SPEED LETTER TO EXECUTIVE DIRECTOR, NPIC (Sanitized)

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78B05703A000400010002-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: December 28, 2016
• Document Release Date: December 18, 2003
• Sequence Number: 2
• Publication Date: June 2, 1970
• Content Type: FORM

~.r t y f /
Approved For Release 2004/02/(12.-~,QIAt-RflP7)8B05703A000 01000
SPEED LF-(-1TK
I;~ : t,xecuti.v Director, NPTC
G JUIK 1,(V
LETTER NO.
YCS NO
FROM.
Chief; Imagery Exploitation Group, NPTC
1. Attached are some thoue;hts from the T. G member of the PMB which
seriously questions the value of continuing the PMB.
2. I believe the PMR has outlived its usefulness and I am in favor
of its dissolution. I also believe RAD's function should be reviewed
especially the present communications channels which preclude direct IEG-
customer discussion of projects. RAD's role is twofold: (1) determine
that a requirement is a valid task for NPIC to undertake (2) establish
schedules and wee that NPTC formally noti_fics the requester `when he can
expect his product and that NPIC ad-hers to. the established schedule.
Distribution:
Orig - Addressee
1 -- NPIC/PPBS
1 - NPTC/TSSG
1 - NPIC/PSG
2 - NPIC/II;G
Declass Review
by NIMA/DOD
SIGNATURE
2004/-0?iF -fA? 57.e3A-a0a4,0c OO2 ,
FORM
1031
5. 61
 Approved For Release 2004/02/12 : CIA-RDP78BO5703A000400010002-9
TEC/OD-Hl96/`(0
J_ June 1970
MEMORANDUM FOR: Chief, Operations Division
THROUGH Chid', )Exploi tat:i.on Coordination Branch
SUBJECT An Analysis of the Production Management Board
Background
At the time of the March 1.968 reorganization, a Production
Management Board was established. The board was tasked with the
responsibility for coordinating production problems between groups.
To carry out this mission, the membership of the board' consisted
of one senior officer, involved in production control, from each group.
Present System
1. The Production Management Board was established under the
executive director's office with the chief -of RAD as chairman. The
group representatives are the production control officers, as intended.
2. The board meets four times a week to process new requirements
and handle routine scheduling problems. (For an average of .7 hoursla week.
3. The chairman Bri.efs,the executive director on current items
and reports necessary feedback to the board.
IE. RAD is responsible for all liaison with requestors concerning
requirement processing,
Problems
1. The members of the Production Management Board do not work
as a team in solving the CentcrIs production problems; instead, they
are meeting as a committee and defending their respective groups on
routine scheduling problems.
Approved For Release 2004/02
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 Approved For Release 2004/02/12 : CIA-RDP78BO5703A000400010002-9
B11DJJt,CT: An Analysis of the Production Pdanegcment Board
2. The board has not been successful. :in considering the total.
produeti_on and requrirernent problems of the Center, It has not been
able to pull together a meaningfL?l status briefing for the executive
director end group chiefs in order to receive the guidance needed to
handle oncornir;gs problems. Consequently,. a cominun_i.cations gap has
developed.
3. Currently,. if more information is needed on a'requirement,
the contact must be made through RAD, which in' turn passes the question
on to the requestor and the answer back down. The communications
link is too long and complicated,
I+. During its meetings, the board reviews new requirements for
problems. However, most of the real. problems are surfaced while the
requirement 's being estimated by the lint, division in coordination
with the group production control officer. He, in turn, surfaces the
problems at the next board meeting. As a result, production time is
lost.
Alternatives
1. Re--evaluate the goals of the boar.d''to determine if the original
concepts are still valid.. If the review is positive, implement the
necessary changes to bring the board functions in line with the original
concepts.
2. If the review surfaces anything less than the original. goals,
reconsider the continued existence of-the board inasmuch as the
functions can be accomplished more effectively by the groups,
3. In either case, the impact would not be significant since the
same resources would be used. However, the second alternative would
result in a shorter communications link.
Recommendations
1. If the first alternative is selected, I recommend that board
chairmanship become a rotating three-month assignment between the group
executive officers as an assistant to the executive director for
production.
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 Approved For Release 2004/02/12 :. CIA-RDP78BO5703A000400010002-9
SU JEC`.I An Analysis of t'he Production 24ansg omenL Board
2. If the second alternative is selected, :l recommend that the
Production Management Board be abolished and the functions picked up
by the groups on as need.ed basis.
Regardless; of ihich alternat:i.ve is selected, I recommend the
1. 1 strongly urge that the coordination and liaison
respons:i.bi:Lit:Les be moved to the groups where problems can be
resolved with a requestor before a project is accepted by NPIC.
2. RAD should be developed to cope with COMIREX and EXSUBCOM
problems. Operations control responsibilities should. be left
to the group chiefs.
25X1
Distribution:
Orig .- Addressee
1 -- NPIC/IEG/OD/ECB
Approved For Release 2004/02/'12, ,.CIA bRDP78BO5703A000400010002-9
IEG Production Control Officer
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Approved For Release 2004/02/12 : CIA-RDP78BO5703A000400010002-9