IMPROVEMENT OF THE MIS

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP73T00325R000100020038-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 6
• Document Creation Date: December 28, 2016
• Document Release Date: June 3, 2008
• Sequence Number: 38
• Publication Date: February 25, 1970
• Content Type: MEMO

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NPIC/PPBS/PPD-01-70
25 February 1970
MEMORANDUM FOR: Chief, Plans & Programs Division, PPBS/NPIC
SUBJECT Improvement of the MIS
1. Management throughout the Center has expressed concern for
the lack of timeliness of the MIS Reports.
2. This concern was stated at the time ofl IMIS study 25X1
when, in fact, at that time the MIS update required 7 to 10 days.
3. Today the situation is worse. Updates take upwards of 14
days -- too long to be of value to most users and especially the PMB.
4. To bring this problem into focus, review of the memorandum
of agreement between PPBS and PSG/AID of 25 July 1968, which dealt
with the realignment of functions, responsibilities, and personnel
associated with the MIS, reveals that five persons were transferred
to AID to perform the following activities:
a. The collection and verification of manhour data -(recorded
on time sheets) and submission of these data to the operations
Branch, AID, for input to the computer-based Management
Information System.
b. The collection and verification of project data (e.g.,
project information work phase notices, products, etc.) and
submission of these data to the Operations Branch, AID, for
inclusion in the MIS.
c. The maintenance (e.g., updating and purging) of data
contained in the MIS.
d. The preparation of algorithms for the retrieval of
information from the MIS and the collation and presentation
of this information in a format mutually agreed to by AID
and PPBS. (To be limited to those services amenable to
existing MIS software and/or which require minimum manual
extraction and formatting operations.)
e. The continuing review and redesign of system components
of the MIS in an effort to improve MIS products and meet the
changing demands of MIS customers, as determined by PPBS in
consultation with AID.
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f. Serve as the interface between operational and developmental
components of AID and MIS customers in all matters pertaining to
the MIS.
5. Today only two individuals are associated with the above
activities. The effect has been that the time required to complete an
MIS update has increased and less attention has been and is being paid
to activities 4c and 4e above. The other three persons have been
transferred to work considered by AID to be more critical.
6. After observing the work of the AID MIS staff, I would agree
that between two to three persons are sufficient to carry on the above
activities, provided certain changes in policy and procedures take
place, namely:
a. In terms of policy, the MIS must be given a higher
priority for EAM and computer activities.
b. In terms of procedures, the present, essentially manual,
input data editing sub-system must be revised to utilize the
computer in the verification, correction, and input of MIS
data. This would improve the timeliness of the MIS and
provide the AID MIS staff with more time to perform activities
4c and 4e.
7. Before detailing recommendations, other aspects of the
problem should be discussed.
a. For several years now each time an improvement was
sought in the MIS, the method used was to go out and ask the
various Groups and Divisions what kind of improvements they
would like.
b. Naturally, all sorts of nebulous answers would come
back; e.g., too many or not enough activities codes, too many
errors in system, etc.
c. Either these types of answers are problems or they are
not, and no one knows for sure because very few studies have
been made -- and unfortunately the few studies that have been
made have used MIS data (which may be inaccurate) to prove
that data itself was inaccurate.
d. To put the problem further into focus, the memorandum
of agreement between PPBS and PSG/AID, in terms of the
activities to be performed by PPBS, stated:
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NPIC/PPBS/PPD-01/70
(1) Determination of management data elements which
should be recorded in the MIS.
(2) The determination of the information elements
which should be extracted from the MIS.
(3) The analysis of data extracted from the MIS.
(4) The preparation of management analysis reports
based in whole or in part on information extracted from
the MIS.
e. Certainly PPBS has involved itself in these activities,
but on a more or less ad hoc basis and no formal, vigorous
method of data analysis on a regular basis has been established.
The data within the MIS (even if expanded) is in itself not
significant; rather, it is the analysis performed upon the
data and the use to which it is put that is significant.
f. To some extent PPBS uses MIS data to provide forcasts of
future work efforts, but no attention is given to authenticating
the data itself.
g. Do we or do we not have too many project activity codes
etc? Is this system being misused? Many questions could be
asked, the answers to which, in the final analysis, could
provide the Center with an accurate, useful, and lean MIS.
h. In essence then, we need both an auditing system (a vital
aspect of any MIS non-existant in the present system) and a
data element analysis system.
i. The problem of the MIS is much broader than just the
software to perform the editing, auditing, and analysis.
It involves PSG/AID in how they carry on their responsibilities,
it involves PPBS in how it does its analysis, and it involves
the PMB since it is vitally associated with the MIS data.
8. It is within this framework then that I make the following
recommendations:
a. PPBS/RAD take on the role of Center MIS coordinator.
(1) To some extent RAD now has this role since it
chairs the PMB, handles requirements, issues project
numbers, and inputs work phase notices.
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(2) However, more has to be done in the area of
auditing the system and drawing inferences from the
data elements about the system.
b. PPBS/PPD task PSG/AID to develop an input data verify
and edit sub-system to the MIS.
c. PPBS/PPD develop an auditing and analysis system.
d. PPBS/PPD develop a new production control system.
(1) The parameters of this system have been set.
(2) This system is in line with the new MIS concept
of an operational control system.
9. The proposed MIS modification would comprise:
a. Development of a remote access system for the U-494.
(1) To provide PSG/AID the tool by which to verify,
edit, and correct MIS input data and to provide a timely
(weekly) MIS update.
(2) To provide PPBS/RAD the tool by which to audit
the MIS input data.
(3) To provide PPBS/RAD the basic MIS data by which
analytical studies can be made.
b. Establishment of a basis of understanding between all
components and the MIS.
(1) To minimize the misuse of the system.
(2) To streamline the system so as to make it trim and
relevant.
(3) To set the stage for a future real time, MIS system.
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c. of information input into the MIS but lost
once the update is made.
10. Concepts basic to this modification are:
a. Time sheets will be modified to include the entry of the
agency occupation (skill) codes.
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b. Each Monday at 1200, the time sheets will be sent
directly to PSG/AID/OB for keypunching.
c. The time cards will be read directly into the computer
where all entries will be checked for completeness of
information and accuracy.
d. All the time cards, along with tables of valid project
numbers, skill codes, activity codes, etc., will be stored
on drum.
e. An error listing will be returned to PSG/AID/SIS.
f. All corrections will be made from a remote console
directly to the drum file.
g. Concurrently, PPBS/RAD (also from a remote console)
will perform an audit to the drum base file and submit
corrections in a like manner.
h. A listing showing all errors found will be sent to the
appropriate component from the building MIS coordinator (CH/RAD)
through the PMB.
i. When the file has been corrected, PPBS/RAD will signal
PSG/AID to proceed with the normal MIS update.
J. PPBS/PPD will query the same drum base file and
analytically study the information.
(1) A profile of skills committed to certain projects
could be made.
(2) A determination could be made as to which projects,
activity codes, etc. are never or infrequently used.
(3) The study of such information could provide the
Center with an understanding of the MIS and provide the
framework for improving the entire MIS.
k. The file will be stored on drum for one week (when the
next weeks time sheets are input) then saved on tape for
approximately two weeks until all the analysis has been
performed.
11. The modification will be accomplished as follows:
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b. Enlist the services of PSG/AID to support PPBS/PPD
to expand and refine the basic concept.
c. Enlist the services of PSG/AID to support PPBS/PPD and
PPBS/RAD in the analysis and design of the system.
d. Enlist the services of PSG/AID to program, document,
and implement the verify, edit, and correction phase of
the system.
e. Enlist the services of PSG/AID to provide programming
support for the auditing and analysis of the file.
Plans & Programs Division
PPBS/NPIC
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