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CORPORATE
CAPABILITIES
AND 1982-02-16
MANAGEMENT
PROPOSAL,
VOL II  Page
        #

                        VOLUME II

                  CORPORATE CAPABILITIES
                           AND
                   MANAGEMENT PROPOSAL

                     C R O S S  F O X

               MESSAGE PROCESSING FACILITY

                  CHRISTIAN ROVSING A/S
BALLERUP, DENMARK…86…1         …02…   …02…   …02…   …02…

                    T̲A̲B̲L̲E̲ ̲O̲F̲ ̲C̲O̲N̲T̲E̲N̲T̲S̲

   1.  CHISTIAN ROVSING A/S ........................
     1

     1.1  INTRODUCTION ..............................
        1
     1.2  CORPORATE HISTORY AND ORGANIZATION ........
        3
       1.2.1  Introduction to Christian Rovsing A/S .
          3
       1.2.2  Corporate History ....................
         8
       1.2.3  Company Organization ..................
          9
         1.2.3.1  The Electronics Division ..........
           12
         1.2.3.2  The Systems Division ..............
           13
         1.2.3.3  The Data Processing Division ......
           17

       1.2.  Personnel and Facilities ..............
        19
         1.2.4.1  Employee Profile ..................
           19
         1.2.4.2  Facilities ........................
           19

     1.3  FINANCIAL STATUS ..........................
       21
       1.3.1  1980 Annual Report Excerpt............
        21
       1.3.2  Statement of Income ...................
         21
       1.3.3  Balance Sheet .........................
         22
       1.3.4  Key Figures over Four Years ...........
         22

   2.  RELEVANT EXPERIENCE ..........................
     23

     2.1 INTRODUCTION ..............................
      23
     2.2  INVOLVEMENT IN DATA COMMUNICATION .........
       23
     2.3  DESCRIPTION OF MAJOR CONTRACTS ............
       28
       2.3.1  NICS-TARE .............................
         29
       2.3.2  FIKS .................................
        34
       2.3 3  CAMPS .................................
         39
       2.3.4  LME-NET ...............................
         45
       2.3.5  HAWK Converter ........................
         49
         2.3.5.1  Introduction ......................
           49
         2.35.2  Interface Description .............
          50
         2.3.5.3  Environmental Description .........
           50

       2.3.6  ADA Compiler ..........................
         53

   3.  PROJECT PROCEDURE ............................
     56

     3.1  INTRODUCTION ..............................
       56
     3.2  PROJECT MANAGEMENT PROCEDURES ............
      57
       3.2.1  Overall MPF Project Approach ..........
         57
       3.2.2  MPF Project Management & Organization .
         58
       3.2.3  Project Implementation Plan ...........
         62
       3.2.4  Work Breakdown Structure ..............
         64
       3.2.5  Operting Procedures ..................
        70
       3.2.6  Cost Control ..........................
         73
       3.2.7  Quality Assurance .....................
         75
       3.2.8  Configuration Management ..............
         78
       3.2.9  Contracts Management and Administation
        79
       3.2.10 Problem Regognition and Resolution ....
         80
         3.2.10.1  Problem Regognition ..............
           80
         3.2.10.2  Meetings .........................
           81
         3.2.10.3  Reporting ........................
           81
         3.2.10.4  Proble Resolution ...............
          82
         3.2.10.5  Prime Contractor/Company
                   Coordination .....................
                 82

     3.3  LOGISTICS SUPPORT AND SERVICES ............
       83
       3.3.1  Organization ..........................
         83
       3.3.2  Insallation Service ..................
        85
         3.3.2.1  Site Preparation and Verification .
           85
         3.3.2.2  Transportation and Installation ...
           85
         3.3.2.3  Packaging Requirements ............
           86

       3.3.3  Maintenance and Support ..............
        86
         3.3.3.1  Maintenance .......................
           86
         3.3.3.2  Field Support .....................
           86
         3.3.3.3  Spares Management .................
           87
         3.3.3.4  Codification of Supply Items ......
           87
         3.3.3.5  Tools andTest Equipment ..........
          87
         3.3.3.6  Failure Reporting .................
           87

       3.3.4  Training and Documentation ............
         88
         3.3.4.1  Organization ......................
           88
         3.3.4.2  Training Courses ..................
           88        3.3.4.3  Manuals and Handbooks .............
                       89…86…1         …02…   …02…   …02…   …02…


             1̲.̲ ̲ ̲C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲ ̲A̲/̲S̲

1.1  I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲

   The decision to bid the Cross Fox/Message Processing
   Facility (MPF) represents a definite commitment on
   the part of Christian Roving to devote its resources
   and technical talents to specialized computer system
   applications.  For the past six years, a large percentage
   of Christian Rovsing resources has been devoted towards
   advanced data communications systems.  The company
   ha participated in several major programs, either as
   prime contractor or principal sub-contractor.  System
   contracts awarded to the company are typically worth
   several millions of dollars.  Considerable experience
   in the field of data communications ombined with our
   experience in the management of large computer system
   projects provides a solid basis for successful design
   and implementation of the Cross Fox/ MPF.  Responsibility
   for major computer systems, particularly for military
   customers sch as NATO-SHAPE, has demanded a professional
   approach to turn-key project management with particular
   emphasis on planning and documentation in all phases
   from system design and development through production,
   integration, installation, maintenanceand training.

   Each major project at Christian Rovsing 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
   he duration of the project.  Thus an administratively
   distinct Project office will be established in the
   Systems Division of Christian Rovsing to manage the
   MPF project.  The Systems Division has been specially
   structured to consolidate management f significant
   computer projects.

   MPF implementation will be based on the CR80 computer
   which is produced by the Electronics Division of Christian
   Rovsing.  Production facilities in the Electronics
   Division belong to the most modern to be found, ad
   they have recently been expanded to allow …86…1
    …02…   …02…   …02…   …02…

   production of the latest CR80M version of the CR80.
    Improvements in technology and the demands for more
   powerful and reliable computer architectures with high
   growth potential hae led to the introduction of the
   CR80M.  More than 200 CR80M systems are currently on
   order from major customers such as NATO, ICL and L.M.
   Ericsson.

   The MPF project will be supported by the Integrated
   Logistics Support Group which provides servies including
   site surveys, installation, training, documentation
   preparation, maintenance, spares and other support
   services.  This group is part of the Systems Division.

   In the following sections, the company will be presented
   in detail - its hitory, organisation, and financial
   status.  Then our involvement in Data Communication
   will be discussed and relevant projects undertaken,
   related to the scope of the MPF, will be outlined.
    Finally, procedures for management and logistics support
   ad services are descriped.

1.2      C̲O̲R̲P̲O̲R̲A̲T̲E̲ ̲H̲I̲S̲T̲O̲R̲Y̲ ̲A̲N̲D̲ ̲O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲

1.2.1    I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲ ̲t̲o̲ ̲C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲ ̲A̲/̲S̲

         Christian Rovsing is Denmark's fastest growing high-technology
         computer and aerospace-electrnics company. Founded
         18 years ago, Christian Rovsing and its subsidiaries
         currently employ over 600 people, many of whom are
         highly educated engineers and skilled technicians.

         In recent years, the company's growth rate has approached
         30% annuall, due in large measure to its advanced,
         high-technology CR80 Computer product line and the
         excellence of its systems-orientated technical staff.

         Today, Christian Rovsing stands as one of Europe's
         leading computer systems houses, capable of takingresponsibilty
         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 mangement are located at the Ballerup facility.

         Christian Rovsing's corporate facilities and divisional
         organization have been specifically structured to handle
         development and implementation of specialized military
         and commercial computer systems. There are three engineering
         divisions - electronics, systems, and data processing
         - and inter-divisional cooperation is stressed to ensure
         available project expertise.

         In the following four figures are shown:

         o   Engineering Facilities at Balleru
         o   Company Organization
         o   Company Crowth Profile
         o   Computer Production Facilities…86…1         …02…   …02…   …02…
               …02…
Fig. 1.2-3…86…1         …02…   …02…   …02…   …02…

Fig. 1.2-4…86…1         …02…   …02…   …02…   …02…

Fig. 1.2-5…86…1         …02…   …02…   …02…   …02…

Fig. 1.2-6…86…1         …02…   …02…   …02…   …02…

1.2.2    C̲o̲r̲p̲o̲r̲a̲t̲e̲ ̲H̲i̲s̲t̲o̲r̲y̲

         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 resourcesto the European space
         program. It has since participated in most major programs,
         and successful participation in these programs has
         broadened the company's resources.  The high degree
         of performance which these programs demand has been
         met by applyng up-to-date technology, specialized hardware
         and software engineering expertize, and modern management
         methods.

         The experience gained from engagement in the European
         space program was an important factor in winning a
         contract with Delco Electroics Inc. to co-produce their
         Fire Control Computer as part of the 4-nation European
         F-16 Program. 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.

For the design and production of switching power supplies to
the European Space Program, we have developed an advanced technology
and sophisticated design philosophy which can be applied to
the solution of complex power supply problems. Several patnts
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 programs
         for both commerial and defense customers, with such
         projects as CAMPS, FIKS and LME-Network.

         Christian Rovsing believes that it has available exceptional,
         professional talent dedicated to advanced electronics
         techniques. Furthermore, the company excels in applying
         currenttechnology to modular equipment design and has
         no outdated product lines to support.

         In short, Christian Rovsing has acquired extensive
         experience in the design, development, and manufacture
         of computer and aerospace electronics.

1.2.3    C̲o̲m̲p̲a̲n̲y̲O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲

         Christian Rovsing was founded in 1963, and at the start
         the company worked mainly in a consulting and advisory
         capacity within the field of EDP.  Activities developed
         rapidly, and the business gradually changed character
         from consultncy to supplier of EDP system.  By 1970,
         the company employed 70 and was organized into an EDP
         Division and an Electronics Division.  Today, the company
         employs over 600.

         Christian Rovsing is wholly owned by Danish nationals
         and conducts its busiess without the aid of public
         funds and is independent of foreign capital. For further
         information, the company annual report is available.

         Management of the Company is in the hands of Messrs.
         Christian F. Rovsing, Claus Jepsen and Lars Stig Nielen.

         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.

         Today, there are three major divisions withi the company
         (see figure 1.2-1)

         o   Data Processing Division
         o   Electronics Division
         o   Systems Division

         and three wholly owned subsidiaries:

         o   Christian Rovsing Corporation (Los Angeles, California)
             supports the mother company in major contracts
             with North American customers and has its own software
             development center.
         o   Christian Rovsing International located in Copenhagen
             delivers computer systems for communication networks
             and process control and contracts staff to large
             international customers.

         o   CR Card System located in Copenhagen delivers electronic
             sytems for the automation of gasoline (petrol)
             stations.

         The Data Processing Division is located in a 5,000
         sq. meter leased facility in Herlev, near Copenhagen.

         The Electronics and Systems Divisions are based in
         a newly constructed 12,000 sq. meer facility in Ballerup,
         also near Copenhagen.

         The Administration and General Management are located
         in the Ballerup facility.

         The Ballerup location houses development laboratories,
         the main production and test department, a model shop
         and specal "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 program. It is located about
         10 Km from te main Ballerup facility.

         In the following sub-secions, details of the three
         major divisions are provided…86…1         …02…   …02…   …02…   …02…


Fig. 1.2-1…86…1         …02…   …02…   …02…   …02…

1.2.3.1  T̲h̲e̲ ̲E̲l̲e̲c̲t̲r̲o̲n̲i̲c̲s̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲

         The Electronics Division develops and manufactures
         electronic products based on both digital and analogue
         technology.

         The Electronics Division as 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 elemnts of
         the CR80 including CPU's, memories, data exchanges,
         and peripherals. A specialised group, Microprocessor
         Systems, is dedicated to the application of LSI to
         elements of the distributed architecture of the CR80.
         Advanced engineering projects ae also assigned to this
         department. An example is the DORA project, a computer-controlled
         system for the compilation, editing and operation of
         Denmark's TV news and sports service.

         System Software, as the name implies, develops and
         releases standrd software for the CR80 product line.
         In addition to operating systems, file management,
         diagnostics, compilers, and utility programs, this
         department supports custom applications with on-line
         operational programs.

         The Production Department contols the efficient production
         of CR80 computers and associated equipment. Production
         capacity is currently 300 CR80 computers per year and
         is expected to be 1000 per year in 1982.

         The Aerospace Systems Department is responsible for
         the design and evelopment 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 andthe ARIANE
         launcher in our clean-room facilities.

         Product Development and Support specializes in the
         design of OEM equipment, adapting CR80 computer hardware
         to interface with other manufacturer's systems. The
         department includesLSI custom design facilities. It
         is currently engaged in the design and marketing of
         self-contained microcomputer systems for industrial
         alarm and process control applications.

         As with other divisions, a separate Quality Assurance
         group reports drectly to top-level management. It monitors
         hardware reliability and maintainability continuously.

         The organization of the Electronics Division is shown
         in fig. 1.2-2.

1.2.3.2  T̲h̲e̲ ̲S̲y̲s̲t̲e̲m̲s̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲

         The Systems Division was structured late in 979, and
         systems-related activities were consolidated to improve
         the handling of large, integrated hardware/software
         data communications programs. The division is organised
         on a project basis including CAMPS and FIKS, two major
         military communicatin projects. 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 Projct.

         Projects are supported by the Integrated Logstics Department.
         Its services include site surveys, installation, training,
         documentation, maintenance, spares and other support.

         Advanced system development projects are assigned to
         the ComputerSystems Engineering Group. Current projects
         include 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 he production and delivery of some 400 military-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.

         The oganization of the Systems Division is shown in
         figure 1.2-3.

Figure 1.2-2

Fig. 1.2-3…86…1         …02…   …02…   …02…   …02…

1.2.3.3  T̲h̲e̲ ̲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 data services 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 whic stretches from Oslo and
         Stockholm in the north 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 o 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 i 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 witin the Data Processing Division are
         carried out in co-operation with other suppliers, whereby
         the customer can be offered complete turn-key systems.

         The organization of the Data Processing Division is
         shown in fig. 1.2-4…86…1         …02…   …02…   …02…   …02…


                        Fig. 1.2-4

1.2.4    Personnel and Facilities

1.2.4.1  E̲m̲p̲l̲o̲y̲e̲e̲ ̲P̲r̲o̲f̲i̲l̲e̲

         The company and its subsidiaries employ over 600 persons.

         Approximate staffing levels are as follows:

         o   Engineeringand/or Scientific Professionals    240

         o   Technicians
             130

         o   Assembly/Production Workers
              70

         o   Q.A. & Inspection
              15

         o   Administrative and clerical                   160

1.2.4.2  F̲a̲c̲i̲l̲i̲t̲i̲e̲s̲

         The company has 2 major facilities:

         o   A 5500 sq. meter (59,000 sq.ft.) leased facility
             in Herlev, near Copenhagen.

         o   A 12000 sq. meter (128,500 sq.ft.) wholly owned
             facility in Ballerup near Copenhagen.

         A seprate, 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 i
         the 2 major facilities is as follows:

             C̲a̲t̲e̲g̲o̲r̲y̲                  S̲q̲.̲ ̲M̲e̲t̲e̲r̲s̲         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           32,00

         o   Other                       9,300           99,500

1.3      F̲I̲N̲A̲N̲C̲I̲A̲L̲ ̲S̲T̲A̲T̲U̲S̲

1.3.1    E̲x̲c̲e̲r̲p̲t̲ ̲f̲r̲o̲m̲ ̲t̲h̲e̲ ̲1̲9̲8̲0̲ ̲C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲ ̲A̲n̲n̲u̲a̲l̲ ̲R̲e̲p̲o̲r̲t̲

         There was continued expansion in 1980 with sales increasing
         from 106.4 million D.Kr. in 1979 t 144.8 million Dkr.,
         a rise of 36 percent.  Thus, 1980 was the seventh year
         in succession to show a rise in sales of more than
         20 percent.  Exports at 60.4 million D.kr. accounted
         for more than 40 per-cent of sales.  The consolidated
         net profit was5.9 million D.kr.

1.3.2    S̲t̲a̲t̲e̲m̲e̲n̲t̲ ̲o̲f̲ ̲I̲n̲c̲o̲m̲e̲ ̲(̲1̲0̲0̲0̲ ̲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

1.3.3    B̲a̲l̲a̲n̲c̲e̲ ̲S̲h̲e̲e̲t̲ ̲(̲1̲0̲0̲0̲ ̲D̲k̲r̲.̲)̲

                                                  1980
                     1979

         A̲s̲s̲e̲t̲s̲:̲
         Available assets             149
           97
         Accounts receivable       66,19                 24,656
         Work in progress,
         Inventory                 13,888
         8,743
         Fixed assets              30,575                  14,513
         Total assets                           110,805    48,009
         L̲i̲a̲b̲i̲l̲i̲t̲i̲e̲s̲:̲
         Payables & prepaments     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
         Reserve funds                          14,722     8,795

1.3.4    K̲e̲y̲ ̲F̲i̲g̲u̲r̲e̲s̲ ̲f̲o̲r̲ ̲t̲h̲e̲ ̲P̲a̲s̲t̲ ̲F̲o̲u̲r̲ ̲Y̲e̲a̲r̲s̲ ̲(̲1̲0̲0̲0̲.̲ ̲D̲.̲k̲r̲.̲)̲

                  1977    1978    1979     1980

Turnover        66,210   86,010  106,397  144,840

Operational
result             1,871    2,120    6,302    5,927

Numer 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…86…1
  …02…   …02…   …02…   …02…
                 2̲.̲ ̲ ̲R̲E̲L̲E̲V̲A̲N̲T̲ ̲E̲X̲P̲E̲R̲I̲E̲N̲C̲E̲

2.1      I̲N̲T̲R̲O̲D̲U̲C̲T̲I̲O̲N̲

         Christian Rovsing has considerable experience in the
         field of data communication, reliable and flexible
         computer systems, and managment of significant computer
         system projects.  These skills and know-how have been
         developed over many years, and during the last 6 years
         we have carried out extensive programs in the field
         of data communication.

         The following section will demonsrate that Christian
         Rovsing masters the necessary technical disiplines
         and has the required expertise in management to ensure
         the success of the Message Processing Facility of the
         Cross Fox Project

2.2      I̲n̲v̲o̲l̲v̲e̲m̲e̲n̲t̲ ̲i̲n̲ ̲D̲a̲t̲a̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲

         Christin Rovsing has significant experience in computerized
         datacommunication and data switching networks, placing
         it among the top ranking European companies in this
         field

         We believe that we have available exceptional professional
         talent, dedicated to dvanced computerized information
         techniques.  Furthermore, the company excels in applying
         current technology to modular equipment design.  We
         have no outdated product lines to support; our hardware
         is second-generation LSI technology.

         Systems areconfigured around the company's CR80 Computer
         which has proven itself particularly well suited to
         communication disiplines.  The following is a list
         of those communication disiplines in which the company
         has gained significant expertise:

         o   Packet Switching
             -   Routing Algorithm
             -   X25
             -   X21, X21 bis Interfaces
             -   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 Algorithms
             -   Synchronization and Timing
             -   Multiplexing and Trunking

         o   Dualized Systems

             -   Configuration Control
             -   witchover and Recovery
             -   Reliability Performance
             -   V24/V28 Interfaces

         o   Security

             -   Access Control
             -   SPECAT Handling
             -   Red/Black Interfaces
             -   Crypto Interface (DOLCE)
             -   Privileged User State
             -   Tempest

         System contracts awarded t 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 programs.

         A summary of the compan's overall experience in data
         communication is presented in figure 2.2-1…86…1
          …02…   …02…   …02…   …02…


Fig. 2.2-1…86…1         …02…   …02…   …02…   …02…

         Successful participation in these programs as prime
         or sub-contractor has broadened the company's resources.
          The high degree of reliability, security, efficiency
         and operational erformance which these projects demand
         is met by applying up-to-date technology, specialized
         engineering expertise, and sophisticated data communications
         techniques.

         Christian Rovsing was principal sub-contractor to Litton
         Data Systems Inc. for te 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 in the course of 1982 under the direction of
         the Integrated Logistics Support Department of the
         1̲6̲8̲7̲A̲…00…Cross Fox                …00…kk                  …00…ALF
                         …00…Management Proposal …00…1̲2̲…00…0̲2̲…00…8̲2̲…00…1̲2̲…00…5̲4̲…00… ̲ ̲ ̲ ̲…00…4̲5̲…00…
         ̲ ̲ ̲6̲7̲9̲…00…1̲6̲…00…0̲2̲…00…8̲2̲…00…1̲1̲…00…3̲2̲…00… ̲ ̲ ̲ ̲…00…15…00… ̲ ̲ ̲ ̲10…00…1̲5̲…00…0̲2̲…00…8̲2̲…00…1̲4̲…00…3̲5̲…00…11…00…03…00…82…00…10…00…58…00…0124A…00…
         91…00… ̲ ̲ ̲1…00…10…00… 1236…00… ̲ ̲ ̲9̲2̲7…00……0b……00……0d……00……11……02……00……10……00……01……10……06…f…10……11……01……80…*̲J̲…15……05……00……00……00……00……00……00……01…7
…92……01……86……00……00……00……00…D…02……00……00…D
D        C…0c…C…05…B…0e…B
A…0a…A…0b…A…0c…A…0d…A…0e…A…06…@…0d…@
@        ?…0c…?  ?…06…?…07…>…08…>…0e…>…0f…>  >…06…=…0b…=…01…=…07…<…0c…<…0d…<…06…;…0b…;…0e…;…05…:…0e…:…02…:
9…0a…9…86…1         …02…                                   …02…           …02…
  …02…

CORPORATE CAPABILITIES AND                                       1982-02-16
MANAGEMENT PROPOSAL, VOL II                                      Page
                                                                 #

Figure 1.2-2

         o   Packet Switching
             -   Routing Algorithm
             -   X25
             -   X21, X21 bis Interfaces
             -   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 Algorithms
             -   Synchronization and Timing
             -   Multiplexing and Trunking

         o   Dualized Systems

             -   Configuration Control
             -   witchover and Recovery
             -   Reliability Performance
             -   V24/V28 Interfaces

         o   Security

             -   Access Control
             -   SPECAT Handling
             -   Red/Black Interfaces
             -   Crypto Interface (DOLCE)
             -   Privileged User State
             -   Tempest

         System contracts awarded t 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 programs.

         A summary of the compan's overall experience in data
         communication is presented in figure 2.2-1…86…1
          …02…   …02…   …02…   …02…


Fig. 2.2-1…86…1         …02…   …02…   …02…   …02…

         Successful participation in these programs as prime
         or sub-contractor has broadened the company's resources.
          The high degree of reliability, security, efficiency
         and operational erformance which these projects demand
         is met by applying up-to-date technology, specialized
         engineering expertise, and sophisticated data communications
         techniques.

         Christian Rovsing was principal sub-contractor to Litton
         Data Systems Inc. for te 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 in the course of 1982 under the direction of
         the Integrated Logistics Support Department of the
         ystem Division.

         The CAMPS program with a contract value of $ 30 Million,
         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 compan's CR80 Computer product line.  The CAMPS
         project team has successfully completed the design
         phases and is moving into the implementation phase.
          The installation phase will involve 16 separate sites
         located throughout Europe. The CAMPS program invlves
         the fulfillment of strict TEMPEST requirements.

         The LME-NET program is to be delivered in several phases.
          Phase 1 provides a network center with interfaces
         to IBM and UNIVAC mainframe computers and 10 switching
         nodes forming a network coverng Europe.  This phase
         will be completed in June 1982.  The network will follow
         international standards for packet switching data networks,
         as defined by CCITT in recommendation X.25.  Later
         phases will provide facilities like multiple network
         contol centers, satellite links to remote nodes, interfacing
         to other makes of mainframe computers and support of
         facsimile and voice transmission.

         The ADA Compiler Development Project is part of a larger
         project which addresses the construction of a entire
         programming environment including an ADA computer.
         The programming environment will conform to the Stoneman
         specifications from the U.S. Department of …86…1
           …02…   …02…   …02…   …02…

         Defense. The total environment system is financed by
         the Commission of the European Communities with a grant
         of US $ 3.2 million , which corresponds to 50% of the
         total developmen costs. The remaining development costs
         are covered by the participating companies and various
         public sources and funds.

         In the HAWK project Christian Rovsing has developed
         and now produces converters which makes it possible
         to communicate betwee the HAWK BATTERIES by means of
         an extended message structure, while providing unchanged
         communication with the Battery Operation Control.
         This provides a cost effective improvement to HAWK
         communication

         Much of the extensive management and techical experience
         which Christian Rovsing has acquired in message switching
         and data communication projects are directly applicable
         to the MPF project.

         The company's overall exposure to major computer system
         discipline reflects its ability to carryout a technically
         demanding project.

2.3      D̲E̲S̲C̲R̲I̲P̲T̲I̲O̲N̲ ̲O̲F̲ ̲M̲A̲J̲O̲R̲ ̲C̲O̲N̲T̲R̲A̲C̲T̲S̲

         The following six major contracts are described below:

         o   NICS-TARE for Litton Data Systems
         o   FIKS for the Danish Ministry of Defence
         o   CAMP for NATO-SHAPE
         o   LME-NET for L.M. Ericsson in Sweden
         o   HAWK for NATO-HAWK
         o   ADA Compiler for EEC

         Each of these projects uses the CR80 computer, designed
         and manufactured by Christian Rovsing A/S

         To provide further information about the capailities
         of Christian Rovsing A/S as seen by our customers,
         contact with the respective company or organization
         is invited.

2.3.1    N̲I̲C̲S̲-̲T̲A̲R̲E̲

         Description:     Communication 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:           Aprox. $6 Million

         Program
         Duration         36 months (1976-1979)

         A rigorous and competitive evaluation of various front-end
         communication processors was conducted by Litton's
         Data Sstems 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 cnsists of two "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 aroun a multi-level
         data transfer bus structure (see figure 2.3-1).

         Christian Rovsing has developed a customized configuration
         to NICSMA specifications and produced 20 dual-processors
         and associated line termination sub-systems each of
         them capable ofup 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-TAREline 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 COMPRCESSOR subsystem
         and its major functional role now follows.

         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 L050 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-pocessing 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 interfac 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 CR8 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 indiidual 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 L305 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 inerface 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. 2.3-2)

         Of particular significance is th cost reduction realisable
         by LSI. By way of illustration, note that it was economically
         feasible to duplicate entire line termination units
         to route traffic to both the active and hot stand-by
         processors, thus allowing on-line switchover without
         lss of data.…86…1         …02…   …02…   …02…   …02…


Fig. 2.3-1…86…1         …02…   …02…   …02…   …02…

2.3.2    F̲I̲K̲S̲ ̲D̲e̲f̲e̲n̲c̲e̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲e̲d̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲ ̲S̲y̲s̲t̲e̲m̲

         Description:     Defence Integrated Communications
                          System

         Customer:        Danish Ministry of Defence

         Prime Con-       Christian Rovsing
         tractor:

         Contract
         Value:           Approx. $ 7 Million

         Program
         Duration:        48 months (1976-1979)

        FIKS is Denmark's tri-service defense communications
        network.  Its objective is to integrate, automate and
        upgrade teletype command networks and data communications
        systems previously operaed 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, installaion 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 computerization.

        FIKS integrats and fully automates 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 1 full-duplex
        trunks operating at 9.6 kilobaud per line.

         Message and data traffic under control of computerized
         nodal switching centers are interchanged between military
         users .  Message users at remote terminals are served
         through COMCNTERs, 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, mutiple distribution
         of messages, retrievals, service messages and a 25%
         allowance for growth.

         Data users, continuously or not, exchange information
         through the FIKS network.  Typical data users are military
         data systems which relate to air defense air traffic
         control, intelligence and command nets such as LINK-1,
         LOW-LEVEL RADAR, TVT EXTRACTORS, ACBA-CCIS, TOSCA,
         FLY-PEP, CHODDEN, and INTEL.

         The FIKS network interfaces to NICS-TARE through compatible
         circuits and protocols.  Also, access o 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 nique 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 in
         figure 2.3-3.  hough 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 Recvery
         -   Alternate Routing
         -   Traffic and Operational Security.

         A FIKS site under factory integration and test is shown
         in figure 2.3-4.…86…1         …02…   …02…   …02…   …02…


Fig. 2.3-2…86…1         …02…   …02…   …02…   …02…


Fig. 2.3-3…86…1         …02…   …02…   …02…   …02…


Fig. 2.3-4…86…1         …02…   …02…   …02…   …02…


Fig. 2.3-5…86…1         …02…   …02…   …02…   …02…

2.3.3    C̲A̲M̲P̲S̲

         Description:     Computer-aided Message Processing
                          System

         Customer         NATO-SHAPE, Brussels, Belgium

         rime
         Contractor       Christian Rovsing

         Contract
         Value:           Approx. $ 30 Million

         Program
         Duration:        46 months (1980-1983)

         Christian Rovsing has contracted with NATO (SHAPE)
         to deiver CAMPS, the Computer Aided Message Processing
         System, on a turn-key basis to a number of NATO sites
         .

             CAMPS has two essential functions:

         1.  CAMPS assists the user in message handling, i.e.
             preparation, dispatch and receival of messages.

         .   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 sytem like CAMPS, and 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, advanced,
             proven technology has been employed.  Reliability
             is furthr secured by using MIL quality components
             and by subjecting all electronic modules to a burn-in
             cycle, (See figure 2.3-5).

             The CAMPS software consists of system programs
             and application programs.  The software engineering
             profits from the experience the company has obtained
             through the participation n 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 Ceters plus SCARS II and ACE CCIS.

             The interface design is structured to permit the
             accomodation of new systems as they are introduced.

             The primary format for messages will conform to
             ACP-127 NATO SUPP-3 for all interfaces.

             CCIS and SCARS IIwill 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 equired
             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 cofiguration
             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 conect 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, proiding 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 (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 bck-up-techniques.
             Three aspects of CAMPS are depicted by the simplified
             software description shown in fig. 3.2-6.

             Of particular significance are: (1) the cost, weight,
             and size reduction achieved by CAMPS-the 6 rack,
             12 KW Hardware represents a rastic reduction compared
             to similar equipment (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 followin
             elements(see figure 2.3-7).

             -   Processors and Mass Storage (3-bay Rack)

             -   Line Interface Equipment (4-bay Rack)

             -   Supervisory Console

             -   Software Maintenance Equipment

             -   Spares/Tools Cabinet.

             The above equipment complement, whic 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.…86…1
                    …02…   …02…   …02…   …02…


Fig. 2.3-6…86…1         …02…   …02…   …02…   …02…


Fig. 2.3-7…86…1         …02…   …02…   …02…   …02…

2.3.4    L̲M̲E̲-̲N̲E̲T̲
         Customer:        L.M. Ericsson, Stockholm, Sweden

         Prime Con-
         tractor:         Christian Rovsing

         Contract
Value:           Approx. $ 4.5 Million

         Program
         Duration:        48 months (1979-1983)

         The L.M.Ericsson Data Network is being developed as
         a private data communication network to cover the ned
         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 2.3-8):

         o   a network center

         o   a host interface processor systemfor 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 laer phases, the network will be enlarged with:

         o   additional network control centers, which will
             enable certain distributed control parts of the
             network

         o   additional geographically distributed host interface
             processors, perhaps with interfaces tothe 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:

         1.  A general standardized transport facility is provided.
             The network will follow international standards
             for packetswitch data networks, as defined by CCITT
             in the recommendation X.25. This will enable a
             later connection to public networks and ensure
             the adaptation of LMENET to future standards.

         2.  Existing makes of computers and terminals can be
             connected tothe 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 recognized principles of system
         construction in general,and network construction in
         particular (ISO's seven-layer model for network: Open
         Systems Interconnection Reference Model).

         LMENET provides the following functions:

         o   complete monitoring and control of the network
             independent of host computers onnected

         o   emulation of a network, complying with IBM's Systems
             Network Architecture (SNA), in order to establish
             communication between the IBM user programs and
             the SNA terminals as well as certain non-SNA terminals.

         o   emulation of network comlying with UNIVAC's Distributed
             Communication Architecture (DCA) which enables
             communication between UNIVAC user programs and
             terminals

         o   direct program to program communication

         o   various traffic types with different resource requirements

             - dialog 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. 200 terminals.…86…1         …02…   …02…   …02…   …02…


Fig. 2.3-8…86…1         …02…   …02…   …02…   …02…

2.3.5    H̲A̲W̲K̲ ̲A̲T̲D̲L̲/̲M̲B̲D̲L̲ ̲C̲o̲n̲v̲e̲r̲t̲e̲r̲

         Customer:        NATO HAWK Production and Logistic
                          Office

         Prime Con-
         tractor:    Christian Rovsing

         1.  D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲
         Contract
         Value:           Approx. $ 1.2 Million

         Program
         Duration:        April 1979 - Oct. 1981.

         2.  P̲r̲o̲d̲u̲c̲t̲i̲o̲n̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲
         Contract
         Value:           Approx. $ 6 Million

         Program
         Duration:        Nov. 81 - Aug. 84.

2.3..1   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 Batter Data Link (MBDL) was the message
         format used for communication between BOC and HAWK
         batteries in the earlier design. The PIP modification
         of the IHAWK batteries introduced a new message format
         ATDL-1, which is much more powerfull than the MBDL.

         he AMC is a CR80 computer that in most applications
         will be located inside the BOC shelter. In such configurations
         only the ATDL communication lines using the connectors
         normally used for the MBDL communication are visible
         from outside the BOC sheler

2.3.5.2  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 BC.

         In fig. 3.2-9 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 frmat.

         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 estalished 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. 2.3-10.

2.3.5.3  E̲n̲v̲i̲r̲o̲n̲m̲e̲n̲t̲a̲l̲ ̲D̲e̲s̲c̲r̲i̲p̲t̲i̲o̲n̲

         As the AMC is installed in a shelter which is transportd
         from site to site between operations, the CR80 modules
         have been environmentally tested to demonstrate that
         the equipment is capable of survive these conditions.…86…1
                 …02…   …02…   …02…   …02…


Fig. 2.3-9…86…1         …02…   …02…   …02…   …02…

2.3.6    A̲D̲A̲ ̲C̲o̲m̲p̲i̲l̲e̲r
         Customer:        European Community

         Contract
         value:           Approx. $ 3.2 Million

         Program
         Duration         36 month (1981-1984)

         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
         stte 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
         wil be given to the problems caused by the limited
         address and/or physical memory space in such systems.

         The total system project encompasses the following
         subprojects:

         1)  Specification and implementation of a standard
             interface to the operating sstem 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 or ADA Program Development, conforming
             to the Stoneman MAPSE requirements. The toolset
             contains the following program development items:

             -   Text Editor
             -   ADA Compiler (see subproject (4))
             -   Linker
             -   Debugger…86…1         …02…   …02…   …02…   …02…    …02…

             -   Database Utility
             -   Command Interpreter
             -   Object Formatters (including Pretty Printer)
             -   Library File Utilities.

         3)  Distributed System Study addressing the impacts
             on th total 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.

             -   Separate Compilation Handler

             -   Back End Compile which generates A-code from
                 the intermediate language.

             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/APSE. 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 ofthe 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 ru 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
         caried 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 i 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 system is financed by the Commission of the
         European Communities with a grant of 21 millin Danish
         Kroner (approximately 2.7 million European Units of
         Account, or US $ 3.2. million ), which corresponds
         to 50% of the total development costs. The remaining
         development costs are covered by the participating
         companies and various public souces and funds.

         The total 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 translates
         ADA code to the syste programming language SWELL (please
         refer to the technical proposal part for detailed information).

                  3̲.̲ ̲ ̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲

3.1      I̲N̲T̲R̲O̲D̲U̲C̲T̲I̲O̲N̲

         Based upon experience gained as participant in significant
         aerospace and defense projects, a project procedure
         framework has been esablished at Christian Rovsing
         for:

         o   Management
         o   Logistic Support and Services

         As evidenced by successful application in the past,
         these procedures will play an important rate in ensuring
         the successful development, installation, and operatio
         of the Message Processing Facility and thus guarant
         performance of a key element of the Cross Fox Project.

         The framework for Management Procedures is presented
         in section 3.2, and the Logistic Support and Services
         framework is presented in sectin 3.3…86…1         …02…   …02…
          …02…   …02…
3.2      P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲S̲

3.2.1    O̲v̲e̲r̲a̲l̲l̲ ̲M̲P̲F̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲A̲p̲p̲r̲o̲a̲c̲h̲

         This section contains the project management and implementation
         approach for the proposed effort. The techiques 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 realisic 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. Ths
         approach ensures that the total scope of the effort
         has been identified, defined, and analyzed, and will
         be responded to in accordance with the requirements
         of the overall Cross Fox project. The coming effort
         is supported by the following facts:
         a.  Christian Rovsing management has identified the
             MPF as a project of major significance. As such,
             the company will dedicate all required resources
             toward the successful acquisition and completion
             of the contract.

         b.  Christian Rovsing has consierable 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 ualified personnel are available for the
             conduct of the proposed effort.

         e.  Management and technical personnel continuity can
             be maintained through all phases of the project.

         f.  The company can and will take advantage of the
             management and technical kills, knowledge, and
             experience gained on other related projects.

3.2.2    M̲P̲F̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲&̲ ̲O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲

         To ensure an orderly and timely project effort, our
         subcontractor management and engineering team will
         be assembled at Christian Roving'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.

         A dedicated Project Office will be establishedwithin
         the Systems Division - see Fig. 3.2-1

         The MPF Project Office will have total system responsibility,
         cognizance, and control authority in order to coordinate
         in-house activities and provide close liaison with
         the prime contractor throughoutthe duration of the
         project.

         Overall direction for the MPF 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 MPF project. TheProject
         Manager will be the prime interface between Christian
         Rovsing and Rockwell Collins.

         The Project Manager will be supported by an Engineering
         Manager, Operations Manager, and Logistics Manager.
         Fig 3.2-2 depicts the project management strucure and
         Rockwell Collins liaison which will be established
         at project start up.

         Within the supporting functional departments MPF activities
         will be assigned as project entities.

         Since the MPF project requires heavy technical emphasis,
         especially in the early stages, the  Engineering Manager
         will be assigned to coordinate all engineering activities
         and proide close liaison with Rockwell Collins 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 equipmen 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 theMPF 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 monitorvariances and initiate corrective action.

         The management control provided internally and closely
         coordinated with Rockwell Collins will ensure a successful
         design and implementation of the Message Processing
         Facility.…86…1         …02…   …02…   …02…   …02…


Fig. 3.2-…86…1         …02…   …02…   …02…   …02…


Fig. 3.2-2 MPF - Management Structure…86…1         …02…   …02…   …02…   …02…

3.2.3    P̲r̲o̲j̲e̲c̲t̲ ̲I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲P̲l̲a̲n̲ ̲(̲P̲I̲P̲)̲

         The Project Implementation Plan, PIP, will establish
         a firm baseline for all MPF activities against which
         status, progress and performancecan be evaluated and
         controlled.

         PIP will be used as a management tool to provide visibility
         and control of the MPF project. It describes the schedule,
         performance control system, the detailed Work Breakdown
         Structure (WBS), the project administrtion, the interfaces
         with Rockwell Collins, and other aspects of the project,
         Fig. 3.2-3 depicts the various aspects of the PIP.
         Each function addresses the unique requirements of
         the MPF project.

         The PIP will have a well defined structure. Each ection
         will identify the activity, its organization and operating
         procedures. A Work Breakdown Statement, WBS, for the
         activity will be related to the schedule network consistent
         with the master schedule and correlated with the associated
         WBS elemets 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. 3.2-3 Project Implementation Plan (PIP)

3.2.4    T̲o̲p̲-̲L̲e̲v̲e̲l̲ ̲W̲o̲r̲k̲ ̲B̲r̲e̲a̲k̲d̲o̲w̲n̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲ ̲(̲W̲B̲S̲)̲

         The WBS will be the framework for establishing work
         packages, schedules and budgets for managing the MPF
         project and will provide te baseline for performance
         evaluation.

         The basic framework which will be used for integrating
         and reconciling all contractual requirements of MPF
         with the project implementation plan is the Work Breakdown
         Structure (WBS).

         A project tasks overviw is shown in Fig. 3.2-4.

         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 th WBS will be under configuration management
         and require Project Office approval usually as a result
         of technical and contractual negotiations with Rockwell
         Collins. Combined with the master schedule milestones
         for engineering, operations and logistcs, 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 3.2-5 is further expanded in figure 3.2-5
         toshow 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 MPF project under the direction of the Project
         Manager. TheProject Office includes an Systems Engineering
         Manager, Operations Manager, and Logistics Manager
         supported by a Contracts Administrator. The principal
         responsibilities of the MPF project staff are briefly
         outlined.

Fig. 3.2-4 MPF - Project Tasks Overview…86…1         …02…   …02…   …02…   …02…


Fig. III-3.2-5 MPF - Project Management Organisation…86…1         …02…   …02…   …02…   …02…

         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, cntrol, 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 poject 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 techical implications
         of the MPF top-level system specifications, will be
         responsible for the ultimate technical performance
         and compliance of the MPF installations. He provides
         the correct technical interpretation of Rockwell-Collins/Cross
         Fox requireents. He plans, directs, monitors, audits
         and controls the design, development, testing, installation
         and cut-over of the MPF with regard to all technical
         aspects. He provides the technical liaison with the
         prime contractor, with the in-house develpment 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 liaisn
         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-ate baseline configuration
         and to access the status and quality of MPF production
         during implementation.

         L̲o̲g̲i̲s̲t̲i̲c̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ The installation and site support
         tasks will be combined under one manager. The Logistics
         Manager will be responsible for ite 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 ill 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 3.2-6.

Fig. 3.2-6…86…1         …02…   …02…   …02…      …02…

3.2.5    O̲p̲e̲r̲a̲t̲i̲n̲g̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲

         Formal operating procedures and proven management methods
         will be used by the Project Office to control the MPF
         project.

         Management procedures definethe methods used within
         Christian Rovsing for planning, work assignment, monitoring
         and coordination of activities within a project such
         as MPF.

         The Project Office and its staff operates within these
         well-established procedures and is responsiblefor:

         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 reviewof 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 pactical 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 corrctive 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 bselines established
         early in the project provide the basis for managing
         it. (see figure 3.2-7).

         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
         implementaton 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.…86…1         …02…   …02…   …02…
              …02…

Figure 3.2-7 WBS Schedule & Budget Baselines…86…1         …02…   …02…   …02…   …02…

         The master schedule incorporates customer-directed
         milestones and indicates the timing relationships of
         the WBS elements. Detailed plans derived from the master
         schedule establishwork 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
         offunds 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.

3.2.6    C̲o̲s̲t̲ ̲C̲o̲n̲t̲r̲o̲l̲

         The poject 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 functinal 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 projet 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
             man-months.

         Reporting by SWP-Managers on progress, i.e. degree
         of comletion and effort spent on the WP-level, takes
         place monthly. These reports serve a dual purpose by
         giving early warnings of both schedule delays and cost
         overruns.

         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 inpu 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 effrt needed 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 information, i.e. the SWP-managers
         monthly reporting, the CSCS appled by Christian Rovsing
         ensures consistency in the information from which the
         Project Management identifies problem areas and takes
         subsequent corrective action.

3.2.7    Q̲u̲a̲l̲i̲t̲y̲ ̲A̲s̲s̲u̲r̲a̲n̲c̲e̲ ̲(̲Q̲A̲)̲

         The Quality Assurance Manager (QAM) is responsible
         fr 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 esablished and controlled
         by the QAM.

         The Quality Assurance Manager is, in particular, responsible
         for:

         1.  P̲a̲r̲t̲s̲ ̲a̲n̲d̲ ̲M̲a̲t̲e̲r̲i̲a̲l̲ ̲(̲P̲&̲M̲)̲

             P&M is responsible for procurement control, vendor
             evaluation & qualification, and performs a support
             functio for receiving inspection and purchasing.

         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.…86…1         …02…   …02…   …02…
               …02…
         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 estabishment
             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 mterials 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

         4.  Q̲A̲-̲P̲o̲l̲i̲c̲y̲

             The Quality Assurance Policy of the company is
             defined in "Quality Assurance Poicy" 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.

         5.  Q̲A̲-̲S̲y̲s̲t̲e̲m̲

         The standard QA system cmprises 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
             basedon 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 sysem 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 Configurtion 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 prie contractor 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 rech 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 cmpletion of the contract.

3.2.8    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 uner 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 Cofiguraton 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 item 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
         byconfiguration 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 te 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, f 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 ormally initiated through the project
         office but controlled by Configuration Management.

3.2.9    C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲&̲ ̲A̲d̲m̲i̲n̲i̲s̲t̲r̲a̲t̲i̲o̲n̲

         Contracts Management and Administration is a staff
         function within the division providing support services
         to he Project Manager.

         The function is responsible for the following:

         o   Contract terms and conditions in relation to the
             customer/prime contractor

         o   Contract terms and conditions for purchase orderson
             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 ar 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 esablishment of rolling budgets
         and long range financial forecasts.

3.2.10   P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲ ̲&̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲

3.2.10.1 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲

         From project start to start of acceptance test the
         exchange of information between the Project Manager
         an the prime contractor is performed via:

         -   regular meetings
         -   progress reports, and
         -   telexes, letters, and telephone

         The information to be exchanged makes it possible for
         the prime contractor to monitor the project and continually
         to be kept nformed 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 chage 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
         prime contractor and includes suggestions for the solution.

3.2.102  M̲e̲e̲t̲i̲n̲g̲s̲

         During the period of design, development, and implementaton,
         regular meetings are held between the prime contractor
         and the Project Manager. Discussions at these meetings
         deal with the concept of the equipment, the various
         solutions afecting 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 automaticall form part of the
         work statement and the specification.

3.2.10.3 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 betweenChristian
         Rovsing and the prime contractor.

         The contents of Progress Reports are typically as follows:

         o   Technical Status
             -   Technical Summary
             -   Assembly Level Progress Report

         o   Problems Outstanding
         o   Quality Assurnce 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.

3.2.10.4 r̲o̲b̲l̲e̲m̲ ̲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.

         Qestions 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.

3.2.10.5 P̲r̲i̲m̲e̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲o̲r̲/̲o̲m̲p̲a̲n̲y̲ ̲C̲o̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲

         Possible problems which may arise and which require
         prime contractor action are reported directly to the
         prime contractor by telex for nmecessary follow-up
         and action, whatever the case may be.…86…1         …02…   …02…
           …02…   …02…
3.3      L̲O̲G̲I̲S̲T̲I̲C̲S̲ ̲S̲U̲P̲P̲O̲R̲T̲ ̲A̲N̲D̲ ̲S̲E̲R̲V̲I̲C̲E̲S̲

         G̲e̲n̲e̲r̲a̲l̲

         The System Division of Christian Rovsing A/S has a
         support department named Integrated Logistics Support
         (ILS).  ILS undertakes the fllowing work:

         -   Installation and Site Preparation
         -   Maintenance and Field Support
         -   Training and Documentation

         In accordance with the current contracts, encompassing
         FIKS (Danish Defence Integrated Communications System)
         and CAMPS (NATO wide ommunication system), ILS will
         provide Installation, Maintenance and Field Support
         to 8 Danish and 16 NATO military headquarters.  This
         service has already started and will continue at least
         until mid 1985.  It is planned that ILS will develop
         a Euopean wide service capability based on these initial
         contracts.

3.3.1    O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲

         The organization of the Logistics Department is shown
         in figure 3.3.-1 with indication of major responsibilities.

         All personnel in ILS have a security allowanc to at
         least NATO SECRET.  Maintenance and installation terms
         have a higher allowance determined by the project in
         question.

         The following chapters describe the general responsibilities
         of the 3 functional sections on a typical military
         program.…86…1         …02…   …02…   …02…   …02…


Fig. 3.3.1-1…86…1         …02…   …02…   …02…   …02…

3.3.2    I̲n̲s̲t̲a̲l̲l̲a̲t̲i̲o̲n̲ ̲S̲e̲c̲t̲i̲o̲n̲

3.3.2.1  S̲i̲t̲e̲ ̲P̲r̲e̲p̲a̲r̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲V̲e̲r̲i̲f̲i̲c̲a̲t̲i̲o̲n̲

         At time of bidding the Installation section is undertaking
         site preparation on the FIKS and CAMPS programs.
         Assited by the divisional drafting department and subcontractors
          the installation section will perform the following
         tasks:

         1)  Conduct Site Survey
         2)  Generate Civil Works Requirements
         3)  Generate As-Built Drawings
         4)  Perform Site Verificatin

         The Civil Works Requirements package contains the necessary
         details for the customer (host nation) to draft work
         specifications for local contractors.

3.3.2.2  T̲r̲a̲n̲s̲p̲o̲r̲t̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲I̲n̲s̲t̲a̲l̲l̲a̲t̲i̲o̲n̲

         Transportation of Equipment from the CR factory s the
         responsibility of the Logistics Department. This includes
         development of the Transportation Plan. CR will utilize
         the service of a freight forwarder to handle the details
         of the shipments.

         During the installation phase, typically 1 or more
         eams will install the equipment and perform a test
         to verify that the hardware is functioning.  The test
         is made in preparation for the Site Provisional Acceptance
         (SPA) being carried out by a test team from the project
         organization.

         In conjunctin with equipment installation the installation
         team will conduct a property inventory check (spare
         parts, documentation etc.).

3.3.2.3  P̲a̲c̲k̲a̲g̲i̲n̲g̲ ̲R̲e̲q̲u̲i̲r̲e̲m̲e̲n̲t̲s̲

         The Installation Section is also responsible for the
         development of Packaging Requirements for all types
         of shipments to the sites. The requirement are formulated
         in a procedure.

         Special packaging instructions will be developed for
         shipment of repairable items.

3.3.3    M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲a̲n̲d̲ ̲S̲u̲p̲p̲o̲r̲t̲ ̲S̲e̲c̲t̲i̲o̲n̲

3.3.3.1  M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲

         The maintenance section of the Logistics Department
         s responsible for giving appropriate input to System
         Engineering to ensure that the systems developed will
         meet the requirements for maintainability. Furthermore,
         the maintenance section will give support to the group
         writing the Maintenance and Dignostic Software.

         The maintenance section will work closely with Systems
         Engineering to ensure consistency in determination
         of the MTBF and MTTR figures.

         The development of the Maintenance Plan and associated
         procedures will be done by the mainenance function.

         In the area of deliverable documentation the maintenance
         section will generate the Maintenance Manual and conduct
         maintenance related training.

3.3.3.2  F̲i̲e̲l̲d̲ ̲S̲u̲p̲p̲o̲r̲t̲

         Field Support will be managed by the maintenance section.
         he three major activities are:

         1)  Coordinate the implementation of field changes

         2)  Assistance to customer's technical personel with
             respect to hardware and software problems

         3)  Coordinate warranty repairs…86…1         …02…   …02…   …02…   …02…

3.3.3.3  S̲p̲a̲r̲e̲s̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲

         The maintenance section is responsible for the specification,
         acquisition, packaging and delivery of spares, repair
         parts and repairable subassemblies. ormally priced
         Recommended Spare Parts List (RSPL) will be submitted
         to CR's customer. Provisioning Conferences will be
         held at contractors' facility, planned and conducted
         by the maintenance function.

         An approved Spare Parts List (ASPL) will be egotiated
         with CR's customer and incorporated in the contract
         by amendment.

         Spare Parts Design Change Notices (SPDCN) will be issued
         and controlled by the maintenance function.

3.3.3.4  C̲o̲d̲i̲f̲i̲c̲a̲t̲i̲o̲n̲ ̲o̲f̲ ̲S̲u̲p̲p̲l̲y̲ ̲I̲t̲e̲m̲s̲

         Codification (assignment o NATO stock numbers) will
         be carried out by the maintenance and support section
         if required by the contract.

3.3.3.5  T̲o̲o̲l̲s̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲s̲ ̲E̲q̲u̲i̲p̲m̲e̲n̲t̲

         The Maintenance function will specify all tools and
         test equipments to be supplied under the contrac. Fur-
         thermore, 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 equip-
         ment supplied.

3.3.3.6  F̲a̲i̲l̲u̲r̲e̲ ̲R̲e̲p̲o̲r̲t̲i̲n̲g̲

         The generation and implementationof 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 the customer.

3.3.4    T̲r̲a̲i̲n̲i̲n̲g̲ ̲a̲n̲d̲ ̲D̲o̲c̲u̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲S̲e̲c̲t̲i̲o̲n̲

3.3.4.1  O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲

         Logistics Department is responsible for all customer
         training on programs undertaken by the Systems Division
         of Chistian Rovsing A/S. The training organization
         also has the responsibility for the development of
         manuals and handbooks.

         The material used for training is essentially the same
         documentation which the technician later will work
         with on site.

         Th training section of Logistics Department is headed
         by a section manager who has technical writers/instructors
         reporting to him.

3.3.4.2  D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲ ̲a̲n̲d̲ ̲C̲o̲n̲d̲u̲c̲t̲ ̲o̲f̲ ̲T̲r̲a̲i̲n̲i̲n̲g̲ ̲C̲o̲u̲r̲s̲e̲s̲

         The development of the individual courses which make
         up a typial Training Program will take place in the
         Training Section.

         The staff of the Training Section encompasses both
         hardware and software instructors.

         The Training Section is responsible for the coordination
         of the use of all training facilities wihin the company.

         In addition to training customers of the System Division
         the section conducts inhouse courses in Software programming
         as well as general courses on the CR-80 computer.
         Coordination of in-house video courses is also managed
         by th training section.

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