RECOMMENDATIONS FOR THE IMPROVEMENT OF APPLICATIONS PRODUCTIVITY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00933R000100050001-7
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 51
• Document Creation Date: December 15, 2016
• Document Release Date: August 14, 2003
• Sequence Number: 1
• Publication Date: May 12, 1981
• Content Type: MF

Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
12 May 1981
MEMORANDUM FOR: Director of Data Processing
FROM: Deputy Director for Applications
SUBJECT: Recommendations for the Improvement of
Applications Productivity
1. The attached document is the output from the Productivity
Working Group that began its work in October. As you can see, it
covers a wide range and has several points of view. Overall, I
think they did a fairly good job of breaking down the question-
naires, analyzing the responses, and coming up with some sound
suggestions that we can use to move forward in this area.
2. Our next step will be to discuss this in depth with the
Working Group at the Applications Management meeting in June. As
a result of that meeting, I would hope that we could agree on sev-
eral specific areas in which to move forward. Fortunately, as
this group points out, a lot of work needs to be done, but a lot
of things can be done in parallel. I think we can look forward to
some significant progress during this year.
3. I have taken liberty of also forwarding a separate copy to
STAT
for his information.
Attachment: As Stated
STAT DD/A/ODP: rsll 2May8l
STAT Distribution:
Original - Addressee
1 - DD/A Chrono
1 - Prod. Wg. Gr. File
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
DATE
TRANSMITTAL SLIP
TO: /0
. BUILDING
R300M000
REMARKS:
FROM:
i FEBH505-241
REPLACES FORM 36-B
WHICH MAY BE M.
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
UNCLASSIFIED
1 May 1981
MEMORANDUM FOR: Deputy Director for Applications
Office of Data Processing
FROM: Applications Productivity Working Group
SUBJECT: Recommendations for the Improvement of
Applications Productivity
1. The Applications Productivity Working Group, (APWG) was
formed in November 1980 by the Deputy Director for Applications,
ODP (DD/A/ODP) to study, evaluate, and recommend means to improve
the productivity of the Applications divisions of ODP. The APWG,
with the approval of the DD/A/ODP, defined the scope of its mis-
sion to cover both an increase in the amount of product produced
per unit of resource expended, and a quality improvement of the
product.
2. The. Applications divisions of ODP produce a wide variety
of products, ranging from large, integrated and complex software
systems incorporating their host computers, networks and environ-
ments, down to small and simple programs to meet the day-to-day
needs of the Agency clients. All of the software developed is in
some way maintained, and thus modified to eliminate problems or
meet evolving user requirements. Applications' clientele is
effectively and potentially every office and staff of the CIA, and
outside components and agencies of the Intelligence Community.
Computer applications include the support of all types of discip-
lines, resulting in products which must perform data base manag,
ment, scientific, mathematical/statistical, text processing, or
most other imaginable data processing tasks.
3. In this product environment, there is currently no simple,
quantifiable definition for productivity which could accurately
and meaningfully demonstrate present performance or reflect the
impacts of changes or improvements to the way Applications does
business. Thus, the APWG did not attempt to define metrics which
would demonstrate productivity, but instead focused on directions,
which when taken would be expected to improve Applications' abil-
ity to produce a quality product.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
UNCLASSIFIED
STAT
STAT
II. BACKGROUND
1.. In October 1980, the.DD/A/ODP circulated a "Producti.vity.
Improvement Questionnaire" designed to elicit opinions on and
recommendations for its stated goal. The first task of the APWG
was the analysis and evaluation of these questionnaires.. The APWG
was able to'define general categories of suggestions, and collate
the wide variety of responses into a list of response types with
their frequencies by category. This summary is included as Appen-
dix A. The categories were in no way mutually exclusive, but did
reflect major areas for exploration by the APWG. Further refine--
merit of this material resulted in the seven categories which are
the basis of discussion in Appendices B through H, and which are:
Management of People
0
Management of Applications Development and Support
Services Support
Tools Support
Training
Environment
End User Development of Applications
2. These partitions of the problem allowed individual APWG
members to focus on a particular area, rather than address the
whole problem, and provided clear boundaries for group review of
individuals' contributions. The Appendices (B through 13) are
those reviewed, individual contributions. Appendix I is a recom-
mendation submitted by the Chief of A Division concerning space
and environmental requirements for programmers and analysts. The
next section attempts to draw together the recommendations from
these papers, and form them into tasks which can be individually
accomplished while contributing to an integrated concept of pro-
ductivity improvement. These recommendations are the products of
the APWG drawn from its first six months of analysis of the Appli-
cations environment and mission.
1. Applications supports a wide variety of functions-, along
with means for their performance. Except for the effect of a com-
mon computer environment, little interface or coproductivity are
built into the tools and techniques employed within Applications
to manage and do its work. Many tools and techniques are ini-
tially selected to meet project-level requirements. Applications-
wide requirements are generally not a factor in the selection or
creation of tools, nor the derivation of techniques.
2. The problems which are caused by this localized approach
are manifested in many ways. Information which would be useful is
often not transferred from one function to another. Management
resources are dissipated on exercises to simply make the
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
administrative system run, no less manage people or create .
products. Recent statistical analysis of use of technical person-
nel in B Division showed that the administrative overhead was more
than twice that expected and used for planning.
3. We have a large number of software engineering support
tools and techniques covering standards, documentation, and the
life-cycle phases and functions. Many tools are not properly
maintained, yet are expected to help Applications create and main-
tain its products. Techniques depend on "voluntary" working
groups for their standardization, having generally originated from
the efforts of some of Applications' most creative staff members.
Working groups compete for time with management and production
requirements on their members, and generally come out a poor sec-
ond. Applications has tended to avoid allocating the necessary
staff time and resources toward improving the system.
4. While there are a wide variety of recommendations in
Appendices'B through.H, they maybe reduced to three broad recom-
mendations:
1) Perform a comprehensive systems analysis to define an
overall Applications' methodology;
2) Properly upgrade, maintain and administer the tools and
techniques presently employed within Applications; and
3) Modify selected Applications' policies and environment.
Some observations about these recommendations:
All must be performed if there are to be major produc-
tivity improvements.;
All-require explicit and significant allocation of
resources to their accomplishment, to the short-term
detriment of the mission of Applications; and
All are continuous and recurring.
5. These three broad recommendations summarize an assortment
of more specific recommendations produced by the APWG. The
assorted detailed recommendations, under headings of the three
broad recommendations, are listed with references from their
sources in Appendices B through I, and where appropriate, refer-
ence Computer Applications Request/Action torms (930's) in Appen-
dix J.
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
UNCLASSIFIED
SYSTEM METHODOLOGY
1. Develop an overall methodology
and standard approach for
applications development
(incorporating requirements,
design, implementation, and
documentation) and management.
2. Develop automated support for
requirements analysis/specifi-
cation. Survey available
packages.
3. Develop automated support for
design analysis/specification.
4. Develop and upgrade implemen-
tation tools, including DBMS'.
5. Develop and upgrade documenta-
tion tools.
6. Provide project scheduling,
planning and resource manage-
ment support at all levels of
Applications.
7. Develop standard metrics for
resource utilization and
productivity.
C,E
J-1
C,E
J->1
C,E
J-1
E
J-1
E
J-1
B,C,
E,F
B
1-2
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
UNCLASSIFIED
SYSTEM TOOLS AND TECHNIQUES
Recommendation Source
Establish software engineering
tools library, including
incentives for contributions,
staffing, training, and
maintenance.
Establish an inventory of
applications, referencing people,
projects and keywords.
D,E
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For.Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
UNCLASSIFIED
SYSTEM POLICIES AND ENVIRONMENT
1. Establish a list of points of D,E
contact for ODP experts in key
technical areas.
STAT 2. Establish DApplications
technical library with perio-
dicals, books, video tapes, etc.
3. Perform long-range personnel
planning, especially covering
rotational assignments and
training.
4. 'Coordinate training and B,F
assignments.
5. Develop Applications-wide B
personnel performance criteria.
6. Plan replacement of high- H
maintenance systems.
7. Contract for development,
maintenance, and documentation.
B,C
8. Define a policy for user develop--- H
ment/maintenance of applications.
9. Encourage users to schedule more G
STAT meetings
10. Provide adequate work space
for programmer/analysts.
11. Upgrade tech-writing and D
provide clerical SCRIPT support.
12. Install more terminals in
Applications area.
STAT 13. Acquire Ohi-quality,
hi-speed printer.
0
G STAT
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
6. It is probable that a systematic requirements collection
and analysis effort, as proposed in methodology recommendation 1,
will add to and modify the recommendations listed above. Just as
our users' requirements continue to evolve, so will Applications'.
The emergence of needs to add and change is normal and healthy,
and should be addressed with the allocation of sufficient
resources to allow the accomplishment of at least the most urgent
tasks. The environment supporting Applications has become too
diverse, the tasks too many, and the organization too large to
depend on random evolution of philosophy and methodology, as has
been the tendency in the past.
airman, APWG
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For-Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
TRAINING FOR THE ANALYST/PROGRAMMER ,-
Develop in-house course on project planning, use people from all
divisions for instructors
Test people for qualifications before sending to classes
Increase curriculum (both internal and external) (3)
Need in-house training more related to Applications needs
Need training courses to be part-time, vice full-time
Need training courses on high interest current topics, advanced
subjects, and newest techniques (software & hardware) (7)
Provide requirements definition training (2)
Use Training Staff to teach advanced topics instead of basic
user courses (3)
Provide continued training for analysts/programmers in
structured techniques (2)
Provide training on learning to become better listeners
Provide Publications and briefings on generalized software
development in all divisions
STAT
Allow more time to develop new skills (5)
Assign fewer tasks per person too many to do properly (3)
Improve poor performance by senior personnel, reduce resistance
to learning new techniques and to change (5)
Reduce staff effort being utilized on maintenance tasks (2)
Plan assignments to coincide with recent training and
rotations, and plan these changes better (7)
Move personnel less
Need more interesting type/level of work
Need more and better communication mechanisms (2)
Use AWP to motivate
Require employees to use a Time-Event chart --A make employees more
accountable for time usage (2)
Consider an individual's preferences whenever possible
Train personnel to replace those going on rotation
Anticipate and plan ahead for specific project training (4)
Need more structure in application with regard to maintainence and
development work areas of speciality
Establish performance standards for personnel based on
project stereotyping
Need better motivation and pride in the finished product
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For-Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
APPENDIX A
MANAGEMENT OF APPLICATION DEVELOPMENT AND SUPPORT --
STAT
Have separate development and maintenance activities clearly
defined
Initiate and enforce closer tracking of projects using new Hardware
and Software techniques and tools (2)
Improve administrative support (2)
Don't implement all projects
Discontinue less productive and unnecessary paper work,
aid production maintainence check list before accepting
programs
Phased implementation
Structured project management and design
Schedule project reviews at shorter intervals
(i.e. shorter milestones)
Develop long range planning
Management concentration on reducing changes in direction
Management commitment to productivity improvement
Establish management steering committee for productivity
improvement
Align project management practices with training
Need maintenance group for all PAS work
Reduce administrative overhead on technical personnel
Documentation should be completed at the outset of a project,
and not "after the fact"
Establish Application-wide test group
Develop systems which require less maintenance
Require Problem Reports for all systems in production
Separation of development & maintenance activities
Code reading and guidance at beginning of projects;
don't wait until documentation has ended
Schedule project implementation soon after feasibility study
Need maintenance guides for interpretation of newly implemented
projects (could be shown under documentation)
STAT STANDARDS ---
Use of standard software-(DBMS,utilities)
Need definition of productivity and how to measure it (2)
Stricter enforcement of standards (coding, documentation,
design, etc.) (7)
Need standards for programming, documentation and design (2)
Develop design standards for various languages (2)
Need better and more meaningful documentation standards (9)
In-code documentation (commenting)
Increased effort in requirements review and systems design , The
main emphasis should be geared toward clarity, simplicity and
consistency (2)
Clear definition of expected end results of finished products
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
I
Improve communications with customers not ati and with
the support staff (3)
Improve programming environment, terminal and office space (4)
Centralize the location of computers, programmers, and users (2)
Improve accessibility to Hqs. resources (library, CSS, SPD)
Move back to Hqs.
Make user travel as well as ODPer
Need better shuttle service
Eliminate trips to Rosslyn, C of C, etc.
Reduce noise in private and central workspace (2)
increase number of terminals (5)
More VM print capability (especially LASER)
Decrease MTBF and MTTR on existing terminals and system (9)
Decrease down time for VM and GIMS (3)
SUPPORT FOR THE ANALYST/PROGRAMMER (PEOPLE) --
O
Better communications, between all levels of end users,
A/ODP, ED/P/ODP and SPD/P/ODP
Hire technical writer for documentation/manuals
Provide direct clerical SCRIPT keying support to analysts (10)
Increase T.O. to handle increasing maintenance burden (2)
Provide contractor support for maintenance and coding
Improve secretarial force
Designate individual or group to keep on top of utilities
Create an Applications Tech Staff/ Product Development Group
Create an Applications group to review requirements definition
and system development (2)
Designate individuals with expertise in specific hardware/
software who could provide consultation to programmers (2)
SUPPORT FOR THE ANALYST/PROGRAMMER (TOOLS)
O
Have more and better defined documentation aids (4)
Implementation of 'GIMTRAN' software on GIM II
Increase use of new/existing software tools (2)
Have someone look into a 'design methodology' package
Automatic flowchart program (2)
Microprocessors
Need better compilers, DBMS, etc.
Obtain an independent dictionary and directory system to aid
in system definition and documentation
Use automated requirements definition, design/development tools
(PSL/PSA) (6)
Use structured languages -- PASCAL (2)
Need to use tools developed outside the Agency
Implement project planning tools
STAT
STAT
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
INVENTORY (Index/Library)
D
Develop index/library of completed applications and system
enhancements (2)
Develop generalized systems for routine applications
which can be tailored for individual. components to
avoid redundancy and reduce maintenance (3)
Develop and distribute.a skills bank to support
assigning projects and information exchange (2)
Catalog, distribute and promote use of the many system and
software tools developed and held by small groups or
individuals
Establish a librarian function to eliminate D/E
of program code by programmer/analyst
Automated locating of experts for design and program aid
standard software packages to do like tasks
Train users for maintenance and general education (2)
Increase support by customers of completed applications
Design systems for non-technical users (simplify) (2)
Use of friendly and easy to use high--level languages
Additional graphics capabilities -, such as TELAGRAF (2)
Obtain application generators to enable quick generation of
'bread board' models and simple applications
Support the use of ORACLE relational DBMS
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
STAT
Applications
UNCLASSIFIED
1 May 1981
Productivity
APPENDIX B
Working Group
MANAGEMENT OF PEOPLE
O
1.0 Overview
"Management" is a relationship between people, concerning a work
assignment. Computer programmers, analysts, and project leaders are
classed as "knowledge workers". That is, the jobs performed by these
persons require more mental than physical labor, and demand
originality and creativity. Management of "knowledge workers" is not
an easy task. Individual skills and capabilities vary widely across
personnel. "Knowledge workers" demand a significant influence over
the direction of their jobs and careers. None of these difficulties
is unique to either ODP/Applications or the data processing field.
The formal organization of ODP/Applications ends at the Division
management level. Below this level, the day-to-day work is
accomplished by overlapping combinations of project teams, task
forces, working groups, and individual efforts. Such an organization
is both good --} in that it permits maximum flexibility, and bad in
that it results in fragmentation of both resources and authority.
Management of people has beery typically divided into two types of
activities -_,, those which are people oriented and those which are task
oriented. This paper does not address the people oriented side of
management for two reasons. First, there are few universally accepted
"good" and "bad" ways of relating to people on a supervisor--employee
level. And secondly, even if there were accepted norms for this
relationship, they could not be effectively mandated, monitored, or
enforced. Thus, this paper deals with the structure and organization
of tasks, rather than the techniques used to motivate people to do
them well.
In order for a person to perform work tasks productively, he/she must:
Fully understand the overall job function.
- Fully understand the specific work task.
Receive continual feedback on performance.
Provide to management continued feedback on the job
and work.
-> Be able to ask for and receive help, information,
and guidance.
Have the training, experience, skills, and environment
needed to perform the task.
Each of these is discussed separately below:
Understanding the Job -- Computers do well when given a mindless
sequence of tasks; people do not. For people to be they must first
understand the overall function of their job. This includes:
A job description
Approved For Release 2003/0 1YY~L8r KBl 4 00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX B
Working Group MANAGEMENT OF PEOPLE
Job performance criteria
-~ General guidance
STAT
1 May 1981
A job description should identify the overall responsibilities, skills
and skill levels, relationships to other jobs, and activities to be
performed. Job performance criteria should define policies,
procedures, and constraints which apply'to the overall job. Together
these two provide the baseline for a job or job class. All employees
performing the same job should have the same job description and
performance criteria. General guidance is provided by a manager to
set priorities, emphasize certain aspects of the job, and to convey
the style, experience, and approach favored by the manager. This
guidance may change over time, and may vary across managers.
Within ODP/Applications, formal job descriptions are used sparingly,
if at all. Many people have never seen their job description. They
are not used in performance appraisal. Instead, the General
Objectives portion of the employee's Advance Work Plan (AWP) is used.
It is recommended that all ODP/Applications job descriptions be
reviewed, updated if appropriate, and made available to all personnel.
A set of Applications-wide performance criteria should be developed
for each job description, and made a part of the Performance Appraisal
Report (PAR). The AWP should contain only those duties and tasks
which are specific for an individual, such as project assignments.
In the area of performance criteria, we need to develop positive,
negative, and absolute criteria. Positive criteria identify things
which are desirable, allowing room for various levels of achievement.
Negative criteria identify things which are not desirable, allowing
room for various levels of avoidance. Absolute criteria identify
things which must be adhered to, with no room for deviation.
Understanding the Task ? A task, as used in this paper, means a
separate activity or duty performed as a part of, or complementary to,
the job function. Tasks vary by individual. In order for the
individual to perform the task productively, he/she must be given:
The goals and objectives of the task.
Specific guidance.
A goal is a general statement concerning the desired outcome of the
task. An objective is a specific, measurable event which contributes
to achievement of a goal. Specific guidance is provided by a manager
to set priorities among tasks, emphasize certain aspects of the task,
define relationships between tasks, and convey the experience and
approach favored by the manager. This guidance will vary over time
and across managers, and may vary across tasks.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
STAT
Applications UNCI.,ASSIFIED 1 May 1981
Productivity APPENDIX B
Working Group MANAGEMENT OF PEOPLE
The AWP is, and should be, used by Applications managers to identify
individual task assignments and performance objectives. However, it
should not be used as a job description -r as is often the case
currently. It is recommended that,superv.isors take a more active role
in the creation and updating of AWP's . In some instances, these
duties are assumed solely by the employee. Letters of Instruction
(LOI's) quickly degenerated. into paper exercises in recent years. The
AWP will undoubtably suffer a similar fate unless it is taken
seriously.
Receiving and Giving Feedback , A key role of the manager is giving
and receiving feedback on work and work performance. The manager
gives feedback both correctively to influence performance which is not
achieving its objectives, and as a reinforcement to encourage the
desired performance. The PAR, a formal annual event, cannot be
considered as a feedback mechanism. Unlike a vaccination, a once
yearly booster shot of feedback does not immunize an employee against
poor performance. The only useful purpose served by the PAR is as a
backup justification for employee promotion or demotion. An undue
emphasis on either the PAR or AWP indicates that the truly important
aspects of feedback -- that it is continual, fair, honest, and uniform
-- have been missed.
The employee must he encouraged to give feedback concerning the job
and work assignments. An excellent means for achieving this end is to
involve the employee in the work-related decision-making process. As
a minimum, the employee feedback should be a report on the status of
their tasks " what they did; what they plan to do; problems they
have; and their long-term evaluation of the work status.
Additionally, the employee must be able to suggest changes to the work
and propose exceptions to general rules. The less formal that the
feedback mechanism is, the more likely the manager is to hear the true
status and suggestions. Further, the manager who responds to a
suggestion with "That's a good idea. Write me a paper on it."
actually stifles creativity, rather than fosters it.
Feedback must be continual, and often spontaneous. It must be
confidential, unless it involves praise, and always honest. It must
permit the communication of feelings, concerns, and perceptions as
well as facts. The Applications Productivity Questionnaire did not
produce any responses which complained about current feedback
practices.
Asking for Help ?-- An employee must be able to ask for and receive
help, informer itit on, and guidance. While this sounds like an easy thing
to do, it really means that:
The manager needs to be readily accessible to
employees, not always tied up in meetings or too
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
STAT
Applications UNCLASSIFIED 1 May 1981
Productivity APPENDIX B
Working Group MANAGEMENT OF PEOPLE
busy to talk.
The manager needs to be able to give as
or guidance as is wanted without giving
much
more
help
than is
wanted.
Division Chiefs and
their
Deputies are busy people. Because
Applications has no
formal
structure below the Division level, two
persons must manage
thirty
or more employees. Inaccessiblity to
Division managers on
short
notice is a common complaint. Institution
of Branches below the Division level would help to alleviate this
problem.
Providing the Environment -- If an employee is to perform the job and
work tasks assag ed, he or she must:
- Have the necessary skills, or be able to acquire
them through training and experience.
- Be provided with an environment (equipment, facilities,
tools, etc.) which supports the work.
In recent years the ODP training and travel. budgets have been severely
reduced. The result is that truly first rate courses like IBM's
"Project Management" are restricted to a few persons per year. Thus,
Applications has come to rely heavily on in-house and on-the-job
training. The Productivity Questionnaire produced numerous complaints
.that in-house training was inadequate, external training was
unavailable, and work pressures prevented on-the-job training.
Clearly there is a significant concern that Applications is not
developing technical skills needed to do the work more productively.
Our computer system development environment is excellent. The tools,
development aids, and job turnaround times are far better than found
in many data processing shops. We have little room for substantial
improvements in this area.
The workload of customer requests far exceeds ODP/Applications ability
to service them in the timeliness, quantity, and quality which it
would prefer. Thus, ODP/Applications is concerned with individual and
group productivity issues. This section addresses issues related to
the management of personnel.
2.0 Results of ODP/Applications Survey
The productivity survey form distributed by the Deputy Director for
Applications revealed some common complaints, and a few suggestions,
concerning individual productivity. These are briefly addressed
below.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX B
Working Group MANAGEMENT OF PEOPLE
STAT
1 May 1981
"Allow more time to develop new skills"
"Assign fewer tasks per person - too many to do properly"
These comments result from a feeling that the quantity of work to be
performed prevents individuals from either learning new skills or
providing a high quality of service. Several observations are
relevant. First, individual, training is readily available ?-- through
in-house courses and seminars; through self-study courses and texts;
and through university and corporate training. There are limits,
resulting from budget constraints, but critical training needs are
being met. Second, it is a widely held feeling that individuals are
being-overloaded with work assignments which cause them to either miss
deadlines or skimp on systems development activities. Third, there is
little indication that people are-routinely working overtime to
compensate for the work overload.
"Reduce staff effort being utilized on maintenance tasks"
"Need more interesting type/level of work"
"More structure in Applications with regard to maintenance and
development of work areas of speciality"
These comments reflect a concensus in two areas. First, few persons
like to maintain a system after it is developed. Second, Applications
does a great deal of very similar work. The customers may vary, but
the technical solutions are nearly identical.
"Consider an individual's preference whenever possible"
"Need more and better communications mechanisms"
"Use AWP to motivate"
"Better motivation and pride in finished product"
All of these comments center around a better supervisor/subordinate
relationship. People seem to feel that they are left out of the
overall work planning cycle. Many comments referred to the isolation
resulting from small, fragmented project structures.
"Establish performance standards for personnel based on project
stereotyping"
"Improve poor performance by senior personnel - reduce resistance to
learning new techniques and to change"
"Require employees to use a Time Event chart - make employees more
accountable for time usage"
These comments reflect the frustration felt when a person feels
overloaded with work, isolated from others, and left out of the work
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX B
Working Group MANAGEMENT OF PEOPLE
STAT
1 May 1981
planning cycle. It is doubtful whether the Applications personnel who
made these comments would really like to punch in/out with time cards,
set up daily quotas for software production, and fire everyone who
does not agree with some new technique.
"Train personnel to replace those going on rotation"
"Anticipate and plan ahead for specific project training"
"Plan assignments to coincide with recent training and rotations, and
plan these changes better"
"Move personnel less"
These complaints indicate that Applications management is perceived as
not doing an effective job of plan-ahead personnel scheduling. More
study is needed to determine whether or not this complaint is true on
a wide--scale basis.
3.0 Recommendations
The following recommendations are made in hopes of improving
productivity by changing the manner in which personnel are managed.
1. Begin an active study to determine the appropriate software and/or
personnel metrics needed to measure Applications output. For
example, lines of production program per work-month, bytes of load
module per production program, etcetera.
2. Begin an active study to determine the appropriate metrics needed
to measure.Applications resource expenditure. For example, PRISM
hours, SMF machine costs, etcetera.
3. Using the metrics devised in 1 and 2, above, begin to
measureAsAmeacations productivity.
4. Use past performance to model and estimate future performance.
5. Provide a powerful personnel and.task scheduling tool for use by
Applications managers and project leaders. Use this tool to
prevent overloading of work assignments and to determine schedule
impacts for changes in priorities and assignments.
6. Establish a small technical library in This
library should contain copies of recent technical journals,
publications, and papers, training information, state-of-the-art
book's on topics of general interest. Encourage self study as a
means of remaining competitive in the data processing field.
STAT
Approved For Release 2003/0S/26LC ` D 94 00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
STAT
Applications UNCLASSIFIED
Productivity APPENDIX B
Working Group MANAGEMENT OF PEOPLE
1 May 1981
7. Continue to investigate the possibility of obtaining a contract
for Applications documentation and maintenance tasks.
8. Stress the "life cycle" concept for computer systems development.
The end product is not the software, but the total system and its
user.
9. Continue to investigate ways in which software and expertise can
be shared, rather than reinvented.
10. Continue to develop generalized computer solutions -- like word
processing and registries.
11. Continue to stress the use of-packaged software, procured and
maintained by vendors, rather than in-house systems.
12. Tie training more closely to actual assignments. Use assignments
as training vehicles.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For,Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
STAT
Applications UNCLASSIFIED
Productivity APPENDIX C
Working Group MANAGEMENT OF APPLICATIONS
A. Standards for Project Implementation
1. Project Planning and Management
exacts minimal reporting but imposes little control
1 May 1981
Present Environment: Standards receive extremely varied
treatment by different Divisions, and by size of project.
or structure. Planning and management in B, C and 1)
Divisions are mainly dependent on the project managers'
individual experience and sophistication combined. with their
level and formality of interaction with group or Division
management. Maintenance efforts enjoy almost no formal
planning or management, leading to the perpetual obligation
of maintenance personnel to a user group or office. Present
or proposed standards do not attack these problems because:
o They in the main do not structure project planning
and management;
o They do not provide for the enforcement of the few
things they do cover; and
their poor applicability to conditions in Applications.
Finally, there is effectively no quality assurance authority
extant in Applications to promote the correction of these
conditions.
Work being done in this area: Work on standards in
Applications has stopped due to the unavailability of
personnel to work on them. No known effort exists to
provide QA across Applications.
Recommendations: An overall philosophy and approach for
applications development should be developed before any
specific action is taken against this problem.
2. Project Implementation (Requirements, Development and
Maintenance Phases; Documentation)
Present Environment: Present official standards are
outmoded and often ignored, outside of A Division. Newly
drafted standards are in limbo due to unavailability of
senior personnel to complete them properly. Enforcement of
any standards depends on management and review styles of
individual project leaders and group or division management.
No consistent, independent QA authority exists.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
STAT
Applications
UNCLASSIFIED
1 May 1981
Productivity
APPENDIX C
Working Group
MANAGEMENT OF APPLICATIONS
I
Work being done in this area: Work on standards in
Applications is at a standstill.
Recommendations: An overall philosophy and approach for
applications development should be developed before any
specific action is taken against this problem.
B. Quality Assurance
Present Environment: No Applications-wide quality assurance
exists or is enforced. A Division pursues an effective internal
program of QA oriented to its specific project structure. B, C,
and D Divisions and Training Staff pursue QA mainly through
implementation of the personal management styles and preferences
of their Division and project managers. Previous efforts at
implementing QA have approached only parts of the problem, such
as tools (standards, SOP's, documentation support) or limited
scope support, and review services (mentors and/or boards for
specific applications types - GIM, RAMIS). These efforts have in
general failed or had limited effect because they did not work
within a single, coherent approach for K: .for Applications as a
whole, and thus broke down for lack of continuity or support in
some phase of_ their enforcement or use. Lack of a specific QA
directive within Applications has also forced such limited
efforts to wither and fail for lack of the ability to command
necessary resources. _
Work being done in this area: Work is sanctioned in several
isolated aspects of QA, and performed mainly under the Division
or project managers. Work on Applications standards and sop's is
at a standstill. No work on a coherent QA methodology for
Applications is known to be presently pursued.
Recommendations: A feasibility study should be commissioned on
QA for Applications to define the following:
o Requirements;
o Alternative implementations;
o Recommendations.
Action should be taken on the selected alternative.
C. Applications Management Methodology
Present Environment: Management in Applications is performed
using a variety of fragmented tools and procedures for its
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
STAT
Applications UNCLASSIFIED
Productivity APPENDIX C
Working Group MANAGEMENT OF APPLICATIONS
1 May 1981
accomplishment. Individual managers bridge the gaps and
discontinuities between the aspects of management as well as they
can. No known overall plan exists for Applications management
methodologies, toward which efforts may be directed in the
evolution of existing procedures. Individual, efforts exist to
improve reporting, task and subtask definition and monitoring,
and SOP's.
Recommendations: A detailed review of existing management tools
and procedutres should be performed to define the existing
environment and presently recognized shortcomings. Through a
comparison of the requirements of Applications (surfaced through
the review), and the practical management methods demonstrated
elsewhere, develop a model for improved management in
Applications. Schedule upgrades to Applications management, and
implement projects to acheive those upgrades.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For.Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX D
Working Group SERVICES SUPPORT
STAT
1 May 1981
Better communications, between all levels of end users,
A/ODP, ED/P/ODP and SPD/P/ODP
Designate individuals with expertise in specific hardware/
software who could provide consultation to programmers (2)
Communications between personnel, for any reason, results from
a need to inform or be informed. Normally the path. of
communication is known, however when it is not, often it is
difficult to determine who needs to be informed or whom to
request information from. At one time, ODP Consulting Services
produced a list of experts in specific hardware/software skills,
but the list was never maintained.
Do a study on the feasibility of establishing an on-:line
directory of specific individuals to be contacted
for consultation about matters concerning ODP functions and
available expertise in specific hardware/software.
Hire technical writer for documentation/manuals
Current environment:
Done by ODP and Users.
Recommendation:
The availability of techwriters for ODP seems highly desirable
for use in creating requirement/design specifications and RFFs,
especially when the enforcement of standardization is applied.
Designate individual or group to keep on top of utilities that
aid production and maintenance tasks.
A number of very good utility type functions currently exist
and are floating around, some documented and some not, none
of which have been assigned to a group or section responsible
for their maintenance. There is no central point to determine
what these utilities ate or what their functions may be other
than an attachment to the Applications Standard Operating
Procedures (ASOP), a copy of which can be found in each Division.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For,Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
STAT
Applications UNCLASSIFIED
Productivity APPENDIX D
Working Group SERVICES SUPPORT
1 May 1981
Recommendation:
STAT
Do a study on the feasibility of establishing a central library,
which would be maintained to include SPD's ZDISK,
DLIB, along with the ASOP attachment and any other locatable
production and maintenance aids.
Create an Applications Tech Staff/ Product Development Group
Create an Applications group to review requirements definition
and system development (2)
Currently such groups exist but are not and were not designed
for across the board Applications groups. Instead they perform
in specialized areas; i.e., GIMS Review Board.
Until across the board enforcement of (soon to be) standards
is implemented, it is difficult to determine whether the need
for such groups will become more evident or possibly deminish.
If such groups are determined to be needed, their productiveness
will be dependant on strong enforcement of standards.
Provide direct clerical SCRIPT keying support to analysts (10)
Improve secretarial force
Work being done in this area:
I has been tasked with establishing the needs
of Applications personnel in the area of word processing. The
following is her understanding of the task.
The need for standardization regarding clerical and secretarial
support becomes more apparent in ODP everyday. It is my
objective to initiate this standardization by first establishing
the needs of the managers, programmers and analysts in the area of
word processing support and office automation. At the same time,
the secretarial skills existing will be reviewed along with the
secretarys' requirements and specifications for meeting the work
requests of the Divisions.
Word processing in Applications is currently done in SCRIPT.
By writing macros, adapting some current software (i.e., DOC) and
modifying SCRIPT, word processing will become more relevant to the
secretaries and this will encourage wider use of it,.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX D
Working Group SERVICES SUPPORT
STAT
1 May 1981
As a long range goal, there is the possibility of acquiring
some stand-alone word processors for use in Applications on an
experimental basis. Also, as standardization progresses, there
will be the need for educating all concerned, from secretarial tc
top management. Classes will be designed and tailored to the
needs arising at that time.
Continue the work presently underway.
~tN ?~, F ED
Approved For Release 2003/08/Z~LC S D~84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
STAT
Applications UNCLASSIFIED
Productivity APPENDIX E
Working Group TOOLS SUPPORT
1 May 1981
1. Establish and publicize a library of software available in- house.
This would include both software developed in- house and held
currently by small groups of individuals and all commercial software
packages.
SPD maintains the ZDISK which is accessible by VM users.,
contributions have been received. Within Division B,
maintains an inventory of available graphics packages 771~
I maintains a collection of routines considered to be of
general interest for use in applications programming. This
library, called DLIB, is currently on PANVALET. The library
includes an index (IC320000) to DLIB routines. The DLIB facility
was announced at a Professional Development session. At this
time software routine contributions were requested. To date, no
an inventory of statistics software.
b. Work being done in this area:
Both the ZDISK and DLIB facilities are available to users and
contributions are encouraged.
Explore the feasibility of making DLIB a more viable 'tool. In
order to do this an individual would be designated to maintain,
publicize, and coordinate new additions to the library. The
individual would have a percentage of his time allocated
specifically for these functions in order to ensure the success
of the software library.
Investigate the feasibility of establishing and maintaining a
current inventory of software packages available to the
Applications programmer.
STAT
2. Establish a library of completed applications and systems
enhancements. Such an inventory would be helpful to a programmer,
analyst, or project leader embarking upon a new project. It would
enable him to avoid redundancies and prevent any "reinventing of the
wheel."
The CLS (Centralized Library System) maintains copies of amo ,w
completed applications on PANVALET, but there is no index t3
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For-Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX E
Working Group TOOLS SUPPORT
STAT
1 May 1981
facilitate the use of CLS as a central library source for the
anal ys t/programmer .
b. Work being done in this area:
None
c. Recommendation:
Explore the feasibility of adapting PANVALET to serve as an
inventory tool for the Applications analyst/programmer. This
would involve the incorporation of indicies of people, projects,
and project descriptions. Ideally, the user would have on-line
access to the library and a keyword search capability.
Another avenue for exploration is the adaptation of the ADTRACK
System to serve as an inventory of completed applications. There
is a file available in AD`1'RACK (PAS/SAS) which is not currently
being utilized for this purpose. This file might possibly be
implemented to satisfy the inventory requirement.
3. Develop generalized systems for routine applications. This
mechanism should cut down considerably on the implementation time of
such systems as well as facilitate their maintenance.
a. Present environment:
Applications has initiated the development of systems which can
be used or easily adapted by any component for its use. D
Division has developed a generalized Registry System which is
being implemented for components throughout the Agency.
b. Work being done in this area:
B Division is currently developing a generalized property
accountability system for use throughout the Agency by individual
components. B Division is also developing Agency-wide graphics
capabilities and is working with the Office of Finance to develop
a financial accounting system (FAB) for use in overseas field
stations. D Division is involved in the development of
Agency-wide. generalized word processing capabilities and a
production management system to be implemented throughout the
NFAC components.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX E
Working Group TOOLS SUPPORT
STAT
1 May 198].
Continue the work presently underway and investigate other
possible applications which lend themselves to generalized system
development.
Explore the possibility of developing a keyword index of 930
requests to facilitate the determination of applications suitable
for generalized system development.
'4. Develop a functional directory of resources available to the
Applications analyst/programmer within ODP.
There is currently no directory for ODP resources outside of
Applications. Some junior programmers are not aware of the
functions of other ODP components or of the facilities available
to them through the components.
b. Work being done in this area:
None
c. Recommendations:
We should publish and maintain a functional directory of
resources within ODP available to the Applications
analyst/programmer. Additionally, the directory should be issued
to all incoming programmers. This might be a continuing part of
the "Introduction to ODP" course support.
5. Make available to the analyst/programmer tools to assist in the
performance of his responsibilities. Primary emphasis should be
placed on the following aspects of the role of the analyst/programmer:
o
Project Planning
o
Automated Requirements Definition
o
System
Definition
o
Design
Methodology
o
Project
Implementation
o
Documentation
Project Planning
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX E
Working Group TOOLS SUPPORT
STAT
1 May 1981
The NASAPERT/EZPERT Scheduling System is available to the analyst
to facilitate project planning. This system is composed of two
programs, NASAPERT and EZPERT. Although some analysts are aware
of this facility and find it a useful tool, many analysts are
either not cognizant of its existence or have not taken the time
to familiarize themselves with the software.
b. Work being done in this area:
The SPRINT Project in B Division is tasked to significantly
upgrade Agency-wide project planning capabilities and support,
starting with OC.
SPRINT should be extendible to the ODP Applications project level
use.
Automated Requirements Definition and
System Definition
There is no automated requirements definition tool or system
definition tool currently used by the Applications
analyst/programmer.
b. Work being done in this area:
ORD has brought a software package in-house called Problem
Statement Language/Problem Statement Analyzer (PSL/PSA). This
system, which runs interactively under the VM system, is a tool
which facilitates automated requirements definition., system
definition, and system documentation. B Division is currently
testing the facilities available through PSL/PSA.
I I currently on rotation to OER, has been
investigating the SDM/70 software package.
Continue the work being done. Consider alternate packages which
might better fit ODP requirements.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX E
Working Group TOOLS SUPPORT
Design Methodology
STAT
1 May 1981
There is currently no design methodology tool used within
Applications.
b. Work being done in this area:
PSL/PSA at e ushbte du- inTT design , but have not been applied as
yet.
c. Recommendations:
We should employ PSL/PSA on an experimental basis, probably as a
follow-up to its use on requirements.
We should initiate a study to investigate the design methodology
software available on the commercial market.
We should explore the feasibility of-employing a program design
language which is structured to bridge the gap between the
analyst and the customer.
Project Implementation
The programmer/analyst has available to him various
implementation tools, including several programming languages,
two data base management systems, and the facilities of both a
batch and an interactive system. Additional facilities are
available with the proliferation of minicomputer applications.
b. Work being done in this area:
Work is in progress on the GIMINI System (An adaptation of the
GIMS System for the IBM 4300 series minicomputer.)
A Division has contracted a study to compare several commercially
available data base management systems. Project SAFE is
currently investigating various text search data base management
systems.
c. Recommendations:
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX E
Working Group TOOLS SUPPORT
STAT
1 May 1981
(1) Increase the awareness and use of generalized routines
written in-house, as well as commercially written generalized
systems, to perform routine tasks.
(2) Perform a study of the available data base management
systems. A comparison should be made between our current
DBMS's and those available outside of the Agency.
Documentation
There are no Applications-wide documentation tools. C Division
developed an on-line documentation tool called the Human
Resources (HRS) Data Element and Documentation System. HRS is
composed of two programs, DATADOC for defining data elements and
PROGRAMDOC for identifying data elements in specific programs.
This system was developed by the PERSIGN II Development Team and
made available to the Division for its use. Additional
documentation tools available in-house include SCRIPT, AIM, and
SYSPUB.
b. Work being done in this area:
is gathering information about data dictionaries
available on the commercial market. He plans to write a summary
of his findings with a recommendation to purchase the data
dictionary most appropriate for Logistics Integrated Management
System use.
Perform a study of the documentation tools available on the
commercial market.
NOTE: A major consideration in the choice of a documentation
tool is that it must interface with the tools used during the
project development and implementation phases. In lieu of this,
the study of tools available to the analyst/programmer might best
be accomplished by considering tools to facilitate the totality
of the project development and implementation cycles.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX F
Working Group TRAINING
STAT
1 May 1981
1. Develop in-house course on project planning, use people from all
divisions as instructors.
Present environment:
Presently there is a System Analysis Workshop course offered
STAT by I for a five-day duration. The course is workshop
oriented with live problems presented for separate team solution.
Included in the course is a portion on project planning.
We presently use part-time instructors from other divisions
in Applications and Processing to supplement course requirements.
These have proven to be very satisfactory solutions for some of
our problems.
There are self-study courses on video tape of the Training
Staff's System Analysis course and two self-study courses
available relating to project planning. They are "System
Analysis Training" produced by Advanced Systems, and "'Managing
the Application Development Process" produced by IBM.
Suggestions:
Use of personnel from all divisions could be one solution if
the time and desire to participate is indicated. It would
require development of materials, scheduling of classrooms,
enrollment of students and prep time for the instructors.
2. Test personnel for qualifications before enrolling them in
classes.
Presently required prerequisites or comparable experience are
stated on the enrollment notices that are sent to individuals.
There are prerequisite requirements for all courses with the
exception of IEDP, BVM, and reading JCL.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX F
Working Group TRAINING
STAT
1 May 1981
In lieu of testing, it has been left to the discretion of the
supervisor to enroll. personnel that they feel are qualified and
are in need of the proposed training.
Suggestions:
Supervisors should scrutinize their personnel to make sure
that they are in fact being enrolled in courses that will be
utilized for their current and proposed tasks and do have
appropriate background.
3. Increase curriculum, both internal and external.
Present Environment:
The Training Staff offers a variety of 30 courses that are
taught internally. Most of these same courses are also available
at the self-study lab on video tape for students' convenience.
In addition to the above courses, the Training Staff sponsors
Systems Analysis Workshop, Project Management, and Project
Implementation from outside vendors. These courses are scheduled
based on needs and funds available. Normally these courses are
scheduled one to two times a year.
Special courses are also offered from outside sources as the
needs arise; i.e., Computer Graphic Display, Delta Data
Operation, Basic Programming Language for use on the Delta Data
Minicomputer and Technical Writing. The Basic Programming
Language course will become part of the Training Staff's normal
schedule in the near future after Delta Data fulfills their
instruction obligation.
Another available source is local universities for those
people interested in evening programs. Most available is UVA
where courses are offered at Hqs and taught by Agency
instructors.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX F
Working Group TRAINING
STAT
1 May 1981
Operations Division presently has 20 Computer Aided
Instructions courses that run on the.VM/370 System. The courses
are utilized to train personnel in the operations field.
Included in the 20 courses are three that the Training Staff is
in the process of evaluating to determine if they would be useful
for Applications personnel. The three are BVM, JCL, and Basic
PL/I. A pilot program relating to the above mentioned courses
will be forthcoming.
Suggestions:
Courses that are desired should be brought to the attention
of individual Division Chiefs, Deputy Division Chiefs or Project
Leaders. These requests could then be forwarded through present
channels for appropriate evaluation and action.
4. Need in-house training more related to Applications' needs.
Present Environment:
Courses that are presently being offered are geared to
current software and hardware needs of the divisions. The
courses cover both current and future system requirements.
The courses are aimed at computer and user personnel that are
deemed necessary for successful completion, maintenance, and
execution of systems.
Suggestions:
Same as referenced in item 3 above.
5. Need training courses to be offered part-time vice full time.
Present Environment:
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX F
Working Group TRAINING
STAT
1 May 1981
At present all courses are scheduled on a full-time basis.
This procedure allows ample time for scheduling of instructors,
students, preparation of materials, and most importantly,
obtaining adequate classroom facilities.
One course, Introduction to EDP has been scheduled in some
instances for half-day sessions spread over a five-day period.
When this is done two classes run, one in the morning and one in
the afternoon. This method has worked fairly. well for
Introduction to EDP and could be utilized for other courses in
special circumstances. However, given the limited numbers of
instructors, classrooms, and the varying lengths of courses, it
would be impractical to schedule the full range of Training Staff
courses on a part-time basis. Also, most of the Training Staff
courses are designed to teach specific skills in a relative short
period of time.
Suggestions:
If more classrooms and instructors were available, this
concept might be utilized more in future courses.
6. Need training courses on high interest current topics, advanced
subjects, and the newest techniques for (software and hardware
development).
Present Environment:
The Training Staff presently offers a biweekly Career
Develop- ment Program that includes movies on some of the latest
EDP techniques and tools available within the industry. The
movies are supplemented by a 30-minute presentation from
personnel from Applications and Processing Divisions relating to
topics that should be of interest to ODP personnel.
Prior to setting the agenda for each Applications
Professional Career Development Program series, topics, speakers,
and personnel desires are solicited to try and obtain ideas for
presentation of material that would be of interest and helpful to
ODP personnel.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX F
Working Group TRAINING
Suggestions:
STAT
1 May 1981
Prior to scheduling the next series of the biweekly
programs, an increased effort to solicit and evaluate ideas for
content should be implemented.
7. Provide requirements definition training.
Present Environment:
Presently this topic is included in the
STAT
System
Analysis Workshop course that is offered twice a year.
This topic is also included in the video tape courses offered
by the Training Staff for the self study program.
Outside training for this type of course is also available at
local universities.
8. Use Training Staff to teach advanced topics instead of basic user
courses.
We have in the past developed courses in Advanced PL/I and
Ramis topics at the request of Applications. However, when the
courses were presented, there was very poor attendance from
Applications personnel.
Present Environment:
The Training Staff presently offers courses on intermediate
levels of PL/I, VM and writing JCL A five-part course on GIM II
and a four-part course on RAMIS are also offered. Each part is
based on completion of the proceeding course.
ITo enroll in the above courses, basic courses or equivalent
experience is required.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX F
Working Group TRAINING
STAT
1 May 1981
Another reason for basic courses is that current systems are
being designed for users to enter and process data required to
run their systems. These requirements are part of the system
documentation that state certain type training must be made
available for users to participate in implementation and execut-
ion of the the system.
Suggestions:
- Implement procedures wherein user offices instruct some of
the basic courses for their own office needs. Example being the
Office of Communications and OT&E have in the past taught Basic
VM and SCRIPT courses aimed at their individual needs.
9. Provide continued training for analysts/programmers in structured
techniques.
Present Environment:
Structured techinques for programming in Basic and
Intermediate PL/I are presently being taught.
Applications has produced a document on guidelines and
standards that relates to software development that is geared to
this idea. The document was created by selected individuals from
all divisions of Applications. The paper is currently being
evaluated by managers from Applications prior to release.
10. Have publications and briefings on generalized software
development in all divisions.
Present Environment:
Publications are available in the Training Staff on software,
hardware, tools, and techniques that are utilized and being
proposed within the EDP world.
UCL S FIED
Approved For Release 2003/08/ : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
STAT
Applications UNCLASSIFIED
Productivity APPENDIX F
Working Group TRAINING
1 May 1981
Briefings can relate back to question 6 which gives
information about the Applications Career Development Program.
Suggestions:
Individual divisions should become more aware of what
publications would be useful to their needs and applications.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
P_odu:tivity APPENDIX G
Working Group ENVIRONMENT
1. Provide sufficient terminal support.
STAT
1 May 1981
By far the most discussed environmental problems are the
lack of terminals and the amount of downtime associated with
communications facilities and computers. Personnel are very
easily frustrated when terminal support is unavailable. In
some cases, the individual must leave his/her normal working
area to find an available terminal. This deprives them of
any incoming phone calls or office visitors while away.
However, the biggest frustration comes about when because of
either communication or computer hardware problems, there are
no or a significantly reduced number of terminals. Be it
right or wrong, considerable time is spent while "cruising"
for a terminal that works or "kabitzing" with fellow workers
about the present situation.
b. Work being Done in this area:
None.
c. Recommendation:
When lines are available, more terminals are required.
Our distance from Hdqs. appears to be the second most
popular item of discontent. The majority of this deals with
having to travel to meet with customers. A significant
portion of time is spent traveling between buildings as well
as waiting for the next shuttle. Most of us appear to be
reluctant to ask the customer to travel. We are also
deprived of personal contact with ODP components in Hdqs.;
e.g., CSS, SPD, CLS, ODP Admin., and the front office.
b. Work being done in this area:
None.
c. Recommendation:
Official management guidance should be forthcoming to
encourage Applications personnel to request the customer to
travel.
UNCLASSIFIED
Approved For Release 2003/08/26: CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R00010005
0001-7
STAT
Applications UNCLASSIFIED
1
May 1981
Productivity APPENDIX G
Working Group ENVIRONMENT-
I
3.
Office facility.
STAT
Not much was reported about the
actual
physical
environment of There
were
scattered
complaints about noise, typewriters, and the
Design
1001s.
b. Work being done in this area:
have been ordered for the Desig
n 100`s.
4. Better print support.
a. Present environment:
For Applications personnel creating documents requiring
quality printing, there is approximately a 24-hour wait.
b. Work being done in this area:
At this time, no TEMPEST-a roved, high-quality,
high-speed printers are available for
c. Recommendations:
When available, acquire
printer.
STAT
highspeed, h:ighqualit$TAT
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX H
Working Group END USER DEVELOPMENT
STAT
1 May 1981
1. Make software available which will allow the end user to do
applications development and relieve ODP of applications maintenance
responsibilities.
OGSR) where small staffs of user personnel have been
trained in the use of VM, BASIC, RAMIS, CP/CAM, and
sometimes PLI. These groups are capable of creating and
maintaining simple multi-file systems independent of ODP
professionals. Many other people in the user community have
learned the RAMIS report language and are able to create
reports from RAMIS and GIMS data bases. What is lacking is
the capability to do simple applications development without
conventional programming (PLI, BASIC) or hierarchical file
design (RAMIS) and with a maximum of two or three days of
training.
b. Work being done in this area:
(1) Several offices (OER, OLC, OL) are interested in
obtaining an applications generation software package called
INFO which runs under VM/CMS and which will have terminal
interfaces for both the 5260 and 7260 Delta Data terminals.
End user applications development is being done in some
offices (OER, OPA, OF, OCR, NPIC, OD&E, OSWR, OCO, OSR,
(2) ORD is working closely with Relational Software, Inc.
in the development of ORACLE (See Section 3, below), a
relational data base management system which will have a
version that runs under VM by late 1981 and which is
supposed to eventually have many user friendly features,
such as interactive forms creation, interactive report
creation, and flat file structures.
(3) Applications is gradually implementing a policy which
requires that offices that have ODP personnel on rotation
assume PAS responsibility for their applications.
c. Recommendations (930):
(1) . Define an office policy on the support of user
developed applications and the use of applications
development software.
(2) We should study user reaction to and use of INFO and
ORACLE and determine if these products can he used to
offload some of the smaller application development. tasks to
the user.
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX 11
Working Group END USER DEVELOPMENT
STAT
1 May 1981
(3) Evaluate other products such as National CSS's NOMAD.
(4) Plan for the replacement of older, high maintenance
systems. if this can be done through the use of
applications generation software and/or data base systems,
maintenance will be reduced.
(5) Train users to use applications generation software
like INFO so that they can replace obsolete systems. User
created systems should be maintained by the user.
2. Obtain software which will facilitate the creation of prototype
systems for user review prior to expending the resources for major
system development tasks.
a. Present environment:
We have no capability of this kind.
b. Work being done in this area:
None.
c. Recommendation:
(1) Send Applications people to Guide/Share and task them
to look for solutions to specific issues (targets).
(2) Explore the applicability of the software identified in
Section 1 above to this requirement.
3. Obtain additional graphics capabilities, such as TELAGRAF:
a. Present environment:
DISSPLA and TELAGRAF are available to VM users. OGSR owns a
Genagraphics interactive graphics device.
b. Work being done in this area:
(1) of B Division has been tasked to define
requirements -or a family of graphics terminals, some of
which will support interactive graphics development
software.
(2) OL has a near term requirement to develop an in-house
graphics creation capability to replace a contractor
graphics development service which terminates the end of FY
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
Applications UNCLASSIFIED
Productivity APPENDIX I-I
Working Group END USER DEVELOPMENT
81. OL is coordinating their effort with
Engineering Division.
Continue the work presently underway.
STAT
1 May 1981
STAT
and ODP
UNCLASSIFIED
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
MEMORANDUM FOR: Deputy Director for Applications
CAMS Project. Manager
SUBJECT C IS2 Development Facility
REFERENCES 1. "Acceom:llrod';ttincq Staff with a Friendly Facility",
Computer Decisions, March, 1981.
2. Software Package Human Factors in Computers
and Information Systems, STAT
F
3. "Technology Upda t-.e IE,gronomics : The Human
Factor", Output, March, 1981.
1. The quality and quantity of programmer workspace has a
profound impact on programmer productivity. Inadequate
workspace causes needless stress , strain, and. fat...igue
resulting in costly turnover, tension, and inaccuracy,
bug-filled software, and m.i rased target dates. A study
at TBM Santa Teresa Laboratory showed a 501 decrease in
programming errors afteer they moved their prograrullers into
a facility designed. to meet proq_ rar mer needs. Last year,
in the new facility, pr.ogranuners produced a
record-breaking amount of this more error free codie. At
a 0 increase in productivity was
obtained from a 50% increase i n workspace. Gdhil e 30 sq. {ft.
of workspace per data entry person is adequate, 93-100
sq. ft. is needed per rogrammer_ . These f i.c,.Ires exclude common
areas. Such expericncos as mentioned above have convinced
Information Systemis to Construct a ne.w facility
to house 700 programmers. A]. though is keeping spec?.f..c
predictions in house, they have stated publicly that they
expect "a significant rise i.n programmer productivity".
STAT
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
2. Approximately 165 person years of effort on the
CAMS2(P/S) Development project is programmer time. The
total cost for this over the life of the project is
projected to be well over $16 million. A 50% change in
efficiency could significantly affect project costs and/or
our ability to meet specific IOC dates.
3. Regardless of the location c,r t:lac CAms2 C)cvclopmciit
facility (i. e. , GFE or contractor provided) , the information
summarized in the above paragraphs (and explained in detail
in the references) demonstrates that special attention should
be given to the ergonomic features for the new fac_ilit:y.
Consideration should include:
a. workspace --- 95-100 sq. ft. per person,
including sufficient conference room
areas.
b. Accessibility ? -- Location, parking, convenient
to public transportation. -
c. Lighting -- Reducing eyestrain will reduce
fat zc ue, stress.
d. Pr ivaji -- Keeping interruptions to a r:iinimum
wil ]. allow for. completeness of thought.
e. Work Area Layout -- Including secure storage,
desks, file-,, etc.
f. Comnluni.Cat..ioliS -- Secure phone service to every
desk is mandatory ?- reliable communications for
remote terminals, printers, etc.
4. Considering the physical space history of the CANTS
Project, 7 cramped locations in 6 years, and our emphasis on
productivity, I believe the time is ripe to create a good
working facility for the CA,%IS Project Cffice. Therefore,
I intend to pursue this course of action unless otherwise
directed.
Distribution:
0 - Adse
1 DD/ODP
1 - C/AD/ODP
Chairman, l.Ppli.cations Productivity Uorkin:a Grou
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
COMPUTER APPLICATIONS REQUEST/ACTION FORMS
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
 SON BACK FrSErhpproved~~R91f W APRIMMI O9~f ~, 9qM1FM1PQ 001-7
Iv. w ATTN: Deputy Director For Applications [ATTN: Chief, Production Division
DD/A/ODP
STAT !
ST,gT j-1
7 ? ...~_.~ PROnUC T I ON
TYPE OF REOUEST V-i
MOD I F I CA-T_I ON~~
PROJECT NAME
10. COST?DiHER THAN ADPI 11. TARGET DATE.
.
U. UUJI NUI 1U LAUtt.U
DO NOT WRITE BELOW; THIS LINE - TO BE COMPLETED BY ODP~~-
F-j~EASIBILITI' PL',I GN-~_ I PRt- PRODUCTION I
PROPOSAL DF A1L DESIGN OTHER
1 0. 7 6 :1,1 r I ~~ ~ ...._.~....-~...~.. _,~. I I- 0 DP..~,.._._.~,.._.,.....~..__....,_.......,_....~.~
FORM 930 na SOLE rE PNEV IOU, CLASS It ICATI ON ~ ~~ t13. 21-38)
Director of Data Processing ODP 2D--0105
A? CX7ENSION
5. DATE
1 eay1981
Develop an overall methodology and standard approach for
applications development (incorporating requirements, design,
implementation, and documentation) and management.Implement the
methodology by developing, as required, automated support for
requirements and design analysis/specification, by developing
and upgrading implementation and documentation tools, and by
providing necessary management tools. Portions may be accomplished
under contract.
TEAM MEMBERS (oI leader)
3?
A?
TART DATL
D A T L APPROVED BY
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100650001-7
 ...~~... ...,.?...,.... ,,......~,~..~..w~.l.e...e.......~ LAS S I F 1 C A T I 0 N ..........,?.- ,.a_.:..Y..,~.o,m,,.~,...~.v
SEE INsrRtJCTION~gpproved l + e ~ / I 1~4 450 1jO 001-7
ON HA
K O
S
C
F
ET
Director of Data Processing 0DP 2D-0105
TO-
ATTN: Deputy Director For Applications f ATTN: Chief, Production Division
-
1. REQUESTING OFFICE 2? REQUESTER'S CONTROL N').
DD/A/ODP J? 2
3. REQUESTER'S NAME _ 4. E%i ENS ION
5-.-0 AT T
1 May 19 81 ST
-
6. SERVICES REQUESTED (use ,9dditionnlsheets if ucressery)
Develop standardized metrics for resource utilization and
productivity. Integrate the collection and processing of these
R
metrics with Applications' management and development methodologies
E
Q
U
E
S
T
PRODU TION I PROGRAM FIX ONE TIME
--- __- _ _ j
TYPE O F REQUEST --- -- -- ----- --
MODIFICATION Nlw Rf0MT OTHER (Specify)
8. PROJECT NAME
"5. COST NOT TO EXCELO
-_- --
10. COS7.OTHlR THAN AOf' IF 11RGET D.1TE 12 APPROVIG BY
DO NOT BR1TE IIELOII' THIS f.INK - TO IlK COAIPLLTED flY Opt'
OUST CODE 11PISM NO. Sf-I1 NO. ACTIVITY IIATf RICE IVCD DATE CD4+rLE TEI, F'R0F)U.-1 ION CATF
fAf11LITY
l1LSIlN
PR( FI~ODUCTIOft DI SCR tPI ION
{
- --
-
S -
PROPOSAL 0I AIL n SI^N O1HFR
--
-
EST. MANN--- EST. MACH COST TOTAL COST Ti\RGET DATE.
TEAM MEMBERS (p7 lender) START DATE EST END DATE. TEAM MEMBERS START DATE EST. END DATE
1. 6.
2? 7
3?
-
T
4
REMARKS
0
N
DATE APPROVED BY
FORl1
10-7G
CLASS IF ICATIJN
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100b50001-7
 STAT
SON INST OF OF r SSET rvApproved (F~(C~nI eRAP (0
UN BACK (8 ~( 1~4.5q0 3",1PO 001-7
.~.-Director of Data I'rocc'sslrifa ODP 21)7-0:105 -----i-__-_-------------------
TO: JD ATTN: Deputy Director For Applications DATTN: Ch;ef, Production Division
~2? RECUESTER?S CONTROL N
D_D/A/ODP
3. REQUESTERS NAME
Develop a software engineering tools library. Provide tools
and techniques to implement incentives for contributions,
training and maintenance. Collect tools and initiate the library.
17 TYPE OF k[ GUEST l-~
4? EXTENSION 5. DATG
ST T
- - - - - - --- -_ -1 Maw l 9 8 Z --
10. COST- OTHER THAN ATP
~o..~..
1X) NOT WRITE BELOW 7'111,S LINE - TO BE CO.MPI.ETLD BY ODP
FFASIUII.I TY DESIGN PRF?PRODUCT ION DI SCR I P T I ON
PROPOSAL I DETAIL DES I^N OTHER
EST. MANHOURS [ST. MACH. COSTS TOTAL COST TARGET DATE
TEAM MEMBERS ("I Iea:fer) START DATE. ZEST. END DATE!
FORM
10-76
10.
DAT1. Ar'I'ROVC[ 0'1'
Ill C[AS5Ii CAT IUN
93O k0 1'I 0,S 'RFV
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100650001-7
 STAT
SEE INSTRUCTIONS.
ON LACK OF SE7'Hpp
Director
V'JATTN; Dep
uty Director For Applications []ATTN: Chief, Production Division
SERVICES REQUESTED (use additional sheers if necessary)
Develop an inventory and index of software
referencing people, projects and keywords.
7.
TYPE OF REQUEST
MOD I F ICAT I ON
PROGRAM FIX ONL IIM[
1-4
. 5 . DATE
applications,
0. COST?OTN ER THAN ADP 11. TARGET DATE J12. APPROVED BY
00 AO?' HRITF: I1-LOW THIS 1.1NE - TO Rl; C'OSl1'Lh''fil) 11Y 0r)1'
CUST. COOEIPLISM NO. ? SUB. NO. jACTIVITY DATE RLCLIVCU DATE COMPLETED PRODUCT IDN DATL
FEASIBILITY DCSI C,N -a-- PRE- PRODUCT ION
LEST. MANNOURS
TEAM MEMBERS (41 leader)
2.
3.
9.
OAT[ APPROVED DY
......~...?>.-....~..~~........+...~....~..=.~a.,o.~.....,ee......,~.
N
FORM Ark0 on I [OTE "r 0"5 CLAS51[ICATIO
10-76 y/J~j EGII Ns
roved ~~ ftai"~ 001-7
of Data Processing ODP 2117-0105
START DATE CST. END DATE TEAM MEMBERS START DATE EST. END DATE
A. EXTENSION
'=-
Approved For Release 2003/08/26 : CIA-RDP84-00933R000100050001-7
1 May 19 81 STAT