ADP SUPPORT TO DA OFFICES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89G00643R000900130019-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 23, 2016
• Document Release Date: November 23, 2011
• Sequence Number: 19
• Publication Date: March 2, 1987
• Content Type: MEMO

Declassified in Part - Sanitized Copy Approved for Release 2011/11/23: CIA-RDP89GO0643R000900130019-4
ROUTING AND RECORD SHEET
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Deputy Dir
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6 March 1987
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TO: (Officer designation, room number, and
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
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to whom. Draw a line across column after each comment.)
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. Declassified in Part - Sanitized Copy Approved for Release 2011/11/23: CIA-RDP89GO0643R000900130019-4
 Declassified in Part - Sanitized Copy Approved for Release 2011/11/23: CIA-RDP89GO0643R000900130019-4
2 March 1987
MEMORANDUM FOR: Associate Deputy Director for Administration
Deputy Director of Finance
SUBJECT: ADP Support to DA Offices
1. This memorandum is the result of lengthy discussions by the
DDA Deputy Office Directors of Mr. Maloney's paper on decentraliza-
tion of ADP support to DDA offices. The implementation of his plan
will result in a closer working relationship between the end user
and the ADP professionals responsible for developing and supporting
computer-based systems. The group met on two occasions, 6 and 20
February. On the 20th Mr. Maloney attended the meeting in response
to our invitation and provided expansion on and answers to many of
our issues.
2. The bottom line is that to a person we are totally sup-
portive of the concept. The days of ADP personnel working apart
from the user is over and to do otherwise is an ill-conceived
working environment. We did, however, have questions that centered
around five basic issues: (a) Incorporation of ALL ADP personnel
into the MZ career service, (b) Space, (c) Corporate Data Effort,
(d) Resources, and (e) Management of the ADP team. Mr. Maloney
was able to address all to our satisfaction.
3. In addressing (a) above,) land Mr. Maloney
explained that there is no hard line on having ALL personnel folded
into the MZ service. This was not the intent of the paper, and the
normal process of allowing employees to move from one service to
another if there is a need and desire is appropriate.
4. While all recognize that space is a concern and perhaps
little can be done, the surfacing of this concept at this time may
just allow for planning opportunities that should not be lost.
Redistribution may be in order. Obviously the optimum working
environment is to have the user and the ADP person as close as
possible; however, not doing so should not be viewed as a show
stopper.
5. The need for a centralized corporate data base was explained
by Mr. Maloney. The easy explanation to Mr. Maloney's views is that
he believes the best way to accomplish a viable corporate data base
Declassified in Part - Sanitized Copy Approved for Release 2011/11/23: CIA-RDP89GO0643R000900130019-4
 Declassified in Part - Sanitized Copy Approved for Release 2011/11/23: CIA-RDP89G00643R000900130019-4
that cuts across the entire Agency is to have centralized control of
development. Stated another way, any system that crosses offices,
i.e., data in any system needed by another system to accomplish its
role, will be monitored and controlled by the corporate data base
group. A question was raised as to which office would be in control
of foreign field development. cknowledged that IMS/DO
will remain the controlling office for field development.
6. A fair amount--if not the majority--of our discussion
centered around resource impact, principally the allocation of
positions and money. There was some concern that once the positions
and money become part of the budget base of an office, the movement
of positions and personnel to another at a time calling for a shift
in ADP requirements could become a bit of a management nightmare.
This was viewed as something we should not agonize over to the point
that implementation of this concept gets bogged down; all offices
concerned are responsible to the DDA, and therefore any issues of
this ilk that may arise can be resolved by the DA if needed. Each
component's ADP strategic plan that will fold into an overall
Directorate plan should prove to be a real eye opener as to what is
truly needed for the foreseeable future. During our discussion with
Mr. Maloney about ADP contracting needs, it became a arent that
additional review is needed. For example, will ontracting
remain centralized or become each office's responsibility?
7. In addressing the issue of management of the ADP team,
Mr. Maloney explained that he envisions his senior MZ officer
reporting to a very senior manager within the component. He does
not believe it to be practical to further disseminate ADP people
to functional divisions within each organization as suggested by
Finance. MZ careerists need time to grow into and accept this new
organizational role. They are a bit nervous and, indeed, an air of
uncertainty to further separate them is premature. Time is also
needed to establish standards and set in motion controlling
procedures.
8. Once again, let me say the concept is considered a GO by
the DDs. While there are negotiating points to be worked out, we
see no show stoppers. Mr. Maloney has tasked C/MISG,
to pull together a paper addressing any areas needing work prior to
implementation within each DA office.
, Declassified in Part - Sanitized Copy Approved for Release 2011/11/23: CIA-RDP89G00643R000900130019-4
 Declassified in Part - Sanitized Copy Approved for Release 2011/11/23: CIA-RDP89G00643R000900130019-4
SUBJECT: ADP Support to DA Offices
DD/OF, I(2 Mar 87)
Addressee
DD/OMS
DD/OL
DD/OS/Personal Security
DD/OS/Physical and Technical Security
DD/OP
DD/OIT
DD/OTE
DD/OC
Declassified in Part - Sanitized Copy Approved for Release 2011/11/23: CIA-RDP89G00643R000900130019-4