top - download
⟦8ee702e47⟧ Wang Wps File
Length: 49299 (0xc093)
Types: Wang Wps File
Notes: H>ndbog til Hannoverm.
Names: »1984A «
Derivation
└─⟦9d741eb69⟧ Bits:30006099 8" Wang WCS floppy, CR 0152A
└─ ⟦this⟧ »1984A «
WangText
;…09…;…0f…;…01…;…02…:…08…:…09…:…02…:
:…06…:…07…9…0c…9…0d…9…00…9…01…9…07…8…08…8…09…8…0a…8…01……86…1
…02…
…02… …02… …02…
*1III DEFENSE
DATA COMMUNICATION
ENGAGEMENT AT CHRISTIAN
ROVSING A/S
E. TACTICAL CCIS -
TOSCA
I̲I̲I̲ ̲ ̲T̲O̲S̲C̲A̲
1 O̲B̲J̲E̲C̲T̲I̲V̲E̲
The TOSCA System was initially delivered to the Royal
Danish Air Force in 1972 with the objective of providing
the AirForce with fast status reporting from several
national centers and fast communication and display
facilities for summary logistics displays and free
text messages and commands.
2 B̲E̲N̲E̲F̲I̲T̲S̲
The TOSCA System is a limited CCIS type system. It
provides the Danish Airforce with facilities for collecting
status information on national resources, and displaying
this information on the Danish Control and Reporting
sites for subsequent consolidation with NATO Air Defense
Ground Environmental data (NADGE).
The main features of the TOSCA system are:
- to c̲o̲l̲l̲e̲c̲t̲ information from various reporting sites
where the information is entered at local VDUs
or from magnetic tape equipment
- to s̲t̲o̲r̲e̲ this information at a number of selected
main sites
- to c̲o̲n̲t̲r̲o̲l̲ ̲a̲n̲d̲ ̲d̲i̲s̲t̲r̲i̲b̲u̲t̲e̲ the data-traffic between
the sites internally and between the sites and
the computer installations
- to d̲i̲s̲p̲l̲a̲y̲ the selected information at the individual
sites on video monitors,
- to s̲e̲c̲u̲r̲e̲ all information by the use of encrypted
data traffic.
Information reporting and display uses an operator-friendly
man-machine interface. All inputs are made on VDU's
through a format mask with protected and unprotected
field facilities and syntax checking.
3 S̲Y̲S̲T̲E̲M̲ ̲D̲E̲S̲C̲R̲I̲P̲T̲I̲O̲N̲
The system was initially developed in 1972 and is based
on communication technology of that time. A generic
diagram of the system is shown in Figure 1.
The system consists of a number of main sites interlinked
with two multidrop leased telephone lines. The equipment
at the main sites consist of computer facilities, VDUs
for update of information and test masks, and monitors
and printers for presentation of the information.
Each site is linked to several airbases and reporting
centers with multidrop leased telephone lines. Each
of these sites can be equipped with alphanumeric VDUs,
video monitors and printers.
The system has recently been upgraded to include online
encryption on all data lines through use of DOLCE equipment.
4 E̲q̲u̲i̲p̲m̲e̲n̲t̲ ̲a̲n̲d̲ ̲E̲x̲p̲a̲n̲d̲a̲b̲i̲l̲i̲t̲y̲
Although the installed system is based on 1972 technology.
The original modular design of both hardware and software
provides an excellent framework for adapting the system
to modern computer and communication technology.
The rapid development within computer technology will
facilitate many improvements, such as:
- redundant communication facilities
- extended storage facilities
- improved man-machine interfaces with highly intelligent
VDUs
- improved status display facilities
- improved security.
Figure 1
TOSCA GENERIC SYSTEM LAYOUT
Main sites interlinked with multidrop lines
and
airbase terminals and reporting system workstations
III DEFENSE DATA COMMUNICATION
ENGAGEMENT AT CHRISTIAN ROVSING A/S
F. STRATEGIC NETWORK - NICS-TARE
N̲I̲C̲S̲-̲T̲A̲R̲E̲
1 O̲B̲J̲E̲C̲T̲I̲V̲E̲S̲
The program, carried out in the period 1976-1979, had
as an objective, implementation of a front-end you
might explain the acronym communications processor
to satisfy NICSMA'S stringent operational and reliability
requirements for TARE; to meet traffic handling, expandability,
reliability, and cost requirements.
2 B̲E̲N̲E̲F̲I̲T̲S̲
Christian Rovsing A/S have developed a customized configuration
to NICSMA specifications and produced 20 dual-processors
and associated line termination sub-systems, each of
them capable of up to 163 line connections.
Extensive use of LSI contributes to the versatility
of the microprocessor controlled line termination units.
These form an integral part of the front-end system
and provide an interface to a variety of line types
for the interchange of data, control, and timing signals.
The impact of LSI on weight, size, and power is clearly
demonstrated by the compact hardware packaging shown
in Figure 1.
Of particular significance is the cost reduction realized
by LSI. By way of illustration, note that it was found
to be economically feasible to duplicate entire line
termination units to route traffic to both the active
and hot stand-by processors, thus allowing on-line
switchover without loss of data.
Figure 1
NICS-TARE
3 S̲Y̲S̲T̲E̲M̲ ̲F̲U̲N̲C̲T̲I̲O̲N̲S̲
The TARE Communication Processor Subsystem is a fully-redundant
front-end serving as concentrator and pre-processor
for a maximum of 163 lines. It interfaces the network
to the Litton L3050 Message Processors. A line-splitter
assembly routes the lines to two CP's. Both synchronous
(2400 baud) and asynchronous (600 baud) channels are
accomodated. Synchronous lines are controlled through
an EDC protocol (LITSYNC).
Message pre-processing is performed by a Multiplexer
Processor and a Communications Processor; both are
duplicated in the redundant configuration. The Multiplexer
performs the line polling; the Communications processor
does the message processing and manages the interface
to the Message Processor. Message processing functions
include character sequence recognition, alphabet translation,
channel error recognition, EDC protocol management,
security checking, and message sector assembly and
distribution.
4 E̲Q̲U̲I̲P̲M̲E̲N̲T̲
NICS-TARE is based on a CR80 Communication Processor,
designed and manufactured by Christian Rovsing A/S.
The CR80 Communication Processor is a distributed minicomputer
system specifically designed as a communications line
concentrator and pre-processor. Of recent design and
employing a modular architecture, it provides TARE
with a flexible front-end for individual line terminations,
multiplexing and character-
orientated data processing. Communication line characteristics
such as speed, synchronization, distortion, timeout,
bit sampling, character and block assembly are completely
divorced from the L3050 Message Processors. The dualized
configuration consists of two "CR COMPROCESSORS", two
groups of line termination units, and dual data-channel
interfaces to the TARE Message Processors. The modularity
and distributed processing aspects are apparent in
the use of repetitive functional units around a multi-level
data transfer bus structure as seen in Figure 2.
Figure 2
NICS-TARE HARDWARE
providing modularity and distributed processing
5 E̲X̲P̲A̲N̲D̲A̲B̲I̲L̲I̲T̲Y̲
The original NICS-TARE design did not include functions
for protocol conversion to supply messages in ACP 127
format. After project start, Christian Rovsing A/S
assumed responsibility for the definition, system design,
and implementation of the NICS-TARE line coordination
protocols, buffering and other communication preprocessing
functions. Implementation was facilitated by the modularity
of the CR80 computer, allowing expansion without need
for design of new modules.
III DEFENSE DATA COMMUNICATION
ENGAGEMENT AT CHRISTIAN ROVSING A/S
G. MESSAGE SWITCHING - CRISP
C̲R̲I̲S̲P̲
1 O̲B̲J̲E̲C̲T̲I̲V̲E̲S̲
The CRISP (Comprehensive Royal Navy Supply and Transport
Service Inventory System Product) objective is to improve
the handling of naval stores. Seven existing systems
- each handling different inventory aspects - will
be replaced by one system - CRISP. The locations serviced
by CRISP are shown in Figure 1.
2 B̲E̲N̲E̲F̲I̲T̲
The following benefits are made available by CRISP:
o All information can be accessed from one terminal;
this gives fast response.
o All input/output in standard formats; this results
in standardized staff training and better service
to the users.
o Availability is maximized; The network can continue
to operate even if several nodes are out of service;
adaption to failures is automatic.
o Expandability is accomodated; the network can be
expanded by virtually unlimited addition of existing
modules.
o Ease of maintenance; the ISO seven layer model
facilitates updates.
o Ease of operation; the status of all network components
is monitored on one FEPS console.
Figure 1
CRISP TP NETWORK
Serving locations throughout GB
3 S̲Y̲S̲T̲E̲M̲ ̲F̲U̲N̲C̲T̲I̲O̲N̲S̲ ̲
The CR80 software, depicted in Figure 2, consists of
a number of programs run in parallel. The data transfer
modules shown at the left are structured to conform
with the ISO - Open Systems Interconnection - Basic
Reference Model.
o The P̲H̲Y̲S̲I̲C̲A̲L̲ level consists of 9600 baud X25 links.
o The L̲I̲N̲K̲ level provides HDLC framing of data and
error control so that data corrupted by transmission
errors on the X25 links can be resent.
o The N̲E̲T̲W̲O̲R̲K̲ level routes the data to the destination.
It also guarantees that messages from one front
end to another are delivered in sequence, irrespective
of the routes the messages have taken.
Figure 2
CRISP ARCHITECTURE
implementing CR80 FEPS/RPS software
o The T̲R̲A̲N̲S̲P̲O̲R̲T̲ Station uses segmenting or blocking
of data to optimise the use of the network for
minimum cost. Flow and end-to-end control are also
provided by the Transport Station.
o The S̲E̲S̲S̲I̲O̲N̲ Control is used for establishing connections
between front ends and to provide synchronization,
thus avoiding duplication of data if a connection
breaks down and then is reestablished.
o The P̲R̲E̲S̲E̲N̲T̲A̲T̲I̲O̲N̲ layer - here divided into several
sublayers - provides the transformation between
the applications' data format and the internal
CR80 representation. This layer also guarantees
that data is exchanged between the applications
in an orderly way.
o The CRISP A̲P̲P̲L̲I̲C̲A̲T̲I̲O̲N̲ layer consists of mainframes,
terminals and printers communicating with each
other.
4 E̲Q̲U̲I̲P̲M̲E̲N̲T̲
ICL and CR hardware are used.
Three ICL 2976 mainframes are each connected to a CR80
Front End Packet Switch, i.e. 3 CR80's in all. The
FEPS's are linked together to form an inner ring. The
five Remote Packet Switches are each linked to two
FEPS's to form a reliable packet switched network.
ICL 7500 series cluster controllers are then connected
to the FEPS's and RPS's. Each cluster handles up to
eight Video Terminals and four Hard Copy Printers.
Printers may also be connected directly to the CR80.
Figure 3 shows a photograph of site installed CRISP
front end computers.
Figure 3
CRISP SITE
Showing the front-end computers
5 E̲X̲P̲A̲N̲D̲A̲B̲I̲L̲I̲T̲Y̲
Expandability is accomodated by addition of existing
modules; future expansion will neither demand new modules
nor render existing modules obsolete.
I̲V̲ ̲ ̲C̲H̲R̲I̲S̲T̲I̲A̲N̲ ̲R̲O̲V̲S̲I̲N̲G̲ ̲A̲/̲S̲
C̲O̲M̲P̲A̲N̲Y̲ ̲P̲R̲O̲F̲I̲L̲E̲
C̲H̲R̲I̲S̲T̲I̲A̲N̲ ̲R̲O̲V̲S̲I̲N̲G̲ ̲A̲/̲S̲
1 I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲
Christian Rovsing A/S is Denmark's fastest growing
high-technology computer and aerospace-electronics
company. Founded in 1963, Christian Rovsing A/S and
its subsidiaries currently employ over 800 people,
many of whom are highly educated engineers, scientists,
and skilled technicians.
In recent years the company's growth rate has approached
40% annually, due in large measure to its advanced,
high-technology CR80 Computer product line and the
excellence of its systems-oriented technical staff.
Today, Christian Rovsing A/S stands as one of Europe's
leading computer systems houses, capable of taking
responsibilty for all aspects of hardware/software
projects from concept through implementation to final
acceptance.
Facilities are located in suburban Copenhagen at three
locations - Ballerup, Herlev, and Valby. The administration
and general management are located at the Ballerup
facility.
Christian Rovsing A/S's corporate facilities and divisional
organization have been specifically structured to handle
development and implementation of specialized military
and commercial computer systems. There are five engineering
divisions - electronics, systems, data processing,
production, and development - and inter-divisional
cooperation is stressed to ensure available project
expertise is shared.
In the four Figures to follow are shown:
o Engineering Facilities at Ballerup (Figure 1)
o Computer Production Facilities (Figure 2)
o Company Organization (Figure 3)
o The System Division (Figure 4)
Figure 1
ENGINEERING FACILITIES
Figure 2
PRODUCTION FACILITIES
2 C̲O̲R̲P̲O̲R̲A̲T̲E̲ ̲H̲I̲S̲T̲O̲R̲Y̲
Christian Rovsing A/S was founded in 1963. At first
the company worked mainly in a consulting and advisory
capacity within the EDP field. Activities developed
rapidly, and the business gradually changed character
from consultant to supplier of systems.
Around 1971, a deliberate commitment was made by the
company to apply its resources to the European space
program. It has since participated in most major programs,
and successful participation in these programs has
broadened the company's capabilities. The high degree
of performance which these programs demand has been
met by applying up-to-date technology, specialized
hardware and software engineering expertise, and modern
management methods.
For the design and production of switching power supplies
to the European space program, we have developed an
advanced technology and sophisticated design philosophy
which can be applied to the solution of complex power
supply problems. Several patents are held by the company
relating to power supply circuit design.
Based on experience gained from engagement in the European
space program the company decided to enter the demanding
military market. An important contract with Delco Electronics
Inc. to co-produce their Fire Control Computer as part
of the 4-nation European F-16 Program was won. The
Fire Control Computer is the only "end-item" co-produced
in Denmark and is delivered directly to the F-16 assembly
lines in Europe or the U.S.A.
In the mid-seventies the company decided to enter the
data communications market. It has since participated
in critical computer communications-oriented programs
for both commercial and defense customers, with such
projects as CAMPS(NATO), FIKS (Danish MOD), and LME-Network
(commercial).
Christian Rovsing A/S believes that it has developed
exceptional, professional talent dedicated to advanced
data communication. Furthermore, the company excels
in applying current technology to modular equipment
design and has no outdated product lines to support.
In short, Christian Rovsing A/S has acquired extensive
experience in the design, development, and manufacture
of computer and aerospace electronics.
3 C̲o̲m̲p̲a̲n̲y̲ ̲O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲
Christian Rovsing A/S is wholly owned by Danish nationals
and conducts its business without the aid of public
funds and is independent of foreign capital. For further
information, the company annual report is available.
Management of the Company is in the hands of Messrs.
Christian F. Rovsing, Claus Jepsen and Lars Stig Nielsen.
Mr. Rovsing is the President and the founder of the
company. He is a member of many government and industrial
committees as well as professional societies related
to research and data processing.
Today, there are five major divisions within the company
(see Figure 3)
o Data Processing Division
o Electronics Division
o Systems Division
o Production Division
o Development Division
and three wholly owned subsidiaries:
o Christian Rovsing Corporation (Los Angeles, California)
supports the mother company in major contracts
with North American customers and has its own software
development center.
o Christian Rovsing International located in Copenhagen
delivers computer systems for communication networks
and process control and contracts staff to large
international customers.
o CR Card System located in Copenhagen delivers electronic
systems for the automation of gasoline (petrol)
stations.
The Data Processing Division is located in a 5,000
sq. meter leased facility in Herlev, near Copenhagen.
The Electronics and Systems Divisions are based in
a newly constructed 12,000 sq. meter facility in Ballerup,
also near Copenhagen.
The Administration and General Management are located
in the Ballerup facility.
The Ballerup location houses development laboratories,
the main production and test department, a model shop
and special "clean room" facilities for the production
of space-qualified hardware.
A separate, dedicated facility has also been established
for the co-production of the airborne FCC computer
for the European F-16 program. It is located about
10 Km from the main Ballerup facility.
Military data communication systems are the responsibility
of the Systems Division, which is described in the
next section.
Figure 3
COMPANY ORGANIZATION
4 T̲h̲e̲ ̲S̲y̲s̲t̲e̲m̲s̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Systems Division was structured late in 1979, and
systems-related activities were consolidated to improve
the handling of large, integrated hardware/software
data communications programs. The division is organised
on a project basis including CAMPS and FIKS, two major
military communication projects. Each major project
is under the cognizance of a Project Office with total
system responsibility and control authority to co-ordinate
in-house activities, and to provide close liaison with
the customer throughout the duration of the Project.
Projects are supported by the Integrated Logistics
Department. Its services include site surveys, installation,
training, documentation, maintenance, spares and other
support.
Advanced system development projects are assigned to
the Computer Systems Engineering Group. Current projects
include satellite image-data handling systems and miscellaneous
consulting services.
The Systems Division is also responsible for contract
performance in conjunction with Danish Industrial Group
One on the production and delivery of some 400 military-qualified
computers for the F-16 project. A complete computer
is produced each workday.
Quality Assurance reports directly to top-level management.
Emphasis is placed on the quality of the hardware and
of the software, both of which affect system performance.
The organization of the Systems Division is shown in
Figure 4.
Figure 4.
THE SYSTEM DIVISION
V̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲I̲M̲P̲L̲E̲M̲E̲N̲T̲A̲T̲I̲O̲N̲ ̲A̲T̲
C̲H̲R̲I̲S̲T̲I̲A̲N̲ ̲R̲O̲V̲S̲I̲N̲G̲ ̲A̲/̲S̲
P̲R̲O̲J̲E̲C̲T̲ ̲I̲M̲P̲L̲E̲M̲E̲N̲T̲A̲T̲I̲O̲N̲
1 O̲V̲E̲R̲A̲L̲L̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲A̲P̲P̲R̲O̲A̲C̲H̲
Christian Rovsing A/S has significant experience as
a participant in major aerospace and defense projects,
and a procedural framework for management, planning,
and implementation has been established. The highlights
of this approach are:
o Reliable, off-the-shelf equipment utilizing the
latest technology.
o Effective management controls and reporting procedures.
o A realistic implementation and support plan to
ensure operational capability within schedule.
In its management and implementation plan, Christian
Rovsing A/S has combined a total systems approach with
advanced business and financial techniques. This approach
ensures that the total scope of the effort is identified,
defined, analyzed, and will be responded to in accordance
with the requirements of the project.
For each project undertaken, Christian Rovsing A/S
will dedicate all required resources, assign highly
qualified personnel, and maintain managerial and technical
continuity - through all phases until the successful
completion of the contract.
In the sections to follow, you will find described
the elements of a Project Implementation Plan, Project
Management and Control, System Engineering and Quality
Assurance. After that details of Logistics Support
are presented: This includes Installation and Site
Preparation, Maintenance and Field Support, and Training
and Documentation.
2 P̲R̲O̲J̲E̲C̲T̲ ̲I̲M̲P̲L̲E̲M̲E̲N̲T̲A̲T̲I̲O̲N̲ ̲P̲L̲A̲N̲
At Christian Rovsing A/S, the Project Implementation
Plan (PIP) is the management tool which is used to
describe all significant aspects of a project - see
Figure 1. The PIP establishes a firm baseline for all
project activities; project status, progress and performance
can be evaluated and controlled by means of this baseline.
Therefore, the PIP has a well defined structure, and
each section identifies the activity, its organization
and operating procedures. Each activity is placed in
a schedule network - consistent with a master schedule
- and the relation to other activities is shown. Documentation
produced by the activity is listed, and a cross-reference
with contractual items is made for accountability of
deliverable items and unique requirements.
2.1 W̲O̲R̲K̲ ̲B̲R̲E̲A̲K̲D̲O̲W̲N̲ ̲S̲T̲R̲U̲C̲T̲U̲R̲E̲
A Work Breakdown Structure (WBS) is created by dividing
all aspects of the project into major tasks. For each
of the major tasks a further breakdown is generated
detailing hardware, software and support tasks. The
WBS consists, therefore, of a family tree of hardware,
software, services and tasks organized to define and
display the work to be accomplished for successful
implementation of a project - see Figure 2. As a planning
tool, it defines the Work Packages (WP) for planning,
scheduling and cost control.
Changes to a WBS are controlled by the configuration
management staff, and approved project changes are,
therefore, reflected in the baseline WBS.
Figure 1
PROJECT IMPLEMENTATION PLAN
Covering all aspects of a project
Figure 2
WBS STRUCTURE
program control aided by low-level, detailed work package
3 P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T
Based on experience at Christian Rovsing A/S, the overview
of management tasks shown in Figure 3, presents the
most significant activities usually encounted. In this
Figure, key managers and support functions are identified,
and the principal tasks assigned to project office
staff are delineated.
The project office, under the direction of the Project
Manager, is responsible for the overall conduct of
a project. Included in the project office are a System
Engineering Manager, Operation Manager and Logistic
Manager supported by Quality Assurance personnel and
a Contracts Administrator. The principal responsibilities
of the project staff are outlined below.
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 on-time performance; technical
cognizance of design, development and control of production;
and test, integration and support activities. The Project
Manager reports directly to 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
A/S.
E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ A senior systems engineer, with
a complete understanding of the technical implications
of top-level system specifications, is responsible
for the ultimate technical performance and compliance
with those specifications. He provides the correct
technical interpretation of all requirements. He plans,
directs, monitors, audits and controls the design,
development, testing, installation and cut-over of
a system with regard to all technical aspects. He provides
the technical liaison with the customer, with in-house
development and production groups, and with sub-contractors
and suppliers.
O̲p̲e̲r̲a̲t̲i̲o̲n̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ This manager provides 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 assess the status and quality of production
during implementation.
L̲o̲g̲i̲s̲t̲i̲c̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ The installation and site support
tasks are combined under one manager. The Logistics
Manager is responsible for site surveys, delivery and
installation, training, maintenance, spares, documentation
and site support. Logistic support tasks are carried
out by staff from the Integrated Logistics Support
Department of Christian Rovsing A/S.
Q̲u̲a̲l̲i̲t̲y̲ ̲A̲s̲s̲u̲r̲a̲n̲c̲e̲ ̲a̲n̲d̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲A̲d̲m̲i̲n̲i̲s̲t̲r̲a̲t̲i̲o̲n̲ are
divisional staff functions performed for all projects.
Intensive support is given during start up and critical
phases and continues throughout the project.
Figure 3
PROJECT MANAGEMENT TASKS
overview based on extensive experience with complex programs
3.1 O̲P̲E̲R̲A̲T̲I̲N̲G̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲S̲
Formal operating procedures and proven management methods
are used by the Project Office to control projects.
Management procedures define the methods used within
Christian Rovsing A/S for planning, work assignment,
monitoring and coordination of activities within a
project.
The Project Office and its staff operate within these
well-established procedures and are responsible for:
P̲l̲a̲n̲n̲i̲n̲g̲:̲ Evaluation of contract require-
ments and allocation of work to
the various functional depart-
ments.
W̲o̲r̲k̲
A̲s̲s̲i̲g̲n̲m̲e̲n̲t̲s̲:̲ Issuance of work statements,
specifications, budget and
schedule requirements.
M̲o̲n̲i̲t̲o̲r̲i̲n̲g̲:̲ Periodic review of technical
schedules and cost performance,
applying program control through
budget authorization.
C̲o̲-̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲:̲ Co-ordination of all project ac-
tivities between operating de-
partments.
Internal management cost/schedule procedures 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 by
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 management.
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 among operating
departments after contract award. Work authorizations
are timephased based on schedule constraints. Internal
budget allocations allow for the retainment of funds
for contingencies and unforeseen efforts.
All detailed packages - identified and assigned from
a WBS - are defined by a statement of work, schedule,
and budget, thus establishing a performance measurement
baseline.
3.2 C̲O̲S̲T̲ ̲C̲O̲N̲T̲R̲O̲L̲
The Project Cost and Schedule Control System (CSCS)
applied by Christian Rovsing A/S 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 the manager of each function.
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)
that a SWP defines. WP's are the units of effort/tasks
from which project schedule and cost performance
are monitored. As a guideline, each WP should not
to exceed a 3 month 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 can give early warnings
of both schedule delays and cost overruns, and thus
serve a dual purpose.
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 on-time performance.
The impact of a threatening cost overrun is judged
from regular quarterly as well as ad hoc project budget
revisions-taking into account both cost-to-date and
the latest estimates of cost 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
A/S ensures consistency in the information. This aides
to identify problem areas and guides in subsequent
corrective action.
3.3 C̲O̲N̲T̲R̲A̲C̲T̲S̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲A̲N̲D̲ ̲A̲D̲M̲I̲N̲I̲S̲T̲R̲A̲T̲I̲O̲N̲
Contracts Management and Administration is a divisional
staff function providing support services to the Project
Manager.
The function is responsible for:
o Contract terms and conditions in relation to the
customer or prime contractor.
o Contract terms and conditions for purchase orders
to sub-contractors and suppliers of standard equipment
and supplies:
- Project budgets
- Invoicing
- Settlement with suppliers and sub-contractors
- Finance
- Cost control
The function is required to keep such cost and accounting
records as are required to perform audits 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.
4. S̲Y̲S̲T̲E̲M̲ ̲E̲N̲G̲I̲N̲E̲E̲R̲I̲N̲G̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲
A product, in the context of the Systems Division at
Christian Rovsing A/S, is the result of integration
of hardware and software elements, where the hardware
and software elements and their integration have been
achieved by following a detailed system engineering
procedure. In the sections to follow, system engineering,
hardware, software and system integration will be discussed
in terms of their relationship to a final product.
4.1 S̲Y̲S̲T̲E̲M̲ ̲E̲N̲G̲I̲N̲E̲E̲R̲I̲N̲G̲
Christian Rovsing A/S has the necessary know-how and
experience to take responsibility for all major tasks
of system engineering, i.e.:
- Requirements Specification
- Design Specification
- Reliability
- Quality Assurance and Configuration Management
- Testing
- Technical Coordination
4.1.1 R̲E̲Q̲U̲I̲R̲E̲M̲E̲N̲T̲S̲ ̲S̲P̲E̲C̲I̲F̲I̲C̲A̲T̲I̲O̲N̲
As the first task in the development of a system product,
all requirements are identified; this provides the
baseline for design procedures and acceptance testing.
4.1.2 D̲E̲S̲I̲G̲N̲ ̲S̲P̲E̲C̲I̲F̲I̲C̲A̲T̲I̲O̲N̲
The design specification describes how requirements
are to be implemented; it shows - point for point -
where in the system each requirement is implemented.
4.1.3 R̲E̲L̲I̲A̲B̲I̲L̲I̲T̲Y
A reliability analysis and trade-off is performed to
achieve a system design that ensures a required level
of availability.
4.1.4 Q̲U̲A̲L̲I̲T̲Y̲ ̲A̲S̲S̲U̲R̲A̲N̲C̲E̲ ̲A̲N̲D̲ ̲C̲O̲N̲F̲I̲G̲U̲R̲A̲T̲I̲O̲N̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T
To ensure that required levels of quality are met,
from initial design through ensuring changes until
final acceptance, quality assurance and configuration
management functions are carried out by impartial staff
reporting to a Quality Assurance Manager responsible
for all QA tasks within Christian Rovsing A/S. These
functions are described in detail in section 5.
4.1.5 T̲E̲S̲T̲I̲N̲G̲
Subsequent to the design specification, a test plan
and procedure is specified. Examples of typical tests
are:
- factory qualification test
- factory post-production test
- preliminary site acceptance test
- network test for integration with other systems
or
sites
- final acceptance test
4.1.6 T̲E̲C̲H̲N̲I̲C̲A̲L̲ ̲C̲O̲O̲R̲D̲I̲N̲A̲T̲I̲O̲N̲
Staff at Christian Rovsing A/S have acquired significant
experience in development of complete system products
and are familiar with the means of technical coordination
that are required such as design reviews and progress
meetings as well as day-to-day communication with customers,
sub-contractors and suppliers.
4.2 H̲A̲R̲D̲W̲A̲R̲E̲
All hardware items are off-the-shelf, NATO qualified
units. However, the flexibility of the modular design
allows hardware to be delivered to meet a wide range
of requirements with respect to memory capacity, computational
speed, fault tolerant operation and expandability.
Hardware design is documented by:
- a system level equipment specification
- equipment product specifications
- equipment data sheets
- logic and wiring diagrams
4.3 S̲O̲F̲T̲W̲A̲R̲E̲
All software is well documented and in accordance with
NATO Allied Command Europe (ACE) documentation standards.
The Advanced Multi-Processor Operating System (AMOS)
is the standard operating system for unmapped, single
or dual multi-processor configurations; there are up
to 4 CPUs and 512 Bytes of memory in unmapped multi-processor
systems.
The Distributed Advanced Multi-Processor Operating
System (DAMOS) is the standard operating system for
mapped, virtual memory multi-processor configurations;
these configurations range from a single multi-processor
system with up to 5 CPUs and 32 mega-bytes of memory
to a fault-tolerant system with as many as 16 multi-processors
interconnected through a 512 megabit/sec. message transport.
Both operating systems support assembler, SWELL (a
high-level programming language that provides register
specific data manipulation), Pascal and Cobol. Fortran
77 and ADA will be supported in the near future.
In addition to application functions, programmed in
the forementioned languages, a full range of support
software for input/output, file manipulation, editing
and debugging is provided.
4.4 S̲Y̲S̲T̲E̲M̲ ̲I̲N̲T̲E̲G̲R̲A̲T̲I̲O̲N̲
System integration is facilitated by making all software
coding, i.e. project-specific software, contingent
upon acceptance of a detailed software design specification.
Each software module is then unit-tested before SW/HW
integration is attempted. After integration at the
factory, the system is pre-tested before formal acceptance
testing is begun. In this way a customer is presented
a truly finished product when acceptance testing starts.
5 Q̲U̲A̲L̲I̲T̲Y̲ ̲A̲S̲S̲U̲R̲A̲N̲C̲E̲ ̲(̲Q̲A̲)̲
A Quality Assurance Manager (QAM) is responsible for
all QA tasks within Christian Rovsing A/S. The company
has developed its own internal standard - "Christian
Rovsing A/S Quality Assurancy Policy", and the company's
QA system is fully compliant with "NATO Quality Control
System Requirements for Industry", AQAP-1.
Principal QA tasks are:
o Quality Control (QC) - establishment and control
of company QC procedures and project dedicated
QC procedures as well as requirements to sub-contractors
and suppliers; to ensure that a product meets quality
requirements.
o Configuration Control - ensures that the product
as-built meets design and test requirements as
specified; more details of configuration control
and management are given in the next sub-section.
o Reliability - supervision and control, analysis,
trade-offs, and testing; to ensure that availability
requirements are met.
o Parts and Material Procurement - vendor evaluation
qualification, pruchasing and receiving inspection.
o QA System - series of functions to effect quality
assurance; key functions are:
o Quality Planning with detailed scheduling of design
reviews, factory tests, acceptance tests, etc.
o Design Control to review all new designs of both
hardware and software; no design can be released
for production or programming without proper approval.
o Configuration and Change Control to ensure meeting
baseline requirements in the course of changes.
o Work Instructions to define procedures to be followed
to achieve required levels of quality.
o Inspection and Test procedures to be performed
during development, production and delivery of
product.
o Records to document all inspection tests and results
as well as any other events related to product
quality.
5.1 C̲O̲N̲F̲I̲G̲U̲R̲A̲T̲I̲O̲N̲ ̲M̲A̲N̲G̲E̲M̲E̲N̲T̲
The configuration management function is performed
by staff of the Quality Assurance Section with divisional
responsibility for configuration management. For each
project, however, an individual Configuration Management
Plan is prepared. This organizational arrangement provides
consistency from project to project, ensuring that
the benefits of experience are passed on while taking
into account the individual demands of each project
and customer.
Major functions of configuration management are:
o Configuration Identification
o Configuration Control
o Status Accounting
o Configuration
o Configuration Auditing.
Configuration Identification of all items released
as part of the baseline configuration as well as subsequent
change documentation to these items is accomplished
by identifying numbers. Examples of identifying numbers
are:
- drawing or part number
- revision number
- serial number
- specification description number
- change identification number.
Configuration Control of project office initiated changes
is ensured by a Configuration Control Board (CCB) which
includes project relevant experts and which is chaired
by the configuration management staff member responsible
to the project. The CCB is responsible for analysis,
classification and approval of changes to:
- specifications and procedures
- engineering drawings
- hardware and software
- documentation.
Configuration Status Accounting catalogues the information
and documentation required for configuration control.
Examples are:
- approved engineering documentation
- status reports of proposed changes
- implementation status of approved changes.
Configuration Auditing provides the results of formal
examination of the configuration. A Physical Configuration
Audit (PCA) compares the as-built version of a configuration
item with the items technical documentation to establish
whether the item meets the product baseline. A Functional
Configuration Audit (FCA) verifies if the configuration
meets all tests required by development specifications.
V̲I̲ ̲ ̲L̲O̲G̲I̲S̲T̲I̲C̲S̲ ̲S̲U̲P̲P̲O̲R̲T̲ ̲A̲N̲D̲ ̲C̲A̲P̲A̲B̲I̲L̲I̲T̲I̲E̲S̲
A̲T̲ ̲C̲H̲R̲I̲S̲T̲I̲A̲N̲ ̲R̲O̲V̲S̲I̲N̲G̲ ̲A̲/̲S̲
L̲O̲G̲I̲S̲T̲I̲C̲S̲ ̲S̲U̲P̲P̲O̲R̲T̲ ̲A̲N̲D̲ ̲C̲A̲P̲A̲B̲I̲L̲I̲T̲I̲E̲S̲
1 I̲N̲T̲R̲O̲D̲U̲C̲T̲I̲O̲N̲
The Systems Division of Christian Rovsing A/S has a
support department named Integrated Logistics Support
(ILS). ILS undertakes the following work:
o Installation and Site Preparation
o Maintenance and Field Support
o Training and Documentation
In accordance with current contracts, including FIKS
(Danish Defense Integrated Communications System) and
CAMPS (NATO wide communication system), ILS provides
Installation, Maintenance and Field Support as well
as training and documentation 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. The services will
also include installation and maintenance of other
manufacturer's equipment.
2 O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲
The organization of the Logistics Department is shown
in Figure 1 with an indication of major responsibilities.
All ILS personnel have a security clearence to at least
NATO SECRET. Maintenance and installation teams have
a higher clearance determined by the project in question.
The following sections describe the general responsibilities
of the 3 functional areas on a typical, major military
program.
Figure 1
Department Organization
3 I̲N̲S̲T̲A̲L̲L̲A̲T̲I̲O̲N̲ ̲S̲E̲C̲T̲I̲O̲N̲
S̲i̲t̲e̲ ̲P̲r̲e̲p̲a̲r̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲V̲e̲r̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
On programs involving medium to large sized ADP systems
the Installation Section will perform the following
tasks:
o Conduct Site Surveys
o Generate Civil Works Requirements
o Generate As-Built Drawings
o Perform Site Verification
The Civil Works Requirements package contains the necessary
details for the customer to draft work specifications
for local contractors. As-Built Drawings show how the
specific installation has been made.
T̲r̲a̲n̲s̲p̲o̲r̲t̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲I̲n̲s̲t̲a̲l̲l̲a̲t̲i̲o̲n̲
The Installation Section is responsible for transportation
of the equipment from the CR factory to the site. This
includes writing the Transportation Plan. CR utilizes
the service of a freight forwarder to handle the details
of the shipments.
The Installation Section has several teams of experienced
installers who, after installation of the equipment,
will run a test to verify that the equipment is functioning
in accordance with specifications.
In conjunction with equipment installation the installation
team will conduct a property inventory check (spare
parts, documentation etc.).
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 are specified for shipment
of repairable items.
4 M̲A̲I̲N̲T̲E̲N̲A̲N̲C̲E̲ ̲S̲E̲C̲T̲I̲O̲N̲
M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲
The Maintenance Section of the Logistics Department
is responsible for giving appropriate input to Systems
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 (mean time between failures) and MTTR (mean
time to repair) figures. Furthermore, the section may
carry out a Logistics Support Analysis.
Writing the Maintenance Plan and associated procedures
is also the responsibility of the Maintenance Section.
In the area of deliverable documentation the maintenance
section will generate the Maintenance Manual and conduct
maintenance related training.
F̲i̲e̲l̲d̲ ̲S̲u̲p̲p̲o̲r̲t̲
1) Coordinate the implementation of field changes.
2) Assistance to customer's technical personnel with
respect to hardware and software problems.
3) Coordinate warranty repairs.
S̲p̲a̲r̲e̲s̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲
The Maintenance Section is responsible for the specification,
acquisition, packaging and delivery of spares, repair
parts and repairable subassemblies. Normally, a priced
Recommended Spare Parts List will be submitted to the
customer. Provisioning ̲Conferences will be planned
and conducted by the Maintenance Section.
Spare Parts Design Change Notices will be issued and
controlled by the Maintenance Section.
C̲o̲d̲i̲f̲i̲c̲a̲t̲i̲o̲n̲ ̲o̲f̲ ̲S̲u̲p̲p̲l̲y̲ ̲I̲t̲e̲m̲s̲
Codification (assignment of NATO or other stock numbers)
will be carried out by the Maintenance Section.
T̲o̲o̲l̲s̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲s̲ ̲E̲q̲u̲i̲p̲m̲e̲n̲t̲
The Maintenance Section 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 the customer for all items required
at each installation and repair depot to support the
equipment delivered.
F̲a̲i̲l̲u̲r̲e̲ ̲R̲e̲p̲o̲r̲t̲i̲n̲g̲
Generation and implementation of a Failure Reporting
System is the responsibility of the Maintenance Section.
All incoming reports will be recorded and analyzed
and the corrective action coordinated with the customer.
5 T̲r̲a̲i̲n̲i̲n̲g̲ ̲a̲n̲d̲ ̲D̲o̲c̲u̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲S̲e̲c̲t̲i̲o̲n̲
C̲u̲s̲t̲o̲m̲e̲r̲ ̲T̲r̲a̲i̲n̲i̲n̲g̲
The Training and Documentation section is responsible
for all training offered by the Systems Division. The
following types of courses have been developed and
conducted:
o Systems Courses
o Hardware maintenance
o Software maintenance
o Software programming
o On-the-job training
o Operator courses.
The courses are developed in accordance with contractual
requirements and a typical theory to hands-on training
ratio of 40 to 60 percent.
Her kommer et billede
Her kommer endnu et billede
I̲n̲-̲H̲o̲u̲s̲e̲ ̲T̲r̲a̲i̲n̲i̲n̲g̲ ̲
Christian Rovsing A/S has nominated the Training and
Documentation Section to carry out all in-house training.
These activities include:
o CR80 Hardware Theory
o CR80 Hardware Maintenance
o Programming Courses such as SWELL, PASCAL, ASSEMBLER
o DAMOS and AMOS Operating Systems.
Furthermore, the Training and Documentation Section
plans and manages a program of video courses offered
to the entire company. In addition, regular courses
are offered in Technical Presentation and other personal
development courses.
T̲r̲a̲i̲n̲i̲n̲g̲ ̲F̲a̲c̲i̲l̲i̲t̲i̲e̲s̲
The Training and Documentation Section coordinates
the company's training facilities and equipments.
The section has its own CR80 computer system primarily
for software training. The system has eight terminals
allowing simultaneous hands-on training of eight students.
One of the class rooms is equipped with the necessary
video equipment used during the personal development
courses.
M̲a̲n̲u̲a̲l̲s̲ ̲a̲n̲d̲ ̲H̲a̲n̲d̲b̲o̲o̲k̲s̲
The Training and Documentation section writes the deliverable
manuals and handbooks for all projects undertaken by
the division.
The section has its own staff of technical writers
who develop the manuals based on the project documentation.
Manuals have been developed in accordance with NATO
and other military standards. Figure 4 shows an example
of deliverable documentation on a major communication
Project.
Figure 4
Deliverable Documentation
In addition to project related documentation the Training
and Manuals section writes manuals for other divisions
in the company.
The draft documentation is stored in a word processor
facility for ease of updating.
Illustrations, in the form of drawings or photographs,
are used whereever possible.
