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RESEARCH REPORT 1210
ADA086455 KL- -
IMAGERY INTELLIGENCE (IMINT)PRODUCTION MODEL
Christine A. Montgomery
John R. Thompson
Robert V. Katter
Operating Systems, Inc. DTICJUL I101980
HUMAN FACTORS TECHNICAL AREA, ARI
OFFICE of DEPUTY CHIEF of STAFF-SYSTEMS, INSCOM
Preparbd for
S ARMY RESEARCH INSTITUTE US ARMY INTELLIGENCEthe BEHAVIORAL and SOCIAL SCIENCES and SECURITY COMMAND
Eisenhower Avenue Arlington Hall Stationd ria, Virginia 22333 Arlington, Virginia 22312
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U. S. ARMY RESEARCH INSTITUTE
FOR THE BEHAVIORAL AND SOCIAL SCIENCES
A Field Operating Agency under the Jurisdiction of theDeputy Chief of Staff for Personnel
FRANKLIN A. HARTJOSEPH ZEIDNER Colonel, US ArmyTechnical Director Commander
Research accomplished for theDepartment of the Army
Operating Systems, Inc.
NOTICES
DISTRIBUTION Primary distribution of this report hat been made by ARI. Please address correspondenct.concerning distribution of reports to U. S. Army Research Institute for the Behavioral and Social Sciences,ATTN: PERt-TP, 5001 Eisenhower Avenue, Alexandria, Virginia 22333.
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1. REPORT Nfl~BER , -72 GOVT ACCESSION NO. 3 RECIPIENT C AT A r.NuMHR
Research 1210 1i4. iT~p.~.ddh.~-~-. TYPE OF REPORT & P FR 0i' D5. t C<
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~MAERY INTELLIGENCE (IMINT) PRODUCTION MODEL..--NME
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this investigation, intelligence analysis was defined as a spectrum of analyticaljudgmental activities involved in the processing and production of intelligence,where particular individuals may devote more or less time to different aspectsof such activities according to their individual roles in the intelligencecycle.
The IMINT production model described in this report was developed to serveas a basis for selecting IMINT processes involving high analytical and judgmentacontent for further study, directed at understanding the cognitive functionsthat underlie these IMINT processes. Thus, the model was constructed with aspecialized focus, for the purposes of the study described above. Rather thanconcentrating exclusively oh either strategic or tactical IMINT, the model wasdesigned to encompass both dimensions of IMINT. The rationale for thisdecision was the fact that imagery interpretation analysts (11As) with morethan minimum length of service are likely to operate in each type of missionat some time in their career, demonstrating the practical assumption that therequired knowledge base and cognitive skills are similar for the two dimensionsof IMINT. The imagery interpretation analyst is the true generic focus of theIMINT production mode' presented in this report; in order to gather data fordeveloping the model 56 interviews with IIAs were carried out at 8 sites,including both strategic and tactical missions.
The report contains three sections -- an introduction, an overview of theIMINT production model, and the model description.-'!Section 1 describes theIMINT model in the context of the study discussed above, and also treats thescope of the model and the collection of the information on which the model isbased. Section 2 presents an overview of the model, describing findings about
the role of the imagery interpretation analyst, the impact of management onanalysis, the IMINT time dimension, and the special role of informal informationchannels in IMINT analysis. This section also describes the format of themodel description, which is represented in terms of hierarchical input-process-output (HIPO) charts. Section 3 presents thiAoAel., which is segmented intotwo major parts: IMINTIoproduction management activities and I-M4T processing,analysis, and reporting activities.
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RESEARCH REPORT 1210
IMAGERY INTELLIGENCE (IMINT) PRODUCTION MODEL
Christine A. Montgomery, John R. Thompson, andRobert V. Katter
Operating Systems, Inc.
Stanley M. Halpin, Team Chief
Submitted by:
Raymond C. Sidorsky, Acting Chief
HUMAN FACTORS TECHNICAL AREA
Approved By:
Edgar M. Johnson Acting Director
ORGANIZATIONS AND SYSTEMS
RESEARCH LABORATORY
U.S. ARMY RESEARCH INSTITUTE FOR THE BEHAVIORAL AND SOCIAL SCIENCES5001 Eisenhower Avenue, Alexandria, Virginia 22333
Office. Deputy Chief of Staff for PersonnelDepartment of the Army
January 1980
Army Project Number Intelligence Systems
2Q163743A774
Aoproved for public reles distribuTion unlimitd.
fiijt
ARI Research Reports and Technical Reports are intended for sponsors ofR&D tasks and for other research and military agencies. Any findings ready
for implementation at the time of publication are presented in the last partof the Brief. Upon completion of a major phase of the task, formal recom-mendations for official action normally are conveyed to appropriate militaryagencies by briefing or Disposition Form.
i
FOREWORD
Intelligence collection systems have proliferated over the past
several years, increasing in complexity and in volume of output. However,
there has been no corresponding improvement in the ability of intelligence
personnel to analyze this flood of data. US Army Intelligence and
Security Command (INSCOM) studies and Army Research Institute (ARI)
research indicate that improved support to and training of analysts are
necessary to effectively utilize the increased collection capability and
satisfy increasing demands for intelligence within current personnel
constraints. 1NSCOM and ART therefore initiated a joint research program
to provide improved support to the intelligence analyst. During early
discussions of the issues it became clear that any procedural, training,
organizational, or system changes to support analysis will be effective
only if based upon a detaile& understanding of the analysts' role,
methoids and thought processes in intelligence production. The first
need was to evaluate and describe the human analytic processes underlying
intelligence analysis, synthesis and production. The present paper, one
of several products of this initial effort, provides a production model
of imagery intelligence which focuses on the human processes and factors
involved.
The methodological approach used to study current imagery intelli-
gence production involved interviews with image interpretation personnel
in different organizations with varying levels of experience, familiar
with either tactical or strategic operations, as well as observation of
operations during field exercises. Imagery intelligence documentation
FI
and research reports obtained from INSCOM and ARI as well as analyst
files also provided data and background material as a basis for the
imagery production model. Invaluable and outstanding support was received
by the research team from personnel at numerous imagery nterpretation
training or production facilities.
The research was ac(,,i.'olished by a government-contractor team under
contract MDA 903-78-C-2044 aud monitored jointly by INSCOM and ART. Con-
tinuous interaction and collaboration of personnel from Operating Systems,
Inc., INSCOM and ARI insured a multidisciplinary approach to this research.
This report and a corresponding model of signals intelligence pro-
duction previously developed by INSCOM provide a basis for the development
of a detailed functional model of the intelligence analyst. The current
report should be very useful during the development or evaluation of
training materials, procedures, doctrine and automated support for the
image interpreter analyst.
oseph Zeidner MG William I. Rolyamical Director of ART and Commander, US Army
Chief Psychologist, US Army Intelligence and SecurityCommand
vi
,j~jv
IMAGERY INTELLIGENCE (IMINT) PRODUCTION MODEL
BRIEF
Requiremnent:
To develop a model of the processes involved in the production ofimagery based intelligence. This model will be used to support subsequentresearch on the cognitive functions of both single mode (e.g., signalsintelligence; imagery intelligence) and multi-source intelligenceanalysts.
Approach:
A series of structured interviews was conducted with image inter-pretat ion personnel in a variety of organizations. An attempt was toinclude persons with various levels of experience, familiar with tacticalor strategic operations. Interviews with developers Of Lraining materials,and observation of classroom instruction and of field exercises, providedadditional information on individual and group responsibilities. Theinterviews and observation were supplemented by documentation andresearch reports from INSCO14 and ARl. The various findings and viewpointswere consolidated and integrated into a model of the processes beingexamined.
Product:
The model of imagery intelligence production processes is presented
as a series of hierarchical input-process-output (HIPO) charts withparallel verbal discussion of critical points. This format, discussedin detail in the text, provides a convenient means for representing thecomplex processes involved at a usable level of detail. The model isdivided into two major parts: activities associated with productionmanagement; and activities associated with processing, analysis, and
reporting.
Utilization:
The model presented lays an important foundation for a continuingeffort to describe in detail the cognitive processes involved in intelli-gence analysis and to develop training and system support to analysts.The model will be useful during the development or evaluation of training
materials, procedures, doctrine of employment, and automated support forthe image interpreter.
t vii
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TABLE OF CONTENTS
Page
1. 0 INTRODUCTION -------------------------------------------- 1-I
1.1 Background- ------------------------------------------ I-1. 2 Scope of IMINT Production Model ----------------------- 1-2
1. 3 Data Collection ---------------------------------------- 1-3
2. 0 IMINT PRODUCTION PROCESSING MODEL OVERVIEW --------- 2-1
2. 1 Concept of IMINT Production --------------------------- 2-3
2. 1. 1 The Role of the Image Interpretation Analyst (IIA)-- 2-3
2. 1. 2 Management of an II Production Facility ----------- 2-42. 1. 3 Timeliness in IMINT Analysis and Reporting -------- 2-52. 1. 4 Informal Information Channels -------------------- 2-6
2. 2 Representation of IMINT Production Activities -------------
2. 3 Process Description Format ---------------------------- 2-11
3. 0 IMINT PRODUCTION PROCESSING MODEL DESCRIPTION ------ 3-1
B. 1 IMINr Production Management-------------------------- 3-3
B. 1. 1 Production Planning ----------------------------- 3-5B..2 Tasking ---------------------------------------- 3-10B. I.3 Monitoring and Evaluation ------------------------ 3-14
B. 1. 3. 1 Evaluate Backlog---------------------- 3-16B. 1. 3. 2 Evaluate Capabilities ------------------- 3-18B. 1. 3. 3 Evaluate Requirements ----------------- 3-21B. 1.3.4 Evaluate Products --------------------- 3-23
B. 2 IMAGERY Intelligence Processing, Analysis, andReporting --------------------------------------------- 3-25
B. 2. 1 Imagery Intelligence Analysis -------------------- 3-27
B. 2. 1. 1 Search ------------------------------- 3-33
B. 2. 1. 2 Registration/Plotting------------------ 3-37
B.2.1.3 Target Detection ---------------------- 3-41B. 2.1.4 Target Identification ------------------- 3-45B. 2. 1. 5 Target Quantification ------------------ 3-54B. 2. 1. 6 UnLsualness Analysis ------------------ 3-56
ix
jS U JL a NOT Y-1AW
Page
B. 2 1. 7 Function Analysis----------------------- 3-60B. 2. 1. 8 Complex Studies------------------------- 3-62B. 2. 1.9 Photogram-metric Sciences --------------- 3-80
B. 2. 2 Reporting---------------------------------------- 3-R4
B. 2. 2. 1 First Phase Reporting------------------- 3 -88B. 2.Z. 2 Second Phase Reporting------------------ 3-90B. 2.2. 3 Third Phase Reporting and Products ------ 3-93
B. 2. 3 Support Activities--------------------------------- 3-95
B. 2. 3. 1 Collection Coordination------------------ 3-97B. Z. 3.2Z All Source Data Review and Reduction- 3-102B. 2. 3. 3 History of Coverage Maintenance --------- 3-104B. 2.3.4 Target Analysis /Development ----------- 3-108B. 2. 3. 5 Imagery Interpretation Key
Development---------------------------- 3-116B. 2. 3. 6 Knowledge and Skill Development ---------- 3-120
B. 2. 4 Administrative Support---------------------------- 3-126
B. 2. 4.1 Computer System Operations------------- 3-126B. 2. 4. 2 Data Categorization, Filing, and
Distribution---------------------------- 3-127B. 2. 4. 3 Typing, Graphics, and Reproduction ---- 3-129
APPENDIX A----------------------------------------------------- A-1
REFERENCES---------------------------------------------------- R-1
DISTRIBUTION---------------------------------------------------- D-1q
x
1.0 INIRUDUCTIU)N
1.1 Background
The llmdgery Illtel I i gence I1M I NT, Pruouc 1011 NsDu, I tIGS bueefl dtc I a'rt~
part of a study erti t Iec Invest iyg on of Me nodul uies 'ri6 7rcrni-usf or Intelligence Analysis' a cimeu at cons*LrueiLg1n iiuoL Uf Ttj LU(fI-Live processes uncer ~yinfy intel iigeficc aniiys is. ThereL are thre Oslcassumlptionis mlotivat iny this rescarch. FH rst , 1 t is assmfleu that ' AclreLeXiSts a Set Of comN11 ainalytical proce2SSeS Which Lcssc-ut tLc aruintel Iigence discipl ines, constituting trio core praccLSSILS at 1IftLk--encc unalIysi S. Second , itL s assuilICO that the set at aura- prwcesst2
represents a cont inuum of anal yt ical -ould ty runj j n-,( TthO Ies Ul.eCi cogni tive arc judgmental content to those inv ol ving r i en a C11
cognition ano j udyiiert Third, it is postal aec thdLat bct Lflce'r,-Standing of triese core andlytical pr-ocessUs Will
* faci Ii taLte ef forts to devel op dnu -Val u.Acte trui 1 l Prayr J1is IfOtrcining doctrine for intelligenice analysts;
0proyvide criter-ia for the devel opiient and evalua-tion of cuvaOlCsystem designs In support of intellIigence analysis,
* provide assistance in personnel selecti on, vctivation, uTiC: caCY-tpl ann inrg;
0 provide criteria for, evaluating intelligenice analySIS processe s,and for modifying and adapting Such processes;
0 contribute to the improvement. of intell igencu analysis ;adricmnt-ll-and formulattion of operating policies and proceoarcs.
The approac-h to iuientifying the set of cure analytical processes ailddeveloping a generic cognitive miodel based on these is tO inVestigIateanalytical Processing as currently practicee in too0 types of silaSource analysis, subsequently genieral izing to all source analysis. I ltinitial task thus involvea a preliminary investiga tion of signal intel-ligence kSIGINT) to isolate those SIGINT processes Whicri appearkco~ tohuve a hi gh anal yti,:al and ' uogmeritul content for further stuay 01 Icc- teLCat an understanding of thle cognitivc processes that unuer'lit thuw. Thvbasis for the initial investigation O-as tile IGINT Production modeJlprepared by tne Kuras-Altrmnu Corporation ,Ref. 291
Thle second intelligence discipl ine investigated unider tnis study ioqsjimagery intelligence (IMINT). Since no comparable production modelexisted for IMINT, the rmodel describeo in this dOciinent .4a!5 prEpuruo tLoserve as a basis for selecting IMiNT processes involving high analyticl6and judgmnental content, and to coMrpare these with Sirmilar SIGINTprocesses in order to provide an initial definition of trie coraL analyti-cal processes that crosscut the various intelligencei isciplines.
This initlu definition of core UndIlyLical processe-s Jnd tL- LOgniLprocesSeS unour:yiny UheIn based on SIGINT unu IMINT uldlyLILUl roULCS-in, lrnli ',en be ,xpanueo to aHI source fnlaIyticaI processIn , incluUI lnHUMINT. A generic cogniLive model for intel I igenLe anaySIS will thenbe developeo, whiLh W1ill dnciorstrdt tile ndture of, und rel ationshi psbeLween, specific cognitive components usec in intl I IigUnc dLnaIysisactivitius. such components operate within the head of thc diaiyst uoincluue, dmong others, memory, perceptual , conceptual , 0ecision, Unulearning aspects.
When Lul;;pletCO, the generic model will highlight the conmiondlities adoifferences wllong various intelli ,ence analysis disciplines, and willprovide a Systematic, meaningful frdmeiwork which will prove useful in anumber of ways. The design of tasks and tasking proceuures, traininyregimens, and task-supportive technologies can benefit from a syste iaticframework for the comparative cescription of intelligence analysisspecialties formulated in terms of cogn.itive functioning. Areas of Una-lytic practice may be identified for which unrealistic demands are no.made on various aspects of an analyst's cognitive resources. Componentsof emergent new analytic tasks may present themselves, and ti-e mocel laysuggest better ways to process them. A comparative framework such ashe model can provioe a systematic, rationalized means fur the borrowing
of insiyhts and techniques by different specialties from ou another.The generic odel call provide a comion ground to promote btter under-standiny, coordination, and orchestration betlwen the efforts of dit-ferent specialties. For each of the possibilities just mentioned, themodel may operate to suggest research questions and research approachesfor the solution of problems.
As indicated earlier, Lo insure that the generic cognitive moael isrupresentdtive of a range of intelligence, it will be based on severalkinos of information. Specifically:
li A model o. processing activities for SIGINT productionLRef.29 .
(2) A model of processing activities for IMINT production;
(3) A range of interview and observational data involving SIGINT,IMINT, and HUMINT.
This docuiment presents the IMINT production model. IMINT interviev andobservational data outside the scope of this model will be treateo in alater paper.
1.2 Scope of the IMINT Production Vodel
The IMINT preouction :"odel presented in this report was developea with aspecialized emphasis and focus, to serve the specific needs of theresearch study described in the preceding paragraphs. The model shouldnot be construea as having uetailcd applicability for other purposes,although it muy provide useful insights outside the original intent ofthe study. In its main outlines, the mouel represents a framework
1-2 ti~i
within which the connon aspects of various IMINT specialties dredescribed. It is neither, an exhaustive nor a detailed description ofany particular IMINT specialty, although some of the cimensions of vari-ation among specialties are noted.
1.2.1 Strategic versus Tactical IMINT. A major issue in oevLloping themoodl of IMINT production involveo the decision to use IMINT processingas practiced on tile tactical level as a basis for the model, or IMINT
processing as performed by the national strategic resources, or to con-struct a model that woula represent both tactical and strategic IMINT.The last alternative was selected for two reasons. First, an imagery
interpretation analyst (IIA) who has a career of any length is likely toserve at some time on both levels, indicating that the analytical andcognitive processing is at least presumed to be similar; this makes itimportant to accommodate both processing environments within the sameIMINT production model, in order to accomplish the objectives of thebasic study described in Section 1.1. Second, preliminary investigationof IMINT indicated apparent parallels between IMINT pocessing on thestrdtegic and tactical levels. With the exception of a few real timeimagery interpretation tasks that are exclusive to tne tactical mission
-- i.e., Side-Looking Airborne Radar (SLAR), and Infrared IR) process-ing -- there are obvious parallels in almost all aspects of IMINT pro-duction (including imagery media, IMINT analysis, colluteral resources,time phasing, and products). The main differences between the strategicand tactical processing environments involve the percentage of timedevoted to various IMINT analytical and information handling activities(reflecting differences in mission requirements), support availability,and the range in skill levels and knowledge of individual lIIs working
in the mission kArmy strategic I facilities, for example, apparently donot utilize the lower skill levels).
1.2.2 Format of th. Model. The detailed processing steps in different= sp ecitles,an between the same activities performed at the tac-
tical and the strategic levels vary as to both inclusion and sequencewithin the activities and processes, making a detailed flow chartingform of representation inappropriate. The parallels between special-ties, and between tactical and strategic level IMINT processing emergemore clearly at a less detailed level of description, and are conse-
quently best illustrated by hierarchical input-process-output (HIPO)charts. The representation conventions for these charts are explained
in Section 2. Thus, unlike the SIGINT production model Ref.29j, theIMINT model does not consist of step-by-step flow diagrams of detailedtask activities.
1.3 Data Collection
The sources of information on which the IMINT production model is basedinclude the documents listed in the references (INSCOM and AR! reports,Army training manuals and field manuals), site visits to the strategicand tactical II facilities listed in Appendix A, and numerous detailedinterviews with hlAs at all levels.
1-3
V.-
The Imuor ity of uv~i IabI -lcoculjentatiof) in tht2 f1 ti u cuujretSscS r-ino Of lOeJC Skill lUVC11 tocti COi analysts nfu thIejiicor cLI~IdlIspec LS Of the IMINT prou~ction process. There exists rno toriiiwi u(,co-mentoti1on deSerID III IMINT productionI in the nutioriul srtt. ic Un~ iron-
The more cOWIipeX 6spects of IMINT analysis -- especuidl ly those uspectswhich are rel1evanit to Oecvel upuent of c t,-nerit- co~niLi vL i; odc I of i ntv l-I igence dflu'sis -- are passed ont as an 'oral trdoition' , or Y-L sootn-tanieously luarneu by an IIA. The high security cldssificaticni Of mandryIMINT pr'oducts is a major contributing factor in sustaining, this 'or-uitradition' ind restricting the availabil ity of refcrence cucLinentLS anoother materials, such as training iwagery ano 11 keys, in the tdCticulenvironment. Intervievs with I lAs were thus the most importanit source ofnformiat ion for the model.
1-4
2.0 IMINT PRODUCTION MODEL OVERVIEW
* 1 2-1
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2.1 Concept of IMINT Production
The IMINT production process involves a combination of management,analytical, and support activities that operate dgcinst definLd require-ments and generate specified products. In attempting to determiiine thLuanalytical and cognitive processing that occurs during imjagery interpre-tation, it became clear that the manayeinent functions of planning, task-iny, ano valudtion had Major imipdcts on the perfor'mance of imageryinterpretation dtivities, and on the role of the image inter-pretationanalyst (Section 2.1.1). As shown in the overview chart of the IMINTproduction model, Figure 2-1, these management Ltivities are incluto2as an integral component. Each of the mandgenent activitiCS is diS-cussed in the model dcscription (Section B.1), although the admount ofdetail is less than f6r the analytical activities (Section B.2), whichare the focus of the mooel development. Management of the '1 facility,which Jlso dffects the performance of IMINT activities, is discussed InSection 2.1.2, while the important imlipacting factor of timeliness istreat-,d in Section 2.1.. The fornidl lines of conbunication in themodel overview chart show the use of feedback mechanisms through oni-toring of tasking, analytical processing, and products. FeedbaLk is oneof the inost ubiquitous and powerful mechanisms that occurs in the IMINTcontext, and is thus addressed throuhout the IMINT production model.In addition to these fornal lines of communication, and perhaps moreeffective, are the informal lines of communication described in Section2.1.4.
2.1.1 The Role of the liage Interpretation Analyst (1A). The obviousfocus of the study-of-IMI TN production was the role of the imageryinterpretation analyst (IIA). No documentation descrioes how the IIAactually derives intelligence inforniation from imagery. As noted above,the training manuals and relevant reports listed in the references con-centrate on what hlAs do -- on the mechanical, observable activities --
rather than on how they do it. Thus much of the infornation on whichthe IMINT production model is based is derived from interviews withpracticing IlAs or IIA instructors. These interviews allowed the con-struction of a role model for the IIA which is quite different from theimage conveyed by the doculnents listed in the references.
Imagery interpretation is a highly skilled profession with areas of spe-cialization. As in any intelligence field, the IIA must adapt rapidlyto tle changing world situation, as well as to evolving imagery collec-tion capabilities and changes in tasking.
In performing imagery interpretation tasks, IhAs bring to bear the cLinu-ldtion of their professional skills, experience, ano knowledge inattempting to derive a product that Will satisfy the needs of the usercommunity within the constraints of available time and resources. IMINTanalysts have a challenging task; their perception of threat is oftenthe ultimate basis for critical strategic and tactical decision making.
2-3
Far fron, 'bean counting' , the ININT analytical activity involves co,1iplcxprocesses of deductive rtasoning. hiAs cU not simply look at ooects:they must be concerned vith the associations between a iven object flndother objects which ,re not visible, between visible objects and Lonfi-gurations e.g. , TodEs) indicating organizdtional size ana strengtr,between objects and their function, and therefore, the dearet of thrLutindicated by a given piece of equipnent in d pdrticular state of readl-ness, or by a particular .ctivity in process. t strategic level IkINTinstructor teaches his students the 'LST' principle, whici he sums up inthe toll owi ny terms
o L - Look at all the imagery.
o S - See what is in the optical field of view. Discovery and recog--i-o-of a target must come from ithin you. It is a function otbackground knowledge and concentration.
o T - Think about what you see. Combine lcic, knowledge, curiosity,-nU Tnh important, imagination, in the search. Unly at the think-ing level can one be considered an analyst.*
The issue of background knowledge is an important one. IhAs prepare forthe IMINT production activities not only by practicing the mechanicalskills of IMINT production, but also by developing a background in yeo-graphic, cultural, and technical aspects associated with the area ofresponsibility. They must be familiar with the geography and culturlDackground of an area in order to distinguish unusual objects and condi-tions from normality. IhAs in general are highly concerned with pursu-ing available information resources, both background and collateral.They are information entrepreneurs and archivists, whose external memorystore of information is as important as the internal onc it supports.
Successful IlAs dppear to be-highly motivated, and have a natural ordeveloped curiosity about the area of analysis, frequently comparingthemselves to 'detectives'. hlAs tend to be highly individualistic intheir methods and take pride in their accomplishments; however, thisindividualism is balanced by a strong 'team' sentiment. lAs feelresponsible for assisting other members of an ii group in the educationof novice HAs and in carrying out complex tasks.
2.1.2 Managment of an II Production Facility. I facilities exhibitconsiderable difference in production processing based on their missionand resources in terms of staff, support, and imagery collection inputs.The activities of the I facility as a whole may vary considerably as atunction of time depending on the active missions the facility has atthe time of observation. A tactical unit in garrison may have only atraining and exercise mission.
Facilities witn active missions have problems in allocating scarce per-sonnel and support resources to perform tasks. Facilities withoutactive missions are faced with the problem of preparing for contingencyoperations and maintaining the proficiency of the IIA staff. In thelatter cases, the dedication of the 11 facility management and senioranalysts is the determining tctor in how actively the facility engages
From the instructional materials of John Schlegel.
2-4
in tr a ining und pre paration fur cOrit IIYLgerCY OPer.tLes WSOf rou tT U ypes.
A case in poi nt whi ch was ref ert'e to f requentlIy by Inttrv i'-hitd dLl Il .IYSSwas that , UepeiJal y in pecdCAtiblkL, t1 yrw-y Cot PS Ic~ L - 1 opertions tenauedto us sume a iv isi on I I functi ons . Th is CondIIt IUrI occurs DuCuUSe MUStdeci 9i OnS are IluLAC dt Lorps I ve] I, Whure i nteI1 lAC0 Pn C opr~ton IOI 10 Lready access to not i onal LUsscts end di rect knowl edget of tue b roader con-teXt Of inltel]I igence operations. Ul ision U I i L nt L I Iec I reIL:ttsour'csthus tend niot to be reg-ulaurly tdiSked cePt for' U.c xercie I sc~ SU S Skeforyer-) , anld must ruly on thei r own ini tiatiLve to min1tolin aill Li wCpr-ofliiency inl imaigery interpretation.
Support capabilities Lon ~lSO constrain the aCtiVity Of thLe 11 fLility.Lwck of storage for classified mlaterial , secure COMMUniction chunntls,and photo lao tacitlities has a 11acor limpact on) te !I ftci ity cap Lltyfor perforjiing uLtjVC missions.
A giveni facility miay not engage in) u coPIPI te SPctr'uii of limager'yinterpretation tasks, because Of areao of responsibil iLy, ConIstrainedresuurce~a, onu/'or lack of support capabil iiS. The I11 facilIity lufla-gc-iient can provide training or exercises to cormplerenit its active isi~onrol(e!, to diveLrsify its capabilities, and Satisfy generaul trainingre(quircti,,rns for thn, 11 MOS skil] ar'L~a.
2 .I. Timeliness in IMINT Analysis aind keporting. Thue intel]I igenceproducts Which de~rivC fro01m imagery anlul ysi s may sopport a div:r-si ty OfmlissionIs, incl uuing !ind idtiOrlS and Warrninq i1.6) , targcting, co lltionlexploitationl, basic inltellIiyencL, or direct SUPPOrcL. Thle scope and formof these products vary substantial ly between tdcticl1 nd strategic- mis-sions. An attribute of these missions and products thadt is commIIon forboth strategic and tactical imagdery interpretation is timie] miess. IIIIMINT production , timeil iness requirements are aef ined in terms of Fi rstPhase, Second Phase, and Third Phase processing. Definition Of IMINTprocessing in tcrniis of three phases is a convention which is Ilnrma]lyapplied only in the environmient Of the national strategic IMINTresources. For purposes of this mioel , the three phased de-finition isalso applied to tactical level processing because of the parallelismwhicn exists in termis of analytical and reporting time constraints. Thleeffect of these phases on analytical and reporting activities isdescribed in detail in Section b.2 of the model; the: following para-graphs present brief uefinitions of the approximate time periodsrepresenteu by these phases.
First Phase processing refers to derivation of intelligence from theinitl scan of imageqry or from real time imiagery enerdted by Sl-i R,IR, or video devices) and is normailly taskec by timet-critical applica-tions.
Second Phase processing refers to exploitation of iagery within aperiod of more than one and less than 24 hours, and app] ics primarily tocurrent intell igence app]lications.
Third Phase processing includes periodic reporting, special support-processing will 48-hour or longer turnaround, and basic intel Iiiencereport ing.
2-5
While orgunizations within a nationdI strategic IMIN tacil lty liIy spe-cial ize in only one phase of processing, a tacLicdl 11 fdcLI lty wOr'econinonly engayes in all three phases of IMINT producL1on, dejeridiny orloperational requirements.
2.1.4 Informal Information Channels. On(. of the more powerful mechan-isis thdt operates to make the IMINT prouuction process more Lfflcienftand adaptive to the environment is the infonIlal information flow andcuoraination that takes place during the course of imcagry interpreta-tion proouction. As with other intelligence analysis disciplines,imagery interpretation is an inexact process because resulLs can be par-tially speculative, data are incomplete, ambiguities are prevalent, aindthe environment being monitored is continually changing. informal coi1-nunications channels allow the IMINT production process to exploit allavaildblc information sources in the generation of useful intelligenceproducts.
Informal information flow tends to be more direct because it bypasseschain of command delays and avoids the overhead of filliny out forms andhdving paperwork reviewed. Personal contact or secure voice conversd-tions are the most common communications channels for informal infoijia-tion flow, but secure TTY circuits (OPSCOMM, INDICOM) ire also used.
Informal communication channels oo not conflict wih standard operatingpolicies or for'mal reporting policies, but in fact act as a supplement.Experienced 11 analysts are allowed to initiate external communicationswithout management approval Mhen the context is within the given 11A'sarea of responsibility. imagery interpretation is the type of processwhich cannot be monitored at the process level. Mandgelent woulo haveto replicate the IIA's entire task in order to determine if the analystwas perfornming that task correctly. 11 management must depend on theprofessionalism of the Ii analyst to seek informal help from other hlAsin problem areas. Direct control of the II analyst is generallyachieved only by monitoring the IIA's time, productivity, and quality ofthe products he generates, as well as by tasking the IIA in areas wherehis proficiency is known.
The Major types of informal information flow that were identifiedthrough interviews with II analysts and instructors are shown in Figure2-2. Actual flow is more in terms of a network, where analysts in thenetwork are tied together by mutual area of interest. Creation of thesenetworks is also an informal process resulting from joint workinggroups, personal references, appearance of analyst names on intelligenceproducts, and past experiences in dealing with other agencies. Theinformal networks seem to be sustained on the basis of credibility ofthe analyst's information and sharing of information resources that areeither not globally available or are more easily understood when inter-preted by a specialist in the area.
Two types of informal conmunications most often mentioned by interviewedanalysts as having positive effects on the quality of IMINT productswere:
2-6
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I) concunications regarding how the product will be useu, araccurucy required when the requirement is issued; cr
2) recognition of work well done.
2.2 Representation of IMINT Production Activities
The primary variables in determining the breakdown of IMINT prouucLiunactivities are mission, skill level, and time. As mentiuned VC'ov-, T11evariable of tine tends to be dominant at the stradtcic level , .oeru thtsIMINT production organizations may be described as having , missionwhich is single phase tin terms of the discussion of Section 2.U.r. inthe other hano, tactical II facilities tend to carry out all three typesof processing, oepenoing on the operational requirements. within botnenvironments, assignment of analytical and reportiny tasks depends or:the skill level of the individual IIA. These three variables focus ondifterent dimmiensions of IMINT production process, which must berepresented in some way in the model.
Tile representativeness of the model of different types of IMINT activityalso aepends on the manner of observation of the IMINT production pro-ciss. The time of observation of an IMINT production activity couldrange from a 'snapshot' of peak processing activity to a lony termobservation of d unit and its operation cycles. The long trm, observa-tion could also be interpreted as the expected or probable assignmientsthat an individual 1iA would receive over his career in the ININT field:i.e., covering multiple skill levels and a diversity of active missionsano training in various 11 scnools and facilities.
In addition to these general issues of process representation, there areseveral specific problems in devising a format for accurately represent-ing IMINT production activities. Some performance steps for IMINTactivities ire in fixed sequence, others show high variability insequence; same sequences are logically mandatory, others optional.Moreover, some activity steps are restricted to certain work roles andorganizational slots, while others are distributed very generally; somesteps occur rarely, some occur with great frequency. II analysts may beassigned concurrent processing tasks, resulting in a time-sliced,priority-driven allocation of daily activities. As a direct consequenceof these practices, an analysis is needed to reflect time spent by anIIA in various processing activities. As shown in the processingactivity matrix of Table 1, the activities of a given facility can berepresented by the proportion of time spent in particular activities.
The formula for computing level of activity in a given task isequivalent to the statistics produced by a standard Management Informa-tiun System (MIS) which keeps track of II analyst activity on an hour-by-hour basis. This type of MIS data is in fact maintained at nationalstrategic level organizations for use in planning and allocation of per-sonnel resources.
This form of activity representation is useful in examining crucialareas of skill development, as well as life cycle impacts of management
2-3
_ _ _ _ i-i--. '
Table 1
1M~AGEPY INTERPRETA710f, R'UTO '.CS7 CTVT1-7 7AR
PRD3ESS:NG CSS:%3
Skill Level Skill -evel ' eveBj * 2' .. .... ' 12 . . . . n 312Z . . .
8 1M5NT Production Marnaaement .............
8.1.1 Productior Planning . . . . . . . . . .. . . .8.1.2 Taskinc . . . . . . . . . . . . . . . . . . .B..3 Monitorin and Evaluation ..........
B.I.3.1 Evaluate Backlog . . . . . . . . . .8.1.3.2 Evaluate Capabilities . . . . . . . .B.1.3.3 Evaluate Reouiremients . ._._._. ...B.1.2.3 Evaluate Products ..........
E.2 IMAGERY Intell ience Processing, Analysis. I 1oortion a tivtn P' ser:
andRvprtng r a given activit Is ISes'and Reportin; . . . . . . . . . . . . . .. . . reoresertec by a yodel of the
2.2.: Imagery Intelligence Analysis . . . . . . . . ncar e ce Cof te :, a .n
'ncluoes trie :uulatcrtime spent in :rainnc.
R.2.1.1 Search . . . . . . . . . . . . . risor, tac ' cai. arc stratez,:B.2 1.2 edistration/Plottinc ........ \issions, ano varies as :he5.2.1.3 Target Detection . .. 1; avances it , '. 'eve".B.2.1.4 Target Ioentfficatio ........ ........ A any partiular ton5.2.1.5 Target Quantification ........ time, 4t wi"l vary.2..6 Unusualness Analvsis ... ........ to te patticular mission
6.2.1.7 'unction Analysi' .......... and tyce of imagery einc8.2.. omplex Studies ... ... .. .. r. exploited.8.2.1.9 Photogrammetric Sciences .e.n.l..t.
8.2.2 Reporting ..... ...................
8.2.2.1 First Phase Reporting .........B.2.2.2 Second Phase Reporting .........B.2.2.3 Third Phase Reporting and Products.
8.2.3 Supoort Activities ... ..............
8.2.3.1 Collection Coordination ........B.2.3.2 All Source Data Review and Reduction8.2.2.3 History of Coverage Maintenance8.2.2.4 Target Analysis/Development ....8.2.3.5 Imagery Interpretation Key DevelopmentB.2.3.6 Knowledge and Skill Development
B.2.4 Administrative Support ..............
B.2.4.1 Computer System Operations .....B.2.4.2 Data Categorization, Filing,
and Distribution .............B.2.4.3 Typing, Graphics, and Oeproduction.
2- 9
[,1 -r e- - -
and support activities. The existence of a particular type of activityor processing task -- Oihatever the level of activity -- is important indetermining the information structure and complexity of cognitive pro-cessing, pursuant to the ultiadte objectives of this research descriDedin Section 2.1.
The left hand column in Table I reflects the higher level structurc ofproduction activities in terms of staff organizations, time sequ(cuct,and processing sequence. Since facilities will tend to have more thanone type of mission, this table is in fact multiplied by each type of:is'ion.
This type of probabilistic representation of IMINT production activitieshas several uses:
(1) as an illustration of the diverse activities for which 11;'s must betrained over the long ter:m,
(2) as an indication of which activities analyst resources are
utilized ii,
(3) as a coMpdrison of skill needs to skill training.
Since the model presented in this report is intended only as a genericrepresentation of the spectruti of IMINT production processing activi-ties, no attempt has been wade to fill in the comparative level-of-activity values for individual task areas.
I2-10
2.3 Process Description Format
IMINT production processes are described in Section 3.0 using the HIPO(Hierarchical Input-Process-Output) format. This format was selectedover th, more conventional flow diagramming format for the reasonsdiscussed in the preceding section -- especially because the processesforminc . particular IMINT production activity are not necessarilysequential. The HIPO format provides a means for systematicallydescrihinq IMINT production in terms of a hierarchy of managementand analytical activities. These activities are further subdividedinto orocesses, which are in turn composed of subprocesses, whereall three levels may have specific or general inputs and outputs.While the management activities described in Section B.1 of themodel are not elaborated to the subprocess level, the analyticalactivities described in Section B.2 are specified in more detail.A further description of the conventions used in the HIPO charts onanalytical activities is contained in Section B.2.1.
As illustrated in Figure 2-3, the HIPO descriptions are composed ofhierarchical charts which identify major production activities, andInput-Process-Output diagrams providing in depth descriptions ofeach activity. The HIPO format thus presents a top-down descriptionof the overall IMINT production process, outlining a generic IMINTproduction facility which encompasses a broad range of both tacticaland strategic IMINT production activities.
2-1I
At _ _"
FUNCTO'AL HIERARKHY
PLUS
INPUT-PROCESS-OUTPUT DIAGRAMS
P RCC ES S BI.I INPUT-PROCESS-OUTPUT DIAGRAM
!,or -- - -1 -I, -- s OCESSE V JTPM
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2-12
HIPO Conventions
*An asterisk appearing in a diagram block indicates that a more detailed ex-
pansion of that block will appear in the immediately following pages.
Input1
Input 2 Bracketed inputs are general inputs to an activity or a process and
Input are not specific to any particular proress or subprocess; otherwise
inputs are lined, up with the particular process or subprocess to which
they apply (similarly for outputs).
Output 2 (B.2.3.1) A model process or subprocess number appearing next to
an output name indicates that the output is specifically an
input to the referenced process (similarly for inputs with
number references).
Figure 2-3.. HIPO Format Used in IIModel Description(Page 2 of 2)
2-13
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3.0 IMAGER', INTERPRETATION PRODUCTION PROCESSINlG MODEL DESCRIPTIO!4
IMINTPRODUCTION
B
IMINT IMINT PROCES-PRODUCTION SING, ANALYSISMANAGEMENT AND REPORTINGACTIVITIES B.1 ACTIVITIES B.2
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INPUTS CUPCCSE OLUTS 1
;MAGERY S3.2, 13 ' -..... IPAY :N4PUT :MAGERY
CEBRIEF-!N4G/MISS:ON qEPORTSI 3.2.1.3.i.2 )I3PIuAY -AP'CVERLAY
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APPENDIX A
Organizations Visited During Data Collection for IMINT Production Model
1. Army Research Institute (ARI)/Human Factors Technical Area
2. HQ US Army Intelligence and Security Command (INSCOM)/IASYS
3. US Army Intelligence Center and School/Director of Training, Fort
Huachuca, AZ
4. National Photographic Interpretation Center (NPIC) ImageryExploitation Group (IEG)
5. Intelligence and Threat Analysis Center (ITAC)/Imagery Interpreta-
tion Production Division (IIPD)
6. 3428th Technical Training Squadron, Defense Advanced SensorInterpretation and Applications Training Program (DSIATP), OffuttAir Force Base, NE
7. 525th Military Intelligence Group, Fort Bragg, NC
8. 363rd Tactical Reconnaissance Wing, Shaw Air Force Base
A-1
BIBLIOGRAPHY
I. Aerial Photography Airborne Sensor Imagery, Forwaroing, Titling,anu Pluttiny. DIAM 55-5, September 971.
2. Birnbaum, A.H., Saddcca, R., Andrews, R.S. ano Narva, M.A. Summaryof BESRL Surveillance Research. ARI Technical Research Report1160, September 1969. (AD 701 9U/)
3. Bowen, R.J. , Halpin, J.A. , Russell, P.T. and Stunitorth, B.u. Tac-tical Order of Battle: A State-of the Art Survey. ARI TechnicalPaper 26b, US ARI, October 1975. (AD Al1 368)
4. Department of Defense Exploitation of Multisensur Imagery. DIAM5 /-5 A.
5. Department of Defense Joint Imagery Interpretation Keys Structure,Military Aircraft of the World - Part 4, Vol. XI. DIAM 57-7,June 196. (Confidential)
6. FM 30-05G Soldier's Manual MOS 05G Signal Security Specialist. HQDepartment of the Army, I February 1978.
7. FIM 3U-ObH Soldier's Manual MOS ObH Electronic Warfare/Signal Intel-ligence Morse Interceptor. HQ Department of the Army, 1 February1978.
6. FM 30-5 Combat Intelligence. HQ, Department of the Army, )0October 1973.
9. FM 30-10 Field Miilitary Geographic Intelligence (Terrainj. H1QDepartment of the Army, March 1972.
10. FM 30-40 Handbook on Soviet Ground Forces. HQ Departlent of theArmy, June 19/b.
11. FM 30-9oD Soldier's Manual MOS 96D Image Interpreter. HQ Depart-ment of the Army, 26 Janudry i978.
12. FM 100-5 Operations. HQ, Department of the Army, I July 19/6.
13. Graduation Criteria for Assistant Image Interpreter Course [96Di).USAICS, 18 January 1979.
14. Graduation Criteria for Intelligence Officer Basic Tactical Sur-veillance (35C). USAICS, 22 March 197.
1b. Ground Forces. USAINSCOM/IASA, January 1/. (Secret)
R-1
16. Intelligence Reports Handbook. SUPR 9oBIO24A, U)IC, October1976.
17. Interpret Aerial Vertical Photography - Programmed Text. U5,I&.,November 1971.
18. Lepkowski, J.R. Image Interpreter Performance ds AfctLted by Reso-lution, Presentation Rate, and Scale. ARI Technical Pdper 5,September 1978. (AD A064 262)
19. Lepkowski, J.R. and Jeffrey, T. Some Factors Affectinq MensurdtionVariability Among image Interpreters. ARI Research Memorandum 72-7, September 1972.
20. Levin, J.M. and Eldrcdge, D. Effects of Ancillary Information UponPhoto Interpreter Performance. ARI Technical Paper 2bb, Septeiber1974. (AD 785 706)
21. Martinek, H. and Bigelow, G.F. Compendium of BESRL PerforlmanLuMeasures for image Interpretation Resedrc. . ARI Resedrch Study70-1, April 1970.
22. Martinek, H. and Hilligoss, R.E. Accuracy andi Completeness ofInterpretation as a Function of Time for Selecteu Conditions. iRIResearch Memoranoum 72-6, October 19/2.
23. Martinek, H. and Zarin, A. The Effects of BandwiAdth Compression onImage Interpreter Perfornance. ARi Technical Report 396, inPress).
24. Martinek, H., Hilligoss, R.E. dnd Herrinyton, B. Effectiveness ofan Error Key for Image Interpretation in Vietnam. ARI TechnicalResearch Note 230, September 1972.
25. Sewell, E., Harabedian, A. and Jeffrey, T. Total System Accurdcyfor APPS (The Analytical Photograminetric Positioning System). ARITechnical Paper 348, October 1978. (AD A063 595)
26. Side-Looking Airborne Radar - Programmed Text. USAICS, January1976. PI Slide Rule - Programmed Text. USAICS, December 1977.
21. Soviet Ground Force Organizational Guide. USAlNSCUM/IASA, February1978. (Secret)
26. Strasel, H.C., Hansen, O.K., Colson, K.R. and L. Vettese. A Methodfor Developing a Luboratory Model of an Image InterprUtation System(U). TRN 185, U.S. Army Behavioral Science Research Laboratory,June 1967. (Confidential,
29. TechniLdl Report - SIGINT Production Model. The Kuras-AlterudnrCorp., July 1977. (Confidential)
I R-2
, J,
3U. Tentative Tisk List Authentication for Military IntelligenceOfficer's Advanced Course. USAICS, 24 April 1978.
31. The Role of Human Intelligence HUMINT) in Strategic Decisions.Air War College, April 1978. tSecret)
32. United States Army Combat Developments Commano Functiondl AredDescription for Enemy Situation. USACDCINTA, December 1969. (Con-fidential).
3J. United States Army Combat Developments Command Functional AredDescription for Intelligence Collection Management, Vol. I and Ii.USACDCINTA, June 1969. (Confidential)
34. United States Army Combat Developments Command Functional AreaDescription for Order of Battle, Vol. I and II. USACDCINTA,November 1968. (Confidential)
35. Vecchiotti, R.A., Berrey, J.L. and Bedarf, E.W. Development ofResource Management Materials for the G2 Air Officer. ARI Techni-cal Paper 333, September 1978. (AD A06i 695)
36. Vecchiotti, R.A., Berrey, J.L. and Narva, M.A. Training in Utili-zation of Surveillance and Reconnaissance Resources by Combat ArmsOfficers. ARI Technical Paper 325, September 1978. (AD U61 577)
37. Youngling, E.W., Vecchiotti, R.A., Beddrf, E.W. and Root, R.T. JobRequirements of G2 Air and Image Interpretation Personnel. ARIResearch Report 1181, May 1974. (AD 780 15)
R-3
•r jOl MR-)
DISTRIBUTION
ARI Distribution List
4 OASO IM&RAI 2 HOUSACOEC. Ft Ord, ATTN: Library2 HODA IDAMI CSZ) 1 HOUSACOEC, Ft Ord, ATTN: ATEC-EX-E-Hum FactorsI HODA I OAPE-PSRI 2 USAEEC. Ft Benjamin Harrison, ATTN: LibraryI HODA iDAMA-AR) USAPACOC. Ft Benjamin Harrison, ATTN: ATCP-HRI HODA IOAPE*HRE PO) I USA Comm-Eiect Sch, Ft Monmouth, ATTN: ATSN-EA1 HODA ISGRD-ID) I USAEC. Ft Monmouth, ATTN: AMSEL-CT-HOPI HODA iOAMl-OOT-C) 1 USAEC. Ft Monmouth, ATTN: AMSEL-PA-PI HODA IOAPC-PMZ-AI 1 USAEC. Ft Monmouth, ATTN: AMSEL-SI-CBI HOA IOACH-PPZ-A) 1 USAEC. Ft Monmouth. ATTN: C. Fadl 0ev Sr1 HODA IOAPE-H RE) 1 USA Materials Sys Anal Agcv. Aberdeen. ATTN: AMXSY-P1 HODA (OAPE MPO*CI 1 Edgewood Arsenal, Aberdeen. ATTN! SAREA-SL-H1 HOCA (OAPEODW) 1 USA Ord Cr & Sch. Aberdeen, ATTN: ATSL-TEM-C1 HOOA (DAPE-HRL) 2 USA Hum Engr Lab. Aberdeen, ATTN: Library/Dir1 HODA (DAPE-CPS) I USA Combat Arms Tng Od. Ft Banning. ATTN: Ad Supervisor1 HODA (DAFD-MFA) 1 USA infantry Hum Rsch Unit, Ft Banning. ATTN: Chief
IHODA (DARD-ARS-PI 1 USA Infantry Bd. Ft Banning, ATTN: STEBC-TE-T1 HODA iDAPC-PAS-A) 1 USASMA. Ft Bss. ATTN: ATSS-LRCI HODA (DUSA*OR) 1 USA Air of Sch. Ft Bliss. ATTN: ATSA-CTO--ME1HCDA (DAMO-ROR) 1 USA Air of Scht. Ft Blis. ATTN: Tecn Lib
I HODA iDASG) 1 USA Air Of Sd. Ft Bliss, ATTN: FILES1 HODA (OA1O-PII 1 USA Air Of Sd, Ft Bliss. ATTN: STEBO-PO1 Chief. Consult Div (OA*OTSGI. Adeiphi. MO 1 USA Crnd & General Stf College. Ft Leavenworth. ATTN: Lib1 Mil Asst, Hum Rss, OOOR&E. OAO (E&LS) 1 USA Cind & General Stf Colage., Ft Leavenworth, ATTN: ATSW-SE-L1 HO USARAL, APO Seattle, ATTN: ARAGP-R I USA Cmd & General Srf College, Ft Leavenworth. ATTN: Ed AdvisorI HO First Army. ATTN: AFKA-OI-TI 1 USA Combined Arms Cmbt Day, Act, Ft Leavenworth. ATTN: OeoCdr2 HO Fifth Army. Ft Sam Houston 1 USA Combined Arms Cmbt Dow Act. Ft Leavenwiorth. ATTN: CCSI Dir. Army Stf Studies Oft. ATTN: OAVCSA i0SP) I USA Combined Arms Cmbt 0ev Act. FT Leavenworth, ATTN: ATCASAI Ofic Chief of Stf. Studies Ofc 1 USA Combined Arms Cmbt 0ev Act. Ft Leavenworth. ATTN: ATCACO-EI OCSPER, ATTN: CPS/OCP 1 USA Combined Arms Cmbt Dew Act. Ft Leavenworth. ATTN: ATCACC-ClI Thet Army Libl. Pentagon, ATTN: RSS3 Chief 1 USAECOM, Night Vision Lab. Ft Belvoir. ATTN: AMSEL-NV-SDI The Army Lib. Pentagon, ATTN: ANRAL 3 USA Computer Syrs Cmd. Ft Belvoir. ATTN: Tech Library1 Oft. Asst Sect of the Army (R&Ol 1 USAMEROC. Ft Belvoir. ATTN: STSFB-001 Tech Supoport Ofc. OJCS 1 USA Eng Sch, Ft Selvoir. ATTN: LibraryI USASA. Arlington. ATTN: IARO.T 1 USA Tooographic Lab. Ft Selsoir. ATTN: ETL-TO-SI USA Rich Oft. Ourhasm. ATTN: Life Sciences Oir I USA Topographic Lab. Ft Selvoir. ATTN: STINFO Center2 USARIEM. Natick. ATTN SGRO.UE-CA 1 USA Topographic Lab. Ft Belsolir, ATTN: ETL-GSLI USATTC. Ft Clayton. ATTN: STETC-MO-A I USA Intelligence Ctr & Sch. Ft Huachuca. ATTN: CTD-MS
IUSAIMA, Ft Bragg, ATTN4 ATSU-CTO-OM 1 USA Intelligence Ctr & Sch. Ft Huatfiuca. ATTN: ATS-CTO-MS1USAIMA, rt Braeg, ATTN MaroUat Lb 1 USA Intelligence Ctr Al Sch. Ft Huachuca, ATTN: ATSI-TIEIUS WAC Ctr & Scm, Ft McClellan. ATTN: Lib 1 USA Intelligence Ctr & Sch. Ft Huachuca, ATTN: ATSI-TEX-GSUS WAC Ctr & Son Ft McClellan, ATTN: Tnig Oir I USA Intelligence Ctr & Sch. Ft Huachuca. ATTN: ATSI-CTS-ORUSA lOuortoernster SCh FT Lee. ATTN ATSM-TE 1 USA Intelligence Ctr & Sch. Ft Huachuca. ATTN: ATSI-CTD-OT
Imilluiire Materiel Day Oft. EWI, Ft Holabiord 1 USA Intelligence Ctr & Sch, Ft Huachuca. ATTN: ATSI-CTO-CSJSA SE S.grei 5cr, Ft Gordon ATTN ATSO-EA 1 USA Intelligence Ctr & Sch. Ft Huechuca. ATTN: OASISROUSA Chaplain Ctr & Sch. Ft Hemilton ATTN: ATSC.TE-RO 1 USA Intelligence Ctr & Sch. Ft Huacfsuca. ATTN: ATSI-TEM.JSATSCH Ft Eiatis ATTN Educ Advisor 1 USA Intelligence Ctr & Sch. Ft Huachuca. ATTN: Library
*JSA War Coilegel Carioise Barracks. ATTN Lib 1 COR, HOI Ft Huachuca. ATTN: Tech Ref Div2 *RAiN Neurooevchiamr Div 2 CDR, USA Electronic Prvg Grd, ATTN: STEEP-MT-S
*OLI SOA illontee 1 HCL TCATA, ATTN: Tech LibraryIUSA Cona Ansal Age, Uedsaoa. ATTN MOCA-MR 1 HO, TCATA, ATTN: AT CAT.OP.O. Ft Hood
I USA Coesmu Aal Ager, laseade. ATTN MOCA-JF I USA Recruiding Cmd. Ft Sheridan, ATTN: USARCPM-PI USA Arctic 'Im Ctr APO Se.ms. ATTN. STSAC.PL-MI 1 Senior Army Adv.. USAFAGOO/TAC. Elgan AF Aux Fid No. 9I USA Arctic Tells Crr. APO Seattle ATTN ANSTIPI-TS 1 NO. USARPAC. OCSIPER. APO SFC 965158. ATTN: GPPE-SEI USA Armamenit Cmil Reorl~nee Ameionl. ATTN ATSK-TEM 1 Stimson Lib, Academy of Health Sciences. Ft Sam HoustonI USA Armwamn Cff4, 111ze Issil. A'-TN AMSAR-TOC 1 Marine Corps Inst.. ATTN: Dean-MCI1 F AA-NAPEC Atlantic C.tv. ATTN* L bery I HO. USMC, Commandant. ATTN: Code MTMTI 9AA-N4AF6C Atlantic C hi ATTN i-,uman Engr Br 1 HO. USMC. Commandant. ATTN: Code MPI-20-28IFAA Aeroneuticai Ctr 3ieome Cry ATTN AAC440 2 USCG Academy. New London. ATTN: Admission2USA Fld Arts Scr rt Sill ATTN L brarv, 2 USCG Academy. New London. ATTN, LibraryUSA Armor Scis Ft Know, ATTN L brarv I USCG Training Ctr. NY, ATTN: CO
I USA Armor Schi at Knox. ATTN ATSU.0l-E 1 UISCO Training Ctr. NY. ATTN: Educ Svc OftI USA Armor Sch, Pi K~nox. ATTN ATSS-DT TP I USCG. Pilydiol Ret Br. OC. ATTN: GIP 1/821 USA Armor Sch. at Knox, ATTN ATSa-CO.AO 1 HOI Mid-Range Br. MC ot. Ouantico. ATTN: PINS Div
D-1
I US Mar',,. Cara L4as5r0 Otc. AMC. Alevaodr,a. ATTNJ AMcGS-F; Def Ai Civi rist at Enva~o Medicinre. CanadaIUSA
TrgAOOC. F1 Monroe. ATTN .STRO-ED t AIR CRtESS. Kerismnton. ATTN info Sys Sir
6 USATRADOC. Or Monroe, ATTN: ATPR-.AO %l f ek0o41skt T,.enetel CaoernagerI SATRADOC. Ft Monroe. ATTN ATTS-EA I ,tarv Attacrie F-ericfr Eloasv ATTN De SeC
I USA Faricei Child. Fi McPherson, ATTN: Lbiir, t 1M10ecra Clet C E,.R P A -Artenal Toulon,Naa Freece
2 .. SA Aviation Test 80, FT R1.cker, ATTN STEBG-PO IPr-, Scientifi~c Off. Apol Hum' Engr tcr, Otv, instrv,
7 USA Age'y for Aviation Safety. Ft Rucker, AT7TN L~brarv of Defense, New Dei,
U SA AgcV tor Aviatioh Safety, Fr Rucker, A T7N: 5uC Advisor I Per$ RAc-1 Oic Library, AKA, Isra") Defense ForcesiJSA Aviation Sch, Ft Ruckter, ATTN: PO Drawer 0 1 Mrasteris van Defensie COOPKL Ala Soctail
I H4OUSA Aviiax~on Sys Cma. St Louis, ATTN AMSAV-ZOR Psycrao'oqsthe Zaxen TIle Hague, Ne'rerianasl2 USA Aviation Sv% Test Act., Edwards AFS, ATTN, SAVTE-TI USA Air 0*0 Sen. FT Bliss. AT*TN: ATSA TEM1 USA Air Mobiity, Rsch & Dev Lab, Mofferr FW. ATTN: SAVDL-ASI USA Aviation Sell. Res Tnq Mgt. Pt RUCefr ATTN. ATST-r-RTM
?USA Aviation Sech. CO. F1 RUCker, ATTN: ATST-D-A
I HO. OARCO&1. Alexarsdra. AT TN AMXtCO-TLHO. DARCOM, Alexanidra. ATTN. CDR
I US Wht~arvj Acadmy,. West Point. ATTN: Serials UnitI US M-htarv Academy, West Point, ATTN: Dfc of Milt LdrttbI US Mitary Academy. West Point, ATTN: -MAORI USA Standatd,zat-an o, UK. FPO NY, ATTN: MASE-OCI Olc oliNaval Rts. Arlington, ATTN: Codle 4523 Ole at Naval Rsch. Airlittton. ATTN: Code 4581 Ofc of Naval Rich. Aernton, ATTN: Code 450
IOfe 3f Naval Rcht. Arlngiton, ATTN Code 441'Java, Aerospc Med Res Lab. Pensacola, ATTN. Acou; Set' Div
1 'aivi Aelrot Mted Res Lab. Pensacola, ATTN! Code L.511 avai Aerosoc Med Res L.0o. Pensacola, ATTN: Coca L5C* Oat-if NavPers. ATTN Pert-OR'JAVAiRSTA. Norfolk, ATTN: Safety Cr1law Oceanograpric. DC. ATTN: Code 6251, Charts & Teeh
i Aeitat Naval Anal. AtTN Doc Ctrt NaArSvsCown. ATTN: AIR-5313C
*Na. BuMed. ATMN 7131 NeHeleooterSubSqaa 2. FPO SF 9M60
7 AFHPL (FTI Williamss AF8IAFHRL ITTI Lowry AFS
! AFHRL lASt WPAFS, ON2 4PHPL IOOJZ) Brooks AFS1 AFHRL (OOJNI Lacktarid AFS7 HOuSAF (INYSO)I HOIJSAF iOPXX(A)T AFVTG iP01 Randolpht AFS3 AMRL (HE) WPAFB. ON2 AF Insr of Teeh. WPAFS. OH. ATTN: ENE,SL7 ArC xPTDi Rarldoion AFS; USAF Aerotied Lb. 8rooks AF8 SUL-41, ATTN. DOC SEC
7AFOSA fNL). AIriqtonI AF Lag Cnd. -McClellan AF9. ATTN ALC.ODPCRB
'Air Farce Academy. CO. ATTN' Debt af Bel Senr5 NavPers & Dew Cir. Sin Dieqo2 'Javv Mod Neuroosvcfiateie Asch Unit. San Diego
1 iav Eeerron,c Lab. San Deqo. ATTN R"e Lab1 'Vow r-qCen. Son 0eqo. ATTN: Code 9000-L~bI 1i1APoitra~n. Momtee. ArMN Code SAaI 'JaiiPost~ra~et' Monterey. AMT Code 2124i Now rrmqEqvuoCtr Orlando. ATTN -Techt LLb
1US Door ;if Labor. DC, A TTN Idanoviwee Adnt,Y US Dftt of Justice, DC, ATTN; Drug En force AdctlnI Nat Bur of Stairidardc. DC. ATTN Couteir info Section'I Nar Clearing House for N-Info, RockeilleIDenver Federal Clr Laksewood, ATTN BLM
2 Olternse Oocum~ntat,on Cim'eer.1 0"r p1.,c, Arm, fMa R,se Ott$ Canberrai
5c e-rv Ic 4A", lf' go Army HQ qusteII Ofes. Carroerra.1v -1 A., Attache Aust')' En'caans
;nvlre * se ~crercve a"m Fx-vtor Humae o a, DefenseNjr,onae* 3r-swiCanadian .lo'1 Sri" ,Nasl'nqetor
1 A., Staff R0v, Caradso AF ATTN Ders Sid Anal OrJ CS f Canadian Of, %tf&" A TTN C CROSIW
43 rA onf# S!aff 8' 'sI' E-na,41, fWaWnqfoni
o-2
