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…02…
…02…June 1984…02……02…#
BUSINESS PLAN 1984 - 1985
…02……02…ASO
T̲A̲B̲L̲E̲ ̲O̲F̲ ̲C̲O̲N̲T̲E̲N̲T̲S̲
1 SUMMARY .......................................
4
2 MISSION AND OBJECTIVES ........................
5
3 ANALYSIS OF ENVIRONMENTS AND ADVANCED SYSTEMS
OPERATIONS ....................................
5
3.1 ENVIRONMENTS .................................
7
3.1.1 Industry ...............................
7
3.1.2 Technology .............................
7
3.1.3 Political ..............................
8
3.1.4 Legislation ............................
8
3.1.5 Social .................................
9
3.1.6 Economics ..............................
9
3.1.7 Physical Allocation, etc. ..............
9
3.2 ADVANCED SYSTEM OPERATION (ASO) ............
10
3.2.1 Organization ...........................
10
3.2.2 Systems Capabilities ...................
10
4 STRATEGY .......................................
13
4.1 BUSINESS AREAS .............................
13
4.1.1 NATO ...................................
13
4.1.2 U.S.-Military & Government Agencies ....
13
4.1.3 Government Agencies & Public Sectors
Outside US .............................
14
4.1.4 National Forces in NATO Countries
(except US) ............................
15
4.1.5 ILS ....................................
16
4.2 SYSTEMS/PRODUCTS ...........................
16
4.3 MARKETING AND SALES ........................
17
4.4 BID PREPARATION ............................
17
4.5 STANDARDIZATION & COST EFFECTIVENESS .......
17
4.6 WORKING CLIMATE ............................
19
5 3 YEAR BUDGET ESTIMATES ........................
20
6 GOAL AND ACTION PROGRAM ........................
21
6.1 MARKETING AND SALES ........................
22
6.2 BID PREPARATION ............................
22
6.3 STANDARDIZATION AND COST EFFECTIVENESS .....
31
6.4 WORKING CLIMATE ............................
36
7 BUDGET ASSUMPTIONS AND COMMENTS ................
37
1̲ ̲ ̲S̲U̲M̲M̲A̲R̲Y̲
The business plan describes the plan for Advanced System
Operation (ASO) which includes:
- Systems Division
- Marketing and Sales
- CR Corp
- ILS Division
The ILS Division is only contained in summary in order
to get a consolidated view of ASO. The detailed business
plan for ILS is a separate entity.
The most significant mission for ASO is to operate
within defence and government agencies promoting mainly
existing systems/product capabilities thereby strengthening
our position with selected markets.
The second important mission is to increase our Operating
Income by improving marketing and sales effort to the
extent of getting a 40 per cent hit rate for proposals
and by improving our cost effectiveness during program
execution.
The most significant economical key figures show an
increase of 30 - 40 per cent per year over the next
three years.
Currently NATO and NATO countries in Europe has the
biggest potential for sales. Additionally certain Ministeries
witin NATO countries are potentiel customers.
2̲ ̲ ̲M̲I̲S̲S̲I̲O̲N̲ ̲A̲N̲D̲ ̲O̲B̲J̲E̲C̲T̲I̲V̲E̲S̲
Advanced Systems Operation is a P/L-center in the CR-System
Group. Our headoffice is positioned in Denmark. In
US we operate a limited company. Christian Rovsing
Corporation (CRC) located in Thousand Oaks and Washington
D.C.
We are in the business of satisfying Military and Government
Agencies needs for integrated data communication.
Our clients have primarily been NATO and National Forces
in NATO/countries, including US.
We offer to develop, install, and supply support services
on total systems designed by us and based on our own
developed hardware.
Our system solutions are distinguished in key areas
as security, availability, and expandability.
Furthermore, we have specialized in integration of
systems from different suppliers.
We act as prime contractors or as sub-suppliers to
other prime contractors.
We are reputated for our customerized system development
and unconventional solutions. We have a committed and
highly educated professional staff. We are strong in
project management, installation, documentation, and
support.
On the other hand we realize that we have a number
of the weaknesses which often characterizes a young,
high growth company. Our marketing and managemnet of
sales efforts needs to be improved. We are lacking
standardized S/W modules and have very little re-use
of developed S/W. Our overall cost/effectiveness has
to be raised. Too little effort is so far spent on
management and staff development. Personal administration
is thin.
In our organization we share a number of values which
we want to preserve in the future. These are:
- We will segment and be selective on our markets
- We earn our profit on systems
- We aim a competing on unconventional solutions
- We aim at gaining and preserving a good image
- We aim at preserving our ability to fast decision-making,
flexibility and being dynamic
- Our staff is our most important ressource
- We are creative on technical solutions
- We like to be recognized as a tough but fair negotiator
- We like to think upon ourselves as excellent
The major economical objectives for ASO are:
- To expand the Net Sales by 30 - 40 per cent per
year compared to the 1983 (79 mill D.Kr.)
- To increase the Marginal Contribution by increased
cost effectiveness
- To increase and maintain an Operating Income of
approximately 20 per cent
3̲ ̲ ̲A̲N̲A̲L̲Y̲S̲I̲S̲ ̲O̲F̲ ̲E̲N̲V̲I̲R̲O̲N̲M̲E̲N̲T̲S̲ ̲A̲N̲D̲ ̲A̲D̲V̲A̲N̲C̲E̲D̲ ̲S̲Y̲S̲T̲E̲M̲S̲ ̲O̲P̲E̲R̲A̲T̲I̲O̲N̲
In our environment we recognize a number of trends
which can have impact on our future development and,
therefore, has been discussed in relation to our choice
of future mission.
3.1.1 I̲n̲d̲u̲s̲t̲r̲y̲
The trends discussed were:
- The larger SW houses are growing
- The smaller SW houses will still be able to grow
if they concentrate on niche-markets
- Business volume evolves towards SW dominans according
to DOD:
1̲9̲8̲5̲ 1̲9̲9̲5̲
SW 75% 85%
HW 25% 11 bill $ 15% 35 bill $
- Future emphasis on movable SW packets
- Growth rate of the industry is 25 per cent per
year. Civilian as well as military market.
3.1.2 T̲e̲c̲h̲n̲o̲l̲o̲g̲y̲
- Reduced claims relative to Mil. Spec./standards
- HW is minituarized
- SW is standardized
3.1.3 P̲o̲l̲i̲t̲i̲c̲a̲l̲
- US-Military business for ASO:
Directly with DOD: Difficult
Through prime contractors: Possible
due to security/Nationality restrictions among
others, liberalism may be under way.
- NATO business for ASO
- DK has a declining image in NATO
- The West Union may be revitalized (without
DK)
- France may be on its way re-entering NATO
3.1.4 L̲e̲g̲i̲s̲l̲a̲t̲i̲o̲n̲
- Protection in US with enforced export restrictions.
(high-tech. export)
- Arms legislation in DK is restricting ASO's
opportunities in DK.
3.1.5 S̲o̲c̲i̲a̲l̲
- The upcoming "information-society" contains threats
and opportunities for ASO.
- Tendency to a negative image of CR decreasing its
recruitment base
- Increased scarcity of manpower with needed qualifications
- Less acceptance of overtime in the future
- High CR-manpower-turnover.
- 35 hours week will come and need to be pre-planned
- Retraining of unemployed adademics may be an opportunity
- Increasing demand for in-service training
3.1.6 E̲c̲o̲n̲o̲m̲i̲c̲s̲
- Exhausted liquidity
- Profit problems
- Problems with raising growth financing if earnings
are not increased
- ASO cannot dispose over its own income for:
- Product development
- Marketing
- Investments
- Recruitment
- Economic recovery in US (commercial)
- Economy of NATO is stagnating
3.1.7 P̲h̲y̲s̲i̲c̲a̲l̲ ̲A̲l̲l̲o̲c̲a̲t̲i̲o̲n̲,̲ ̲e̲t̲c̲.̲
- Shortage of capital can curb expansion in Ballerup
- Shortage of manpower in the area, ASO may be forced
to subcontract SW jobs
- Poor room arrangement is straining the staff
- More production equipment is wanted:
- Wang data terminals/telex etc.
- SW development systems
3.2 A̲D̲V̲A̲N̲C̲E̲D̲ ̲S̲Y̲S̲T̲E̲M̲ ̲O̲P̲E̲R̲A̲T̲I̲O̲N̲ ̲(̲A̲S̲O̲)̲
3.2.1 O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲
ASO is part of the Systems Group and organized as shown
in figure 3.2-1.
System Division is responsible for systems development.
Integrated Logistics Support is responsible for installation,
maintenance, training, and documentation. Sales and
Marketing is a separate entity responsible for aquisition
of new customers. The US market is basically supported
by CR Corp., which is also capable of executing small
systems contracts. In total ASO employs 130 people.
3.2.2 S̲y̲s̲t̲e̲m̲s̲ ̲C̲a̲p̲a̲b̲i̲l̲i̲t̲i̲e̲s̲
ASO is currently engaged in development of
- Message switches
- Distributed messages processing systems
- Protocol converters
- Gateways
- Tempest workstations
- Voice conference
- ADA
Most of the above are categorized by requirements for
high availability, expandability, performance, and
security.
We offer to develop, install and supply support services
on total systems designed by us and based on our own
developed hardware.
Our system solutions are distinguished in key areas
such as security, avilability, and expandability.
Furthermore, we have specialized in integration of
systems from different suppliers.
We act as prime contractors or as sub-suppliers to
other prime contractors.
We are reputated for our customized system development
and unconventional solutions. We have a committed and
highly educated professional staff. We are strong in
project management, installation, documentation, and
support.
We have a marketing and sales organization which is
staffed sufficiently to accomplish the sales necessary
to fulfil ASO's economical objectives.
FIGURE 3.2-1
4̲ ̲ ̲S̲T̲R̲A̲T̲E̲G̲Y̲
In the light of the above analysis we have identified
a large number of threats and opportunities, which
we have put in order of priority within the following
groupings:
1 Business Areas
2 Marketing & Sales
3 Bid Preparation
4 Standardization & Cost/Effectiveness
5 Working Climate
Within these 5 groups we have made the following major
directional decisions:
4.1 B̲U̲S̲I̲N̲E̲S̲S̲ ̲A̲R̲E̲A̲S̲
From the list of product/markets we have chosen to
concentrate on the following 5 business areas:
1.1 NATO
1.2 US-Military & Government Agencies
1.3 Government Agencies & Public Sectors outside US
1.4 National Forces in NATO countries (except US)
1.5 ILS
4.1.1 N̲A̲T̲O̲
We consider NATO as our present "bread and butter"
customer. However, we realize that the upcoming NATO
projects in the next years will be rather few and not
offer a sufficient platform to meet the growth objective
or ASO. At the same time there are trends pointing
at the need for risc spreading. ASO should not be as
depending on NATO project, as it has been in the past.
4.1.2 U̲S̲ ̲M̲i̲l̲i̲t̲a̲r̲y̲ ̲&̲ ̲G̲o̲v̲e̲r̲n̲m̲e̲n̲t̲ ̲A̲g̲e̲n̲c̲i̲e̲s̲
We have attached high priority to the US market.
We consider the US as a high volume, high growth market
offering the most interesting growth opportunities
for ASO.
We realize that the market demands local appearance
and aggressive continous marketing and sales effort
probably in a higher degree than we have displayed
so far.
The claim for US citizenship and US ownership of suppliers
may be so essential for getting a grasp on this market
that a new strategy for capturing prospects may be
necessary. This goes especially for the prime contracts
but in many cases as well for the subcontracts.
We have listed the following proposals for an alternative
approach to the market:
- Replace the present board of directors with US
citizens.
- Buy an US owned s/w house with established business
relations to US Military & Government agencies.
- Establist US local production.
- Concentrate on being a subcontractor to a major
US prime contractor, well established on the Military
& Government agencies market.
- Concentrate on government agencies where the claim
for citizenship and US ownership are of less importance
compared to US military claims.
We have decided to await the result of two big US projects,
we have been bidding on, and which will be determined
May - August 1984. When knowing these results we will
determine our future approach to the US market.
4.1.3 G̲o̲v̲e̲r̲n̲m̲e̲n̲t̲ ̲A̲g̲e̲n̲c̲i̲e̲s̲ ̲&̲ ̲P̲u̲b̲l̲i̲c̲ ̲S̲e̲c̲t̲o̲r̲s̲ ̲O̲u̲t̲s̲i̲d̲e̲ ̲U̲S̲
We have appointed this market as our future growth
market with 2nd priority to US.
We want to exploit the opportunities of getting deliveries
of data communication systems or elements of these,
which we have experience in delivering to military
forces.
These are some indications that systems specifications
of military and civil agencies are approaching each
other in many application areas.
The volume of these markets increases heavily our opportunities
for pursuing with success our decision to develop standardized
s/w modules as part of total tailormade systems.
It has been decided to carry out a marketing study
to identify the most interesting product/market opportunities
for ASO.
4.1.4 N̲a̲t̲i̲o̲n̲a̲l̲ ̲F̲o̲r̲c̲e̲s̲ ̲i̲n̲ ̲N̲A̲T̲O̲ ̲C̲o̲u̲n̲t̲r̲i̲e̲s̲ ̲(̲e̲x̲c̲e̲p̲t̲ ̲U̲S̲)̲
The National Forces have been given 3rd priority in
our evaluation of growth opportunities for ASO.
We consider them as high volume markets which, however,
are difficult to approach for ASO. There is a wide
in our present capabilities for capturing project in
the different national markets. Overall our knowledge
about the opportunities and how to handle them are
too thin. Recently we seem to have caught a good starting
point in Italy, which can be exploited further.
We have some of our best references from past projects
in these markets.
In Denmark we have decided to increase our marketing
effort towards SMK and HMAK. We consider it a must
to improve our image in Denmark.
We see two alternative strategies for pursing these
markets:
- Find a local agent which has the necessary relations
and really knows the rute of the game in the market.
- Team up with a major local prime contractor to
the national forces.
4.1.5 I̲L̲S̲
For details see the ILS Business Plan.
4.2 S̲Y̲S̲T̲E̲M̲S̲/̲P̲R̲O̲D̲U̲C̲T̲S̲
The following list defines ASO systems/product area:
- Message Switches
- Network
- CCIS
- LAN (secure)
- Tempest Workstation
- Voice Conference
- ADA
- CR32
- Gateways
- Process Control
Message switches, network, CCIS, LAN and Tempest Workstations
are considered to be the ones where the opportunities
for sales to government agencies and public sectors
are highest.
Voice Conference is considered a high growth market
now in the initial stage. However, market evaluation
worldwide is needed. Potential customers are:
- Military Forces
- Ministries
- Larger Corporations
ADA is promising product with a lot of potential client.
It is a high profit/high volume opportunity for which
a separate market strategy shall be developed.
The CR32 which is producted by the Business Group is
prommising for "low-end" applications . ASO has decided
to market and sale this computer as part of turn key
solutions.
Process Control is another area of interest for defence
customers. The product is mainly "PROCOSS" as part
of turn key solution. ASO will
- do marketing/sales towards military forces
- try to sell know-how to military forces
- offer project management and documentation to military
forces.
4.3 M̲A̲R̲K̲E̲T̲I̲N̲G̲ ̲A̲N̲D̲ ̲S̲A̲L̲E̲S̲
An increased priority has been given on sales and marketing.
It has been recognized that our marketing effort during
the early phase prior to RFQ definition is too weak.
In addition it is recognized that we must influence
the RFQ definition to a much larger extend.
The marketing and sale effort shall concentrate on
the business and product areas selected by ASO, thereby
ensuring better understanding of market and customers
need.
4.4 B̲I̲D̲ ̲P̲R̲E̲P̲A̲R̲A̲T̲I̲O̲N̲
Improvements of different aspects of ASO's bid preparation
have been given high priority for the purpose of obtaining:
- more effective bidding
- better know how for bidding
- improved pricing procedures
4.5 S̲T̲A̲N̲D̲A̲R̲D̲I̲Z̲A̲T̲I̲O̲N̲ ̲&̲ ̲C̲O̲S̲T̲ ̲E̲F̲F̲E̲C̲T̲I̲V̲E̲N̲E̲S̲S̲
Reduction of development costs have been given highest
priority. Actions may be grouped as follows:
- S/W
- H/W
- System Development
- Management
Highest priority has also been given to identification
of s/w modules which can be standardized. Allthough
ASO seem to have a high cost/effectiveness in its s/w
development, a major weakness is that reuse of developed
s/w hardly never takes place. Compared to ASO's larger
competitors, which are relying more on standardized
modules, ASO may in the overall cost/effectiveness
comparison come out rather badly. At the same time
the lack of any standardised modules excludes ASO for
bidding on project with a short delivery time.
ASO seems to be able to position itself comfortably
towards its competitors if it goes for projects which
are:
- too large for the smaller competitors. These competitors
it is important to avoid, as they often have characteristics
similar to ASO (flexible, dynamic, tailormaking,
small overhead etc.)
- not too big project. On very big projects the larger
competitors will fight fiercely to capture and
they can beat ASO on economies of scale.
The larger a project ASO wants to bid on, the more
important it will be in most cases that ASO have some
standardized modules to fit into its tailormade systems.
Also the general trend of more and more s/w being offered
on the market as standardized s/w packets will increase
the need for ASO towards developing some standardized
modules which can be reused.
Small Large
competitors ASO competitors
̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲
̲ ̲ ̲ ̲ ̲ ̲
Small Large
projects projects
̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲
̲ ̲ ̲ ̲ ̲ ̲
ASO NICHE
Tailormade Industrializedstandardized
S/W
̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲ ̲
̲ ̲ ̲ ̲ ̲ ̲
ASO has a competitive advantage if going for the larger,
tailormade systems. A considerbly increase in profit
is to be expected following the degree to which ASO
succeeds in developing standardized modules which are
reused in ASO's tailormade systems.
So far a primary aim for ASO has been to get profitably
CR h/w sales through its projects. The s/w part is
considered risky and s/w development shall be a highly
profitable business in itself. The heavy trend that
more and more of the total system cost constitutes
of the s/w, makes this ASO emphasize still more and
more important.
4.6 W̲O̲R̲K̲I̲N̲G̲ ̲C̲L̲I̲M̲A̲T̲E̲
An updated high competence and high commitment in the
ASO staff, as well as a good working climate, is all
important for the future development of ASO.
A list of improvement areas is shown below:
- Improvement of recruitment
- In-service Education
- Job rotation
- Improved Tools
- Information & Communication (incl. subsidiaries)
- Place of Work
- Optimum use of staff competence
5̲ ̲ ̲3̲ ̲Y̲E̲A̲R̲ ̲B̲U̲D̲G̲E̲T̲ ̲E̲S̲T̲I̲M̲A̲T̲E̲S̲
The budget estimate is an evaluation of the economical
development within the next three years. In the evaluation
our strategies and the environments have been considered.
The numbers include CR Corp., ILS Division, as well
as Systems Divisions, and Sales and Marketing:
ACTUAL BUDGET BUDGET BUDGET
1983 1984 1985 1986
--------------------------------------------------------
Net Sales 79 178 240 274
Costs (excl. interes costs) 48 145 174 201
Operating Income 31 33 66
73
Fixed Assets
Net Working Capital
Investments
Number of Employees 130 160 190 200
-----------------------------------------------------
6̲ ̲ ̲G̲O̲A̲L̲ ̲A̲N̲D̲ ̲A̲C̲T̲I̲O̲N̲ ̲P̲R̲O̲G̲R̲A̲M̲
Based on the strategy outlined in the previous chapters
it has been decided that improvements shall be obtained
within the following areas:
- Marketing and Sales
- Bid Preparation
- Standardization and Cost Effectiveness
- Working Climate
The detailed action plans are attached within this
chapter. When the results of the analysis are produced
with the business plans.
6.1 M̲A̲R̲K̲E̲T̲I̲N̲G̲ ̲A̲N̲D̲ ̲S̲A̲L̲E̲S̲
6.2 B̲I̲D̲ ̲P̲R̲E̲P̲A̲R̲A̲T̲I̲O̲N̲
6.3 S̲T̲A̲N̲D̲A̲R̲D̲I̲Z̲A̲T̲I̲O̲N̲ ̲A̲N̲D̲ ̲C̲O̲S̲T̲ ̲E̲F̲F̲E̲C̲T̲I̲V̲E̲N̲E̲S̲S̲
P̲R̲O̲D̲U̲K̲T̲ ̲S̲T̲A̲N̲D̲A̲R̲D̲I̲S̲E̲R̲I̲N̲G̲
I̲N̲T̲R̲O̲D̲U̲K̲T̲I̲O̲N̲
Som et resultat af ASO's missions seminar blev det
ved- taget at neds`tte en arbejdsgruppe med den opgave
at definere produktomr>der og aktiviteter, som leder
til st]rre grad af produkt genbrug, samt opbyggelse
af standard system byggeklodser.
A̲R̲B̲E̲J̲D̲S̲G̲R̲U̲P̲P̲E̲N̲S̲ ̲O̲P̲G̲A̲V̲E̲
Produkstandardiseringen skal ske i to faser.
Den f]rste fase skal definere de produktstandardise-
rings bestr`belser, som er mulige inden for ASO's eget
omr>de.
N>r fase et er afsluttet drejes arbejdsgruppens bestr`-
belser imod standardisering p> tv`rs af divisionerne
inden for Systems Group.
Aktiviteterne med hensyn til fase et nedbrydes i f]l-
gende delfaser/trin:
1) Katalogisering af ASO's eksisterende produkter.
2) Standardisering af katalogiserede produkter (bygge-
klodser).
3) Hvad skal der til at produktmodne byggeklodser.
4) Prioritering af produktmodningsaktiviteter.
Som generelle kommentarer til ovenst>ende skal f]lgende
fremf]res:
a) Produkter skal forst>s i bred forstand, s>ledes
at elementer som dokumentation og tr`ning medtages
i katalogiserings bestr`belserne.
b) Produktkatalogerne skal udf`rdiges i en s>dan form,
at de kan bruges af ASO's marketings og support
gruppe samt udviklingsingeni]rerne i System Divi-
sionen.
A̲R̲B̲E̲J̲D̲S̲G̲R̲U̲P̲P̲E̲
Arbejdsgruppen har f]lgende medlemmer:
KNN, BHB, JAL, KNB, TJG, MP, NJ, KPL
KNN er projektleder for arbejdsgruppen.
T̲I̲D̲S̲P̲L̲A̲N̲
Arbejdsgruppen skal producere en aktionsplan inden
den 22. juni 1984.
I aktionsplanen indg>r en analyse af indsamlede data,
l]sningsforslag samt prioritering af disse.
Styregruppen vil ud fra aktionsplanen udv`lge og auto-
risere iv`rks`tning af produktstandardiseringen og
ak- tiviteterne inden udgangen af juni 1984.
E̲T̲A̲B̲L̲E̲R̲I̲N̲G̲ ̲O̲G̲ ̲U̲D̲B̲Y̲G̲N̲I̲N̲G̲ ̲A̲F̲ ̲F̲O̲R̲R̲E̲T̲N̲I̲N̲G̲S̲G̲A̲N̲G̲E̲
O̲P̲G̲A̲V̲E̲
ASO og System Divisionen har i dag en r`kke administra-
tive forretningsgange og procedurer, som tilsigter
en ensartet sagsbehandling samt definition af ansvar
og arbejdsdeling med hensyn til administrative aktiviteter.
Arbejdsgruppens opgave er dels at vurdere de allerede
dokumenterede forretningsgange og dels at identificere
nye omr>der, hvor der er et v`sentligt behov for for-
malisering af forretningsgange.
For at afgr`nse opgavens omfang foresl>s det at gruppen
identificerer max. 5 v`sentlige omr>der, som den vil
behandle s`rlig grundigt og n]jes med at identificere
]vrige omr>der, s>ledes at disse kan tages op i en
se- nere fase.
A̲R̲B̲E̲J̲D̲S̲G̲R̲U̲P̲P̲E̲
Arbejdsgruppens medlemmer er
JAL, JHO, BHB, GT, ST, KNN
Projektleder for gruppen er JAL.
T̲I̲D̲S̲P̲L̲A̲N̲
Arbejdsgruppens f]rste milep`l er en aktionsplan som
b]r foreligge senest 1. september 1984.
L̲A̲G̲E̲R̲S̲T̲Y̲R̲I̲N̲G̲
O̲P̲G̲A̲V̲E̲
P> baggrund af erfaringer indh]stet p> st]rre projek-
ter i System Divisionen, hvor udstyr for mange millioner
kroner anvendes og opbevares, har der vist sig et behov
for registrering og styring af n`vnte udstyr.
P> baggrund af n`vnte behov defineres kravet til et
la- gerstyringssystem samt forslag til organisation
og for- retningsgange omkring det system.
Gruppens f]rste ogpave vil v`re at udarbejde en ak-
tionsplan for n`vnte opgaver.
A̲R̲B̲E̲J̲D̲S̲G̲R̲U̲P̲P̲E̲
Gruppen best>r af f]lgende personer:
JHO, IJO, ST, KNN
Projektleder for gruppen er JHO.
T̲I̲D̲S̲P̲L̲A̲N̲
Gruppen producerer en aktionsplan inden 1. august 1984.
O̲P̲B̲Y̲G̲N̲I̲N̲G̲ ̲A̲F̲ ̲N̲[̲G̲L̲E̲T̲A̲L̲ ̲O̲G̲ ̲F̲O̲R̲B̲E̲D̲R̲E̲T̲ ̲F̲O̲R̲-̲/̲E̲F̲T̲E̲R̲K̲A̲L̲K̲U̲L̲A̲T̲I̲O̲N̲
O̲P̲G̲A̲V̲E̲
Arbejdsgruppens opgave er at definere en standardiseret
projektopgave nedbrydning. Ud fra ovenn`vnte standard-
nedbrydninger identificeres en r`kke n]gletal, som
kan anvendes til for-/efterkalkulation samt l]bende
pro- jektrapportering.
Endvidere b]r arbejdsgruppen udarbejde procedurer for
projektkalkulation.
Arbejdsgruppens f]rste opgave er at producere en ak-
tionsplan for ovenst>ende opgaver.
A̲R̲B̲E̲J̲D̲S̲G̲R̲U̲P̲P̲E̲
Arbejdsgruppen har f]lgende medlemmer:
ST, KNN, BHB, JAL, JHO, (en fra ILS).
ST er projektleder for arbejdsgruppen.
T̲I̲D̲S̲P̲L̲A̲N̲
Arbejdsgruppen producerer en aktivitetsplan senest
1. august 1984.
6.4 W̲O̲R̲K̲I̲N̲G̲ ̲C̲L̲I̲M̲A̲T̲E̲
This area will be addressed when the tasks in section
6.1 - 6.3 have been solved.
7̲ ̲ ̲B̲U̲D̲G̲E̲T̲ ̲A̲S̲S̲U̲M̲P̲T̲I̲O̲N̲S̲ ̲A̲N̲D̲ ̲C̲O̲M̲M̲E̲N̲T̲S̲
The most critical assumptions which must be fulfilled
in order for the budget to be met are:
- MANPOWER
- + 12 in 1984 to existing projects
- + 10 in 1984 to new projects
- + 20 in 1985 for new projects
- CAMPS MILESTONES
- 240 hours test (Aug. 1984)
- Functional Test (Sep. 1984)
- Operational Test (Dec. 1984)
- SPA 2-16 (April 1985)
- NEW PROJECTS
- LKSAA (1. Sep. 1984)
- TELECONF (1. Sep. 1984)
- JTIDS (1. Dec. 1984)
- North Warning System (Jan. 1985)
- Italian Air Force (July 1985)
- PRODUCTION ON TIME
- Reference (July 1984)
- Test Drive (Oct. 1984)
- Development System for SHAPE (Nov. 1984)
- CAMPS EXTENSIONS
- 17 Mill D.Kr. for extra Memory
- 12 Mill D.Kr. for software Extensions
- 70 Mill D.Kr. for contract modification
- ADDITIONAL OFFICE SPACE
- INVESTMENTS APPROVED TIMELY
For ILS see the ILS Business Plan
