HUMAN RESOURCES ALLOCATION, PRODUCTIVITY AND INFORMATION MANAGEMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP93B01194R001300090013-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 54
• Document Creation Date: December 20, 2016
• Document Release Date: January 9, 2008
• Sequence Number: 13
• Publication Date: February 1, 1982
• Content Type: REPORT

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HUMAN RESOURCES
ALLOCATION
A few years ago, offices were requesting additional staffing. More people were
needed to address growing workloads, and arrest backlogs.
The justification was defensible, but the request was denied.
The next year, the request was resubmitted. There was the feeling that it was
hopeless--and it was.
The following year, there was a different attitude--don't even tryl Most offices
knew that additional staffing was out of the question. Priorities were elsewhere.
A year later, there was another change in attitude. Offices were now facing
cuts and loss of staff.
In 1981, the question of staff cuts shifted to termination of entire programs.
If these trends are not familiar, the message is:
"Where burdens exceed value, the program must go."
If valuable programs are to survive, then there must be smarter ways of achieving.
program objectives.
Simply stated, this message translates to "produce or perish."
The noble objective of improving staff productivity is no longer an issue.
The new issue is how can productivity be increased with the staff that remains.
If this cannot be done, then burdens outweigh the value. The function or program
must gol
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Increased productivity is one of the major objectives of resource allocation.
The building blocks of productivity are:
? EFFICIEDICY in office processes,
AND
EFFECTIVII~TESS in achieving program objectives.
The of. five envirarunent is an information factory.
The methods of handling information directly impact efficiency.
The information itself, and haw it is used, strongly influences effectiveness.
The information environment is radically changing.
Three decades ago computing belonged to the agency. It was limited to a select
few functions such as payroll, personnel, and accounting.
In the 1980s, computing and ca:mnmications power will be dispersed to the far
corners of the organization. These facilities will belong to the office masses.
Will this simply be a revolution in hardware technology, or will it be a revolution
in allocation of resources and increased productivity?
Info2znation policy, and management of information in a coherent architecture will
determine the answer.
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INFORMATION
MANAGEMENT
ASSETS-RESOURCES
"Information Management" or "Management of Information Resources" is an emerging
and still definitional concept.
I would like to share with you some ideas about how this relates to productivity
and allocation of human resources.
Some of these ideas and definitions may differ from those that you have already
encountered. The underlying theme today will be information and its relationship
to productivity.
I will review with you:
? Magnitude of information activities and consequential burdens.
? The difference between information assets and information resources and haw
? Moth influence productivity.
The necessity for addressing the life cycle of information to maximize returns
from investments in resources.
? And finally -- I will give you an example of a conceptual system that addresses
life cycle requirements to offset the demands for human resources.
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INFORMATION ACTIVITIES
? DQMINATINC
? PERVADING .
Information activities dominate many organizations.
'The needs for information and their attendant activities can be foLmd in almost
-every office of an agency or corporation.
In our awn economy, nearly 50~ of the national workforce is engaged in information
or information related activities. --
In some respects, we are becoming an information society.
Information costs, though not readily identifiable,,are major items in most
agency budgets.
These costs go beyond over the counter information operations.. Zhey are deeply
imbedded in every office activity.
Unlike food that is sold in a market or restaurant,. information does not come
with a price tag that represents the costs of cultivating, processing, preparing
and. packaging.
But information exchanged across a conference table, in person-to-person contacts,
or in briefing papers, has traveled a long route similar to that of the food process.
Information activities and associated costs are major elements in--derpinning
every agency budget.
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U.S. DEPARTMENT OF 5l A I t
The Department of State is an example of an information intensive organization.
Information is essential to the conduct of foreign relations.
.Every day, some 3,000 messages are exchanged with more than 200 posts around the
world.
These messages include reporting on exchanges, negotiations, political and
economic developments between the United States and foreign governments.
Additionally there are a myriad of transactions in administrative matters that
are regulated by an equal number of laws,, regulations, policies, and rules.
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 GplcFn nF EXCHANGE
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TRANSNi1SS10N
186,000 miles per second
This message volume travels electronically around the world at 1$6,000 miles per
second. And importantly, these messages are tmtouched by human hands during transit.
Cfice this information comes out of the air and is turned to paper, it moves by
hand at the glacial speed of 250 feet per day. Suspending a human bridge in
space to pass paper to and from posts would not be an effective nor a practical
solution. The electrical mode of exchange may therefore be a model for office
efficiency.
Let's compare the efficiencies of electronic camnxr-,acations to moving the same
volume of information the same distance on paper.
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~v~~~.w~ v~ ~ vv~
(ANNUAL)
AIRGRAMS ~
30,230
COPIES DISTRIBUTED
2,418,400
HANDLING STEPS
~~ 120
ESTIMATED HANDLINGS:
BEFORE REPRODUCTION
701,340
AF T CR REPRODUCTION
66,759,270
TOTAL
67,460,510
PEOPLE
16
Airgrams are apaper -- rather than anelectronic -- mode of exchanging information.
They are carried by diplomatic pouch between the State Department and overseas
posts .
Fortunately, airgrams represent less than 4% of the total message volume.
Rut look at the quantity of paper copies generated by so few messages -- 2,418,000
distribution copies for 30,000 airgrams.
To move a paper airgram from its origin in the Department to in-boxes overseas
requires 120 different handling steps.
A small number of these handling steps are applied to the original airgram before it
is reproduced. This generates 701,000 human handlings for the 30,000 originals.
Rut look at the handlings required after these airgrams have been reproduced for
distribution -- 66 million human handlings for 2.4 million copies.
The copy ratio is 80:1, and 99% of the work is required after copies have been
reproduced. The excessive demands of paper are clear.
The quantity of messages may be trivial, but the copies and demands on human re-
sources are excessive.
Where an electronic message might travel 5000 miles untouched by human hands, an
airgram may be handled by 3 different people to move no more than 40 feet.
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MAGNLTUDE
(HOLDINGS-1978)
DEPARTMENT
FILE CABINETS
25,000
ESTIMATED PAGES
226,000,000
POSTS
FILE CABINETS
22,000
EST
IMATED PAGES
199,000,000
Some 1 million messages per year result in aver 144 million paper copies for
distribution.
When information is shared by paper -- rather than electronically -- the impact
is reflected in paper file holdings.
Let me give you a moment of silence to reflect on the human effort demanded to
file, maintain, and use a total 425 million pages of paper. (PAUSE)
Haw much of this effort is redundant -- filing and maintaining 30 or 40 copies of
the same information?
With offices dispersed not only in a 2 square block seven story building, but at
same 200 overseas missions, it is impassible for all interested parties to share
a single piece of paper.
But a single, computerized file cabinet of migratory electronic information can be
shared by hundreds of users.
Paper volt~e c.3r-not be efficiently managed. After paper is proliferated, there
are not enou ~ human resources to exercise control, screening, and disposal of
duplicates and papers that no longer have value.
Most Federal agencies, equally dependent on information, face similar problems
in paper vol~azne.
The related information activities are dominating and pervading.
Since information is so vital to the operation of government, the primary objective
of information management is .
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OBJECTIVE
WCREASE PRODUCTIVITY
? MORE EFFICIENT INFORMATION
PROCESSES
? MORE EFFECTIVE SUPPORT
WITH INFORMATION
To increase productivity by:
1. Making information processes more efficient so that costs and demands for
human resources can be reduced,
2. Supporting executives and decisionmakers with information sharpen their
effectiveness.
OR PUT ANOTHER WAY -REDUCE THE INFORMATION BURDENS WHILE CONCURRIIVTLY MAINTAINING
OR INCREASING THE VALUE OF INFORMATION.
On the one side of the information coin, inefficient processes produce excessive
and unnecessary demands for human resources.
On the other side, marginal information support reduces the effective contribution
that can be made by executives and decisionmakers.
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PRODUCERS
? QFFICE AND CLERICAL
1NQRKFQRCE
? EXECUTIVES AND DECIS-ION
MAKERS
There are two types of producers in the office:
? Those who handle and process information -- the office workforce.
? AND secondly, those who use or apply information -- the executives and
decisianmakers.
`t'he first group is larger -- by an order of magnitude -- than the second. Agency
wide, the ratio may be 80 or 90:1, or even higher.
The government does not manufacture automobiles or produce petroleum.
Its products are decisions that set national policy, regulate, enforce,
or provide benefits.
Decisions that set policy and initiate actions are dependent on information,
AND information does influence productivity and effectiveness of the Federal
establishment.
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FACTORS
INFLUENCING PRODUCTIVITY
? INFORMATION RESOURCES
~ INFORMATION ASSETS
Allocation of information resources,
AND
Utilization of information assets are the two basic factors that influence
productivity.
Allocation of information resources deals with efficiency and thereby influences
productivity of the office workforce--those who handle and process information.
Utilization of information assets influences the effectiveness and consequential
productivity of the knowledge worker--the ::;~~ision maker.
Resources deal with efficient and assets contribute to effectiveness. These
are the two basic actors that in lug productivity in the office environment.
Let me make clear at this point the difference between information resources and
assets by using an analogy.
The steam shovels, trucks, and labor used to mine, transport, and refine copper are
being defined here as resources consumed in the process.
The capper, produced by this process, is the asset. Processing information and data
carsumes resources. The resulting information is the asset.
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INFORMATIQN RESOURCES
? PEOPLE
? EQUIPMENT
? SUPPLIES
? DOLLARS
These are the basic resources consumed by information activities.
The common denominator is the dollar cost.
Just as coal is consumed to produce energy that runs the plants to make cars,
these resources are consumed to produce information assets.
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INFORMATION RESOURCES
~ PRODUCE THE BURDEN
~ INFLUENCE PRODUCTIVITY
OF THE OFFICE. WORKER
The consumption of resources by information activities produces burden.
Depending on the mix of resources and how they are applied, these resources influence
productivity of the office workforce and the magnitude of burden.
Misapplication of resources can diminish returns on the irnrestment and increase
burdens..
However, if resources are properly allocated and applied in an integrated and
efficient manner, productivity can be increased and burdens reduced.
LET'S IAIXZ AT THE ()TREK SIDE OF THE INFORMATT ~N COIN -- THE ASSETS.
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INFORMATION ASSETS
? DATA
? INFORMATION
The assets -- the data and the information itself -- are the products of information
activities.
The objective of the information process -- as it consumes resources -- is to
produce the assets -- the information that is used.
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INFORMATION ASSETS
? CONTRIBUTE VALUE
? INFLUENCE PRODUCTIVITY
OF THE KNOWLEDGE WORKERS-
DECISION MAKERS
Information is an asset. It is collected, maintained, and used to contribute value.
These assets can contribute value by:
1) increasing knowledge about issues, and
2) by influencing the right decisions and actions at the right time.
Where consumption of information resources deals with process efficiency and burdens,
the availability of information assets and the utilization of these assets
contribute to value the effectiveness of the decisionmaker.
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INFORMATION VALUE
? TIMELY
? RELEVANT
~- ACCURATE
? COMPLETE
~ C?NTRIBUTION
But the value-of information can be tenuous.
Lacking any of these attributes, the value of information is reduced.
Rut even if all these attributes are present--the bottom line for value is-
contribution acontribution to achievement of the organization's mission.
The right information must be available, it must be identified, and it must be
used at the right time.
In.f ormat ion can produce KNOWLEDGE Et~1ERGY
Information is POWER.
This POWER can produce VALUE, and the value is INCREFISED EFFECTIVF~VESS.
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INFORMATION MANAGEMENT
INFORMATION
RESOURCES
VALUE ~ BURDEN
EI*FE~TIVENE~~ EEFI~IENCY
Information Management is thus a balancing act between the assets and their value,
and the resources and their burdens.
Value is increased when information assets contribute to effectiveness.
Burdens are reduced by more efficient processes that lessens demands on information
resources.
Value or potential value of the assets should outweigh the resource burdens..
IS TE~RE A SIMPLE FORMULA FOR BALANCING VALUE .AND BURDEN?
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AN EQUATION?
R
A-R=NV ~R1~A
n
? RESrJURCES -IDENTIFIABLE,
QUANTIFIABLE
~ ASSETS -VALUE SUBJECTIVE,
NOT READILY MEASURABLE
tlnfortunately, there is no mathematical formula for management. --
Asset value (A) less resource costs (R) is not a simple exercise that will produce
net value.
Nor can we easily sum resource costs to determine if they are less than as-set
value.
Resources are measurable and can be reduced to dollar_ costs.
Rut value of information is not as easily derived.
Measuring value of as-sets must rely on programmatic judgement. Value requires an
entirely different calculus than that used for. resources. In a restaurant, the
diner is often a better judge of food than she conk, or a third party.
Rut, where value questions may be difficult to resolve, resources can be managed to
reduce burdens.
A key option for information management -- given va~-ue -- is to reduce the burdens
of information activities while sustaining the value of the information.
Let's look at some of the activities that demand resources and produce burdens.
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~~ VI VI llVl/"~1 IVI V f"~~.! I I V 1 1 IC~7
(OFFICE WORKER
? DICTATION
? COMPILING
? TYPING
? COMMUNICATING
? coPYiNG
? ROUTING
? FILING
? RECALLING
? PURGING
These information activities are not limited to clerical workers. Professionals are
often engaged in finding, compiling, packaging, repackaging, and presenting
information.
In a paper bound or paperwork intensive office, these activities place excessive
demands on htunan resources.
The demands of these activities often subtract from performance of other activities.
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EFFECTIVE SOLUTIONS
? ADDRESS INFt~RMATI~N
LIFE CYCLE
? MAXIMIZE SQURCE DATA
AUTOMATION
? INTEGRATE PROCESSES
Significant reductions in burdens and demands on scarce human resources can be
reduced by addressing those activities that are applied to information from its
incention and transit to its demise -- the life cycle of information.
Information, from the time it is created, does have a predictable life. And until
some final disposition is made, information in various stages of this life span
will demand resources.
If resource demands are to be reduced, effective solutions must address information
in the context of its life cycle.
Solutions at the source (or point of creation} are the most effective, provided
they are integrated with subsequent steps or activities in the cycle.
Remember source data automation during the mid-1950x? This was the concept of
capturing information when it was created and then providing this information,
in digital. form, to other steps in the lift cycle. The objective of source
data automation was. to reduce redundant manual handling. In those days, it was
done with. punched paper tape. Today it is accomplished with point-of-sale
terminals or ~ord processors.
Rut a source data solution is ineffective if the capture of information is not
integrated and shared with other activities in the life cycle.
Stand-alone word processing is the key example of an ineffective solution. Infor-
mation is captured in digital form, but the product is paper. And this labor
intensive paper product is used by the remaining steps in the life cycle. The
ward processing solutions available today are technically superior to those of
thf~ 1950s. But they are often applied in an 1$80. context -- the decade when
the typewriter was born. Instead of source data ~.utomation, there is source
data destr~cti.on of electronic media -- the reversion to paper and loss of
the electronic resource. 'This is the most ineffective use that can be made of
this valuable tool.
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11 VI VI i1Vln1 IVI V ~~~ ` V ~ v~~.
? CREATE
? COMMUNICATE
? USE
? MAINTAIN
? RECALL
? REUSE
? REPACKAGE
? RECOMMUNICATE
? DECLASSIFY
? DISPOSE
The life cycle of information is predictable. All of the steps or activities iri
this cycle are interrelated and interdependent.
They are not isolated, nor are they random events.
From the point of creation to final disposition, the predictable flow of information
demands resources.
Each activity in the cycle adds to the overall burden -- the cost of information.
Isolated solutions to an integrated chain of events produce marginal returns an
the investment.
There are no economies with proliferation of paper. Paper excessively demands the
most scarce resource -- human resources. Electronic media, rather than paper, can
reduce these demands and increase productiti?~ty.
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INFORMATION LIFE CYCLE
? CREATE
? COMMUNICATE
? USE
? REPACKAGE
? RECOMMUNICATE
? DECLASSIFY
? DISPOSE
There is a rule r The closer information solutions are applied to the beginning of
the life cycle, and the more integrated these solutions are with subsequent
activities, the greater the payoff or return on the irYVestment.
This illustration does not depict an effective solution. The solution has been
applied midway in the life cycle to maintenance of electronic files and the
recall of information.
For the most important first step -- creation -- source data automation has not been
used. The output is paper and this paper demands human intermediaries in
subsequent steps.
Nat only are human resources demanded by paper, this human intervention will create
unnecessary delays in canrtrnmicating in~ormation.
Since created information is not available in electronic form, paper output from
- the first step must be used by subsequent steps in the life cycle.
And to capture this paper information for electronic file maintenance and subsequent
recall, requires redundant investment in keying or optical scanning.
This example is typical of many of today's word processing installations.
As shown here, the product of creation is paper -- not electronic media for inter-
change. Remaining steps in the life cycle do not benefit from the efficiencies --
the leverage -- of electronic media.
Interdependent activities require integrated solutions.
LET ME PAINT YOU A PICTURE OF TODAY'S EMII2GING LIFE CYCLE INFORMATIGN SYSTEM.
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CREATE INFORMATION
Word processing is the first step to life cycle solutions and maximizing returns
on the irnrestment,~rovided this valuable resource is integrated with the life
cycle.
Word processing unto itself cannot fully justify the investment.
Word processing as source data automation can maximize returns on the investment
and increase productivity. If must be used as a lever for other activities in
the life cycle.
A word processor should not be limited to word processing--it must be linked as a
terminal to a larger capacity computer. This computer can then distribute
i.nformatian to terminals and serve as a central electronic file cabinet for a
multitude of offices.
A word processing device can perform beyond the meager tasks of creating and revising
paper.
Let's follow integrated handling of information through a typical life cycle.
The first step in the life cycle is supported by the electronic capture of draft
material in a temporary text base. Revisions and corrections can be made locally.
Let's transmit this text to a central system where it can be shared for review.
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COORDINATE AND CLEAR
? ,o e
? tea u s .
~-
? Review Reading List
? Clear or revise
Linked to a central system, the electronic product of drafting can be automatically
routed and delivered for clearance before it is transmitted.
DISPATCHER is a software module. One of its functions is-to look at clearance
addressees and route draft text to appropriate terminals for review.
Reviewers have the option of sip~ifying clearance, or of indicating revisions to
text for an acceptable version.
DISPATCF~R also maintains the clearance status for all draft documents.
The originator can query DISPATCHER through a terminal and determine the clearance
status of draft text. Those that have not yet cleared can be phoned and prompted
to review pending material.
Importantly, these facilities will reduce the necessity for a secretary or staff
assistant to non-productively "walk the hallways" and deliver papers for clearance.
Before this cleared document is communicated and distributed, lets look at how
users can setup a lookout for types of information that they need.
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WATCH FOR AND FORWARD
Synonym wvrw~ ~
Vocabulary MANAGEF~
User Key Word
Profiles
I,0(~OtJT MANAGER is another software module. Its function is to assist users in
developing key words that define the types of information they wish to receive.
LO(~.OUT MANAGER then furnishes these key words or interest profiles to DISPATCHEK.
Lacking specific routing indicators, DISPATCHER can use these profiles to watch for
defined information and forward it to the requester.
I.~OKOtJT MANAGER helps the user to:
r Build key word profiles of interest, or in effect index the user's subject
interests.
? Automatically link these words with synonymous words.
? Pass the key words to dispatcher to watch for both incoming and outgoing
messages.
This approach provides three key features:
1. The potential for more consistency in distribution.
2. With distribution driven by profile tables, rather than software, users
have the ability to quickly add or alter key word profiles and tailor
how the system responds and reacts.
3. The linkage of synonym words such as aircraft, airplane, aviation,
F-14, etc. minimizes the vagaries of language appearing in text and
improves quality of distribution.
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COMMUNICATE AND USE
~ ev~se
~ Send]
? (RE~'6T1V~"C7S~'7 1'
1 Action (Text)
2 Signature (Text)
~', c'ressee
INDEXER
3 Clearance (Text}
4 Information (Citations}
Now, lets look at our message that has been cleared.
Key Sub~ect
Words ~xtracted
from Text
? The originator can revise the text and then send the cleared message through
the system.
? DISPATCHER transmits the message to the addressee. Next, the text is passed
to INDEXER -- an automated indexing module which extracts key subject words
from message text.
DISPATCHER compares these words from text to user profiles, and makes
distribution based on matching these interests to content.
? DISPATCHER also organizes user reading lists in priority order:
-- First is the full text of correspondence, memorandum, or messages
assigned for action.
-- Next is the text of documents requiring signature.
-- This is followed by text of outgoir~ letters or messages requiring clearance
initials.
-- And last are citations for those materials that have been routed for
information interest.
The first three items on the list may be produced as paper copies. After
reviewing the list of info materials, paper copies can also be made. The
paper need not be saved or filed. A user can always go back to the central
electronic file cabinet, next week or next month, and obtain the same text.
? Users can also route and post to reading lists of other users.
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~7 T ~7 1 CIVI IVI/111V I/'111V
FILE
MANAGER
Key Subject
.._,.,..~,,,,. - r~-e.~.~-.
Words Extracted
ermanent~ _ey.-Su ~e.c , _or s. From Text
~fext ~
After. distribution has been made, messages must be filed and structured by key
words for subsequent access.
DISPA'TCHEK passes the official cornm~u7icated text to a software module called FILE
MANAGER.
Key Subject Words, extracted from text by INDEXER, are also furnished to the FILE
MANAGRR.
Permanent text is stored., and Key Subject Words provide the facility for finding
and recalling needed information.
FILE MANAGER provides a single, central, authoritative source for all official
information. It significantly reduces the redundant filing and upkeep of a
multitude of duplicate paper files in different offices. Where a single paper
copy ca~--not be easily shared by multiple users, a single file of migratory
electronic information can be shared and shared over great distances by remote
terminals or word processors linked to the system.
DISPATCHER
Permanent
Text
INDEXER
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U~~i-i iViHI1V IHItV
? ~gan~i es
~isr~nTCHr-.F~
' FILE
MANAGER
IN~ExEI~
Permanent Key Subject Words
Text ~d~ i t+ana r~~je"c. ~.~ erms:]
iFiTe'~ame ~
Global systems have their faults. They can't be all things to everybody.
So each user ~rnist he able to tailor files by organizing information to meet their
own perspecvives.
As an extensi~~n to key words extracted from text, users can organize files with:
? Additional Subject Terms, and
? File Names
Far example, "weapons smuggling" might have been extracted from text as key subject
words. The user may also add "illegal arms shipment" or "export violations" and
increase the ability to recall all information on a given subject. If users wished
the facility, they may also add "gun r~ning" and other convenient terminology.
`L'he user may also place the message in files called "Illegal Arms Exports by Country
X" and "Clandestine Arms Imports by Cotmtry Y".
With r_1,ese features, the response of the system can be tailored by the user.
The system can meet broad "public" needs, i.e. central. support to a wide range of
~LSers, or it can meet the more specific "private" needs of each user.
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USES. MAINTAIN,
IN[~EXEf~
~.
Permanent Key Subject Words
Text Additional Subject Terms
civate~oTe.a~ File Names
Another "private" feature is the ability to annotate information.
Cuff notes or marginal notes can be made to supplement information.
These notes can be private or open.
Open notes are comments to other users of the same information.
Private notes can only be viewed by writers or by those authorized access by the
writer.
The ability to annotate increases the utility of a central information resource.
FII.F
MnNAGF_R
DID f'ATGI~-IF_~
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RECALL AND REUSE
~ earc an
Find
ale erences nana c~"'. a ecfed]
FILE
MANFl F
Synonym
~ Vocabulary
Permanent Key Subject Words
Text Additional Subject Terms
Private Notes File Names
As mentioned earlier, the system must also provides a single, central authoritative
electronic file cabinet that can be shared by all users.
Access to this information can be controlled more effectively than an over abundance
of paper copies.
Importantly, 50 copies of the same document are not maintained in 50 different
office files.
In addition to message characteristics such as date, originator, addressee, and
message number, groups of related messages can be recalled by:
~ Key subject words extracted by the system
~ Additional subject terms provided by users
? And file names assigned by users
Users can review synoptic citations and then select the full text of relevant
correspondence and documents.
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I~EPACKA~E INFCJRMATI(JN
? pomp[ e
r-i~E
M/~f~J~1UER
~~
Permanent Key Subject Words
Text Additional Subject Terms
Private Notes File Names
Often the recall of information involves repackaging for other uses.
Selected text can be recalled from the file.
It can then be compiled and rearranged in a desired order.
Revisions, consisting of deletions, changes, and insertions of new information,
can he made.
Arithmetic functions can he applied to summarize details and calculate trends or
re]_ationships.
And graphic capabilities could also be applied to produce charts and other
i1] ias tr_ ations.
ilsing facilities of DISPATCHER, repackaged information can be sent electronically
to recipients. Electronic publishing is thus a key feature of the automated
life cycle system.
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RECOMMUNICATE
~~ , o. eques er'~
FILE
MANAGER
Permanent
Text
Private Notes
Key Subject Words
Additional Subject Terms
File Names
The recall of information from a file is often followed by the need to recommunicate
this information.
ether parties may not have direct access to the centra]..file, or they may not meet
access requirements.
t1n authorized user can recall information and electronically send or forward it to
a requester.
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DECLASSIFY
o eview~
? _ec_.assi~
Permanent
Text
Private Notes
~lass"~i~ic:a ion,:
~ ~StatusJ
,``y
Key Subject Words
Additional Subject Terms
File Names
Eventually, when information is no longer sensitive, it must be reviewed and
declassified.
Automatic and general declassification schedules, assigned by originators, have
already significantly offset demands for human review.
The system can use these designators for automatic classification changes, or
the inf_ormat-ion base can be reviewed to make these declassification decisions.
A very important feature of automated support is a record of classification status
- - the institutionalization of declassification activities with a single, central
authoritative source for current classification status.
Contrast this feature with multiple copies of the same documents maintained in
multiple offices and even multiple agencies.
It is virtually impossible to maintain correct, current classification status with
proliferated paper copies.
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DISPOSE
- ~ No current value
o er~odica~Ty~ Fi~F_ -------=~? Archives retirement
Purge] MANAGER -~---~...,.~No permanent value
~" ~~ -destroy
Permanent Key Subject Words
Text Additional subject Terms
Private Notes File Names
Finally, some disposition must be made of older information. The files must be
periodically purged.
Screening and disposition o#-paper files is time consuming, and thus not
frequently performed. There are always other more productive tasks that require
attention.
Glith an indicator that represents value over time, the electronic storage system
-can provide a dynamic demise of~information:
1. That which has no current use value must be removed to a less costly storage
media which: can he used for low frequency access.
2. Information that no longer has operational value must be repackaged and
retired -- electronically -- to the archives.
3. And information that-has no permanent value is destroyed.
We are now at or near the end of_ the information life. cycle, save another important
recycling anal reuse at the National Archives. It m~~kes sense that this new
re-use cycle also be performed electronically. Woudn't it be nice, as .well as
productive, if the home offices of Congressmen were. equipped with coin operated
terminals accessing information at the National Archives. Contrast this
with ai fare from California and a week of hotel bills to use today's paper
files in Washington.
LFT'S REVIEW THE LIFE CYCLF. AND SUMMA}ZIZE THE INTF~RATED SOLUTIONS THAT HAVE BEEN
APPLIED.
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INFUI-~iM~l IUI~I LII-~ C~YUL~
? CREATE
? COMMUNICATE
? USE
o MAINTAIN
? RECALL
s REUSE
? REPACKAGE
? RECOMMUNICATE
? DECLASSIFY
? DISPOSE
-WARD PROCESSING
-END-TO-END ELECTRONIC
EXCHANGE
-AUTOMATED DISTRIBUTION
-AUTOMATED INDEXING
ELECTRONIC STORAGE
-AUTOMATED SEARCHING
-ELECTRONIC DELIVERY
-AUTOMATED SEARCHING
WORD PROCESSING, MATH
-ELECTRONIC FORWARDING
-HUMAN AND AUTOMATED
SCHEDULING
-HUMAN AND AUTOMATED
SCHEDULING
Along the left side are the predictable steps through the information life cycle.
(?pposite each step is the type of electronic solution that can be provided to
support the work required.
Although. such a life cycle system may not exist, many of the individual solutions
are currently operational in different organizations.
Operating in such a fragmented and piecemeal manner, the benefits are marginal and
increases in office productivity are probably negligible.
Maximt~n potential. can be realized by:
1. Addressing the first step in the life cyc~P with word processing.
2. Exchanging this electronic information product with subsequent steps in the
life cycle.
AND
3. Integrating these life cycle steps in a coherent architecture that addresses
the fundamental tasks most often performed in the office.
This approach provides the leverage for increased human productivity.
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MAJUH S~CG~~ (Af~IAL i ASKS
EIGHT-HOUR DAY
MAINTAIN
AND
USE FILES
AND
PLAN
TYPE
DRAFT
TAKE
DICTATION
ANSWER
PHONE
ROUTE
AND
DELIVER
/~'j'''
The daily routine of a secretary of ten .includes a number of unnecessary time
consuming, and nonproductive tasks. These tasks produce a vicious 365 day cycle.
Word processing has helped to reduce the time and effort required for revising
and retyping.
Rtit secretaries still must walk the hallways to deliver important papers or
obtain clearances for messages that must be transmitted quickly.
When a secretary is performing these delivery tasks, other-more productive
work is not being done. And the boss becomes the telephone operator, unless
two secretaries are employed to insure coverage.
There is also time wasted in filing and trying to find misfiled or unf fled papers.
Performance of these routine tasks by a system, such as the one we have just
reviewed, can give at least 20 percent more time to a secretary or other
information worker in the office.
Positions may or may not be saved, but demands for additional positions can be
reduced.
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PAPER MEDIA
? NO ECONOMIES OF SCALE
? HUMAN RESOURCE
INTENSIVE
? REDUNDANT-OVERLAPPING
COSTS
? UNMANAGEABLE
It is clear that paper media, of any volume, will increase burdens.
As the volume of_ paper grows, greater demands will be made for human resources.
Paper, copying capabilities, and the physical dispersion of users do not facilitate
sharing of a single paper resource.
Paper. breeds duplication and demands redundant investments.
Paper is labor intensive.
Paper cannot be effectively managed.
R~1T THERE IS A TO HAVE OUR INFORMATION CAKE AND EAT IT TOO -- SUSTAIN THE VALUE
~,~fiITE REDUCING THE RURDFNS!
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ELECTRONIC MEDIA
? INCREASED CAPABILITIES
-LEVERAGE
? INCREASED CAPACITIES
? DECREASING COSTS
? LESS DEMANDING OF
HUMAN RESOURCES
? MORE CONTROLLABLE
? MORE TIMELY
'This is the capital intensive option to reducing demands for human resources in the
office. -
Most of these benefits can be achieved through increased human productivity offered
by electronic media applied to the life cycle.
Value may also be increased by making information more timely.
Most of these benefits, offered by electronic media, can reduce human resource
burdens and increase productivity.
However, these benefits can only be fully realized by addressing the information
life cycle as a continuous process. The solutions must be integrated -- they
must he coherent.
Briefly stated, any system that doesn't address the fundamental tasks most often
performed i_n the office isn't worth the floor space that it occupies.
Let's look at another segment of industry to see if similar capital intensive
arproaches to the problem are viable.
38
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DISTRI BUTIC~N
Labor Intensive
Capital Intensive
How many of you have recently seen a multistory hotel like the one illustrated
on the left?
The water suppl- terminates at one location.
Ancl haw does the water get to each room? Dozens of water carries or bellboys
are required for delivery.
The simple and practical solution is the modern approach shown to the right.
With plumbing, there is end-to-en.d delivery of water directly from -the water supply
to the user. Labor intensive methods have been replaced by a productive capital
intensive solution.
Picture information in the place of water in both illustrations. Offices need
information faucets to replace human resource intensive methods.
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SPEED OF EXCHANGE
DELIVERY
250 feet per day!
Rut the office must have inherited bellboys when plumbing was installed in hotels.
electronic information c~ travel at 186,000 miles per second -- faster than
water -- but paper is still the information flotsam of the office.
Paper demands human resources, and demands minimal contribution available from
these resources.
Paper loves people.
`T'his analop?y for distribution naturally leads to a similar one for the file cabinet.
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ST4 RAC E
Labor Intensive
Capital Intensive
To the left, the washbowl and pitcher represent the file cabinets in today's
offices.
And if you dwell on it for a moment, our present day information practices differ
little from this pre-plumbing era.
Both information and water are critical to human functioning.
Th.e water tank an the right is a central supply. It could be a storage tank for
information.
The water industry has gone a long way toward solving its storage and .distribution
problems.
7'he same can be done for information!
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NQNPRQDUCTlVE BASKS
Let's-look at the problem another way.
Moving paper from point A to point B is not a productive task. Even if output
increases from 3,00.0 to S,OOO pages per day, using hLUnans to move-paper is still
not productive.
The same applies to other labor intensive paper moving; tasks:
? Sorting and distributing papers
Filing papers
? Trying to find misfiled papers
? And-then, trying to purge files of papers which no longer have value.
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iivCrr~c.., i ivc u~c yr
etc!
The bucket brigade.the human chain for moving information on paper is not an effective
use of human resources.
This process can hardly be described as the most productive contribution of human
of fort.
Information can and must be moved more efficiently.
HUMAN RESOURCES
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I N I-`U K M H i t. la IV K C B lJ V I~ V C S
People Equipment
Supplies
Burden
The most costly information resource is the h~.mian element -- the people
engaged in the information process.
Most processes are labor intensive -- not capital intensive.
Clerical costs have risen by 76 per cent from 1972 to 1982.
These-costs are incurred year after year -- and they continue to escalate.
Given the right tools, a greater contribution can be made by these important
resrnirces .
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i-1C iVlf~L~IVI I IJUC
Information support
and related
activities
Executive
and Decision
making
responsibilities
The human. resources consumed by information activities are not trivial.
If 50 percent of the national workforce is engaged in information or information
related activities, then the non-industrial, non-farming Federal work force must
be`comparable.
The information intermediaries -- the processors, the handlers, the filters, the
c~ipestors, the repackagers, and the presentors -- to name but afew -- can ea~~,ly
accotmt for over half the htunan resources in. a federal agency.
Information activities are dominating, and they are pervading.
The human resources. demanded are substantial.
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PERSONNEL GECLINCa~-
Secretarial
Clerical
Messenger
Secretaries
Ambassadors
Professional
A most signif_i-cant factor in our government erwirorrr~ent is the position ceiling.
A clerical position counts the same as that for the Secretary of State, an Ambassador,
or a professional. Each position counts one against the ceiling.
The choice is between human resource intensive paper media and capital intensive:
.,,,electronic movement and processing of information.
t~11 valuable human resources continue to be used to push and process information
on paper -- or will these activities be performed electronically to reallocate
scarce position resources for more productive and result oriented jobs?
"Electronic information riedia is the leverage and the torque that can provide the
basis f_or better allocation and more effective utilization of valuable human
resources.
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KNOWLEDGE WORKER
Marginal ly Productive Tasks
(waiting, organizing
information, seeking
information, scheduling)
Communicating
Verbally
(meetings, telephone, etc.)
he office secretary is not alone in coping with nonproductive tasks.
The knowledge worker -- the decisionmaker -- is also faced with these problemsR
Liss productive tasks could. be reduced with more efficient information processes.
F.f_ficient processes could provide more time for reading and analyzing information
as well as more time for expressing and time binding new knowledge in writing.
Verbal. communications -.- the exchange of information and knowledge -- tend nbt to
he preserved f_or others.
Rut these issues deal with process and efficiency. More important is the-goal
of executive effectiveness.
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IN.FQRM~TION vA~ut
The reactor in
country X will
be capable of
producing
plutonium by
1985
Effectiveness is derived from the value contribution of information.
With ~lecisionmakers, effectiveness is more important. than efficiency.
often times, appropriate decisions are dependent on the right information at the
.right .time -- and this information rn~st be organized, structured and packaged
~`i.iii a manner that will facilitate the right decisions.
In add~.tion to reducing burdens that arise from the paper. bound process, solutions
rrnast also focus on the information itself and its contribution to the
"intelligent office".
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More :,paper as a media for exchanging and using information will only .demand more
human resources, decrease productivity, and increase burdens.
Paper. cannot be handled efficiently, but information can.
E?fect,veness is derived from information -~ not paper.
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L.~4JI1V~
MORE
WITH
LESS
Electronic technology is drastically decreasing in cost and at the same time offering
more capabilities -- more leverage.
If applied in an integrated manner to life cycle activities.
? Productivity of both the office worker and the professional knowledge worker
can be increased.
? Burdens -- especially hwnan resource -- can be reduced.
? And value of information contribution can be sustained and even increased=.
IT'S A SNfARTER WAY OF AC(7pMPLISHING OUR INFORMATION MANAGEMENT OBJECTIVE WITl~I....
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THE INTELLIGENT ORGANIZATION
51
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