(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP71B00185A000100020080-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 12, 2016
• Document Release Date: February 11, 2002
• Sequence Number: 80
• Publication Date: December 2, 1966
• Content Type: MF

Approved For Release 2002/06/14 CIA-RDP71 B00185Q000100020080-3
2 December 1966
25X1A
MEMORANDUM FOR: Acting Deputy Director for Science and
Technology
In a meeting last week with Briggs.
and others, it appeared that managemeu informa-
on needs were not well defined at all, so potential confusion
and misunderstanding are inherent. Because these management
information needs must ultimately be defined by the executives who
need them, I have sketched out for your consideration what I
believe are foreseeable needs in a number of fields which may
be satisfied through operations on the contract information system
data base. In reviewing these you may feel that other items would
be useful, or that some of the items should be deleted. Specific
guidance from you to the management information system people
and OCS will not only preclude some potential problems but will
also promote more efficient planning toward achieving adequate
flexibility in programming.
25X1A
25X1A
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 Approved Forelease 2002/06/14: CIA-RDP71 B00185,A000100020080-3
Routine Reports
1. Periodic complete data bases for each Project Officer.
Monthly due and delinquency reports to each Project Officer.
? Monthly potential overrun/ schedule of problems to Office Director
and DD/S&T.
The information described hereafter may be desired for
planning, contract monitoring, and for performance evaluation of
Project Officers, Branches, Divisions, Offices (PO/B/D/0), etc.
This type of information would generally be required irregularly,
but provision should be provided to generate any of the material at
any time.
Planning- Information Summaries
1. By subcategories and elements in terms of dollar value.
Distribution of technical fields among the various planning
categories and elements.
3. Summaries by element and subcategory indicating distribution
by PO/B/D/O: number of companies, average contract
size, number of contracts, and type of contract.
Technical Field Summaries
Number of contracts
Number of companies
Average dollar value of contracts
4. Distribution of technical fields among PO/B/D/O.
Type of Work Summaries
1. Contracts
. Number of companies
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Average dollar value.
4. Distribution by PO/ft/D/0.
/Schedule Sum
Percent of dollar value (time). actual value (time), and percent
of contract distributions by PO/3/D/O.
Distribution by company, type of work, and technical field.
Performance Summaries
1. Distribution, of Project Officers' ratings by Project Officers
(these can be provided to the Offices to assist in guiding
the Project Officer in evaluation).
Normalized (contractor evaluations.
Distribution of all ratings by the P3
et Officers.
4. Distribution of contractors' performance.
Correlation of overrun/ schedule data versus ratings.
1. Percent of dollar value of in-force contracts.
Z. Percent and dollar value spent which is non-recoverable.
Costs savings.
4. Dollar value distribution of contracts.
Average value of contracts by PO/S/D/0.
Distribution of funds by type contract, technical field, and type
work, planning category.
Administrative Summaries
Type of contract by PO1s1D/0.
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2. Planning category distribution.
3. Technical field distribution.
4. Type of work distribution.
5. Distribution of contractors among offices in terms of number
of contracts and dollar value.
6. Time to place and time to negotiate summaries by type of
contract.
eographical distribution by State in both numbers of contracts
and dollar values..
R&D catalog production.
Historical Summaries
Provision should be made to supply trends over several
years to provide information such as the following:
1. Dollar trends by planning category, type of work, contractor,
average contract value, number of contracts per Project
Officer, number of companies.
. Performance.
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