CALIFORNIA STATE UNIVERSITY, NORTHRIDGE
THE ,PACIFIC MISSILE TEST CENTER
FOREIGN MILITARY SALES MANAGEMENT INFORt~ATION SYSTEM
A thesis submitted in partial satisfaction of the
requirements for the degree of Master of Science in
Engineering
by
Eugene Zaharov
..~·
January, 1977
California State University, Northridge
June, 1976
ii .
Dedicated to my wife, Elena
iii
PREFACE
The Foreign Military Sales Management Information System Project
has required and involved a great deal more work than may properly be
documented within this report.
The Security Assistance Program and
its primary constituent, Foreign
programs.
Milit~ry
Sales, are quite complex
Foreign Military Sales has experienced phenomenal growth
during the last few years which has triggered rapid growth and change
within Department of Defense organizations involved in the management
and execution of the program.
The establishment of well-defined pro-
cedures, directions, and responsibilities throughout the Department of
Defense could not keep up with the rapid rate of growth, and as a consequence, many organizations at the lower working levels were left
confused about program details.
those details were
re~earched,
As this project developed, many of
and in turn, this research uncovered
still more areas requiring detailed examination.
As a result, the
Security Assistance and Foreign Military Sales Programs were studied
in detail.
Brief summaries of Security Assistance and Foreign Mili-
tary sales are included within this report but only to the extent felt
necessary to provide helpful background information to the Management
Information System design.
iv
TABLE OF CONTENTS
PREFACE
iv
ABSTRACT
. viii
CHAPTERS
1.
INTRODUCTION
Scope • .
1
Problem
1
Approach
2.
3.
1
. . . . . .
2
SECURITY ASSISTANCE AND FOREIGN MILITARY SALES • .
"3
Background
3
Definition
3
Authority .
5
Responsibilities
5
Pol icy . .
9
Emphasis on Foreign Mil ita.ry Sales
13
Government Sales Versus Commercial Sales
13
Foreign Military Sales Cases . . . .
14
PMTC INVOLVEMENT IN FOREIGN MILITARY SALES . .
18
Importance
18
...
Work Assignment
.-
Focal Point .
. . . . . .
MANAGEMENT INFORMATION SYSTEM CONSIDERATIONS .
Definition
. ..
18
21
Reporting .
4.
.
. . . . . . . . . . . . . .
v
21
23
23
Concept Versus Theory .
24
Purpose . . . . .
24
Systems Approach
25
Requirements
26
Feasibi1 ity
29
Design
31
...
Implementation, Operation, and Retirement .
5.
38
PROPOSED NANAGEMENT INFORMATION SYSTEM
Management
40
. .
40
....
Requirements
Feasibility .
46
....
Data Flow •
49
Hardware and Software
56
Capability
59
....
Operations
Implementation~
NOTES
40
Modification, and Retirement
. . .
68
• . .
BIBLIOGRAPHY .
66
70
73
FIGURES
1.
Elements of Security Assistance
2.
Security Assistance Organization .
10
3.
Security Assistance Organization within the Navy
11
4.
Foreign Military Sales Case Establishment
16
5.
PMTC Acceptance of FMS Workload
20
vi
6
.
6.
FMS Organization within PMTC .
7.
Major MIS Design Elements
8.
Sample DSAP Manpower Requirements Report Record
42
9.
Sample FMS Project Summary Record
43
10.
14.
....
.....
Sample Portion of an FMS Work Request
Simplified Examples of PMTC Accounting Reports . . . . .
FMS MIS Data Base Structure and Data Flow . . .
....
Option Selection and Program Loading Flowchart . . . . .
61
15.
Basic Input Phase Flowchart
.
63
16.
Basic Process Phase Flowchart
17.
Basic Output Phase Flowchart .
11.
12.
13.
FMS MIS Computer Hardware
22
....
33
....
48
50
53
55
65
.
vii
.
....
67
ABSTRACT
THE PACIFIC MISSILE TEST CENTER
FOREIGN MILITARY SALES MANAGEMENT INFORMATION SYSTEM
by
Eugene Zaharov
Master of Science in Engineering
January, 1977
The concept of Management Information System (MIS) as used within
this thesis refers to a defined set of procedures accomplished
manu~lly.
or with the aid of automated equipment whereby data is collected and
processed to provide the management of an organization with the information it requires for assistance in fulfilling its responsibilities.
This definition allows for great diversity in the character and composition of such systems and it is the role of the engineer to determine
these features based on the requirements, constraints, and resources
available to him.
The concept of "systems approach" contradicts the
popular misconceptions that MIS mandates the use of electronic data
processing equipment and that the larger and more powerful a system is,
the more effective it is.
Instead, good design depends upon the extent
to which design objectives are met, namely providing management with
the information it requires.
This criterion, in the final analysis,
will determine whether the system is scrapped or whether it is implemented and utilized.
viii
Chapter 1
INTRODUCTION
Scope
The Pacific Missile Test Center Foreign Military Sales Management
Information System Project deals with an engineering study and design
to provide the Pacific Missile Test Center (PMTC) with a Management
Information System (MIS) for all PMTC activity involving Foreign Military Sales (FMS).
The intent of the Project is to translate MIS con-
cepts into a practical and efficient MIS based on given
constraints, and resources.
requirements~
The Project includes engineering effort
through the design phase but stops short of the technical programming
effort.
Problem
11
Managers are complaining of being buried under reports,
facts~
projections, and forecasts which they either do not have time to read
or cannot understand, or which do not fill their particular needs. 111
The problem is a lack of orientation towards
man~gement,
and in its
place, 11 automation and systems designed by and for technicians. 112
Modern MIS concepts attempt to correct this situation by turning the
attention around towards management.
11
Information must be at a man-
ager's command; he must be ab1e to use it. 113
11
Information not prop-
erly aimed at the man and his job, or of a kind a manager cannot or
wi11 not understand, will not work." 4 Finally, 11 systems won't work
unless they are accepted by the people invo1ved." 5 Although the need
to place managers at the focus of MIS has been recognized for years,
1
2
change is often slow, and the basic problem still exists within many
organizations.
Approach
The solution offered to the problem of r.-ns not being oriented
towards management is an elementary product of the Systems approach,
11
11
i
11
a method of viewing problems in their totality to achieve more nearly
optimal solutions.
116
Directing fvliS at management is the answer to the·
'fundamental question of systems design, What is the purpose of the
system?" 7 The solution extends MIS design to meet a set of needs~ by
11
11
specific managers, in a specific setting. 118 A cornerstone adopted· in
the design of the FMS MIS is to aim the MIS specifically at the needs
and uses of the FMS management at PMTC.
Another key question of systems approach addressed by the FMS MIS
Project is 11 Why is it needed? 119 Accordingly, time and space have been
devoted to a brief summary of the FMS Program and of its application
at PMTC.
Chapter 2
SECURITY ASSISTANCE AND FOREIGN MILITARY SALES *
Background
Since World War II, the United States has been assisting friendly
foreign countries in establishing and maintaining adequate defensive
postures consistent with their economic stability and growth, and in
maintaining internal security and resisting external aggression.
This
policy, now known as Security Assistance, by its very nature is an
important part of United States foreign policy, having significant
impact not only in foreign matters but also in United States economics
and defense.
Security Assistance receives prime attention within the
United States Government from a number of branches,_ departments'" and
agencies including Congress, the President, the National Security
Council, the Department of State, and the Department of Defense.
Security Assistance is a1so known as the Defense Security Assistance
Program (DSAP).
Definition
Security Assistance comprises the sale of defense articles and
services, the grant of such articles and services without reimbursement in appropriate cases, economic supporting assistance in exceptional cases to offset costs of maintaining armed forces, and grant
assistance to public safety forces such as police.
Security
*Materiai for this chapter was drawn from military references listed
in the Bibliography. Due to the factual and non-controversial nature
of the subject matter, separate notes are not provided.
3
4
Assistance encompases the widest range of activities defined as logistics, including design, development, acquisition, provision, construction, storage, transportation,
distribution~
maintenance, and training.
In addition, Security Assistance may include planning, programming,
testing, evaluating, analyzing, and other professional services in
support of military requirements.
Structurally, as its two main forms,
Security Assistance includes the Military Assistance Program (MAP) and
Foreign Military Sales
(Ft~S).
MAP includes that portion of Security
Assistance which provides a foreign government with grant aid or
assistance for which reimbursement to the United Statei is excluded.
FMS is that portion of the Security Assistance Program which provides
for sales or reimbursement to the United States for goods and services
provided to foreign nations.
~1il
MAP consists of two main sub:...elements,
itary Assistance Grant Aid and Security Supporting Assistance.
Military Assistance Grant Aid provides for direct grant of military
hardware and services while Security Supporting Assistance provides
for economic assistance in non-military areas to enable a foreign
country to devote more of its own resources to the military budget.
FMS may be divided into Direct Sales, International Co-Production •
Projects and Agreements, and Cooperative Logistic Support Agreements.
Direct Sales involve outright one-time purchases of hardware and services from the United States Government or commercial suppliers.
International Co-Production Projects and Agreements provide for
par~
tial production of hardware within the purchasing country and may pro1.ride for the sale of required technology an.d expertise.
Finally,
Cooperative Logistic Support Agreements allow a foreign country to buy
into the United States military logistic support system and thus
5
enable it to receive the same logistic services and spares provided to
United States military elements.
(A diagram of Security Assistance is
provided in FIGURE 1).
Authority
The Military Assistance Program is carried out under the authority
·of the Foreign Assistance Act of 1961 and Foreign Military Sales is
executed under the authority of the Foreign Military Sales Act.
These
acts are subject to reconsideration annually by Congress at which time
amendments are made and necessary funds are authorized.
In addition
to authorizing legislation, fund appropriations must be obtained from
Congress.
rized.
Such appropriations may or may not equal the amounts autho-
Historically, legislative authorizations and appropriations
are not obtained until late in the fiscal year to which they pertain.
Pending completion of such legislation, essential Security Assistance
activities are usually carried out under Continuing Resolution Authority provided by Congress.
In addition to direct legislation, autho-
rity may be provided via president,ial treaty and executive agreement
powers.
Such authority is subject to Congressional review and
limi~
tat ions.
Responsibilities
The President of the United States, being charged with foreign
policy, has primary responsibility for Security Assistance.
Numerous
departments and agencies within the Executive Branch have been assigned
responsibilities in Security Assistance.
The National Security Council
advises the President in matters of extreme importance and
6
SECURITY ASSISTANCE
FOREIGN MILITARY
MILITARY ASSISTANCE
SALES
PROGRAM
---
~
Direct Sales
International
Co-Production
Projects and
Agreements
Military
--- Assistance Grant
Aid Program
--.
Security
Supporting
Assistance
Cooperative
.__ Logistic Support
Agreements
FIGURE 1.
Elements of Security Assistance
7
international urgency.
The Secretary of State, by legislation, is res-
ponsible for continuous supervision and general direction of Security
Assistance, including but not limited to determining whether there
shall be a program bra sale and, if so, the amount thereof.
The
Secretary of Defense, by legislation, has primary responsibility for
the implementation and execution of Security Assistance programs as
well as the determination of military requirements and supervision of
end-item use by recipient countries.
Within the Department of Defense, the Assistant Secretary of
Defense for International Security Affairs (ASD/ISA) acts for the
Secretary of Defense and is his principal representative and spokesman
on Security Assistance matters.
He formulates policy and represents
the Department of Defense in matters concerning Security Assistance
policy and guidance.
The Defense Security Assistance Agency (DSAA), under the supervision of the ASD/ISA, is the operating arm of the Secretary of Defense
and is responsible for directing and supervising the administration
and implementation of Security Assistance within the policies established by the ASD/ISA.
The Defense Security Assistance Council (DSAC) advises the Secretary of Defense on Security Assistance matters and provides for high
level coordination of such matters within the Department of Defense.
Membership on the OSAC includes the ASD/ISA, the Director of DSAA, and
representatives of the Joint Chiefs of Staff and appropriate Office of
the Secretary of Defense (OSD) representatives at the Assistant Secretary of Defense level.
The Secretaries of the Military Departments advise the Secretary
8
of Defense on all Security Assistance matters impacting on or relating
to their departments and act for the Secretary of Defense where responsibility for such action is so delegated.
The Military Departments are
specifically responsible for conducting training and for procuring and
providing such defense articles and services as may be required by
approved Security Assistance programs and accepted sales cases.
The Joint Chiefs of Staff (JCS) are responsible for correlating
Security Assistance planning with military force planning and security
objectives, and pro vi de the Secretary of Defense with military advice
on Security Assistance matters.
For their respective areas of cognizance, Commanders of Unified
Commands correlate Security Assistance plans and programs with United
States military plans and are responsible for developing and submitting
Security Assistance plans, programs, and proposals to the Secretary of
Defense.
They command the Military Assistance Advisory Groups, located
in foreign countries, in' their areas of responsibility and direct and
supervise all Security Assistance actions in such area.s.
Chiefs of Military Assistance Advisory Groups (MAAGs) are representatives of the Secretary of Defense to their host government in
developing and executing Security Assistance plans and programs, and
submit to the Unified Commander or other appropriate authority such
data, proposals, and recommendations as may be otherwise suitable to
the execution of their mission.
Chiefs of MAAGs are responsible for
insuring that their activities are fully coordinated within the United
States Diplomatic Missions.
The MAAGs, while under command control of
their. respective Unified Command, are also under general supervision
of the Chief of the United States Diplomatic Mission who is responsible
for coordinating the full range of United States governmental objectives and activities in the country.
Where unresolved differences
exist between the Chief of MAAG and the Chief of the Diplomatic Mission, the Cheif of MAAG refers such differences to the Secretary of
Defense through the Unified Command.
(An organizational chart of
Security Assistance is provided in FIGURE 2).
The Security Assistance Program organization within the Navy
starts at the Chief of Naval Operations level at OP-63.
level,
'
~1AT-07
At the next
within the office of the Chief of Naval Materiel has
responsibility for the administration of Security Assistance over the
various Naval "Systems Commands. 11
At the Naval Air Systems Command,
the parent organization to PMTC, PMOA-11 administers the Program.
The
actual execution of most Security Assistance workload takes place
within the Systems Commands and their subordinate field activities.
(The organization of Security Assistance within the Navy is diagramed
in FIGURE 3) .
Policy
Security Assistance is administered in support of the foreign
policy and national security objectives of the United States.
Security
Assistance Programs receive at least equal attention within the United
States as regular domestic military programs, and may on occassion,
receive higher priority.
Security Assistance Programs stress common-
ality and the "Total Force 11 concept at all levels in the Department of
Defense. · (The 11 Tota 1 Force 11 concept implies the combined military
forces of free vvorld allies against a common enemy).
In addition to
satisfying foreign military requirements and foreign policy, Security
10
I
r---
CONGRESS
___ __......,
r - - ______.
THE PRESIDENT
I
I
NATIONAL
SECURITY
COUNCIL
----1
I
I
r - - - - _L
DEPARTMENT
OF DEFENSE
---
-
-
DEPARTMENT
OF STATE
-
OSD
---
~
T------TI
I
~
ASDiiSA
r-- ,;_
T --...
1"\t"'ftl'
U.:l/"\1....
I
I
DSAA
~_j
-
MILITARY
DEPARTMENTS
I
~-
~
JCS
I
UNIFIED AND
SPECIFIED
COMMANDS
I
I
I
j_ _ _ _l
control
eadvisement - .,. . . _...
coordination ..,.. - ...,..
FIGURE 2.
I
I
I
I
L ______
1egend:
-
Security Assistance Organization
11
Secretary of the
NAVY
Chief of Naval
Operations
OP-63
••
Chief of Naval
Materiel
MAT-07
11
Systems Commands"
Naval Air
Systems Command
-
I-
Pt~OA-11
•
PMTC
International
Logistics Office
legend:
f--
-
-
-. -
-
11
Field Activities''
control
element
I
FIGURE 3.
Security Assistance Organization within the Navy
12
Ass·istance is intended to mitigate adverse effects on the United States
international balance of payments.
Despite United States assistance in
determining foreign requirements and in planning, it is the fundamental
responsibility of foreign governments to determine the nature of their
own security interests and the path of their own progress.
Security Assistance plans and programs take into consideration the
.economic capabilities of the specific foreign country concerned and the
support provided by third countries.
The cost to the United States and
allied or friendly countries of equipping, operating, and maintaining
the recipient country's military forces is held to a minimum.
Except
for overriding military considerations, the buildup of military forces
which the recipient country cannot ultimately support is discouraged.
If economic considerations are expected to restrict the attainment of
needed military strength, security supporting assistance may be sought
from the Agency for International Development.
All agreements, offers, arrangements, or other communications
committing the United States to furnish any article or service defines
precisely the terms and limits of such commitment as well as the
foreign country's obligations upon which such United States commitment
is predicated.
The limits of responsibility for any additional or
recurring costs for training, training material, ancilliary equipment,
modification, testing, improvement, repair, or follow-on materiel support also is defined.
No discussions or written communications that
make or imply future performance on the part of the United States, or
future allocations, obligations, or expenditures of United States
funds, is made without specific prior approval of the Director, DSAA.
To the extent practicable and consistent with overall Security
13
Assistance objectives, allied and friendly countries are encouraged to
acquire United States defense articles and services through purchase
(H1S) rather than Grant Aid (MAP).
Existing MAP material assistance
shall be reduced and terminated to any country having sufficient economic capability to enable it to equip and maintain its military forces
at adequate strength without undue economic burden.
Country plans and
programs which facilitate the orderly phase-out of MAP material assistance are encouraged and supported.
Emphasis on Foreign Military Sales
United States policy of transitioning from Grant Aid to sales and
of promoting new FMS business clearly demonstrates increased emphasis
upon FMS.
This emphasis permeates throughout the Department of Defense
as evidenced by the establishment of special FMS adminstrative offices
at every level within the Defense Department.
Such emphasis has
brought about a recent and significant increase in FMS business.
United States Air Force sales were
over $6,200,000,000 in 1975.
$500~000~000
in 1968 and climbed to
Similarly, Navy sales were $175,000,000
in 1969 and $3,800,000,000 in 1974.
Army procurement in 1975 for FMS
worth $1,900,000,000 actually exceeded domestic procurement of only
$1,100,000,000 for the same period.
The total FMS Program accounted
for $7,500,000,000 in sales in 1974 and jumped to $9,800,000,000 in
1975.
It is expected that FMS will stabilize at its present level and
remain there for the foreseeable years to come.
Government Sales Versus Commercial Sales
Although by law the purchase of unclassified military equipment
14
and services is to be made directly from commercial suppliers whenever
possible, a number of reasons make such sales in many cases impractical
or undesireable as far as the Department of Defense is concerned.
Direct commercial sales are not generally made in cases involving classified equipment, special government-furnished equipment, supply support agreements, and special situations where the United States Government wishes to exercise direct control.
As a result, the Department of
Defense administers and controls about three-fourths of all sales.
Foreign Military Sales Cases
FMS is executed by the establishment of individual sales 11 Cases 11
for each specific purchase of equipment or services.
Sales may only be
made of items and services approved by law and only to countries eligible by law.
Before a transaction can be implemented, mutual under-
standing must be assured between the United States and the purchasing
country.
An FMS transaction is normally initiated by a foreign government
or international organization.
A request is made through United States
representatives in the foreign country or through foreign country
representatives within the United States.
Depending upon the type of
equipment or services requested and the State Department country categorization, the request is addressed to the Department of State or
di rect1y to the appropriate Military Department within the Department
of Defense.
In any case, upon required approval the request is for-
warded to the appropriate Military Department for action.
Approved
requests are answered by a Letter of Offer and Acceptance which outlines specifically the equipments and services to be sold, the
15
estimated prices, the estimated delivery dates, the financial terms for
the sale, and the deadline for reply.
The Letter of Offer and Accep-
tance is forwarded to the foreign country concerned and upon its acceptance, as evidenced by official signature, an FMS case is established.
(The establishment of FMS cases is diagramed in FIGURE 4).
Accepted FMS cases are implemented by the appropriate Military
Department.
Within each department, assignments are made to commands
and then to subordinate commands and field activities.
Tasks are per-
formed in the same manner and generally under the same rules and procedures as for domestic programs.
Effort in support of FMS does have
notable exceptions and requirements as far as program reporting and·
scheduling are concerned.
Because of unique political implications,
special emphasis is placed upon meeting deadlines and staying \1/ithin
projected costs.
ity.
On occassion, an FMS case may receive special prior-
In addition, special procedures have been established to provide
detailed information as to projected FMS workload and manpower required.
FMS cases are assigned 11 case numbers 11 which identify them throughout their existance on all official correspondence and transactions.
In addition, several other codes such as accounting numbers and requisition numbers can be used to identify FMS work.
These codes are an
integral part of FMS procedures and have been adopted for FMS from
existing domestic procedures.
Of particular importance is the Military
Standard Requisitioning and Issue Procedures (MILSTRIP) System which is
a Department of Defense system used for all purchases, both foreign and
domestic.
MILSTRIP procedures allow for complete tracking of a pro-
curement from order to receipt and final payment.
No FMS cases may be
executed without the use of MILSTRIP, regardless of whether the case
r---------------~Request fcrr---~~~------~---------­
Information
or Sale
Prepared
Letter of l,..
Off(~r and
Acceptance·
,
United States
Representative
in Foreign
Country
Foreign Country
Representative
in
United States
Military
Department
Department
of State
FOREIGN
COUNTRY
stop
Completed
Foreign
Military
Sales Case
Siqned
Letter of
Offter and
Acceptance
FIGURE 4.
r----------1
Foreign Mi.l itary Sales Case Establishment
0"1
17
involves hardware or services.
FMS cases may involve short-term one-time purchases or they may
involve continuing contracts for support and services.
Work for a case
may be completed within one organization or field activity, or it may
be divided up and assigned to any number of military organizations and
activities.
In large FMS cases, a single activity may typically re-
ceive several different portions of a case and at completely different
times, making these work elements appear as distinct cases.
An FMS case remains active as long as there are contractual requirements yet to be satisfied, including items to be purchased and
payments to be made, or as long as there are unresolved discrepancies
in case fulfillment.
Chapter 3
. MILITARY SALES *
PMTC INVOLVEMENT IN FOREIGN
Importance
Foreign Military Sales is an important part of the workload at
PMTC.
During the 1975 fiscal year, FMS accounted for $5,000,000 worth
of work on order at PMTC and during 1976 this amount has climbed to
over $10,000,000.
The importance of FMS has been stressed throughout
the Department of Defense and its importance to PMTC is still growing
in light of domestic defense cutbacks which are forcing reductions in
funding and manpower.
Pt1TC offers a variety of services and faci 1Hies .
which are difficult, if not impossible in some cases, to duplicate
elsewhere.
In addition, PMTC has exclusive in-service responsibilities
for Navy guided missiles, rockets, guns, bombs, and targets, giving
PMTC an added advantage for sales involving these types of weapons.
One of the goals of PMTC is to emphasize its uniqueness and to advertise its skills and facilities to FMS sponsors and potential buyers.
Hark Assignment
PMTC, as a field activity of the Naval Air Systems Command
(NAVAIR), receives FMS work primarily from program managers within
NAVAIR via Work Requests (Navy Comptroller Form 140).
A Work Request
cites the specific FMS case involved, appropriate accounting numbers
and codes, a dollar amount authorized, and a completion date.
Specific
*Material for this chapter v1as drawn from military references listed
in the Bibliography. Due to the factual and non-controversial nature
of the subject matter, separate notes are not provided.
18
19
work details are usually transmitted through other mediums, such as
Project Directives, and usually before the Work Request is generated.
Upon receipt at PMTC, the Work Request is first sent to the Comptroller, who is responsible for replying to the request by accepting or
rejecting the request.
This is done by sending the Work Request with
an acceptance sheet to either the Project Management Group or the Fleet
Weapons Engineering Directorate resource offices.
is made whether to accept or reject the work.
There the decision
In either case, the
acceptance sheet is signed accordingly and is sent back to the Comptroller.
If the work has been accepted, a project manager is selected
and notified that he has been funded to proceed with the work.
Accep-
tance also requires the appropriate resource office to send to the
Comptroller appropriate forms placing the new funds into the Resource
Management System (RMS) or the Navy Industrial Fund (NIF) accounting
systems.
After receiving the reply from the resource office, the Comp-
troller notifies the sponsoring office of acceptance or rejection.
work has been rejected, PMTC's involvement is over.
If
If work has been
accepted, then it becomes part of PMTC's accounting and reporting system.
(FIGURE 5 diagrams the Work Request flow at PMTC).
The project manager establishes a plan and a team of task managers
who represent specific technical work areas within PMTC directorates.
The task managers function within a matrix organization, and while
under administrative control of their respective branches, divisions,
departments, and directorates, they are under project control of the
project manager.
The task managers set up their individual tasks
within their organizations and in coordination with their organizational
administrat~on.
20
NAVAIR
or other
Sponsor
-....
Work Request
..........
t
Notification
of Acceptance
or Rejection
I.......
-
rz
\!:::,.
PMTC
Comptroller
~
kD
Work Request
with
Acceptance
Sheet
"-......
./
Project
Manager•s
Cost Center
Work Request
with Signed
Acceptance
Sheet
.........
FIGURE 5.
PMTC Acceptance of FMS Workload
21
Focal Point
PMTC has established a focal point for FMS matters to be respon11
11
sible for coordinating FMS activity, reporting FMS workload and resources, and for acting as the liaison between PMTC and NAVAIR and other
organizations.
As part of the coordination responsibilities, the FMS
focal point assimilates all management data with respect to FMS, helps
coordinate FMS work assignments at PMTC, participates in FMS marketing
ventures, and advises the Commanding Officer of PMTC with respect to
FMS matters.
The FMS focal point is headed by the International Logis-
tics Manager who is part of the Project Management Group.
Although
part of PMTC, the International Logistics Manager is funded directly
for work performed by the Defense Security Assistance Division of
NAVAIR, {PMOA-11).
(Ft~S
organization within PMTC is diagramed in
FIGURE 6).
Reporting
Reporting on the progress and status of projects at PMTC is done
in a number of ways at different levels.
Task managers report on pro-
gress and problems within their respective areas. The project manager
reports to his sponsor in Washington on work progress and details.
The
Comptroller reports all charges and expenditures made against accepted
work and is responsible to the Commanding Officer for resource accountability.
As part of his reporting responsibilities, the FMS focal
point gathers, interprets, summarizes, and provides FMS data to upper
management at PMTC and to higher authority at the NAVAIR level.
Such
data includes staffing, workload, funding, work area, project status,
planning, and forecasting.
legend:
NAVAIR
Admin. Control
--
.
~
NAVAIR
Program
Managers
PMOA-11
.....
...-
;:::=..:
I
I
b
•
Commanding
Officer
PMTC
--
PMTC
Internat 1i ana 1
Logist'ics
Office!r
Project
Management
Group
-
t
-
PMTC
Project
Managers
II
II
H
-
PMTC
Directorates
-
Departments
(within a
Directorate)
••
1.'-
FIGURE 6.
-
Divisions
and Branche.s
(within a
Department)
Task Manager
(within a
Division or
Branch)
ll
--Jl-
=-!.I
FMS Organization within PMTC
N
N
Chapter 4
MANAGEMENT INFORMATION SYSTEM CONSIDERATIONS
Definition
"At present there is considerable confusion concerning the definition of a management information
system~
a confusion that stems from
the relative newness of these systems and from differing opinions on
their characteristics.
proposed~
At least 20 different definitions have been
but to date no definitive one has been accepted by the indus-
try."10
"It will be a long time before this thicket is torn down and
replaced with a clear lexicon." 11 One author in the field simply
defines
as "a system that aids management in making!t carrying out,
and controlling decisions ... 12 Others provide their definitions in
~liS
terms of the indifidual words making up MIS.
11
A system can be des-
cribed simply as a set of elements joined together to attain a common
objective ... 13 In terms of MIS, 11 the system may be composed of procedures, equipment, information, methods to compile and evaluate information, as well as the people who operate and use the information. n 14
"Information consists of data that are being used for decision making
and managing ... 15 11 Implicit in the term information is the concept of
flow.
Information moves from one person to another, both within the
company and without.
When information is absorbed, it is no longer
infot·mation but is knowledge ... 16 The variety of definitions~ ideas,
and interpretations offered on the subject is also demonstrated in the
literature by synonymous use of terms such as "total
systems~"
"manage-
ment information systems, 11 and "integrated information systems . .,l7 A
definition of MIS offered by this thesis is a defined set of procedures
23
24
whereby data is collected and processed to provide the management of an
organization with the information it requires in fulfilling its responsibilities.
Concept Versus Theory
11
0nly in their lowest form have information systems been satis.,.
factorily described by theory.
In more complex forms, as found in real
organizations, the information systems have been clearly immune to
attempts at theory formulation ... 18 In essence, a MIS has not yet been
explicable in terms of rigorous relationships between causes and
effects or between scientific principles and observed pheonomena.
Instead, an endless number of ideas have been put forth as guidelines
or concepts in MIS design, operation, utilization, and requirements.
This thesis subscribes to the contention that a single 11 MIS theory 11
does not exist.
This thesis does accept the various concepts offered
by MIS authors as guidelines in MIS design.
Purpose
The job of a
~HS
is 11 that of facilitating decisions necessary for
planning, organization~ initiation, and controlling, 1119 or in other
words, managing.
Management is the object of a MIS, and unless the MIS
is aimed at Management, it will fail.
further,
Extending the purpose of MIS
11
the cornerstone requirement for excellent information systems
is understanding of each manager's needs for knowledge ... 20 This
implies that a MIS may be tailored to a specific individual and his
requirements.
11 Special design of information may seem to be in opposi-
tion to the mass-production techniques and economies of the electronic
25
computer, but computer experts claim this is not so.
They insist that,·
within reasonable limits, data can be designed for individual managers
by proper programming. 1121 The objective of putting Management at the
focus of MIS design seems quite simple in concept.
In practice, how-
ever, this concept has apparently not been applied with uniformity.
fact,
11
In
it is a strange fact of organizational life that rarely does one
find a change in informational systems correlated well with changes in
organizational responsibilities and needs of managers.
The result is a
sort of information lag. 1122 This lag can be avoided by designing a
rns
aimed squarely at Management and its needs, and by providing flexibility to change the
~US
when those needs change.
Not only is a MIS to be Management oriented, it is to be Management directed as we11. 23 11 Without management control the realization
of the benefits of these systems will be delayed." 24 Any fear or lack
of knowledge of MIS must be overcome by Management if the full potentials of MIS are to be realized.
Systems Approach
The usystems approach, 11 as introduced in Chapter 1, requires the
examination of a problem in its totality, or in life-cycle terms, from
11
Womb to tomb. 11
The application of the systems approach to MIS design
yields a great number of steps and factors which must be considered in
the design process.
called 11 ARDI:
One source defines the process in four steps
Analysis, Requirements determination, Design and devel-
opment, and Implementation and evaluation. 1125 These steps consist of
elements such as problem definition, analysis of present system, requirements definition, identification of constraints, system design,
26
subsystem identification and analysis, system specification, and system
testing.
Another source defines three distinct phases from conception
to operation, including:
conception, or setting of requirements, or
problem definition; creation or system design; and operation or implementation.26 Finally, another source defines numerous considerations
such as objectives, information requirements, format definition, relationships between information elements in the data base, file creation
and maintenance requirements, input editing and translation, file
searching, speed of response, file structure, control and audit procedures, performance criteria, security, media handling, documentation,
testing, disaster procedures, and cost considerations. 27
This thesis devides the MIS process and MIS considerations into
six categories:
requirements, feasibility, design, implementation,
operation, and retirement.
Such a categorization is not
the ultimate description of a systems approach to MIS.
represente~
as
Instead, it is
offered as a convenient way of describing MIS as it may apply to FMS.
(The balance of this chapter is devoted to describing each of the first
three categories in detail as they may apply to MIS problems in general.
The last three categories are partially described as they are involved
in the design process; but otherwise, they are outside the scope of
this thesis and are treated only briefly at the end of the chapter.
The next chapter will examine the proposed FMS MIS design and how it
addresses each of the MIS process categories).
Requirements
Requirements for information systems may be classified into one of
two types, objective and constraint.
Objective requirements include
27
those specifications which are aimed at satisfying the "product goal 11
of Management, which in the case of MIS is information.
Constraint
requirements include a variety of specifications which limit any or all
resources, and also those requirements that may be called 11 synthetic 11
because they are based on 11 Wants 11 such as predetermined system operational characteristics, outputs, and special artistic formats.
In
addition to outright requirements, there are a number of guidelines
provided by the MIS literature which are considered "good practice 11 in
any MIS application.
In any case, "management must define the objec-
tives of the management information system.
Unless these system goals
are clear and realistic, a responsive system cannot be designed." 28
In being realistic, Management should be aware not only of what it
requires, but also of what is presently available and what is possible
to achieve.
Management must keep in mind that "common sense is re-
quired in making a distinction between what is wanted, what is possible, and what is now being done. 1129
Product goals or requirements in the case of MIS primarily deal
with one item, information.
As already defined in this chapter, infor-
mation contains facts and figures that are used in the management
process.
An important distinction is to be made between information
and data.
Whereas information implies current use, "data are facts and
figures that are not currently being used in a decision." 30 The fact
. that data and information are different, and that there is an overabundance of the first and a lack of the second, is pointed out by one
author who writes, "we are drowning in a sea of facts while dying of
thirst for information." 31
The selection of required information is the job of the manager.
28
A common pitfall for the manager is that "what information a manager
says he wants will often depend also upon what he thinks he can get." 32
This is caused by a manager's lack of knowledge and appreciation for
the capabilities of computers and by an inadequate understanding of
what information is really
needed~
An example is the overemphasis on
technical accounting data which "have unnecessarily crept into repor~
ting systems for internal managerial planning and control." 33 The
problem is that accounting information does not provide all of the
information needs of Management.
mation such as:
In addition, Management needs infor-
"share-of-the-market, customer complaints, absen-
teeism, parts turnover, product defects, and employee complaints:" 34
Additional product goals may include the requirement for information to be provided in a specific format, at a specific frequency,
and with a specific mode of operation.
Constraints may be imposed upon the MIS which are not product-goal
related but which have definite impact on the MIS design.
A most com-
man constraint is a limit on funds available to develop, implement, and
operate a MIS.
Other constraints may be specified that restrict the
type of hardware support available, or even the data sources to be
used.
Constraints may be described as ground rules under which a MIS
is established.
Implicit in the meaning, constraints reduce the free-
dom and flexibility in design.
Often, specifications may be made as requirements or constraints
which really should be classified as synthetic requirements.
Examples
include the "requirement" for a weekly report when the person receiving
the report looks only at monthly information, or the 1'constraint" of
using a particular computer because it is the one with which the
29
manager is most familiar.
Such synthetic requirements are too often
pointless and may lead to less efficient or inadequate systems.
Finally, there are a number of practices suggested by MIS literature as universal guidelines in developing a MIS.
Such guidelines,
although general and sometimes obvious in nature, serve as good reminders for looking at all aspects of MIS development.
Included are:
information update, maintenance, audit, security, validation, search,
retrieval, and attribute identification; report production with specified formats; operation use, job accounting, performance monitoring,
system testing, media handling, error detection, and disaster procedures; system documentation; and consideration of time, cost, reliability, support, and future requirements.
Feasibility
Important considerations in any MIS development include the determination of feasibility and the application of criteria in comparing
proposed designs
to stated requirements.
Not only must a design be
realizable within present technology, it must not violate the constraints placed upon it.
Given that a design is feasible and within
the constraints, an evaluation may be performed to compare the design
against the requirements, constraints, and "good practice•• guidelines.
In such a comparison, the criteria used to judge the design are often
weighted to emphasize the most important considerations.
"There are three general feasibility considerations: (a) technical, (b) economic, and (c) operational." 35 Technical considerations
include, for example, the adequacy in computer memory capacity, definability of an algorithm, and hardware capability for special
30
requirements such as interactive operation.
The economic considera-
tions include such things as costs of development, implementation,
operation, data acquisition, and benefits from savings resulting from
improved operations; increased performance, and better control.
Opera-
tionally, the system must be supportable with required personnel and
materiel, and must be capable of meeting required performance specifications.
The evaluation of a proposed MIS is perhaps the single most important step in preventing an inadequate design from being implemented.
In addition to the three feasibility considerations described, MIS
effectiveness can be measured by the attitudes surrounding it and by
whether or not the information provided is being used.
The effective-
ness of MIS can result in both tangible and intangible benefits.
In
any case, .. management should have criteria to measure the performance
of a management information system ... 36 Criteria defined by Management
goes well with the concept that MIS must be designed for Management.
Although the list of possible requirements, constraints, and guidelines
can be quite long, only several key criteria are normally defined and
one is usually more important than the rest.
This relative weighting
should be specified so that a design can have the maximum opportunity
of addressing the needs of management.
An additional approach in evaluating a MIS design is to look at
\'Jhat caul d go wrong.
As a summary, MIS fai 1ures are often caused by
lack of managerial involvement, too many useless data, poor organization of the computer function, lack of planning, failure to identify
information needs, poor systems prior to changeover, reliance on manufacturer or consultant, no management system to build upon, and la-ck of
31
human acceptance (threat to status, threat to ego, economic threat,
insecurity, loss of autonomy and control, and interpersonal relations
changed). 37 In addition, problems can result from technical inadequacies in software and hardware.
Software considerations now are as
important as the hardware. 38 As computers gain in size and sophistication, (along with MIS designs), "hardware failures grow increasingly
intolerable." 39 Problems in these areas can help be avoided by simplicity in hardware and software design.
Finally, MIS applications that are "successful .. initially may
unexpectedly find themselves inadequate.
ment and its needs change.
The problem is that Manage-
Since the task of "changing informational
sys terns is enormous, •.40 changes can not be made often enough to keep
Management and its MIS in phase.
An aid in preventing this problem is
to ••build in the flexibilities to allow for the expected or unexpected."41
Design
The design of a MIS is the most comprehensive and detailed aspect
of MIS development.
In this process, the engineer takes the require-
ments, considers the evaluation criteria, and produces a suitable
product.
The requirements determine what the product does, and the
talents of the design engineer determine how well the product does it.
The job of the design engineer extends far beyond computer programming.
In fact, it may not even include programming beyond the flow
chart stage.
What is does include is a "total design," consisting of
data flow design, capability definition, hardware and software considerations, operations specification, and considerations for
32
implementation, modification, and retirement.
(FIGURE 7 outlines the
major design elements).
The data flow design centers around the data base. One author, in
fact, states that 11 the key to management information design is the system data base. 1142 Logically, producing good information requires the
assimilation of the proper data.
The information required for output
determines what data are required for input and what processing is
required to obtain the output.
The data flow design specifies the data
items required, the sources for the data, how the data are brought together to form the data base, the various interrelationships among the
data items, the required processing to combine, manipulate, and transform raw data into usable information, and finally, the specification
of required information.
(Logical follow-on considerations such as in-
formation distribution and information use are generally reserved to
the discretion of Management).
The design also includes the size re-
quirements of the data base, data reliability, data update frequency,
and the costs of acquiring, maintaining, and accessing data.
The capability definition provides a description,of system capabilities required or desired to meet system objectives .. First of all,
11 management information systems make information available on demand.1143 11 The system must have the ability to produce reports and information in specified formats. 1144
11
The management information system
must have the ability to search the data base for specific records.
User interrogations require the retrieval of records with specific attributes.
The system must search the data base, analyze the records in
it, and extract those records that meet the specifications for retrieval. ,.4S
Capability must be provided to perform all required processing,
DATA FLOW
Data
Data
Data
Data
Data
Data
Data
Data
Data
Data
Data
DESIGN
Identification
Sources
Handling
Base Structure
Interrelationships
Processing
(Information) Output
Base Size Requirements
Reliability
Update Frequency
Costs
HARDWARE AND SOFTWARE CONSIDERATIONS
Application
Hardware Functions
Peripheral Devices
Hardware Performance
Software
Operating System
Mode of Operation
Cost
CAPABILITY DEFINITION
Information on Demand
Specific Formats
Data Base Searching
Retrieval with Specific Attributes
Processing Algorithms
Data Base Maintenance
Auditing
Error Detection
Security
Validation _
Special Options and Operations
OPERATIONS SPECIFICATION
Support Facilities
Interfaces with Other Systems
Staffing
Maintenance Support
Materiel Support
Operating Procedures
IMPLEMENTATION, MODIFICATION, .AND RETIREMENT
Increased Effort
Problems of Implementation
Facilitating Modifications
Retirement Salvage Value
FIGURE 7.
Major MIS Design Elements
w
w
34
including data conversions, calculations, and intermixing.
"Efficient
computer software must exist to maintain and update the information
files." 46 "New information must be added to the data base and obsolete
information must be deleted from it .• .4 7 "The information in the data
base should also be periodically audited to verify that the information
is correct." 48 "Management information systems require comprehensive
procedures for error detection and audit.
The information in the data
base must be protected from errors and willful manipulations.•.4 9 "All
input information, including user interrogations, should be checked for
validity of format and content.
Information for file updating should
be checked for validity before any files are updated." 5 Finally, con-
°
siderations must be given to providing any special options and operations, and to integrating them into the total system.
The designer may have hardware and software available to him to
use as tools in satisfying the requirements of information and capabilities.
Although the use of computers is not a requirement, most MIS
designs do use them, and some even abuse them.
"There is a great deal
of waste associated now with computer operations.
Some of it is caused
by automating operations which are better suited to manual methods." 51
Such misapplications are caused by misconceptions on the part of Managemen~
of the capabilities of computers, by preconceived ideas that
computer systems are needed because other companies use them, and by
oversealous programmers in providing extravegant and needless capabilities.
An important question to answer in determining the applicability of computers in a MIS design is "Can it do my work?" 52 The impor-
tant consideration is how to use the computer.
"The actual computer
itself is not as important as the application." 53
35
Technical considerations in hardware selection are the job of the
designer.
The three most common computer functions are data movement,
arithmetic operations, and logical selection.
The designer must insure
system capability in performing all these functions and in building
complex operations with the basic functions available.
The satisfac-
tion of requirements undoubtedly involves the use of various peripheral
devices such as mass storage, printers, readers, and plotters.
ware performance must also be examined.
Hard-
Typical areas of comparison
include data capacity, response and operation time, reliability, error
rate, and software capability.
Software, as used in this thesis, includes all of the computer
programs used in the
MIS~
user-developed programs.
including both manufacturer-supplied and
The computer manufacturer often supplies a
basic package of programs with the hardware that are designed to be entered into the computer at will, or which are intended to reside in the
computer at all times as in the case of 11 operating systems ...
In addi-
tion, manufactut:ers often sell program libraries which are designed to
reduce the user programming effort required in specific fields such as
mathematics, statistics, electronics, or business.
The user-developed
software usually includes the specific applications programs which are
tailored to individual problems.
In most cases, the user-developed
programs operate under the control of the operating system.
The operating system is a program which interfaces the user application programs with the hardware, provides job processing control, and
performs job accounting, performance monitoring, and system testing.
Additional considerations of an operating system include system modularity, ease of operator use, ease of library update, and system mode of
36
operation.
The mode of operation describes whether a system is operating in a
batch mode or in an on-line direct access inquiry/response (interactive) mode.
The mode is an important consideration in MIS design in
that it determines the character of the main interface between man and
machine.
Modern systems are designed to provide the interactive
mode~
enabling management to get immediate responses and make on-the-spot
decisions.
The selection and design of hardware and software must also take
cost into consideration as this is 11 the single most important feasibility criteria ... 54 A major contributing element to cost is the support
required to operate, maintain, and supply the computer system.
Cost
and all the other technical considerations are analyzed by the designer.
Based upon the analysis, the computer system may be selected, if
indeed it is determined that one is needed in the first place.
The operations specification defines the environment and requirements to keep the MIS operating.
facilities supporting the
MIS~
Included are descriptions of the
the interfaces with other systems within
the organization such as accounting and manpower, the required personnel staffing to operate· and maintain the system, the maintenance support, the materiel support, and the operating procedures.
The facili-
ties include the physical work space and equipment required to support
the MIS. The establishment of a Clean, well-organized operations
area .. 55 is an important step to insuring a successful operation. The
11
operation must also be staffed with the proper personnel, including
programmers, operators, data clerks, analysis specialists, system designers, and managers.
The specific needs of individual systems
37
depend, of course, upon the size and scope of the MIS involved.
Interfaces between the MIS and other systems involve the establishment of communication lines, lines of direction and authority,
data supply and information issue procedures, and system support arrangements.
As examples, the MIS may depend on information or data
provided by another system; it may be controlled directly by another
division of the company, or it may require support from personnel or
facilities controlled by other systems within the company.
Maintenance and materiel support are crucial in keeping the MIS
operational.
Maintenance includes support of hardware and of the soft-
ware when errors are discovered or changes are required.
Maintenance
can be supplied from within the organization or from without through
contractors, which is usually the case in hardware maintenance.
Mate-
riel support includes such items as general office supplies, print-out
paper, magnetic tape, type ribbon, or any other expendable supply item
of the system.
Operating procedures provide-a defined set of instructions which
describe how the system works functionally and how to operate the system.
er~
The operation of the system, in addition to operating the computincludes gathering data, preparing data, storing data, disaster
procedures, and general MIS office procedures.
Implementation, modification, and retirement represent events
which are always involved with a MIS but do not represent the normal
daily operation of the system.
These events must be considered in a
MIS design in that they require added effort on the part of time, cost,
and manpower.
Adequate precautions and alternate courses of action in
the design can minimize the harmful effects of these events.
38
The implementation phase is of particular importance in that it is
susceptible to the program "bugs" of an unproved program, to the uncertainties of untried procedures, and to the cost overruns of estimated
systems.
In addition, any number of unforseen events may take place
which could make the MIS more detrimental than beneficial.
For exam-
ple, a new MIS might interfere, and perhaps inhibit, the successful
operation of a previously successful interface, such as a computer
facility.
The modification phase comes about when the manager's needs
change.
The subsequent modification in the MIS is required to keep
pace with changing needs, and systems that are designed to facilitate
modifications are in a better position to remain useful.
In cases of
radically different changes, it may become necessary to completely replace the system with a new design.
With proper planning, the retire-
ment of the old one could ease the effort required for the new one by
providing a certain salvage value of the various system components.
For example, the apparatus for data gathering may be applicable directly to the new system as may the available hardware and facilities.
When such is the case, the development of duplicate components is not
necessary, and the result is a savings of time and money.
Implementation, Operation, and Retirement
The implementation, operation, and retirement of a MIS are applicable to the design engineer only to the extent that the design engineer must consider and include implementation, operation, and retirement factors in his design.
The actual processes may take place with-
out the participation of the engineer and after the design has been
39
completed.
Although a system may be technically sound, and the engi-
neer may provide any amount of information as to the feasibility and
profitability of a design, Management may determine, through the application of its own criteria and value systems, to cancel implementation
or to retire a system from operation.
As pointed out earlier in this
chapter, implementation, operation, and retirement do have significant
implications to the design process.
Management, however, is the ulti-
mate authority and decis1on maker in placing a design into implementation, operation, or retirement.
Chapter 5
PROPOSED MANAGEMENT INFORMATION SYSTEM
Management
The Foreign Military Sales Management Information System is designed to support the International Logistics Manager (ILM) at PMTC.
The ILM has defined various needs to be satisfied by the FMS MIS and
has established a number of resource constraints which have narrowed
the allowable range of solutions.
The ILM is solely responsible for
the management functions of approving the design and monitoring its
subsequent implementation, operation, and effectiveness.
Requirements
As objective requirements, the ILM has defined the need for information in the form of two reports, the 11 DSAP Manpower Requirements Report11 and the 11 FMS Project Summary." The DSAP Manpower Requirements
Report is an external requirement in that the ILM is required to transmit the report to NAVAIR, as provided by NAVAIR INSTRUCTION 5310.11 of
30 June 1975.
The report is to be submitted semi-annually, by 1 April
and 1 October of each year, to the Management and Administration Directorate (AIR-900).
The report requires PMTC to provide a projection for
its FMS effort for the two fiscal years which follow the submission
date.
The primary purpose of the report is to outline manpower re-
quirements committed to the execution of FMS workload assigned to PMTC.
Specifically, the report contains a number of data items including employee name, work code, Position Descr-iption number, grade, salary,
functional title, organizational duties, manyear proportion dedicated
40
41
to FMS work, FMS cases involved, and case phases.
Provisions are in-
cluded to identify required positions that are vacant or that are administrative in nature.
Positions which will be established during the
projection time frame are also identified.
(FIGURE 8 provides an exam-
ple of the data items contained in the DSAP Manpower Requirements Report).
The FMS Project Summary is a report intended for the internal use
of PMTC.
This report corisists of data with respect to project funding,:
accounting, workload, manpower work area, work progress, required completion dates, and management structure.
The FMS Project Summary is to
be compiled on demand with the data base updated on at least a monthly
basis.
The data base consists of FMS case numbers, work requests,
MILSTRIP numbers, sponsoring agency codes, systems and services involved, required completion dates, names of project managers, cognizant
work center codes, funding authorizations, charges and balances, and
internal PMTC accounting codes.
(FIGURE 9 provides an example of the
data items contained in the FMS Project Summary).
An additional requirement is that the system be capable of searching through the data base and extracting data which meet specified conditions or attributes.
This, however, must be treated as a future or
.. growth .. requirement as specific details for the requirement have not
been established, (range of values, number of variables, information to
be obtained, etc.).
A number of constraint requirements and environmental circumstances have complicated the FMS MIS design, including PMTC resource
limitations, NAVAIR
reorganization~
procedural uncertainties, PMTC re-
organization, dual accounting systems, and internal PMTC politics.
DSAP MANPOWER REQUIREMENTS REPORT
OCTOBER 1977
Name:
A. Bass
Work Code:
1413
Position Description Number:
SED9S
Grade:
GS-12
Salary:
21,538
Functional Title:
General Engineer
Organizational Duties:
Plans, monitors, analyzes, and reports flight tests
Manyear Projection
FY 1978:
FY 1979:
.75
.50
FMS Cases:
IR-SAT-P7
Phases:
Production
FIGURE 8.
Sample DSAP Manpower Requirements Report Record
~
N
43
PMTC FMS PROJECT SUMMARY
JUNE 1978
FMS Case:
NE-SAZ-P6
Work Request:
N0001977WR0099
MILSTRIP:
PNE044/5735/0001
Sponsoring Agency:
AIR-41081
System/Service:
AGM-84A Harpoon/Procurement
Completion Date:
September 1979
Project Manager:
C. Jones
Cognizant Work Center:
DP-1
Dollar Authorization:
6,325~000
Charges:
Labor:
Travel:
Material:
Other:
2,010,550.
81,370
3,469
Balance:
4,314,450
PMTC Internal Accounting Codes
Sponsor Order:
Project:
Customer Order:
UUEJ
8N01A1
8N01A12, 8NOIA14
FIGURE 9.
1,926~311
0
Sample FMS Project Summary Record
44
These constraints and circumstances have greatly narrowed the field of
possibilities for the design and, in some instances, have eliminated
freedom of choice.
The most serious constraint is the lack of funds to
procure hardware or contractor support.
Any application of automated
equipment must be limited to the use of on-board equipment.
In addi-
tion, there is insufficient funding to task work centers outside of the
Project Management Group to assist in the development effort.
Organization of the FMS program within NAVAIR has been unstable
during the last few years and only recently has the importance of FMS
been re-emphasized by higher authority.
structions have been issued at the DOD
A number of directives and in-·
lev~l
but specific NAVAIR
in~
structions and procedures for FMS are sparse since NAVAIR is experiencing reorganization pains and is still in the learning process for FMS
procedures.
Accordingly, relations between NAVAIR and PMTC in the FMS
area have not yet been well developed, although considerable effort
towards that end is now taking place.
In light of this and the fact
that PMTC is a NAVAIR field activity relying upon NAVAIR for direction,
PMTC has not been certain about detailed FMS procedures and has been
learning FMS along with NAVAIR.
Varying responses from DOD departments
and agencies to the FMS Program have added to the confusion by introducing inconsistencies and conflicting terminology which have yet to be
resolved.
A number of procedural areas are ambiguously defined by what
documentation is available and are open to interpretation.
A major reorganization at PMTC has brought about confusion in the
chain of command, uncertain lines of authority, conflicts of interest
within the organization, and a dual accounting system for a single organization.
First there was uncertainty as to the position occupied by
45
the Project Management Group within the chain of command, whether an
intermediate between the Directorates and the Commanding Officer or
whether on a co-plane with the Directorates.
There was uncertainty as
to whether or not the Project Management Group was authorized to speak
for the Command on FMS matters, whether or not the Directorates had to
coordinate FMS activity with the Project Management Group, and whether
or not the Fleet Weapons Engineering Directorate could operate indepen-,
dently of the rest of PMTC.
Within the Project Management Group itself
there were irregularities in supporting an FMS focal point and uncertainty as to where a focal point should be administratively located.
There are a number of internal conflicts of interest at PMTC with
respect to FMS.
PMTC presently operates with a matrix system where
projects are managed by 11 Class desks, 11 or offices responsible forgeneric types of weapons such as air-to-air, air-to-surface, electronic
warfare, threat simulation, and special projects.
If management of FMS
projects becomes an active responsibility of the International Logistics Manager, then at least two offices would be managing the same type
of weapon.
In addition, the project to provide an FMS MIS may be in
conflict with the charter of the Management Systems Office of PMTC
which is responsible for the development and control of MIS reports,
data bases, and report distribution.
The future of the Management Sys-
tems Office, however, is uncertain because of its inability to develop
a viable product and due to a severe shortage of overhead funds which
support that organization.
Therefore, delaying the FMS MIS development
in expectation that the Management Systems Office will develop a suitable system would probably result in a considerable loss of time.
The consolidation of the Naval Missile Center and the Pacific
46
Missile Range into the Pacific Missile Test Center brought PMTC a dual
accounting system.
The Naval Missile Center relied on the Navy Indus-
trial Fund (NIF) system while the Pacific Missile Range utilized the
Resources Management System (RMS).
These two systems operate internal-
ly within PMTC and coexist simply because there was insufficient time
prior to the consolidation to create a single system to satisfy the
needs of all work centers within PMTC.
Those work centers which relied
on NIF prior to the consolidation have generally been assigned the NIF
system and vice versa for RMS.
The two systems differ in terminology,
operating rules and procedures, work element breakdown, and accounting
reports generated.
Conversion to a single system called NIF-II is
planned at PMTC for fiscal year 1977, but until then, operations are
proceding under the dual system.
Feasibility
Despite the lack of funds and the uncertainties caused by organizational realignment, the requirements of an FMS MIS can be met with a
feasible solution.
The output of the system is well defined and ade-
quate data sources have been identified.
Although the present magni-
tude of the data base and data processing required to produce the required information are such that the process could be accomplished
manually, Management has expressed the desireability to implement the
system on a computer as a stepping stone to expanding the size and
capabilities of the FMS MIS in the near future.
Three candidate computer systems were identified as being technically and operationally suitable, the IBM-7094, the HP-9830A, and the
TYMSHARE commercial time-sharing system.
The IBM-7094 system is
47
operated by PMTC for general use by PMTC personnel.
Operationally, the
IBM-7094 has the major drawback of operating in a batch mode, eliminating the possibility of interactive operation.
The TYMSHARE system is
extremely suitable technically and operationally, offering interactive
operation, program editing features, and an extensive user support library for data base management, sorting, and report generation.
Con-
trary to TYMSHARE claims of total security, there really is no guarantee that data is protected from accidental or willful destruction, particularly from use by unauthorized PMTC personnel.
In addition, secu-
rity encompasses data which is of a sensitive nature, and although the
FMS data base presently is unclassified, problems may arise if it becomes classified.
The HP-9830A offers most of the advantages of the
TYMSHARE system with the exception of an extensive management library,
and offers other advantages over TYMSHARE.
Of particular advantage are
increased security and readily accessible peripheral devices.
Although
specific disadvantages of the individual systems from a technical
standpoint are not sufficient to disallow the use of any one of them,
the cost constraint limits consideration to just one, the HP-9830A.
~Jhereas
both
TY~4SHARE
and the IBM-7094 must be paid for by each indivi-
dual organizational element utilizing them, the HP-9830A is owned by
the Project Management Group and operated free of charge.
In addition,
maintenance of the HP-9830A is. not charged to the Project Management
Group, but instead is paid for by PMTC through a maintenance contract
with Hewlett-Packard.
(FIGURE 10 highlights the major differences
among the three computer systems investigated).
System
Useage *
Charges
Mode
MIS
Library
System
Access
_Security
Peripheral
Access
IBM-7094
Yes
Batch
No
Delayed
Yes
Limited
HP-9830A
No
Interactive No
Immediate
Yes
Yes
TYMSHARE
Yes
Interactive Yes
Immediate
Limited
Limited
*Selection Criteria
FIGURE 10.
FMS MIS Computer Hardware
..j::::.
OJ
49
Data Flow
Information as applied to the FMS MIS is the accumulation of data
into the two required reports, the DSAP Manpower Requirements Report
and the FMS Project Summary.
All of the data items contained in the
two reports, (as detailed in FIGURES 8 and 9), form the FMS data base.
Every item in the data base goes into one or both reports.
The data
contents of the reports are specified by NAVAIR in the case of the DSAP
Manpower Requirements Report, and by the PMTC International Logistics
Manager in the case of the FMS Project Summary.
Three data sources have been identified to provide data into the
These include FMS
data base.
PMTC accounting reports.
~~ark
Requests, PMTC Project Managers,. and
Work Requests are the primary medium through
which FMS workload is assigned to PMTC.
Work Requests are sent from a
sponsoring agency, usually NAVAIR, and come at unscheduled times.
Therefore, data from Work Requests is not entered into the data base at
regular intervals.
months apart.
Work-Requests may be received days, weeks, or even
Work Requests may be updated by amendments which are
sent on the Work Request form.
Data from Work Requests remain valid
until modified by amendments.
Specifically, data extracted from Work
Requests include:
Work Request number, FMS Case number, MILSTRIP num-
ber, system and services involved, the sponsoring agency code, the required completion date, and the dollar authorization.
(FIGURE 11 pro-
vides a sample portion of an FMS Work Request).
The PMTC Project Mangers provide essential employee and workload
information.
Reports from Project Managers are not submitted automa-
tically, and thus, must be requested by the International Logistics
Manager.
Normally, requests are made semi-annually to match the
'r/ORK REOUEST
~
MAVCOMPT FOU!~ ! 40 (REV. 5-65)
5/ N 0104·LF·700·1303
INIT:AL REQUEST
.
NIJ~I!U1
FROM
Naval Air Systems Command
Department of the Navy
Washington, D.C.
20361
Commande~,
IA~ENDMENT
NO.----
N0001975WR54424
DATE
7 May 1975
TO
Commander
Pacific Missile Test Center
Point Mugu, California
93042
OBJECT
CLASS
APPROPRIATION SYMBOL
AND SUBHEAD
17-11X8242.2851
000
N/A
BUREAU
CONTROL NO.
74512· 0
AUTHORJ ZAT I ON
ACCT'G ACTVTY
065916
31 December 1975
TRANS. TYPE
PROPERTY ACCT'G
ACTIVITY
2D
PIRR84
[!] SPECifi.C
DNUMEflOUS
.
COST CODE
401700870ABB
FOR DETAILS, CONTACT:
W. Godfrey, AIR-41041B
REQUESTING OFFICE (Stgnarure
TYPE OF. REQUEST
CONTINUING
$ 50,000.00
CO~IPLETION DAlE OR PERiOD OF WOI"IK
JOB ORDER NUMBER
D
MAXIMUM AMOUNT AUTHORIZED
OX2-9688
and Tt r It)
VERNON THEDFORD, Fiscal Accounting Officer
WORK TO BE PERFORMED IN ACCORDANCE WITH ABOVE INFORMATION
PHOENIX PROCUREMENT
$ 50,000.00
This is a procurement for Foreign Military Sales (FMS) within the meaning
of ASPR 6-705.
AIRTASK No. A4104104/054-6/5A04000001 refers.
MILSTRIP No. PIRR84/4017/0087/0ABB
FMS Cas.e No. DN-IR-ABB-P4
Project No. BAl
FIGURE .11.
Sample Portion of an FMS Work Request
(J1
0
51
semi-annual preparation of the DSAP Manpower Requirements Report, however, requests may be made at any time to meet special requirements as
established by the International Logistics Manager.
provided include:
The specific data
employee names, work codes, Position Description
numbers, grades, salaries, functional titles, organizational duties,
FMS Case numbers, phases involved, and a two-year projection of manyear
proportion to be dedicated to FMS.
Along with these data, the names of
the Project Managers and their respective work codes are entered into
the data base.
The data provided by Project Managers contribute pri-
marily to the formulation of the DSAP Manpower Requirements Report.
The names of Project Managers and their work codes are required for.the
FMS Project Summary.
Since the FMS Project Summary requires data up-
date at least monthly, Project Manager names and work codes must also
be obtained from an additional source.
Since each new project is as-
signed to a Project Manager, and since this information is contained on
an accepted Work Request; the FMS Work Requests serve as the additional
source.
(Project Manager codes are noted on Work Requests and names
are available from those codes).
PMTC accounting reports are generated by the Comptroller.
Al-
though the reports are issued on a weekly basis, data are to be extracted on a monthly basis.
Reports issued for the period containing
the end of the month reflect cummulative data for the month and thus
serve as the most convenient sources.
Although there are four reports
of interest to the International Logistics Manager in tracking and
cross-referencing FMS fiscal data, only two are required to satisfy the
requirements of the FMS Project Summary, the PMTC NIF Sponsor Order
Report (KQ830) and the Project Cost Report (KH720).
In addition to
52
unused data, the PMTC NIF Sponsor Order Report contains:
the Sponsor
Order, the Customer Order, the amount authorized, and the balance.
plicit in the Customer Order is the Project number.
Report includes:
Im-
The Project Cost
the Project number, the labor charges, the travel
charges, the material charges, other charges, and the balance.
(FIGURE
12 provides samples of the data contained in the PMTC NIF Sponsor Order
Report and the Project Cost Report).
Each FMS Work Request may have any number of MILSTRIP numbers assigned, although the number is usually one.
A MILSTRIP number is as-
signed to each separately-identifiable product or service in the Work
Request or in supporting documentation.
The PMTC Comptroller assigns a
unique Sponsor Order to each such MILSTRIP number.
One or more Project
numbers are assigned to each Sponsor Order, depending upon how many
Project Management Group offices are involved in the work.
Each Pro-
ject is then divided into one or more Customer Orders, and in turn, into one or more Job Orders.
The Sponsor Order on the PMTC NIF Sponsor
Order Report is used to identify the FMS Work Request .involved, hence
the FMS Case involved, and the Customer Orders associated with the
Case.
The Customer Orders identify the Project numbers.
The Project
numbers are located in the Project Cost Report to complete the loop.
In the Project Cost Report, Job Order numbers identify specific charges
to the smallest organizational element within PMTC.
Data from the Project Managers and the Work Requests are entered
in raw form into the data base.
manipulation prior to entry.
Data from accounting reports require
A list of all FMS Cases along with asso-
ciated Sponsor Order numbers is used to identify all Customer Order
numbers via the PMTC NIF Sponsor Order Report.
The Project numbers
PROJECT COST REPORT
3/31/77
KH720
($000)
PAGE 45
PROJECT 8N01A1
JOB
ORDER
WORK
CENTER
LABOR
COST
TRAVEL
COST
8N01A1D1
8N01A1D1
8N01A1D2
8N01A1El
8912
8913 .
8912
8914
23
4
1
2
8N01A1
KQ830
... ~-----
MATERIAL OTHER
COST
COST
3
6
1
34
3
3/31/77
TOTAL
COST
11
3
11
25
4
15
7
43
5
25
51
79
PMTC NIF SPONSOR ORDER REPORT
SPONSOR
ORDER
CUSTOMER
ORDER
uuzz
uuzz
8N01A1D
8N01A1E
AMOUNT
AUTHORIZED
117
13
BALANCE
6
($000)
PAGE 32
BILLED
AMOUNT
BALANCE
44
73
7
6
L-----------~-------------------------------------------·
FIGURE .12.
Simplified Examples of PMTC Accounting Reports
(.)1
w
54
contained within the Customer Orders are used to extract the various
charges and balances, obtained by adding all entries within the Project
Cost Report for each Project.
The Sponsor Order numbers are used to
extract from the PMTC NIF Sponsor Order Report the amounts authorized
and the balances, both used as checks to ensure that data are properly
matched.
The nature of the reports generated by the FMS MIS has introduced
a logical division within the data base.
Data contributing to the DSAP
Manpower Requirements Report may be put into one group and data contributing to the FMS Project Summary into another.
The
11
Common denomina-
tor .. of the first group is the employee, while of the second it is the
Sponsor Order number.
That is, for each employee contributing to the
FMS effort, a separate record must be maintained within the data base
containing all of the data items required for the DSAP Manpower Requirements Report.
For each Sponsor Order, a record must be maintained
containing all of the data items required for the FMS Project Summary.
For each employee listed, there may be any number of associated Sponsor
Orders and vice versa.
Records in either group may be corelated to
cords in the other group through the Sponsor Order number.
re~
The first
group of data within the total data base is referred to as the Manpower
Data Base, while the second is called the Project Data Base.
(The two
data base groups are detailed along with their data sources and output
uses in FIGURE 13).
The anticipated size requirements of the data base are not expected to change dramatically in the foreseeable future as far as present
FMS MIS requirements are concerned.
In round numbers, there are ap-
proximately 50 FMS Sponsor Orders and about 75 employees presently
MANPOHER DATA BASE.
.....- Employee Names
1- Work Codes
!Position Descriptions
- Grades
1- Salaries
1- Functional Titles
rOrganizational Duties
- 'FMS Case Number·s
....., Phases
.._ /,V1anyear Projection
r-- :Sponsor Order Numbers
PROJECT
MANAGERS
PMTC
ACCOUNTING
REPORTS
,.
l~ORK
REQUESTS
......
-
FIGURE 13.
1-
-
I
1-
I
--
c-
1-
I
f-
I
'"""'
1-
DSAP
MANPOWER
REQUIREMENTS
REPORT
.......
l
I
PROJECT DATA BASE
,._ Sponsor Order Numbers
Customer Order Numbers
1- Charges
1'-1Balances
'r-- Dollar Authorizations
1- System/Service Descriptions 1- MJLSTRIP Numbers
11- Sponsoring Agency Codes
1..,... Completion Dates
1- \!lark Request Numbers
11- FMS Case Numbers
1- Project Managers
1- Cognizant Work Centers
-
--
.......
f1-
SPECIAL
LISTINGS
1-- .....
& REPORTS
I
I
I
.......
I
I
--
PMTC DSAP
PROJECT
SUMMARY
.......
FMS MIS Data Base Structure and Data Flow
U1
U1
56
contributing to the FMS effort.
pieces of data.
This involves approximately 1600
Even though it is anticipated that the future require-
ments of FMS will expand the required size of the data
base~
it is un-
foreseeable that such expansion could result in an increase greater
than one order of magnitude.
The relatively low size of the data base, along with the low data
update frequencies, practically neutralize any data reliability problems.
The data obtained' from accounting reports and Work Requests are
'based on hard facts and do not involve any sort of complicated or delicate measurements.
The frequency at which data is provided by the Pro-
ject Managers allows ample time to recheck the data.
Finally, the data
processing does not involve anything beyond simple data movement and
arithmetic computation, facilitating the process of validating the
algorithms.
Hardware and Software
Since FMS Management has established the use of automated equipment as a "requirement 11 to meet future plans and development, and in
light of severe funding constraints, the selection of the HP-9830A
Calculator presented little choice.
The HP-9830A, although the size of
a large typewriter, is very powerful and offers many of the capabilities of standard computer installations.
The HP-9830A System available
to the FMS MIS consists of the HP-9830A Calculator with a built-in cassette drive, an HP-9866A Printer, an HP-9862A Plotter, and at least one
external HP-9865A Cassette Memory.
The external and built-in cassette
drives are used to store data or programs.
Of particular importance
are the facts that the operation of cassettes is fully controllable by
57
program and that records on the cassettes are individually addressable,
in effect providing for random access capability.
The plotter is also
controlled by program and includes a software package to provide for
scaling, labeling, orientation, and special lettering.
(The user is
required to place his medium onto the plotting surface and to define
the margins to be used).
The printer is a thermal line printer, capa-
ble of producing an SO-character line at 240 lines per minute.
The
printer can be used for program outputs, program listings, or for producing a copy of all statements and commands passing through the keyboard.
The calculator has a resident operating system which performs
syntax checks on program entries, allocates internal memory, translates
program statements into machine code, performs input/output with peripheral devices, and performs all necessary bookkeeping and checking to
control and locate random cassette file records.
The calculator has
two modes of operation, program and calculator.
The program mode al-
lows the user to execute arithmetic and control statements on an individual and immediate basis.
Finally, the HP-9830A is an expandable
system, having available slots for a variety of "plug-in 11 options
which have been or have yet to be developed.
include:
For example, options may
expanded BASIC capabilities, interfaces to other hardware
devices, input/output expansion, or library packages for such fields as
statistics, business, electronics, or mathematics.
portance to the FMS MIS is the
11
Of particular im-
plug-in 11 capability for a variety of
"string" operations, which permit the input, output, and internal manipulation of variable-length character strings.
Unlike larger computer systems having a separate computer operator, the HP-9830A is controlled and operated by the user.
The user
58
turns on the calculator and all of the peripherals, loads paper into
the printer and plotter, handles error messages, and loads and replaces
storage cassettes.
The HP-9830A allows the user greater control in in-
ter·active operation than most larger systems, even allowing him to halt
execution to check on the status of any program variable, change the
value of any variable, change program statements, and resume execution
at the next statement or any other statement.
The normal operation of the HP-9830A is somewhat slower than may
be expected of large-scale integrated-circuit machines.
Basic machine
cycle time is fast, however, two of the operating characteristics result in slowing down the system.
BASIC programs are executed.
The first is the method by which
Instead of generating a machine code for
the entire program, each statement is
dividually.
11
compiled 11 and then executed in-
This process is repeated for each statement in the program
and repeated each time the logical flow of the program returns to a
previously-executed statement.
The system is capable of executing bi-
nary machine programs, however, it does not have the capability of generating such programs.
This service is provided for a fee by the hard-
ware manufacturer.
The second bottleneck results from the operation of the random access cassette files.
Since tape handling is inherently a sequential
process, adaptation for random access requires special software to locate records.
The HP-9830A does have built-in capability to locate re-
cords on tape by their ordinal numbers.
Whenever an instruction is
processed involving a record on tape, the system must locate the proper
record.
This usually involves the winding and rewinding of tape in
search of that record.
Experience has shown that delays of several
59
minutes per record may result, depending on the length of the record.
The two processing bottlenecks do not have significant impact upon
the FMS MIS application.
Reasons for this include the facts that pro-
gram execution frequency is low, the quantity of processing and file
searching is low, and once instructed, the HP-9830A can operate without
the attendance of the user, allowing him to do other work while the
system is manipulating cassette records.
Capability
The FMS MIS is designed to operate within the PMTC environment.
Since PMTC will have a single accounting system at the start of fiscal
year 1977, (October 1976), no attempt has been made to provide thecapability of handling the dual accounting system presently in use.
Ac-
cordingly, the FMS MIS design reflects the requirements of the new system, (such as Sponsor Order numbers, Customer Order numbers, and types
of accounting reports that will be available).
In addition, the FMS
MIS is designed to meet the present reporting requirements as outlined
earlier in this chapter.
Since no specific product requirements have
been specified for providing the capability of searching through the
data base for specific ranges or attributes of data, a final routine
has not been provided.
However, since this is a definite requirement
as far as basic capability is concerned, the design includes considerations as to how such a routine would fit into the system and interface
with the data base.
The FMS MIS centers around the MIS program designed for the HP9830A Calculator.
The program is designed to achieve MIS objectives
and be user-oriented in its operation.
That is, the program is
60
intended to simplify interfaces between man and machine by allowing the
user to converse with the system in simple words or by responding with
a "yes" or a "no."
The various user options are described by single
words and these are entered when and if the user wishes to exercise
them.
The system identifies user option requests by comparing them
against a list of responses in memory.
Whenever a match is obtained,
the system takes action to ensure that the proper program routines are
in memory and then executesthose routines.
Although the inter-nal fast
memory of the HP-9830A is adequate to store all of the required program
routines, as much storage as possible should be reserved for data.
Since execution time is not a critical factor, "overlaying" memory with
separate program segments is an ideal solution.
In addition to simple word entries, a number of operations may be
selected by depressing one of ten programmable special function keys.
These keys immediately execute "mini-programs" which are generally reserved for program starting,
termination.
interrupts~
error branching, and program
The special function keys are also used in a 11 bootstrap"
operation of entering the main program, designed to simplify the user
participation in loading the FMS MIS into memory.
This method requires
the user to enter just one instruction into the calculator, then to depress a single special function key, and the calculator will load the
program into memory and initialize all values and other special function keys.
(FIGURE 14 provides a flowchart for program entry and op-
tion selection).
The operation of the FMS.MIS may be divided into three phases, Input,
P~ocess,
and Output.
The Input phase is involved with gathering
data, preparing it for input, and entering it into the system.
In a
61
START
LOAD
CONTROL
PROGRAf~
LIST OF
VALID
ENTRIES
NO
LOAD
ROUTINE
EXECUTE
ROUTINE
EXIT
FIGURE 14. Option Selection and Program Loading Flowchart
62
broad sense, this operation may be called data base maintenance.
Capa-
bility has been provided to create new data files, modify existing
files, and delete obsolete files.
When new entries, modifications, or
deletions are to be made, they must first be confirmed by the user prior
to taking effect in the data base.
During data entry, checks are per-
formed to detect typographical errors consisting of fields being too
wide or values being outside of permissible range.
Records which are
found to be incomplete are brought to the attention of the operator who
then is given the opportunity to complete them or store them in incomplete form.
Incomplete records are flagged to identify them when re-
ports are being compiled.
(FIGURE 15 provides a basic flowchart for
the Input phase).
The data base is maintained on two data cassettes, one for each
portion of the data base (Manpower or Project).
Since each cassette
can hold approximately 32,000 words of data and since the total size of
the data base requires acrout 16,000 words of storage, it is expected
that the two cassettes can meet the needs of the data base for the foreseeable future.
In order to provide redundancy and to allow for a his-
torical file, one option of the Input phase generates a duplicate copy
of either of the two cassettes.
Redundancy is desireable when using
data cassettes since the tape is subject to breaking and jamming.
The
creation of a historical file is not a present requirement, however,
doing so requires little extra effort on the part of the user.
A semi-
annual frequency of adding to the file is recommended since this coincides with the updated data bases used to generate the DSAP Manpower
Requirements Report and the Project Summary.
This would result in the
dedication of four cassettes per year to the historical file.
63
C
ENTER
)
NO
C
DaT
)
I
DATA BASE
STORAGE
IDENTIFY
INCOMPLETE
DATA
FLAG
RECORD
FIGURE 15.
Basic Input
Ph~se
Flowchart
64
The Process phase of the FMS MIS program is reserved primarily for
future requirements and capabilities, particularly the capability of
searching through the data base and extracting records having user-specified attributes.
Initial operation of the Process phase includes sort-
ing capabilities to enable the user to have either data base sorted by
any data field.
Sorting is necessary to be able to produce required
output reports in alphabetical or numerical order.
The sorting opera-
tion does not destroy or modify an existing cassette.
Instead, it gen-
erates an array of indicies which determine the proper sequence desired.
These indicies may then be used to generate a new cassette at the discretion of the operator.
It is anticipated that sorted cassettes will
be generated and retained for use after every data base update.
The
future addition of the data base search capability could fit easily
within the basic sorting design.
The same array of indicies could be
used to generate a sequence of records which match the user-specified
criteria.
Instead of generating a new cassette, these indicies could
then be used to print the results of the search.
(FIGURE 16 provides a
basic flowchart of the Process phase).
The Output phase is the most simple of the three phases and involves the printing of specified reports.
The user specifies the de-
sired report, and using the data base as input, the FMS MIS prints the
report by stepping through records in the data base one at a time.
The
format in which they are printed is predetermined by the programming
code and corresponds to the specified requirements.
Any desired
changes in the format may be effected by modification of a few program
lines.
The output does not necessarily have to be used for reporting
purposes, and may be used for checking data or auditing the entire data
65
ENTER
REQUEST
DATA FIELD
ARRAY OF
INDICIES
REQUEST
OUTPUT
OPTION
PRINT
RESULTS
EXIT
FIGURE 16.
Basic Process Phase Flowchart
66
base.
(FIGURE 17 provides a fl m~Jchart for the Output phase).
Although security is not a critical requirement, the FMS MIS has
two security safeguards.
First, all data cassettes, data source docu-
ments, and output listings are locked in a cabinet or a storage file.
Second, the FMS MIS computer program has a built-in user identification
code in the form of a secret password.
The program will not respond to
any commands until the proper password is entered.
A spare copy of the
program along with the program listing is maintained in a secure place
at all times in case of accidental destruction of the primary program
cassette.
Operations
The operation of the FMS MIS is simple in comparison to the requirements of.larger systems and computers.
Because of its size and
design, the HP-9830A Calculator requires no special facilities such as
computer-dedicated rooms or air conditioning.
The HP-9830A may be lo-
cated on a desk or table in the same work area with its users or in any
convenient location having a standard electrical outlet.
simple to operate and is
self~contained,
cated staffing to support its operation.
Because it is
the HP-9830A requires no dediIt is intended that FMS Man-
agement be responsible for the operation of the FMS MIS, including the
HP-9830A.
The maintenance of the HP-9830A is performed by the hardware manufacturer under contract with the Pacific Missile Test Center.
Minor
maintenance functions such as reloading paper and cleaning the tape
heads is performed by system users.
Paper and data cassettes are ob-
tained through quantity purchases from the hardware manufacturer and
67
ENTER
REQUEST
OPTION
PRINT
REPORT
EXIT
FIGURE 17.
Basic Output Phase Flowchart
68
are paid for by administrative overhead funds.
A simple set of rules for operating the system reduces the possibility of confusion and error.
may be allowed access to the
First, although any number of persons
data~
only one person should be allowed to
make program revisions and only one should be allowed to maintain the
data base.
Next~
a safe place.
all data source documents should be kept together in
When the computer program is finally coded and tested,
it should be documented with descriptions of the algorithms, special
requirements, and operating procedures.
Finally, a log should be kept
of dates when program changes are made, when production outputs are
generated, and when data base maintenance is performed.
Implementation, Modification, and Retirement
The implementation of the FMS MIS requires a number of one-time
operations.
First, the HP-9830A Calculator must be relocated from ano-
ther PMTC Directorate, where it is presently on loan, and installed in
a convenient place near the International Logistics Office.
computer program must be
coded~
Next, the
entered, and debugged, requiring ap-
proximately one man-month of effort.
Then, the data source documents
not presently at hand must be obtained and arrangements must be made to
receive them on a continuing basis.
Specifically, FMS Work Requests
are now being received as they arrive at PMTC.
The accounting reports
containing FMS data, however, are not being received and proper action
must be taken.
Reports from Project Managers are being received semi-
annually, but a request must be sent out prior to each report.
Final-
ly, the data base must be initialized in the system by entering all of
the gathered data into the FMS MIS program.
The entire system could be
69
operating in as little at two months, once the final approval to proceed is given.
~1odification
of the FMS MIS may become necessary if the initial
design does not meet its requirements or if such requirements are
changed.
The relatively small size of the system along with the pro-
gram edit and debug capabilities of the HP-9830A will keep required
modifications at a minimum level of effort.
It is unlikely that the requirements of the FMS MIS will change
sufficiently to require the scrapping of the original design in favor
of a larger and more complex system.
A greater possibility is that the
system will be scrapped due to the continued small size of the data·
base, making the app.lication of a computer unnecessary, or due to the
absorption of FMS management and reporting responsibilities by other
organizational elements within PMTC.
In any case, if the FMS MIS is
discontinued, the HP-9830A would find another use elsewhere at PMTC and
the resultant losses would be in the labor spent to design and implement the system.
NOTES
1.
Harold Koontz, Principles of Management, 564.
2.
Joel E. Ross, Management Update:
3.
Koontz,~-
4.
Ibid., 564.
5.
Ross,
6.
Ibid., 116.
7.
Ibid., 148.
8.
George A. Steiner, Top Management Planning, 479.
9.
Ross, lac. cit.
The Answer to Obsolescence,
117.
.QE_.
cit., 561.
cit., 151.
10.
Norman L. Enger, Putting MIS to Work, 13.
11.
Steiner, lac. cit.
12. Jerome Kanter, Management-Oriented Management Information
Systems, 1.
13.
Ross,
14.
Steiner, 2£· cit., 478.
15.
Ross,
16.
R. L. Martino, Information Management:
17.
Steiner,
18.
F. Warren McFarlan, Information Systems Administration, 5.
19.
Ross, lac. cit.
20.
Steiner,
21.
Koontz~
22.
Steiner,
23.
Kanter,
~-
QQ.·
cit., 141.
cit., 140.
The Dynamics of MIS,
37.
QQ.·
.QE_.
cit., 505.
cit., 481.
lac. cit.
~·
.QE_.
cit., 480.
cit., 21.
70
71
24.
Enger,~·
cit., 12.
25.
W. Hartman, Management Information Systems Handbook, v.
26.
Martino,
27.
Enger,
28.
Ibid., 31.
29.
Martino,
30.
Ross, loc. cit.
31.
Martino, 2£· cit., 31.
32.
Steiner, 2£· cit., 486.
33.
Ibid., 480.
34.
Ibid.
35.
Kanter,
36.
Enger,
37.
Ross,
38.
Enger, 2£· cit., 22.
39.
Ibid., 23.
40.
Steiner, Q£· cit., 481.
41.
Kanter, 2£· cit., 55.
42.
Enger,
43.
Ibid., 165.
44.
Ibid., 39.
45.
Ibid.
46.
Ibid., 38.
47.
Ibid.
48.
I b i d . , 47 .
49.
Ibid., 15.
.Q£_.
cit., 49, 65, 66, 69, 75, 76.
.QE_.
.QE_.
.Q£_.
cit., 42.
cit., 79.
cit., 47.
Q£_.
QQ·
cit., 85.
cit., 140-147.
QQ·
cit., 13.
72
50.
Ibid., 39.
51.
Martino, Q2.· cit. , 157.
52.
Ibid., 98.
53.
Ibid.
54.
Kanter, Q2.· cit., 80.
55.
Enger, Q2_. cit., 65.
BIBLIOGRAPHY
Non-Military References
- - - - - , "Hewlett-Packard 9830A Calculator: Operating and Programming Manual," Loveland, Colorado, Hewlett-Packard, 1973.
Enger, Norman L., Putting MIS to Work, American Management Association,
1969.
Hartman, W., Management Information Systems Handbook, New York,
McGraw-Hill, 1968.
Kanter, Jerome, Management-Oriented Management Information Systems,
Englewood Cliffs, New Jersey, Prentice-Hall, 1972.
Koontz, Harold, Principles of Management) third edition, New York,
McGraw-Hill, 1964.
Martino, R. L., Information ~anagement: The Dynamics of~. Wayne,
Pennsylvania, Management Development Institute, 1968.
McFarlan, Warren F., Information Systems Administration, New York,
Holt, Rinehart and Winston, 1973.
Ross, Joel E., Management Update:
York, ANACOM, 1973.
The Answer to Obsolescence, New
Steiner, George A., Top Management Planning, New York, The Macmillan
Company, 1969.
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- - - - - , "Armed Services Procurement Regulation," 16 April 1973.
- - - - - , "Assistant Secretary of Defense (International Security
Affairs)," DOD DIRECTIVE 5132.2, 20 May 1961.
.
- - - - - , "Cooperative Logistic Support Arrangements,
TION 2000.8, 14 February 1964.
11
DOD INSTRUC-
- - - - - , "Co-Production Projects and Agreements Between the United
States and other Countries or International Organizations," DOD
DIRECTIVE 2000.9, 23 January 1974.
- - - - - , "Defense Security Assistance Agency (DSAA)," DOD DIRECTIVE
5105.38, 11 August 1971.
73
74
11
----,
Defense Security Assistance Program (DSAP) Staffing and
NAVAIR INSTRUCTION 5310.11, 30 June 1975.
Administration,~~
11
Delineation of International Logistics
DOD DIRECTIVE 5100.27, 29 December 1964.
----,
~---,
Responsibilities,~~
11
Department of Defense Pol icy and Responsibilities Relating
to Security Assistance, 11 DOD DIRECTIVE 5132.3, 20 December 1972~
11
Department of Defense Policy and Responsibilities Relating
to Security Assistance, .. SECNAV INSTRUCTION 4900.5F, 25 September
1973.
----.,
11
Foreign Mi 1 itary Sa 1es ( FMS); Letters of Offer and Acceptance, .. OPNAV INSTRUCTION 4920.78, 4 September 1969.
----.,
11
Foreign Military Sales (FMS), 11 NAVAIR NOTICE 4920, 23
October 1974.
----,
----,
11
Job Ordet· Accounting System for FY 1976, 11 PMTC.
- - - - . , .. Management and Administration of Funds Authorized to Commander, Pacific Missile Test Center, 11 COMPMTC INSTRUCTION 7300.1,
11 April 1975.
- - - - , .. Management Responsibilities in the International Logistics
Aviation Program, .. NAVMAT INSTRUCTION 4900.15, 24 January 1973.
11
Method of Financing, Funding, Accounting, and Reporting
for Foreign Military Sales to Friendly Foreign Governments and
International Organizations, .. DOD INSTRUCTION 2110.29, 24
September 1970.
----,
11
Military Assistance and Sales Manual,u DOD MANUAL
5105.38-M, 1 August 1975.
----,
----,
Sales
----,
11
MILSTRIP Requisitioning Procedures for Foreign Military
NAVILCO PUBLICATION P4920.11, 1 November 1970.
Customers,~~
11
Navy Supply Corps Newsletter, 11 September-October 1972.
Re-Affirmation of Foreign Military Sales, 11 NAVMAT MEMORANDUM 5-76, 5 January 1976.
----,
11
Support of Defense Security Assistance Program, 11 NAVAIR
INSTRUCTION 4900.1A, 22 November 1974.
----,
11
U. S. Navy International Logistics Program, 11 NAVSUP
INSTRUCTION 4900.34, October. 1974.
----,
11