DEM Concept History

DEM began as a college term paper idea in 1983. The idea was to create a single information system that was used to manage the entire entrprise. It would,. by its very nature, reduce the redundancy (overhead costs) that exist in managing multiple functional programs, projects, and processes within the enterprise.

First Suggestion

SUGGESTION #ERAD280055, 6 SEP 88.

ROY E. ROEBUCK III MANAGEMENT ANALYSIS OFFICER, GS 12

431-98-4178

DARMSTADT MILITARY COMMUNITY HQ, 32D AADCOM

UNITED STATES ARMY, EUROPE ATTN: RESOURCE MANAGEMENT 348-6536/7156

INFORMATION ARCHITECTURE SYSTEMS ANALYSIS, DATA ADMINISTRATION, INTERNAL CONTROL

ROY E. ROEBUCK

CMR 1651

APO NY 09175

The Army requires information architectures (AR 25-1) to be described and followed in the developemt of information requirements. It also requires a process of Data Administration (DA Pam 25-1 and DA IMP Planning Guidance) to acquire and manage that data. The Army Internal Control Program (AR 11-2) requires that the controls within Army processes and procedures be applied and maintained.

My suggestion, consisting of multiple interrelated iniatives, is that:

The Department of the Army incorporate the Internal Control Program into its Information Management program. This would include a revision of AR 11-2, paragraph 3-1 so that it will be applicable to all system development initiatives, not just ADP initiatives.

That all HQDA proponents of Army regulations/processes/procedures conduct a systems analysis of all their proponent systems using Computer Aided Systems Analysis (CASE) tools, (e.g. "Metavision" by Applied Axiomatics of New York, see PC Week magazine, page 41, " The CASE at Con Edison", Aug 8, 1988). The results of the CASE would be flow diagrams and process documentation suitable for use as a Standing Operation Procedure for manual systems, a system specification for an automation initiative, or a Tutorial/Training Text for new encumbents.

That an Army standard CASE tool be selected for systems analysis work, on both manual and automated systems.

That this standard systems analysis methodology be taught to all Army Officers, NCO's, civilian Professional Series workers and all administrative personnel. This methodology would then be used by those personnel to conduct organizational Information Systems Planning studies, to develop corporate data dictionaries and local systems as needed, and to identify resource requirements (funds, information, skills, equipment, facilities, supplies, time).

That the process control points identified by these systems analyses be used as the only basis for Internal Control Checklist development.

That all Army regulations, and published processes/procedures include CASE developed and generated process-flow-diagrams, data-flow-diagrams and Data Element Listings as Appendices or Annexes in those publications.

That functional inspections, using the Internal Control Checklists be conducted to assure and discipline the implementation of controls.

That all commanders and managers have specific listings of all functions for which they have assigned and implied responsibilities provided to them within 10 duty days of assuming a position. This listing would include:

1. All references that provide guidance and policy on those functions. The listing would cover administrative, personnel, logistical, operational, financial and security aspects of his activity.

2. The higher echelon proponent of that function.

3. The reporting and record/file requirements of the function.

4. The specific position within his organization, by TAADS paragraph and line number, which has been given that function as a duty.

5. A numerical prioritization of those functions in order of importance to his mission's success.

6. The funds provided to accomplish each function.

That a standard process for identifying and prioritizing functional control weaknesses, and for planning and then tracking corrective actions be developed and then required at all levels of the Army down to SUBMACOM level (AR 310-49, Appendix B).

That all Army activities of functional systems analysis, data administration, internal control, reports control, records management, forms and publications management, management analysis (less Manpower/Force Structure management), and administrative management be combined into a single process using the above CASE technology. This integrated set of processes could then be referred to as System Engineering. The product of this system engineering could then be provided to computer programmers for implementation into automated modules of this system, where cost effective.

Second Suggestion

SUGGESTION # ERAD280056, 6 SEP 88.

ROY E. ROEBUCK III MANAGEMENT ANALYSIS OFFICER, GS 12

431-98-4178

DARMSTADT MILITARY COMMUNITY HQ, 32D AADCOM 348-6536

UNITED STATES ARMY, EUROPE ATTN: RESOURCE MANAGEMENT /7156

FEDERAL GOVERNMENT HIERARCHICAL STRUCTURING, SYSTEMS ANALYSIS, DATA ADMINISTRATION

ROY E. ROEBUCK

CMR 1651

APO NY 09175

1.0. The US government spends large sums of money for its annual and multi-year activities. Some people say we must raise more money to support the activities as they stand now, with future added activities and trade-offs. Other people say we must decrease the number or scale of activities to be able to operate the government's activities on the same sum of money or less money. I have never heard any official say - "let's keep the same activities operating on the same scale, for less money" or "let's increase government activities or increase the scale of standing activities for the same money". The two statements are equivalent - with the only discriminator being the size of government operations.

2.0. The above concern raises two predominate questions. What is the U.S. Congress doing to establish standards of productivity for the U.S. government? What is the Executive Branch doing to increase the effectiveness, alacrity, and efficiency of its own and its Department's operations.

3.0. Since Graham-Rudman limits funds for government operations, the only significant options available to the government appear to be to terminate or delay programs, downscale programs, or achieve productivity increases. Obviously the preferred choice for approved activities is to increase productivity. This was apparently the intent of Reform 88.

4.0. My suggestions regarding productivity improvement initiatives, showing their implementation sequence and a hypothetical completion year of each suggestion, are listed below.

4.1. Use a decimal numbering system, similar to a project Work Breakdown Structure (WBS), a numbered outline or other hierarchical decomposition scheme, to uniquely identify every component of every government agency down to individual work position, equipment piece or facility. This would require a decimal code of approximately 20 digits excluding punctuation. (1989) This suggestion is using a decimal numbering system.

4.1.1. Use a structural framework, similar to the Army Authorization Document System, for all agencies to display hierarchical decomposition reflecting the agency's organization charts. Include as a subcode below the position level, a WBS code identifying the functions and tasks performed by that position's encumbent. This step would correspond to a functional decomposition using the Army Functional Dictionary, the Army Manpower Staffing Standards System, the activity's organization and functions manuals, the tasks listed in the position's job description, and the tasks listed in the functional checklists of the Army Internal Control Program, all in an integrated fashion.

4.1.2. For all activities composed of more than one type of position, from the size of a small office up to the largest government agency, a subcode would be extracted to reflect all recurring, routine and anticipated tasks. This would correspond to an activity's workload and event schedule. It would also serve as a basis for budget preparation, execution and review.

4.1.3. All of these concepts are executable today using relational data base technology. Common tasks such as an agency head's administrative support and service could be standardized based on the size structure supported. It would lead to consistency in operations and staffing. Uniquely identify states, counties, cities, departments, etc the same way.

4.2. Develop a standard government approach to analysis of the government's manual and automated systems and processes. (1989) To illustrate this requirement consider a mapmaker who employs several surveyors. When the mapmaker wishes to assemble his map of a large region he has had surveyed, it would increase his productivity if all of his surveyors used the same scale, symbols and common descriptions.

4.3. Use a standard methodology, to apply the WBS structured analysis and design and the systems analysis techniques, to document and maintain these systems and processes. (1989)

4.4. Train all government personnel, at the equipvalent of GS-7 and above, in the above standard approaches. Implement through OPM and the military, using video and computer based training, to assure consistent instruction. (1990) Use computer based training for all standard agency function training.

4.5. Provide access to automated tools for people applying these approaches to activity operations. (1990) The use of Computer Aided Systems Engineering (CASE) tools would be economical here. Any employee could analyze and document any process using these tools. This process analysis and documentation would precisely identify the resource requirements for a given workload or scheduled event.

4.6. Provide standard networked data communications to all levels of government down to activities with WBS codes equivalent to the level of an Army Divisional Company. (1991)

4.6.1. Establish a basis of issue similar to those in Army Common Tables of Allowance (CTA). Each commander/manager/supervisor would be authorized a networked computer system as part of his basic resource. Each staff position would be authorized an appropriate computer station as a tool, in the same way as he is authorized a desk, based on the functions performed by that position. This would tie directly to the WBS of those organizations and positions. It would eliminate the workload of every supervisor of every worker in the federal government dealing with trying to justify the need for basic information management assets. The manhour savings are astronomical.

4.6.2. In comparison, if every worker in the federal government had to justify the telephone on his desk, to include all of the technical details as to what type of instrument he needed, what its capabilities should be, how it should be connected to other telephones, and had to budget for its operation and maintenance himself, what would that workload cost the government?

4.6.3. Tying the total of federal information assets to the WBS would give immediate management information on any level of government Information Resource Management.

4.6.4. These basic capabilities would standardize information assets based on the job series, grade and functions performed. It would allow the government to have more complete oversight of the resource requirements to procure, operate and maintain information capital assets. Any enhancements beyond these basic capabilities would require individual justifications.

4.7. Develop a government-wide data dictionary model and standard (1991). This would be developed by consolidating the data dictionaries of the various Departments. Each Department would be required to reconcile its forms, publications, computer applications and data bases to its own data dictionary and then a Federal Data Dictionary (FDD). All forms, publications, computer applications and data bases would then use this Federal Data Dictionary. The FDD would be maintained and utilized through the government-wide data communications networks.

4.8. Develop and distribute an automated module for every component of every government manual system that does not require actual human performance. (1993). Use Ada modules for like components (e.g. Time Recording and Timekeeping) across agencies and departments.

4.9. Require video conferencing for all meetings involving remote attendees where human interface is not essential. (1995)

4.10. Establish liberal policy and guidelines for employee telecommuting where human interface is not essential, provide full ISDN capacity (voice, data, video) to all echelons. Individuals must subscribe to their own ISDN links. Use the WBS in conjunction with the individual's social security number to establish password access to the work system of the individual. Do not allow classified telecommuting. (1996)

4.11. Require Electronic Data Interchange (EDI) as a standard method of communication and transaction processing, for all automated systems and processes for all echelons of the federal government. (1997)

4.12. Require U.S. enterprises, external to the federal government which interface with the government, to use a comparable data dictionary and EDI. (1998)

4.13. Require competency testing in addition to performance evaluations, for all competitive U.S. goverment employees, including the military. (2000) The competency test would focus on the employee's proficiency in understanding the management and operations of the organization for which he works, appropriate to the echelon at which he serves. The education and perceptual process would be aided by computer based training and assessments. The performance evaluation would focus on the exhibited success of operating within the human and management evironments and the potential for work at higher echelons or broader operational scope. A person who was deficient in either the test or evaluation would not be eligible for promotion to the next higher grade, until the deficiency was corrected. A person deficient in both reviews would be ineligible for tenure-based pay increases. Consecutive double deficiencies would be grounds for release from public service.

5.0. These interrelated suggestions are technologically workable today. To attain them will require close attention to the dollar costs, human costs and societal change. The dollar costs can be addressed by considering these suggestions as Capital Inventments in a government infrastructure. The human costs could be addressed by considering the entire project as the management of change for our nation, and utilize the services of organizational development and marketing specialists to market the program. The societal costs could be addressed by pointing out the economic benefits of a more productive and/or less expensive government.

5.1. Many people fear the combination of automation and government, where the government had access to every person's life. With these suggestions, every citizen would have access to his government's performance reports.

Third Suggestion