ASPIN
Document Type:
Collection:
Document Number (FOIA) /ESDN (CREST):
CIA-RDP81-00261R000300130003-6
Release Decision:
RIPPUB
Original Classification:
S
Document Page Count:
5
Document Creation Date:
December 9, 2016
Document Release Date:
July 11, 2000
Sequence Number:
3
Case Number:
Content Type:
OUTLINE
File:
Attachment | Size |
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CIA-RDP81-00261R000300130003-6.pdf | 279.6 KB |
Body:
Approved For Release 2002/0,5/02 : CIA-RDP81-00261 R000300130003-6
SECET
ASPIN
I. BACKGROUND
Because of the rather sudden onslaught of ADP technology,
a considerable number of agency components became involved in
computer applications gyp
simultaneously and individually. As a
result there was a tendency for the several offices to "
their own way" in developing ADP applications for their respec-
tive intelligence problems. Worse than this, was the robab'
ity that we had allowed our sparse technical talent to be dis-
sipated P 11-
by permitting the offices to develo ently without: adequate centralized review of ttheiraactiviitiesd
and an equitable distribution of resources.
Interestingly, the "problem" was sensed by nents and echelons of the agency almost simultaneously, and
steps were taken to define the problem more precisely y' and
to cope with it. The formation of the Information Processingr
Board was a concrete and constructive step in this regard. T
constitution of a technical group subordinated to the Board toe
handle certain technical questions was further recognition that
required more detailed information before arrivingt
at decisions. The creation of ASPIN to conduct a detailed study
of the needs of production components that could be satisfied
by ADP was basic to the complete understanding of either ADP y
in the agency.
Considering the present responsibilities and time-con-
suming commitments of "management" within the agency on substan-
tive matters, ,and the complex, technical nature of computer
technology, it was not reasonable to expect management to mort-
gage the time required to develop the requisite expertise to
make valid judgements or assume more direct control of our
Automatic Data Processing activities. Management can, however
and indeed should insist on, the best possible advice from sub-
ordinate elements -- based on thorough staff work -- before
passing judgement on major ADP acquisitions or programs. The
IPS, the Technical Facilities Group, and ASPIN were all created
to serve this function. d
Excluded Crum r,'~c,a,.?.
darr7~r ,l; 1,?U
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The basic objective of ASPIN was to develop a broad con-
ceptual design, or plan, for automatic data processing (ADP)
support to intelligence production. The design should indicate:
The types of ADP applications which may be under-
taken profitably.
The relationships among these applications which
should be preserved in their design, modification and
implementation.
Specifications for the general system(s) which
might bring together the several processing activities.
Procedures for approval and development of com-
ponent elements of the system.
Organization arrangements for the development and
operation of the system.
The method of approach to the problem initially was to
identify the organizations within the Agency engaged in
intelligence production. This was followed by a systematic
analysis of the intelligence product and the process and data
involved in its production. Particular attention was given
to analysis of the role of existing ADP applications and their
utility to intelligence production as well as the liabilities
incurred in operating these applications.
ASPIN Staff Officers were each assigned a production
office to study in addition to contributing to general obser-
vations, studies and recommendations. These officers, in
concert with the personnel of the offices to which they were
assigned, had to identify and describe the information flow
to the various discrete analytical-production personnel groups,
the general use and disposition of this information, the type
and frequency of data manipulation performed, and the inter-
mediate and final analytical products created by each group.
They were ex'Dected to describe, analyze and evaluate all
existing automatic data processing assistance to the offices
to which assigned, identifying the extent of present inter-
face among ADP applications in these and other offices and
between ADP applications and manual information processing
activities which support production personnel in their basic
assignment.
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IV. IMPACT ON THE SUPPORT DIRECTORATE
Part VI of the ASPIN Report should be read in its entirety
by senior Support Directorate officials as its impact could be
far-reaching if adopted by management. This section contains
implications for virtually all offices within the Directorate.
The report on Organizational and Management
Aspects of ADP in the Agency should also be reviewed.
ASPIN has recommended strongly that the research conducted
by ORD/An in the field of Automatic Data Processing be brought
under the cognizance of OCS; that all outstanding contracts
being sponsored or monitored by ORD/An be reviewed by the IPB;
that the hardware resources of ORD/An be transferred to other
ADP components or be declared surplus; that ADP development
projects be given the same scrutiny and review that has been
established for major equipment and software acquisitions. This
recommendation will have some impact on the Office of Logistics
if adopted.
The ASPIN Report recommends that Applications Programmers
be assigned to tours of duty with customer components -- much
in the same way that Security Officers, Logistics Officers and
Communicators are assigned to customer elements. If accepted,
this recommendation could prove a considerable boon to DD/S
offices as these programmers would serve in the offices con-
cerned and would report to the office heads rather than to OCS.
Under this scheme the Applications Programmers would tend to
become thoroughly familiar with the problems of the offices to
which assigned and be able to present solutions to problems more
cogently and comprehensively by virtue of being "involved" to a
greater degree. Being responsive to the "customer" will, we
feel, make the programming effort more viable over the long haul
in addition to effecting better day-to-day solutions to intelli-
gence problems.
Implicit in the ASPIN Report (at least to this writer) is
the need to create another study group to review the entire
information :handling process within the agency, i.e., the receipt,
control and distribution of all documentary material regardless
of the means by which it is received. At this late date there
does not appear to be any appreciable standardization in the
field of information handling; each directorate and each office
within the directorates has developed its own propritery means
of receiving,, sorting, and distributing information. The DD/P
has itSRID, DD/STT tasks FMSAC for some basic distribution of
electrical materials, DD/I relies on CRS, OC has its RMB, OS
has its own telecommunications network, OSA has a comprehensive
telecommunications capability, etc. It would seem salutary to
conduct a review of the total communications-dissemination-ADP
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structure extant to provide management with a comprehensive
picture of the system, possible approaches to its improvement
and the elimination of duplication where indicated.
A great amount of material received by the Agency in
"machine language" is reproduced as a document and subsequently
reprocessed into "machine language" for storage, retrieval and
manipulation in computer based files. It would appear that the
time is upon us to study the somewhat amorphous relationships
that exist between our electrical communications services, the
several dissemination services and the automatic data processing
activities of the agency. Such a study is particularly apt at
this time in view of the work being done by CRS in the realm of
automated dissemination and the joint efforts of OC, the Cable
Secretariat and the Intelligence Watch with regard to the ACT
Program.
By virtue of having sensitive operational files, adminis-
trative files, payroll records, name check files, TKH data,
etc., resident in a computer based system which is connected to
remote points via communications lines, a serious set of security
considerations are raised. The resolution of the problems en-
gendered by this situation becomes complex and involves a number
of technical disciplines ranging from physical security pre-
cautions, through and including issuance of clearances, EMSEC,
and the design of algoritams to prevent release of information
to unauthorized persons. Security officers must become broadly
aware of and personally involved in the data processing milieu.
This is being done at present by training, by assignment of
security personnel to the Office of Computer Services and by
review of computer security problems within the community.
Security and privacy in computer operations is an esoteric field
and it would appear that the Office of Security will have to
identify and. develop personnel resources to cope with this con-
tinuing problem. I foresee the assignment of both OS personnel
to OCS and CCS Applications Programmers or Systems Analysts to
OS in order to arrive at meaningful solutions to the several
problem areas extant.
STATSPEC The automation of certain 0 functions will have an im-
pact on the Printing Services Division of the Office of Logistics.
The study or. the Office of Basic and Geographic Intelligence will
also be of interest to the Printing Services Division as will
25X1A
the Report on Text Stream Processing.
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COMMUNICATICNS
In addition to the comments made under the GENERAL heading,
the following are of interest to the Office of Communications:
The implementation of the Integrated Information
System at NFIC could result in a substantial technical engineer-
ing and installation workload for OC as the need for remote 25X1A
terminal devices connected to the system is felt.
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