SAFE PROJECT MANAGEMENT PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00933R000500090013-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 29
• Document Creation Date: December 15, 2016
• Document Release Date: October 31, 2003
• Sequence Number: 13
• Publication Date: May 13, 1981
• Content Type: MF

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SAF-E337-81
13 May 19 81
MEMORANDUM FOR: Chief, Administration Group/Office of the
Comptroller
FROM
Director, Conso 1 ated SAFE Project Office/ODP
SUBJECT SAFE Project Management Plan
1. The Consolidated SAFE Project Office (CSPO/ODP) has
revised and updated the SAFE Project Management Plan. It now
addresses and responds to questions raised by the Intelligence
Community Staff in their FY 1983 - 1987 PMGM supplement.
2. The revised Plan, dated 1 May 1981, is attached, Two
Annexes to the Plan are described in the Plan. However, Annex 1,
the DIAOLS/SAFE Integration Plan, is not included. It has been
forwarded to IC Staff by DIA under a separate memorandum. A
draft of the SAFE - ODP Integration Plan is included.
3. Please forward a copy of the attachment to IC Staff. The
CSPO point of contact on these matters is Mr.
Attachment: CSPO Project Management Plan
Excluding Annex 1
Orig & 1 - C/AG/O/Compt
1 - D/ODP +.-
1 - D/OCR
1 - C/PMES/NFAC
1 - SAFE Chrono
CSPO/ODP :mer (13 May 1981)
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SAFE
PROJECT MANAGEMENT
PLAN
1 MAY 1981 (REVISED)
'PREPARED BY THE
CONSOLIDATED SAFE PROJECT OFFICE
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EXECUTIVE SUMMARY
The Congressional Conference Report on the FY 1977 Budgets for
the CIA and DIA recommended coordinated development of the CIA's
SAFE (Support for the Analysts' File Environment) and DIA's ADISS
(Advanced Defense Intelligence Support ystem) projects. In
August and September of 1977 the Director, Defense Intelligence
Agency and the Director of Central Intelligence concurred in the
immediate formation of the Consolidated SAFE Project Office
(CSPO).
The CSPO is responsible for the development of a system that
satisfies the CIA and DIA user requirements as defined and
validated by each Agency in the Consolidated SAFE Requirements
Document (CSRD). This effort encompasses not only the common
requirements, but also those unique to each Agency. It is
directed towards maximizing cost savings through common
development, procurement and service for both Agencies.
The CSPO will be staffed from both Agencies but housed within CIA
facilities and provided administrative support by CIA. All DIA
funding on SAFE will be channeled through CIA. The CSPO is
responsible to the Directors of both Agencies for carrying out
the mission as stated herein under the guidelines specified in
the Memorandum of Understanding between the Director of Central
Intelligence and the Director, Defense Intelligence Agency.
The previously contracted (CIA SAFE and DIA ADISS) efforts were
redirected to result in the selection of one prime contractor to
develop the SAFE system. Support contracts will be awarded
required by the SAFE Project Director.
The CSPO will report monthly, quarterly, and semi-annually on the
Program's progress and funding status to appropriate authorities
as identified in Section VI, Oversight and Reporting. A jointly
chaired CIA/DIA Steering Committee will review the Project
quarterly and will be available to resolve any inter-agency
problems impacting the Consolidated SAFE Project.
Additionally, this plan:
o Describes the procedure for coordination and establishes
the structure for consolidated management,
o Specifies methods to be utilized for funding and
procurement, and establishes annually a five-year
funding profile,
o Describes how user requirements will be accommodated,
0 Lists milestones for the planned development.
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Para. Page
EXECUTIVE SUMMARY ........................... ii
ACRONYMS AND ABBREVIATIONS .................. Vi
SECTION I
INTRODUCTION
1.1
PURPOSE AND SCOPE OF PLAN ........................
I-1
1.2
MISSION ..........................................
I-1
1.3
SYSTEM OBJECTIVE .................................
I-1
SECTION II
MANAGEMENT
2.1
APPROACH .........................................
II-1
2.2
PROJECT PHASING ..................................
II-1
2.3
MAJOR PROJECT MILESTONES .........................
11-2
SECTION III
PROJECT OFFICE
3.1
PROJECT DIRECTION ................................
III-1
3.2
ORGANIZATION AND FUNCTIONS .......................
III-1
3.3
STAFFING REQUIREMENTS ............................
111-3
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SECTION IV
SYSTEM FUNCTIONAL REQUIREMENTS
4.1 RESPONSIBILITIES ................................. IV-1
4.2 CLARIFICATIONS AND RESOLUTIONS ................... IV-1
4.3 REQUIREMENTS IMPLEMENTATION - BLOCKING ........... IV-1
4.3.1 ADVANTAGES OF BLOCKING APPROACH ................... IV-1
4.3.2 IOC FUNCTIONAL CAPABILITIES ...................... IV-2
SECTION V
FINANCIAL MANAGEMENT
5.1 BUDGET ........................................... V-1
5.2 OBLIGATION OF FUNDS ............................... V-1
5.3 SAFE SYSTEM POST-IOC MANPOWER OPERATIONS
REQUIREMENTS ..................................... V-2
SECTION VI
OVERSIGHT AND REPORTING
6.1 OVERSIGHT ........................................ VI-1.
6.2 REPORTING ........................................ VI-1
ILLUSTRATIONS
Figure 1
(Design Schedule) ...........................
11-4
Figure 2
(CSPO Organization) .........................
111-4
Figure 3
(Annual Budget Cycle) .......................
V-4
Table 1
(CSPO and SAFE Computer Operations and
Maintenance Manpower Profile ................
V-3
Table 2
(Reviews and Controls) ......................
VI-2
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ANNEXES
Annex 1 DIAOLS/SAFE Integration Plan
Annex 2 Ruffing/SAFE Integration Plan
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 ADISS
ADP
ADSTAR
AIRES
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ACRONYMS AND ABBREVIATIONS
- Advanced Defense Intelligence Support System.
- Automatic Data Processing.
CIA
COINS
COMPT/CIA
CSPO
CSRD
D/DCI/ICS
DDA
DF
D/NFAC
D/OCR
D/ODP
DD/DIA
DG
DIA
DIAC
DIAOLS
DDS &T
NFAC
NFIP
Automatic Document Storage and Retrieval System.
Advanced Imagery Requirements and Exploitation
System.
Central Intelligence Agency.
Community On-line Intelligence System.
- Comptroller of CIA.
Consolidated SAFE Project Office.
Consolidated SAFE Requirements Document
Director of Central Intelligence.
Design Competition Phase of the initial CIA SAFE
Project.
Deputy to DCI for the Intelligence Community Staff.
Deputy Director for Administration/CIA.
SAFE Development Facility
Director of National Foreign Assessment Center/CIA.
- Director of Office of Central Reference/NFAC/CIA.
Director of Office of Data Processing/DDA/CIA.
- Deputy Director of Defense Intelligence Agency.
General Defense Intelligence Program Staff/DIA.
- Defense Intelligence Agency.
Defense Intelligence Analysis Center
DIA On-line Support System.
Deputy Director for Science and Technology/CIA.
- National Foreign Assessment Center.
- National Foreign Intelligence Program.
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OCR - Office of Central Reference/NFAC/CIA.
ODP - Office of Data Processing/DDA/CIA.
RS or - Deputy Director for Resources and Support/
RS/DIA Comptroller/DIA.
SAFE - Support for the Analysts' File Environment.
VP - Vice Director for Production/DIA.
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SECTION I
1.1 PURPOSE AND SCOPE OF PLAN
This document establishes the Consolidated SAFE Project Manage-
ment Plan under the guidelines delineated in the CIA/DIA Memo-
randum of Understanding. It provides for the joint development:
of an information handling system which will be designed to
satisfy DIA and CIA intelligence requirements as referenced in
paragraph 1.3 of this Management Plan.
The management approach is based on the premise that an overall
system design can be developed which will satisfy user require-
ments of both Agencies. The goal of joint management is to
reduce development, procurement and maintenance cost by capital-
izing on commonality.
The scope of this plan is limited to developing and implementing
a system which will meet the objectives outlined in paragraph
1.3.
This document encompasses the organizational mission, system
objectives, management approach, CSPO organization/functions, and
financial management and oversight.
The System will be turned over to operational organizations
within each Agency upon completion of the current contract with
TRW and the acceptance of each Agency. The detailed planning for
system transition and operation (see Annexes 1 and 2) will be.
accomplished in coordination with the appropriate directorates
within the respective Agencies as the system design is developed.
1.2 MISSION STATEMENT
The Consolidated SAFE Project Office will define, develop and
bring to operation the SAFE System to satisfy the needs of the
production analysts and users in the CIA and the DIA. Further,
it will take maximum advantage of requirements and functions
common to both Agencies to minimize system development, procure-
ment, maintenance and operating costs.
1.3 SYSTEM OBJECTIVE
The SAFE System objective is to support improvement in the
timeliness, quality, and effectiveness of intelligence data used
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to produce information for policy/decision makers and military
commanders. Modern automatic data processing tools and communi-
cations will be provided to:
o Assist in the analytical-process by making available
hardware and software techniques for retrieving,
manipulating and correlating intelligence data,
o Support the management, production and dissemination
of finished intelligence,
o Assist in the intelligence assessment process and
collection requirements process,
o Permit data interchange with other systems at both
national and field levels, (e.g., COINS, AIRES,
ADSTAR, and intelligence handling systems at Unified
and Specified Commands),
o Enable restructuring and redesigning of intelligence
database holdings for efficient operational utili-
zation,
o Support a security environment consistent with
established policies and procedures.
The SAFE System will encompass those user requirements defined by
the Consolidated SAFE Requirement Document (CSRD). The System
will address all elements of those requirements, those unique to
each Agency as well as those common to both Agencies.
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SECTION II
MANAGEMENT
2.1 APPROACH
The Consolidated SAFE Project Office will carry out the SAFE
development by managing the SAFE related contractual efforts of
each Agency to include development, procurement and support
efforts. The objective is to have the system develoment per=
formed by the prime contractor with technical services contrac-
tors as required to support the CSPO's activities.
2.2 PROJECT PHASING
The SAFE Program will be carried out in five phases as follows:
2.2.2 REQUIREMENTS DEFINITION (1975 - MARCH 1978)
This phase provides for the delineation of those functions which
the users expect the system to perform to support their needs.
At all times there will be a set of baseline requirements against
which development is taking place and a set of priority ordered
changes against which future plans will be made.
The initial set of requirements for (CIA) SAFE was released in
June of 1977 and were updated in January of 1978 as a baseline
document for use in system definition. The baseline requirements
for DIA SAFE were detailed (within the scope of the 10 June
1978. These sets of requirements were integrated by the CSPO to
define the total SAFE system. The integrated requirements will
be given to the DCP contractors to permit them to define a system
architecture to satisfy both Agencies. The Consolidated SAFE
Requirements Document (CSRD) embodies the total requirements for
both Agencies as of April 1979 and is considered as the
requirements baseline by the prime developer of SAFE.
2.2.2 SYSTEM DESIGN COMPETITION (OCTOBER 1977 - MAY 1979) ,
During this phase the initial CIA SAFE Design Competition Phase
contracts were extended to include the DIA requirements noted
above. In addition, the results of the other DIA System Defini-
tion tasks were integrated into the overall system
architecture. The Design Competition Phase contracts were
evaluated on the bases of cost, performance and risk and the
winner (TRW) proceeded to the System Development and Acquisition
Phase.
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2.2.3 SYSTEM DEVELOPMENT AND ACQUISITION (JULY 1979 - 1982)
The system design selected at conclusion of the DCP was further
detailed and analyzed leading to Requests for Proposals being
issued for the standard hardware and software. Development work
was initiated for software and any special hardware required.
The standard hardware and software was acquired during this phase
to support development activity and for total system delivery to
the Government.
2.2.4 INSTALLATION, TESTING, TRAINING AND ACCEPTANCE (1982 -
1984)
Because installation, testing, training and acceptance plans are
dependent on system architecture and budget levels, these plans
will be developed during the System Acquisition Phase and carried
out during this phase.
A phased installation, testing, training and acceptance will be
created with a core of basic elements brought to an initial
operating status. Upon completion of successful testing and
acceptance, the remainder of the system will be built on this
core.
2.2.5 OPERATIONS (1985)
An operational group within each Agency (RS within DIA and ODP
within CIA) will operate and manage the system. The CSPO will
work in close coordination with these respective groups to plan
transition phasing and ensure that the transition to operational
status is successful. These operational groups, in close
coordination, will maintain the system and respond to evolving
requirements as delineated by both Agencies (see Annex 1 and
Annex 2).
2.3 MAJOR PROJECT MILESTONES
The following major milestones represent accomplished dates or
milestones.
1.
Prime Contractor Awarded
6/79
2.
Contractor's Project and Management
Plans Received
8/79
3.
WBCS Installation in CIA
3/80
4.
SAFE Hardware Selected
8/80
5.
CIA SAFE Computer Site(s) Preparation
Started
9/80
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6.
SAFE Development Facility Ready in
California
11/80
7.
Initial System Deliveries at (DF)
1/81
8.
Preliminary Design Review (PDR)
3/81
9.
Receive Initial System Deliveries (CIA)
9/81
10. Block 1 Initial Operating Capability (CIA)
12/82
11.
Block 2 Initial Operating Capability (CIA)
12/83
12.
Block 3 Initial Operating Capability (DIA)
1/84
13.
Block 4 Initial Operating Capability (DIA)
10/84
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CY-79
PREPARATION
DIA SITE 911
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CONSOLIDATED SAFE DEVELOPMENT SCHEDULE
CY-80
(REVISED FOR BLOCK APPROACH)
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SECTION III
PROJECT OFFICE
The Consolidated SAFE Project Office has been charged by the
Directors of both Agencies for development of a system responsive
to the users' needs. The Project Director and Deputy are
responsible for the successful execution of the SAFE Project.
3.2 ORGANIZATION AND FUNCTIONS
The CSPO will be a joint CIA/DIA activity administratively under
the control of the CIA's Office of Data Processing. The CSPO
will be made up of the following components (as shown in Figure
2) with functions as indicated below.
The Chief of Project Planning and Control is responsible for:
o Development and maintenance of Project plans and for
development of control mechanisms, tools and
displays for use by all elements of the Project.
10 Logistic and site planning for the system.
o Develoment training plan for SAFE transition.
o Document control and configuration management.
o Project security.
o Operational requirements and transition planning.
o Budget and Financial Management:
- Preparing responses to queries in preparation
for budgetary hearings.
- Preparation of the joint project/program budget
request.
- Monitoring project travel and training.
- Assure proper accounting of all Project
resources and provide appropriate statements to
each Agency.
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Obtain the certification of the availability of
funds for all procurement actions.
Understanding budgetary procedures within each
Agency and working in close coordination with
the appropriate Agency comptrollers to ensure
adherence to program budget milestones and
procedures.
3.2.2 SYSTEM ENGINEERING
The Chief of System Engineering is responsible for:
o Managing the system design, development, integra-
tion, testing, acceptance and transition to opera-
tion.
o Monitoring and providing advice on related develop-
ment programs in other components of DIA and CIA.
o Providing technical oversight and contract manage-
ment for the principal contracted effort.
o Integration of CIA and DIA requirements in coordina-
tion with the Requirements and Database Administra-
tion components.
o Reliability and test programs.
0 Monitoring support contracts.
o Defining interfaces to other systems.
o Validation and verification of system cost-effec-
tiveness, performance and architecture.
o System security:
-
Ensuring
security
policies
contained
that the system attains the level of
commensurate with the standing
and security levels of information
in the system's files.
-
Providing system security advice to the Project
Director and other staff components.
3.2.3 DATABASE ADMINISTRATION
The Chief of Database Administration is responsible for:
o Identification and definition of all databases on
the system to include recommendations for combined
use and support where practicable.
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o Identification of maintenance responsibility for all
files.
o Coordination with System Development and Acquisition
and Requirements components to ensure that database
structures and management are responsive to users'
needs.
3.2.4 REQUIREMENTS
The Chief of Requirements is responsible for:
o Identification and assembly of all intelligence and
support requirements of the users in each Agency.
o Ensuring the validation and priority ranking of
requirements with each Agency.
o Developing (in coordination with Project Planning
and-Control) substantive justification for Project
resource requests.
o Establishing and monitoring all appropriate control
and reporting procedures for requirements.
o Validating (in coordination with System Development
and Acquisition and System Analysis components) that
the SAFE System satisfies users' requirements.
3.3.1 STAFFING REQUIREMENTS
The staffing (shown in Figure 2) is based on the following
premises:
o The organizational functions as outlined above are
carried out by CSPO.
o The CSPO integrates requirements and provides
technical as well as management oversight to the
prime contractor.
0 The CSPO is provided administrative support by the
CIA.
o DIA personnel assigned to the CSPO must meet CIA
Security Standards including full field investiga-
tion and polygraph interview.
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SECTION IV
SYSTEM FUNCTIONAL REQUIREMENTS
4.1 RESPONSIBILITIES
The statement of user requirements for the SAFE System is the
responsibility of the individual Agencies. This information will
be obtained from the Systems Analysis Staff of the Office of
Central Reference (SAS/OCR/NFAC) for the CIA and from the DIA
SAFE User Requirements Manager who will be the focal point within
DIA for user requirements.
The CSPO will integrate the requirements of both Agencies and
support revalidation of these requirements within each Agency
(NFAC for CIA and VP for DIA). The integrated requirements will
be those against which the system will be developed.
The CSPO will maintain-this integrated set of requirements in the
form of a Consolidated SAFE Requirements Document (CSRD). This
document and all modifications will require the concurrence of
the appropriate organizations within each Agency.
4.2 CLARIFICATION AND RESOLUTION
Clarification and resolution of system inconsistencies in the
satisfaction of the requirements will be accomplished through a
Joint Requirements Board consisting of the Chief, SAS/OCR/
NFAC/CIA and the DIA User Requirements Manager and chaired by the
Project Director.
4.3 REQUIREMENTS IMPLEMENTATION - BLOCKING
A Blocked Development-Task Group, a joint CSPO/TRW effort, was
convened because of the realization that the totality of SAFE
requirements, as expressed. in the CSRD, could not be developed
within the.resources time and budget available. A total of six
blocks were defined: Blocks 1, 2 and 5 for CIA and Blocks 3, 4
and 6 for DIA. The initial blocks for both Agencies (1 and 3)
are planned for the original IOCs. DIA's system IOC will be
coordinated with the occupancy schedule of the Defense Intelli-
gence Analysis Center. The functionality of Block 1 is defined
to include, as a minimum, all the functionality of Interim SAFE
and the functionality for Blocks 3 and 4 for DIA is similarly
related to DIAOLS.
4.3.1 ADVANTAGES OF BLOCKING APPROACH
The Block definition approach represents a reasonable balance
between minimizing risk to achieve IOC on schedule and providing
acceptable functional capability and performance. Incremental
development was felt to reduce the technical risk of bringing up
the three-tier architecture system while at the same time
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permitting a rational approach to equating cost with each
requirement segment, making it more amenable for staying within
given cost boundaries.
4.3.2 IOC AND FOC FUNCTIONAL CAPABILITIES
The Block 1 schedule is essentially the same as the initial CIA
SAFE IOC; December 1982. Block 3 for DIA is scheduled for
January 1984, but will be tailored to be complimentary with the
new Defense Intelligence Analysis Center (DIAC) building
schedule. The respective FOCs for each Agency are in the FY
86/87 time frame with Block 5 CIA-FOC and Block 6 DIA-FOC. A
summary of the respective capabilities that will become
operational with each Block are detailed below:
INITIAL OPERATIONAL CAPABILITY (IOC)
BLOCK 1 (Dec 1982
o Support 230 concurrent users
o 460 full function users
o Software streaming for text search
o Simplified route
o Fully converted Central Index File
o Simplified interprofile logic
o Simplified and standardized status report
o External interface to CDS, DATEX, and ODP
o Reduced ancillary file support
o Response relaxation on certain transactions
o Less than 24 hours operation
o Simplified failover and recovery
o AFB consistent with current capabilities
o CRT display for system status
o Simplified private index files
o Input/output forms - limited, system defined
o Partial MIS capability
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BLOCK 2 (January 1984)
o Support 600 concurrent users
0 800 full function users
o Full ODP interface
o Controlled access
o Increased document storage - Improved text storage
0 24 hour a day operation
BLOCK 3 (January 1984)
o Support 350 concurrent users
500-600 full function users
o Block 1 functionality for AISF with the following
additionals:
Compose files to SMA
Route internally composed documents to SMA
AFB index records send to mail files
Dissemination addresses (System Catalog Files)
o Simplified teleconferencing
o Low resolution graphics capability
o Partial system Management Information System (MIS)
o Partial user MIS
o CRT display for system status
o DBMS control of AISF files
o Partial DBA support capability
o Simplified audit trail capability
o External interfaces to DIAOLS, COINS, AIRES, NMIC,
DODIIS
o Simplified interaction to external systems
o Reduced log-off procedures
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o Simplified trouble reporting
o Less than 24 hour a day operation
o Full report writing capabilities (AISF/IDF)
o System high security mode of operations
o Full support to collateral batch production
o Partial hardware/software performance monitoring
BLOCK 4 (September 1984)
o Block 2 functionality for AISF
o 800 full function users
o Support additional concurrent users
o 24 hour a day operation
o CIA-DIA link
o Increased system loading transaction rates
o Selected improvements/enhancements
System/user MIS
Medium resolution graphics
DBA capability
Routing
Audit trails
log-on/log-off
Teleconferencing
Performance monitoring
FULL OPERATIONAL CAPABILITY (FOC)
BLOCK 5 (FY 86/87)
o More users and terminals
o ADSTAR interface
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o Search annotations
o Multi-file query
o AFB enhancements
o Mail Construction
o Enhanced Route
o Enhanced output formatting
o Enhanced MIS
o Enhanced Transaction file support
o Suspended profile maintenance
BLOCK 6 (FY 86/87)
o Support 1200 concurrent users
0 1200 full function users
o Full teleconferencing capability
o High resolution graphics
o Full system/user MIS
o Language transparency to DODIIS (COINS, U&S
Commands, CMBS, AIRES, NMIC)
o Enhanced AISF capabilities (same as in Block 5)
o Full DBA capabilities
o Full log-on/log-off cpabilities---
o Compartmented mode of security operations
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SECTION V
FINANCIAL MANAGEMENT
5.1 BUDGET
A consolidated Project Budget request will be developed annually
by the CSPO for approval by the respective Agencies in accordance
with respective Agency budget calendars. This budget request
will identify and quantify those resources necessary to fund for
system development designed to satisfy CIA/DIA user requirements.
The budget will identify the total system costs, indicating the
portion attributable to each Agency's unique requirements and the
equal proration for common elements. Civilian personnel pay and
benefits will be the responsibility of the parent Agency to which
the individuals are assigned.
The CSPO will recommend appropriate priorities for consideration
by each Agency in developing the Project's overall resource
requirements. Each Agency will review the budget request and
include its approved level of resources in its respective budget.
The CIA's SAFE resource requirements will be included in the NFAC
Budget Submission and DIA's SAFE resource requirements will be
included in DIA's ADP submission.
The resources for the SAFE Project will be identified in,the
National Foreign Intelligence Program's Congressional Budget
Submission.
in accordance with DCI guidance issued August 1979, a principle
objective of the Consolidated SAFE Project is to develop and
acquire the-system within-a-$75 million funding limitation in
FY-1979 dollars. Within this guidance, $42.5 million was
allocated as the CIA funding limit $32.5-million was allocated as
the DIA funding limit. The Block Development Approach,-which
encompasses the CSPO's principle objective, is planned to control
risk, cost, system integrity and schedule (see paragraph 4.3,
Requirements Implementation - Blocking).
The budgetary process is as shown in Figure 3.
5.2 OBLIGATION OF FUNDS
Obligations against the budget will be planned by quarters for
each fiscal year and will be reported quarterly against the
plan. The plan and reports will identify the application of
funds against each Agency's requirements.
Both DIA and CIA funds will be made available to CSPO upon
approval of the Congressional budget.
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The DIA total funding level for each fiscal year will be con-
firmed by the DIA Comptroller (RS) to the CSPO using the Military
Interdepartmental Purchase Request (DD Form 445). DIA will
advance funds to the CIA under the Economy Act based on SF 1080
billings from CIA.
CIA funds will be forwarded from NFAC using the. Authorization to
Expend Funds from other Components Allotments (Form 1716).
The proration of costs for the total system design and develop-
ments to satisfy common requirements will be on a 50/50 basis.
The proration of costs for other acquisitions and procurements
will be based on each Agency's expected usage, needs, and
quantities.
The obligation of funds will be in accordance with standard CIA
procedures.
5.3 SAFE SYSTEM POST-IOC MANPOWER OPERATIONS REQUIREMENTS
In the post-IOC period for DIA and CIA, manpower will be required
to both operate and maintain each system. The schedule and
description of the integration of each system into the daily
operations of each Agency are fully detailed in Annex 1 (DIA) and
Annex 2 (CIA) of this Project Management Plan. This integration
allows for the smooth transition from development and implemen-
tation to regular scheduled operations while completing implemen-
tation to FOC capabilities as detailed in paragraph 4.3.2 page
IV-4 and 5. A small contingent of personnel will be required at
each Agency to monitor this continued effort to reach FOC and to
maintain liaison between each Agency during this time frame and
is reflected in the total numbers displayed in Table 1. Funding
requirements to reach an FOC configuration and total phase out of
DIAOLS in FY-87 are identified in Annex 1. The funding profile
for DIA from-FY-85-through FY-87 includes-continued software
conversion and applications program development, additional
terminals and supporting processors additional on-line storage,
and enhancements to the external/internal interfaces. It should
be noted that in the case of CIA, all post-IOC manpower figures
,,are for civilians whereas in the case of DIA enlisted military
(approximately 15) are included for operations of the system. In
contrast to CIA, the manpower figures displayed in Table 1 for
DIA do not reflect augmentation from DIAOLS as DIAOLS is phased
out and all categories of support personnel are transitioned over
to SAFE support.
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ANNUAL PROJECT BUDGET CYCLE
C I AI
(NFAC
COMMON
PROJECT LEVEL
I A
(RS)
IC STAFF
AND
OMB LEVEL
C I A
(NFAC)
S A
.CONGRESSIONAL LEVEL
D I A
(RS)
APPROVED
AGENCY
LEVEL
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SECTION VI
OVERSIGHT AND REPORTING
6.1 OVERSIGHT
The CSPO's reporting channel to the Director of the CIA will be
through the office of Data Processing, the Deputy Director for
Administration, and Deputy Director of Central Intelligence. The
reporting channel to the Director, DIA will be through the
Director for Resources and Systems (RS).
A Steering Committee consisting of the DD/NFAC/CIA**, DDS&T/CIA,
DDA/CIA, RS/DIA, and VP/DIA**. It will provide guidance on
policy issues, will resolve issues that the CSPO cannot resolve,
and approve major changes to this Project Management Plan.
This Steering Committee will review the Project quarterly to
ensure that the System being developed is responsive to the
users' needs and that the Project is progressing satisfac-
torily. The quarterly reviews will encompass plans, accomplish-
ments, activities, problems, and funding both current and future.
6.2 REPORTING
Monthly, quarterly, and semi-annual reports and briefings will be
provided as noted in Table 2. The quarterly reports will cover
the preceding quarter's results and current quarter's plans and
will include financial status of the Project for the fiscal
year. The semi-annual reports will cover the total Project
status and activity to date and technical and financial plans for
the completion of the Project.
On those months when quarterly and semi-annual reports are due,
monthly reports will be incorporated into those quarterly and
semi-annual report-s.
The CSPO will produce the reports and schedule briefings no later
than 15 working days after the end of the reporting period.
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PROJECT REVIEW AND CONTROLS
DCI
DD/NFAC/
D/OCR/
RS/DIA D/DCI/
CIA
CIA
ICS
D/DIA
DDA/
D/ODP/
RCC/DIA
CIA
CIA
DDS&T/
COMPT/
VP/DIA
CIA
CIA
Semi-Annual
Briefings
x
X
X
X
and Reports
Quarterly
Briefings
x
X
X
X
X
and Reports
Monthly
x
X
X
X
X
Reports
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