Title: Analysis & Production Executive Leadership Team Sums Up Challenges

Release Date: 2017-04-24

Document Date: 2004-07-28

Description: The senior leaders of Analysis and Production met for the first time to define mission areas and standards, apportion resources, and set strategic directions worldwide. A&P accounts for much of the growth of the NSA workforce.

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(U) Analysis & Production Executive Leadership Team Sums Up
Challenges
FROM: Jim Allen
Deputy Director, Analysis & Production
Run Date: 07/28/2004
(U) We made important progress, last week, toward realizing the Director's vision of a
transformed global enterprise. We convened a meeting of the A&P Executive Leadership Team to
address strategic issues, to include governance, resources, hiring, training, and operational
issues. We made good headway on all.
(U//FOUO)The A&P ELT is comprised of:
DDAP, Jim Allen
A/DDAP,
A/DD for Production,
Chief, Production Services,
GRSOC Commander, Colonel Rob Carr, USA
KRSOC Commander, Captain
, USN
MRSOC Commander, Colonel
USAF
Chief of Staff,
Chief of Operations and Chairman of PMC,
A&P Tech Director, Jack Israel
(U) Composition may be adjusted a bit as we go forward, but the ELT is the most senior body in
A&P. This is not the first time we've done business, but it is the first time we've had the entire
ELT together to conduct it's primary functions.
Which are to:
define major mission areas,
apportion resources across mission areas,
set strategic direction for and priorities of A&P activities worldwide,
produce standards and goals,
set architecture and technology investment,
set personnel hiring and development targets,
establish measurement and assessment, and
achieve synchronization with rest of the corporation.
(U) The ELT agreed that Product Line Leaders (PLL's) will:
determine distribution of analytic effort within and across a major mission area,
apply resources within mission areas,
ensure adherence to standards and goals,
assess and adjust distribution of analytic effort,
identify production gaps that may be satisfied through partnerships,
develop roadmaps/processes to achieve goals in work force strategy for the specific
mission area,
drive requirements for uniform interoperable functional capabilities, and
manage effective expenditure of resources within the mission area.
(U) This clarity is helpful, but we still have work to do in redefining our terminology and
operating concepts. For example, PLL and Production Manager are today almost synonymous,
and they are usually identified with the idea of a "Target Office of Primary Interest, (TOPI)"
which conjures an image of a set of people behind a particular door vice a distributed analytic
community. Organizations are evolving, but not fast enough to keep up with the way we are
operating.
(C) A&P has already and will continue to enjoy much of the growth in NSA/CSS's population over

the next few years. If current plans stay on track, we could reach as many as 8200 members by
the end of FY09. The time to think about the skill sets, geographic distribution, and other
questions is now. Our intention is to base the answers to those questions on mission to the
maximum extent possible. PLL's will propose a strawman at the next ELT, probably by the end of
August, which will ultimately result in recommendations from us, initially to the SIGINT Director.
(U) Simultaneous with the strategic planning effort, we are identifying actions we need to take
now and next year to move mission to other parts of the enterprise or to augment missions
already there. I'll provide more detail on those initiatives when I have enough meaningful detail,
but among the early actions will be steps to shore up our global effort against Counterterrorism
and Counterproliferation -- quickly.

"(U//FOUO) SIDtoday articles may not be republished or reposted outside NSANet
without the consent of S0121 (DL sid_comms)."

DYNAMIC PAGE -- HIGHEST POSSIBLE CLASSIFICATION IS
TOP SECRET // SI / TK // REL TO USA AUS CAN GBR NZL
DERIVED FROM: NSA/CSSM 1-52, DATED 08 JAN 2007 DECLASSIFY ON: 20320108

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