OJCS MANAGEMENT STUDY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-00915A000100040001-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 152
• Document Creation Date: November 16, 2016
• Document Release Date: May 2, 2000
• Sequence Number: 1
• Publication Date: April 1, 1976
• Content Type: STUDY

j- - "7/ 0 c s
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OJCS MANAGEMENT STUDY
Prepared for
OFFICE OF JOINT COMPUTER SUPPORT
April 1976
by
25X1A
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OJCS MANAGEMENT STUDY
This study document addresses problems that are encountered
by the Office of Joint Computer Support in providing
central computer processing services for the Agency and
coordinating Agency requirements for Automatic Data Processing
Services, equipment, and software. Proposed actions are
included; however, further actions are recommended and
implied and should amend and supplement this study.
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Para.
Page
Preface-------------------------------------------------------iii
SECTION I
INTRODUCTION
1.1 PURPOSE AND SCOPE----------------------------------1-1
1.2 OBJECTIVES-----------------------------------------1-1
1.3 METHODOLOGY----------------------------------------1-2
SECTION II
STUDY ELEMENTS
2.1 PROBLEM SUMMARY------------------------------------2-1
2.1.1 Front Office or Division Management
Related----------------------------------2-1
2.1.2 Technical or Organizational
Environment Related----------------------2-1
2.1.3 Operational Shortcomings-----------------2-2
2.1.4 General Concern--------------------------2-2
2.2 SITUATION ANALYSIS---------------------------------2-3
2.2.1 Major Computer Complex is Unreliable
and Heavily Loaded-----------------------2-3
2.2.2 Complexity and Change Introduced to
Maximize Throughput, Reliability, and
Flexibility has introduced only
Complexity-------------------------------2-4
2.2.3 Normal Management Procedures and
Controls have not been instituted and
maintained-------------------------------2-5
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2.2.4 The work load has increased
significantly while the Staff
has not ---------------------------------- 2-6
2.2.5 A strong leader, a mis-aligned
organization, many technical problems
and parochial Division Chiefs combine
to make crisis management the norm------- 2-6
2.2.6 Organizational elements have become
isolated and parochial ------------------- 2-7
2.2.7 Planning is aimed primarily at
resolution of current crisis -------------2-8
2.2.8 Overall mission policies and
procedures are unclear ------------------- 2-9
2.3 PROPOSED ACTIONS-----------------------------------2-10
APPENDIXES
A. RE-ALIGNED ORGANIZATION
B. MASTER PROBLEM LIST
C. AVAILABLE STATISTICS REPORT
D. INCIDENT CARD
E. AVAILABLE SYSTEM PERFORMANCE CHARTS
F. GC-03 COMPUTER CENTER DIAGRAMS
1. Processor Service Schematic
2. Data Access Schematics and Charts
G. PROPOSED TREND CHARTS
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1.1 PURPOSE AND SCOPE
This document identifies and analyzes problems presented by
OJCS Management and proposes actions which will correct and
improve OJCS' ability to accomplish its mission.
1.2 OBJECTIVES
The objective of this study as outlined in a 3 March 1976
memorandum from Director of Joint Computer Support is: to
study OJCS and provide recommendations for improving the
management of operations and services provided by this office.
Those operations and services are defined as follows:
OJCS MAJOR FUNCTIONS
o Computer Processing Service
o Applications Advice and Service
o Planning
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o Policy Development
o Administration
The scope of the study is limited to the use of current and
currently planned resources.
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1.3 METHODOLOGY
All management and front office staff were interviewed to obtain
data on the functions, roles, responsibilities, and problems
perceived by that group as belonging to OJCS. This information
and the available hard data were used to generate a situation
analysis outlining the current major problems of OJCS.
The specific problems found were, grouped as operational and
administrative in the general sense and were used to spot common
problems which need resolution. The final list of 65 problems
is the common set of over 85 encountered and no attempt has been
made to reduce the list further.
Given a situation analysis and a list of specific problems,
specific actions were probed to determine which problems could
be resolved in batches and what new problems would be generated
by these actions.
The resulting recommendations for specific action and continuing
investigation are being submitted to D/OJCS for review prior
to involving further OJCS management in analysis of the results
and development of action plans.
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2.1 PROBLEM SUMMARY
2.1.1 FRONT OFFICE OR DIVISION MANAGEMENT RELATED
The problems in this category center around the lack of well
defined divisional responsibility which covers many problems
which arise and the resulting need to assign "stuckees" to
solve problems which invariably cut across divisional lines.
This problem is amplified by a heavy work load involving
constantly changing priorities, the lack of a game plan or
high level planning, a lack of clear cut management objectives,
ineffective team work at the division level and too few people
to tackle the large number of technical problems effectively.
This problem is perceived from the top as being a lack of
initiative in assuming responsibility, and from the bottom
as excessive dabbling in the details of division operations.
Both views are accurate.
Problems: 1,5,6,11,12,15,23,25,26,27,29,34,36,37,41,44,49,
51,53,54,61,63,64.
2.1.2 TECHNICAL OR ORGANIZATION ENVIRONMENT RELATED
The environmental factors can be categorized in general as
facts of life. There is an uncontrolled work load placed
on the organization, there are many applications of
questionable value, most of the facility is operated at
100% capacity over vast periods of time, the on-line loading
of computer systems is building up over a relatively short
period of time while the organization of the resources and
the tools are primarily batch oriented. A great many of the
specific problems are simply ways of life in a service
organization, particularly in the ADP service business.
Problems: 2,21,22,24,28,33,38,39,40,42,43,45,55,57,60.
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2.1.3 OPERATIONAL SHORTCOMINGS
In the crush of heavy work loads, constant change and crisis
management, discipline has slipped in the administration of
hardware and software resources. Much data is generated and
available to indicate the status and trends in the center but
it is not analyzed such that intelligent action can be taken
on it. There are not visible measurements of trends such
that we know how much better or. worse the situation is at
any point than at some point in the past. This data can
normally be generated upon request but is not used as a
normal management tool. Of particular note is the lack of
detail in data concerning each piece of equipment to determine
precisely which pieces cause problems and need specific
attention. The objectives of much of the change which is in
process seem to have been lost. While there is a constant
pursuit of some future system which will solve all of the
problems currently known, the current system seems to have
been abandoned in the process.
Problems: 3,4,7,8,9,10,13,14,16,17,20,30,31,35,47,48,50,52,
56,58,59,62,65.
2.1.4 GENERAL CONCERN
There is a general concern that integrated databases may not
be secure or private and that technical security may not be
adequate. There is a feeling that nothing will happen in
this area until a crisis is encountered. Credibility is seen
as poor based on current performance. There is no perceived
concern within or outside of OJCS for the cost of ADP service.
Further, if there were an ADP policy and direction within the
Agency, then the training offered by OJCS should be tailored
to fit with that policy. The elements in this category are
things which need some relatively immediate attention such
as security, and also those elements which should be factors
in laying out the future plans. There is particularly a feeling
that if cost consciousness can be made a more integral part
of the management process within the Agency, that the applications
of the computer center will be of higher quality and thus more
cost effective.
Problems: 18,19,32.
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2.2 SITUATION ANALYSIS
2.2.1 MAJOR COMPUTER COMPLEX IS UNRELIABLE AND HEAVILY LOADED.
The major Computer Complex is made up of some of the largest
most advanced computers available from industry. There is
no problem with antiquated equipment or equipment which is
mismatched to the tasks imposed upon it. Therefore, given
normal maintenance on both hardware and software the system
should be extremely reliable, performing its intended functions
predictably seven days a week, 24'-hours a day. In actuality
the computer system is subject to a very large number of
failures many of which are very difficult to analyze as there
is not an obvious relationship among many of the types of
problems which are encountered. The work load is extremely
heavy but this is considered to be a factor only when the
periodic unavailability of key elements slows processing,
thus generating a backlog which exagerates the already heavy
load. One of the effects is that many key applications can
not be run as scheduled due to the unavailability of the key
pieces of equipment, thereby inconveniencing large numbers of
users or requiring frequent changes of schedules and priorities.
This situation leads to a chaotic environment in which it is
even more difficult to track down problems as they occur.
The overall difficulty here seems to be that of an environment
of constant change in the interconnection of equipment and
in operational software. This, coupled with a failure to
bring hardware and software maintenance under control, have
permited the reliability situation to degenerate. Data
which is available is not summarized, analyzed and used to
assess the situation due to a shortage of people applied to
this task and thus all action is relatively short term crisis
fighting.
While processing capacity is being addressed by the Eighteen
Month Plan, the adequacy of the increase in processing capacity
to accommodate the increasing work load is questionable.
While it is generally agreed that the existing processing
capacity is being taxed by today's work load, little, if
any, effort is expended to analyze the effectiveness of
existing applications or the impact of future changes or
new applications. This lack of analysis further complicates
an already complex environment by requiring the allocation
or reallocation of significant system resources when problems
are encountered.
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The movement of OJCS from a batch processing operation to
a batch and on-line application operation has not been
accompanied by the allocation of equipment and human
resources needed to respond adequately for the new environment.
2.2.2 COMPLEXITY AND CHANGE INTRODUCED TO MAXIMIZE THROUGHPUT,
RELIABILITY AND FLEXIBILITY HAS INTRODUCED ONLY
COMPLEXITY.
To cope with the large processing requirements, a high degree
of connectivity has been developed within the center. IBM's
ASP system has been installed with flexibility to switch
systems in and out of the ASP environment and an attempt has
been made to employ the latest version of IBM software. This
coupled with the employment of large databases and the on-line
use of the system, has led to a very complex environment
making problems difficult to isolate and resolve. The flex-
ibility which has been incorporated is primarily theoretical
since switching of major elements involves; a) decisions
as to which on-line applications and/or types of service will
be denied or supported since reundancy is not available,
b) careful planning, and c) careful operator execution. These
decisions and actions are made at the operator level. To
support this flexibility, the Computer Processing Branch
(CPB/OD) has developed operator-technicians who serve to
oversee changes to the system and provide communication and
documentation. This further reduced the already limited
number of operators. The reliability which was to have been
achieved by having backup equipment (if available) has actually
been reduced since most processing must pass through more
serial processors and processes than with a stand alone
system. The probability of a failure in the process is higher
although the ability to restart on a similar configuration
has been enhanced.
While an objective of the ASP system was to save operator
resources, ASP also requires common access by all ASP
processes to all databases in order to be effective. This
latter requirement has neither been realized nor re-analyzed
to determine whether throughput is optimum in the current
environment or whether for example, paired stand-alone
systems might offer greater total processing capacity and
reliability.
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Complexity is clearly a problem in that it makes current
performance difficult to analyze. While the objectives
to be achieved by introducing this complexity were initially
quite clear, they were not well defined quantitatively nor
has performance been analyzed against these objectives.
2.2.3 NORMAL MANAGEMENT PROCEDURES AND CONTROLS HAVE NOT
BEEN INSTITUTED AND MAINTAINED
While there are some reports kept in various parts of the
organization and while there is a great deal of data avail-
able concerning the actual state of affairs, both in hardware
and software, there is no consistent, concerted management
attempt to marshal the information available as a useful
management tool. There have not been performance expectations
developed in many areas and the only objective is to get
out of the current crisis or to improve whatever the perform-
ance seems to be at the time. The lack of management norms
applies from the most technical topics to the personnel
management function. Lack of such information makes it
difficult to communicate the current status of affairs to
vendors, to users, to budgetary staffs or to upper management.
There should be hard data and trend information kept in about
20 different areas and this information is very seldom
available. (See Appendix G ).
1W
In searching for this type of information one can always
find an example of something in a desk of something that
has just been developed or was used a year ago but there
is no concerted effort to track that current situation
against objectives.
Appendix E shows a list of available reports generated by
Operations Division's Resources Management Branch and the
Planning Staff that could be adapted to management controls
with the proper procedures and direction.
Recent events have highlighted the lack of attention to
technical security and Quality Control. Technical security
is acknowledged as a problem throughout OJCS Management and
is felt to be an environmental problem (thats just the way
it is). In the present organizational situation, only a
severe security violation will direct attention to concrete
action.
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The lack of Quality Control is apparent throughout the
organization, such as 1) design standards and guidelines
2) database maintenance procedures, 3) performance standards,
4) product quality, 5) acceptance testing of production
applications, 6) test and analysis of questionable or high
resource-use applications, etc.
2.2.4 THE WORK LOAD HAS INCREASED SIGNIFICANTLY WHILE
THE STAFF HAS NOT
Over the past five years the work load has increased from
400 - 600 jobs per day to better than 1600 jobs per day,
(a growth of 266%). The staff in the meantime has increased
from 250 to 350, (a growth of 71%). For example, Operations
Divisions' Computer Processing Branch has grown from 51
staff positions to 58 staff positions during the aforementioned
5 year period, (a growth of 11.4%). Further, as the nature
of the work has gone from batch processing to batch plus
interactive processing, very little new talent has been brought
aboard to accommodate this change. There is no question that
there are areas within the organization which are running
shorthanded and this has led to the lack of information upon
which to base sound management decisions.
The resources necessary to solve problems of system stability,
hardware reliability, measurement and tuning, system capacity
and crisis resolution are organizationally dispersed. This,
coupled with the inability of the Division Chiefs to focus
already thin resources to the resolution of standing problems
leads to a standing wave of crisis with top-down direction
to solve the ones momentarily most painful.
2.2.5 A STRONG LEADER, A MIS-ALIGNED ORGANIZATION, MANY
TECHNICAL PROBLEMS AND PAROCHIAL DIVISION CHIEFS
COMBINE TO MAKE CRISIS MANAGEMENT THE NORM
The organization is aligned such that very few divisional
responsibilities can be carried out without the coordination
of at least two and sometimes four other organizations.
While coordination will always be required for a great many
activities it is currently required on even the most trivial
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tasks. This means that the achievement of virtually any
task is complex and time consuming. This coupled with
a strong leader who expects results in a difficult tech-
nical environment and Division Chiefs who are frustrated
by the lack of ability to achieve all of their objectives
within their own domains has precipitated a large number
of crises. Virtually any problem requiring prompt action
requires the appointment of a "stuckee" since it will in
all probability not fall distinctly within the charter of
one particular division.
No Division (except perhaps AD) has the resources and
authority to achieve definable end results. For example
OD's goals of a stable system is compromised by SED's and
Front Office's need for changes. SED's total-function
objective is dependent on stable hardware and consistent
Front Office (and user) priorities. USD production is
dependent on both of the above as well as well-documented,
efficient applications code. There is heavy dependence
on other Divisions for achievement of major portions of
divisional tasks.
The Division Chiefs are seen as not cooperating to solve
problems, but rather as playing roles and pointing fingers.
This seems in part to be a lack of clearly defined respon-
sibilities which they own and in part a vague commitment
to do everything for everyone without being able to predict
what that means.
2.2.6 ORGANIZATIONAL ELEMENTS HAVE BECOME ISOLATED AND
PAROCHIAL
The divisions in particular have become isolated and parochial
in their views of their roles and the role of OJCS within the
Agency. Constant crisis and frustration have precipitated
the situation, and only planning, management, communication,
and the realignment of motivation can fix it. While a certain
level of parochial interest is beneficial in generating an
espirit de corps, it should be a part of an overall sense of
mission and participation rather than the currently felt
environment of withdraw and blame. The parochial interest,
however, has not contributed to espirit de corps of the
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divisions or OJCS. It has developed as a result of unclear
missions, responsibilities, and authorities. It has grown
as problems have been encountered that could not be adequately
explained as a result of inadequate analysis and problem
solving techniques. This parochial attitude and its contrib-
uting influences are evident by the absence of staff
recommendations and alternatives when problems are reported
during staff meetings. There is some indication here that
the communications from the top down is not readily passed down
at the division level at least in part because the information
which is communicated down is felt not to be relevant at
the individual level.
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There are no common organizational reviews with total staff
participation on a regular basis. Such a -review would
provide an opportunity for communication in both directions
on vital issues. The perception at the branch level of
the front office opinion of the quality of work produced
is not consistent with the front office's positive opinion.
2.2.7 PLANNING IS AIMED PRIMARILY AT RESOLUTION OF
CURRENT CRISIS
All planning is aimed at the resolution of crisis. The
18th Month Plan is aimed at increasing the computer capacity
and eliminating some crisis problems within the center.
There may be a five year plan but it is not in evidence.
All of the planning is administrative and financial at the
front office level. Planning within the divisions is for
the installation of the next element at hand be it the next
version of software or hardware.
The lack of analysis contributes directly to poor planning.
Little, if any, consistent analysis is performed to a)
support or ascertain the present operational status, b)
support the presentation of alternatives, proposals or
solutions requiring office or division level decisions,
c) support the constant configuration changes, d) measure
system, sub-system (GIMS) and application performance and
reliability, e) verify application design effectiveness,
cost justification, and system security or f) determine system
performance (scheduling, processing, priorities, job mixes,
system overhead, etc.). Additionally, this lack of analysis
contributes to poor system reliability as a result of liberties
taken during system configuration and maintenance.
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ad
25X1 A.
The lack of analysis results in: a) management decisions
based on the most recent appeal, b) lack of high level planning
or policy that coincide with the necessary support of the
Agency's functions or direction, c) neglect of the technical
security of systems, sub-systems, databases, and processes,
d) lack of upper management understanding of or appreciation
for on-line systems.
Overall planning at the policy level is not done. The
planning function must evolve from finding ways out of
crisis to setting a path which avoids them in the future.
Problems must be examined before they get out of hand and
the technology and philosophy of ADP management within the
Agency must be developed ahead of the fact.
Planning is inadequate for long-term service. The analysis
of needs, investigation of alternatives and general top-down
planning are not staffed. This is complicated by the lack
of conciseness of OJCS responsibilities in ADP as defined
in which define only a coordinating role
for mayor areas o-. ADP activity.
2.2.8 OVERALL MISSION POLICIES AND PROCEDURES ARE UNCLEAR
While there is a clear understanding of OJCS overall mission
among the OJCS management team, OJCS' management and admin-
istration of Automatic Data Processing for the Agency, as
presented in the Headquarter's Regulations is vague and
unclear. The lack of adequate policies and procedures related
thereto coupled with the misalignment of functional respon-
sibilities, makes it difficult for any organization to develop
its own mission statement and operational objectives. This
results in a task orientation rather than a process orientation
in management and the tasks invariably end up to be the
resolution of current problems rather than looking for causes
of the crisis to prevent them in the future.
Since there is a lack of policy, computer groups from other
Agency components are a constant problem to OJCS. It is
perceived that OJCS, in its coordinating role does not have
the authority to say no. This is complicated by a lack of a
consistent interface with outside organization and an ineffective
ADP control officer system.
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2.3 PROPOSED,ACTIONS
t,/l. Make reliability/availability a top system goal
by measuring it and taking action to improve it.
Establish performance expectations for every
organization and piece of hardware and software
and review performance against these expectations.
(See Appendix G )
3. Develop and implement hardware maintenance checklist
procedures for each supporting-functional area, i.e.,
on-line, batch, interactive, peripheral processing.
4. Measure and analyze system performance and plan to
optimize the load sequencing and configuration for
the load characteristics. Measurements include I/O
by channel, CPU 'boundedness',,memory use, data base
use (volumes), overhead, compile rates, development/
production ratio, response time, program run times,
idle or wait time, load factor on each machine (CPU)
and major sub-systems, etc.
5. Set firm office-wide controls on incident cards
and use the data provided. Close out every one.
` 6. Slow and control the rate of hardware and software
change. Make fewer, larger changes and do more
testing. Maintain the current system at the expense
of futures if necessary.
7. Set a. formal Q.A. procedure for applications going
to production. Q.A. Policy and Procedures are set
centrally but are executed by the production
organization (not development). Set Q.A. standards
and procedures to cover all deliverable OJCS computer
output from Q.A.'ed products.
8. Audit applications for mis-use of resources and
take action to remedy problems.
9. Simplify the complex by separating on-line and batch
processing support components and establish controls,
policies, responsibilities and authorities for each.
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10. Establish standards for data integrity procedures.
11. Perform monthly formal reviews of key indicators for
each division. A minimum set is included in Appendix G
12. Estalish and maintain trend information to support
management decisions and discussions.
13. Set up the trouble desk as an action and response
operation rather than as a communicator.
14. Reduce staff meetings to 1-2 times per week and run
them as productive meetings (i.e., purpose is
communications - not problem solving).
15. Director address Divisions meetings at least quarterly
and listen to people's concerns and answer questions.
16. Look ahead in work load and technology and cast a.
5-10 year outlook and a 1-5 year plan to cover
Agency needs and direction including terminals and
on-line use. Plan to set policy (update -
to encompass all ADP within 5 years. Establish
consistent management and standards first and
control later if warranted. (Must get own house in
order).
17. Develop office-wide objectives and milestones for
Budget and fiscal requirements.
Develop office-wide objectives and milestones for
Administrative requirements.
Assign one man to work only on technical security
with the Security Officer and support him with
representatives in the Divisions. Plug the holes
technically or procedurally.
20. Make the ADP Control Officer system work by defining
accountability for results in the control function
and using MZ careerists.
21. Write office Directors and ADP Control Officers as
appropriate discussing cost of services and asking
review of use.
25X1A
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22. Establish Policy and Procedures as outlined in
problem 48 and 49. Set a policy on supported
software and publish and police it. (i.e., three
categories: fully supported, caveat emptor, and
forbidden).
23. Develop software standards and guidelines for each
functional area.
Re-align the organization to reduce contention and
permit assignment of responsibility to obtain results.
25. Review every position and incumbent and determine
that: a) the job needs doing, and b) that the incumbent
can do it. Re-adjust as necessary to generate more
workers in key areas.
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 APPENDIX A
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D/OJCS
DD/OJCS
MANAGEMENT
SERVICES
PLANS AND
SPEC. PROJS.
APPLICATION
SERVICES
SUPPORT
SERVICES
1241
PROCESSING
SERVICES
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PROPOSED ORGANIZATIONAL COMPONENT'S RESPONSIBILITIES
MANAGEMENT SERVICES STAFF:
Trend and Perf. Data
Situation Info
Project Status
Pert/CPM Services
Tech. Writing -- 1
Standards Library
Service Audit (PAR)
ADMINISTRATION STAFF:
cutive Officer
Executive
vPersonnel
Budg ;&( Financg
`MBO
Financial Planning
Career Development
Security
year plan development & tracking
5-10 year outlook
Supported Project Plan
Draft Policy Development
Skills Projection
Technology Forecast.
Q.A. Policy
Dev. of stand-alone system
Applicant Development
Maintenance of Production Programs
ADP Training
Applications
Consulting & Support
Outside (OJCS) User Assistance
Production (Q.A. & Processing of Production Programs)
Systems Software Support (Floor Systems)
Programming System
Consultation
Data Conversion & EAM
Data Base Management
DAC Operations
Resource Management System Measurement & Analysis (STAFF
Maintenance/Reliability
Perf. measurement & Analysis
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MASTER PROBLEM LIST
1. Lack of initiative in taking responsibility for action4
2. Uncontrolled input with no cost accountability.
3. No consistent Quality Control,
4. Impact analysis of applications and changes weak,
5. Dominant leader stifles initiative,
6. Staff meetings present problems - not solutions.
'7. Terminal administration is inadequate. Inadequate
planning for on-line systems.
8. Performance standards are not well defined in most areas.
9. Current systems support and maintenance are spurned
for 'new' products.
10. Configuration control inadequate. ORG meetings are
ineffective.
11. Management decisions tend to be based on the most
recent appeal.
12. Division Chiefs are either dogmatic or indecisive,
neither position being based on knowledge (as perceived
from below).
13. System performance monitoring and analysis are below
the bottom of the priority list. See 3.
14. Job mixes and priorities are not managed.
15. Managers protect their domains to the detriment of OJCS.
16. Technical security is basically ignored.
17. Production doesn't run acceptance tests - need Q.A.
on production software.
18. Integrated data based may not be secure or private.
Approve f,or1Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
19. Credibility is poor.
20. Center reliability is inadequate, complexity
exacerbate this problem.
21. Not enough resources - people, money and spaced Q4&,_'7
22. Too much change (see configuration control 10).
23. Inadequate high-level planning.
24. Many "trashy" (not cost-,effective) applications
(STAR). See 14.
25. Contention among managers - CYA also. See 15.
26. Fear?
27. There are some mediocre people in key positions.
28. Outside computer groups are a problem to OJCS - no policy.
29. Who's response for what? Assigned to whoever has time.
34. No top-down direction - no feedback from above -
communications.
32. No perceived concern for costa LO`
33. Batch mentality in on-line operations.
30. Incident card discipline poor.v
31. Invoice billing sloppy.
35. Much cheating on technical matters.
36. D/OJCS involved in too much detail.
37. No game plan - priorities evanescent - see 23 Planning.
38. Need to take active role in minicomputers.
39. Need to take active role in ADP procurement.
40. Capacity to handle on-line load is inadequate.
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
41. Divisional squabbling and lack of coordination.
See 15 and 25.
42. Turn-around time and response time of the center
are inadequate. See 8 and 20.
43. "Fantastic" overhead to drive on-line systems leads
to capacity limit. See 40.
44. Management. See 5 and 36.
45. Bureaucratic administrative load.
46. No one has the oliiical)responsibility to satisfy
the Brooks Bill.
47. Complexity (see 20) does not buy the anticipated
benefits in terms of flexibility, redundancy and
raw capacity.
48. Procedures are weak or lacking in the following
areas:
a) Maintenance
b) Configuration control.
c) Terminal requests.
d) Budget and fiscal matters.
e) Service requests.
f) Incident report handling.
g) Problem analysis.
h) Production handling.
i) Project management.
j) Resource usage accountability.
k) Project registry.
49. Policy definitions are weak or lacking in the
following areas:
a) Agency ADP control.
b) New applications.
c) Centralized vs. decentralized control.
d) Cost accountability for resource utilization.
e) Control of input.
50. Trouble desk is ineffective.
51. Lack of use of available management control of
OJCS facilities, user input and product output.
52. Lack of scientific organized approach to problem analysis.
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
53. Management of people is based more on personnel
relationships than objective management and career
development.
54. There is no common philosophy of management of people
in the office.
55. ADP control officer system is ineffective.
56. 24 hour DAC needed.
57. Service and control role.s are in conflict.
58. OJCS needs a consistent interface to each outside
organization.
59. Non-prime time support of O.D. inadequate.
60. GC047 is running out of capacity. No plans.
61. Public relations role is weak.
62. Software maintenance role is not appreciated.
63. Training should be consistent with ADP policy.
64. Operational objective not documented.
65. Logistical support from front office weak.
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
B-4
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
AVAILABLE STATISTIC REPORTS
A. Project Activity Reports generated by RMB/OD:
1. Weekly Audit report from RMB use only.
2. Monthly userid activity by submitter code (entire file).
3. Monthly userid activity by submitter code for O/DCI.
4. Monthly userid activity by submitter code for OMS.
5. Monthly userid activity by customer code (entire file).
6. Monthly userid activity by customer code for OSI.
7. Accounting of elapsed/cpu time and job counts by system.
8. One page report for each batch system with activity
by job priority.
9. One page report for the 67-1 system with activity
within the three time shifts.
10. Overhead hours report for each system showing scheduled
and unscheduled maintenance, idle time, power off time,
hardware problem time, etc.
11. Activity report of each system by day and hour.
12. Short/Long job report showing cpu times and job counts
for 65s, 158s, 168 and 195.
13. Listing of all on-line and dedicated devices.
14. A group of reports showing:
a. The range of jobs costed,
b. summary of no-cost jobs by system,
c. summary of costed jobs by system, etc.
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
C-1
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
15. A group of reports showing:
a. A report of detail resource breakout showing
dollar amounts for costed and no-cost projects
(entire file).
b. Report of detail resources breakout showing
dollar amounts for only costed records.
c. Same as above except for only no-cost records.
d. One page report showing detail breakout of
resources and dollar amounts for only CRS projects.
e. A report showing detail breakout of resources and
dollar amounts by project of only CRS projects.
f. Same as above except for only OD&E projects.
g. Same as above except for only ISPB projects.
16. A report showing a detail breakout of resources
and dollar amounts for only the Office of Commo,
by project and sub-project.
17. A report showing the errors and hours of processing
of the EAM area.
18. A report showing a summary page of the following:
manpower hours by pay period - total of CPU hours/
elapsed hours, data preparation costs, and processing
costs, and amounts for emulation processing.
19. A one page report of activity by each office showing
the office manpower, 360/05, 360/CP-VM and other
charges for the month, plus the total charges for
the year to date with a percentage of the total
in each case.
20. Same as above except with activity by project within
office.
21. A detailed report of activity within each billable
project for each office, with Directorate and Agency
totals.
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
C-2
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
22. Same as above, except non-billable.
23. One page report of over all total of both billable
and non-billable activity.
24. A credit report by office and project of the dollar
amounts that were added and subtracted from the
various projects and the reasons for the adjustments.
25. A report showing manpower and machine costs for each
fiscal month with one record for each customer code,
project number, sub-project, CPUID, submitter code
(type of activity, i.e., 'P' production, 'M' maintenance,
'D' development) and billable code.
26. A report showing a breakout by vendor and on-line
systems of the stability of the computer centers.
27. A report showing the scheduled up time, down time,
(Hardware-Software-Application) for a group of
CRS on-line applications.
B. RMB Generated SMF Reports
DAILY
1. Daily Computer Center Listing.
2. Daily Master File Listing.
3. Daily Diagnostic Listing.
4. Daily ASP Summary Listing.
5. Daily A-Priority Listing (2 versions).
6. Daily Tape Error Status by Volume Report (2 versions).
7. Daily VM Report.
8. Daily CP Report.
9. Daily On-line Job Report.
10. Daily System Productivity Reports.
11. Daily Special Use Reports Based on Center Listing.
12. Weekly Computer Center Listing - Generate User Data Set.
13. Weekly Audit Trail Report (visit to users).
14. Weekly Disk Activity Reports (2 versions).
15. Weekly Disk Activity Report (Prod. Br. Only).
16. Weekly Tape Abend Report.
17. Weekly System Catalog Listing.
18. Weekly Open Incident Report.
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-
C-
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
19.
Monthly
Simjob Usage Report.
20.
Monthly
ASP Batch Statistics.
21.
Monthly
CP PSPACE Reports.
22.
Monthly
VM MDISK Reports.
23.
Monthly
GIM Statistics Report.
24.
Monthly
Par Report (several edit and audit reports
prior to
Par Report).
25.
Monthly
Inactive Share Data Set Report.
26.
Monthly
Stability Index Report.
27.
Monthly
On-line Job Availability Report.
28.
Monthly
Over-allocated Share Data Set Report.
Approved For Release 2000/06/06 : CIA-RDP80-00915A0001000400041-9
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9.
INCIDENT CARD
HARDWARE INCIDENT REPORT
FORM O11[ I USE PREY.
4.74 J4:J EDITIONS
DATE (DDM^AYY) TIME
AFFECTED SYS NO/OS
VERS,
FAILING UNIT/SER. NO. -
--
SEREP
CORE IMAGE
REPORTED DV:
AFFECTED SYS SER. N
O.
CPU MTR READINGS
STANDALONE
DUMP
ASP DUMP
IPL (Y or
N)
RERUN TIME
RERUN JOB NO.
LOCATION/NAME
PHONE NO.
PROBLEM ENVIRONMENT/DESCRIPTION
REPORTED BY
S F. V F R I TY C O0
PERSONS
--
NOTIFIED
--
PROBABLE CAUSES
_....__.__.._..__..__._
SUPERVISOR
._._v... _._
_._....
UISATP,OU S (4)
ORG/NAME
E
CR
IT ICAL (3)
HARDWAR
SER I OUS
L
SOFTWARE
M I N O R ti)
ORG/NAME
OTHER
DATE (DDVV Y
NOTIFIED
Y) AND TIME
VENDOR
SCHEDULED
CREDIT
U RERUN
MTR READINGS:
CPU
El RENTAL
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
D - 7
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
E-1
 ASP PERFORMANCE
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
Mt ith
MTTR
MMTBF
I P L s I
AvailabilitV
A
B
C
D
i
P
S,
T
X
Total
Fan. 76
.76
52
4
5
9
.9.8
?el 76
.79
56
1
1
3'
1
6
.98
viarch 76
76
Aay 76
Fur 76
ru1~r 76
W 76
;ep4-, 76
)c#0 75
dol 76
an 77
r e1r. 77
;2a h 77
Lpri1 77
.
-ia?!. 77
un' 77
u11W 77
Lug 77
;cpir. 77
)ct 77
1od' 77
)ec 77
H
A. = Ampex D = CDC S =Software
B = IBM M = Memorex T = Comten
C = Calcomp P Power X = Other
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 ASP PERFORMJJNCE
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
Tv nth 137'
R C
n I
?9. i P I
S 1 T!
X, I Toc til
.61
.64
28 0
29 0
6
5
2
0
-' 6
~0 '
0_
~-_0
0 .
- 6
6
1
3
4
0
25
.97
.97
March 74
63,
29 0
2
0
1
3
0
6
3
5
20
.97
Aril -14
3
.6
33
0
2
1
2
2
0
1
2
0
10
.98 {
May -
.72
34
0
2
0
2
1
0
9
0
1
15
.97
Ju-e 74
.80
L
37
4
1
(
5
2
13
.97
J~~'r 74
80
3
8
5
3
1
5
1
15 i
~ .97
Airg. 74
.78
39
2
3
1
4
1
4
15
.98
Se t. 74
.74
i
39
5
1
4
2
4
3
9
28
98
_
-
_
i-
-
-
O. 74
.78
39
2
2
1
2
4
3
14
.98
N( 74
,85
37
6
21
2
7
5
441
.97
Dc!'r'. 74
E
.95
-
38
3
2
5
1
2
13
.97
5
;Ja 75
.90
40
1
1
1
5
4
3
1
.97
Feb. 75
.86
40
1
I10
6
17
.97
:.~, rch 75
.97
41
3
5
1
4
2
15
.97
April 75
.98
39
3
1
7
4
2
.2
19
.97
M 75
.92
39
1
2
11
2
16
.97
Ju-e 75
.84 T
_38
1
1
1
10
5
2
20
.97
Jul 75
.86
39
1
3
2
7
13
.97
Ai 75
.87
38
1
6
2
5
3
17
.97
Se's. 75
.90
40
2
1
11
1
15
.97
Oc
L
6
'
.
::
::
::
1
9
FL
11
:::
1 Dc 75
.71
50
1
1
8
-
10
-
.98
A = Ampex
B = IBM
C = Calcomp
D = CDC
M = Memorex.
P Power
S = Software
T = Cornten
X = Other
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 CP/CMS SYSTEM PERFORMANCE
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
M nth
NITTR
RITBF
I P L
-
Availability
A
B
CI
D
p
SI
T
X
Total
Jan. 76
1.2 5
47
1
2
2
2
7
.97
Fe 76
1.31
48
5
1
1
7
.97
March 76
Ap 1 76
May 76
lul. 76
#
I~u7 Rr 76
4u*, 76
5er~. 76
76
Ito- , 76
De L". 76
La1 77
P. -117
Ida 'ch 77
3p 1 77
Via 77
1
Eur 77
rut' 77
77
iepm 77
1
pct 77
F
,Iov 77
-
1
?e( 77
1
A =
Ampex
D
CDC
S =
Software
B =
IBM
M
= Memorex
T =
Comten
C =
Calcomp
P
= Power
X =
Other
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 Approved For Release' /c W VAS' 2DP80-00915A000100040001-9
nth
I.
'
MTBF
I P L s
Availabila
_
A
B
C I
D I
M;
P(
S I
T
X
Tot_-il
.
Ja . 74
.88
43
0
0
11
0
0
0
9
0
0
20
.96
.F Cf. 74
.93
43
0
6
4
0
0
0
3
5
1
19
.97
M.?ch74
.9&
45
0
5
1
0
0
0
6
2
1
13
.97
A it 74
.94
47
0
4
5
0
1
0
4
4
1
19
-~~
.97
M.. r 74
.92
47
0
5.
0
0
0
0
1
6
2
14
.97
Sure 74
.91
44
0
6
0
0
2
0
6
2
4
20
.97
Ju r 74
.81
50
2
2
1
1
6
.98
Aug. 74 I
.83
51
3
7
2
12
.98
Se t.' 74
.77
56
1
1
.98
Oct. 74
.79
53
4
5
1
3
13
.98
Nr 74
.79
55
1
1
3
5
.98
Dec. 74
.76
58
1
1
1
2
5
.98
Sam, 75
. go
65
4
2
1
7
.98
Feb. 75
.88
.68
2
3
1
3
9
.98
M,-ch 75
L , 86
73
1
4
1
1
7
.98
Ac it 75
.92
76
3
2
7
1
2
15
.98
May 75
.94
66
2
25
5
32
.98
Ju e 75
.99
65
11
3
1
2
7
1
25
.98
July 75
1.03
60
7
2
4
13
.98
At . 75
1.02.
65
1
1
2
.98
Sept. 75
Oc . 75
1.01
1.17
60
56
1
5
3
1
1
1
1
11
4
2
10
20
.98
.98
Nov. 75
1.18
49
9
8
3
3
4
27
.97
Dc . 75
1.35
47
7
1
1
2
11
.97
A = Ampex
B = IBM
= Calcomp
D = CDC S = Software
M = Memorex T = Comten
P Power X = Other
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100049Q(1-9
 (IBM Hardware Only)
MONTH
p1" o
gpe
C ~,~
ITY
L73I~ ~
74
ct.
6,64
15
1.06
44
.97
.96
.96
Nov. 74
?627
9
1.21
47
.97
.96
.96
_ec. 74
566
8
1.22
52
..97
.96
.96
.fan. 75
675
6
1.30
56
.97
.97
.97
Tab. 75
596
12
1.24
57
.97
.98
.97
ar. 75
654
14
1.23
53
.97
.98
.97
Apr. 75
643
13
1.22
51
.`97
.98
.96
ay 75
682
4
1.25
56
.97
.98
.97
Tun. 75
638
9
1.33
57
.97
.98
.97
duly 75
667
14
1.28
58
.97
.98
ug. 75
662
8
1.23
61
.98
.97
.97
Sep. 75
599
19
1.21
59
.97
.98
.96
?act. 75
664
10
1.10
61
.98
.98
.
ov. 75
616
5
.97
63
.98
.98
.97
Dec. 75
715
7
.98
65
.98
.98
.97
an. 76
704
2
1.06
67
.98
.98
.96
Feb. 76
674
5
1.12
72
.98
.98
.96
mar. 76
pr. 76
May 76
mow un. 76
July. 76
{
{
gtu g . - 76
ep. 76
. .
Oct. 76
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
.
 rangy r zsEuivr,t~l4L
Approved for Rekiease 4)00/06J06 : C 4-RDF180-00%15A0( 1000f 0001-j I I C
Month
GIM
Software Only
Total System
IPLs of the MAP Support CPU
Effectivenes
MTTR
MTBF
MTTR
MTBF
B
C
M
A
T
P
D
S
X
Total
July 75
0.5
33.0
0.8
11.2
2
7
4
2
15
- .92
Aug 75
0.5
33.3
0.9
11.6
1
5
3
1
2
12
.92
Se 75
0.5
34.3
0.9
11.6
3
3
2
1
9
.92
Oct 75
0.6
35.5
1.0
11.9
10
2
5
1
3
26
.91
Nov 75
1.0
37.6
1.3
12.5
2
3
1
6
.90
Dec 75
0.6
35.9
1.0
12.3
1
2
2
2
7
.91
Jan 76
0.6
35.7
1.0
11.8
3
2
5
.91
Feb 76
0.5
36.2
1.0
11.9
2
1
2
5
.91
Mar 76
Apr 76
May 76
June 76
July 76
Aug 76
Sep 76
Oct 76
Nov 76
Dec 76
A =
Ampex
D =
CDC
S =
Software
B =
IBM
P =
Power
T =
Comten
C =
Calcomp
M =
Memorex
X =
Other
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 App[oved For Rel'~"? ea' '~ OgF rQ6'`l? r RDP80-00 15AO~1000 0001
~ l l ~ _ 1 ~~ '~
TIME
IBM
IBM
IBM
I P Ls
vera11
OveralI
EFF
Avail-
MONTH
[HRS]
IPLs
MTTR
MTBF
A
B
C
D
M
P
S
T
X
0ITAL
MTTR
MTBF
EFF.
90
abili
Nov 75
551
3
1.65
430
3
10
4
1
2
20
1.15
63
'99
.99
.98
Dec 75
555
1
1.63
436
1
3
2
6
1.1
64
.99
.99
.98
Jan 76
589
2
1.61
269
2
1
5
4
1
2
15
1.19
39
.99
'.99
.97
Feb 76
552
0
1.63
286
2
5
1
8
1.14
39
.99
.99
.97
Mar 7 6
Apr 76
May 76
Jun 76
Jul 76
Aug 76
Sep 76
Oct 76
Nov 76
Dec 76
Approved Fo
r Release 2
OOIO6/
06 : CIA-RDP80-00915A0001
00040001-9
 Apploved For Relase Ot0
[dA9a-4
I tB'180-001_15A00O1 OOO OO01-1
UP
TIME
IBM
IBM
IBM
I P Ls
Overa11
0vera1l
EFF
Avail-
MONTH
[FIRS]
IPLs
MTTR
MTBF
A
B
C
D
M
P
S
T
X
TA
L
MTTR
MTBF
EFF.
90
abilit
May 74
351
6
2.86
56
6
2.
4
4
2
18
1.35
20
.95
.95
.97
June 74
339
0
2.86
115
4
6
3
1
14
1.02
22
.97
.97
.97
July 74
500
4
2.20
119
4
3
7
.98
30
.98
.98
.98
Aug 74
462
2
1.95
138
2
1
2
1
6
.96
36
.98
.99
.98
Sept 74
428
2
2.14
149
2
1
1
4
1.03
41
.98
.99
.98
Oct 74
448
1
2.0
169
1
5
3
9
1.08
42
.98
.99
98-
Nov 74
450
2
2.35
175
2
1
3
1.18
47
.99
.99
.98
Dec 74
426
0
2.35
200
0
1.18
54
.98
.99
.98
Jan 75
475
0.
2.35
228
0
1.18
62
.98
.99
.98
Feb 75
453
1
2.27
241
1
1
1
2
5
1.27
64
.99
.99
.98
`-1arch 75
526
3
2.35
231
3
1
4
1.32
67
.98
.99
.98
Rpril 75
505
0
2.35
255
2
1
2
3
8
1.27
67
.99
.99
.98
'4ay 75
478
1
2.18
348
1
1
1
8
2
13
1.12
72
.99
.99
.99
June 75
456
1
2.15
351
1
9
1
6
1
18
1.21
75
.99
.99
.98
July 75
462
2
2.41
428
2
3
1
2
8
1.27
81
.99
.99
.98
'lug 75
511
3
2.46
352
3
16
2
1
22
1.22
59
.99
.99
.98
Sept 75
505
2
2.22
466
2
3
5
1
1
1
13
1.14
72
.99
.99
.98
)ct 75 580 4 2.04 1
423
4
1
1]
2
3
4
25
1.19
68
.99
.99
.98
 Approved [or Rejease ?X000/0C/0A5 -FR I+I j1'SA0( 0100010001-1 i
TIME
IBM
IBM
IBM
I P Ls
0verall
Overall
EFF
Avail-
MONTH
?
[HRS]
IPLs
MTTR
MTBF
A
B
C
D
M
P
S
T
X
T?TA
L
MTTR
MTBF
EFF.
90
abilit
Jun 75
399
0
1.91
120
14
1
4
19
.83
22 .
.98
.99
.98
Jul 75
435
4
2.16
118
4
3
2
9
.92
24
.98
.98
.98
Aug 75
510
3
2.18
124
3
1
11
4
19
1.11
25?
.98
.98
.97
Sep 75
501
4.
2.09
124
5
2
1
2
10
1.30
27
.98
.98
.97
Oct 75
529
0
2.09
142
12
4
10
2
28
1.36
25
.98
.99
.97
Nov 75
462
17
1.95
100
'
17
1
2
3
2
25
1.39
25
.98
.97
.96
Dec 75
517
1
1.81
112
1
3
1
8
13
1.31
25
.98
.98
.96
Jan 76
384
0
1.91
123
3
3
1.34
26
.98
.97
.96
Feb 76
460
1
1.99
141
1
4
3
1
9
1.40
28
.98
.99
.96
Mar 76
Apr 76
May 76
Jun 76
Jul 76
Aug 76
Sep 76
Oct 76
Nov 76
-
Z~3
eA
a
1
1
*00,
1
e e
qi
5
e
.).3
.)4e
9ei-q
 w 1
ApFyoved for F ea;fie NT0V1"iA-RDV80-00@15A010100*0001-0
IBM
IBM
IBM
I P IS
vera11
0veralI
EFF
Avail-
MONTH
TIME
[HRS]
IPLs
MTTR
MTBF
A
B
C
D
M
P
S
T
X
T?TA
MTTR
MTBF
EFF.
90
ability
Aug 75
551
0
1.28
189
2
1
3
1.02
83
.99
99
.99
Sep 75
559
0
1.21
217
4
6
10
1.02
82
.99
.99
.99
Oct 75
560
0
1.30
241
3
6
9
1.02
79
.99
1.00
.99
Nov 75
524
2
1.07
243
2
3
1
6
.97
79
.99
.99
.99
Dec 75
476
0
.95
347
2
2
.94
89
.99
.99
.99
Jan 76
569
2
1.'06
386
2
2
.90
98
.99
.99
.99
Feb 76
504
1
1.24
442
1
1
.92
1,05
.99
.99
.99
Mar 76
Apr 76
May 76
Jun 76
Jul 76
Aug 76
Sep 76
.
Oct 76
Nov. 76
Dec 76
Jan 77
Approved F
or Release
000/06/06: CIA-RDP80-00915A000
100040
001-9
 Approved For F Va9,6&pM0f 4 -RDPf80-00j15A00P1000j0001-F I
TIME
IBM
IBM
IBM
I P Ls
veral1
Overall
EFF
Avail-
MONTH
[HRS]
IPLs
MTTR
MTBF
A
B
C
D
M
P
S
!T
!T
X
X
T
T
OTAL.
MTTR
MTBF
EFF.
90
abilil
Nay 74
June 74
509
1
.33
509
1
4
1
6
1.35
102
.99
.99
.99
July 74
472
1
.70
482
1
2
4
7
.99
88
.99
.99
.99
iug. 74
495
4
1.20
246
4
3
2
9
.92
70
.99
.99
.99
Sept. 74
493
4
1.43
197
3
5
8
.92
66
.99
.99
.99
)ct. 74
575
3
1.20
196
3
1
2
6
.86
71
.99
.99
.99
40v. 74
484
2
1.54
202
2
1
3
6
.96
74
.99
.98
.99
)ec. 74
440
8
1.47
151
8
2
1
11
.99
65
.99
.98
.98
)an. 75
583
4
1.31
150
4
1
4
9
1.03
65
.99
.98
.98
=eb. 75
433
3
1.22
150
3
2
S
1.01
67
.99
.99
.98
larch 75
549
3
1.32
153
3
1
3
7
1.09
68
.99
.99
.98
Ipril 75
586
1
1.31
165
1
2
3
6
1.08
70
.99
.99
.98
lay 75
661
1
1.31
170-
1
1
3
5
1.06
73
.99
.99
.98
tune 75
582
2
1.34
178
2
1
2
5
1.07
76
.99
.99
.98
July 75
532
3
1.30
169
3
2
2
7
1.04
77
.99
.99
.98
Approved Fo
r Release 2
000/06/
06 CIA-RDP80-00915A000
100040
001-9
 !Y .L-) I JAI t:'.;14
Ap oved for R ease 000/0 /06 : A-RD 80-00 15A0 0100 0001
IBM
IBM
IBM
I P Ls
Overall
Overall
EFF
Avail-
MO NTH
TIME
[HRS]
IPLs
MTTR
MTBF,
A J
B
C
D
M
P
S
T
X
rr?
L
MTTR
MTBF
EFF.
90
abi l i t
Nov 75
537
'1
.79
.252
1
2
3
.69
74
.99
.99
.99
Dec 75
429
0
.88
316
1'
1.
.71
81
.99
.99
.99
Jan 76
476
.0
.65
485
1
1
.68
102
.99
.99
.99
Feb 76
493
2
.95
455
2
2
.72
116
.99
.99
.99
Mar 76
Apr 76
May 76
Jun 76
Jul 76
Aug 76
Sep 76
Oct 76
Nov 76
Dec 76
Approved For Release 2
000/06/
06 CIA-RDP80-00915A000
100040001-9
 Approved for RAeali
9RD180-00j15A0(100040001-1
TIME
IBM
-IBM
IBM
I P Ls
venal l
Overal l
EFF
A
f
MONTH
[HRS]
IPL3
MTTR
MTBF
A
B
C
D
M
P
S
T
X
T
?TA
L
MTTR
MTBF
EFF.
90
vai l i t
lay 7
une 7
454
1
.33
454
2
3
6
.40
91
.99
.99
.99
uly .7
453
5
1.06
149
5
5
3
13
.60
53
.99
.99
.99
ug. 74
469
0
1.06
229
1
2
3
.55
66
.99
.99
.99
ept. 74
428
2
.9
226
3
1
4
8
.66
64
.99
.99
.99
ct. 74
481
1
1.0
254
1
4
2
7
.69
65
.99
.99
..99
ov. 74
345
3
1.22
219
3
3
1
7
.81
63
.99
.99
.99
ec. 74
301
3
1.06
195
3
1
1
5
.77
61
.99
.99
.99
an. 75
332
6
1.10
155
6
4
4
14
.76
53
.99
.98
.99
eb. 75
402
2
1.06
1S9
2
2
S
9
.77
52
.99
.99
.99
arch 75
502
2
.99
167
2
1
2
5
.76
55
.99
.99
.99
pril 75
555
0
.99
189
4
3
7
.73
57
.99
.99
.99
ay 75
597
3
.97
181
3
3
6
12
.71
56
.99
.99
.99
une 75
595
2
1.03
190
2
1
1
4
.73
60
.99
.99
.99
my 75
1 333
3
.93
198
3
1
4
.73
65
.99
.99
.99
ug. 75
444
0
.93
198
3
3
.72
64
.99
.99
.99
ept. 75
ct. 75
432
1 495
0
0
.94
.93
214
223
4
4
4
5
.78
.77
66
68
.99
.99
.99
1.00
.99
.99
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 PERFORMANCE OBJECTIVES
Approved For Re'ease GIOEO6tA-kD1fSU-U0V15A0%O1000 j0001- j
ASP
MTBF
CP
MTBF
ASP
MTTR
CP
MTTR
ASP
AVAIL-
CP
AVAIL-
TART
COMPLETE
%
COMPOSITE
PERFORMANCE
RATING
;OAL
48.0
96.0
0.5
0.5
.99
..99
-1.0
1.0
IOEFFICIENT
2.5
2.0
0.3
0.4
0.5
1.0
0.6
0.2
FORMULA
N
G
N
U
4-N
4-N
N
G
N
G
8-N
8-G
N
G
Jan 75
40
65
.90
.90
.97
.98
1.1
.76
.84
Feb 75
40
68
.86
.88
.97
.98
0.8
.83
.85
4arch 75
41
73
.97
.86
.97
.98
1.1
.78
.87
kpril 75
39
76
.98
.92
.97
.98
1.0
.85
.86
lay 75
39
66
.92
.94
.97
.98
1.3
.82
.83
June 75
38
65
.84
.99
.97
.98
July 75
39
60
.86
1.03
.97
.98
4ug 75
38
65
.87
1.02
.97
.98
Sept 7.5
40
60
.90
1.01
.97
.98
)ct.. 75
42
56
.90
1.17
.97
.98
\iov. 75
49
49
.75
1.18
.98
.97
Dec 75
50
47
.71
1.35
.98
.97
Jan 76
52
47
.76
1.25
.98
.97
Feb 76
56
48
.79
1.31
.98
.97
N = Actual performance of the 8 measurements
G = Performance level goal of the 8 measurements
C = Coefficient or weight given to each of the 8 measurements
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 Approved For Releas& hbOYM69c- DP80-00915A000100040001-9
A = Ampex
Mr B = IBM
C = Calcomp
D = CDC
M = Memorex
P Power
$ _ 'Software
T = Comten
X = Other
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
E-16
 Approved For Release 4400:/0~y06 GYI~AAr1WDP80-00915AO00100040001-9
h
MTTR
MTBF
I P L
Availabilit-,-
b2 nt
A
B
C
D
NI
P
S
T X
T ota 1
Tar 74
Fe+' 74
Va ich 74
kp! 1 74
Ma ? 74
Tune 74
Tu' ? 74
Aug. 74
Se :. 74
Dct. 74
NO 74
Dec. 74
Ja: 75
Feb. 75
M ch 7 5
A.p-i1 75
May 75
Juw - 75
.39
127
1
1
1
10
5
2
20
.99
July 75
.49
92
1
4
1
7
2
15
.99
Au 75
.72
75
3
5
4
6
18
.99
Sept. 75
. 68
72
2
3
2
3
2
12
.99
Oc 75
.70
72
1
1
1
6
1
10
.99
Nov. 75
-74
75
1
4
1
6
.99
De. 75
.82
71
5
1?
1
1
2
10
.99
A = Ampex
B = IBM
C Calcomp
D = CDC S = Software
M = Memorex T = Comten
P Power X = Other
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
M nth
MTTR
MTBF
I P L s
Availability
A
B
C
D
M
P
S
T
X
Total
Jan. 76
1.23
45
3
1
1
2
7
.97
Fe 76
NEW
1.21
45
2
2
1
5
.97
March 76
AF it 76
May 76
Yu" 76
Jul, 76..
KU4. 76
Se-t. 76
D c-ri 7 0
No--. 76
Dee. 76
Ia. 77
FeV". 77
Me ch 77
April 77
M2 77
June'. 77
Tu:-# 77
4u-, 77
5e. 77
Dc' 77
NOT'77
De , 77
A =
Ampex
D =
CDC
S =
Software
B =
IBM
Memorex
T =
Comten
C =
Calcomp
P =
Power
X =
Other
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 65-2 PERFORMANCE
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
MTTft
VLTBF
iPLs
J Av~ iiahi iz,
M P S T X To J
1.L.
c D
~~. .4
14
1.26
64
2
4
1
1
3
11
.98
Ii
ii15
53
9
3
2
14
.97
t4
.95
51
4
3
4
1
1
2
15
.98
74
.92
53
2
1
2
3
1
2
2
13
.98
74
1.00
2
3
2
3
2
9
21
.97
74
.99
51
2
3
3
2
10
.98
7
1.01
55
1
1
3
7
.98
C. 74
1.06
58
3
1
1
2
.98
75
1.02
62
2
3
6
.98
~rre
,
1. 75
1.09
65
1
1
2
1
5
.98
+
wreh 75
1.07
70
2
3
.98
"i 75
11.01
56
6
5
9
14
4
39
.98
75
?95
5 5
1
2
9
2
16
.98
75
.91
52
5
1
2
10
4
24
.98
75
.93
51
2
10
5
2
19
.98
? 75
.98
50
1
7
3
1
1
1
14
.98 }
---_
.94
53
3
2
3
2
10
.98
75
1.15
45
12
2
9
1
5
9
38
.97
75
1.20
45
2
3
1
6
.97
~`? 75
1.20
45
1
3
2
2
8
.
A = Ampex D = CDC S = Software
F% IBM M = Memorex T = Comten
C Calcomp P Power X = Other
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
Er 19
 App oved or Re ase OV/D 6 qA'-RU 00 15A0 1000 0001=
UP
TIME
IBM
IBM
IBM
I P Ls
Overall
Overall
EFF
Avail-
MONTH
[HRS]
IPLs
MTTR
MTBF
A
B
C
0
M
P
S
T
X
T'1A
L
MTTR
MTBF
EFF.
90
abilit
Jan 76
502
7
1.51
72
7
8
6
1
7
29
1.00
17
.97
.97
.95
Feb 76
497
1
2.00
125
1
3
2
5
11
L.21
25
.98'
.98
.96
Mar-76
Apr 76
May 76
Jun 76
Jul 76
Aug 76
Sep 76
Oct.76
Nov 76
Dec 76
Approved For Release 2000/06
/06 CIA-RDP80-00915A000
100040001-9
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
APPENDIX F
GC-03 COMPUTER CENTER DIAGRAMS
1. Processor Service Schematic
2. Data Access Schematics and Chart
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 Pgyprov ' bFRTe eas` "20'0OT067 6""?'CTA-ITDF%d-OO915AOOO1 OOO4OOO1-9 - - - ~ ~ -1
ASP MAIN
158-2
3 MEG
(NIGHT VM)
owl
OD&E DATACOM
ORD AMES
DAC (GIMPROD)
DAC (GIMDEV)
DAC (4F50)
DAC (KEY)
VM (INTERACTIVE)
CP (INTERACTIVE)
I ASP MAIN
MAD 158-1
GIMP2' 3 MEG
CRS
kppro a*o- telea%e 200b/06/0t: CIA- tI P8c-OO91 vtA0O01t 040001-9 l
GIMDEV
CAMDEV
ASP BACKUP
{ 168-1 _C-T-C -
4 MEG '- 1
(NIGHT ASP MAI )
GIMP1
OTHER
ASP
SUPPORT
195
3 MEG
BATCH
SIMJOB
I i
ASP MAIN
65-2 - -C,TeC - - 1
2.5 MEG
 Approved For Release 201/ 'OVit-tAtR[ WA-00915A000100040001-9
O U T P U T
NUMBER
C.U.(S) D E V I C _.E S ALTERNATE
CABLES TYPE/NO. HOST HOST
i
PATH TO PATH OF DEVICES NAME(S) SYSTEM SYSTEM(S)
168-1
2- mm-
CHAN. 0
A
2
CONTROLLER
488-LINES
COMTEN #2; COMTEN #3
168-1
158-2
I
Comm
B 1
~g1~TT(~R
I COMTEN #1
168-1
158-2
N
2-COMM.
C
2
QQTROLLER
COMTEN #1; COMTEN #3
158-2
--
P
158-2
D
10
--
2914 #7
168-1/158-2
CHAN. 0
NOT IN USE
--
--
-
E
U
{
F
NOT IN USE
--
i
T
READER/PUNCH;
1
158-2
NOT
G f
1
PRINTER(2)
IBM 2821
168-1
IN
READER/PUNCH;
158-2
USE
H
1
PRINTER(2)
IBM 2821
168-1
168-1
1
CONSO
IBM 3066
168-1
--
._.-.-
2
--
NOT
IN
SE
3
U
-NOTE: PATHS 1-4 CANNOT BE SWITCHED TO AN ALTERNATE HOST SYSTEM(S).
3ppro ed FoP Relea1se 20/06/01: CIA- MP8J-0091?A0001t0040801-9
 ApprovefdF rY Re asENIZOMMUM A-RDF
COMTEN
#2
COMTEN
#3
168-1
CHAN. 0
158-2
CHAN.
NOT
IN USE
NOT
IN USE
A
B
C
ID
E
F
G
1
2
3
4
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 Approved For Release 2000/06106 : CCGIA RDP80-00915A000100040001-9
O U T P U T
168-1/
NUMBER
D E V I C E (S)
158-2
C.U. (S)
ALTERNATE
CHAN. 0
CABLES
TYPE/NO.
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NAMES
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1 Appro red Foi Release 20d0/06/0t : CIADP8 -0091 A000400040b01-9 '
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
APPENDIX G
PROPOSED TREND CHARTS
TREND CHARTS PREDICTION/ACTUAL
Performance Jobs/Day/Relative capacity - Hrs/Day(Mo.)
Test Jobs/Total
Production Hrs./Day
Incident Reports Initiated/completed/
outstanding/over 10 days old.
Down time by system/Day/Month -
System availability.
Abends or stops/Day/Month
EC/FCO level by sub-system.
Current up/down status by sub-system.
Software level and open 'bugs'.
CPU utilization vs. wall clock.
Overhead - resource and time.
Heaviest users - 10-20 top jobs and their
characteristics.
Late starts per day/month.
Requests for Service: a) received
b) accepted/rejected
c) completed.
Terminals installed a) total
b) concurrently served
at peak.
c) response time range.
Equipment Population.
G-1
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 I TO
01r-3
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f
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 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
TREND CHARTS PREDICTION/ACTUAL
Financial Monthly lease.
Monthly maintenance.
Monthly contract support.
Salary/benefits.
Obligations by S.O.C.
Turnover.
Sick leave usage by Division.
Training.
Promotions.
Avg. grade levels by Division.
Overtime.
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G-2
 Ap roved For Relea e 2 O/ 6 : CIA-RDP80-00915A000100040001-9
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
3 May 1976
1. Assume a basic organizational structure.
2. Clarify and resolve any basic issues with respect to
that structure.
3. Break the organizational structure down into its smallest
organizational components.
4. Define and document the detailed functions and respon-
sibilities of each component.
gw 5. Review to ensure that all known questions have been
resolved or the issues with pros and cons have been
identified.
W
6. Present findings to D/OJCS and DD/OJCS.
Note: Issues that are impeding progress oir questions
requiring clarification, may be brought to the attention
of D/OJCS and DD/OJCS at any time.
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 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
3 May 1976
REORGANIZATION
3 Principal goals:
Improve the stability and responsiveness of the operating
centers.
Provide a planning capability.
Thoroughly document the rationale for the new organization.
Steps needed:
Stability and Responsiveness
Minimize the coordination required across organizational
boundaries to support the daily operating environment.
? Sharply focus responsibilitity for all functions that
have an immediate day-to-day impact on stability and
responsiveness, including:
- Hardware maintenance and maintenance of system soft-
ware on the floor.
- System measurement and tuning.
- Priority control.
- Production and data base management.
? Give priority to hardware and software maintenance for
any problem which is seriously impacting current
operations.
Planning
? Create a planning organization to plan on an on-going
rather than ad hoc crisis-oriented basis (1-5 years).
? Link the planning cycle to the annual program and
budget cycle.
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 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
? Provide trend information as a measurement of the
adequacy of previous plans and as a basis for new
planning initiatives.
Documentation
? Prepare a comprehensive organizational document
describing the organizations, functions, and respon-
sibilities of the organizational components and
their methods of operation.
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 Approved For Release 2000/06/06 : CIA-RDP8O-00915AO00100040001-9
3 May 1976
AREAS OF RESPONSIBILITY THAT NEED TO BE PINNED DOWN
1. GIMS management from the womb to the tomb.
2. Development and design of hardware/software systems a
year or more in the future.
3. Review and approval of new acquisitions 25X1A
4. Monitoring users of operating systems to guard againt
abuse.
5. Reviewing software developed elsewhere (e.g. by CRS)
to ensure its efficiency..
6. Auditing our own applications software to ensure its
efficiency.
7. Resource management - what should it consist of and
what is an adequate level of effort.
8. Introduction of new software systems: testing, approval,
and operating transition.
9. Where should special projects lie (CAMS, TADS, RAPID, etc.)?
10. Security responsibility below the SO.
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 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
12OEC1975
MEMORANDUM FOR: Director of Joint Computer Support
SUBJECT OJCS Problems and Recommendations
1. This report discusses current problems in OJCS which
directly affect the current and future operations. Recommenda-
tions are contained in paragraph 15.
2. The overall problem in OJCS is the breakdown of
authority and responsibility in handling day-to-day vital func-
tions that are absolutely necessary for stable and efficient
operations. These problems stem from the reorganization which
was put into effect on 15 July 1973. This reorganization was
never expanded to assign tasks and develop priorities necessary
to adequately, manage the OJCS responsibilities. Further, many
of the assigned staffs are no longer functional and Division
responsibilities have been drastically changed. All of this
without any apparent documentation and mostly by the assumption
of tasks not described or assigned under the original reorgani-
zation paper.
3. Several basic areas need to. be studied, supporting
functions listed and responsibility assigned. Some of these
areas are:
a. Management of the Computer Center to assure
efficient and timely response to requests for data pro-
cessing (assigned to Operations Division). This func-
tion requires hardware, system software, system tuning
operating procedures, operators and some control on
users. However, we can see that most of these support-
ing functions belong to other OJCS Divisions and Staffs
and OD does not have the authority necessary to "assure
efficient and timely" operations.
b. Configuration control, hardware maintenance,
facilities and facility maintenance, computer resource
management and supporting services of power, cooling,
communications and contract management is not even men-
tioned or assigned.
c. Maintaining applications software and schedul-
ing for production (assigned to Applications Division)
was moved to User Support Division without any apparent
reorganization.
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 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
d. Assumption of CRS support and hardware
and the assignment of the DDO Computer Center was
also done without any apparent reorganization.
e. Data Management Center(s) - their opera-
tion and disk space control on the CP/VM Systems was
assigned to User Support Division while SHARE disk
space control (OS) is in Operations Division. There
is thus no central control of these resources and no.
one has "the complete story."
f. The trouble desk is located in the DAC and
received information is called to Operations Division
where most action and detailed information is needed
urgently. This function is not defined nor responsi-
bility listed. Further, Operations Division has designed
and uses an incident card to record and track trouble
reports - neither USD nor SED is responsible to use
these cards.
g. Hardware and supply ordering, receiving, in-
stallation, accounting and procuring (through OL) are
Operations Division assigned responsibilities. However,
all planning (SED), configuration (SED), approval (Plan-
ning Staff), signoff (D/OJCS) and order processing (Admin
Staff) are actually accomplished. This again gives OD
the responsibillty, but no real authority.
h. Measures, evaluates, and tunes computer systems
(assigned to SED) directly impacts the efficiency of the
computers and the projection of computer processing ser-
vice in all areas from computer power to peripheral equip-
ment. Yet the efficiency and timely service are assigned
to Operations Division. I
i. No one currently monitors users to ensure that
they do not abuse the computer systems at the expense of
other users. This function is not assigned and again has
an impact on the OD efficiency of the overall service.
4. The above problems of duplication, cross Division
responsibility and missing functions are all handled if and. when
someone has the time or inclination. However, repeated instances
arise in the morning staff meetings where no Division or Staff
member accepts responsibility for a problemas a required action.
An action then must be assigned by D/OJCS. Everything is handled
as an exception rather than through a normal defined function.
This tends to further redefine responsibilities. .
2
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 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
5. All of these problems create an environment in
which a great deal of manpower is wasted in "coordination"
and repetitious study (bottle necks). This in turn results
in elimination and/or inadequate performance of many critical
functions. The net result of all of this is that more and
more "fires" are started which in turn consume more manpower,
which eliminates more functions, which create more fires,
until no manpower is available to make productive efforts to
stop the degradation cycle.
6. Do not believe that everything in OJCS is bad. It
is not. The good would far exceed the bad. However, there are
critical functions which need to be adequately explored, defined,
3rwi~ stream-lined and assigned. This is not an easy task in an en-
vironment asAcomplex and critical as OJCS. There is no way to
keep all sub-functions (support) within the same management
responsibility below the D/OJCS level. However, all of the
functions and supporting sub-functions can be assigned to elimin-
ate duplication, clarify responsibilities, establish priorities
and stop wasting manpower and computer power in putting out fires.
7. We must recognize that a central computer facility
operation crosses all lines of organization at some point regard-
less of the organization structure. The idea is to so organize
to maximize the service provided and minimize the daily coordina-
tion required across organizational lines. This can be done
within the current OJCS structure by redefining and redistribu-
tion of key functions. However, the span of control becomes
rather unwieldy and some duplication of effort may become neces-
sary. A more reasonable long term goal would be a complete re-
organization of both functional and organizational structure.
8. There are four major real world requirements for a good
computer organization. Hardware, software, operations and manage-
ment. We can expand it this way:
a. Hardware configurations must be researched to
meet management needs, specifications written, procure-
ment effected, installation plans completed, hardware
received, installed and maintained.
b. Software (both system and user) must be re-
searched, developed or procured, installed and maintained.
co A properly integrated, tested and maintained
hardware/software system is provided.to an operations
element.
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 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
d. This operating element provides procedures;
operators and schedules to meet management service ob-
jectives. Further it provides feedback to both hardware
and software elements for all trouble encountered.
e. This total is monitored and paid for by manage-
ment. Management measures the quality, quantity and cost
of service and projects what future c an es are necessary
to meet`exg~arrde service requirements. These requirements
are given o the iardwareJso~tware elements to effect
changes in current or future integrated system plans.
9. One can see that there are really two main chains of
activity:
a. Current operations - That integrated hardware/
software, operator/user system which is currently doing
work. This system must be maintained on a semi-realtime
basis so current needs can be met.
b. Future operations. Those integrated and tested
hardware/software facilities that are being developed or
procured to meet new or changing needs. These tested
changes will become part of the current operations after
installation and acceptance by current operations.
10. One can see that there are two functional areas (not
counting management) that overlap in the main chain of activities.
They are:
a. Hardware and software maintenance - Here the
hardware and software already "delivered" has problems
and needs to be fixed. We could provide these services
in the Current Operations chain, but a greal deal of dupli-
cation would be necessary. It would be better for "Current
Operations" to task Future Operations to fix the hardware a
or software proem a ause they are already familiar with
the integrated system provided.
b. The transfer of "future systems" to current
operations is best monitored by a coordinating staff
(responsible to current operations) but tasked by future
operations to schedule, track, test and accept the new
system (system changes) into current operations. They
would maintain pert type charts to ensure that both cur-.
rent operations and future operations are ready and can
effect an orderly transfer. They would also be respons-
ible for scheduling current operations time for hardware
and software maintenance and'test of future integrated
systems.
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 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
11. The key function left is management. Here we are not
talking about organizational line management. What we do need
is basic support and overall collection and analysis of manage-
ment and system data necessary to make correct decisions and
prepare internal and external policy and procedure recommenda-
tions for line management. These functions are:
a. Budget and fiscal data. This is a collection
of contract obligations, expenditures and projections
maintained on a current basis for input to management
decisions. It includes financial analysis of ways and
means of saving money in one area to pay for needs in
other areas.
b. User charge and accounting data. This is basi-
cally the user accounting data derived from daily SMF-
type recordings.
c. Current support data - This is the daily activity
reports and records of work accomplished by all systems.
It also includes the posting and maintenance of Incident
Card records to ensure that contract obligations are met
and that the government recovers any rental, training or
other credits due from suppliers.
d. System Measurement data analysis - This is the
analysis of current support data and hardware monitor data.
These analysis will identify current system user programs
and/or support bottlenecks which need to be corrected or
eliminated for better overall system service.
e. User use and monitor reports - To determine if
a user is actually making good use of facilities (disk
space, tapes, terminals) provided for their use.
f. Pert networking and other tracking needed to
ensure that plans and commitments approved by management
are tracked during the development implementation, test-
ing and transfer. This will help provide management status
on all plans and programs.
g. Housekeeping, functions of personnel, supplies,
training, security, space, etc. which i normal in any
organization. aAA-
12. The line organization required to support the functions
described is quite simple. It requires a double deputy system
under the D/OJCS. This means that only those conflicts and/or
decisions which affect the total internal OJCS organization need
5
Approved For Release 2000/06/06 : CIA-R.DP80-00915A000100040001-9
 Approved For Release 2000/06/06: CIA-RDP80-00915A000100040001-9
to be presented to D/OJCS. All normal day-to-day support opera-
tions are handled by one deputy and all development and system
maintenance are handled by the second deputy. These two people
coordinate and have line control of all resources in OJCS to
ensure compliance with all policies and decisions. Further,
they have available to them the skills in sufficient numbers
to provide the much needed flexibility to react to new priori-
ties and problems. One possible line organization is included
.as Attachment 1.
13. One of the primary advantages of this organization is
that hardware, system software, user support software, and the
applications software are under control of one man during the
development cycle. There should, therefore, be no interface or
development timing problems between the various personnel as
exists today. The only time that current operations get into
the act is in pre-installation testing and acceptance of the new
system. At this time, current operations can make absolutely
sure that all special problems related to normal job streams,
special support packages, operator training and user training
are tested before full acceptance of the system for current
operations use.
f, ~ V .ii. wart L+. JLLLCAJ v,rcGLSl.11cA7 .L~ 1.LLC 11LLYGL 1.. L.LL CL L. L U L ULC %J&=LCt-
tions can have on current operation if maintenance on facilities,
hardware, system software and user support packages is not pro-
vided on a priority basis. This can be handled easily by specify-
-, that the mainte
a
will b
li
h
d
th
b
i
n
nce
e accomp
s
on
e
e
as
s estab-
lished by DD/current operations. For other needed support, fire
u'
operations is tasked by current o
erations as a user
Future
p
.
o
~ operations also tasks current operations as a user for its block
*~~ 0 9.V'~,,v-time and facilities required to do its job.
415. It is recommended that the following actions be taken
'UF on a priority basis:
a. Develop an OJCS policy which effectively states
that hardware and system software maintenance has priority
~
7- over all other tasks when the problem is seriously impact-
ing current support operations.
b. That all problems related to (a) above be re-
corded on the Operations Division incident card and tracked
until fixes are provided.
c. That OJCS start a recruiting effort to find an
EE with the right background to head up the OJCS hardware
effort. Two additional EE positions should be authorized
for this effort. .
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 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
d. Develop a complete list of critical and
supporting functions which are necessary to acomplish
the total OJCS mission. Once this list is developed,
group them into related areas which might be utilized
to restructure responsbility in OJCS.
25X1A
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Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
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A?pprovd for'Rel.es114 OOO/0{6/06 : CIA-RDP80-00915 OPOO 80'I 9.rdN~~
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IIS/~R PaG6 War! Cq..?~aa I{2 rd Jar 1. Co`1'"E`~??trLw..? yC.v;-o
 Approved For Release 2000/06/06 : CIA-RDP80-00915A000100048001-9
OJCS ORGANIZATIONAL TASK FORCE
ISSUE: Is there sufficient justification for the existence of a
Special Projects Staff-like component in the new organizational
structure separate from the day-to-day line component
organizations?
AFFIRMATIVE POSITION:
The creation and existence of Special Project Staff (SPS) within
OJCS is an exceptional case brought on by 1) the desire of the previous
Director for OJCS management for larger projects and 2) the non-availabi-
lity of funds for SAFE. In addition the SAFE project was separately
organized to ensure a successful development while not swamping the rest
of OJCS. While the aforementioned is acknowledged, the inclusion of a
SPS-like component permits and encourages the isolation of Central
Processing functional responsibilities and activities from stand-alone
system development activities. This goal is consistent with the goal
of increasing the stability and responsiveness of the line-organizational
components, Processing Services and Application Services.
The importance of maintenance activities versus the interest and
appeal of Development Activities is a prevalent issue throughout the
ADP Industry as well as other industries. The existence of a SPS-like
component with the explicit functional responsibility for stand-alone
Application development directs an obvious and concentrated effort for
the Processing Services and Application Services components toward
maintenance of the central processing facilities.
An opposing argument is given that "Application development is
Application development" and there is no need to distinguish stand-alone
application development from central processing application development.
It should be noted that system development is different from application
development. While there is commonality in the process of developing
Application software, in addition to operating System Development and/or
modification implications, there are basic and unique differences
required for stand-alone Application Development such as varying degrees
of contract management, Logistic support coordination for environmental
utilities, RFP Development, evaluation, and procurement coordination,
system operation procedures and resource requirements, etc. OJCS'
image has been damaged in the past by our attempt to treat all users
as equals. Some user requirements must be addressed as unequals in
attempting to solve and meet unique processing requirements.
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 ALApproved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
While the question of "what happens to the developers of the
stand-alone application system once it is operational and who maintains
the system" has to be addressed, the resolution of this aspect of
each project should be on an individual project basis. For example,
CRS was desirous of absorbing some of the developers of SAFE for
maintenance and operations; OS trained guards to operate the AAMS
Hardware and Hardware and Software maintenance were contracted to
the vendor and tasked to Applications Division, respectively. The
requirements for each application must be appraised, the necessity for
establishing a general rule with strict adherence regulations is not
required at this time.
A common desire of the Organizational Task Force is to combine
the components for planning and programs and management services.
This act encourages the analysis of performance. data of current systems
and the necessary task of forecasting and planning future systems for
long-range planning. A SPS-like group within the planning component
eliminates duplication and permits control of industry investigations
of future system facilities to one group; such that information gathered
and analyzed for one function can be used or expanded for use in other
functions without incurring duplicate expense.
In summary, if a primary goal of the organization is increased
stability,-reliability and availability, concentrated effort and
direction must address not only simplifying the complex processing
environment but also simplifying the concerns of management on the
line components. There is a commonality between planning and project
development activities which include not only applications software
development but development and/or procurement of Operating System
Software, utility software, hardware, site preparation, and operational
requirements.
Approved For Release 2000/06/06 : CIA-RDP80-00915A000100040001-9
 "EYES ONLY"
RI iIR59M ff or RVqa U*T O0/06/06: CIA-RDPJO~ QQ~9l%@040001-p SECRET
25X1A
ROUTING AND RECORD SHEET
~_.._ ~-..~..
.
~_
611@.IECT; (Optional) .~' _____......~...
OJCS Management Study
- -- - ----
ROM:
EXTENSION
NO.
C/SE'S/OJCS
DATE
402 Ames
2088
23 April 1976.
10: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
-
INITIALS
to whom. Draw a line across column after each comment.)
RECEIVED
FORWARDED
- --- --
--
Enclosed are the slides
~~
used in the 22 April
briefing on the OJCS
-- -
--
3
Management Study. These
.
should be handled as
"EYES ONLY" until the
--
management actions from
4
this study are announced
by D/OJCS.
rrr
C SPS OJCS
-
8. - ----------
25X1 A
9.
A
Oro.
~
I
2.
j
~
R I
41
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I. OBJECTIVES AND SCOPE
MOTIVATION FOR THE STUDY
ELEMENTS TO BE EXAMINED
LIMITATION OF SCOPE,
RESIDUE
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 II. WHAT DO WE DO. ?
A) COMPUTER PROCESSING SERVICE
B) APPLICATIONS ADVICE AND SERVICE
C) PLANNING
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INTERVIEWS
PROBLEM ANALYSIS
GLOBAL PICTURE
-ACTION FORMULATION
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..A) ORGANIZATIONAL ALIGNMENT
B) PLANNING
C) MANAGEMENT
0) PERFORMANCE EXPECTATIONS AND MEASUREMENTS
HEAVY LOAD
:B) COMPLEX ENVIRONMENT
ON-LINE USE
D) - ,1ANAGEMENdT I N CRISIS
A) UNCONTRQLLED INPUT
B) RESOURCES
C) OUTSIDE USERS
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SYSTEM RELIABILITY
A) EQUIPMENT GENERALLY ADEQUATE
B) CHANGE AND CONFIGURATION
C) SPLIT RESPONSIBILITY
D) HARDWARE MAINTENANCE
COMPLEXITY
A) OBJECTIVES NOT MET
MANAGEMENT PROCEDURES AND'CONTROL'S
.A) PERFORMANCE STANDARDS
B) ORGANIZATIONAL PERFORMANCE REVIEWS
C) SECURITY FOR EXAMPLE
LOADS VS1 STAFF
A) LOAD 266 - STAFF 11 _(71)
B) ANALYSIS SUFFERS
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 PROPOSED ACTIO :
A) MAKE RELIABILITY/AVAILABILITY
A KEY SYSTEM GOAL.
-B) ESTABLISH PERFORMANCE' EXPECTATIONS
.AMD REVIEW ACTUAL AGAINST PLAN,
C) REVIEW KEY INDICATORS. MONTHLY,
TO SUPPORT MANAGEMENT DECISIONS.
ESTABLISH AND MAINTAIN TREND INFORMATION
.E) ~SLOW AND CONTROL THE RATE OF HARDWARE
I
AND SOFTWARE CHANGE.
F) SIMPi_.IFY I HE CENT R BY IS 1 A T ING
CLASSES OF SERVICE.
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 . /: , ,.r.1? .s;~.( t.'G; r'. . .. P ifs.?? 4r: , M9r.-:nswr. ~+.........e? ..
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. G)',ESTABLISH A FORMAL QUALITY ASSURANCE
PROCEDURE FOR APPLICATIONS GOING TO
-PRODUCTION STATUS, SET Q.A. POLICY
RESOURCES.
I). DEVELOP AND MAINTAIN A 5-YEAR PLAN AND
A 5-10 YEAR OUTLOOK,
J). ASSIGN ONE MA14 TO WORK WITH THE SECURITY
-OFFICES ON TECHNICAL SECURITY.
FOR OJCS DELIVERABLES.
H) AUDIT APPLICATIONS FOR PROPER USE OF
K) .'MAKE THE ADP CONTROL OFFICER SYSTEM WORK
BY-DEFINING ACCOUdTABILITY FOR RESULTS.
.) ESTABLISH POLICY AND PROCEDURES IN MAJOR
AREAS (SIFE PROBLEM, fl48: 40) . SET A POLICY
ON SUPPORTED SOFT 1 ARE.
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.
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as : .
Procedures are weak or lacking in'the following
are
a)
b)
Maintenance
Configuration control.
-?
c)
d)
e)
,f)
g)
h)
i)
Terminal requests. ,
Budget and fiscal mattbrs.
Service requests.
Incident-report handling.
Problem analysis.
Production handling.
Project management.
Resource usage accountability.
k)
Project registry.
Policy definitions are weak or lacking
following areas:
.a) Agency ADP control.
b) New applications.
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c) Centralized-vs. decentralized control.
d). Cost accountability for resource utilization.
e) Control of input.
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-M) RE-ALIGN THE ORGANIZATION. TO- BRING
OF ACCOUNTABILITY FOR RESULTS,
TOGETHER AND PERMIT. ESTABLISHMENT
.RESPONSIBILITY AND AUTHORITY
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OBJECTIVES OF ORGANIZATIONAL ALIGNMENT:
.Effective. executionof "OJCS Major Functions".'
Clear assignment of responsibility.
Authority commensurate with. responsibility.
'Minimize inter-organizational contention.
Provide decision-making at proper levels.
Reduce the number-and level of crises.
Provide clear direction for future operations.
Reduce the list of problems' and minimize the creation
of new ones.
9. ? Develop better management control of the organization.
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DD/OJCS.
1PRQCESSS`G
L .SERVICES
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TREND CHARTS
Performance
Jobs/Day/Relative capacity
- Hrs/Day (Mo..)
Test Jobs/Total
Incident Reports Initiated/completed
outstanding/over 10 days old.'
'Down'time by system/Day/Month
System availability:
Abends or stops/Day/Month
b) concurrently ser ea
at peak.
c) response time range.;:
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APPENDIX G
PROPOSED TREND CHARTS
. PREDICTION/ACTUAL
Production Hrs./Day
EC/FCO ?level by sub--system.
Current up/down status by sub-system.
-;Software level and open 'bugs'.
'CPU utilization vs,."wall clock.
Heaviest users - 10-20 top jobs and their
characteristics.
.Late starts per day/month.
Requests for Service: a) received
b) accepted/rejected
c) completed.
terminals ins.tallea : a) total
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Sick leave-usage by'Division.,
Training.
Promotions:
Avg. grade levels by Division.
Overtime.
PREDICTIQN/ACTUAL
.Monthly lease.
Monthly maintenance.
_,Monthly contract support.
Salary/benefits.
Obligations bX S.O.C.
- Pvrs onnel Turnover-.
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PROPOSED OJCS ORGANIZATION
Prepared for
Director, Office of Joint Computer Support
by:
OJCS organization Task Force
25X1A
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This document presents the rationale and background, a
proposed organizational structure and functional respon-
sibilities for an OJCS organization as tasked by Director,
OJCS.
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PROPOSED OJCS ORGANIZATION
TABLE OF CONTENTS
Para. Page
SECTION I
1.2.1 OJCS History
1.2.2 OJCS/SPS Management Study
1.2.3 OJCS Organizational Task Force Charter
1.2.4 Task Force Methodology
2.3 ORGANIZATIONAL COMPONENT MISSIONS AND FUNCTIONAL
RESPONSIBILITIES
2.3.1
Administrative Staff
2.3.2
Plans and Programs Staff
2.3.3
Special Projects Staff
2.3.4
Application Services
2.3.4.1
AS/Support Staff
2.3.4.2
AS/User Services Staff
2.3.4.3
AS/Branch A, B, C, and D.
2.3.5
Processing Services
2.3.5.1 Charter of the Processing Services
Review Group
2.3.5.2 PS/Computer Processing
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2.3.5.3 PS/Production Services
2.3.5.4 PS/Engineering Services
2.3.5.5 PS/Systems Support
2.3.5.6 PS/GIMS Services
OUTSTANDING ISSUES
3.1 INTRODUCTION
3.2 KEY ISSUES
3.3 APPARENT SHORTCOMINGS
SECTION IV
APPENDIXES
D.
PRESENT ORGANIZATION
THE OJCS/SPS MANAGEMENT STUDY CHARTER
THE ORGANIZATIONAL TASK FORCE CHARTER
THE ASSUMED ORGANIZATIONAL STRUCTURE
REFERENCES.
1.
Functional Directory
2.
1973
Director, OJCS Memorandum
3.
The
OJCS/SPS Management Study
4.
The
1975 OJCS Management Conference Documentation
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INTRODUCTION
1.1 PURPOSE AND SCOPE
This document describes an OJCS organization which will
improve the stability and responsiveness of the operating
centers and provide for a planning capability. Further,
this document describes the rationale for establishing the
new organization.
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 25X1A
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was assigned to be the coordinator of the task
group. The Task Group was charged-with planning an office
reorganization which would:
a) Encourage and improve the stability and
responsiveness of the operating centers.
b) Provide a planning capability.
The proposed organization was to be thoroughly documented with
organization, functions, and responsibilities defined.
The task group first compiled a list of functions which OJCS
does perform or should perform. Keeping the list of functions
in mind, the group began to mold the organization. The task
group was given the basic organizational structure (Attachment B)
proposed by the SPS study group which included proposed
responsibilities for each component. The proposed organization
was basically a bifurcated organization which separated
applications services from processing services. The first
action taken by the task group was to determine the distinction
to be made between the Applications Services component and the
Processing Services component. The primary issues was the
definition of development.
QUESTION: Should Processing Services only concern itself
with operation of on-the-floor systems leaving Applications
Services the responsibility for all development including the
MVS/JES 3 band of development?
QUESTION: Should Applications Services have separate development
and maintenance components for application systems?
Although a split between the new systems and applications
and maintenance of production systems and applications has
certain undeniable attractiveness (the thought being that such
a split would isolate and reserve the manpower resources
necessary to improve system reliability), it was felt that a
complete split between these functions would ultimately lead
to decreased system performance. The overriding factor
is people. Experience indicates that it is nearly impossible
to maintain top quality personnel devoted to maintenance
activity. Either the best people quickly migrate to development
work where the exciting, interesting work is perceived to be
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and indeed where the high visibility work is done, or they
are kept in maintenance roles where they eventually lose
the motivation to excel. The rewards (promotions, citations,
etc) in this office have historically gone most surely to the
developers of important new systems and projects. Even if
rewards for maintenance work were made to be consistent with
the importance of this function, it is felt that motivation
could not be sustained.
The net result of the development versus maintenance discussion
was to place responsibility for short range system development
in Processing Services. Applications Services will have
responsibility for applications development and maintenance.
It was recognized that managers of these components may choose
to separate the functions of development and maintenance within
the respective components. However, assignments within a
component can be more fluid and dynamic when not bound by a
restrictive organizational barrier at a higher level in the
office.
Along with this discussion, it was decided that the Plans
and Programs Staff would have responsibility for the initial
investigation and evaluation of hardware and software systems
needed for future processing support. Thus, an activity
such as MVS/JES 3 development will be performed in Processing
Services while the question of an MVS/JES 3 follow-on will
be the province of the Plans and Programs Staff. When
the follow-on becomes a requirement for implementation,
Processing Services will then assume development responsibility.
PROCESSING SERVICES:
Once the split between Applications Services and Processing
Services had been defined, the task group began to define
subordinate components. The objective of Processing Services
is to provide all resources necessary for OJCS processing.
Using the proposed responsibilities supplied by the SPS study
group and the list of functions compiled by the Task Group,
Processing Services was divided functionally into a support,
staff and five line components: General Processing Center,
Special Processing, Production Services, Engineering Services,
and Systems Support.
It was quickly decided that the similarity of responsibilities
assigned to General Processing (_the former Computer Processing
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Branch of OD), and Special Processing (the former Information
Services Processing Branch of OD) called for joining the
two components. They were then designated as sub-units within
a new component called Computer Processing.
Production Services was formed from the Production Branch
and Data Base Services Branch of User Support Division and
the Data Conversion Section of Support and Services Branch
in Operations Division. Each of these groups directly
contributed to production processing. Now all production
services was centered in one component which provided increased
accountability.
Engineering Services (apart from responsibility for system
software) was viewed as being the major focus for system
reliability and availability. Therefore, in addition to hardware
installation and maintenance responsibility, it was provided
with performance monitoring capability, auditing capability,
and the responsibility for short range planning. The thought
was that these functions are all interrelated and all contribute
to configuration Management. Engineering Services was
divided into three sub-units: Configuration Management, Facility
Installation Planning, and Telecommunications Services.
Telecommunications Services includes the group from Hardware
Services Branch in OD which had been providing such service
and the group from Interactive Services Branch in SED which
provided general technical expertise and software support
for the COMTENS. There was some question about the advisability
of removing COMTEN software support from the other system
software support group (System Support), but it was decided
that it should be assigned to telecommunications Services to
remove the possibility of contention between two organizational
entities in matters concerning the COMTEN and to provide sole
accountability for all teleprocessing matters.
Facilities installation planning consists of the group from
Hardware Services Branch which performed physical planning
in the old organization. The new component and its functional
responsibilities remain virtually unchanged with additional,
responsibility for disaster planning.
Configuration Management is an amalgamation of several
activities which were performed in various components of
the previous organization. Performance measurement and resource
utilization data is gathered by this group of analysis and
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generation 9f.s rt range plans to cope with system deficiencies
or ineffe 'ici Configuration management is the ultimate
activity f is group and any plans must be assessed in light
of potential impact on the existing configuration. It is felt
that this component has been given the resources to deal
directly and effectively with the problem of unsatisfactory
system availability and reliability. As well as having direct
control over hardware configuration changes, it also acts
as an auditor in so far as system software is concerned.
It also performs incident-card and maintenance tracking
thus serving as a watchdog over the vendors and Processing
Services shortcomings.
Configuration Management is made up of the System Planning and
Measurement Staff from Systems Engineering Division (including
both the planning and measurement functions), implementation
tracking activities such as the 18 Month Plan Implementation
Project, Resource Management Branch from Operations Division
(to provide resource utilization measurement and auditing
capability and maintenance tracking), and the VM system
administration function (to provide control over VM resource
utilization). This component will also house the Trouble
Desk thus coordinating reported troubles with incident
card and maintenance tracking.
Systems Support could logically be included in the Engineering
Services to place total responsibility for system reliability
and availability in one component. However, it was decided
that system software support is a significant enough activity
to place it under the direct control of and make it accountable
to the Chief, Processing Services. Therefore, Systems Support
was made a separate entity. Systems Support is broken down
into four sub-units: Batch Systems, On-Line Systems,
Interactive Systems, and System Assurance. The Technical
Writing Staff is also included in System Support.
In an attempt to provide an organizational structure which
could mount a concerted effort to maintaining acceptable
availability of on-line systems, on-line system support was
separated from batch system support. On-line Systems was
initially assigned responsibility for supporting GIMS, along with
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the CRS on-line systems, SANCA, STAR, NIPS, etc.( more
about GIMS latter). This component was formed from
Information Management Branch of SED.
Batch Systems is largely a reincaration of Production Operating
.Systems Branch of SED and is responsible for support of the
ASP/MVT, SVS, HASP systems as well as development and
implementation of MVS/JES 3.
Interface Systems remains unchanged from Interactive Services
Branch of SED with the exception of the removal of COMTEN
Software support.
Systems Assurance is an expansion of the Consulting Services
Branch of USD which performed system acceptability testing
and benchmarking in the previous organization. This group wa
only placed in Systems Support after lengthy discussion a
argument. The issue - Placing the responsibility s em
assurance in the component which develops and ap lie aintenance
changes to those systems is somewhat akin to the guarding
the chicken coop. True. However, it was decide hat the
advantage of having a single component completely accountable
for system software acceptability, stability, availability,
and reliability outweighed the potential disadvantage of not
choosing to implement the formal check and balance function
which existed in the old organization. The statement"sharply
focus responsibility for all functions that have an immediate
day-to-day impact on stability and responsiveness...", from
the task group's charter was invoked to lend justification for
consolidating accountability. The check and balance system
of the previous organization was ineffective and was used
primarily following a system implementation to slough off
responsibility for system deficiencies after the fact.
Systems Support also is responsible for operator training
and development of operator procedures for Computer Processing.
(The technician role is removed from computer operations and
placed in Systems Support to provide these capabilities;.
Thus the reduction of system down time caused by software
failures, procedural errors, or operator errors attributable
to inadequate training is the absolute responsibility of
System Support. Finally, the technical writing group from
USD was placed in System Support as a staff since most of
its activity is generated directly or indirectly by the
activity of this component.
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APPLICATIONS SERVICES AND SPECIAL PROJECTS
Applications Services is basically Applications Division
from the old organization. A User Services Staff has
been added to provide user consulting service and training.
Training capability is provided by placing the EDP Training
Branch of USD in Applications Services. The rationale used
to do so was that Applications Services is to be the primary
OJCS interface with OJCS users. A new responsibility for
providing necessary central minicomputer support to applications
development was added to this staff. A basic issue developed
from the placement of Special Projects Staff within this
organization. A majority of the group felt that an application
is an application is an application and the activities of
SPS should fall within the domain of Applications Services.
A minority position paper was prepared which took the position
that the work of SPS was significant. enough to be isolated
and placed in an equivalent line position with Applications
Services and Processing Services. The issue was taken to
the Director for resolution. The Director stated that the
activity of SPS was too important to bury in another component,
that he required SPS to be directly accountable to him, and
that it will stand alone. The issue was resolved. Applications
Services and Special Projects Staff (the proposal of the
original study group to place SPS with Plans and Programs
had been quickly dismissed) were now defined.
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.PLANS AND PROGRAMS:
One of the goals of the reorganization was to provide a planning
capability. The planning and policy formulation responsibility
is with Plans and Programs. As conceived by the task group,
Plans and Programs had to include technical planning (including
.technical security planning) as well as budget and program
preparation. Technical planning must accommodate long range
system planning for both hardware and software system'-support.
This function implies a high level of technical kno ledge a .'~..
the ability to assess development in the technical worlt DP
for potential benefit to the Office. In this regar ns
and Programs must be the office front runner in maintaining
preparedness to satisfy future processing requirements.
The Management Services Staff as proposed by the SPS study
.was merged with Plans and Programs to. provide the capability
for data analysis, report preparation, etc. Plans and Programs
must have data analysis capability from which to gauge how
well the Office performs its mission with available resources
and to be able to plan for new resources as required
(personnel, equipment, software, etc).
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G-11 4S laid out,
laid
the proposed
the Office had been
rev iew responsive
LIP niz undertook ation for an extensive indeed was
once the orga
the task gro whether the sr o
ascer' nirector. Once roue was
new organizat tion to by t_,~ tasked the g it
the direction given 1 Director tosnb.
to with which theement from womb -tO- that
considerations ect manag the organization to
to improve GIMS PrOjthe review of the
management or inherent
became evident done during to strengthen coordination
decided to group
little had been le levels of necessary
Services
the multip The task group processing
eliminate anizatied activity imbedded in some
in the old ?rg related Such an action spawns own system
all of the GIMS requires its
of component* roue was
into a separate GIMS g" but such duplication
effort (capability) ability) thening GIMS
duplication of for streng ort group
performance measurepricec o Pay the GIMS supp
a small P consists of DAC of USD,
considered GIMS Service Branch of SED, ability.
mannt. Management easureme cap
rformance m
tion
a system pe
from m Inf Informa
and additionally, Services as a
placed in Production that which
first Plasoning similar to Services,
GIMS Service was using re from licationS
to responsible
wever,
ted APP
nt
H
sub-unit.
o
separa
compone
GIMS
SPS been de a separate line that
resulted in was ma The reasoning was this AgencY-
Services Services' lications in
GIMS processing octant aPP
me activities in the old
to chief, f the most imP be emphasized
supports many# the most troublesing GIMS must ibility
once o to support with complete respons
yet was Commitment onent
organization separate comp a by making avat ilability and reliability.
for GIMS
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2.1. GENERAL COMMENTS
The primary objective of the proposed organization was to
make reliability and availability the primary goal of OJCS
by providing resources, responsibilities, and accountability
to organizational components such that reliability and
availability can be measured and effective action can be
taken -Co-'affect improvements. This objective was addressed
by specifically defining the functional responsibilities
of each organizational component, identifying and/or allowing
provisions for the necessary resources, and establishing
managerial accountability for the organizational components
commensurate with the defined responsibilities. Further,
an objective was to restrict, as much as possible, split
responsibilities. Where split responsibilities do exist
to provide responsibility transitional procedures and
qualities to eliminate, as much as possible "finger-pointing".
To compensate for inadequate planning and analysis in the
existing organization, planning was grouped into two areas
short-range (the operating and programmed fiscal years) and
long-range (the third through fifth) or out years of fiscal
program submissions. Analytic responsibilities were assigned
to both the short-range and long-range planning functions
to provide multiple fronts for generation and presentation
of alternative solutions to problems.
No major changes are proposed for Special Projects Staff
or Administration Staff.
Two major organizational components, Application Services
and Processing Services, are proposed to manage and be
accountable for daily operational performance.
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Application Services is proposed as "the door to the user".
It is the entry point for all Request for Computer Services
(Form 930). It is responsible for all officially requested
application development and maintenance, and will provide
training and user consultation to OJCS users.
Processing Services will be responsible and accountable for
providing processing capabilities and support capabilities
necessary to improve reliability and availability for all
processing requested of OJCS.
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A
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2.2 PROPOSED ORGANIZATIONAL CHARTS
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OFFICE OF JOINT COMPUTER SUPPORT
L D/OJCS
DD/OJCS
I PLANS &
PROGRAMS
APPLICATIONS
SERVICES
SPECIAL
PROJECTS
STAFF
ADMIN
STAFF
P
ROCESSIN
[SERVICES
G
COMPUTER
PROCESSING
PRODUCTION
SERVICES
ENGINEERING
SERVICES
SYSTEMS
SUPPORT
GIMS
SERVICES
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APPLICATIONS SERVICES
CHIEF
USER
SERVICES
STAFF
GROUP B
SUPPORT
STAFF
GROUP C
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GENERAL I
PROCESSING
CENTER
SPECIAL
PROCESSING
CENTER
PROCESSING SERVICES`
PRODUCTION
SERVICES
GIMS
SERVICES
ENGINEERING
SERVICES
SYSTEMS
SUPPORT
PRODUCTION
(CONFIGURATION
TECHNICAL
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STAFF
DATA
FACILITIES &
BATCH
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CONVERSION
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SYSTEMS
PLANNING
ON-LINE
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COMMUNICATIONS
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INTERAC I
SYSTEMS
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--
SYSTEMS
ASSURANCE
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CHIEF
SERVICES &
SUPPORT STAFF
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.2.3.1 ADMINISTRATIVE STAFF
ILLEGIB
The Administrative Staff was changed only slightly from
its present organization. The Security Officer and Executive
Officer were moved to this staff from the Office of the
ILLEGIB
upport to the security
icer in tec pica security is provided in the Plans and
FUNCTIONAL RESPONSIBILITIES:
The Administrative Staff is responsible for general support
to the office in all matters of personnel, finance, logistics,
and security. Included as standard services are the processing
of personnel actions, maintenance of OJCS personnel soft files,
physical space modification coordination, ordering of supplies,
and services, current budget accounting and operation of the
OJCS Registry. 7
The Personnel Officer sl act as secretary to the MZ Career
Board. artier counseling -for all OJCS employees and preparation
of the 9- nu .1P ersonnel -Plan are also functions of this staff.
The Finance Officer shall keep records as appropriate to show
the current status of the OJCS operating year budget. This
person will provide data as required to the Plans and Programs
staff on budget status.
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Administrative Officer should be located in the Administrative
Programs Staff. The Executive Officer is the Chief,
Administrative officer and is supported directly by the
Administrative Staff. It seemed logical that the Chief
Staff rather than in a separate component..
MISSION:
The Administrative Staff assists all OJCS components;-in
urity
a tens of logistics, finance, tra i nin g,.personn el. , fsteec,..
?Wp/ counseling on training, Agency regulations and procedures,
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The Security Officer shall keep records of all persons having
access to OJCS computer systems and will control the
dissemination of passwords. This officer will have the
responsibility for physical and personnel security within
OJCS and will be responsible for insuring that all applicable
Agency regulations are followed. The Security Officer
will draft OJCS security standards and will coordinate these
through the Plans and-Programs Staff. This person will also
coordinate with the Plans and Programs Staff on any matters
of technical security.
The Logistics Officer shall keep records of all contracts
and requests for procurement originating in the office. This
person is also responsible for all matters relating to the
physical space occupied by OJCS.
The Executive Officer is responsible for tracking all
administrative actions of the office and insuring that
these actions are accomplished in a timely and accurate
manner.
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ADMINISTRATIVE STAFF
FUNCTIONS
? Executive Officer
Personnel Support
O Logistical Support
? Financial Accounting
? Personnel Security
? OJCS Registry
? Career Counseling
ae--~ ,
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I 7r
Lr~~sro~-,
2.3.2 PLANS AND PROGRAMS STA-rF
INTRODUCTION:
~i a h t ilk d'
The Plans and Programs Staff is proposed to satisfy the
need for analysis and planning for OJCS' long-range goals.
These plans guide the OJCS fiscal program submissions.
MISSION: The Plans and Programs Staff shall be responsible for the
development and active maintenance of long-range plans,
resource requirements, fiscal programs, policies and standards
needed by OJCS to satisfy its commitment to support the Agency's
Automatic Data Processing Requirements. The long-range plans
shall consist of a five year plan and a ten year forecast of
new technology and techniques which are applicable to OJCS'
needs.
FUNCTIONAL RESPONSIBILITIES:
The Plans and Programs Staff shall develop and maintain
management information which is supported by regular submissions
(set by Plans and Programs Staff) from the line-organizational
components (Processing Services, Applications Services, and
Special Projects). The management information will require
consistent and constant analysis of the daily performance
.data, the active five year plan, and monitoring of the
operating year and program year budget submissions.
Further, the management information shall include: the tracking
of all active OJCS projects in conjunction with and in addition
to OJCS' Management by Objectives (MBO) and fiscal responsibilities
and Analysis of trends and performance data to identify
operational and performance short-comings.
The planning function shall consist of short-range and long-
range plans and forecasting. Plans shall be developed to
identify, allocate, and justify resource needs and services
for fiscal program submissions. Short-range plans shall be
developed by the line organizational components and coordinated
with the Plans and Programs Staff for the operating and program
years. Long-range plans shall be developed by the Plans and
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and Programs Staff and coordinated. with the line organizational
components for the out (third through fifth) fiscal years.
The Plans and Programs Staff shall also be responsible for
forecasting (identifying, evaluating, and testing new hardware,
software, and processing) technology and techniques that
are applicable to OJCS planned responsibilities, services,
and policies.
The forecasting responsibility shall be an active ongoing
activity projecting technology developments with particular
emphasis addressing future database management and technical
security facilities needed to satisfy the Agency's future
ADP needs.
The Plans and Programs Staff shall also be responsible for
the coordination with the office of Research. and Development
for ADP technology development.
requirements to support ADP reuirements of the Agency s
organizational components.. -The need an po icy strategy-
This staff is the primary customer for monthly project
accounting reports by office and project. This data is to
be used as a primary tool for projecting services and resource
The Plans and Programs Staff is responsible for preparation
and maintenance of fiscal programs and budgeting and
maintaining accurate and current status reiaorting of__programmed
and obligation accounting.``'
to OJCS customers should be reassessed to affect a degree of
accountability for the use of OJCS resources.
The Plans and Programs Staff is responsible for formulating
or co i.ng-th-e-distribution of project activity reports
policy alternatives to support OJCS obligations to Headquarters
regulations 1-14 and 7-2. These.policy alternatives must be
consistent with the plans and programs required to support
OJCS services and resources.
The Plans and Programs Staff is responsible for developing and
publishing standards which encourage efficient use of present
and projected resources. Particular emphasis shall be placed
on technical security standards that provide procedural and
technical processes to affect computer processing security.
These standards are to be established to define quality assurance
processes and procedures to influence the quality of OJCS
products. Processing and application standards are drafted in
the line-organizational components and submitted to Plans and
Programs Staff for concurrence, development, and publication.
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2.3.3 SPECIAL PROJECTS STAFF (SPS)
The Special Projects component manages the development of
projects that are of such a magnitude that they require
the direct attention and visibility of the Director, OJCS
as determined by D/OJCS.
system and shall identify plans for unit, sub-systems, and
integrated system testing.
participants and organizations (both internal and external to
OJCS), responsibilities, constraints, review and approval
procedures, and the means for determining the effectiveness
of the development and the management. It also includes
milestones and actions required through the development,
testing, and initial operational phases. The Management Plan
also identifies the processes which will insure the clarity
and legal soundness of procedures for Request for Proposal
(RFPs) preparations, proposal evaluations, and contract
monitoring of the project.
The System Development Plan includes the internal. and
external reference specifications. These specifications
define the resource requirements and the facilities which
are to be made available by the system to its users and
operators.
The Testing and Quality Assurance Plan includes the procedures
and processes necessary to gain customer acceptance of the
proposed system. The Management Plan identifies the objectives.,
The management of these projects first includes the development
of feasibility studies to determine the ability of computer-
ization to satisfy the project's objectives. The feasibility
studies are allowed with the development of proposals for
project development.
Following customer acceptance of the project proposal, SPS
develops and maintains Project Plans for management, system
,development, testing and quality assurance, and operating the
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The Operational Plans identifies the resource and logistic
requirements necessary for developing and operating the
system. It also specifies the development of procedural
and processing documentation necessary for maintaining
serviceability of the system to its users.
SPS is responsible for developing the system and developing
and maintaining the documentation necessary for the use and
operation of the system. This documentation will be con-
sistent with the management, system development, test and
quality assurance, operational plans and standards produced
by Plans and Programs Staff.
Project tracking and status reports are submitted to the
Plans and Programs Staff at regular intervals (specified
by Plans and Programs Staff) in support of the Management
Information maintained by the Plans and Programs Staff.
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2.3.4 APPLICATIONS SERVICES
Applications Services is responsible for analysis, development
and maintenance of computer applications for Agency
components. In addition, Applications Services is responsible
for providing a variety of user services which include consulting
on all application related EDP matters and operating a training
program to ensure that the skills of computer careerists and
users are maintained at a high level. Because of the diversity
of skills represented by Applications personnel and the
variety of project assignments, there are four development
and maintenance groups which are not aligned functionally,
nor by customer area. Therefore, they are called Group A,
Group B, Group C, and Group D.
Project Teams will be organized from Group resources to meet
the needs of all active projects. The project teams, during
their life, will be monitored and controlled by a Group Chief.
An Applications Services Management Review Board will analyze
projects, allocate resources, conduct technical reviews, and
monitor progress of project team activities. The User Services
Staff is responsible for consulting and operation of the
training program.
The general mission of Applications Services is to assist
Agency components in utilizing computers by analyzing requirements,
and by developing and maintaining software support systems and
programs to meet their ? Applications Services has
responsibility for onitorin development of software by other
-Agency components o th r contractors, consulting on applications,
operating a training program for all users, and coordinating
systems requirements for minicomputer support of applications
development. Applications Services must maintain an inventory
of scientific, management, and EDP skills necessary to
analyze, design, program, test, document, and maintain problem
oriented software.
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FUNCTIONAL RESPONSIBILITIES:
Applications Services is responsible for the control and
management of all Applications Services projects. This
includes the following:
projecting the Applications Services skill
inventory needs required to meet total work
requirements, and tasking the Group Chiefs to
recruit and train to meet these needs;
establishing technical standards for control,
development, testing, and documentation of
projects
scheduling technical reviews of all projects at
critical milestones;
adjusting priorities and skills to maintain project
schedules at cost; and
Application Services and Support Staff is responsible for
providing all the external support and facilities required
by Applications Services to accomplish its mission. This
staff is responsible specifically for:
preparation of all final documentation necessary to
complete a project for turnover to production.
maintaining all normal administrative, logistical,
budgeting, and statistical services;
providing data necessary to determine schedules
and costs of projects;
establishing and maintaining quality control
standards for applications;
maintain documentation of applications;
managing the delivery of completed applications
to the Production Services Group of Computer
Processing Services.
directing support to the Group Chief and the
Project Leader (PL) in providing or arranging
for special support which is required to meet
project goals;
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negotiating with other OJCS components and
Agency offices for special hardware, system
software, test software, or contract services
required by the project; and
assisting with documentation to include microfiche
and microfilm.
$,A, B, C, and D are responsible for:
reviewing all project requirements and establishing
standards to control the projects;
selecting project leaders and members, including
negotiation with other Group Chiefs, for the duration
of a project;
reviewing and critiquing design, solution, algorithms,
human engineering, programming techniques, structures,
and efficiency of all projects;
identifying support requirements and coordinating
these through the Support Staff to insure the
successful completion of all projects;
certifying a project or project phase complete and
ready for quality control and/or production;
coordinating the writing of a contract with the
prospective Project Leader and customer which
,\ specifies projected utilization of resources,
milestones, review points, deliverables, and
)Vil completion dates of the project. In addition,
ut
ith the De
d
di
t
y
p
w
na
e
the contract will be coor
Chief for User Services and Support whenever
production responsibi ity or t e application is
to be required of Computer Processing Services;
?7
maintaining a complete individual inventory of
personnel skills and capabilities;
maintain time phased records of project assignments
with task priorities for each individual assigned;
recruiting and training personnel required to meet
the Group "skill pool" requirements'
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negotiating with Production Services to provide
Application Specialists for production of completed
projects;
maintaining technical libraries, literature, and
reference material required for the skills in their
group;
managing the career development of members of the
group; and
evaluating Group personnel by either writing or
reviewing the fitness reports, performance appraisals
and other periodic reviews.
The User Services Staff is responsible for:
developing and presenting EDP training courses for
Agency personnel;
assisting users in resolving problems with programming
languages and other difficulties related to applications
development;
provide systems and the technical support to minicomputer
applications developed by Applications Services personnel.
APPLICATIONS SERVICES REVIEW BOARD:
This Board is composed of the Chief, Applications Services
as Chairman, the two Deputy Chiefs, and the Group Chiefs as
permanent members. The Chairman may appoint temporary members
as required. The Management Review Board will review status,
schedules, costs, priority, and requested or recommended
changes to projects and make necessary resource adjustments
.between Groups to meet requirements. It will also review
requirements for major new projects.
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2.3.4.1 GIMS MANAGEMENT GROUP CHARTER
The development of new GIMS (Generalized Information Management
System) applications will be controlled by the GIMS Management
Group (GMG). The group will be responsible for reviewing and
approving all new GIMS applications at the following checkpoints:
- Feasibility study.
Project Proposal.
Preproduction Impact Evaluation.
The GIMS Management Group will be headed by the senior Applications
Services GIMS technician. Permanent membership includes an
experienced GIMS technician from each development group in
Applications Services and two senior GIMS systems technicians
from the GIMS Services component of Computer Processing Services.
Additional temporary appointments to the group will be made
as necessary by the Chief/GMG.
The project leader from Applications Services is responsible
for providing the technical details in writing to support
the GIMS application at the feasibility study checkpoint.
This will include an estimate of the amount of resident disk
storage to support the production data base. The GIMS
Services component of Computer Processing Services will allocate
this space on a development data base for use of the project
leader upon approval of the feasibility study. The GMG will
forward the requirement for disk storage space to the GIMS
Services component of Processing Services.
Detailed system design will be presented at the project
proposal checkpoint. The project leader will be responsible
for making any design changes recommended by the GMG. Final
approval of the proposal will be the responsibility of the
GMG.
The last checkpoint in the development cycle of a GIMS application
will be the evaluation of the impact on other production
applications when the development is completed. The GIMS
Services component will present the results of the evaluation
in writing to the GMG.
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The decision to transfer an application from the development
data base to the production data base will be made by the
GMG at this time.
The project leader will turn over to the GIMS Services
component all documentation. The GIMS Services component
will be responsible for bringing the application up on the
production data base. The production data base to be loaded
on the GIMS production system will be a copy of the development
data base provided by the project leader.
Since GIMS Services is responsible for assessing impact and
creating the production data base, all estimates made by
Applications Services for completion of GIMS application must
be coordinated with GIMS Services. In case of any problem,
the Chief of the GIMS Management Group will resolvelthe issue
and his decision is final.
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2.3.5 PROCESSING SERVICES
Processing Services is responsible for managing all OJCS computer
processing facilities and production services. This component
is responsible for the stability and responsiveness of the
operational center to meet Agency data processing requirements
on a short term basis. Information must be provided to the
Plans and Programs Staff on all processing trends which affect
the stability and responsiveness of the OJCS long-range
service objectives.
Processing Services will consist of five distinct components,
each having a specific responsibility for stability and
responsiveness. These components are:
GIMS Services
Engineering Services
System Support
Computer Processing
Production Services
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2.3.5.1 Charter for the Processing Services Review Group (PSRG)
The PSRG (Processing Services Review Group) reviews all computer
usage requirements and is chaired by the Chief of Processing
Services. The members are the Chief of: Engineering Services,
GIMS Services , Sys teiil Sup ol- L. and %I'I'cr,-,p At`_.,= i'roccssli g. Tll C
Deputy Chief of each component is the only alternate in the
absence of the Chief. The Computer Processing component
schedules resources non-processing services requirements
and all processing services such as: weekend production
services, system development software test, user testing for
new system, hardware engineering changes, etc. The PSRG
also publishes a weekly schedule for all computer systems'
activities. This schedule will cover a minimum of a two week
period.
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2.3.5.2 Computer Processing
Computer Processing is responsible for the operation of all
computer equipment installed within the OJCS Computer Center
and within those remote job entry sites associated with the
25X1A batch production system (as of May, 1976 the remote sites
were located at Chamber of Commerce, Key, and
Room 4F50 in Headquarters). This component will schedule
computer center operations to assure maximum service to users.
It will also schedule time for maintenance, configuration
changes, system testing and other special requirements levied
by the Processing Services Review Group.
FUNCTIONAL RESPONSIBILITIES:
Computer Processing is divided into two organizational components.
The Special Processing Center manages the GC47 center and the
General Processing Center manages the GC03 Computer Center
(Room 1D16 and the remote sites are considered to be extensions
of GC03). In support of the actual operation of the computing
equipment, each computer center maintains a tape and disk
library for retention of software systems and data and each
center insures that supplies (forms, cards, paper tape, etc.)
are available for day-to-day processing. Each center shall
maintain a receiving and distribution point for accepting
processing input and releasing processing output to users and
to the OJCS Registry.
The centers shall provide an additional customer service by
implementing tape/data archival standards and procedures for
long term storage of critical software systems and data for
historical and contingency purposes. All activities shall be
conducted in accordance with security standards and procedures
established by the Plans and Programs Staff.
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? Operation of the GC03 Center (including
1D16 and remote sites).
? Operation of the GC47 Center.
? Maintain tape and disk libraries.
? Support tape/data archival procedures.
? Maintain adequate supplies (forms, magnetic
tape, disk packs, paper tape, etc.)for
day-to-day processing.
Provide a receiving and dispersing point
in each center for accepting jobs and
releasing output.
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2.3.5.3 Production Services
Production Services was formed to join together all elements
involved in the processing of production applications.
Originally this group contained the Production Branch, and
Data Base Services Branch of User Support Division, and the
EJ\MM and Keypunch sections of Operations Division as defined
in the present organization. DBSB was originally included
in Production Services because of the GIMS production work
which interfaces with Production Branch production applications.
The GIMS functions of DBSB were later split out into separate
GIMS system group. The GIMS system group was created to
give a single focus and concentrated resources to handle GIMS
system management.
The mission of Production Services is to provide timely support
and services to all OJCS customer offices for data preparation,
EAM services, production application processing and report
distribution.
Production Services is responsible for all OJCS functions
related to data preparation, EAM services, production applications
processing, and report distribution. They are the official OJCS
customer contact for these functions.
Production Services is responsible for scheduling due dates
for all production work related to these functions including
.the establishment of priorities that are necessary to meet
customer deadlines. Production Services is responsible for
identifying conflicting priorities and bringing these conflicts
to the Chief, Processing Services through the PSRG for
resolution.
Production Services is responsible for identifying needed
standards in any area of production processing and will enforce
all existing OJCS program and production standards.
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Production Services is responsible for the accepting of new
production requirements from customer offices and from
applications services. In this role they will review the
requirement for technical, scheduling and staffing implications.
New production applicantions will adhere to OJCS standards
before acceptance.
The Data Conversion Branch will provide and operate EAM,
keypunch, data conversion and reports distribution facilities.
This branch is responsible for coordination with Engineering
Services on all matters related to EAM, keypunch, data
conversion, and reports distribution hardware, facilities,
and maintenance requirements. The Production Branch will
provide and maintain a centralized Library System for the
storage and retrieval of source, load and JCL programs. In
addition they will provide a central repository for applications
systems and program documentation.
The Production Branch also initiates the continuance review
for each production application as scheduled by the Chief,
of Applications Services.
In accepting an application for production processing the
Production Branch assumes the responsibility for archival
storage for all data for backup or for customer needs. They
are responsible for coordinating with the Computer Processing
tape librarian to insure that archival tape procedures and
standards are adequate for data integrity. Production Branch
is also responsible for coordination with Applications Services
for production program maintenance as needed.
In support to the Systems Assurance Group in Systems Support,
Production Branch will provide production application job
streams and will verify test results. Quantitative data on
EAM, data conversion, reports distribution and applications
processing will be provided to-the Chief, Processing Services
and to the Chief, Plans and Programs Staff.
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PRODUCTION SERVICES
? processing of batch production applications.
? maintenance of a production and development
program library.
? quality assurance of production applications.. 41)
? maintenance of a program documentation library.
? storage of archival material for all production
applications
? EAM services.
? keypunch and data entry services.
? reproduction and distribution of reports.
? production applications data security.
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2.3.5.4 Engineering Services
INTRODUCTION:
Engineering Services was established to bring together all
functions necessary to manage the system configuration.
Those activities include short term configuration planning
for all hardware --Iatec ,ct iv _ tic .: t=,-, r
? , c Sys ~ ' 1..L t:i is Ti! ct 1ice
measurements, and the auditing of resource utilization.
Engineering Services thus has the responsibility to provide
system reliability and availability to meet Office requirements
and goals at any point in time. This component also has the
responsibility to provide icnreased capacity to meet the
short term goals of the Office.
The planning and measurement capability was taken from
SPMS of SED in the previous organization, hardware activity
support came from HSB of OD, and resource utilization tracking
is provided by adding the functions performed by RMB of OD
and the VM systems administrator. Additionally, COMTEN
software. support was added from ISB of SED. Elements of
system configuration management which will not be included
in Engineering Services are: System software support and
the GIMS Services support.
Engineering Services' mission is to manage all OJCS system
configurations and insure that necessary system resources
are available to satisfy processing requirements. for the
short term. In order to perform its mission, Engineering
Services is divided into three organizational components:
Configuration Management, Facilities Installation Planning,
and Telecommunications Services.
FUNCTIONAL RESPONSIBILITIES:
irr V V-11
Configuration management provides planning and implementation
coordinating for short term configuration changes to provide
additional processing capability or to insure system reliability
and availability. An auditing function is performed to gather
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resource usage data for short term planning and for submission
to the Plans and Programs Staff for long range planning
and standards development. The audit function also identifies
processing which exceeds the OJCS standards and provides this
information to Application Services for corrective action.
The trouble desk will be located in this component due to
its close ties with the audit function. The problem tracking
for hardware problems, beyond that of the normal day-to-day
activities handled by the Telecommunication Services and
Facilities Installation Planning component, will be used for
analysis of the reoccurring problems.
The Telecommunications Services component is responsible for
all equipment outside of the computer centers and for all
terminals and remote device interfacing equipment in the
centers up to the central processing channel. This component
is also responsible for record keeping related to the maintenance
of equipment characteristics, location, custodian, service
calls, interface addressing records and such other data as
is necessary to satisfy the components responsibilities.
The Facilities Installation component is responsible for all
computer equipment within the computer centers except that
i
i
i
i
cation Serv
ces.
wh
ch
s the responsibility of Telecommun
r~?+~ This includes all aspects of installation, relocation and
14 maintenance. This component will provide detailed actions
required to fullfil the actions requested by Configuration
Managements plan.
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s
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ENGINEERING SERVICES
? Maintain Master drawings, records, and files
describing the OJCS systems.
Maintain equi>men+- list, cnnfiq irat7.on filco,
problem/action report files and maintenance historics.
? Maintain floor plans, DASD/Application Configuration
reports, and equipment configuration diagrams.
Maintain history file for each piece of equipment,
from this file report MTBF and MTTR data.
? Responsible for all vendor hardware maintenance and
engineering changes.
? Coordinates the scheduling of preventative
maintenance with the PSRG.
? Established maintenance coverage period requirements
and prepares maintenance coverage period lists
for equipment and the vendor points of contact.
J.'J_" L.IJ ?7 40.11U0.L Ur7 1 V1 Gl U1iJ1L1G 11 4 Nc11 V11110.114.G 0.11u
\~"~il+ reliability.
Coordination for communication lines, power,
environmental and security requirements with
the appropriate service organization.
? Conducts site surveys prior to the installation
of any remote device.
Perform Project tracking for the installation
of all equipment or services.
? Resolves and coordinates all customer problems
related to hardware installation.
Responsible for the acceptance testing and monitoring
of burn-in of new terminals, remote devices and
associated equipment.
? Establish and monitor environmental and power
services tolerances.
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2.3.5.5 System Support Component
The System Support component was establish to provide central
accountability for all system support. The system testing and
system development functions were combined to minimize the
coordination of these efforts. The systems measurement and
problem tracking function of Engineering Services will provide
the necessary checks and balances.
MISSION:
The mission of System Support is to provide software support
for all central processors and their peripheral components
in response to; error correction, reconfiguration or functional
enhancements. The On-line and Batch services are separated
and receive direct attention independent of each other.
FUNCTIONAL RESPONSIBILITIES:
The System Support component is responsible for the support of
all OJCS systems software. The specific systems are: Batch
Systems (OS, ASP, FORTRAN, PL/l, etc.), On-Line Systems (STAR,
RECON, CICS, etc.), Interface Systems (VM, SEDIT, BATCHMON,
etc.). System support to the operating systems and their
sub-systems is done in three branches, BATCH systems, On-Line
Systems, and Interactive Systems. Each branch will produce
systems or sub-systems to accommodate new hardware or changes
in configuration. Systems will also be produced to include
new software, either locally modified or vendor supplied, to
correct errors in the current system or to provide desired
system enhancements or performance improvements. The Batch
Systems support includes all of the peripheral "components
(GOULD, CALCOMP, Paper Tape, CDC page reader, etc.), in
addition to those major operating systems previously listed.
System Support is also responsible for OJCS systems integrity
through extensive testing. This function will be carried out
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by the System Assurance Branch. There will be three members
of this Branch with computer operations skill. These slots
can only be filled by rotational assignments from the Computer
Processing components. The System Assurance Branch will
respond to all user problems involving the operating system.
A Technical Writing Staff is responsible for generating and
distributing all systems documentation (User's Guide,
Technotes., Operator Procedures, etc.). There also is a
staff position for maintaining the OJCS Technical Library.
All. system changes are coordinated with the PSRG (Processing
System Review Group). All major system changes which involve
hardware changes or major system release changes are coordinated
with Engineering Services and are included in the short-range
plans.
The Systems Support committee will be responsible for tailoring
current systems and developing new systems in the short term
to meet the needs of OJCS. It is understood that these needs
are usually recognized and solutions developed by the Systems
Support component and therefore the Chief of Systems Support
is responsible and accountable for all software modifications
to the system, both locally coded and vendor supplied.
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SYSTEM SUPPORT
PRIMARY POINTS:
1. BATCH (OS, ASP, FORTRAN, PL/l, etc).
2. On-Line (COLTS, STAR, CICS, etc).
3. Interactive (VM, SEDIT, BATCHMON, etc).
4. All System Documentation (Operator Procedures, User
Guide, AFA).
5. All System Test and Assurance.
6. User interface for system problems.
7. Technical Library.
8. Schedule all major system changes with Engineering Services.
9. Schedule all changes with the PSRG.
10. Operating System Development (MVS, JES 3).
11. Technical Support for all benchmarks.
12. Duty Officers/ASP Technician/VM Technician.
13. Operator Training for each specific function.
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The GIM's Services component was established to bring together
the majority of those support functions which are required by
any major on-line system. Thus, there are several functions
which will be duplicated in other components. The additional
overhead.is deemed to be acceptable in view of the importance
of this on-line system.
GIM'S Services is to control all processing services which
impact the GIMS System. This component will provide all
maintenance and enhancements to the GIMS system and will be
a member of the PSRG in controlling configuration and system
software changes.
The GIM's Services component is responsible for all maintenance
and or enhancements in the GIM's software and accountable
performed by contract or staff employees. This component is
also responsible for all processing services required by the
CAM's project. When GIM's is running on a dedicated central
processor, this component will generate specific detailed
requirements for the generation of the operating system by
the System Support component. GIM's Services will perform
all testing and systems assurance. The GIM's Services
component will have total control of all changes taking place
on any isolated GIMs system and will be a member of the PSRG
for.controlling changes on any other systems shared by GIMS.
The GIM's Service component will be staffed with one full time
measurement person. One of his or her functions will be to
measure GIMS development applications and produce data needed
for scheduling the application into production. Also, measurements
will be used to improve the system or application design.
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The GIMS Services component will staff the 24 hour DAC
(Data Access Center) in 5D55, Headquarters, and perform
all functions necessary for data integrity and data
security. This group will also process all GIMS production
work. Production Services and Computer Processing coordination
is required for this function.
Problem tracking and analysis will be done by this component
in parallel with Engineering Services. This duplication is
necessary to insure a high visibility of the GIMS System.
The responsibility for all GIMS User documentation will be
in this component. The training function will be in the
User Services Staff of Applications Services.
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GIMS SERVICES
1. Maintain current GIMS Systems.
2. Enhance GIMS Systems.
3. Staff the DAC (24 hours).
4. Contract monitoring for - modifications.
5. CAMS Project.
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2
15
and produced by System Support. Both HASP and OS.
8. Problem tracking and analysis. pJ4
9. Processing of GIMS production applications.
10. Monitoring of GIMS operation.
11. Control of GIMS password access.
12. GIMS System planning.
13. GIMS data base integrity.
14. Serve as member of the GIM Review Group.
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2.3.5.7 Processing Services Support Staff
Processing Services Support Staff is responsible for the general
administrative support necessary for the smooth functioning of
day-to-day operations. inrcl, ded within it7, functional
responsibilities are:
? Contracting and procurement services for hardware
for software products.
? Ordering and maintaining an inventory for all supplied
and expendables.
? Preparation and maintenance of consolidated accounting
records to include:
? Monthly machine cost.
? Personnel costs including overtime.
0 E dab le su 1 cost
? Maintenance bills and cost.
o Other contract cost, and
? Miscellaneous cost and changes.
Coordinates all training for Processing Services including;
course outlines, training requirements, and budgeting.
? ? Consolidates and maintains required reports such as:
0
Production Reports.
0 Planning Reports.
0 Personnel Reports.
? Program Call Information, and
0 Consolidated planning reports and papers.
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3.1 INTRODUCTION
This section presents issues, organization shortcomings, and
transitional functions that must be addressed in order to
accommodate a successful reorganization.
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3.1 KEY ISSUES
Two issues were raised that impact on the implementation
of the proposed organization. The first issue is the
problem of selecting people for key positions and the
second issue is the overall transition from the present
organization to the proposed organization.
1. Selection of Key People
Five key positions are present in the proposed organization:
Chief, Processing Services
Chief, Applications Services
Chief, Plans and Programs Staff
Chief, Special Projects
Chief, Administrative Staff
Because these positions have increased responsibility and
resource control as compared with the present organization,
the choice of appointment is critical. The most critical
appointments are the Chief, Processing Services and the
Chief, Plans and Programs Staff. The former because of the
increase in responsibility, the latter because of new
responsibilities.
The proposed organization attempts to align authority and
responsibility. However, no organization can compensate
for a lack of good management.
2. Transition to the New Organization
Organizational change is traumatic no matter how well it
is handled. Previous changes have been unnecessarily hard
because functional responsibilities were not adequately defined
This transition must be carefully planned, documented, and
done quickly.
Milestones in the transition are:
a)
Identification of persons to assume the
cited above at the time of transition.
key positions
b)
Identification of persons for deputies to all key positions.
c)
DD/A approval of reorganization plan and key appointmen t = .
d)
Identification of division and branch chiefs candidates.
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Evaluation of division and branch chief candidates by
D/OJCS, DD/OJCS, and the appointees to the new key
positions.
f) Assign all present employees by name to new organizations.
g) Notify PMCD of reorganization and present proposed
staffing complement.
h) Identify all physical moves required by the new organization
and construct a time chart for accomplishing these moves.
i) Map old resource packages to new resource packages and
construct a plan.for changing FAN numbers coincident
with the start of a fiscal year.
j) Formally announce the new organization to all OJCS
people. This announcement should be a meeting and the
appointees to new key positions should be introduced.
An organization description including functions for
each component and all personnel assignments should be
presented to each employee at this time (or by Division
Chiefs following this meeting). To allow a relief
valve for any in3ividual having strong objectives to
his or her assignment, a contact outside of the line
element should be announced and made available for
counseling.
Implementation of the new organization as soon as
possible after the announcement.
1) Move offices as required to group components.
m) Construct a new staffing document based on analysis
of functions as input to the next budget exercise.
The attachment is a sample mapping of the present organization
into the proposed organization. The 30 April 1976 staffing
complement was used as the base document for on-board strength.
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3.2 POSSIBLE SHORTCOMINGS IN THIS PROPOSED ORGANIZATION
The proposed organization has created some problems and has
left some problems unanswered. Listed below are those problems
which were recognized and an estimate of their impact.
1. System Software Audit is within System Support and
there will be no formal system turnover.
? System Problem Tracking and Analysis is in
Engineering Services and it becomes the only
Qualtiy Assessment for the system software.
2. Local modifications to system software will be possible
without a mechanism to consider overall user impact:
? One person is now responsible for all system
software changes and testing, Chief, System
Support.
3. Redundancy is required for operating software support
for On-Line and Batch systems:
? Four additional computer specialist.
4. Separating systems programmers for GIMS from the Systems
Support component:
? Lack of system knowledge for indepth system
interface code.
5. Reduced operator responsibilities:
? Very limited career path except throuth Production
Services and the three rotatinal slots in System
Support.
6. GIMS applications will be well into the development cycle
without a total understanding of the system impact:
? This proposed organization is better but still
not perfect. The application development process
will be measured but not modeled, this makes
the system impact information still too late
to be effective.
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7. Split responsibility for User Support:
? All user problems will go to Applications
Services and some will be passed on to
System Support and Telecommunication Services.
Application Services will need to track all
customer contacts which requires System
Support and Telecommunication Service to
resolve a problem.
8. DDO user interface (Consulting Services) has not be
addressed:
? System Support will be required to provide
this service.
9. System programmers for the telecommunications support
will not be a part of System Support:
0 There will be a loss of technical skills
in the System Support component for
telecommunication expertise.
10. Production Services requires many of the functions which
are in the GIMS Services component (i.e., interface with
the DAC).
? This problem will still require coordination
as it does in the current organization.
11.. GIMS systems have better control over the changes made
to the operating system and hardware configuration, but
not total control, except when GIMS is on an isolated
central processor:
0 System stability will not be as good as it
could be until all GIMS systems are isolated.
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APr PFNDIXES
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APPENDIX A
PRESENT ORGANIZATIONAL STRUCTURE
D/OJCS
DD/OJCS
Executive Administrative
Officer Staff
Security
Officer
Applications
Division
Operations
Division
Planning
Staf f
Systems
Engineering
Division
Special
Projects
Staff
User
Support
Division
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APPENDIX B
D/OJCS
Management
Services
Staff
DD/OJCS
Admin-
istrative
Staff
Plans,
Programs &
Special
Pro ' ects
Application
Services
Processing
Services
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APPENDIX C
REORGANIZATION
3 Principal goals:
Improve the stability and responsiveness of the operating
centers.
Provide a planning capability.
Thoroughly document the rationale for the new organization.
Steps needed:
Stability and Responsiveness
? Minimize the coordination required across organizational
boundaries to support the daily operating environment.
? Sharply focus responsibilitity for all functions that
have an immediate day-to-day impact on stability and
responsiveness, including:
Hardware maintenance and maintenance of system soft-
ware on the floor.
System measurement and tuning.
Priority control.
Production and data base management.
0 Give priority to hardware and software maintenance for
any problem which is seriously impacting current
operations.
Planning
? Create a planning organization to plan on an on-going
rather than ad hoc crisis-oriented basis (1-5 years).
Link the planning cycle to the annual program and
budget cycle.
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? Provide trend information as a measurement of the
adequacy of previous plans and as a basis for new
planning initiatives.
Documentation
? Prepare a comprehensive organizational document
describing the organizations, functions, and respon-
sibilities of the organizational components and
.their methods of operation.
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TASK GROUP CHARTER
1. Assume a basic organizational structure.
2. Clarify and resolve any basic issues with respect to
that structure.
3. Break the organizational structure down into its smallest
organizational components.
4. Define and document the detailed functions and respon-
sibilities of each component.
5. Review to ensure that all known questions have been
resolved or the issues with pros and cons have been
identified.
Present findings to D/OJCS and DD/OJCS.
Note: Issues that are impeding progress of questions
requiring clarification, may be brought to the attention
of D/OJCS and DD/OJCS at any time.
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AREAS OF RESPONSIBILITY THAT NEED TO BE PINNED DOWN
1. GIMS management from the womb to the tomb.
2. Development and design of hardware/software systems a
year or more in the future.
;??~ 3. Review and approval of new acquisitions
4. Monitoring users of operating systems to guard againt
abuse.
5. Reviewing software developed elsewhere (e.g. by
to ensure its efficiency.
6. Auditing our own applications software to ensure its
efficiency.
7. Resource management - what should it consist of and
what is an adequate level of effort.
8. Introduction of new software systems: testing, approval,
and operating transition.
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25X1A
9. Where should special projects lie (CAMS, TADS, RAPID, etc.)?
10. Security responsibility below the SO.
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 APPENDIX D
Approved Fcjj~g e e i(qAgWX8~ ]*000100040001-9
MEMORANDUM FOR: Chief, Special Projects Staff, OJCS
SUBJECT OJCS Management Study
1. This memorandum confirms and documents my verbal in-
structions for the Special Project Staff (SPS) to conduct a
study of the Office of Joint Computer Support (OJCS) and
provide recommendations for improving the management of
operations and services provided by this office.
2. Your charter for this study encompasses all facets
of OJCS activities, including administration, planning,
applications development, production, systems engineering,
configuration control, equipment reliability and availability,
and day-to-day operations. You are requested to provide
recommendations that will improve customer services without
the addition of personnel or hardware that is not included-
in the OJCS System Plan. Briefly, using our current and
planned future assets, how can we do a better job? You
should review the ADP control mechanisms now in effect and
determine if a more productive system can be devised that
does not conflict with the OJCS mission of providing services.
3. I am aware that this is a major task with which you
are charged, and that solutions to the types of problems exper-
ienced by OJCS have eluded many managers of complex ADP systems.
Nevertheless, I consider your Staff as being a well rounded
body of professionals who should be capable of providing
answers to many of the problems that continue to plague us,
e.g., equipment availability, software problems, scheduling,
and prioritizing of work, and operational and organizational
procedures.
4. A copy of this memorandum is being provided to each
of the Division Chiefs, to ensure that they cooperate with
you in this study. If you should experience any problems
in this area, please advise. I request that your study be
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 tl u - L. r LLZj xi.i. Z I-,
Director Jo-nt-O mputerSupport
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completed by 1 April 1976 in order that it may be reviewed
at an OJCS Management Conference in mid-May.
cc: ea Div/Staff/OJCS
DLA
A/DDA
Distribution:
1 - each of the above
2 - O/D/OJCS
O/D/OJCS/HFitzwater/mlc/3Marchl976
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25X1A
 ILLEGIB
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 O PDP80-00915A000100040001-9
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