LONG-RANGE DATA PROCESSING MANAGEMENT PLAN FY 1979-FY1984

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01003A000100140001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 44
• Document Creation Date: December 15, 2016
• Document Release Date: September 24, 2002
• Sequence Number: 1
• Publication Date: February 14, 1979
• Content Type: REPORT

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OFFICE OF DATA PROCESSING
LONG-RANGE
DATA PROCESSING MANAGEMENT PLAN
FY 1979 - FY 1984
14 February 1979
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CONTENTS
.................................................................
EXECUTIVE SUMMARY ..
SECTION 1-INTRODUCTION
Page
v
1.1 Purpose of Plan .......................................................................................................... 1
1.2 Goals and Objectives .................................................................................................... 1
1.3 Policies and Guidelines .............................................................................................. 3
1.4 Assumptions ................................................................................................................ 3
................................................................................................
1.5 Issues 4
SECTION 2-ENVIRONMENT
2.1 Intelligence Community Enviroment .......................................................................... 5
2.2 Management Environment .......................................................................................... 5
2.3 ADP Environment ...................................................................................................... 6
2.3.1 General ................................................................................................................ 6
.......................
2.3.2 Effect on ODP 7
2.4 ODP Environment 7
2.5 . SAFE ............................................................................................................................ 7
SECTION 3-ODP RESOURCES
3.1 Hardware ...................................................................................................................... 9
3.1.1 Ruffing Computer Center (RCC) .................................................................... 10 9
3.1.2 Special Computer Center (SCC) ....................................................................
3.2 Software ................ 10
.............................................................................
3.2.1 Systems ................................................................................................................ 11
3.2.2 Applications ........................................................................................................ 12
3.3 Personnel .............................................. 13
........................................................................
3.3.1 Composition ....................................................................................................... 13
3.3.2 Training ...................................................... .................................................... 13
3.4 Space ................................................ 14
............................................................................
3.5 Communications .......................................... 14
..................................................................
SECTION 4-REQUIREMENTS
4.1 General .......................................................................................................................... 15
4.2 Major Projects ............................................................................................................ 16
4.2.1 SAFE ..................................................................... 16
4.2.2 DDO .................................................................................................................. 16
4.2.3 OCR ................................ 17
4.2:4 CAMS ................................................................................................................ 17
4.2.5 AMPS .................................................................................................................. 18
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Page
4.3 Remote Processing ........................................................................................................ 18
4.3.1 Minicomputers .................................................................................................. 18
4.3.2 Terminals ............................................................................................................ 18
4.3.3 Communications .................................................................................................. 20
4.4 Personnel ...................................................................................................................... 20
4.4.1 Rotational ............................................................................................................ 20
4.4.2 Training .............................................................................................................. 20
5.1 General .......................................................................................................................... 21
5.1.1 Space .................................................................................................................. 21
5.1.2 New Initiatives .................................................................................................... 21
5.1.3 Security .............................................................................................................. 24
5.2 Hardware ...................................................................................................................... 24
5.2.1 Central Processors ............................................................................................ 24
5.2.2 Data Storage ...................................................................................................... 31
5.3 Software ...................................................................................................................... 31
5.3.1 Systems ................................................................................................................ 31
5.3.2 Applications ........................................................................................................ 33
5.4 Personnel ...................................................................................................................... 34
5.4.1 Strength .............................................................................................................. 34
5.4.2 Training .............................................................................................................. 34
Table 1. ODP Workload Summary .................................................................................. ..16
Table 2. User Terminal Protection .................................................................................... 19
Figure 1. Batch Capacity vs. Workload .......................................................................... 26
Figure 2. GIMS Capacity vs. Workload ........................................................................ 27
Figure 3. VM Capacity vs. Workload ............................................................................. 29
Figure 4. CAMS Capacity vs. Workload ....................................................................... 30
Figure 5. DDO CPU Capacity vs. Workload ............ ..................................................... 32
A. ACRONYMS and ABBREVIATIONS .................................................................... A-1
B. MAJOR APPLICATIONS ........................................................................................ B-I
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EXECUTIVE SUMMARY
This long-range plan, addressing the period from FY 1979 into FY 1984 was written to
assist Office of Data Processing (ODP) managers in concentrating their collective efforts
toward remaining responsive to the ADP requirements of the Agency and the Intelligence
Community, and in allocating and scheduling their resources through this planning period.
Also it is anticipated that this plan will be useful to senior managers throughout the Agency in
their planning for ODP support.
The goals established for this Office are summarized as follows:
1. Provide adequate common use and special-purpose Automatic Data Processing (ADP)
resources to fulfill approved requirements.
2. Anticipate resource requirements in advance of user demands and provide adequate
ADP service to meet these requirements.
3. Provide users and managers with information about their use of ADP resources.
4. Increase ODP's participation in CIA's management of ADP.
5. Improve ADP security and contingency planning.
Principal issues confronting ODP management during this period are summarized as:
1. Increased CIA demand for ADP support in the face of limited resources (e.g.,
personnel, space, utilities, and funds).
2. Loss of uniquely skilled ADP specialists to higher paying positions.
3. Increasing interdependencies of information management/handling technologies.
4. Restrictive GSA and OMB ADP directives, and imposed budgetary and logistical
constraints to orderly ADP growth.
5. Increased external oversight from within the Agency and from outside (e.g. IRO).
6. Increasing requirements for support to community ADP activities.
After taking as a 'given' the assumption that Federal budgets will continue to impose
ADP growth limitations, ODP enters into this planning period with the belief that the two
most severe problems we face are the limited and tightly controlled computer hardware
floorspace, and the increasing difficulty in recruiting, retaining, and expanding our comple-
ment of skilled and motivated ADP professional personnel. Floorspace is'a critical item, since
the expanding requirements for ADP support identified by customer offices cannot be met
without incremental increases in hardware space, despite the increased miniaturization being
introduced into computer technology. A continuing drain of certain highly technical and
uniquely skilled ADP personnel, lured away by a highly competitive 'job market, will
jeopardize our ability to continue to offer the advanced level of computer support ODP
provides today.
Major resources available within ODP at the start of this planning period include:
1. Central Processors
In terms of large-scale Central Processing Units (CPU), ODP has a current
inventory of ten machines, three IBM 370/168's, three IBM 370/158s, and one each
IBM 3033, IBM 360/65, IBM 360/67, and AMDAHL 470V/6.
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2. Personnel 9 9S X
The FY 1979 authorized strength of ODP is
3. Budget
The FY 1979 approved budget for ODP is
4. Space
ODP hardware and personnel occupy 88,401 square feet of Agency floorspace.
Requirements for ADP support, as identified by customer offices, reflect a continual
increase in practically all of the services offered today. Batch processing requirements
continue to increase at a rate of approximately 10 to 15 percent per year. Online requirements
reflect a comparable annual increase, and requirements for remote terminals and printers
during this planning period project an increase of over three times the present level of
approximately 1,000 remote devices. Although projecting quantifiable long-range require-
ments for applications software development is more nebulous than projecting hardware
requirements, the backlog of applications development requests continues unabated, and the
ODP assumption that this situation will continue remains unchallengeable. The success of the
ODP rotational assignmei&i program for its officers is attested to by the continuing and
increasing provision of positions by customer offices to be filled by ODP rotational assignees.
Major ODP plans that are addressed in this paper include the following:
1. Hardware
.~? During this planning
period, ODP expects to release the remaining IBM
360-series machines and either release one of the three IBM 370/158s, or, based on a
predictable increase in community-wide computer involvement, retain the freed IBM
370/158 and dedicate it for possible use as a community host computer servicing
community applications. Four new, as yet unidentified, CPUs will be installed to
expand the existing capacity during this time frame, replacing existing CPUs of lesser
capacity. Three machines will be used to upgrade the COMIREX and Operations
Directorate support in the ODP Special Computer Center. The fourth will be used to
replace an existing lower-capacity machine, thereby expanding the batch processing
and GIMS capacity in the ODP Ruffing Computer Center. Based on the predicted
growth in use of the VM interactive system, the existing central processor supporting
VM will be saturated by the FY 1983-1984 timeframe. Advances in technology
through this planning period will dictate whether this saturation should be resolved by
replacing the existing CPU or augmenting it with an additional CPU. This issue will
be better defined in subsequent years.
2. Personnel
As the growth in central and distributed hardware continues, so too must the
increase in ADP personnel continue in order to, manage, program, maintain, and
operate this hardware. ODP should increase its assigned strength at the rate of
approximately 5 percent per year during this planning period. Additionally, the
establishment of the SAFE Computer Center in FY 1981 will call for an initial cadre
of not less than seven personnel, and will grow to a need for approximately 29
operations personnel by the end of this planning period. Given that the SAFE Project
Office will be permitted a programmed increase in manning through the SAFE
development phase, these personnel will be available from within that organization.
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3. Budget
The decreasing cost of computer hardware will be offset by the increasing cost of
personnel and software, thus the budget projections through this planning period
remain relatively level.
4. Space
By the close of this planning period, ODP projects that not less than 6,000
additional square feet of hardware space to support the Ruffing Center, 21,300
additional square feet of hardware and personnel space to support the SAFE Center,
and approximately 11,000 additional square feet in Headquarters and
to accommodate staff, contractor, and vendor personnel will be needed.
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SECTION 1-INTRODUCTION
1.1 Purpose of Plan
This plan is written to assist management personnel within ODP in -focusing their
collective efforts toward planning, scheduling, and projecting resource allocations for the
period from Fiscal Year 1979 through Fiscal Year 1984. Inasmuch as this plan is based on the
requirements for ODP support identified by all Agency managers, it is anticipated that it will
be of interest to management personnel throughout the Agency as well as within ODP. This
plan will be updated annually to reflect the changing conditions and will provide the basis for
progress reporting and selected budgeting actions.
The purpose of this plan is to identify and enunciate the goals of this office over the next
five years, and to identify actions that must be taken, issues that must be resolved, and budget
authorizations that must be achieved in order to reach these goals.
techno-
eustomerplanning
In recognition of the uncedi ba ~ a~ofte~n ilwih ltdefinedlong-range
and
I0gically logically volatile environment
reader is cautioned that this plan is subject to major changes as the years unfold.
The main body of this plan is contained within Sections 3, 4, and 5. Section 3, "ODP
Resources", describes the present major activities and resources within ODP, Section 4,
"Requirements", describes the identified user requirements for ADP support, and Section 5,
"Plans", describes the action that ODP must undertake to satisfy these requirements. Section
5 also identifies new initiatives that ODP must consider to permit enhancement of services to
all users, in general.
1.2 Goals and Objectives
The content of this plan is based on the following goals and objectives that have been
identified by ODP management:
GOAL 1
ODP will provide adequate common-use ADP resources, operated as a utility, to
satisfy externally generated, justified, and approved requirements.
Objectives to meet this goal include:
1. Design, installation, operation, and maintenance of adequate hardware and
system software.
2. Development, installation, and maintenance of adequate applications software.
3. Recruitment, training, and retention of properly skilled ADP technicians.
GOAL 2
ODP will anticipate user needs and have adequate resources in advance of demands.
Objectives to meet this goal include:
1. Tracking of resource utilization trend lines and projection of these into the future.
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2. Solicitation of user projection data.
3. Evaluation of new technology and assessment of its impact on user needs.
4. Budgeting for resources needed to fulfill user requirements.
ODP will provide users and managers with sufficient resources utilization informa-
tion to evaluate cost versus benefits of central ADP services.
Objectives to meet this goal include:
1. Development and distribution of terminal utilization reports.
2. Refinement, enhancement, and continued distribution of the Project Activity
Reports.
3. Identification to Agency senior managers of those user activities that are actual
or projected major consumers of ADP resources and evaluation of the impact of
this consumption on ODP resources.
4. Continued development and refinement of software/hardware performance-
evaluation techniques to optimize use of existing resources.
ODP will provide special purpose (standalone--not served from common use system)
ADP resources to satisfy externally generated, justified, and approved requirements.
Objectives to meet this goal include:
1. Design, installation, operation and maintenance of appropriate special purpose
hardware systems.
2. Development and maintenance of appropriate special-purpose software.
3. Recruitment or assignment and training of personnel to operate and maintain the
ADP resources.
GOAL 5
Increase ODP's participation in CIA's management of ADP.
Objectives to meet this goal include:
1. Promulgation of Agency-wide software development standards.
2. Development of Agency minicomputer standards.
3. Earlier participation in the ADP planning and procurement process for non-ODP
activities.
4. Greater involvement in Agency, Inter-Agency, and Federal ADP programs and
activities.
GOAL 6
Provide for continuation of essential ADP services during periods of disaster.
Objectives to meet this goal include:
1. Development and maintenance of an Office disaster plan.
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2. Identification of potential sources of hardware backup.
GOAL 7
Improve the security of ODP ADP facilities and resources.
Objectives to meet this goal include:
1. Redesign of computer access points.
2. Implementation of dataset, applications, and production security techniques.
3. Enhanced password/userid management.
4. Tighter control over magnetic storage media.
5. Improved operational standards and procedures.
1.3 Policies and Guidelines
a. Policies
Policies of the Director of Data Processing, relevant to this Long-Range Plan include:
(1) Standardization
Additional emphasis will be placed on the importance of the development of
standard systems in both hardware and software. Duplicate services, be they in
hardware, software, or in personnel, should be identified and reduced or
eliminated where possible.
(2) Security
Security issues will be identified and prioritized and given special management
attention. The security of all ODP computers, output, and data sets will be
controlled and enhanced to the highest practical degree.
(3) Minicomputers
ODP will select and standardize a family of compatible minicomputers for
Agency-wide use. New applications will be designed for standardized, customer-
funded, customer-housed minicomputers, when feasible and cost-effective. ODP
will provide a full range of support services to the standardized minicomputers
provided sufficient funds and personnel are available.
b. Guidelines
(1) Limited-use software packages will be discouraged and a means will be found to
review the use of and need for existing packages (languages, compilers, etc.) with
an end objective being to eliminate obsolete or marginal software facilities.
(2) Requests for additional customer facilities, more terminals, more concurrent user
access to online systems, or other enhancements, should be carefully evaluated for
their effect on total system performance.
1.4 Assumptions
This plan was developed based on the following assumptions:
a. Federal budgets will continue to be austere and will limit of real ADP growth in the
Agency.
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b. Pressure on ODP to develop new ADP initiatives will continue.
c. Physical floorspace will continue to be a limited and tightly controlled resource.
d. Future expansion of ADP services will be adequately supported by communications
services.
e. Part of the cost of new initiatives will be absorbed by new technologies.
f. Increased emphasis on ADP security will consume an increased portion of ADP
budgets.
g. Use of intelligent terminals, communications networks, and minicomputers will
increase significantly; some of these will be networked with the large central
mainframes.
h. Large-scale system technology will continue its current evolutionary path of develop-
ment, and will provide the bulk of ODP services.
i. ODP will play an increasing role in the support of Intelligence Community ADP
requirements.
1.5 Issues
Development of this plan has surfaced a number of issues which must be resolved as this
planning period unfolds. The most significant of these issues are:
a. Increasing demands for ADP support, despite an environment of limited resources.
b. The loss of skilled ADP personnel, who leave because of noncompetitive salaries,
limited career opportunities, and crowded working conditions.
c. Increasing interdependence of ADP with such information management technologies
as office automation, word processing, records management, and communication.
d. Increasingly restrictive interpretation of GSA and OMB regulations and directives
that stifle or delay new ADP initiatives.
e. Arbitrary constraints on procurement of terminals to meet the requirements identified
by customer offices; this will limit the increased productivity that could be obtained by
CIA analysts from the powerful central system we have provided them.
f. As ODP is called upon to support community projects, it will become increasingly
important to ensure that the resources (personnel, funds, and space) are provided to
develop and maintain these projects.
g. Despite the increasing availability and utility of minicomputers as viable alternatives
to large-scale mainframe computers, restrictive procurement directives and budgetary
decisions preclude the logical development and application of these' alternatives by
ODP.
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SECTION 2-ENVIRONMENT
2.1 Intelligence Community Environment
The members of the Intelligence Community are receiving progressively stronger
pressure to function more as a cooperative team rather than as individual agencies. The recent
re-emphasis of the community role of the Director of Central Intelligence, followed by his
establishment of community organizations, such as the National Intelligence Tasking Center
and the Resource Management Staff (RMS), are clear indications of this direction.
The Information Resources Office (IRO), a component of the Resource Management
Staff, has been charged with undertaking "the coordination, development and implementation
of a coordinated ADP plan for the U.S. Intelligence Community..." * In this role, IRO
intends to integrate the long-range r'?-' of all member agencies into a community-wide plan,
followed by a determination of whether or not to adopt and publish the plan as a community
effort.**
2.2 Management Environment
CIA management is taking steps to focus more management attention on the manner in
which its ADP dollar is being spent. On 22 June 1976 the Executive Advisory Group (EAG),
consisting of the Deputy Director of Central Intelligence (DDCIY as Chairman, the
Comptroller, the General Counsel, and the four Directorate Deputies, was formed to (among
other purposes) "identify important Agency-wide issues." On 16 December 1976, the DDCI
identified four fundamental ADP issues for the EAG to consider, including (1) monitoring
and controlling the use of ADP resources, (2) planning for future ADP requirements, (3)
insuring the proper balance between centralized and decentralized computer facilities, and (4)
studying the desirability of consolidating related data processing activities. In a memorandum
dated 26 July 1978, the DDCI further charged the EAG with becoming familiar with, and
passing judgement on, each of the major computer applications either existing or under
development. This executive-level awareness of major ADP expenditures has caused a rippling
effect throughout the levels of CIA management, and is beginning to cause middle managers
to become more actively involved in ADP planning and management than ever before.
As the increasing size of the Agency ADP budget became more visible to top
management, a means was sought by which Agency management could identify, track, and
pass judgement on the major consumers of ADP resources. The existing ODP project
accounting system, which reports monthly on each offices' use of ODP resources, by project,
served as the initial vehicle for this effort. In this context, a "project" is defined as a unique
application or group of applications developed to resolve a particular ADP requirement for a
customer office. Some projects are quite small, consuming barely measurable ODP resources,
and others are comparatively massive, requiring a significant amount of ODP resources.
Further, other projects being processed for a single customer component are sufficiently
similar to allow them to be considered as a group of related projects, thus qualifying them to
be defined as a composite of projects.
* DCI Report to Senate Select Committee on intelligence, Intelligence Community Management and Use of
ADP and Information Handling Resources, dated February 1978. (pp 13-14)
** Working Paper to IHC Subcommittee dated II September 1978 from , Chairman,
DCI Intelligence Information Handling Committee.
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Although there currently are about 1,000 "projects" which have been identified to ODP,
analysis has revealed that less than 30 of these projects or composites of projects account for
the consumption of some 80 percent of ODP's annual ADP resources.
These projects, which are reviewed and rejustified annually to the EAG, are briefly
described in Appendix B of this plan. This description also includes an indication of their
current ODP activity, and their expected ODP resource requirements through this planning
period. Justification and rejustification for these projects are performed by the user
component and requires emphasis on the contribution that will be made by the continuation of
the project to the mission effectiveness of the user office.
As is true in most service organizations, ODP has limited opportunity to validate
customer requirements. Although ODP does have concurrence authority for certain automatic
data processing equipment procurement, the Office is not empowered to approve or disapprove
an ADP requirement raised by other Agency components. In an effort to reduce the possibility
of receiving poorly justified customer requests, each customer office and directorate has been
asked to identify one senior individual as the organization "ADP Control Officer" to serve as
the organizational approving officer for ADP-related activities. It is in both ODP's and the
customer offices' interest that the selected individual possess a thorough background in ADP
management through either experience or formal training. Several organizations, with an
ODP rotational assignee on their staff, have chosen to designate this individual as their ADP
Control Officer. This practice has proven to be highly successful, in that it permits a trained
,data processing professional to both validate and prioritize the computer support requested.
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2.3 ADP Environment
During this planning period ODP does not envision any startling new developments in
ADP technology; however, breakthroughs in technology are exceptionally difficult to predict.
The most significant advances that can be anticipated are increased miniaturization of
hardware components, greatly increased central processor speeds, faster peripheral devices,
network architectures, increased interactive applications, graphical capability, and
mini/micro introduction. Toward the end of this period, the distinction between large central
processors and minicomputers will become increasingly obscured.
During the next five years, there will be more extensive use of minicomputers either in
lieu of or in combination with large computers. Distributed computer power will be more
directly available to the user at his working station, but the need for and growth of large
mainframe facilities will continue. The major advances in this decade will be in peripheral
devices based on the improvement of existing technology and in exploitation of such fields as
magnetic bubbles, cryogenics, microprogramming, networks, and communications protocols.
Expanded use of improved memory, high-speed tape drives, disk storage, and mass-storage
will be seen. In combination, improved hardware and software will significantly increase the
amount of online information directly accessible to ODP's users.
Major advances will occur in communications. Use of remote terminals located at great
distances from the computer, supporting users not now being - served, will substantially
increase, as will the use of direct communication between computers. Because of increased
processing speeds coupled with communication advances, improved software, and lower lease
costs, the ADP hardware product cost should lessen substantially. ADP processor hardware
prices will decrease, resulting in an improved price/performance ratio; however, the labor to
create software (and the price) will increase, but at a more constant rate.
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2.3.2 Effect on ODP
The effect of advances in technology on ODP during the next decade will be primarily in
the area of space utilization and cost effectiveness. The most compelling reasons for replacing
existing hardware during the next five years are improved hardware and system software
reliability, increased capacity and capability because of increasing consumer requirements,
and limited floorspace available for expansion. Also, there will be an increasing use of
minicomputers for a variety of applications, including scientific and engineering, as well as
business applications. Finally, there will be a definite and dramatic trend for increased use of
data management software (such as RAMIS), and the relatively static use of standard
language compilers, such as FORTRAN and PL/I.
2.4 ODP Environment
The Director of Data Processing is responsible for providing a central computer service to
satisfy ADP requests from Agency components, and from the Intelligence Community, as
assigned. Data processing services range from such traditional activities as data conversion
and over-the-counter batch processing, to more exotic and diverse activities such as remote
graphics, online text composition and database management. The ODP computer activities
currently account for about half of the CIA's ADP budget.
Major milestones in the history and growth of this Office include the following:
? Formed in 1963 as the Office of Computer Services within the Science and Technology
Directorate.
? By 1965, had an assigned strength of =personnel.
? Redesignated as the office of Joint Computer Support in 1973 and transferred to the
Management and Services (now Administration) Directorate.
? In 1973, subsumed the computer support that had been provided by the Central
Reference Service (now the Office of Central Reference) Computer Center. Autho-
rized strength up to =personnel.
? In 1974, assigned operational management of the Operations Directorate Computer
Center.
? In 1976, redesignated as the Office of Data Processing and reorganized into the current
structure of the Office of the Director, Management Staff, Administrative Staff,
Special Projects Staff, and two Deputy Directors-Processing and Applications.
Applications programmers were moved t Current authorized
strength is= personnel.
? In 1978, the position of Deputy Director/ODP was reestablished.
The transition of this office during the past five years from a predominately batch
processing environment to an online and real-time batch capability has allowed ODP to offer
computer support to its users comparable to the most sophisticated facilities in the country.
2.5 SAFE
Early in the 1970s, the Office of Central Reference (OCR, then the Central Reference dco Service) began studying the feasibility of reducing the flow and storage of pars Fly
o the
documents. This study led to the concept of the SAFE (Support
Environment) project, which was envisioned as leading to a "paperless office," with all
information being received, indexed, stored, and created in an online environment. Using the
existing software packages available in OCR, an interim "test-bed" SAFE was introduced, by
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which OCR performed exhaustive studies and surveys of selected analysts and offices who
were participating in the pilot project.
On determining the feasibility of SAFE, CIA authorized the development of the project
subject to considerable management oversight, and assigned development responsibility to
ODP.
In 1975, the ODP Special Projects Staff, originally composed of ODP and CRS
personnel, was established to undertake the further study and development of SAFE. In 1978,
this complement was appreciably increased by personnel from the Defense Intelligence
Agency (DIA) when it became apparent to Congress that the similarities between SAFE and
DIA ADISS (Advanced Defense Intelligence Support System) might justify a joint develop-
ment effort. At that time, the Special Projects Staff was redesignated as the Consolidated
SAFE Project Office (CSPO).
Project SAFE is referenced frequently in this plan, and serves as one of the major
influences on the validity of this plan as SAFE passes through its development milestones. If,
for example, the development of SAFE is delayed, ODP can anticipate being asked to divert
more of its existing resources to expansion and enhancement of the current "Interim SAFE"
effort. Conversely, if SAFE continues on schedule, the resultant decrease in central resource
usage brought about by the termination of "Interim SAFE" may be more than offset by the
serendipitous effect on the neophyte SAFE user, who becomes exposed to the wide range of
computer facilities available in the Ruffing Center.
As currently planned, the consolidated SAFE System-Acquisition Phase will begin in
-March 1979 when one of the two design competition contractors will be selected as a prime
contractor to design and implement the system. The system will be developed and introduced
into service in phases, resulting in an Initial Operational Capability (IOC-1) in 1982 for direct
analyst support capabilities, an IOC-2 in 1983 for large, structured database capabilities, and
a consolidated initial operational capability (Consolidated IOC) in 1984.
As SAFE passes through its operational developmental stages the requirements for
operations manning will incrementally increase, calling for an initial cadre of seven personnel
by FY 1981, then expanding rapidly to a manning level comparable to the ODP Special
Center (29 personnel) by FY 1982. It is anticipated that these personnel will be recruited into
the Consolidated SAFE Project Office during the developmental stages of SAFE, and that
they, as well as the encumbent hardware and software ADP professionals will be absorbed
into ODP as the final system becomes operational. Notwithstanding the probability that
SAFE will become operational during this planning period and that there will be a
requirement for additional personnel as the operation and management of the SAFE
Computer Center becomes integrated into ODP, this plan does not address specific SAFE
hardware requirements and plans. This information is or will be thoroughly covered in SAFE
project documentation.
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SECTION 3-ODP RESOURCES
3.1 Hardware
This subsection describes the major resources available within ODP at the beginning of
this planning period and, where appropriate, touches on some of the history as to why these
resources exist.
3.1.1 Ruffing Computer Center (0003)
The Ruffing Computer Center provides general computer support to fifty separate CIA
components, including the IC Staff.
a. Central Processing Units
The current CPU configuration is:
CPU Type
IBM 3033
IBM 370/168(1)
IBM 370/168(2)
IBM 370/168(3)
AMDAHL 470V/6
1RM 360/65
O/S Primary Functions
VM Interactive Timesharing
MVT OCR Support/Batch
MVS Netwotlt Control/Batch
MVT Management Information (GIM/P)
MVS Batch Processing
MVT Management Information (GIM/D)
25X1
b. Functions
1. Interactive Timesharing System
About 2,500 users are authorized to use the primary Interactive system.
During prime time, there are over 170 concurrent users,"which represents an
increase of approximately 17 percent over the previous year.
2. Batch Processing System
A daily average of 2,250 jobs are processed through the Ruffing Center batch
network, which represents an increase of 55 percent of job count and 15 percent of
CPU utilization over the previous year.
3. Data Base Management System
About 900 users are authorized to use GIMS, the primary database manage-
ment system. During prime time there are an average of 75 concurrent users who
generate an average of 14,000 prime shift GIMS transactions.
lis expected to become fully
operational in the third quarter, port eight graphics terminals,
18 general-purpose CRT's, and two plotters.
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25X1A
25X1A
5. ice of Central Reference (OCR) Support
Support for OCR consists of six online programs and a number of batch
support programs. The online programs are the data input applications 25X1 A
and0 the database applications AEGIS and RECON, and the free text
search application0 MAD, a batch application, is run periodically during
the day and uses tapes from the OCR minicomputer as input to update the
database. The online programs are available during the prime shift of each working
day.
These programs, plus those described in Appendix B as "Subject Index" and
"Interim SAFE," represent the major support to OCR that is expected to be
absorbed into the SAFE Computer Center when operational. These systems are
processed on an IBM 370/168 in the Ruffing Computer Center and account for
approximately 40 percent of the CPU utilization for this machine during prime
time.
6. Message Processing
ODP is currently distributing approximately 29,400 cables per week from the
Office of Communications Signal Center Cable Dissemination System to provide
`electronic mail" service for the Agency.
3.1.2 Special Center (GC47)
The Special Computer Center provides dedicated computer support to two organiza-
tions-the DDO Information Management Staff (IMS), and the DCI Imagery Requirements
and Exploitation Committee (COMIREX).
a. Central Processing Units (CPU's)
Current CPU configuration is:
CPU Type O/S Primary Functions
IBM 370/158(R) MVS DDO ALLSTAR
IBM 370/158(B) SVS Batch/DDO-CAMS backup
IBM 370/158 MVT CAMS Production
1. DDO Support
Support to the DDO in the Special Computer Center is through both online
(STAR and NIPS) and batch services. STAR is an information storage and
retrieval system, and NIPS is a database management system. Typically the DDO
will have 90 online users during prime time, and a daily batch workload of 200
jobs.
2. COMIREX Support
CAMS provides both batch and online support, with a daily maximum of 50
concurrent online users, and a batch workload of 130 jobs.
3.2 Software
This subsection describes the major systems software resources available within ODP and
the ODP applications development and maintenance process.
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3.2.1 System Software
a. Batch Processing
Agency-wide batch processing services are provided in the Ruffing Computer
Center on a complex of loosely coupled CPUs. Jobs are received and scheduled, and
output is processed under the control of IBM's Job-Entry Subsystem Three (JES3).
JES3 runs under the Multiple Virtual Storage (MVS) operating system on a single
CPU but controls the scheduling of batch work to be run on all the machines defined
in its complex. In terms of both the amount of computational work and resources
dedicated to it, the batch service is significantly larger and impacts more customers
than any other ODP service. All of the online services together, however, do represent
a larger resource investment than the batch service. Further, a considerable portion of
the batch work is done in response to or as an extension of the online services.
The MVS/JES3 CPU receives jobs directly from online card readers and via
teleprocessing lines from the VM machine, remote job entry (RJE) stations, and from
the OC message-processing system. This work is scheduled and run on either MVS- or
MVT-drive" CPUs. Conversion to a completely MVS-driven batch environment is
underway and will be completed in FY 1979.
In addition to reducing the amount of software to be maintained and to
simplifying the user's interface, complete conversion to MVS will provide the Agency
with the most secure and reliable operating system available for batch processing on
its equipment. MVS was designed for large sys.ms as those operated in ODP,
contains added recovery capability, and is fully supported by IBM. JES3 has the
advantage, in a multiple CPU environment, of optimizing the scheduling of work
across all the machines and peripheral equipment within its complex. It also presents a
single-system image to the operator, thereby reducing the number of consoles and
operations personnel required to operate the service.
To meet the user requirements for compartmentation, batch processing in the
Special Computer Center is provided in an electronically isolated environment. The
DDO/IMS batch jobs generally are processed on the IBM 370/158 (Blue). Currently
the DDO machines are tasked for batch work only through online card readers and
NIPS batch facilities.
CAMS batch jobs are processed on the IBM 370/158 dedicated to supporting
this project. The CPU receives jobs either directly from online software or from RJE
stations.
b. Generalized Information Management System (GINS)
GIMS is the database-management facility provided by ODP for those customers
who have large, complex, information-handling requirements. GIMS is capable of
managing multiple data base applications on the same CPU. Each application is
logically secured from access by other non-authorized GIMS users. This service is
provided on a single CPU in the Ruffing Computer Center for 26 distinct production
applications.
Because of the complexity of the update and extract command functions
available to the GIMS user, untested user commands could cause system loops or
other forms of system degradation which could have widespread implications to all
GIMS users. To ensure that the production applications serviced by GIMS are not
degraded by new application testing, a GIMS development system is provided on
another machine in the Ruffing Computer Center, the IBM 360/65.
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25X1A
c. Virtual Machine (VM)
The VM operating system is used by ODP to satisfy Agency requirements for
timesharing services. A full range of facilities is offered, including; online file
construction and update, compilation and interactive execution of programs, and the
capability to submit input to, and receive output from the batch processing service.
Examples of the facilities available through VM are the RAMIS database
management system,0 continuous system simulation facility, APL and
BASIC interactive programming languages, and SCRIPT text processing. VM also
provides for the capability of concurrently running other operating systems under its
control on the same machine. This facility is used by personnel from the Systems
Programming Division (SPD) of ODP to test new releases of the operating systems
and other software packages which they maintain.
VM is run on a single CPU in the Ruffing Computer Center. Because it is the
primary access to the batch processing service and because its other facilities are so
universally in demand, this service will be provided in an uninterrupted mode to the
user community on a 24 hour basis as of FY 1979.
d. National Military Command System, Information Processing System (NIPS)
NIPS is a database-management system in use for both batch and online
applications. NIPS provides an information storage and retrieval capability to support
the DDO operating Divisions and Staffs, and other Agency components. Applications
ent use and location files,
I lindexes into various DDO records systems, and administrative suppo
m orma ion. IPS files comprise a data base of half a billion bytes and are accessed
both in batch mode and online through a set of 34 terminals Online applications
(developed and employed by the DDO personnel) are being considered for conversion
to some other type of system, since external support for the NIPS online system
software is being discontinued. Although there are about 10 CIA projects that use
batch NIPS, that number is not expected to grow appreciably during this planning
period, as the trend within the Agency is more toward online applications. Applica-
tions programmers have been encouraged to rely more on GIMS or RAMIS for new
applications that include database-management considerations.
3.2.2 Applications Software
a. Development
Applications development is performed in response to a request for support
initiated by any Agency componcnt. Requests are forwarded through the ODP Deputy
Director/Applications to one of the four Applications development Divisions, based on
such factors as the expected type and scope of work, and the relative workloads within
the Divisions.
Once the task is assigned to an individual Applications analyst, the feasibility of
the task is examined. This may or may not lead to a formal project proposal, which
may identify development milestones, manning requirements and estimated project
completion. Inasmuch as a "task" as defined herein can be anything from a one-day,
one-person undertaking up to a multiyear, multiperson undertaking, the formality of
the feasibility study varies accordingly.
A completed project, depending on the situation, is either returned to the
customer as a finished package, or submitted to the ODP Production Division for
scheduled processing. In the former case, the customer assumes responsibility for
scheduling his own processing. In the latter case, the source and all pertinent operation
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documentation falls under the control and responsibility of the Production Division.
Program maintenance, modification, and enhancements remain the responsibility of
the Applications' Division, but are implemented only after clear coordination with,
testing of, and approval by the Production Division and the user.
b. Maintenance ?
The ODP Applications Divisions bave been charged not only with the mainten-
ance of software developed within the Divisions, but also with maintenance of several
specific computer programs and systems developed by outside contractors. To react
responsively to customer requests for program modific;.tions and maintenance, the
Deputy Director for Applications has assigned primary and secondary maintenance
responsibility for all software applications to members of the Applications Divisions.
Through this process, the ability to maintain a level of expertise and familiarity with a
given software application is assured.
3.3 Personnel
3.3.1 Composition
25X9 The current staff ol1ersonnel provides ODP with the capability to:
a. Design, operate, and maintain two complex general-purpose computer centers.
b. Perform data conversion, database management, production processing, terminal
maintenance, training, and consulting services for user components.
c. Perform maintenance and enhancements to systems software.
d. Manage the design and implementation of special purpose dedicated ADP systems
25X1 (e.g., CAMS, SAFE).
e. Develop and maintain applications software systems in response to justified require-
ments from any component of the Agency or the Intelligence Community.
Contractor personnel are employed, as needed, to provide specialized support, such as
unique software development, hardware management, software and hardware maintenance,
and technical publications.
To provide specialized support to customer components, ODP has approximately 35 ODP
personnel on rotational assignment to these components. These assignments range from one
individual assigned to an entire Directorate, to clusters of ODP personnel assigned to a
component within an Office.
3.3.2 Training
As the decade ends, ODP has seen a significant transition in the ODP training role. Early
in the 1970s the rationale for maintaining and enhancing the ODP component training was
clear, straight forward, and indisputable--ODP was rapidly expanding, skilled programmers
were relatively scarce, and what CIA EDP expertise that existed was internal to ODP. The
decision to continue to charge ODP with EDP training was not only sanctioned by the Office
of Training (OTR), but was encouraged. The primary training effort was dedicated to
elevating newly hired or newly identified novice programmers up to a level where they could
perform acceptable programming tasks. This was accomplished through prolonged,
multi-week, intensive, and highly competitive training courses known as ADEPT, loosely
formed from the phrase "A Developmental EDP Professional Training." Although this
training was made available to all Agency components, the student body was almost
exclusively made up of programmers assigned to the three Headquarters computer installa-
tions, the DDO Systems Group, the Central Reference Service (now OCR) programming
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component, and, predominantly, the ODP programming components. As the 1970 era
progressed, an evolution of Agency EDP training needs began, brought about by the following
developments:
a. A slowing of the rapid expansion of ADP components.
b. The newly hired computer specialist was not only more likely to have had comparable
EDP training, but eventually was required to have had a rich computer background.
c. The introduction of remote terminals, interactive computing, online information-man-
agement systems, and online query systems, all of which encouraged direct computer
usage by subject-matter specialists in every component of the Agency.
Emphasis has switched from teaching the programmer how to program to teaching the
secretary, the analyst, the staff officer, or the manager how to employ the computer services
that were now within arm's reach in an effective, efficient, and a productive manner. The
training for the ODP computer specialists had become directed more toward maintaining and
sharpening skills and introducing new hardware and system software.
25X1A
25X1A
3.4 Space
Project SAFE Computer Center will have to be vacated and renovated.
building. Early in this planning period the Headquarters oorspace identified or use y e
Containing the existing hardware inventory in the Headquarters area designated for
computer hardware has been an extremely difficult task, and has reached a level of
near-unmanagability. Having long since pre-empted for other uses space originally designated
for storage of supplies and equipment, ODP has more and more frequently resorted to storing
and staging supplies in Headquarters hallways, which has been a continued source of concern.
Personnel work areas, in addition to being less than the Agency average, are badly
fragmented, leading to potential management complexities, as functional units are split
between several Agency occupied buildings.
3.5 Communications
Historically OC has served as the focal point for all CIA overt communications, both
internal voice communications and radio Co mnrucations to and from distant CIA facilities.
During the past decade data communications (i..e., wain-to-computer and computer-to-com-
puter communications) has assumed an ever-increasing role in the breadth of responsibilities
subsumed by OC. Since the connection of the first ODP remote terminal to the first computer
using the existing grid communications system in 1968, the need for close and coordinated
involvement between OC and ODP has grown. OC is supporting close to 1,000 remote
terminals connected to ODP computers,
An OC/ODP Planning Group was established to deal more a ective y wit the
tactics and strategic data communications problems which both Offices share.
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SECRET
SECTION 4-REQUIREMENTS
4.1 General
Requirements for ODP services are continuing to grow at a steady, yet rapid rate,
consistent with growth in the Federal Government but less than in the U.S. private sector.
Appendix B of this plan identifies the major projects supported by ODP (i.e., those that
account for some 80 percent of ODP computer resources). This appendix succinctly describes
the projects, ODP resources expended during FY 1978, and customer projections of ODP
resources required during this planning period. A review of these projects reveals that almost
every requirement is predicted to experience an annual growth rate of up to 50 percent per
year through this planning period, averaging about 15 percent per year. This generally is true,
regardless of the type of support required by the application. These projects, with these
requirements for increased batch CPU hours, VM interactive connect hours, GIMS transac-
tions, continued software development, and additional remote processing capability, represent
the major driving force behind ODPs predictable need to continue its expansion of computer
,'hardware and software support.
RAMIS (Rapid-Access Management-Information System) recently was installed on the
VM Interactive System, and has become increasingly popular as a t6cbnique for creating,
manipulating, and retrieving data. Because of the convenience of RAMIS to the wide
population of VM users, and because of the relative ease of developing modest sized office
files, use of RAMIS is expected to grow at a rapid rate during this planning period.
Inasmuch as interactive RAMIS is a VM-resident software system, the growth in the use
of RAMIS is not further quantified as it will be reflected in the growth of VM use, as
described in paragraph 5.2.1, "Central Processors."
Newly identified potential VM users are increasing at a rate of from 100 to 150 per year,
user online diskspace is in increasing demand, and concurrent online users of the VM system
(perhaps the most significant measurement of the interactive system performance) are
steadily increasing at about 30 additional prime-time users per year.
The most accurate measure of batch processing workload currently available is the IBM
360/65 equivalent CPU hour. This metric evaluates only central processor utilization and, for
work run on different types of CPUs, is derived by multiplying the amount of CPU time used
by a performance coefficient.
Using the IBM 360/65 equivalent CPU hour, ODP computes daily batch throughput
values for all of its batch machines and compiles historical data on the average daily batch
workload processed. Data on the number of jobs processed also are available and are of some
value for trends but are not as useful as CPU time for determining workload. These historical
data, along with user information about planned additional loading, then are used to project
batch service requirements into the future. From FY 1975 through FY 1977, the batch
workload has grown, each year, at the rate of about 10 IBM 360/65 equivalent CPU hours
per day, each year. Measurement data, compiled for FY 1978, indicate an increase in the
yearly growth rate of up to 19 IBM 360/65 equivalent CPU hours per day per year..
Table 1, "ODP Workload Summary," summarizes ODP's projected batch service growth
rate through FY 1983. The current batch workload in IBM 360/65 equivalent CPU hours
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Table I
ODP Workload Summary (Data are start of Fiscal Year values)
VM (daily peak concurrent users) ..........
180
210
240
270
300
330
BATCH (average peak daily IBM 360/65
CPU hours) ............................................
169
187
206
225
244
263
GIMS (average peak prime shift
transactions) ..........................................
14,000
16,500
19,000
21,500
24,000
26,500
OCR (percent of an IBM 370/168 over
24 hours) ................................................
40
50
50
50
50
50
CAMS online transactions per day
(average) ................................................ .
4,000
10,500
13,000
15,000
16,500
18,000
DDO/IMS
Estimated concurrent prime shift users
106
142
190
215
235
254
Estimated prime shift transactions ......
9,000
12,000
17,000
19,000
21,000
23,000
averages about 135 equivalent hours a day; however, single-day peak loads have been
measured at 200 equivalent IBM 360/65 CPU hours a day and the average of the high five
days a month is 169 equivalent IBM 360/65 hours. Batch capacity in the Ruffing Computer
Center is calculated to be 215 equivalent IBM 360/65 CPU hours per day. This falls a little
short of the peak value (average of five high days a month) projected for the end of FY 1981.
"4.2 Major Projects
4.2.1 SAFE
SAFE will be required to offer around-the-clock online computer and associated
microform service for over 2,000 users. SAFE will be required to manage access to
intelligence documents and open source information received by CIA in hardcopy and
electrical form, and used in the process of intelligence analysis and production. Electrical
documents, arriving at the rate of approximately 3,500 messages per day, will be stored in
various computer-controlled files within the SAFE system. Hardcopy documents will be
stored either in the analysts' local work areas or in a central microform system named
Automated Document Storage and Retrieval (ADSTAR).
4.2.2 DDO Support
a. Collection of Operational Messages Electronically Transmitted (COMET)
COMET, one of the most significant new projects in the DDO, has major and
lasting effects on DDO computer facility requirements since it involves the collection
and digital storage of about 1,000 electrically transmitted documents each day. This
reflects a continuous increase in long-term disk storage requirements and a major
increase in the need for terminals.
The project is in its initial phase at this time-having become operational during
April 1978. At that time COMET began collecting the electrically transmitted
documents from the Cable Dissemination System, storing them on disk in the Special
Computer Center, and hardcopy printing in response to terminal requests by
document identification number.
Future phases of COMET provide for online retrieval, computer-assisted index-
ing, and abstracting of these documents, using techniques derived in conjunction with
those for the SAFE system.
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b. Automated Field Stations
Another project of primary importance to the DDO is the provision of automated
information services to DDO users, both in the field and in Headquarters. This will
result in substantial requirements pertaining to centrally supported DDO systems
installed in the Headquarters, such as COMET, ALLSTAR, an the
DDO version of ADSTAR).
The first phase of this effort, expected to be completed by FY 1981, will provide
for computer-supported dissemination of electrical messages to DDO managers and
country branches in the CIA Headquarters building. These messages are to be
distributed to the same set of terminals used for online document retrieval by the
COMET system. A capability is also planned to transmit outgoing messages
composed at these terminals by using the CDS system in the reverse direction.
c. Batch Processing
DDO/IMS batch processing, averaging about 200 jobs per day, is expected to
increase by approximately 15 percent per year through this planning period. Although
this increase is less clearly defined at the project level, COMET development activity
is expected to account for the majority of this increase.
DDO requirements for ALLSTAR and NIPS during this planning period consist
primarily of additional disk storage space and remote terminals. Additional
ALLSTAR and NIPS disk storage requirements will equal approximately two IBM
3350 type diskpacks per year, and an average of about eight CRT terminals per year.
d. Online Support
The DDO concept requires that DDO programmers have terminals located in
their office environment and that these terminals be connected to the Special Center.
Supporting these terminals would be time sharing and editing software in the Special
Center with .interface to the system software used for DDO program library storage.
Also required in support of this online programming function is the ability to switch
the remote job processing station located in the DDO programming offices from
connectivity with the Ruffing Center to connectivity with the Special Center, where it
can serve as a RJE device, and can be used to print the output resulting from jobs
submitted at the nearby online programming terminals.
Consistent with the principle of using online programming facilities is the concept
of providing online testing facilities for DDO programmers and analysts. This requires
installing two test terminals in their offices connected in local mode to the Special
Computer Center systems, and installing a printer to output opetator console
messages.
4.2.3 OCR Support
The most recent OCR requirements document cites requirements in terms of IBM
370/158 CPU utilization through FY 1984. For the purposes of this Plan, ODP estimated
that the OCR Service will use a uniform 50 percent of an IBM 370/168 during prime time
throughout this period. ODP further assumes that the SAFE project will be implemented on
schedule and that an expansion to "Interim SAFE" will not be undertaken. These estimates
are consistent with OCR plans and projections, providing a High Speed Text Search (HSTS)
capability is not funded. HSTS is discussed in paragraph 5.1.2 "New Initiatives."
4.2.4 CAMS
CAMS batch processing, averaging about 130 jobs per day, is expected to increase to
over 500 jobs per day by the end of this planning period. This increase is directly related to the
25X1A
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increased use of CAMS which was brought about by (1) expanded databases, (2) larger user
population, and (3) the greater collection and exploitation capacity of the collection systems
with which CAMS interfaces.
CAMS information storage and retrieval requirements also will increase significantly
during this planning period, as more and larger files are assembled and made available to the
user. Disk storage requirements will double during FY 1979, and then will increase at the rate
of approximately 300 M-bytes (or the equivalent of one IBM 3350-type disk-pack) per year
through FY 1983. Remote CRT terminal requirements will increase at an average of 10 to 15
terminals per year through this planning period.
4.2.5 Automated Message Processing System (AMPS)
AMPS service, although it serves only a subset of the ODP customer base, is a
generalized ADP facility for handling Agency cable traffic. AMPS receives, from the Office
of Communications Cable-Dissemination Systems (CDS), cable traffic for various Agency
components and files these data for future processing.
This service is intended to supplement the normal cable traffic distribution system when
the output must be available to the user within a relatively short time after entry of the cable
traffic into the ODP computer system. In this environment, the ODP batch processing system
has a near-real-time processing requirement.
STATSPEC This service is currently provided for OCR, OWI, OC,Dand DDO's COMET
system.
During this Fiscal Year, ODP will initiate the next phase of AMPS, which addresses
routing of outbound Headquarters-prepared cable traffic to the field stations. This phase is
now known as Field Automated Message Processing System (FAMPS),but as these services
become stable, both acronyms will be replaced and the system will be known as Message
Processing System (MPS).
One of the first projects to capitalize on this two-way data communication technique is
OF's Electronic Time and Attendance Reporting (ETAR) project. This project is designed to
permit field generated T&A reports to be automatically stored in computer f ilos for
subsequent payroll processing, and also to permit OF originated T&A traffic to be
transmitted to the field.
4.3 Remote Processing
4.3.1 Minicomputers.
As requirements for central computer support are growing, so too are the requirements
for computing capability within the various Agency components. As computer hardware
becomes more econom*.cal, smaller, faster, and self-contained, acquisition and installation of
either standalone or centrally connected minicomputers becomes more feasible. Applications
that were either never computerized, because of their sensitivity, or are now processed
centrally but at varying degrees of inconvenience to the customer, are being re-examined with
the thought of establishing them on these dedicated systems.
4.3.2 Remote Terminals
The most significant bond connecting almost all of the requirements identified in this
section is the increasing dependency on remote terminals. Not only does CIA have a major
investment in the current inventory of remote terminals, but the projected increases through
this planning period are significant.
Table 2, "User Terminal Projections," projects a dramatic increase in remote devices,
directly or indirectly interacting with ODP computers. As illustrated by this table, if projected
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4.3.3 Communications
A closer OC and ODP relationship is essential in order to mutually resolve the data
communications needs of the Agency. More frequent joint working groups, more authority
directed to the existing joint planning group, an increased exchange of officers, and even the
merger of closely interrelated functions into one office should all be explored to ensure that
the data communications needs of the Agency are surfaced, addressed, and resolved.
The projected growth in CRT terminals, hardcopi terminals, medium-speed printers,
graphics terminals, and miscellaneous other remote computer devices will require a dramatic
increase in communications capabilities during this planning period. The communications grid
operates on the principle of dedicated lines-one line per terminal. This concept extended to
remote locations is inefficient in its use of equipment and communications bandwidth. Project
SAFE, alone, calls for installation of a data communications capability exceeding that in use
today. Additional projects such as the DDO Field Station Prototype, COMET projects, and
COMIREX support, also require a significant increase in remote terminals during this
planning period.
The large number of Agency SAFE users (over 2,000) and the need to distribute page
images from microfilm copy make the communications facility a critical design issue for
SAFE. The large majority of SAFE users will be located in the Headquarters building. The
physical requirements for wiring the large number of SAFE terminal/work stations within the
existing Headquarters communications grid and the need for wideband communications
technology to accommodate the page image remote distribution requirement make a
conventional wiring plan impractical. Consequently, a Wideband Bus Communications
ystem (WBCS) design has been included in the SAFE Design Competition. A major issue in
the WBCS design has been whether to require an end-to-end encrypted ("black") system or
an unencrypted ("red") system. The decision to proceed with a "blacr' system design was
based on technical feasibility, cost, and security considerations, and has generated a
requirement for a unique cryptographic subsystem. The National Security Agency (NSA)
was assigned the task of developing this cryptographic subsystem.
4.4 Personnel
4.4.1 Rotational Assignments
Agency components are becoming increasingly aware of the benefits in having trained
computer specialists from ODP assigned to their organizations. These benefits include the
abilities to recognize internal functions that lend themselves to automation, modify and
enhance existing data processing applications, resolve technical and communications diffi-
culties, and serve as a liaison between ODP and the customer component. New requirements
for such personnel continue to be received from customer offices currently without ODP
personnel assigned to their components.
4.4.2 Training
During this planning period there will be a greater number of skilled ODP professionals
assigned to customer offices. Although the source of these professionals will be from the
Applications development Divisions, there will be an increasing need for these personnel to
have skills that transcend the traditional applications boundaries. These personnel will be
expected to demonstrate skills in such areas as graphics programming, minicomputer systems,
and in interface protocols with centralized large scale computers.
Ever-changing technology in both hardware and software demands that ODP computer
professionals be kept aware of these changes and up-to-date on the state-of-the-art. As the use
of minicomputers within the Agency increases, a void in the experience of many of our
computer professionals becomes apparent. Appropriate training courses must be provided to
help fill this void.
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SECTION 5-PLANS
5.1 General
5.1.1 Space
Despite increasing miniaturization of computer hardware, the fact remains that ODP
hardware space is saturated, and additional hardware is projected to be required during this
planning period. This section discusses planned hardware acquisition which includes at least
the following:
a. The high-speed, text-search hardware for OCR support will require 400 square feet of
space.
b. Minicomputer installation for the CAMS graphics support will require at least 300
square feet.
c. Retention of an IBM 370/158 CPU to perform dedicated processing for Intelligence
Community (IC) projects, if required, will require approximately 2,500 additional
square feet. J
Also, approximately 11,000 more square feet are needed for staff personnel, contractors,
and vendors, 6,000 more square feet to provide necessary expansion of the Ruffing Computer
Center, and 21,000 square feet to house the SAFE Computer Center. To meet these
requirements, ODP plans to continue to pursue vigorously the acquisition of sufficient floor-
space. Inability to obtain this space will dramatically impact ODP's capability to support the
growing ADP needs of the Agency and the Intelligence Community.
5.1.2 New Initiatives
The following are a number of activities which ODP is exploring or is planning to explore
that are sufficiently general purpose in nature or application to warrant inclusion in this
subparagraph.
a. Batch Print
ODP computer systems process a daily average in excess of 3,000 jobs, per
weekday, which is significant in two respects: (1) it is approximately double the
number of jobs processed as recently as two years ago; and, (2) it reflects a measure of
the vast amount of paper processed through the batch printers. ODP consumes
approximately 200 boxes (at 3,200 pages per box) of computer paper per week. During
this planning period, ODP will explore techniques for controlling the quantity of
computer paper output. The feasibility of such options as routing more output to
remote terminals, selectively printing output based on job condition codes, and direct
microfilm output will be examined.
b. Mass Storage
Conversion to some form of new mass-storage is essential to ODP, as hardware
space requirements become more critical. Although this office is not actively pursuing
installation of the current mass-storage media, the subject will continue to be
examined during FY 1979 and FY 1980. Meanwhile, ODP's tape storage problem
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forces the use of secondary locations to house all but the most essential tapes currently
needed in the computer centers.
c. Minicomputers
ODP's effort to to operate GIMS on a minicomputer (Project GIMINI) is to
determine if a mainframe-compatible database management-system can be operated
on a minicomputer, with the difference in operating environment being transparent to
the user. If successful, it will lead to the migration of several independent applications
from central hardware to user-located minicomputers, and will allow an application to
be developed on one system and put in production on another.
For those minicomputer applications that will ultimately interface with ODP
mainframe processors, ODP must exhibit sufficient "in-house" expertise in minicom-
puter hardware and software so as to establish an Agency-wide acceptance of
credibility. This expertise will lead to customers referring to this office for more
support in studying their requirements before a decision is made to develop a
minicomputer system, rather than after an office commitment has been made. By this
step, it is anticipated that the need for ODP to develop interface software for each type
of minicomputer will be minimized. Although it is recognized that current procure-
ment policies discourage the standardization of minicomputer hardware, ODP will
make every effort to minimize the variety of minicomputers which it must support.
ODP will produce a "Minicomputer Selection and Installation Guide" during FY
1979, to include information on the capabilities and requirements (space, power, and
air conditioning) for several minicomputers widely used and available to the Agency.
d. Office Automation ?
Although there is no customer-generated demand for ODP to explore and
promote the concept of office automation/electronic mail on a global basis during this
planning period, it will remain a subject of continued interest to ODP managers. This
Office anticipates major growth in this field during this planning period and, in
preparing itself for this growth, is undertaking studies of networking and communica-
tion technology. Currently, two active projects, SAFE and the DDO automated field
stations, contain many of the concepts of automated offices. Additionally electronic
mail, which addresses terminal-to-terminal communication, already is an accepted
communications technique by the approximate 20 percent of the Agency employees
who have been granted terminal access. Acceptance of the philosophy that "every
officer will have a desktop terminal" should occur as a natural evolutionary process.
Under the DCI's Goals Management Program, work is proceeding on a proposal
to undertake a comprehensive study of the Agency's information-handling problem.
The results of any such study can be expected to have some, as yet unmeasured,
impact on ODP's information-handling activities.
e. Production Printout
Production output from the ODP computer centers is processed in a variety of
ways, based on customer needs and the capabilities of the ODP facilities. ODP
facilities for printed production output are limited to computer printout, reproduced
copies of computer printout, and reproductions of print files resident on magnetic tape.
In all cases, the quality of the reproduced characters is comparable to that produced
on standard high-speed computer printers.
Customer offices in need of high-quality computer output are provided with the
facility to route their output directly to the Printing and Photography Division
(P&PD), Office of Logistics (OL), by way of the Electronic Text-Editing and
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SECRET
Composition System (ETECS). This link, to be accomplished in FY 1979, will permit
printed output to be transmitted electrically to P&PD for finished, high-quality
composition and printing.
The need exists within ODP to provide an interim quality of computer printout-
higher than the traditional off-line printer, yet not of the quality and expense of the
P&PD product. During FY 1979, ODP plans to install a centralized printer to
produce both rapid and customized high-quality output.
f. Remote Printout
The increase in remote terminals has spawned the concept of customer "cluster
rooms" throughout the Agency and has led to an increasing demand for more complete
remote "computer facilities, including low quality, but high-speed printer output.
During this planning period, ODP plans to install up to 10 remote printers per year in
order to meet this projected requirement.
g. Computer Output Microfilm (COM)
Although ODP has historically supported the concept of reducing computer
output to microfilm, the process has remained sufficiently cumbersome, time consum-
ing, and awkward from the customers' viewpoint, that it has received limited customer
endorsement. With the ever-increasing quantity of essential, yet limitedly distributed
computer output, ODP must re-examine COM support currently offered and explore
. ': the feasibility of in-house, same-day COM production.
h. Data Entry /
Until recent years, preparing computer input was confined to a group of
specialists designated as keypunch operators. Technology has both improved the
productivity and efficiency of the traditional keypunch operator, and has also
distributed a significant portion of the data-entry requirement to the end user through
either online data entry, key-to-disk data entry, or optical character reader (OCR)
devices.
Although the current need to perform a central data entry service will not end,
this Office will expand and enhance the data-entry capability of the end user during
this planning period. Improved input menus, improved data-validation software, and
more-advanced OCR equipment (able to process conventional type fonts) will be
expected.
The ODP VM facility that allows displays of "menus" on the CRT for ease of
data entry will be substantially upgraded to facilitate the creation of formatted
displays and data-validation specifications. As the new ODP terminals (with floppy-
disk facilities) become more readily available, ODP should expect to see more data
entry and validation performed from floppy-disk storage directly into the central
systems. This concept will create new opportunities for using terminals in remote
locations, with data being sent to the central system by mailed floppy disks.
i. Communications
The wideband bus communication system (WBCS) to be installed in the Head-
quarters building will permit ODP outyear planning to include redistribution of the
remote devices from the current grid system to the WBCS and reconfiguration of
these devices from "red" to "black" communications protocols.
j. High-Speed Text Search
A high-speed text search (HSTS) software/hardware system, designed to
optimize the speed of free-text search is being studied for its potential use for an OCR
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online application. Acceptance of this new text searching technique will greatly
enhance the ability of OCR analysts to search massive text files, and will reduce the
rate of growth of OCR work on the existing mainframe CPU.
5.1.3 Security
During this planning period ODP plans to initiate several additional security measures in
both the Ruffing Computer Center and in the Special Computer Center, as follows:
Ruffing Computer Center:
a. Installation of a dataset access-control facility on the MVS system, which will
require user and dataset password verification, and permit audit analysis of
dataset manipulation.
b. Modification of the over-the-counter control point to provide greater control over
release of computer print-out and other media to users.
c. Further reduction of the flow and processing of non-standard magnetic tapes into
and out of the computer center.
Special Computer Center:
a. Completion of installation of the more secure MVS operating system on all
CPUs. central processing units.
b. Relocation of the computer center management personnel so as to reduce the flow
of non-operational human traffic.
c. Installation of a dataset access control facility on the MVS system, which will
require user and dataset password verification, and permit audit analysis of
dataset manipulation.
d. Modification of the over-the-counter control point to provide greater control over
the release of computer print-out and other media to the users.
5.2 Hardware
5.2.1 Central Processors
a. Batch
This Plan calls for the upgrade of the IBM 360/65 computer in the Ruffing
Computer Center to a more powerful, MVS-compatible machine by FY 1981.
Initially this upgrade will be accomplished by replacing the IBM 360/65 with an
in-house IBM 370/158 in FY 1979; however, this is considered an interim upgrade,
and requirements remain to, upgrade to an even larger scale central processor by FY
1981. During FY 1981 a new processor will be procured to fulfill the increased
demands for central services within the Ruffing Computer Center. This machine will
physically replace the IBM 370/158, which then will be allocated to lto replace
the IBM 360/67, which will be released. The primary reasons for this upgrade are to
(1) provide increased capacity to meet growing demand in the GIMS and batch
systems, and (2) provide capability for an improved backup configuration should a
CPU failure occur in either the VM or batch service. Release of the IBM 360/65
(which is not compatible with the IBM MVS Operating System) will permit the
coupled CPU's in the Ruffing Computer Center to all operate under the more secure
and reliable MVS system. ODP has identified an expenditure of $1,200,000 per year
for five years beginning in FY 1981 toward the purchase and maintenance of this
CPU.
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Functionally the new processor, scheduled for FY 1981, will be added to the'
batch service, and the current workload of the existing CPUs will be altered
accordingly to provide increased GIM production capacity. Upgrading the processing
capacity of the Ruffing Computer Center in this manner is expected to provide
adequate processing capacity, increased reliability and redundancy, and will fulfill the
batch needs of the Agency until the latter portion of this planning period. Despite the
upgrade of the batch capacity in FY 1981, as illustrated in Figure 1, "Ruffing Center
Batch Capacity vs. Workload," straight-line projections of CPU capacity versus
annual growth in batch requirements indicate batch CPU saturation by the end of this
planning period. Thee are, however, se!fficient unknowns, specifically in the area of
GIMS growth and OCR requirements, to make projecting the time an additional
batch CPU upgrade will be required too indistinct at this time.
Figure 1 depicts batch capacity in terms of IBM 360/65 hours since, as explained
in paragraph 4.1, "General," this common unit of measurement is the best available
method for representing a single capacity for a wide inventory of CPUs.
b. GIMS
Current user production requirements include an additional five GIMS database
applications for FY 1979. While this rate of growth matches the historic rate, it is
expected that at least one unprogrammed GIMS application also will become
operational on GIMS during FY 1979. The rate of growth in terms of transactions per
day is approximately 2,500 transactions annually. Daily transactions as of the end of
FY 1978, are averaging nearly 14,000. Projections for this planning period (Figure 2,
"GIMS Capacity vs. Workload"), are that GIMS transactions will follow a linear
growth of from 16,500 daily transactions in FY 1979 to 26,500"daily transactions by
FY 1984.
FY 1979 and FY 1980 projections state that the current ratio of transactions will
continue through this planning period and the capacity of the current GIMS CPU will
be exceeded by FY 1981. To accommodate the increased GIMS workload by FY
1981, ODP plans to move GIMS production from the IBM 370/168 to the more
powerful AMDAHL 470V/6, which will become available upon installation of the
new batch processor.
GIMS development requirements (as opposed to GIMS production require-
ments), are expected to remain roughly the same during this planning period.
However CAMS development, which is a special use of GIMS, has increased sharply
at the end of FY 1978 and will remain at that high level at least until the installation
of the new release of CAMS software scheduled for March 1979. GIMS has proven to
be a highly successful and utilitarian `.nformation management system, and is
expected to serve the needs of the office throughout this planning period. As one of the
principle users of the GIMS system software, ODP must continue to allocate human
resources to the maintenance and enhancement of this system.
With the wide range of user facilities it provides, VM should continue to satisfy
the needs of the Agency for interactive support during this planning period. The unit
of measure generally used by ODP to report on current VM utilization and to estimate
future VM requirements, is the "Maximum Concurrent User" level. This metric
represents the largest number of logged-on users accommodated on any given day.
Although logged-on users alone old not represent a drain on VM resources, the
correlation between this metric and the many others that measure specific resource
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DAILY 360/65
CPU HOURS
77 ' 78 ' 79 ' 80 81
FISCAL YEARS
Configuration
Total 360/65
Equivalent Hours
*1 .......158-1x.5, 168-2x.25, and 195 129
*2 ....... 158-1 x.5, 168-2, 168-3x.5, and 195 125
*3 .......158-1x.5, 168-2x0.15, 168-3x.6, and 195 159
*4 ....... 65-2x.5, 168-1x.75, 168-2x.25,
168-3x.5, and 470V/6 216
*5 .......168-1x.75, 168-2x.25, 168-3x.75,
470V/6-1, and either 470V/6-2x.2 248
or 3033-2x.3 265
Figure 1. Ruffing Center Batch Capacity vs. Workload
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PRIME SHIFT
TRANSACTIONS
Planned Capacity
77 ' 78 ' 79 ' 80 ' 81 ' 82 ' 83
FISCAL YEARS
*1
168-2x.5
?2
195x.5
*3
168-3
*4
Either 470V/6 or 3033
Figure 2. GIMS Capacity vs. Workload
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requirements, is sound. Besides being a single measure, well-correlated to other
more-specific workload metrics, "Maximum Concurrent Users" has the advantage of
presenting to management a measure of the number of concurrent customers for
whom VM is providing service. Current VM activity on the IBM 3033 CPU is at the
180 "Maximum Concurrent User" level. Table 2, "ODP Workload Summary,"
presents ODP's projected VM workload requirement through FY 1983. These
estimates are based on historic trends and project an increase of 30 "Maximum
Concurrent Users" each year. Given this rate of workload increase and assuming no
significant change in the load the average user puts on the system, the IBM 3033
should meet ODP's VM requirements into FY 1983.
As the VM workload increases and as the resultant user response time degrades,
ODP plans to increase the VM capacity in the latter portion of this planning period,
either through replacement of the current CPU or through augmentation with an
additional Central Processor. Concurrently, ODP will study the feasibility of subdivid-
ing the management of minidisk space and terminals available on each CPU. In
projecting the growth rate in the use of the interactive service, ODP is projecting that
the current IBM 3033 CPU will reach saturation by FY 1983 (Figure 3, "VM
Capacity vs. Workload "). Beginning in FY 1983, $1,250,000 per year for five years
has been identified for payment and maintenance on this new processor.
d. CAMS
Based on the major software upgrades and increased CAMS usage scheduled to
begin in FY 1979, the IBM 370/158, dedicated to Pupport COMIREX (the CAMS
project), will be inadequate to meet the increase in CAMS activity anticipated during
this planning period (Figure 4, "CAMS Capacity vs. Workload"). In FY 1979, a
large-scale CPU will be installed in the Special Computer Center to replace this IBM
370/158. On release of this machine, it will be relocated to the Ruffing Computer
Center as an interim replacement for the IBM 360/65. Approximately $1,000,000 per
year for the five year period beginning in FY 1979 was allocated for payments and
maintenance on the new CAMS CPU.
As CAMS is enhanced to meet the expanding COMIREX requirements, the
IBM 370/158 (Blue), the DDO batch processor employed to backup both CAMS and
the ALLSTAR system, will become increasingly incapable of providing the fully
redundant, undegraded support currently possible. Inasmuch as the CAMS software
enhancements will be implemented over several years, the effects of this increasingly
degraded support will not become critical until the FY 1981 time-frame, at which
time ODP, at the request of COMIREX, plans to replace the IBM 370/158 (Blue)
with a processor of comparable capacity as the primary CAMS processor. This
replacement machine will be fully redundant with and will provide an immediate
backup to the CAMS operational processor. ODP has identified per year 25X1 A
for the five-year period, starting in FY 1981, for purchase and maintenance of this Al,.
CPU.
e. DDO
The two IBM 370/158s supporting the DDO Information Management Staff do
not provide sufficient capacity and redundancy to meet the expanding requirements of
that organization. To provide interim relief for this problem, these two processors were
upgraded in FY 1978. This action increased the capacity of each CPU by about 70
percent, and will prolong the useable life of these processors for an estimated period of
two to three years. ODP estimates that the increased DDO-identified workload,
particularly the growth in the COMET system in FY 1980, will be such that the
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CONCURRENT
USERS
Peak
Workload
capacity
T:.
:
:tiff
B
B
30
33
77 ' 78 ' 79 ' 80 ' 81 ' 82
FISCAL YEARS
Figure 3. VM Capacity vs. Workload
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DAILY
ONLINE
TRANSACTIONS
20K
Planned Capacity
FISCAL YEARS
Figure 4. CAMS Capacity vs. Workload
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primary DDO online system (ALLSTAR) will saturate the IBM 370/158 (Red) by
FY 19$2 or FY 1983, see Figure 5, "DDO CPU Capacity vs. Workload." With the
replacement of the IBM 370/158 (Blue) by the CAMS backup processor in FY 1981,
ODP and DDO/IMS must ensure sufficient balancing of mainframe workloads is
done in order to maintain the most effective utilization of these central processors.
5.2.2 Data Storage
The online disk storage configuration in the Ruffing Computer Center is a mixture of
basically three levels of technology, specifically, the earlier IBM 2314-type technology, tho
more recent IBM 3330-type technology, and the most recent IBM 3350-type technology.
With each,iteration of technology, the reliability and data-storage capacity was markedly
improved, with the latest technology permitting storage of approximately 10 times the data
capable of being stored on the IBM 2314-type devices.
To accommodate the customer requirements for ever increasing online data storage, to
provide the most secure and reliable disk storage facilities that technology is offering, and yet
to maximize the use of the critically limited floorspace available to the Ruffing Computer
Center, ODP plans to implement during this period a phased upgrade of the disk-storage
devices. With the exception of the stand alone the disk-storage devices in the Ruffing
Computer Center will be exclusively either IBM 3330- or IBM 3350-type devices by the close
of FY 1979. Future disk storage upgrades will be influenced by the state of disk technology in
the coming years. The release of the IBM 360 series CPUs also will permit release of the IBM
`301 drum storage devices. ,.~
During FY 1979, the CAMS CPU in the Special Computer Center will be fitted with
three banks of IBM 3330-type disk-storage devices and two banks of IBM 3350-type
disk-storage devices. It is expected that this amount of data storage capacity will be adequate
for the first several years of this planning period. Future disk-storage upgrades will be
influenced by the state of disk technology in the coming years. The expected increase in tape
processing will be accommodated through the addition of eight more drives on CAMS.
During FY 1979, the DDO CPUs in the Special Computer Center will be reconfigured to
total three banks of IBM 3330-type disk storage devices and six banks of IBM 3350-type
disk-storage devices. Two additional banks of IBM 3350-type devices will be added during FY
1980, and during FY 1982.
5.3 Software
5.3.1 Systems Software
a. Batch
The most significant batch system software effort imminent during this planning
period is the completion of the conversion of the Ruffing Computer Center, then the
Special Computer Center to the IBM MVS operating system. Besides reducing the
amount of software to be maintained, this conversion will provide the most secure and
reliable operating system available to these machines and will allow greater dataset
security control. -
Additional planned batch processing enhancements include:
1. Simplifying the review of batch output at terminals.
2. Improved archiving of data over prolonged periods of time.
3. More efficient access to data from both the timesharing and batch systems.
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PERCENT
of 370/158
80 ' 81
FISCAL YEARS
Figur. 5. DDO CPU Capacity vs. Workload
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b. VM
Major enhancements planned for VM during this period include:
1. More efficient mechanisms for specifying screen formats and data validation.
2. Easier to use text processing facilities.
3. Improved "help", and interactive "debugging" facilities.
4. Implementation of GIMS on a minicomputer.
c. Time-Sharing Option ('ISO)
TSO, an IBM program product, provides the applications programmer with the
capability to perform online development through the use of remote terminals. To
provide the online programming facilities requested by DDO/IMS, ODP will install a
limited version of IBM's TSO facility. An editing capability similar to that available
under VM will be included to allow DDO programmers to edit symbolically stored
programs, edit data and job control card images and submit jobs for execution.
d. GIMS
Enhancements planned for GIMS software during this planning period include:
1. Improving the performance and maintainability of the update processor.
2. Incorporation of a text search function.
3. Enhancement to the GIMS EDIT function.
4. Addition of a "help" function, similar to that which is available on the VM
system.
5.3.2 Applications Software
a. Development
In the past the approach to applications development had been historically a "can
do" attitude. Although this had been regarded as a healthy attitude, it led to some
degree of customer dissatisfaction, ranging from slight to severe. Overly optimistic
completion dates, misunderstanding of the requirements, and unintentional misrepre-
sentation of system capabilities all have contributed to this dissatisfaction.
During this planning period ODP must continue to recognize the pivotal activity
and importance of complete systems analysis during the design and development of a
data processing system. The analysis should be timely, and should provide explana-
tions of options that may be available. Continued emphasis must be placed on
documentation and programming standards, as well as on project management
methodology. ODP must ensure that complete involvement in the requirements,
design, implementation and installation of a computer system is expected of the
customer, programmer/analyst, and production specialists.
With increasing emphasis on viewing the Intelligence Community as an entity
requiring computer applications support, more single computer systems will be
required. This will greatly complicate the applications development process, as user
involvement and enthusiasm will vary from organization to organization.
b. Maintenance
Applications development is a continuing process. Despite the increasing trend
toward decentralization, there is no indication that the need for a centralized bank of
skilled applications programmers will diminish during this planning period. Thus, as
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new applications are completed, the likelihood of more resources being diverted to
applications maintenance increases. In order to maintain increasingly complex
applications programs, it is essential that program development be undertaken with
"maintainability" as a goal of equal importance as the goal of fulfilling the customers
need. ODP plans to continue to emphasize "Program Maintainability" by someone
other than the author. This change will have several affects on how future programs
are maintained. For simple modifications, it should be easier to find what should be
changed and actually do it. For complex modifications, it again may be easier to find
what should be changed, but may take longer to actually make the change. The end
results, however, are that ODP systems will have expanded life cycles and should nt;t
have to be scrapped because they cannot handle one more simple change.
5.4 Personnel
5.4.1 Strength
To meet the increasing requirements for ODP services, this office will need to increase its
strength through this planning period. Additional large scale CPUs, the establishment of the
SAFE Computer Center, the increasing demands for distributed processors and terminals, the
identification of more community software-development projects, and the increasing role that
ODP is playing in Agency-wide ADP management can not be met with a static manning
ceiling. During this planning period, ODP plans to continue requesting that this ceiling be
incrementally raised at a rate of approximately 10 new positions per year.
5.4.2 Training
To continue and enhance the quality and quantity of training demanded of the Training
Staff, and assuming that user-oriented training will continue to be provided by ODP, ODP
plans the following:
a. Provide more technical training for ODP careerists on such subjects as minicom-
puters, advanced programming topics, and systems analysis.
b. Provide greater depth to existing user-oriented training courses.
c. Seek more vendor-supplied training for such courses that do not need to be tailored to
the CIA.
d. Expand and enhance video training and self-improvement training courses, and
further explore the feasibiity of introducing more computer-assisted-instruction
(CAI) courses to the online user.
e. Segment in-house video courses such that potential viewers may more readily review
specific features of a given course.
f. Improve its training planning to ensure maximum benefit to ODP and to its employees
from limited training resources.
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UNCLASSIFIED
APPENDIX A
ACRONYMS and ABBREVIATIONS
,- STATSPEC
The following lists the abbreviations and acronyms used throughout this plan.
ADISS
ADP
ADPE
ADSTAR
AFT
ATS
AMPS
ALLSTAR
CAI
CAMS
CCS
CDS
COM
COMET
COMIREX
CPU
CRT
CSPO
DDA
DD/A
DDCI
DD/P
DDO
DDS&T
DIA
DoD
EAG
EDP
ETAR
ETECS
FAMPS
Advanced Defense Intelligence Support System
Automatic Data Processing
Automatic Data Processing Equipment
Automated Document Storage And Retrieval System
Automated Field Terminal
Administrative Terminal System
Automated Message Processing System
All projects of the STAR system
Computer Assisted Instruction
COMIREX Automated Management System
Central Cover Staff
Cable Dissemination System
Computer Output Microfilm
Collection of Operational Messages Electronically Transmitted
Committee on Imagery Requirements & Exploitation
Central Processing Unit
Cathode Ray Tube Terminal
Consolidated SAFE Project Office
Deputy Director for Administration
Deputy Director/Applications/ODP
Deputy Director of Central Intelligence
Deputy Director/Processing/ODP
Deputy Director for Operations
Deputy Director for Science & Technology
Defense Intelligence Agency
Department of Defense
Executive Advisory Group
Electronic Data Processing
Electronic Time and Attendance Reporting
Electronic Text Editing and Composition System
Field Automated Message Processing System
FRS
GIMS
HSTS
IBM
IC
IMS
IOC
IRO
JES3
Financial Resource System
Generalized Information Management System
High Speed Text Search
International Business Machine Corp.
Intelligence Community
Information Management Staff/IC
Initial Operating Capability
Information Resources Office/RMS
Job Entry Sub-System Three
A-1
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MIPS Medical Information Processing System
MPS Message Processing System
MVS Multiple Virtual Storage
MVT Multiple Jobs with Variable Tasking
NFAC National Foreign Assessment Center
NITC National Intelligence Tasking Center
NPIC National Photographic Interpretation Center
OC Office of Communications
OCR Office of Central Reference
OCR Optical Character Reader
OD&E Office of Development and Engineering
ODP Office of Data Processing
OER Office of Economic Research
OF Office of Finance
OGCR Office of Geographic & Cartographic Research
OL Office of Logistics
OMB Office of Manpower and Budget
OMS Office of Medical Services
OP Office of Personnel
O/S Operating System
OS Office of Security
OSO Office of SIGINT Operations
OSR Office of Strategic Research
OWI Office of Weapons Intelligence'
P&PD Printing and Photography Division
RAMIS Rapid-Access Management-Information System
RJE Remote Job Entry
RMS Resource Management Staff
SAFE Support for the Analysts' File Environment
STAR Special Trace and Retrieval
TSO Time-Sharing Option
VM Virtual Machine
WBCS Wideband Bus Communication System
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