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CORPORATE
CAPABILITIES
AND 1982-02-16
MANAGEMENT
PROPOSAL,
VOL
II Page
#
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3̲.̲ ̲ ̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲
3.1 I̲N̲T̲R̲O̲D̲U̲C̲T̲I̲O̲N̲
Based upon experience gained as participant in significant
aerospace and defense projects, a project procedure
framework has been established 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 operation
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 section 3.3
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 techniques to
be employed have been refined on previous projects.
The highlights of this approach include:
o Reliable, off-the-shelf equipment utilizing the
latest in technology.
o Effective management controls and reporting procedures.
o A realistic implementation and support plan to
ensure operational capability within schedule.
In describing its management and implementation plan,
Christian Rovsing has combined a total systems approach
with advanced business and financial techniques. This
approach ensures that the total scope of the effort
has been identified, defined, and 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 considerable industrial experience
in the management, design, development, fabrication,
and installation of advanced, online computer systems.
c. The work to be performed can be accomplished within
the proposed cost and delivery schedules.
d. Highly qualified personnel are available for the
conduct of the proposed effort.
e. Management and technical personnel continuity can
be maintained through all phases of the project.
f. The company can and will take advantage of the
management and technical skills, knowledge, and
experience gained on other related projects.
3.2.2 M̲P̲F̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲&̲ ̲O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲
To ensure an orderly and timely project effort, our
subcontractor management and engineering team will
be assembled at Christian Rovsing's facilities located
in Ballerup, Denmark. Opened in 1978, these modern
facilities comprise 12,000 sq. metres - (128,500 sq.
ft) of manufacturing, integration & test, laboratory
and office space.
A dedicated Project Office will be established within
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 throughout the 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. The Project
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 structure
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 provide 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 equipment procurement, integration and quality
control will be planned and monitored by the Operation
Manager. He will be supported by in-house technical
staff.
The site installations, provisioning, documentation,
training and field support aspects of the MPF will
be planned and coordinated by the Logistics Manager
supported by the Logistics Support staff of Christian
Rovsing.
The Project Office will establish the baseline for
work breakdowns, specifications, schedules and budgets;
it will monitor variances and initiate corrective action.
The management control provided internally and closely
coordinated with Rockwell Collins will ensure a successful
design and implementation of the Message Processing
Facility.
Fig. 3.2-1…86…1 …02… …02… …02… …02…
Fig. 3.2-2 MPF - Management Structure
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 performance can 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 administration, 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 section
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 elements of other activities. Documentation produced
by the activity will be listed. Finally, a cross-reference
with contractual items will be made for accountability
of deliverable items and unique requirements.
…0d…
Fig. 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 the 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 overview 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 the 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 logistics, the WBS
will become the system-level plan from which budgets
can be allocated.
Project Management is the first task described by the
tasks overview. The general management structure shown
in figure 3.2-5 is further expanded in figure 3.2-5
to show a more formal project organization. The key
managers in the Project Office and the support functions
are identified.
The Project Office is responsible for the overall conduct
of the MPF project under the direction of the Project
Manager. The Project Office includes an Systems Engineering
Manager, Operations Manager, and Logistics Manager
supported by a Contracts Administrator. The principal
responsibilities of the MPF project staff are briefly
outlined.
Fig. 3.2-4 MPF - Project Tasks Overview
Fig. III-3.2-5 MPF - Project Management Organisation
M̲P̲F̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ As the executive responsible for
successful execution of the project, the Project Manager
has authority over and is responsible for budget allocation,
cost, control, schedule and timely performance, technical
cognizance of design and development, and control of
production, test integration and support activities.
The Project Manager will report directly to the senior
management for prompt resolution of project issues.
He is directly supported by the Project Office staff
and indirectly by the managers of all operating departments
within Christian Rovsing.
E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ This senior systems engineer,
with a complete understanding of the technical implications
of the 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 requirements. 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 development and
production groups, and with sub-contractors and suppliers.
This position will be filled by a senior systems engineer
experienced in computer systems design and data communications.
O̲p̲e̲r̲a̲t̲i̲o̲n̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲. This manager will provide the liaison
between the Project Office and the procurement and
production activities. Scheduling, cost control, configuration
control, production status, and quality control are
his major concerns. He is responsible for establishing
and maintaining an up-to-date baseline configuration
and to access the status and quality of 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 site surveys, delivery
and installation, training, maintenance, spares, documentation
and site support. Logistic support tasks will be carried
out by staff from the integrated Logistics Support
Department of Christian Rovsing.
Quality Assurance and Contracts Administration are
divisional staff functions carried on for all projects.
Intensive support will be given during start up and
critical phases and will continue throughout the duration
of the project.
The principal tasks assigned to the Project Office
staff are delineated in the accompanying tasks overview
shown in figure 3.2-6.
Fig. 3.2-6
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 define the 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 responsible for:
P̲l̲a̲n̲n̲i̲n̲g̲:̲ Evaluation of contract requirements
and allocation of work to the various
functional departments.
Work
A̲s̲s̲i̲g̲n̲m̲e̲n̲t̲s̲:̲ Assurance of work statements, specification,
budgets and schedules requirements.
M̲o̲n̲i̲t̲o̲r̲i̲n̲g̲:̲ Periodic review of technical schedule
and cost performance applying programme
control through budget authorisation.
C̲o̲-̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲:̲ Co-ordination of all projects activities
between operating departments.
Internal management procedures have been developed
as a practical cost/schedule control system which produce
valid, auditable and timely performance reports. Variances
from budget and schedule are quickly identified and
significant deviations are flagged for immediate project
management attention and corrective action.
Technical supervision and monitoring are effected through
periodic design reviews with hardware and software
engineering managers.
The primary management controls are based on a well-planned
WBS, master schedule and budget. Firm baselines established
early in the project provide the basis for managing
it. (see figure 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
implementation of the project. As a planning tool,
it defines the work packages for planning, scheduling
and cost control, negotiated and approved project changes
are reflected in the baseline WBS.
Figure 3.2-7 WBS Schedule & Budget Baselines
The master schedule incorporates customer-directed
milestones and indicates the timing relationships of
the WBS elements. Detailed plans derived from the master
schedule establish work package milestones.
The budget baseline allocates the resources between
operating departments following contract award. Work
authorisations are timephased based on schedule constraints.
Internal budget allocations allow for the retainment
of funds for contingencies and unforeseen effort.
All detailed packages identified and assigned from
the WBS are defined by a statement of work, schedule,
and budget thus establishing a performance measurement
baseline.
3.2.6 C̲o̲s̲t̲ ̲C̲o̲n̲t̲r̲o̲l̲
The project Cost and Schedule Control System (CSCS)
applied by Christian Rovsing to medium and large size
projects is based upon a multi-level Work Breakdown
Structure (WBS).
o Level 1 defines the Main WBS items within the responsibility
of each functional manager.
o Intermediate levels define Summary Work Packages
(SWP) within the responsibility of a single task
manager.
o The lowest level defines the Work Packages (WP)
constituting an SWP. WP's are the units of effort/tasks
from which project schedule and cost performance
are monitored. As a guideline each WP is defined
not to exceed a 3 months duration from start to
completion. The total effort is not to exceed 6
man-months.
Reporting by SWP-Managers on progress, i.e. degree
of completion and effort spent on the WP-level, takes
place monthly. These reports 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 input necessary for the timely performance.
The impact of a threatening cost overrun is judged
from regular quarterly and ad hoc project budget revisions
taking into account both cost-to-date and the latest
estimates of effort needed for completion. The 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 applied 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
for all QA tasks within the division. This includes
the establishment and control of general QA procedures
and special QA procedures for dedicated projects.
The Engineering Drawing Office and Secretariat operate
in accordance with the procedures established and controlled
by the QAM.
The Quality Assurance Manager is, in particular, responsible
for:
1. P̲a̲r̲t̲s̲ ̲a̲n̲d̲ ̲M̲a̲t̲e̲r̲i̲a̲l̲ ̲(̲P̲&̲M̲)̲
P&M is responsible for procurement control, vendor
evaluation & qualification, and performs a support
function for receiving inspection and purchasing.
2. R̲e̲l̲i̲a̲b̲i̲l̲i̲t̲y̲
This is a supervision function available for all
projects. Reliability analysis, trade-offs, and
tests are performed by the project team under the
supervision and control of QA.
3. Q̲u̲a̲l̲i̲t̲y̲ ̲C̲o̲n̲t̲r̲o̲l̲ ̲(̲Q̲C̲)̲
This includes the establishment and control of
general QC procedures within the division and special
QC procedures for dedicated projects, and the establishment
and control of QC requirements relating to subcontractors
and suppliers.
The QC function is in particular responsible for:
- Evaluation of quality control plans
- Evaluation of inspection plans
- Incoming inspection of parts and materials
and subcontractual items
- In-process inspection
- End-item acceptance test
- Shop procedures
- Control of special procedures
- Methology and calibration relating to test
instrument and tools
- Electrical and environmental tests
- Entrance control and cleanliness control of
restricted clean room areas
- Control of packing & shipping
- Trend reporting
- Quality audits
4. Q̲A̲-̲P̲o̲l̲i̲c̲y̲
The Quality Assurance Policy of the company is
defined in "Quality Assurance Policy" which is
an internal standard.
Based on this policy, the company has implemented
a standard QA-system which is fully compliant with
"NATO Quality Control System Requirements for Industry",
AQAP-1.
5. Q̲A̲-̲S̲y̲s̲t̲e̲m̲
The standard QA system comprises a series of functions
among which are:
o Q̲u̲a̲l̲i̲t̲y̲ ̲P̲l̲a̲n̲n̲i̲n̲g̲
At an early point in the contract performance,
the quality requirements are reviewed and a contract
related Quality Plan is established. This plan
is
based on the standard QA system but may contain
amendments or exemptions, if necessary. The plan
contains detailed scheduling of QA participation
in such activities like design reviews, factory
test, acceptance test, etc.
o D̲e̲s̲i̲g̲n̲ ̲C̲o̲n̲t̲r̲o̲l̲
The QA system provides strict control of all new
designs of both hardware and software. Design Reviews
are scheduled and performed and no design is released
for production/programming without proper approval.
o C̲o̲n̲f̲i̲g̲u̲r̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲C̲h̲a̲n̲g̲e̲ ̲C̲o̲n̲t̲r̲o̲l̲
A Configuration and Change Control system assures
that all necessary documentation is established
and baselined. Also software is placed under control
after programming and development test. The Change
Control is managed by a board with participation
of a prime 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 reach that level.
o I̲n̲s̲p̲e̲c̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲
Detailed procedures are established for Inspection
and Tests to be performed during development, production
and upon completion of the contract (acceptance
test).
o R̲e̲c̲o̲r̲d̲s̲
All inspection and test results - as well as any
other events significant for the documentation
of the product quality - are recorded and kept
in the QA files until completion of the contract.
3.2.8 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 under configuration control
o Configuration identification
o Configuration Control
o Status accounting
o Configuration audit
The Configuration Management function is part of the
divisional configuration management section under Quality
Assurance. This organizational arrangement ensures
consistency in configuration management and documentation
control, although each project follows its own Configuration
Management Plan.
Christian Rovsing Configuration Management acts as
chairman of the Configuraton Control Board. All requests
for changes go through the CCB.
The following items are under Configuration Control:
o Specifications and Procedures
o Engineering Drawings
o Change Documentation
o Hardware and Software Items
All items released as part of the baseline configuration
as well as subsequent change documentation to these
items are identified for the purpose of Configuration
Control with one or more of the following numbers:
o Drawing or part number
o Revision number
o Serial number
o Specification description
o Change identification number
Configuration Control is divided into three major tasks:
o Change analysis
o Change classification
o Approval of changes
The Configuration Control Board (CCB) is involved in
all areas.
The Configuration Status Accounting function records
and maintains the informaton and documentation required
by configuration control management. It includes listings
of approved engineering documentation, status reports
of proposed changes, and implementation status of approved
changes.
The Physical Configuration Audit (PCA) is the formal
examination of the as-built version of a configuration
item against its technical documentation in order to
establish the Configuration Item's product baseline.
The Functional Configuration Audit (FCA) is the verification
of the completion, or extent of completon, of all tests
required by development specifications.
The Configuration Management function gets involved
in updating of the PIP and other plans of the project
by the fact that DATA MANAGEMENT is handled by configuration
control.
The changes are normally initiated through the project
office but controlled by Configuration Management.
3.2.9 C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲&̲ ̲A̲d̲m̲i̲n̲i̲s̲t̲r̲a̲t̲i̲o̲n̲
Contracts Management and Administration is a staff
function within the division providing support services
to the Project Manager.
The function is responsible for the following:
o Contract terms and conditions in relation to the
customer/prime contractor
o Contract terms and conditions for purchase orders
on sub-contractors and suppliers of standard equipment
and supplies
o Project budgets
o Invoicing
o Settlement of suppliers and sub-contractors
o Finance
o Cost control
The function is required to keep such cost and accounting
records as are required to perform audit consistent
with Danish law and according to the terms and conditions
of the contract.
The function is responsible for the conversion of all
capacity and other budgets and plans into economic
terms permitting the safe establishment of rolling
budgets and long range financial forecasts.
3.2.10 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
and 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 informed about the status of the product
and thus enables the customer to intervene if some
deficiencies which might not be covered by the specification
are foreseen.
In case that such deficiencies should occur, these
are handled as Change Requests, which are acted upon
by the Project Manager specifying the cost and schedule
impact that the change might create.
However, in case that the Project Manager recognizes
that a specific requirement cannot be fulfilled within
the frame of the project he immediately informs the
prime contractor and includes suggestions for the solution.
3.2.10.2 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 affecting the operation, and possible modificaitons
and changes, which are requested during the period.
In order to achieve a minimum response time in decision,
the mutual agreeable changes and conclusions obtained
during these meetings automatically form part of the
work statement and the specification.
3.2.10.3 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 between
Christian 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 Assurance Status
o Schedule Status & Report
o List of documents received and submitted within
the reporting period
o Action Item List
The scheme presented above has been used successfully
on other projects including development efforts.
3.2.10.4 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
Whenever internal problems and deviations are ascertained
the Project Manager refers the matter to the responsible
party.
The Project Manager takes action if responsibility
for the problem discovered is difficult to place.
Questions relating to the financial and economic schedules
of the project re-referred by the Project Manager to
Contracts Management for consideration.
QA problems within production are referred to the Project
Manager.
3.2.10.5 P̲r̲i̲m̲e̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲o̲r̲/̲C̲o̲m̲p̲a̲n̲y̲ ̲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.
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 following 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 Communication 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 European 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 allowance 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.
Fig. 3.3.1-1
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 Verification
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 is
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
teams 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 conjunction 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 requirements 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
is 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 Diagnostic 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 maintenance 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.
The 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
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. Normally 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 negotiated
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 of 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 contract.
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 implementation of a Failure Reporting
System will be the responsibility of Maintenance Engineering.
All incoming reports will be recorded and analyzed
by maintenance engineering, and the corrective action
coordinated with 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 Christian 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.
The 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 typical 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 within 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 the training section.
3.3.4.3 M̲a̲n̲u̲a̲l̲s̲ ̲a̲n̲d̲ ̲H̲a̲n̲d̲b̲o̲o̲k̲s̲
Technical writers will develop the necessary manuals
in accordance with the contractual requirements.
On programs where several types of peripheral devices
are used, the technical writers will specify the contents
of the manuals. Review sessions will be held with
suppliers and with in-house participation.
