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DEFENSE DATA COMMUNICATIONS 1982-03-31
CHRISTIAN ROVSING A/S Page #
V̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲I̲M̲P̲L̲E̲M̲E̲N̲T̲A̲T̲I̲O̲N̲ ̲A̲T̲
C̲H̲R̲I̲S̲T̲I̲A̲N̲ ̲R̲O̲V̲S̲I̲N̲G̲ ̲A̲/̲S̲
P̲R̲O̲J̲E̲C̲T̲ ̲I̲M̲P̲L̲E̲M̲E̲N̲T̲A̲T̲I̲O̲N̲
1. OVERALL PROJECT APPROACH
Christian Rovsing A/S has significant experience as
a participant in major aerospace and defense projects,
and a procedural framework for management, planning,
and implementation has been established. The highlights
of this approach are:
o Reliable, off-the-shelf equipment utilizing the
latest technology.
o Effective management controls and reporting procedures.
o A realistic implementation and support plan to
ensure operational capability within schedule.
In its management and implementation plan, Christian
Rovsing A/S has combined a total systems approach with
advanced business and financial techniques. This approach
ensures that the total scope of the effort is identified,
defined, analyzed, and will be responded to in accordance
with the requirements of the project.
For each project undertaken, Christian Rovsing A/S
will dedicate all required resources, assign highly
qualified personnel, and maintain managerial and technical
continuity - through all phases until the successful
completion of the contract.
In the sections to follow, you will find described
the elements of a Project Implementation Plan, Project
Management and Control, System Engineering and Quality
Assurance. After that details of Logistics Support
are presented: These includes Installation and Site
Preparation, Maintenance and Field Support, and Training
and Documentation.
2. PROJECT IMPLEMENTATION PLAN
At Christian Rovsing A/S, the Project Implementation
Plan (PIP) is the management tool which is used to
describe all significant aspects of a project - see
fig. 1. The PIP establishes a firm baseline for all
project activities; project status, progress and performance
can be evaluated and controlled by means of this baseline.
Therefore, the PIP has a well defined structure, and
each section identifies the activity, its organization
and operating procedures. Each activity is placed in
a schedule network - consistent with a master schedule
- and the relation to other activities is shown. Documentation
produced by the activity is listed, and a cross-reference
with contractual items is made for accountability of
deliverable items and unique requirements.
2.1 WORK BREAKDOWN STRUCTURE.
A Work Breakdown Structure (WBS) is created by dividing
all aspects of the project into major tasks. For each
of the major tasks a further breakdown is generated
detailing hardware, software and support tasks. The
WBS consists, therefore, of a family tree of hardware,
software, services and tasks organized to define and
display the work to be accomplished for successful
implementation of a project - see fig. 2. As a planning
tool, it defines the Work Packages (WP) for planning,
scheduling and cost control.
Changes to a WBS are controlled by the configuration
management staff, and approved project changes are,
therefore, reflected in the baseline WBS.
FIGURE 1
PROJECT IMPLEMENTATION PLAN
Covering all aspects of a project
FIGURE 2
WBS STRUCTURE
program control aided by low-level, detailed work package
3. PROJECT MANAGEMENT
Based on experience at Christian Rovsing A/S, the overview
of management tasks shown in fig. 3, presents the most
significant activities usually encounted. In this figure,
key managers and support functions are identified,
and the principal tasks assigned to project office
staff are delineated.
The project office, under the direction of the Project
Manager, is responsible for the overall conduct of
a project. Included in the project office are a System
Engineering Manager, Operation Manager and Logistic
Manager supported by Quality Assurance personnel and
a Contracts Administrator. The principal responsibilities
of the project staff are outlined below.
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 on-- time performance, Technical
cognizance of design and development and control of
production, test integration and support activities.
The Project Manager reports directly to 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 A/S.
E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ A senior systems engineer, with
a complete understanding of the technical implications
of top-level system specifications, is responsible
for the ultimate technical performace and compliance
of installations. He provides the correct technical
interpretation of all requirements. He plans, directs,
monitors, audits and controls the design, development,
testing, installation and cut-over of a system with
regard to all technical aspects. He provides the technical
liaison with the customer, with in-house development
and production groups, and with sub-contractors and
suppliers.
O̲p̲e̲r̲a̲t̲i̲o̲n̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ This manager provides 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 assess the status and quality of production
during implementation.
L̲o̲g̲i̲s̲t̲i̲c̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ The installation and site support
tasks are combined under one manager. The Logistics
Manager is responsible for site surveys, delivery and
installation, training, maintenance, spares, documentation
and site support. Logistic support tasks are carried
out by staff from the Integrated Logistics Support
Department of Christian Rovsing A/S.
Q̲u̲a̲l̲i̲t̲y̲ ̲A̲s̲s̲u̲r̲a̲n̲c̲e̲ ̲a̲n̲d̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲A̲d̲m̲i̲n̲i̲s̲t̲r̲a̲t̲i̲o̲n̲ are
divisional staff functions performed for all projects.
Intensive support is given during start performed up
and critical phases and continues throughout the project.
Figure 3
PROJECT MANAGEMENT TASKS
overview based on extensive experience with complex programs
3.1 OPERATING PROCEDURES
Formal operating procedures and proven management methods
are used by the Project Office to control projects.
Management procedures define the methods used within
Christian Rovsing A/S for planning, work assignment,
monitoring and coordination of activities within a
project.
The Project Office and its staff operate within these
well-established procedures and are responsible for:
P̲l̲a̲n̲n̲i̲n̲g̲:̲ Evaluation of contract require-
ments and allocation of work to
the various functional depart-
ments.
Work
A̲s̲s̲i̲g̲n̲m̲e̲n̲t̲s̲:̲ Issuance of work statements,
specifications, budget and
schedule requirements.
M̲o̲n̲i̲t̲o̲r̲i̲n̲g̲:̲ Periodic review of technical
schedules and cost performance,
applying program control through
budget authorization.
C̲o̲-̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲:̲ Co-ordination of all project ac-
tivities between operating de-
partments.
Internal management cost/schedule procedures produce
valid, auditable and timely performance reports. Variances
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 by
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 management.
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 among operating
departments after contract award. Work authorizations
are timephased based on schedule constraints. Internal
budget allocations allow for the retainment of funds
for contingencies and unforeseen efforts.
All detailed packages - identified and assigned from
a WBS - are defined by a statement of work, schedule,
and budget, thus establishing a performance measurement
baseline.
3.2 COST CONTROL
The Project C̲ost and S̲chedule C̲ontrol S̲ystem (CSCS)
applied by Christian Rovsing A/S 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 the manager of each function.
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)
that a SWP defines. WP's are the units of effort/tasks
from which project schedule and cost performance
are monitored. As a guideline, each WP should not
to exceed a 3 month duration from start to completion.
The total effort is not to exceed 6 man-months.
Reporting by SWP-Managers on progress, i.e. degree
of completion and effort spent on the WP-level, takes
place monthly. These reports can give early warnings
of both schedule delays and cost overruns, and thus
serve a dual purpose.
The overall impact of a threatening delay in completion
of a WP is judged from Tracking Forms which easily
identify the interrelations between SWP's in terms
of due dates for input necessary for on-time performance.
The impact of a threatening cost overrun is judged
from regular quarterly as well as ad hoc project budget
revisions-taking into account both cost-to-date and
the latest estimates of cost for completion. The computerized
processing of these data ensures up-to-date information.
By constantly monitoring schedule and cost performance
from a single source of informtion, i.e. the SWP-managers
monthly reporting, the CSCS applied by Christian Rovsing
A/S ensures consistency in the information. This aides
to identify problem areas and guides in subsequent
corrective action.
3.3 CONTRACTS MANAGEMENT AND ADMINISTRATION
Contracts Management and Administration is a divisional
staff function providing support services to the Project
Manager.
The function is responsible for:
o Contract terms and conditions in relation to the
customer or prime contractor.
o Contract terms and conditions for purchase orders
to sub-contractors and suppliers of standard equipment
and supplies:
- Project budgets
- Invoicing
- Settlement with suppliers and sub-contractors
- Finance
- Cost control
The function is required to keep such cost and accounting
records as are required to perform audits 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.
4 SYSTEM ENGINEERING PROCEDURE
A product, in the context of the Systems Division at
Christian Rovsing A/S, is the result of integration
of hardware and software elements, where the hardware
and software elements and their integration have been
achieved by following a detailed system engineering
procedure. In the sections to follow, system engineering,
hardware, software and system integration will be discussed
in terms of their relationship to a final product.
4.1 SYSTEM ENGINEERING
Christian Rovsing A/S has the necessary know-how and
experience to take responsibility for all major tasks
of system engineering, i.e.:
- Requirements Specification
- Design Specification
- Reliability
- Quality Assurance and Configuration Management
- Testing
- Technical Coordination
4.1.1 REQUIREMENTS SPECIFICATION
As the first task in the development of a system product,
all requirements are identified; this provides the
baseline for design procedures and acceptance testing.
4.1.2 DESIGN SPECIFICATION
The design specification describes how requirements
are to be implemented; it shows - point for point -
where in the system each requirement is implemented.
4.1.3 RELIABILITY
A reliability analysis and trade-off is performed to
achieve a system design that ensures a required level
of availability.
4.1.4 QUALITY ASSURANCE AND CONFIGURATION MANAGEMENT
To ensure that required levels of quality are met,
from initial design through ensuring changes until
final acceptance, quality assurance and configuration
management functions are carried out by impartial staff
reporting to a Quality Assurance Manager responsible
for all QA tasks within Christian Rovsing A/S. These
functions are described in detail in section 5.
4.1.5 TESTING
Subsequent to the design specification, a test plan
and procedure is specified. Examples of typical tests
are:
- factory qualification test
- factory post-production test
- preliminry site acceptance test
- net test for integration with other systems or
sites
- final acceptance test
4.1.6 TECHNICAL COORDINATION
Staff at Christian Rovsing A/S have acquired significant
experience in development of complete system products
and are familiar with the means of technical coordination
that are required such as design reviews and progress
meetings as well as day-to-day communication with customers,
sub-contractors and suppliers.
4.2 HARDWARE
All hardware items are off-the-shelf, NATO qualified
units. However, the flexibility of the modular design
allows hardware to be delivered to meet a wide range
of requirements with respect to memory capacity, computational
speed, fault tolerant operation and expandability.
Hardware design is documented by:
- a system level equipment specification
- equipment product specifications
- equipment data sheets
- logic and wiring diagrams
4.3 SOFTWARE
All software is well documented and in accordance with
NATO Allied Command Europe (ACE) documentation standards.
The Advanced Multi-Processor Operating System (AMOS)
is the standard operating system for unmapped, single
or dual multi-processor configurations; there are up
to 4 CPUs and 512 Bytes of memory in unmapped multi-processor
systems.
The Distributed Advanced Multi-Processor Operating
System (DAMOS) is the standard operating system for
mapped, virtual memory multi-processor configurations;
these configurations range from a single multi-processor
system with up to 5 CPUs and 32 mega-bytes of memory
to a fault-tolerant system with as many as 16 multi-processors
interconnected through a 512 megabit/sec. message transport.
Both operating systems support assembler, SWELL (a
high-level programming language that provides register
specific data manipulation) Pascal and Cobol. Fortran
77 and ADA will be supported in the near future.
In addition to application functions, programmed in
the forementioned languages, a full range of support
software for input/output, file manipulation editing
and debugging is provided.
4.4 SYSTEM INTEGRATION
System integration is facilitated by making all software
coding, i.e. project-specific software, contingent
upon acceptance of a detailed design software design
specification. Each software module is then unit-tested
before SW/HW integration is attempted. After integration
at the factory, the system is pre-tested before formal
acceptance testing is begun. In this way a customer
is presented a truly finished product when acceptance
testing starts.
5. QUALITY ASSURANCE (QA)
A Quality Assurance Manager (QAM) is responsible for
all QA tasks within Christian Rovsing A/S. The company
has developed its own internal standard - "Christian
Rovsing A/S Quality Assurancy Policy", and the company's
QA system is fully compliant with "NATO Quality Control
System Requirements for Industry", AQAP-1.
Principal QA tasks are:
o Quality Control (QC) - establishment and control
of company QC procedures and project dedicated
QC procedures as well as requirements to sub-contractors
and suppliers; to ensure that a product meets quality
requirements.
o Configuration Control - ensures that the product
as-built meets design and test requirements as
specified; more details of configuration control
and management are given in the next sub-section.
o Reliability - supervision and control, analysis,
trade-offs, and testing; to ensure that availability
requirements are met.
o Parts and Material Procurement - vendor evaluation
qualification, pruchasing and receiving inspection.
o QA System - series of functions to effect quality
assurance; key functions are:
o Quality Planning with detailed scheduling of design
reviews, factory tests, acceptance tests, etc.
o Design Control to review all new designs of both
hardware and software; no design can be released
for production or programming without proper approval.
o Configuration and Change Control to ensure meeting
baseline requirements in the course of changes.
o Work Instructions to define procedures to be followed
to achieve required levels of quality.
o Inspection and Test procedures to be performed
during development, production and delivery of
product.
o Records to document all inspection tests and results
as well as any other events related to product
quality.
5.1 CONFIGURATION MANGEMENT
The configuration management function is performed
by staff of the Quality Assurance Section with divisional
responsibility for configuration management. For each
project, however, an individual Configuration Management
Plan is prepared. This organizational arrangement provides
consistency from project to project, ensuring that
the benefits of experience are passed on while taking
into account the individual demands of each project
and customer.
Major functions of configuration management are:
o Configuration Identification
o Configuration Control
o Status Accounting
o Configuration
o Configuration Auditing.
Configuration Identification of all items released
as part of the baseline configuration as well as subsequent
change documentation to these items is accomplished
by identifying numbers. Examples of identifying numbers
are:
- drawing or part number
- revision number
- serial number
- specification description number
- change identification number.
Configuration Control of project office initiated changes
is ensured by a Configuration Control Board (CCB) which
includes project relevant experts and which is chaired
by the configuration management staff member responsible
to the project. The CCB is responsible for analysis,
classification and approval of changes to:
- specifications and procedures
- engineering drawings
- hardware and software
- documentation.
Configuration Status Accounting catalogues the information
and documentation required for configuration control.
Examples are:
- approved engineering documentation
- status reports of proposed changes
- implementation status of approved changes.
Configuration Auditing provides the results of formal
examination of the configuration. A Physical Configuration
Audit (PCA) compares the as-built version of a configuration
item with the items technical documentation to establish
whether the item meets the product baseline. A Functional
Configuration Audit (FCA) verifies if the configuration
meets all tests required by development specifications.
