Bill Hooper

CMMC Compliance for Defense Contractors: How Cyber Ballet Can Help You Get Ready The Department of Defense's CMMC program is now in Phase 1 implementation. Learn what defense contractors need to know about the three-tier certification model and how Cyber Ballet's training programs can help you achieve compliance. #TechTraining #FutureOfWork #DigitalTransformation

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To maintain compliance and protect #nationalsecurity, the Department of Defense is issuing vendor requirements for software applications. As part of the broader DOD #acquisition strategy, this initiative is designed to streamline the authority to operate process for commercial software tools. The goal is to enable public-private partnerships to drive #innovation and mission success more quickly and effectively. As acquisition requirements continue to evolve, private sector collaboration will be essential to the DOD’s progress toward more efficient, modernized services. As an approved DOD contractor and a leading global technology distributor and aggregator, Ingram Micro understands the government’s priority to partner with companies that prioritize security, ethical operations, compliance, and innovative technology solutions to drive mission success. https://lnkd.in/eG93M9An

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DoD’s latest memo marks a significant pivot in how IT consulting contracts are managed, expanding review timelines to 72 hours and requiring Department of Government Efficiency (DOGE) scrutiny of nearly all unclassified FAR-based contracts under Communications and Advisory Services before submission. This signals more than bureaucracy. it reflects a strategic shift: -A clear push to reduce reliance on external consultants in favor of insourcing. -A mandate for cost-benefit analysis and stronger justification for external hires. -Heightened oversight to prevent contract-splitting and ensure compliance. While efficient governance is essential, this raises critical questions for mission readiness: -Will added red tape slow down urgent, tech-enabled modernization efforts? -Can DoD balance in-house talent development with the agility and specialized expertise often provided by industry partners? -How will this affect small and mid-sized firms that drive innovation but struggle with compliance overhead? If implemented thoughtfully, this could elevate acquisition discipline. But there’s a fine line between prudent oversight and risk aversion. Oversight must not become a roadblock to rapid innovation in cyber, cloud, AI, and platform modernization. Now more than ever, DoD would benefit from hybrid models, retaining key internal talent while harnessing nimble external partners to fill gaps, accelerate tech adoption, and keep pace with adversaries. Question for the network: -How are your organizations navigating this new review process while maintaining speed and innovation in defense tech delivery? #DefenseAcquisition #DoDContracts #ITConsulting #GovernmentProcurement #AcquisitionReform #DefenseInnovation #Cybersecurity #TechModernization #ContractManagement #PublicSector #DigitalTransformation #GovernmentEfficiency #AcquisitionStrategy #DefenseTechnology #InnovationLeadership https://lnkd.in/e-XXAmn8

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Milestone moment: GDIT enabled CMS to become the first federal agency to realize cloud cost savings through OneGov ─ delivering value for taxpayers and supporting digital modernization: https://lnkd.in/eehGU7EJ

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I didn't get past the first page before I took issue with the new Software Modernization Implementation Plan. I'm glad that the United States Department of Defense has a plan for software but the fact that we're doing it on a 2 year time horizon is the first symptom of a fatal flaw. Software systems, particularly those that are deemed mission critical and designated as a Program of Record (PoR) should be thought of as evergreen. Software doesn't fit into clean timelines and seamlessly transition from Research, Development, Test, and Evalutation (RDT&E) dollars to Operations and Maintenance (O&M) dollars. Sometimes software should just die and sometimes it needs to reinvent itself to remain relevant. Users and outcomes should drive this, not a plan made 2 to 5 years ago. We need a long-term plan with short-term objectives and milestones. Now to read the damn thing...

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Love Laks Prabhala talking about ATO Modernization as part of the American Council for Technology - Industry Advisory Council (ACT-IAC) Cybersecurity COI and ISC2 Northern Virginia Chapter. ▶️ Move away from documentation to evidence based state ▶️ Focus on the efficacy of the controls ▶️ Look at FR20x as a model to move towards to Continuous Monitoring

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