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CHAPTER 3
Page #
DOCUMENT I COMMERCIAL PROPOSAL Apr. 29, 1982
L̲I̲S̲T̲ ̲O̲F̲ ̲O̲F̲ ̲C̲O̲N̲T̲E̲N̲T̲S̲ Page
3. C̲O̲R̲P̲O̲R̲A̲T̲I̲O̲N̲ ̲I̲N̲F̲O̲R̲M̲A̲T̲I̲O̲N̲ ̲ 1
3.1 INTRODUCTION 2
3.1.1 Decision to Bid the Air Canada Data Network 2
3.1.2 Corporate Presentations 5
3.1.2.1 Christian Rovsing 5
3.1.2.2 CNCP Telecommunications 9
3.2 RELEVANT EXPERIENCE 11
3.2.1 Christian Rovsing A/S 11
3.2.1.1 Data Communication 11
3.2.1.2 Computer Technology 15
3.2.2 CNCP Telecommunication 19
3.2.2.1 Microwave 19
3.2.2.2 Data Communication 19
3.2.2.3 Computer Technology 19
3.2.2.4 CNCP Personnel Profile 20
3.3 PROJECT MANAGEMENT PROCEDURE 21
3.3.1 Overall ACDN Project Approach 21
3.3.2 ACDN Project Management & Organisation 22
3.3.3 Project Implementation Plan (PIP) 25
3.3.4 Top-Level Work Breakdown Structure (WBS) 27
3.3.5 Operating Procedures 31
3.3.6 Cost Control 35
3.3.7 Quality Assurance (QA) 36
3.3.7.1 Parts and Material (P&M) 36
3.3.7.2 Reliability 36
3.3.7.3 Quality Control (QC) 36
3.3.7.4 QA-Policy 37
3.3.7.5 QA-System 37
3.3.8 Configuration Management 39
3.3.9 Contracts Management & Administration 40
3.3.10 Sub-Contractor Management 41
3.3.11 Problem Recognition & Resolution 43
3.3.11.1 Problem Recognition 43
3.3.11.2 Meetings 43
3.3.11.3 Reporting 43
3.3.11.4 Problem Resolution 44
3.3.11.5 Customer/Company Coordination 44
3.4 PROJECT IMPLEMENTATION PLAN 45
3.4.1 Activities and Milestones 45
3.4.2 Delivery Schedule 50
3.4.3 Work Breakdown Structure (WBS) 53
3.4.3.1 Detailed WBS Structure 54
3.4.4 Canadian Support Structure 57
3.4.4.1 Implementation Team 57
3.4.4.2 On-going Maintenance Support 58
3.5 KEY PERSONNEL 59
3.1 I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲
3.1.1 D̲e̲c̲i̲s̲i̲o̲n̲ ̲t̲o̲ ̲B̲i̲d̲ ̲t̲h̲e̲ ̲A̲i̲r̲ ̲C̲a̲n̲a̲d̲a̲ ̲D̲a̲t̲a̲ ̲N̲e̲t̲w̲o̲r̲k̲
The decision to bid the Air Canada Data Network Project
as Prime Contractor represents a definite commitment
on the part of Christian Rovsing to devote its resources
and technical talents to the successful implementation
and performance of the network. The decision was taken
at top-level after thorough discussions with the staff
of marketing, administration, and engineering at Christian
Rovsing .
Considerable experience in the field of data communication
combined with experience as prime manager of major
computer system projects provides a solid basis for
our participation in the Data Network Project for Air
Canada. Prime contractor responsibility, 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 to
production, integration, installation, training, and
maintenance. The contracts awarded to the company
have been typically worth several millions of US dollars.
To provide the necessary talent and facilities, the
Air Canada Data Network project will be staffed by
experts from all divisions at Christian Rovsing with
complementing support from CNCP Telecommunications
in Canada.
Participating entities at Christian Rovsing are:
o The Systems Division - structured in 1979 to consolidate
management of major computer system projects.
The CAMPS project for NATO is the responsibility
of the Systems Divisions.
o The Electronics Division - responsible for the
design of the CR80 Computer product line of which
more than 200 systems are currently on order from
major customers such as NATO, ICL and L.M. Ericsson.
o The Production Division - responsible for manufacturing
of the CR80 Computer product line; a description
of our Manufacturing Organisation and Procedures
is included as Appendix C.
o Christian Rovsing International (a wholly owned
subsidiary of Christian Rovsing A/S) - responsible
for communication networks and process control
to major international customers; the LME-NET communications
systems for L.M. Ericsson is a product of Christian
Rovsing International.
The Air Canada Data Network will be supported by the
Integrated Logistics Support Group of Christian Rovsing
who provide services including site surveys, installation,
training, documentation preparation, maintanance, spares
and other necessary support services.
Product quality will be ensured by the Quality Assurance
Department which reports directly to company management.
An administratively distinct Project Office will be
established to manage the Data Network Project. This
project office will have total system responsibility
and authority to co-ordinate in-house activities and
to provide close liaison with the customer throughout
the duration of the project.
In summary, the decision to bid is based on the confidence
that Christian Rovsing supported by CNCP Telecommunications
has all the necessary qualifications for the successful
design,implementation and maintenance of the backbone
network for the new Air Canada Data Network.
CR80 Front-End Processor
for Barclays Bank Ltd.
(foto)
3.1.2 C̲o̲r̲p̲o̲r̲a̲t̲e̲ ̲P̲r̲e̲s̲e̲n̲t̲a̲t̲i̲o̲n̲s̲
3.1.2.1 C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲
Christian Rovsing is Denmark's fastest growing high-technology
computer and aerospace-electronics company. Founded
in 1963, Christian Rovsing 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 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'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 three figures to follow are shown:
o Engineering Facilities at Ballerup (Figure I 3.1-1)
o Computer Production Facilities (Figure I 3.1-2)
o Company Organization (Figure I 3.1-3)
Details of Christian Rovsing' history, organisation,
and facilities are given in APPENDIX A.
Figure I 3.1-1
ENGINEERING FACILITIES
Figure I 3.1-2
PRODUCTION FACILITIES
Figure I 3.1-3
COMPANY ORGANIZATION
3.1.2.2 C̲N̲C̲P̲ ̲T̲e̲l̲e̲c̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲s̲
CNCP Telecommunications is a common carrier providing
a wide variety of telecommunications services on a
coast-to-coast basis across Canada.
The major part of its business is providing commercial,
industrial and governmental customers with Telex, data,
and private wire voice and written record services.
It also has the responsibility of providing the Canadian
general public with telegram, Telepost and cablegram
services. Telepost, a form of electronic mail, and
Intelpost, a facsimile transmission service, are provided
jointly with the Canada Post Office.
O̲w̲n̲e̲r̲s̲h̲i̲p̲
CNCP Telecommunications is a partnership owned jointly
by Canadian National Railways and Canadian Pacific
Limited, the country's two largest diversified transportation
corporations.
Canadian National is a federal Crown corporation, owned
by the Canadian government on behalf of the people
of Canada, and Canadian Pacific is Canada's largest
investor-owned corporation. Each owns 50 per cent of
CNCP Telecommunications, and is equally represented
on the board of directors.
H̲i̲s̲t̲o̲r̲y̲
CNCP grew from the separate telegraph divisions established
as part of the original rail operations of both CN
and CP. The railways, which required telecommunications
services for operation of their trans-continental systems,
offered public telegraph service as a separate profitable
venture, competing with each other vigorously. As Canadian
telephone companies improved and expanded their services
in the period following World War II, CNT and CPT began
working on an increasingly more co-ordinated basis
which culminated with the establishment of a fully-integrated
partnership in 1980.
F̲a̲c̲i̲l̲i̲t̲i̲e̲s̲
The backbone of CNCP's services is a coast-to-coast
microwave network which was completed in the early
1960s, and has been extended, expanded and improved
on technically ever since. This microwave network is
supported by up-to-date switching and other plant,
and transmission cables in high-density areas. Some
pole-line is also used. For local distribution CNCP
relies on the most part of facilities leased from local
telephone companies. CNCP offers a variety of Telex
terminals in its Telemode series, and in its Infomode
series has a range of terminals and other equipment
for private wire network customers.
S̲e̲r̲v̲i̲c̲e̲s̲
CNCP has close to 50,000 Telex subscribers across Canada.
It pioneered computer data transmission services as
early as 1955, and introduced the use of computer message
switching systems in Canada in the early sixties. It
offers Telenet, a switched data/message service which
provides communication between dedicated and switched
services regardless of code or speed; Broadband Exchange
Service, which handles voice and computer data; Infodat,
a dedicated digital service, and Infoswitch, a circuit
and packet-switched network. This year CNCP is introducing
a new service, Infotex, to provide the telecommunications
services required for the integrated electronic office
of the future.
S̲c̲o̲p̲e̲
CNCP has more than 4,200 employees and its annual revenues
are in excess of $270 million.
3.2 R̲e̲l̲e̲v̲a̲n̲t̲ ̲E̲x̲p̲e̲r̲i̲e̲n̲c̲e̲
3.2.1 C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲
Christian Rovsing has considerable experience in the
field of data communication and the prime management
of large computer system projects which will be applied
to the successful implementation of the Air Canada
Data Network (ACDN).
The purpose of this chapter is to present the past
experience of Christian Rovsing pertinent to our selection
as Prime Contractor for the ACDN project.
The presentation deals with the special skills and
know-how which the company has developed over the last
5 to 6 years within the field of data communication
and which we believe are vital for a proper understanding
of the project.
Sufficient information is included to demonstrate that
Christian Rovsing has the necessary technical and management
expertise to design and implement the Air Canada Data
Network.
In short, Christian Rovsing has acquired extensive
experience in the design, development and implementation
of advanced, communications computer systems.
3.2.1.1 D̲a̲t̲a̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲s̲
Christian Rovsing has gained significant experience
in computerised telecommunication and data switching
networks that places it among the top ranking European
companies in this field.
We believe that we have available exceptional professional
talent totally dedicated to advanced computerised information
techniques. Furthermore, the company excels in applying
current technology to modular equipment design. It
has no outdated product lines to supprort, its hardware
is not 1960 vintage but second-generation LSI technology.
Systems are configured around the company's "CR80 Computer"
which has proven itself particularly well suited to
data communication.
System contracts awarded to the company on a Prime
Contractor or Principal Sub-contractor basis are typically
worth several millions of Dollars. Administratively
distinct Project Offices are formed within the company
to manage large programmes, of which NICS-TARE, FIKS,
CAMPS and LME-NET are examples.
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, specialised
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 throughout 1981 under the direction of the
Integrated Logistics Support Department of the Systems
Division.
The CAMPS programme with a contract value of approx.
$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 successful "CR80 Computer" product
line. The CAMPS project team has successfully completed
the system design phase and is moving into the implementation
phase. The installation phase will involve 16 separate
sites located throughout Europe and N. America.
The LME-NET programme is being implemented in several
phases. Phase 1 provides a network centre with interfaces
to IBM and UNIVAC mainframe computers, and 10 switching
nodes forming a network covering Europe. The network
will follow international standards for packet switch
data networks, as defined by CCITT in recommendation
X.25. This phase will be completed by June 1982.
Later phases will provide facilities like multiple
network control centres, satellite links to remote
nodes, interfacing to other makes of mainframe computers,
and support of facsimile and voice transmission.
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 ACDN project.
The company's overall exposure to major computer system
discipline assures its ability to perform a tehcnically
responsive project.
A summary of the company's overall experience in data
communication systems is presented overleaf in figure
I 3.2-1, and on the following page are listed those
communication disciplines in which the company has
considerable expertise.
Details of four major projects - NICS-TARE, FIKS, CAMPS
and LME-NET - are given in Appendix B.
Fig. I 3.2-1…01…Data Communication Experience
COMMUNICATION DISCIPLINES
o Packet Switching
- Routing Algorithm
- X25
- X21, X21 bis Interface
- 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 Algorithm
- Synchronization and Timing
- Multiplexing and Trunking
o Dualised Systems
- Configuration Control
- Switchover and Recovery
- Reliability Performance
- V24/V28 Interfaces
- TEMPEST
o Security
- Access Control
- SPECAT Handling
- Red/Black Interfaces
- Crypto Interface (DOLCE)
- Privileged User State
3.2.1.2 C̲o̲m̲p̲u̲t̲e̲r̲ ̲T̲e̲c̲h̲n̲o̲l̲o̲g̲y̲
Several years of rapid evolution of computer technology
are reflected in the development of the CR80 computer
product line at Christian Rovsing. This computer family,
a collection of units architecturally structured in
an innovative way, allows configuring powerful multiprocessor
systems. Through a high degree of parallelism and
redundancy, the configurations offer nearly unlimited
operating power and outstanding sytem reliability.
From the outset, system architects at Christian Rovsing
recognised that micro-electronics was the driving force
behind modern computer technology. The CR80 product
line is based on functional modularity made feasible
by low-cost LSI completed with advanced distributed
architecture and multiprocessing concepts. Though
they appear to be minicomputers, the CR80 systems in
the larger configurations are competitive with and
challenge the power of large mainframes, but with far
superior operational characteristics and heretofore
unrealizable advantages. The CR80 building-block modules
allow a system configuration flexibility previously
unachievable; this has led to the definition of the
CR80 Computer Family depicted in summary block diagrams
in figure I 3.2-2.
The standard CR80 models are divided into two classes
- unmapped and mapped - supported respectively by the
AMOS and DAMOS software operating systems.
The standard unmapped systems are the
- CR80 MINI, a multiprocessor system with up to 4
CPU's and 256 K words of memory with an operating
range of 0.6 to 1.3 million instructions/second;
and the
- CR80 TWIN, a fully-dualized version of the MINI
with twin multiprocessors and a dual bused peripheral
subsystem.
The standard mapped systems are the
- CR80 MAXIM, a multiprocessor system with up to
5 CPU's and 16 megawords of memory with an operating
range of 0.6 to 2.0 million instructions/second
and a Data Channel with a megabyte/sec. transfer
rate interfacing up to 15 channel units for control
of up to 960 peripheral modules, and the
- CR80 FATOM, a fault-tolerant system comprised of
as many as 16 multiprocessors interconnected through
a 512 megabit message transport; each multiprocessor
has the same capabilities as a CR80 MAXIM with
256 megawords of memory and an operating range
up to 30 million instructions/second.
(fra CR80 h>ndbog, side 1-2)
Fig. I 3.2-2…01…The CR80 Family of Minicomputers
These standard configurations encompass a broad range
of physical characteristics to meet the requirements
from the smaller stand-alone user up to those of the
largest multi-installation network applications. The
four models offer:
- a 50:1 range in instruction execution rate varying
from 0.6 mips to 30 mips
- a 1000:1 range in memory capacity from 512 K bytes
to 512 megabytes
- a 80:1 range in processing power utilizing one
CPU or up to 16 interconnected multiprocessors
with a maximum of 5 CPU's each
- a 400:1 range in connectivity through Peripheral
controllers accomodating a variety of terminations
with as many as 960 peripherals or up to 4096 communication
lines.
Flexible variation in the size and structure of the
CR80 systems are permitted by the unusual degree of
hardware and software modularity. The hardware includes
fast transfer buses joined to each other by adapters
which allow units on one bus to access those on another.
Dualisation at the internal level and multiple redundancy
at the system level provide a CR80 hardware architecture
which is fully exploited by the DAMOS software operating
system and programs to provide survival of operational
failure of individual components.
Reliability, which is of major concern in real-time
and distributed network applications, is achieved in
the CR80 computer systems by treating all multiprocessors
as equal elements not absolutely dedicated to a specific
role. Fault tolerance and backup are achieved through
an n+l redundance scheme without preassignment of system
functions to specific processors. This is in marked
contrast to the more common rigid dualised configurations
often encountered in dedicated applications with on-line
master/slave arrangements, or off-line backup with
switchover facility.
3.2.2 C̲N̲C̲P̲ ̲T̲e̲l̲e̲c̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲s̲
3.2.2.1 M̲i̲c̲r̲o̲w̲a̲v̲e̲
CNCP telecommunications in conjunction with their
associates TNT and NWT operate more than 9,000
route miles of Microwave Systems which carry all
types of communications, including data networks,
leased systems, television, Broadband, etc. These
systems are the backbone of the CNCP communications
network, giving a proven high level of reliability
and performance. They serve all principal cities
of Canada from Vancouver, B.C. to St.John's Newfoundland
to the Alaska/Yukon border, the McKenzie Delta
and the Artic in the Northwest.
3.2.2.2 D̲a̲t̲a̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲s̲
CNCP Telecommunications is proud of its record
of innovation in data communications technology.
This record includes the introduction of Telex
in North America in 1956 - Computer Message Switching
in 1964 - Data Telex in 1966 - Broadband Exchange
Service in 1967 - Infodat in 1973 - Infomode terminals
in 1976 - and Infoswitch in 1977.
3.2.2.3 C̲o̲m̲p̲u̲t̲e̲r̲ ̲T̲e̲c̲h̲n̲o̲l̲o̲g̲y̲
As mentioned previously, CNCP pioneered in Canada
the development of Computer Data Communications
Systems, with computers basde at Toronto and Montreal.
It is interesting to note that the evolution of
CNCP services in past years has been influenced
to a very substantial degree by the needs of Air
Canada. Just one example of this was CNCP's decision
to develop a computer message switching capability
in the early 1960's, for the primary purpose of
satisfying the then "TCA" requirement.
CNCP Telecommunications has been entrusted with
the provision and operation of many large, dedicated
data networks. In most cases, their circuitry terminates
in the subscriber's computer and the terminal equipment
is either provided by the subscriber or by CNCP
on a rental basis. The Air Canada Reservec II System
is an example of this type of network. In this
instance CNCP provides an additional service inasmuch
as CNCP computer technicians are responsible for
the preventive and emergency maintenance of the
communications processors and peripherals associated
with the Air Canada Network Control.…86…1 …02…
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3.2.2.4 C̲N̲C̲P̲ ̲P̲e̲r̲s̲o̲n̲n̲e̲l̲ ̲P̲r̲o̲f̲i̲l̲e̲
CNCP's experience in the design, implementation,
and management of complex computer-based switching
systems is unsurpassed in Canada. An enviable
hardware/software and maintenance capability has
been built up and retained, and CNCP has marketed
this capability, not only through CNCP subscribers,
but also to outside concerns using comparable hardware.
CNCP has trained support personnel on several
different manufacturer's computer equipment located
in all of the major cities of Canada.
3.3 P̲r̲o̲j̲e̲c̲t̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲
3.3.1 O̲v̲e̲r̲a̲l̲l̲ ̲A̲C̲D̲N̲ ̲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 Air Canada Data Network. 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 ACDN project. The effort is predicated
on the following facts:
a. Christian Rovsing management has identified the
ACDN project as a project of major significance.
As such, the company has dedicated all required
resources toward the successful acquisition and
completion of the contract.
b. Christian Rovsing has considerable industrial experience
in the management, design, development, fabrication,
and installation of large-scale, online computer
systems.
c. The work to be performed can be accomplished within
the proposed cost and delivery schedules.
d. Highly qualified personnel are available for the
conduct of the proposed effort.
e. Management and technical personnel continuity can
be achieved through all phases of the project.
f. The company can and will take advantage of the
management and technical skills, knowledge, and
experience gained on other related projects.
3.3.2 A̲C̲D̲N̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲&̲ ̲O̲r̲g̲a̲n̲i̲s̲a̲t̲i̲o̲n̲
To ensure an orderly and timely project effort the
management and engineering team will be assembled,
at Christian Rovsing's facilities located in Ballerup,
Denmark. Opened in 1978, these modern facilities comprise
12,000 sq. metres - (128,500 sq. ft) of manufacturing,
integration & test, laboratory and office space.
Overall direction for the ACDN project is to be provided
by an adiministratively distinct Project Office. It
will operate under a Project Manager whose sole responsibility
will be the management of the ACDN project. The Project
Manager will be the prime interface between Christian
Rovsing and Air Canada.
The ACDN Project Office will have total system responsibility,
cognizance, and control authority in order to coordinate
in-house activities and provide close liaison with
the customer throughout the duration of the project.
The Project Manager will be supported by an Engineering
Manager, Operation Manager, and Logistics Manager.
Fig. I 3.3-1 depicts the project management structure
and Air Canada liaison which will be established at
project start up. Within the supporting functional
departments ACDN activities will be assigned as project
entities.
Since the ACDN project requires heavy technical emphasis,
especially in the early stages, the Engineering Manager
will be assigned to coordinate all engineering activities
and provide close liaison with Air Canada on all technical
aspects of the Project. The Engineering Manager will
direct the system hardware and software engineering
efforts, hold design reviews and report on status and
progress.
The equipment procurement, integration and quality
control will be planned and monitored by the Operations
Manager. He will be supported by in-house technical
staff.
The site installations, provisioning, documentation,
training and field support aspects of the ACDN will
be planned and coordinated by the Logistics Manager
supported by the Logistics Support staff of Christian
Rovsing and the Logistics Support team at CNCP Telecommunications.
CNCP engineering staff will be co-ordinated by a CNCP
nominated team leader.
The Project Office will establish the baseline for
work breakdowns, specifications, schedules and budgets;
it will monitor variances and initiate corrective action.
The management control provided internally and closely
coordinated with Air Canada will ensure a successful
design and implementation of the Air Canada Data Network.
Fig. I 3.3-1…01…ACDN MANAGEMENT STRUCTURE & AIR CANADA LIAISON
3.3.3 P̲r̲o̲j̲e̲c̲t̲ ̲I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲P̲l̲a̲n̲ ̲(̲P̲I̲P̲)̲
The PIP will establish a firm baseline for all ACDN
activities against which status, progress and performance
can be evaluated and controlled.
The Project Implementation Plan will be used as a management
tool to provide visibility and control of the ACDN
project. It describes the schedule, performance control
system, the detailed Work Breakdown Structure (WBS),
the project administration, the sub-contract administration,
the Air Canada interfaces, and other aspects of the
project, Fig. I 3.3-2 depicts the various aspects of
the PIP. Each function addresses the unique requirements
of the ACDN project.
The PIP will have a well defined structure. Each section
will identify the activity, its organisation and operating
procedures. A WBS for the activity will be related
to the schedule network consistent with the master
schedule and correlated with the associated WBS elements
of other activities. Documentation produced by the
activity will be listed. Finally, a cross-reference
with contractual items will be made for accountability
of deliverable items and unique requirements.
Fig. I 3.3-2
3.3.4 T̲o̲p̲-̲L̲e̲v̲e̲l̲ ̲W̲o̲r̲k̲ ̲B̲r̲e̲a̲k̲d̲o̲w̲n̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲ ̲(̲W̲B̲S̲)̲
The WBS will be the framework for establishing work
packages, schedules and budgets for managing the ACDN
project and will provide the baseline for performance
evaluation. The basic framework which will be used
for integrating and reconciling all contractual requirements
of ACDN with the project implementation plan is the
Work Breakdown Structure (WBS).
A project tasks overview is shown in Fig. I 3.3-3.
For each of the major tasks a further breakdown has
been generated detailing hardware, software, and support
tasks. These WBS elements will become work packages
for reporting, scheduling and cost control.
Changes to the WBS will be under configuration management
and require Project Office approval usually as a result
of technical and contractual negotiations with Air
Canada. Combined with the master schedule milestones
for engineering, operations and logistics, the WBS
will become the system-level plan from which budgets
can be allocated.
Project Management is the first task described by the
tasks overview. The general management structure is
further expanded in figure I 3.3-4 to show a more formal
project organisation. The key managers in the Project
Office and the support functions are identified.
The Project Office is responsible for the overall conduct
of the entire ACDN project under the direction of the
Project Manager. The Project Office includes an Engineering
Manager, Operations Manager and Logistics Manager supported
by a Contracts Administrator. The principal responsibilities
of the ACDN project staff are briefly outlined:
Fig. I 3.3-3
Fig. I 3.3-4
A̲C̲D̲N̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ As the executive responsible
for successful execution of the project, the Project
Manager has authority over and is responsible for budget
allocation, cost, control, schedule and timely performance,
technical cognizance of design and development, control
of production, test integration, and support activities.
The Project Manager will report directly to the senior
management for prompt resolution of project issues.
He is directly supported by the Project Office staff
and indirectly by the managers of all operating departments
within Christian Rovsing.
E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ This senior systems engineer,
with a complete understanding of the technical implications
of the ACDN top-level system specifications, will be
responsible for the ultimate technical performance
and compliance of the ACDN installations. He provides
the correct technical interpretation of Air Canada
requirements. He plans, directs, monitors, audits and
controls the design, development, testing, installation
and cut-over of the Data Network 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. This
position will be filled by a senior systems engineer
excperienced in computer systems design and data communications.
O̲p̲e̲r̲a̲t̲i̲o̲n̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ This manager will provide the liaison
between the Project Office and the procurement and
production activities. Scheduling, cost control, configuration
control, production status, and quality control are
his major concerns. He is responsible for establishing
and maintaining an up-to-date baseline configuration
and to access the status and quality of ACDN production
during implementation.
L̲o̲g̲i̲s̲t̲i̲c̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ The installation and site support
tasks will be combined under one manager. The Logistics
Manager will be responsible for site surveys, delivery
and installation, training, maintenance, spares, documentation
and site support. Logistic support tasks will be carried
out by staff from the integrated Logistics Support
Department of Christian Rovsing and the installation
and maintenance staff of CNCP Telecommunication.
Q̲u̲a̲l̲i̲t̲y̲ ̲A̲s̲s̲u̲r̲a̲n̲c̲e̲ ̲a̲n̲d̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲A̲d̲m̲i̲n̲i̲s̲t̲r̲a̲t̲i̲o̲n̲ are
divisional staff functions performed for all projects.
Intensive support will be given during start up and
critical phases and will continue throughout the duration
of the project.
The principal tasks assigned to the Project Office
staff are delineated in the accompanying tasks overview
shown in figure I 3.3-5.
3.3.5 O̲p̲e̲r̲a̲t̲i̲n̲g̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲
Formal operating procedures and proven management methods
will be used by the Project Office to control the ACDN
project.
Management procedures define the methods used within
Christian Rovsing for planning, work assignment, monitoring
and coordination of activities within a project such
as ACDN.
The Project Office and its staff operates within these
well-established procedures and is responsible for:
P̲l̲a̲n̲n̲i̲n̲g̲:̲ Evaluation of contract
requirements and allocation
of work to the various
functional departments.
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.
Fig. I 3.3-5
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 I 3.3-6).
The WBS consists of a family tree of hardware, software,
services and tasks organized to define and geographically
display the work to be accomplished for a successful
implementation of the project. As a planning tool,
it defines the work packages for planning, scheduling
and cost control, negotiated and approved project changes
are reflected in the baseline WBS.
Figure I 3.3-6
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.
3.3.6 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 by SWP-Managers 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.
3.3.7 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:
3.3.7.1 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.
3.3.7.2 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.
3.3.7.3 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
3.3.7.4 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.
3.3.7.5 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.
3.3.8 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.
3.3.9 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.
3.3.10 S̲u̲b̲-̲C̲o̲n̲t̲r̲a̲c̲t̲o̲r̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲
The ACDN project will use the already proven SUBCONTRACTOR
CONTROL PROCEDURE for managing subcontractors and major
vendors.
A sub-contractor is defined as an organisation outside
the company performing work in connecton with the project.
The scope of the effort must be such that a legal contract
must be established between Christian Rovsing and the
sub-contractor prior to commencement of work.
T̲h̲e̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲O̲f̲f̲i̲c̲e̲ is ultimately responsible for the
performance of a sub-contractor.
Before the contract is signed the sub-contractor must
be given a statement of work and schedules for the
task in question. During contract negotiations the
Project Office will assist the contracts department
to ensure that the technical aspects are understood
by the sub-contractor. Furthermore, the Project Office
must ensure that all relevant elements of
o performance schedule
o technical requirements
o management control requirements
o payment principles
are included in the sub-contract.
The following is a description of the major requirements
imposed on a sub-contractor by the Project Office.
P̲l̲a̲n̲n̲i̲n̲g̲ ̲a̲n̲d̲ ̲S̲c̲h̲e̲d̲u̲l̲i̲n̲g̲.̲ The sub-contractor is required
to utilise a planning system which enables the prime
contractor to have full visibility of the sub-contractor's
performance.
S̲u̲b̲-̲C̲o̲n̲t̲r̲a̲c̲t̲o̲r̲ ̲R̲e̲p̲o̲r̲t̲i̲n̲g̲.̲ The sub-contractor will at
regular intervals submit progress reports to the Project
Office. In addition, requests for payment must be submitted
according to principles stated in the contract.
R̲e̲v̲i̲e̲w̲s̲.̲ Project reviews will take place on a scheduled
basis. The Project Office will hold reviews with the
subcontractor in order to access interpretation of
the requirements, progress against schedule and cost
and the early identificaion of potential problem areas.
The subcontractor will present presentation material
in such depth as to give full visibility of the review
period and current status.
S̲u̲b̲-̲C̲o̲n̲t̲r̲a̲c̲t̲o̲r̲'̲s̲ ̲O̲r̲g̲a̲n̲i̲s̲a̲t̲i̲o̲n̲.̲ Sub-contractor is requested
to set-up a project organisation. The sub-contractor
must provide, to be included in the contract, a description
of the organisation including relevant responsibilities
assigned to members of the organisation. This description
will also describe the interface points between the
subcontractor and the ACDN project organisation.
P̲u̲r̲c̲h̲a̲s̲i̲n̲g̲ ̲D̲e̲p̲a̲r̲t̲m̲e̲n̲t̲ is the official channel for release
of work packages and funds to the sub-contractor. This
is usually done by an invoice referencing the contract.
C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲D̲e̲p̲a̲r̲t̲m̲e̲n̲t̲ has the responsibility for the
generation and negotiation of the sub-contract.
Q̲u̲a̲l̲i̲t̲y̲ ̲A̲s̲s̲u̲r̲a̲n̲c̲e̲ ̲D̲e̲p̲a̲r̲t̲m̲e̲n̲t̲ must ensure that applicable
quality control requirements are imposed on sub-contractor
by incorporation in the contract. When work is being
performed the department is responsible for controlling
that the requirements are being followed.
3.3.11 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲ ̲&̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
3.3.11.1 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.
3.3.11.2 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.
3.3.11.3 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.
3.3.11.4 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.
3.3.11.5 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.
3.4…02…P̲r̲e̲l̲i̲m̲i̲n̲a̲r̲y̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲P̲l̲a̲n̲
3.4.1…02…A̲c̲t̲i̲v̲i̲t̲i̲e̲s̲ ̲a̲n̲d̲ ̲M̲i̲l̲e̲s̲t̲o̲n̲e̲s̲
The general development approach - reflected by the
proposed project implementation plan - which has been
taken, reflects a top-down implementation. Top-down
implementation ensures high visibility to the Air Canada
Management, and early response to potential problem
areas.
The objectives have been to ensure Air Canada an ordered
migration from the existing networks to the new Data
Network. The implementation plan reflects a strategy
where features of existing Christian Rovsing products
minimize the risk; joint efforts are envisaged in the
areas of system engineering and software development.
The approach proposed provides Air Canada with maximum
visibility and intimate knowledge on the ACDN but not
least makes usage of the know-how within Air Canada.
The proposed implementation of the ACDN is based on
the active involvement of the following Air Canada
personnel as integral members of the implementation
team working for and responsible to the Christian Rovsing
ACDN project office. The anticipated involvement reflected
in the price proposal is as follows:
-…02…3 experienced system engineers for the full period
of the program.
- 5 - 8 programmers which will participate from detailed
design through Package and System Integration and
subsequent installation and site accecptance test
at Air Canada.
The major milestones on the program are reflected by
Figure I 3.4-1 and the associated planning network
showing task relationship is given in Figure I 3.4-2.
A Requirements Specification Phase starts immediately
after receipt of letter of intent. This phase takes
place in close cooperation with Air Canada staff at
Air Canada's facilities, Toronto. The outcome of this
phase is a Requirements Specification which is to be
amended the contract.
During the preliminary system software design phase,
the software architecture is defined. Functions and
interfaces of the software components are specified.
After approval of the preliminary design, detailed
design will be initiated. This phase includes refinements
of the algorithms to be implemented in the different
software components.
The top-down implementation is continued during the
code, test and integration by defining system increments
in the following called builds. A build represents
a sub-set of the total system capabilities. Three major
builds have been defined for the ACDN project as depicted
in Figure I 3.4-1.
The first build covers delivery of the software required
to support the initial CR80 installation scheduled
for the 4th quarter, 1983. The aim of this build is
to be able to:
- support 100 - 200 terminals
- preliminary interface the existing ACNC
- preliminary interface with new host.
This initial installation is used to prepare integration
with the new host scheduled for month 17 (after receipt
of letter of intent).
The proposal build one will be based on the experience
and software components already developed by Christan
Rovsing on related programs. It has been assumed that
the new host may be connected to the ACDN as a participant.
The interface to the existing ACNC is intended to gain
on-site experience with ICC emulation and thus reduce
the risk when the final ACNC integration takes place
as part of the third and last build.
A prerequisite for this build is availability at Christian
Rovsing facilities of terminal access network equipment,
e.g. ICCs, multiplexers, VDUs, printers as required
to develop interfaces and test communication prior
to installation in Canada. This equipment must be available
and operating at the Christian Rovsing facilities from
6 months.
The second build provides network support on internodal
trunks between the initial Toronto node installation
and the installation of node in Montreal, scheduled
month 17.
This build attaches the Regional Carrier /Corporate
Services Host, RCCSH to the ACDN as a participant,
while the cluster controllers and connected terminals
connect as attachments.
This build supports the multihost environment made
up of the new OPNS/CGO and the RCCSH. Network control
facilities are included to support the (two-) node
network.
The third and final build consists of the full implementation
of all ACDN functions and capabilities. This build
follows the installation of the Winnipeg node scheduled
month 30.
All installations are subject to a factory acceptance
test. The accepted equipment is used for development
purposes until packaging and shipment for installation
at the respective locations in Canada. Once installed,
a site acceptance test takes place to verify proper
functioning of the equipment. Likewise for the builds.
An extensive network acceptance test will demonstrate
functions and capabilities which have not been part
of site/system acceptance tests.
Fig. I 3.4-1
Fig. I 3.4-2
3.4.2 D̲e̲l̲i̲v̲e̲r̲y̲ ̲S̲c̲h̲e̲d̲u̲l̲e̲
Reviews are scheduled in relation to major milestones.
During these, requirements and design are being verified
and validated.
By taking this approach, it is ensured that errors
are detected and corrected early in the program and
that areas of risk are monitored carefully, leading
to a successful and timely project.
At this stage, the following major milestones are identified:
a̲)̲ ̲S̲y̲s̲t̲e̲m̲ ̲R̲e̲q̲u̲i̲r̲e̲m̲e̲n̲t̲ ̲S̲p̲e̲c̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
A System Requirement Specification will be approved
by both parties at the end of the System Requirement
Specification phase. The specification is derived from
the following in order of precedence:
1. Minutes of Meetings during the evaluation and
negotiation phase
2. Christian Rovsing ACDN proposal, and
3. Air Canada Request for Proposal
by adding detail, not by changing scope.
The generation of this document takes place in close
cooperation with participating Air Canada personnel.
This ensures timely, consistent results.
b̲)̲ ̲S̲y̲s̲t̲e̲m̲ ̲D̲e̲s̲i̲g̲n̲ ̲S̲p̲e̲c̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
The System Design Specification defines the hardware
and software architecture. Functions and interfaces
of the architecture are specified. The specification
consititutes a refinement of the design presented in
the Technical Proposal.
A preliminary system design review takes place to verify
and validate the design.
c̲)̲ ̲D̲e̲t̲a̲i̲l̲e̲d̲ ̲D̲e̲s̲i̲g̲n̲
Detailed design will be performed based on the approved
system design. The result of this is "code-to" computer
program specifications.
Critical design reviews take place to properly verify
and validate hardware and software package designs
which result from the detailed design.
d̲)̲ ̲C̲o̲d̲e̲ ̲a̲n̲d̲ ̲U̲n̲i̲t̲ ̲T̲e̲s̲t̲
Each identified software package and component will
be coded and unit tested. Unit tests will be documented
by unit test reports.
e̲)̲ ̲P̲a̲c̲k̲a̲g̲e̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲i̲o̲n̲
Components and SW modules will be integrated into packages
and be tested in accordance with test procedures.
f̲)̲ ̲S̲y̲s̲t̲e̲m̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲i̲o̲n̲
System Integration will take place for each major functional
area in the network.
There will be system tests for the following network
elements:
- nodes
- NCC
- gateway
- external networks
- NMH
- EMH
g̲)̲ ̲N̲e̲t̲w̲o̲r̲k̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲
Finally, the Network Elements will be interconnected
in the Christian Rovsing factory for the verification
of proper network functioning. This phase will be completed
by a provisional Network acceptance test, and will
precede final network integration.
h̲)̲ ̲F̲a̲c̲t̲o̲r̲y̲ ̲A̲c̲c̲e̲p̲t̲a̲n̲c̲e̲ ̲T̲e̲s̲t̲s̲
The equipment for the various network elements will
be integrated at the Christian Rovsing factory. The
Factory Acceptance Test verifies proper functioning
of the equipment.
i̲)̲ ̲S̲i̲t̲e̲ ̲I̲n̲s̲t̲a̲l̲l̲a̲t̲i̲o̲n̲
This activity commences in Toronto 12 months after
order date and is completed by a site acceptance test
which verifies the proper functioning of the installed
equipment. Before shipment, the equipment will have
been verified by a similar factory acceptance test
at the Christian Rovsing factory.
Similar activities take place for the Montreal and
Winnipeg nodes as well as the Electronic Mail Host
to be installed in Toronto.
j̲)̲ ̲N̲e̲t̲w̲o̲r̲k̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲i̲o̲n̲,̲ ̲F̲i̲n̲a̲l̲
After Site Installation, the Network will be integrated
and a Final Network Acceptance test performed.
Integration will be performed in two phases:
Phase I: Network integration of nodes in Toronto
and Montreal
Phase II: Network integration including all three
nodes, NMH and EMH.
The Network Acceptance Test verifies and validates
those functions and capabilities which the Site/System
Acceptance Tests have not verified.
k̲)̲ ̲S̲i̲t̲e̲ ̲U̲p̲g̲r̲a̲d̲e̲s̲
Post-contract upgrades will be done by means of standard
expansion elements which provide a cost-effective trade-off
between modular expansion with frequent equipment modifications
and an annual/bi-annual upgrade of equipment.
3.4.3 W̲o̲r̲k̲ ̲B̲r̲e̲a̲k̲d̲o̲w̲n̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲ ̲(̲W̲B̲S̲)̲
A detailed contractual and project WBS will be established
at the start of the program. The contractual WBS is
constituted from all higher level activities and associated
work package descriptions and is established as part
of the contract negotiations.
The WBS is the vehicle for breaking an engineering
project down to the lowest level of planning. It is
an important planning tool which links objectives with
resources and activities. It hereby becomes an important
status monitor during the actual implementations against
the project plan.
The WBS provides project visibility to the ACDN project
office, but not least to the Air Canada management.
The management, design, implementation and subsequent
installation of the ACDN require the following major
Work Packages to be performed by Christian Rovsing:
o Project Management
o Configuration Control
o Quality Assurance
o System Engineering
o Hardware Specification
o Software Development
o System Integration
o Support Requirements
- Installation
- Training
- Documentation
- Maintenance and Support
o Test and Acceptance
3.4.3.1 D̲e̲t̲a̲i̲l̲e̲d̲ ̲W̲B̲S̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲
The following list identifies each work package in
the detailed WBS as envisaged:
1. PROGRAM MANAGEMENT
1.1 Project Office
1.2 Monthly Progress Reviews
1.3 Configuration Management
1.4 Quality Assurance
1.5 Project Implementation Plan
2. SYSTEM ENGINEERING
2.1 Systems Engineering Management / Technical
Coordination
2.2 Systems Requirement Specification
2.3 Systems Design Specification
2.4 Preliminary Test Plan
2.5 Final Test Plan
2.6 Preliminary Test Procedures
2.7 Final Test Procedures
2.8 Preliminary Design Review in Toronto, Canada
2.9 Final Test Procedure Review in Toronto, Canada
2.10 Reliability Programme
3. EQUIPMENT
3.1 Equipment Specification (System Level)
3.2 Equipment Product Specification
3.3 Equipment Logic and Wiring Diagram
4. SOFTWARE DEVELOPMENT
4.1 Software Management
4.2 Preliminary Software Design Specifications
(unit Level)
4.3 Detailed Software Design Specifications
4.4 Critical Design Reviews
(For further detail please refer I, section 1.2).
5. SYSTEM INTEGRATION
5.1 Build 1 Integration and Testing
5.2 Build 2 Integration and Testing
5.3 Build 3 Integration and Testing
6. TESTING
6.1 Factory Acceptance Pre-test in Copenhagen
6.2 Factory Acceptance Test in Copenhagen
6.3 Provisional Site Acceptance Test, Toronto
6.4 Site Acceptance Test, Toronto
6.5 Provisional Site Acceptance Test, Montreal
6.6 Site Acceptance Test, Montreal
6.7 Provisional Site Acceptance Test, Winnipeg
6.8 Site Acceptance Test, Winnipeg
6.9 Network Acceptance Test, Canada
7. INSTALLATION
7.1 Management and Planning
7.2 Site Preparation
7.2.1 Site Survey
7.2.2 Site Verification
7.2.3 As-built Documentation
7.3 Transportation,Toronto
7.3.1 Plan
7.3.2 Insurance
7.3.3 Packing and Transport
7.4 Transportation, Montreal
7.4.1 Plan
7.4.2 Insurance
7.4.3 Packing and Transport
7.5 Transportation, Winnipeg
7.5.1 Plan
7.5.2 Insurance
7.5.3 Packing and Transport
7.6 Installation, Toronto
7.7 Installation Montreal
7.8 Installation Winnipeg
8. TRAINING
8.1 Management and Planning
8.2 Courses
8.2.1 Maintenance Course
8.2.2 General Systems Course
8.2.3 Network Course
8.2.4 Network Operations Course
8.2.5 Software Maintenance Course
8.3 Support to CNCP
8.4 Training, System Integration
9. DOCUMENTATION
9.1 Planning and Management
9.2 Manuals
9.2.1 System Description Manual
9.2.2 Installation Manual
9.2.3 Operating Manuals
9.2.3.1 System Operating Manual
9.2.3.2 Network Operator Manual
9.2.4 Technical Manuals
9.2.4.1 Maintenance Manual
9.2.4.2 Assembly Breakdown
9.2.4.3 Inventory Manual
9.2.4.4 Module Description Manual
9.2.5 Peripheral Equipment Manuals
9.2.6 Tools and Test Equipment
9.2.7 Programming
9.2.8 SW Description
10. MAINTENANCE
10.1 Maintenance, EMH
10.2 Maintenance, Toronto node
10.3 Maintenance, Montreal
10.4 Maintenance, Winnipeg
3.4.4 C̲a̲n̲a̲d̲i̲a̲n̲ ̲S̲u̲p̲p̲o̲r̲t̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲
As mentioned in subsection. 3.2.2.4 CNCP's experience
with complex computer-based switching system has resulted
in the development of an enviable capability to engineer,
install and maintain such systems.
3.4.4.1 I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲o̲n̲ ̲T̲e̲a̲m̲
The Air Canada System implementation activities will
be co-ordinated by a Project Manager reporting to the
CNCP Director of Operations. The Project Manager's
responsibility will be to provide overall co-ordination
of all functional activities related to the installation
of the Christian Rovsing Systems in Toronto, Montreal
and Winnipeg. The function of the Project Manager will
be to interface with Christian Rovsing in all aspects
of the delivery, installation and turn-up phases of
the project and to liaise with Air Canada on the installation
phases of the project, where required.
Also assigned to the implementation team is a CNCP
Professional Engineer. The Engineer will be actively
involved in the site preparation activities, the production
of site installation plans and the site verification.
He will also laise with Christian Rovsing to determine
the power, cooling space and cabling requirements for
the system as well as supervise the installation of
the hardware.
The implementation team will also include a CNCP Computer
Equipment Instructor, who after receiving formal training
at the Christian Rovsing facilities in Denmark will
be responsible for the additional training of Computer
Technicians in Canada. He will conduct and supervise
classroom, on-the-job and refresher training of Computer
Technicians to ensure they acquire and retain the necessary
skills and knowledge to maintain, take corrective action
and restore to service, all CR80 computer systems and
associated peripheral equipment in the computer centre.
CNCP currently has 18 fully qualified computer technicians
in Toronto, 12 in Montreal, and their Winnipeg computer
installations are supported by regular equipment technicians
who are trained to maintain to the board level. A number
of these technicians depending on the site location,
will receive additional training on the Christian Rovsing
CR80 Systems and be responsible for the installation
and hardware verificaion of the systems in Canada.
They will then assume the responsibilities for on-going
preventive and emergency maintenance of the systems.
CNCP Telecommunications presently maintains a staff
of installers throughout Canada. Formal training will
be given to one of these installers on the physical
attributes of the Christian Rovsing CR80 systems. The
installers at each site under the guidance of the engineer
and the trained installer, will be responsible for
the uncrating and assembly of the equipment racks and
for the installation of all cabling.
3.4.4.2 O̲n̲-̲g̲o̲i̲n̲g̲ ̲M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲S̲u̲p̲p̲o̲r̲t̲
As mentioned in subsection. 3.4.4.1 the Computer Technicians
involved with the installation of the CR80 systems
will also assume the responsibility for the on-going
maintenance of the systems.
In Toronto, Computer Technicians will be assigned to
support the system on-site, 24 hours a day. Their reporting
line is within the CNCP department responsible for
all of their computerized data communication systems.
This department has the full resources of the CNCP
engineering and operational departments available for
consultation and assistance.
In Montreal, Computer Technicians will be assigned
to support the system, 24 hours a day. Their reporting
line is within the CNCP department in Montreal responsible
for the support of the computerized data communication
systems located in Montreal. Again this department
has the full resources of the engineering and operational
departments available to it, as well as they can call
upon the Toronto installation for assistance should
the need ever arise.
In Winnipeg, Equipment Technicians will be assigned
to support the system, 24 hours a day. Their reporting
line is within the CNCP department in Winnipeg responsible
for all equipment maintenance, including the board
level repair of similar computerized systems. Should
the need arise additional levels of support will be
available from the Toronto installation, including
Computer Technicians, Engineers, etc.
3.5 K̲e̲y̲ ̲P̲e̲r̲s̲o̲n̲n̲e̲l̲
We believe that Christian Rovsing has the right combination
of management and technical skills that are essential
for the successful design and implementation of the
Data Network for Air Canada (ACDN).
The project management organisation has been presented
in Fig. I 3.3.5. A highly integrated team of engineers
and specialists will be assembled around this management
core.
Details of the background and experience of the key
personnel who will be assigned to the ACDN project
are presented on the following pages.
Their functions qwithin the project team are identified:
Mr. Keld M]nsted - Project Manager
Mr. Mehboob E. Chakera - Engineering Manager
Mr. Lars Skov Jensen - Operations Manager
Mr. Ole W. Eskedal - Logistics Manager
Mr. Henrik [st Hansen - Systems Engineer
Mr. Holger Bay - Hardware Manager
Mr. J]rgen Vahlstrup - Software Manager
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