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VOLUME III 1982-02-16
CONTRACTUAL PART Page No. #
Part 1
CROSS FOX
CONTRACT INFORMATION
CHRISTIAN ROVSING A/S
BALLERUP, DENMARK
39a̲r̲t̲ ̲1̲.̲ ̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲ ̲I̲n̲f̲o̲r̲m̲a̲t̲i̲o̲n̲
1̲.̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲u̲a̲l̲ ̲I̲n̲f̲o̲r̲m̲a̲t̲i̲o̲n̲
Christian Rovsing A/S has studied the IFB Bidding Instructions
and contract Provisions and have the below listed comments.
Comment on PART II, 4 General Provisions
A̲r̲t̲i̲c̲l̲e̲ ̲9̲: Patents and rights
c) The stipulations herein are not immediately acceptable
to Christian Rovsing A/S. Clarification of the
purpose of the paragraph is needed.…86…1 …02…
…02… …02… …02…
P̲A̲R̲T̲ ̲I̲I̲ ̲2̲ ̲-̲ ̲S̲p̲e̲c̲i̲a̲l̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲P̲r̲o̲v̲i̲s̲i̲o̲n̲s̲
A̲r̲t̲i̲c̲l̲e̲ ̲2̲: Terms of Payment
Refer to Price Proposal.
A̲r̲t̲i̲c̲l̲e̲ ̲3̲: Terms of Delivery, Penalty
3̲.̲6̲,̲ ̲3̲.̲9̲ ̲a̲n̲d̲ ̲3̲.̲1̲0̲: It does not seem reasonable to limit
the consequences of delay on the part of NODECA to
payment of storing cost. The limitation of such storing
cost to 10% of the contract value of the stored items
may unreasonably prevent the contractor from obtaining
coverage of his cost. Changes and modifications due
to delay in civil engineering work or due to any other
delay on the part of NODECA should be covered by the
standard change procedure under which the contractor
submits change proposal and under an authorized change
order is granted an equitable adjustment of the delivery
time and/or price of deliverables.
A̲r̲t̲i̲c̲l̲e̲ ̲4̲:̲ Performance Bond
All prices in this proposal are based on the assumption
that Christian Rovsing A/S will submit no guarantees.
This statement covers the advance payment guarantee,
the performance bond for the contractual period and
the performance bonds for software and hardware warranty,
respectively.
A̲r̲t̲i̲c̲l̲e̲ ̲5̲: Warranty
5.2: The hardware warranty covers defects in deliveries
due to faulty materials, errors in assembly or workmanship
which may develop during normal and proper use within
the (2) years from the date of completed SNT category
iii.
Repair or exchange of equipment with an expected failure
rate that falls within the warranty period is not considered
warranty repair but falls under normal maintenance
repair.
5.3: The principle of full new warranty periods for
repaired or exchanged items is not immediately acceptable
to Christian Rovsing A/S. Christian Rovsing A/S can
agree to suspending the original warranty period while
a hardware item is under repair/exchange. For software
a one year warranty is included.
5.6: The prices quoted herein are based on a one year
warranty after FSA.
5.7: The prices quoted herein are based on a software
warranty principle according to which the warranty
expires immediately if unauthorized modifications to
Christian Rovsing A/S software are made. Further, under
our standard software warranty the customer must produce
a failure report and normally be able to reproduce
the aledged error in the presence of representatives
of Christian Rovsing A/S. Christian Rovsing A/S is
prepared to discuss these principles but cannot immediately
accept the wording of 5.7.
5.10 and 5.11: Please refer to the comment above on
Article 4.2.
Article 8: Transfer of the contractors responsibility.
8.1: For hardware, transfer of title should take place
at Factory Acceptance Test.
For software, transfer of title should take place at
FQT.
A̲r̲t̲i̲c̲l̲e̲ ̲1̲7̲ - Governmental regulations
17.1: Meeds clarifications.
S̲e̲c̲t̲i̲o̲n̲ ̲3̲ ̲p̲a̲g̲e̲ ̲4̲6̲ ̲o̲f̲ ̲5̲5̲ ̲p̲a̲r̲a̲.̲ ̲7̲/̲1̲5̲ ̲s̲u̲b̲p̲a̲r̲a̲g̲r̲a̲p̲h̲ ̲h̲:
Christian Rovsing A/S normally commits to supply spare
parts for a period of maximum 10 years after commissioning.
A guaranteed supply for 20 years from total system
acceptance will have to be qualified by a statement
to the effect that Christian Rovsing A/S may discontinue
production/availability of an item but before doing
so, the customer must be given a notice of 6 months
within which additional orders shall be accepted by
Christian Rovsing A/S.…86…1 …02… …02… …02… …02…
Part 2
CROSS FOX
COMPLIANCE SHEETS
CHRISTIAN ROVSING A/S
BALLERUP, DENMARK
P̲a̲r̲t̲ ̲2̲.̲ ̲ ̲C̲o̲m̲p̲l̲i̲a̲n̲c̲e̲ ̲S̲h̲e̲e̲t̲s̲ ̲
Not Applicable.
Part 3
Preliminary Project Implementation Plan
CROSS FOX
MESSAGE PROCESSING FACILITY
CHRISTIAN ROVSING A/S
BALLERUP, DENMARK
T̲A̲B̲L̲E̲ ̲O̲F̲ ̲C̲O̲N̲T̲E̲N̲T̲S̲
V̲O̲L̲U̲M̲E̲ ̲I̲I̲I̲
C̲O̲N̲T̲R̲A̲C̲T̲U̲A̲L̲ ̲P̲A̲R̲T̲
P̲a̲r̲t̲ ̲3̲:̲ ̲ ̲P̲r̲e̲l̲i̲m̲i̲n̲a̲r̲y̲ ̲P̲I̲P̲
3.1 MANAGEMENT PLAN AND PROGRAM CONTROL .......
4
3.1.1 Overall MPF Project Approach ..........
4
3.1.2 MPF Project Management and Organization
6
3.1.2.1 Staffing ..........................
10
3.1.2.2 Curriculum Vitae ..................
10
3.1.3 Project Implementation Procedures .....
21
3.1.3.1 Work Breakdown Structure ..........
23
3.1.3.2 Operating Procedures ..............
29
3.1.3.3 Cost Control ......................
32
3.1.3.4 Contracts Management and
Administration ....................
33
3.1.3.5 Problem Recognition and Resolution
34
3.1.3.5.1 Problem Recognition ...........
34
3.1.3.5.2 Meetings ......................
35
3.1.3.5.3 Reporting .....................
36
3.1.3.5.4 Problem Resolution ............
37
3.1.3.5.5 Prime Contractor/Company
Coordination ..................
37
3.1.4 Project Work Breakdown Structure and
Schedule ..............................
37
3.1.4.1 Detailed WBS Structure ............
41
3.2 SYSTEM ENGINEERING PLAN ...................
46
3.2.1 Introduction ..........................
46
3.2.2 System Engineering ....................
46
3.2.2.1 Requirements/Design Specification..
47
3.2.2.2 Acceptance Tests ...................
47
3.2.2.3 Reliability Program ................
48
3.2.2.4 Technical Coordination ............
48
3.2.2.5 Deliverable Items .................
48
3.2.3 Hardware Specification ................
49
3.2.4 Software Development ..................
49
3.2.5 System Integration ....................
51
3.3 SUPPORT REQUIREMENTS ......................
51
3.3.1 Installation ..........................
52
3.3.2 Training ..............................
53
3.3.3 Documentation .........................
53
3.3.4 Maintenance and Support ...............
54
3.4 QUALITY ASSURANCE AND CONFIGURATION
MANAGEMENT ................................
54
3.4.1 Quality Assurance .....................
55
3.4.2 Configuration Management ..............
58
3.5 AVAILABILITY ..............................
60
3.6 TEST AND ACCEPTANCE .......................
60
3.7 TECHNICAL TRANSFER ........................
62
3.1 M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲P̲L̲A̲N̲ ̲A̲N̲D̲ ̲P̲R̲O̲G̲R̲A̲M̲ ̲C̲O̲N̲T̲R̲O̲L̲
Based upon experience gained as participant in significant
aerospace and defense projects, a project procedure
framework has been established at Christian Rovsing
for management planning and program control.
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 following sub-sections present:
o Overall MPF Project Approach
o MPF Project Management and Organization
o Project Implementation Procedures (PIP) Introduction
3.1.1 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.
3.1.2 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. 3.1-1
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 Prime Contractor.
The Project Manager will be supported by an Engineering
Manager, Operations Manager, and Logistics Manager.
Fig 3.1-2 depicts the project management structure
and Prime Contractor 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 the Prime Contractor
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 the Prime Contractor will ensure a
successful design and implementation of the Message
Processing Facility.
Fig. 3.1-1
Fig. 3.1-2
3.1.2.1 S̲t̲a̲f̲f̲i̲n̲g̲
The following is a list of staff for key positions
on the MPF project:
Program Manager:
System Engineering Manager:
Software Manager:
Logistics Manager: Ole Eskedal
Site Installation Manager: Kurt Mikkelsen
Documentation and Training Manager: Ole Ren} Petersen
3.1.2.2 C̲u̲r̲r̲i̲c̲u̲l̲u̲m̲ ̲V̲i̲t̲a̲e̲
Curriculum Vitae for those persons named in section
3.1.2.1 follows.
P̲R̲O̲J̲E̲C̲T̲: N̲A̲M̲E̲:
TM CHAIN OLE ESKEDAL
A̲S̲S̲I̲G̲N̲E̲D̲ ̲A̲S̲:
LOGISTICS MANAGER
E̲D̲U̲C̲A̲T̲I̲O̲N̲:
1972 University of Santa Clara, California MSc.
EE
E̲X̲P̲E̲R̲I̲E̲N̲C̲E̲:
Mr. Eskedal joined Christian Rovsing A/S in 1974 and
is currently Manager - Integrated Logistics Support
(ILS) Department of the Systems Division
1̲9̲7̲6̲ ̲-̲ ̲7̲9̲:
Project Manager for the F-16 Fire Control Computer
Co-production Program
1̲9̲7̲4̲-̲7̲6̲:̲
Christian Rovsing A/S, Ballerup, Denmark.
Position: Project Leader.
Designed and managed the development of micro computer
based data collection- and control systems. Author
of several technical proposals for commercial and military
porjects.
1̲9̲6̲9̲-̲7̲4̲:̲
Hewlett-Packard Cupertino, California.
Position: Project Engineer.
Developed controllers for computer peripherals.
1̲9̲6̲7̲-̲6̲9̲:̲
Raytheon Semiconductor Mountain View, California.
Position: Project Engineer.
Developed production test equipment for integrated
circuits.
1̲9̲6̲5̲-̲6̲7̲:̲
General Electric Semiconductor Syracuse, New York.
Position: Project Engineer.
Developed special purpose test equipment for analog
integrated circuits.
1̲9̲6̲4̲-̲6̲5̲
Teleteknisk Forskningslab., Copenhagen, Denmark.
Position: Project Engineer.
Developed test equipment for push button telephones.
Date of Birth: 4th September, 1939
Languages: Danish, English, German
P̲R̲O̲J̲E̲C̲T̲: N̲A̲M̲E̲:
TM CHAIN KURT MIKKELSEN
A̲S̲S̲I̲G̲N̲E̲D̲ ̲A̲S̲:
SITE INSTALLATION MANAGER
E̲D̲U̲C̲A̲T̲I̲O̲N̲:
1972 State Accredited Engineering College, Aarhus,
BSc.EE
E̲X̲P̲E̲R̲I̲E̲N̲C̲E̲:
Mr. Mikkelsen joined Christian Rovsing A/S in 1974.
1̲9̲7̲4̲ ̲-̲ ̲p̲r̲e̲s̲e̲n̲t̲:̲
Current responsibility at CR:
From 1980 employed as installation manager in the integrated
logistic support (ILS) department with responsibility
for installation and transportation. ILS is a function
set up to support all projects within the System Division;
current major projects are FIKS and CAMPS.
CAMPS (Computer Aided Message Processing System) is
a message preparation and data processing system to
be installed at NATO sites in Western Europe.
FIKS (Forsvarets Integrerede Kommunikations System)
is a message preparation and data processing and routing
system to be installed at military sites in Denmark.
Past experience
Experience has been gained in mechanical and electrical
design, electronic design, test and production by participating
in the following CR-projects.
STRADOGRAF 1974-1975 with the responsibility for mechanical
and electrical design. Other tasks on the project
encompassed electronic design of an analog multiplexer,
participation in development of measurement methods
and writing of micro programs.
The STRADOGRAF is an equipment for measuring skid resistance
and bumpiness of roads. The equipment is installed
in a bus at the Danish Road Research Institute.
SERIAL CRATE CONTROLLER 1975-1976. Tasks: Development
and electronic design. Responsible for design, production
and test.
The SERIAL CRATE CONTROLLER (SCC) is a module which
controls the data stream between a parallel bus and
a serial bus in the CAMAC data aquisition system.
The CAMAC system of modula equipment is sued to connect
on-line inputs and outputs to a computer.
COMMUNICATION PROCESSOR 1976-1980. Responsible for
electrical and mechanical design. Other areas of responsibility
encompassed maintenance engineering, hardware assembly
and accomplishment of qualification tests.
1978-1980 furthermore responsible for hardwrae integration
and test.
The COMMUNICATION PROCESSOR is a subunit in the NICS/TARE
system, which is a communication system for message
and data processing and routing.
Date of Birth: 19th February, 1944
Languages: Danish, English, German
P̲R̲O̲J̲E̲C̲T̲: N̲A̲M̲E̲:
TM CHAIN OLE RENE PETERSEN
A̲S̲S̲I̲G̲N̲E̲D̲ ̲A̲S̲:
DOCUMENTATION & TRAINING MANAGER
E̲D̲U̲C̲A̲T̲I̲O̲N̲:
Computer Technician
E̲X̲P̲E̲R̲I̲E̲N̲C̲E̲:
Mr. Petersen joined Christian Rovsing A/S in 1980 and
is currently Documentation & Training Manager in the
Integrated Logistics Support (ILS) Department.
1̲9̲8̲0̲:̲
Documentation & Training Manager.
1̲9̲7̲7̲-̲8̲0̲:̲
Burroughs A/S. Trained in and maintained the B2700
- B4800 Mainframe Computers. Peripherals: Paper Tape
R/P. Magnetic Tape Stations, Disk Drives, Disk Pack
Drives, Card Readers, Line Printers a.o.
1̲9̲7̲3̲-̲7̲7̲:̲
1976:
Service Manager.
1974:
Instructor for the sales staff and customers, i.e.
technicians, audiologist doctors and engineers
1973:
Service Documentation
1̲9̲6̲6̲-̲7̲3̲:̲ ̲D̲a̲n̲i̲s̲h̲ ̲A̲i̲r̲.̲ ̲F̲o̲r̲c̲e̲.̲
1970:
Worked as an Electronic Technician. Instructor in
Basic Electronics and Computer Electronics at the Air
Force Electronics School.
1968:
Maintenance Technician.
1967:
Trained in Ground Communication Electronics.
1966:
Trained in Basic Electronics.
Date of Birth: April 6th 1946.
Languages: Danish, English, German
3.1.3 P̲r̲o̲j̲e̲c̲t̲ ̲I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲ ̲(̲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 Prime Contractor, and other aspects of the project,
Fig. 3.1-3 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.
Fig. 3.1-3 PROJECT IMPLEMENTATION PLAN (PIP)
3.1.3.1 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. 3.1-4.
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 Prime
Contractor. 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 3.1-5 is further expanded in figure 3.1-6
to show a more formal project organization. The key
managers in the Project Office and the support functions
are identified, and the principal tasks assigned to
the Project Office Staff are delineated.
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. 3.1-4
MPF - PROJECT TASKS OVERVIEW
Fig. 3.1-5
MPF-PROJECT MANAGEMENT ORGANISATION
FIG. 3.1-6
PROJECT MANAGEMENT TASKS OVERVIEW
FIG. 3.1-5
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, 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 Prime Contractor/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.
3.1.3.2 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 3.1-7).
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.
FIG. 3.1-7
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.
3.1.3.3 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.
3.1.3.4 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.
3.1.3.5 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲ ̲&̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
3.1.3.5.1 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.
3.1.3.5.2 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.
3.1.8.5.3 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.
3.1.3.5.4 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.
3.1.3.5.5 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 necessary follow-up and
action, whatever the case may be.
3.1.4 P̲r̲o̲j̲e̲c̲t̲ ̲W̲o̲r̲k̲ ̲B̲r̲e̲a̲k̲d̲o̲w̲n̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲ ̲a̲n̲d̲ ̲S̲c̲h̲e̲d̲u̲l̲e̲ ̲
The design, implementation, and installation of the
CROSS FOX/MPF require the following Work Packages to
be performed or produced by Christian Rovsing:
o System Engineering
o. Hardware Specification
o. Software Development
o. System Integration
o Support Requirements
- Installation
- Training
- Documentation
- Maintenance and Support
o Qualityh Assurance amd Configuration Management
o Availability
o Test and Acaceptance
o Technical Transfer
A schedule showing deliverable item milestones is given
in figure 3.1-8, and a planning network diagram showing
task relationships is given in 3.1-9.
Milestones
Fig. 3.1-8
FIG. 3.1-9
PLANNING NETWORK DIAGRAM
…86…1 …02… …02… …02… …02…
3.1.4.1 D̲e̲t̲a̲i̲l̲e̲d̲ ̲W̲B̲S̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲
The following list identifies each work package in
the detailed WBS as envisaged.
1. P̲R̲O̲G̲R̲A̲M̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲
1.1 Program Management
1.2 Monthly Progress Reviews
1.3 Project Implementation Plan
2. S̲Y̲S̲T̲E̲M̲ ̲E̲N̲G̲I̲N̲E̲E̲R̲I̲N̲G̲
2.1 Systems Engineering Management/Technical
Coordination
2.2 System Requirements Review
2.3 System (Requirements/Design) Specification
2.4 Preliminary Test Plan
2.5 Final Test Plan
2.6 Preliminary Test Procedures
2.7 Final Test Procedures
2.8 Preliminary Design Review
2.9 Final Test Procedure Review
2.10 Reliability Programme
3. H̲A̲R̲D̲W̲A̲R̲E̲ ̲S̲P̲E̲C̲I̲F̲I̲C̲A̲T̲I̲O̲N̲
3.1 Equipment Specification (system level)
3.2 Equipment Product Specification
3.3 Equipment Logic and Wiring Diagrams
4. S̲O̲F̲T̲W̲A̲R̲E̲ ̲D̲E̲V̲E̲L̲O̲P̲M̲E̲N̲T̲
4.1 Software Management
4.2 Preliminary Software Design Specification
(packet level)
4.3 Detailed Software Design Specification
(module level)
4.4 Critical Design Review
5. S̲Y̲S̲T̲E̲M̲ ̲I̲N̲T̲E̲G̲R̲A̲T̲I̲O̲N̲
5.1 "Site 101" Integration and Testing (in-factory)
5.2 "Site 301" Integration and Testing (in-factory)
6. T̲E̲S̲T̲I̲N̲G̲
6.1 FQT Pre-Test in Copenhagen
6.2 FQT and FPPT in Copenhagen site 101
6.3 PSAT site 101
6.4 SNT (iii) site 101
6.5 FPPT site 301 in Copenhagen
6.6 PSAT 301
6.7 SNT (iii) site 301
6.8 SNT (iv)
6.9 OSAT
7. I̲N̲S̲T̲A̲L̲L̲A̲T̲I̲O̲N̲
7.1 Management and Planning
7.2 Site Preparation
7.2.1 Site Survey
7.2.2 Site Verification
7.2.3 As-Built Doc.
7.3 Transportation Site 101
7.3.1 Planning
7.3.2 Insurance
7.3.3 Pack and Transp.
7.4 Transportation Site 301
7.4.1 Planning
7.4.2 Insurance
7.4.3 Pack and Transportation
7.5 Installation Site 101
7.5.1 Installation Procedure
7.5.2 Installation and Checkout
7.6 Installation Site 301
7.6.1 Installation Procedure
7.6.2 Installation and Checkout
8. T̲R̲A̲I̲N̲I̲N̲G̲
8.1 Hareware Maintenance
8.1.1 Planning & Management
8.1.2 Course Development
8.1.3 Course Material
8.1.4 Course Conduct
8.2 Software Maintenance
8.2.1 Planning and Management
8.2.2 Course Development
8.2.3 Course Materials
8.2.4 Course Conduct
8.3 OJT Courses
8.3.1 Planning and Management
8.3.2 Development
8.3.3 Materials
8.3.4 Course Conduct
9. D̲O̲C̲U̲M̲E̲N̲T̲A̲T̲I̲O̲N̲
9.1 Equipment Handbooks
9.2 Maint.Manual (Draft input)
9.3 System Handbook (Draft input)
9.4 MC Operators Handbook (Draft input)
10. M̲A̲I̲N̲T̲E̲N̲A̲N̲C̲E̲ ̲&̲ ̲S̲U̲P̲P̲O̲R̲T̲
10.1 Maint.Document
10.2 HW Warranty (4R2)
.1 Site 101
.2 Site 301
10.3 Codification
10.4 Spares
10.4.1 RSPL
10.4.2 ASPL
3.2 S̲Y̲S̲T̲E̲M̲ ̲E̲N̲G̲I̲N̲E̲E̲R̲I̲N̲G̲ ̲P̲L̲A̲N̲
3.2.1 I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲
The System Engineering Plan comprises the following:
o System Engineering
o Hardware Specification
o Software Development
o System Integration
3.2.2 SYSTEM ENGINEERING
Christian Rovsing has management and technical responsability
for delivery of the Message Processing Facility (MPF)
to Prime Contractor and for interfacing the MPF to
the CROSS FOX system. As such, Christian Rovsing has
full MPF system responsability for the following System
Engineering Tasks:
o MPF Requirements/Design System Specification
o MPF Test Plan and Procedures
o MPF Reliability Program
o Technical Coordination
- Prime Contractor
- NODECA
- System Reviews
In the following sub-sections, each of the above tasks
is outlined, and deliverable items are enumerated.
3.2.2.1 R̲e̲q̲u̲i̲r̲e̲m̲e̲n̲t̲s̲/̲D̲e̲s̲i̲g̲n̲ ̲S̲y̲s̲t̲e̲m̲ ̲S̲p̲e̲c̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
The first task in the development of a system is to
identify all the requirements to the sytem which then
form the baseline for design procedures and acceptance
test plans and procedures. After approval - a System
Requirements Review is to be held in Copenhagen - the
Requirements/Design Specification is created, describing
how requirements are to be implemented; it will show
- point for point - where in the system each requirement
is implemented. The Requirements/Design Specification,
approved at a preliminary design review in Copenhagen
will form the technical baseline, allowing all agreed
functional requirements to be traced through the design
to the implemented system.
3.2.2.2 A̲c̲c̲e̲p̲t̲a̲n̲c̲e̲ ̲T̲e̲s̲t̲s̲
Subsequent to the System Specification a Test Plan
and Procedure will be specified. As described in System
Integration and Testing, section 5, the following tests
are envisaged:
o Factory Qualification Test (FQT)
o Factory Post Production Test (FPPT)
o Preliminary Site Acceptance Test (PSAT)
o Sub-Net Test-Category iii
o Sub-Net Test-Category iv
o Final Acceptance Test (FAT)
Test procedures (and implicitly test plans) will be
reviewed at a Final Test Procedure Review.
3.2.2.3 R̲e̲l̲i̲a̲b̲i̲l̲i̲t̲y̲ ̲P̲r̲o̲g̲r̲a̲m̲
This task is carried out by conducting in-house reviews
of all program items to guarantee that required levels
of quality are met.
3.2.2.4 T̲e̲c̲h̲n̲i̲c̲a̲l̲ ̲C̲o̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲
Progress meetings will be held quarterly throughout
the program, and Christian Rovsing will participate
in each meeting in Oslo along with Prime Contractor,
to ensure effective communication and coordination.
3.2.2.5 D̲e̲l̲i̲v̲e̲r̲a̲b̲l̲e̲ ̲I̲t̲e̲m̲s̲
The following deliverable items from System Engineering
are envisaged.
o System Requirements/Design Specification
o Preliminary and Final Test Plan
o Preliminary and Final Test Procedures
3.2.3 H̲a̲r̲d̲w̲a̲r̲e̲ ̲S̲p̲e̲c̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
All hardware items are off-the-shelf, NATO qualified
units, and the task (and deliverables) will consist
of:
o Equipment S̲p̲e̲c̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
- System Level
o Equipment D̲a̲t̲a̲ ̲S̲h̲e̲e̲t̲s̲
o Equipment P̲r̲o̲d̲u̲c̲t̲ ̲S̲p̲e̲c̲i̲f̲i̲c̲a̲t̲i̲o̲n̲s̲
o Equipment L̲o̲g̲i̲c̲ ̲D̲i̲a̲g̲r̲a̲m̲s̲
o Equipment W̲i̲r̲i̲n̲g̲ ̲D̲i̲a̲g̲r̲a̲m̲s̲
3.2.4 S̲o̲f̲t̲w̲a̲r̲e̲ ̲D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲
This task consists of:
o Creation of Specifications for the following software
subsystems:
- System
- Applications
- Support
- Maintenance and Diagnostic
o Software Coding
o Software Unit Testing
Software Design Specifications will be produced at
level 2 and 3 in accordance with ACE Standard 007 amended
and approved by SHAPE into a CAMPS Standard. A Preliminary
Software Design Specification (packet level, i.e. level
2) will be produced and subjected to an intermediate
Christian Rovsing Design Review. Following this, a
Detailed Software Design Specification (module level,
i.e. level 3) will be produced and subjected to a Critical
Design Review in Copenhagen.
All software coding will be contingent upon acceptance
of the Detailed Software Design Specification. Finally,
each software module will be unit-tested before HW/SW
integration is attempted.
The following items are deliverable:
o Detailed Software Design Specification
o Documentation of system, maintenance, and support
software
- software system specifications
- software product specifications
- software user specifications
- program listings
- linker listings,
o documentation of application software in accordance
with the modified ACE-STD 007.
- system (reg./design) specificaton
- preliminary SW design spec. (packet level)
- detailed SW design spec. (module level)
- program listings
o Code
- System (with object program libraries)
- Applications (with source program libraries
and linker control statement files)
- Support (with object program libraries)
- Maintenance and Diagnostic (with object program
libraries)
3.2.5 S̲y̲s̲t̲e̲m̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲i̲o̲n̲
For each MPF (1 to site 101 and 1 to site 301), the
hardware and software are integrated at the factory
and pre-tested.
The pre-tested equipment is then ready for formal acceptance
testing.
3.3 S̲U̲P̲P̲O̲R̲T̲ ̲R̲E̲Q̲U̲I̲R̲E̲M̲E̲N̲T̲S̲
In the following sub-sections support requirements
are listed for:
o Installation
o Training
o Documentation
o Maintenance and Support
All suppot items will be carried out by the Logistics
Support and Services Department of Christian Rovsing
A/S.
3.3.1 I̲n̲s̲t̲a̲l̲l̲a̲t̲i̲o̲n̲
Installation comprises the following items:
- Site Preparation and Verification
- Transportation and Installation
- Packaging Requirements
The following installation tasks will be carried out:
- Site Survey 101
- Site Interface Specification Data (civil works
requirements) 101
- Packaging and Shipping 101
- Site Installation 101
- Site Survey 301
- Site Interface Specification Data 301
- Packaging and shipping 301
- Site Installation 301
A description of the tasks as they relate to CROSSFOX/MPF
are to be found in the Technical Proposal.
3.3.2 T̲r̲a̲i̲n̲i̲n̲g̲
The following training courses will be provided:
1. Operator Training
2. SW Maintenance Training
3. HW Maintenance Training
A detailed description of the training courses is found
in the technical proposal.
3.3.3 D̲o̲c̲u̲m̲e̲n̲t̲a̲t̲i̲o̲n̲
The following documentation items/tasks will be performed:
Operators Handbook
Hardware Maintenance Handbook
Software Documentation As-built
Technical Manuals Preparation
Delivery of Documentation Site 101
- - - Site 301
A more detailed description of the documentation is
contained in the technical proposal.
3.3.4 M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲a̲n̲d̲ ̲S̲u̲p̲p̲o̲r̲t̲
Maintenance and support comprise the following items:
- Maintenance
- Field Support
- Spares Management
- Codification of Supply Items
- Tools and Test Equipment
- Failure Reporting
- Warranty Repair
Descriptions of these activities in greater detail
are given in the technical proposal
3.4 Q̲U̲A̲L̲I̲T̲Y̲ ̲A̲S̲S̲U̲R̲A̲N̲C̲E̲ ̲A̲N̲D̲ ̲C̲O̲N̲F̲I̲G̲U̲R̲A̲T̲I̲O̲N̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲
3.4.7 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.
3.4.2 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.
3.5 A̲V̲A̲I̲L̲A̲B̲I̲L̲I̲T̲Y̲
Availability is treated in the Technical Proposal,
section on Availability.
3.6 T̲E̲S̲T̲I̲N̲G̲ ̲A̲N̲D̲ ̲A̲C̲C̲E̲P̲T̲A̲N̲C̲E̲
Following system integration and unit testing of each
software module, a Factory Qualification Test (FQT)
is performed. Thereafter, each MPF system will be
subjected to a Factory Post Production Test (FPPT)
before shipment to site for installation.
At the site, system integration is carried out, and
a Preliminary Site Acceptance Test (PSAT) is performed.
Following this, a Sub-Net-Test (SNT) - Category iii
verifies that the MPF interfaces properly to the TARE
Communication Processor Sub-System and to the Telegraph
Message Sub-System. Additionally, at the second site,
a SNT - category iv verifies that the two MPF's communicate
properly with each other, both already having been
tested to SNT iii.
Finally, an Official System Acceptance Tesat (OSAT)
is performed, and succesful completion of the OSAT
constitutes final acceptance of the MPF by NODECA.
The following is a list of formal tests:
FQT Pre-Test in Copenhagen
FQT and FPPT in Copenhagen for site 101 equipment
PSAT site 101
SNT (iii) site 101
FPPT in Copenhagen for site 301 equipment
PSAT 301
SNT (iii) site 301
SNT (iv)
OSAT
3.7 T̲E̲C̲H̲N̲I̲C̲A̲L̲ ̲T̲R̲A̲N̲S̲F̲E̲R̲ ̲
