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LCD-77-117 1 (1977-12-20)

handle is hein.gao/gaobaawjt0001 and id is 1 raw text is: DOCUMENT RESUME 04539 - [B35748481 *ieRttx4t 1- 7 The Defense Integrated Data System: Is It Efficient and Effective? LCD-77-117; B-163074. December 20, 1977. 47 pp. + 3 appendices (13pp.). Report to Eep. George h. Mahon, Chairman, House Committee on Appropriations: Defense Subcommittee; Sen. John C, Stennisr Acting Chairman# Senate Committee on Appropriations: Defense Subcommittee; by Elmer B. Staats, Cowptroller General. Issue Area: Automatic Data Processing (100); Facilities and Material Management: Supply and Maintenance Operations ReFortiag Systems (703). Contact: Logistics and Communications Div. Budget Function: National Defense: Department of Defense - Procurement & Contracts (058); miscellaneous: Automatic Data Processing (1001). Organization Concerned: Department o Defense; Defense Logistics Agency. Congressional Relevance: House Committee on Appropriations: Defense Subcommittee; Senate Committee on AFpropriations; Defense Subcommittee. Authority: Defense Cataloging and Standardization Act of 1952. H. Sept. 94-1475. In May 1965, the Defense Logistics Agency (DLI) began developing the Defense Integrated Data System which was expected to provide for future workload growth by consolidating various logistics subsystems into one integrated data bank. DLA has consolidated the various subsystews into one integrated data bank, centralized the processing and storagc: of catalog management data to provide uniform control Jver its accuracy, provided a limited capability for immediate and remote access, and geneTally improved the quality and quantity of information vailable to customers and eliminated soae duplicative files and publications. Findings/Conclusions: Since the system was declared operational in march 1975, the agency has had problems achieving all its processing goals. Particular problems affected the item identification function, ability to process current workload, elimination of local duplicative files, centralization of publications, and exchange of some data with cther logistics systems. Stringent management control might have headed off the agency's problems, Shortcomings in project management permitted developaent of r.n inadequately sized system based on understated workload projectious and permitted preparation of an overoptimistic economic analysis justifying development of the system and premature operation before all major functions were completely implemented and tested and errors were corrected. To cope with these problems, new hardware was added and software Vs refined to augment the original system. This augmentation did not provide the processing capability required to meet demaids. There is valid need for this system, but the processing

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