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CORPORATE CAPABILITIES AND 1982-02-04
MANAGEMENT PROPOSAL Page No. #
CORPORATE CAPABILITIES
AND
MANAGEMENT PROPOSAL
C R O S S F O X
MESSAGE PROCESSING FACILITY
CHRISTIAN ROVSING A/S
BALLERUP, DENMARK
T̲A̲B̲L̲E̲ ̲O̲F̲ ̲C̲O̲N̲T̲E̲N̲T̲S̲
1. CHRISTIAN ROVSING A/S ........................
1
1.1 INTRODUCTION ..............................
1
1.2 CORPORATE HISTORY AND ORGANIZATION ........
3
1.2.1 Introduction to Christian Rovsing A/S .
3
1.2.2 Corporate History .....................
8
1.2.3 Company Organization ..................
9
1.2.3.1 The Electronics Division ..........
12
1.2.3.2 The Systems Division ..............
13
1.2.3.3 The Data Processing Division ......
17
1.2.4 Personnel and Facilities ..............
19
1.2.4.1 Employee Profile ..................
19
1.2.4.2 Facilities ........................
19
1.3 FINANCIAL STATUS ..........................
21
1.3.1 1980 Annual Report Excerpt ............
21
1.3.2 Statement of Income ...................
21
1.3.3 Balance Sheet .........................
22
1.3.4 Key Figures over Four Years ...........
22
2. RELEVANT EXPERIENCE ..........................
23
2.1 INTRODUCTION ..............................
23
2.2 INVOLVEMENT IN DATA COMMUNICATION .........
23
2.3 DESCRIPTION OF MAJOR CONTRACTS ............
28
2.3.1 NICS-TARE .............................
29
2.3.2 FIKS ..................................
34
2.3 3 CAMPS .................................
39
2.3.4 LME-NET ...............................
45
2.3.5 HAWK Converter ........................
49
2.3.5.1 Introduction ......................
49
2.3.5.2 Interface Description .............
50
2.3.5.3 Environmental Description .........
50
2.3.6 ADA Compiler ..........................
53
3. PROJECT PROCEDURE ............................
56
3.1 INTRODUCTION ..............................
56
3.2 PROJECT MANAGEMENT PROCEDURES .............
57
3.2.1 Overall MPT Project Approach ..........
57
3.2.2 MPF Project Management & Organization .
58
3.2.3 Project Implementation Plan ...........
62
3.2.4 Work Breakdown Structure ..............
64
3.2.5 Operating Procedures ..................
70
3.2.6 Cost Control ..........................
73
3.2.7 Quality Assurance .....................
75
3.2.8 Configuration Management ..............
78
3.2.9 Contracts Management and Administration
79
3.2.10 Problem Regognition and Resolution ....
80
3.2.10.1 Problem Regognition ..............
80
3.2.10.2 Meetings .........................
81
3.2.10.3 Reporting ........................
81
3.2.10.4 Problem Resolution ...............
82
3.2.10.5 Prime Contractor/Company
Coordination .....................
82
3.3 LOGISTICS SUPPORT AND SERVICES ............
83
3.3.1 Organization ..........................
83
3.3.2 Installation Service ..................
85
3.3.2.1 Site Preparation and Verification .
85
3.3.2.2 Transportation and Installation ...
85
3.3.2.3 Packaging Requirements ............
86
3.3.3 Maintenance and Support ...............
86
3.3.3.1 Maintenance .......................
86
3.3.3.2 Field Support .....................
86
3.3.3.3 Spares Management .................
87
3.3.3.4 Codification of Supply Items ......
87
3.3.3.5 Tools and Test Equipment ..........
87
3.3.3.6 Failure Reporting .................
87
3.3.4 Training and Documentation ............
88
3.3.4.1 Organization ......................
88
3.3.4.2 Training Courses ..................
88
3.3.4.3 Manuals and Handbooks .............
89
1̲.̲ ̲ ̲C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲ ̲A̲/̲S̲
1.1 I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲
The decision to bid the Cross Fox/Message Processing
Facility (MPF) represents a definite commitment on
the part of Christian Rovsing to devote its resources
and technical talents to specialized computer system
applications. For the past six years, a large percentage
of Christian Rovsing resources has been devoted towards
advanced data communications systems. The company
has participated in several major programs, either
as prime contractor or principal sub-contractor. System
contracts awarded to the company are typically worth
several millions of dollars. Considerable experience
in the field of data communications combined with our
experience in the management of large computer system
projects provides a solid basis for successful design
and implementation of the Cross Fox/MPF. Responsibility
for major computer systems, particularly for military
customers such as NATO-SHAPE, has demanded a professional
approach to turnkey poroject management with particular
emphasis on planning and documentation in all phases
from system design and development through production,
integration, installation, maintenance and training.
Each major project at Christian Rovsing is under the
cognizance of a Project Office with total system responsibility
and control authority to co-ordinate in-house activities
and to provide close liaison with the customer throughout
the duration of the project. Thus an administratively
distinct Project office will be established in the
Systems Division of Christian Rovsing to manage the
MPF project. The Systems Division has been specially
structured to consolidate management of significant
computer projects.
MPF implementation will be based on the CR80 computer
which is produced by the Electronics Division of Christian
Rovsing. Production facilities in the Electronics
Division belong to the most modern to be found, and
they have recently been expanded to allow
production of the latest CR80M version of the CR80.
Improvements in technology and the demands for more
powerful and reliable computer architectures with high
growth potential have led to the introduction of the
CR80M. More than 200 CR80M systems are currently on
order from major customers such as NATO, ICL and L.M.
Ericsson.
The MPF project will be supported by the Integrated
Logistics Support Group who provide a service including
site surveys, installation, traning, documentation
preparation, maintenance, spares and other support
services. This group is part of the Systems Division.
In the following sections, the company will be presented
in detail - its history, organisation, and financial
status. Then our involvement in Data Communication
will be discussed and relevant projects undertaken,
related to the scope of the MPF, will be outlined.
Finally, procedures for management and logistics support
and services are descriped.
1.2 C̲O̲R̲P̲O̲R̲A̲T̲E̲ ̲H̲I̲S̲T̲O̲R̲Y̲ ̲A̲N̲D̲ ̲O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲
1.2.1 I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲ ̲t̲o̲ ̲C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲ ̲A̲/̲S̲
Christian Rovsing is Denmark's fastest growing high-technology
computer and aerospace-electronics company. Founded
18 years ago, Christian Rovsing and its subsidiaries
currently employ over 600 people, many of whom are
highly educated engineers and skilled technicians.
In recent years, the company's growth rate has approached
30% annually, due in large measure to its advanced,
high-technology CR80 Computer product line and the
excellence of its systems-orientated technical staff.
Today, Christian Rovsing stands as one of Europe's
leading computer systems houses, capable of taking
responsibilty of 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 three engineering
divisions - electronics, systems, and data processing
- and inter-divisional cooperation is stressed to ensure
available project expertise.
In the following four figures are shown:
o Engineering Facilities at Ballerup
o Company Organization
o Company Crowth Profile
o Computer Production Facilities
Fig. 1.2-3
Fig. 1.2-4
Fig. 1.2-5
Fig. 1.2-6
1.2.2 C̲o̲r̲p̲o̲r̲a̲t̲e̲ ̲H̲i̲s̲t̲o̲r̲y̲
Christian Rovsing is the fastest growing, high-technology
computer and aerospace electronics company in Denmark.
Founded 18 years ago, Christian Rovsing and its subsidiaries
currently employ over 600 people. In recent years,
the company's growth rate has approach 30% annually,
due in large measure to its advanced, high-technology
CR80 Computer product line and the excellence of its
design and systems oriented technical staff.
Around 1971, a deliberate commitment was made by the
company to devote its resources to the European space
program. It has since participated in most major programs,
and successful participation in these programs has
broadened the company's resources, The high degree
of performance which these programs demand has been
met by applying up-to-date technology, specialized
hardware and software engineering expertize, and modern
management methods.
The experience gained from engagement in the European
space program was an important factor in winning a
contract with Delco Electronics Inc. to co-produce
their Fire Control Computer as part of the 4-nation
European F-16 Program. 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.
For the design and production of switching power supplies
to the European Space Program, we have developed an
advanced technology and sophisticated design philosophy
which can be applied to the solution of complex power
supply problems. Several patents are held by the company
relating to power supply circuit design.
In the mid-seventies the company decided to enter the
data communications market. It has since participated
in critical computer communications-oriented programs
for both commercial and defense customers, such as
CAMPS, FIKS and LME-Network.
Christian Rovsing believes that it has available exceptional,
professional talent dedicated to advanced electronics
techniques. Furthermore, the company excels in applying
current technology to modular equipment design, and
has no outdated product lines to support.
In short, Christian Rovsing has acquired extensive
experience in the design, development, and manufacture
of computer and aerospace electronics.
1.2.3 C̲o̲m̲p̲a̲n̲y̲ ̲O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲
Christian Rovsing was founded in 1963, and at the start
the company worked mainly in a consulting and advisory
capacity within the field of EDP. Activities developed
rapidly, and the business gradually changed character
from consultancy to supplier of EDP system. By 1970,
the company employed 70 and was organized into an EDP
Division and an Electronics Division. Today, the company
employs over 600.
Christian Rovsing is wholly owned by Danish nationals
and conducts its business without the aid of public
funds and is independent of foreign capital. For information,
the company annual report is available on request.
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 three major divisions within the company
(see figure 1.2-1)
o Data Processing Division
o Electronics Division
o Systems 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 gasolene (petrol)
stations.
The Data Processing Division is located in 5,000 sq.
meter leased facility in Herlev, near Copenhagen.
The Electronics and Systems Divisions are based in
a newly constructed 12,000 sq. meter facility in Ballerup,
also near Copenhagen.
The Administration and General Management are located
in Ballerup facility.
The Ballerup location houses development laboratories,
the main production and test department, a model shop
and special "clean room" facilities for the production
of space-qualified hardware.
A separate, dedicated facility has also been established
for the co-production of the airborne FCC computer
for the European F-16 programme. It is located about
10 Km from the main Ballerup facility.
In the following sub-secions, details of the three
major divisions are provided
Fig. 1.2-1
1.2.3.1 T̲h̲e̲ ̲E̲l̲e̲c̲t̲r̲o̲n̲i̲c̲s̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Electronics Division develops and manufactures
electronic products based on both digital and analogue
technology.
The Electronics Division has overall responsibility
for the CR80 Product Line. The division consists of
Hardware Engineering, System Software, Production,
Aerospace Systems Department, and a Product Development
Support group.
Hardware Engineering develops all modular elements
of the CR80 including CPU's, memories, data exchanges,
and peripherals. A specialised group, Microprocessor
Systems, is dedicated to the application of LSI to
elements of the distributed architecture of the CR80.
Advanced engineering projects are also assigned to
this department. An example is the DORA project, a
computer-controlled system for the compilation, editing
and operation of Denmark's TV news and sports service.
System Software, as the name implies, develops and
releases standard software for the CR80 product line.
In addition to operating systems, file management,
diagnostics, compilers, and utility programs, this
department supports custom applications with on-line
operational programmes.
The Production Department controls the efficient production
of CR80 computers and associated equipment. Production
capacity is currently 300 CR80 computers per year and
is expected to be 1000 per year by the beginning of
1982.
The Aerospace Systems Department is responsible for
the design and development of space/flight electronics
and switched power electronics. Our company is a qualified
supplier for flight hardware for spacecraft and launchers
to the European Space Agency and we are currently producing
equipment for 12 satellites and the ARIANE launcher
in our clean-romm facilities.
Product Development and Support specializes in the
design of OEM equipment, adapting CR80 computer hardware
to interface with other manufacturer's systems. The
department includes LSI custom design facilities. It
is currently engaged in the design and marketing of
self-contained microcomputer system for industrial
alarm and process control applications.
As with other divisions, a separate Quality Assurance
group reports directly to top-level management. It
monitors hardware reliability and maintainability as
a continuous effort.
The organization of the Electronics Division is shown
in fig. 1.2-2.
1.2.3.2 T̲h̲e̲ ̲S̲y̲s̲t̲e̲m̲s̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Systems Division was structured late in 1979. 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 Logstics Department.
Its services include site surveys, installation, training,
documentation, 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 mil-qualified
computers for the F-16 project. A complete computer
is produced each workday.
Quality Assurance reports directly to top-level management.
Emphasis is placed on the quality of the hardware and
of the software, both of which affect system performance.
The organization of the Systems Division is shown in
figure 1.2-3.
Figure 1.2-2
Fig. 1.2-3
1.2.3.3 T̲h̲e̲ ̲D̲a̲t̲a̲ ̲P̲r̲o̲c̲e̲s̲s̲i̲n̲g̲ ̲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 data services utilizing
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 consulting department which
gives assistance to clients outside CRDS. This department
advises on the application of data processing to organizations
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.
The organization of the Data Processing Division is
shown in fig. 1.2-4
Fig. 1.2-4
1.2.4 Personnel and Facilities
1.2.4.1 E̲m̲p̲l̲o̲y̲e̲e̲ ̲P̲r̲o̲f̲i̲l̲e̲
The company and its subsidiaries employ over 600 persons.
Approximate staffing levels are as follows:
o Engineering and/or Scientific Professionals
240
o Technicians
130
o Assembly/Production Workers
70
o Q.A. & Inspection
15
o Administrative and clerical
160
1.2.4.2 F̲a̲c̲i̲l̲i̲t̲i̲e̲s̲
The company has 2 major facilities:
o A 5500 sq. meter (59,000 sq.ft.) leased facility
in Herlev, near Copenhagen.
o A 12000 sq. meter (128,500 sq.ft.) wholly owned
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.̲ ̲M̲e̲t̲e̲r̲s̲ 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 Other 9,300 99,500
1.3 F̲I̲N̲A̲N̲C̲I̲A̲L̲ ̲S̲T̲A̲T̲U̲S̲
1.3.1 E̲x̲c̲e̲p̲t̲ ̲f̲r̲o̲m̲ ̲t̲h̲e̲ ̲1̲9̲8̲0̲ ̲C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲ ̲A̲n̲n̲u̲a̲l̲ ̲R̲e̲p̲o̲r̲t̲
There was continued expansion in 1980 with sales increasing
from 106.4 million D.Kr. in 1979 to 144.8 million Dkr.,
a rise of 36 percent. Thus, 1980 was the seventh year
in succession to show a rise in sales of more than
20 percent. Exports at 60.4 million D.kr. accounted
for more than 40 per-cent of sales. The consolidated
net profit was 5.9 million D.kr.
1.3.2 S̲t̲a̲t̲e̲m̲e̲n̲t̲ ̲o̲f̲ ̲I̲n̲c̲o̲m̲e̲ ̲(̲1̲0̲0̲0̲ ̲D̲k̲r̲.̲)̲
1980
1979
Export sales 60,375 42,472
Home market sales 84,465 63,925
Total Turnover 144,840 106,397
Expenditure:
Materials, wages, etc. 140,294 96,074
Depreciation 4,531
4,052
Interest (Income) (3,720)
131
Operational result 3,735
6,140
Result, subsidiary
companies 2,192
162
Net result 5,927
6,302
1.3.3 B̲a̲l̲a̲n̲c̲e̲ ̲S̲h̲e̲e̲t̲ ̲(̲1̲0̲0̲0̲ ̲D̲k̲r̲.̲)̲
1980
1979
A̲s̲s̲e̲t̲s̲:̲
Available assets 149
97
Accounts receivable 66,193 24,656
Work in progress,
inventory 13,888
8,743
Fixed assets 30,575 14,513
Total assets 110,805 48,009
L̲i̲a̲b̲i̲l̲i̲t̲i̲e̲s̲:̲
Payable & prepayments 64,246 14,741
Taxes payable 3,560
1,801
Bank Loans, etc. 25,577 19,972
Total liabilities 93,383 36,514
Own capital: 17,422 11,495
Specified as follows:
Share capital 2,000
2,000
Statutory reserve funds 500
500
Extra reserves 200
200
Reserve funds 14,722
8,795
1.3.4 K̲e̲y̲ ̲F̲i̲g̲u̲r̲e̲s̲ ̲f̲o̲r̲ ̲t̲h̲e̲ ̲P̲a̲s̲t̲ ̲F̲o̲u̲r̲ ̲Y̲e̲a̲r̲s̲ ̲(̲1̲0̲0̲0̲.̲ ̲D̲.̲k̲r̲.̲)̲
1977 1978 1979 1980
Turnover 66,210 86,010 106,397 144,840
Operational
result 1,871 2,120 6,302 5,927
Number of
employees
(average) 226 285 334 431
Total assets 24,144 36,073 53,824 110,805
Own capital 3,187 5,193 11,495 17,422
2̲.̲ ̲ ̲R̲E̲L̲E̲V̲A̲N̲T̲ ̲E̲X̲P̲E̲R̲I̲E̲N̲C̲E̲
2.1 I̲N̲T̲R̲O̲D̲U̲C̲T̲I̲O̲N̲
Christian Rovsing has considerable experience in the
field of data communication, reliable and flexible
computer systems, and management of significant computer
system projects. These skills and know-how have been
developed over many years, and during the last 6 years
we have carried out extensive programs in the field
of data communication.
The following section will demonstrate that Christian
Rovsing masters the necessary technical disiplines
and has the required expertise in management to ensure
the success of the Message Processing Facility of the
Cross Fox Project
2.2 I̲n̲v̲o̲l̲v̲e̲m̲e̲n̲t̲ ̲i̲n̲ ̲D̲a̲t̲a̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲
Christian Rovsing has significant experience in computerized
datacommunication and data switching networks, placing
it among the top ranking European companies in this
field
We believe that we have available exceptional professional
talent, dedicated to advanced computerized information
techniques. Furthermore, the company excels in applying
current technology to modular equipment design. We
have no outdated product lines to support; our hardware
is second-generation LSI technology.
Systems are configured around the company's CR80 Computer
which has proven itself particularly well suited to
communication disiplines. The following is a list
of those communication disiplines in which the company
has gained significant expertise:
o Packet Switching
- Routing Algorithm
- X25
- X21, X21 bis 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
o Security
- Access Control
- SPECAT Handling
- Red/Black Interfaces
- Crypto Interface (DOLCE)
- Privileged User State
- Tempest
System contracts awarded to the company on a Prime
Contractor or Principal Sub-contractor basis are typically
worth several millions of Dollars. Administratively
distinct Project Offices are formed within the company
to manage these large programmes.
A summary of the company's overall experience in data
communication is presented in figure 2.2-1
Fig. 2.2-1
Successful participation in these programs as prime
or sub-contractor has broadened the company's resources.
The high degree of reliability, security, efficiency
and operational performance which these projects demand
is met by applying up-to-date technology, specialized
engineering expertise, and sophisticated data communications
techniques.
Christian Rovsing was principal Sub-contractor to Litton
Data Systems Inc. for the NICS-TARE programme and is
Prime Contractor for the FIKS, CAMPS and LME-NET programmes.
The FIKS network will be installed at the customer's
8 sites in the course of 1982 under the direction of
the Integrated Logistics Support Department of the
System Division.
The CAMPS programme with a contract value of $ 30 Million,
before options, is the largest, single computer systems
contract ever to be awarded to a Danish electronics
company. The system is based on the latest version
of the company's CR80 Computer product line. The CAMPS
project team has successfully completed the design
phases and is moving into the implementation phase.
The installation phase will involve 16 separate sites
located throughout Europe. The CAMPS program involves
the fulfillment of strict TEMPEST requirements.
The LME-NET program is to be delivered in several phases.
Phase 1 provides a network center with interfaces
to IBM and UNIVAC mainframe computers and 10 switching
nodes forming a network covering Europe. This phase
will be completed in June 1982. The network will follow
international standards for packet switch data networks,
as defined by CCITT in the recommendation X.25. Later
phases will provide facilities like multiple network
control centers, satellite links to remote nodes, interfacing
to other makes of mainframe computers and support of
facsimile and voice transmission.
The ADA Compiler Development Project is part of a larger
project which addresses the construction of an entire
programming environment including an ADA computer.
The programming environment will conform to the Stoneman
specifications from the U.S. Department of
Defense. The total environment system is financed by
the Commission of the European Communities with a grant
of US $ 3.2 million , which corresponds to 50% of the
total development costs. The remaining development
costs are covered by the participating companies and
various public sources and funds.
In the HAWK project Christian Rovsing has developed
and now produces converters which makes it possible
to communicate between the HAWK BATTERIES by means
of an extended message structure, while providing unchanged
communication with the Battery Operation Control.
This provides a cost effective improvement to HAWK
communication
Much of the extensive management and technical experience
which Christian Rovsing has acquired in message switching
and data communication projects are directly applicable
to the MPF project.
The company's overall exposure to major computer system
discipline assures its ability to perform a technically
responsive project.
2.3 D̲E̲S̲C̲R̲I̲P̲T̲I̲O̲N̲ ̲O̲F̲ ̲M̲A̲J̲O̲R̲ ̲C̲O̲N̲T̲R̲A̲C̲T̲S̲
The following six major contracts are described below:
o NICS-TARE for Litton Data Systems
o FIKS for the Danish Ministry of Defence
o CAMPS for NATO-SHAPE
o LME-NET for L.M. Ericsson in Sweden
o HAWK for NATO-HAWK
o ADA Compiler for EEC
Each of these projects uses the CR80 computer, designed
and manufactured by Christian Rovsing A/S
To provide further information about the capabilities
of Christian Rovsing A/S as seen by our customers,
contact with the respective company or organization
is invited.
2.3.1 N̲I̲C̲S̲-̲T̲A̲R̲E̲
Description: Communications Front-end Processors
for Message Switching Network
Customer: NATO Integrated Communications System
Management Agency, Brussels,Belgium
Prime Con- Litton Data Systems Inc.
tractor: Van Nuys,California.
CRA Sub-
contract
value: Approx. $6 Million
Program
Duration 36 months (1976-1979)
A rigorous and competitive evaluation of various front-end
communicatrion processors was conducted by Litton's
Data Systems Division to satisfy NICSMA's stringent
operational and realiability requirements for TARE.
A CR80-based configuration was chosen based on the
criteria of traffic handling, expandability, reliability
and cost.
The dualized configuration consists of two "CR COMPROCESSORS",
two groups of line termination units, and dual data-channel
interfaces to the TARE Message Processors. The modularity
and distributed processing aspects are apparent in
the use of repetitive functional units around a multi-level
data transfer bus structure (see figure 2.3-1).
Christian Rovsing has developed a customized configuration
to NICSMA specifications and produced 20 dual-processors
and associated line termination sub-systems each of
them capable of up to 163 line connections. Several
prototype systems have been delivered and successfully
tested.
In addition to supplying the complete front-end configuration,
Christian Rovsing also assumed responsibility for the
definition, system design, and implementation of the
NICS-TARE line coordination protocols, buffering and
other communication preprocessing functions.
Our U.S. subsidiary, Christian Rovsing Corp., assumed
a major coordination role in supporting Litton NICS-TARE
effort.
A brief description of the TARE COMPROCESSOR subsystem
and its major functional role now follows.
The TARE Communication Processor Subsystem is a fully-redundant
front-end serving as concentrator and pre-processor
for a maximum of 163 lines. It interfaces the network
to the Litton L3050 Message Processors. A line-splitter
assembly routes the lines to two CP's. Both synchronous
(2400 baud) and asynchronous (600 baud) channels are
accomodated. Synchronous lines are controlled through
an EDC protocol (LITSYNC).
Message pre-processing is performed by a Multiplexer
Processor and a Communications Processors; both are
duplicated in the redundant configuration. The Multiplexer
performs the line polling. The Comprocessor does the
message processing and manages the interface to the
Message Processor. Message processing functions include
character sequence recognition, alphabet translation,
channel, error recognition and EDC protocol management,
security checking, and message sector assembly and
distribution.
The CR80 Communication Processor is a distributed minicomputer
system specifically designed as a communications line
concentrator and pre-processor. Of recent design and
employing a modular architecture, it provides TARE
with a flexible front-end for individual line terminations,
multiplexing and character-orientated data processing.
Communication line characteristics such as speed, synchronisation,
distortion, timeout, bit sampling, character and block
assembly are completely divorced from the L3050 Message
Processors.
Extensive use of LSI contributes to the versatility
of the microprocessor controlled line termination units.
These form an integral part of the front-end system
and provide an interface to a variety of line types
for the interchange of data, control, and timing signals.
The impact of LSI on weight, size and power is clearly
demonstrated by the compact hardware packaging. (See
Fig. 2.3-2)
Of particular significance is the cost reduction realisable
by LSI. By way of illustration, note that it was economically
feasible to duplicate entire line termination units
to route traffic to both the active and hot stand-by
processors, thus allowing on-line switchover without
loss of data.
Fig. 2.3-1
2.3.2 F̲I̲K̲S̲ ̲D̲e̲f̲e̲n̲c̲e̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲e̲d̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲ ̲S̲y̲s̲t̲e̲m̲
Description: Defence Integrated Communications
System
Customer: Danish Ministry of Defense
Prime Con- Christian Rovsing
tractor:
Contract
Value: Approx. $ 7 Million
Program
Duration: 48 months (1976-1979)
FIKS is Denmark's tri-service defence communications
network. Its objective is to integrate, automate and
upgrade teletype command networks and data communications
systems previously operated by the army, navy, and
the air force.
Christian Rovsing and the Danish Air Material Command
jointly developed the top-level system specification,
and a contract was awarded early in 1978. The specification
covers design, development, installation and cut-over
of a common nodal network for message and data traffic.
When completed, FIKS will provide higher survivability,
improved security, greater efficiency, simpler operation
and easier expansion through computerization.
FIKS integrates and fully automates message switching
and data transfer functions. It consists of a multi-node
network geographically distributed throughout Denmark.
As initially structured, 8 nodes are arranged in a
grid configuration and interconnected via 15 full-duplex
trunks operating at 9.6 kilobaud per line.
Message and data traffic under control of computerised
nodal switching centers are interchanged between military
users . Message users at remote terminals are served
through COMCENTERs some of which are co-located at
the nodes.
Message traffic rates range from low-speed (50 baud)
to medium-speed (2400 baud). FIKS is sized to handle
a throughput of 25,000 messages per busy hour including
messages entering the network, multiple distribution
of messages, retrievals, service messages and a 25%
allowance for growth.
Data users, continuously or not, exchange information
through the FIKS network. Typical data users are military
data systems which relate to air defense, air traffic
control, intelligence and command nets such as LINK-1,
LOW-LEVEL RADAR, TVT EXTRACTORS, ACBA-CCIS, TOSCA,
FLY-PEP, CHODDEN, and INTEL.
The FIKS network interfaces to NICS-TARE through compatible
circuits and protocols. Also, access to the Nordic
Public Data Network, NPDN, is provided using CCITT
X.21 for circuit-switched calls and conversion to X.25
for virtual calls; this interface is consistent with
expansion to higher level X.25 packet switching.
To accomodate the navy's unique requirements, ship-to-shore
secure communications channels are provided through
the appropriate ground-based comcenters.
The generic elements of the Nodal Switching Center,
one of several in the FIKS network, are depicted in
figure 2.3-3. Though physically separate, the Nodal
Switch is shown co-located with the System Control
Center and the Message Entry and Distribution Equipment.
An abbreviated list of functions performed by the system
includes:
- Message Preparation and Distribution
- Simplified and ACP127 Format Handling
- Message Storage and Retrieval
- Network Supervision and Control
- Automatic Switchover and Recovery
- Alternate Routing
- Traffic and Operational Security.
A FIKS site under factory integration and test is shown
in figure 2.3-4.
Fig. 2.3-2
Fig. 2.3-3
Fig. 2.3-4
Fig. 2.3-5
2.3.3 C̲A̲M̲P̲S̲
Description: Computer-aided Message Processing
System
Customer NATO-SHAPE, Brussels, Belgium
Prime
Contractor Christian Rovsing
Contract
Value: Approx. $ 30 Million
Program
Duration: 46 months (1980-1983)
Christian Rovsing has contracted with NATO (SHAPE)
to deliver CAMPS, the Computer Aided Message Processing
System, on a turn-key basis to a number of NATO sites
.
CAMPS has two essential functions:
1. CAMPS assists the user in message handling, i.e.
preparation, dispatch and receival of messages.
2. CAMPS communicates with data networks, and other
systems such as SCARS II (Strategic Command and
Alert Reporting System) and ACE CCIS (Command Control
Information System).
There are, naturally, high demands for reliability
and security in a system like CAMPS, and these
demands are met by the hardware and software as
an entity.
The hardware system is based upon the company's
CR80 computer. In designing this computer, advanced,
proven technology has been employed. Reliability
is further secured by using MIL quality components
and by subjecting all electronic modules to a burn-in
cycle, (See figure 2.3-5).
The CAMPS software consists of system programs
and application programs. The software engineering
profits from the experience the company has obtained
through the participation in other complex message
processing and communication systems.
CAMPS will exchange data with other computer- associated
handling and communication systems. Interface systems,
which exist or are being developed, include NATO-TARE
and Tape Relay Centers plus SCARS II and ACE CCIS.
The interface design is structured to permit the
accomodation of new systems as they are introduced.
The primary format for messages will conform to
ACP-127 NATO SUPP-3 for all interfaces.
CCIS and SCARS II will utilise the X-25 data communication
protocol (CCITT) when interfacing with CAMPS.
To interconnect CAMPS with older CCIS equipment,
Christian Rovsing has offered to implement protocol
converters.
Extensive use of up-to-date technology is required
to meet the stringent requirements set forth by
SHAPE. The hardware configuration features distributed,
autonomous processing-subsystems made economically
feasible by LSI (RAM's, PROM's, CPU's, USART's,
FIFO's, ALU's, etc.). The dualized configuration
is partitioned into three Processors per Processing
Unit: Main Memories, Terminal Data Exchanges, and
pre-processor-controlled Line Termination Units.
CAMPS also uses up-to-date technology like optical
fiber-optic communication to connect terminals
to the computer.
CAMPS is characterised quantitively by:(a) a connectivity
of 256 full-duplex lines or an equivalent 153,
600 bytes/second (b) a 240-megabyte mass storage
with 40-msec access, providing immediate retrieval
of 24-hour traffic (c) a peak processing throughput
of 30,000 messages/hour (d) a cross-office processing
time of 400 msec (e) a system response time of
less than 3 seconds (f) a predicted systems availability
of 0.999996.
CAMPS functional requirements deal with message
handling, message preparation, coordination, and
release, message distribution, format translation,
storage and retrieval, supervision control, statistics
and reports, protocols, and recovery and back-up-techniques.
Three aspects of CAMPS are depicted by the simplified
software description shown in fig. 3.2-6.
Of particular significance are: (1) the cost, weight,
and size reduction achieved by CAMPS-the 6-rack,
12 KW Hardware represents a drastic reduction compared
to similar equipment (2) the unique security features
to prevent unauthorized access such as privileged
instructions, memory bounds, and separate SYSTEM
USER states.
A typical CAMPS installation consists of the following
elements(see figure 2.3-7).
- Processors and Mass Storage (3-bay Rack)
- Line Interface Equipment (4-bay Rack)
- Supervisory Console
- Software Maintenance Equipment
- Spares/Tools Cabinet.
The above equipment complement, which does not
include the terminal option for remote locations
will be installed in a secure area dedicated CAMPS.
The computer crates are installed in TEMPTEST proved
EMI-racks for COMSEC approval of the system.
Fig. 2.3-6
Fig. 2.3-7
2.3.4 L̲M̲E̲-̲N̲E̲T̲
Customer: L.M. Ericsson, Stockholm, Sweden
Prime Con-
tractor: Christian Rovsing
Contract
Value: Approx. $ 4.5 Million
Program
Duration: 48 months (1979-1983)
The L.M.Ericsson Data Network is being developed as
a private data communication network to cover the need
within the organization with regard to data communication
between data centres and terminal users.
LMENET is based on the CR80 computer and the first
phase consists of (see fig 2.3-8):
o a network centre
o a host interface processor system for connection
of IBM and UNIVAC computers
o 10 switching nodes where traffic is collected and
directed to the receiver
o a number of leased lines between the nodes, eight
of which are in Sweden, one in Copenhagen and one
in Madrid.
In the later phases, the network will be enlarged with:
o additional network control centers, which will
enable certain distributed control parts of the
network
o additional geographically distributed host interface
processors, perhaps with interfaces to the other
machine types, e.g. ICL
o connection via satellite to new nodes e.g. in Brazil.
o The LMENET architecture is based on the following
concept:
1. A general standardized transport facility is provided.
The network will follow international standards
for packet switch data networks, as defined by
CCITT in the recommendation X.25. This will enable
a later connection to public networks and ensure
the adaptation of LMENET to future standards.
2. Existing makes of computers and terminals can be
connected to the general network by means of mechanisms
in the network which do not require modifications
of the existing system.
The above concept will enable a layered construction
of LMENET following recognized principles of system
construction in general, and network construction in
particular (ISO's seven-layer model for network: Open
Systems Interconnection Reference Model).
LMENET provides the following functions:
o complete monitoring and control of the network
independent of host computers connected
o emulation of a network, complying with IBM's Systems
Network Architecture (SNA), in order to establish
communication between the IBM user programs and
the SNA terminals as well as certain non-SNA terminals.
o emulation of network complying with UNIVAC's Distributed
Communication Architecture (DCA) which enables
communication between UNIVAC user programs and
terminals
o direct program to programme communication
o various traffic types with different resource requirements
- dialogue traffic
- batch traffic
- transparent traffic
The first phase of the LMENET will be in operation
from July, 1982, with six connected host computers
and approx. 2000 terminals.
Fig. 2.3-8
2.3.5 H̲A̲W̲K̲ ̲A̲T̲D̲L̲/̲M̲B̲D̲L̲ ̲C̲o̲n̲v̲e̲r̲t̲e̲r̲
Customer: NATO HAWK Production and Logistic
Office
Prime Con-
tractor: Christian Rovsing
1. D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲
Contract
Value: Approx. $ 1.2 Million
Program
Duration: April 1979 - Oct. 1981.
2. P̲r̲o̲d̲u̲c̲t̲i̲o̲n̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲
Contract
Value: Approx. $ 6 Million
Program
Duration: Nov. 81 - Aug. 84.
2.3.5.1 I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲
The ATDL/MBDL Converter (AMC) constitutes the means
by which PIP modified IHAWK batteries, communicating
in ATDL-1, and Battery Operation Control (BOC), communicating
in MBDL, are able to exchange information.
The Missile Battery Data Link (MBDL) was the message
format used for communication between BOC and HAWK
batteries in the earlier design. The PIP modification
of the IHAWK batteries introduced a new message format
ATDL-1, which is much more powerfull than the MBDL.
The AMC is a CR80 computer that in most applications
will be located inside the BOC shelter. In such configurations
only the ATDL communication lines using the connectors
normally used for the MBDL communication are visible
from outside the BOC shelter
2.3.5.2 I̲n̲t̲e̲r̲f̲a̲c̲e̲ ̲D̲e̲s̲c̲r̲i̲p̲t̲i̲o̲n̲
Up to 8 PIP modified IHAWK batteries can be connected
to the AMC via ATDL links. Similarly the AMC is connected
to the 8 MBDL battery links of the BOC.
In fig. 3.2-9 a schematic of the interconnection to
BOC and Batteries is shown.
The AMC will receive commands and reference track messages
from the BOC in MBDL format. The commands will be transmitted
to the relevant IHAWK battery in ATDL format.
The ATDL status messages received from the batteries
will be converted to MBDL and transmitted to the BOC
for presentation on the display.
As the ATDL message format enables an extensive exchange
of track-information, a track file is established in
the AMC to support the forwarding of this information
to all other batteries.
The software block diagram for the AMC is shown in
fig. 2.3-10.
2.3.5.3 E̲n̲v̲i̲r̲o̲n̲m̲e̲n̲t̲a̲l̲ ̲D̲e̲s̲c̲r̲i̲p̲t̲i̲o̲n̲
As the AMC is installed in a shelter which is transported
from site to site between operations, the CR80 modules
have been environmentally tested to demonstrate that
the equipment is capable of survive these conditions.
Fig. 2.3-9
2.3.6 A̲D̲A̲ ̲C̲o̲m̲p̲i̲l̲e̲r
Customer: European Community
Contract
value: Approx. $ 3.2 Million
Program
Duration: 36 month (1981-1984)
The aim of the ADA Compiler Development Project is
to develop an easily portable compiler for the full
Ada language as standardized by the U.S. Department
of Defense.
The compiler development will be accomplished using
state of the art formal derivation and verification
techniques to ensure maximum correctness and reliability
of the resulting compiler system.
The compiler system will be tailored for mini/micro
computer system applications. Particular attention
will be given to the problems caused by the limited
address and/or physical memory space in such systems.
The total system project encompasses the following
subprojects:
1) Specification and implementation of a standard
interface to the operating system and file system
of the host computer. The standard interface will
conform to the Stoneman KAPSE requirements and
will be specified as an ADA package. Particular
attention will be paid to the design of the KAPSE
database.
2) Minimum Toolset for ADA Program Development, conforming
to the Stoneman MAPSE requirements. The toolset
contains the following program development items:
- Text Editor
- ADA Compiler (see subproject (4))
- Linker
- Debugger
- Database Utility
- Command Interpreter
- Object Formatters (including Pretty Printer)
- Library File Utilities.
3) Distributed System Study addressing the impacts
on the total system (KAPSE/MAPSE) caused by a distributed
system architecture.
4) Ada Compiler, consisting of:
- Front End Compiler which converts ADA source
code into an intermediate language.
- Separate Compilation Handler
- Back End Compiler which generates A-code from
the intermediate language.
The front end compiler produced in this project
will be a test version primarily intended for generation
of test input to the back end compiler and test
of the compiler interfaces to KAPSE/MAPSE. The
project also includes adaption and integration
of an optimizing front end compiler produced by
a French/German consortium (Alsys/Cii Honeywell
Bull/Siemens).
An important aspect of the compiler development
project is the propagation of the formal and systematic
software engineering methods used to produce the
ADA compiler.
5) Run Time System including virtual machine:
- Design of portable run time system (A-code
machine, tasking kernel, i/o system).
- Implementation of run time system on the Christian
Rovsing CR80 and on the Olivetti S6000 computers.
Subprojects 1, 2 and 3 are being carried out by the
Italian partner with Systems Designers Limited (England)
as subcontractor, while subprojects 4 and 5 are being
carried out by the Danish partners.
The complete system will be implemented on the Olivetti
S6000 computer, which is a 16-bit minicomputer with
virtual memory, and on the Christian Rovsing A/S CR80
computer, which is a 16-bit minicomputer with multiprocessor
capabilities, a 32M byte memory space, a 128K byte
program addressing space and a 128K byte data space.
The total system is financed by the Commission of the
European Communities with a grant of 21 million Danish
Kroner (approximately 2.7 million European Units of
Account, or US $ 3.2. million ), which corresponds
to 50% of the total development costs. The remaining
development costs are covered by the participating
companies and various public sources and funds.
The total system project requires approximately 1000
man months and will be completed in 1983.
At present Christian Rovsing has implemented a subset
of the ADA Compiler on our CR80 computer, which translates
ADA code to the system programming language SWELL (please
refer to the technical proposal part for detailed information).
3̲.̲ ̲ ̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲
3.1 I̲N̲T̲R̲O̲D̲U̲C̲T̲I̲O̲N̲
Based upon experience gained as participant in significant
aerospace and defense projects, a project procedure
framework has been established at Christian Rovsing
for:
o Management
o Logistic Support and Services
As evidenced by successful application in the past,
these procedures will play an important rate in ensuring
the successful development, installation, and operation
of the Message Processing Facility and thus guarant
performance of a key element of the Cross Fox Project.
The framework for Management Procedures is presented
in section 3.2, and the Logistic Support and Services
framework is presented in section 3.3
3.2 P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲P̲R̲O̲C̲E̲D̲U̲R̲E̲S̲
3.2.1 O̲v̲e̲r̲a̲l̲l̲ ̲M̲P̲F̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲A̲p̲p̲r̲o̲a̲c̲h̲
This section contains the project management and implementation
approach for the proposed effort. The techniques to
be employed have been refined on previous projects.
The highlights of this approach include:
o Reliable, off-the-shelf equipment utilizing the
latest in technology.
o Effective management controls and reporting procedures.
o A realistic implementation and support plan to
ensure operational capability within schedule.
In describing its management and implementation plan,
Christian Rovsing has combined a total systems approach
with advanced business and financial techniques. This
approach ensures that the total scope of the effort
has been identified, defined, and analyzed, and will
be responded to in accordance with the requirements
of the overall Cross Fox project. The effort is predicated
on the following facts:
a. Christian Rovsing management has identified the
MPF as a project of major significance. As such,
the company will dedicate all required resources
toward the successful acquisition and completion
of the contract.
b. Christian Rovsing has considerable industrial experience
in the management, design, development, fabrication,
and installation of advanced, online computer systems.
c. The work to be performed can be accomplished within
the proposed cost and delivery schedules.
d. Highly qualified personnel are available for the
conduct of the proposed effort.
e. Management and technical personnel continuity can
be maintained through all phases of the project.
f. The company can and will take advantage of the
management and technical skills, knowledge, and
experience gained on other related projects.
3.2.2 M̲P̲F̲ ̲P̲R̲O̲J̲E̲C̲T̲ ̲M̲A̲N̲A̲G̲E̲M̲E̲N̲T̲ ̲&̲ ̲O̲R̲G̲A̲N̲I̲Z̲A̲T̲I̲O̲N̲
To ensure an orderly and timely project effort, our
subcontractor management and engineering team will
be assembled at Christian Rovsing's facilities located
in Ballerup, Denmark. Opened in 1978, these modern
facilities comprise 12,000 sq. metres - (128,500 sq.
ft) of manufacturing, integration & test, laboratory
and office space.
A dedicated Project Office will be established within
the Systems Division - see Fig. 3.2-1
The MPF Project Office will have total system responsibility,
cognizance, and control authority in order to coordinate
in-house activities and provide close liaison with
the prime contractor throughout the duration of the
project.
Overall direction for the MPF project is to be provided
by an adiministratively distinct Project Office. It
will operate under a Project Manager whose sole responsibility
will be the management of the MPF project. The Project
Manager will be the prime interface between Christian
Rovsing and Rockwell Collins.
The Project Manager will be supported by an Engineering
Manager, Operations Manager, and Logistics Manager.
Fig 3.2-2 depicts the project management structure
and Rockwell Collins liaison which will be established
at project start up.
Within the supporting functional departments MPF activities
will be assigned as project entities.
Since the MPF project requires heavy technical emphasis,
especially in the early stages, the Engineering Manager
will be assigned to coordinate all engineering activities
and provide close liaison with Rockwell Collins on
all technical aspects of the Project. The Systems Engineering
Manager will direct the system hardware and software
engineering efforts, hold design reviews and report
on status and progress.
The equipment procurement, integration and quality
control will be planned and monitored by the Operation
Manager. He will be supported by in-house technical
staff.
The site installations, provisioning, documentation,
training and field support aspects of the MPF will
be planned and coordinated by the Logistics Manager
supported by the Logistics Support staff of Christian
Rovsing.
The Project Office will establish the baseline for
work breakdowns, specifications, schedules and budgets;
it will monitor variances and initiate corrective action.
The management control provided internally and closely
coordinated with Rockwell Collins will ensure a successful
design and implementation of the Message Processing
Facility.
Fig. 3.2-1…86…1 …02… …02… …02… …02…
Fig. 3.2-2 MPF - Management Structure
3.2.3 P̲r̲o̲j̲e̲c̲t̲ ̲I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲P̲l̲a̲n̲ ̲(̲P̲I̲P̲)̲
The PIP will establish a firm baseline for all MPF
activities against which status, progress and performance
can be evaluated and controlled.
The Project Implementation Plan, (PIP), will be used
as a management tool to provide visibility and control
of the MPF project. It describes the schedule, performance
control system, the detailed Work Breakdown Structure
(WBS), the project administration, the interfaces with
Rockwell Collins, and other aspects of the project,
Fig. 3.2-3 depicts the various aspects of the PIP.
Each function addresses the unique requirements of
the MPF project.
The PIP will have a well defined structure. Each section
will identify the activity, its organization and operating
procedures. A 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.
…0d…
Fig. 3.2-3 Project Implementation Plan (PIP)
3.2.4 T̲o̲p̲-̲L̲e̲v̲e̲l̲ ̲W̲o̲r̲k̲ ̲B̲r̲e̲a̲k̲d̲o̲w̲n̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲ ̲(̲W̲B̲S̲)̲
The WBS will be the framework for establishing work
packages, schedules and budgets for managing the MPF
project and will provide the baseline for performance
evaluation.
The basic framework which will be used for integrating
and reconciling all contractual requirements of MPF
with the project implementation plan is the Work Breakdown
Structure (WBS).
A project tasks overview is shown in Fig. 3.2-4.
For each of the major tasks a further breakdown has
been generated detailing hardware, software, and support
tasks. These WBS elements will become work packages
for reporting, scheduling and cost control.
Changes to the WBS will be under configuration management
and require Project Office approval usually as a result
of technical and contractual negotiations with Rockwell
Collins. Combined with the master schedule milestones
for engineering, operations and logistics, the WBS
will become the system-level plan from which budgets
can be allocated.
Project Management is the first task described by the
tasks overview. The general management structure shown
in figure 3.2-5 is further expanded in figure 3.2-5
to show a more formal project organization. The key
managers in the Project Office and the support functions
are identified.
The Project Office is responsible for the overall conduct
of the MPF project under the direction of the Project
Manager. The Project Office includes an Systems Engineering
Manager, Operations Manager, and Logistics Manager
supported by a Contracts Administrator. The principal
responsibilities of the MPF project staff are briefly
outlined.
Fig. 3.2-4 MPF - Project Tasks Overview
Fig. III-3.2-5 MPF - Project Management Organisation
M̲P̲F̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ As the executive responsible for
successful execution of the project, the Project Manager
has authority over and is responsible for budget allocation,
cost, control, schedule and timely performance, technical
cognizance of design and development, and control of
production, test integration and support activities.
The Project Manager will report directly to the senior
management for prompt resolution of project issues.
He is directly supported by the Project Office staff
and indirectly by the managers of all operating departments
within Christian Rovsing.
E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ This senior systems engineer,
with a complete understanding of the technical implications
of the MPF top-level system specifications, will be
responsible for the ultimate technical performance
and compliance of the MPF installations. He provides
the correct technical interpretation of Rockwell-Collins/Cross
Fox requirements. He plans, directs, monitors, audits
and controls the design, development, testing, installation
and cut-over of the MPF with regard to all technical
aspects. He provides the technical liaison with the
prime contractor, with the in-house development and
production groups, and with sub-contractors and suppliers.
This position will be filled by a senior systems engineer
experienced in computer systems design and data communications.
O̲p̲e̲r̲a̲t̲i̲o̲n̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲. This manager will provide the liaison
between the Project Office and the procurement and
production activities. Scheduling, cost control, configuration
control, production status, and quality control are
his major concerns. He is responsible for establishing
and maintaining an up-to-date baseline configuration
and to access the status and quality of MPF production
during implementation.
L̲o̲g̲i̲s̲t̲i̲c̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ The installation and site support
tasks will be combined under one manager. The Logistics
Manager will be responsible for site surveys, delivery
and installation, training, maintenance, spares, documentation
and site support. Logistic support tasks will be carried
out by staff from the integrated Logistics Support
Department of Christian Rovsing.
Quality Assurance and Contracts Administration are
divisional staff functions carried on for all projects.
Intensive support will be given during start up and
critical phases and will continue throughout the duration
of the project.
The principal tasks assigned to the Project Office
staff are delineated in the accompanying tasks overview
shown in figure 3.2-6.
Fig. 3.2-6
3.2.5 O̲p̲e̲r̲a̲t̲i̲n̲g̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲
Formal operating procedures and proven management methods
will be used by the Project Office to control the MPF
project.
Management procedures define the methods used within
Christian Rovsing for planning, work assignment, monitoring
and coordination of activities within a project such
as MPF.
The Project Office and its staff operates within these
well-established procedures and is responsible for:
P̲l̲a̲n̲n̲i̲n̲g̲:̲ Evaluation of contract requirements
and allocation of work to the various
functional departments.
Work
A̲s̲s̲i̲g̲n̲m̲e̲n̲t̲s̲:̲ Assurance of work statements, specification,
budgets and schedules requirements.
M̲o̲n̲i̲t̲o̲r̲i̲n̲g̲:̲ Periodic review of technical schedule
and cost performance applying programme
control through budget authorisation.
C̲o̲-̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲:̲ Co-ordination of all projects activities
between operating departments.
Internal management procedures have been developed
as a practical cost/schedule control system which produce
valid, auditable and timely performance reports. Variances
from budget and schedule are quickly identified and
significant deviations are flagged for immediate project
management attention and corrective action.
Technical supervision and monitoring are effected through
periodic design reviews with hardware and software
engineering managers.
The primary management controls are based on a well-planned
WBS, master schedule and budget. Firm baselines established
early in the project provide the basis for managing
it. (see figure 3.2-7).
The WBS consists of a family tree of hardware, software,
services and tasks organized to define and geographically
display the work to be accomplished for a successful
implementation of the project. As a planning tool,
it defines the work packages for planning, scheduling
and cost control, negotiated and approved project changes
are reflected in the baseline WBS.
Figure 3.2-7 WBS Schedule & Budget Baselines
The master schedule incorporates customer-directed
milestones and indicates the timing relationships of
the WBS elements. Detailed plans derived from the master
schedule establish work package milestones.
The budget baseline allocates the resources between
operating departments following contract award. Work
authorisations are timephased based on schedule constraints.
Internal budget allocations allow for the retainment
of funds for contingencies and unforeseen effort.
All detailed packages identified and assigned from
the WBS are defined by a statement of work, schedule,
and budget thus establishing a performance measurement
baseline.
3.2.6 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 on progress, i.e. degree
of completion and effort spent on the WP-level, takes
place monthly. These reports serve a dual purpose by
giving early warnings of both 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 computerized
processing of these data ensures up-to-date information.
By constantly monitoring schedule and cost performance
from a single source of information, i.e. the SWP-managers
monthly reporting, the CSCS applied by Christian Rovsing
ensures consistency in the information from which the
Project Management identifies problem areas and takes
subsequent corrective action.
3.2.7 Q̲u̲a̲l̲i̲t̲y̲ ̲A̲s̲s̲u̲r̲a̲n̲c̲e̲ ̲(̲Q̲A̲)̲
The Quality Assurance Manager (QAM) is responsible
for all QA tasks within the division. This includes
the establishment and control of general QA procedures
and special QA procedures for dedicated projects.
The Engineering Drawing Office and Secretariat operate
in accordance with the procedures established and controlled
by the QAM.
The Quality Assurance Manager is in particular responsible
for:
1. P̲a̲r̲t̲s̲ ̲a̲n̲d̲ ̲M̲a̲t̲e̲r̲i̲a̲l̲ ̲(̲P̲&̲M̲)̲
P&M is responsible for procurement control, vendor
evaluation & qualification, and performs a support
function for receiving inspecton and purchasing.
2. R̲e̲l̲i̲a̲b̲i̲l̲i̲t̲y̲
This is a supervision function available for all
projects. Reliability analysis, trade-offs, and
tests are performed by the project team under the
supervision and control of QA.
3. Q̲u̲a̲l̲i̲t̲y̲ ̲C̲o̲n̲t̲r̲o̲l̲ ̲(̲Q̲C̲)̲
This includes the establishment and control of
general QC procedures within the division and special
QC procedures for dedicated projects, and the establishment
and control of QC requirements relating to subcontractors
and suppliers.
The QC function is in particular responsible for:
- Evaluation of quality control plans
- Evaluation of inspection plans
- Incoming inspection of parts and materials
and subcontractual items
- In-process inspection
- End-item acceptance test
- Shop procedures
- Control of special procedures
- Methology and calibration relating to test
instrument and tools
- Electrical and environmental tests
- Entrance control and cleanliness control of
restricted clean room areas
- Control of packing & shipping
- Trend reporting
- Quality audits
4. Q̲A̲-̲P̲o̲l̲i̲c̲y̲
The Quality Assurance Policy of the company is
defined in "Quality Assurance Policy" which is
an internal standard.
Based on this policy, the company has implemented
a standard QA-system which is fully compliant with
"NATO Quality Control System Requirements for Industry",
AQAP-1.
5. Q̲A̲-̲S̲y̲s̲t̲e̲m̲
The standard QA system comprises a series of functions
among which are:
o Q̲u̲a̲l̲i̲t̲y̲ ̲P̲l̲a̲n̲n̲i̲n̲g̲
At an early point in the contract performance,
the quality requirements are reviewed and a contract
related Quality Plan is established. This plan
is
based on the standard QA system but may contain
amendments or exemptions, if necessary. The plan
contains detailed scheduling of QA participation
in such activities like design reviews, factory
test, acceptance test, etc.
o D̲e̲s̲i̲g̲n̲ ̲C̲o̲n̲t̲r̲o̲l̲
The QA system provides strict control of all new
designs of both hardware and software. Design Reviews
are scheduled and performed and no design is released
for production/programming without proper approval.
o C̲o̲n̲f̲i̲g̲u̲r̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲C̲h̲a̲n̲g̲e̲ ̲C̲o̲n̲t̲r̲o̲l̲
A Configuration and Change Control system assures
that all necessary documentation is established
and baselined. Also software is placed under control
after programming and development test. The Change
Control is managed by a board with participation
of a prime contractor representative, if required.
o W̲o̲r̲k̲ ̲I̲n̲s̲t̲r̲u̲c̲t̲i̲o̲n̲s̲
In all areas where necessary for quality, work
instructions and standards are established. Standards
define the required quality level and instructions
define processes needed to reach that level.
o I̲n̲s̲p̲e̲c̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲
Detailed procedures are established for Inspection
and Tests to be performed during development, production
and upon completion of the contract (acceptance
test).
o R̲e̲c̲o̲r̲d̲s̲
All inspection and test results - as well as any
other events significant for the documentation
of the product quality - are recorded and kept
in the QA files until completion of the contract.
3.2.8 C̲o̲n̲f̲i̲g̲u̲r̲a̲t̲i̲o̲n̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲
Configuration Management will benefit from the experience
gained on other major projects.
The Configuration Management function covers the following
areas:
o Organization
o Items under configuration control
o Configuration identification
o Configuration Control
o Status accounting
o Configuration audit
The Configuration Management function is part of the
divisional configuration management section under Quality
Assurance. This organizational arrangement ensures
consistency in configuration management and documentation
control, although each project follows its own Configuration
Management Plan.
Christian Rovsing Configuration Management acts as
chairman of the Configuraton Control Board. All requests
for changes go through the CCB.
The following items are under Configuration Control:
o Specifications and Procedures
o Engineering Drawings
o Change Documentation
o Hardware and Software Items
All items released as part of the baseline configuration
as well as subsequent change documentation to these
items are identified for the purpose of Configuration
Control with one or more of the following numbers:
o Drawing or part number
o Revision number
o Serial number
o Specification description
o Change identification number
Configuration Control is divided into three major tasks:
o Change analysis
o Change classification
o Approval of changes
The Configuration Control Board (CCB) is involved in
all areas.
The Configuration Status Accounting function records
and maintains the informaton and documentation required
by configuration control management. It includes listings
of approved engineering documentation, status reports
of proposed changes, and implementation status of approved
changes.
The Physical Configuration Audit (PCA) is the formal
examination of the as-built version of a configuration
item against its technical documentation in order to
establish the Configuration Item's product baseline.
The Functional Configuration Audit (FCA) is the verification
of the completion, or extent of completon, of all tests
required by development specifications.
The Configuration Management function gets involved
in updating of the PIP and other plans of the project
by the fact that DATA MANAGEMENT is handled by configuration
control.
The changes are normally initiated through the project
office but controlled by Configuration Management.
3.2.9 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/prime contractor
o Contract terms and conditions for purchase orders
on sub-contractors and suppliers of standard equipment
and supplies
o Project budgets
o Invoicing
o Settlement of suppliers and sub-contractors
o Finance
o Cost control
The function is required to keep such cost and accounting
records as are required to perform audit consistent
with Danish law and according to the terms and conditions
of the contract.
The function is responsible for the conversion of all
capacity and other budgets and plans into economic
terms permitting the safe establishment of rolling
budgets and long range financial forecasts.
3.2.10 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲ ̲&̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
3.2.10.1 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲
From project start to start of acceptance test the
exchange of information between the Project Manager
and the prime contractor is performed via:
- regular meetings
- progress reports, and
- telexes, letters, and telephone
The information to be exchanged makes it possible for
the prime contractor to monitor the project and continually
to be kept informed about the status of the product
and thus enables the customer to intervene if some
deficiencies which might not be covered by the specification
are foreseen.
In case that such deficiencies should occur, these
are handled as Change Requests, which are acted upon
by the Project Manager specifying the cost and schedule
impact that the change might create.
However, in case that the Project Manager recognizes
that a specific requirement cannot be fulfilled within
the frame of the project he immediately informs the
prime contractor and includes suggestions for the solution.
3.2.10.2 M̲e̲e̲t̲i̲n̲g̲s̲
During the period of design, development, and implementaton
regular meetings are held between the prime contractor
and the Project Manager. Discussions at these meetings
deal with the concept of the equipment, the various
solutions affecting the operation, and possible modificaitons
and changes, which are requested during the period.
In order to achieve a minimum response time in decision,
the mutual agreeable changes and conclusions obtained
during these meetings automatically form part of the
work statement and the specification.
3.2.10.3 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 prime contractor.
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.
3.2.10.4 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 consideration.
QA problems within production are referred to the Project
Manager.
3.2.10.5 P̲r̲i̲m̲e̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲o̲r̲/̲C̲o̲m̲p̲a̲n̲y̲ ̲C̲o̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲
Possible problems which may arise and which require
prime contractor action are reported directly to the
prime contractor by telex for nmecessary follow-up
and action, whatever the case may be.
3.3 L̲O̲G̲I̲S̲T̲I̲C̲S̲ ̲S̲U̲P̲P̲O̲R̲T̲ ̲A̲N̲D̲ ̲S̲E̲R̲V̲I̲C̲E̲S̲
G̲e̲n̲e̲r̲a̲l̲
The System Division of Christian Rovsing A/S has a
support department named Integrated Logistics Support
(ILS). ILS undertakes the following work:
- Installation and Site Preparation
- Maintenance and Field Support
- Training and Documentation
In accordance with the current contracts, encompassing
FIKS (Danish Defence Integrated Communications System)
and CAMPS (NATO wide Communication system), ILS will
provide Installation, Maintenance and Field Support
to 8 Danish and 16 NATO military headquarters. This
service has already started and will continue at least
until mid 1985. It is planned that ILS will develop
a European wide service capability based on these initial
contracts.
3.3.1 O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲
The organization of the Logistics Department is shown
in figure 3.3.-1 with indication of major responsibilities.
All personnel in ILS have a security allowance to at
least NATO SECRET. Maintenance and installation terms
have a higher allowance determined by the project in
question.
The following chapters describe the general responsibilities
of the 3 functional sections on a typical military
program.
Fig. 3.3.1-1
3.3.2 I̲n̲s̲t̲a̲l̲l̲a̲t̲i̲o̲n̲ ̲S̲e̲c̲t̲i̲o̲n̲
3.3.2.1 S̲i̲t̲e̲ ̲P̲r̲e̲p̲a̲r̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲V̲e̲r̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
At time of bidding the Installation section is undertaking
site preparation on the FIKS and CAMPS programs.
Assited by the divisional drafting department and subcontractors
the installation section will perform the following
tasks:
1) Conduct Site Survey
2) Generate Civil Works Requirements
3) Generate As-Built Drawings
4) Perform Site Verification
The Civil Works Requirements package contains the necessary
details for the customer (host nation) to draft work
specifications for local contractors.
3.3.2.2 T̲r̲a̲n̲s̲p̲o̲r̲t̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲I̲n̲s̲t̲a̲l̲l̲a̲t̲i̲o̲n̲
Transportation of Equipment from the CR factory is
the responsibility of the Logistics Department. This
includes development of the Transportation Plan. CR
will utilize the service of a freight forwarder to
handle the details of the shipments.
During the installation phase, typically 1 or more
teams will install the equipment and perform a test
to verify that the hardware is functioning. The test
is made in preparation for the Site Provisional Acceptance
(SPA) being carried out by a test team from the project
organization.
In conjunction with equipment installation the installation
team will conduct a property inventory check (spare
parts, documentation etc.).
3.3.2.3 P̲a̲c̲k̲a̲g̲i̲n̲g̲ ̲R̲e̲q̲u̲i̲r̲e̲m̲e̲n̲t̲s̲
The Installation Section is also responsible for the
development of Packaging Requirements for all types
of shipments to the sites. The requirements are formulated
in a procedure.
Special packaging instructions will be developed for
shipment of repairable items.
3.3.3 M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲a̲n̲d̲ ̲S̲u̲p̲p̲o̲r̲t̲ ̲S̲e̲c̲t̲i̲o̲n̲
3.3.3.1 M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲E̲n̲g̲i̲n̲e̲e̲r̲i̲n̲g̲
The maintenance section of the Logistics Department
is responsible for giving appropriate input to System
Engineering to ensure that the systems developed will
meet the requirements for maintainability. Furthermore,
the maintenance section will give support to the group
writing the Maintenance and Diagnostic Software.
The maintenance section will work closely with Systems
Engineering to ensure consistency in determination
of the MTBF and MTTR figures.
The development of the Maintenance Plan and associated
procedures will be done by the maintenance function.
In the area of deliverable documentation the maintenance
section will generate the Maintenance Manual and conduct
maintenance related training.
3.3.3.2 F̲i̲e̲l̲d̲ ̲S̲u̲p̲p̲o̲r̲t̲
Field Support will be managed by the maintenance section.
The three major activities are:
1) Coordinate the implementation of field changes
2) Assistance to customer's technical personel with
respect to hardware and software problems
3) Coordinate warranty repairs
3.3.3.3 S̲p̲a̲r̲e̲s̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲
The maintenance section is responsible for the specification,
acquisition, packaging and delivery of spares, repair
parts and repairable subassemblies. Normally priced
Recommended Spare Parts List (RSPL) will be submitted
to CR's customer. Provisioning Conferences will be
held at contractors' facility, planned and conducted
by the maintenance function.
An approved Spare Parts List (ASPL) will be negotiated
with CR's customer and incorporated in the contract
by amendment.
Spare Parts Design Change Notices (SPDCN) will be issued
and controlled by the maintenance function.
3.3.3.4 C̲o̲d̲i̲f̲i̲c̲a̲t̲i̲o̲n̲ ̲o̲f̲ ̲S̲u̲p̲p̲l̲y̲ ̲I̲t̲e̲m̲s̲
Codification (assignment of NATO stock numbers) will
be carried out by the maintenance and support section
if required by the contract.
3.3.3.5 T̲o̲o̲l̲s̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲s̲ ̲E̲q̲u̲i̲p̲m̲e̲n̲t̲
The Maintenance function will specify all tools and
test equipments to be supplied under the contract.
Fur- thermore, a priced list of tools and test equipment
will be submitted to customer for all items required
at each site and maintenance depot to support the equip-
ment supplied.
3.3.3.6 F̲a̲i̲l̲u̲r̲e̲ ̲R̲e̲p̲o̲r̲t̲i̲n̲g̲
The generation and implementation of a Failure Reporting
System will be the responsibility of Maintenance Engineering.
All incoming reports will be recorded and analyzed
by maintenance engineering, and the corrective action
coordinated with the customer.
3.3.4 T̲r̲a̲i̲n̲i̲n̲g̲ ̲a̲n̲d̲ ̲D̲o̲c̲u̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲S̲e̲c̲t̲i̲o̲n̲
3.3.4.11 O̲r̲g̲a̲n̲i̲z̲a̲t̲i̲o̲n̲
Logistics Department is responsible for all customer
training on programs undertaken by the Systems Division
of Christian Rovsing A/S. The training organization
also has the responsibility for the development of
manuals and handbooks.
The material used for training is essentially the same
documentation which the technician later will work
with on site.
The training section of Logistics Department is headed
by a section manager who has technical writers/instructors
reporting to him.
3.3.4.2.2 D̲e̲v̲e̲l̲o̲p̲m̲e̲n̲t̲ ̲a̲n̲d̲ ̲C̲o̲n̲d̲u̲c̲t̲ ̲o̲f̲ ̲T̲r̲a̲i̲n̲i̲n̲g̲ ̲C̲o̲u̲r̲s̲e̲s̲
The development of the individual courses which make
up a typical Training Program will take place in the
Training Section.
The staff of the Training Section encompasses both
hardware and software instructors.
The Training Section is responsible for the coordination
of the use of all training facilities within the company.
In addition to training customers of the System Division
the section conducts inhouse courses in Software programming
as well as general courses on the CR-80 computer.
Coordination of in-house video courses is also managed
by the training section.
3.3.4.3 M̲a̲n̲u̲a̲l̲s̲ ̲a̲n̲d̲ ̲H̲a̲n̲d̲b̲o̲o̲k̲s̲
Technical writers will develop the necessary manuals
in accordance with the contractual requirements.
On programs where several types of peripheral devices
are used, the technical writers will specify the contents
of the manuals. Review sessions will be held with
suppliers and with in-house participation.
