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Notes: PC PROJECT IMPLEMENTATION
Names: »2006A «
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PROTOCOL
CONVERTER
PROJECT
IMPLEMENTATION
PLAN
…02……02…PC
A̲ ̲P̲ ̲P̲ ̲E̲ ̲N̲ ̲D̲ ̲I̲ ̲X̲ ̲ ̲ ̲F̲
̲P̲R̲O̲J̲E̲C̲T̲ ̲I̲M̲P̲L̲E̲M̲E̲N̲T̲A̲T̲I̲O̲N̲ ̲P̲L̲A̲N̲
1. S̲C̲O̲P̲E̲
This document specifies the Management Plan for the
CAMPS/SCARS/WWMCCS Protocol Converter Project, hereinafter
referred to as PC.
2. P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲&̲ ̲O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲
2.1 O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲
A decicated Project Office will be established within
the Systems Division - see Fig. 2.1.
The 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 project is to be provided
by an administratively distinct Project Office. It
will operate under a Project Manager whose sole responsibility
will be the management of the PC project. The Project
Manager will be the prime interface between Christian
Rovsing A/S and Shape.
The Project Manager will also undertake the tasks of
Engineering Management, Operations Management and be
supported by the Logistics Manager. Fig. 3.1-2 depicts
the project management task structure.
Within the supporting functional departments PC activities
will be assigned as project entities.
The site installations, provisioning, documentation,
training and field support aspects of the PC will be
planned and coordinated by the Logistics Manager supported
by the Logistics Support staff of Christian Rovsing
A/S.
The Project Office will establish the baseline for
work breakdowns, specifications, schedules and budgets;
it will monitor variances and initiate correctve action.
fig. 2-1.
fig. 2-2.
2.2 S̲T̲A̲F̲F̲I̲N̲G̲
The following is a list of staff for key positions
on the PC project:
Project/Engineering/Software Manager: TBD
Logistics Manager: Ole Eskedal
Site Installation Manager: Kurt Mikkelsen
Documentation and Training Manager: Ole Ren} Petersen
2.3 P̲R̲O̲J̲E̲C̲T̲ ̲I̲M̲P̲L̲E̲M̲E̲N̲T̲A̲T̲I̲O̲N̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲S̲
The Project Implementation Plan, PIP, will establish
a firm baseline for all activities against which status,
progress and performance can be evaluated and controlled.
PIP will be used as a management tool to provide visibility
and control of the project. It describes the schedule,
performance control system, the detailed Work Breakdown
Structure (WBS), the project administration, the interfaces
with Shape and other aspects of the project.
The PIP will have a well defined structure. Each section
will identify the activity, its organization and operating
procedures. A Work Breakdown Structure, 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.
2.3.1 T̲o̲p̲-̲L̲e̲v̲e̲l̲ ̲W̲o̲r̲k̲ ̲B̲r̲e̲a̲k̲d̲o̲w̲n̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲ ̲(̲W̲B̲S̲)̲
The WBS will be the framework for establishing work
packages, schedules and budgets for managing the project
and will provide the baseline for performance evaluation.
A project tasks overview is shown in Fig. 2.3-1.
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. Combined with
the master schedule milestones for engineering, operations
and logistics, the WBS will become the system-level
plan.
Project Management is the first task described by the
tasks overview in figure 2.3-2.
fig. 2.3-1.
fig. 2.3.-2.
The tasks of the main management functions are breifly
outlined below:
M̲P̲F̲ ̲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.
E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲ ̲M̲a̲n̲a̲g̲e̲r̲. The systems engineer will be
responsible for the ultimate technical performance
and compliance of the installations. He provides the
correct technical interpretation of all the requirements.
He plans, directs, monitors, audits and controls the
design, development, testing, installation and cut-over
of the PC with regard to all technical aspects. He
provides the technical liaison with Shape and with
the in-house development and production groups. This
position wil be filled by the Project Manager.
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 the production during implementation. The position
will be filled by the Project Manager.
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 A/S.
Q̲u̲a̲l̲i̲t̲y̲ ̲A̲s̲s̲u̲r̲a̲n̲c̲e̲ and C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲A̲d̲m̲i̲n̲i̲s̲t̲r̲a̲t̲i̲o̲n̲ are
corporate staff functions carried out for all projects.
Intensive support will be given during start up and
critical phases and will continue throughout the duration
of the project.
2.3.2 O̲p̲e̲r̲a̲t̲i̲n̲g̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲
Formal operating procedures and management methods
will be used by the Project Office to control the project.
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 operates within these well-established
procedures and is responsible for:
P̲l̲a̲n̲n̲i̲n̲g̲: Evaluation of contract requirements
and allocation of work to the
various functional groups.
W̲o̲r̲k̲ ̲A̲s̲s̲i̲g̲n̲m̲e̲n̲t̲: Assurance of work statements,
specification, budgets and schedule
requirements.
M̲o̲n̲i̲t̲o̲r̲i̲n̲g̲: Periodic review of technical schedule
and cost performance applying
programme control through budget
authorization.
C̲o̲-̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲: Co-ordination of all project activi-
ties between operating departments.
Internal management procedures have been developed
as a practical cost/schedule control system which 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 through
periodic design reviews with hardware and software
engineering staff.
The primary management controls are based on a WBS,
master schedule and budget. Firm baselines established
early in the project provide the basis for management;
see Fig. 2.3-3.
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.
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
authorizations are timephased based on schedule contraints.
All detailed packaged identified and assigned from
the WBS are defined by an internal statement of work,
schedule, and budget thus establishing a performance
measurement baseline.
fig. 2.3-3.
2.3.3 C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲&̲ ̲A̲d̲m̲i̲n̲i̲s̲t̲r̲a̲t̲i̲o̲n̲
Contracts Management and Administration is a staff
function within the company providing support 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.
2.3.4 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲ ̲&̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
2.3.4.1 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲
From project start to start of acceptance test the
exchange of information between the Project Manager
and Shape is performed via:
- regular meetings
- progress reports, and
- telexes, letters and telephone.
The information to be exchanged makes it possible for
Shape to monitor the project and product and thus enables
Shape 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 a s 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 Shape
and includes suggestions for the solution.
2.3.4.2 M̲e̲e̲t̲i̲n̲g̲s̲
During the period of design, development and implementation
regular meetings are held between Shape and the Project
Manager at the contractors factory in Ballerup. Discussions
at these meetings deal with the concept of the equipment,
the various solutions affecting the operation, and
possible modifications 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.2.3.4.3
R̲e̲p̲o̲r̲t̲i̲n̲g̲
The reporting by the Project Manager consists of:
- progress reports
- minutes of progress meetings.
Progress Reports describing critical activities regarding
design, manufacturing and management are submitted
at monthly intervals.
The contents of Progress Reports are typically as follows:
o Technical Status
o Problems Outstanding
o Schedule Status & Report
o List of documents received and submitted within
the reporting period
o Action Item List
2.3.4.4 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
Whenever internal problems and deviations are ascertained
the Project Manager refers the matter to the responsible
party.
The Project Manager takes action if responsibility
for the problem discovered is difficult to place.
QA problems within production are referred to the Project
Manager.
2.3.4.5 C̲u̲s̲t̲o̲m̲e̲r̲ ̲C̲o̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲
Possible problems which may arise and which require
Shape action are reported directly to Shape by telex
for necessary floow-up and action, whatever the case
may be.
3 W̲O̲R̲K̲ ̲B̲R̲E̲A̲K̲D̲O̲W̲N̲ ̲S̲T̲R̲U̲C̲T̲U̲R̲E̲ ̲A̲N̲D̲ ̲S̲C̲H̲E̲D̲U̲L̲E̲
3.1 W̲B̲S̲
The design, implementation, installation and commisioning
of the Protocol Converter require the following Work
Packages to be performed by Christian Rovsing A/S:
1. P̲R̲O̲G̲R̲A̲M̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲
1.1 Program Management
1.2 Monthly Progress Reviews
1.3 Project Implementation Plan
2. S̲Y̲S̲T̲E̲M̲ ̲E̲N̲G̲I̲N̲E̲E̲R̲I̲N̲G̲
2.1 Systems Engineering Management/Technical Coordination
2.2 System Requirements Review
2.3 System Requirements Specification
2.4 Test Plan
2.5 Test Procedures
2.6 Reliability Program
3. H̲A̲R̲D̲W̲A̲R̲E̲ ̲S̲P̲E̲C̲I̲F̲I̲C̲A̲T̲I̲O̲N̲
3.1 Equipment Handbook Preparation
3.2 Equipment Manufacturing
4. S̲O̲F̲T̲W̲A̲R̲E̲ ̲D̲E̲V̲E̲L̲O̲P̲M̲E̲N̲T̲
4.1 Software Management
4.2 Software Design Specification (Sub-system level)
4.3 Software Design Specification (Program level)
4.4 Program Coding and Unit Testing
5. S̲Y̲S̲T̲E̲M̲ ̲I̲N̲T̲E̲G̲R̲A̲T̲I̲O̲N̲
5.1 Site 1 In-factory Integration and Testing
5.2 Site 2 In-factory Integration and Testing
5.3 Site 3 In-factory Integration and Testing
5.4 Factory Test site 1
5.5 FAT site 2
5.6 FAT site 3
6. I̲N̲S̲T̲A̲L̲L̲A̲T̲I̲O̲N̲
6.1 Management and Planning
6.2 Site Preparation
6.2.1 Site Survey
6.2.2 Site Verification
6.2.3 As-Built-Doc.
6.3 Transportation
6.3.1 Site 1
6.3.2 Site 2
6.3.3 Site 3
6.4 Installation
6.4.1 Site 1
6.4.2 Site 2
6.4.3 Site 3
7 A̲C̲C̲E̲P̲T̲A̲N̲C̲E
7.1 Provisional site Acceptance Test (PSA) site 1
7.2 PSAT site 2
7.3 PSAT site 3
7.4 Final Site Acceptance Test, site 1
7.5 FSAT site 2
7.6 FSAT site 3
8 T̲R̲A̲I̲N̲I̲N̲G̲
8.1 Training Plan
8.2 Hardware Maintenance
8.3 On-the-Job Training
8.3.1 site 1
8.3.2 site 2
8.3.3 site 3
9 D̲O̲C̲U̲M̲E̲N̲T̲A̲T̲I̲O̲N̲
9.1 Equipment Handbook
9.2 Maintenance Handbook
9.3 Inventory
9.4 Software Documentation
10 M̲A̲I̲N̲T̲E̲N̲A̲N̲C̲E̲ ̲A̲N̲D̲ ̲S̲U̲P̲P̲O̲R̲T̲
10.1 Hw Warranty site 1
10.2 Hw Warranty site 2
10.3 Hw Warranty site 3
10.4 Spares
10.4.1 RSPL
10.4.2 ASPL
3.2 P̲r̲o̲g̲r̲a̲m̲ ̲S̲c̲h̲e̲d̲u̲l̲e̲
The program schedule is shown overleaf.
4 S̲Y̲S̲T̲E̲M̲ ̲D̲E̲V̲E̲L̲O̲P̲M̲E̲N̲T̲ ̲P̲L̲A̲N̲
4.1 I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲
The Systems Development Plan comprises the following
tasks:
o System Engineering
o Hardware Specification
o Software Development
o System Integration
4.2 S̲Y̲S̲T̲E̲M̲ ̲E̲N̲G̲I̲N̲E̲E̲R̲I̲N̲G̲
System Engineering consists of the following tasks:
o System Requirements Specification/Review
o Test Plan
o Test Procedures
o Reliability Program.
4.2.1 S̲y̲s̲t̲e̲m̲ ̲R̲e̲q̲u̲i̲r̲e̲m̲e̲n̲t̲s̲ ̲S̲p̲e̲c̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
Appendix xx of this contract is the system requirements
baseline for the protocol converter.
4.2.2 T̲e̲s̲t̲ ̲P̲l̲a̲n̲s̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲
Subsequent to the system specification a Final Test
Plan and Test Procedures will be specified. The test
will be:
o Factory Acceptance Tests
o Provisional Site Acceptance Test (PC-WWMCCS)
o Final Site Accptance Test (CAMPS/SCARS-PC-WWMCCS)
4.2.3 R̲e̲l̲i̲a̲b̲i̲l̲i̲t̲y̲ ̲P̲r̲o̲g̲r̲a̲m̲
The reliability program will be conducted in accordance
with section 4 of the system requirements specification.
As specified in section 7.8.1 all modules of the converter
have MTBF values greater than 3500 hours. The MTBF
varification required in the SRS section 4.6.1.1. will,
therefore, be performed in accordance with section
4.6.1.1.2 of the SRS.
The MTTR of the converter (faultfinding) is set to
1 hour. The MTTR verifications will, therefore, take
place in accordance with section 4.6.1.2.2 of the SRS.
4.3 H̲a̲r̲d̲w̲a̲r̲e̲ ̲S̲p̲e̲c̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
The Protocol Converter Hardware will be specified in
the Equipment Handbook in accordance with the requirements
of section 10.4 of the SRS.
4.4 S̲o̲f̲t̲w̲a̲r̲e̲ ̲D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲
Software development consists of the following tasks:
o Assembly of documentation for:
- System Software (AMOS)
- Maintenance and Dianostics, software.
- Support Software
o Specification of the following software:
- Application software
o Coding of Application Software
o Unit testing of the software.
Software Design specification for the application software
will be produced in accordance with ACE Directive 007:
Subsystem Design Spec.
Program (module) Design Spec.
4.5 S̲y̲s̲t̲e̲m̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲i̲o̲n̲
Each system will be integrated and tested in the factory.
The software will in the final system resite in EPROM.
To ease the test of the first system, all software
will be prepared on a floppy disc and loaded into RAM.
When the converter have been finally accepted the program
will be issued in an EPROM.
5. T̲R̲A̲N̲S̲P̲O̲R̲T̲A̲T̲I̲O̲N̲ ̲A̲N̲D̲ ̲I̲N̲S̲T̲A̲L̲L̲A̲T̲I̲O̲N̲
Transportation and Installation will be performed by
the ILS department of the Systems Division. It comprises
the following tasks for each site.
- Site survey
- Site requirements specification
- Site Verification. Transportation and Installation
planning.
- Transportation to Site
- Installation and checkout
The requirements are specified in the SRS.
6. A̲C̲C̲E̲P̲T̲A̲N̲C̲E̲ ̲T̲E̲S̲T̲I̲N̲G̲ ̲A̲N̲D̲ ̲H̲A̲N̲D̲O̲V̲E̲R̲.̲
Acceptance Testing of the protocol converter is performed
in three separate testphases:
- Factory acceptance test
- Provisional site acceptance
- Final site acceptance.
6.1 T̲e̲s̲t̲ ̲P̲l̲a̲n̲ ̲a̲n̲d̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲
All acceptance test tasks will be specified in a Testplan
and associated procedures.
6.2 F̲a̲c̲t̲o̲r̲y̲ ̲A̲c̲c̲e̲p̲t̲a̲n̲c̲e̲
Each protocol converter will pass through a formal
Factory Acceptance Test prior to shipment. The Factory
Acceptance Test will be documented in the Test Plkan
and the Test Procedures. The Factory Acceptance Test
comprises the following separate tests:
1. COMSEC verification at the factory
2. Functional test of hardware and software. The functional
test will be performed with the PC connected to
CAMPS system on one side and to a modified converter
at the other side. The modified converter will
simulate WWMCCS
The COMSEC verification will be performed by purchaser
in accordance with the description given in the
SRS.
6.3 P̲r̲o̲v̲i̲s̲i̲o̲n̲a̲l̲ ̲o̲n̲-̲s̲i̲t̲e̲ ̲T̲e̲s̲t̲i̲n̲g̲
After installation and checkout of the first converter
at Shape, the converter will be connected to the colocated
WWMCCS system for verification of the PC-WWMCCS interface
and the function of the converter.
The test will use the built-in test messages present
in the protocol converter.
The provisional site acceptance test will be specified
in the Test Procedures.
6.4 F̲i̲n̲a̲l̲ ̲S̲i̲t̲e̲ ̲A̲c̲c̲e̲p̲t̲a̲n̲c̲e̲ ̲T̲e̲s̲t̲
Each converter will pass through a final acceptance
test. The converter will be hocked-up to both the WWMCCS
system and the CAMPS system and a functional test of
the system will be performed in accordance with the
Test Procedure. After the functional test the converter
will be subject to a COMSEC on-site verification.
Testing of the SCARS II interface will take place at
the first site where a SCARS II is available.
6.5 F̲i̲n̲a̲l̲ ̲A̲c̲c̲e̲p̲t̲a̲n̲c̲e̲
Final Acceptance is the act whereby SHAPE will acknowledge
by protocol that Christian Rovsing A/S has fully demonstrated
that a site is complete and ready for initial operation
and will take place when the following requirements
have been met:
1) Completion of the agreed Final Acceptance Test.
2) Verification of the site inventory.
3) If applicable, availability of a mutually agreed
discrepancy list showing the agreed date for clearance
of each listed discrepancy.
The Hardware Warranty period will commence at the date
of Final Acceptance.
Software Warranty will commence at the date of Final
Acceptance of the first converter.
7. M̲A̲I̲N̲T̲E̲N̲A̲N̲C̲E̲ ̲A̲N̲D̲ ̲S̲U̲P̲P̲O̲R̲T̲
7.1 M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲
a) The maintenance section of the Logistics Department
is responsible for giving appropriate input to
System Engineering to ensure that the Converter
will meet the requirements for maintainability.
b) The maintenance section will work closely with
Systems Engineering to ensure consistency in determination
of the MTBF and MTTR figures.
c) The development of the Maintenance Plan and associated
procedures will be done by the maintenance function.
d) In the area of deliverable documentation the maintenance
section will generate the Maintenance Manual and
conduct maintenance related training.
7.2 F̲i̲e̲l̲d̲ ̲S̲u̲p̲p̲o̲r̲t̲
a) Field Support will be managed by the maintenance
section. The two major activities are:
1) Coordinate the implementation of field changes
2) Coordinate warranty repairs.
b) All questions forwarded to the project office by
customer relating to equipment already installed
and accepted will be coordinated by the Field Support
function.
7.3 S̲p̲a̲r̲e̲s̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲
a) The maintenance section is responsible for the
specification, acquisition, packaging and delivery
of spares, repair and repairable subassemblies.
A …86…1 …02… …02… …02… …02…
priced Recommended Spare Parts List (RSPL) will
be submitted to customer.Provisioning Conferences
will be held at contractors facility, planned and
conducted by the maintenance function.
b) An approved Spare Parts List (ASPL) will be negotiated
with the customer and incorporated in the contract
by amendment.
c) Spare Parts Design Change Notices (SPDCN) will
be issued and controlled by the maintenance function.
7.4 T̲o̲o̲l̲s̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲s̲ ̲E̲q̲u̲i̲p̲m̲e̲n̲t̲
The Maintenance function will specify all tools and
test equipments to be supplied under the contract.
Furthermore, a priced list of tools and test equipment
will be submitted to customer for all items required
at each site and maintenance depot to support the equipment
supplied
7.5 C̲a̲l̲i̲b̲r̲a̲t̲i̲o̲n̲
The Maintenance function is responsible for the generation
and implementation of a calibration program for the
test equipment supplied.
7.6 F̲a̲i̲l̲u̲r̲e̲ ̲R̲e̲p̲o̲r̲t̲i̲n̲g̲
The generation and implementation of a Failure Reporting
System will be the responsibility of Maintenance Engineering.
All incoming reports will be recorded and analyzed
by maintenance engineering, and the corrective action
coordinated with Contractor's Program Office if appropriate.
Annotated copies of the reports will be received by
Systems Engineering who may participate in the analysis.
7.7 P̲l̲a̲n̲s̲ ̲a̲n̲d̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲
The following documentation will be developed. Some
of the plans listed below may make reference to subplans
and procedures which already are in existence or will
be developed under this program.
1) Maintenance Plan
2) RSPL
3) ASPL
4) List of Tools and Test Equipment
5) Maintenance Handbooks
7.8 M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲P̲l̲a̲n̲ ̲-̲ ̲o̲u̲t̲l̲i̲n̲e̲
The system will be delivered with Maintenance and Diagnostics
software with the aim of performing fault isolation
to board level (module level).
As the 8 converters are installed at only 3 sites we
recommend that the system is backed up by a set of
spares at each site for 90 days. and one depot level
set of spares for 270 days.
A number of modules are identical to the CAMPS modules
and the converter can therefore share these spare parts
with the CAMPS system. The baseline assumes that a
CAMPS system is present at all the three sites where
the converter is installed.
The RSPL is based on the following reliability model
and MTBF/MTTR figures:
All modules used in the converter are reliability wise
placed in series. There is no redundant modules within
one converter. Each site has one redundant converter.
When a converter fails all signallines are patched
to the spare converter and traffic can continue. The
time for patching is expected to be less than 10 minutes.
7.8.1 C̲a̲l̲c̲u̲l̲a̲t̲e̲d̲ ̲R̲e̲l̲i̲a̲b̲i̲l̲i̲t̲y̲
M̲o̲d̲u̲l̲e̲ ̲n̲a̲m̲e̲ M̲T̲B̲F̲ Backed up by CAMPS spares
1.Minicrate with
power 26300 38 Watchdog crate
2.CPU-SCM 36500 28
3.64k RAM 29600 30 128k RAM
4.EPROM 32k 10873 92
5.LTU-CAMPS 27600 36
6.LTU-WWMCCS 27600 36
7.LIA-CPS 10000000 0.1 X
8.LIA-WWMCCS 10000000 0.1 X
9.V24 Filter 5000000 0.2 X
10.Mains Filter 625000 1.6 X
11.Power Filter 625000 1.6 X
12.CTX crate
with power 31250 32 X
-------
TOTAL 295
--------
Equivalent to MTBF = 3390 hours.
MTTR of a faulty converter = 1 hour
MTTR for switch to spare converter = 0.2 hours
7.8.2 R̲S̲P̲L̲
a) Recommended Spares per site (90 days)
Name Number
-CPU/SCM 1
-LTU single channel 1
-32k EPROM 1
-64k RAM CAMPS 128k RAM can be used.
b) Recommended spares at depot (270 days)
-CPU/SCM 1
-LTU 1
-32k EPROM 1
-64k RAM CAMPS 128k RAM can be used.
8. T̲R̲A̲I̲N̲I̲N̲G̲
8.1 O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲
a) Logistics Department is responsible for all customer
training on programs undertaken by the Systems
Division of Christian Rovsing A/S. The training
organization also has the respsonsibility for the
development of manuals and handbooks. The combination
of training and development of manuals and handbooks
ensures an efficient training of customer's personnel.
b) The material used for training is essentially the
same documentation which the technician later will
work with on site. Training material will be delivered
in accordance with the contract.
c) The training section of Logistics Department is
headed by a section manager who has technical writer/instructors
reporting to him.
d) Other divisions and departments within the company
will supply training courses and instructors on
request.
e) The training requirements are specified in the
SRS.
8.2 D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲ ̲a̲n̲d̲ ̲C̲o̲n̲d̲u̲c̲t̲i̲o̲n̲ ̲o̲f̲ ̲T̲r̲a̲i̲n̲i̲n̲g̲ ̲C̲o̲u̲r̲s̲e̲s̲
a) The development of the individual courses which
make up the CAMPS Training Program will take place
in the training section and in other departments
of the company. However, the overall responsibility
for compliance with the contract and System Requirements
Specification lies with Training Manager.
b) The following courses shall be developed:
1) HW Maintenance Training
2) On-The-Job Training.
8.2.1 H̲a̲r̲d̲w̲a̲r̲e̲ ̲M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲C̲o̲u̲r̲s̲e̲
This course encompasses hardware maintenance and operation
of the converter. Since the maintenance philosophy
is based on module replacement no hardware training
to component level is required. This course will be
held at Christian Rovsing A/S' premesses.
8.2.2 O̲n̲-̲T̲h̲e̲-̲J̲o̲b̲ ̲T̲r̲a̲i̲n̲i̲n̲g̲
This course will provide OJT to the Operator. The course
will be conducted on the sites. The course material
will be based on the handbooks.
9 D̲O̲C̲U̲M̲E̲N̲T̲A̲T̲I̲O̲N̲
The following documentation items/tasks will be performed:
- Equipment Handbook
- Hardware Maintenance Handbook
- Engineering Drawings (as - installed)
- Inventory list per site
- Software Documentation As-Built.
A specification of the documents is given in the SRS.
10. Q̲U̲A̲L̲I̲T̲Y̲ ̲A̲S̲S̲U̲R̲A̲N̲C̲E̲
The Quality Assurance Manager (QAM) is responsible
for all QA tasks within the company. 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 the following:
10.1 P̲a̲r̲t̲s̲ ̲a̲n̲d̲ ̲M̲a̲t̲e̲r̲i̲a̲l̲ ̲(̲P̲&̲M̲)̲
P&M is responsible for procurement control, vendor
evaluation & qualification, and performs a support
function for receiving inspection and purchasing.
10.2 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.
10.3 Q̲u̲a̲l̲i̲t̲y̲ ̲C̲o̲n̲t̲r̲o̲l̲ ̲(̲Q̲C̲)̲
This includes the establishment and control of general
QC procedures within the company 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 cleanlines control of restricted
clean room areas
- Control of packing & shipping
- Trend reporting
- Quality audits
10.4 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 compliant with "NATO Quality
Control System Requirements for Industry", AQAP-1.
10.5 Q̲A̲-̲S̲y̲s̲t̲e̲m̲
The standard QA system comprises a series of functions
among which are:
a) 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.
b) D̲e̲s̲i̲g̲n̲ ̲C̲o̲n̲t̲r̲o̲l̲
The QA system provides strict control of all new
designs of both hardware and software. Design …86…1
…02… …02… …02… …02…
Reviews are scheduled and performed and no design
is released for production/programming without
proper approval.
c) 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.
d) 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.
e) 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).
f) 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.
11. C̲O̲N̲F̲I̲G̲U̲R̲A̲T̲I̲O̲N̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲
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
Christian Rovsing A/S Configuration Management acts
as chairman of the Configuration 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 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.
12. C̲U̲S̲T̲O̲M̲E̲R̲ ̲R̲E̲S̲P̲O̲N̲S̲I̲B̲I̲L̲I̲T̲Y̲
Customer is responsible for the following tasks:
1. Provision of a CAMPS, SCARS II and WMMCCS at the
dates scheduled for test.
2. Provision of adjustable test time in CAMPS, SCARS
II and WMMCCS during prime working hours.
3. Preparation of site in accordance with contractor
specified site requirements.
4. Provision of the signal cables from CAMPS, SCARS
II and WMMCCS to the converter.
5. Provision of test network and personnel as specified
in the test plan and the test procedures. It is
assumed the contractor personnel will operate the
converter during acceptance test, whereas customer
personnel will aperate intercon systems and test
equipment.
