To balance the competing goals of reducing infrastructure and preserving information technology (IT) skills, the Army must carefully manage military, government civilian, and private-sector contractor workforces in the IT field. Using Fort Bragg, N.C., as a test case, this report shows how a linear programming framework helps explore the cost and personnel consequences of management decisions that change the structure of the IT workforce. With a systematic determination of who can do what in the IT field, the authors conclude that with linear programming the consequences of policy changes can be quantified and better understood, a wide variety of policies can be studied, and the approach could be extended beyond the installation level.)
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