REQUIREMENTS PROCESS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83M00914R002700080003-6
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 5
• Document Creation Date: December 20, 2016
• Document Release Date: February 21, 2007
• Sequence Number: 3
• Publication Date: March 4, 1982
• Content Type: MEMO

Approved For Release 2007/02/21: CIA-RDP83M00914R002700080003-6
Approved For Release 2007/02/21: CIA-RDP83M00914R002700080003-6
 Approved For Release 2007/02/21: CIA-RDP83M00914R002700080003-6
TOP SECRET
MEMORANDUM FOR: Director of Central Intelligence
FROM: John N. McMahon
Executive Director
SUBJECT: Requirements Process
1. An examination of our requirements process reveals that technology
drives the process in the imagery and SIGINT areas and demands fairly structured,
clear-cut systems. These systems have been refined over the years and are
working well. Some education is needed to ensure that all analysts know how
to exploit the intelligence tools available to them. The recent DDI reorganiza-
tion and our hoped-for influx of new analysts make this all the more necessary.
The HUMINT requirement process is less structured and somewhat amorphous, but
the very nature of the business makes a clear-cut mechanism unrealistic. We
have identified areas needing improvement, and we will continue to chip away
at them. For the most part, however, we realize these improvements will come
at the margin.
2. PHOTINT. The imagery requirements process that has evolved over the
years enables us to focus the finite capabilities of our technical collection
systems on our most important intelligence needs. COMIREX (Committee on
Imagery Requirements and Exploitation), in consultation with its member
agencies, develops an Intelligence Community-approved set of standing search
and surveillance imagery requirements that are under constant review and
revision. DDI, DDO and DDS&T officers also develop requirements, both for
aircraft and satellites, based on day-to-day intelligence and operational
needs and crisis situations. They forward these requirements to component
photo liaison officers, who in turn, pass them to the DDI Imagery Tasking
Center, which operates around the clock. As they do for all requirements, DDI
ensures the information being requested is not already available and that the
appropriate collection system is being tapped. After this screening, the
requirements are forwarded to the Ground Station. There, Community representa-
tives daily review both standing and ad hoc requirements, refine them, determine
priorities, and forward them through the COMIREX machinery to the technical
system operators for implementation. This process provides close interaction
between the analysts and the collectors, validation and integration of require-
ments according to priorities and quick responses when required. In general,
it works well.
3. Given the long lead times necessary to develop new technical collection
systems, DDI and DDS&T also focus on gearing up for long-range requirements.
DDI elicits from the analysts their projected long-range requirements that
25X1
25X1
I TOP SECRET
02/21 : CIA-RDP83MOO91
 Approved For Release 2007/02/21: CIA-RDP83M00914R002700080003-6
TOP SECRET
might call for developing new technical collection systems or techniques.
Such requirements are then presented to the DDS&T for factoring into R&D
designs. Through this interaction, DDS&T manages to remain responsive in
developing systems to satisfy long-range analytical collection requirements.
4. The imagery requirement process could be finetuned somewhat by an
aggressive education campaign to ensure that all analysts are aware of how the
system works and exploit it to help them produce better intelligence. The
DDI is aware of this need and has already developed an in-house training
course to familiarize new analysts with the imagery process.
5. SIGINT. The SIGINT requirement system is also well structured.
At the Community level, your SIGINT Committee, in consultation with member
organizations, develops the NSRL (National SIGINT Requirements List). This is
reviewed and revised regularly. This same SIGINT structure develops your
ten-year SIGINT Guidance, which produces a prioritized set of SIGINT goals for
the next five years to enable s stem developers to be responsive to projected
long-term requirements. enable
25X1
6. On the day-to-day front, DDI again screens requirements provided by
analysts. These are reviewed by the DDI member of SIRVES (the DCI's SIGINT
Requirements Validation and Evaluation Subcommittee), who then forwards them
as appropriate to NSA, the program manager, for implementation. NSA reviews
all collection assets available and 25X1
is the final arbiter regarding priority and imp emen a ion. When overhead
collect' n systems are involve analysts' screened require-
ments t which reviews 25X1
them and forwards them to NSA. NSA again determines the appropriate priorities
and trade-offs for implementation. 25X1
7. Presently, the SIGINT requirements process is effective. Again, the
DDI is aware that s nalyst education is required to ensure it is exploited
to the fullest. u 25X1
8. HUMINT. The dynamics and human factors that come into play in our
HUMINT effort work against a streamlined, orderly requirements process. Two
parallel mechanisms actually exist, a formal system and an informal one. At
the national level is the formal one, NFIB approved DCID 1/2 priorities,
National Intelligence Topics, and the Department of State's priority country
list provide the framework from which Community HUMINT requirements are
derived. The IC Staff Office of HUMINT Collection initiates national HUMINT
collection plans based on the above national guidance,
Some skepticism exists in the gency
regarding the uti ity o these plans, particularly since it would not be wise
to identify in such a plan specifically where we have good sources
TOP SECRET
25X1
 Approved For Release 2007/02/21: CIA-RDP83M00914R002700080003-6
TOP SECRET
9. Internally, analysts forward their human source requirements to
DDI Area Requirements officers. The latter ensure the requirements are
valid, assist the analysts in refining them, ensure that the ri ht collection
machinery is tapped, and assign riorities. F_ I
They are also maintained in a com w
regular review for revision or revalidating.
10. On the DDO side, Collection Objectives, based on the national guidance
outlined above, as well as operational and counterintelligence needs, are
developed and serve as the basis for DDO Station Operating Directives. The
Directives also provide the framework for specific collection requirements
on DCD offices. These are all reviewed and revised regularly as needs dictate.
The DDO evaluates how responsive each station is to these requirements.
11. The recent effort to project long-range HUMINT requirements, which
will now be integral to our new long-range planning process, could also be
considered part of the formal requirements process. In anticipation of
building our 1984 program, a DDI working group developed long-range collection
requirements to support anticipated analyst needs. These were then provided
to the collectors to determine which ones could be satisfied with existing
capabilities and which ones would require developing new capabilities. Once
those capabilities are approved, the collectors can develop their 1984 programs
accordingly. II
12. Most requirements, however, are generated through the informal
network of contacts between analysts and collectors. Analysts -
ments in their day-to-day contacts with their DDO/Divisionl 25X1
State, FBIS, DIA, etc., counterparts. Collectors also advise analysts of new
collection opportunities, and solicit analyst requirements for these sources.
When aggressive., innovative officers exploit this informal system to the
maximum degree, it is extremely effective and responsive. When analysts and
collectors are less imaginative and have not developed the good working
relationships essential to accomplishing both of their tasks the s stem
breaks down. We definitely need more work to correct this. 25X1
13. Both the DDI and DDO realize that constant refining of the HUMINT
requirement process is necessary for it to produce maximum intelligence
benefits. A number of areas for improvement have been identified and people
are working the problem. First, analysts have to do a better job of defining
their requirements and working the appropriate collection systems, both
through the formal and informal networks. Training courses can help both in
OTE and DDI. Bob Gates will be placing management emphasis on the importance
of such training.
14. Political requirements have been one of our weakest areas, and the
DDI has to concentrate on doing better here. For openers they have put
former employee on contract to bring DDI together to 25X .5X1
determine now to improve our performance. Arrangements are now being made
for analysts to participate in a conference in April on political 25X1
TOP SECRET
roved For Release 2007/02/21: CIA-RDP83MOO914ROO2700080003-6
 Approved For Release 2007/02/21: CIA-RDP83M00914R002700080003-6
reporting.) is also developing some ideas for both the DDI 0 25X2X1
on how to make interaction more productive. r _J conferences 25X1
on specific policy issues to F_ J officers in developing the right 25X1
questions and to make analysts aware of potential sources is one possibility.
Elevating DDI requirements to more strategic i sues appropriate for access to
executive suites is another. Incentives for officers to collect political 25X1
perceptions of executives as well as s ecific facts need to be develo ed.
efforts to identif risk
analysis ca a i ities has Potential l
25X1
produce better intelligence. 25X1
15. Both DDI need to be reminded (they have been) is 2X1
responsible for collecting intelligence from non-NFIB agencies. Feedback to
analysts on the collectors' success against requirements is also needed to
shore up the system. DDI and DDO are focusing on this area. In addition, I
think we need more linkage between the formal and informal collection systems
to ensure that priorities are in order.1 _1 25X1
16. I will continue to monitor these ongoing efforts and to work with
the Deputies to identify other possibilities for tightening up our HUMINT
requirements process. Because of the nature of the beast, the difficulties in
developing sources and adjusting rapidly to new requirements, it will never
approximate the clear-cut structure and responsiveness of technical systems.
(C)
~~ John N. McMa on
Cy 1 - DCI
2 - DDCI
3 & 4 EXDIR
5 ER File
2007/021 $RIZDP83M00914R002700080003-6