OFFICE AUTOMATION REQUIREMENTS SURVEY (OARS) REPORT REVIEW AND VALIDATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90M00551R000700340008-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 105
• Document Creation Date: December 23, 2016
• Document Release Date: September 25, 2013
• Sequence Number: 8
• Publication Date: September 20, 1988
• Content Type: MEMO

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MEMORANDUM FOR:
FROM:
SUBJECT:
11
tE,
ICS 7838-88 -
p
2, , 20 September 1988
ICS Office Automation Requirements Survey (OARS) Committee
STAT
Office Automation Requirements Survey (OARS) Report Review
and Validation STAT
1. Attached is a working draft report on the ICS "in-house" functional
analysis survey. The draft constitutes a first cut attempt by the core
committee (contractor, and myself) to redact the mass
of data onto a "plain English" form. (Section 5, Recommendation, constitutes
a paragraph outline and is still being "fleshed-out" with specifics, i.e.
specifics like Open Architecture approach options and recommended approach.
We intend to have an updated draft of Section 5 by Friday.)
2. We have also prepared a draft summary briefing that cryptically gives
an overview of our tasking and survey methodology; summarizes lessons learned
and requirements identified; proposes an architectural approach with
identified, associated costs; and suggests a plan of actions for ICS
implementation.
3. Request you review the draft report, treating it as a "strawman", and
plan on attending an OARS committee meeting, 1300, Monday, 26 September in
room 1S06 The purpose of this meeting will be to begin the
validation process for the report and report briefing. The proposed agenda
for this meeting is also attached.
Attachments:
Draft Report
Agenda
STAT
STAT
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20 min Briefing
5 min
15 min
5 min
30 min
5 min
Discussion
Briefing
Discussion
Discussion
Wrap-Up
AGENDA
OARS Committee
Survey Status Report
Completed Activities
Findings:
Questionnaires
Interviews
Recommended Committee Actions
Recommended OARS Committee Actions
IStrawman' Survey Report
Critique/Discuss Brief
Review 'Draft' Report
Summary
STAT
"F" Troop
Actions TBD
Schedule
Follow-Up OARS Committee Meeting (if required)
To be provided at meeting:
Paper Copy - Status Brief
Paper Copy - IStrawman' Brief
Report Annex - Questionnaire Data/Results
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Distribution:
1-Ea OARS mbr
1-IHC/subj=
1-IHC/Chrono
1-ICS Registry
IHC,
STAT'
(20Sept88) STAT
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_
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DRAFT
INTELLIGENCE
COMMUNITY
STAFF
FUNCTIONAL
ANALYSIS
SURVEY
REPORT
OF
FINDINGS
DRAFT.
_DRAFT
DRAFT
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SECTION ONE
INTRODUCTION
This section provides an overview of the genesis, scope and purpose
of this document, and an outline of how the document is organized.
1.1 Tasking
The Intelligence Community Staff (IC Staff) must address a myriad of
issues that challenge the most sophisticated management and analysis
activities in the Intelligence community today. The Staff is further
challenged in the execution of these activities by its being dispersed
into several offices and buildings (primarily three locations) in the
Washington D.C. area. While each Staff element conducts specific and
unique activities requiring management tools that are unique to an
element, like information processing systems, etc., there is an overall
priority requirement for office or data processing capabilities that
fulfills "normal" office administrative functions and provides for
essential intra-staff communication and coordination.
Currently the staff is supported by an in-place office automation
system that is limited to word processing functions due to dated,
inherently limited capabilities and capacity. Because of its dated
technology, the system has limited potential for enhancement and/or
enlargement. Also, the system's limited capacity prevents full
utilization of its existing computational capabilities because of the
current significant wordprocessing and filing demands alone. In response
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to this limiting environment, each staff element has taken independent
action to address their unique as well as common requirements through
procurement of "stand-alone" office automation capabilities.
In response to the resultant many requests for improved tools, the
Deputy Director, IC Staff tasked the Intelligence Information Handling
Committee (IHC) to survey the requirements across the entire staff and to
develop a plan to more effectively meet the needs of the IC Staff (see
appendix 6.2). This document reports the first step toward implementing
a future Office Data Automation system by summarizing the results of the
functional analysis survey conducted "in-house" by members of the IC
Staff. In addition to codifying the findings and observations of the
survey, various architectural approaches to meet the identified
requirements are also explored.
1.2 Methodology
Since the IC. Staff provides such a wide variety of functions for the
Intelligence Community, no single element of the staff was felt to
provide, a representative view of the Office/Data Automation require-
ments of all elements. With that in mind, a committee was formed with
representation from all elements. The committee goals were to identify
office automation requirements across the entire staff and develop a plan
that will more effectively meet the majority of, if not all, the needs of
the IC Staff.
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Survey data collection was delegated to a core committee responsible
for conducting the survey. Survey data was collected in two forms,
questionnaires and interviews. The questionnaire was designed to collect
data from all members of the IC Staff (see appendix 6.3), and focused on
gathering data in three areas:
- How is each individuals time divided between sub'stantive staff
work and those activities that detract from it? (The intent was
to identify areas where improved tools would yield the most
benefit.)
- What is the relative amount of time spent individually on
activities that could be supported by improved office/data
automation tools?
- What is the relative importance to each individual of office
automation features, data processing capabilities,
telecommunications system, and special features?
The data provided by the questionnaire was primarily numerical with some
comments. The resultant information was to be used as a correlary to the
interview process (discussed below) to-identify requirements and relative
priorities. Each member of the IC Staff was provided with a
questionnaire.
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In the interview process, the core committee sought to gather data
from key, representative personnel. The survey was the primary method
used to capture the functional activities performed by each element. The
survey committee chairman provided an overview brief to each element
director explaining the approach and goal of the survey. The director
then appointed a point of contact (POC) for that element. The POC
identified individuals to be interviewed and coordinated all survey
activities for that element. The goal was to interview a sample
population that provided insight into the activities and needs of the
element. After the interviews were complete, feedback was provided to
the POC to insure adequate understanding of each element.
The interview process was considered the most comprehensive method of
understanding each element and therefore provided the basis for
documenting the requirements. The data provided by the questionnaire was
used to validate the findings of the interviews. Where exception was
noted, each area was researched with the help of the POC.
During the survey process, it became obvious that certain current and
planned activities of the IC Staff were on individualized development
paths and were outside of the purview of this study. However, the need
for data interface was identified, and where appropriate, recorded as
part of this document.
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The results of the data gathering by element were then looked at
individually and with those requirements identified by all other
elements. A resultant group of core requirements was established
(Section Two). Those requirements identified outside of the core set are
element specific (Section Three).
Along with the functional analysis survey, vendor visits and visits
to operational systems (similar to IC Staff needed tools) were scheduled
and made. These visits provided insight on how the Staff's requirements
could be satisfied.
1.3 Scope and Purpose
This document presents the functional requirements of the Director of
Central Intelligence's Intelligence Community Staff for Office/Data
Automation. The purpose of this document is to consolidate those
requirements common to all elements IC Staff, identify unique and special
requirements, and identify required interfaces to systems external to the
IC Staff Office Automation Support System.
The IC Staff consists of approximately
supporting the
Director, two Deputy Directors, and 15 offices/committees that directly
interact with all elements of the Intelligence Community (See Figure
1.3-1).
The Office of the Director, Intelligence Community Staff (ICS),
assures complete and continuing support and assistance to the Director of
Central Intelligence (DCI) and Deputy Director of Central Intelligence
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Intelligence Community Staff
Deputy Director for
Requirements and
Evaluation
National Intelligence
Council '
Intelligence
Producers Council
Staff
Executive Officer
Military Assistants
? Administrative Staff
Legislative Liaison
Staff
? Requirements &
Evaluation Office
FIPC
Secretariat Staff
Planning &
Policy Office
Program &
Budget Office
1? (
Information
Handling
ittee S?
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(DDCI5 in the discharge of their Intelligence Community
responsibilities. In addition to the immediate Office of the Director,
the Staff is composed of elements supporting the Intelligence Community
as follows:
The Critical Intelligence Problems Committee (CIPC) is a standing
senior interagency committee. It reports to the DCI via the DDCI and
D/ICS. Its work focuses Community attention and expertise on
highinterest, cross-disciplinary intelligence problems. It provides
assessments of the Community's capabilities on critical issues and
makes recommendations for action.
The Planning and Policy Office (PPO) provides support to the DCI for
planning efforts that involve the Intelligence Community. PPO also
serves as a focal point for treatment of policy issues that affect
the Community as a whole. PPO also provides staff support to certain
DCI advisory groups.
PPO prepares the "Annual Report of the Director of Central
Intelligence to the Congress", and provides a Community focus for the
development and coordination of DCI policy. It provides policy
support in the preparation of, and response to, Executive Orders,
NSDDs, NSSDs, MOAs, DCIDs, proposed legislation, and other policy
documents, and coordinates staff support to the DCI, DDCI, and
Director, IC Staff when they participate in interagency groups
focusing on national policy (such as the Senior Interagency
Group-Space and Senior Interagency Group-Low-Intensity Conflict).
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The Program and Budget Staff (PBS) provides data and analysis to
ensure complete and continuing coordination and guidance for the
development, justification, and application of resource requirements
for the National Foreign Intelligence Program (NFIP). The office
also furnishes central ADP support for the IC Staff.
The Committee on Imagery Requirements and Exploitation (COMIREX)
Staff provides the Intelligence Community a focal point for the
management of collection, processing, and exploitation of imagery.
The Staff is specifically responsible for Intelligence Community
coordination in the accomplishment of imagery related objectives and
priorities established by the Director of Central Intelligence. The
COMIREX ensures by means of formal interagency coordination
procedures and the use of extensively dynamic data bases the
effective use of Intelligence Community imagery collection and
exploitation resources and products at the national and departmental
levels.
The Signals Intelligence (SIGINT) Committee Staff is responsible for
monitoring, coordinating, and supporting SIGINT activities and
programs. As the SIGINT community focal point, the committee
correlates collection requirements with collection resources in order
to provide optimum SIGINT product within programmatic, technical and
national security constraints. And as an Intelligence Community
office, the SIGINT Committee sponsors the SIGINT/IMINT Working Group
to provide interdisciplinary cooperation to add value to the
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exploitation process. Providing focus to technical collection
disciplines, the SIGINT Committee is comprised of the SORS (overhead
reconnaissance) and SIRVES (all other technical collectors) Subcommittees.
The Intelligence Producers Council (IPC) Staff is the Intelligence
Community focal point insuring current and future Intelligence
Production needs are being met. In coordination with National policy
makers, IPC produces the National Intelligence Topics (NITS) for
community coordination. After approval by the SIG(I), IPC reports on
the satisfaction of NITS using quantitative and qualitative
measures. With understanding of any identified resultant shortfalls,
IPC coordinates with the production committees in order to facilitate
requirements satisfaction.
In a corollary activity to the NITS, IPC collects, documents, and
updates the Compendium of Future Intelligence Requirements (COFIR).
The COFIR is the tool used by system planners, processors, and
producers to guide the development of future collection systems.
IPC is the community organization that reports on the basic research
being done for Intelligence subject areas. IPC regularly reviews and
reports to the Intelligence Community on what these Intelligence
research contracts are investigating.
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In order to improve the production process for the Intelligence
consumer, the IPC operates the Producers Enhancement Initiative (PEI)
Program. The IPC funds speculative, risk-taking projects to pursue
ideas targeted at providing more, higher quality, timely Intelligence
products to the consumer.
The IPC Staff is responsible for surveying high level consumers of
Intelligence products to insure a thorough understanding.
Accomplished traditionally at a change of administration, the survey
insures community awareness of the consumers' needs.
The Human Source Intelligence (HUMINT) Committee Staff is responsible
for MINT collection and dissemination policy, improvements in
collection activities, and coordination among human resources
collection agencies. The MINT Staff focuses its support activities
by maintaining and presenting via various documents briefs and papers
an integrated picture of the MINT collection objectives and
interagency pollection responsibilities.
The Measurement and Signature Intelligence Committee (MASINT) Staff
is responsible for managing the collection and processing of
information obtained by data derived from sensing instruments other
than those normally associated with imagery, SIGINT, or HUMINT. As
the MASINT community focal point, the committee brings together
requirements and resources in order to coordinate optimum
intelligence production.
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The Community Counterintelligence and Security Countermeasures
(CCISCMO) Staff supports the National Security Council, the DCI,
DDCI, and D/ICS in developing and implementing national policy
relating to counterintelligence, security countermeasures, and
protective security in response to the total hostile intelligence
threat confronting the U.S. In accomplishing this, CCISCMS keeps
very close track of requests for certain intelligence data, related
non-intelligence activities, FISA, and unauthorized disclosures of
classified information.
The Reauirements Evaluation Office (REO) is the Intelligence
Community Staff's focal point for analysis of IC future
responsibilities and requirements. In accomplishing the requirement
analysis function, the REO staff also orchestrates evaluation and
reporting of the Intelligence Community's current performance. The
Requirements Evaluation Office Staff is often called upon to lead,
coordinate and report on "Ad Hoc" research and analysis issues
spanning the entirety of intelligence and intelligence related
subjects.
Intelligence Information Handling Committee (IHC) is the focal point
for the DCI, DDCI, D/ICS for the development of plans, programs,
policies and standards pertaining to the automated handling and
exchange of intelligence information and the telecommunications
structure to support that exchange within the Intelligence Community.
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.LeRislative Liaison Staff (LL) constitutes a personal staff of the
DCI, DDCI, and the D/ICS in coordinating or conducting communications
between Congress and the Intelligence Community Staff.
The Foreign Intelligence Priorities
Community forum for establishing
foreign intelligence requirements,
assigning relative priorities thereto.
Committee (FIPC) serves as a
and maintaining comprehensive
categories, and topics and
The ForeiRn Language Committee (PLC) provides advice and support to
the DDCI and DCI on matters relating to the development and
utilization of linguistic skills among Community personnel, with
particular emphasis on enhancing our capabilities on less frequently
used languages.
The Secretariat Staff (SS) operates the NFIB ADS system. The NFIB
ADS became operational in 1982 to provide senior intelligence
officers of,the United States government (i.e., NFIB members) with a
dedicated, secure data communications network to support expeditions
distribution and timely coordination of the most highly sensitive
intelligence assessments and Community positions on national efforts
(e.g., National Intelligence estimates (NIEs), Community policy and
position papers, minutes of NFIB meetings and other "private"
NFIB-related communications). It contains no restrictions concerning
the sensitivity or level of classification of information distributed
on the system.
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The Administrative Staff (AS) provides support to the ICS in such
specialized areas as personnel, budget and finance, travel and
transportation, logistics, security, registry and records management,
training and communication. The AS also conducts liaison with
various other government agencies on management and administrative
matters relating to the ICS.
In executing the duties associated with their mission and function, each
IC Staff element requires office and data automation support tools to
facilitate completion of assigned tasks. This document describes those
required support tools.
1.4 Description
This document presents the report of findings as a result of the
functional analysis survey. The document is written as a "plain English"
report to consolidate the Office/Data Automation requirements of the IC
Staff. This report is written in five major sections with the sixth
section reserved for appendices.
Section One is provided to introduce the functional analysis survey
and this report to the reader.
Section Two identifies the core requirements of the IC Staff for
Office/Data Automation. Divided into four subsections, the requirements
are presented in terms of office automation, data processing,
telecommunications, and special requirements.
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Section three focuses on each element of the IC Staff and identifies
requirements unique to their operation. Also highlighted are element
unique applications of the core requirements.
Section four identifies architectural alternatives based on existing
system models. Included in this section is a description of the current
WANG Alliance system.
Section five provides recommendations for implementation and offers a
roadmap to a future IC Staff Office/Data Automation system.
Section six is provided to capture referenced material for this
report. These appendices provide back-up data relevant to the survey and
report.
1.5 References
To be provided.
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SECTION TWO
IC STAFF FUNCTIONAL SUPPORT REQUIREMENTS
The IC Staff is organized to provide support to the Director and
Deputy Director of Central Intelligence. As indicated in Section One of
this document, the IC Staff Offices and Committees provide a wide variety
of operational and staff functions throughout the Intelligence
Community. Although the products and services provided by the community
are unique to the Intelligence discipline, the office and data automation
support needs for the IC Staff are very similar to those of almost any
service organization. Correspondence
and sent to the intended audience.
modified, and analyzed for trends.
is generated, coordinated, refined,
Budgets are generated, monitored,
Plans and policies are developed,
and long term
coordinated, and implemented to address current issues
strategic planning. Sector level committees are operating to insure that
the most effective and efficient available resources are applied to
current and forecast problem sets. Supporting all of the activities
throughout the organization is the administrative staff.
Given that the IC Staff has these similarities with many business
organizations, office and data automation support should be easily
provided. However, the audience of many similar organizations is not at
the same level as the intended audience of the IC Staff. Many times, a
memo or document created by the Staff is intended for senior level
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National Policy Makers. With such an audience, the office and data
automation support system provides the tools to allow for timely,
accurate, well presented products that is far from similar to other
service organizations.
As stated earlier, the survey of functional requirements is intended
to identify the tools needed by the IC Staff to perform their chartered
mission and function. To be somewhat consistent with industry trends,
office support tool requirements are being presented from four major
groupings:
Office Automation
Data Processing
Telecommunications
Special Requirements
Office automation requirements are intended to enhance those support
activities which are performed by almost everyone in the office
environment. Data processing requirements are identified as ADP or
computer applications that provide enhanced computational capabilities.
Telecommunication requirements address the voice and data communications
needs to adequately support IC Staff operations. And special
requirements are those which, although no less important than any other,
do not fit into the other three categories.
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2.1 Office Automation
The IC Staff as an organization has a varied mission and function as
represented by the offices and committees. Although the discipline
within these offices and committees differs, their need for support tools
in the office environment is very similar. During the data gathering
(interview) phase of the Functional Analysis Survey, common requirements
were identified throughout the staff. Those most frequently stated were
in the area of office automation. Since the IC Staff produces products
for senior level National Policy Makers, virtually all staff members
require for more efficient, effective, and thorough means of meeting the
demands placed on them.
Figures 2.1-1 and 2.1-2 are a graphic representation of the results
provided by the survey questionnaire. The questionnaire asked the
respondents to assign a priority to the categories listed for office
automation tools. The results are classified into four priorities as
shown on the figures; ++, +, --. The associated priority allocated to
each symbol is HIGH, ABOVE AVERAGE, BELOW AVERAGE, and LOW,
respectively. Figure 2.1-2 shows the average response of the IC Staff as
a whole to the questions of priority. The range of priority offered was
one to six and the graph depicts where the four priorities are divided.
Where the questionnaire focused on prioritizing a "shopping list" of
tools, the interviews focused on the individual and IC Staff element
functional activity. As a result, this document correlates the need for
office and data automation support tools to assist the IC Staff Action
Officer and support staff to complete each functional activity.
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2.1.1 Word Processing
All elements of the IC Staff are required to prepare written
documents. These written documents may be a simple note, an inter-office
memorandum, a document prepared for electronic transmission (message), an
input for periodic reports, a letter of transmittal, a finished report, a
memorandum for distribution to other Government agencies, and virtually
any imaginable written format. To support this activity, the IC Staff's
highest priority requirement across all elements is for a powerful,
user-friendly word processing system.
Within the IC Staff, each Action Officer is provided with a
workstation. The ratio of clerical support to substantive staff member
is such that most original drafting and editing is accomplished by each
member individually. During the usual scenario of document preparation,
the staff member will provide for initial drafting, intra and
-
inter-office coordination, and editing. When ready to view a final
draft, the Action Officer will provide the electronic copy to the element
secretarial support for formatted output. This draft is then reviewed,
and the final changes are made by the secretarial staff.
The word processing system to provide the above wide range of support:
- Shall be equally usable to the novice, infrequent user as it is
to the experienced, daily user
- Shall provide the user the capability to display the document as
it would appear in printed format
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- Shall provide the user the capability of specifying and/or
changing formats during word processing for:
-- Documents
-- Individual pages
-- Multiple formats per page
-- Headers
-- Footers
- Shall provide the capability to specify
following line spacings within a document:
-- Single
-- One and a half
-- Double
Triple
Quarter
Half
Zero (strike-through)
one or more of the
- Shall provide the capability to specify the page size of a
document (length and width), and provide for automatic
pagination/repagination of the document when the page size is
changed
- Shall maintain the format without user intervention for adds to
or deletes from the text
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- Shall maintain the format without user intervention for
additions from a separate document
- Shall provide the capability to preview an entire page at one
time, and then return to the original portion of the document
- Shall provide the capability to specify and modify tab settings
- Shall allow the user to perform the following functions to a
user-specified portion within a document:
Move a portion from one place to another
- Copy a portion from one place to another
- Store a portion as a separate document
-- Add another document into the current document
- Add another portion of another document into the current
documents
-- Link multiple documents together
- The user shall be capable of moving around the document in the
following manner:
-- To the top of the document
-- To the bottom of the document
-- Down one line
-- Down multiple lines
-- Up one line
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-- Up multiple lines
-- To a specified page
-- Right one space
-- Left one space
-- Right one word
-- Left one word
-- Right one tab setting
-- Left one tab setting
-- To top of the screen
-- To bottom of the screen
-- To the beginning of the current line
-- To the end of the current line
-- Scroll up and down the document
- Shall provide the capability to add graphics and tabular data to
a word processing document
- Shall provide the capability to print all or a user-specified
number of pages of a word processing document
- Shall provide the following capabilities for word processing:
-- Search one or more occurrence of a word or phrase, and
display it
Centering a line
Multiple font selection for printing
Multiple output formats
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Multiple columns on a page
Highlighting
Superscripting
Subscripting
Underlining
-- Indentation
-- Boldface characters
Enlarged character set(s)
Hyphenating
-- Automatic generation of page numbers
- Shall provide the capability for use of blank models of standard
documents that will automatically set appropriate defaults for
structure and printing
Shall provide a spell checking function, with a standard
dictionary or user-specified personal dictionary
- Shall allow the user to identify commands or functions with a
minimum of keystrokes
- Shall provide the capability to add footnotes to documents
- Shall provide the capability to automatically generate the
following for a word processing document:
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-- Table of contents
-- Table of figures
-- Table of tables
-- Index
-- Table of references
- Shall provide an outlining capability that includes decimal,
roman numeral, and alphabetical tagging
Shall provide a paragraphing numbering capability:
-- Shall renumber paragraphs as appropriate, if paragraphs are
added to or deleted from a word processing document:
Shall provide the capability to cancel any function before it is
executed without the loss of data and without affecting document
content
- Shall indicate, such as highlighting, that portion of the
document affected by adds, deletes, moves, copies, inserts and
search and replace operations
- Shall provide the capability to start making changes to a file,
then decide not to save the changed file, and the original file
shall remain unchanged
- Shall provide the capability to identify and sort data fields
within a word processing document:
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-- Ascending
-- Descending
() (0.w u,
gal' ['I:5
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2.1.2 Memorandum Processing and Coordination
The IC Staff, while generating many documents on a wide variety of
topics, generally must prepare their correspondence in accordance with
specific format. As indicated within the word processing requirements
section (2.1.1), the office automation support system shall provide for
the use of blank models to allow for structured document development and
printing.
While this is an important feature, another requirement is that the
appropriate document be processed through the IC Staff and other
identified offices in accordance with approved standards for
concurrence. The office automation support system shall provide the
capability to specify an identified coordination process for a document
produced within the IC Staff. This shall specifically include adherence
to the DCI Standard for Concurrence.
2.1.3 Electronic Spreadsheet
Throughout most elements of the IC Staff, the requirements exists to
prepare, maintain, update, and share data in the form of electronic
spreadsheets. The electronic spreadsheet integrated into the IC Staff
Office/Data Automation Support System:
Shall provide the ability to handle numbers, text, and formulas
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- Shall provide for row and column format similar to an accounting
worksheet
- Shall provide for cell identification by row and column number
- Shall provide for identification of an entire row and/or column
- Shall provide for the ability to move:
to any adjacent cell
to any adjacent screen .
to any specified location
-- to any specified value
-- by scrolling
- Shall provide for the ability to remove the numbers, text, or
formulas from a cell, row, or column
- Shall provide for the ability to copy any number, text, formula,
or resultant value from one cell, row, or column to one or many
locations
- Shall provide for the ability to delete a cell, row, or column
- Shall provide for the ability to edit any cell
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- Shall provide for the ability to insert a cell, row, or column
at any location within the spreadsheet and adjust all formulas
as a result of the change in row and column identifier
- Shall provide for the ability to move any cell, row, or column
to any location within the spreadsheet
Shall provide for the
spreadsheet data
ability to create reports of the
Shall provide for the ability to sort rows, columns, or the
entire spreadsheet
- Shall provide for the ability to justify cells, rows, or columns
to the left, right or center'
- Shall provide for the ability to specify the display format of
numerical data to allow for percent, decimal, currency,
commas/no commas, and precision up to 9 places after the decimal
- Shall provide for the ability to reformat data once entered into
the spreadsheet
- Shall provide for the ability to specify the width of a column
Shall provide for the ability to password protect spreadsheets
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- Shall prompt the user when a spreadsheet has been changed and
not saved before exiting
- Shall provide for the ability to create macro commands to reduce
the number of keystrokes needed by the user
- Shall provide for the ability to specify recalculation of the
spreadsheet automatically or manually
- Shall provide for the ability
to import data from other
applications and automatically generate spreadsheets containing
both text and numerical data.
2.1.4 Electronic Filing
Although each IC Staff element has unique disciplines that are dealt
with, all have the common requirement of being able to store their unique
data for future, use. As such, a user of the IC Staff Office/Data
Automation Support System has the requirement to be able to access a
personal data base management system (DBMS). This DBMS:
Shall provide for the ability to create a data base file as new
or similar to an existing file
- Shall provide for the ability to enter data into the data base
by adding new records, updating existing records, or by
transferring data into the data base
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- Shall provide for the ability to access and view data base
records by displaying next record and previous record; by
specifying, searching, and displaying on user supplied criteria;
or by scrolling sequentially through a data base file
- Shall provide for the ability to arrange data within a file by
specifying key fields and ordering the file as the result of
sorting on those key fields
Shall provide for the ability to print data from a file as the
entire contents of the file or record, or define a report to
print .selected fields within a file and provide formatted
output, to include calculated fields
- Shall provide for the ability to transfer data between data base
files
2.1.5 Individual Computing Support
The elements within the IC Staff and the individual Action Officers
within each element have diverse requirements placed on their time. The
IC Staff Office/Data Automation Support System shall provide each
individual with a personalized calendar to keep track of office/
committee, IC Staff, and outside office meetings, trips, appointments,
and vacations. The calendar shall provide the individual and office the
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ability to select a privacy feature to keep calendars and subparts
thereof from being viewed by others. The calendar shall be capable of
scheduling an activity with multiple personnel and providing resolution
of conflicts where they exist.
The Office/Data Automation Support System shall provide the user with
a reminder of things to do (tickler). The system shall provide advance
notification to indicate a suspense. The user shall be able to schedule
the tickler file much in the same manner as the calendar.
The Office/Data Automation Support System shall provide each user
with a directory of telephone numbers and appropriate address
information. The directory shall be accessible anywhere within the
system without disrupting the current activity.
2.1.6 Graphics Generation
The intended audience of much of the IC Staff's efforts is often
times senior level National Policy Makers. With that audience comes the
requirement to display the heart of the presented data in the most direct
method available. The Office/Data Automation Support System shall
provide for a full range of business graphics to create bar charts, pie
charts, and line graphs based upon available data. The system shall also
provide for the ability to create viewgraphs for presentations. This
shall include the integration of text and graphics in a single medium for
presentation.
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The office automation graphics system shall provide the capability of
creating map projections and overlaying data as a result of correlating
geolocation.
The graphics support provided shall be output to both black and white
as well as color hardcopy media. This support shall be provided for
opaque and transparency graphics output.
The electronically generated graphics shall be capable of being
integrated into other electronic products. This electronic product shall
be available for electronic transmission within the Office/Data
Automation Support System.
2.1.7 Archiving Information
All electronic data resident on the IC Staff Office/Data Automation
Support System shall be available for archiving. All data shall be
on-line for a minimum of one year and all data should be archived for a
minimum five years by means of removable storage media. On-line indexes
shall be maintained to itemize all available data.
Archiving for the IC Staff also takes the form of storing hard copy
documents and products. These information resources represent
correspondence, research materials, etc. for the Action Officer's use in
performing their tasks. Although not an automation issue all on its own,
the IC Staff support system shall maintain a searchable index of hardcopy
archives to provide the user information on availability and location.
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2.2 Automated Data Processing
The IC Staff Action Officer must regularly access and process
voluminous amounts of data to accomplish their assigned tasks. Since
they interact with all members of the Intelligence Community, the amount
of data available is frequently more than can be reviewed and analyzed
within the time available. All too often, the IC Staff Action Officer
spends so much time "sifting" through raw data that precious little time
is left for the analysis provided for by their expertise. Simply stated,
the highest priority. Data Processing requirement of the IC Staff is to
automate the data maintenance, screening, sorting, and selection to allow
for more time to be spent on the analysis.
While gathering data through the interviews and questionnaires, the
primary requirement for Data Processing support was in the area of Data
Base support. Many individuals within the IC Staff expressed the need to
host and manipulate significant amounts of data. The attached Figures
2.2-1 and 2.2-2 display the response to the question of priority within
the area of data processing. The priorities assigned to the figures are
HIGH, ABOVE AVERAGE, BELOW AVERAGE, and LOW. The symbols associated with
those priorities as depicted on Figure 2.2-1 are ++, +, -, and --
respectively.
2.2.1 Data Base
The IC Staff generates very little original data compared to the
total data they are exposed to. Data generated and provided by
Intelligence Community Member Organizations is available for analysis by
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DBMS
ACIT
MATH
BLANK
ADMIN
CCISCHO
+
CHI
+
CHI/CSC
+
CHI/DEE6 MINT
+
INC
+
-
MASINT
++
PRO
+
-
PPO
REO
+
-
SIGINT
+
-
STAFF AVG
+
-
SPT
-
-
4
_
+
+
OTHER
-
-
+
f+
4
INT
GRAPHCS
-
++
LINGUIS
PERS
DATA
++
+
+
_
+
_
ARCHIVE
+
+
-
+
++
++
+
+
_
+
REIIABL
-
++
+
+
+
++
4+
+4
+
44
4
4+
+
AVAIL
++
+
+
++
++ -
++
++
+
++
++
++
+
MAIN.'
++
+
+
+
++ -
++
++ .
-
++
++
++
+
REHM
++
+
-
+
+
++
+
-
+
+
+
+
TRANS
LOG
4
. r2
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T. n
IC STAFF RESPONSE - PART IIB
HIGH
APr
LACE
I I
E)A.1 A PROC.-F.
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the elements within the IC Staff. The IC Staff requires the ability to
load the provided data into an automated system that will maintain that
data. The data provided to the IC Staff by the various Community offices
is by no means homogenous. The Data Base support provided by the IC
Staff Office/Data Automation Support System:
- Shall provide for the ability to load and access voluminous
structured data by tape, disk, and electronic input
- Shall provide for the ability to load and access voluminous free
text data by tape, disk, and electronic input
Shall provide for the ability to define and generate data bases
containing structured and/or text data
Shall provide for .the ability to search the data base for
specific and partial strings of data and return a set of records
- Shall provide for the ability to search a returned set of
records for specific and partial strings of data and return a
set of records
- Shall provide for the ability to specify a report format as an
output from a data base query
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2.2.2 Generalized Data Processing Support
The Automated Data Processing (ADP) system for the IC Staff shall
provide all required user support without operator interaction. The ADP
system:
- Shall provide for the ability to have the system operator backup
all data
- Shall provide for the ability to direct archival of information
to removable storage media and maintain an on-line index of the
data
- Shall provide for the ability to load and operate PL/I and Basic
Compilers
- Shall be available for user access continually during normal
duty hors
Shall provide for the ability to output data base queries to
graphic display systems
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2.3 Telecommunications
The IC Staff Office/Data Automation Support System needs to be able
to support all of the features noted in Section 2.1 (Office Automation)
and Section 2.2 (Data Processing) to allow for more effective use of each
Action Officer's time. However, equally important is a communication
underpinning that allows for the exchange of information within as well
as outside of the IC Staff.
While gathering data through both interview and questionnaire during
the Functional Analysis Survey, the area repeatedly noted was the need
for improved communication. Figures 2.3-1 and 2.3-2 depict the priority
assigned to communications as a result of the questionnaire data. The
results from each element and the IC Staff as a whole are weighted higher
than any other category. The priority categories noted are HIGH, ABOVE
AVERAGE, BELOW AVERAGE, and LOW. The symbols reflecting those priorities
on Figure 2.3-1 are ++, +, -, and -- respectively.
The Telecommunications requirements addressed in this section
identify the full range of needs specified by the IC Staff. The
overriding requirement noted during the survey is to connect the IC Staff
to all of the Intelligence Community through electronic means.
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ELEC
BLANK
ADNIN
CCISCNO
CNX
CHX/CSC
CNX/BEEG
NUNINT
INC
NASINT
PRO
PPO
REO
SIGINT
STAFF AVG
MAIL
++
++
++
++
++
++
++
ELEC
CONF
+4
TIE ICS
OLs
++
++
++
++
++
++
++
++
EXTERN
1/F
+
_
+
+
_
+
+
+
++
+
+
++
++
+
COMUNTY
--
+
++
++
4+
_
++
+
++
4+
+4
44
SYSTEMS
--
-
++
+
+
++
+
++
+
I/F TO
PBS
+
+
+
+
FAX
+
+
+
+
++
-
++
++
+
_
++
+
+
DACOM
++
++
++
++
VOICE
++
++
++
++
++
++
++
++
++
++
U/6 BLK
GREEN
++
++
++
++
++
++
+
++
++
+
++
+
++
++
INT DAT
VO1C
++
+
+
+
+
+
++
++
+
+
+
+
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1.0
IC STAFF RESPONSE - PART IIC
HIGH
air
1 ELECOMMUNIICA.1 IONS
.15.(iit-t- ;3-
'E
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2.3.1 Electronic Mail
The IC Staff Office/Data Automation Support System shall provide for
the ability to electronically:
- Create and send phone messages, short messages, or informal memos
- Send any electronically stored document/file to include data
tables, charts, spreadsheets, and reports
- Notify the recipient of receipt of mail into their user in-box
- Allow for supervisor approval/rejection prior to sending to
recipient(s)
- Route mail in-turn to a series of recipients
- Return.a message to the sender (only when requested) that mail
has been accessed by the recipient
- Provide for privacy (only when requested) of mail to allow only
the intended recipient the ability to access it
- Identify mail as priority (only when requested)
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- Send mail to any IC Staff member whether the recipient is
actively logged on or not
- Send mail simultaneously to multiple users, send carbon-copies
and blind-carbon-copies
- Send mail using aliases to identify single or multiple recipients
- Identify in a directory all IC Staff members electronic mail name
- Assist the user in identifying a recipient's user-id supplying a
partial name
2.3.2 Electronic Conferencing
The IC Staff has offices spread throughout the Washington, D.C.
area. With diverse locations often comes difficulty in coordination as a
result of physical distance. In order to close that physical gap, the IC
Staff requires the ability to electronically conference using their
Office/Data Automation Support System. The system shall provide the
ability to:
- Allow two or more users to simultaneously access a single
document, file, graph, spreadsheet, etc.
- In a broadcast mode, send all conferenced users each
transmission and identify the sending user
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2.3.3 network All IC Staff Locations
One of the greater difficulties currently faced with the IC Staff is
the inability to electronically connect the outer locations with the
Community Headquarters Building and other outer locations. The IC Staff
Office/Data Automation Support System shall provide for the ability to
electronically address all IC Staff members through a single system. The
user shall be able to logon to any workstation throughout the network and
have full access to all authorized system features.
2.3.4 Interconnectivity to Intelligence Community Systems
As the DCI's coordination arm within the Intelligence Community, the
IC Staff's need to easily communicate with all IC Member Organizations is
paramount. This communication requirement takes the form of all
available communications media. Phone, FAX, and interactive data systems
are included in the media category. The IC Staff requires secure
telephone service to all IC Member organizations, many DoD organizations
and virtually any location where Intelligence assets reside. The need
for a secure facsimile to these offices is parallel with that of secure
phones.
Each IC member organization has organic Office/Data Automation
Systems to provide the support needed to accomplish each of their
individual tasks. One task at each agency and office is to interact with
the IC Staff for any of a myriad of reasons. Currently this coordination
process is time consuming at best since there are very few electronic
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community interfaces available to the IC Staff. The IC Staff Office/Data
Automation Support System shall provide for the ability to electronically
interface to specified IC Member Organizations.
2.3.5 Interconnectivity to IC Budget Systems
The IC Staff requirement to electronically connect with the Program
and Budget Systems within the Intelligence Community can neatly fall
within the requirements set forth in Section 2.3.4. However, due to the
unique nature of Budget data, the requirement is identified separately
from the above section. The requirement to access budget data for
analysis purposes goes beyond the PBO Program Monitors, although their
need for access is a high priority. During the Functional Analysis
Survey, the need was identified within almost every element to access
program specific, technology specific, discipline specific, organization
specific, etc., budget data while researching and analyzing areas of
interest. The IC Staff- Office/Data Automation Support System shall
provide for the ability to electronically interface with:
- The NFIP Program Management Offices
- The Intelligence Oversight Congressional Committees
- The DoD Comptroller
- C3I
- OMB
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2.4 Special Requirements
The nature of the work performed by the IC Sfaff dictates that the
Office/Data Automation Support System be somewhat unique from other
systems. Those unique requirements, along with those requirements not
easily categorized in the previous sections, are gathered within this
section. Figure 2.4-1 and 2.4-2 display the rated priority as a response
to the Functional Analysis Survey questionairre. The categories
displayed indicate a priority response of HIGH (++), ABOVE AVERAGE (+),
BELOW AVERAGE (-), and LOW (--).
2.4.1 Workstations
Within the IC STaff, the Office/Data Automation Support System will
have a wide variety of "types" of users. The intended users of the
system are at Director and Deputy Director level, Committee Chairman and
Office Director level, element Action Officers, and Secretarial and
Administrative staff. Each member of the IC Staff shall have a
workstation providing access to the Office/Data Automation Support
System. The workstation shall either be connected to a Local Area
Network or directly to the computer host and, provide either attachment
and display services (dumb terminal) or be capable of stand alone
processing (Personal Computer).
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W/S
1 : 1
DC ID
1 / 16
BLANK
++
++
ADMIN
+4
++
CCISCMO
++
+
CMX
++
+
CMX/CSC CMX/DEE6 HUMINT
++ 4+ +
+ +
INC
+4
++
MASI NT
++
-
PRO
++
++
PPO
++
++
RED
++
++
SIGINT
++
+
STAFF AVG
++
+
OCR
-
+
-
+
++
++
+
+
+
+
+
DESKTOP
PUBLISH
+
+
+
+
++
+
++
++
+
+
SPECIAL
OUTPUT
++
+
+
++
++
+
+
++
++
++
+
PORT
TEPM I N
-
-
-
+
-
+
-
-
SYSTEM
ADMIN
+
++
+
+
-
+
++
-
+
+
+
+
AMIN &
BACKUP
++
++
+
+
+
++
++
++
+
+
+
+
POLs &
PROCs
++
++
-
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-
IC STAFF RESPONSE - PART HD
.41P'
HIGH
. 0 -
1 . -
/Pr
VE
A
BELJW
AVftA
LC
SPECIAL REQUIRE duffs
Fluit- P.4
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2.4.2 Security
The IC Staff, as the hub within the Intelligence Community, must have
access to very sensitive data. The IC Staff Office/Data Automation
Support System shall be capable of processing unclassified and up to Top
Secret data in a system high environment. Data privacy shall be provided
for to allow for limited access to selected data. Where data
classification exceeds these limits, the data shall be processed in a
carefully controlled stand-alone system.
All the hardware associated with the IC Staff Office/Data Automation
Support System shall be protected from emanations of electronic signals
(TEMPESTED).
In as much a possible, the IC Staff Office/Data Automation Support
System shall adhere to DCID 1/16.
2.4.3 Optical Character Reading
The IC Staff Office/Data Automation Support System shall provide for
the ability to:
- Scan hard copy documentation and electronically store the data
in accessible and searchable form
- Output hardcopy documents to a specified OCR font
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2.4.4 Specialized Output
The intended audience of much of the IC Staff's tasking, as was
stated earlier, is the senior level National Policy Maker. The need
exists to be able to create finished products within a relatively short
suspense. The IC Staff Office/Data Automation Support -System shall
provide for an easy to use document composition system capable of
producing high quality, professional-looking documents that include text,
charts, and scanned images. This shall be capable of providing output to
both paper and viewgraph media.
2.4.5 User Interface
The IC Staff Office/Data Automation Support System will be used by
all staff members. As such, the need for a person-machine interface that
allows for a broad range of system proficiency is a paramount
requirement. The User Interface to the IC Staff Office/Data Automation
Support System shall provide for the ability to:
- Use a menu system that intuitively directs the user through the
system from session initialization through termination, or any
function in between
- Enter commands to directly access system functions and data files
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2.4.6 System Administration and Support
The IC Staff Office/Data Automation Support System shall operate
autonomously for all functions. However, it must be recognized that,
should there be an error in software, hardware, or data, the individual
experiencing the problem will require assistance. . With the
implementation of a full feature system as described in Section Two,
there also comes the requirement to administer all of the functions of
the system and support the users to allow for the system features to be
exploited. System Administration and Support shall provide for:
- User identification within the system
All logon profiles to ensure user access to functions and
appropriate data
- Installation of software and hardware upgrades
- User support to assist with data base creation, spreadsheet
generation, graphics definition, training, wordprocessing format
definitions, specialized output, specialized data input,
workstation configuration, software configuration, specialized
data archival, specialized dictionary support for
spell-checking, customize screen displays, calendar definition
and displays, file set-up for system functions, etc.
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- Hardware and software maintenance
Administration of local and non-local mail networks
- Developing and maintaining public files
- Performance measurement and tuning
- File back-up and recovery
- Hardware and software configuration management
- Requirements definition for additional system functions
- Planning and sizing for future growth needs
- Interface definition for addition of functions to the existing
system-
- Transition planning for and migration of new system additions
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SECTION THRKE
ELEMENT FUNCTIONAL SUPPORT REQUIREMENTS
The IC Staff is a homogenous organization in that all elements
support the Director within the Intelligence Discipline. However, the IC
Staff as a whole provides very different support within each element.
The Functional Support Requirements presented in Section Two are the core
requirements to satisfy .the automation needs of the IC Staff. Since each
element within the staff? operates to support their unique mission and
function, there are considerable differences in application of the core
requirements. This Section presents the IC Staff element Functional
Support Requirements.
The IC Staff is organized to provide support to the Director in three
related areas:
Requirements and Evaluation Staff Elements
- Planning, Policy, and Budget Staff Elements
- D/ICS Direct Staff Elements
Figure 3-1 shows the organization within the IC Staff and depicts the
organizational lines as stated above.
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R
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'STAT
SECTION FOUR
ALTERNATIVE ARCHITECTURES
The IC Staff provides a full range of services within the
Intelligence Community that are similar to the operations of other
organizations. With an understanding of the requirements for IC Staff
Office/Data Automation, research during the Functional Analysis Survey
included looking for organizations that had solved similar problems.
This section documents the system models that were investigated. As a
departure point, this section. begins with an overview of the existing IC
Staff Office Automation Support System.
4.1 Current IC Staff Office Automation Supoort System
The IC Staff is currently using an office automation support tool.
Even with the diverse locations, virtually all members of IC Staff
elements have access to the current system. The hardware and software
suite in place to provide this support is primarily composed of the WANG
Alliance system. Figure 4.1-1 provides a graphic overview of the
WANG configuration. This system
provides for word processing, work files, and Visual Memory.
The hardware configuration shown in the figure indicates that there
are multiple, inter-connected central processing units (CPU). Each CPU
has 2 or 3 disk drives providing on-line storage and has 32 ports for
connecting workstations and/or printers. The CPU's are networked through
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WORKSTATOMPRINTERS CPU WUSE fiNTERCOMECT
32 PORTS I- - - - --1
I I PROPOSED
I i
I I 6 ? CPU
I_ __ __ _t
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the WANG WISE interconnection devices. This provides for total
interconnectivity throughout the CHB system. Each WISE devices can
support up to three CPUs.
The IC Staff WANG System is operating at or near capacity in all
parameters. All connection ports to each CPU are being utilized.
Addition of a sixth CPU would relieve this, however, would use the final
remaining port on the WISE device. The 'disk utilization recommended by
WANG is 60 percent full. All CPUs are actually running at 80 to 85
percent full. The foot print of the computer room to support additional
hardware is inadequate. The operating system running on four CPUs is the
WANG 5A system. WP Plus is hosted on the remaining processor. WP Plus
does, however, require an additional 20 percent of the System Disk when
hosted. There is little space currently available on the System Disk.
STAT
Resident at
are workstations to access SAFE
Center,
SOLIS, DSIST,
NSA
PLATFORM,
and
others
as
needed by
IC
Staff
Action
STAT
Officers. Also used throughout
are
stand-alone micro-computers
STAT
that provide for specialized processing needs. In those instances where
the micro-computer is not processing extremely sensitive data and the
hardware is WANG, those workstations may be connected to the WANG
Alliance system.
At the IC Staff offices not co-located with
the hardware and
software configuration is very similar. WANG Alliance provides for word
processing support, work files, and Visual Memory; connectivity to
external systems is provided by dedicated workstations; and special
processing is supported by stand-alone micro-computers.
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STAT Connectivity of
WANG system to the outer location WANG
systems is provided for through the use of specific library transfers and
then use of the Telecommunications feature of WANG Alliance. The
transfer between systems requires a system familiarity that is maintained
by very few staff members. Figure 4.1-2 provides a graphic overview of
the electronic data transfer currently used for inter-office
communications. Where documents are transferred within the WANG-Alliance
systems, the WANG document (once generated) is transferred to a specific
library (storage sector) used by the telecommunications feature. The
document is sent electronically to the telecommunications feature at the
receiving office site and stored (by default) into a special library.
The knowledgeable user then retrieves the document and forwards it to the
appropriate user. Where the transfer is from or to external systems, all
of the above still applies, however an addition step must be
accomplished. Since the WANG Alliance systems are not connected to
external systems, data transfer in and out is accomplished through floppy
disk transfer at individual workstations. Data formatting must be
correctly accomplished to provide for data compatibility.
4.2 System Model - OSD C3I
The Office/Data Automation system resident in the OSD C3I Budget
Office was acquired to provide integrated Office Automation and Data Base
Management. The system users wanted to be able to host and manipulate
large volumes of numerical and text data.
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In September 1985, the office contracted for the development of their
system. A design was promulgated and implemented using as much off the
shelf hardware and software as was possible. Many systems were initially
looked at and down selected to three systems that were closely
scrutinized for requirements satisfaction. The three systems were WANG
VS, DEC VAX 11/750, and the Data General system. Although WANG had been
implemented in many similar arenas, it did not (at the time of selection)
support a relational data base management system. The VAX based system
did not provide (at time of selection) an integrated office and data
automation system for user interaction. The Data General system was
selected since it provided all of the OSD C3I Budget Office
requirements through an integrated user interface.
The hardware selected was the DG 7000T central processing unit and
associated peripherals (see figure 4.2-1). The Office Automation
software system that was installed is the Data General Comprehensive
Electronic Office (CEO). CEO is promoted as an automated mirror version
of the office processes. Designed to automate the communication process
among all office workers, it allows users to operate on complex data
processing and business applications using an integrated system from a
single terminal. Figure 4.2-2 was extracted from the Data General
promotional material and provides an overview to CEO.
Data bases included in the OSD C3I Budget System support the office
automation system, a relational data base for program and budget data,
and a text data base to support large volumes of free text data (see
figure 4.2-3).
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r,
Here's an overview showing how the CEO solution can meet your business automation needs:
CORPORATE NEED
CEO SOLUTION
WORD PROCESSING
. Text editing
? Productivity gain
? Faster turnaround time
? Decrease repetition
? Simple to use
CEO WORD PROCESSING
. Fully featured; integrated with Electronic Filing
? Menu Driven
? Function keys, user customization, online HELP
? Consistent user interface
? Interrupt facility
INFORMATION MANAGEMENT
. Expedient movement of information
? Reduce mail costs
? Remote communications
. Reduce paper handling
? Administrative productivity
? Time sensitive/security
CEO ELECTRONIC MAIL
? Urgent, Confidential, Certified; Voice Mail
? Integrated with electronic filing
? Communication based, networking between hosts
CEO ADMINISTRATIVE SUPPORT
? Calendar, phone messages
? Interrupt
DECISION MAKING SUPPORT
? Decision support tools
? Personal data
? Analytical tools
? Simple to use
CEO DECISION SUPPORT
? CEO Decision Base, PRESENT?, TRENDVIEW?. business
graphics, data tables, spreadsheets, report writers
? Consistent user interface
? Programming languages
? Variety of applications
? Data processing
COST EFFECTIVENESS
? White collar productivity
? Actual $ savings
? Cost justification
? Organizational cohesiveness
? Minimal training
COMPETITIVELY PRICED
? Single Workstation
. Integrated Software
? Menu-driven
? Consistent user interface
TOTAL SYSTEM SOLUTION
? Compatible hardware and software
? Minimal pieces required
. No retraining
? Single source
? Central technical staff
? Integration
CEO COMPATIBILITY
? AOS/VS, AOS/DVS
? Integrated solution; CEO Integration Toolkit
? Training, Manuals, Electronic help and tutorial
CEO?
? Word Processing
? Information management
? Administrative support
? Decision support
? Electronic mail
? Electronic filing
? Multi-vendor compatibility
MULTIVENDOR COMPATIBILITY
? Co-exist with present installation
? Avoid costly conversions
? Application access
? Flexible Communications
? -
;
OPEN SYS1 EMS/BUSINESS
AUTOMATION CONCEPT
? CEO EXCHANGE PRODUCTS: Wang, TELEX. Federal, MCI,
Media Conversion (Altertext), TELETEX
? CEO Multi-vendor: NTI Displayphone: PBX: Portable
Terminal Support: OCR Support: (DEST, Compuscan)
? IBM Compatibility: IBM PC, DXA (DIA: DCA Support)
DG/XDLC, a connection to IBM SNA systems via public
data networks
4-v
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The office automation support DBMS, the Data General product INFOS,
provides for storage retrieval of all word processing documents and
working files. The user interface to this data base is through CEO and
is therefore virtually transparent as a DBMS.
The relational DBMS for hosting and manipulating the program and
budget data is the Data General product DGSQL. The tables to supportthe
data were produced under contract with system analysis support provided
by OSD C3I Budget Office personnel. This very complex process was
initiated prior to system installation (over two years ago) and continues
today.
The DBMS supporting free text is STATUS, a (vendor) product. This
DBMS supports indexing of all of the text to allow for fast search and
retrieval. The intent of the OSD C3I budget office was to
electronically store the CBJB and other voluminous documents. Although
the data base system was purchased, it has not been placed in operational
use. The reason provided for not enabling and using STATUS is the
inability to hare data input to the data base. The OSD C31 budget
office does not have adequate resources to key in the desired data, and
does not have a TEMPEST optical character reader (OCR) connected to the
Data General system. Once the OCR input system is operational, adequate
resources still may not be available to feed, edit, and maintain the data.
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Given the wide variety of data media (to include paper) that input is
provided to the OSD C3I budget office, the SHAFTSTALL disk converter
provides for electronic conversion so the data may be read into the Data
General system. Currently, conversion is available for WANG, XEROX, and
MS-DOS diskettes. The SHAFTSTALL Vendor will design a custom array to
provide conversion from/to the necessary formats.
Security is provided by operating all TEMPEST approved hardware
systems as a closed shop inside a protected vault. No communication is
provided to or from any external system. The NSA workstation has a
hardware board to provide for direct comms to NSA. While it also has a
board to communicate with the Data General system, neither will provide
for simultaneous operation or allow for NSA hosts to communicate with the
Data General CPU. The Data General operating system provides for C2
security protection. The DBMS's provide for privacy protection of files.
The OSD C3I Budget Office has contracted for system support. There
is a full time system manager to operate and maintain the Data General
system. Although not present in resource support, there is need for an
I/O specialist, OCR resource specialist, storage management, and data
base management. These resource needs are not full time each, yet the
requirement still exists.
,d)
(j_C?,",\C?o?
914'
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As stated earlier, the development contract was begun in September
1985. The off-the-shelf hardware and software was put in place by
December 1986 and custom applications were initially delivered in January
1987. The applications are currently being enhanced and completed.
The cost associated with the OSD C3I Budget support system was
approximately $400-450K for the hardware and software. Contractor
support to implement the system was approximately $400-600K.
The lessons learned during this implementation were:
The OSD C3I budget office asked more from the
was achievable within the allotted schedule.
contractor than
Sizing was not addressed in terms of supporting the necessary
data and users.
Resource requirements needed to support an operational system
were unaerestimated. Of specific note is the need to input data
to the free text data base.
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4.3 System Model - CIA/OIR
The Office/Data Automation system resident within the DI provides
analysts with a workstation to access the Agency's central computing
facilities. The DI analyst requires access to historical (research)
files, current message traffic, word processing, electronic mail (AIM),
personal computing resources, and output support to include a finished
product.
The Office of Information Resources (OIR) is chartered with providing
the information resources needed by the DI. The architecture currently
supporting the needs within the DI is shown in Figure 4.3-1. Each
analyst is provided with a workstation as a connection device to the IBM
based central computing facility. The workstations currently being used
are Delta Data and IBM PC family workstations (XT and AT). OIR is
currently evaluating the OIT Agency workstation (ITC 301Z) and the IBM
PS-2 series workstations. The DI is committed to the 386 based
workstation as the next generation analyst tool and is planning a
recapitalization replacement program.
The services provided to the analyst by the central computing
facility are primarily AIM and SAFE. Access is provided by Delta Data
terminals or IBM PC family workstations running an IBM 3270 protocol.
Connection to the mainframes is provided by the PBX system. All
networking is processed by the mainframe computers, although local area
networking is being investigated by OIR. As such, any communication
between the DI analysts (or others connected to the central computing
facility) is provided for by the AIM and SAFE systems in the mainframe.
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The future architecture with DI will be very similar to the current
configuration. With the installation of the powerful workstation,
however, OIR intends to implement a "Presentation Manager" that will
provide for an integrated interface for the user to access all available
system features. Additionally, the OIR implementation strategy is to
move as much of the AIM and SAYE processing out of the mainframe to the
workstation. This will enhance productivity of the analysts as well as
overall system performance.
OIR provides support to DI analysts for all of their information
needs. Included in this is the support for Office and Data Automation.
OIR provides a full spectrum of services to include custom software
development, software installation and. maintenance, hardware
configuration support, training, and consulting on various automation
issues. The personnel ratio supporting the above is approximately 1 OIR
staff member to 10 DI analysts. Additionally, within each DI office,
there are approximately 2-3 people providing specialized automation
support to that office.
The central computing facility is operated and maintained by OIT.
The central connection system, PBX, is also operated and maintained by
OIT and provided to Agency Offices as a service. All of the hardware and
software is operated in a system high security environment and is TEMPEST
protected. Access to unclassified systems (open source - AP/UPI/Scien-
tific Data) is provided through stand-alone computing systems connected
only to the unclassified source.
?
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STAT
4.4 System System - DCI
The Office/Data Automation system resident within the DCI provides a
WANG based solution to their automation problems. Having a large
inventory of WANG Alliance equipment supporting the individual offices
within the DCI, the Office Automation Support Staff was faced with their
single-most requirement of providing interconnectivity. Although there
were some electronic connections previously available, it was frequently
quicker to send a courier than electronic mail. An additional
requirement to be satisfied was to be able to host centralized data bases
for DCI use.
The DCI Office Automation Support Staff implemented a WANG VS TEMPEST
mini-computer and a FASTLAN (WANG LAN) to provide connectivity as shown
in Figure 4.4-1. The WANG VS provides communication services between all
of the Alliance systems as well as connectivity to the
Center.
User tools remain primarily word processing provided by the Alliance
systems. Virtually all tools used are proprietary WANG products.
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SECTION FIVE
RECOMMENDATION
The Functional Analysis survey has viewed the IC Staff as a whole
organization as well as a group of elements providing unique services to
the community. The survey looked closely at the functional activities
performed by each element, the support required for each element to
perform those activities, the current tool set available to the Staff,
and how other "like" organizations have satisfied similar needs. After
the above thorough examination, the following recommendations are offered.
ACCEPT THE STATED REQUIREMENTS AS VALID
The requirements set forth in this document as a result of the data
collection represent a set of tools needed by virtually all elements of
the IC Staff. The current system provides only a minimum subset of these
tools and has been extended to the capacity limit. Within elements of
the IC Staff, offices are attempting to satisfy their need for additional
tools by procuring individualized ADP mirco-based systems.
The requirements specified herein represent a reasonable set of
Office/Data Automation Support tools. Solutions are being implemented
throughout the Government and Commercial sectors that provide an
integrated set of tools to satisfy the stated requirements. In reality,
an industry has grown up around the need to provide an automated office
environment thus allowing personnel to more productively use their
available time.
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The IC Staff's need for automated support tools represent a
reasonable and valid requirement.
IMPLEMENT A FLEXIBLE SOLUTION
Given that the IC Staff's Office/Data Automation Requirements are
valid, a support system should be implemented. The solution implemented
should provide for as much flexibility as possible, both now and in the
future. This flexible solution should allow for:
Maximum interoperability in terms of both hardware and software;
- -Upward compatibility in terms of expansion to support a greater
demand; and
- Maximum interconnectivity to allow for communication within the
Intelligence Community.
The current WANG Alliance system providing limited support was put
into operation over five years ago. At the time this system was
installed, automation system manufacturers provided solutions that
allowed for only proprietary (vendor specific) hardware and software to
be interconnected. Once an organization had installed a particular brand
of system, they were generally committed to use only that brand.
Flexibility was limited to whatever that vendor provided in that specific
product line.
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As a result of such limitation and an outcry from all user
communities, the automation support industry has altered their approach.
Through the International Standards Organizations (ISO) Open System
Interconnection (OSI or Open Architecture) standard interface definition,
many vendors hardware and software may be part of the solution.
The IC Staff should take advantage of this advance in the Open
Architecture and implement a solution that exploits its offered
flexibility. As advances are made in technology, the Open Architecture
will allow for integration of these into the existing support system. A
key element of this solution is the integration of commercially available
off-the-shelf products. The risk associated with the implementation is
reduced to that of integration. The value added to maintenance of the
system is not only the commercial vendor support, but also the available
upgrades as part of the vendor product development:
The IC Staff should implement a flexible Open Architecture to meet
the needs for Improved Office/Data Automation.
FORMALIZE THE SUPPORT STAFF
The IC Staff Office/Data Automation Support System (currently
requires, and) will require a dedicated staff to provide the necessary
customer support. The initial step toward providing improved support to
the Staff should be to formalize an infrastructure to:
Administer all functions of the system;
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- Support the users to allow the system features to be fully
exploited; and
- Provide centralized planning to meet future needs.
As the decision to improve the Office/Data Automation tools is
reached, the responsibility to implement that system should um* rest with
the 'Support Staff. Organized as a formal office within the
Administrative Staff, the Customer Support Staff (CSS) will provide
Staff-wide ADP support as well as OIT liaison. Throughout Government and
Industry alike, a dedicated CSS is the glue that holds together the
automated support systems.
The IC Staff should formalize the Customer Support Staff to implement
an improved Office/Data Automation Support System.
INCREMENTALLY IMPLEMENT THE SOLUTION
Any enhancement or replacement system has the potential for
interrupting on-going work within the IC Staff. The potential for
interruption is even greater if these changes are planned as a turn-key
operation. In order to minimize any work interruption, the IC Staff
Office/Data Automation Support System should be incrementally integrated
into the existing environment.
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The Customer Support Staff will be able to move from the baseline
system existing at the CHB to the Open Architecture system through a
phased acquisition. The CSS will most probably be initiated as a seed
group that will plan for the incremental implementation. The demand for
CSS personnel will most likely increase to its full requirement at full
scale deployment. Through an incremental implementation approach, CSS
will be able to plan and staff for the necessary growth.
Not just the support personnel, but communications circuits, dollar
profiles, hardware acquisition, data conversion, training, etc., must
also be planned for and phased in. Putting all necessary resources for
the IC STaff upgrade into motion simultaneously would most likely stress
any system. By spacing the above requirements out over a reasonable
amount of time, availability of the resource as well as the ability of
the Staff to accept them should not be an issue.
Once they have developed a detailed procurement plan and the
necessary transition plan(s), CSS should plan to install and operate a
pilot of the improved IC Staff support system. This pilot system will
provide for exposure to the new system, allow for its acceptance into the
office environment, and be the most effective tool to provide the
necessary training. The pilot system can then be grown to begin to
transition offices and committees from the old to the new.
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Since a turn-key approach is discouraged, the Open Architecture
system should provide for the necessary interoperability of the old with
the new. Using the Open Architecture, the incremental implementation
will provide for an orderly conversion of user data to insure the
necessary information is transitioned with the appropriate users.
The IC Staff should incrementally implement the improved Office/Data
Automation Support System.
5.1 Approach
Given that the above recommendations are accepted, the first and
foremost activity to be accomplished is the formalization of the Customer
Support Staff. The CSS should them be the focal point for all IC Staff
Office/Data Automation needs, current and future. The responsibility to
plan for and implement the improved system will rest with CSS.
?
This report presents the requirements of the IC Staff for Office/Data
Automation tools. CSS will migrate these requirements into a design.
Hardware and software suites must be closely evaluated and selected to
meet the requirements. The overall and final system design and
configuration will be fully specified. In parallel with this activity,
CSS will develop the operations concept for the system to insure all of
the processes are completely thought out and planned for.
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Constraints must then be put into the solution. CSS will develop a
transition planto account for funding profiles, IC Staff location(s),
priority needs among the Staff elements, and maximum added user benefit.
The transition plan(s) will be the detailed road map from the old to the
new, including:
- Grouping of users;
- Document conversion;
- Workstation upgrade/replacement;
- Footprint management for hardware replacement and addition;
- Environmental support;
Cabling; and
- Training.
CSS will then work with the selected vendor(s) to install the pilot
system. Through their activities with the pilot system, the CSS will
become very familiarity with all operations of the new system and be well
prepared to move forward with implementing the phases specified within
the transition plan.
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6.1 GLOSSARY
ACCESS TIME (1) The time in which a
machine is operating and available for
use. (2) The time required to receive
information once the computer has been
signaled.
ACOUSTICS An ergonomic consideration
relating to the level of noise within
an office and workstation. Noise can
be controlled through the engineering
and/or the architecture of the space.
ACTION INFORMATION Information that
requires the recipient to respond in
some way.
ACTIVE FILES Records that are used
frequently.
ACTIVE RECORDS Those records con-
sulted in the performance of current
administrative work, or records in
working files.
ADMINISTRATIVE SUPPORT The job func-
tion of assisting management in per-
forming tasks of a nontyping nature.
AGENDA A list of topics to be dis-
cussed at a meeting, within specific
time frames.
ALTERABLE INFORMATION 'Information in
digital form that can regularly undergo
deletions, additions, and revisions,
and is everchanging.
ANALYTICAL STAFF Personnel who col-
lect information and data and analyze
and define what is revealed by both
statistical data and subjective collec-
tion of feelings and thoughts.
APPLICATIONS SOFTWARE Sets of in-
structions used to tell the computer
how to do a specific job.
ARCHIVAL RECORD Records once con-
sidered current files that are now
semiactive or inactive and are retained
for legal, fiscal, administrative, or
historical reasons.
6-1
ARCHIVE To store information for an
extended time.
ARCHIVES REPOSITORY An area estab-
lished to preserve records for the
benefit of posterity.
ARCHIVING The storage of files not
currently required but that may be re-
quired in the future.
ARCHIVIST An individual whose re-
sponsibilities include preserving re-
cords for the benefit of posterity.
ASCII (American Standard Code for In-
formation Interchange) A character
coding system used for transmission.
ASYNCHRONOUS TRANSMISSION The mode
of transmission between equipment with
different protocols, in which a "start"
signal proceeds and a "stop" signal
follows each character to check syn-
chronization, and characters move one
at a time along the line.
BAR GRAPH A chart that presents in-
formation through the use of horizontal
or vertical bars.
BASEBAND A digital pathway ranging
from around 1 million bits per second
to 50 million bits per second.
BATCHED Sent in a group; usually
refers to the grouping of information
and its transmission to an information
system.
BAUD RATE In telecommunications, the
rate of signaling speed. The rate of
speed expressed in bauds is equal to
the number of signaling elements per
second.
BENCHMARK A point of reference used
in determining a plus or minus accom-
plishment.
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BENCHMARK POSITION A job which has
been measured; performance criteria
have been established that provide a
determination as the the worth and
value of the position.
BOILERPLATE Presorted documents,
such as letters or contracts, to which
variable fill-in information can be
added via the keyboard.
BROADBAND Common-cable TV cable that
employs modems and allows multiple
streams of data to be transmitted
simultaneously.
BUS NETWORK A network that consists
of a length of coaxial cable (called a
bus) along which individual devices tap
into the communications cable. There
is no centralized hub - signals from
one station move along the bus in both
directions to all stations tapped into
the cable.
CAI (computer-assisted instruction)
The use of electronic equipment as a
training tool.
CAR (computer-assisted retrieval)
The retrieval of historical information
from a company's records through the
use of a video-display terminal. In-
formation can be read from the screen
or produced in hard-copy form.
CAT (computer-aided transcription)
The capture of keystrokes onto a magne-
tic media that is then processed
through a computer and printed out.
CBX (computerized branch exchange) A
digital communication device.
CIM (computer input microfilm) A
microform-based information storage and
retrieval system.
COM (computer output microfilm) A
micrographics form of output whereby
microfilm and microfiche are produced
directly as computer output, without
the intermediate hard-copy and micro-
filming steps.
6-2
COMMUNICATIONS PROCESSING ,The ma-
nipulation and distribution of informa-
tion through video-display terminal
devices.
COMPACTION A reduction in the number
of characters per page achieved by re-
ducing the length of the lines and the
size of the characters.
COMPUTER GRAPHICS Graph representa-
tions produced on the computer.
COMPUTER TELECONFERENCING A telecom-
munications process in which words,
data, facsimile, images, and voice are
transmitted from one geographical loca-
tion to another.
CONFERENCE METHOD A training session
in which trainees are encouraged to
express themselves orally and to ex-
change and compare ideas.
CONTINTENCY OR SITUATIONAL LEADER-
SHIP Leadership that relies for suc-
cess on good leader/member relations, a
well-defined task structure, and the
power of the position.
CPU (central processing unit) The
information storage area shared by mul-
tiple data or word processing terminals.
CRM (certified records manager) A
professional classification granted to
records managers who have completed
prerequisite training and met the ac-
creditation requirements for certifica-
tion.
CRT (cathode ray tube) An electronic
vacuum tube, similar to a television
picture tube, that displays text as it
is entered from the keyboard.
DATA BASE The compilation and stor-
age of information consisting of data
and/or text for the purposes of access,
retrieval, and/or printout.
DATA-BASE MANAGEMENT The management
of data via machine storage rather than
paper files.
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DATA COLLECTION The process of
gathering information about office
operations.
DATA PROCESSING The manipulation of
numbers through various computations to
deliver meaningful totals and create
useful statistical information.
DATA RETRIEVAL The recall of pre-
stored material from a system.
DBMS (data-base management system) A
computer software that handles the
storage and retrieval of records stored
in direct-access computer data bases.
DECENTRALIZATION The locating of
minicomputers and terminals, as well as
word processors with stand-alone intel-
ligence, in the various departments of
an organization.
DECISION PACKAGE A document that
identifies and describes a specific
activity in such a manner that manage-
ment can (1) evaluate it and rank it
against other activities competing for
limited resources and (2) decide
whether to approve or disapprove it.
DECISION SUPPORT SYSTEMS Special
software that provides significant aids
for financial planning, portfolio anal-
ysis, tax planning, and market analy-
sis, and for projecting'business situa-
tions that require mathematical formula
calculations.
DESK MANUAL A guidebook to particu-
lar duties and tasks that remains with
the job and the workstation for which
it was written.
DESTRUCTION The shredding, pulveri-
zing, or burning of hard copy; the pur-
ging, erasing, or deleting of magnetic
media or on-line storage.
DIGITAL Data transmission in the fo-
rm of discrete units; a process that
transmits data by translating sound
waves into on/off digital pulses.
6-3
DISTRIBUTED SYSTEM A system that
provides decentralized memory and
storage capacity yet allows network
connections and communication over dis-
similar peripherals.
DISTRIBUTION The moving of informa-
tion from one point to another.
DOCUMENTARY INFORMATION Information
that is recorded in some kind of perma-
nent form, such as in written or prin-
ted materials.
DOCUMENTATION (1) A memo that de-
scribes an incident clearly and fairly,
and thus permits a problem to be con-
fronted supportively and with just
cause. (2) Observation of a machine in
operation, to determine its usefulness
to an office.
DONWTIME Time when equipment cannot
be used because of malfunction.
DSK (Dvorak simplified keyboard)
Developed in 1932, this typewriter key-
board makes it possible for 70 percent
of the work to be done on the home row
and a majority of the stroking to be
done by right hand.
EBCDIC (extended binary coded decimal
information code) An eight-bit al-
phanumeric code used on all IBM com-
puters.
EDITING The correction, refinement,
or revision of written material.
EEO (equal employment opportunity) A
1966 federal act that provides a na-
tionwide pattern for fair employment
practices by prohibiting discrimination
in hiring because of race, color, reli-
gion, or national origin.
ELECTRONIC BLACKBOARD A blackboard
developed by Bell Laboratories, divi-
sion of AT&T, that transmits graphics
and handwritten communications over
telephone lines for viewing on video
monitors in distant locations.
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ELECTRONIC DATA PROCESSING The mani-
pulation of data through the use of
electronic computers.
ELECTRONIC MAIL A system of communi-
cating messages electronically to a
recipient who receives either a hard
copy or a visually-displayed message on
a CRT screen. The message may be
transmitted electronically by facsi-
mile, communicating word processors,
computer-based , message systems,
public-carrier-based systems, public
postal services, or private and public
teletypes.
ELECTRONIC MAILBOX A computer-based
message system on which messages can be
left until the user makes an inquiry.
ELECTRONIC PROOF Data-base storage
from which information can be recalled
and reconstructed by electronic means.
Proofing is accomplished by viewing the
copy and editing it right at the visual
display terminal.
ENCLOSURE AND ACCESS NEEDS These
space design needs may be determined by
type of work performed. Space design
must also recognize the need to access
areas such as restrooms and lunchrooms,
so as not to contribute to a congested
traffic pattern.
ENERGY CONCERNS Ergonomic considera-
tions related to the cost-effective
consumption of energy (heating, ligh-
ting, water, etc.).
ENGINEERING APPROACH An approach to
the analysis of office functions based
upon the detailed study of individual
jobs. Jobs are broken down into their
vital components to see how they can be
supported by automation techniques to
enhance employee productivity.
ERGONOMIC CONCERNS Workstation fea-
tures designed to promote optimum em-
ployee performance:
6-4
ERGONOMICS Facilities planning fo-
cused on the esthetics of the worksta-
tion and its surrounding space (e.g.,
the needs for privacy, a smooth flow of
paperwork and communication, balanced
territorial and social concerns, ade-
quate access to electrical and communi-
cations circuits, and proper lighting,
climate, acoustics, and color/decor.
ERGONOMICS AND PRODUCTIVITY The
relationship between ergonomics prin-
ciples and maximum worker productivity.
EVENT SCHEDULE A written timetable
of steps to be taken to accomplish a
goal (e.g., step-by-step plan to imple-
ment office automation.
EVIDENTIAL-VALUE RECORDS Records
that show how an organization came into
being, how it developed, how it was or-
ganized, what its function has been,
and the results of its activities.
FACSIMILE (also called fax) A pro-
cess that involves the transmission of
an exact copy over communications
lines; facsimile combines replication
and distribution functions, since it
duplicates exact copies of graphs, pic-
tures, and other materials and trans-
mits them to other locations.
FEASIBILITY CONCEPTS Aspects of the
traditional office that must be exam-
ined by the feasibility study and what
changes are likely to occur.
FIBER OPTICS The technique of con-
verting communication signals to light
pulses that are sent over strands of
hair thin glass fibers.
FIXED INFORMATION Hard copy, micro-
film, and other image storage that is
unalterable in time and format.
FIXED-FRAME VIDEO A video process in
which a new picture is transmitted
several times per minute; the monitor
displays an image for a number of se-
conds, until the next frame is received.
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FLOWCHART A diagram that uses sym-
bols to illustrate the flow of work and
paper through the office, from origin
toicompletion.
FORMATTING The process of composing
the basic form or style of text.
FULL-MOTION VIDEO A closed-circuit
television setup in which all activity
is captured and transmitted to another
location.
GANTT CHART A graphic illustration
(developed by Henry L. Gantt) of sche-
duled work on a vertical scale (func-
tion) and horizontal scale (estimated
time).
GLOBAL NETWORK The worldwide inte-
gration of many networks.
HALF-DUPLEX A type of transmission
in which signals travel in both direc-
tions, but only in one direction at a
time. Half-duplex is satisfactory for
most transmission between computers and
terminals.
HARDWARE A basic piece of equipment.
HISTORICAL DATA APPROACH An approach
to studying an office that involves
gathering information from past records
about the time and amount of work asso-
ciated with a certain job.
HISTORICAL INFORMATION Records of
events related to a particular topic,
which are retained for purposes of his-
tory.
HUMAN RESOURCE STAFF Employees who
redevelop, redesign, and/or restructure
job descriptions and appropriate repor-
ting relationships.
ICON A picture or symbol on a video
display screen that depicts or sym-
bolizes a computer function; when a
user points to the icon with a "mouse"
a pointer displayed on the screen, the
computer performs the function depicted.
6-5
IMAGE COPYING The process of repli-
cating images through the use of OCR,
laser copiers, or facsimile duplication.
IMPROVED PRODUCTIVITY An increase in
the amount of work performed.
INACTIVE FILES Files that must be
retained only because of legal guide-
lines or that are awaiting destruction
at a time specified by the company's
retention schedule.
INACTIVE RECORDS Records infrequent-
ly referred to. Inactive records often
are transferred to a records center or
other storage area.
INFORMATION MANAGEMENT Supervision
and control over a system that creates,
gathers, processes, replicates, distri-
butes, stores, and/or destroys the in-
formation utilized by an organization.
INFORMATION PROCESSING An integrated
system created by the merger of data
processing and word processing. In an
information processing system, all
forms of business information (data,
text, image, and voice) are freely ac-
cessible to workers at all levels,
within necessary security restrictions.
INFORMATIONAL-VALUE RECORDS Records
that provide information that should be
preserved for future generations.
INNOVATIVE OBJECTIVES Goals that re-
present a new stage in technology or
theory.
IN-PLANT PRINTING Printing done
with-in an organization rather than by
an outside printer.
INPUT The entering of source data or
test into a system for processing.
INTEGRATED SYSTEMS Systems that per-
mit multiple functions to occur simul-
taneously and permit the user to com-
bine text and data in a single applica-
tion with little or no difficulty.
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INTELLIGENT COPIERS Copiers that can
electronically store materials such as
often-used forms, and thereby eliminate
the need for hard-copy storage facili-
ties. -
INTERCONNECTION That part of the in-
tegrated electronic phase in which
various electronic and/or technological
components are tied together.
INTERFACE The potential for communi-
cation between or among different mac-
hines in an office or among disparate
systems at different locations.
INTERIM APPROACH A stop-gap, short-
term approach to office automation.
INTERNAL
generated
duction
manuals,
etc.).
INFORMATION Information
within the organization (pro-
schedules, payrolls, policy
organizational directives,
JOB ANALYSIS The study of the duties
and operations to be performed in a
specific job.
JOB CLASSIFICATION The analysis and
rating of jobs according to predeter-
mined classes (the same or similar task
groupings.)
JOB ENRICHMENT The process of
heightening both task 'efficiency and
human satisfaction by providing greater
scope for personal achievement and re-
cognition in jobs, more challenging and
responsible work, and more opportunity
for individual advancement and growth.
KEYBOARDING The process of logging
data into a system and assigning to the
data an index designation for future
distribution and/or retrieval.
KEYSTROKE COUNTERS Electronic coun-
ting devices that count the number of
keystrokes produced on input devices.
KNOWLEDGE An organized body of in-
formation, usually of a factual or pro-
cedural nature.
KNOWLEDGE WORKER Any management,
professional, or clerical worker who
processes information for use in deci-
sion making.
LAN (local area network) DUPLEX An
interlinked arrangement of computers
(usually microprocessors) that permits
a single computer in the network both
to operate independently and to access
directly other computers in a network
over a limited area (1500 feet to three
miles).
LASER PRINTING A printing process
similar to image printing, except that
it operates by laser control rather
than direct impact.
LIFE CYCLE A system cycle that meets
the objectives of the organization.
When the office becomes too crowded,
equipment is out of date, and proce-
dures are no longer relevant, a new
system cycle should be implemented.
LIFE SPAN OR CYCLE OF A RECORD The
successive stages undergone by a record
(creation, processing, storage, retrie-
val, and retention or destruction).
LINE GRAPH A chart that uses various
types of lines to show fluctuations in
a value or quantity over a period of
time.
LOGGING The act of putting informa-
tion onto a log sheet or into a system.
LSI (large scale integration) CIR-
CUITS The process of mass-producing
electronic circuits by etching up to
10,000 transitors onto silicon chips.
MACHINE DICTATION The act of speak-
ing into a microphone and recording
ideas on magnetic tape for later tran-
scription onto paper by a secretary or
word processing operator.
MA?NtrIC MEDIA Any type of magneti-
cally-charged belt, card, disk, or tape
used to store, make corrections, erase,
or rewrite documents.
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MAILGRAM Correspondence sent via the
E-COM system, an electronic mail facil-
ity.
MAINFRAME The central processing
unit (CPU) that houses the hardware,
software, and operating controls of a
computer.
MANAGERIAL WORKSTATION A work area
designed for the professional knowledge
worker. It usually contains a computer
terminal with time management controls,
text editing features, electronic mail
capabilities, files processing capabil-
ity, and other features.
MATRIX MANAGEMENT An organization
setup that combines centralized and de-
centralized characteristics.
MICROGRAPHICS The process of record-
ing and reducing paper documents or
computer-generated information on film
and providing a system to store and re-
trieve that information.
MODEM A modulator/demodulator, which
converts digital information to and
from analog form.
MOUSE The electronic pointer on a
video-display screen with which a user
designates the function he or she wants
the computer to perform.
MTM (measure time and motion) The
measurement of time by applying time
measurement units (tmu) to each singu-
lar function or task to determine time
and motion standards.
MULTIFUNCTION TERMINALS Systems
based on mainframe computers or mini-
computers equipped with special soft-
ware that provide specific services on
computer terminals; such terminals
generally are used for many functions.
NEEDS ASSESSMENT STUDY A study aimed
at providing an overall perspective on
an organization's needs as a basis for
future planning.
6-7
NETWORK A system that interconnects
a wide assortment of information pro-
cessing devices through communications.
NETWORKING The linking of various
information processing devices, such as
word processors and data entry units,
storage devices, printers, processors,
and other peripherals, to send, re-
ceive, exchange, store, or reproduce
information.
NONIMPACT PRINTERS Photocomposition
printers.
NONRECURRING INFORMATION
that is reported and used
lifetime.
OCR (optical character
The process by which a
typewritten pages and
scanned characters in digital form.
Information
once in its
recognition)
system Scans
stores the
OCR (optical Character reader) A
machine that can read printed or typed
characters and then digitally convert
them into input to a data or word pro-
cessor.
OFF-THE-SHELF APPLICATIONS PACKAGE
Software packages sold by computer ven-
dors or by separate software outlets.
Such packages provide freedom and flex-
ibility to experiment, as they can be
obtained and used or discarded quickly
and easily.
OFFICE AUTOMATION SYSTEMS Systems
that offer word processing as part of a
bundle of office functions that in-
cludes electronic mail and message
distribution, electronic filing, data
access, data processing, and admini-
strative functions such as calendaring,
scheduling, and tickler systems.
OFFICE SERVICES Support or admini-
strative services provided to employees
(e.g., supplies inventorying, printing)
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OFFSET PRINTING A printing process
in which copies are made from an origi-
nal copy produced on either a paper or
a metal plate.
OPERATING-SYSTEMS SOFTWARE Sets of
instructions used to given the micro-
processor's operations.
OPTICAL DISK A disk that uses laser
technology to provide high-density
storage of either data or image infor-
mation.
PBX (private branch exchange) An
electromechanical communications device
- usually, a manned switchboard.
PERIPHERALS hardware added onto a
basic system (e.g., printers and paper
feeders).
PERSONAL COMPUTER A computer de-
signed for use by individual users
(uSually managers and professionals)
rather than by computer specialists.
PHOTOTYPESETTER A device that con-
verts text in digital form to printed
material.
PHOTOTYPESETTING A method by which
information can be reproduced effi-
ciently through a printing process that
prints characters optically by taking
pictures of them at high' speeds.
PIE CHART A circular diagram divided
into sections ("slices") that normally
is used to present information in per-
centages.
PILOT A prototype installation.
PROCESSING The manipulation of in-
formation that has been input into a
system for replication and for distri-
bution in the form of communication.
PRODUCTION LOGGING A systematic
listing of jobs accomplished in a day,
a week, and so on.
PRODUCTIVITY Measurement of the
ratio of work done to time spent doing
it.
PRODUCTIVITY GAINS Improvements in
employee work output.
PROFS IBM mainframe software for
professionals.
PROTOCOL The language in which a
message sent from one machine to
another is packaged and handled.
PROTOTYPE A test situation involving
installations or equipment being con-
sidered for wider use in the company.
QUALITATIVE DATA Employee percep-
tions of how and why things are done
within the system.
QUANTITATIVE DATA Measurable work
being accomplished, the type of infor-
mation required by management, and the
time it takes to produce such informa-
tion.
QWERTY The left-hand top-row charac-
ters on standard typewriters and key-
boards. (Orginally designed by Chris-
topher Sholes in order to avoid clash-
ing typebars.)
RANKING The sequential listing of
all jobs in an organization, from top
to bottom, according to their perceived
worth to the organization.
RECORD Official document that fur-
nishes information that is stored for
future reference.
RECORDS CENTER Areas established for
the storage and servicing of inactive
or semiactive records.
RECORDS FORMAT Formats designed to
meet requirements of paper systems,
micrographics, and computerized systems.
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RECORDS MANAGEMENT The systematic
handling of documents from creation to
destruction, including filing and mi-
crographics, archiving, and destruction.
RECORDS SERIES Identical or related
records that are normally used and
filed as a unit and that can be evalu-
ated as a unit for purposes or reten-
tion or destruction.
REDUCTION RATIO The size ratio be-
tween a file image and the original
document.
REFERENCE DOCUMENTS Documents that
contain or communicate information
needed to carry on the business.
REPLICATION The duplication of in-
formation in another form.
REPORT A compilation of information
and intelligence that is furnished to
management or other departments or of-
fices in an organization.
REPROGRAPHICS The various techniques
of replicating information with the ul-
timate objective of distributing it in
some form. Replication techniques in-
clude printing, phototypsetting, dupli-
cating, and COM (computer output micro-
film).
RESOURCES Basic sources of power for
the exercise of responsibilities and
the achievement of results.
RESULTS Consequences, effects, or
solutions.
RESULTS-CENTERED LEADERSHIP Leader-
ship that is concerned with the "work
itself" approach to motivation.
RETRIEVAL The recalling of stored
information for reuse.
6-9
RING NETWORK A network in which in-
dividual devices are connected in a
loop or ring, via a string of signal
repeaters. If one device in the ring
breaks down or is added to, the entire
network is put out of operation.
SATELLITE COMMUNICATIONS Electronic
telecommunications via worldwide satel-
lite transmission.
- SILICON CHIP See microprocessor.
SOFT DOLLARS Those expenditures of
money that can be estimated but not
controlled (e.g., improved productivity
through conversion from longhand to
machine dictation).
SOFT-DOLLAR SAVINGS Reductions in
expenditure that come about when man-
agement employees delegate work and
utilize time management techniques.
SOFTWARE (1) A program that in-
structs a computer to perform specific
operations it ordinarily cannot per-
form. (2) Documents containing infor-
mation on the operation and maintenance
of computers.
STAND-ALONE DISPLAY SYSTEM A self-
contained word processing unit that
uses its own memory and processing
powers for keyboarding, storage, text
editing, and printing.
STAR NETWORK A network in which all
communications pass through some form
of switcher at the hub of the configu-
ration.
STATISTICAL APPROACH An approach to
studying an office that uses one or all
of the following methods: historical
data, work sampling, and time studies.
STORAGE The systematic preservation
of information within the system in
some form.
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TELECOMMUNICATIONS (1) The elec-
tronic transfer of data or information
from one point in an information system
to another through a unit that performs
the necessary format conversion and
controls the rate of transmissions, in-
cluding transmission from one computer
system or station to remotely located
devices. (2) The ability to relay mes-
sages from one place to another without
paper.
TELECOMMUNICATIONS MANAGER A person
who has total responsibility for the
management of the personnel who plan,
install, maintain, and create networks
of communication and monitor the trans-
mission lines for the communication
functions of an organization.
TELECONFERENCING Simultaneous pro-
cessing of data messages and visual
connections for the purpose of sending
pictures and voices through telephone
wires to screens and speakers in other
locations.
THIRD-PARTY SERVICE Service obtained
from a company other than the equipment
manufacturer.
THROUGHPUT The volume of typing, in-
cluding dictation, transcription, and
revision.
TIME AND MOTION STUDY ' The timing of
each motion or activity performed on a
job.
TMU A time measurement unit equiva-
lent to 0.00001 hours or 0.036 seconds.
TOPOLOGY The physical and logical
configuration of networks; the way in
which devices are connected to one
another and to a traffic processing
system.
TOTAL SUPPORT SYSTEM A planned
structure for integrating all services
formerly considered separate functions
into a support staff under centralized
supervision and control.
6-10
UNBUNDLED SERVICES Services not in-
cluded in the original purchase of
equipment and provided by vendors for a
separate charge.
UPGRADES Additions to or replacement
of software or hardware that updates
existing software or hardware.
USER-FRIENDLY The attribute of a
system that is easy to use.
USER MANUAL A guidebook for princi-
pals describing the services that the
support system provides.
VENDOR A company that sells technol-
ogy, furniture, supplies, and services
to meet the needs of the automated of-
fice.
VIDEODISK A television recording on
magnetic disk.
VIDEOTAPE A television recording on
magnetic tape.
VLSI (Very Large-Scale Integration)
Circuits that incorporate vast quanti-
ties of logic; the compression of more
than 10,000 transistors on a single
chip.
VOICE ACTIVATION A feature on dicta-
tion equipment that activates the tape
when a person speaks and deactivates it
when there is a pause.
VOICE MAIL The storing of messages
in digital form for transmission to a
receiving point at a later time.
VOICE RECOGNITION The process by
which systems "recognize" spoken words
and convert them to digital signals
sent to an attached system or display
device.
VOICE RESPONSE The process by which
systems "respond" to an inquiry by con-
verting the answer stored digitally in
computer memory.
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VOICE SYETHESIS DEVICES Machines
that enable visually-impaired workers
to interact with computers or word pro-
cessors.
WORD PROCESSING The transcribing of
an idea into a document by means of
automatic equipment.
WORK-COUNT UNIT A standardized, pre-
defined specific quantity, such as a
character, a line, a page, or a docu-
ment.
WORKFLOW The path or steps that work
takes from origination to completion
through a given department or organiza-
tion.
WORK MEASUREMENT A method for deter-
mining workload volumes and improve-
ments or in work groups by comparing
what has been accomplished against a
standard.
WORK SAMPLE A collection of sample
materials for quantitative measurement
by size, nature of the materials, and
required format.
WORK STANDARDS Work measurement ap-
proaches-subjective, statistical, or
engineering.
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STAT
MEMORANDUM FOR:
FROM:
SUBJECT:
(
ICS 4087-88
4 April 1988
All ICS Components
William F. Lackman, Jr.
Deputy Director, Intelligence Community Staff
Future Data Automation Capability for the IC Staff
1. In response to recent initiatives by various ICS elements to upgrade
their existing data automation capabilities, I have asked the Intelligence
Information Handling Committee (IHC) to survey our requirement across the
entire staff and develop a plan that will more effectively meet all of our
needs. To that end, the IHC will soon be conducting a functional analysis
survey of all staff element activities which either require or which can be
better supported by an improved office data automation system.
2. The IHC project officer for this effort will be Lieutenant Colonel Bob
Figueroa, who will be contacting each of you for assistance in developing a
straightforward, affordable approach. Please give him your full support.
Attachment:
Terms of Reference
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Survey and Analysis of IC Staff Office Data Automation Requirement
PURPOSE: Document functional activities performed by IC Staff elements that
require or which can be better supported by improved office data automation.
BACKGROUND: Several IC Staff elements have investigated or procured
personal/micro computer systems. These efforts appear to have been initiated
because CHB's in-place "WANG-Alliance" system is limited to word processing
functions, cannot be enhanced or expanded, and is obsolescent and may soon not
be maintainable. Conducting a functional analysis survey of the IC Staff in
order to document all office data automation needs is the logical first step
toward the eventual procurement of a future capability.
TERMS OF REFERENCE:
1. The functional activities survey will entail interviewing
representatives from each activity element of the IC Staff, including
supervisors as well as those individuals who have addressed or have provided
data automation support to the staff.
2. Contractor support (non-vendor), using an existing task order contract
with GeoDynamics, can be used throughout the survey activities as well as in
publishing survey findings and observations. Contractor support (same) could
also be used in surveying industry for architectural approaches that would
fulfill ICS data automation requirements.
3. Analysis of survey findings and observations will center on
identifying functional activities that are either common, e.g. word
processing; or staff element unique, e.g. graphics.
4. The Functional Analysis Survey report will document findings and
observations, and discuss standard approaches that can be used to meet
identified requirements.
S. Alternative architectures and corollary cost estimates for each
approach will be developed.
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,4-Prob-) ;>4. .
nratrromAget
FUNCTIONAL
ANALYSIS
SURVEY
DCI
Office Support System
QUESTIONNAIRE
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STAT
DCI
IHC
FUNCTIONAL
ANALYSIS
SURVEY
Office Support System
Questionnaire
22 April 1988
Completed By: Return via your office POC to:
ICS Element: LtCol Bob Figueroa
IHC,
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STAT
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STAT
STAT
MEMORANDUM FOR: ICS Staff Members
FROM:
SUBJECT:
20 April 1988
Bob Figueroa
IHC, PM-ICS Functional Analysis Survey
Functional Analysis Survey of the ICS
1. Actions Requested: Complete the enclosed questionnaires
reflecting your views of requirements or needs which must be satisfied by
a new office support system. Add anything of importance not addressed by
the questionnaire.
2. Background: The current Wang Alliance system is approaching the
end of its useful life, and Mr. Lackman has directed the IHC to complete
a requirements analysis as a first step to modernizing the ICS office
support system. It. Col. Bob Figueroa has been tasked to complete this
analysis. To ensure incorporation of requirements from each staff
element, he will form an implementation committee with representation
from all ICS elements. The committee will be supported contractually by
Geodynamics Corporation.
3. The functional analysis survey will have two complementary
thrusts in defining the requirements. First, key individuals throughout
the staff will be interviewed. These interviews will provide guidance
for and insight into the interpretation of the completed questionnaires.
Secondly, each staff member will complete the attached questionnaires
which will serve as the basis for formalized requirements. The
questionnaires ask three basic questions:
a What Is Your Normal (Routine) Daily Activity?
b. Whai support do you require/need from the new ICS office
support system?
c. How much information processing do you do on your job?
4. Should the questionnaires inadequately reflect your needs/
requirements, please provide your comments in narrative. If the
completed questionnaires are classified, please mark them appropriately.
5. Please be sure to identify yourself on the inside cover of this
survey. If you have any questions about the survey, please contact your
element POC or Bob Figueroa at
Enclosure: As Stated
'Bob Figueroa
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DCI
IHC
IC STAFF ACTIVITY PROFILE FORM
What Is Your Normal (Routine) Daily Activity?
Purpose: This Form is intended to identify the type of position being filled
by the respondent. It will be used as a guide to categorize and
prioritize requirements against different job categories. It is NOT
meant to be a position justification.
Estimate the average percentage of your total workday that you spend doing each
of the activities shown below. Keep in mind that all your activities should
add to a total of 100%. Although providing for detailed breakouts under the
heading "Percent of your time", the primary objective of this Form is to
solicit information under the heading "Activity Totals".
Activities
KNOWLEDGE ACTIVITIES
o Analyzing Information:
Organizing information
elements/categorizing
component parts
- Integrating information
elements from disparate
sources
- Creating support for main
ideas
- Deriving conclusions
- Developing recommendations
Percent of your time Activity Totals
TOTAL 7.
o Group Dynamics:
- 1 on 1 dialogues
- Small group, ad hoc
discussions
- Formal meetings 7.
- Travel to external sites 7.
TOTAL 7.
2
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Activities
SUPPORT ACTIVITIES
o Creating Documents:
- Writing/dictating
- Typing/revising
- Proofreading
Percent of your time Activity Totals
TOTAL
o Processing/Transferring Information:
- Reading
- Copying
- Handling mail
- Telephoning
Using a terminal
- Calculating/evaluating
TOTAL
o Storing/Retrieving Information:
- Filing
- Retrieving from files
- Searching
MANAGEMENT/DIRECTIVE ACTIVITIES
o Managing Time/Information:
- Planning
- Scheduling
- Coordinating
TOTAL
TOTAL
o Managing Personnel/Staff 7.
- Directing Staff Members
- Receiving Staff Inputs
TOTAL
Other (explain reverse)
TOTAL 70
GRAND TOTAL
3
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DCI
IHC
NEW ICS OFFICE SUPPORT SYSTEM REQUIREMENTS SURVEY
What Support Do You Require from the New ICS Office Support System
Purpose: This Form is designed to be a data gathering device in the
requirements baseline definition process. It is intended to
identify and prioritize the broad spectrum of functional
requirements meant to be supported by the new ICS office support
system. Only fill out the portion applicable to you.
Using the following list of office and data automation capabilities as
potential requirements, identify those functions which are required and which
would improve support to your daily routine. Please indicate the importance
of each functional capability required by circling an appropriate priority
number where "1" represents lowest priority and "6" represents highest
priority.
A. Office Automation
Low
Importance
High
1.
Word Processing
1
2
3
4
5
6
Spell Checker
1
2
3
4
5
6
Dynamic Dictionaries
1
2
3
4
5
6
(add your own words)
Thesaurus
1
2
3
4
Form Filler
1
2
3
4
5
6
"What You See is What You
Get" (WYSIWYG)
1
2
3
4
5
6
Mail Merge Capabilities
1
2
3
4
5
6
2.
Interoffice Memo/Coordination
1
2
3
4
5
6
"Shell" Memos
e.g. DCI Concurrency/
Signature Standard Form
1
2
3
4
5
6
other(s) (specify)
1
2
3
4
5
6
Memo tracking
1
2
3
4
5
6
3.
Electronic Spreadsheets
1
2
3
4
5
6
4
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A.
Office Automation
Low
Importance
High
4.
Electronic Filing/Personal DBMS
including files creation, retrieval,
reports & reports tracking
1
2
3
4
5
6
5.
Personal Computing Applications
1
2
3
4
5
6
Electronic In-box
1
2
3
4
5
6
Calendaring (w/Privacy Key)
1
2
3
4
5
6
Tickler (Reminder) files
1
2
3
4
5
6
Telephone Directory & Log
1
2
3
4
5
6
6.
Graphics Generation
1
2
3
4
5
6
7.
Archiving Information
1
2
3
4
5
6
8.
Transaction Logging
1
7
3
4
5
6
B.
Data Processing
Importance
1.
DBMS
1
2
3
4
5
6
2.
Accounting
1
2
3
4
5
6
3.
Special Mathematical Support
1
2
3
4
5
6
Other(s) (Specify)
1
2
3
4
5
6
Interactive Graphics
1
2
3
4
5
6
4.
Linguistic Support
1
2
3
4
5
6
5.
Personnel Data
1
2
3
4
5
6.
Archiving Information
1
2
3
4
5
6
7.
Reliability Factors
1
2
3
4
5
6
Availability
1
2
3
4
5
6
Maintainability
1
2
3
4
5
6
Redundancy
1
2
3
4
5
6
8.
Transaction Logging
1
2
3
4
5
C.
Telecommunications
Importance
1.
Electronic Mail
1
2 3 4
5
6
2.
Electronic Conferencing
1
2
3
4
5
6
3.
Tie Together ICS Locations
1
2
3
4
5
6
5
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C.
Telecommunications
Low
Importance
High
4.
Interface Intel Comm Systems
1
2
3
4
5
6
(Specify)
1
2
3
4
5
6
1
2
3
4
5
6
5.
Interface to Program Budget
System (PBS)
1
2
3
4
5
6
6.
Facsimile
1
2
3
4
5
6
7.
DACOM
1
2
3
4
5
6
8.
Voice Communications
1
2
3
4
5
6
Upgrade Black & Green lines
1
2
3
4
5
6
Integrate Voice & Data
1
2.
3
4
5
6
D.
Special Requirements
Importance
1.
Workstation at every desk?
1
2
3
4
5
6
2.
Security-Implement ICS Policy
1
2
3
4
5
6
3.
OCR Input/Output
1
2
3
4
5
6
4.
Desktop Publishing
1
2
3
4
5
6
5.
Special Reproduction
e.g., Briefing Slides
1
2
3
4
5
6
6.
Portable Terminals,
e.g., Laptop PCs
1
2
3
4
5
6
7.
System Administration
1
2
3
4
5
6
Administrator & Backup
1
2
3
4
5
6
Policies & Procedures
1
2
3
4
5
6
If the above responses inadequately reflect your needs/requirements, please
enter a statement of your need/requirement below. Please comment on the
tangible and intangible benefits of satisfying your requirements.
Need Statement: Benefits
(Tangible) (Intangible)
6
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DCI
IHC
IC STAFF QUESTIONNAIRE - VOLUME OF INFORMATION PROCESSING
How Much Information Processing Do You Do in Your Job?
Purpose: This Form is intended to provide an understanding of the volume of
documents, messages, etc. handled by the respondent.
Document Handling
1. How many documents that you refer to, update, or
change do you collect in one week?
2. What is their average size? pages
3. How many static documents that might be referred to
by others, as well as by yourself, do you store (file)
in one week?
4. What is their average size?
5. How often to you refer to static documents that
others use?
Communications
6. How many telephone messages do you receive each day?
7. How many telephone messages do you send each day?
S. How many written communications (e.g., memos) do you
receive each day?
9. How many written communications do you send each day?
10. How many of these written communications go to
multiple receivers?
Scheduling Time/Meetings
11. How many meetings do you attend each week with others
in your work group?
12. What is the average number of attendees at these
meetings?
7
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13. How many meetings do you schedule each week for
others in your work group?
14. What is the average number of attendees at these
meetings?
15. How often do you check or update your calendar each
week?
Work Tasks Yes No
16. Do you create finished documents (written and revised)
as a major part of your job functions?
17. Do you need access to information from your
computer's data base?
18. Do you need to integrate computer information into
documents you create?
19. Do you need formal computer generated reports
produced and distributed? If yes, indicate
periodicity
Archiving Information
20. Do you have a requirement to archive information
generated in the course of your work? If yes,
answer the following by circling a response.
a Do your requirements for archiving stem from
(1) Higher authority outside your workgroup
(2) Superior within the workgroup
(3) Common sense
(4) Other - Specify
b. Is there a limit on the length of time that records
must be maintained in archival files? If yes,
answer the following by circling a response
(1) one year
(2) 5 years
(3) 10 years
(4) Other (specify)
8
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Declassified in Part - Sanitized Copy Approved for Release 2013/09/25 : CIA-RDP90M00551R000700340008-9