REVIEW OF MAJOR PROBLEMS CONCERNING PROJECT ORACLE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83T00573R000500060004-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 3
• Document Creation Date: December 9, 2016
• Document Release Date: March 6, 2001
• Sequence Number: 4
• Publication Date: July 30, 1975
• Content Type: MF

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30 July 1975
04-0
MEMORANDUM FOR: Director, Office of Joint Computer Support
SUBJECT Review of Major Problems Concerning
Project ORACLE
The following discussion combines the information
received at the July monthly review meeting at AMPEX with
other data received during June and July. In addition to
the major points presented here, I have also attached a
list of minor problems which illustrate the inconsistencies
that I have come to accept as normal when dealing with this
contractor.
1. A total of 6 new programmers have been or will be
added to the project, while 4 experienced people have been
shifted elsewhere.
2. The current Software Manager has not been full
time on the project. It is now planned to make Mr. Miner
the Software Manager and have him continue to bear his
heavy program workload.
3. The TMS-2 Manager is not full time on the project,
he has additional responsibilities.
4. Most of the recovery functions which are critical
to an acceptable system are not scheduled for completion
until February or later. The functions of security,
monitoring, and maintenance are not scheduled for completion
until March or later. The schedule assumes that the system
can be thoroughly and successfully tested prior to final
acceptance testing in May. This is highly optimistic and
will require a marked improvement in the AMPEX performance.
The combination of adding new people and allowing for only
one month of system testing makes the current delivery
date questionable.
5. The AMPEX managers project an image that the work
is going well, that there are no problems, and that they
resent Agency attempts to tighten up or change their
operating methods. Not only is there resentment but a
feeling that we are intruding and are creating more problems.
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6. We have found that slippage is already occurring
by analyzing the little data that has been supplied by
AMPEX. It should be noted that AMPEX has not admitted
to any such problem. Specifically we received a document
from AMPEX dated 3 July 1975 that stated several functions
were complete while the software wall charts indicate these
same functions require substantial work at some future time.
7. The lack of information concerning planned and
past accomplishments makes it difficult for both AMPEX and
Agency management to pinpoint problem areas and apply
remedial measures.
8. My general impression is that the AMPEX reporting
is exclusively for our use and because they don't have a
need for it are not concerned with its lack of both continuity
and consistency. I have tried to convince them many times
that we are not interested in having them do work that is
solely for our benefit but that we will be satisfied to use
the data they generate for their own internal control.
STATINTL
COTR, ORACLE
Attachment: a/s
Distribution:
Original - addressee
1 -
1 - OJCS Chrono
1 - SED Chrono
STATINTL
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Some Discrepancies-among AMPEX Reports
1. The TMS-2 Documentation plan calls for activity through
the month of August 1976. The software wall chart and
the hardware labor plan do not indicate staffing through
this period. The wall chart shows documentation through"
April. The hardware labor plan shows nothing beyond
May 1976. _
2. The TMS-2 Hardware Schedule shows that the tasks TCIF f
"
and CHSIM will terminate in July_ and August 1975,
respectively. The Scheduled Labor Expenditure exhibit
shows these two tasks to be staffed each month out
through April 1976.
3. The TMS-2 Hardware Schedule shows that the task(s). TDP
software clean-up Diagnostics, i-s to complete in February
1976. The Scheduled Labor Expenditure exhibit shows this
task to be staffed each month out through May 1976.
4. Thirty-one man months of engineering labor is allocated
among 7 tasks. There is no indication how much labor
is involved with each specific task.
5. The TMS-2 Cost Report/Actuals VS Plan indicates planned
total expenditure in June 1976 of $29,600. The software
and hardware labor plans show no staffing for the month
of June 1976.
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