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PHILIPPINE AIR FORCE AIR EDUCATION AND TRAINING COMMAND
AIR FORCE OFFICER SCHOOL Col Jesus Villamor, Pasay City
THE INFORMATION SYSTEMS CAPABILITY OF BRIGADIER GENERAL BENITO N EBUEN
AIR BASE UNITS
A Commandant’s Paper Submitted by
CPT ALVIN JAY A CAPINGUIAN PAF
In Partial Fulfillment of the Requirements of the Squadron Officer Course Class 2010-B
01 December 2010
ii
PHILIPPINE AIR FORCE AIR EDUCATION AND TRAINING COMMAND
AIR FORCE OFFICER SCHOOL Col Jesus Villamor Air Base, Pasay City
ENDORSEMENT AND CERTIFICATION
In partial fulfillment of the requirements of the Squadron Officer Course
Class 2010-B, Air Force Officer school, this Commandant’s Paper entitled, THE
INFORMATION SYSTEMS CAPABILITY OF BRIGADIER GENERAL BENITO
N EBUEN AIR BASE UNITS, was prepared, submitted, and successfully
defended before a duly constituted Defense Panel by CPT ALVIN JAY A
CAPINGUIAN PAF, the acceptance of which is hereby endorsed.
This is to certify that all comments, suggestions, and observations made
by the members of the panel during the oral presentation thereof on 07
December 2010 have been incorporated accordingly.
CPT BENEDICT A BODEGON PAF Course Director
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PHILIPPINE AIR FORCE AIR EDUCATION AND TRAINING COMMAND
AIR FORCE OFFICER SCHOOL Col Jesus Villamor Air Base, Pasay City
APPROVAL SHEET
This is to certify that CPT ALVIN JAY A CAPINGUIAN PAF has
successfully defended his Commandant’s Paper entitled, THE INFORMATION
SYSTEMS CAPABILITY OF BRIGADIER GENERAL BENITO N EBUEN AIR
BASE UNITS, and has complied with all the comments, suggestions and
recommendations of the duly constituted Defense Panel during the oral
presentation on 07 December 2010. This Commandant’s Paper is hereby
approved for acceptance.
______________________________ _____________________________ MRS MARILOU E RANARIO MMPA CPT MAY MARIE A SEGOVIA PAF
Member Member
_______________________________________ COLONEL PEDRO T MACALINTAL PAFR PhD
Chairman Accepted in partial fulfillment of the requirements of the Squadron Officer Course Class 2010-B.
_______________________________________ LT COLONEL ENRICO B CANAYA PAF (GSC)
Commandant
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ACKNOWLEDGEMENTS
The author would like to express his deepest thanks for all those who contributed the accomplishment of this paper.
To the respondents… 1LT MARK PHEL YCONG PAF
1LT GIL L ANDAL PAF SSg Junathan S Obenieta PAF Members of the Staff of 2nd Air Division, 560th Air Base Wing, 220th Airlift Wing and 205th Tactical Helicopter Wing
For their assistance… Mr Robert Chatman Prof Joshua Ebarvia
Faculty of Information and Communication Studies, University of the Philippines Open University Mr Lino Francisco Office of Special Studies Headquarters Philippine Air Force LTC LORENZO Q OMAY PAF and the personnel of the Information Systems Branch Office of the Assistant Chief of Air Staff for CEIS
TEAM MISO 205th Tactical Helicopter Wing
Above all else, thanks and praise to the Lord God Almighty from whom all things come.
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DEDICATION
This work is dedicated to my wife, Maya, my source of inspiration and strength.
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ABSTRACT
Information Systems have become one of the buzz words of modern
society. They are lauded the world over by organizations, businesses and
governments. Information systems increase effectivity and efficiency, and the
speed at which they transmit information allow for better decision making.
With all the benefits that Information Systems give, it is but little wonder
that the Armed Forces would want to adapt them as well. In this light, the
Philippine Defense Reform Program has set the establishment of an Information
Management Development Program as one of its projects. This ambitious
endeavor will be a step into the future. However, before we can plot a course to
our destination, we must know where we stand first.
This descriptive research study assessed the Information Systems
capability of Units at Brig Gen Benito N Ebuen Air Base (BGBNEAB) at the
Division and Wing Headquarters level. It used interview as its primary
instrument, as well as a survey. This study utilized the DOTMPLFF-model
(Doctrines, Organization, Training, Materiel, Personnel, Leadership, Facilities
and Funding) as its guide in assessment.
Although the study showed that majority of personnel in BGBNEAB were
capable of becoming end-users in an Information System, would-be system
administrators displayed a lack of knowledge and skill. Furthermore the lack of
several of the elements in the DOTMPLFF-model showed that the Information
Systems capability of BGBNEAB Units wanting.
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TABLE OF CONTENTS
Title Page…………………………………………………………………….. i
Endorsement and Certification………………………………………….. ii
Approval Sheet…………………………………………………………….. iii
Acknowledgement………………………………………………………… iv
Dedication………………………………………………………………….. v
Abstract…………………………………………………………………….. vi
Table of Contents…………………………………………………………. vii
CHAPTER 1: The Problem and its Setting
Introduction………………………………………………... 1
Statement of the Problem……………………………...... 6
Conceptual Framework………………………………….. 7
Significance of the Study………………………………… 9
Scope and Limitations …………………………………… 11
Definition of Terms ……………………………………….. 14
CHAPTER 2: Review of Related Literature
Related Legal Bases……………………………………... 16
Related Studies…………………………………………… 19
Related Literature ………………………………………... 20
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CHAPTER 3: Research Design and Methods
Research Design………………………………………….. 24
Sampling…………………………………………………… 26
Instrument…………………………………………………. 33
Statistical Treatment of Data…………………………….. 36
CHAPTER 4: Presentation and Analysis of Data
Statement of the Problem………………………………... 37
Existing Information Systems……………………………. 38
Doctrines…………………………………………………… 39
Organization………………………………………………. 41
Training……………………………………………………. 44
Materiel……………………………………………………. 46
Personnel…………………………………………………. 49
Leadership………………………………………………… 58
Facilities…………………………………………………… 60
Funding……………………………………………………. 63
CHAPTER 5: Summary, Conclusions and Recommendations
Summary of Findings…………………………………….. 66
Conclusion…………………………………………………. 69
Recommendations ……………………………………….. 70
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Bibliography……………………………………………………………….... 73
Appendix A: PDRP PMT Presentation and Manuscript……………… 76
Appendix B: Interview Guide Questions……………………………….. 94
Appendix C: Survey Questionnaire…………………………………….. 97
Appendix D: Questionnaire for IT/CEIS Personnel…………………… 102
Appendix E: IT Inventory Report………………………………………. 107
Appendix F: Results of Survey………………………………………… 112
Author’s Curriculum Vitae………………………………………………... 133
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CHAPTER 1 THE PROBLEM AND ITS SETTING
Introduction
Throughout recent history, human endeavors have been heavily
influenced by Information Systems. Man’s desire for information and his need to
be connected to others has fueled the technological revolution that characterizes
the high-tech world of today. In fact, the mother of all Information Systems, the
World Wide Web or the internet has been lauded as the greatest invention since
the wheel and is often referred to as the Eighth Wonder of the World.
Since this paper is a study on the Information Systems capability of Units
in Brigadier General Benito N Ebuen Air Base (BGBNEAB), it is essential on the
outset to define what an Information System is and its difference with Information
Technology as the two terms are often interchanged. An Information System can
be any combination of people, hardware, software, communications networks,
and data resources that collects, transforms and disseminates information in an
organization (O’Brien, 2001, p 7).
Information Systems are socio-technical systems that are made up of
technical and social sub-systems (Piccoli & Liu, 2007, p 20). The Technical
subsystems encompass the technology and process components, while the
social subsystems refer to the people and the organization.
Information Technology, on the other hand, pertains to the hardware,
software and telecommunication equipment that is used to capture, process,
store, and distribute information (Piccoli & Liu, 2007, p 21). It usually refers to
The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units
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computer and electronics related components. It is only a component of
Information Systems.
Information Systems may or may not have computers. Technology in
Technical Sub-systems could be a simple paper and ink; although modern
concepts of Information Systems are actually Computer-based Information
Systems. It is with this concept that this paper shall discuss Information
Systems.
Information Systems have allowed organizations to improve efficiency and
effectiveness. Efficiency is measured by the amount of output, given an amount
of input. By reducing resource waste, Information Systems can provide an
optimal amount of output with the same amount or even less input. Information
systems can also help organizations improve product or service quality, or
maintain the consistency of quality. To be able to improve product or service
quality or to ensure consistency, organizations need information from the past as
a source of error correction and as a reference point of improvement or
consistency (Piccoli & Liu, 2007, p 24).
It is these benefits that have caused organizations, to include businesses,
governments and the military, to jump on to the Information Systems bandwagon.
Information Systems, has been the buzz-word and has transformed the way
things are done. And now, more than ever, organizations need to adopt
Information Systems to remain competitive and relevant.
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Furthermore, Information Systems provide information that would aid in
decision making. Because of the speed by which data can be processed and
transmitted by current Information Technologies, the information that Computer-
based Information Systems provide are characterized by three dimensions of
attributes: Time, Content, and Form. O’Brien (2001, p 17) summarizes the
attributes of information quality in the table below.
Time Dimension: Timeliness -information should be provided when needed Currency -information should be up-to-date when provided Frequency -information should be provided as often as needed Time Period -information can be provided about past, present and future
time periods Content Dimension: Accuracy -information should be free from errors Relevance -information should be related to the needs of a specific
recipient for a specific situation Completeness -all information that is needed shall be provided Conciseness -only the information that is needed should be provided Scope -Information can have a broad or narrow scope, or an internal
or external focus Performance -information can reveal performance by revealing measuring
activities accomplished, progress made, or resources accumulated
Form Dimension: Clarity -information should be provided in a form that is easy to
understand Detail -information can be provided in detail or summary form Order -information can be arranged in a predetermined sequence Presentation -information can be presented in narrative, numeric, graphic,
or other forms Media -information can be provided in the form of printed paper
documents, video displays or other media
Table 1. The Summary of the Attributes of Information Quality
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With all that Information Systems provide organizations, it is little wonder
that the Philippine government has initiated programs to integrate Information
Systems into the different government agencies.
The Armed Forces of the Philippines (AFP), at the organizational level,
has also recognized the need to adopt Information Systems. This is evident in
the Philippine Defense Reform (PDR) Program, where an Information
Management Development Program is one of the Component Projects (Official
Homepage of the Philippine Defense Reform Program, 2010).
The goal of Philippine Defense Reform with regard to Information Systems
integration is stated in its Website, “To establish a DND-wide Information
Management Development Program (IMDP) to integrate and optimize the
Department’s operations and processes. The IMDP will serve as the roadmap in
developing the Information Management (IM) capability of the Department. It
shall adopt interoperable technologies to ensure the availability and accessibility
of required information in support of mission-critical and internal operations of the
Department for the responsive and effective delivery of defense services to the
Filipino people in the next five years.”
However, before we are able to chart a course to the future of Information
Systems within the AFP, it is imperative that the organization knows where it
stands in terms of its Information Systems capability. The PDR uses the
DOTMPLFF model in analyzing the APF’s preparedness in undertaking a project.
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DOTMPLFF stands for Doctrines, Organization, Training, Materiel, Personnel,
Leadership, Facilities and Funding.
This study replicated the DOTMPLFF model and used the elements of the
model as the variables for the study.
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Statement of the Problem
This study assessed the Information Systems Capability of Brigadier
General Benito N Ebuen Air Base (BGBNEAB) Units at the Division and Wing
Headquarters level. It also aimed to answer the following questions:
1) Do BGBNEAB Units have Information Systems in place?
2) What is the current Information System capability in terms of
Doctrines, Organization, Training, Materiel, Personnel, Leadership,
Facilities and Funding?
3) What are the implications of the results of the DOTMPLFF
analysis?
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Conceptual Framework
The implementation of an Information Management Development Program
would lead to the establishment of a competent and responsive Information
Systems capability. This capability would be interoperable with the Information
Systems platforms of other agencies, leading to efficient and effective Command
and Control.
However, the Information Management Development Program would
require current and sound doctrines, an appropriate organizational structure,
continuous up-to-date training, adequate materiel, qualified personnel,
responsive leadership, ample facilities and funding.
The following paradigm illustrates the conceptual framework.
DoctrinesOrganization
TrainingMateriel
PersonnelLeadershipFacilitiesFunding
InformationManagementDevelopment
Program
A competent Information Systems Capability responsive and Interoperable with
other Information Systems platforms for efficient and effective command and control
It must be noted that it is important that a feedback mechanism be put in
place to ensure the proper implementation of Information Systems in accordance
to the variables set by the AFP. This feedback mechanism, however, must be
external, apart from this conceptual framework.
Figure 1. The conceptual framework paradigm for the implementation of Information Systems.
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This is because the conceptual framework defines a five year Information
Management Development Program that leads to an end state of a competent
Information Systems Capability. You cannot use the same paradigm to loop a
feedback mechanism, for once the end state of a competent Information Systems
Capability has been achieved, the Information Management Development
Program would have ceased to exist. Thus it would fail as a feedback
mechanism.
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Significance of the Study
In as much as the Department of National Defense (DND) is working with
the AFP in trying to determine the DND/AFP-wide Information Management
capability, no studies have been made at a level below Department, Agency or
Bureau (i.e. Department of National Defense, General Headquarters Armed
Forces of the Philippines, and Headquarters Philippine Air Force).
This study is the first to go down to the level of the Air Force Division and
Wing. And although its scope may not be able assess the Information Systems
capability of all Air Force Divisions and Wings, this study provides an instrument
that may be replicated in other units up to the squadron level. In so doing, the
Philippine Air Force (PAF) may be able to accurately determine the Information
Systems capability of the Command.
The stakeholders of this study would be the Philippine Air Force, the
Armed Forces of the Philippines, the Department of National Defense; and by
virtue of the improved performance of these government agencies, the ultimate
stakeholder shall be the Filipino people.
The results of this study, and other studies based on it, shall initially
benefit the Office of the Assistant Chief of Air Staff for Communications,
Electronics, and Information Systems (CEIS) as they map the direction of
Information Systems in the PAF. These will then be invaluable to the Office of
the Deputy Chief of Staff for CEIS and the Project Management Team (PMT) of
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the PDR Program responsible for the implementation of the Information
Management Development Program (IMDP).
The implementation of the IMDP shall benefit the DND, the AFP, and the
PAF at all levels, improving efficiency and effectiveness in the service. And
ultimately, a better service shall benefit the Filipino people.
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Scope and Limitations
Due to time and resource constraints, this study was limited by location,
level in organization hierarchy, and availability of personnel.
This study was undertaken at the Division and Wing Headquarters of units
at Brig Gen Benito N Ebuen Air Base, Lapu-lapu City. These units were the
Headquarters 2nd Air Division, Headquarters 560th Air Base Wing, Headquarters
205th Tactical Helicopter Wing, and Headquarters 220th Airlift Wing.
Initial respondents to the study were limited to the Officers, Enlisted
Personnel, and Civilian Employees assigned to Directorates and Staff Offices.
The Directorates and Staff Offices were selected as the source of respondents
due to the fact that this is where information is gathered and disseminated, and
decisions made.
It would have been ideal to survey all the personnel of the offices,
however, the number of respondents was further limited to the availability of
personnel at the time of the survey.
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Listed below are the offices where surveys were conducted.
Unit Office Number of respondents
Actual Number of Assigned Personnel
% Participation
2nd Air Division Office of the Div Cmdr 1 2 50 2nd Air Division Office of the Deputy Div Cmdr 1 2 50 2nd Air Division Office of the Chief Div Staff 1 2 50 2nd Air Division Div Opns Center 9 18 50 2nd Air Division CEIS Staff Office 2 3 66.67 2nd Air Division Asst Chief of Div Staff for Intelligence 4 6 66.67 2nd Air Division Asst Chief of Div Staff for Logistics 4 7 57.14 2nd Air Division Asst Chief of Div Staff for Personnel 6 8 75 2nd Air Division Office of the Div Adjutant 4 6 66.67
SUB-TOTAL 32 54 59.26
560th Air Base Wing Office of the Director for Personnel 5 8 62.5
560th Air Base Wing Office of the Director for CMO 2 8 25
560th Air Base Wing Office of the Director for Materiel 6 6 100
560th Air Base Wing Management Fiscal Office 2 2 100
560th Air Base Wing Judge Advocate General's Office 3 3 100
SUB-TOTAL 18 27 66.67
Table 2. The offices and number of personnel from the 2nd Air Division that participated in the survey.
Table 3. The offices and number of personnel from the 560th Air Base Wing that participated in the survey.
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220th Airlift Wing Office of the Director for Operations 14 23 60.87 220th Airlift Wing Office of the Wing Adjutant 4 7 57.14 220th Airlift Wing Office of the Director for Personnel 8 15 53.33 220th Airlift Wing Office of the Director for Materiel 6 14 42.86 220th Airlift Wing Management Fiscal Office 4 6 66.67 220th Airlift Wing Wing Inspector 2 2 100 220th Airlift Wing Wing Safety Office 6 6 100 220th Airlift Wing Office of the Wing Sgt Major 1 2 50
SUB-TOTAL 45 75 60
205th Tactical Helicopter Wing Office of the Wing Commander 3 5 60
205th Tactical Helicopter Wing Wing Operations Center 10 10 100
205th Tactical Helicopter Wing Office of the Director for Personnel 12 15 80
205th Tactical Helicopter Wing Office of the Director for Materiel 3 6 50
205th Tactical Helicopter Wing Management Fiscal Office 4 9 44.44
205th Tactical Helicopter Wing Office of the Director for Intelligence 6 8 75
205th Tactical Helicopter Wing Wing Safety Office 4 7 57.14
205th Tactical Helicopter Wing Wing Inspector 2 3 66.67
205th Tactical Helicopter Wing
Office of the Special Disbursing Officer 2 3 66.67
205th Tactical Helicopter Wing Wing Special Service Office 3 3 100
205th Tactical Helicopter Wing Office of the Wing Adjutant 3 5 60
205th Tactical Helicopter Wing Office of the Wing Sgt Major 3 3 100
SUB-TOTAL 55 77 71.43
TOTAL 150 233 64.38
Table 4. The offices and number of personnel from the 220th Airlift Wing that participated in the survey.
Table 5. The offices and number of personnel from the 205th Tactical Helicopter Wing, and the total number of personnel that participated in the survey.
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Definition of Terms
Information Systems (InfoSys, IS) - an integrated set of components for
collecting, storing, processing, and communicating information. Business
firms, other organizations, and individuals in contemporary society rely on
information systems to manage their operations, compete in the
marketplace, supply services, and augment personal lives (Encyclopaedia
Britanica online).
Information Technology (IT) - The field of engineering involving computer-based
hardware and software systems, and communication systems, to enable
the acquisition, representation, storage, transmission, and use of
information. Successful implementation of information technology (IT) is
dependent upon being able to cope with the overall architecture of
systems, their interfaces with humans and organizations, and their
relationships with external environments (Answers.com Reference
Answers).
Information Communication Technology (ICT) - An umbrella term for the
information technology field (Answers.com Reference Answers).
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End-user - The ultimate consumer of a product, especially the one for whom the
product has been designed (Answers.com Reference Answers).
Materiel – things of all kinds required for the equipment, maintenance, operation
and support of military activities, both combat and non-combat (Air Force
Dictionary, 2003).
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CHAPTER 2 REVIEW OF RELATED LITERATURE
Related Legal Bases
The integration of Information Systems into agencies of the Philippine
government traces its roots to the 1987 Constitution. Section 24, Article II states
that, “The State recognizes the vital role of communication and information in
nation-building.” (1987 Philippine Constitution)
The Philippine Air Force (PAF), along with other government agencies,
was required to submit an Information System Strategic Plan (ISSP) to the
Department of Budget Management, upon the recommendation of the Nation
Computer Center, to serve as basis for the allocation of government funds in ICT
(PAF Information System Strategic Plan, 2004).
The latest PAF ISSP was dated 2004. It identifies the Organizational
Profile of the Philippine Air Force, the Information Systems Strategy, ICT
Solutions, Resource Requirements, and a development investment program. It
serves as a baseline for Information Systems Development.
It further identified six key systems that would provide vital information for
policy making, strategy formulation and decision making. The list below are the
six identified key systems.
1) Command and Operations IS
2) Defense and Security IS
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3) Financial Management IS
4) Logistics Management IS
5) Personnel Management IS
6) Functional and Staff IS
To date, of the six key systems only one has actually gone mainstream
and is utilized by command, and that is the Personnel Management Information
System. In spite of it not being fully implemented, the 2004 PAF ISSP has
bearing in this study as it acts as a reference and starting point for Information
Systems development.
The establishment of the Philippine Defense Reform Program (PDRP)
Management and Execution System through the Department of National Defense
Memorandum Directive Number 01 in December 2008 saw the undertaking of
several projects to achieve performance objectives in eleven system and
functional areas (Republic of the Philippines Department of National Defence,
Memorandum Directive Number 01: Reorganizing the Department of National
Defence ).
One of the system and functional areas that shall undertake development
projects is Information Management. The goal of the Information Management
Development Project is “To establish a DND-wide Information Management
Development Program (IMDP) to integrate and optimize the Department’s
operations and processes. The IMP will serve as the roadmap in developing the
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Information Management (IM) capability of the Department. It shall adopt
interoperable technologies to ensure the availability and accessibility of required
information in support of mission-critical and internal operations of the
Department for the responsive and effective delivery of defense services to the
Filipino people in the next five years.” (Official Homepage of the Philippine
Defense Reform Program, 2010)
To bring about this goal, a project management team further set the
following projects:
1) Determination of DND/AFP-Wide Information Management
Capacity Project
2) Determination of IM Requirements Project
3) Assessment of DND-wide IM Capabilities
4) Formulation of IM Framework and Roadmap
5) Implementation of IMDP Framework & Roadmap
Relatedly, an interview with LTC LORENZO Q OMAY PAF, the Director
for Information Systems at the Office of the Assistant Chief of Air Staff for
Communications, Electronics and Information Systems (CEIS), and a member of
the Project Management Team (PMT) in charge of the Determination of
DND/AFP-Wide Information Management Capacity Project revealed the model
for assessment. Embodied in the PMT’s presentation and manuscript [Appendix
A], is the DOTMPLFF assessment model. To make this study congruent with the
efforts of the AFP and DND, the same model was used.
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Related Studies
In 2006, CPT JOSE RAYNIL B MAHINAY PAF wrote a paper entitled
“Computer Literacy of 207th Tactical Helicopter Squadron Enlisted Personnel.”
This study provided a descriptive assessment of the computer skills of the
members of the 207th Tactical Helicopter Squadron (207THS).
The findings of the study showed that 89% of the respondents said that
the use of computer technology in the workplace allows them to communicate
effectively, 91% agree that the use of computer technology allows them to be
more productive, and 98% agree to the statement “There is a need to upgrade
the level of computer skills among members of the 207THS.”
Although, CPT MAHINAY’s study was smaller in scope, it nonetheless
provides a trend with which some of this study’s data may be compared.
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Related Literature
This study used several references in its discussions of Information
Systems. The first is a free, open content, electronic textbook edited by Richard
T Watson of the University of Georgia. The Electronic Textbook entitled
“Information Systems” is a collection of articles discussing related topics on
Information Systems.
The section entitled “Achieving Efficiency and Effectiveness through
Systems” edited by Gabrielle Piccoli and Iris Liu discussed what Information
Systems are and provides this paper with its working definition of it. Piccoli and
Liu (2007, p 21) further discuss that Information Systems as a socio-technical
system with social and technical sub-systems that integrate people, structure,
technology and process. The diagram on the below elaborates this.
Figure 2. The relationships of the Social and Technical Sub-systems in Information Systems
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James A. O’Brien’s Book, “Introduction to Information Systems: Essentials
for the Internetworked E-Business Enterprise” was also a rich source of
information. It outlines the basic components of an Information System, the
resources needed, as well as the processes to transform the data resources into
information products (O’Brien, 2001, p 12).
The model for
the components of an
Information System is
shown on the left.
This is important to
the study as it adds to
the Conceptual
Framework.
Information
Systems being a
relatively new field in
the Armed Forces has
very few doctrines
defining it, if any at all. In the absence of a working model of an AFP-defined
Information System, this one fits nicely. In fact it is general enough that it can act
as an initial model that the AFP and DND can tweak and redefine to specifics.
Figure 3. Components of an Information System
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“Most Information Systems in developing countries fail either totally or
partially (Heeks, 2002, p7).” This is what Richard Heeks asserts in his paper
entitled “Failure, Success and Improvisation of Information Systems Projects in
Developing Countries.” He said that ICT failures in developing countries are one
of three types, namely, uncompleted/abandoned projects; projects that fail to
meet objectives or which fail to satisfy key stakeholders; and projects which
cannot be sustained.
Heeks identified Design – Reality Gaps as one of the several reasons for
Information Systems failure. There are seven dimensions in Design – Reality
gaps wth which to understand ICT failure. These dimensions are shown in the
illustration below.
Information Information
Technology Technology
Processes
Processes
Objectives and values
Objectives and values
Staffing and skills
Staffing and skills
Management systems and structures
Management systems and structures
Other resources
Other resources
Reality Design
Gap
Figure 4. The Reality – Design Gaps
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Reality – Design Gaps arise when the design of an Information System
does not marry with the reality of the situation. However, Heeks further stressed
that since reality and design gaps are not static, local adjustments or
improvisations may be made to increase the probability of success.
The improvisations may come in either of the two situations:
• Adjusting reality to bring it closer to the design of the system
• Adjusting the system design to bring it closer to reality
It is no secret that the PAF has tried to implement many ICT projects in
the past and failed. This study could provide valuable insight in the analysis of
the findings of this study as well as future developments in Information Systems
in the Command.
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CHAPTER 3 RESEARCH DESIGN AND METHODS
Research Design
The design methodology of this study was descriptive. Descriptive
research was chosen for this study because it ascertains prevailing conditions of
facts in a group (Calderon & Gonzales, p 61). This ties in with the purpose of the
study to determine the information systems capability of BGBNEAB units.
Furthermore, descriptive researches allow for comparisons of
characteristics between groups. Since the four units in BGBNEAB that this study
focuses on shall be evaluated according to the same criteria, some comparisons
and generalizations shall inevitably arise.
Qualitative data shall be dominant in this study as interview and
observation shall be the primary instruments of data gathering. The quantitative
data shall be derived from the results of a survey administered to Headquarters
personnel of the four units through questionnaires.
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The Research Methodology is illustrated in the diagram below:
Doctrines
Organization
Training
Materiel
Personnel
Leadership
Facilities
Funding
Interview
Interview
Interview
InterviewObservation
InterviewSurvey
InterviewObservation
InterviewObservation
Interview
DATAAssessment
andRecommendations
Synthesis
Variables Instruments
Figure 5. The Research Methodology
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Sampling
The data from interviews conducted were derived from the
Communications, Electronics and Information Systems (CEIS) officers of the four
units, or their qualified representatives.
For the 2nd Air Division (2AD), the interview was conducted with SSg
Junathan S Obenieta PAF, the Non-Commissioned Officer in Charge (NCOIC) of
the CEIS Staff Office. The NCOIC was interviewed because the Officer in
Charge was out of town and was unreachable by telephone.
For the 560th Air Base Wing (560ABW), 1LT GIL L ANDAL PAF, the CEIS
Staff Officer was interviewed. However, the interview was not conducted in
person as 1LT ANDAL was out of town. So the interview was conducted over
the telephone.
1LT MARK PHEL L YCONG PAF, was interviewed for data on the 220th
Airlift Wing (220AW). 1LT YCONG is the Chief of the Management Information
Systems Office of that Wing.
As for the 205th Tactical Helicopter Wing (205THW), an interview was
conducted with CPT CAEZAR E PASCUA PAF, the Chief, MISO. In addition to
the interview with CPT PASCUA, data of the 205THW was also derived from the
researcher’s personal experience as he was formerly the Chief, MISO of
205THW.
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For the surveys, the initial intent of the researcher was to administer the
survey to all personnel of the different staff offices of the four units. This group
was selected as the population for the survey because of the scope and
limitations of the study.
Since the scope was limited to the Headquarters level of the four units,
only personnel working at the Headquarters would qualify as respondents.
Unfortunately, not all personnel of the different offices were available
during the conduct of the survey. The tables below show the different offices, the
number of respondents, the actual number of personnel assigned at the office,
the percentage of participation, the margin of error and the level of confidence.
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Unit Office Number of respondents
Actual Number of Assigned Personnel
Percentage
2nd Air Division Office of the Div Cmdr 1 2 50.00
2nd Air Division Office of the Deputy Div Cmdr 1 2
50.00
2nd Air Division Office of the Chief Div Staff 1 2
50.00
2nd Air Division Div Opns Center 9 18 50.00
2nd Air Division CEIS Staff Office 2 4 66.67
2nd Air Division Asst Cheif of Div Staff for Intelligence 4 6
66.67
2nd Air Division Asst Chief of Div Staff for Logistics 4 7
57.14
2nd Air Division Asst Chief of Div Staff for Personnel 6 8
75.00
2nd Air Division Office of the Div Adjutant 4 6 66.67
SUB-TOTAL 32 55 59.26
Margin of Error = 10% Confidence Level = 95%
Table 6. The 2nd Air Division percentage, margin of error, confidence level and number of respondents.
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Unit Office Number of respondents
Actual Number of Assigned Personnel
Percentage
560th Air Base Wing
Office of the Director for Personnel 5 8
62.50
560th Air Base Wing
Office of the Director for CMO 2 8
25.00
560th Air Base Wing
Office of the Director for Materiel 6 6
100.00
560th Air Base Wing Management Fiscal Office 2 2
100.00
560th Air Base Wing
Judge Advocate General's Office 3 3
100.00
560th Air Base Wing CEIS Staff Office 2 2
100.00
SUB-TOTAL 20 29 68.97
Margin of Error = 11% Conficence Level = 95%
Table 7. The 560th Air Base Wing percentage, margin of error, confidence level and number of respondents.
The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units
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Unit Office Number of respondents
Actual Number of Assigned Personnel
Percentage
220th Airlift Wing Office of the Director for Operations
14 23 60.87
220th Airlift Wing Office of the Wing Adjutant
4 7 57.14
220th Airlift Wing Office of the Director for Personnel
8 15 53.33
220th Airlift Wing Office of the Director for Materiel
6 14 42.86
220th Airlift Wing Management Fiscal Office 4 6 66.67
220th Airlift Wing Wing Inspector 2 2 100.00
220th Airlift Wing Wing Safety Office 6 6 100.00
220th Airlift Wing Office of the Wing Sgt Major 1 2
50.00
220th Airlift Wing MISO 4 4 100.00
SUB-TOTAL 49 79 62.03
Margin of Error = 7.6 Confidence Level = 95%
Table 8. The 220th Airlift Wing percentage, margin of error, confidence level and number of respondents.
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Unit Office Number of respondents
Actual Number of Assigned Personnel
Percentage
205th Tactical Helicopter Wing
Office of the Wing Commander 3 5
60.00
205th Tactical Helicopter Wing Wing Operations Center 10 10
100.00
205th Tactical Helicopter Wing
Office of the Director for Personnel 12 15
80.00
205th Tactical Helicopter Wing
Office of the Director for Materiel 3 6
50.00
205th Tactical Helicopter Wing Management Fiscal Office 4 9
44.44
205th Tactical Helicopter Wing
Office of the Director for Intelligence 6 8
75.00
205th Tactical Helicopter Wing Wing Safety Office 4 7
57.14
205th Tactical Helicopter Wing Wing Inspector 2 3
66.67
205th Tactical Helicopter Wing
Office of the Special Disbursing Officer 2 3
66.67
205th Tactical Helicopter Wing
Wing Special Service Office 3 3
100.00
205th Tactical Helicopter Wing
Office of the Wing Adjutant 3 5
60.00
205th Tactical Helicopter Wing
Office of the Wing Sgt Major 3 3
100.00
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205th Tactical Helicopter Wing MISO 8 8
100.00
SUB-TOTAL 63 85 74.12
Margin of Error = 1.7% Confidence Level = 95%
TOTAL 164 248 66.40
Margin of Error = 3.87% Confidence Level = 95%
The computation for the margin of error and Confidence Level was
computed using the Raosoft Sample Size Calculator (Raosoft.com), a free,
online web application. Using calculations based on normal distribution, the
Sample Size Calculator uses the statistical formula and notation stated below:
n terms of the numbers you selected, the sample size n and margin of error E are
given by
where N is the population size, r is the fraction of responses that you are
interested in, and Z(c/100) is the critical value for the confidence level c.
Table 8. The 205th Tactical Helicopter Wing and total percentage, margin of error, confidence level and number of respondents.
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Instrument
The interview questions were based on the variables of the DOTMPLFF
model used by PDRP-PMT responsible for Information Management
Development. The variables are:
• Doctrine
• Organization
• Training
• Materiel
• Personnel
• Leadership
• Facilities
• Funding
The interview guide questions [Appendix B] were designed to answer the
following questions:
1) Do BGBNEAB Units have Information Systems in place?
2) Do BGBNEAB units follow doctrines in the utilization,
implementation and development of Information Systems?
3) What are the offices that handle Information Systems in the
different BGBNEAB units and are the organizational structures
consistent?
4) What training Do personnel receive on Information Systems?
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5) Do BGBNEAB units have the materiel requirements to implement
Information Systems projects?
6) Do personnel have the necessary skills to operate Information
Systems?
7) Are personnel receptive to Information Systems?
8) What role does leadership play in the implementation of Information
Systems Projects?
9) Do BGBNEAB units have the necessary facilities to implement
Information Systems projects?
10) Do BGBNEAB units have the necessary funding for Information
Systems implementation?
There were two sets of questionnaires used for the survey. One set was
used to survey the basic knowledge and skills of would-be end-users of
information systems (Office personnel) on word processors, spreadsheets,
database, and the internet [Appendix C]. The other set of questionnaires was
aimed at the would-be implementors and administrators of Information Systems
(CEIS/IT personnel). The questionnaire would survey the CEIS/IT personnel’s
knowledge and skills on computer hardware troubleshooting, Operating Systems,
Network set-up and troubleshooting, programming and systems analysis
[Appendix D].
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Both sets of questionnaires were made up of five-point scaled self
assessment questions to test knowledge and skills. Both sets of questionnaires
also aimed at determining the respondents’ familiarity with the internet and their
receptiveness to Information Systems.
Since the questionnaires were geared at self assessment, the results of
the survey would be the respondents’ perception of his/her capability at different
levels of IT. This may not have been the most ideal instrument to test the
knowledge and skills of the respondents, but in the absence of standard test and
evaluations, self perception had to suffice.
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Statistical Treatment of the Data
Most of the data gathered were qualitative, resulting from interviews. This
being the case, there was hardly any statistical treatment of this data.
However, statistics played a crucial role in interpreting the results of the
survey questions which were quantitative. Once the data had been collated,
answers were entered into a pre-set computer spreadsheet (Microsoft Excel) that
computed the statistical mode for the answers of each question.
The statistical mode is defined as the most common value obtained in a
set of observations (Wolfram Mathworld). This means that the mode was the
most common answer given by the respondents for each question. This further
meant that the statistical mode identified the most common level of IT knowledge
and skill; which formed part of the indications of Information Systems capability.
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CHAPTER 4 PRESENTATION AND ANALYSIS OF DATA
Before the gathered data is presented and analyzed, let us revisit this
paper’s Problem Statement and components questions to serve as the guide for
analysis.
Statement of the Problem
This study assessed the Information Systems Capability of Brigadier
General Benito N Ebuen Air Base (BGBNEAB) Units at the Division and Wing
Headquarters level. It also aimed to answer the following questions:
1) Do BGBNEAB Units have Information Systems in place?
2) What is the current Information System capability in terms of
Doctrines, Organization, Training, Materiel, Personnel, Leadership,
Facilities and Funding?
3) What are the implications of the results of the DOTMPLFF
analysis?
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Existing Information Systems
Within BGBNEAB, several Information Systems initiatives have already
been undertaken. The 220th Airlift Wing created a Warehouse Management
Information System which monitors the aircraft spare parts in its warehouse, as
well as those installed on its aircraft.
The 205th Tactical Helicopter Wing created a similar system called the
Aircraft Monitoring Program. It then followed this up with the creation of the
205THW Management Information System (MIS).
The 205THW MIS is a web based application which allows commanders
and staff to monitor all facets of Wing Operations.
These systems, though not perfect, have provided valuable lessons to
Information Technology and Information Systems personnel. They were also the
initiatives of the respective Wing Commanders giving an indication of what may
be possible given support.
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Doctrines
“Do BGBNEAB units follow doctrines in the utilization, implementation and
development of Information Systems?”
If we are to look at doctrines in the strictest sense, such as Manuals, then
none of the units would have doctrines on Information Systems.
Findings
On CEIS matters, the 2nd Air Division makes use of the manual of the AFP
Signal Corps. This manual, however, relates more to the traditional use and
roles of Communications and Electronics. It does not deal with Information
Systems.
The 560th Air Base Wing and the 205th Tactical Helicopter Wing have
published Standard Operating Procedures and directives related to Information
Technology.
These SOPs are listed below:
Unit SOP
560ABW SOP on the use and maintenance of multi-media
projectors
205THW SOP on the use of the Aircraft Monitoring Program
SOP on the use of the Beehive Computer
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Laboratory
SOP in the 205THW Management Information
System
There is no central document that serves as doctrine on Information
Systems.
Summary
The implications of these findings go to the very core of this study.
Doctrine consists of the fundamental principles by which military forces guide
their actions in support of national objectives (United States Air Force Basic
Doctrine, 2003, p 3). Without doctrines to guide it, the very existence of
Information Systems in the Armed Forces is in peril; in fact has very little
authority to exist.
Implications
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Organization
What are the offices that handle Information Systems in the different
BGBNEAB units and are the organizational structures consistent?
Information Systems management exists as varying levels of the
organizational structure of the units of BGBNEAB. Without doctrines to guide it,
the offices designated to implement, control, and manage information systems
are at the discretion of the commander.
Findings
At the 2nd Air Division, the office in charge of implementing Information
Systems is the CEIS Staff Office. The office is a Special Staff of the Division
Commander occupied by a 2nd Lieutenant and manned by 3 Enlisted Personnel.
This office is an offshoot of the Communications and Electronics (C&E) Staff
Office of the former Tactical Operations Command (TOC). It has also adapted
the same mission and functions as the former C&E Staff Office which has
nothing to do with Information Systems.
The 560th Air Base Wing also has a CEIS Staff Office, which is also a
Special Staff of the Wing Commander. However, it is manned by only a single
officer. He utilizes the services of two enlisted personnel, on Detached Service
Status with his office, from the 5614th Communications Squadron for the
maintenance of IT equipment of the Wing. This is because there is no Air Force
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Specialty Code (AFSC) for IT or Information Systems Personnel. The AFSC of
personnel at the CEIS office were only for Administrative Personnel. The two
Enlisted Personnel hold AFSCs related to Communications and having them
assigned at the CEIS Office would make them “mal-assigned.”
The Office responsible for Information Systems at the 220th Airlift Wing is
their Management Information Systems Office (MISO). It is one of the Wing’s
Coordinating Staff, but since it is headed by a 1st Lieutenant it lacks the authority
to perform its functions properly and usually succumbs to the orders of other
senior staff officers. Three enlisted personnel man the MISO with its Chief.
The 205th Tactical Helicopter Wing also has a Management Information
Systems Office that handles the Information Systems of the Wing. But unlike the
MISO of the 220AW, the MISO of 205THW is only a branch in the Office of the
Director for Operations. It is manned by a Captain assisted by a 2nd Lieutenant,
and staffed with six Enlisted Personnel.
The CEIS / MISO organizations in BGBNEAB are not consistent with each
other and with the staff structure at Headquarters Philippine Air Force.
Summary
IT / IS Personnel have no AFSC.
CEIS / MISO have generally low manning.
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The seemingly low regard given to CEIS and Information Systems Offices
is a stumbling block that would hinder the implementation and development of
Information Systems in the organization as they are regulated to the backwater of
staff structure and functions. It must be noted that Information Systems are all
encompassing and must be integrated into every function of an organization.
Implications
Furthermore, the generally low manning of IT/IS personnel would have an
profound effect as Information Systems exact a high toll on personnel resources
for its implementation and maintenance.
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Training
What training do personnel receive on Information Systems?
Listed below are the training activities of the BGBNEAB units related to
Information Systems:
Findings
Unit Training activities
2AD None
560ABW Yearly in-house computer literacy to Wing Personnel
220AW Regular outsourced Computer Technician training at
TESDA (1 EP at a time)
205THW Yearly in-house training on computer literacy, basic
troubleshooting and networking to Wing Personnel
Informal Apprenticeship/OJT to MISO personnel
There are no qualified instructors on Information Systems (with
credentials)
Summary
Most of the training activities on Information Systems at BGBNEAB are
geared towards non-IT/IS personnel
Formal training for IT personnel is near non-existent
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IT/IS personnel rely on self study.
Information Systems is a very dynamic field. To be competitive, new and
up-to-date training must be regularly undertaken by IT/IS personnel. Without
regular training, IT/IS personnel would be left behind and may have difficulty
integrating new technologies.
Implications
Furthermore, self study is a tedious process with a lot of trial and error;
errors that may be more costly in the long run.
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Materiel
Do BGBNEAB units have the materiel requirements to implement
Information Systems projects?
Comparing the number of computers to the number of personnel, you
would find that the ratio would be as follows:
Findings
Unit Computer to Personnel Ratio
Headquarters 2nd Air Division 1 : 4.5
Headquarters 560th Air Base Wing 1 : 4.5
Headquarters 220th Airlift Wing
Headquarters 205th Tactical Helicopter Wing 1 : 2.8
These ratios were obtained from the data of the number of assigned
personnel at the offices where this study’s survey was conducted and the data on
the unit’s IT inventory report [Appendix E]. Data on the IT inventory of the 205th
Tactical Helicopter Wing was sourced from its online Equipment Status
application on the 205THW Management Information System
(www.205thw.ph/mis).
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What is also noteworthy is that most of the computers in BGBNEAB Units
are more than two years old. Although the 205th Tactical Helicopter Wing may be
excused from this generalization because it bought many of its computers last
year.
The age of computer sets is significant because the rate that new
technologies and new computer models come out has increased drastically.
New technologies come out almost every six months, while new computers come
out much sooner. There have been many instances where new peripherals or
computer components could no longer be used with old computers.
Also, BGBNEAB units do not use licensed software in their computers.
This is in contradiction to the National Government’s drive against software
piracy.
High ratio of computer to personnel
Summary
Majority of computers are old
Use of pirated software
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Depending on the technologies used, it may be difficult to implement new
Information Systems as old equipment may not be compatible with newer
hardware and software. Furthermore, maintaining older equipment becomes
increasingly more difficult because replacement parts for older models are no
longer manufactured, making the whole computer system useless when one of
its components fail.
Implications
As members of the Armed Forces, we are mandated to follow the rule of
law and assist the government in its battle against piracy. The Philippines
already has a bad reputation when it comes to intellectual property rights. This
reputation will make it difficult to deal with software companies in the future.
Furthermore, more often than not pirated software are not full versions of the
original and may have not have critical features needed by implemented
Information Systems. Also, pirated software would not get the necessary
updates needed for continued seamless operation. This becomes a reliability
issue that would cause Information Systems to fail.
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Personnel
Do personnel have the necessary skills to operate Information Systems?
The results of the survey are detailed in the succeeding pages. The data
is presented in percentages. They represent the respondents’ perceived skill
level on various computer knowledge and skills.
Findings
The detailed breakdown of the results can be seen in [Appendix F].
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2nd Air Division Results
Skill Level Legend:
1 – Respondent has no idea on the topic
2 – Respondent has an idea of the topic but does not know how it is done
3 – Respondent can work with help from others
4 – Respondent can work alone
5 – Respondent is an expert on the topic
Skill / Knowledge Set Skill Level
1 2 3 4 5
Operating Systems • Windows 3.1% 3.1% 21.9% 59.4% 12.5% • Macintosh 40.6% 21.9% 31.2% 6.2% 0% • Linux 46.8% 18.7% 28.1% 3.1% 0%
Word Processing • Microsoft Word 3.1% 0% 15.6% 65.6% 15.6% • Open Office Write 6.2% 12.5% 31.2% 43.7% 6.2% • Google Docs 12.5% 9.4% 34.4% 40.6% 3.1%
Spreadsheets • Microsoft Excel 0% 12.5% 43.7% 43.7% 0% • Open Office Calc 28.1% 9.4% 37.5% 25% 0% • Google Docs 34.4% 6.2% 40.6% 18.8% 0%
Database • Microsoft Access 21.9% 9.4% 46.9% 21.9% 0% • Open Office Base 31.2% 6.2% 50% 12.5% 0%
Calendar / Scheduling • Microsoft Outlook 18.7% 15.6% 46.9% 15.6% 0% • Google Calendar 28.1% 15.6% 50% 6.2% 0%
Internet Search / Research 6.2% 0% 31.2% 50% 12.2% Email 3.1% 3.1% 25% 53.1% 15.6% Up/Downloading 9.4 0% 31.2% 46.9% 12.5% Social Networking 21.9 0% 18.7% 46.9% 12.5%
Table 10. The results of the survey conducted with Headquarters personnel of 2nd Air Division.
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560th Air Base Wing Results
Skill Level Legend:
1 – Respondent has no idea on the topic
2 – Respondent has an idea of the topic but does not know how it is done
3 – Respondent can work with help from others
4 – Respondent can work alone
5 – Respondent is an expert on the topic
Skill / Knowledge Set Skill Level
1 2 3 4 5
Operating Systems • Windows 0% 11.1% 16.7% 50% 22.2% • Macintosh 61.1% 27.8% 11.1% 0% 0% • Linux 66.7% 27.7% 5.6% 0% 0%
Word Processing • Microsoft Word 0% 5.6% 0% 66.7% 27.8% • Open Office Write 33.3% 16.7% 22.2% 16.7% 11.1% • Google Docs 44.4% 11.1% 33.3% 5.6% 5.6%
Spreadsheets • Microsoft Excel 11.1% 11.1% 0% 50% 27.8% • Open Office Calc 55.6% 5.6% 11.1% 16.7% 11.1% • Google Docs 44.4% 22.2% 22.2% 0% 11.1%
Database • Microsoft Access 22.2% 0% 38.9% 38.9% 0% • Open Office Base 66.7% 22.2% 11.1% 0% 0%
Calendar / Scheduling • Microsoft Outlook 16.7% 5.6% 16.7% 55.6% 5.6% • Google Calendar 44.4% 16.7% 27.8% 11.1 0%
Internet Search / Research 5.6% 0% 0% 55.6% 38.9% Email 5.6% 0% 0% 55.6% 38.9% Up/Downloading 5.6% 0% 16.7% 38.9% 38.9% Social Networking 5.6% 0% 0% 55.6% 38.9%
Table 11. The results of the survey conducted with Headquarters personnel of 560th Air Base Wing.
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220th Airlift Wing Results
Skill Level Legend:
1 – Respondent has no idea on the topic
2 – Respondent has an idea of the topic but does not know how it is done
3 – Respondent can work with help from others
4 – Respondent can work alone
5 – Respondent is an expert on the topic
Skill / Knowledge Set Skill Level
1 2 3 4 5
Operating Systems • Windows 2.2% 8.8% 20% 46.7% 22.2% • Macintosh 61.4% 18.1% 18.1% 0% 4.5% • Linux 68.1% 18.1% 11.4% 4.5% 0%
Word Processing • Microsoft Word 0% 4.5% 13.6% 40.9% 43.2% • Open Office Write 36.3% 15.9% 22.7% 18.2% 9.1% • Google Docs 45.5% 11.4% 15.9% 22.7% 6.8%
Spreadsheets • Microsoft Excel 0% 13.6% 20.4% 45.5% 22.7% • Open Office Calc 43.2% 18.2% 15.9% 20.5% 4.5% • Google Docs 50% 9.1% 15.9% 22.7% 4.5%
Database • Microsoft Access 34.1% 13.6% 20.5% 27.3% 6.8% • Open Office Base 54.5% 18.2% 18.2% 6.8% 4.5%
Calendar / Scheduling • Microsoft Outlook 38.6% 25% 20.5% 13.6% 4.5% • Google Calendar 40.9% 20.5% 27.3% 11.4% 2.3%
Internet Search / Research 6.8% 2.3% 13.6% 34.1% 45.5% Email 6.8% 2.3% 15.9% 34.1% 43.2% Up/Downloading 11.4% 4.5% 20.5% 27.3% 38.6% Social Networking 13.6% 4.5% 9.1% 29.5% 45.5%
Table 12. The results of the survey conducted with Headquarters personnel of 220th Airlift Wing.
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205th Tactical Helicopter Wing Results
Skill Level Legend:
1 – Respondent has no idea on the topic
2 – Respondent has an idea of the topic but does not know how it is done
3 – Respondent can work with help from others
4 – Respondent can work alone
5 – Respondent is an expert on the topic
Skill / Knowledge Set Skill Level
1 2 3 4 5
Operating Systems • Windows 7.3% 5.5% 32.7% 43.6% 10.9% • Macintosh 52.7% 32.7% 10.9% 3.6% 0% • Linux 56.3% 23.6% 18.2% 1.8% 0%
Word Processing • Microsoft Word 3.6% 3.6% 20% 54.5% 18.2% • Open Office Write 25.5% 23.6% 20% 25.5% 5.4% • Google Docs 23.6% 25.5% 23.6% 21.8% 5.4%
Spreadsheets • Microsoft Excel 5.4% 5.4% 36.6% 49.1% 3.6% • Open Office Calc 27.3% 25.5% 29.1% 16.4% 1.8% • Google Docs 29.1% 30.9% 25.5% 12.7% 1.8%
Database • Microsoft Access 23.6% 23.6% 34.5% 14.5% 3.6% • Open Office Base 34.5% 23.6% 30.9% 7.3% 3.6%
Calendar / Scheduling • Microsoft Outlook 25.5% 18.2% 32.7% 20% 3.6% • Google Calendar 20% 29.1% 29.1% 14.5% 7.3%
Internet Search / Research 7.3% 0% 16.4% 56.4% 20% Email 3.6% 1.8% 21.8% 52.7% 20% Up/Downloading 3.6% 3.6% 21.8% 52.7% 18.2% Social Networking 7.3% 3.6% 14.5% 52.7% 21.8%
Table 13. The results of the survey conducted with Headquarters personnel of 205th Tactical Helicopter Wing.
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BGBNEAB (Total) Results
Skill Level Legend:
1 – Respondent has no idea on the topic
2 – Respondent has an idea of the topic but does not know how it is done
3 – Respondent can work with help from others
4 – Respondent can work alone
5 – Respondent is an expert on the topic
Skill / Knowledge Set Skill Level
1 2 3 4 5
Operating Systems • Windows 4% 6.7% 24.7% 48.7% 16% • Macintosh 53.3% 25.3% 17.3% 2.7% 1.3% • Linux 58.7% 21.3% 16.7% 2.7% 0%
Word Processing • Microsoft Word 2% 3.3% 14.7% 54% 26% • Open Office Write 25.3% 18% 23.3% 26% 7.3% • Google Docs 30% 16% 24.7% 24% 5.3%
Spreadsheets • Microsoft Excel 3.3% 10% 28.7% 46.7% 11.3% • Open Office Calc 35.3% 17.3% 24.7% 19.3% 3.3% • Google Docs 38% 18% 25.3% 15.3% 3.3%
Database • Microsoft Access 26% 14.7% 33.3% 22.7% 3.3% • Open Office Base 43.3% 18% 28.7% 7.3% 2.7%
Calendar / Scheduling • Microsoft Outlook 26.7% 18% 30% 21.3% 3.3% • Google Calendar 30.7% 22% 32.7% 11.3% 3.3%
Internet Search / Research 6.7% 0.7% 16.7% 48% 28% Email 4.7% 2% 18% 47.3% 28% Up/Downloading 7.3% 2.7% 22.7% 42% 25.3% Social Networking 12% 2.7% 12% 44.7% 28.7%
Table 14. The total results of the survey conducted with Headquarters personnel of BGBNEAB Units.
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The data on the tables above would show you that personnel in
BGBNEAB generally favor Microsoft Office Applications. It further shows that
more than half of the respondents are able to operate Microsoft Windows, Word
and Excel.
The survey also shows that majority of BGBNEAB personnel are familiar
with the internet, in fact 38.7% log on every day, while 36.7% log on every three
to four days.
Results further show that 92.7% of respondents are comfortable working
with computers, 50% have difficulty adjusting to new software applications.
95.3% want to learn more about computers, and the same number would
welcome online management systems.
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IT Personnel Results
Skill Level Legend:
1 – Respondent has no idea on the topic
2 – Respondent has an idea of the topic but does not know how it is done
3 – Respondent can work with help from others
4 – Respondent can work alone
5 – Respondent is an expert on the topic
Skill / Knowledge Set Skill Level
1 2 3 4 5
Hardware Knowledge 0% 6.3% 31.3% 43.8% 18.8% Hardware Installation 0% 6.3% 31.3% 43.8% 18.8% OS Installation
• Windows 0% 0% 6.3% 68.8% 25% • Macintosh 56.3% 31.3% 6.3% 6.3% 0% • Linux 37.5% 50% 0% 12.5% 0%
OS Troubleshooting • Windows 0% 6.3% 6.3% 68.8% 18.8% • Macintosh 62.5% 31.3% 0% 6.3% 0% • Linux 37.5% 50% 6.3% 6.3% 0%
Network Setup 6.3% 6.3% 25% 37.5% 25% Network Troubleshooting 6.3% 6.3% 31.3% 37.5% 18.8% Programming
• Turbo C / C++ 25% 25% 43.8% 6.3% 0% • Visual Basic 12.5% 37.5% 37.5% 12.5% 0% • PHP 37.5% 43.8% 6.3% 12.5% 0% • Pascal 62.5% 18.8% 6.3% 12.5% 0%
Systems Analysis 43.8% 6.3% 43.8% 6.3% 0%
The table above shows that IT personnel have strengths in hardware
knowledge and troubleshooting, as well as in Windows installation and
troubleshooting. Their programming skills need much improvement as well as
their knowledge in open source software like Linux.
Table 14. The results of the survey conducted with CEIS/MIS personnel of BGBNEAB Units.
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Majority of personnel are familiar with Microsoft Windows, Word, and
Excel
Summary
Almost all personnel are very familiar with the internet
Most personnel are receptive to Information Systems
IT personnel are well versed with hardware and Windows troubleshooting
IT personnel need to increase programming skills and knowledge in
systems design
Personnel at BGBNEAB can generally play the role of end-users with their
knowledge and skill. However, IT personnel need more training in networking,
programming, and systems analysis, without this knowledge IT personnel cannot
effectively implement, control and monitor Information Systems.
Implications
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Leadership
What role does leadership play in the implementation of Information
Systems Projects?
Generally, the Commanders at BGBNEAB have an expressed
appreciation of Information Systems. Their appreciation, however, differs in
levels. For some a simple website displaying the unit’s mission, functions and
activities would suffice. Others may want to set up databases of data with online
processes, automated to give relevant information.
Findings
Aside from appreciation, however, a Commander’s desire to adopt
Information Systems and integrate it into the unit’s operations is key to the
implementation of information systems.
A prime example to this statement is the 205THW. The commanders,
both past and present, had an active role in the development of the Wing’s
Information Systems. It goes without saying that they made Information Systems
development a priority activity. That meant that resources, both people and
materiel, were allocated for that purpose. Furthermore, through the
Commander’s directive, personnel were made to integrate Information Systems
in to day-to-day operations.
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Commanders are the catalyst to the success of Information Systems
Summary
As long as Information Systems implementation is left to the discretion of
Unit Commanders, Information Systems as a whole will be very slow in
developing. This is because not all commanders share the same degree of
appreciation and desire to implement and develop Information Systems.
Implications
On the other hand, a Commander may wish to implement Information
Systems however is constrained by other concerns, and Information Systems
may have to take a back seat to other projects.
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Facilities
Do BGBNEAB Units have the necessary facilities to implement
Inforamtion Systems Projects?
The following are lists of available Information Systems facilities of the
Units of BGBNEAB
Findings
2nd Air Division
• Local Area Network – wired and wireless network connecting the
offices of the 2nd Air Division; connected to the internet
• Website – hosted externally through a civilian service provider and
updated by the CEIS Staff Office
560th Air Base Wing
• Website – hosted externally at 950th CEIS Group, updated by the
CEIS Staff Office
• Wide Area Network – Base-wide T-LAN network, interconnecting
the units of BGBNEAB, currently not functional due to a lightning
strike which damaged its VPN router
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220th Airlift Wing
• Local Area Network – wired and wireless network connecting the
offices of the 220th Airlift Wing; connected to the internet
205th Tactical Helicopter Wing
• Local Area Network – wired and wireless network connecting the
offices of the 205th Tactical Helicopter Wing; connected to the
internet
• Website – internally hosted by the 205THW, maintained by MISO
• Web Server – IBM server used to host the 205THW website and
205THW MIS
• Server room – a small environment-controlled room which houses
the Web Server and other network peripherals
• Computer Laboratory – two 8-computer rooms, networked and
connected to the internet; can be used for computer literacy
training, or gaming
Not all units have Local Area Networks
Summary
Not all units have websites
Units are no longer interconnected as the Base-wide T-LAN is no longer
functioning
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There is a great disparity among the units of BGBNEAB with regard to
facilities. This would have implications on connectivity and interoperability as
components present in one unit are absent in others.
Implications
Furthermore, the status of facilities is an indication of the unit’s ability to
respond to Information Systems initiatives. A case in point is the status of the T-
LAN Wide Area Network, which was initiated by Headquarters Philippine Air
Force and set up by the 950th CEIS Group. It is now inoperable because of the
lack of personnel and resources to maintain it.
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Funding
Do BGBNEAB units have the necessary funding for Information Systems
implementation?
Listed below are the allotted funds for each unit for Information Systems
related activities, as listed in their respective Annual Procurement Plans for 2010.
Findings
Unit IT/IS Related Budget for 2010
2nd Air Division PhP 34,000.00
560th Air Base Wing PhP 180,000.00
220th Airlift Wing PhP 212,000.00
205th Tactical Helicopter Wing PhP 1,176,000.00
The programmed budgets for 2nd Air Division, 560th Air Base Wing, and
220th Airlift Wing are focused on maintenance only. While the budget
programmed for 205th Tactical Helicopter Wing is for the maintenance of its
internet connections, maintenance of its IT equipment and Local Area Network,
network enhancement, and video conferencing.
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To better appreciate the value of the budgets listed, listed below are some
services, IT equipment, and software that the units may have to spend for within
a year.
Internet connection (one year business plan subscription) PhP 66,000.00
Computer PhP 30,000.00
Multi-media projector PhP 35,000.00
Operating System PhP 10,000.00
Office Productivity software PhP 8,000.00
Considering the cost of IT equipment, software, and services 560th Air
Base Wing and 220th Airlift Wing would have enough for maintenance for a year.
However, it would be difficult to implement an Information Systems project with
the given budgets.
Implications
In the case of the 2nd Air Division, requests for funding are forwarded to
higher headquarters when IT related procurements or repairs in excess of the
stated budget are to be made. These requests, however, are subject to approval
and take time to be released. This would leave the unit paralyzed if some
equipment suddenly failed and needed to be replaced.
The glaring differences in the programmed budgets are indications of
inconsistencies. The inconsistency may come from the way higher headquarters
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allocates funds to lower units, in which case units are not given equitable shares.
Or the inconsistency may come in the way the unit programs its budget.
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CHAPTER 5 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary of Findings
The units of Brig Gen Benito N Ebuen Air Base have made initial strides in
adopting Information Systems, although the units are currently at different levels
of integration.
The 2nd Air Division has a basic Local Area Network which interconnects
the different offices with each other and to the internet. It maintains an externally
hosted website, and has not developed any applications of its own.
The 560th Air Base Wing is currently struggling in its Information Systems
development; it lost its Wide Area Network due to lightning, and cannot replace
the damaged component. It maintains a website that is hosted by the 950th
Communications, Electronics and Information Systems Group in Col Jesus
Villamor in Pasay City.
The 220th Airlift Wing has long established its Local Area Network and has
developed its own computer application, the Warehouse Management
Information System. This application is standalone, however, and does not run
through the network.
The 205th Tactical Helicopter Wing has established a Local Area Network
and a Wide Area Network. It has developed a web application and website
which it hosts through its own server.
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Running through this study’s variables and research questions one would
find the following:
Other than SOPs on the use and maintenance of equipment and systems,
none of the units at BGBNEAB follow any doctrine that guides them in
Information Systems.
The organizational structure of Information Systems management in the
units is not consistent with higher headquarters and with each other. This would
cause problems with interoperability and coordination. Furthermore, there are no
Air Force Specialty Codes to allow for the establishment of military professionals
in this field.
Information Systems personnel in BGBNEAB receive very little training, if
any at all. With the dynamic nature of technology, it is imperative that new and
up-to-date training be given to Information Systems personnel to keep the
organization competitive.
When looking at materiel requirements, a high computer to personnel ratio
exists. This equates to a lack of computers. Furthermore, most of the existing
computers are more than two years old; many are outmoded models. Also there
are no original software in BGBNEAB.
Majority of personnel at BGBNEAB have the basic skills needed of end-
users and actually look forward to developments in Information Systems.
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However, only a handful of the already few IT personnel have the knowledge and
skills to effectively develop Information Systems.
Leadership has proven to be the single greatest catalyst to Information
Systems development. When information systems become a priority for
commanders, resources find their way to support its development.
Individually, some of the units of BGBNEAB have the facilities for
developing Information Systems. It is when you try to put things together that
many problems arise. The limited availability of facilities would prevent the
interconnection the units, as well as their interoperability.
Generally speaking, very little funding goes to BGBNEAB for Information
Systems. But funding is closely related to leadership. When Information
Systems become a priority funding increases.
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Conclusion
The Information Systems capability of BGBNEAB units is generally low.
The lack of doctrines, personnel training, equipment, infrastructure, and funding
are all contributory to this condition. And because of this, BGBNEAB units would
not be able to effectively and efficiently implement and manage information
systems.
Individually, some units may fare better in terms of materiel and funding,
such as the 205th Tactical Helicopter Wing. Yet, the lack of knowledge and skills
of its IT personnel still are still a blow to its capability.
In addition, the development of Information Systems in BGBNEAB Units is
dependent on the amount of support a Commander is willing to give. This is
because tied in with a Commander’s support are many of components needed
for Information Systems such as organization, materiel, personnel, and funding
which in turn lead to training and facilities.
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Recommendations
First and foremost, it must be understood that Information Systems are
encompassing of all areas of an organization. And thus should not be treated as
something that can be compartmentalized or set aside to be handled later on.
Relevant Doctrines
By its very nature, Information Systems exist because of the relationships
of the different aspects of an organization; operations, finance, personnel, and so
on. It should become integral to every aspect of an organization. It is not only
part of the whole, but also it cannot be separated from the whole.
It is, therefore, vital that doctrines be drafted to embody this concept and
propagated throughout the organization.
Aside from the basic principles needed to implement, manage and
develop Information Systems, the doctrines should also embody the
organizational structure of Information Management as well as its personnel.
The personnel should be given an career track and Air Force Specialty Code to
professionalize this technical field.
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An Information Systems Implementing Arm
The integration of Information Systems into the Armed Forces should be
“centrally controlled and organizationally implemented.” What this means is
that all units of the command shall play a part in Information Systems, but control
of the system shall remain at the highest level of the command.
This entails that the implementation of Information Systems shall be done
at all levels, and shall not be subject to any Commander’s prerogative. It shall be
the Air Force Command’s prerogative and thus should be implemented by all.
To ensure that the Command’s thrusts on Information Systems are carried
out, the Command should have an implementing arm.
The 950th Communications, Electronics and Information Systems Group
(950CEISG) is the Commanding General’s implementing arm when it comes to
Information Systems. And yet its presence is only in Col Jesus Villamor Air
Base. The 950CEISG should have nation-wide presence in all bases to ensure
that Information Systems are being implemented as they should be and to
provide assistance when needed.
This nation-wide presence can be accomplished by establishing CEIS
Squadrons in all bases that are administratively and operationally controlled by
950CEISG.
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CEIS/MIS Forums
Collaboration is also essential in the development of Information Systems
in the organization. Each base should establish a CEIS/MIS Forum where all
CEIS/MIS Officers of units in that base are co-equal members. In that way
issues and problems regarding Information Systems within that base may be
discussed.
These CEIS/MIS Forums shall be formal organizations/bodies recognized
by higher authorities such as the Office of the Assistant Chief of Air Staff for
CEIS.
And in the absence of a CEIS Squadron, the CEIS/MIS Forum may act as
an implementing arm, receiving instructions and resources directly from
Headquarters Philippine Air Force.
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BIBLIOGRAPHY
Air Force Dictionary. (2003).
APA Style Guide. (2009). Retrieved from
http://healthlinks.washington.edu/hsl/styleguides/apa.html
End-User. (2010). In Answers.com Reference Answers. (n.d.) Retrieved on
November 28, 2010 fromhttp://www.answers.com/topic/end-user
Calderon, J., & Gonzales, E. (2010) .Methods of Research and Thesis Writing.
Mandaluyong: National Book Store.
Heeks, R. (2002). Failure, Success and Improvisation of Information Systems
Projects in Developing Countries. (Working Paper). Institute for Development
Policy and Management, University of Manchester. Retrieved from
http://unpan1.un.org/intradoc/groups/public/documents/nispacee/unpan015601.p
df
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Information and Communications Technology. (2010). In Answers.com
Reference Answers. (n.d.). Retrieved on November 30, 2010, from
http://www.answers.com/topic/information-and-communications-technology
Information Technology. (2010). In Answers.com Reference Answers. (n.d).
Retrieved on November 30, 2010 from
http://www.answers.com/topic/information-technology
Information System. (2010). Encyclopaedia Britanica online. (n.d.)Retrieved on
November 30, 2010 from
http://www.britannica.com/EBchecked/topic/287895/information-system
O’Brien, J. (2001). Introduction to information Systems: Essentials for the
Internetworked E-Business Enterprise – 10th Ed. New York, New York: McGraw
Hill.
Official Homepage of the Philippine Defence Reform Program. (2010).
Information Management Development Program, Retrieved Nov 28, 2010 from
www.dnd.gov.ph/PDR-WEB/IMDP.html
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PAF Information Systems Strategic Plan. (2004).
Piccoli, g & Liu, I. (2007). Achieving Efficiency and Effectiveness through
Systems. In Watson, R. (Ed.), Information Systems. Zurich, Switzerland: Global
Text Project. Retrieved from
http://docs.globaltext.terry.uga.edu:8095/anonymous/webdav/Information%20Sys
tems/Information%20Systems.pdf
Philippine Constitution. (1987).
Raosoft Sample Size Calculator. (2004). Retrieved from
http://www.raosoft.com/samplesize.html
Republic of the Philippines Department of National Defence, Memorandum
Directive Number 01: Reorganizing the Department of National Defence.
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APPENDIX A PDRP PMR Presentation and Manuscript
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APPENDIX B Interview Guide Questions
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Research Title: “The Information System Capability of Brigadier General Benito N Ebuen Air Base Units.”
Interview Questions for Division/Wing CEIS/MIS Officer
IT / INFOSYS ACCOMPLISHMENTS 1. Does the Division/Wing have any IT/Information Systems projects (past and
present), and what are the status of these? 2. Was the project in-house or outsourced? 3. Does the Division/Wing run any applications? (include PAF-PMIS, etc) DOCTRINES 4. What are the mission and functions of the CEIS Unit/Office? 5. What doctrines, directives, and SOPs guides the CEIS Unit/Office in its day-
to-day operations? 6. Does the office write/publish any doctrines, directives or SOPs related to
Information Systems? 7. If no, why not? 8. Does the unit document its InfoSys activities/projects? 9. If no, why not? ORGANIZATION 10. What is the name/title of the CEIS Unit/Office? 11. Where is the CEIS Unit/Office in the Division/Wing Organizational
Structure? 12. What is the CEIS Unit/Office’s organizational structure?
TRAINING 13. Does the Division/Wing conduct IT/InfoSys Related training to its
personnel? 14. Do CEIS personnel receive training? From where? 15. Is the training current / up-to-date? 16. Are the training new or repetitions of old training?
MATERIEL
17. How many computers are there in the Division/Wing headquarters? 18. When were the computers procured?
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19. What are the specs of the computers? 20. What other IT equipment does the Division/Wing headquarters have?
PERSONNEL
21. How many CEIS/IT personnel are there? 22. What are the qualifications of the CEIS/IT personnel? (survey) 23. What are the functions and roles of the CEIS/IT personnel? 24. Do CEIS/IT personnel perform other functions/duties? What?
LEADERSHIP
25. Is the CEIS/IT Officer able to initiate IT related projects? Why or why not? 26. Does the CEIS/IT Officer make recommendations/plan related to InfoSys?
Do they get approved? Why or why not? 27. Is the Division/Wing Commander keen on IT/InfoSys? Does he prioritize
IT/Infosys Projects? 28. Does the Division/Wing Commander support IT/InfoSys initiatives? 29. Was IT/InfoSys a priority for previous Commanders? Why or why not?
FACILITIES
30. Does the Division/Wing have its own network? Who maintains it? 31. Does the Division/Wing have a website? Who hosts/maintains it? 32. What IT/InfoSys facilities does the Division/Wing have? How are they
maintained? FUNDING
33. Is IT/InfoSys part of the Division/Wing’s APP? 34. How much / what percentage of the APP is programmed for IT/InfoSys? 35. Was it all used for IT/InfoSys? How much was used?
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APPENDIX C Survey Questionnaire
98
Survey Questionnaire
Name (optional):
Rank:
Age:
Educational attainment / course:
Unit/Office:
Instructions:
The following survey aims to determine the perceived IT skill and knowledge level of personnel in BGBNEAB. Kindly rate yourself according to the skills or knowledge listed below by putting an X mark on the appropriate column.
Ratings: 1 – no skill or knowledge (no idea at all) 2 – have an idea but no working knowledge or skill 3 – some skill or knowledge, but cannot work unassisted/alone 4 – has working skill or knowledge, can work alone 5 – high amount of skill or knowledge (expert)
Skill / Knowledge Set 1 2 3 4 5
1. Operating systems
• Windows
• Macintosh
• Linux (specify distro):
• Others (specify):
• Others (specify):
2. Word Processing
• Microsoft Word
• Open Office Write
• Google Docs
• Others (specify):
• Others (specify):
99
3. Spreadsheets
• Microsoft Excel
• Open Office Calc
• Google Docs
• Others (specify):
• Others (specify):
4. Database
• Microsoft Access
• Open Office Base
• Others (specify):
• Others (specify):
5. Calendar / Scheduling
• Microsoft Outlook
• Google Calendar
• Others (specify):
• Others (specify):
6. Internet
• Search / Research
• Uploading / downloading files
• Social Networking (Facebook, Friendster, etc)
• Others (specify):
• Others (specify): Kindly answer the following questions by putting an X mark in the box with most the appropriate answer.
1. Do you use the internet or go online? □ Yes □ No
100
2. How often do you go online? (select only one answer)
□ Never
□ Once a week
□ Every 3-4 days
□ Everyday
3. What do you usually do online? (more than one answer is allowed)
□ Web Surfing / Research
□ Social Networking (Facebook, Friendster, etc)
□ Others (specify)
4. Do you have your own email account? □ Yes □ No
5. Are you comfortable working with computers/IT? □ Yes □ No
6. Do you have difficulty using new software applications? □ Yes □ No
7. Do you want to know more about computers/IT? □ Yes □ No
8. Are you aware that the AFP and PAF are interconnected through a computer network? □ Yes □ No
9. Are you aware that the PAF is ‘computerizing’ and creating various online systems for day-to-day processes?
(ie Personnel, Supply and Logistics, etc)
□ Yes □ No
10. In your opinion, would you want or welcome these online management systems? □ Yes □ No
11. Do you think that your unit is ready to adopt online management systems? □ Yes □ No
101
12. If not, why?
□ Lack of IT Personnel
□ Non-IT Personnel lack computer knowledge and skills
□ Lack of IT Equipment
□ Lack of IT Facilities
□ Others (specify)
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APPENDIX D Questionnaire for IT/CEIS Personnel
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Questionnaire for IT/CEIS Personnel
Name (optional):
Rank:
Age:
Educational attainment / course:
IT/InfoSys Related Training/Seminar (if any):
The following survey aims to determine the perceived skill and knowledge level of IT/CEIS personnel. Kindly rate yourself according to the skills or knowledge listed below by putting an X mark on the appropriate column.
Instructions:
Ratings: 1 – no skill or knowledge (no idea at all) 2 – have an idea but no working knowledge or skill 3 – some skill or knowledge, but cannot work unassisted/alone 4 –has working skill or knowledge, can work alone 5 – high amount of skill or knowledge (expert)
Skill / Knowledge Set 1 2 3 4 5
1. Computer hardware knowledge and understanding
2. Computer hardware assembly and troubleshooting
3. Computer operating system installation
• Windows
• Macintosh
• Linux (specify distro):
• Others (specify):
• Others (specify):
• Others (specify):
4. Computer operating system troubleshooting
• Windows
• Macintosh
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• Linux (specify distro):
• Others (specify):
• Others (specify):
• Others (specify):
5. Wired and Wireless Network Setup
6. Network troubleshooting
7. Programming
• Turbo C / C++
• Visual Basic
• PHP
• Pascal
• Others (specify):
• Others (specify):
• Others (specify):
8. Systems Analysis Kindly answer the following questions by putting an X mark in the box with most the appropriate answer.
1. Do you use the internet or go online? □ Yes □ No
2. How often do you go online? (select only one answer)
□ Never
□ Once a week
□ Every 3-4 days
□ Everyday
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3. What do you usually do online? (more than one answer is allowed)
□ Web Surfing / Research
□ Social Networking (Facebook, Friendster, etc)
□ Others (specify)
4. Do you have your own email account? □ Yes □ No
5. Are you comfortable working with computers/IT? □ Yes □ No
6. Do you have difficulty using new software applications? □ Yes □ No
7. Do you want to know more about computers/IT? □ Yes □ No
8. Are you aware that the AFP and PAF are interconnected through a computer network? □ Yes □ No
9. Are you aware that the PAF is ‘computerizing’ and creating various online systems for day-to-day processes?
(ie Personnel, Supply and Logistics, etc)
□ Yes □ No
10. In your opinion, would you want or welcome these online management systems? □ Yes □ No
11. Do you think that your unit is ready to adopt online management systems? □ Yes □ No
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12. If not, why?
□ Lack of IT Personnel
□ Non-IT Personnel lack computer knowledge and skills
□ Lack of IT Equipment
□ Lack of IT Facilities
□ Others (specify)
Please list down any other IT/Computer skill you may have that is not listed above.
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APPENDIX E IT Inventory Report
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APPENDIX F Results of Survey
Win
Mac
Linux
Othe
rOt
her
Wor
dW
riteDo
csOt
her
Othe
rEx
cel
Calc
Docs
Mode
41
11
14
44
11
43
3Co
unt T
otal
3232
3232
3232
3232
3232
3232
32Co
unt M
ode
1913
1531
3221
1413
3132
1412
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818
21.81
818
11
84
11
118
00
3129
291.8
182
1.818
214
.5455
7.272
71.8
182
1.818
220
14.54
545
00
56.36
364
52.72
727
52.72
727
00
22
00
24
11
1111
100
03.6
3636
3.636
40
03.6
3636
47.2
7272
71.8
1818
21.8
1818
220
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The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units
AFOS 2010 126
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11
13
11
12
11
155
5555
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5554
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5529
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5426
4040
4449
5251
2852
.7272
792
.7272
792
.7272
798
.1818
247
.2727
372
.7272
772
.7272
780
90.74
074
94.54
545
92.72
727
50.90
909
451
5154
140
4044
552
5128
7.272
727
92.72
727
92.72
727
98.18
182
1.818
182
72.72
727
72.72
727
809.2
5925
994
.5454
592
.7272
750
.9090
92
22
19
1515
1149
34
273.6
3636
43.6
3636
43.6
3636
41.8
1818
216
.3636
427
.2727
327
.2727
320
90.74
074
5.454
545
7.272
727
49.09
091
81
10
260
00
00
00
14.54
545
1.818
182
1.818
182
047
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30
00
00
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290
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190
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52.72
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21.81
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1.818
182
1.818
182
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The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units
AFOS 2010 127
A1A2
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11
11
11
11
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5555
5555
557
36
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5241
4552
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94.54
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74.54
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94.54
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94.54
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100
100
100
100
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314
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The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units
AFOS 2010 128
Win
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Othe
rOt
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riteDo
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cel
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41
11
14
41
11
41
1Co
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otal
150
150
150
150
150
150
150
150
150
150
150
150
150
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t Mod
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8088
143
145
8139
4514
514
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5357
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53.33
58.66
795
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96.66
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2630
96.66
798
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46.66
735
.3338
Coun
t 16
8088
143
145
338
4514
514
85
5357
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ntage
14
53.33
58.66
795
.333
96.66
72
25.33
3330
96.66
798
.667
3.333
335
.3338
Coun
t 210
3832
10
527
240
015
2627
Perce
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26.6
667
25.33
21.33
30.6
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03.3
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1816
00
1017
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Coun
t 337
2625
45
2235
374
143
3738
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324
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17.33
16.66
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3.333
314
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23.33
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2.666
70.6
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28.66
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48.66
72.6
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19.33
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Coun
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20
10
3911
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55
Perce
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516
1.333
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7.333
335.3
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11.33
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Total
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The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units
AFOS 2010 129
Othe
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11
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798
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4214
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440
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711
98.66
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2643
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94.66
796
26.66
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30.66
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98.66
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98.66
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6.666
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4.666
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7.333
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00
2227
31
2733
11
13
40
014
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182
0.666
718
220.6
6666
70.6
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70.6
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72
2.666
667
11
5043
11
4549
00
2527
340.6
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0.666
733
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28.66
70.6
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0.666
730
32.66
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00
16.66
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1822
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71
134
114
432
170
072
7163
0.666
70.6
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22.66
677.3
333
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21.33
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11.33
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00
4847
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342
00
54
00
55
11
4242
380
03.3
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33.3
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30.6
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2825
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The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units
AFOS 2010 130
SocN
etOt
her
Othe
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A2A3
A44
11
14
11
12
11
215
015
015
014
915
015
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014
915
015
015
067
145
146
146
5810
811
111
213
214
313
975
44.66
667
96.66
667
97.33
333
97.98
658
38.66
667
7274
74.66
667
88.59
0695
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392
.6666
750
1814
514
614
68
108
111
112
1714
313
975
1296
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797
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397
.9865
85.3
3333
372
7474
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711
.4094
95.33
333
92.66
667
504
22
329
4239
3213
27
1175
2.666
667
1.333
333
1.333
333
2.013
423
19.33
333
2826
21.33
333
88.59
064.6
6666
77.3
3333
350
181
10
550
06
00
00
120.6
6666
70.6
6666
70
36.66
667
00
40
00
067
00
058
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00
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044
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70
00
38.66
667
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043
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71.3
3333
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6666
70
00
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The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units
AFOS 2010 131
A1A2
A3A4
A51
11
11
11
11
115
015
015
015
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513
143
124
121
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109
4438
5651
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382
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780
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795
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372
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010
010
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014
312
412
114
310
944
3856
513
95.33
333
82.66
667
80.66
667
95.33
333
72.66
667
100
100
100
100
100
726
297
410
00
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4.666
667
17.33
333
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27.33
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The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units
AFOS 2010 132
The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units
133
AFOS 2010
Author’s Curriculum Vitae
134
CPT ALVIN JAY A CAPINGUIAN completed his Bachelor’s Degree in Secondary Education, Majoring in Physics, at the University of the Philippines – Diliman in 1997.
Education
In 2009, he started his Post Graduate Diploma in Computer Science at the University of the Philippines Open University.
Prior to entering the Philippine Air Force, he was employed at ‘The Fourth R’ as a Curriculum Developer on Computer Aided Instruction (CAI). He was involved in the integration of computers as tools for teaching High School Science subjects.
Work Experience
In 2003, CPT CAPINGUIAN graduated as a Military Pilot from the Philippine Air Force Flying School and was subsequently assigned at the 205th Tactical Helicopter Wing (205THW).
He was designated the Chief of the Management Information Systems Office in 2005 and was responsible for the establishment of the 205THW Wide Area Network and website. CPT CAPINGUIAN was also instrumental in the accomplishment of many Information Technology projects.
Due to his work CPT CAPINGUIAN was recognized as the 205THW Officer of the Year for 2007 and 2009.
Awards
He also received the Philippine Air Force Flying School Alumni Association Inc. Golden Aviator Award for Special Fields (Information Technology) and the Philippine Air Force Aviation Cadet and Officer Candidate (PAF-ACES) Haribon Award for Operation Management in Information Systems.
Curriculum Vitae CPT ALVIN JAY A CAPINGUIAN