PROPOSED QUARTERLY MANAGEMENT REVIEW PROCESS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83M00914R000700100004-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 7
• Document Creation Date: December 19, 2016
• Sequence Number: 4
• Content Type: MEMORANDUM

Approved For Release 2006/06/20 CIA-RDP83M00914R000700100004-4
DDA 82-0308/1
30 April 1982
FROM: - Harry E. Fitzwater
Deputy Director for Administration
SUBJECT: Proposed Quarterly Management Review Process
1. The attached is in response to your direction to develop a
project review process. We have tried to keep the process. simple and
reduce the amount of paper work involved in implementation.
2. Our current problems with SAFE and L'I are good examples of
why a senior management review such as this is desirable. I currently
have a similar process being used in the DDA and find it to be an excel-
lent means of keeping abreast of major office objectives.
3. There is little likelihood of this being readily accepted so
you might wish to put it on an Executive Committee agenda for considera-
tion if you agree with the proposed concept. We are ready to modify it
as you desire and also help implement your final decision.
Hr E. Dater
DDA:HEFitzwater:kmg (29 Apr 82)
Distribution:
Orig - Adse
ER
1 - DDA Subj
1 - DDA Chrono
1 - HEF Chrono
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Quarterly Management Review Process
OBJECTIVE
The Quarterly Management Review (QNIR) is to provide a project review forum
for the Executive Committee. Its primary purpose is to surface significant project
problems to senior Agency management so that they may have the opportunity to
collectively address the issues involved and to participate in suggested- solutions
and alternate courses of action.
Topics for the QMR agenda may be submitted by the Deputy Directors, Executive
Director, DDCI, or DCI. Those projects which cross directorate lines should be
included for consideration as agenda items as well as troubled projects which
adversely impact on the A ency's current or future o erational capacity.- All
projects which total a single year or more over five consecutive
fiscal years will be considered for inclusion on t e agenda at least twice a year.
Each QMR agenda must also include those projects with unresolved issues from
the previous QNIR meeting. With these contributions submitted by the responsible
senior managers, the QMR agenda will be prepared by the Executive Committee staff.
Presentations at the QMR meetings will be made by the individuals directly
responsible for the project (e.g., the program manager or the chief of the organi-
zation in which the problem is actually occurring).
The time allotted for a specific presentation will be 10 minutes, and will focus
on issues or problems. Background information required for a better understanding of
the topics will be provided to the Executive Committee staff so that it can distribute
the information one week before the QMIR meeting.
Background material will be furnished according to the following format (examples
attached):
Tab A - FUNDING PROFILE The Funding Profile is a critical element of
the QMR. Financial activity frequently affects other problems, particularly
schedules. Therefore, it is absolutely essential that a thorough, coordinated
profile be prepared for the QMR. Insufficient funds, i.e., "SHORTFALLS," must
be addressed in the QMR narrative input and in the presentation, including
status of actions to resolve discrepancies or to identify funding.
The following definitions apply to terms used on the "FUNDING
PROFILE" display:
a. PRIOR YEARS: Actual expenditures.
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b. APPROVED: Current fiscal year approved funding.
c. BASELINE ESTIMATE: This is the estimated total cost of RDTF,E or
procurement starting with the first year the effort was included
in the approved budget.
d. ACTUAL/APPROVED: This includes the effects of all program changes
to date quantities, schedules, inflation, technical characteristics,
etc.)
e. PROGRAM MANAGER ESTIMATE: This includes ACTUAL/APPROVED plus any
new changes that are not reflected in the program (cost overruns,
additional quantities required, new requirements, technical problems,
Tab B - SCHEDULE PROFILE The Schedule Profile must include a brief
definition of t Fie activities planned with a projected schedule of major or
critical milestones. The report will include any slippages in these milestones
with. information concerning the cause, particularly those related to contractor
nonperformance or misperformance. It will also address other issues such as
technical problems, difficulties in performing tasks because of new technology,
loss of key personnel, management problems, misaligned priorities that result
in a slowing or a lack of progress, etc.
Tab C - PERSONNEL PROFILE The Personnel Profile identifies the authorized
and assigned staff ancontractor strength of program personnel, the program
management offices estimates, if applicable, and any shortfalls of personnel.
FOLLOW-UP ACTIONS AND SUBSEQUENT REPORTING
The Executive Committee report will include action items with specific
responsibilities assigned. All actions should be completed by the deadline provided.
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 ROUTING AND RECORD SHEET
oinments';.on Monthly Management Review Process
Harry E.',.Fitzwater
Deputy Director 'for Administration
-1 7D18. HQ -
FORWARDED
2. FEB; ]982
COMMENTS- (Number each comment to show, from whom
to whom. Draw a line across, column after each comment.).
OFFICER'S
INITIALS