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![handle is hein.gao/gaobaaajy0001 and id is 1 raw text is:
UNITED STATES GNEtIFAL ACCOUNTING OFFICE
WASHINGTON. DC. 205.4
FEDERAL PE:RSONO ANmD
COMPLNSATION DIVISION
B-163074 AUG 3 1977
The Honorable
The Secretary of Defeise
Dear Mr. Secretary:
-c
We recently reviewed the policies and practices use-]
k~, -h .N~a , _ a to manage
personnel involved in data processing activities We con-
centrated on how NAVSEA determined the number and composi-
tion of staff needeO to design, maintain and operate the
management information system for naval shipyards (shipyrd
MIS) and noted several problems arising from these practices
which we think warrant your attention. The shipyard MIS
is supported by about 660 ADP personnel anC is one of ap-
proy1iT:tely 45 Navy management information sy~trm. WP
are concerned that the practices may typify the manage-
ment of a much larger portion of the 13,500 Navy, and
possibly other services people, working in automatic data
processing.
Effective management control over Navy ADP personnel
is imperative to efficient, economical ADP support, espe-
cially in light of the large expenditures for ADP personnel.
Effective management calls for Navy-wide guidance and direc-
tion on how to best employ ADP staff. Presently, the Navy
has no central guidance or direction on how to staff or
structure ADP organizations. Rather, responsiblity for
ADP personnel is diffused throughout the Navy.
Responsibility for ADP personnel is also diffused
within NAVSEA which has not issued guidance nor direction
on how to staff or structure its ADP organizations.
Management of ADP personnel is fragmented among various
NAVSEA officials with responsibility over certain elements
of ADP personnel management for the shipyard MIS. We
found that:
FPCD-77-73](ViewImageLocal?handle=hein.gao/gaobaaajy0001&div=1&collection=&method=preview&ext=.png&size=3)