(Classified) REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP69B00596R000100040001-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: November 17, 2016
• Document Release Date: January 6, 2000
• Sequence Number: 1
• Publication Date: November 16, 1966
• Content Type: MF

Approved For Release 2000/08/2$r -'elA-RDP69 d4Mi .60040001-1
16 November 1966
avIEMORANDUM FOR: Acting Deputy Director for Science
and Technology
25X1A
SUBJECT
Report
1. The sections of the report which specifically impact upon,
or are of specific interest to, OCS are V 4-12 and VI 8. I did not
see the entire report; copies of the papers noted were brought to me.
2. I endorse the basic conclusion that there should be a better
procurement management system and that logical components of such
a system include logistics support and R&D management. But I do
not see the logic of such systems development occurring outside of
present DDS systems analysis efforts. The DDS has underway studies
aimed at personnel, finance, and materiel processing, among others,
both to improve present procedures and to develop a long-range man-
age _nent approach to, administrative support. We have now been given
app;oval to acquire significant personnel and machine assets to assist
the DDS in these analyses. A first consideration might well be to
enlarge the scope of the "- Study, " if indeed the 25X1 A
proposals exceed its scope. 25X1A
3. Similarly, although the O/DDS&T contract management
(CONARS) system developments and OSA contract procedures deserve
-?raise and reflect considerable initiative, efficiency, far-sightedness
anc. the like, it does not follow that the S & T Directorate ought, there-
,ore, to get into common-concern administrative activities. Rather
the techniques and procedures that represent improvements ought, I
think, to be passed on to the DDS. And, as good a forward step as
CONARS is, I think it can be improved upon.
4. The comment that the DDS is "constrained to'work within OGS
360 plans" is, at worst, snide and, at best, naive. The decision to use
OCS rather than acquire separate DDS equipment was a conscious
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c.cision. That decision, of course, can be reconsidered at any
time, but I submit that there is not yet any real basis for deciding
that the 360 hardware can't do the DDS job. Past performance
problems were the direct result of inadequate assets; as noted,
this situation will change.
5. The skepticism as to whether one piece of hardware can do
scientific, administrative, and information storage and retrieval
jobs is, I think, antiquated; I think the equipment which we have
coming in can. I asked specifically for details on how the 360 was
built to avoid compromises when handling those three kinds of jobs
when I was in Poughkeepsie recently, I asked the author of the ADP
comments in the Report about his familiarity with ADP
generally and the 360 system specifically when the oral presentation
was given on the Report some time ago. He admitted that he had not
pursued the subject in any great depth.
6. As to centralization vs. decentralization, this battle continues
to be waged across the country. The fact is that there is no basis for
a black or white choice. It is not impossible that the cost/effectiveness
gains claimed for the time-shared, remote query, multi-processing,
multi-programming 360/Model 67 will not prove out, and stand-alone
systems for the DDS jobs, and the DDI, and the DDS&T, and the DDP
might result. But there is no statistical evidence from an operating
environment to either prove or disprove the manufacturer's claims.
Let's use the assets now given us to find out, assuming a positive, not
negative, approach.
25X1A
Director of Computer Services
SECRET
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