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PART III MANAGEMENT PROPOSAL page #
EDPF/PRO/001 Date: Jan. 20, 1982
EXPERIMENTAL DISTRIBUTED PROCESSING FACILITY
PART III
MANAGEMENT PROPOSAL
COMMANDER…01…US Army Communications-Electronics Command
Procurement Directorate - Research Development
Attn.: DRSEL-PC-TI-SD
CECOM OFFICE BUILDING
Fort Monmouth, New Jersey 07703
REQUEST FOR QUOTATION
SOLICITATION NUMBER DAAB 07-82-Q-JO11
Prepared By:
CHRISTIAN ROVSING A/S
Ballerup, Denmark
CHRISTIAN ROVSING A/S - 1982
"This data furnished in connection with Solicitation
No. ̲ ̲D̲A̲A̲B̲ ̲0̲7̲-̲8̲2̲-̲Q̲-̲J̲O̲1̲1̲ ̲ ̲ ̲, shall not be disclosed
outside Government and shall not be duplicated, used,
or disclosed in whole or in part for any purpose other
than to evaluate the quotation; p̲r̲o̲v̲i̲d̲e̲d̲, that if a
contract is awarded to this quoter as a result of or
in connection with the submission of this data, the
Government shall have the right to duplicate, use,
or disclose the data to the extent provided in the
contract. This restriction does not limit the Government's
right to use information contained in the data if it
is obtained from another source without restriction.
The data subject to this restriction is contained in
sheets ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲N̲/̲A̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲."
L̲I̲S̲T̲ ̲O̲F̲ ̲C̲O̲N̲T̲E̲N̲T̲S̲
Page
1 CORPORATE BACKGROUNDS.............................
5
1.1 CHRISTIAN ROVSING ............................
5
2 PAST EXPERIENCE ..................................
9
2.1 CHRISTIAN ROVSING ............................
9
2.1.1 Data Communications ......................
9
2.1.2 Major Contract Awards ....................
14
3 PROJECT MANAGEMENT PROCEDURES ....................
41
3.1 OVERALL EDPF PROJECT APPROACH ................
41
3.2 EDPF PROJECT MANAGEMENT & ORGANIZATION .......
42
3.3 PROJECT IMPLEMENTATION PLAN (PIP) ............
46
3.4 TOP-LEVEL WORK BREAKDOWN STRUCTURE (WBS) .....
48
3.5 OPERATING PROCEDURES .........................
54
3.6 COST CONTROL .................................
57
3.7 QUALITY ASSURANCE (QA) .......................
58
3.7.1 Parts and Material (P&M) .................
58
3.7.2 Reliability ..............................
58
3.7.3 Quality Control (QC) .....................
59
3.7.4 QA-Policy ...............................
59
3.7.5 QA-System ................................
59
3.8 CONFIGURATION MANAGEMENT .....................
61
3.9 CONTRATCS MANAGEMENT & ADMINISTRATION ........
62
3.10 PROBLEM RECOGNITION & RESOLUTION .............
63
3.10.1 Problem Recognition .....................
63
3.10.2 Meetings ................................
63
3.10.3 Reporting ...............................
64
3.10.4 Problem Resolution ......................
64
3.10.5 Customer/Company Coordination ...........
65
4 PROJECT IMPLEMENTATION PLAN ......................
66
4.1 WORK BREAK DOWN STRUCTURE (WBS) ..............
66
Page
5 CORPORATE HISTORY & ORGANIZATION .................
68
5.1 COMPANY BACKGROUND ...........................
68
5.2 COMPANY ORGANIZATION .........................
71
5.3 ELECTRONICS DIVISION .........................
74
5.4 SYSTEMS DIVISION .............................
76
5.5 DATA PROCESSING DIVISION .....................
78
5.6 PERSONNEL & FACILITIES .......................
80
5.6.1 Employee Profile .........................
80
5.6.2 Facilities ...............................
80
5.7 EXCERPTS FROM CHRISTIAN ROVSING 1980 ANNUAL
REPORT .........................................
81
FIG. III-1.1-1
1̲ ̲ ̲C̲O̲R̲P̲O̲R̲A̲T̲E̲ ̲B̲A̲C̲K̲G̲R̲O̲U̲N̲D̲S̲
1.1 C̲H̲R̲I̲S̲T̲I̲A̲N̲ ̲R̲O̲V̲S̲I̲N̲G̲
Christian Rovsing is Denmark's fastest growing high-technology
computer and aerospace electronics company. Founded
18 years ago, Christian Rovsing and its subsidiaries
currently employ over 600 people.
In recent years, the company's growth rate has approached
30% annually, due in large measure to its advanced,
high-technology "CR80 Computer" product line and the
excellence of its design systems-orientated technical
staff. The corporate history and organization are described
in chapter 3.5 of this volume.
Christian Rovsing corporate facilities and divisional
organization were expanded and restructured in 1979
to handle the development and implementation of specialised
military and commercial computer systems.
Today, Christian Rovsing stands as one of Europe's
leading computer systems houses, capable of taking
responsibilty of all aspects of hardware/software projects,
from concept through implementation to final acceptance.
Facilities are located in suburban Copenhagen at three
locations - Ballerup,Herlev, and Valby. The administration
and general management are located at the Ballerup
facility.
Christian Rovsing excluding subsidiaries currently
employ approximately 500 people, many of whom are highly
educated engineers and skilled technicians.
Fig. III-1.1-2
Fig. III-1.1-3
The company is presently organized in three divisions:
o Electronics Division
o Systems Division
o Data Processing Division
The overall company organization including subsidiaries
is depicted in fig. III-1.1-2.
The company's past and projected growth rate are illustrated
in fig. III-1.1-3.
2̲ ̲ ̲P̲A̲S̲T̲ ̲E̲X̲P̲E̲R̲I̲E̲N̲C̲E̲
2.1 C̲H̲R̲I̲S̲T̲I̲A̲N̲ ̲R̲O̲V̲S̲I̲N̲G̲
Christian Rovsing has consiberable experience in the
field of data communication, reliable and flexible
systems and also in the prime management of large computer
system projects which will be applied to the successful
implementation of the Experimental Distributed Processing
Facility for CECOM.
The purpose of this chapter is to present the past
experience of Christian Rovsing pertinent to our selection
as Prime Contractor for the CECOM project.
The presentation deals with the special skills and
know-how which the company has developed over the last
5 or 6 years within the field of data communication
and which we believe are vital for a proper understanding
of the project.
Sufficient information is included to demonstrate that
Christian Rovsing has the necessary technical desciplines
and management expertise to design and implement the
Experimental Distributed Processing Facility.
In short, Christian Rovsing has now acquired extensive
experience in the design, development and implementation
of advanced, communications computer systems.
2.1.1 D̲a̲t̲a̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲s̲
Christian Rovsing has gained significant experience
in computerised telecommunication and data switching
networks which places it among the top ranking European
companies in this field.
We believe that we have available exceptional professional
talent totally dedicated to advanced computerised information
techniques. Furthermore, the company excels in applying
current technology to modular equipment design. It
has no outdated product lines to support, its hardware
is not 1960 vintage but second-generation LSI technology.
Systems are configured around the company's "CR80 Computer"
which has proven itself particularly well suited to
this type of application.
System contracts awarded to the company on a Prime
Contractor or Principal Sub-contractor basis are typically
worth several millions of Dollars. Administratively
distinct Project Offices are formed within the company
to manage these large programmes.
Six of these programmes, NICS-TARE, FIKS, CAMPS, LME-NET,
Ada Compiler Project and HAWK are presented in the
following pages.
Successful participation in these programmes as prime
or sub-contractor has broadened the company's resources.
The high degree of reliability, security, efficiency
and operational performance which these projects demand
is met by applying up-to-date technology, specialised
engineering expertise, and sophisticated data communications
techniques.
Christian Rovsing was principal Sub-contractor to Litton
Data Systems Inc. for the NICS-TARE programme and is
Prime Contractor for the FIKS, CAMPS and LME-NET programmes.
The FIKS network will be installed at the customer's
8 sites throughout 1982 under the direction of the
Integrated Logistics Support Department of the System
Division.
The CAMPS programme with a contract value of $ 30 Mio.
before options is the largest, single computer systems
contract ever to be awarded to a Danish electronics
company. The system is based on the latest version
of the company's successful "CR80 Computer" product
line. The CAMPS project team has successfully completed
the system design phase and is moving into the implementation
phase. The installation phase will involve 16 separate
sites located throughout Europe. The CAMPS programme
involves the fullfillment of strict TEMPEST requirements.
The LME-NET programme is delivered in several phases.
Phase 1 provides a network centre with interfaces
to IBM and UNIVAC mainframe computers, and 10 switching
nodes forming a network covering Europe. The network
will follow international standards for packet switch
data networks, as defined by CCITT in the recommendation
X.25. This phase will be completed by June 1982.
Later phases will provide facilities like multiple
network control centres, satellite links to remote
nodes, interfacing to other makes of mainframe computers
and support of facsimile and voice transmission.
The Ada Compiles Development Project is part of a larger
project which addresses the construction of an entire
programming environment including an Ada cumputer.
The programming environment will conform to the Stoneman
specifications from the U.S. Department of Defense.
The total environment system is financed by the Commission
of the European Community with a grant of 3.2 million
US $, which corresponds to 50% of the total development
costs. The remaining development costs are covered
by the participating companies and various official
sources and funds.
In the HAWK project Christian Rovsing developed and
produces converters which makes it possible to communicate
between the HAWK BATTERIES AND THE Battery Operation
Control in a muck more powerfull way than originally.
A summary of the company's overall experience in data
communication systems is presented overleaf in figure
III-2.1.1-1, and on the following page are listed those
communication disciplines in which the company has
considerable expertise.
Much of the extensive management and technical experience
which Christian Rovsing has acquired in message switching
and data communication projects are directly applicable
to the EDPF project.
The company's overall exposure to major computer system
discipline assures its ability to perform a technically
responsive project.
Fig. III-2.1.1-1…01…Data Communication Experience
COMMUNICATION DISCIPLINES
o Packet Switching
- Routing Algorithm
- X25
- X21, X21 bis Interface
- X75
o Message Switching
- Preparation and Distribution
- Format Conversion (ACP127/128)
- Protocols (LITSYNC, CCITT X.25)
- Storage and Retrieval
o Line Switching
- Signalling and Supervision
- Routing Algorithm
- Synchronization and Timing
- Multiplexing and Trunking
o Dualised Systems
- Configuration Control
- Switchover and Recovery
- Reliability Performance
- V24/V28 Interfaces
- TEMPEST
o Security
- Access Control
- SPECAT Handling
- Red/Black Interfaces
- Crypto Interface (DOLCE)
- Privileged User State
2.1.2 M̲a̲j̲o̲r̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲ ̲A̲w̲a̲r̲d̲s̲
The six major contracts referred to in 2.1.1 are now
listed and described in some detail.
Each of these major computer system contracts are based
on the Christian Rovsing CR80 computer.
CECOM is invited to contact the respective company
or organization.
o Project: NICS-TARE
Communications Front-end Processors
for Message Switching Network
Customer: NATO Integrated Communications System
Management Agency, Brussels,Belgium
Prime Con- Litton Data Systems Inc.
tractor: Van Nuys,California.
CRA Sub-
contract
value: Approx. $6 Mio
Programme
Duration: 36 months (1976-1979)
o Project: FIKS
Defence Integrated Communications
System
Customer: Danish Ministry of Defense
Prime Con-
tractror: Christian Rovsing
Contract
Value: Approx. $ 7 Mio.
Programme
Duration: 48 months (1978-81)
o Project: CAMPS
Computer-aided Message Processing
System
Customer: NATO-SHAPE,Brussels,Belgium.
Prime Con-
tractor: Christian Rovsing
Contract
Value: Approx. $30 Mio.
Programme
Duration: 46 months (1980-1983)
o Project: LME-NET
Customer: L.M.Ericsson,Stockholm,Sweden.
Prime Con-
tractor: Christian Rovsing
Contract
Value: Approx. $ 4.5 Mio.
Programme
Duration: 48 months (1979-1983)
o Project: Ada Compiler Development
Customer: European Community
Contract
value: Approx. $ 3.2 Mio.
Programme
Duration: 36 month (1981-1984)
o Project: HAWK ATDL/MBDL Converter
Customer: NATO HAWK Production and Logistic
Office
Prime Con-
tractor: Christian Rovsing
1. D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲
Contract
Value: Approx. $ 1,2 Mio.
Programme
Duration: April 1979 - Oct. 1981.
2. P̲r̲o̲d̲u̲c̲t̲i̲o̲n̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲
Contract
Value: Approx. $ 6 Mio.
Programme
Duration: Nov. 81 - Aug. 84.
o N̲I̲C̲S̲-̲T̲A̲R̲E̲ ̲N̲A̲T̲O̲ ̲T̲e̲l̲e̲g̲r̲a̲p̲h̲ ̲A̲u̲t̲o̲m̲a̲t̲e̲d̲ ̲R̲e̲l̲a̲y̲ ̲E̲q̲u̲i̲p̲m̲e̲n̲t̲
A rigorous and competitive evaluation of various
front-end communication processors was conducted
by Litton's Data Systems Division to satisfy NICSMA's
stringent operational and realiability requirements
for TARE. A CR80-based configuration was chosen
based on the criteria of traffic handling, expandability,
reliability and cost.
The dualized configuration consists of dual "CR
COMPROCESSORS", two groups of line termination
units, and dual data-channel interfaces to the
TARE Message Processors. The modularity and distributed
processing aspects are apparent in the use of repetitive
functional units around a multi-level data transfer
bus structure.
Christian Rovsing has developed a customised configuration
to NICSMA specifications and is currently in production
for 20 dual-processors and associated line termination
sub-systems each of them capable of up to 163 line
connections. Several prototype systems have been
delivered and successfully tested.
In addition to supplying the complete front-end
configuration, Christian Rovsing also assumed responsibility
for the definition, system design, and implementation
of the NICS-TARE line coordination protocols, buffering
and other communication preprocessing functions.
Our U.S. subsidiary, Christian Rovsing Corp., assumed
a major coordination role in supporting Litton
NICS-TARE effort.
A brief description of the TARE COMPROCESSOR subsystem
and its major functional role now follows.
Fig. III-2.1.2-1…86…1 …02… …02… …02… …02…
The TARE Communication Processor Subsystem is a
fully-redundant front-end serving as concentrator
and pre-processor for a maximum of 163 lines.
It interfaces the network to the Litton L3050 Message
Processors. A line-splitter assembly routes the
lines to two CP's. Both synchronous (2400 baud)
and asynchronous (600 baud) channels are accomodated.
Synchronous lines are controlled through an EDC
protocol (LITSYNC).
Message pre-processing is performed by a Multiplexer
Processor and a Communications Processors; both
are duplicated in the redundant configuration.
The Multiplexer performs the line polling. The
Comprocessor does the message processing and manages
the interface to the Message Processor; message
processing functions include character sequence
recognition, alphabet translation, channel, error
recognition and EDC protocol management, security
checking, and message sector assembly and distribution.
The CR80 Communication Processor is a distributed
minicomputer system specifically designed as a
communications line concentrator and pre-processor.
Of recent design and employing a modular architecture,
it provides TARE with a flexible front-end for
individual line terminations, multiplexing and
character-orientated data processing, communication
line characteristics such as speed, synchronisation,
distortion, timeout, bit sampling, character and
block assembly are completely divorced from the
L3050 Message Processors.
Extensive use of LSI contributes to the versatility
of the microprocessor controlled line termination
units. These form an integral part of the front-end
system and provide an interface to a variety of
line types for the interchange of data, control,
and timing signals.
The impact of LSI on weight, size and power is
clearly demonstrated by the compact hardware packaging.
(See Fig. III-2.1.2-2)
Of particular significance is the cost reduction
realisable by LSI. By way of illustration, note
that it was economically feasible to duplicate
entire line termination units to route traffice
to both the active and hot stand-by processors
thus allowing on-line switchover without loss of
data.…86…1 …02… …02… …02… …02…
Fig. III-2.2.1-2…86…1 …02… …02… …02… …02…
o F̲I̲K̲S̲ ̲D̲e̲f̲e̲n̲c̲e̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲e̲d̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲ ̲S̲y̲s̲t̲e̲m̲
FIKS is Denmark's tri-service defence communications
network. Its objective is to integrate, automate
and upgrade teletype command networks and data
communications systems previously operated by the
army, navy, and the air force.
Christian Rovsing and the Danish Air Material Command
jointly developed the top-level system specification
and a contract was awarded early in 1978. The
specification covers design, development, installation
and cut-over of a common nodal network for message
and data traffic. When completed, FIKS will provide
higher survivability, improved security, greater
efficiency, simpler operation and easier expansion
through computerisation.
FIKS integrates and fully automates the message
switching and data transfer functions. It consists
of a multi-node network geographically distributed
throughout Denmark. As initially structured, 8
nodes are arranged in a grid configuration and
interconnected via 15 full-duplex trunks operating
at 9.6 kilobaud per line.
Message and data traffic are interchanged between
military users under control of computerised nodal
switching centres. Message users at remote terminals
are served through COMCENTERs some of which are
co-located at the nodes.
Message traffic rates range from low-speed 50 baud
to medium-speed 2400 baud. FIKS is sized to handle
a throughput of 25,000 messages per busy hour including
messages entering the network, multiple distribution
of messages, retrievals, service messages and a
25% allowance for growth.
Data users, continuous or discontinuous, exchange
information through the FIKS network. Typical
data users are military data systems which relate
to air defence, air traffic control, intelligence
and command nets such as LINK-1, LOW-LEVEL RADAR,
TVT EXTRACTORS, ACBA-CCIS, TOSCA, FLY-PEP, CHODDEN,
and INTEL.
Fig. III-2.1.2-3…86…1 …02… …02… …02… …02…
The FIKS network interfaces to NICS-TARE through
compatible circuits and protocols. Also, access
to the Nordic Public Data Network, NPDN, is provided
using CCITT X.21 for circuit-switched calls and
conversion to X.25 for virtual calls, this interface
is consistent with expansion to higher level X.25
packet switching.
To accomodate the navy's unique requirements, ship-to-shore
secure communications channels are provided through
the appropriate ground-based comcenters.
The generic elements of the Nodal Switching Center,
one of several in the FIKS network, are depicted
overleaf. Though physically separate, the Nodal
Switch is shown co-located with the System Control
Center and the Message Entry and Distribution Equipment.
An abbreviated list of functions performed by the
system includes:
- Message Preparation and Distribution
- Simplified and ACP127 Format Handling
- Message Storage and Retrieval
- Network Supervision and Control
- Automatic Switchover and Recovery
- Alternate Routing
- Traffic and Operational Security.
Fig. III.2.1.2.-4…86…1 …02… …02… …02… …02…
o C̲A̲M̲P̲S̲
Christian Rovsing has contracted with NATO (SHAPE)
to deliver CAMPS, the Computer Aided Message Processing
System, on a turn-key basis to a number of sites
within the NATO theatre.
CAMPS has two essential functions:
CAMPS assists the user in message handling, i.e.
preparation, dispatch and receival of messages,
and
CAMPS communicates with data networks, and other
systems such as SCARS II (Strategic Command and
Alert Reporting System) and ACE CCIS (Command Control
Information System).
There are naturally high demands for reliability
and security in a system like CAMPS. These demands
are met by the hardware and software as an entity.
The hardware system is based upon the company's
CR80 computer. In designing this computer new
proven technology has been employed. Reliability
is further secured by using MIL quality components
and by subjecting all electronic modules to a burn-in
cycle.
The CAMPS software consists of system programmes
and application programmes. The software engineering
profits from the many experiences the company has
obtained through the participation in other complex
message processing and communication systems.
CAMPS will exchange data with other computer- associated
handling and communication systems. Interface systems
which exist or are being developed include NATO-TARE
and Tape Relay Centres plus SCARS II and ACE CCIS.
The interface design is structured to permit the
accomodation of newly evolved systems as they are
introduced.
The primary format for messages will conform to
ACP-127 NATO SUPP-3 for all interfaces.
CCIS and SCARS II will utilise the X-25 data communication
protocol (CCITT) when interfacing with CAMPS.
To interconnect CAMPS with older CCIS equipment,
Christian Rovsing has offered to implement protocol
converters.
Extensive use of up-to-date technology is required
to meet the stringent requirements set forth by
SHAPE. The hardware configuration features distributed
autonomous processing subsystems made economically
feasible by LSI (RAM's, PROM's, CPU's, USART's,
FIFO's, ALU's, etc.). The dualized configuration
is partitioned into three Processors per Processing
Unit, Main Memories, Terminal Data Exchanges, and
pre-processor-controlled Line Termination Units.
CAMPS also uses up-to-date technology like optical
fiber-optic communication to connect terminals
to the computer.
CAMPS is characterised quantitively by (a) a connectivity
of 256 full-duplex lines or an equivalent 153,
600 bytes/second; (b) a 240-megabyte mass storage
with 40-msec access, providing immediate retrieval
of 24-hour traffic; (c) a peak processing throughput
of 30,000 messages/hour; (d) a cross-office processing
time of 400 msec; (e) a system response time of
less than 3 seconds; and (f), a predicted systems
availability of 0.999996.
CAMPS functional requirements deal with message
handling, message preparation, coordination, and
release, message distribution, format translation,
storage and retrieval, supervision control, statistics
and reports, protocols, and recovery and back-up-techniques.
Three aspects of CAMPS are depicted by the simplified
software description shown overleaf (Figure III-2.1.2-6).
Of particular significance are: (1) the cost, weight,
and size reduction achieved by CAMPS, the 6-rack,
12 KW Hardware represents a drastic reduction compared
to similar equipment, and (2) the unique security
features to prevent unauthorized access such as
privileged instructions, memory bounds, and separate
SYSTEM USER states.
A typical CAMPS installation consists of the following
elements:
- Processors and Mass Storage (3-bay Rack)
- Line Interface Equipment (4-bay Rack)
- Supervisory Console
- Software Maintenance Equipment
- Spares/Tools Cabinet.
Above equipment complement, which does not include
the terminal option for remote locations will be
installed in a secure area dedicated CAMPS.
The computer crates are installed in TEMPTEST proved
EMI-racks for COMSEC approval of the system.
Fig. III-2.1.2-5…86…1 …02… …02… …02… …02…
Fig. III-2.1.2-6…86…1 …02… …02… …02… …02…
Fig. III-2.1.2-7…86…1 …02… …02… …02… …02…
L̲M̲E̲N̲E̲T̲
The L.M.Ericsson Data Network is being developed as
a private data communication network, to cover the
need within the organization with regard to data communication
between data centres and terminal users.
LMENET is based on the CR80 computer and the first
phase consists of (see fig I 3.2.8 overleaf):
o a network centre,
o a host interface processor system for connection
of IBM and UNIVAC computers,
o 10 switching nodes where traffic is collected and
directed to the receiver,
o a number of leased lines between the nodes, eight
of which are in Sweden, one in Copenhagen and one
in Madrid.
In the later phases, the network will be enlarged with:
o more network control centres, which will enable
certain distributed control parts of the network,
o more geographically distributed host interface
processors, perhaps with interfaces to the other
machine types (e.g. ICL),
o connection via satellite to new nodes (e.g. in
Brazil).
o The LMENET architecture is based on the following
concept:
o A general standardised transport facility is provided.
The network will follow international standards
for packet switch data networks, as defined by
CCITT in the recommendation X.25. This shall enable
a later connection to public networks and ensure
the adaptation of LMENET to future standards.
o Existing makes of computers and terminals will
be connected to the general network by means of
mechanisms in the network which do not require
modifications of the existing system.
The above concept will enable a layered construction
of LMENET following recognised principles of system
construction in general, and network construction in
particular (acc. to ISO's seven-layer model for network:
Open Systems Interconnection Reference Model).
LMENET has the following functions:
o a complete monitoring and control of the network
independent of host computers connected,
o emulation of a network, complying with IBM's Systems
Network Architecture (SNA) in order to establish
communication between the IBM user programmes and
the SNA terminals and certain non SNA terminals.
o emulation of network complying with UNIVAC's Distributed
Communication Architecture (DCA) which enables
a communication between UNIVAC user programmes
and terminals,
o direct programme to programme communication,
o different traffic types with different resource
requirements,
- dialogue traffic,
- batch traffic,
- transparent traffic
The first phase of the LMENET will be in operation
from July, 1982, with six connected host computers
and approx 2000 terminals.…86…1 …02… …02… …02… …02…
Fig. III-2.1.2-8
A̲d̲a̲ ̲C̲o̲m̲p̲i̲l̲e̲r̲ ̲D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲
The aim of the ADA Compiler Development Project is
to develop an easily portable compiler for the full
Ada language as standardized by the U.S. Department
of Defense.
The compiler development will be accomplished using
state of the art formal derivation and verification
techniques to ensure maximum correctness and reliability
of the resulting compiler system.
The compiler system will be tailored for mini/micro
computer system applications. Particular attention
will be given to the problems caused by the limited
address and/or physical memory space in such systems.
The total environment system project encompasses the
following subprojects:
1) Specification and implementation of a standard
interface to the operating system and file system
of the host computer. The standard interface will
conform to the Stoneman KAPSE requirements, and
will be specified as an Ada package. Particular
attention will be paid to the design of the KAPSE
database.
2) Minimum Toolset for Ada Program Development, conforming
to the Stoneman MAPSE requirements. The toolset
contains the following program development tools:
- Text Editor
- Ada Compiler (see subproject (4))
- Linker
- Debugger
- Database Utility
- Command Interpreter
- Object Formatters (including Pretty Printer)
- Library File Utilities.
3) Distributed System Study addressing the impacts
on the environment system (KAPSE/MAPSE) caused
by a distributed system architecture.
4) Ada Compiler, consisting of:
- Front End Compiler, which converts Ada source
code into an intermediate language representation.
- Separate Compilation Handler
- - Back End Compiler, which generates so-called
A-code from the intermediate language representation.
The front end compiler produced in this project
will be a test version primarily intended for generation
of test input to the back end compiler and test
of the compiler interfaces to KAPSE/MAPSE. The
project also includes adaption and integration
of an optimizing front end compiler produced by
a French/German consortium (Alsys/Cii Honeywell
Bull/Siemens).
An important aspect of the compiler development
project is the propagation of the formal and systematic
software engineering methods used to produce the
Ada compiler.
5) Run Time System including virtual machine:
- Design of portable run time system (A-code
machine, tasking kernel, i/o system).
- Implementation of run time system on the Christian
Rovsing CR80 and on the Olivetti S6000 computers.
Subprojects 1, 2 and 3 are being carried out by the
Italian partner with systems Designers Limited (England)
as subcontractor, while subprojects 4 and 5 are being
carried out by the Danish partners.
The complete system will be implemented on the Olivetti
S6000 computer, which is a 16-bit minicomputer with
virtual memory, and on the Christian Rovsing A/S CR80
computer which is a 16-bit minicomputer with multiprocessor
capabilities, a 32M byte memory space, a 128K byte
program addressing space and a 128K byte data space.
The total environment system is financed by the Commission
of the European Community with a grant of 21 million
Danish Kroner (approximately 2.7 million European Units
of Account, or 3.2. million US $), which corresponds
to 50% of the total development costs. The remaining
development costs are covered by the participating
companies and various official sources and funds.
The total environment system project requires approximately
1000 man months and will be completed in 1983.
At present Christian Rovsing has implemented a subset
of the Ada Compiler on our CR80 computer, which translate
the Ada code to the system programming language SWELL
(please refer to the technical proposal part for detailed
information).
H̲A̲W̲K̲ ̲A̲T̲D̲L̲/̲M̲B̲D̲L̲ ̲C̲o̲n̲v̲e̲r̲t̲e̲r̲
I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲
The ATDL/MBDL Converter (AMC) constitutes the means
by which PIP modified IHAWK batteries, communicating
in ATDL-1, and Battery Operation Control (BOC), communicating
in MBDL, are able to exchange information.
The Missile Battery Data Link (MBDL) was the message
format used for communication between BOC and HAWK
bateeries in the early design. The PIP modification
of the IHAWK batteries introduced a new message format
ATDL-1, which is much more powerfull than the MBDL.
The AMC is a CR80 computer that in most applications
will be located inside the BOC shelter. In such configurations
only the ATDL communication lines are visible from
outside the BOC shelter using the connectors normally
used for the MBDL communication.
I̲n̲t̲e̲r̲f̲a̲c̲e̲ ̲D̲e̲s̲c̲r̲i̲p̲t̲i̲o̲n̲
Up to 8 PIP modified IHAWK batteries can be connected
to the AMC via ATDL links. Similarly the AMC is connected
to the 8 MBDL battery links of the BOC.
In fig. III-2.1.2-9 a schematic of the interconnection
to BOC and Batteries is shown.
The AMC will receive commands and reference track messages
from the BOC in MBDL format. The commands will be transmitted
to the relevant IHAWK battery in ATDL format.
The ATDL status messages received from the batteries
will be converted to MBDL and transmitted to the BOC
for presentation on the display.
As the ATDL message format enables an extensive exchange
of track-information, a track file is established in
the AMC to support the forwarding of this information
to all other batteries.
The software block diagram for the AMC is shown in
fig. III-2.1.2-10.
Fig. III 2.1.2-9
Fig. III-2.1.2-10
E̲n̲v̲i̲r̲o̲n̲m̲e̲n̲t̲a̲l̲ ̲D̲e̲s̲c̲r̲i̲p̲t̲i̲o̲n̲
As the AMC is installed in a shelter which is transported
from site to site between operations, the CR80 modules
have been environmentally tested to demonstrate that
the equipment is capable of survive these conditions.
3̲ ̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲S̲
3.1 O̲v̲e̲r̲a̲l̲l̲ ̲E̲D̲P̲F̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲A̲p̲p̲r̲o̲a̲c̲h̲
The capabilities of Christian Rovsing demonstrated
by its history of accomplishments will ensure the successful
development of the Experimental Distributed Processing
Facility.
This section contains the project management and implementation
approach for the proposed effort. The techniques to
be employed have been refined on previous projects.
The highlights of this approach include:
o Reliable, off-the-shelf equipment utilizing the
latest in technology.
o Effective management controls and reporting procedures.
o A realistic implementation and support plan to
ensure operational capability within schedule.
In describing its management and implementation plan,
Christian Rovsing has combined a total systems approach
with advanced business and financial techniques. This
approach ensures that the total scope of the effort
has been identified, defined, and analysed, and will
be responded to in accordance with the requirements
of the overall EDPF project. The effort is predicated
on the following facts:
a. Christian Rovsing management has identified the
EDPF project as a project of major significance.
As such, the company has dedicated all required
resources toward the successful acquisition and
completion of the contract.
b. Christian Rovsing has considerable industrial experience
in the management, design, development, fabrication,
and installation of advanced, online computer systems.
c. The work to be performed can be accomplished within
the proposed cost and delivery schedules.
d. Highly qualified personnel are available for the
conduct of the proposed effort.
e. Management and technical personnel continuity can
be achieved through all phases of the project.
f. The company can and will take advantage of the
management and technical skills, knowledge, and
experience gained on other related projects.
3.2 E̲D̲P̲F̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲&̲ ̲O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲
To ensure an orderly and timely project effort the
management and engineering team will be assembled,
at Christian Rovsing's facilities located in Ballerup,
Denmark. Opened in 1978, these modern facilities comprise
12,000 sq. metres - (128,500 sq. ft) of manufacturing,
integration & test, laboratory and office space. Alternatively
if required by the customer the project group will
be located in the United States.
A dedicated Project Office will be established within
the Systems Division - see Fig. III-3.2-1.
The EDPF Project Office will have total system responsibility,
cognizance, and control authority in order to coordinate
in-house activities and provide close liaison with
the customer throughout the duration of the project.
Overall direction for the EDPF project is to be provided
by an adiministratively distinct Project Office. It
will operate under a Project Manager whose sole responsibility
will be the management of the EDPF project. The Project
Manager will be the prime interface between Christian
Rovsing and CECOM.
The Project Manager will be supported by an Engineering
Manager, Operations Manager, and Logistics Manager.
Fig III-3.2-2 depicts the project management structure
and CECOM liaison which will be established at project
start up.
Within the supporting functional departments CECOM
activities will be assigned as project entities.
Since the EDPF project requires heavy technical emphasis,
especially in the early stages, the Engineering Manager
will be assigned to coordinate all engineering activities
and provide close liaison with CECOM on all technical
aspects of the Project. The Systems Engineering Manager
will direct the system hardware and software engineering
efforts, hold design reviews and report on status and
progress.
The equipment procurement, integration and quality
control will be planned and monitored by the Operation
Manager. He will be supported by in-house technical
staff.
The site installations, provisioning, documentation,
training and field support aspects of the EDPF will
be planned and coordinated by the Logistics Manager
supported by the Logistics Support staff of Christian
Rovsing.
The Project Office will establish the baseline for
work breakdowns, specifications, schedules and budgets;
it will monitor variances and initiate corrective action.
The management control provided internally and closely
coordinated with CECOM will ensure a successful design
and implementation of the Experimental Distributed
Processing Facility.
Fig. III-3.2-1…86…1 …02… …02… …02… …02…
Fig. III-3.3.2-1…01…EDPF MANAGEMENT STRUCTURE & AIR CANADA LIAISON
3.3 P̲R̲O̲J̲E̲C̲T̲ ̲I̲M̲P̲L̲E̲M̲E̲N̲T̲A̲T̲I̲O̲N̲ ̲P̲L̲A̲N̲ ̲(̲P̲I̲P̲)̲
The PIP will establish a firm baseline for all EDPF
activities against which status, progress and performance
can be evaluated and controlled.
The Project Implementation Plan, (PIP), will be used
as a management tool to provide visibility and control
of the EDPF project. It describes the schedule, performance
control system, the detailed Work Breakdown Structure
(WBS), the project administration, the CECOM interfaces,
and other aspects of the project, Fig. III-3.3-1 depicts
the various aspects of the PIP. Each function addresses
the unique requirements of the EDPF project.
The PIP will have a well defined structure. Each section
will identify the activity, its organization and operating
procedures. A WBS for the activity will be related
to the schedule network consistent with the master
schedule and correlated with the associated WBS elements
of other activities. Documentation produced by the
activity will be listed. Finally, a cross-reference
with contractual items will be made for accountability
of deliverable items and unique requirements.
…0d…
Fig. III-3.3.3-1
3.4 T̲O̲P̲-̲L̲E̲V̲E̲L̲ ̲W̲O̲R̲K̲ ̲B̲R̲E̲A̲K̲D̲O̲W̲N̲ ̲S̲T̲R̲U̲C̲T̲U̲R̲E̲ ̲(̲W̲B̲S̲)̲
The WBS will be the framework for establishing work
packages, schedules and budgets for managing the EDPF
project and will provide the baseline for performance
evaluation.
The basic framework which will be used for integrating
and reconciling all contractual requirements of EDPF
with the project implementation plan is the Work Breakdown
Structure (WBS).
A project tasks overview is shown in Fig. III-3.4-1.
For each of the major tasks a further breakdown has
been generated detailing hardware, software, and support
tasks. These WBS elements will become work packages
for reporting, scheduling and cost control.
Changes to the WBS will be under configuration management
and require Project Office approval usually as a result
of technical and contractual negotiations with CECOM.
Combined with the master schedule milestones for engineering,
operations and logistics, the WBS will become the system-level
plan from which budgets can be allocated.
Project Management is the first task described by the
tasks overview. The general management structure shown
in figure III-3.4-2 is further expanded in figure III-3.4-3
to show a more formal project organization. The key
managers in the Project Office and the support functions
are identified.
The Project Office is responsible for the overall conduct
of the entire EDPF project under the direction of the
Project Manager. The Project Office includes an Systems
Engineering Manager, Operations Manager, and Logistics
Manager supported by a Contracts Administrator. The
principal responsibilities of the EDPF project staff
are briefly outlined.
Fig. III-3.4-1
Fig. III-3.3.4-2
E̲D̲P̲F̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ As the executive responsible
for successful execution of the project, the Project
Manager has authority over and is responsible for budget
allocation, cost, control, schedule and timely performance,
technical cognizance of design and development, and
control of production, test integration and support
activities. The Project Manager will report directly
to the senior management for prompt resolution of project
issues. He is directly supported by the Project Office
staff and indirectly by the managers of all operating
departments within Christian Rovsing.
E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ This senior systems engineer,
with a complete understanding of the technical implications
of the EDPF top-level system specifications, will be
responsible for the ultimate technical performance
and compliance of the EDPF installations. He provides
the correct technical interpretation of CECOM requirements.
He plans, directs, monitors, audits and controls the
design, development, testing, installation and cut-over
of the EDPF with regard to all technical aspects. He
provides the technical liaison with the customer, with
the in-house development and production groups, and
with sub-contractors and suppliers. This position will
be filled by a senior systems engineer experienced
in computer systems design, and data communications.
O̲p̲e̲r̲a̲t̲i̲o̲n̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲. This manager will provide the liaison
between the Project Office and the procurement and
production activities. Scheduling, cost control, configuration
control, production status, and quality control are
his major concerns. He is responsible for establishing
and maintaining an up-to-date baseline configuration
and to access the status and quality of EDPF production
during implementation.
L̲o̲g̲i̲s̲t̲i̲c̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ The installation and site support
tasks will be combined under one manager. The Logistics
Manager will be responsible for site surveys, delivery
and installation, training, maintenance, spares, documentation
and site support. Logistic support tasks will be carried
out by staff from the integrated Logistics Support
Department of Christian Rovsing.
Quality Assurance and Contracts Administration are
divisional staff functions carried on for all projects.
Intensive support will be given during start up and
critical phases and will continue throughout the duration
of the project.
The principal tasks assigned to the Project Office
staff are delineated in the accompanying tasks overview
shown in figure III-3.4-3.
Fig. III-3.4-3
3.5 O̲P̲E̲R̲A̲T̲I̲N̲G̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲S̲
Formal operating procedures and proven management methods
will be used by the Project Office to control the EDPF
project.
Management procedures define the methods used within
Christian Rovsing for planning, work assignment, monitoring
and coordination of activities within a project such
as EDPF.
The Project Office and its staff operates within these
well-established procedures and is responsible for:
P̲l̲a̲n̲n̲i̲n̲g̲:̲ Evaluation of contract requirements
and allocation of work to the various
functional departments.
Work
A̲s̲s̲i̲g̲n̲m̲e̲n̲t̲s̲:̲ Assurance of work statements, specification,
budgets and schedules requirements.
M̲o̲n̲i̲t̲o̲r̲i̲n̲g̲:̲ Periodic review of technical schedule
and cost performance applying programme
control through budget authorisation.
C̲o̲-̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲:̲ Co-ordination of all projects activities
between operating departments.
Internal management procedures have been developed
as a practical cost/schedule control system which produce
valid, auditable and timely performance reports. Variancies
from budget and schedule are quickly identified and
significant deviations are flagged for immediate project
management attention and corrective action.
Technical supervision and monitoring are effected through
periodic design reviews with hardware and software
engineering managers.
The primary management controls are based on a well-planned
WBS, master schedule and budget. Firm baselines established
early in the project provide the basis for managing
it. (see figure III-3.5-1).
The WBS consists of a family tree of hardware, software,
services and tasks organized to define and geographically
display the work to be accomplished for a successful
implementation of the project. As a planning tool,
it defines the work packages for planning, scheduling
and cost control, negotiated and approved project changes
are reflected in the baseline WBS.
Figure III-3.5-1
The master schedule incorporates customer-directed
milestones and indicates the timing relationships of
the WBS elements. Detailed plans derived from the master
schedule establish work package milestones.
The budget baseline allocates the resources between
operating departments following contract award. Work
authorisations are timephased based on schedule constraints.
Internal budget allocations allow for the retainment
of funds for contingencies and unforeseen effort.
All detailed packages identified and assigned from
the WBS are defined by a statement of work, schedule,
and budget thus establishing a performance measurement
baseline.
3.6 C̲O̲S̲T̲ ̲C̲O̲N̲T̲R̲O̲L̲
The project cost and schedule control system (CSCS)
applied by Christian Rovsing to medium and large size
projects is based upon a multi-level Work Breakdown
Structure (WBS).
o Level 1 defines the Main WBS items within the responsibility
of each functional manager.
o Intermediate levels define Summary Work Packages
(SWP) within the responsibility of a single task
manager.
o The lowest level defines the Work Packages (WP)
constituting an SWP. WP's are the units of effort/tasks
from which project schedule and cost performance
are monitored. As a guideline each WP is defined
not to exceed a 3 months duration from start to
completion. The total effort is not to exceed 6
manmonths.
Reporting by SWP-Managers on progress, i.e. degree
of completion, and effort spent on the WP-level takes
place monthly. These reports serve a dual purpose by
giving early warnings of both threatening schedule
delays and cost overruns.
The overall impact of a threatening delay in completion
of a WP is judged from Tracking Forms easily identifying
the interrelations between SWP's in terms of due dates
for input necessary for the timely performance.
The impact of a threatening cost overrun is judged
from regular quarterly and ad hoc project budget revisions
taking into account both cost-to-date and the latest
estimates of effort needed for completion. The computerised
processing of these data ensures up-to-date information.
By constantly monitoring schedule and cost performance
from a single source of information, i.e. the SWP-managers
monthly reporting, the CSCS applied by Christian Rovsing
ensures consistency in the information from which the
Project Management identifies problem areas and takes
subsequent corrective action.
3.7 Q̲U̲A̲L̲I̲T̲Y̲ ̲A̲S̲S̲U̲R̲A̲N̲C̲E̲ ̲(̲Q̲A̲)̲
The Quality Assurance Manager (QAM) is responsible
for all QA tasks within the division. This includes
the establishment and control of general QA procedures
and special QA procedures for dedicated projects.
The Engineering Drawing Office and Secretariat operate
in accordance with the procedures established and controlled
by the QAM.
The Quality Assurance Manager is in particular responsible
for:
3.7.1 P̲a̲r̲t̲s̲ ̲a̲n̲d̲ ̲M̲a̲t̲e̲r̲i̲a̲l̲ ̲(̲P̲&̲M̲)̲
P&M is responsible for procurement control, vendor
evaluation & qualification, and performs a support
function for receiving inspecton and purchasing.
3.7.2 R̲e̲l̲i̲a̲b̲i̲l̲i̲t̲y̲
This is a supervision function available for all projects.
Reliability analysis, trade-offs, and tests are performed
by the project team under the supervision and control
of QA.
3.7.3 Q̲u̲a̲l̲i̲t̲y̲ ̲C̲o̲n̲t̲r̲o̲l̲ ̲(̲Q̲C̲)̲
This includes the establishment and control of general
QC procedures within the division and special QC procedures
for dedicated projects, and the establishment and control
of QC requirements relating to subcontractors and suppliers.
The QC function is in particular responsible for:
- Evaluation of quality control plans
- Evaluation of inspection plans
- Incoming inspection of parts and materials and
subcontractual items
- In-process inspection
- End-item acceptance test
- Shop procedures
- Control of special procedures
- Methology and calibration relating to test instrument
and tools
- Electrical and environmental tests
- Entrance control and cleanliness control of restricted
clean room areas
- Control of packing & shipping
- Trend reporting
- Quality audits
3.7.4 Q̲A̲-̲P̲o̲l̲i̲c̲y̲
The Quality Assurance Policy of the company is defined
in "Quality Assurance Policy" which is an internal
standard.
Based on this policy, the company has implemented a
standard QA-system which is fully compliant with "NATO
Quality Control System Requirements for Industry",
AQAP-1.
3.7.5 Q̲A̲-̲S̲y̲s̲t̲e̲m̲
The standard QA system comprises a series of functions
among which are:
o Q̲u̲a̲l̲i̲t̲y̲ ̲P̲l̲a̲n̲n̲i̲n̲g̲
At an early point in the contract performance,
the quality requirements are reviewed and a contract
related Quality Plan is established. This plan
is
based on the standard QA system but may contain
amendments or exemptions, if necessary. The plan
contains detailed scheduling of QA participation
in such activities like design reviews, factory
test, acceptance test, etc.
o D̲e̲s̲i̲g̲n̲ ̲C̲o̲n̲t̲r̲o̲l̲
The QA system provides strict control of all new
designs of both hardware and software. Design Reviews
are scheduled and performed and no design is released
for production/programming without proper approval.
o C̲o̲n̲f̲i̲g̲u̲r̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲C̲h̲a̲n̲g̲e̲ ̲C̲o̲n̲t̲r̲o̲l̲
A Configuration and Change Control system assures
that all necessary documentation is established
and baselined. Also software is placed under control
after programming and development test. The Change
Control is managed by a board with participation
of a customer representative, if required.
o W̲o̲r̲k̲ ̲I̲n̲s̲t̲r̲u̲c̲t̲i̲o̲n̲s̲
In all areas where necessary for quality, work
instructions and standards are established. Standards
define the required quality level and instructions
define processes needed to reach that level.
o I̲n̲s̲p̲e̲c̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲
Detailed procedures are established for Inspection
and Tests to be performed during development, production
and upon completion of the contract (acceptance
test).
o R̲e̲c̲o̲r̲d̲s̲
All inspection and test results - as well as any
other events significant for the documentation
of the product quality - are recorded and kept
in the QA files until completion of the contract.
3.8 C̲O̲N̲F̲I̲G̲U̲R̲A̲T̲I̲O̲N̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲
Configuration Management will benefit from the experience
gained on other major projects.
The Configuration Management function covers the following
areas:
o Organization
o Items under configuration control
o Configuration Identification
o Configuration Control
o Status accounting
o Configuration audit
The Configuration Management function is part of the
divisional configuration management section under Quality
Assurance. This organizational arrangement ensures
consistency in configuration management and documentation
control, although each project follows its own Configuration
Management Plan.
Christian Rovsing Configuration Management acts as
chairman of the Configuraton Control Board. All requests
for changes go through the CCB.
The following items are under Configuration Control:
o Specifications and Procedures
o Engineering Drawings
o Change Documentation
o Hardware and Software Items
All items released as part of the baseline configuration
as well as subsequent change documentation to these
items are identified for the purpose of Configuration
Control with one or more of the following numbers:
o Drawing or part number
o Revision number
o Serial number
o Specification description
o Change identification number
Configuration Control is divided into three major tasks:
o Change analysis
o Change classification
o Approval of changes
The Configuration Control Board (CCB) is involved in
all areas.
The Configuration Status Accounting function records
and maintains the informaton and documentation required
by configuration control management. It includes listings
of approved engineering documentation, status reports
of proposed changes, and implementation status of approved
changes.
The Physical Configuration Audit (PCA) is the formal
examination of the as-built version of a configuration
item against its technical documentation in order to
establish the Configuration Item's product baseline.
The Functional Configuration Audit (FCA) is the verification
of the completion, or extent of completon, of all tests
required by development specifications.
The Configuration Management function gets involved
in updating of the PIP and other plans of the project
by the fact that DATA MANAGEMENT is handled by configuration
control.
The changes are normally initiated through the project
office but controlled by Configuration Management.
3.9 C̲O̲N̲T̲R̲A̲C̲T̲S̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲&̲ ̲A̲D̲M̲I̲N̲I̲S̲T̲R̲A̲T̲I̲O̲N̲
Contracts Management and Administration is a staff
function within the division providing support services
to the Project Manager.
The function is responsible for the following:
o Contract terms and conditions in relation to the
customer
o Contract terms and conditions for purchase orders
on sub-contractors and suppliers of standard equipment
and supplies
o Project budgets
o Invoicing
o Settlement of suppliers and sub-contractors
o Finance
o Cost control
The function is required to keep such cost and accounting
records as are required to perform audit consistent
with Danish law and according to the terms and conditions
of the contract.
The function is responsible for the conversion of all
capacity and other budgets and plans into economic
terms permitting the safe establishment of rolling
budgets and long range financial forecasts.
3.10 P̲R̲O̲B̲L̲E̲M̲ ̲R̲E̲C̲O̲G̲N̲I̲T̲I̲O̲N̲ ̲&̲ ̲R̲E̲S̲O̲L̲U̲T̲I̲O̲N̲
3.10.1 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲
From project start to start of acceptance test the
exchange of information between the Project Manager
and the customer is performed via:
- regular meetings
- progress reports, and
- telexes, letters, and telephone
The information to be exchanged makes it possible for
the customer to monitor the project and continually
to be kept informed about the status of the product
and thus enables the customer to intervene if some
deficiencies which might not be covered by the specification
are foreseen.
In case that such deficiencies should occur, these
are handled as Change Requests, which are acted upon
by the Project Manager specifying the cost and schedule
impact that the change might create.
However, in case that the Project Manager recognizes
that a specific requirement cannot be fulfilled within
the frame of the project he immediately informs the
customer and includes suggestions for the solution.
3.10.2 M̲e̲e̲t̲i̲n̲g̲s̲
During the period of design, development, and implementaton
regular meetings are held between the customer and
the Project Manager. Discussions at these meetings
deal with the concept of the equipment, the various
solutions affecting the operation, and possible modificaitons
and changes, which are requested during the period.
In order to achieve a minimum response time in decision,
the mutual agreeable changes and conclusions obtained
during these meetings automatically form part of the
work statement and the specification.
3.10.3 R̲e̲p̲o̲r̲t̲i̲n̲g̲
The reporting by the Project Manager consists of:
- progress reports
- minutes of progress meetings with the Project Team
- minutes of other relevant meetings and
- other documents associated with the control, the
test and the delivery of the product.
Progress Reports describing all activities regarding
design, manufacturing and management are submitted
at regular intervals according to negotiation between
Christian Rovsing and the customer.
The contents of Progress Reports are typically as follows:
o Technical Status
- Technical Summary
- Assembly Level Progress Report
o Outstanding problems
o Quality Assurance Status
o Schedule Status & Report
o List of documents received and submitted within
the reporting period
o Action Item List
The scheme presented above has been used successfully
on other projects including development efforts.
3.10.4 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
Whenever internal problems and deviations are ascertained
the Project Manager refers the matter to the party
responsible.
The Project Manager takes action if responsibility
for the problem discovered is difficult to place.
Questions relating to the financial and economic schedules
of the project re-referred by the Project Manager to
Contracts Management for consideration.
QA problems within production are referred to the Project
Manager.
3.10.5 C̲u̲s̲t̲o̲m̲e̲r̲/̲C̲o̲m̲p̲a̲n̲y̲ ̲C̲o̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲
Possible problems which may arise and which require
customer action are reported directly to the customer
by telex for necessary follow-up and action, whatever
the case may be.
4̲ ̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲I̲M̲P̲L̲E̲M̲E̲N̲T̲A̲T̲I̲O̲N̲ ̲P̲L̲A̲N̲
4.1 W̲O̲R̲K̲ ̲B̲R̲E̲A̲K̲ ̲D̲O̲W̲N̲ ̲S̲T̲R̲U̲C̲T̲U̲R̲E̲ ̲(̲W̲B̲S̲)
Overleaf Figure III-4.1-1 shows the initial WBS of
activities for the EDPF project.
The WBS gives an overview of the activities involved
and indicates the milestones where progress is monitored.
A detailed WBS will be established at the start of
the program. The higher level activities and associated
work package descriptions will be established as part
of the contract. The WBS will be implemented in an
integrated computer system which provides plot of bar
charts and activity networks.
Figure III-4.1-1
5̲ ̲ ̲C̲O̲R̲P̲O̲R̲A̲T̲E̲ ̲H̲I̲S̲T̲O̲R̲Y̲ ̲&̲ ̲O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲
5.1 C̲O̲M̲P̲A̲N̲Y̲ ̲B̲A̲C̲K̲G̲R̲O̲U̲N̲D̲
Christian Rovsing is the fastest growing, high-technology
computer and aerospace electronics company in Denmark.
Founded 18 years ago, Christian Rovsing and its subsidiaries
currently employ over 600 people. In recent years,
the company's growth rate has approach 30% annually,
due in large measure to its advanced, high-technology
"CR80 Computer" product line and the excellence of
its design and systems oriented technical staff.
Around 1971, a deliberate commitment was made by the
company to devote its resources to the European space
programme. It has since participated in most of the
major ESA programmes. Successful participation in these
programmes has broadened the company's resources, The
high degree of performance which these programmes demand
has been met by applying up-to-date technology, specialised
hardware and software engineering expertise, and modern
management methods.
The experience gained from engagement in the European
space programme was an important factor in winning
a contract with Delco Electronics Inc. to co-produce
their Fire Control Computer as part of the 4-nation
European F-16 Programme. The Fire Control Computer
is the only "end-item" co-produced in Denmark and is
delivered directly to the F-16 assembly lines in Europe
or the U.S.A.
Fron the design and production switching power supplies
from the European space programme we have developed
an advanced technology and sophisticated design philosophy
which can be applied to the solution of complex power
supply problems. Several patents are held by the company
relating to power supply circuit design.
In the mid-seventies the company decided to enter the
data communications market. It has since participated
in critical computer communications-oriented programmed
undertaken by both commercial and defence customers.
Christian Rovsing believes that it has available exceptional,
professional talent dedicated to advanced electronics
techniques. Furthermore, the company excels in applying
current technology to modular equipment design, and
has no outdated product lines to support.
In short, Christian Rovsing has now acquired extensive
experience in the design, development and manufacture
of computer and aerospace electronics.
Billed af CR A/S inds`ttes
5.2 C̲O̲M̲P̲A̲N̲Y̲ ̲O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲
Christian Rovsing was founded in 1963. In the first
year the company worked mainly in a consulting and
advisory capacity within the EDP field. Activities
developed strongly in the first year, and the business
gradually changed character from consultant to supplier
of EDP systems.
Around 1970, with 70 employees, the company was organised
into an EDP division and an electronics division. Today,
the company employs over 500 people and has an annual
turnover of approx. 150 million Kroner ($22 mio) -
1980.
Christian Rovsing is wholly owned by Danish nationals
and conducts its business without the aid of public
funds and is independent of foreign capital. For information,
the company annual report is available on request.
Management of the Company is in the hands of Messrs.
Christian F. Rovsing, Claus Jepsen and Lars Stig Nielsen.
Mr. Rovsing is the President and the founder of the
company. He is a member of many government and industrial
committees as well as professional societies related
to research and data processing.
COMPANY organization
Christian Rovsing has a plan of organization corresponding
to the two main fields in which the company operates:
o Data Processing
o Electronics
As can be seen from the organization chart there are
today three major divisions within the company.
o Data Processing Division
o Electronics Division
o Systems Division
and three wholly owned subsidiaries:
o Christian Rovsing Corporation in Los Angeles, California
supports the mother company in major contracts
with North American customers and has its own software
development centre.
o Christian Rovsing International located in Copenhagen
delivers computer systems for communication nets
and process control, and contract staff to large
international customers.
o CR Card System located in Copenhagen delivers electronic
systems for the automation of gas (petrol) stations.
The Data Processing Division is located in 5,000 sq.
metre leased facility in Herlev, near Copenhagen.
The Electronics and Systems Divisions are based in
a newly constructed 12,000 sq. metre facility in Ballerup,
also near Copenhagen.
The Administration and General Management are located
in Ballerup facility.
The Ballerup location houses development laboratories,
the main production and test department, a model shop
and special "clean room" facilities for the production
of space qualified hardware.
A separate dedicated facility has also been established
for the co-production of the airborne FCC computer
for the European F-16 programme. It is located about
10 Km from the main Ballerup facility.
5.3 E̲L̲E̲C̲T̲R̲O̲N̲I̲C̲S̲ ̲D̲I̲V̲I̲S̲I̲O̲N̲
The Electronics Division develops and manufactures
electronic products based on both digital and analogue
technology.
The Electronics Division has overall responsibility
for the CR80 Product Line. The division consists of
Hardware Engineering, System Software, Production,
Aerospace Systems Department and a Product Development
Support group.
Hardware Engineering develops all modular elements
of the CR80 including CPU's, memories, data exchanges,
and peripherals. A specialised group, Microprocessor
System, is dedicated to the application of LSI to elements
of the distributed architecture of the CR80. Advanced
engineering projects are also assigned to this department.
An example is the DORA project, a computer-controlled
system for the compilation, editing and operation of
Radio Denmark's TV news and sports service.
System Software, as the name implies, develops and
releases standard software for the CR80 product line.
In addition to operating systems, file management,
diagnostics, compilers, and utility programmes, this
division supports custom applications with on-line
operational programmes.
The Production Department controls the efficient production
of CR80 computers and associated equipment. Production
capacity is currently has been expanded from 300 CR80
computers per year towards 1000 per year by the end
of 1981.
The Aerospace Systems Department is responsible for
the design and development of space/flight electronics
and switched power electronics. Our company is a qualified
supplier for flight hardware for spacecraft and launchers
to the European Space Agency and we are currently producing
equipment for 12 satellites and the ARIANE launcher
in our clean-romm facilities.
Product Development and Support specializes in the
design of OEM equipments, adapting CR80 computer hardware
to interface with other manufacturer's systems. The
department includes LSI custom design facilities. It
is currently engaged in the design and marketing of
self-contained microcomputer system for industrial
alarm and process control applications.
ELECTRONICS DIVISION
As with other divisions, a separate Quality Assurance
group reports directly to top-level management. It
monitors hardware reliability and maintainability as
a continuous effort.
5.4 S̲Y̲S̲T̲E̲M̲S̲ ̲D̲I̲V̲I̲S̲I̲O̲N̲
The Systems Division was structured late in 1979. Systems-related
activities were consolidated tio improve the handling
of large, integrated hardware/software data communications
programmes. The division is organised on a project
basis including CAMPS and FIKS. Each major project
is under the cognizance of a Project Office with total
system responsibility and control authority to co-ordinate
in-house activities; and, to provide close liaison
with the customer throughout the duration of the Project.
Projects are supported by the Integrated Logstics Department.
Its services include site surveys, installation, training,
documentation, spares and other support.
Advanced system development projects are assigned to
the Computer Systems Engineering group. Current projects
include ground based remote sensing satellite image-data
handling systems and miscellaneous consulting services.
The Systems Division is also responsible for contract
performance in conjunction with Danish Industrial Group
One on the production and delivery of some 400 mil-qualified
computers for the F-16 project. A complete computer
is produced each workday.
Quality Assurance reports directly to top-level management.
Emphasis is placed on the quality of the hardware and
of the software both of which affect system performance.
SYSTEMS DIVISION
5.5 D̲A̲T̲A̲ ̲P̲R̲O̲C̲E̲S̲S̲I̲N̲G̲ ̲D̲I̲V̲I̲S̲I̲O̲N̲
The Data Processing Division employs about 150 people,
of whom 80 work within the data service bureau - Christian
Rovsing Data Services, CRDS.
CRDS is one of Denmark's largest service bureaux utilizing
two IBM-370's and two Burroughs-6700's at its central
computer installation. Access to the service bureau
is via several hundred direct and dial up lines forming
a large private network which stretches from Oslo and
Stockholm in the north via Copenhagen to Frankfurt
and Vienna in the south.
The division has a separate consulting department which
gives assistance to clients outside CRDS.
This department advises on the application of data
processing to organizations, and work on systems development
and programming for both technical and administrative
business.
The Technical Computer Applications department employs,
almost exclusively, engineers and software specialists
and works with projects in data-communications, automation
and process control, and medical systems.
The Business Systems department delivers small computer
based business systems for inventory control, wage
and salary control, accounting systems, etc.
Many projects within the Data Processing Division are
carried out in co-operation with other suppliers, whereby
the customer can be offered complete turn-key systems.
DATA PROCESSING DIVISION
5.6 P̲E̲R̲S̲O̲N̲N̲E̲L̲ ̲&̲ ̲F̲A̲C̲I̲L̲I̲T̲I̲E̲S̲
5.6.1 E̲m̲p̲l̲o̲y̲e̲e̲ ̲P̲r̲o̲f̲i̲l̲e̲
The company and its subsidiaries employs over 600 persons.
Approximate staffing levels by functional groupings
are as follows:
o Engineering and/or Scientific Professionals
240
o Technicians
130
o Assembly/Production Workers
70
o Q.A. & Inspection
15
o Administrative and clerical
160
5.6.2 F̲a̲c̲i̲l̲i̲t̲i̲e̲s̲
The company has 2 major facilities:
o A 5500 sq. metre (59,000 sq.ft.) leased facility
in Herlev, near Copenhagen.
o A 12000 sq. metre (128,500 sq.ft.) wholly owned
facility in Ballerup near Copenhagen.
A separate, dedicated facility (1,000 sq. m./10,700
sq.ft.) has been established for the co-production
of the F-16 FCC (computer). This facility is located
in Valby, which is about 10 Km from Ballerup.
Approximate break-down of floor area by function in
the 2 major facilities is as follows:
C̲a̲t̲e̲g̲o̲r̲y̲ S̲q̲.̲ ̲M̲e̲t̲r̲e̲s̲ S̲q̲.̲
̲F̲t̲.̲
o General Manufacturing 2,500 26,900
o "Space Qualified"
clean room 200 2,200
o Test & Integration areas 2,500 26,900
o Laboratories 3,000 32,000
o Other 9,300 99,500
5.7 E̲X̲C̲E̲R̲P̲T̲S̲ ̲F̲R̲O̲M̲ ̲C̲H̲R̲I̲S̲T̲I̲A̲N̲ ̲R̲O̲V̲S̲I̲N̲G̲ ̲1̲9̲8̲0̲ ̲A̲N̲N̲U̲A̲L̲ ̲R̲E̲P̲O̲R̲T̲
1980 was a year of continued expansion. Sales increased
to Dkr. 144.8 million from 106.4 million in 1979, a
rise of 36 per cent. 1980 thus became the seventh year
in succession showing a rise in sales of more than
20 per cent.
Consolidated net profit amounted to Dkr. 5.9 million.
At Dkr. 60.4 million exports accounted for more than
40 per cent of sales.
o S̲t̲a̲t̲e̲m̲e̲n̲t̲ ̲o̲f̲ ̲I̲n̲c̲o̲m̲e̲ ̲(̲0̲0̲0̲,̲0̲ ̲D̲k̲r̲.̲)̲
1980
1979
Export sales 60,375 42,472
Home market sales 84,465 63,925
Total Turnover 144,840 106,397
Expenditure:
Materials, wages etc. 140,294 96,074
Depreciation 4,531
4,052
Interest (Income) (3,720)
131
Operational result 3,735
6,140
Result, subsidiary
companies 2,192
162
Net result 5,927
6,302
o B̲a̲l̲a̲n̲c̲e̲ ̲S̲h̲e̲e̲t̲ ̲(̲0̲0̲0̲,̲0̲ ̲D̲k̲r̲.̲)̲
1980
1979
A̲s̲s̲e̲t̲s̲:̲
Available assets 149
97
Accounts receivable 66,193 24,656
Work in progress,
inventory 13,888
8,743
Fixed assets 30,575 14,513
Total assets 110,805 48,009
L̲i̲a̲b̲i̲l̲i̲t̲i̲e̲s̲:̲
Payable & prepayments 64,246 14,741
Taxes payable 3,560
1,801
Bank Loans etc. 25,577 19,972
Total liabilities 93,383 36,514
Own capital: 17,422 11,495
Specified as follows:
Share capital 2,000
2,000
Statutory reserve funds 500
500
Extra reserves 200
200
Reserves funds 14,722
8,795
o K̲e̲y̲ ̲F̲i̲g̲u̲r̲e̲s̲ ̲(̲0̲0̲0̲,̲0̲ ̲D̲k̲r̲.̲)̲
1977 1978 1979 1980
Turnover 66,210 86,010 106,397 144,840
Operational
result 1,871 2,120 6,302 5,927
Number of
employees
(average) 226 285 334 431
Total assets 24,144 36,073 53,824 110,805
Own capital 3,187 5,193 11,495 17,422
Picture of Production Assembly
