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PART 1
MANAGEMENT PROPOSAL…02……02…MWHQ-MEDS
PART I
MANAGEMENT PROPOSAL
MWHQ MESSAGE ENTRY
and
DISTRIBUTION SYSTEM
CHRISTIAN ROVSING A/S
BALLERUP,DENMARK
Revised 22nd October 1982
T̲A̲B̲L̲E̲ ̲O̲F̲ ̲C̲O̲N̲T̲E̲N̲T̲S̲
1 INTRODUCTION ..................................
4
1.1 Decision to Bid ...........................
4
1.2 Project Management ........................
4
1.3 Equipment .................................
4
1.4 Logistics Support .........................
4
2 CORPORATE INFORMATION .........................
6
2.1 History of Christian Rovsing A/S ..........
6
2.2 Employee Profile ..........................
7
2.3 Facilities Description ....................
7
2.4 Financial Status ..........................
8
2.5 Organisation ..............................
11
2.5.1 Development Division ..................
14
2.5.2 EDP Division ..........................
16
2.5.3 Electronics Division ..................
18
2.5.4 Production Division ...................
20
2.5.5 Systems Division ......................
23
3 RELEVANT EXPERIENCE ...........................
25
3.1 Introduction ..............................
25
3.2 Data Communication ........................
25
3.3 Major Awarded Contracts ...................
29
3.3.1 NICS TARE .............................
30
3.3.2 FIKS - Defence Integrated
Communication System ..................
35
3.3.3 CAMPS .................................
40
3.3.4 LME NET ...............................
46
3.3.5 HAWK ATDL/MBDL Converter ..............
50
3.3.6 ADA Compiler ..........................
54
3.3.7 Protocol Converter ....................
57
4 LOGISTICS SUPPORT .............................
58
4.1 Organisation ..............................
58
4.2 Installation ..............................
60
4.3 Maintenance and Support ...................
61
4.4 Training and Documentation ................
63
5 PROJECT MANAGEMENT STANDARDS ..................
65
5.1 Project Approach ..........................
65
5.2 Management and Organisation ...............
65
5.3 Project Implementation Plan ...............
68
5.4 Top-Level Work Breakdown Structure ........
68
5.5 Operating Procedures ......................
70
5.6 Cost Control ..............................
73
5.7 Quality Assurance .........................
74
5.8 Configuration Management ..................
77
5.9 Contracts Management and Administration ...
78
5.10 Problem Recognition and Resolution .......
79
6 PRELIMINARY PROJECT IMPLEMENTATION PLAN .......
81
6.1 Deliverable Items .........................
81
6.2 Delivery Schedule .........................
83
6.3 Work Breakdown Structure ..................
83
6.4 Planning Network ..........................
84
1 I̲N̲T̲R̲O̲D̲U̲C̲T̲I̲O̲N̲
PART 1 of the proposal for the MESSAGE ENTRY and DISTRIBUTION
SYSTEM of the MOBILE WAR HEADQUARTERS (MWHQ) for the
Dutch Army describes the Management capabilities and
procedures at Christian Rovsing A/S. Highlighted in
PART 1 are:
. Christian Rovsing Corporate Information
. Relevant Experience
. Logistics Support
. Project Management Standards
. A Preliminary Project Implementation Plan.
1.1 D̲e̲c̲i̲s̲i̲o̲n̲ ̲t̲o̲ ̲B̲i̲d̲
The decision to bid the MESSAGE ENTRY and DISTRIBUTION
SYSTEM /MEDS) of the MWHQ represents a definite commitment
on the part of Christian Rovsing to devote its resources
and technical talents to specialised computer system
applications. For the past six years, a significant
percentage of Christian Rovsing resources has been
devoted to the development of advanced data communications
systems. The company has participated in several major
programmes, either as prime contractor or principal
sub-contractor. System contracts awarded to the company
have been typically worth several millions of (US)
dollars. Considerable experience in the field of data
communications combined with experience in the management
of large computer system projects will provide a solid
basis for successful design and implementation of The
MWHQ-MEDS. Responsibility for major computer systems,
particularly for military customers such as NATO-SHAPE,
has demanded a professional approach to turn-key project
management with particular emphasis on planning and
documentation in all phases from system design and
development through production, integration, installation,
maintenance and training.
1.2 P̲r̲o̲j̲e̲c̲t̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲
Each major project at Christian Rovsing is under the
cognizance of a Project Office with total system responsibility
and control authority to co-ordinate in-house activities
and to provide close liaison with the customer throughout
the project. In keeping with this policy, an administratively
distinct Project Office will be established in the
Systems Division of Christian Rovsing to manage the
MWHQ-MEDS Project. The Systems Division has been specially
structured to consolidate management of significant
computer projects.
1.3 E̲q̲u̲i̲p̲m̲e̲n̲t
MWHQ-MEDS implementation will be based on the CR80
computer, which is produced by Christian Rovsin A/S.
More than 200 CR80 systems of the configuration proposed
for the MWHQ-MEDS are currently on order from demanding
customers such as NATO, ICL and L.M. Ericsson. Production
facilities for the CR80 belong to the most modern to
be found.
1.4 L̲o̲g̲i̲s̲t̲i̲c̲s̲ ̲S̲u̲p̲p̲o̲r̲t̲
The MPF Project will be supported by the Integrated
Logistics Support Group which provides services including
site surveys, installation, training, documentation
preparation, maintenance, spares and other support
services. This group is part of the Systems Division.…86…1
…02… …02… …02… …02…
2 C̲O̲R̲P̲O̲R̲A̲T̲E̲ ̲I̲N̲F̲O̲R̲M̲A̲T̲I̲O̲N̲
2.1 H̲i̲s̲t̲o̲r̲y̲ ̲o̲f̲ ̲C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲ ̲A̲/̲S̲
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
Programme. It has since participated in most major
programmes, and successful participation has broadened
the company's capabilities. The high degree of performance
which these programmes demand has been met by applying
up-to-date technology, specialised hardware and software
engineering expertise, and modern management methods.
For the design and production of switching power supplies
to the European Space Programme, the company 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 Programme 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 began to enter the
data communications market. It has since participated
in critical computer communications-oriented programmes
for both commercial and defence 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 resources dedicated to advanced
data communication. Furthermore, the company excels
in applying current technology to modular equipment
design and has a product line that is in the front
end of the state-of-the-art.
In short, Christian Rovsing has acquired extensive
experience in the design, development, and manufacture
of computer and aerospace electronics.
2.2 E̲m̲p̲l̲o̲y̲e̲e̲ ̲P̲r̲o̲f̲i̲l̲e̲
The group employs approximately 800 persons.
Approximate staffing levels by functional groupings
are as follows:
o Engineering and/or Scientific Professionals
320
o Technicians
170
o Assembly/Production Workers
90
o Q.A. & Inspection
20
o Administrative and clerical
200
2.3 F̲A̲C̲I̲L̲I̲T̲I̲E̲S̲
The company has 2 major facilities:
o A 5500 sq. metre (59,000 sq.ft.) leased facility
in Herlev, near Copenhagen.
o A 12000 sq. metre (128,500 sq.ft.) leased facility
in Ballerup, near Copenhagen.
A separate, dedicated facility (1,000 sq. m./10,700
sq.ft.) has been established for the co-production
of the F-16 FCC (computer). This facility is located
in Valby, which is about 10 Km from Ballerup.
Approximate break-down of floor area by function in
the 2 major facilities is as follows:
C̲a̲t̲e̲g̲o̲r̲y̲ S̲q̲.̲ ̲M̲e̲t̲r̲e̲s̲ S̲q̲.̲
̲F̲t̲.̲
o General Manufacturing 2,500 26,900
o "Space Qualified"
clean room 200 2,200
o Test & Integration Areas 2,500 26,900
o Laboratories 3,000 32,000
o Engineering and
Administration 9,300 99,500
Production facilities are shown in FIGURE 2-1.
2.4 F̲i̲n̲a̲n̲c̲i̲a̲l̲ ̲S̲t̲a̲t̲u̲s̲
Statement of Net Assets 31st December 1981:
Fixed Assets 41.9 million DKr.
Current Assets 132.8 " "
Net Proceeds from
Share Issue (1) ̲4̲0̲.̲6̲ " "
Total Assets 215.3 million DKr.
Current Liabilities 1̲2̲5̲.̲1̲ " "
Net Assets less
Current Liabilities 90.2 " "
Long-term Liabilities 3̲1̲.̲5̲ " "
Shareholder's Equity 5̲8̲.̲7̲ million DKr.
̲ ̲ ̲ ̲
PRODUCTION FACILITIES
FIGURE 2-1
2.5 O̲r̲g̲a̲n̲i̲s̲a̲t̲i̲o̲n̲
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.
o CR Card System located in Copenhagen delivers electronic
systems for the automation of gasoline (petrol)
stations.
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
- FIGURE 2-2
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.
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. metre 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, as well as engineering
and administrative offices.
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.
More details about the five divisions of Christian
Rovsing A/S and Christian Rovsing International are
given in the sections to follow.
COMPANY ORGANISATION
FIGURE 2-2…86…1 …02… …02… …02… …02…
2.5.1 D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Development Division FIGURE 2-3 has 5 departments,
which are Product Design, Divisional Support, Electronic
Design, CR80 System Software, and Micro Systems Software.
The Product Design Group is responsible for the preliminary
definition of new projects and the decision to start
development as well as high level system policy and
continuous evaluation of divisional development efforts.
Department heads are responsible for carrying out division
plans for development, and together with the divisional
manager resources are allocated to ensure meeting divisional
goals. Department heads also participate in budget
preparation and are responsible for meeting them.
As development demands efforts from all departments,
projects are staffed accordingly. Each project, or
task, is led by a task manager with responsibility
for weekly progress reporting to ensure meeting schedules
- a uniform, computer based reporting system, started
in 1982, simplifies this task.
THE DEVELOPMENT DIVISION
FIGURE 2-3…86…1 …02… …02… …02… …02…
2.5.2 E̲D̲P̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Data Processing Division FIGURE 2-4 employs about
150 people, of whom 80 work within the data service
bureau - Christian Rovsing Data Services, CRDS.
CRDS is one of Denmark's largest service bureaux utilising
two IBM-370's and two Burroughs-6700's at its central
computer installation. Access to the service bureau
is via several hundred direct and dial up lines forming
a large private network which stretches from Oslo and
Stockholm in the north via Copenhagen to Frankfurt
and Vienna in the south.
The division has a separate consultingdepartment which
gives assistance to clients outside CRDS.
This department advises on the application of data
processing to organisations, and work on systems development
and programming for both technical and administrative
business.
The Technical Computer Applications department employs,
almost exclusively, engineers and software specialists
and works with projects in data-communications, automation
and process control, and medical systems.
The Business Systems department delivers small computer
based business systems for inventory control, wage
and salary control, accounting systems, etc.
Many projects within the Data Processing Division are
carried out in co-operation with other suppliers, whereby
the customer can be offered complete turn-key systems.
EDP DIVISION
FIGURE 2-4…86…1 …02… …02… …02… …02…
2.5.3 E̲l̲e̲c̲t̲r̲o̲n̲i̲c̲s̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Electronics Division FIGURE 2-5 consists of three
principal engineering departments, which are the Data
Management Department, the Communications Product Department,
and the Support and Maintenance Department.
The Data Management Department is dedicated to data
base applications. Two current projects are DANKORT
and TELEDATA. DANKORT is a national credit card system
covering bank and retail transactions as well as inter-bank
funds transfer. TELEDATA is a national VIDEOTEX service
provided by the Danish Teleadministration (Post & Telegraph
and the Telephone Administration - KTAS/FKT/JTAS).
The Communications Product Department is concerned
with all aspects of data communications. Four major
products are DORA - an on-line, real-time editing system
for news programs on Danish Television, BARONET - a
front end processor to ICL computers with planned expansion
to a full communications network, CRISP - a communications
network serving ICL computers, and Local Area Networks.
The department has its own Product Software Group.
The Support and Maintenance Department provides support
to all division projects, and includes the MICRO Systems
Group, the H/W Support Branch, the S/W Maintenance
Group, and the Training Section. The H/W Support Branch
includes design, test and integration, and field support
services.
On the divisional level, there is a marketing function
and a Product Group which co-ordinates all projects.
ELECTRONICS DIVISION
FIGURE 2-5…86…1 …02… …02… …02… …02…
2.5.4 P̲r̲o̲d̲u̲c̲t̲i̲o̲n̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Production Division FIGURE 2-6 has three major
functions, which are Module Production, Integration
and Test, and Test Engineering. There are 100 employees
and 2000 sq.m. of production area with a present capacity
of 7000 modules per year. Production capacity growth
is planned to be from 40 to 60% per year in the coming
years.
There are two production lines:
o Medium volume, complex modules - CR80 modules
o Large volume products - power supplies and local
area networks.
Quality Assurance is ensured by a separate group, reporting
directly to top-level management. Production meets
NATO AQAP-1 standards.
At present, production is semi-automatic with laser
guided mounting of module components and automatic
test equipment. By 1985, production is expected to
be fully automated - an overview of the Electronic
Factory is shown in FIGURE 2-7.
THE PRODUCTION DIVISION
FIGURE 2-6…86…1 …02… …02… …02… …02…
THE ELECTRONIC FACTORY
FIGURE 2-7…86…1 …02… …02… …02… …02…
2.5.5 S̲y̲s̲t̲e̲m̲s̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Systems Division FIGURE 2-8 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 SYSTEMS DIVISION
FIGURE 2-8…86…1 …02… …02… …02… …02…
3. R̲E̲L̲E̲V̲A̲N̲T̲ ̲E̲X̲P̲E̲R̲I̲E̲N̲C̲E̲
3.1 I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲
Christian Rovsing has considerable experience in the
field of data communication, reliable and flexible
computer systems, and management of significant computer
system projects. These skills and know-how have been
developed over many years, and during the last 6 years
we have carried out extensive programs in the field
of data communication.
The following section will demonstrate that Christian
Rovsing masters the necessary technical disiplines
and has the required expertise in management to ensure
the success of the Message Processing Facility of the
Cross Fox Project
3.2 I̲n̲v̲o̲l̲v̲e̲m̲e̲n̲t̲ ̲i̲n̲ ̲D̲a̲t̲a̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲
Christian Rovsing A/S has significant experience in
computerised data communication and data switching
networks, placing it among the top ranking European
companies in this field
We believe that we have available exceptional professional
talent, dedicated to advanced computerized information
techniques. Furthermore, the company excels in applying
current technology to modular equipment design. We
have no outdated product lines to support; our hardware
is second-generation LSI technology.
Systems are configured around the company's CR80 Computer
which has proven itself particularly well suited to
communication disiplines. The following is a list
of those communication disiplines in which the company
has gained significant expertise:
o Packet Switching
- Routing Algorithm
- X25
- X21, X21 bis Interfaces
- X75
o Message Switching
- Preparation and Distribution
- Format Conversion (ACP127/128)
- Protocols (LITSYNC, CCITT X.25)
- Storage and Retrieval
o Line Switching
- Signalling and Supervision
- Routing Algorithms
- Synchronization and Timing
- Multiplexing and Trunking
o Dualized Systems
- Configuration Control
- Switchover and Recovery
- Reliability Performance
- V24/V28 Interfaces
o Security
- Access Control
- SPECAT Handling
- Red/Black Interfaces
- Crypto Interface (DOLCE)
- Privileged User State
- Tempest
System contracts awarded to the company on a Prime
Contractor or Principal Sub-contractor basis are typically
worth several millions of US Dollars. Administratively
distinct Project Offices are formed within the company
to manage these large programs.
A summary of the company's overall experience in data
communication is presented in FIGURE 3-1
DATA COMMUNICATION EXPERIENCE
FIGURE 3-1…86…1 …02… …02… …02… …02…
Successful participation in these programmes as prime
or sub-contractor has broadened the company's resources.
The high degree of reliability, security, efficiency
and operational performance which these projects demand
is met by applying up-to-date technology, specialized
engineering expertise, and sophisticated data communications
techniques.
Christian Rovsing was principal sub-contractor to Litton
Data Systems Inc. for the NICS-TARE programme and is
Prime Contractor for the FIKS, CAMPS and LME-NET programmes.
The FIKS network will be installed at the customer's
8 sites in the course of 1982 under the direction of
the Integrated Logistics Support Department of the
System Division.
The CAMPS program with a contract value of $ 30 Million,
before options, is the largest, single computer systems
contract ever to be awarded to a Danish electronics
company. The system is based on the latest version
of the company's CR80 Computer product line. The CAMPS
project team has successfully completed the design
phases and is moving into the implementation phase.
The installation phase will involve 16 separate sites
located throughout Europe. The CAMPS program involves
the fulfillment of strict TEMPEST requirements.
The LME-NET program is to be delivered in several phases.
Phase 1 provides a network center with interfaces
to IBM and UNIVAC mainframe computers and 10 switching
nodes forming a network covering Europe. This phase
will be completed in June 1982. The network will follow
international standards for packet switching data networks,
as defined by CCITT in recommendation X.25. Later
phases will provide facilities like multiple network
control centers, satellite links to remote nodes, interfacing
to other makes of mainframe computers and support of
facsimile and voice transmission.
The ADA Compiler Development Project is part of a larger
project which addresses the construction of an entire
programming environment including an ADA computer.
The programming environment will conform to the Stoneman
specifications from the U.S. Department of
Defence. The total environment system is financed by
the Commission of the European Communities with a grant
of US $ 3.2 million , which corresponds to 50% of the
total development costs. The remaining development
costs are covered by the participating companies and
various public sources and funds.
In the HAWK project Christian Rovsing has developed
and now produces converters which makes it possible
to communicate between the HAWK BATTERIES by means
of an extended message structure, while providing unchanged
communication with the Battery Operation Control.
This provides a cost effective improvement to HAWK
communication
Much of the extensive management and technical experience
which Christian Rovsing has acquired in message switching
and data communication projects are directly applicable
to the MWHQ-MEDS project.
The company's overall exposure to major computer system
discipline reflects its ability to carry out a technically
demanding project.
3.3 D̲E̲S̲C̲R̲I̲P̲T̲I̲O̲N̲ ̲O̲F̲ ̲M̲A̲J̲O̲R̲ ̲C̲O̲N̲T̲R̲A̲C̲T̲S̲
The following six major contracts are described below:
o NICS-TARE for Litton Data Systems
o FIKS for the Danish Ministry of Defence
o CAMPS for NATO-SHAPE
o LME-NET for L.M. Ericsson in Sweden
o HAWK for NATO-HAWK
o ADA Compiler for EEC
o Protocol Converter for NATO-SHAPE
Each of these projects uses the CR80 computer, designed
and manufactured by Christian Rovsing A/S
To provide further information about the capabilities
of Christian Rovsing A/S as seen by our customers,
contact with the respective company or organization
is invited.
3.3.1 N̲I̲C̲S̲-̲T̲A̲R̲E̲
Description: Communications Front-end Processors
for Message Switching Network
Customer: NATO Integrated Communications System
Management Agency, Brussels,Belgium
Prime Con- Litton Data Systems Inc.
tractor: Van Nuys,California.
CRA Sub-
contract
value: Approx. $6 Million
Program
Duration 36 months (1976-1979)
A rigorous and competitive evaluation of various front-end
communication processors was conducted by Litton's
Data Systems Division to satisfy NICSMA's stringent
operational and realiability requirements for TARE.
A CR80-based configuration was chosen based on the
criteria of traffic handling, expandability, reliability,
and cost.
The dualized configuration 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 (see FIGURE 3-2).
Christian Rovsing has developed a customized configuration
to NICSMA specifications and produced 20 dual-processors
and associated line termination sub-systems each of
them capable of up to 163 line connections. Several
prototype systems have been delivered and successfully
tested.
In addition to supplying the complete front-end configuration,
Christian Rovsing also assumed responsibility for the
definition, system design, and implementation of the
NICS-TARE line coordination protocols, buffering and
other communication preprocessing functions.
Our U.S. subsidiary, Christian Rovsing Corp., assumed
a major coordination role in supporting Litton NICS-TARE
effort.
A brief description of the TARE COMPROCESSOR subsystem
and its major functional role now follows.
The TARE Communication Processor Subsystem is a fully-redundant
front-end serving as concentrator and pre-processor
for a maximum of 163 lines. It interfaces the network
to the Litton 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 Processors; both are
duplicated in the redundant configuration. The Multiplexer
performs the line polling. The Comprocessor does the
message processing and manages the interface to the
Message Processor. Message processing functions include
character sequence recognition, alphabet translation,
channel, error recognition and EDC protocol management,
security checking, and message sector assembly and
distribution.
The 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, synchronisation,
distortion, timeout, bit sampling, character and block
assembly are completely divorced from the L3050 Message
Processors.
Extensive use of LSI contributes to the versatility
of the microprocessor controlled line termination units.
These form an integral part of the front-end system
and provide an 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. (See
FIGURE 3-3).
Of particular significance is the cost reduction realisable
by LSI. By way of illustration, note that it was economically
feasible to duplicate entire line termination units
to route traffic to both the active and hot stand-by
processors, thus allowing on-line switchover without
loss of data.
NICS-TARE H/W CONFIGURATION
SHOWING MODULARITY AND DISTRIBUTED PROCESSING
FIGURE 3-2…86…1 …02… …02… …02… …02…
NICS-TARE H/W PACKAGING
FIGURE 3-3…86…1 …02… …02… …02… …02…
3.3.2 F̲I̲K̲S̲ ̲D̲e̲f̲e̲n̲c̲e̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲e̲d̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲ ̲S̲y̲s̲t̲e̲m̲
Description: Defence Integrated Communications
System
Customer: Danish Ministry of Defence
Prime Con- Christian Rovsing
tractor:
Contract
Value: Approx. $ 7 Million
Program
Duration: 48 months (1976-1979)
FIKS is Denmark's tri-service defense communications
network. Its objective is to integrate, automate and
upgrade teletype command networks and data communications
systems previously operated by the army, navy, and
the air force.
Christian Rovsing and the Danish Air Material Command
jointly developed the top-level system specification,
and a contract was awarded early in 1978. The specification
covers design, development, installation and cut-over
of a common nodal network for message and data traffic.
When completed, FIKS will provide higher survivability,
improved security, greater efficiency, simpler operation
and easier expansion through computerization.
FIKS integrates and fully automates message switching
and data transfer functions. It consists of a multi-node
network geographically distributed throughout Denmark.
As initially structured, 8 nodes are arranged in a
grid configuration and interconnected via 15 full-duplex
trunks operating at 9.6 kilobaud per line.
Message and data traffic under control of computerized
nodal switching centers are interchanged between military
users . Message users at remote terminals are served
through COMCENTERs, some of which are co-located at
the nodes.
Message traffic rates range from low-speed (50 baud)
to medium-speed (2400 baud). FIKS is sized to handle
a throughput of 25,000 messages per busy hour including
messages entering the network, multiple distribution
of messages, retrievals, service messages and a 25%
allowance for growth.
Data users, continuously or not, exchange information
through the FIKS network. Typical data users are military
data systems which relate to air defense, air traffic
control, intelligence and command nets such as LINK-1,
LOW-LEVEL RADAR, TVT EXTRACTORS, ACBA-CCIS, TOSCA,
FLY-PEP, CHODDEN, and INTEL.
The FIKS network interfaces to NICS-TARE through compatible
circuits and protocols. Also, access to the Nordic
Public Data Network, NPDN, is provided using CCITT
X.21 for circuit-switched calls and conversion to X.25
for virtual calls; this interface is consistent with
expansion to higher level X.25 packet switching.
To accomodate the navy's unique requirements, ship-to-shore
secure communications channels are provided through
the appropriate ground-based comcenters.
The generic elements of the Nodal Switching Center,
one of several in the FIKS network, are depicted in
FIGURE 3-4. Though physically separate, the Nodal
Switch is shown co-located with the System Control
Center and the Message Entry and Distribution Equipment.
An abbreviated list of functions performed by the system
includes:
- Message Preparation and Distribution
- Simplified and ACP127 Format Handling
- Message Storage and Retrieval
- Network Supervision and Control
- Automatic Switchover and Recovery
- Alternate Routing
- Traffic and Operational Security.
A FIKS site under factory integration and test is shown
in FIGURE 3-5.
FIKS GENERIC ELEMENTS
FIGURE 3-4…86…1 …02… …02… …02… …02…
FIKS SITE UNDER FACTORY TEST
FIGURE 3-5…86…1 …02… …02… …02… …02…
3.3.3 C̲A̲M̲P̲S̲
Description: Computer-aided Message Processing
System
Customer NATO-SHAPE, Brussels, Belgium
Prime
Contractor Christian Rovsing
Contract
Value: Approx. $ 30 Million
Program
Duration: 46 months (1980-1983)
Christian Rovsing has contracted with NATO (SHAPE)
to deliver CAMPS, the Computer Aided Message Processing
System, on a turn-key basis to a number of NATO sites
.
CAMPS has two essential functions:
1. CAMPS assists the user in message handling, i.e.
preparation, dispatch and receival of messages.
2. CAMPS communicates with data networks, and other
systems such as SCARS II (Strategic Command and
Alert Reporting System) and ACE CCIS (Command Control
Information System).
There are, naturally, high demands for reliability
and security in a system like CAMPS, and these
demands are met by the hardware and software as
an entity.
The hardware system is based upon the company's
CR80 computer. In designing this computer, advanced,
proven technology has been employed. Reliability
is further secured by using MIL quality components
and by subjecting all electronic modules to a burn-in
cycle, (See FIGURE 3-6).
CAMPS SIMPLIFIED H/W-SYSTEM CONFIGURATION
FIGURE 3-6…86…1 …02… …02… …02… …02…
The CAMPS software consists of system programs
and application programs. The software engineering
profits from the experience the company has obtained
through the participation in other complex message
processing and communication systems.
CAMPS will exchange data with other computer- associated
handling and communication systems. Interface systems,
which exist or are being developed, include NATO-TARE
and Tape Relay Centers plus SCARS II and ACE CCIS.
The interface design is structured to permit the
accomodation of new systems as they are introduced.
The primary format for messages will conform to
ACP-127 NATO SUPP-3 for all interfaces.
CCIS and SCARS II will utilise the X-25 data communication
protocol (CCITT) when interfacing with CAMPS.
To interconnect CAMPS with older CCIS equipment,
Christian Rovsing has offered to implement protocol
converters.
Extensive use of up-to-date technology is required
to meet the stringent requirements set forth by
SHAPE. The hardware configuration features distributed,
autonomous processing-subsystems made economically
feasible by LSI (RAM's, PROM's, CPU's, USART's,
FIFO's, ALU's, etc.). The dualised configuration
is partitioned into three Processors per Processing
Unit: Main Memories, Terminal Data Exchanges, and
pre-processor-controlled Line Termination Units.
CAMPS also uses up-to-date technology like optical
fiber-optic communication to connect terminals
to the computer.
CAMPS is characterised quantitively by:(a) a connectivity
of 256 full-duplex lines or an equivalent 153,
600 bytes/second (b) a 240-megabyte mass storage
with 40-msec access, providing immediate retrieval
of 24-hour traffic (c) a peak processing throughput
of 30,000 messages/hour (d) a cross-office processing
time of 400 msec (e) a system response time of
less than 3 seconds (f) a predicted systems availability
of 0.999996.
CAMPS functional requirements deal with message
handling, message preparation, coordination, and
release, message distribution, format translation,
storage and retrieval, supervision control, statistics
and reports, protocols, and recovery and back-up-techniques.
Three aspects of CAMPS are depicted by the simplified
software description shown in FIGURE 3-7.
Of particular significance are: (1) the cost, weight,
and size reduction achieved by CAMPS-the 6 rack,
12 KW Hardware represents a drastic reduction compared
to similar equipment (2) the unique security features
to prevent unauthorized access such as privileged
instructions, memory bounds, and separate SYSTEM
USER states.
A typical CAMPS installation consists of the following
elements(see FIGURE 3-8).
- Processors and Mass Storage (3-bay Rack)
- Line Interface Equipment (4-bay Rack)
- Supervisory Console
- Software Maintenance Equipment
- Spares/Tools Cabinet.
The above equipment complement, which does not
include the terminal option for remote locations,
will be installed in a secure area dedicated CAMPS.
The computer crates are installed in TEMPTEST proved
EMI-racks for COMSEC approval of the system.
CAMPS SIMPLIFIED S/W-SYSTEM CONFIGURATION
FIGURE 3-7
CAMPS TYPICAL SITE LAY-OUT
FIGURE 3-8
3.3.4 L̲M̲E̲-̲N̲E̲T̲
Customer: L.M. Ericsson, Stockholm, Sweden
Prime Con-
tractor: Christian Rovsing
Contract
Value: Approx. $ 4.5 Million
Program
Duration: 48 months (1979-1983)
The L.M.Ericsson Data Network is being developed as
a private data communication network to cover the need
within the organization with regard to data communication
between data centres and terminal users.
LMENET is based on the CR80 computer and the first
phase consists of (see FIGURE 3-9):
o a network center
o a host interface processor system for connection
of IBM and UNIVAC computers
o 10 switching nodes where traffic is collected and
directed to the receiver
o a number of leased lines between the nodes, eight
of which are in Sweden, one in Copenhagen and one
in Madrid.
In the later phases, the network will be enlarged with:
o additional network control centers, which will
enable certain distributed control parts of the
network
o additional geographically distributed host interface
processors, perhaps with interfaces to the other
machine types, e.g. ICL
o connection via satellite to new nodes, e.g. in
Brazil.
o The LMENET architecture is based on the following
concept:
1. A general standardized transport facility is provided.
The network will follow international standards
for packet switch data networks, as defined by
CCITT in the recommendation X.25. This will enable
a later connection to public networks and ensure
the adaptation of LMENET to future standards.
2. Existing makes of computers and terminals can be
connected to the general network by means of mechanisms
in the network which do not require modifications
of the existing system.
The above concept will enable a layered construction
of LMENET following recognized principles of system
construction in general, and network construction in
particular (ISO's seven-layer model for network: Open
Systems Interconnection Reference Model).
LMENET provides the following functions:
o complete monitoring and control of the network
independent of host computers connected
o emulation of a network, complying with IBM's Systems
Network Architecture (SNA), in order to establish
communication between the IBM user programs and
the SNA terminals as well as certain non-SNA terminals.
o emulation of network complying with UNIVAC's Distributed
Communication Architecture (DCA) which enables
communication between UNIVAC user programs and
terminals
o direct program to program communication
o various traffic types with different resource requirements
- dialog traffic
- batch traffic
- transparent traffic
The first phase of the LMENET will be in operation
from July, 1982, with six connected host computers
and approx. 2000 terminals.
LME-NET PHASE 1 CONFIGURATION
FIGURE 3-9
3.3.5 H̲A̲W̲K̲ ̲A̲T̲D̲L̲/̲M̲B̲D̲L̲ ̲C̲o̲n̲v̲e̲r̲t̲e̲r̲
Customer: NATO HAWK Production and Logistic
Office
Prime Con-
tractor: Christian Rovsing
1. D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲
Contract
Value: Approx. $ 1.2 Million
Program
Duration: April 1979 - Oct. 1981.
2. P̲r̲o̲d̲u̲c̲t̲i̲o̲n̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲
Contract
Value: Approx. $ 6 Million
Program
Duration: Nov. 81 - Aug. 84.
3.3.5.1 I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲
The ATDL/MBDL Converter (AMC) constitutes the means
by which PIP modified IHAWK batteries, communicating
in ATDL-1, and Battery Operation Control (BOC), communicating
in MBDL, are able to exchange information.
The Missile Battery Data Link (MBDL) was the message
format used for communication between BOC and HAWK
batteries in the earlier design. The PIP modification
of the IHAWK batteries introduced a new message format
ATDL-1, which is much more powerfull than the MBDL.
The AMC is a CR80 computer that in most applications
will be located inside the BOC shelter. In such configurations
only the ATDL communication lines using the connectors
normally used for the MBDL communication are visible
from outside the BOC shelter
3.3.5.2 I̲n̲t̲e̲r̲f̲a̲c̲e̲ ̲D̲e̲s̲c̲r̲i̲p̲t̲i̲o̲n̲
Up to 8 PIP modified IHAWK batteries can be connected
to the AMC via ATDL links. Similarly the AMC is connected
to the 8 MBDL battery links of the BOC.
In FIGURE 3-10 a schematic of the interconnection to
BOC and Batteries is shown.
The AMC will receive commands and reference track messages
from the BOC in MBDL format. The commands will be transmitted
to the relevant IHAWK battery in ATDL format.
The ATDL status messages received from the batteries
will be converted to MBDL and transmitted to the BOC
for presentation on the display.
As the ATDL message format enables an extensive exchange
of track-information, a track file is established in
the AMC to support the forwarding of this information
to all other batteries.
The software block diagram for the AMC is shown in
FIGURE 3-11.
3.3.5.3 E̲n̲v̲i̲r̲o̲n̲m̲e̲n̲t̲a̲l̲ ̲D̲e̲s̲c̲r̲i̲p̲t̲i̲o̲n̲
As the AMC is installed in a shelter which is transported
from site to site between operations, the CR80 modules
have been environmentally tested to demonstrate that
the equipment is capable of survive these conditions.
AMC INTERCONNECTION SCHEMATIC
FIGURE 3.10
AMC FUNCTIONAL BLOCK DIAGRAM
FIGURE 3-11
3.3.6 A̲D̲A̲ ̲C̲o̲m̲p̲i̲l̲e̲r
Customer: European Community
Contract
value: Approx. $ 3.2 Million
Program
Duration: 36 month (1981-1984)
The aim of the ADA Compiler Development Project is
to develop an easily portable compiler for the full
Ada language as standardized by the U.S. Department
of Defense.
The compiler development will be accomplished using
state of the art formal derivation and verification
techniques to ensure maximum correctness and reliability
of the resulting compiler system.
The compiler system will be tailored for mini/micro
computer system applications. Particular attention
will be given to the problems caused by the limited
address and/or physical memory space in such systems.
The total system project encompasses the following
subprojects:
1) Specification and implementation of a standard
interface to the operating system and file system
of the host computer. The standard interface will
conform to the Stoneman KAPSE requirements and
will be specified as an ADA package. Particular
attention will be paid to the design of the KAPSE
database.
2) Minimum Toolset for ADA Program Development, conforming
to the Stoneman MAPSE requirements. The toolset
contains the following program development items:
- Text Editor
- ADA Compiler (see subproject (4))
- Linker
- Debugger
- Database Utility
- Command Interpreter
- Object Formatters (including Pretty Printer)
- Library File Utilities.
3) Distributed System Study addressing the impacts
on the total system (KAPSE/MAPSE) caused by a distributed
system architecture.
4) Ada Compiler, consisting of:
- Front End Compiler which converts ADA source
code into an intermediate language.
- Separate Compilation Handler
- Back End Compiler which generates A-code from
the intermediate language.
The front end compiler produced in this project
will be a test version primarily intended for generation
of test input to the back end compiler and test
of the compiler interfaces to KAPSE/MAPSE. The
project also includes adaption and integration
of an optimizing front end compiler produced by
a French/German consortium (Alsys/Cii Honeywell
Bull/Siemens).
An important aspect of the compiler development
project is the propagation of the formal and systematic
software engineering methods used to produce the
ADA compiler.
5) Run Time System including virtual machine:
- Design of portable run time system (A-code
machine, tasking kernel, i/o system).
- Implementation of run time system on the Christian
Rovsing CR80 and on the Olivetti S6000 computers.
Subprojects 1, 2 and 3 are being carried out by the
Italian partner with Systems Designers Limited (England)
as subcontractor, while subprojects 4 and 5 are being
carried out by the Danish partners.
The complete system will be implemented on the Olivetti
S6000 computer, which is a 16-bit minicomputer with
virtual memory, and on the Christian Rovsing A/S CR80
computer, which is a 16-bit minicomputer with multiprocessor
capabilities, a 32M byte memory space, a 128K byte
program addressing space and a 128K byte data space.
The total system is financed by the Commission of the
European Communities with a grant of 21 million Danish
Kroner (approximately 2.7 million European Units of
Account, or US $ 3.2. million ), which corresponds
to 50% of the total development costs. The remaining
development costs are covered by the participating
companies and various public sources and funds.
The total system project requires approximately 1000
man months and will be completed in 1983.
At present Christian Rovsing has implemented a subset
of the ADA Compiler on our CR80 computer, which translates
ADA code to the system programming language SWELL (please
refer to the technical proposal part for detailed information).
3.3.7 P̲R̲O̲T̲O̲C̲O̲L̲ ̲C̲O̲N̲V̲E̲R̲T̲E̲R̲
Description: CAMPS and SCARS II interface
adaptors to CCIS/Honeywell 6060
Customer: NATO-SHAPE, Belgium
Prime Contractor: Christian Rovsing A/S
Contract Value: Approx. US $ 1 million
Programme Duration: mid 1982 to mid 1983
SHAPE has approved a concept for the improvement of
command and control through the use of ADP. This concept
includes a requirement for the interlinking of host
computers supporting an ACE-wide data base which is
updated from information primarily contained in original
messages of the ACE reporting system. The interlinkig
of CAMPS, SCARS and ACE-CCIS systems is a major step
towards the realisation of this concept. Christian
Rovsing will provide interface adapters to achieve
CAMPS - SCARS II - CCIS System interoperability.
PROTOCOL CONVERTER/CAMPS Hardware Commonality will
enable SHAPE to intergrate CAMPS, SCARS II and CCIS
in a minimum of time, at a lower cost and with a proven
level of availability.
The CAMPS (Computer Aided Message Processing System)
will be istalled at SHAPE and in the Central Region
(CR) starting in January 1983. In Jan 1983, testing
will begin and continue until June 1983. Likewise,
SCARS II (Status Control Alerting and Reporting System)
will be installed at SHAPE starting in June 1983.
CAMPS and SCARS II are required to interfae with the
Honeywell 6060 to permit an automated message flow
between the networks supporting the systems.…86…1
…02… …02… …02… …02… …02…
4.̲ ̲ ̲L̲O̲G̲I̲S̲T̲I̲C̲S̲ ̲S̲U̲P̲P̲O̲R̲T̲ ̲A̲N̲D̲ ̲C̲A̲P̲A̲B̲I̲L̲I̲T̲I̲E̲S̲
The System Division of Christian Rovsing A/S has a
support department named Integrated Logistics Support
(ILS). ILS undertakes the following work:
- Installation and Site Preparation
- Maintenance and Field Support
- Training and Documentation
In accordance with the current contracts, encompassing
FIKS (Danish Defence Integrated Communications System)
and CAMPS (NATO wide Communication system), ILS will
provide Installation, Maintenance and Field Support
to 8 Danish and 16 NATO military headquarters. This
service has already started and will continue at least
until mid 1985. It is planned that ILS will develop
a European wide service capability based on these initial
contracts.
4.1 O̲r̲g̲a̲n̲i̲s̲a̲t̲i̲o̲n̲
The organisation of the Logistics Department is shown
in FIGURE 4-1 with indication of major responsibilities.
All personnel in ILS have a security allowance to at
least NATO SECRET. Maintenance and installation terms
have a higher allowance determined by the project in
question.
The following chapters describe the general responsibilities
of the 3 functional sections on a typical military
program.
LOGISTICS SUPPORT ORGANISATION
FIGURE 4-1…86…1 …02… …02… …02… …02…
4.2 I̲n̲s̲t̲a̲l̲l̲a̲t̲i̲o̲n̲ ̲S̲e̲c̲t̲i̲o̲n̲
4.2.1 S̲i̲t̲e̲ ̲P̲r̲e̲p̲a̲r̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲V̲e̲r̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
At time of bidding the Installation section is undertaking
site preparation on the FIKS and CAMPS programs.
Assited by the divisional drafting department and subcontractors
the installation section will perform the following
tasks:
1) Conduct Site Survey
2) Generate Civil Works Requirements
3) Generate As-Built Drawings
4) Perform Site Verification
The Civil Works Requirements package contains the necessary
details for the customer (host nation) to draft work
specifications for local contractors.
4.2.2 T̲r̲a̲n̲s̲p̲o̲r̲t̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲I̲n̲s̲t̲a̲l̲l̲a̲t̲i̲o̲n̲
Transportation of Equipment from the CR factory is
the responsibility of the Logistics Department. This
includes development of the Transportation Plan. CR
will utilize the service of a freight forwarder to
handle the details of the shipments.
During the installation phase, typically 1 or more
teams will install the equipment and perform a test
to verify that the hardware is functioning. The test
is made in preparation for the Site Provisional Acceptance
(SPA) being carried out by a test team from the project
organization.
In conjunction with equipment installation the installation
team will conduct a property inventory check (spare
parts, documentation etc.).
4.2.3 P̲a̲c̲k̲a̲g̲i̲n̲g̲ ̲R̲e̲q̲u̲i̲r̲e̲m̲e̲n̲t̲s̲
The Installation Section is also responsible for the
development of Packaging Requirements for all types
of shipments to the sites. The requirements are formulated
in a procedure.
Special packaging instructions will be developed for
shipment of repairable items.
4.3 M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲a̲n̲d̲ ̲S̲u̲p̲p̲o̲r̲t̲ ̲S̲e̲c̲t̲i̲o̲n̲
4.3.1 M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲
The maintenance section of the Logistics Department
is responsible for giving appropriate input to System
Engineering to ensure that the systems developed will
meet the requirements for maintainability. Furthermore,
the maintenance section will give support to the group
writing the Maintenance and Diagnostic Software.
The maintenance section will work closely with Systems
Engineering to ensure consistency in determination
of the MTBF and MTTR figures.
The development of the Maintenance Plan and associated
procedures will be done by the maintenance function.
In the area of deliverable documentation the maintenance
section will generate the Maintenance Manual and conduct
maintenance related training.
4.3.2 F̲i̲e̲l̲d̲ ̲S̲u̲p̲p̲o̲r̲t̲
Field Support will be managed by the maintenance section.
The three major activities are:
1) Coordinate the implementation of field changes
2) Assistance to customer's technical personel with
respect to hardware and software problems
3) Coordinate warranty repairs
4.3.3 S̲p̲a̲r̲e̲s̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲
The maintenance section is responsible for the specification,
acquisition, packaging and delivery of spares, repair
parts and repairable subassemblies. Normally priced
Recommended Spare Parts List (RSPL) will be submitted
to CR's customer. Provisioning Conferences will be
held at contractors' facility, planned and conducted
by the maintenance function.
An approved Spare Parts List (ASPL) will be negotiated
with CR's customer and incorporated in the contract
by amendment.
Spare Parts Design Change Notices (SPDCN) will be issued
and controlled by the maintenance function.
4.3.4 C̲o̲d̲i̲f̲i̲c̲a̲t̲i̲o̲n̲ ̲o̲f̲ ̲S̲u̲p̲p̲l̲y̲ ̲I̲t̲e̲m̲s̲
Codification (assignment of NATO stock numbers) will
be carried out by the maintenance and support section
if required by the contract.
4.3.5 T̲o̲o̲l̲s̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲s̲ ̲E̲q̲u̲i̲p̲m̲e̲n̲t̲
The Maintenance function will specify all tools and
test equipments to be supplied under the contract.
Fur- thermore, a priced list of tools and test equipment
will be submitted to customer for all items required
at each site and maintenance depot to support the equip-
ment supplied.
4.3.6 F̲a̲i̲l̲u̲r̲e̲ ̲R̲e̲p̲o̲r̲t̲i̲n̲g̲
The generation and implementation of a Failure Reporting
System will be the responsibility of Maintenance Engineering.
All incoming reports will be recorded and analyzed
by maintenance engineering, and the corrective action
coordinated with the customer.
4.4 T̲r̲a̲i̲n̲i̲n̲g̲ ̲a̲n̲d̲ ̲D̲o̲c̲u̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲S̲e̲c̲t̲i̲o̲n̲
4.4.1 O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲
Logistics Department is responsible for all customer
training on programs undertaken by the Systems Division
of Christian Rovsing A/S. The training organization
also has the responsibility for the development of
manuals and handbooks.
The material used for training is essentially the same
documentation which the technician later will work
with on site.
The training section of Logistics Department is headed
by a section manager who has technical writers/instructors
reporting to him.
4.4.2 D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲ ̲a̲n̲d̲ ̲C̲o̲n̲d̲u̲c̲t̲ ̲o̲f̲ ̲T̲r̲a̲i̲n̲i̲n̲g̲ ̲C̲o̲u̲r̲s̲e̲s̲
The development of the individual courses which make
up a typical Training Program will take place in the
Training Section.
The staff of the Training Section encompasses both
hardware and software instructors.
The Training Section is responsible for the coordination
of the use of all training facilities within the company.
In addition to training customers of the System Division
the section conducts inhouse courses in Software programming
as well as general courses on the CR-80 computer.
Coordination of in-house video courses is also managed
by the training section.
4.4.3 M̲a̲n̲u̲a̲l̲s̲ ̲a̲n̲d̲ ̲H̲a̲n̲d̲b̲o̲o̲k̲s̲
Technical writers will develop the necessary manuals
in accordance with the contractual requirements.
On programs where several types of peripheral devices
are used, the technical writers will specify the contents
of the manuals. Review sessions will be held with
suppliers and with in-house participation.
5. P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲S̲T̲A̲N̲D̲A̲R̲D̲S̲
5.1 P̲r̲o̲j̲e̲c̲t̲ ̲A̲p̲p̲r̲o̲a̲c̲h̲
This section contains the project management and implementation
approach for the proposed effort. The techniques to
be employed have been refined in previous projects,
and the capabilities of Christian Rovsing demonstrated
by its history of accomplishment will ensure the successful
development of the MWHQ-MEDS. The highlights of this
approach include:
o Reliable, off-the-shelf equipment utilising the
latest 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 analysed, and will
be responded to in accordance with the requirements
of the overall project.
5.2 M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲a̲n̲d̲ ̲O̲r̲g̲a̲n̲i̲s̲a̲t̲i̲o̲n̲
A dedicated Project Office will be established within
the Systems Division - see FIGURE 5-1.
The Project Office will have total system responsibility,
cognizance and control authority in order to co-ordinate
in-house activities and provide close liaison with
the customer throughout the project.
The Project Manager will undertake the tasks of Engineering
Management, Operations Management and be supported
by the Logistics Manager.
Within the supporting functional departments MWHQ-MEDS
activities will be assigned as project entities.
The site installations, provisioning, documentation,
training and field support aspects of the project will
be planned and co-ordinated by the Logistics Project
Manager supported by the Logistics Support Staff of
Christian Rovsing A/S.
The Project Office will establish the baseline for
work breakdowns, specifications, schedules and budgets;
it will monitor variances and initiate corrective action.…86…1
…02… …02… …02… …02…
MWHW-MEDS RELATIONSHIP WITHIN
THE SYSTEMS DIVISION
FIGURE 5-1
5.3 P̲r̲o̲j̲e̲c̲t̲ ̲I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲P̲l̲a̲n̲ ̲(̲P̲I̲P̲)̲
The Project Implementation Plan, PIP, establishes a
firm baseline for all activities against which status,
progress and performance can be evaluated and controlled.
The PIP will be used as a management tool to provide
visibility and control of the project. It describes
the schedule, performance control system, the detailed
Work Breakdown Struct (WBS), the project administration,
the interfaces with Shape and other aspects of the
project.
5.4 T̲o̲p̲-̲L̲e̲v̲e̲l̲ ̲W̲o̲r̲k̲ ̲B̲r̲e̲a̲k̲d̲o̲w̲n̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲ ̲(̲W̲B̲S̲)̲
The WBS will be the framework for establishing work
packages, schedules and budgets for managing the project
and will provide the baseline for performance evaluation.
A project tasks overview is shown in FIGURE 5-2.
The WBS is under management control and changes to
the WBS require Project Office approval. Combined
with the master schedule milestones for engineering,
operations and logistics, the WBS will become the system-level
plan.
PROJECT TASKS OVERVIEW
FIGURE 5-2
5.5 O̲p̲e̲r̲a̲t̲i̲n̲g̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲
The Project Office is responsible for:
P̲l̲a̲n̲n̲i̲n̲g̲:̲ Evaluation of contract
requirements and allocation
of work to the various
functional departments.
W̲o̲r̲k̲
A̲s̲s̲i̲g̲n̲m̲e̲n̲t̲s̲:̲ Assurance of work statements,
specification, budgets
and schedules reglecting
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. Variancies
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 5-3).
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.
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 contigencies 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.
WBS, MASTER SCHEDULE AND BUDGET
FIGURE 5-3
5.6 C̲o̲s̲t̲ ̲C̲o̲n̲t̲r̲o̲l̲
The project cost and schedule control system (CSCS)
applied by Christian Rovsing to medium and large size
projects is based upon a multi-level Work Breakdown
Structure (WBS).
o Level 1 defines the Main WBS items within the responsibility
of each functional manager.
o Intermediate levels define Summary Work Packages
(SWP) within the responsibility of a single task
manager.
o The lowest level defines the Work Packages (WP)
constituting an SWP. WP's are the units of effort/tasks
from which project schedule and cost performance
are monitored. As a guideline each WP is defined
not to exceed a 3 months duration from start to
completion. The total effort is not to exceed 6
manmonths.
Reporting of SWPs in progress, i.e. degree of completion,
and effort spent on the WP-lewvel takes place monthly.
These reports serve a dual purpose by giving early
warnings of both threatening schedule delays and cost
overruns.
The overall impact of a threatening delay in completion
of a WP is judged from Tracking Forms easily identifying
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 computerised
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.
5.7 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:
5.7.1 P̲a̲r̲t̲s̲ ̲a̲n̲d̲ ̲M̲a̲t̲e̲r̲i̲a̲l̲ ̲(̲P̲&̲M̲)̲
P&M is responsible for procurement control, vendor
evaluation & qualification, and performs a support
function for receiving inspecton and purchasing.
5.7.2 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.
5.7.3 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
- Metrology 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
5.7.4 Q̲A̲-̲P̲o̲l̲i̲c̲y̲
The Quality Assurance Policy of the company is defined
in CR/QAP/001, "Quality Assurance Policy" which has
been amended.
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.
5.7.5 Q̲A̲-̲S̲y̲s̲t̲e̲m̲
The standard QA system comprises a series of functions
among whuich 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 customer 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.
5.8 C̲o̲n̲f̲i̲g̲u̲r̲a̲t̲i̲o̲n̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲
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 configuraiton 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 Acounting 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 (PCA) verifies if the configuration
meets all tests required by development specifications.
5.9 C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲&̲ ̲A̲d̲m̲i̲n̲i̲s̲t̲r̲a̲t̲i̲o̲n̲
Contracts Management and Administration is a staff
function within the division providing support services
to the Project Manager.
The function is responsible for the following:
o Contract terms and conditions in relation to the
customer
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.
5.10 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲ ̲&̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
5.10.1 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲
From project start to start of acceptance test the
exchange of information between the Project Manager
and the customer is performed via:
- regular meetings
- progress reports, and
- telexes, letters, and telephone
The information to be exchanged makes it possible for
the customer 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
customer and includes suggestions for the soluton.
5.10.2 M̲e̲e̲t̲i̲n̲g̲s̲
During the period of design, development, and implementaton
regular meetings are held between the customer 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 specificaiton.
5.10.3 R̲e̲p̲o̲r̲t̲i̲n̲g̲
The reporting by the Project Manager consists of:
- progress reports
- minutes of progress meetings with the Project Team
- minutes of other relevant meetings and
- other documents associated with the control, the
test and the delivery of the product.
Progress Reports describing all activities regarding
design, manufacturing and management are submitted
at regular intervals according to negotiation between
Christian Rovsing and the customer.
The contents of Progress Reports are typically as follows:
o Technical Status
- Technical Summary
- Assembly Level Progress Report
o Outstanding problems
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.
5.10.4 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
Whenever internal problems and deviations are ascertained
the Project Manager refers the matter to the party
responsible.
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 consideraion.
QA problems within production are referred to the Operations
Manager and the Project Manager.
5.10.5 C̲u̲s̲t̲o̲m̲e̲r̲/̲C̲o̲m̲p̲a̲n̲y̲ ̲C̲o̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲
Possible problems which may arise and which require
customer acton are reported directly to the customer
by telex for necessary follow-up and action, whatever
the case may be.
6 P̲R̲E̲L̲I̲M̲I̲N̲A̲R̲Y̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲I̲M̲P̲L̲E̲M̲E̲N̲T̲A̲T̲I̲O̲N̲ ̲P̲L̲A̲N̲
A detailed PROJECT IMPLEMENTATION PLAN (PIP) will be
delivered early in the project and will serve as the
essential management tool for the MWHQ-MEDS sub-system.
The PIP key items will be the list of deliverable items,
time schedule, Work Breakdown Structure (WBS) and Planning
Network. In the sub-sections to follow a preliminary
PIP will be given.
6.1 D̲e̲l̲i̲v̲e̲r̲a̲b̲l̲e̲ ̲I̲t̲e̲m̲s̲:̲ ̲l̲i̲s̲t̲e̲d̲ ̲i̲n̲ ̲t̲h̲e̲ ̲P̲r̲i̲c̲e̲ ̲P̲r̲o̲p̲o̲s̲a̲l̲ ̲(̲P̲a̲r̲t̲
I̲I̲)
6.2 S̲c̲h̲e̲d̲u̲l̲e̲
The essential milestones of the preliminary schedule
are:
Week 70: Ready for Shipment
Week 74: Equipment available at Signaal facility
in Huizen.
Week 84
until week
96: HW/SW integration with Crypto and Ceroff shelter.
Week 96
until
week 106: First unit tests of messages, Crypto and
Ceroff shelter.
Week 106
until 114: Period needed for operator training course
message sub system.
Week 114
until 124: Period needed for field maintenance technicians
training course.
Week 124
until
week 132: Message sub system test.
Week 135
until
week 136: MWHQ System acceptance test.
6.3 W̲o̲r̲k̲ ̲B̲r̲e̲a̲k̲d̲o̲w̲n̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲ ̲(̲W̲B̲S̲)̲
The preliminary WBS is given below. The detailed Work
Packages are found in the Price Proposal (Part II).
W̲B̲S̲ T̲i̲t̲l̲e̲
1 Programme Management
2 System Engineering
3 H/W
4 S/W
W̲B̲S̲ T̲i̲t̲l̲e̲
5 QA
6 Reliability
7 Transport and Installation
8 Acceptance Testing
9 Training
10 Maintenance and Spares /
TEST EQ & TOOLS/NATO CODIFICATION
11 Documentation
12 Options
6.4 P̲l̲a̲n̲n̲i̲n̲g̲ ̲N̲e̲t̲w̲o̲r̲k̲
The PIP - to be created at the start of the project
- will include a Planning Network showing work package
interdependencies.
