SUPPORT DIRECTORATE FIVE YEAR ADP PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R001600100001-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 19
• Document Creation Date: December 19, 2016
• Document Release Date: December 8, 2006
• Sequence Number: 1
• Publication Date: March 31, 1967
• Content Type: MF

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TABLE OF CONTENTS
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I Support Information Processing System (FY 69 -- 73)
Introduction I
Objectives and Purpose 2
Offices Involved 3
Target Area 3
Justification 3
Planning Assumptions 3
Project Description 5
Methodology 9
Manpower 10
Implementation Plan 11
II Support Directorate ADP Coordination (FY 69.- 73)
Introduction I
ADP Projects Supporting Non-ADP Functions I
Support Information Processing Systems 2
Ongoing ADP Projects 2
New Management Requirements 3
Summary 3
APPENDIX I SIPS Manpower Requirements and Target Dates (FY 69 - 73)
APPENDIX II Support Directorate Costs (FY 69'- 73)
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SUPPORT DIRECTORATE
FIVE YEAR ADP PLAN
FY69-FY73
SUPPORT INFORMATION PROCESSING SYSTEM
INTRODUCTION
A review of computer applications and interests in the Support
Directorate during the summer of 1964 disclosed that there was a great
deal of dissatisfaction with existing systems. Reports produced by the com-
puter were not being received when they were wanted, and when they arrived
in the hands of the customer, they were already out of date. Computer out-
puts were being used as base documents to which daily changes and updating
were being posted manually. Manual postings were being periodically batched
for conversion to machine language as input to the computer to update the com-
puter records and during this process additional changes were occurring with
the result that computer outputs were never current. Each system existed as
an entity unto itself without any systematized or integrated communication with
other related systems.
The review also disclosed that some of the Support components had
developed plans to undertake extensive redesign of existing computer systems
to overcome problems which had been identified. Meanwhile, the Office of
Computer Services was reviewing its hardware capability and pursuing plans
to update it by installation of third generation equipment. It became clear that
the need to update hardware regardless of the equipment selected would require
extensive reprogramming and redesign of all of the applications supporting
DD/S requirements.
These and many other similar problems with the existing systems
were surfaced and, considered together with the plans of the several compon-
ents for new systems which seemed destined to create the same sorts of pro-
blems in a new environment and the plans of the Office of Computer Services
to update its equipment, it was quite apparent that coordination of EDP interests
in the Support Directorate was of vital importance. Accordingly, the Deputy
Director for Support, in September 1964 decided to proceed immediately with
the conduct of a total system study covering all data processed and all infor-
mation produced to satisfy all of management's requirements in all of the
Support functions.
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OBJECTIVES and PURPOSE
The objectives for the Support Information Processing Systems can
be summarized as follows:
1. To collect and analyze all data in the current system, determine its
purpose and evaluate the extent to which it serves that purpose.
2. To identify and analyze significant manual procedures and automate or
provide improved manual methods for them.
3. To determine the major data-information flows and what they should be
from input to output.
4. To identify those data items which are of general interest in the present
system and to further identify those which should be included but which
are not currently retreivable to satisfy present and projected requirements.
5. To provide a system of inputting data of general interest at the first
information source and for timely updating as changes occur.
6. To identify, analyze, define and evaluate requirements for information
generated by all levels of Agency management and to generally design
an information and data system which will satisfy those requirements.
7. To determine to what extent an integrated system is desirable and prac-
tical and to identify and evaluate sub-systems as they relate to or are
independent of the integrated system.
8. To insure that communication among the sub-systems and the integrated
system is systematized.
9. To provide the capability for remote data communication between the
system and field stations in so far as that may be feasible, practical
and will contribute to more effective management.
10. To develop an orderly hierarchy of system implementation plans leading
ultimately to the "model system".
11. To provide a system analysis and design competence at the Directorate
level and a mechanism to ensure that management improvement methods
and techniques, whether manual or automated, evolve in an orderly
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progression in the context of Directorate requirements and in
accordance with a Directorate plan; and to guard against separate
and independent system development by and within the functional
components where independence may lead to incompatibility.
12. To provide a continuing systems management and control mechanism
for systems maintenance and change.
13. To develop a data processing competence in each office of the Support
Directorate.
14. To provide solutions, within reasonable cost and time limitations, for
the problems surfaced during the review of Support Directorate data
processing systems and requirements.
15. To take maximum advantage of modern technology while at the same
time ensuring that systems are automated only when some other alter-
native is not more reasonable, practical and effective.
OFFICES INVOLVED
The Support Information Processing System encompasses the functions
of all of the offices of the Support Directorate as well as the immediate con-
sumers of Support data and information outside the Directorate.
TARGET AREA
As indicated in the Program memorandum assignment of target
areas is "not applicable except as the systems being designed may be expected
to produce support data and information permitting such analysis to be per-
formed by other components of the Agency. "
JUSTIFICATION
The Support Directorate is the focal point for accountability and
control of people, money and materiel in support of the total Agency mission.
An overall upgrading of the Support ADP capability as well as its significant
manual procedures is the most feasible way of insuring continued and improved
responsiveness for the Directorate.
PLANNING ASSUMPTIONS
The Support Directorate is faced with rather severe manpower and
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budgetary constraints.. The demand for services continues to increase
in volume and complexity without permitting a corresponding increase in
manpower or budgetary ceilings. Increased ceilings, while attractive,
offer no real or conclusive solution since appropriately qualified manpower
is difficult to acquire and retain.
1. During the period covered by this plan there are limited alternatives
available to Support management for effectively dealing with its require-
ments. Chief among the alternatives, and the only one which holds
promise for continued Directorate responsiveness, is the development
and implementation of the Support Information Processing System (SIPS).
2. ADP offers the only realistic avenue for attack on the present and future
operational and management burdens.
3. Successful development of ADP systems is dependent on close and con-
tinuing participation by the operating and senior management levels of
the user offices.
4. The long term significance of ADP lies not in hardware but in the
broader, overall system which includes data origination, hardcopy,
manual processing, man-machine .interrelationships, the production
of output in whatever form, the purposes to which it is put, the reasons
it is produced, and the requirements it satisfies.
5. Effective systems emerge from thorough examination and study of the
total operating and management environment.
We do not imply that "total" refers to the incorporation of
an organization into some electronic or electro-mechanical configura-
tion, rather that the total organization is brought into the system con-
text. The Office of Training, for example, is viewed from the dual
perspective of a system "user" and as a contributor to system effec-
tiveness via its training mission. This concept of a total system also
encompasses the analysis and design of manual systems and the estab-
lishment of effective interfaces between manual and automated systems.
6. System Management will be a continuing, distinct requirement for an
organization involved in an ADP system design effort.
Although the System is embedded in the organization it
supports, it has at the same time an organizational identity of its own.
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System responsibility cannot be distributed across the components
of the organization without destroying system integrity. System
change and modification must take place in the context of the total
system not just that portion of the system a particular user is
associated with.
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7. System planning, development and implementation is evolutionary
rather than revolutionary.
Some of the consequences of this' assumption relate
directly to assumption number 6 above, others relate to assumption
number 5. While a system concept may reflect revolutionary organ-
izational and functional changes, this concept can only be achieved
through carefully controlled step by step advance.
8. An additional somewhat more specific assumption has been that the
Office of Computer Services will provide in the required quantity at
the proper time and with requisite capability the manpower and hard-
ware resources for designing computer systems, writing computer
programs and operating the implemented systems.
9. If Computer Services, due to its manpower constraints, cannot meet
the demands of Support systems alternative actions will be required.
The Support Directorate with the Office of Computer Services
will propose to Agency Management courses of action for acquiring
supplementary resources, such as limited contractual assistance and
the identification and training of Support careerists.
10. If the hardware configuration currently planned by the Office of Com-
puter Services and the system design and programming support should
fail to satisfy the legitimate demands of the Support Systems, the Sup-
port Directorate will press for the establishment of a "stand alone"
computer capability devoted to Support data and information processing.
PROJECT DESCRIPTION
The system activities related to the Support Information Processing
System Study can be considered for the purposes of this Five Year Plan as
discrete projects. It must be remembered, however, that these projects
exist because the over all system project exists; they are not in any sense
functionally distinct. The following paragraphs discuss; (1) the system;
(2) file conversion, from manual to automated form; (3) personnel training
in ADP system operation; (4) design of new forms and development and writing
of new procedures and (5) use of communication devices.
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1. System
The foregoing statements of objectives and assumptions give some
indication of the nature and scope of the Support Information Processing
Study. This study is divided into three related systems corresponding to
the Agency's Financial, Human and Materiel Resources and the Task Force
has been divided into three teams accordingly. The tasks related to the
Support Information Processing System is comprised of four major phases:
1) Collection; 2) Analysis; 3) Design and Coordination; and 4) Implementation.
These phases are presented to assist in understanding the program schedule
and current project status, and to identify the unique requirements of each
major step in the development of an automatic data processing system.
The Task Force has completed the Collection and Analysis phases
for each of the three systems. In the course of these Phases, 3, 250 paper-
work surveys were conducted; 491 flowcharts were constructed; 2, 027 docu-
ments containing 34, 350 data items were collected and coded. As the attached
schedule indicates, the three systems are being concurrently developed with
provision for appropriate interfaces. Their varying rates of progress are
based on the size and complexity of the individual systems and the manpower
available to work on each. Nevertheless, all three systems are following the
general cycle described below.
The current effort is focused on the design and coordination phase
which first involves breaking the broad conceptual models of the systems
into smaller, more manageable sub-systems. The benchmarks for this
phase are (1) management approval of conceptual models, (2) user sub-
system specification, (3) computer system design specifications and finally
(4) program specification. With the production of program specifications
SIPS will move into its implementation phase with benchmarks as follows:
(1) programming, (2) debugging, (3) sub-system test, (4) sub-system imple-
mentation.
The user specification for the first sub-system is scheduled for
March 1967; the implementation of the final sub-system is projected for June
1970. These dates appear reasonable in terms of the present Information
Processing Branch manpower level. However, the validity of the terminal
date depends upon the capability of the Office of Computer Services to provide
requisite numbers of computer systems analysts and programmers at the
right time. Detailed projections have been presented to the Office of Com-
puter Services separately to permit them to incorporate the necessary
resources in their planning and programming.
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2. File Conversion
The design and implementation of sub-systems of SIPS requires
that certain .manually-processed files and documents be added to the auto-
mated data base. This conversion will be phased in accordance with the
attached system implementation schedule.
The projected requirement for personnel to support file conversion
begins in FY 1968 with seven conversion clerks and expands to 14 conversion
clerks in FY 1969. This requirement is a temporary one, terminating in the
first quarter of FY 1970. The conversion clerks will be responsible for the
editing of documents before key punching and for the transfer and editing of
data from a file document to a document more suitable for key punching.
Funds for contracting for the conversion effort have been requested in FY 69
and FY 70.
3. ADP Training
Effective operation of an ADP system depends directly on the continual,
thorough exercise of discipline by its users. This discipline is the product of
carefully conceived and executed user training at the clerical, middle manage-
ment and senior management levels. Some of this training should be started
late in FY 1968, but the major impact will occur in the period FY 1969 - FY
1973. The initial step in this effort should be the early assignment of a quali-
fied Training Officer to the Information Processing Branch.
4. Forms Design and Procedures Writing
One-time entry and centralized processing, storage and presenta-
tion of information in SIPS will permit a major consolidation and simplifica-
tion of the forms and procedures necessary in current operations. The
services of the Records Administration and Regulations Control Branches
will be enlisted in the redesign of forms and the development of new proce-
dures. In addition, a requirement is anticipated for the short-term detail
to the Information Processing Branch of experts in the procedures of the
affected Support Offices. No additional personnel costs are anticipated for
these functions, the printing costs are estimated at $2, 000 beginning in
FY 1969.
5. Communications
Utilization of the Agency's communications capability is a hallmark
of SIPS planning. The .immed,iate usefulness of this capability is reflected in
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the Materiel and Financial Resources areas where data flows to the Head-
quarters systems from world wide sources.
Present Office of Communications planning as represented by the
installation of automated Message Switching Capability (MAX) and the gradual
implementation of an 8 level communications coding structure (permitting
message checking) gives strong indication of the reasonableness of utilizing
this message communications capability for the transmission of data. The
SIPS effort is not expected to extend the communications load beyond its
present or projected capacities. The following assumptions are basic to
implementation of a remote communications capability.
a) Until the general upgrading of communications
capabilities takes place data accuracy (including transmission errors)
will be the responsibility of the consumer. The individual preparing
a transaction in the field will be required to verify the accuracy of
data before transmission and the Headquarter's recipient will re-
check the data prior to input into the computer, system. As automatic
transmission error detection capability becomes available in upgraded
communications equipment, we anticipate its use in the remote systems
devised for SIPS. This capability will not relieve the data originator
of his responsibility for data accuracy, it will however, materially
reduce the amount of Headquarter's processing required prior to input
to the computer system and thus speed the acquisition of and response
to data and information received via communications channels.
b) The Information Processing Branch will at the earliest
possible time develop data, data formats and procedures for testing
the remote communications concept. We anticipate no long term prob-
lem with communicating data, the procedures employed by the field
station and those within the Headquarter's system will have to be most
carefully drawn.
Testing for remote communications will begin in Fiscal
1968 using Office of Logistics and Office of Finance data. The best
location for this testing will be determined by the responsible office,
IPB and the Office of Communications.
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c) Assuming favorable test results it is anticipated
that,during the Fiscal 1969 - 1970 time period selected field stations
will use remote communications capabilities for transmitting Logis-
tics and Financial transactions to a Headquarter's computer system.
The stations, and their precedence has not been determined, these
determinations will be made with the Office of Communications and the
Clandestine Services.
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We further anticipate that during the remainder of this
planning period, through Fiscal 1973, this capability will cover all
field stations.
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METHODOLOGY
The methodology employed for the SIPS effort has been a combina-
tion of classical systems analysis techniques plus internally conceived pro-
cedures more applicable to the environment.
In order to circumvent the nearly impossible manual task of account-
ing for all of the collected documents and data items; a document/ data
analysis coding form was devised which permits key punching and machine
manipulation of the document and/or data interrelationships. The outputs
from this application have proved quite useful for studying document content,
data sources, data redundancies, incompatibilities and timing. At the same
time a method for automated flow charting of current office procedures was
devised. This method was not pursued primarily because the manpower
effort necessary to prepare the inputs did not appear to balance the unpre-
dictability of success.
Following the collection effort, the task teams organized and ana-
lyzed their.materials and developed refined systems, concepts for manage-
ment orientation. A secondary but no less important facet of the systems
concepts is the structuring of the whole system, permitting identification of
major data flow and preliminary identification of required interfaces.
Since conceptual designs are not detailed it is necessary to identify
in SIPS terms, the component parts of the system and the functional sub-
systems, which are now being developed, into User System Specifications.
These specifications, a flow chart depicting functional data flow, a narrative
description of the flow chart and a statement of performance requirements,
serve two purposes. First, for management concurrence, the specifications
provide a clear picture of the proposed system. Secondly, they provide a
firm communications base for initiating computer systems design with tech-
nical personnel from the Office of Computer Services.
The product of the first phase of the computer systems design will
be Computer System Specifications, a greater detailing of the flow charts,
narratives and performance requirements developed for the User System
Specifications. The Computer System Specifications will be "costed out"
financially and in terms of manpower savings as well as additional manpower
requirements. This set of specifications with cost data and proposed imple-
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mentation priorities will be submitted for appropriate approval.
Additionally, the Computer System Specifications provide the
basis for developing computer program specifications which, after writing,
program testing and system testing, lead to system implementation.
We do not anticipate that the progression described above will
proceed uneventfully through its various phases. Slippage of one sort or
another is to be expected. We believe that a well planned, carefully con-
trolled, well documented effort will inevitably produce functionally sound
ADP systems which permit more effective functional performance, and prob-
ably will result in cost reduction. At a minimum we would expect to maintain
current cost levels while permitting the assumption and performance of greater
work loads.
MANPOWER
The manpower requirement for the SIPS study will be considered in
terms of the period leading to system. implementation and the post-implemen-
tation period.
As stated in our program call, "A task force was formed about
1 January 1965 with the detail of about 5 people from some of the Support
Offices to conduct an analysis of support information processing systems.
Gradually this Task Force was expanded until at the end of FY 66 it was com-
posed of 21 detailees representing all of the Support Offices. The Executive
Director/Comptroller authorized double-slotting by the Support Offices during
FY 67 to permit continuation of the program and to absorb work load left be-
hind in the offices by the detailees. A request for continuation of the double-
slotting authority for FY 1968 is pending. "
Developing and implementing SIPS is a major undertaking, requiring
the coordinated efforts of more people than the 21 currently detailed to the
Information Processing Branch. Projected branch manpower requirements
covering systems analysis and design, forms, procedures, conversion train-
ing and system testing total approximately 900 man months. (Appendix I)
We expect to utilize component personnel on a short term basis to
assist in forms design, procedures writing training and conversion.
In addition to this manpower requirement from the Support Offices
we have projected and submitted informally to the Office of Computer Services
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a requirement for approximately 550.man-months for the Computer System
Design, Programming Specification and Programming tasks. (Appendix I)
The quality of the detailees assigned by the Support Offices to the
SIPS study reflects the interest and concern of the offices for the success of
the study. While their method of staffing the system study is at this time the
most practical approach, it cannot be considered more than a temporary
expedient. We foresee the time when members of the task teams will return
to their respective Offices, hopefully to positions from which they will con-
tribute to the effective use and maintenance of the system within the Office.
As indicated in the fourth assumption for the SIPS study the system
needs of the individual offices can only be served in the overall system con-
text. This context cannot be maintained by distributing system responsibil-
ities to the Offices of the Support Directorate.
Present planning indicates that a permanent organization of approxi-
mately 15 positions will be required to maintain and extend the SIPS functions.
There is little question that these integrated systems will create a different
operating environment for the Support Directorate, we are not yet able to fore-
cast the most feasible way of insuring the continued effectiveness of this
environment.
A host of problems accompanies the creation of positions, personnel
selection, career management grade and position descriptions etc. ; and we
will not proceed with staffing until we can provide Support Management a
staffing plan which assures both user office and system the best possible
support.
The Combined Program Call for the Support Services Staff includes
for Fiscal 1969 planning the creation of 15 positions for the Information Pro-
cessing Branch.
IMPLEMENTATION PLAN
A precisely detailed implementation plan must await the Computer
System Specifications, since final implementation will depend on selections
from cost-time-method alternatives.
We plan to implement subsystems in sequences based primarily on
the best fit between Support Directorate priorities and potential for relief of
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current OCS workload. The target dates for subsystem implementation ex-
tend well into calendar year 1970. We expect to meet these target dates pro-
vided OCS manpower resources are made available or, failing that, other
resources are made available. The subsystems included in the current SIPS
effort are not all inclusive. Each of the study teams has been forced to be
selective.
Materiel Resources will proceed, for example, with Transportation
and Real Estate and Construction Subsystems as manpower becomes avail-
able. The Materiel team is fully committed to the development of eight
functional subsystems; a two phased Procurement system, Cataloging, Requi-
sitioning, Stock Management, Warehousing, Reports and Administration and
the Financial interface.
The Finance system includes six functional areas; Authority Control,
Other Government Agencies, Monetary Operations, Payroll, General Account-
ing, and Property. There are again functional areas to be studied and devel-
oped as manpower becomes available; Shortages and Overages, Proprietary
and Industrial Contract Audit.
The Human Resources study team includes all of the activities in-
volved with the Recruitment, Pre-employment, Entrance on Duty, Employment
and Termination functions. Related functional areas such as the Credit Union,
and Insurance activities will be phased into SIPS as manpower becomes
available.
These implementation plans do not represent positions on the
frontiers of data and information processing. While remote query, multi-
processing time-sharing and other hardware /software features hold great
promise, they are not regarded as primary objectives for SIPS. Our immedi-
ate objectives are the reduction of document and report volumes, simplification
of manual and automated procedures, establishment of long term, efficient data
structures, development of sound data access methodology and the reduction of
overall processing time through. remote communications capability when possi-
ble, practical and economic.
Reasonable success with these objectives in the FY 69 - 70 time
period will provide a firm base for implementing the more sophisticated tech-
niques. One factor of considerable importance for this second implementation
era will be developing a management environment for utilization of these
techniques.
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We see no alternative to development of SIPS, the alternatives that
exist are those affecting the way in which SIPS is developed. At present, for
example, we plan concurrent subsystem implementation across the three
task teams with a degree of sequential implementation within each. The de-
gree to which this plan may be compromised will depend upon the availability
of skilled manpower.
Subsystem priorities are basically arbitrary assignments of value
which can be changed as required. The basic priority parameters are Support
Management requirements and OCS workload relief. The extent to which one
supercedes the other must be determined subsystem by subsystem.
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SUPPORT DIRECTORATE
ADP COORDINATION
FY 69 - 73
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INTRODUCTION
Support wide ADP requirements cover the entire range of system
and computer capability: standard business applications; highly specialized
automated message switching and type setting; scientific computation and
high volume data processing; and hybrid analog to digital processing and
analysis. The Information Processing Branch has collected between 2500
and 3000 statements of requirements from Support components which reflect
the need for these ADP capabilities. It would be impossible to incorporate
all of these activities into one massive system and this is not a Directorate
objective. These ADP and ADP related areas with their potential for using
quantities of manpower and money require careful planning by substative
specialists at the office level and at the Directorate level a capability for
conducting thorough evaluation of plans and proposals developed to solve
specific as well as generalized problems. Our principal objectives in the
time frame of this plan are to develop and maintain this planning and evalu-
ative capability.
A classification of ADP activity is required in order to handle the
complexities of the Support ADP picture. At the present time the following
four areas provide the most relevant structure:
1.
functions.
Projects using computing equipment in support of non-ADP
2.
The Support Information Processing System.
3.
On going ADP projects.,
4.
New Management requirements.
ADP PROJECTS SUPPORTING NON-ADP FUNCTIONS
Two primary examples of highly specialized use of computing
equipment are MAX and EPIC.
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The Office of Communications, which has developed MAX merits
separate attention because of the unique nature of its ADP utilization, and
a separate Communications 5 year ADP plan is attached (Attachment 1).
Indications for EPIC suggest that two EPIC programmers and one
analyst will be required to modify existing EPIC software, and to design,
program and implement a tabular printing capability for EPIC. Again be-
cause of its unique nature, a separate submission for Printing Services is
submitted (Attachment 2),
The manpower resources for these projects cannot be satisfied by
"general purpose" programmers and the resulting systems are not neces-
sarily part of an integrated system such as SIPS. These resource require-
ments, however, are a Directorate problem and resource allocations will
be considered in a Directorate context.
SUPPORT INFORMATION PROCESSING SYSTEMS
The second area, SIPS, being developed by the Information Proces-
sing Branch, Support Services Staff has already been described. SIPS, during
this planning period, will include the data processing, computational, stor-
age, retrieval and reporting capabilities (manual and automated) for major
segments of the Support Directorate.
ONGOING ADP PROJECTS
The third area poses a planning problem for the Information Pro-
cessing Branch. Most, if not all, of the ongoing ADP projects and applica-
tions are included in SIPS planning but not necessarily on a one-for-one
basis. Lacking a one-for-one correspondence between elements of the new
system and the old, the possibility of dual operation or at least overlapping
operation exists to a degree which cannot be identified at this time. Most
of these projects have been described in the Fiscal 1964 - 1968 section of
this submission. Fiscal 1969 - 1973 planning is based on the premise that
they should continue as separate projects until the extent of their relation-
ship with SIPS is established. Stress measurement, for example, has been
a joint Office of Security - Office of Research and Development, DD/S&T
project, with funding coming from ORD. The installation of a prototype
system by July 1967 will terminate the DD/S&T support and the Office of
Security has requested funds to continue this program in their Interrogation
Research Division. The Office of Security has also established a require-
ment for a telecommunications li n connection with
GHOUP 1
Excluded from automatic
S 1 ~ /1 R rT downgrading and
(1(r declassification
r.1A_RnPRe - - --5
 Approved For Release 200& 12Y0S':'C IA-RDP84-00780 R001600100001-5
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the National Agency Name Check program, which will extend their capability
for interrelating with Intelligence Community security files.
NEW MANAGEMENT REQUIREMENTS
The fourth classification recognizes the fact that the Support
Directorate cannot suspend progress while ADP systems are being devel-
oped and installed. Valid management requirements of last year may be
superseded by more significant requirements in the coming year; it would
be foolish to plan a static management environment for any appreciable
period of time. Part of the justification for the permanency of the Informa-
tion Processing Branch rests on this assumption of change. SIPS, as the
major branch product, must continue to be responsive to a changing manage-
ment. environment. Failure to insure this continuing capability to cope with
change would foreshorten the life expectancy of SIPS because the inability
to upgrade and maintain it would cause it to be obsolete almost before it
could be fully implemented.
Every office in the Support Directorate will develop new requirements
which cannot be solved with old methods. The Office of Medical Services
proposes for example, a Studies Center, "to develop a multidiscipline approach -
Psychiatry, Psychology, Sociology, etc. for inquiries into the ways in which
the human resources of the Agency can be conserved, managed and developed. "
While OMS anticipates no additional resource requirements for this effort it
is certain that an activity such as this will result in requirements for SIPS.
ADP in the Support Directorate is a broadly based, dynamic activity.
Just as we see no realistic alternative to the development of SIPS, neither do `
we see any alternative to the careful coordination at all Directorate levels
of these ADP and ADP related activities. They are all valid and valuable.
They should proceed concurrently to the extent Support Directorate and
Agency resources allow. Before these resources are over extended the need
for prudent and coordinated resource allocation will be developed and
maintained.
S EC ^K~~ Excluded from al^~atfc
downgrading and
deciassitictntian
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Approved For Release 2006/12/08: CIA-RDP84-0078OR001600100001-5