CIA FIVE YEAR ADP PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04723A000200020013-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 47
• Document Creation Date: December 12, 2016
• Document Release Date: August 30, 2002
• Sequence Number: 13
• Publication Date: May 15, 1958
• Content Type: SUMMARY

Approved For Release 2002/09/- DP78-04723A000200020013-9
CIA FIVE YEAR ADP PLAN
Pa r'
SUMMARY 1.
A. Purpose and Scope . . . . . . . . . . . . . . . . . . . 1
F>. Principal Findings . . . . ? ? . ? ? ? ? ? ? ? ? ? ? ? ? 2
C. Growth of ADP . . . . . . . . . . . . . . . ? . ? . . . 5
D. ADP Planning Assumptions . . . . . . . . . . . . . . 7
F.. Agency ADP Objectives . . . . . . . .. . . . . . . . 9
Projections for the Future -- FY-1969 - 1973 . . ] r.
G. Alternatives for the Future . . . . . . ? . ? . ? ? ? iy
h. Recommendations . . . . . . . . . . . . . . . ? . . ? 2
T:. MAJOR AGENCY ADP ACTIVITIES . . . . . . . . . ? . . 2
A. Program Category Analysis ... . . . . . . . .
B. Planned ADP by Directorate,
Office and Major Projects . . . . . . . . . . . . . . . 2t
Intelligence Directorate. . . . . . . . . . . . 3 2~
Support Directorate . . . . . . . . . . . . . . . . 36
Plans Directorate . . . . . . . . . . . . . . . . . 39
Directorate of Science and Technology . . . . . 42
APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . 4.
Appendix A. Computer Inventory ? ? ? ? ? ? . ? ? ? ? ? . 49
Appendix B. ADP by Program Category . . ? ? ? . ? ? 51
Appendix Comparison with ADP at the . . ? ? ? ? .
University of California . . ? ? ? ? ? ? ? ? ? 55
SECRET
1 5 MAY 1968
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
 Approved For Release 2(;Q~Ai i )Dlkl ffPb -b44723A000200020013-9
LIST OF FIGURES
Title
Growth of ADP in the Agency . . . . . . . . . . . . . . . . .
Page
Total Agency ADP Costs . . . . . . . . . . . . . . . . . . . 15
Total Agency ADP Manpower . . . . . . . . . . . . . . . . . 16
4 Major Agency ADP Projects, by Priority . . . . . . . . . . . 21
Alternative 5 Yr. ADP Programs -- FY-1969 - 1973 . . . .
ADP Cost by Program Category . . . . . . . . . . . . . . . .
22
7 DD/I ADP Resources -- FY-1964 - 1973 . . . . . . . . . . . 29
j DD/S ADP Resources -- FY-1964 - 1973 . . . . . . . . . . . 30
1 DD/P ADP Resources -- FY-1964 - 1973 . . . . . . . . . . . 31
0 DD/S&T ADP Resources -- FY-1964 - 1973 . . . . . . . . . 32
ADP Resource Use -- Intelligence Directorate . . . . . . . . 34
I2 ADP Resource Use -- Support Directorate . . . . . . . . . 37
13 ADP Resource Use -- Plans Directorate . . . . . .. . . . . . 41
14 ADP Resource Use -- Science & Technology . . . . . . . 43
15 Computer Inventory . . . . . . . . . . . . . . . . . . . . 49
16 ADP Program Category Analysis . . . . . . . . . . . . . . . 52
17 Projected ADP Development
CIA vs University of California . . . . . . . . . . . . . . 56
CONFIDENTIAL
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
"the next thirty-three years may well be known as the age
c ? .ecL onics, computers, automation, cybernation, data processing,
some related idea".
"This whole area is current:ly abou? '.e most cynamic and volatile
> our technologies. As a result, when o ,.? spec .alisL declares that the
..;.ipuLer gives signs of becoming the contemporary counterpart of the
am c,igine that brought on the industrial revolution', and another argues
t l-, the computer represents, an advance in man's thinking process as
r,.: -cal as the inventio i of writing', one i_ not irritated by the grandiosity
.,ze claim, but only by what. has become its obviousness. The capacity
c he corr,nuter ultimately to effect a dramatic extension of man's power
,v.:r his environment, as well as many other social and economic changes,
;,y now obvious to all. "
".... the computer can be viewed as the most basic tool of the last
jl ~lze twentieth century".
*Hcrman Kahn, Director, H-L.cison Institute and Anthony Wiener,
e Year 2000", The Macmillan Company, New York, 1967.
 Approved For Release 2002/ 1.%C` -RDP78-04723A000200020013-9
SUMMARY
A. PURPOSE AND SCOPE
The Agency five-year ADP plan is the first step in creating
the comprehensive program needed for Agency ADP management,
operations and development. As such, this plan contains the first
comprehensive fact finding survey of the present status and trends
in ADP, for the Agency, as a whole. Major recommendations include
the formulation of an explicit ADP program within a modified Agency
program structure, and the adoption of improved procedures for ADP
project approval, reporting and management, as subsequent steps.
This plan and its recommendations are responsive to the directive of
the President's memorandum of June 28, 1966, which states in part:
"I want the head of every Federal Agency to explore and apply
all possible means to
- -Use the electronic computer to do a better job
--Manage computer activity at the lowest possible cost.
I want my administration to give priority emphasis to
both of these objectives -- nothing less will suffice.
The electronic computer is having a greater impact on
what the Government does and how it does it than any other product
of modern technology.
Clearly, we must devote our best efforts to managing this
large investment wisely and with the least cost. "
Approved For Relea
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
The impact, trends and importance of ADP in the Agency
are suggested by the following major findings:
Magnitude of ADP Activity
FY-1968
25X1A
25X9
annual cost
FY-1973 (Projected)
annual cost
I ADP personnel
8% of total Agency & Budget
8% of Agency personnel
20 IBM 360/65 equivalents in processing capacity
FY-1980 (Projected)
25X1A
Growth Rate
1964-1968
30% Annual increase in $ cost
15% Annual increase in ADP personnel
60% Annual increase in computer capacity
1969-1973 (Projected)
11% Annual increase in $ cost
9% Annual increase in ADP personnel
25% Annual increase in computer capacity
25X9 DADP personnel
5% of total Agency & Budget
5% of Agency manpower
45 computers, equivalent to 7 IBM 360/65's
in processing capacity
25X1A
Approved For Release 2002/09 . C__-RDP78-04723A000200020013-9
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
Major ADP Systems
A partial list of major new and expanded ADP systems
planned for development and, operation during the period.
1969-1973 includes the following:
NPIC Integrated Information System (IIS)
DD/S Support Information System (SIPS
o RID Central Retrieval System
to OC Automated Communications
L-, I
o OCS Central ADP Services
o ORD ADP Research Development and Engineering
Complexity
ADP is inherently complex, both organizationally and
technically. Individual ADP projects frequently involve
several different offices, directorates, or other agencies,
and. cut across normal organizational lines. In these
circumstances, the project form of organization and
management rather than routine line organization or loose
coordination, is frequently required.. The technical complexity
necessitates a great amount of detailed planning and analysis
to select optimum methods of system development, and ensure
cost-effective, -implementation and useable results. There
are many risks which can jeopardize the effectiveness and .
economy of major ADP projects and. these can be minimized
only by detailed planning and. analysis. For these reasons,
ADP projects warrant elaborate planning and intensive manage-
ment attention.
SECRET
 Approved For Release 2002/
f f A-RDP78-04723A000200020013-9
8E
Essentiality of ADP
Many important Agency tasks such as certain
collection, image processing, communications, and
foreign missile and space analysis, are aboslutely
dependent upon ADP for their accomplishment. For
other tasks, ADP contributes timeliness,, accuracy or
economy. In fact, there is hardly an office, program
or project in the Agency, to which ADP does not make
a direct contribution. Currently and. in the future ADP
represents the single most potent and pervasive means
for improving intelligence collection, processing and
production; for economically performing administrative
and support tasks; and, for improving management
information and. control. Further, the Agency's competitive
advantage over hostile intelligence services will be increasingly
influenced by our effectiveness in exploiting ADP techniques.
-4-
Approved For Release 2002/09/0 ,SIP78-04723A000200020013-9
~,::1:
 Approved For Release 2002/0 bvi 'CiA-RDP78-04723A000200020013-9
Very rapid growth is a principal characteristic of ADP, in
the Agency, the government and the nation. Total Agency ADP
activity has grown about 30% annually, between 1964 and 1968, as
shown in Figure 1, opposite. Within the U.S. Government, for the
same period., growth has been about the same as for the Agency
and for the entire nation it has been approximately 45% annually.
This growth rate is the direct consequence of ADP being
the most effective solution to many rapidly expanding problems,
such as the "information explosion, " the control of world.-wide
activities, increasing technical complexity, and. administrative
functions.
The success of modern collection systems and, the vast volumes
of data which they acquire, alone place a huge burden on the Agency's
information processing capabilities. Without the timely and accurate
processing of this data into useable intelligence, the collection system
alone has little value. New collection systems will further expand the
volume and improve the timeliness of information. Expanded and
improved ADP offers the only feasible means of performing this
essential processing.
In Section F a more explicit projection of planned future ADP
development and growth are presented for the period. 1969-1973.
SECRET
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
D. ADP PLANNING ASSUMPTIONS
On the basis of Current trends, estimated future requirements and,
planned developments, the following observations, projections and
conclusions about future Agency ADP (FY-1969 - 1973) can reasonably be
made.
The President, Congress and the Bureau of the
Budget will continue to press for wider application, greater
efficiency, and economy in the utilization of ADP resources
and for demonstration of improvements and. accomplishments
in ADP management. The trend toward development of large-
scale and. complex intra and. inter-Agency systems (COINS,
TOD, etc.) will continue and. accelerate. There will be
increased. emphasis on managing, planning, and reporting
ADP activity.-
The ADP state-of-the-art capabilities available in 1969 -
1973 will permit significant improvements in the effectiveness
of intelligence collection, dissemination, retrieval, processing,
and. production. It will permit economies in many administrative
tasks, and. it will make possible major improvements in manage-
ment information and. control methods. The availability of these
improved capabilities will result in strong pressures to utilize
them. Some of the Agency's difficult problems in information
processing will be eased, by the use of ADP systems, but
operation of the new system will itself create difficult new
technical and managerial problems.
The Agency's and Community's future success in perform-
ing its mission and. the extent of its competitive advantage over
hostile intelligence services will be increasingly influenced. by
our effectiveness in exploiting advanced ADP techniques, in
collection and counterintelligence activity as well as intelligence
production. -
During the period. 1969 - 1973 total Agency ADP costs and
manpower will increase about 11% annually. These increases
will result both from greater utilization of ADP for new tasks
and from substitution of ADP for less efficient manual processes.
Partially compensatory reductions in [cost and manpower of
non-ADP activities will be expected.
-7-
Approved For Release 2002/09 TS : pRDP78-04723AO00200020013-9
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
The incrcascc; use of ADP systems will present
cc,,- problems in ?ccruiti.ng, training and re-training
p, .?sonncl (including the users), and in developing, operating
ai.. managing the systems. Most of these systems require
lo: lead-time and careful attention to project management
al-1,,--technical detail.
SECRET
I
via
 Approved For Release 2002/09/(';y#.1' I 9- DP78-04723A000200020013-9
An Agency ADP Program
In the past, the magnitude of the Agency's ADP activity has
not justified the establishment of an ADP program and currently
the Agency does not have a comprehensive and integrated ADP
program to facilitate identification and management of our ADP
activity. Only one-third of our ADP, the cost of the Office of
Computer Services, is readily identifiable in the Information
Processing and Exploitation program category. The remaining
two-thirds is obscured as a part of Collection, Production,
Support, R&D and other programs.
The magnitude, importance and complexity of current and
future ADP activity require at least periodic review of an integrated
ADP program and sustained attention to its management. , This plan
is the basis for developing such a program.
Qualitative and Substantive ADP Objectives
The objectives of the Agency's program constitute the ADP
capabilities essential to the accomplishment of vital Agency tasks.
These objectives are both qualitative and substantive in nature. The
qualitative objectives apply to every substantive objective and include
improvement of cost-effectivenss, timeliness, accuracy, or economy.
The substantive objectives relate to the specific functional need or
capability to be accomplished..
Agency ADP objectives include those for which explicit programs
and projects are well established and operational, others whose
implementing programs and projects are under development, and
some whose ADP implementation.is in the planning stage. While
this does not affect the validity of the objective, it does make a
great difference in the amount of current and future, activity and
resources devoted to its accomplishment.
-9-
C
A roved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
 Approved For Release 2OO2! f : CIA-RDP78-04723A000200020013-9
Qualitative ADP Objectives
o Cost-effectiveness
o Timeliness
o Completeness and accuracy
o Economy
Substantive ADP Objectives
o Central ADP services to provide essential ADP for
which dedicated or special systems are not suitable
(OCS Systems)
o ADP required by OSA and OSP Systems
o ADP capabilities to improve the efficiency of
imagery exploitation
(NPIC ADP and Integrated. Information System)
o Use of computers to efficiently provide the higher
speed and larger volume required by the CIA
communications network.
(Message Automatic Exchange (MAX)
(Automatic Routing Line Segregator (ARLS)
(Cable Secretariat /Signal Center Automation)
o Computer based, document control and. biographic
intelligence processing needed for clandestine
operations.
(RID Central Retrieval System)
o Development of a system to display the allocation
of intelligence resources by geo-political target
areas and. subject matter.
(Target Oriented. Display (TOD) )
o Analysis of missile and space activity by the use
of ADP methods.
(FMSAC systems)
o An ADP system to provide more effective and
integrated processing for all support functions.
(Support Information Processing System (SIPS)
Approved For Release 2002/09/03 : QIOL-RDP78-04723A000200020013-9
tip, urnET
 Approved For Release 2009b.9f9'? ~IA-RDP78-04723A000200020013-9
Rn w . 111.
25X1A
o Development of a Program Budgeting Information
System using ADP.
Program Budgeting Information System
(PBIS) in study stage)
o An improved central. document and information storage
and retrieval system, with on-line remote query
stations.
(CRS CHIVE)
o Computer assisted collection and. processing of
ELINT data.
(OEL Systems)
o Development of a community on-line intelligence
system to facilitate the exchange of information
within the intelligence community.
(Community On-Line Intelligence Systems (COINS) )
o Computer driven plotter and graphic display facilities
to improve map production and analysis.
(OSI processing)
o ADP for specialized libraries for intelligence
reference.
(CRS project)
o Automated, dissemination of information received in
machine-readable form.
(CRS project)
Research and. development of new ADP techniques for
application to intelligence collection, processing and.
production problems.
(ORD and IPRD Lab)
Only an approximate order of priority should be implied for
the above list of objectives. It is really not possible to rank ADP
objectives except in terms of the specific projects by which they
are implemented.
SECREt ,
 Approved For Release 2002/09ADl *.;QIAIRDP78-04723A000200020013-9
Projects rather than objectives' contain the specificity required
for ranking (feasibility, schedule, need, benefit, cost). Accordingly
priorities apply directly to specific projects, and only indirectly to
the objectives whi.1 they support.
A meaningful order of priorities must reflect more than the
need, benefit, value or urgency of a project. It must also consider
its feasibility and resource cost. Accordingly, priorities should be
based on the ratio of benefit to cost or the relative cost effectiveness
of individual projects. Since it is impossible to quantify some kinds
of benefits, both quantitative and qualitative judgments are needed to
determine priorities. The basis for rational priority is still the ratio
of benefits to cost, even when benefits are mainly qualitative or are
dominated. by urgent national security needs.
It should not be implied that a top priority project has first claim
on all resources for its priority ranking was based. on estimated, benefit
and cost. For any given project, it can be of high priority that a mini-
mum level of ADP resource be applied, but of marginal benefit to apply
resources beyond that level. Similarly, project priorities are not
based on the mere magnitude or importance of a project. A small
project can have a very high benefit to cost ratio and therefore warrant
a high priority.
ADP project priorities are primarily a reflection of the estimated,
need, benefits, value, feasibility and urgency of a project, relative to
its cost. ADP projects have been grouped in three classes of priority:
o Top priority - Highest. ratio of benefit to cost, and
absolutely essential to the Agency's mission.
o Moderate priority - Moderate ratio of benefit to cost,
and valuable to the Agency's mission.
o Marginal priority - Marginal ratio of benefit to cost,
and useful to the Agency's' mission.
SECRET
roved For Release 2002/09/03 : CIA-RDP78-04723AO00200020013-9
 Approved For Release 2002/ x O3 :..;1A-RDP78-04723A000200020013-9
Major Agency ADP Projects, by Priority
Top Priority (Essential)
o Major OCS Systems
o OSA and OSP Systems
o NPIC Integrated Information System (IIS)
o Message Automatic Exchange (MAX)
o Automatic Routing Line Secregator (ARLS)
o RID Central Retrieval System
o FMSAC Systems
o__Signal Center Automation
o Support Information Processing System (SIPS)
o OEL ELINT processing system
o Security name check processing (SANCA)
o Program Budgeting Information System (PBIS)
o CRS document and information storage and retrieval
system, (CHIVE)ne,jc-'..
o OEL ELINT collection systems
o Target Oriented Display (TOD)
o OSI Intelligence Processing
o OBGI plotting system
o OPS automated printing (EPIC)
o Community on-line intelligence system (COINS)
Marginal Priority (Useful)
25X1A
o CRS automation of specialized libraries for intelligence
reference
o OBGI graphic display system
o CRS automated dissemination of information received
in machine-readable form
o ORD and IPRD laboratory ADP research and development
projects'
SECRET
Aooroved For s
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
F. PROJECTIONS FOR THE FUTURE ... FY 1969 - 1973
ESTIMATED RESOURCE REQUIREMENTS
A comprehensive picture of Agency ADP resource requirements
for the period 1964 to 1973 is shown in Figures 2 and. 3.
For FY-1968 ADP expenditures represent:
25X1A
5% of the Agency dollar budget
5% of Agency personnel
For FY-1973 ADP expenditures are expected to increase to:
25X1
O
8% of the Agency dollar budget
8% of Agency personnel
Directorate Planning Estimates for 1970 and. beyond are often
underestimated because there is at best uncertain knowledge of the
rate at which components of the technology will become available.
The budget cycle now forces serious commitments and. planning for
FY-68 and. 69. There is a tendency to omit probable projects (for
1970 and beyond) which are as yet unclear in magnitude or eventual
implementation. And there is yet time to request funds and personnel
for projects to be initiated in 1970 and beyond.. Smaller estimates of
ADP costs are less alarming and more favorably received by Agency
management. Unfortunately, it has been easier to gain approval for
new projects by initially underestimating them and. then raising the
ante-after commitments have been made and resources expended.
On the accompanying Figures 2 and 3, a straight line projection
of the 1964 to 1968 experience has been made based on the actual
annual rates of increase observed. This, projection may exceed
expenditure levels which should be anticipated for 1970 - 73 but by
no more than the Directorate estimates are likely to be understated.
-14-
PIET
A roved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
wpm"
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
25X1A
Next 1 Page(s) In Document Exempt
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
 Approved For Release 2002/09/03 : CIA-RDP78-04723AOQ02001020013-9
More rigorous management control of ADP development cou
eliminate those ADP projects whose value was unclear or marginal
and improve the efficiency of planning, development and operation of
others. Such a tight management control might achieve a reduction
in ADP expenditures of as much as 10% from what they would otherwise
be, without significant loss to over-all Agency objectives.
stew are not readily achieved. Because of the co;uplexitie:
at management control requires the most detailed, compre-
and long range planning of individual projects,, and careful t~ e:1
r. tiny and review of ADP activity by line management within well
6cfi7.eed guic clines.
L the .projected increases seem large, this is the nature of the ADP
problem. The information problems for which ADP is the only visible
solution are them8elves formidable. The volume of information which
requires processing more than doubles every 5 years. To cope with
problem, ADP capabilities must increase commensurately..
The cost and manpower projections shown are based upon and
con: isten-, with past observations and are compatible with expert
pro ..ctio.s within the field. incomparable institutions.
e Directorate's Planning Estimates show an approximate
T
.
dollar cost and. personnel beginning in 1970 (an average annual
lcvc:Ing c,,
increase of 3% for both personnel and dollars, 1970 to.1973). It is
e
P
A
resourc
D
t,.~-it~cipated- that this leveling-off will not occur and that the
cc. for this period will approximate the projection shown.
Average annual rates of increase in ADP costs are thus expected
to cecelerate from the, 30% rate, which prevailed from 1964 to 1968, to
an expected 11% average annual increase from 1969 to 1973. , Similarly,
av.: rage annual rates of increase in ADP personnel are expected to
decelerate from the 15% rate, which prevailed during 1959 - 1968, to.
an expected 9% average annual increase from 1969 to 1973.
By 1980, these annual rates of increase could be expected to
dii ._nish further to perhaps a 5% annual rate of increase.
Part increases in ADP resources have mainly been achieved by
.t additions to total Agency resources and only to a smaller degree,
.;mpensatory reductions or shifts in allocation of resources. In the
more of the transitions will have been completed and compensatory
reciuctions realized. This will lessen the effects on total Agency resources
of annual ADP increases but, not eliminate them Mu.---= =om,
Approved For Release 2002/09/03 : CIA-RDP78-04723A0002000
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
It is emphasized that the I i c pro*,,-:ctionspresented here are all
.IJject to management control anc; can be effected at the levels which
C;nr r policy, recuiremeTiCS and c Cumsta ices dictate.
-18-
SECRET
 SEU1i . 1
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
G. ALTERNATIVES FOR THE FUTURE
The Agency's alternatives for future ADP activities and develop-
ments involve three major factors, subject to management control:
o WHAT we do
(selection of objectives to be implemented)
o HOW we do it
(cost-effective project implementation)
o LEVEL of activity to be performed.
(the optimum level of resource and capability
for each project, neither "over-kill" nor
"under-kill")
An optimized Agency ADP program combines the optimum WHAT, HOW
and LEVEL for individual objectives and. projects. It incorporates only
those projects which are. justified by their contribution to Agency tasks
at specified resource and. capability levels. Major alternatives within
such a program are the projects to be included., the resource levels at
which the projects will operate, and the efficiency with which they are
operated.
Constraints
Future Agency ADP activity is constrained by several factors over
which management has only limited influence. These include:
o The magnitude of total Agency resources
o Feasibility limitations of ADP state-of-the-art
o Mandatory requirement for certain ADP activity
o Critical dependence on ADP for many Agency tasks
 SECRET
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
25X1 A
Alternative ADP Program Packages
The projections of future ADP resource requirements shown in
figure 4, page 21, are an estimate of the optimum future ADP program,
based on analysis of the above considerations. It is also consistent
with a projection of observed. past trends in Agency ADP.
Three alternative ADP program packages have been generated. for
the period 1969 - 1973. These represent different funding levels for
selected ADP projects, and. different combinations of projects. The
packages are shown in fugure 5.
The "full" program includes all top and. moderate priority projects,
and several marginal priority projects, funded. at levels for full develop-
ment and. operation. It is a selective list rather than a list of everything
conceivable or desirable.
The "optimum" package is more selective and constrained. It
eliminates one marginal project and. reduces the capability and. resource
level of other selected projects. It represents an approach to an optimum
cost-effectiveness package.
The "austerity" package is drastically limited by budgetary constraints.
It represents a minimum essential program with serious sacrifices of
important capabilities. It is not a very cost-effective package because it
limits some projects to less thahoptimum levels and because it would
cause a shift.of some costs to other means, both more expensive and
less effective.
There are an infinite variety of other alternatives which could. be
formed from different combinations of projects and. resource levels. The
three alternatives presented are meaningful packages which cover a resource
variation of plus and minus about 17ojo over the five year period.
The "optimum" program is the recommended package. It accomplishes
the important ADP tasks at cost-effective levels. The "full" program provides
more flexibility than current budgetary restraints warrant and the "austerity"
package sacrifices too much essential capability.
The above alternatives consider mainly WHAT tasks should be
accomplished and. the appropriate resource and, capability LEVELS.. Of
even greater importance is HOW they should be performed., the cost-
effectiveness and methods of development and. operation of individual projects.
Improvements in the efficiency and economy of performing ADP tasks may
represent the greatest area of opportunity for improving the Agency's total
ADP program. This is a complex problem with no simple or easy solutions,
and it is mainly dependent upon the amount and quality of management
attention which ADP receives.
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
25X1
25X1A
Major Agency ADP Projects, by Priority
Top Priority (Essential)
o Major OCS Systems (plus I lincluded in items
below)
o OSA and OSP Systems
o NPIC ADP and Integrated Information System (IIS)
o Message Automatic Exchange (MAX) and Automatic
Routing Line Segregator (ARLS)
o CRS document storage and retrieval
o CRS (CHIVE) information storage and retreival .
o RID Central Retrieval System
o FMSAC Systems -
o Signal Center Automation
o Support Information Processing System (SIPS)
o OEL ELINT processing system
o Security Automated Name Check (SANCA)
o Other high priority projects
Moderate Priority (Valuable)
Sub Total
OCS Time Sharing System
OEL ELINT collection systems
o Target Oriented Display(TOD)
o; OSI intelligence processing
OBGI plotting and graphic system
OPS automated printing (EPIC)
o Community on-line Intelligence System (COINS)
o Other moderate priority projects
Sub Total
Marginal Priority (Useful)
Full Program
25X1A
o Automated dissemination of information received in
machine-readable form ,
o Program Budgeting Information System (PBIS)
o ORD and IPRD laboratory ADP research and
development projects
o Cable Secretariat Automation
o Other marginal priority projects collectively
Sub Total
Figure 4
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9 ?rF~M
 25X1A
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
Next 1 Page(s) In Document Exempt
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
 Approved For Release 2002/09/03 CIA-RDP78-04723A000200020013-9
The Agency's ADP activities are large scale and growing. The
Agency's future success in performing its mission will be increasingly
dependent upon capabilities which only ADP can provide. These are
commanding reasons for expending the efforts necessary to improve
the Agency's use and management of ADP.
Although we have much cause for pride in our ADP accomplish-
ments, opportunities for improvement will only be revealed by a
critical search for limitations, problems and difficulties. It is our
shortcomings, more than our successes, which provide opportunities
and. warrant attention.
This ADP plan has concentrated on the WHAT, the objectives of
Agency ADP projects. To a lesser extent it has considered optimum
LEVELS and apportionment of ADP development, capabilities and,
resources. It has deferred discussion of the HOW of ADP projects,
t e attainment of maximum of ncy, economy and a ectiveness in
i c ual.implementation and opera ion of these projects. Yet this
at-ter point offers our greatest opportunities for improvement.
Our selection of ADP goals and objectives has always been
excellent, but our actual performance in attaining those objectives
has sometimes been poor and uneconomical. The cost of poor project
implementation is both a waste of resources and the loss of a needed
capability.
Improvement in actual project performance and implementation
is difficult and complex. It first requires recognition that serious
deficiencies do exist, coupled with a strong determination to take the
difficult but essential corrective measures. The corrections consist of:
o Greater attention to ADP by senior management
o More critical and demanding management decisions
on new ADP projects, and periodic progress
reviews of continuing projects
o Greater internal illumination of Agency ADP activity
o Increased use of systematic methods for project
management including competitive procurements
and fixed price contracts
Accomplishment of these improvements in ADP implementation
is the proper function of an explicit Agency ADP program and a major
recommendation of this plan.
y y- 2 3 -
S E"I"E T
elease 2002/09/03 : CIA-RDP78-04723A000200020013-9
 n k'
Approved For Release 2002id9i6CIA-RDP78-04723A000200020013-9
Specific Recommendations
The following recommendations are submitted for approval:
a. That the resource levels and. project priorities of the
"optimum" five-year ADP program be approved for
planning purposes, subject to annual review in the
planning, programming and. budget cycle.
(Figure 4 and 5, pages 21 and 22)
b. That an open and explicit approach in which objectives,
alternatives and milestones are clearly defined, and assump-
tions, calculations, costs and, judgments are laid bare, be
applied to all aspects of Agency ADP, by line managers at
every level.
c. That the management of Agency ADP be enhanced by
adoption of more exacting project approval and progress
reporting procedures, to be established. by the Executive
Director- Comptroller.
d.. That the implementation of Agency ADP projects be improved.
by the increased use of systematic project management
procedures, including competitive procurements and fixed.
price contracts, as directed by the Executive Director-Comptroller.
e. That an explicit and detailed Agency ADP program be
developed, within a modified Agency program structure,
by the Director of Planning, Programming, and Budgeting.
SECRET
 25X1A Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
Next 2 Page(s) In Document Exempt
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
DI roc rata, C),,,,l.l0 i a-ui ! iuJ%Ji^
T ..s section describes the ADP operations and development
..zed for the period FY 1969 - 1973. For each Directorate the require-
rnk:z~ts, objec'cives, major ADP projects, their current status, planned
ccvelopment and resource requirements are presented.
The magnitude of planned Ai)P activity is indicated by Figures 11
rough 14 which show the dollars and personnel needed to accomplish
the plans of each Directorate and the future trend of these resource
requirements.
For die years 1970 - 1973, two -separate levels are shown:
o An estimate prepared. by each Directorate
Q A projection based on past growth rates and future trends
Without exception the Directorate estimates show a leveling off
or decline of ADP costs for 1970 to 1973. This is manifestly suspect in
view of past and current growth trends in ADP costs and identified
future ADP commitments and requirements. As shown in Figures 11
through 14, Directorate ADP expenditures increased between 14% and
10610 annual, for the period 1964 to 1968. For 1970 to 1973 they are
expected to increase between 8% and 14%. There is no reason to expect
i-hem to suddenly level off in 1969 or 1970 and remain level through 1973.
The planned projects, known ADP requirements and demonstrated trends
for 1970 - 1973 provide ample reason for expecting continued increase in
ADP costs.
The ADP plans of the individual Directorates follow.
SECRET
Approved For Release 200210.9/93 .:.,C.L9:RDP78-04723A000200020013-9.-__-
 25X1A
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
Next 3 Page(s) In Document Exempt
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
 SECRET
Approved For Release 2002/09/03': CIA-RDP78-04723A000200020013-9
:,te digenci; Directorate
Thy: ADP objective of the Intelligence Directorate is to extend
the productive capacity of available resources by the use of demonstrably
cost -effective ADP applications. Specific objectives include:
'I To provide an improved central document and information
storage and retrieval system, with remote query stations,
to meet Agency needs.
To improve the efficiency of imagery exploitation
25X1A
25X1A
To provide automated dissemination -"
Q To provide a computer-driven plotter to expedite map
-production and graphic display facilities to support
analysis
To utilize a variety of ADP applications in support of
specialized libraries for intelligence reference
These objectives correspond to the current and, future ADP require-
ments of he Intelligence Directorate including a number of small tasks
of v eying significance and two very large collective requirements of
major importance:
The imagery exploitation requirement for NPIC to meet
the commitments of the National Tasking Plan at minimum
cost and to provide precise dimensional intelligence,. of
improved quality and. timeliness, and greater volume is
feasible only with automatic data processing.
The requirements for CRS to provide improved and
economical systems for storage -and retrieval of infor-
mation and documents. (ADP d.epend.ent)
The cost of the total DD/I ADP effort for the period 1969 - 1973
is %D_-ojected ati and. -man years. To this must be added
.1r),oximatetyI lof OCS resources used by offices of DD/I.
Use of ADP resources by Intelligence Directorate
and Offices for FY 1968 are shown in Figure //,'following.
SECRET
 Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
 Approved For Release 20021! ETIA-RDP78-04723A000200020013-9
The DD/I ADP plan accomplishes the above objectives and require-
ments by means of a large number of small computational and. information
storage and. retrieval applications and three major projects:
o The NPIC Integrated Information System (IIS), encompasses
the major NPIC ADP activity. This project includes
operating systems, photogrammetric support information
and document storage and retrieval, and report generation.
It provides the ADP support essential to imagery exploitation.
This IIS will permit NPIC to process the very large volume of
imagery scheduled for collection during the planning period.
Phase II of the project, system design, has recently been
completed. Portions of the ITS are scheduled to be operational
by the end of FY 1968, 1970 and 1971. The entire IIS capability
should be operational by 1973.
o CRS project CHIVE is a large scale document and infor-
mation storage and retrieval system, using off-line and.
eventual partial on-line input and retrieval. The CHIVE
project has recently been modified to provide a limited
operational test of the full concept for China during
FY 1968 - 69. The modified CHIVE system employing
a shallow document index system, a CRS reorganized on
a regional-functional basis, and an emphasis on servicing
document and information requests rather than system
input has become operational during FY 1968. The
generalized computer programs designed for CHIVE
will also serve a wide variety of information storage
and retrieval activities OCS must support throughout
the Agency.
o CRS Document Retrieval Support provides document
storage and. retrieval services, covering material
supplementary to and not included in CHIVE, currently
consisting of 60 million records. During the period
1969 - 1973 the present system will be modified by
selective conversion of files from EAM equipment and.
forms to computer equipment and. storage.
Approved For Release 2002/09(:lRDP78-04723A000200020013-9
%3 L 34 11 L
 SECRET
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
Suo Dort Directorate
The major ADP objective of the Support Directorate is to provide
a more effective, comprehensive and integrated use of ADP in satisfying
the information processing requirements for all Support functions.
Studies performed in 1964 revealed that the existing information
processing methods were neither efficient nor'did they adequately
satisfy requirements. Each separate system was designed unto itself
with little communication to related systems and. a needless redundancy
o:' fies and processing. The computers processing these files were also
obsolete, and' their replacement required reprogramming of existing
applications.
DD /S requirements can, be most efficiently met by an integrated
system encompassing the information processing of all Support functional
areas. The Support Information Processing System (SIPS) is being
developed to accomplish this objective. It will replace existing separate
information systems as it becomes operational. Full operational
capability will be achieved in FY 1970 or later:
25X1A The development cost of SIPS for the period 1969 to 1973 is
es ~.-iatei ADP development, magnitude of current activity, ADP problems,
and future requirements are all quite similar to the Agency's.
The principal findings of the study on probable future requirements
f,.'owth of ADP at the U. of C. are shown in Figure -1- and compared
VP iLA- Lice findings of the Agency 5 Year ADP Plan. The U. of C. projected
rate far exceeds the rate projected for the Agency and suggests
L..Le Agency projections are not excessively high. To the contrary,
the comparison suggests that the Agency projection may tend toward
underestimating future ADP levels.
What is important in these estimates is not so much the projected
num, rical values of future costs of computation, as the fact that the costs
11 r.-.agnitud.e will undoubtedly be large and represent a rapid rate of
CONFIDENTIAL
 25X1A Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9
Next 1 Page(s) In Document Exempt
Approved For Release 2002/09/03 : CIA-RDP78-04723A000200020013-9