APPENDIX E: RESPONSES TO QUESTIONS ON DEFINITION OF MANAGEMENT INFORMATION NEEDS AND REASSESSMENT OF THE MIS

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP73T00325R000100010028-2
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• Document Creation Date: January 4, 2017
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• Content Type: REPORT

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I~TOR]�;:1:TTG F'AP'_al S-Ti;--C-R-]?-`1' L'ZORICT]~TCT PAP}~;!:~
APPEP~D:LY, E
Appendi x E
_Responsos t:o Cuestions on_De.finition
of.' Nla,nage;nezrt Iztformat:i.on Needs and Re~..~;sessrnent of the M1~S
This appendix essentially sturmis.rizcs the responses, as received,
to quest:i.ozts posed to the Groups and. S'taf'f' and the results of discussions
cari�i.ed otit during the course of the study.
The Gr. Daps, Staff', and Piv?I3 t~rer. e asked to respond to two distinct
sets of questions; the fir. st dealt t�rith the current. P~i:CS and the second _
with management iz~foriizaticn needs.J- Unfortunately, the responses ti�rere
in some cases not as speci.f'ic as might have been desired,, undoubtedly '
due in great pact to the shot�t deadline for the project, but s.t s~ras
f. eft that 'enough good infbrma,tion t�ras pr. ovided anti that a r. e-do for
pus~oses of this study tiaas zzot required.. In addition, a survey on usage
of the ML~, conducted by PSG~AID 'totaa.r. d the end of the last calendar
year., proyidecl some added insi.g}.7ts into the problem, as did d:i.scussions
with IAS concerning its usage o:C, opin:ions about, and desires for 'the
MIS. Although the prob:]_ern mus% be viewed in its entirety and there is
a certain amount of overlap in that which follot~rs, for. convenience this
appendix is subdivided into four. sections: Costs; MIS Input Accuracy;
MIS Output, and Management Informar,ion Needs.
Costs
W:i.th respect to current costs, it was felt that dol.la.r..values
pr. ovided the best, most; coiitprehensive conunon dencminator, although cer-
tainJ_y rnan-hours and. machine time are re7_evant statistics and have been I'
].I1C1t1Clc'.d. RThP,re 'feas:i.ble. Rep~_~.es to specific questions about costs wer. e
~ rece:i.ved in most cases from the Groups and Staff; approximate costs were
inferred ~rhere necessary a,nd tra.z-islated into do1.lar equivalents. For.
exainp_l.e, man-hour costs for time sheet preparation, input output acti-
vities, and MIS coord.inatioxt were converted using the dollar values
found :i.n the PSIS Handbook; where specific grades Caere knc?vn the f igvres
i were converted directJ_y and, in other cases, the average TvPIC grade of
doJ_lars per hour taas used. 25X1
' For. this study, overly detailed costs are not necessary, nor were
they f'eas:ible to obtain in the time period allotted. Such detailed
costs Vrould be required only in the 'rzighl.y unlikely event that ttao or ,_
more effective alternatives Taere so identical in all aspects that the
,F _____
J_. See Appendices A and B.
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+ /1}~periclix T: Responses t.o Gtuesti.ons on Def'in:ition o:C T-1~-in~tif~ement
Irrforn?a~tion P~reed.s and Reassessrnerat of the riIS~
ultimata clec:i.si.on ti�rould be based so.le]_y upon :i.r~crement-a]_ dol]_a.r values. '
The premise is that management, needs certain information, and -there are
' a ntunber of ways in ti�rhich it can be provided. Once legitimate needs
' are established and prioritized or defined at a certain level, ~�rithin
the constraints of availa.b]_e and just:if.able expenditul:'es, only what
i amounts to an ordinal ra.n3.cing of feasible alternatives, those ti~r}rich meet
th.e reauir. ements ti�rithin the constraints, is needed.. That is, the systern
' objectives can be accomplished zeithirr the constraints with system alter-
natives ~, B, and C and not D or T'; therefore choose a7_ternative B be-
' cause it does the job and is less costly than A or C. It is not neces-
sary to say how much less, that is, to know 'the precise costs, but only
to say that the ranking according to costs from highest to lowest is A,
C, and B.~ (Of course, at least conceptually alter. native P might be a
� significantly or totally manual systern. Some other reasons, among
many, for'not including precise costs are that MTS cos-t,s can vary from
period-to-period, that is, they are not. standard so certain assn?nptions
must be made; hardware costs are to a great extent sank costs making
the~only relevant measures functions of availa.btc machine. time and~or
work precluded by the MIS or .other systems; estimates of man-hour costs
for a totally or signi.ficarltly manual system tirould indeed be very rough
estimates since they must be pied:icated upon the system configuration
which, of course, does not no?�r exs.st, and it ~.s most difficult (again,
particularly in view of. the time frame for the study) to impute a dollar.
value to management information, particularly in this non-profit environ-
ment.
~ If purcriased, computer tune for. the MIS would cost abC~utO
per year at 'the current rate Ke unch t:cr??e is about
� 56 hours per ti�reelc at an aver. age salary of per yea,-r. .
The AID functions of input~output~ma_i.ntenance dissemination cost about
0 annually, and the cost of fi]_ling out tune sheets in AID is esti-
mated. to be about The F'SG~R~:RD annual costs are about 0
for time sheets an~ for I~O. TSSG annual costs are estimated
� to b or time sheets and~or I~0 activities. I1!;G annual
' costs a.re about for. time sheets includes D:C~1) an or
I~0 activities. 0 DIR and PPD Staff annua]_ costs are abou f: or
both time sheets and I~0 activities. ~~'he total a-nnual cos more .or less
dirECtly attributable to the MIS them is about it, i.s fel~L that
thi.S is probably a very conservative esti.mate.. F'or obvious reasons,
� ILLS input time has not boon included in this figure. Or looking at i.t
in another way, less co?neuter costs, the Canter expends about 12
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~~OFllCLPiC, PAPER S--T;-C-T;~-,,�-T T~IO}~Ii:CPiG PAI?FR
Ap~?endi.x E: Tiesponses to C~ues-L-i.ons or_~ Definition o~F' R1ana.gcment
Informa_Lion I~TeEds and Reassessment of~tb.e b4IS__._
(NPIC average grade) man-years on the NITS. The original cost of
analysis and prograzrrning, botl~z in-house and contractual, was no�L avail-
able; tzowever�, the contractual effort b~ amounted �to at least
six man-�years and the total NFIC contribution was at least double that.
MIS Input Accuracy
Concerning input accuracy, which is at least a function of the
structure or procedures of. the system, the emphasis placed by manage-
ment upon the system, and the care frith which. inpu'c data is verified
for accuracy, TSSCT commented that time sheet accuracy for the Group
ranged from "meticulous to m.eaningl_ess." It fuY~ther cornrnented:
"The time of those employees primarily engaged in direct
project work is i'airly we1.1 recorded. 13ut much of the Group's
resources is expended against general overhead, and time is re-
corded rather casually. Probably the greatest detriments to
accurate time charging, t~rhere accuracy is aspired to, are the
practices of filling out time sheets weekly--so that many de-
tails are forgotten--and. the cornplexi_ti.es engendered by the
multiplicity of project numbers and act'~v:i_ty codes. Qveral_l,
the major. factor behind poor reporting is lack of incentive.
This is the same problem t�ridely recognized and often discussed
in terms of lack of understanding rega.:rding the Sys�tem's capab:~1-
ity and utility."
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PSG comments with respect to input accuracy can be surrunarized
as tol_1_otas: AID, estimates a 95~fo level of accuracy; R&RD, the physical
recording of project numbers, activity codes, hours, component, name,
etc., are entered with about 85 accuracy; RD, accuracy is as good as
j a quick check. permits. R&RD elaborated upon the accuracy subject, say-
I ing essentially that, despite a corzsci_entious effort, as a service
organization many of its activities do not f. it easily into the MIS for-
mat; for exarnpl..e, project numbers furnished to the Division must be
' verified for accuracy but project listings are usually out-of-date,
the Division often supports very current p-r.ojects o-r "pre-requirements"
which are rejected by the computer, people often forget project num-
hers when requesting service and priority -r.equests cannot be denied
., for lack of a nurzber, etc. RD added that most inaccu-r.acies occur as a
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_A.~upenciix 1;: R~spons^s to_C~u_est~.ions _on Defi.n_9_~t.ion of I~ia.na~;ement.
]:nf'orrnai.ion Piceds a,n.d },eassessment of the Ai:I:S -
result of transposed nutiibers; incorrect sp]_its ,assigned by ori.g:inat:ing
colnponerrts; inadvertent dropping of :Legi-%i_mate splits; f.la,grant misuse
of con~tinuinU project nwnbers, a.nd a lack of understanding on the part
of the individual employees of both the i'LUZCtioning of the System and
its purposes. '
' The PPB Staff a,nd the )/r-1B expr. essed cancer. n about the accuracy ani ,
9.n ce.r.tain cases, lack of input da.ta,, reflecting at perhaps amore
aggregated level the concerns of. the Groups as pointed out. above. TEG
cate~orired MIS input as "not accurate".
MTS C>u~tput
CZu.estions were asked the Groups and Staff concerning MIS output,
the uses 'to which it is put, its timel_i_ness, and additional des%red
reports.
7'SSG receives the fol:Loi�~ing ]_istings: active projects; component
time a,ll.ocation; cancelled projects; completed projects, and active r
projects by component, It commented that these are "...low-leve]_ manage-
ment tools to }:eep track of active projects and employee activity."
During the previous year, TSSCT also requested two special listings for
costing studies. It recommended that, if the MIS is retained, manage-
ment be griven 9_n.structions a_n its usage. ~ �a '~
With respect to output, PSG~A:CD components receive the i'ollowing
Listings: active pr. ofects (two copies); component time allocation (t`eo
copies); active projects by component (tti�ro copies); comple~:ed projects
(two copies); cancelled projects (two copies);- and incorrect input (oz7e
copy). It commented that actual usage of these 1i.stings var;_es by com-
ponent; however, most components agreed that the information general]_y
is not timely enough and that there are too many project numbers and
activity codes. A certain amount of non-routine output has been reques-
ted. by AID for special studies, and an additional regular report giving
computer u~til.i~ation time for peripheral equipment would be useful.
,PSCr~R&:RD Branch Chiefs routinely receive the component time alloca-
tion and active project listings; the~Division office receives the above
plus Clptions 1, 3, 5, 7, a.ncl 10. Certain special requests for output
have been levied by the Division :in the past, The active project listing
is used to monitor projects and check the validity of project numbers.
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1'7OHKIT�'~; }'Iil'i~1: 5..E-C�-Z.-I.-T ~~lORK1:PJG 1-'/1PLR
Appencl:i.x E~ Res;~onses to G`uesti.o?ls_011 Defln~.ti.o__n of I~~iana,ge_ment
Tnf'arrr_at:i_on Dieecl.s and-Reassessrnen~t of the b~I_I:S
Component time a7.7.ocat:ion is used to assess ~thc acti.viti.es of Division
employees. The other options are used mainly to compile monl;hly running
totals of regular and overtime activities by project block. These totals
' ale portrayed graphically; hopefully to reveal significant trends sho~,ring
production gaps, slippages, or deficient reporting zitethods. PSG~R&1?D
commented that statistical information derived from MIS output i.s used
in the budget cycle and for special reports, but the inaccuracy of MIS
information "...may lead to false conclusions, particularly regarding
' the various support activities of R&1tD. '1.'hi.s has occurred several times
in the past because of the inability �to relate, in any meaningful way,
projects to activities to products a.nd finally to man-�hours consumed.
' Our records have been kept manually and a.re.accurate, but they are not
as acceptable to top management, as an inaccurate machine run."
' PSG~RD receives the following Listings: active projects; component
time by project and activity; incorrect 5.nput; completed projects, and_
-' PPdB scheduling listings. Each RD component now uses these ]_istings f. or.
various purposes, but with the exception of the active project 7_isting
anti the PiiB sch.ecluLing report, the information is mostly h.istor:ical
ancl; is used only for predictive purposes. RD added, "The information
never seems to be timely enough to answer questions regarding project
costs, overhead, or activity breakdot~ms. This is not necessar9.ly a
fault of�the NITS but rather the fact that the information seezits always
to be needed by top management before it is actually available. Cost
data has been requested o).Z~an ad hoc basis in the past but could not be
interpreted correctly because of. insufficient information in the MIS
1 record." RD feels that anladdi.tional, timely Pi~B Listing for. purposes
of project estimating and scheduling is needed and that the value of
the MIS could be enhanced~if a "reorientation" oi' individual employees
totivard the MIS trere made avai].a.b]_e .
TEG "conducted a thorough reviet~r" of the MIS and found "its use
limited because of its very narr.o~�; reporting spectrum." The Ciroup called
for "an expanded MIS system," saying that "ti�Tnenever staff papers, budget
reviews, yearly summations, etc., must be prepared, IEG ntu.st c~ompi.le its
statista_cs through manual methods and f.ind.s these methods leave much to
be desired." The output desired by IEG is covered belo~~r under the dis-
cussion of management information needs.
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Appendi>: }s: hes~ponses �l.o C~uestions on Defin_i_ti_on_ oi' D1a__nagement
-~~_~ Izll'orma~tion Needs a,nd Rcassessnzent, of the Ni:LS-~~~
The PPB SL-a:Cf has certain routine output requirements in order. to~ ,
accomplish its functions (e.g.; situation reporting, CC~~1II?.~ quarterly
report, budget cycle d.ocuznentation, etc.), and it must ans~~rer a number
of ad hoc requests based, at least in part, upon MIS data, ranging from
in-o_epth analytic studies to brief responses to specific one-shot ques-
tions posed by the O~DIR. You are quite familiar with the scope and'
content o:C' tha.s wor}~, so the details have not been i_ncl.uded, Specifi-
cally with respect to NiIS output, the PPli Staff fee]_s the inaccur. acies
of~nput are also applicable to output, the levels of retrieval are
cl_tzrn.sy, ski.1_l~a.ctivity codes are poor, weekly reports need. revision,
timeliness is not adequate, product reporting is next to worthJ_ess, the
DIA~CIA time reporting problem needs resolution, the category canes are
obsolete, there is useless information. in the system ~ahi_le, on the other
hand., there are very significant information gaps; i.n short, the entire
system needs attention, including revision and~or eventual replace-
ment and the solid backing of all levels of NPIC managernerrt and supervision.
The PM13 finds the MIS impractical for. its uses. A special re or�t
format incorporating the desires of the PM}3 was written by 25X1
~~of the PPBS; ho~~rever, the PME3 still finds its information re- 25X1
quir. err~ents unsatisfied and now reconu!ends one of two alternative report-
ing systems, one being areal-time reporting system and the other being
a graphic approach to forecasting showing estimated and scheduled man-
hours versus projected on-hand strengths,
IAS makes positive us~ of the MIS and can cite examples of decisions
based upon MIS data. Speci.fical.l_y, IAS uses Pf1IS data in combination with
a manual system., ti�rher. e applicable, to generate. the fo_llovring standard
reports: Five-Year P1_an of the Imagery Analysis Service; Summary of IAS
Workload (Monthly); Ne.�r Projects in Work for Period---(Week1_y); and
Charts (~,uarterly and Yearly) sho~�ring IAS Division of Labor. (PI time)
by consumers, geographic area, and subject, IAS obviously hasp a good
deal. of confidence in the IAS portion of the MIS output, and it is used
by IAS top management, Ho~�rever, this was not accomplished without effort;
the Service spent considerable effort on tightening up th.e system, par-
ticularly the activity codes and project establishment, and conscientiously
validates input. In IAS, the top management requirement that data input
be accurate has been and is explicitly made known. (This is not univer-
sally true within the Center, )
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Z~lORiiIP!G }?A}?I~R 5-E--C-T~-}s-T L'JORi:II~;C~ .l?APt~~R
~1.ppend:i~. L: Responses to C,?uc~st:ions on Def:'inition _of I~4a.na~;oi7iezlt
' lnf'orrn~~tiozl P?eed_s and Reassessment of the T%1IS
It was men~~ioned that, at the close of ~;he last calendar year,
PSC7~A:CD ran a survey vzz the "Usefulness of St,andaz~d Management Infor-
m~,ti_on System (MIS) Reports." At the time, 17 standa.rcli~ed reports
were ava.:i]_able, 10 on a, regular basis and seven on an ad hoc basis.
' Respondents were asked to categorize reports according to "Presently
Useful, No Present P?eecl, Ulould Like to Receive, and Di.d Plot Y~ZCTrr Report
Existed." Replies were received from all the C=roups, the PPB Staff,
anti. 7.AS; specifica].1.y, of the 6g 1VrJ:C organizational eJ_ernents listed
~ in the biIS Handbook, 39 replied, including a sir�nif'icant portion of
the substantive components. In this samp]_e, ofvthe 17 reports avail-
able to each of the Z10 potential users, responses were received indi-
� eating tl~zat the reports were of use in 30.1�f of the cases. That is, of
the sample space of 680 (l10 components X 17 reports = 680), on]_y 30.1�f�
of the replies indicated a report to be either "Presently Useful" or
_ , "Would Like to Receive"; 6g.g�f of the a,nsti~rers indicated the report to
be of: no use. Simi]_ar1y, of those ].0 reports regu]_a:rly available, 35.8�f�
' of the responses indicated a use for the report, and 61+.2� indicated no
use, and. of the seven ad hoc reports not regv.larly disseminated, 16.g?1
indicated a use for the report and 83.1 indicated no use.
� .Management Information Needs
Willi respect to management informat9_on needs, J-~'CT expressed ~a desire
that the f. oll_ozaing data elements be included in the b4IS
1. Target information -- Number by mission, collection
system, and geographic area, canpleted weekly, monthly, and
yearly; number added and deleted ~�reek]_y; number by country,
reporting phase, mission; number in each basic report categox�y
and completed quarterly and yearly; nun-~ber. of. NAC and IDO by
mission and system, monthly and. yearly; on a real-time basis,
number to be read out on each mission and IEU progress in com-
pleting readout.
~ 2. Publications -- Number by type, monthly and yearly;
number of pages by report type, monthly and yearly; number of
� gr. aphics by type, rnonthl.y and yearly.
3. Briefing Boards -- Plumber by rni.ssion, system, azid
geographic area rrionthly and year7_y; special boards by type,
� monthly and yearly.
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~~IC~~I.II~?G 1'A~''t~Z S--L-C-R-E-T j�10RiC1:1VG }'A:f:'I~.,R
Appenciix 1:: Responses to C~uestions on llef'init:i.on of_ J~7ana~emer_t
Tnfo:~~iiiat~ion Needs a.nd Reassessment of the IrII~S
. ~-E. Month7.y First- and Second-phase Statistical Report --
.Number. of targets by cotultry a.nd reporting phase, and target courts
i~ by mission as the exploi_ta.tion and report:i.ng are completed.
S. Processing -- Trleekly to~;a,7_ of units r.ecei~Ted in PCS~:IT';G
categorised by processed, forwarded, and pending; weekly tota7_
of briefings conducted with preparation and presentation time.
6. Visitors -- P~amber of visitors a.nd time spent on tours,
briefings, etc., mon~thl.y and yearly.
i7. Scheduling -- Plan for areal-time system to show progress
toward comp7_etion of estimated level-of-effort to complete a given
project with daily ou�L-put sho~;�ring, for example, First-, Second-�,
and Third-phase project time, briefing time, leave, training,
etc., by section, branch, division; that is, daily information
available to managers and supervisors each rnorriing to help them
direct or reassess the effectiveness of their operation. The
� computer. could provide machine runs to show, for example, a week
� or month ahead, the time needed to accomplish First--, Second-,
� - and `third-phase reporting and other tas}~s, such as briefings.
8. Aircraft Missions -- Number by type of mission, footage,
-- and geographic area, .received and completed daily, scree}cly, monthly
and yearly. ~
~ I~;G added that, if current on a daily bas:i.s, the MTS ~rould be a
� main production control tool and cited an exi_sti.ng example of such a
system (AC 1C, St.Loui.s). Such a ca.pa.bi_lity irould allow management to
} adjust schedules in time to avoid production problems. IEG concluded,
"Until the system goes on a more real-time basis, the information that
is entered is not accurate because the average P}P7:C employee only fills
., out his time sheet once a week and this creates errors, thereby malci.ng
the system ineffective except for general studies to sho~~r trends or his-
tori.ca7_ i.nformati.on."
PSG~AID, in considering management informatii.on needs, cited that ~`
it noti~r uses certain routine I~ri1S outputs .(active. .project list, component '
time use, active projects by component, projects completed, cancelled
-~ projects, and incorrect input notices) for the purpose of determining
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Append:i.x }?: Responses +~~o Cuest;i.ons on Dofinit:i.on o_:I' l,a,n~L~ement
- Inf'o~~inati_on }~Tceds aril Rcassessrnen'c-.of tize i�~:IS ~-
� if the NITS is current and to verify projects~rec~uests 1.ev:i_ed on the
component. Three 1z 777 Branches were mentioned as haviziz; requested
spectia.7_ runs far time studies on particular projects. The Division
commented t}.tat, with the exception of the active project listings and
certain ad hoc output, :it feels the NiIS information is not corr. en.t
' enough. It corzcl_uded, "7:n the case of AID, it is essentia.l_ that rnanage-
men't }snows at any given. time its rnanpo,~rei~ azid machine allocation. This
is important in the scheduling of tasks according to pr:i_ority with the
capability of handling crisis--type projects upon demand."
PSG~Rll r.egularl.y rece:i.ves those reports listed previously, p7_us
time reports on specif':i.c pro~ec'cs on an ad hoc basis and the PAiB esti-
matting and scheduli.n~ listings. There uses are chiefly as a htis'torical
' record for project costing, as a basis for future personnel strength
and~or .overt:ime requests, and as a reference tool to rna:intain the accu-
racy of ti.ndividual t:i.me sheets. The Piti1.B rtu7s are used to determine
project status, to improve estimating a,nd scheduling methods, and to
provicie a x�ecord of committed 'time by activi'i.y versus availab7_e time.
The llivtisti.on stated, "tiJith the exception of th.e active project listing
anct ad hoc requests for total time to date for spec:lfic projects, the
avail_ab1.e NIIS information :i.s of Little use to RD personnel. A11. of the
MIS statistics care obviously be prat to some use but, as far as the various
opttions a.re concerned, one system of reporting time charged by project,
component, and activity should be sufficient for all." RD expressed the
hope that, th.rougl~i-the PMB vehicle, eventually all of those projects that
can be estimated and_ scheduled will be, so that "we can then deal with
the ad hoc, non-scheduled, almost daily crash projects, such as PSG~Rn
support to the CIA budget and to NRO," t;he inzmedia,~e goa.]. being "...to
have the capability to manage our seemingly endless crises more purpose-
f1z1_:Ly." RD closed by offering a concept of future operation of an MIS;
"The'ulttunate in availability of MIS-type information should be built
into the futw~e I:CS. A manager, si.tt;ing at a console, should be able
to determine the status of any project at any time merely by flicking
a switch. The idea, in any event, is to obtain essential information
r.egardin~ production plann:i.rig and management on a near real-time basis."
PSG~R~~,}:2D uses both manual systems and the MIS to comptile stat_ i.stics
mainly rel.a.tive to products and requests processed by month. The MIS -
has i~.o capability for clocking processed requests or backlogged material,
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v?Ol?1CII`d~,: :c'1`,:i?f?~it S-}~'-C-R-F-'J.' ~ L��10i2I;.1:T]G T'ILPi~R
Appendix ]?~: P,es'l~oztc~~s t�o Ruestiions on Dci'ini.'Lion c_f. A4a.zl:~.r=;erncnt
_ Tn.formation 1`deec?.s and_ P..eassess!r_ent of the P'i:CS
and certain stati.s~L:i.cal. information is maintained lnanual.l.y for cornp:i.lation
of mon'Lhl.y repo-r.ts. In view of the above axid_ the M1:S outpui, utilized,
as mentioned previously, R~.RD cottuuez;ts, "Because of the basic structure
of 'Lhe M1:S and the dii'f.'icul.ty the Division ha.s in parti.c:ipating i.n ~.t,
most of 'Lhe :i.nfbrma.tion derived. from the system i.s of little value.
For our }rarposes, i t i s azz inaccurate and inadequate picture of our
activities because the basic data put into it ~.s distorted in order to
con:forrn to the pattern set. We use ti.rn.e sheet data to match with statis-
tical inforrna.tion kept nzantzally in order. to arrive at an average fi.gu3~e
for processing materials o-r ans;�rering research. and reference cyuestions.
33ut ti�rith tine knotien inaccuracies of input, the resultin`� inaccuracies
caruot be ~coz~sidered a.s anything mor. e than an estimate . Much of the
information contained in the various option runs reveals ozil_y that an
individual is performing the duties for which he eras hired.." The Divi-
sion stated t}~la.t it needs basically the kind of data it no~~r conrp:iles
martially, and oi'ten on an immediate basis, specifically, numbers and
originators of requests for services; types and nurnbex�s of materi.al_s
proces~:ed, on hand, and d_i.ssem:inated; regular and overtirnc allocations
to ~;hese activities; a print foz�rnat to relate time, pr. oduct, activity,
and r. equester. , anal :i.nforn;ation. on the inter-relationships of projects
among various r.esponsS.b.Le components. It, would l:i.ke to have the capabil-
ity for on-line display or printed ~;raph:i.ca,l forms of this information.
R&RIJ summarized by saying that; management informat:i.on is needed by the
Division to give an accurate picture of its over. a:Ll services to the Center;
to identify the- chief users of Di~rision fac:i_lities; to develop service
'Lime statistics; to develop trend information so appropriate a.ctlon.s
can be ta.}Len; to p1_n.n for the fu.tu-re; to provide standards' for. compa-r_ i-
son with similar facilities in other organizations, and .to provide ,~ ~, ~;,
higher management with the information it needs for p1_anzting. ri ...~ ._~ ,% "~
In responding to the quest:i.ons on management information needs,
TSSCT noted that the Group,. aside from SSD, has only a few formal systems
for obtaini.7:~g and ma9.ntaining i.nforraation. This is a funct:i.on perhaps
of the facts that the Group is srnal_l in size, is charged with activities
of a radically diverse nature, and has some strict compartmentalization
because of security, all of which encou_ra,ges many person-to-person infor-
mation ex_changc~s. Also, the Support Services is regulated by DDS.proce-
dures and has ~�rhat i.s tanta_mount to a separate information system. Aside
from records kept for DDS activit:i.es, the main TSSG information files
,,
.~
a
i
cozicerzl personnel and project status. These files may be largely overlapping
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A~~pcncli~~ E: Rcspon~-c_s_to ~iest:ion_s_on Def:i.nitc~n of I~a.n_a.t;cment
]:z,.fbrraat.ion Neecis and Reassessrnen~L-of the P~iIS
and r. eclunclant, brit they arc manual, rudimentary means of keeping manager. s
aware of wlicre t}.Zeir. employees are and what they are doz.ng, what tasks
are pending, and whether deadlines a.nd.cost es'Limatcs are being met.
TSSG commented that, for a.ll i;atents and purposes, "...th.e people 3.n
this Group do not use the MIS. Furthermore, most managers have only
vague notions about the System's capabilit:i_es." The Group suggested
t}lat a "NI'IC Data Center," keeping both manual and machine records,
rn:i.ght answer some Center problems and obviate duplicate files to a cer-
taizi eytent. The stated TSSG mazia,gerial information ne~ ed,~s na-r.e~;,
,~-,,...._.....m,v-,.~,.~..e.~ _
1. New Co].lect:ion System Data -- For P1az1n_ng R&D Pro grams
and Center operations,
2. Higher. Management Po]_icl.es and Objectives -- A se.lf-
evident need, bu�L oz.1e which some managers feel is often
overlooked,
3. Status of Projects -- In `TSSG, emphasis is placed upon
ascertaining and documenting the status of R&D prof-
, ec'Ls, Each manager must have available certain
project i_nforrnation; although some smaller cornponen.ts
tend to re]_y on memory for. the information, the most
` orderly andlef'f:icient keep some written records regard-
; less of: sire,
!E, Contractor Stl,ndar.ds and Performance -- Cvrrentl.y, this
�~ need ~.s rnet~ by information recorded mainly in individua]_
' ~ pr.oject files; such a file should be part of the Agency-
] wide systems being developed by DDS&T and O~L.
i
5, File of Technical Specifications -- A library of "boiler-
. plate" papers giving routine passages in development
objectives and specificat:i.ons, I
6, 1\'P1C Equiprnen'f; Inventor. ies -- An inventory `~ri.th consistent
terminology g~.ving items on hand, age, cond__ition, main-
tenance requ_irem.ents,~and technical specifications such
as size, weigh'L, a.nd power needs.
� 7. Mission Schedules -- Size, type, and date of anticipated input,
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~rol~l:Il~rcT PnPI~ s-}~,--c- ~�-r~~-2' ~ao~~l.Il~~~~ PA~:~:i~,r; S.
.~
Appndil E: }responses 'i,o C;t?csti.ons on Dei'inition of Management .t
lni'orrna.t:i.on Tdc~eds~and l~eassess,nent of the P�1:CS - ~
~3. Pei~sonriel Locator and llttendazice Records -- `l'he need is _
we11 establ:ished,and_ being met, but rot ei'fi.cientl.y
since many duplicative files exist.
Tl'ie specif.'ic needs of the P~~IB iaere mentioned under the Output
~ section; ~ssen'ti_a1:Ly, this comer. ises near. real-time reporting of avai_l-
abi]_ity and uf,ilization o~ resources versus orz-hand and estimated require-
, menu and other va~,id tasks. Obviously, this i.s both an accounting and
forecasting function.. PPB~RAD now accurately forecasts satellite mission
~ processing man-hour requir. ements, based upon r_u?nbei�s of. targets, for the
I PMI3 using MIS data.. In add'~tion, the PMB is moving toward better fore-
casting for the other 1`uTP categori.cs or whatever mea.ningiti?1 breakdo~rn
of Center ~lactivities is devised in the future. The PI~]B needs data in
a timely 1;ashion to greatly improve both the accounting and forecasting
capabi.lit5_es .
The needs of the PPB Staff can be divided into routine and special_
or non-routine. The routine needs are the data and properly formatted
output .relevant to the budgeting cycle and 'the five-year planning and.
progran?rning effort and the data, to keep the O~D1R and other legiti_ma,te
author.i.ty adequately informed concerning operations, current and future.
Although these may appear to be .rather straightforward requirements,
they ar.e complex endeavors which require accu-r.ate measurement and re-
porting of resources and their uses, c]_a.ssified at least three ways
(dollax�s, human resources, an~a materiel resources) with a crossti�ralk
capabi_li_ty, meah:ingful assessments of the future environment and its
demands upon and resource impli.cati.ons for the Center, and `policy and
plans to meet these future requirements, expressed in appropriate units
of resources required. The non--routine or special needs are more diffi-
cult to assess, which implies a significant degree of flexibility in the
data, base and the system with respect to content and input anal output.
IIo~~rever, certain data needs can be foreseen and incorporated in the sys-
tem'with the assurance that the expense will. be less than the benefits
to be derived; other needs must be carefully weighed, cost versus benefit,
before they are routinely incorporated.. And one other capability, not
now present in the MIS, is that the results of certain significant special
studies, including the data. generated, must be incorporated in the system.
It is also worth mention than;, to a greater or lesser extent, within
- the Groups certain scheduling and production controlmechanisms exist.
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Appcnd:ix 1.: Responses ~i;o