U.S. Department of Defense: Are Robertson's Ten Principles Easier or Harder to Apply in the Context of Research? The objective of this work in writing is to examine the fact that perspective commands many powerful forces in U.S.. Department Defense however, functional meaning can be obscure. To the analyst, the underlying principles of net-centric computing and intelligent distributed environment promise a great deal. The focus of this work is to examine that which cognitively describes as people-centric concerns which constitute the day-to-day preoccupations of IT managers and to bring net-centric considerations to the people-centric considerations and finally to answer whether Robertson's 10 principles are easier or harder to apply in the context of a network?

Introduction

According to James Robertson, improving information management practices "is a key focus for many organizations, across both the public and private sectors." (2005) Driving this is a "range of factors, including a need to improve the efficiency of business processes, the demands of compliance regulations, and the desire to deliver new services." (Robertson, 2005) Information has meant, many times that new technology solutions be deployed and these projects are all too often characterized by a "poor track record of success" with the majority of organization still experiencing a struggle in delivering "an integrated information management environment." (Robertson, 2005) It is not easy to implement effective information management with all the needed integration of systems in addition to needs of business that must be met combined with organizational and cultural issues, which are of a complex nature.

I. Robertson's Ten Principles

The ten principles stated by Robertson for competent information management include those as follows:

1) Recognize and manage complexity;

2) Focus on adoption;

3) Deliver tangible and visible benefits;

4) Prioritize according to business needs;

5) Take a journey of a thousand steps;

6) Provide strong leadership;

7) Mitigate risks;

8)...

(Robertson, 2005)
II. Information Management

Information management consists of such as web content management, document management, records management, digital asset management, learning management systems, learning content management systems, collaboration, enterprises search, as well as others. Information management can be then understood to include such as people, process, technology and content. (Robertson, 2005) Common information management problems are stated by Robertson to be inclusive of the following:

1) Large number of disparate information management systems.

2) Little integration or coordination between information systems.

3) Range of legacy systems requiring upgrading or replacement.

4) Direct competition between information management systems.

5) No clear strategic direction for the overall technology environment.

6) Limited and patchy adoption of existing information systems by staff.

7) Poor quality of information, including lack of consistency, duplication, and out-of-date information.

8) Little recognition and support of information management by senior management.

9) Limited resources for deploying, managing or improving information systems.

10) Lack of enterprise-wide definitions for information types and values (no corporate-wide taxonomy).

11) Large number of diverse business needs and issues to be addressed.

12) Lack of clarity around broader organizational strategies and directions.

13) Difficulties in changing working practices and processes of staff.

14) Internal politics affecting the ability to coordinate activities enterprise-wide. (Robertson, 2005)

III. Net-Centric vs. People-Centric

The work of Wallace (2004-2005) entitled Network-Enabled Battle Command" reports the fact that it does not matter "how sophisticated the technology may become in providing a seemingly improved picture of…