TRANSACTIONAL COST TASK FORCE REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90M01364R000800340011-1
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 12
• Document Creation Date: December 23, 2016
• Document Release Date: September 10, 2013
• Sequence Number: 11
• Publication Date: October 19, 1988
• Content Type: MEMO

Declassified in Part - Sanitized Copy Approved for Release 2013/09/10: CIA-RDP90M01364R000800340011-1
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Transactional Cost Task Force Report TjTfEi
FROM:
Edward J. Maloney
. D/OIT
EXTENSION
NO.
OIT-0987-88
DATE ??????.,--, STK
12 October 1988 ST/
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
RECEIVED
FORWARDED
1.
EA/DDAL gol Y?.
7D24 HQ
ILLEC
2.
3.
4.
..
5.
6.
7.
8.
9.
10.
IL
12.
11
14.
15.
FORM 610 USE PREVIOUS
1-79 EDITIONS
CONF TIAL
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OIT 0987-88
1 9 OCT 1988
MEMORANDUM FOR: Executive Assistant to the DDA
FROM: Edward J. Maloney
Director of Information Technology
SUBJECT: Transactional Cost Task Force Report
1. Attached is the Office of Information Technology report on the status
of those transactional cost issues scheduled for the August-October 1988 time
period. As you know, several of the issues are related to improving customer
service. OIT has been working hard to improve in this area and we believe
that this effort is beginning to show positive results.
2. We have had to request an extension on the development of an on-line
telephone directory. As we describe in our response, this is a thorny problem
whose resolution will require further study. We believe we can develop a
definitive proposal by the January time period.
3. If you have any questions on the attached OIT responses, please
contact me or the OIT representative to the Transactional Cost Task Force,
Attachment:
As Stated
CONFIDENTIAL
STAT
STAT
25X1
STAT
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'OFFICE
INFORMATION
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Transactional Cost Task _Force: OIT Issues
ISSUT;
TECHNOLOGY
- Review the organizational placement
(OIT) and staffing (OC) of the
Communications Branch at NPIC. (Has
led to confusion over Branch
responsibility and poor management,
staffing, and performance.)
Improve the timeliness of services; e.g.,
getting telephones and computer lines and
equipment installed, removed, repaired
and/or relocated. Look at simplifying
procedures for getting work requests to
the appropriate office and effected.
- Develop a tracking system for ADP and
telephone requests so that offices may
receive a status report on work orders.
- Improve the prioritization of requests for
data and voice services within each
directorate.
Suggestion: Automate telephone work
orders. ,
Contract work differently.
- Redue the number of coordination points.
within OIT fora standard and nonstandard
ACP .3rocurement.
Slggestion: Vest responsibility in one
OIT element (as opposed to six).
- ALtnate or modify forms for use on word
pr.)cPssors. Explore on-line coordination.
REQ COORD :
WITH
?
TIME FRAME FOR .COMPLETION
- MAY - JULY AUG OCT- NOV JAN FEB APV
OC X
March complete
4
X
X
X
CONFIDENTIAL
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OFFICE ISSUE
INFORMATION TECHNOLOGY
- Focus on identifying individuals or
components having full responsibility
for a project and assign adequate
authorities to improve coordipation.
- Continue automation efforts '
(F ARs, STARS, ELECTAS, Travel
Auomation, Commercial Logistics
Ap?lication System, etc.)
- Have the Agency phone book put on-line
with updating by components as changes
occur.
Extension from Aug-Oct requested
REQ COORD
WITH
All customers
5
TIME FRAME FOR COMPLE1ON
MAY - JULY AUG - OCT NOV - JAN FEB - APR
X
X
ADMINISTRATIVE - INTERNAL USE ONLY
Declassified in Part - Sanitized Copy Approved for Release 2013/09/10: CIA-RDP90M01364R000800340011-1
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CONFIDENTIAL
Transactional Cost Task Force
-?1T-ISSUE: Improve the timeliness of services; e.g., getting telephones and
computer lines and equipment installed, removed, repaired and/or relocated.
Look at simplifying procedures for getting work requests to the appropriate
office and effected. Suggestion: Automate telephone work orders. Contract
work differently.
5 -Et-XL-a
Several initiatives have either taken place or are under way that address
the problem of timeliness of services:
o Effective in September, OIT was reorganized and ?the Network Services
Group was formed, aut-of-the--old-Customer-Ser-vices- Group-i--the Communtcations
Engineering-Division--and-Domestic-Field-Division?(the-latter-two--units-were
previously located?in--the-old?Engineering Group and Operations--Group,
respectively). Commun-ications Engineering-Division-has-the responsibility-for
the Headquarters Area communications upgrade--(including the PBX installations
at-the?Headquarters-complex- and Reston); Domestic-Field- Division-has-the
-responsibility for voice/data services outside theJashington,--D.C. --area.
Network-Services-Group,- as-the-new-name-implies 4,A Wowilas the full management
responsibility for network services, including installations, relocations, and
changes, irrespective of location or technology. The resulting streamlined
coordination should improve the timeliness and quality of customer service.
4B/NSG/OIT
o Also effective in September, OIT formed the Requirements and Plans
. Staff (RPS) -reporting-to-the-Director?of-Information-Technology.--2114s.ostaff
tserves as a focal point for the handling otiall non-routine service requests.
RPS will work with OIT components to ensure timely, coordinated preliminary
responses to service requests are developed. In addition, RPS will track
service requests through to completion, providing customers status reports on
a periodic basis. 4-C/RPS/0-117
o OIT is in the process of streamlining procedures for managing voice and
data service requests__JThis-streamlining involves?the?modification?of
cexisting on-line databases and the automation of the Form 4340 which is use LE rr
-Office-of=the-Director
DIr-ectora-te-of?AdmInistrat4on-
Directorate -or-Inteillgent
Directotate-of-Operatiiins
5 (t-
Direerbrate--of-Seience-and-TechnoIogy
CONFIDENTIAL
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The points of contact for all other requests for OIT services, including
major new requirements, are:
DCI Area
3)A,
Directorate -of-AdministratiOn
Directorate of Intelligence
0
Dir ectorate-of-Operations
Directorate af Scieraa-&-Technology
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CONFIDENTIAL
Transactional Costs Task Force
.FT'ISSUE: Focus on identifying individuals or components having full
responsibility for a project and assign adequate authorities to improve
coordination.
-11;m?Wkho
OIT has significantly improved the focus of responsibilities within the
office; moreover, a much greater effort is being made in publicizing
information on component responsibilities and points-of-contactl.Management
improvements in OIT include:
o The establishment of the Network Services Group (NSG) in September
1988. This new Group is responsible for providing all data and voice
communication services to OIT customers. The-Gpeup-was-fermed-from-the old
Customeg-ServIce-Groop-augmthtEd-by-the-Domestyl:Field-DiVisibn-and-the
Communications-Enliheeting-Division. ThIs_mepter puts, in effect, all network
responsibilities under a single manager. tC/NSG/OIT may be reached-on X..
25X1
o The establishment of the Requirements and Plans Staff (RPS) within the
Office of the Director of Information Technology a1.so in September 1988. RPS
is responsible for tasking and tracking all customer requirements other than
those for routine equipment maintenance and installation/relocation. RPS is
tasked to act as a focal point for all non-routirraquests and in addition to
marshalling and coordinating OIT resources wiltprovide customers with the
name of the specific OIT project officer assigned to manage the OIT efforts
supporting the requirement. (C/RPSL 25X1
o The merger of the three OIT information security-related components
into a single division, Technical Security Division.w4th-i-n-Managemen4-Sery4tes
Group: The basic operational responsibilities of computer security
(COMPUSEC), communications security (COMSEC), and the policy develo ment
responsibility now all report to a single manager.; tC/TSD/MSG,25X1
. This
should significantly improve coordination in the information securi y arena.
o The establishment of single points-of-contact at the deputy group chief
level for all routine New Headquarters Building (NHB) voice/data activities
?(DC/COG/OIT; ? iginal Headquarters Building activities
(DC/TS/NSG/OIT; and Reston activities (DC/ESG/0I This
is designed to ensure ha moves and relocations in the respective zacilities
receive the appropriate priority and coordinated OIT effort.
9X1
25X11
o The computer maintenance organization ?0/Maintenant-4-MONgetidht
Division7-NSWOITTI has implemented a system in which resolution of 25X1
trouble calls will be ithe responsibility of the individual or area in the
division which gets the call, regardless of the involvement of other
components. In addition, a procedure has been established whereby the longer
a trouble call remains unresolved, the higher the management level to which
reporting on the problem is done.
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o OIT has identified points-of-contact within DA offices having
automation projects of interest to other Agency offices. These
points-of-contact will be a place to start for queries about a particular
project being supported by OIT personnel but under the auspices of other DA
offices. Address inquiries to C/Corporate Systems Development Division,
DSG/OIT
25X1
o OIT has a 1 January target date for a complete revision and
simplification of ADP Management. This revision 25X1
will emphasize a single point-of-cont cy-wide coordination on ADP
procurement requests. 4GMSD/MSGAIT 25X1
o In May 1988, OIT published an Organizational Directory and Services
Guide which provides a description of office mission and functions by
component and two telephone listing documents: one for OIT components; the
other for points-of-contact by service offering. Because of the dynamic nature
of this type of information, the guide is currently under revision with a new
publication date of mid-December. The guide is available from the OIT
Technical Library, 25X1
OIT is making a significant effort to better focus responsibility,
provide adequate authorities to deliver the services, and publicize these
focal point officers and components. This is, of course, a continuing process
that will see additional emphasis in FY 89 as new services are initiated and
new organizational and management approaches to the delivery of traditional
services are developed and tyrlect.
CONFIDENTIAL
? Declassified in Part - Sanitized Copy Approved for Release 2013/09/10 : CIA-RDP90M01364R000800340011-1
Declassified in Part - Sanitized Copy Approved for Release 2013/09/10: CIA-RDP90M01364R000800340011-1
CONF TIAL
Transactional Cost Task Force
LET' Issue: _Continue automation efforts (BARS, STARS, ELECTAS, Travel
Automation, Commercial Logistics Application System, etc.)
-Pr ()A ?-e 65 ca-\\...4-1-A.A.A.A.0'
-Attached-ts.,a-s.ta,tus.xepant on the major systems that are being devp1oped
as part of the OIT Corporate Data Program. 17c.Acck rYA-nek-Y-r5 ?rNek-u-t-
These systems are: 4-ar_ fp , tA54c,Y-o ? c-to je.kr CLA..5+6y-,
v-t. c=4.- titsW,..44
01N- Al-ttic.?
Budget and Accounting Resources System (BARS); wsi-cryv..4.4,,:o.
Commercial Logistics Application System (CLAS): oL,
Corporate Data Personnel System (CDPerS); tLt_i.161,t4: DP,
Federal Automated Requisitioning System (FARS)5 GL,Lor071.4k:0L.
Federal Employee Retirement System (FERS); CA407'114/%4 OR
General On-line Service History (GOSH); CAtArnst,k; OP,
Integrated Applicant Processing System (IAPS); erks-krAvv:
Insurance, Claims, Accounting, Reporting and Enrollments
System (ICARE);Ut4vrten;DP.
Locator Information for Employees (LIFE))
Medical
01)-
Medical Information Diagnosis and Artificial Intelligence
System (MIDAS); aohnvir:oh15,
Payroll Automated Inquiry Database System (PAIDS); GA4btrzr:OP
Training and Education Automated Management System (TEAMS) ukzkn-A.av:01,
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