(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04723A000400040002-7
• Release Decision: RIFPUB
• Original Classification: S
• Document Page Count: 14
• Document Creation Date: December 12, 2016
• Document Release Date: January 18, 2002
• Sequence Number: 2
• Content Type: LIST

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TABLE OF CONTENTS
I Support Information Processing System (FY 69 73)
Introduction
Objectives and Purpose
Offices Involved
Target Area
Justification
Planning Assumptions
Project Description
Methodology
Manpower
Implementation Plan
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1 1, Support Directorate ADP Coordination (FY 69 - 73)
Introduction I
ADP Projects Supporting Non-ADP Functions i
Support Information Processing Systems 2,
Ongoing ADP Projects 2
New Management Requirements 3
Summary 3
APPENDIX I SIPS Manpower Requirements and Target Dates (FY 69 - 73)
APPENDIX II Support Directorate Costs (FY 69 - 73)
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SUPPORT DIRECTORATE
FIVE YEAR ADP PLAN
FY 69 FY 73
SUPPORT INFORMATION PROCESSING SYSTEM
INTRODUCTION
A review of computer applications and interests in the Support
Directorate during the summer of 1964 disclosed that there was a great
deal of dissatisfaction with existing systems. Reports produced by the com-
puter were not being received when they were wanted, and when they arrived
in the hands of the customer, they were already out of date. Computer out-
puts were being used as base documents to which daily changes and, updating
were being posted manually. Manual postings were being periodically batched
for conversion to machine language as input to the computer to update the com-
puter records and during this process additional changes were occurring with
the result that computer outputs were never current. Each system existed as
an entity unto itself without any systematized or integrated communication with
other related systems.
The review also disclosed that some of the Support components had
developed plans to undertake extensive redesign of existing computer systems
to. overcome problems which had been identified. Meanwhile, the Office of
Computer Services was reviewing its hardware capability and pursuing plans
to update it by installation of third generation equipment. It became clear that
the need to update hardware regardless of the equipment selected would require
extensive reprogramming and redesign of all of the applications supporting
DD/S requirements.
These and many other similar problems with the existing systems
were surfaced and, considered together with the plans of the several compon-
ents for new systems which seemed destined to create the same sorts of pro-
blems in a new environment and the plans of the Office of Computer Services
to update its equipment, it was quite apparent that coordination of EDP interests
in the Support Directorate was of vital importance. Accordingly, the Deputy
Director for Support, in September 1964 decided to proceed immediately with
.the conduct of a total system study covering all data processed and all infor-
mation produced to satisfy all of management's requirements in all. of the
Support functions.
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OBJECTIVES and PURPOSE
The objectives for the Support Information Processing Systems can
be summarized as follows:
1. To collect and analyze all data in the current system, determine its
purpose and evaluate the extent to which it serves that purpose.
2. To identify and analyze significant manual procedures and automate or
provide improved manual methods for them.
3. To determine the major data-information flows and what they should be
from input to output.
4. To identify those data items which are of general interest in the present
system and to further identify those which should be included but which
are not currently retreivable to satisfy present and projected requirements.
5. To provide a system of inputting data of general interest at the first
information source and for timely updating as. changes occur.,
6. To identify, analyze, define and evaluate requirements for information
generated by all levels of Agency management and to generally design
an information and data system which will satisfy those requirements.
7. To determine to what extent an integrated system is desirable and prac-
tical and to identify and evaluate sub-systems as they relate to or are
independent of the integrated system.
8. To insure that communication among the sub-systems and the integrated
system is systematized.
9. To provide the capability for remote data communication between the
system and field stations in so far as that may be feasible, practical
and will contribute to more effective management.
10. To develop an orderly hierarchy of system implementation plans leading
ultimately to the "model system".
11. To provide a system analysis and design competence at the Directorate
level and a mechanism to ensure that management improvement methods
and techniques, whether manual or automated, evolve iii an orderly
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progression in the context of Directorate requirements and in
accordance with a Directorate plan; and to guard against separate
and independent system development by and within the functional
components where independence may lead to incompatibility.
12. To provide a continuing systems management and control mechanism
for systems maintenance and change.
13. To develop a data processing competence in each office of the Support
Directorate.
14. To provide solutions, within reasonable cost and time limitations, for
the problems surfaced during the review of Support Directorate data
processing systems and- requirements.
15.. To take maximum advantage of modern technology while at the same
time ensuring that systems are automated only when some other alter-
native is not more reasonable, practical and effective.
OFFICES INVOLVED
The Support Information Processing System encompasses the functions
of all of the offices of the Support Directorate as well as the immediate con-
sumers of Support data and information outside the Directorate.
TARGET AREA
As indicated in the Program memorandum assignment of target
areas is "not applicable except as the systems being designed may be expected
to produce support data and information permitting such analysis to be per-
formed by other components of the Agency. "
JUSTIFICATION
The Support Directorate is the focal point for accountability and
control of people, money and materiel in support of the total Agency mission.
An overall upgrading of the Support ADP capability as well as its significant
manual procedures is the most feasible way of insuring continued and improved
responsiveness for the Directorate.
PLANNING ASSUMPTIONS
The Support Directorate is faced with rather severe manpower and
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budgetary constraints.. The demand for services continues to increase
in volume and complexity without permitting a corresponding increase in
manpower or budgetary ceilings. Increased ceilings, while attractive,
offer no real or conclusive solution since appropriately qualified manpower
is difficult to acquire and retain.
1. During the period covered by this plan there are limited alternatives
available to Support management for effectively dealing with its require-
ments. Chief among the alternatives, and the only one which holds
promise for continued Directorate responsiveness, is the development
and implementation of the Support Information Processing System (SIPS).
2. ADP offers the only realistic avenue for attack on the present and future
operational and management burdens.
3. Successful development of ADP systems is dependent on close and con-
tinuing participation by the operating. and senior management levels of
the user offices.
The long term significance of ADP lies not in hardware but in the
broader, overall system which includes data origination, hardcopy,
manual processing, man-machine interrelationships,, the production
of output in whatever form, the purposes to which it is put, the reasons
it is produced, and the requirements it satisfies.
5. Effective systems emerge from thorough examination and study of the
` total operating and management environment.
. We do not imply that "total" refers to the incorporation of
an organization into some electronic or electro-mechanical configura-
tion, rather that the total organization is brought into the system con-
text. The Office of Training, for example, is viewed from the dual
perspective of a system "user" and as a contributor to system effec-
tiveness via its training mission. This concept of a total system also
encompasses the analysis and design of manual systems and the estab-
lishment of effective interfaces between manual and automated systems.
6. System Management will be a continuing, distinct requirement for an
organization involved in an ADP system design effort.
Although the System is embedded in the organization it
supports, it has at the same time an organizational identity of its own.
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System responsibility cannot be distributed across the components
of the organization without destroying system integrity. System
change and modification must take place in the context of the total
system not just that portion of the system a particular user is
associated with.
7. System planning, development and implementation is evolutionary
rather than revolutionary.
Some of the consequences of this assumption relate
directly to assumption number 6 above, others relate to assumption
number 5. While a system concept may reflect revolutionary organ-
izational and functional changes, this concept can only be achieved
through carefully controlled step by step advance.
8. An additional somewhat more specific assumption has been that the
Office of Computer Services will provide in the required quantity at
the proper time and with requisite capability the manpower and hard-
ware resources for designing computer systems, writing computer
programs and operating the ,implemented systems.
9. If Computer Services, due to its manpower constraints, cannot meet
the demands of Support systems alternative actions will be required.
The Support Directorate with the Office of Computer Services
will propose to Agency Management courses of action for acquiring
supplementary resources, such as limited contractual assistance and
the identification and training of Support careerists.
10. If the hardware configuration currently planned by the Office of Com-
puter Services and the system design and programming support should
fail to satisfy the legitimate demands of the Support Systems, the Sup-
port Directorate will press for the establishment of a "stand alone"
computer capability devoted to Support data and information processing.
PROJECT DESCRIPTION
The system activities related to the Support Information Processing
System Study can be considered for the purposes of this Five Year Plan as
discrete projects. It must be remembered, however, that these projects
exist because the over all system project exists; they are not in any sense
functionally distinct. The following paragraphs discuss; (1) the system;
(2) file conversion, from manual to automated form; (3) personnel training
in ADP system operation; (4) design of new forms and development and writing
of new procedures and.(5) use of communication devices.
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1. System
The foregoing statements of objectives and assumptions give some
indication of the nature and scope of the Support Information Processing
Study. This study is divided into three related systems corresponding to
the Agency's Financial, Human and Materiel Resources and the Task Force
has been divided into three teams accordingly. The tasks related to the
Support Information Processing System is comprised of four major phases:
1) Collection; 2) Analysis; 3) Design and Coordination; and 4) Implementation.
These phases are presented to assist in understanding the program schedule
and current project status, and to identify the unique requirements of each
major step in the development of an automatic data processing system.
The Task Force has completed the Collection and Analysis phases
for each of the three systems. In the course of these Phases, 3,250 paper-
work surveys were conducted; 491 flowcharts were constructed; 2,027 docu
ments containing 34, 350 data items were collected and coded. As the attached
schedule indicates, the three systems are being concurrently developed with
provision for appropriate interfaces. Their varying rates of progress are
based on the size and complexity of the individual systems and the manpower
available to work on each. Nevertheless, all three systems are following the
general cycle described below.
The current effort is focused on the design and coordination. phase
which first involves breaking the broad conceptual models of the systems
into smaller, more manageable sub-systems. The benchmarks for this
phase are (1) management approval of conceptual models, (2) user sub-
system specification, (3) computer system design specifications and finally
(4) program specification. With the production of program specifications
SIPS will move into its implementation phase with benchmarks as follows:
(1) programming, (2) debugging, (3) sub-system test, (4) sub-system imple-
mentation.
The user specification for the first sub-system is scheduled for
March 1967; the implementation of the final sub-system is projected for June
1970. These dates appear reasonable in terms of the present Information
Processing Branch manpower level. However, the validity of the terminal
date depends upon the capability of the Office of Computer Services to provide
requisite numbers of computer systems analysts and programmers at the
right time. Detailed projections have been presented to the Office of Com-
puter Services separately to permit them to incorporate the necessary
resources in their planning and programming.
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The design and implementation of sub-systems of SIPS requires
that certain .manually-processed files and documents be added to the auto
mated data base. This conversion will be phased .in accordance with the
attached system implementation schedule.
The projected requirement for personnel to support file conversion
begins in FY 1968 with seven conversion clerks' and expands to 14 conversion
clerks in FY 1969. This requirement is a temporary one, terminating in the
first quarter of FY 1970. The conversion clerks will be responsible for the
editing of documents before key punching and for the transfer and editing of
data from a file document to a document more suitable for .key punching.
Funds for contracting for the conversion effort have been requested in FY 69
and FY 70.
3. ADP Training
Effective operation of an ADP system depends directly on the continual,.
thorough exercise of discipline by its users. This discipline is the product of
carefully conceived and executed user training at the clerical, middle manage-
ment and senior management levels. Some of this training should be started
late in FY 1968, but the major impact will occur in the period FY 1969 - FY
1973. The .initial step in this effort should be the early assignment of a quali-
fied Training Officer to the Information Processing Branch.
4. Forms Design and Procedures Writing
One-time entry and centralized processing, storage and presenta-
tion of information in SIPS will permit a major consolidation and simplifica-
tion of the forms and procedures necessary in current operations. The
services of the Records Administration and Regulations Control Branches
will be enlisted .in the redesign of forms and the development of new proce-
dures. In addition, a requirement is anticipated for the short-term detail
to the Information Processing Branch of experts in the procedures of the
affected Support Offices. No additional personnel costs are anticipated for
these functions, the printing costs are estimated at $2, 000 beginning in
FY 1969.
Utilization of the Agency's communications capability is a hallmark
of SIPS planning. The immediate usefulness of this capability is reflected in
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the Materiel and Financial Resources areas where data flows to the E[ead-
quarters systems from world wide sources.
Present Office of Communications planning as represented by the
installation of automated Message Switching Capability (MAX) and the. gradual
implementation of an 8 level communications coding structure (permi.tting
message checking) gives strong indication of the reasonableness of utilizing
this message communications capability for the transmission of data. The
SIPS effort is not expected to extend the communications load beyond :its
present or projected capacities. The following assumptions are basic to
implementation of a remote communications capability.
a) Until the general upgrading of communications
capabilities takes place data accuracy (including transmission errors)
will be the responsibility of the consumer. The individual preparing
a transaction in the field will be required to verify the accuracy of
data before transmission and the Headquarter's recipient will re-
check the data prior to input into the computer system. As automatic
transmission error detection capability becomes available in upgraded
communications equipment, we anticipate its use in the remote systems.
devised for SIPS. This capability will not relieve the data originator
of his responsibility for data accuracy, it will however, materially
reduce the amount of Headquarter's processing required prior to input
to the computer system and thus speed the acquisition of and response
to data and information received via communications channels.
b) The Info~.mation Processing Branch will at the earliest
possible time develop data, data formats and procedures for testing
the remote communications concept. We anticipate no long term prob-
lem with communicating data, the procedures employed by the field
station and those. within the Headquarter's system will have to be most
carefully drawn.
Testing for remote communications will begin in Fiscal
1968 using Office. of Logistics and Office of Finance data. The best
location for this testing will be determined by the responsible office,
IPB and the Office of Communications.
c) Assuming favorable test results it is anticipated
that during the Fiscal 1969 - 1970 time period selected field stations
will use remote communications capabilities for transmitting Logis-
tics and Financial transactions to a Headquarter's computer system.
The stations, and their precedence has not been determined, tha:se
determinations will be made with the Office of Communications .and the
Clandestine Services.
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We further anticipate that during the remainder of this
planning period, through Fiscal 1973, this capability will cover all
field stations.
METHODOLOGY ?
The methodology employed for the SIPS effort has been a cambina-
tion of classical systems analysis techniques plus internally conceived pro-
cedures more applicable to the environment.
In order to circumvent the nearly impossible manual task of account=
ing for all of-the collected documents and data items; adocument/ data
analysis coding form was devised which permits key punching and machine
manipulation of the document and/or data interrelationships. The outputs
from this application have proved quite, useful for studying document content, .
data sources, data redundancies, incompatibilities and timing. At the same
time a method for automated flow charting of current office procedures was
devised. This method was not pursued primarily because the manpower
effort necessary to prepare the inputs did not appear to balance the unpre-
dictability of success. ?
Following the collection effort, -the task teams organized and ana-
lyzed their materials and developed refined systems concepts for m