THE INFORMATION SYSTEMS CAPABILITY OF BRIGADIER GENERAL BENITO N EBUEN AIR BASE UNITS

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


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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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

viii

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

ix

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

The Information Systems Capability of Brigadier General Benito N Ebuen Air Base Units

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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


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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


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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AFOS 2010

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



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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AFOS 2010



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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AFOS 2010



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.


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AFOS 2010



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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AFOS 2010



Percentage


Office of the Wing Commander 3 5

60.00

205th Tactical Helicopter Wing Wing Operations Center 10 10

100.00


Office of the Director for Personnel 12 15

80.00


Office of the Director for Materiel 3 6

50.00

205th Tactical Helicopter Wing Management Fiscal Office 4 9

44.44


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


Office of the Special Disbursing Officer 2 3

66.67


Wing Special Service Office 3 3

100.00


Office of the Wing Adjutant 3 5

60.00


Office of the Wing Sgt Major 3 3

100.00


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AFOS 2010

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.


33

AFOS 2010

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:


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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AFOS 2010

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


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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

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:


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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

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


42

AFOS 2010

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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

Materiel

Do BGBNEAB units have the materiel requirements to implement


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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

560th Air Base Wing Results

Skill Level Legend:







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.


52

AFOS 2010

220th Airlift Wing Results

Skill Level Legend:







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.


53

AFOS 2010

205th Tactical Helicopter Wing Results

Skill Level Legend:







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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AFOS 2010

BGBNEAB (Total) Results

Skill Level Legend:







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.


55

AFOS 2010

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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AFOS 2010

IT Personnel Results

Skill Level Legend:







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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

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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AFOS 2010

220th Airlift Wing


offices of the 220th Airlift Wing; connected to the internet



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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AFOS 2010

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.


63

AFOS 2010

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.


64

AFOS 2010

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


65

AFOS 2010

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.


66

AFOS 2010

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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AFOS 2010

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


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.


68

AFOS 2010

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.


69

AFOS 2010

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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AFOS 2010

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.


71

AFOS 2010

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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AFOS 2010

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.


73

AFOS 2010

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


74

AFOS 2010

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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AFOS 2010

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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AFOS 2010

APPENDIX A PDRP PMR Presentation and Manuscript


94

AFOS 2010

APPENDIX B Interview Guide Questions


95

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?


96

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?


97

AFOS 2010

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):


2. Word Processing

• Microsoft Word

• Open Office Write

• Google Docs



99

3. Spreadsheets

• Microsoft Excel

• Open Office Calc

• Google Docs



4. Database

• Microsoft Access

• Open Office Base



5. Calendar / Scheduling

• Microsoft Outlook

• Google Calendar



6. Internet

• Search / Research

• Email

• Uploading / downloading files

• Social Networking (Facebook, Friendster, etc)


• 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

□ Email

□ 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



102

AFOS 2010

APPENDIX D Questionnaire for IT/CEIS Personnel


103

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





4. Computer operating system troubleshooting

• Windows

• Macintosh


104





5. Wired and Wireless Network Setup

6. Network troubleshooting

7. Programming

• Turbo C / C++

• Visual Basic

• PHP

• Pascal




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


105

3. What do you usually do online? (more than one answer is allowed)

□ Web Surfing / Research

□ Email

□ Social Networking (Facebook, Friendster, etc)


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


106

12. If not, why?

□ Lack of IT Personnel

□ Non-IT Personnel lack computer knowledge and skills

□ Lack of IT Equipment

□ Lack of IT Facilities


Please list down any other IT/Computer skill you may have that is not listed above.


107

AFOS 2010

APPENDIX E IT Inventory Report


112

AFOS 2010

APPENDIX F Results of Survey

Win

Mac

Linux

Othe

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her

Wor

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59.37

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510

065

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43.75

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43.75

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12

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AFOS 2010 114

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AFOS 2010 115

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AFOS 2010 116

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97.33

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97.98

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38.66

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74.66

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88.59

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392

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750

1814

514

614

68

108

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112

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313

975

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397

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329

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3213

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1175

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1.333

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1.333

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2.013

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19.33

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2826

21.33

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88.59

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AFOS 2010 131

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A3A4

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115

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143

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80.66

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95.33

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100

100

100

100

100

726

297

410

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AFOS 2010 132


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

Documents

THE INFORMATION SYSTEMS CAPABILITY OF BRIGADIER GENERAL BENITO N EBUEN AIR BASE UNITS