ESTIMATED ANNUAL SAVINGS AS A RESULT OF THE HUMAN RESOURCE SYSTEMS DEVELOPMENT EFFORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP87-01146R000200030034-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 10
• Document Creation Date: December 19, 2016
• Document Release Date: April 13, 2006
• Sequence Number: 34
• Publication Date: September 30, 1980
• Content Type: MF

Approved For Release 2006/04113: CIA-RDP87-01146R000200030034-2
ODP-0-6488
3o S'e !ygo
ME ORAMXA, FOR: Director of Data Processing
Director of Personnel Policy, Planning, and M nagernent
gay Director or Applications, ODP
SUBJECT: Estimated Annual Savings as a Result of the Hlixnan Resource
Systems Development Effort
1. The extensive effort that went into the recently implemented jlixnan
Resources System (most noticeably the PERSIGN II system) has prompted an
interest in the potential savings (if any) in introducing this syst.ein ve;?sus
the estimated cost of developing the system. A team of people from both ()?I?d
and ODP was asked to categorize, as accurately as possible, the cost versus
savings in this effort. Their findings are the subject of this rr,e orarrd m.
2. The findings of the team were that the three and a half year devel-
opment effort for the HRS system required an expenditure of some $2.9 million,
and will result in an annual savings of approximately $763,100 as compared to
the cost of former personnel processes.
The analysis of these savi r .:s was de e I ,e by a 'c t.
r e r ana ysis o savires, 1_ ,ere was
any question as to the total savings for a line item, only a node-:t savings
was indicated or the item was categorized as intangible. Additional deta;ls
are available for each of the items identified in Attacriment A.
4. The standard methodologies that were used to compute ravings were:
a. $25 (the 0DP standard) was used for each ODP staff hour saved,
and $12.13 was used as the standard. non-ODP figure, which is the
Agency standard, without benefits.
?b. The number of Agency components that would benefit from the new
enhancement was arbitrarily set at 50. Although we recognize that
there are over 60 components in the Agency, there are some that do
not have an EP careerist assigned.
c. $756 was used for the average cost of each computer }dour saved.
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5. The following Is a summary of the estimated savings, by HRS project.
Attachment A is a more detailed description of the source of these estimates.
Attachment B is a list of the intangible savings introduced in this develop-
ment effort.
Ref. Para. in Estimated
Project Name Att. A for details Annual Savings
PERSIGN A $ 592,380
PERSTEP B $ 10,670
STAFFING C $ 53,665
MINI-GAP D $ 123050
PERSEAS E $ 12,095
PERCIARDS F $ 730
CENQUAL G $ 54,845
COMVAD H $ 2,340
PERFIT I $ 11,425
BATCHGIM II J $ 12,900
Tbtal $ 763,100
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?
?
ATPACJ?M ENT A
Individual Savings within each HRS Project
A. PERSIGN (Personnel Assignment Project) .
$192,382 Reduction in time for Agency components and OPPPM! to process
Personnel Actions.
$ 3,745 Reduction in 500 square feet floor space needed by ZRB/GPPPM
for equipment and personnel.
$ 27,132 Elimination of the rental and maintenance contract for IBM
` 3641 terminals in TRB.
$ 5.1822 No need for Bi-Weekly and Jhd-of-! bath balancing of tlhr,ee
different Personnel Systems (501, PERCON, PE.FRS1(3N I).
$ 2,092 Capability to process data on one action versus l,rrv h i. to
complete and process two different, actions.
$ 1,820 Increased capabilities of Mass Transfer Action reduces need
to process approximately 1500 actions annually.
$ 14,556 Comprehensive User Manual reduces training of personnel in
each Agency component.
$ 27,529
Automated Wass Update of Personnel records because of
dictionary code and text charges reduces need for sp cial
computer programs.
$165,000 -increased Ad-hoc reporting capability reduces need for
special computer programs.
$ 4,076 New and combined data on personnel actions (e.g. Handicap,
FLSA, etc.) reduces need for manually processing data wic.d./or
processing separate personnel actions.
$ 2,911
$ 4,367
$ 15,000
$ 10,800
$ 1,500
New Reports for Detailed individuals eliminates need for
manually researching the data.
New on-line STREN r74 eliminates need for ;manually maintain-
ing daily counts.
^utomated cross-references in the new HRS D;r:unentation
System reduces m tnten-,nce effort.
'Quick turn-around of now system elininat~es noced for o,, i t;irme
spent on reproducing reports.
No need for Fi'vluction Division to ; io: r .tor `i l i`:tr 1. ( 501)
runs.
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$ 2,400 No need for Data Conversion Branch to produce Solution II
listings.
$ 20,934 Canputer time saved on not having to process data for three
different systems.
$ 16.1200 ;manpower saved in checking results of three different
production systems.
$ 3,100 Reduction of 3,100 tape mount r; by ODP innuril 1 y .
$ 18,375 Return of 1,225 computer tapes no longer needed to support
old systems.
$ 34,416 No need for eight tape drives to be allocated as when old
personnel system was run.
$ 7,500 No need for complex SIMJOB operator training.
$ 8,723 Ccanputer time saved in hacking-up the many computer r t r ;, .
$592,380 PERSIGN Annual Savings
B.- PERSIEP (Auto:rated Step-Increase Project) .
$ 1,164 No need for OPPPM to process Pay Change Notification actions
to update the PSI Master Mile.
$ 2,329 No need for manual verification of each Yurrn 560 with the
Service Record Card.
$ 582 No need for manually projecting and pasting when next PSI
due, since automatic in system.
$ 1,164 No need for manual preparation of Form 560 for select d b:a.r-e
F}npl oy ees .
$ 1,164 Reduction in processing error corrections.
$ 1,456 Savings in processing ForIfi 560 on Oontr.ict nnlr
$ 2,523 Savings by the Office of r nance Pay Clerks in F cvc e.:sing
PSIS.
$ 97 No need to manually post Quality Step Increases for st,:it
tical purposes.
$ 194 No need to manually produce QSI statistical reports.
$ 10,673 :1'ERS r P Annual Savings
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C. STAFFING (Staffing Authorization)
$ 14,847 OPPPM and Agency component savings in manually maintaining
records for personnel who are assigned to the new Organiza-
tional Groupings (Assignment Other & Budget Control).
$ 2,329 Savings in manually researching Position Changes which are
now maintained automatically.
$ 30,276 New and revised data on the Staffing Complement Reports
saves Agency components from manually researching the data.
$ 1,164 New on-line edits reduces error recycle processing.
V
$ 1,164 No need for the manual production of the S1rtEr?~G`IL? F'es Only
Report since S'I1 EN(TN is maintained on-line.
$ 3,881 The automated production, of the Lan uage Control egister
saves OTE in manual research and production.
$ 53,664 STAFFLNG Annual Savings
D. MINI-GAP (Phase 1 of General Archives Project)
$ 4;852 Increased accuracy of new converted data conformirif- to the
new FEHSIGN reduces Agency compo: lent time in bag ;ric-in - ga; ns
and losses within each Office.
$ 7,200 New documentation reduces confusion maintaining the system.
$ 12,052 MINI-GAP Annual Savings
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E. PERSEAS (Overseas Zburs - PCS/TDY Project)
$ 5,347 Reduction in coding forms, keypunching and verification.
$ 3,493 No need for manual updating of hard-copy Overseas Master,
since data on-line.
1,164 No need to manually merge Staff and Contract data from two
different systems.
$ 291 Increased accuracy because of project cross-checking and
editing.
$ 1",200 Dihanced documentation decreases time in maintaining system.
$ 600 Automated Mass Update of records because of dictionary
code/text changes eliminates need for special programs.
$ 12,095 PERSFAS Annual Savings
F. CIARDS (CIA Retirement and Disability System)
$ 291 Reduction in manual processing of management requests.
$ 437 Maintaining Active and History files on-line reduces manual
effort in preparing reports.
728 CIARDS Annual Savings
G. CEI UAL (Agency Qualification System)
$ 2,329 No need to code data on separate coding sheets.
$ 1,747 No longer necessary to manually update Qual Girds and post
data to La, cage Rosters.
$ 388 Reduced time in cross-training (Qual, Iarguage, &
Biographic) personnel.
$ 34,934 Capability to produce automated Riographic Profiles reduces
manual effort.
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$ 388 Automated project-cross checking of MAINID for MSQ, QUAL, &
LANG data reduces error recycling.
$ 582 Increased accuracy and bonsistency of data permits reduced
time in cross training personnel.
$ 7,200 Canbined data eliminates the need for special documentation
and maintenance of the four previous projects (QUAL, LANG,
M9Q, & PERCON).
$ 7,278 Eliminate manual processing for QUAL and LANG data for
Contract personnel by combining all in one on-line system
saves Agency components.
$ 54,846 CE QUAL Annual Savings
H. COMVAD (Common Validation Dictionary Project)
$ 754 On-line update provides capability to key directly from
source docunent as opposed to coding F~brmn 1099.
$ 388 Error recycle reduced because of on-line edits and by only
keying changing data as opposed to the complete transaction.
$ 400 Idly update capability reduces need for special runs of
predecessor system (NPDIGT) to process personnel actions.
$ 1400 No need to make RCA-501 progra,n changes for tables that were
intenial to the programs.
$ 400 Enhanced automated me I thods for utxiating Salary related
dictionaries reduces previous manual effort.
$ 2,342 CU4VAD Annual Savings
I. PERFIT (Performance Appraisal System)
$ 2,329 Performance Appraisal data onto coding sheets.
$ 9,098 Automated printout of Employee status data on Form 45
reduces manual effort by Agency components in researching
data and subsequent typing on form.
$ 11,427 PERFIT Annual Savings
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J. BAZCHGIM II (PLI access to GIM Iota Bases)
New features eliminates need for DBCC/ODP'to prose many
batch readers.
No need to duplicate the GIN dictionary definition in each
program via manual coding and verification.
No need for coding the complete record, since iri 1vI,]u;i1
fields can be accessed by each prugraun.
Reduced maintenance effort because of a-rranced document=a-
tion.
$ 12,900 BAZCIHGIM II Annual Savings
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ATTAC}-D= B
Intangible Savings for the HRS System
1. Major savings result from the compatibility of Buffing Center Computer
Systems. No need for special handling of SIMJOB related problems provides for
the stability of systems and uniform methods of processing jobs.
2. Fhhanced capabilities exist for statistical management reports because of
the consistency of Staff and Contract data in the MINI-GAP system.
3. The elimination of approximately 35 CENQUAL reports because of consolida-
tion will result in some savings. Some of these savings will be offset by new
ad-hoc RAMIS reports.
4. Consistency of using Federal Information Processing Standard Codes, where
possible, will eliminate much confusion in Agency components and also reduces
the number of dictionaries maintained with the same data, but using different
codes for identification.
5. New capabilities of BA'ICHGJJH II for accessing multiple GIM data bases and
processing G111-like Security Checks will provide the Agency with the capabil-
ity to design multi-database projects and greatly enhance the automated
security checks previously made.
6. Additional savings may be realized by the Placement Officers when review-
ing actions because of the many Federal and Agency automated regulatory checks
with the FERSIGN system.
7. PERSIGW's autcymated interface to 19 other computer systems will provide
consistency of data in all systems and result in:
a. Less confusion.
b. Fewer telephone calls from Office to Office to determine
if/what/when some item of data changed on an individual.
c. Fewer manual checks of hard-copy records/files to determine
accuracy.
d. Less manual processing of paper transactions and subsequent
coding/keypunching to have the data changed in the respective
system.
e. Less file space needed for storing the paper.
f. Fewer forms/ computer listings needed.
g. minced security
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h. Fewer special computer interface files for each of the systems
resulting in reduction of computer processing needed and reduction
in manpower for monitoring the computer output.
1. Reduction in error rate all interfacing projects.
8.Iily update capability for all HRS projects will probably reduce overtime
needed in Agency components previously needed to meet a processing time sched-
ule.
9. Because of eight integrated HRS projects on one data base:
a. The capability exists to cross-train OPPP;4 personnel in the
integrated data aspects and procedures, thus providing for increased
morale and career development.
b. No need to check many places to find HRS data.
c. Permits on-line query capabilities that previously would have
required so much manual effort that they would have been cost
prohibitive and the data would have been out-of-date when received.
d. Elimination of data redundancy resulting in increased accuracy,
less computer storage space and less updating.
e. Automated project cross-checking for verifying individual's
status thus eliminating manual checks to see which system is correct
and subsequent coding/keypunching/processing to get systems in
agreement.
10. The daily update of Project Numbers from the Financial Resoui-c;cs JyuLcrns
in the HRS2 Data Base eliminates a large error rate and subsequent manual
checking/corrections of personnel actions and reprocessing of actions.
11. The modular design and documentation of the system provides:
a. Easy method to determine which program uses which data, thus
saving manpower in looking through manly listings to determine use.
b. Saves making multiple computer runs to determine what error will
occur next.
c. Flexibility for change in requirements.
d. Data Element rootname uniformity eliminates confusion and time.
12. The establishment of a computer maintained sequence nunber on Request for
Personnel Actions and Notification of Personnel Actions eliminates confusion
to the employee and OPPPIN1 as to whether an action was processed, end for
filing purposes the sequence in which they were processed.
13. Processing both Staff and Contract cnpl oyees in one cyst .n, as to
the three previous systems, has reduced the number of di"fcnr,_nt pr-,,c
procedures, user manuals, and different forms used.
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