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Management/Technical
Proposal
VOLUME I
DISCON
V̲O̲L̲U̲M̲E̲ ̲I̲
Management/Technical Proposal
for
Computer Switch Equipment
…0e…c…0f… Christian Rovsing A/S
This document contains information proprietary to Christian
Rovsing A/S. The information, whether in the form of
text, schematics, tables, drawings or illustrations,
must not be duplicated or used for purposes other than
eveluation, or disclosed outside the recepient company
or organisation without the prior, written permission
of Christian Rovsing A/S.
This restriction does not limit the recipient's right
to use information contained in the document if such
information is received from another source without
restriction provided such source is not in breach of
an obligations of confidentiality towards Christian
Rovsing A/S.
L̲i̲s̲t̲ ̲o̲f̲ ̲C̲o̲n̲t̲e̲n̲t̲s̲
V̲O̲L̲ ̲I̲A̲:̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲
S̲e̲c̲t̲i̲o̲n̲ ̲I̲ ̲O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲
1. History of Christian Rovsing A/S
2. Employee Profile
3. Facilities
4. Company Organization
5. DISCON Project Management Standards
S̲e̲c̲t̲i̲o̲n̲ ̲I̲I̲ ̲-̲ ̲S̲c̲h̲e̲d̲u̲l̲e̲s̲
1. Tier I Schedule
2. Tier II Schedule
3. Critical Problem Areas.
S̲e̲c̲t̲i̲o̲n̲ ̲I̲I̲I̲ ̲P̲r̲o̲g̲r̲a̲m̲ ̲P̲l̲a̲n̲
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Task 8
Task 9
Task 10
Task 11
Task 12
Task 13
Task 14
Task 15
V̲O̲L̲ ̲I̲B̲ ̲:̲ ̲T̲E̲C̲H̲N̲I̲C̲A̲L̲ ̲P̲R̲O̲P̲O̲S̲A̲L̲ ̲
Introduction
P̲A̲R̲T̲ ̲I̲ ̲-̲ ̲C̲I̲S̲C̲O̲ ̲S̲p̲e̲c̲.̲ ̲C̲o̲m̲p̲l̲i̲a̲n̲c̲e̲ ̲S̲t̲a̲t̲e̲m̲e̲n̲t̲
Section 1 Scope
Section 2 Applicable Documents
Section 3 Definitions
Section 4 Requirements
Section 5 QA Provision
P̲A̲R̲T̲ ̲I̲I̲ ̲-̲ ̲T̲e̲c̲h̲n̲i̲c̲a̲l̲ ̲S̲p̲e̲c̲i̲f̲i̲c̲a̲t̲i̲o̲n̲s̲
Section I Module Specifications
Section II Software Development System…86…1 …02…
…02… …02… …02…
V̲O̲L̲U̲M̲E̲ ̲I̲A̲:̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲P̲r̲o̲p̲o̲s̲a̲l̲
S̲E̲C̲T̲I̲O̲N̲ ̲I̲:̲ ̲ ̲O̲R̲G̲A̲N̲I̲S̲A̲T̲I̲O̲N̲ ̲
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. 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
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 3-1
PRODUCTION FACILITIES
FIGURE 3-1
4. O̲r̲g̲a̲n̲i̲s̲a̲t̲i̲o̲n̲
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 4-2
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.
o CR Card System located in Copenhagen delivers electronic
systems for the automation of gasoline (petrol)
stations.
The Data Processing Division is located in a 5,000
sq. meter leased facility in Herlev, near Copenhagen.
The Electronics and Systems Divisions are based in
a newly constructed 12,000 sq. 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.
For further financial information, the company annual
report is available.
COMPANY ORGANISATION
FIGURE 4-1
4.1 D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Development Division FIGURE 4-2 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 4-2
4.2 E̲D̲P̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Data Processing Division 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.
4.3 E̲l̲e̲c̲t̲r̲o̲n̲i̲c̲s̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Electronics Division 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.
4.4 P̲r̲o̲d̲u̲c̲t̲i̲o̲n̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Production Division FIGURE 4-3 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 4-4
THE PRODUCTION DIVISION
FIGURE 4-3
THE ELECTRONIC FACTORY
FIGURE 4-4
4.5 S̲y̲s̲t̲e̲m̲s̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Systems Division FIGURE 4-5 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 DISCON Project will be placed in the Systems Division.
THE SYSTEMS DIVISION
FIGURE 4-5
5̲.̲4̲ ̲D̲I̲S̲C̲O̲N̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲S̲T̲A̲N̲D̲A̲R̲D̲S̲
5.1 P̲r̲o̲j̲e̲c̲t̲ ̲A̲p̲p̲r̲o̲a̲c̲h̲
This section contains the project organisation management
and implementation approach for the proposed effort.
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.
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 DISCON
activities will be assigned as project entities.
Site installations, provisioning, documentation, training
and field support aspects if required by CISCO 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…
PROJECT RELATIONSHIP WITHIN
THE SYSTEMS DIVISION
FIGURE 5-1
5.3 P̲r̲o̲j̲e̲c̲t̲ ̲I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲P̲l̲a̲n̲ ̲(̲P̲I̲P̲)̲
The Project Implementation Plan, PIP in Section III,
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.
5.4.4 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.
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.
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 5.2).
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 5.2
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 company. 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".
Based on this policy, the company has implemented a
standard QA-system which is 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.…86…1 …02… …02… …02… …02…
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.
S̲E̲C̲T̲I̲O̲N̲ ̲I̲I
S̲C̲H̲E̲D̲U̲L̲E̲S̲
S̲E̲C̲T̲I̲O̲N̲ ̲I̲I̲ ̲-̲ ̲S̲c̲h̲e̲d̲u̲l̲e̲s̲
1. T̲i̲e̲r̲ ̲o̲n̲e̲ ̲s̲c̲h̲e̲d̲u̲l̲e̲
The tier one program schedule is provided overleaf.
2. T̲i̲e̲r̲ ̲t̲w̲o̲ ̲s̲c̲h̲e̲d̲u̲l̲e̲s̲
The tier two schedule consists of the actual module
production schedule. This schedule can be provided
at contract award in order to consolidate the production
planning.
3. C̲r̲i̲t̲i̲c̲a̲l̲ ̲P̲r̲o̲b̲l̲e̲m̲ ̲A̲r̲e̲a̲s̲
The critical areas of the DISCON project consists of:
1. Design and development of the modified CR80 modules
2. First article testing of the modified CR80 modules
and production set-up
For the LTU with MIL-STD-188-144 and dual TDX Bus interface
these two tasks are estimated to take one calender
year.
