BRIEFING NOTES FOR PPB

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP73-00402R000100070001-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 68
• Document Creation Date: December 22, 2016
• Document Release Date: June 15, 2012
• Sequence Number: 1
• Publication Date: May 2, 1968
• Content Type: BRIEF

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Briefing Notes for PPB
,., / 96g
02 7rr.Rd
1. The Support Services Staff has `?.' ' "iri r.ci pal functions.
2. The Regulations Control Branch has responsibility for the
-~ec,+u7 ato,ry_ systemLA i ch i s the official .vo? c:e " f the Agency i n its
expression of policy and procedure.
3. The Records Administration Branch has the responsibility
for pa;~e; lc~t i< nianayeme? t including 6?-e
sue.. ~~:
4. The Information Processing Branch has responsibility for the
Informal on Proses si ny ~vstet}n of the Support Directorate which include
the p, Oce ss c (19 '6-f date,1nd the
Agency's men, money and i ateri c ,, r sou, E,s and the services which re-
late to them.
rm, them has a vttai 'ole to play in Agency manage;,,cnt.
when the Agency Records Officer pre that the RE cords Center
would be"_in_i96 he was told to find alternativES v'rc tr~n on
strciction o solve the problem. He thought he had fund a solution
by gig sari h GS ~ for vault storage of some Agency intelligence
publications in
the ! . ! ~e ds ~e i r at Jul t and, Nar l and Last
problem. Our records. s ~'brag-' J9
eMasi lity s 'fulr In 1964
In the Records Program we are confronted with acritic
25X1
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year when the Federal Records Center construction was ccmpl,etezdand
we began detailed discussions to.acccmpl sfithetransfe we found that
1the ground rules of the - Oi-i chi na'`" understandi ng had changed either be-
cause the management had_'changiYt- or there had been c,1 ackNo of
com~le
detailed commuricaton'-`n the early negotiations. in any case, the
Agencyas unwilling tc relinquish control of its records and GSA s
unwilling to allow us yrr;ane r use of their facility unless ~I-,Trh e have
control. We have a~"copo;i'se arrangement''ermitting us to store up
to,25 or 30-tfiousana.,*cubic feet of records in the Suitland Records
Center through
DecE?mberr.31,,: 1 y7
7. During Fiscal year 1967 tne-net-grbwtf
about ~0 _OO~ cubic feet If our growth coatinueslat that rate the
Records Center will bE: full-;-a'-a'-'-n- efore the end of 1970 and we will
have an. overflo of 25 or 30 thousand cubic feet in Sui t i ard.
8. This probleii is criti.ca ; During the past few months, since
we were unable to read, satisfactory agreement with CSA, we have-con
sj_d_ered again several alternatives for coping with the storage problem.
We have reviewed space Ecl-, er~ti}%avai-1abletto the Agency and space
abo.ut_ to be_ releas,e ard have found nothing suitable.
We have con: i de red the possibility of _'iii ncg s`pac) but this
s7'.rriore expens~,v than construction because of thesecurfi~ty`features
which have to be added including`alarrnsysteiS vaul~s construction,
`w --)T a_ guard.-.forces,'and so on and is less desirable for other reasons.
2
SE 'ET
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10. We have considered the possibility of
g.rno n:r~ ~c~ shpj-
Cii nc, equipment which would permit a h gher densi to :rstorage by eliminat-
ing nine out of ten aisles. irstalla.tion `df this equipment would cos
about 000000 tut__voudncresthe capacity of the present Records
Center by only'about`_228I;'1
1. Mi crofi lmi sig and other forms of mi crom,i n i at ury~ zati Gn have
11
been coy s eredag n but this continues to be an' extreme ;expensive
alternative and presents' serious system problems ;Est.i,mate we have
obtained are that it would cost about "7-1_',250,000 to.contr1afor micro
filming k50,000a~cubi of records . To do the job 7 oiire1 ves we would
need osi Lioj,~s fora ?'least trlree
years and at leash part `bf
them i-vould h ave to beco pern nQnf r we were to continue to microfilm
new accessions.
of mini aturi zati on req ai res ?xte-TsTtide sys teris-s dy to provide for
~slecive~rflr~~~ri Sys .erratic' indexi'og,w ur Yria in#erfil g,t~ptatin
33.OQ-:cubs c-"feet of ?pun "hed_c:ard- and 266 _ reels :.o m~.gnet c tang: These
items areF~1riterral par s of customer office procedurwhere facilities
exist for photographin,1, indexing, and reproduction or viewing of items
eca1 =from storage. They are"
.use~ecause they contribute e Jre tl :y
to the `e t._veness zp the systems of which they are a part. The use
12. There are, of course,' factors ,5er. than colt and positions
to be considered. At the present time we haveTh3,0tO ree-1-6 `m cTo-
film being stored in 1200 cubic feet of space We have
3
CST
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14. Whether we u 1 dM1or' fi rid some_ o her,.al te_rat ve" we will
and maintenanceL,s i,'e11 as? retriev and Ceproducti c or enlargement
to permit human use of items retrieved.
13. Computer experts and microminiaturization experts have
found n thi rig.-.on ,the_ inz..rke' or'on the dra ii ng'boar s that wi 11 be avai 1-
' able or can bring records storage relief more economically than con-
structi on v!i t.hi n the next fi v years;; The policy of storing hardcopy
is the ,po?icy of te. Federa1 governmenf whi ch has been ci,al 1enge'd
-reviewed, and apor owed. y. the General Accounting 0 i fi cE'; Trendi; i n the
Agency are; not abr~orina We naiaTlel government and. in str_y records
problems in' every resp%. chi, and they ,uall J_confi n to build.
eve .o spend aboauL-173 m-17 , dra? ars for a . so? uti ofl The estimate
Hof $750,000 :we ai ncl udEd in the~jJrogram.~sNubm ss _on was based upon figures
obtained from the National Archives and Records Service of their costs
to`; construct 1h new Ft::deral Records Center at Sui tl aid. The Office of
Lo~gist~r ;has sinceret icwed_the_es_timatE.,'ar~c~ "revis:ec i. pwal^d o 1.3
million dollars. The Office of Logistics has recon~rne ~d 'ff as a part of
this the expenditure of -U 000._Ti:mmedi atelys to . do a _ fe s Jj~j ? i t ~ study
to establish a tighter estimate.
15. The record,. storageYp;roSlw6"i ld be fiessptess7rig if we
had fewer records to store. CIA has areputicn''for having one of the
z~bes:t rezrars :programs- n the government. This is r~,iaryly t cause we
have records. c i spgsal an f des cuc on. chedules for nearly al 1. records
A. I
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the Agency produces and :v` , _aveAeatrny e_ . i l rt he total volume that
has been received at the Records Center since it opened. -Purgi.n' i s a
Contir~uct process. Tf?.e annual mid-year inventories for the past ten
years show that Agency records are ~c~'eaPd a~ an a~~E ruo~:' ie"ofihre
cubs c feet per emplaoy The offices and Records Center c
' s troyed
ubi ~feet per employee during the year. FIa7`f`~of trie one hoc;-f`lal2nc7
is stored in the Records Center, where eventual ly hal?F' o=F that ?'s
purged. Today the Records Center has a i~inc~rea and tyro. t h us an ;'cubi c
feet in custody. The offices last summer had t.'0 fhundred h: rty tr u
sandcub~cA''.feetyn Headquarters office space. Amajor purgnn ei=fc~r
is now underway, but ii will only provide temporary relief. During
the pest five yea ;ve have..pur'ne 536 ubic feet.
16. Like most Records Programs, the ^riho1e .e~;. has sr in the Agency
has been on
9stotace and des-tructao to relieve pressure s iar ofi
pace and ater_onecoHsCC crag space This is probably be-
cause it 1s relatively easy o manage and ccntr^u di s )osal and destr~ac-
ti on and -net so.-,easy . manage and control' creatii opt
and"m n _e a L ,
which are the other principal parts of a total records management
system.
17. Despite th fact that concentration is
or ,c rspus a1 up
aestrcti on; we s ti:1 ,j aye problems with this. Th rt f e~ afit thausa t:d
feet)~of the records now stored at the Records Center va''r i'
tcheroled date.' or des= radii on This means thatIfiore iar `G;te--third--of
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the present volume _ s t _beTkept fore er_ ecause we have ro m cY a Misr
tocompel responsible authorities to decide what is really worth and establish realistic-
eal i sti c- ,es tructi or dates for the,~E rna iiaei
18. L'ittle_, or no :.attention has been given t.,__-
-thoughtful identification of records which should be::_retainedl Safe
drawers are emptied a yid the contents retired to the Records Center be-
cause there is a need {foiM spacdin the safe. ::~1.o.`eforis made usually
ti; review e content and identify items which real iy shoul dmbe "~:e ~fi
People store things in files for t~_porary retentiosbut they do
review m', i sort them and destroy any before they arc retired. We
should be -concentratjn0 on what is--,rorth'savinq% Nc :just holding
everything until the. least aluab? has outlived its usefulness The
records sorage ?probe'ms of
the Agency will raver be i esol~ u mti 1 we
get control over their creati-' Paperwork has to ue considered in a
rsystemi contex U,,,
f m cremati on = o_ destri~c ~ on `and rest o is bi 7i~tu for i t
must be assumed : yr,Age.icy command managemen
19. We haveRepair`s llanaaeme Program iii the Agency and ';e
ned one Our compute!, and manual systems ~~ oclu~ e more anbigen
forts every year, yet' To- .cauthori tati`Ve rrvi ew is ---dude
, c
o eiminae old reports which may no longer be required. The result
i s that we Wife 'to proai!ce al l of the old- asyre'; as he` ri v i n
y,,..._ ...,-.~..,._~. ten- ti-, ., .
;.multiple copie'jmany of which inevitably find their way into Records
Center storage.
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20. There i s ~~n efi c ci ve Cz~~res.pon~aer?cC f lanage~nent'PrcaJra ;i'r i n
the Agency and ,,e neec( one. We have n'4~av cf cont-rulling or managing
?.r. .
the reati o 0f paper."; and ,ho systematic and uni i orn ly appl i cah1e method
of determining ywnoLL she ul d be the office of recorc Consequently
4.inators addressees coordinatos anz3 reclpieni`ss f information copies
of correspondence f i i e the ame documer;tf for the- r own working pur-
poses and it is virtual ly'cercain ::that there is`no sib equ ' authori-
`,tati ve revi,ewo ensure that only-one ' record copy i s sent to the Records
Center.
2 1 . We have "'rio ,gay o, ?c onJtroII in ci or manaai in j Rand literally - no
`rui es -go ver " ng the use of- cop,,ing machinesand w. nee, t Documents
are uup II Gated . i.n u.ncontroirled 4quanti ti es? for working papers or as con-
veniences for employees. Some of these may be destroyed but many are
c+' ertain to he rile Once filed, it is almost kcartain that they Wi'lJ
eventually be s:ered, at the P~cords Center.
22. We have an iniquated Vita! Materials Program. in the Agency.
It was developed fifteen years ago based upon premises of emergency hot
war conditions which hale 1 on rs i nce. `been overtaken L,y the tech-,o' ogy
of modern weaponry.
23. We have ?no i uthritati,.ve,orms Manage men Viand Control Program
4a w.
in the Agency and`_', e Te:~""d-or,e We spend more than a q++..?arter'o; a mi l ion'
7&511ars-"87y ar to prim, forms alone and this does no'. inclt,d internal
costs to have forms printed by the Printing Services Division.
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24. We have not been able to maintain active programs for re-
ports, correspondence and forms management since 1961 when the Records
Administration Staff was reduced from 24 positions to 8 and responsi-
bility for records management was decentralized to the Directorates
and independent offices according to policies prescribed in
At best, we have maintained a holding operation. The Records Admin-
istration Branch has no authority to invigorate the program. It can
only be available if called upon to give guidance and assistance and
it rarely gets called upon. The success of the current program is
measured in terms of the success of the branch at needling, wheedling,
cajolery, and persua-ion.
25. We offer a central storage facility but we exercise no
control over what comes into it. Each component of the Agency sets
its own retirement schedules and disposal dates and we are obligated
to accept them. If some component wants to store something for 99
years we have to accept it. We can attempt to dissuade but if they
are adamant we have no recourse. We have about 12,000 cubic feet of
records in storage 1-iow which are scheduled to be kept forever and an-
other 40,000 cubic fee'; which have no specific disposition instructions.
26. This dilem.ia is caused, in part at least, by the failure of
the Agency's command s:;ructure to take an interest in paperwork manage-
ment and assume its proper role in developing a system and making it
work.
.__
S Eli 111- 1
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27. It`shouid be' possible to make a :c'cen ral zed ogram work,
but.erIly ff thehighesr .level of ?gency_,martagc an take an interest
and assume the responsibility for making it work.
28. It can.only work-{cif course, if there i s a- _ t a T f - i n 7 1 , _ z W i s Y 1 ` -
t o support management i n making i t work. No such S t `exlsts tcoa3?;
29. The o~lly p rofessi offal' recorcis2 officers in the Agency are the
t x assigned to the Records Ad nisitrati on Branch. The :.c;'j,_posi tlonsx
elsewhere in the Agency to which
;7ul1 tine - Fd responsibilities have
been assigned are usually filled by junior professional officers for
`shor Lours until suitable assignments are availablE in the field of
their=nr~m`r~ F reer irtPresi In a great ray i ntzn^es records
responsibilities are: assigned 'g individuals ~ t~.elc~iton to the ctfi
do c i es."wi th the result that l i t li r no 'profess 16,1 l at?erti o _ i s given
to any of the elements of a records program Other than dispos'a.1'and
destruction. In these times of:tjggc -,udq .L. and R iij)ressed ce 1rngs.
operating officials are extr emc iy rat uct?r7 and oft.!n cis cl i ne comp Te t e1y'
to commit any of their resources to giving p;oaer attention to pt:ertaicrk
management.
30. We have f mpor_ary re1i of for the storag promeE 'phut at
the present rate of growth the 30,000 cubic feet we gained at
by transferring recorc's to Sui tl and will have been iii 1 ed agaii t by the
time our agreement with GSA expires. If we build a new Records Center
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mux=Bea
30,000 cubic feet of it will be com!;;i teed befo;~e the b~,i li r?g is com-
pl eted because we will have to recever_ the records ` r`rorn" Su i fl-and: and
store them in our own space. We can cope with this by building more
storage capacity - but -
31 . -Long term resol %tion of?the recarus oroblems;of the Agency
is contingent upon the effectiveness of the. o,'e 1 lY program i n-
cludes more than storage and destruction. It n;us; include records
crea Ti or;: i t must -i ncl iade', correspondence management i t inns t include``
forms management, and reports management, and i t niu~ t -i ncl u(jP'manage-
ment and control of c~~~yi ng ;macni nE~`s, and the vital materials program.
If we are going to have a successful records program must iaVe ;the
r~cti~e supor-of the highest levels of management in the Agency and
we must have their un~erstands n ;: If we are going to have a complete
program ti must Have complete stafFing. We shGUTd have f,rll time
records professionals tl;~ougnout_zhe Agencyj This is p;sn
ul.lyworthy.of recognition. There should be a cai~ : 'r?'SerVi C for them
wi th' `ul oppor;unity fo`r :oeve7opm&f
32. it is. also important that Agency manager.,ent-iniicE,_ t nd.-xthe
k n- o rmati (tn pYoces%nc -unction of the Support Serv ces Staff. The
Support Information Processing System study is prob-,bly~the^mosfTimpo9=
anproject _to Agency management that has ever bee)undertaken.
its'sc~ccessf01 e, i `rare will be compleiel -- ur'ab1e t0cop
with the increasing requirements for _tL ,;, ;p, an~~; n l,ti grin r contro
10
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- V'ta Y.sout^t34
and .i1iore, effective use ,of the Agency's manpower, monetary, and materiel
resources.
33. Our preseni Support systems arerEiuG'P and r; ~t t e'
ty has ItJng 57r!Cc been used up. Just as
we were forced o ~o to: punched cars in the b0--s to keep up with the
new, changing, and additional requirements for information and service,
we were forcedo --to the corPuter- in te60 We converted punched
card systems to the RCA 501 Computer early in 1960. In a sense we have
first generation syste ~o~~ second generation 'eq~i7 r,iiEnt 7 n a third gen
tern ti on erg ;
Qqu Pr ntsa for information are dynamic.-.., They are con-
-
7
stantly-changing`~and generally increasing. Systems.to provide that
information ri ist be changedconstaan y whether they are manual or
machine systems. There is ono such thing? as a s ;a-"'T
tjcay5`ten , there
never has been, and there never will be, and there is-----`
sn th7 ti as
t om e s gn i ny Viand i i;~~'~ Pn ent nC a sv~ 7 _ri1 that will be d for all goo fie The
system' i s tie Ing mod1 i F ca: Gal 1y i n some way and that will
always be the
case.
3~. We ~ n ' t di noh1 ng o me t i i ng r ? ~ l s t ? b e din tJn t = ; l the
present project starter' in ;1 a5+'-not, i ng hadbeen done aT cut redesigning
or modernizing any of the systems which were originally converted in
1960. The ,dri gi:rial 7 ri ent i on had been what a :io tal s ys terns study
should be conducted as the secon phase of our move to computers after
the =:fi t st_pnase of :con_ierti n~ from punched cards had been completed.
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The;dynamics. of one steni were such, however, that thepeople were-
s;o; ful ly occupied patng ?;maintaining, and updating the existing
systems as well as responding to requests for specie,l reports that nb-
':resources were available to undertake the second. phase The ;~;ncerta i ri ~,y
i n the Agency bout ho.' to organ ze /ts computing crpabi 1 i ty was such that
no resources could be drought to bear upon the Suppcrt Systems problems.
35. The'.-converted, systems Were ouy or ,date?and unable to keep
? pace with the requirements levied upon them almost before they were
fully implemented. BY 1964 we were-;pl agueciti?a~ t'h auc'i texcept i ons which
could only be satisfied by major redesign. We are Lettings SSivp
: p r i rico t up to 4,000 pages monthly which are used for manual posting
of daily activity during the month. Actions are/being collected at the
end of the month, coverted into machine language, i,nd entered into the
computer systems. Meanwhile several days pass and the ?urd?ted prirt
outs are out of dare b fore. i i~ey, are is sue'c $yS ter are l i n~ 1 Led to
aneaetiwitywithin an office without any systemati relationship with
other activity within the same office and without a-iy systematic re-
lationship with other activities in other offices. Outpu s from one
computer system are being mani,,al~i r
y.poces _
_sed 'from ore office to another
where they are^^ ci n~rerted, to machine language as-:r puf to update an-
other system. Each system operates as a~ separate _e~ i ~+tf wi th very
i _.._
limited integration or communication with other systems. Support
offices and all of their'_ us ~.crners are i ssati srcwi th the product
being produced by the systems because they are'.rure,ly and and
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therefore they are considered unreliable-a) The RCA equipment was
saturated in 1964 and is supersaturated -now Conver~ i ot;..of existing
systems to third generati'o' equipment would have been -costly; "t i
kconsumi ng',, and i neff-~ c i erii The ongi nal systems we~~e not design to
take maximum advantage.of the capability of the RCA
equipment; To con-
ert them 'to new thi rd jenerati oti equipment would ha re been"-r ool i shly
wasteful of the capability of the new hardware and software. In addi-
tion,'' ll o'ir the support offices had ent.i_ried^aduri ~ional ap li'catioris
which they planned to ask the Office of Computer Services to develop
for them independently. Nary of these were dupl-icai~,L-with the Offices
of Personnel, Security, and Medical Services _tcch w iiting r`thei r own
~n;stor~cal assignment f1les, for example. It would have taken,
a?:,cst
as l ong co repi ogram and make necessary 'deli gii' Changes: to get the old
systems on third generation equipment as it would to do the kind of
systems study that should lead to taking maximum advantage of the full
capability of the new e.:iui pment.
36. Problems with the systems hardware upgra:ling,and additional
office applications were only"par-E-o-f ~th7'"justifica%;'dm for SIPS. The
Support offices must c~. ffi niRT1 y; ~res-poiicl"o i nformat on requi remcnts
from othe_r.-di-rectory and- Ageic; sources It im;)oi ant to reaize
that every requi semen t . nor ,i,pformati on:aboiit' inen, rrio;ueST or
i teri-al
results in a'demand on;upport systems regardiess.:'of the source of
the inquiry.
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37. The Office of Personnel as I guess you have seen has a
`four^:Ta e 1 reports submitted to OPPB. Everycrjfiof these is
fei they a direct computc S y r r ntout or l_cornpi 1 edx ` rom printouts produced
the Ipbab t;. Within the past year we have processed r.;~re khan 300
duced from the Fi nanci .1l systems but they runty at`;leas t t ;tough half
by the computer. The Office of Personnel systems a'!one produce4ioir
Char M400 reports I 4c n .not- have a -count~bf the namroer of reports pro-
;requests" for computer services requiring about; 11 ,BOO ma.n hours of,
programming in addi i on to al 1 of the regal ar. repo;- cs p j,bduced. and
incidentally all of the reports you saw on the Personnel list are reg-
ular reports. The- iDj, _; of these r e q u i rements are_e ed
echelons of management abo"o t5-2'Di rectorate level. Many are generated
at the Support Office level to retrieve information which is then
manually manipulated end compiled in a form suitable for reporting to
high management. A fei,v examples may help to make the point.
38. The committee created by the Director to study
neMciualitlrr
o f the i~ge;acv's pro ressi anal i np was supported by about l m n veE
of programming to produce basic information necessary for the study to
begin. the Language.:C)mn1 ctee creat in response to a policy approved
by the Di rector genera edY ream rernent relating to l ,nguage proficiency
Ai Ch :requ ,01 red nea. ly ? man weeks* of programming. `T~ e tVi nit t~?
exceed t~eport t, give advance warning of expiration c'ates of various
types of employment situations,
^ 4eauested, b ithe Execs ti ve . i recto.
vequi.redYF700 mo_n hoyur of programming. The request of the Executive
~dda F~atC~.
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Director-Comptroller for information about personnel who have or will
have less than 30 year: of Federal service at age 60 required about
1 man week of programming. Other studies producing ~-etirement infor-
mation for several career services and directorates nave generated
between 300 and 400 man hours of programming.
39. The modification in the system to change stock records to 8
materiel groups instead of 7 as requested by OPPB required nearly 400
man hours of programming. I understand that work orders have been sent
to OCS requesting revisions in the fan data for the 1968 budget which
it is estimated will require 300 or more man hours of programming.
40. Special reports to handle the management succession problem,
project vacancies and develop an advanced staffing plan have required
more than 650 man hours of programming.
41. Legislation and Executive Orders also contribute a fair
share of the burden. Reports on the number of people who had served a
year or more in Vietnam after 1960 required 72 man hours; the require-
ment that zip codes be printed on W-2 forms require] 47 hours of pro-
gramming; the requirem?nt that FEGLI Insurance be w,thheld from salaries
paid to reemployed ann?iitants required 24 hours of rrogramming.
42. Obviously '''his is only a rough sample bzrely skimming the
surface of the requirelients generated by all levels of management which
cannot be satisfied by manual methods. They can only be satisfied by
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our existing computer systems vi h t.he _ exr)endi ture of main ?nany
hour, of work, and they can only be ' sati sfi ed.* ty using resources that
-i ght otherw7 se (ae"ciewo ced - o SIP Every request of this kind 'con
tri.bui es,_.,di recd to f 1rther` s7 i
/_.u._..i
there is to be a sinc.le -information syste:m;to satisfy all of their
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requirements successfully. Nevertheless, the SIPS Contract Information
System will attempt to satisfy all requirements for Contract Information
throughout the Agency including the DDS&T,
1the procurement units being located in NPIC and TSD. We have added
requirements from the Industrial Contract Audit Division of the Office
of Finance, the CIA Contract Review Board, and certain industrial
security requirements.
6. QUESTION: Please cite other CONIF/CIS type situations
existing in the Agency. We are particularly interested
in your appraisal and comments on NPIC activities..
To the best of rry knowledge there are no other "CONIF/CIS type
situations existing in the Agency". If the question implies that there
is a Contract Information System in NPIC, the implication is erroneous.
If, on the other hand, the question is directed at the services to be
furnished to NPIC in the future, as I have already indicated, the SIPS
developed Contract Information System will satisfy NPIC's requirements
and, I might add, they are anxiously awaiting its implementation.
7. QUESTION: Please break out th~eople assigned to SIPS
by 1968". Relate to your position request for 1970.
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a refinesent in the requirement for programmers from the Office of
Computer Services during this time period. The.numbers.`I have just given
reflect known identifiable. requirements. The numbE?rsdin the pr;pgramnwere
es_ta.mates, -going somewhat -beyond, Sep_terrrber.. We wi 11 add add t;i.ortal pro-
grammers -as ystem_ _desi gn specifications _-dicta tt kEye.rr_tu 1.l* we expect
-OCS ==personnel -;parti ci .)ati ng in the SIPS project to number about _30y:- 35
people. As indicated in the answer to QUESTION number 2, there is.rt(~:3
rel at onsh.i p between these figures and the requests for., p o s i _ t i ons y n
J970 through 1973.
8. QUESTION: Your submission recognizes "the dynamic environment"
in which your system will operate but does not state hot,: you
will maintain necessary flexibility/adaptability to this chang-
ing environment. Please explain.
The - r 5l-enis.) we have with the zgxi Lti ng`sys Lems are ample ,_evidence of theyneed for building into systems as much_-fl'e;.i.bil:ity; as is possible.
r1!,q- y.st.em-;that has been designed yon and probably.,,roTie-_that ever-wil-1-
be designed, can ,anticipat "a11Tthe possible`'ch egos.,that may occur, in
the future. io:rur'.anteecan be given, therefore, that~all._future. sys-
rtem"'modi fi cations_;wi 11 be accompli shed qui ckly,- e'a .ily and Lw.i_thout,
some _,015f pti on of on-going efforts. The l ong.-range,; `:`central i zed 'Plan- ngand --coordination .that we are providing for i n SIPS:wi 1 i,_ mi pimi ze
the ;cost.. of-; system ,ch ang\c:s; which will inevitably b?. required. The 'sys
,tem-.pl an:;we are using i n SIPS i s the rul ebooi~' whi ci: wi 11 help to !isiire ;>
that flexibil,ity.and adaptability are:bui-lt=irfeatures of the system.
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The ~p:1an tl'ictates the -procedires 'from the..broadest' concept-,to: the most,.
s,pecific._des;gii::specr~i.catiors to insure the complete and adequate def-
inition of the system.. The plan assigns the same degree of importance
to every element in the system whether it be manual procedures, train-
ing, hardware, sof:.;,;~re, programming, communications, or any other
feature of the system. The plan provides for conve-sation between
subsystems within a system and between systems within SIPS. The de-
gree of flexibility and adaptability of any given process is dictated
by known requirements plus estimates of future requirements. A para-
mount,-g.08:1.' of the design teams is to create. .mdul ar`_units- of ;systems
Banc( rpNogrammi ng '.og:i`c; that will "`facilitate- the de'i gn and implemen-
t ation of.7fu ure changes. An;exampi would be the module or program
to calculate Economic Order Quantities ?toQ~?in the Materiel System.
This routine will be coded as a self-contained unit which comprises
all the parameters required in the EOQ calculation. Should the method
of calculation change in the future, the programmer need only re-
program that particula,' routine without affecting any other module,
program, or system component. The characierst"ics aiid"ca-pablities of
th rd'genera ior~ hardware and software lend themselties to the design
and operation of progr-tms which can be written, tes-f.ed, and put into
production as a group of i ogi'cally_ di sti,nct process: ng--noodul,es which
can be linked together to form programs and systems, While the,mod-'.
~ul.a:i~ concept i n itselfwil_l :n9t"guarantee that a ma, or reprogramming
'WO
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effort will not arise in the future, it=ups"'providefor an approach
which offers a rel ati vely efficient' and -econ-oiiiii:cal means.--for _modi f_i
One of the'maiR histor-ical impediments, to pDP systems design
and subsequent modification has been the 'I ack : of_sou.iddociimentati on.
i l l l l produce a ' hoi~oughly docu~nented~system which w i l l : , P r both the users grid _;the _cQiiiputer person-iel;_;with detailed information
about manual and computer procedures. We;-expect,;that this will make
it =p:ossi bl e';for::the'-:sys'tems' to continue 'fund" _onin g effi ci ent.l.y_de-L'
spi to _the i nevi table.. urnover V;-;cnnel This has been a .~bi.tterl
'sson.learned from :exsti.ng._systems where inadequate documentation
prevents ready modification or change. We 4expec-t the "fl ex'i bil ity and
adaptability of SIPS systems to be'-enhanced by the:..Iuture.assignment
of people currently detailed to SIPS by the Support offices. This
will give us a `n~ cl.eu ~ of ADP oriented spec;i_al~i sts-7i n each office who
are oughly.:fami 1 i:~ , with the complete details of every system and
who havetk oialedge o. ,sy.stem .c .pabal.i ti es' ancl-.shorts im ngs'. This.
knowledge in the user offices as well as on the Support Services Staff
wi 1 1 certainly T th_e, planning ;e coordinating development 'and
1;mp-1,:e~ientat`ion;_of futt ^eYsystem modifications. The Experience of the
SIPS personnel combine] with that of the people from OCS will permit
full advantage to be taken of sophisticated software developments as
they occur.
eY33
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9. QUESTION: Please discuss the requirement for management
definition cf an MIS. When do you expect to receive this
definition? How can terminal SIPS and preliminary MIS plan-
ning proceeam' without this definition? Objective 11 of your
program submission refers to a Support Directorate MIS.
Should this Objective relate to an Ager' -wide MIS rather
than being restricted to the Support Directorate?
I believe I have already discussed the requirement for a def-
inition
of MIS. I donot know when to exp t to rece-vc a deftnit, i on
of a Support Directorate Management Information System or an Agency
Management Information System. As indicated earlier i`uo not"co -
der-this to be my initiati b
vp- I will take the initiative in
behalf of the Deputy Director for Support to'begin focussing on
this as a specific problem some time within the next year. Ter{a'
urinal SIPS.. planning can proeeei without thisdefini,,ion because
SIPS - se being developed i n response c r?equi cements already received
-s)6Fn~ 66"'o.
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tEeni: most of which are in the nature of improvements in the
processing of data. ta.ny, f them, however, will PrYvJd
age nerst.J,nforrna-ti uri :at~the opecati ng: 1 evel nary MIS__'
jal:arini ng _:can, proceed.-h'-
this.- eTdi n i ti-p- -.orJ.y .to the ex en.t
`that"uae are'te work toward and contribute to the development of
a;:def1 ri.i ti cry. In that context we have already done a great deal
toward laying the foundation for an acceptable definition and we
will be_:able), to begin to
.s_ugge_ t reasonabl_e..parameters for Man-
agement Information Systems a`s-_tt.e-wdesign._;ot our Information Pro-
cessing Systems begin to c ystall.ize_
10. QUESTION: You state that the people working on SIPS under-
stand the objective for an MIS, yet you state that MIS de-
finitions and requirements are lacking. Please explain.
I believe we have already dealt with this in the response to the
previous question.
11. QUESTION: The risk you cite facing the MJS seems to us to
be of signif-cant seriousness to warront immediate and con-
centrated ef-'orts to avoid. Please explain what you are do-
ing to involve management in the "participation of require-
ment formulation". Your submission comil.i.n regarding feed-
back from management. If MIS is to be th,: ultimate goal of
the Agency, shouldn't SIPS design and MIS definition be co-
ordinated in order to reduce the risks thE.t "SIPS data base
may not cont:i.in the data elements require( for the management
system"? Wi,1 MIS in fact be restricted lo parameters of
SIPS?
risk._is tfie assumpt on;;that.-once .Fiving
ids t;i_f_i,ed__a , re._4wi1~1, bvaluate it and -tzke_whatev ~r?,:~~ coon;we can to
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minimi_zKi-D. -P.restiniab ._y' 'the pu_urp-cse for requiring a statement of risks
in a program submission Js to. requi.re.~),thei r i1den t:i fi cati on--so that ,the,.
:pl a.n.nerwj 11 focus _on them _. I believe the risks asp have"stated them
/efctui. I wi 11 peat jonce again that.. d~~ ~iiifcons4i deLL i t: my r:e ,
' ;s_pons i t~~ 1,~ ty nor e_v_en, with,i n. mycharter.-to defi rLe n,;aijgement':s eguie-
m._ents._for.mana.gemen aWe.._stted the, obecti v for developing an MIS be-
equirement-wi l l'evo~l_v_e I have,_,no.t :taken any
ause. e-expec.L,~ such a requirement-will'
C'fi
on ~ta stimul ate;-)i t because we. have -,so- many Kpa1:1 Jn the air, nod that
there is a wF_ may_' drop?one or more of them simply :'hecaus a of
the ~magnjttade_ of=the tas, we have undertaken with the very ~,ftimpy-_re'-t
:ources'.that are available. I Ton't~bel eve. that~MIS 01, should' be
n uatm?to_;goa;,_ of the jFlenc After we have some reasonably adequate
e __ _"Uhat
Management Information Systems we shout d sgoi lb:eyon.o~ that and-de' e" op
i.ng:._Systeni~-)which will involve ,garrii n,g,.. Wathemati cal Amodel i.nc~_; and
other sophisticated aoerati ons -r6serh;;4techni ques. We should have sys-
tems which would permi i; us to "play. ,games .'as a part of the4 ,
making process n -s-e_l ecti ng-all ternative .. I b ~l i eve there is
othi.ng that can; e done to _guarantee absolutelyrthac all of th6_d a to
emen s"-required for a Management Information System Will be"include
in the SIPS data base. That _'iisk:,i_stjnev _tabre and perpetual `but=, I
believe we Diu e mi nimi ='e , i t iby _the ,_con p~etei and thor Hugh apa.l,ysi s we
have conducted of `al,l -rata elements -arid data. _i terj i n the systems which
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relate to the men, money, and materiel resources. "M_a.n.agejtienL.._Inforination
Syystems Will _have their own parameters. unrelated..-io'?SIPS. I would hope
that the remarks I have already made about the definition of Management
Information Systems would suffice in answer to this part of the question
but I will be glad to elaborate further if you feel that would serve a
purpose.
12. QUESTION: Do we assume that a concerted effort is going to be
made in SIPS to provide a fundamental and modular data base
and processing system which is the only means of responding to
the diverse and usually ad-hoc requests which characterize
many management information requests?
I believe I have responded to that in answer to QUESTION number 8.
13. QUESTION: You state that it may be "premature" to discuss
alternatives toward MIS. While this may in part be true, we
will never get this argument past the BOB. Please cite alter-
natives as you now view them recognizing that they may be sub-
ject to considerable change later on. One alternative would
be contractual assistance and development of SIPS/MIS. Has this
alternative been thoroughly explored?
It i s .`fi Emus ure LLLo dj.scuss alternat vest when v.e __o rt_real ly ha
a :coi eptj of an MIS, aid that term itself requires a great deal of def-
inition and refinement. Obviously 'oneof the alterna.tives...Js:=to. dc~.'n6te;-
,,ng1about Management I:'iformation Systems. As far"a~ the Support Direc,
torate` i s croncerried. we presumably will be J ntereste;G n Management Infor-
mation Systems which &!al with the p- r'_ogr_am=tiv-de catEgor
ya-nuthe. com-
mun,ca`ti._onscategory. :Presumably the program y de category would have
the first .order of. pri. ri ty,. The si ccess or failure_,of any effort even
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t9:.deFfn the Management Information System for tni;. program categorzy
Vn l l;. de.pen upon what the Agency does about -ref i.ni n-g the definition
of.."program 'wide" :and . 'hat is done about staggering the pr gram .cyc-1q;
to give the DDS the benefit of the plans and objectives of all program
categories and elements. Early in the development of what is now known
as the SIPS project we considered the alternative of '.coritract f for
services to get the job done. All of the ,ti.terature ;and the best
act ce;"we could get from experienced ADP people in the Agency and ex-
perts elsewherejecojnmendednagainst. contractual services.`bec_auseu.when
systems are implemented and the 'contractor departs the customer is
!-. t:hout. _the_ _compotenc , to operate and maintain them. Frequently this
?ads;=to .per,petual -i nvo''vement with the contractor. Also, all of the
literature and experience of veteran ADP people suggests that system
a alysi.s a.nd design_mks, _be.,done?bjt_,pepple who_;re-currently_knuwledge-
able.;.-of the operating systems of the organization. Moreover, we con-
si der i t .vital tYia ,_the Agericywd_evel.op"a ._br.ctader bas~',Lof competence
in modern technology if we are going to be able to survive in the
modern world. I believe that a1.1_~aE..these:.a:rg:uirents apply qually to
t econsideration of contracting 4for:_the.._de'vel.opment..of _trlanagement nfor
fiatu:Systems Viand I believe, therefore, that ti; e; sfiou Ld' do ;i t oiirsel ves.
If m interDiretaaionof what we mean by Management Information Systems
-s.__~t.a_-we.haveno_:al~ternati;we butt/ to_do it oursel~ S. =0n; Y___q
' - . k _ _ - k - ' ' at is needed to be known about i ntel l i g ?nce production
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S
and collection and our program-wide category to develop Management
Information Systems. :,Jnly.. people, ;i_n _i:h?e_.Support .,Ser-.vi ce_s_.-Staffs have
enough knowledge and familiarity with the elements and structure of
tthe-:r ;Morley 5,_:anci_,_ma tent el d_t ba to be able to deal effectively
with the definition and development of Management Irformation Systems
for this Agency. This i s In oa i;o :,s
however, that we s_h.oul noz';co=
s~.di?~engaging the services of .two._or"; throe
i ghly :_~on petQi~t, exten-
sively experienced and knowledgeable personnel : froir"j-a?_c_ risialti n(r.,.fi rm
to give us advice...and"guidanc6': :L* -d.o fled; bet ievE to/E hould consider
the acquisition of software_pa.ckage such as those cffered by,Li,ng,
Temco::; ar% Voigh :or Informatics, because these are :r,ot -Nianageme.nt _In-
ormation :Systems -t.hey are Informa;, on Management Systems Informa-
ti on Management Systems ca as.e ...to create..fiae in accordance with
stated requirements for data element and file usage. Theya~~ycentro
ta;ge alloctiori and a file can be set up in whatever physical stor-
age medium is appropriate to the use of the information in the file.
Software packages c.a.n..do._fe,,m -iTntena:n:e?)rhere transaction-processing
requirements are transi-ormed into routines to updatc? master files.
They. sar;. do..;.rep"or t,.gen. ~,nat:oii tai', ored to certain United management
specifications using tie files that have been created and the programs
to update them. _ i ariy... )f--thee furicti ons:w., l 1_.be pe formed as-'a-1D-8&.t
o f ,tie :SI.PS _desJ gn. ut I do not believe we are talking about buying
off-the-shelf software packages. W2 wi 1.7 waniti.`lanagement Information
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Systems developed tQ~.se,rve- the-Agency ' s- inforinati.on:.-requicement as
efficiently and effectively as we can make them.
14. QUESTION: How many people will be devoted to the analysis and
the design of the MIS as you envisage it? How will this pro-
cess proceed? What are the arguments in savor/against locat-
ing MIS -!es i gn with SSS?
I would expect about_three..o.r fo.urpeoplg to b?' devoted to the pre-
1irninary.T1.LS._defi.n.iti~~~ and r`ef~noment (people we--do not-now have--in-
w c~ entG' ly,~.: The Lnumbe,.,of people ;tJuat wi 11 be regu red,,ythereafter,wi 1 I.
be determined -by_.the. parameter~:__pf the.,.M-LS and its magnitude. We t{.z.]_
evel~op: a:_project"p-ropo,>al ,which will include a statement of -:objAct_-ves,
,p nail ems;,a:1 ter_nat ues_.,_:.r..i_s_ks_and,._p~y,gf.fs, and a sneci fi c plan for pro-
ceeding task by task thereafter. I believe we have .'L_rady discussdd
the arguments :i n. favor./against .locating' MI.S des i gn;:with,. SSS,;,, The :1 ocat i t
of MIS design will rel-j: e toI, possibly even depend upon, the.-component
which the system is to..ser?e~ There is"no question'in my mind about
the i uca ti on of PSIS tikesign for the Support Director .a ,e with the Su.ppor~t.
Service`-Staff-'because tie are the only ones with the competence and the
knowledge of the data base that will be necessary. !;s indicated earlier
any Management --Informa.ti on-Systemhi chregtri res_:,. ufc rma ;i_,gr__a,hout..men
money:;- or.: n'ateri el wi 11, havb;_to be .devloped n..c.ls_ .co: s bora'U q,ri wi.:ch
lies-Support; Se:rvi.ces Si ffoi n order to provide for the extraction of the
information needed. Presumably, therefore, we will have some influence
on the design.
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15. QUESTION: Please discuss your criteria for arriving at the
input-output terminal device recommendation contained in
your submission.
Our estimates fog terminals were based oriR; car e: ul. ;revsi_e~r, o; ,_i np_u VJ
ti~tpu t - f equi remhr~t:- .'6-enti fi e i n ~absystem_sp-ecj.fi cati 6r
because
this was the most accurate source available at progrEm time. As these
subsystems are merged into systems design the `terr~i.n:al rzcu;x'mer}ti_IT:
:probably :b reduced. W;iendif_.fe.r.ent.:..siubsysterns:withisn.a-'sys-teni_-denti.fi.ed-
the same :input ;or outpu 1 oc ti on we combined their rec{iii rements.~an i;
dentifie_d ;one termina_').if volume and frequency figures justified it.
We have not .attempted.._tu_c.onsol. date