Approved For Release 2000/08/09: CIA-RDP96-00789ROO3600130001-8
  DATE: 13 Jul 90
  SUW=: After-Action Report, AZURE II, cps Perspective
  i. overall from an opi-erations 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 CUr-OUT (nOn-ViWer) AS PRO-TBCT N'IWER: on the last trip, viewers
  rotated the responsibility of Project Manager- Each day a different Via-Jer would
  attend the morning brief, research the available ops data and write the
  requirements. The advantage of Uiis was that the taWd-ng becaurm-, it was written
  by a viewer was OPtimized for gabling resu-Its and minimized for inducing AOL in
  the viewers. The disadvantages were numerous, however<:
  a. The customer had to Gducate several different viedexs and show them
  were things were, how things were done, etc*
  b. 'The custarier rem'ved numrOm 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 oonfusion for the
  Contradictory viewpoints make the pRuhic process look less Scientif ic
  and more a $parlor/guersing' game- If the project manager has access to all the
  background information on a case and access to the custcOler to discuss customer
  needs, then the customer really does not (and probably should riot) need to )u'uw
  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 I second guess 1 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 I public I s eye.
  With a cut-out, viewers can stay in one secure area all day out of sight.
  This tr , I on the role of cut-out. This method of operating was
  more satis the custcmer. Flor the viewers, it quickly worked cut
      SG1 I because of ability to listen to and understand all the different
  needs of the different viewers and tailor the tasking appropriately. The
  unportance, of propexly 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 thm. Se~ is not
  the only thing their analysts need!
  3. NUW= 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-RDP96-00789ROO3600130001-8