Defining a common planning framework for the Air Force / Leslie Lewis ... [and others].
نوع المادة :
نصالناشر:Santa Monica, CA : RAND, 1999نوع المحتوى:- text
- unmediated
- volume
- 0833027301 (pbk) :
- $10.00
- UG633 D384 1999
- Also available in electronic form via the RAND Corporation Web site.
| نوع المادة | المكتبة الحالية | رقم الطلب | رقم النسخة | حالة | تاريخ الإستحقاق | الباركود | |
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كتاب
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UAE Federation Library | مكتبة اتحاد الإمارات General Collection | المجموعات العامة | UG633 D384 1999 (إستعراض الرف(يفتح أدناه)) | C.1 | Library Use Only | داخل المكتبة فقط | 30010000361956 |
Browsing UAE Federation Library | مكتبة اتحاد الإمارات shelves, Shelving location: General Collection | المجموعات العامة إغلاق مستعرض الرف(يخفي مستعرض الرف)
| UG633 C68 1999 Countering the new terrorism / | UG633 C68 1999 Countering the new terrorism / | UG633 C85 2010 Cultural themes in messages from top Air Force leaders, 2005-2008 / | UG633 D384 1999 Defining a common planning framework for the Air Force / | UG633 .D467 2018 Always at war : organizational culture in Strategic Air Command, 1946-62 / | UG633 .D467 2018 Always at war : organizational culture in Strategic Air Command, 1946-62 / | UG633 E57 2009 Enhancing fires and maneuver capability through greater air-ground joint interdependence / |
"Project Air Force."
Free, downloadable PDF file (full text) is available below.
Includes bibliographical references (pages 53-55).
Within the Air Force, resourcing requirements and recommended allocations are developed within the Major Commands (MAJCOMs), and the corporate Air Force has few mechanisms that allow it to look across all Air Force requirements and set institutional priorities. RAND was asked to develop a common planning framework that could extend across the Air Force, allow better coordination of requirements and options, incorporate the Air Force "vision," and link to the external environment. The strategies-to-tasks methodology would provide the framework's foundation. Eventually, it was determined that the proposed planning areas were confusing and that all planning and programming should be based in Air Force core competencies. Other means have been implemented to strengthen existing processes to ensure that cross-cutting issues are raised and that horizontal integration across MAJCOMs takes place. Although the Air Force chose not to implement the proposed common planning framework, the effort is documented to contribute to the field of defense planning and programming.
Also available in electronic form via the RAND Corporation Web site.
Air Force. F49642-96-C-0004. PA001 4114
