top - download
⟦58c064bd6⟧ Wang Wps File
Length: 22299 (0x571b)
Types: Wang Wps File
Notes: Sub.Manag.plan and Proce.
Names: »0089A «
Derivation
└─⟦b676ca540⟧ Bits:30006070 8" Wang WCS floppy, CR 0026A
└─ ⟦this⟧ »0089A «
WangText
0…0b…0…01…/…08…/…86…H
…02…
…02… …02…
…02…CPS/PLN/001
…02…KNN/801031…02……02…#
SUBCONTRACTOR
MANAGEMENT
PLAN AND
PROCEDURES
…02……02…CAMPS
T̲A̲B̲L̲E̲ ̲O̲F̲ ̲C̲O̲N̲T̲E̲N̲T̲S̲
…02…1 INTRODUCTION ............................... 4
…02…2 PRECONTRACT PROCEDURES ...................... 5
…02…3 SUBCONTRACT MANAGEMENT ORGANIZATION
AND RESPONSIBILITIES ........................
6 to 7
…02…4 GENERAL MANAGEMENT CONCEPT .................. 8
…02…5 SUBCONTRACTS MANAGEMENT PROCEDURES .......... 9 to
13
…02……02…5.1 MILESTONES/BASELINES .................... 9
…02……02…5.2 TECHNICAL REVIEWS ....................... 10
…02……02……02…5.2.1 System Requirements Review .......... 10
…02……02……02…5.2.2 System Design Review ................ 10
…02……02……02…5.2.3 Preliminary Design Review ........... 11
…02……02……02…5.2.4 Critical Design Review .............. 11
…02……02……02…5.2.5 Verification Readiness Inspection ... 11
…02……02……02…5.2.6 Final Acceptance Review ............. 11
…02……02…5.3 PROGRESS REPORTING ...................... 12
…02……02……02…5.3.1 Regular Progress Meetings ........... 12
…02……02……02…5.3.2 Progress Reports .................... 12
…02……02…5.4 WORKING MEETINGS ........................ 12
…02……02…5.5 INSPECTIONS ............................. 13
…02…6 TECHNICAL AND SUBCONTRACT
CHANGE PROCEDURES ...........................
14 to 15
…02……02…6.1 CHANGE CONTROL BOARDS ................... 14
…02……02…6.2 TYPE OF CHANGES ......................... 14
…02……02…6.3 CHANGE CONTROL BOARD PROCEDURES ......... 15
…02…7 COMMUNICATION ............................... 15 to
16
…02……02…7.1 COMMUNICATION ........................... 15
…02……02……02…7.1.1 Problem Reports ..................... 15
…02……02…7.2 DIRECTIVES FROM SUBCONTRACTOR MANAGER ... 16
…02……02…7.3 VISITS .................................. 16
…02…8 QUALITY ASSURANCE AND
CONFIGURATION MANAGEMENT ....................
17
…02…9 SUBCONTRACTOR MANAGEMENT REQUIREMENT ........ 18
…02……02…9.1 ORGANIZATION ............................ 18
…02……02…9.2 WBS ..................................... 18
1̲ ̲ ̲I̲N̲T̲R̲O̲D̲U̲C̲T̲I̲O̲N̲
a) Management of subcontractors supplying software
and hardware will be an important task in the CAMPS
program.
b) The purpose of this management procedure manual
is therefore to specify general management procedures
to be imposed on subcontractors.
c) The outlined procedures shall be applied all major
external sub-contractors.
d) The described procedures should be regarded as
guide- lines from which the procedures applied
to each sub- contractor should be derived according
to the size, complexity and type of subcontract.
e) Management procedures shall always be tailored
to the level, so it is suitable for the specific
subcontract. Both excessive and insufficient procedures
will result in increased costs.
f) While sections 4 thru 6 apply especially to subcon-
tracting of tasks involving large elements of H/W
and/- or S/W developments, sections 2, 3, and 7
thru 9 apply to both development tasks and to procurement
of off- -the-shelf supplies.
g) Notwithstanding any detailed procedures given in
this document sub-contractors should be aware that,
mutatis mutandis, the general and specific clauses
of the SHAPE/CR contract apply equally to them.
2̲ ̲ ̲P̲R̲E̲C̲O̲N̲T̲R̲A̲C̲T̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲S̲
a) Normally the starting point for selection of sub-
contractors is established when the system requirements
have been completed and approved, since this baseline
outlines what to be produced.
b) From the system requirements a Statement of Work
or a technical supply specification may be derived
to be included in a Request for Quotation and at
a later stage a subcontract or in case of in-house
sub- contractors in a Project Work Authorization.
c) All external RFQs and Subcontracts should be approved
prior to issue or signature by both CR Contracts
Management and CR Financial Control.
d) CR Contracts Management shall ensure that the sub-
contract complies with all subcontract requirements
included in the contract between CR and SHAPE,
and that all security aspects of engaging the specific
sub- contractor for the CAMPS program are covered.
e) Furthermore CR Contracts Management shall ensure
that all general and special requirements to the
sub- contractor following from this document are
made part of the contract between him and CR.
f) CR Financial Control shall ensure that all financial
aspects for the subcontract are covered and that
especially the payment schedule supports CRs sub-
contract management, e.g. by milestone payments.
g) All in-house subcontracts should be approved prior
to issue of Project Work Authorization by CR Financial
Control to ensure that the in-house Cost and Schedule
Control Procedures are applied.
3̲ ̲ ̲S̲U̲B̲C̲O̲N̲T̲R̲A̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲ ̲A̲N̲D̲ ̲R̲E̲S̲P̲O̲N̲S̲I̲B̲I̲L̲I̲T̲I̲E̲S̲
a) In the following the organization required to support
subcontracting is presented.
b) The subcontract management function is supported
by Contracts Management Financial Control and Systems
Engineering.
c) In all cases of subcontract origination and preparation
the program manager is responsible for ensuring
the correct technical content of the subcontract.
The contracts manager is responsible for terms
and conditions of the subcontract as described
in chapter 2.
d) During normal operation the program manager is
responsible for the assurance that the subcontractor's
performance is maintained with respect to technical
performance, schedule and cost requirements.
e) On a day-to-day basis, individual planners and
analysts will monitor progress of their assigned
subsystem, assess the results with their respective
managers, and together with him will develop and
implement solutions to deviations from the plan.
f) In addition, significant deviations from the plan
will immediately be brought to the attention of
the program manager.
g) The Quality Assurance department will be responsible
for surveillance of the subcontractors implementation
of the applicable part of the Quality Assurance
Program.
4̲ ̲ ̲G̲E̲N̲E̲R̲A̲L̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲C̲O̲N̲T̲R̲O̲L̲ ̲C̲O̲N̲C̲E̲P̲T̲
a) The basic management approach is to establish a
suit- able number of goals (milestones) which during
the total development cycle can be used to measure
cost/- schedule and technical performance.
b) For each development item to be managed milestones
should be established with intervals of 1 to 2
months. When milestones are established it should
be considered that the deliveries can be used to
evaluate progress (i.e. cost/schedule and technical
performance of the subproject).
c) The other area to be considered in subcontract
management are the means that are used to measure/-
evaluate subproject progress.
d) Before presenting the specific management concept
the socalled sequential phase model is presented
as this forms the basis for the concept.
e) The typical phases of a development task are
- requirements specification
- preliminary design
- interface specification
- detailed design
- implementation
- integration and test
- acceptance
- maintenance
f) The sequential phase model has as a strict requirement
that each phase is 100% completed before the next
phase is initiated.
g) Most errors are introduced during the first phases
of the project. If they are not corrected before
the con- secutive phases are initiated, these errors
are imple- mented into the design and the final
product, where the costs to correct the errors
are much greater.
h) Another problem that often occurs when the sequential
phase model is not used, is, that the configuration
management system is overloaded, which adds further
problems to the project.
5̲ ̲ ̲S̲U̲B̲C̲O̲N̲T̲R̲A̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲S̲
All procedures specified within this document shall
be mandatory for CAMPS development subcontractors.
5.1 M̲I̲L̲E̲S̲T̲O̲N̲E̲S̲/̲B̲A̲S̲E̲L̲I̲N̲E̲S̲
a) The term "milestone" will in this manual be used
as an important or critical event and/or activity
that must occur in the project cycle in order to
achieve project objectives.
b) The milestone is to be considered in the light
that events culminate in a management review/audit
refer sections 5.2 and 5.3 and decision process.
c) It is only when an approval decision has been reached
the milestone events are considered to be completed
(Baselined).
d) All baselined specifications, documents, products
etc. shall be controlled by the change procedures
described in section 6.
e) These change procedures should be considered in
the light of the objective to use the sequential
phase model that is described in section 4.
f) Milestone planning is used to
- quantify project objectives
- define significant events
- determine the sequence in which milestones
must occur
- establish time-line schedule for accomplishment
of the milestones
- through periodic updating of the time-line
schedule reflect current status, evaluate progress
and arrive to decisions to continue, limit,
accelerate, redirect, or otherwise control
the project effort.
5.2 T̲E̲C̲H̲N̲I̲C̲A̲L̲ ̲R̲E̲V̲I̲E̲W̲S̲
a) This procedure prescribes the requirements of technical
review on system, equipment and computer programs
procured for CAMPS.
b) The reviews make up decision points whether to
proceed or not. After reviews the subcontractor
and/or program manager decide whether to approve
the specification or not. If not approved the subcontractor
must not proceed further until the milestone has
been approved.
5.2.1 S̲y̲s̲t̲e̲m̲ ̲R̲e̲q̲u̲i̲r̲e̲m̲e̲n̲t̲s̲ ̲R̲e̲v̲i̲e̲w̲ ̲(̲S̲R̲R̲)̲
The objective of this review is to ascertain the adequacy
of the contractor's efforts in defining system requirements.
It will be conducted when a significant portion of
the system functional requirements has been established.
5.2.2 S̲y̲s̲t̲e̲m̲ ̲D̲e̲s̲i̲g̲n̲ ̲R̲e̲v̲i̲e̲w̲ ̲(̲S̲D̲R̲)̲
a) This review will be conducted when the definition
effort has proceeded to the point where system
re- quirements and the design approach are more
precisely defined. This review will be in sufficient
detail to ensure a technical understanding between
the contractor (and through him his sub-contractors)
and the procuring activity on (1) the system segments
identified in the system specification, and (2)
the configuration items (CIs) identified in the
CI specifications.
b) A Configurations Item (CI) is defined in this document
as the deliverable items of a Work Package; e.g.
a hardware unit, a software program, a plan, a
speci- fication, test results, or a user hand book.
5.2.3 P̲r̲e̲l̲i̲m̲i̲n̲a̲r̲y̲ ̲D̲e̲s̲i̲g̲n̲ ̲R̲e̲v̲i̲e̲w̲ ̲(̲P̲D̲R̲)̲
These reviews shall be conducted for each CI prior
to the detail design process to (1) evaluate the progress
and technical adequacy of the selected design approach;
(2) determine its compatibility with the performance
requirements of the CI specification; and (3) establish
the existence ad compatibility of the physical and
functional interfaces between the CI and other items
of equipment or facilities.
5.2.4 C̲r̲i̲t̲i̲c̲a̲l̲ ̲D̲e̲s̲i̲g̲n̲ ̲R̲e̲v̲i̲e̲w̲ ̲(̲C̲D̲R̲)̲
This review shall be conducted by the subcontractor
for each CI when detail design is essentially complete.
The purpose of this review will be to (1) determine
that the detail design of the CI under review satisfies
the design requirements established in the CI specification
and (2) establish the exact interface relationships
between the CI and other items of equipment and facil-
ities.
5.2.5 V̲e̲r̲i̲f̲i̲c̲a̲t̲i̲o̲n̲ ̲R̲e̲a̲d̲i̲n̲e̲s̲s̲ ̲I̲n̲s̲p̲e̲c̲t̲i̲o̲n̲ ̲(̲V̲R̲I̲)̲
The VRI is conducted to approve that the actual (CI)
product complies with its specifications prior to the
formal verification.
5.2.6 F̲i̲n̲a̲l̲ ̲A̲c̲c̲e̲p̲t̲a̲n̲c̲e̲ ̲R̲e̲v̲i̲e̲w̲ ̲(̲F̲A̲R̲)̲
At delivery of a (CI) product a FAR will be conducted.
The FAR requires the successful completion of the veri-
fication testing and demonstration to the prime con-
tractor.
5.3 P̲R̲O̲G̲R̲E̲S̲S̲ ̲R̲E̲P̲O̲R̲T̲I̲N̲G̲
5.3.1 R̲e̲g̲u̲l̲a̲r̲ ̲P̲r̲o̲g̲r̲e̲s̲s̲ ̲M̲e̲e̲t̲i̲n̲g̲s̲
a) The meetings are conducted by CAMPS subcontractor
manager or by an authorized representative.
b) The primary objective of these meetings are to
review and evaluate, on a regular basis, progress
on which management decisions can be based.
c) The primary presentation materials by the subcontract
manager shall be the monthly status of accomplishments,
plans, schedules, and problems/issues.
5.3.2 P̲r̲o̲g̲r̲e̲s̲s̲ ̲R̲e̲p̲o̲r̲t̲s̲
a) Instead of regular progress meetings (monthly or
weekly) progress reporting can be used.
b) The objective of the progress report is to report
on accomplishments, plans, schedules and problems/issues.
5.4 W̲O̲R̲K̲I̲N̲G̲ ̲M̲E̲E̲T̲I̲N̲G̲S̲
a) Technical or/and administrative problems might
occur during program development. In order to
solve the problems working meeting will be scheduled.
b) A working meeting between subcontractors must never
be scheduled without informing the CR CAMPS program
office at least 48 hours before. This office can,
whenever it wants, send representatives to such
meetings.
c) A working meeting can also take place between the
program office and the subcontractor in which case
the program office conducts the meeting.
d) The initiator of a meeting is responsible for providing
the following items.
1) meeting location
2) meeting agenda
3) meeting schedule
4) meeting participant list
5) minutes of meeting
6) action lists and close out of actions
5.5 I̲N̲S̲P̲E̲C̲T̲I̲O̲N̲S̲
a) The subcontractor manager has the authority to
initiate inspections. However, these shall be
coordinated with the QA Department.
b) Inspections are used to evaluate the performance
of the subproject.
c) Inspections can be initiated due to routine or
emer- gency.
d) The different types of inspections are:
- procedure inspection
- program code inspection
- hardware item inspections
e) In addition the QA Department has authority to
initiate inspection of the subcontractor QA functions
and other activities with quality implications.
6̲ ̲ ̲T̲E̲C̲H̲N̲I̲C̲A̲L̲ ̲A̲N̲D̲ ̲S̲U̲B̲C̲O̲N̲T̲R̲A̲C̲T̲ ̲C̲H̲A̲N̲G̲E̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲S̲
a) Once a baseline is frozen, it must be well identified
and fully considered in the perspective of the
total program.
b) When the product is established all changes, no
matter how small, must be processed through a well
defined change control process.
c) A similar change procedure applies to non-technical
contractual changes.
6.1 C̲H̲A̲N̲G̲E̲ ̲C̲O̲N̲T̲R̲O̲L̲ ̲B̲O̲A̲R̲D̲S̲
a) Within the program office, the group that administers
change control is known as the Change Control Board
(CCB). The CCB is the only authority to act on
changes as well as vaiwers/deviations. The primary
function of the CCB is to control the baseline.
b) The CCB is not a voting organization. The program
manager or his representative is chairman and is
responsible for the final decision on any proposed
change to the baseline.
c) The membership of the CCB normally includes top
managers for each functional area.
6.2 T̲Y̲P̲E̲S̲ ̲O̲F̲ ̲C̲H̲A̲N̲G̲E̲S̲
a) All proposed engineering changes that affect one
or more of the baselines - functional, allocated
or product are classified as class I engineering
change proposals (ECPs).
b) Proposed engineering changes that do not affect
"form, fit and function" even though they may involve
a change to the contractor's engineering or manufactoring
data are classified as CLASS II engineering changes.
c) In addition to ECP's the CCB also acts on all major
critical deviations and waivers against the baseline.
When approved deviations and waivers give the sub-
contractor relief from the technical requirements.
Permanent departures from a baseline must be ac-
complished by ECP action rather than by deviations
or waivers.
6.3 C̲H̲A̲N̲G̲E̲ ̲C̲O̲N̲T̲R̲O̲L̲ ̲B̲O̲A̲R̲D̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲S̲
The subcontractor manager has responsibility to estab-
lish and maintain all change control procedures in
accordance with the CAMPS configuration plan and pro-
cedures.
7̲ ̲ ̲C̲O̲M̲M̲U̲N̲I̲C̲A̲T̲O̲N̲
7.1 R̲E̲P̲O̲R̲T̲S̲
7.1.1 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲p̲o̲r̲t̲s̲
a) The reports should be used by the subcontractor
to inform the subcontracts manager about conditions
activ- ities or events that jeopardize or have
the potential of adversely effecting the program
objectives, schedule etc.
b) Examples of situations calling for a problem report
include changes in key-personnel, delay in purchased
components and/or equipment etc.
7.2 D̲I̲R̲E̲C̲T̲I̲V̲E̲S̲ ̲F̲R̲O̲M̲ ̲T̲H̲E̲ ̲S̲U̲B̲C̲O̲N̲T̲R̲A̲C̲T̲S̲ ̲M̲A̲N̲A̲G̲E̲R̲
Directives from the subcontracts manager to the sub-
contractor can be of technical and administrative nature.
Examples on directives are:
- changes in existing procedures or introduction
of new, that are contractual regulated
- changes in plans
- initiation of production, test etc.
- changes in financial control procedures
7.3 V̲I̲S̲I̲T̲S̲
Visits to prime contractor or subcontractor shall be
made in response to request either by the prime or
the subcontractor. Under normal conditions such visits
should be coordinated in advance. The request for a
visit shall contain the following information:
- purpose of visit
- date and item of arrival
- participants, names, departments
- brief agenda
- document to be discussed as enclosed or referenced
if established documents
- estimate of time required
8̲ ̲ ̲Q̲U̲A̲L̲I̲T̲Y̲ ̲A̲S̲S̲U̲R̲A̲N̲C̲E̲ ̲A̲N̲D̲ ̲C̲O̲N̲F̲I̲G̲U̲R̲A̲T̲I̲O̲N̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲
a) The subcontractor shall implement a quality assurance
system and a configuration management system which
comply with the quality Assurance plans applicable
to the project.
b) The Quality Assurance Department of Christian Rovsing
A/S (QAD) shall inspect this system and evaluate
its adequacy.
c) All results of subcontractors QA activities, such
as reports, logs, etc. shall be open for inspection
by QAD.
d) The final responsibility towards the purchaser
for all QA activites lies with QAD.
9̲ ̲ ̲S̲U̲B̲C̲O̲N̲T̲R̲A̲C̲T̲O̲R̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲R̲E̲Q̲U̲I̲R̲E̲M̲E̲N̲T̲S̲
The subcontractor shall normally apply the same pro-
cedures as the prime contractor. In the following are
outlined some specific requirements.
9.1 O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲
The subcontractor shall provide an organization chart
with responsibilities assigned to it.
9.2 W̲O̲R̲K̲ ̲B̲R̲E̲A̲K̲D̲O̲W̲N̲ ̲S̲T̲R̲U̲C̲T̲U̲R̲E̲ ̲(̲W̲B̲S̲)̲
The subcontractor shall provide a WBS and associated
Work Package description for his subsystem that will
be used as a frame work for
- planning/scheduling
- estimating costs
- assignment of responsibility
A̲P̲P̲E̲N̲D̲I̲X̲ ̲A̲
A.1 A̲t̲l̲a̲n̲t̲i̲c̲ ̲R̲e̲s̲e̲a̲r̲c̲h̲ ̲C̲o̲r̲p̲o̲r̲a̲t̲i̲o̲n̲ ̲(̲A̲R̲C̲)̲
In order to achieve an optimal and compliant TEMPEST
design solution, Christian Rovsing A/S has subcontracted
Atlantic Research Corporation to provide the necessary
consultancy assistance.
A.2 S̲c̲h̲e̲d̲u̲l̲e̲
The consultancy assistance was initiated during April
1980 and is planned to be complete at the beginning
of November 1980. A schedule for each of the activities
described in section A.3 is presented below.
A.3 T̲a̲s̲k̲ ̲D̲e̲s̲c̲r̲i̲p̲t̲i̲o̲n̲
ACP task 1 is to evaluate the cage solution contra
the rack solution.
ARC task 2 is to produce a technical report to be used
for Request For Quotation (RFQ) on the "rack solution".
ARC task 3 is to establish a proposal on the "rack
solution" based on the common agreement reach between
CR A/S and SHAPE 29/10 - 31/10 1980.
A̲P̲P̲E̲N̲D̲I̲X̲ ̲B̲
B.1 T̲e̲c̲h̲n̲i̲c̲a̲l̲ ̲P̲u̲r̲c̲h̲a̲s̲i̲n̲g̲ ̲(̲T̲P̲)̲
The terminal purchasing activities was initiated the
1/7, 1980 and is planned to be completed by the 15/12
1980.
The terminal equipment to be purchased are
- VDU's
- Medium Speed Printers
- Paper Tape Reader/Puncher
- High Speed Printers.
B.2 S̲c̲h̲e̲d̲u̲l̲e̲
Attached is a schedule for the purchasing activities
and the deliveries of terminal equipment which are
described in section B.3 below.
B.3 T̲a̲s̲k̲ ̲D̲e̲s̲c̲r̲i̲p̲t̲i̲o̲n̲
TP task 1 is Request For Proposal (RFQ)
TP task 2 is to evaluate the bidders and to select
compliant bidders which culminates in a "Short-Listing"
of the bidders.
TP task 3 is a commonality study between CAMPS and
SCARS II terminal equipment with the objective to select
the same type of equipment for both systems.
TP task 4 is a final negotiation and order placement.
TP task 5 covers the delivery plan/schedule for the
purchased equipment. The terminal equipment will be
delivered in 15 deliveries of equal size each month
from the beginning of June 81.
A̲P̲P̲E̲N̲D̲I̲X̲ ̲C̲
C.1 C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲ ̲C̲o̲r̲p̲e̲r̲a̲t̲i̲o̲n̲
In order to achieve the highest skills available within
Christian Rovsing two major SW packages have been subcontracted
to Christian Rovsing Corporation
The tasks consists of a Test Drive System (TDS) and
communication software/firmware related to the NICS/TARE,
SCARS II and ACE CCIS channels.
C.2 S̲c̲h̲e̲d̲u̲l̲e̲
Attached is a schedule for the development tasks, which
are described below.
C.3 T̲a̲s̲k̲ ̲D̲e̲s̲c̲r̲i̲p̲t̲i̲o̲n̲
Christian Rovsing Corporation task 1 is to develop
a Test Drive System (TDS) as described in the Work
Package Description.
Christian Rovsing Corporation task 2 is to develop
software/firmware related to the NICS/TARE, SCARS II
and ACE CCIS interfaces as described in Work Package
4.3.3.1-4.3.3.3.
