the possibility of meeting these needs, but we were hesitant to start with a meeting of so many participants (basically two to a computer). However, since the vision, mission, goals and strategies developed by this plan had potential for a great impact on another of our Functional Process Improvement (or reengineering) efforts underway, we agreed to facilitate the plan?s development. We used several techniques to develop the strategic plan. This paper will cover in detail the environmental scan or Strengths-Weaknesses-Opportunities-Weaknesses (SWOT) analysis which formed the baseline for developing the IRM mission, vision, goals and strategies.