MANAGEMENT OF INFORMATION PROCESSING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85B00803R000200080063-6
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 4
• Document Creation Date: December 15, 2016
• Document Release Date: January 8, 2004
• Sequence Number: 63
• Publication Date: October 13, 1969
• Content Type: MF

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Executive Rcgistty
13 OCT 1969
MEMORANDUM FOR: Deputy to the DCI for National Intelligence
Programs Evaluation
Deputy Director for Intelligence
Deputy Director for Plans
Deputy Director for Science and Technology
Deputy Director for Support
SUBJECT : Management of Information Processing
REFERENCE : Memo cltd 3 Sep 69 to above from DCI;
Subject: ADP -- Management
1, The Director has requested that the Executive Director-
Comptroller take steps to strengthen the coordination and management
of information processing activities which use computing equipment.
As a beginning. I believe we should recogn.i;,,e that computers do not
exist in an environment unto themselves; they exist only because of
some need to use them as tools to salve a particular operational problem
or achieve a particular management objective. Our problem is not so
much with managing computers. Our problem is with managing the
activities which use them to ensure that there is a significant advantage
to be gained by their usse.. If we are able to exercise effective management
control over the uses to which computers are put, we will have some control
over the growth in numbers of computers and their escalating costs.
Z. Decisions to use automatic data processing equipment to
solve a particular operational or management problem should be based
on a review of individual proposals in terms of:
a.. The overall utility of the proposed application
and its contribution to mission accomplishment and
achievement of apecifle operational or management
objectives.
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b. The merits of a computer application In relation
to other possible solutions to the stated problem, that is,
the benefits to be derived in relation to greater return,
higher productivity, Increased effectlveness and similar
elements of value.
c. Life expectancy of the proposed system in
relation to the time required to Implement it and the value
of the return expected.
d. Relationship to and compatibility with other existing
or planned .ADP activities and to overall program plans.
3. In conducting this review, it should be borne in mind that
the Office of Computer Services, DD/S&T, is the central Agency
organization providing consultative, technical, and equipment support
to all Directorates. While other components are not precluded from
developing or operating their own ADP facilities when it Is shown to
be advantageous to the .Agency for them to do so, the decision to acquire
major new facilities either Inside or outside of OCS or to make major
changes to upgrade such facilities will require compreher.lve study to
justify such a course and approval at the Executive Director-Comptroller
level.
4. There are several benchmarks in. the development of AOP
applications. Respon: ble management judgment at the operating
component and Directorate level must be brought to bear as each of
these benchmarks is reached and a decision made about whether to
proceed to the next phase or seek some alternative solution. Principal
benchmarks at which this review and decision making should take place
are:
a. At the time the problem has been Identified, the
objective stated, and a concept of a solution has been
developed.
b. When the definition, of the problem has been completed
and the feasibility of an ADP solution has been determined.
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c. When design specifications for the proposed system
have been completed.
5. The talent and technical competence necessary to focus on
these matters is scarce and cannot exist in every component of the
Agency. Therefore, Information Processing Coordinators appointed
by each Deputy Director should be charged with responsibility for:
a. Reviewing programs and plans to assist operating
officials in identifying problems which may lend themselves
to ADP solutions, and In developing concepts of systems to
arrive at those solutions.
b. Assisting managers in Identifying dato, and developing
information necessary to permit them to exercise the judgments
called for in paragraph 2 above.
c. Assisting managers In defining problems and offering
guidance in the development of documentation necessary to
support decisions which must be made as each of the bench-
marks Is reached.
d. Advising Deputy Directors on ADP matters generally
and making specific program recommendations as appropriate.
6. The Information Processing Coordinators of the Directorates,
with a chairman to be appointed by the Executive Director-Comptroller,
will comprise the Agency Information Processing Board. The Board will
meet at the call of the chairman or at the request of any of its members.
The Board will be responsible fors
a. Assisting in the formulation of policy and planning
guidance concerning CIA's information processing activities,
both internally and as they relate to other agencies and to
the intelligence community.
b. Reviewing proposed ADP applications which have
significant resource Implications at the time the first bench-
mark is reached to determine whether and to what degree it
may duplicate or relate to other existing or planned A DP
activities in other Directorates; to determine the need for
compatibility With other activities in the Agency; and to suggest
means by which compatibility may be achieved where there is
a need,
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c. Assisting as appropriate in determining what facilities
or systems are to. be used to solve particular problems.
d. Advising the Executive Director-Comptroller on ADP
matters generally and offering specific recommendations as
appropriate.
7. The 11,oard will draw on the Information Processing Staff,
{ s /PPB, and other individuals or components in the Agency as necessary
ccorrpliah Its mission. It ebould be recognized, for example,
co -plete planning and budgeting for ADP applications require that
attention be given during the early conceptual stages to requirements
for support services and facilities. The Deputy Director for Support
will, accordingly, eatabiish a Technical Facilities Committee comprised
of representatives of the Offices of Communication, Computer Services,
Logistics and Security. This Committee will work closely with the
Information Processing Board and each of the Directorates to consider
the impact proposed applications may be expected to have on existing
computer, space, communications and related facilities. Proposed
applications will be identified to this Committee as soon as the decision
to proceed has been reached at the first benchmark In order that the
Committee will be in a position to assist in developing estimates of
resource requirements for the programming and budget purposes.
/.?.s:/_i L.. i.. White
L. X. White
Executive Director -Comptroller
IPS /PPB
8 Oct 69
Brig - NIPE
1 . Each addressee
Dhjtributtionon
1 -- ExDir
l R
1 -- PPB Subj (IPS)
1 - PPB Reading;
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