CIA-RDP96-00789R003600130001-8

Approved For Release 2000/08/09 : CIA-RDP96-00789R003600130001-8
DATE:
13 Jul 90
SUBJECT:
After-Action Report, AZURE II, Ops Perspective
1. Overall from an operations perspective, the three week operation ran very
smoothly. This was a direct result of several procedural changes which were made
early on and will be discussed in the following paragraphs.
2. USE OF A CUT-OUT (non-viewer) AS PROJECT MANAGER: On the last trip, viewers
rotated the responsibility of project manager. Each day a different viewer would
attend the morning brief, research the available ops data and write the
requirements. The advantage of this was that the tasking because it was written
by a viewer was optimized for gaining results and minimized for inducing AOL in
the viewers. The disadvantages were numerous, however <:
a. The customer had to educate several different viewers and show them
were things were, how things were done, etc.
b. The customer received numerous viewpoints on the viewing process: what
works, what doesn't, how tasking should be done to optimize results, etc. etc.
These viewpoints were occassionally contradictory and caused confusion for the
customer. Contradictory viewpoints make the psychic process look less scientific
and more a 'parlor/guessing' game. If the project manager has access to all the
background information on a case and access to the customer to discuss customer
needs, then the customer really does not (and probably should not) need to know
the ins and outs of all the different methodologies nor how tasking is done. The
project manager handles the translation. Another potential pitfall of over-
educating the customer is that he may try to 'second guess' what the viewers need
and try to write the tasking appropriately. This will cause confusion among all
concerned as to what the customer really wants/needs.
C. Security was weakened by having all personnel in the 'public's eye. '
With a cut-out, viewers can stay in one secure area all day out of sight.
SG1J
SG11
This trip,
took on the role of cut-out. This method of operating was
more satisfactory to
the customer. For the viewers, it quickly worked out
because of
ability to listen to and understand all the different
needs of the different viewers and tailor the tasking appropriately. The
importance of properly worded tasking can not be underestimated and thus care
needs to be taken in the selection and education of future personnel who will
fulfill this role.
2. TARGET MIX: Targets were mixed between search and a variety of descriptive
missions (airfields, personalities, etc.). This mix was critical in that it
allowed the customer to see us at our best (descriptive work) and kept the
viewers from burning out from too much search. There are a number of different
types of targets/problem sets which JT4 has available and would benefit from us
addressing them. In the future, more time needs to be spent learning all their
needs, not just search, and developing methods to address them. Search is not
the only thing their analysts need!
3. NUMBER OF MISSIONS PER DAY: On this trip, we worked 2-3 targets per day.
This pace was extremely draining on the viewers and probably could not be
maintained for more than 3 more weeks.
Approved For Release 2000/08/09 : CIA-RDP96-00789R003600130001-8