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CHAPTER
Page
#
DOCUMENT
I
COMMERCIAL
PROPOSAL
Oct.
8,
1981
Rev.:
Nov.
6,
1981
L̲I̲S̲T̲ ̲O̲F̲ ̲C̲O̲N̲T̲E̲N̲T̲S̲ Page
3. C̲O̲R̲P̲O̲R̲A̲T̲I̲O̲N̲ ̲I̲N̲F̲O̲R̲M̲A̲T̲I̲O̲N̲ ̲ 3
3.1 INTRODUCTION 3
3.1.1 Background to Data Network Implementation 3
3.1.2 Corporate Backgrounds 6
3.1.2.1 Christian Rovsing 6
3.1.2.2 CNCP Telecommunications 9
3.2 PAST EXPERIENCE 11
3.2.1 Christian Rovsing 11
3.2.1.1 Data Communications 11
3.2.1.2 Major Contract Awards 16
3.2.2 CNCP Telecommunications 36
3.2.2.1 Microwave 36
3.2.2.2 Data Communications 36
3.2.2.3 Computer Technology 36
3.2.2.4 CNCP Personnel 37
3.3 PROJECT MANAGEMENT PROCEDURE 38
3.3.1 Overall PSS Project Approach 38
3.3.2 ACDN Project Management & Organisation 39
3.3.3 Project Implementation Plan (PIP) 43
3.3.4 Top-Level Work Breakdown Structure (WBS) 45
3.3.5 Operating Procedures 50
3.3.6 Cost Control 53
3.3.7 Quality Assurance (QA) 54
3.3.7.1 Parts and Material (P&M) 54
3.3.7.2 Reliability 54
3.3.7.3 Quality Control (QC) 54
3.3.7.4 QA-Policy 55
3.3.7.5 QA-System 55
3.3.8 Configuration Management 57
3.3.9 Contracts Management & Administration 58
3.3.10 Sub-Contractor Management 59
3.3.11 Problem Recognition & Resolution 61
3.3.11.1 Problem Recognition 61
3.3.11.2 Meetings 61
3.3.11.3 Reporting 62
3.3.11.4 Problem Resolution 62
3.3.11.5 Customer/Company Coordination 62
3.4 PROJECT IMPLEMENTATION PLAN 63
3.4.1 Bar Chart of Activities and Milestones 63
3.4.2 Delivery Schedule 65
3.4.3 Work Breakdown Structure 67
3.4.4 Canadian Support Structure 68
3.4.4.1 Implementation Team 68
3.4.4.2 On-going Maintenance Support 69
3.5 KEY PERSONNEL 70
Page
3.6 CORPORATE HISTORY & ORGANISATION 81
3.6.1 Company Background 81
3.6.2 Company Organisation 83
3.6.3 Electronics Division 86
3.6.4 Systems Division 88
3.6.5 Data Processing Division 90
3.6.6 Personnel & Facilities 92
3.6.6.1 Employee Profile 92
3.6.6.2 Facilities 92
3.6.7 Excerpts from Christian Rovsing 1980 Annual Report
93
APPENDIX A: MANUFACTURING ORGANISATION & PROCEDURES
3.1 I̲n̲t̲r̲o̲d̲u̲c̲t̲i̲o̲n̲
3.1.1 B̲a̲c̲k̲g̲r̲o̲u̲n̲d̲ ̲t̲o̲ ̲D̲a̲t̲a̲ ̲N̲e̲t̲w̲o̲r̲k̲ ̲I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲i̲o̲n̲
The decision to bid the Air Canada Data Network Project
as Prime Contractor represents a definite commitment
on the part of Christian Rovsing to devote its resources
and technical talents to specialised computer system
applications.
For the past five or six years, a large percentage
of Christian Rovsing (CRA) resources has been devoted
towards advanced data communications systems. The company
has participated in several major programmes either
as prime contractor or principal sub-contactor. System
contracts awarded to the company are typically worth
several millions of dollars.
A considerable experience in the field of data communications
combined with our experience in the prime management
of large computer system projects provides a solid
basis for successful design and implementation of the
Data Network Project for Air Canada
An administratively distinct Project Office will be
established in the Systems Division of Christian Rovsing
to manage the Data Network Project.
The Systems Division was structured in 1979 to consolidate
the management of large computer system projects.
Each major project at Christian Rovsing is under the
cognizance of a Project Office with total system responsibility
and control authority to co-ordintae in-house activities
and to provide close liaison with the customer throughout
the duration of the project
Projects are supported by an Integrated Logistics Support
Group who provide a service including site surveys,
installation, training, documentation preparation,
maintanance, spares and other support services.
Quality Assurance reports directly to the company management.
Prime Contractor responsibility for major computer
systems, particularly for military customers such as
NATO-SHAPE, has demanded a professional approach to
turnkey project management with particular emphasis
on planning and documentation in all phases from system
design and development through production, integration,
installation, maintenance and training.
Many of our customers receive training at the company's
modern training facility in Ballerup.
Few companies have the combined engineering talent
and production facilities readily available at Christian
Rovsing.
The Electronics Division of CRA is responsible for
the design and production of the company's "CR80 Computer"
product line.
Production Facilities have recently been expanded to
incorporate 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.
A description of our Manufacturing Organisation & Procedures
is included as an Appendix to Document I.
The decision to bid as Prime Contractor is a top-level
company decision based on discussions with the marketing,administrative,
and technical staffs.
Christian Rovsing will be supported by the Canadian
company CNCP Telecommunications. This major project
will exploit the combined experience of our two companies
in providing and maintaining computer-controlled communication
systems.
We believe that Christian Rovsing supported by CNCP
Telecommunications has the necessary background for
the successful design,implementation and maintenance
of the backbone network for the new Air Canada Data
Network.
Fig. I 3.1.1.-1
3.1.2 C̲o̲r̲p̲o̲r̲a̲t̲e̲ ̲B̲a̲c̲k̲g̲r̲o̲u̲n̲d̲s̲
3.1.2.1 C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲
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.
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 design systems-orientated technical
staff. The corporate history and organisation are described
in chapter 3.6 of this volume.
Christian Rovsing corporate facilities and divisional
organisation were expanded and restructured in 1979
to handle the development and implementation of specialised
military and commercial computer systems.
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 currently employ approximately 500
people, many of whom are highly educated engineers
and skilled technicians.…86…1 …02… …02… …02… …02…
Fig. I - 3.1.2
Fig. I-3.1.3
The company is presently organised in three divisions:
o Electronics Division
o Systems Division
o Data Processing Division
The overall company organisation including subsidiaries
is depicted in fig. I - 3.1.2
The company's past and projected growth rate are illustrated
in fig. I- 3.1.3
3.1.2.2 C̲N̲C̲P̲ ̲T̲e̲l̲e̲c̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲s̲
CNCP Telecommunications is a common carrier providing
a wide variety of telecommunications services on a
coast-to-coast basis across Canada.
The major part of its business is providing commercial,
industrial and governmental customers with Telex, data,
and private wire voice and written record services.
It also has the responsibility of providing the Canadian
general public with telegram, Telepost and cablegram
services. Telepost, a form of electronic mail, and
Intelpost, a facsimile transmission service, are provided
jointly with the Canada Post Office.
O̲w̲n̲e̲r̲s̲h̲i̲p̲
CNCP Telecommunications is a partnership owned jointly
by Canadian National Railways and Canadian Pacific
Limited, the country's two largest diversified transportation
corporations.
Canadian National is a federal Crown corporation, owned
by the Canadian government on behalf of the people
of Canada, and Canadian Pacific is Canada's largest
investor-owned corporation. Each owns 50 per cent of
CNCP Telecommunications, and is equally represented
on the board of directors.
…86…1 …02… …02… …02… …02…
H̲i̲s̲t̲o̲r̲y̲
CNCP grew from the separate telegraph divisions established
as part of the original rail operations of both CN
and CP. The railways, which required telecommunications
services for operation of their trans-continental systems,
offered public telegraph service as a separate profitable
venture, competing with each other vigorously. As Canadian
telephone companies improved and expanded their services
in the period following World War II, CNT and CPT began
working on an increasingly more co-ordinated basis
which culminated with the establishment of a fully-integrated
partnership in 1980.
F̲a̲c̲i̲l̲i̲t̲i̲e̲s̲
The backbone of CNCP's services is a coast-to-coast
microwave network which was completed in the early
1960s, and has been extended, expanded and improved
on technically ever since. This microwave network is
supported by up-to-date switching and other plant,
and transmission cables in high-density areas. Some
pole-line is also used. For local distribution CNCP
relies on the most part of facilities leased from local
telephone companies. CNCP offers a variety of Telex
terminals in its Telemode series, and in its Infomode
series has a range of terminals and other equipment
for private wire network customers.
S̲e̲r̲v̲i̲c̲e̲s̲
CNCP has close to 50,000 Telex subscribers across Canada.
It pioneered computer data transmission services as
early as 1955, and introduced the use of computer message
switching systems in Canada in the early sixties. It
offers Telenet, a switched data/message service which
provides communication between dedicated and switched
services regardless of code or speed; Broadband Exchange
Service, which handles voice and computer data; Infodat,
a dedicated digital service, and Infoswitch, a circuit
and packet-switched network. This year CNCP is introducing
a new service, Infotex, to provide the telecommunications
services required for the integrated electronic office
of the future.
S̲c̲o̲p̲e̲
CNCP has more than 4,200 employees and its annual revenues
are in excess of $270 million.
3.2 P̲a̲s̲t̲ ̲E̲x̲p̲e̲r̲i̲e̲n̲c̲e̲
3.2.1 C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲
Christian Rovsing has consiberable experience in the
field of data communication and in the prime management
of large computer system projects which will be applied
to the successful implementation of the Air Canada
Data Network (ACDN).
The purpose of this chapter is to present the past
experience of Christian Rovsing petinent to our selection
as Prime Contractor for the ACDN project.
The presentation deals with the special skills and
know-how which the company has developed over the last
5 or 6 years within the field of data communication
and which we believe are vital for a proper understanding
of the project.
Sufficient information is included to demonstrate that
Christian Rovsing has the necessary technical desciplines
and management expertise to design and implement the
Packet Switch Network.
In short, Christian Rovsing has now acquired extensive
experience in the design, development and implementation
of advanced, communications computer systems.
3.2.1.1 D̲a̲t̲a̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲s̲
Christian Rovsing has gained significant experience
in computerised telecommunication and data switching
networks which places it among the top ranking European
companies in this field.
We believe that we have available exceptional professional
talent totally dedicated to advanced computerised information
techniques. Furthermore, the company excels in applying
current technology to modular equipment design. It
has no outdated product lines to supprort, its hardware
is not 1960 vintage but second-generation LSI technology.
Systems are configured around the company's "CR80 Computer"
which has proven itself particularly well suited to
this type of application.
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.
Four of these programmes, NICS-TARE, FIKS, CAMPS and
LME-NET are presented in the following pages.
Successful participation in these programmes as prime
or sub-contractor has broadened the company's resources.
The high degree of reliability, security, efficiency
and operational performance which these projects demand
is met by applying up-to-date technology, specialised
engineering expertise, and sophisticated data communications
techniques.
Christian Rovsing was principal Sub-contractor to Litton
Data Systems Inc. for the NICS-TARE programme and is
Prime Contractor for the FIKS, CAMPS and LME-NET programmes.
The FIKS network will be installed at the customer's
8 sites throughout 1981 under the direction of the
Integrated Logistics Support Department of the System
Division.
The CAMPS programme with a contract value of c. $30
Mio before options is the largest, single computer
systems contract ever to be awarded to a Danish electronics
company. The system is based on the latest version
of the company's successful "CR80 Computer" product
line. The CAMPS project team has successfully cvompleted
the system design phase and is moving into the implementation
phase. The installation phase will involve 16 separate
sites located throughout Europe and N. America.
The LME-NET programme is delivered in several phases.
Phase 1 provides a network centre with interfaces
to IBM and UNIVAC mainframe computers, and 10 switching
nodes forming a network covering Europe. The network
will follow international standards for packet switch
data networks, as defined by CCITT in the recommendation
X.25. This phase will be completed by June 1982.
Later phases will provide facilities like multiple
network control centres, satellite links to remote
nodes, interfacing to other makes of mainframe computers
and support of facsimile and voice transmission.
A summary op the company's overall experience in data
communication systems is presented overleaf in figure
I 3.2.1.1-1, and on the following page are listed
those communication disciplines in which the company
has considerable expertise.
Much of the extensive management and technical experience
which Christian Rovsing has acquired in message switching
and data communication projects are directly applicable
to the ACDN project.
The company's overall exposure to major computer system
discipline assures its ability to perform a tehcnically
responsive project.…86…1 …02… …02… …02… …02…
Fig. I 3.2.1.1-1…01…Data Communication Experience
COMMUNICATION DISCIPLINES
o Packet Switching
- Routing Algorithm
- X25
- X21, X21 bis Interface
- X75
o Message Switching
- Preparation and Distribution
- Format Conversion (ACP127/128)
- Protocols (LITSYNC, CCITT X.25)
- Storage and Retrieval
o Line Switching
- Signalling and Supervision
- Routing Algorithm
- Synchronization and Timing
- Multiplexing and Trunking
o Dualised Systems
- Configuration Control
- Switchover and Recovery
- Reliability Performance
- V24/V28 Interfaces
- TEMPEST
o Security
- Access Control
- SPECAT Handling
- Red/Black Interfaces
- Crypto Interface (DOLCE)
- Privileged User State
3.2.1.2 M̲a̲j̲o̲r̲ ̲C̲o̲n̲t̲r̲a̲c̲t̲ ̲A̲w̲a̲r̲d̲s̲
The four major contracts referred to in 3.2.1.1 are
now listed and described in some detail.
Each of these major computer system contracts are based
on the Christian Rovsing CR80 computer.
Air Canada is invited to contact the respective company
or organisation.
o Project: NICS-TARE
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 Mio
Programme
Duration: 36 months (1976-1979)
o Project: FIKS
Defence Integrated Communications
System
Customer: Danish Ministry of Defense
Prime Con
-tractror: Christian Rovsing
Contract
Value: Approx. $ 7 Mio.
Programme
Duration: 48 months (1978-81)
o Project: CAMPS
Computer-aided Message Processing
System
Customer: NATO-SHAPE,Brussels,Belgium.…86…1
…02… …02… …02… …02… …02…
Prime Con
tractor: Christian Rovsing
Contract
Value: Approx. $30 Mio.
Programme
Duration: 46 months (1980-1983)
o Project: LME-NET
Customer: L.M.Ericsson,Stockholm,Sweden.
Prime Con
-tractor: Christian Rovsing
Contract
Value: Approx. $ 4.5 Mio.
Programme
Duration: 48 months (1979-1983)…86…1 …02…
…02… …02… …02… …02…
o N̲I̲C̲S̲-̲T̲A̲R̲E̲ ̲N̲A̲T̲O̲ ̲T̲e̲l̲e̲g̲r̲a̲p̲h̲ ̲A̲u̲t̲o̲m̲a̲t̲e̲d̲ ̲R̲e̲l̲a̲y̲ ̲E̲q̲u̲i̲p̲m̲e̲n̲t̲
A rigorous and competitive evaluation of various
front-end communication processors was conducted
by Litton's Data Systems Division to satisfy NICSMA's
stringent operational and realiability requirements
for TARE. A CR80-based configuration was chosen
based on the criteria of traffic handling, expandability,
reliability and cost.
The dualised configuration consists of dual "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.
Christian Rovsing has developed a customised configuration
to NICSMA specifications and is currently in production
for 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.
Fig. I - 3.2.1…86…1 …02… …02… …02… …02…
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. I 3.2.2)
Of particular significance is the cost reduction
realisable by LSI.
Fig. I 3.2.2…86…1 …02… …02… …02… …02…
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 traffice to both the active and hot stand-by
processors thus allowing on-line switchover without
loss of data.…86…1 …02… …02… …02… …02…
o F̲I̲K̲S̲ ̲D̲e̲f̲e̲n̲c̲e̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲e̲d̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲ ̲S̲y̲s̲t̲e̲m̲
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 computerisation.
FIKS integrates and fully automates the 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 are interchanged between
military users under control of computerised nodal
switching centres. 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, continuous or discontinuous, exchange
information through the FIKS network. Typical
data users are military data systems which relate
to air defence, air traffic control, intelligence
and command nets such as LINK-1, LOW-LEVEL RADAR,
TVT EXTRACTORS, ACBA-CCIS, TOSCA, FLY-PEP, CHODDEN,
and INTEL.
Fig. I 3.2.3…86…1 …02… …02… …02… …02…
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
overleaf. 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.
Fig. I 3.2.4…86…1 …02… …02… …02… …02…
o C̲A̲M̲P̲S̲
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 sites
within the NATO theatre.
CAMPS has two essential functions:
CAMPS assists the user in message handling, i.e.
preparation, dispatch and receival of messages,
and
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. 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 new
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.
The CAMPS software consists of system programmes
and application programmes. The software engineering
profits from the many experiences 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 communicatio systems. Interface systems
which exist or are being developed include NATO-TARE
and Tape Relay Centres plus SCARS II and ACE CCIS.
The interface design is structured to permit the
accomadation of newly evolved 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.
Extensive use of up-to-date technology is required
to meet the strigent requirements set forth by SHAPE.
The hardware configuration features distributed autonomous
processing subsystems made economically feasible by
LSI (RAM's, PROM's, CPU's, USART's, FIFO's, ALU's,
etc.). The dualised configuration is partitioned into
Central Processors, File Management Processors, Main
Memories, Terminal Data Exchanges, and pre-processor-controlled
Line Termination Units.
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; and (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 overleaf. (Figure I 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, and (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:
- Processors and Mass Storage (3-bay Rack)
- Line Interface Equipment (4-bay Rack)
- Supervisory Console (varying from site to site)
- Software Maintenance Equipment
- Spares/Tools Cabinet.
Above equipment complement, which does not include
the terminal option for remote locations will be installed
in a secure area dedicated CAMPS.
The two racks are enclosed by a COMSEC approved cage,
sufficiently large to allow normal maintanance of the
central equipment. The cage will be located within
the secure area so that periodic inspection of the
cage will furthermore take into consideration the normal
security requirements of the site in question.…86…1
…02… …02… …02… …02…
Fig. I 3.2.5…86…1 …02… …02… …02… …02…
Fig. I- 3.2.6…86…1 …02… …02… …02… …02…
Fig. 3.2.7…86…1 …02… …02… …02… …02…
L̲M̲E̲N̲E̲T̲
The L.M.Ericsson Data Network is being developed as
a private data communication network, to cover the
need within the organisation 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 I 3.2.8 overleaf):
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 more network control centres, which will enable
certain distributed control parts of the network,
o more 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:
o A general standardised 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 shall enable
a later connection to public networks and ensure
the adaptation of LMENET to future standards.
o Existing makes of computers and terminals will
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 recognised principles of system
contrsuction in general, and network construction in
particular (acc. to ISO's seven-layer model for network:
Open Systems Interconnection Rference Model).
LMENET has the following functions:
o a 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 programmes and
the SNA terminals and certain non SNA terminals.
o emulation of network complying with UNIVAC's Distributed
Communication Architecture (DCA) which enables
a communication between UNIVAC user programmes
and terminals,
o direct programme to programme communication,
o different 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.…86…1 …02… …02… …02… …02…
Fig. I 3.2.8
3.2.2 C̲N̲C̲P̲ ̲T̲e̲l̲e̲c̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲s̲
3.2.2.1 M̲i̲c̲r̲o̲w̲a̲v̲e̲
CNCP telecommunications in conjunction with their
associates TNT and NWT operate more than 9,000
route miles of Microwave Systems which carry all
types of communications, including data networks,
leased systems, television, Broadband, etc. These
systems are the backbone of the CNCP communications
network, giving a proven high level of reliability
and performance. They serve all principal cities
of Canada from Vancouver, B.C. to St.John's Newfoundland
to the Alaska/Yukon border, the McKenzie Delta
and the Artic in the Northwest.
3.2.2.2 D̲a̲t̲a̲ ̲C̲o̲m̲m̲u̲n̲i̲c̲a̲t̲i̲o̲n̲s̲
CNCP Telecommunications is proud of its record
of innovation in data communications technology.
This record includes the introduction of Telex
in North America in 1956 - Computer Message Switching
in 1964 - Data Telex in 1966 - Broadband Exchange
Service in 1967 - Infodat in 1973 - Infomode terminals
in 1976 - and Infoswitch in 1977.
3.2.2.3 C̲o̲m̲p̲u̲t̲e̲r̲ ̲T̲e̲c̲h̲n̲o̲l̲o̲g̲y̲
As mentioned previously, CNCP pioneered in Canada
the development of Computer Data Communications
Systems, with computers basde at Toronto and Montreal.
It is interesting to note that the evolution of
CNCP services in past years has been influenced
to a very substantial degree by the needs of Air
Canada. Just one example of this was CNCP's decision
to develop a computer message switching capability
in the early 1960's, for the primary purpose of
satisfying the then "TCA" requirement.
CNCP Telecommunications has been entrusted with
the provision and operation of many large, dedicated
data networks. In most cases, their circuitry terminates
in the subscriber's computer and the terminal equipment
is either provided by the subscriber or by CNCP
on a rental basis. The Air Canada Reservec II System
is an example of this type of network. In this
instance CNCP provides an additional service inasmuch
as CNCP computer technicians are responsible for
the preventive and emergency maintenance of the
communications processors and peripherals associated
with the Air Canada Network Control.…86…1 …02…
…02… …02… …02…
3.2.2.4 C̲N̲C̲P̲ ̲P̲e̲r̲s̲o̲n̲n̲e̲l̲
CNCP's experience in the design, implementation,
and management of complex computer-based switching
systems is unsarpassed in Canada. An enviable
hardware/software and maintenance capability has
been built up and retained, and CNCP has marketed
this capability, not only through CNCP subscribers,
but also to outside concerns using comparable hardware.
CNCP has trained support personnel on several
different manufacturer's computer equipment located
in all of the major cities of Canada.
3.3 P̲r̲o̲j̲e̲c̲t̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲
3.3.1 O̲v̲e̲r̲a̲l̲l̲ ̲A̲C̲D̲N̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲A̲p̲p̲r̲o̲a̲c̲h̲
The capabilities of Christian Rovsing demonstrated
by its history of accomplishments will ensure the successful
development of the Air Canada Data Network.
This section contains the project management and implementation
approach for the proposed effort. The techniques to
be employed have been and 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 analysed, and will
be responded to in accordance with the requirements
of the overall ACDN project. The effort is predicated
on the following facts:
a. Christian Rovsing management has identified the
ACDN project as a project of major significance.
As such, the company has dedicated all required
resources toward the auccessful acquisition and
completion of the contract.
b. Christian Rovsing has considerable industrial experience
in the management, design, development, fabrication,
and installation of large-scale, online computer
systems.
c. The work to be performed can be accomplished within
the proposed cost and delivery schedules.
d. Highly qualified personnel are available for the
conduct of the proposed effort.
e. Management and technical personnel continuity can
be achieved through all phases of the project.
f. The company can and will take advantage of the
management and technical skills, knowledge, and
experience gained on other related projects.
3.3.2 A̲C̲D̲N̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲&̲ ̲O̲r̲g̲a̲n̲i̲s̲a̲t̲i̲o̲n̲
To ensure an orderly and timely project effort the
management and engineering team will be assembled,
at Christian Rovsing's facilities located in Ballerup,
Denmark. Opened in 1978, these modern facilities comprise
12,000 sq. metres - (128,500 sq. ft) of manufacturing,
integration & test, laboratory and office space.
A dedicated Project Office will be established within
the Systems Division - see Fig. I 3.3.1.
The ACDN Project Office will have total system responsibility,
cognizance, and control authority in order to coordinate
in-house activities and provide close liaison with
the customer throughout the duration of the project.
Overall direction for the ACDN project is to be provided
by an adiministratively distinct Project Office. It
will operate under a Project Manager whose sole responsibility
will be the management of the ACDN project. The Project
Manager will be the prime interface between Christian
Rovsing and Air Canada.
The Project Manager will be supported by an Engineering
Manager, Operation Manager, and Logistics Manager.
Fig I 3.3.2 depicts the project management structure
and Air Canada liaison which will be established at
project start up.
Within the supporting functional departments ACDN activities
will be assigned as project entities.
Since the ACDN project requires heavy technical emphasis,
especially in the early stages, the Engineering Manager
will be assigned to coordinate all engineering activities
and provide close liaison with Air Canada on all technical
aspects of the Project. The Engineering Manager will
direct the system hardware and software engineering
efforts, hold design reviews and report on status and
progress.
The equipment procurement, integration and quality
control will be planned and monitored by the Operations
Manager. He will be supported by in-house technical
staff.
The site installations, provisioning, documentation,
training and field support aspects of the ACDN will
be planned and coordinated by the Logistics Manager
supported by the Logistics Support staff of Christian
Rovsing and the Logistics Support team at CNCP Telecommunications.
CNCP engineering staff will be co-ordinated by a CNCP
nominated team leader.
The Project Office will establish the baseline for
work breakdowns, specifications, schedules and budgets;
it will monitor variances and initiate corrective action.
The management control provided internally and closely
coordinated with Air Canada will ensure a successful
design and implementation of the Air Canada Data Network.
Fig. I 3.3.1…01…SYSTEMS DIVISION SHOWING "ACDN PROJECT OFFICE"
Fig. I 3.3.2…01…ACDN MANAGEMENT STRUCTURE & AIR CANADA LIAISON
3.3.3 P̲r̲o̲j̲e̲c̲t̲ ̲I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲P̲l̲a̲n̲ ̲(̲P̲I̲P̲)̲
The PIP will establish a firm baseline for all ACDN
activities against which status, progress and performance
can be evaluated and controlled.
The Project Implementation Plan, (PIP), will be used
as a management tool to provide visibility and control
of the ACDN project. It describes the schedule, performance
control system, the detailed Work Breakdown Structure
(WBS), the project administration, the sub-contract
administration, the Air Canada interfaces, and other
aspects of the project, Fig. I 3.3.3 depicts the various
aspects of the PIP. Each function addresses the unique
requirements of the ACDN project.
The PIP will have a well defined structure. Each section
will identify the activity, its organisation and operating
procedures. A WBS for the activity will be related
to the schedule network consistent with the master
schedule and correlated with the associated WBS elements
of other activities. Documentation produced by the
activity will be listed. Finally, a cross-reference
with contractual items will be made for accountability
of deliverable items and unique requirements.
Fig. I 3.3.3
3.3.4 T̲o̲p̲-̲L̲e̲v̲e̲l̲ ̲W̲o̲r̲k̲ ̲B̲r̲e̲a̲k̲d̲o̲w̲n̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲ ̲(̲W̲B̲S̲)̲
The WBS will be the framework for establishing work
packages, schedules and budgets for managing the ACDN
project and will provide the baseline for performance
evaluation.
The basic framework which will be used for integrating
and reconciling all contractual requirements of ACDN
with the project implementation plan is the Work Breakdown
Structure (WBS).
A project tasks overview is shown in Fig. I 3.3.4.
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 Air
Canada. Combined with the master schedule milestones
for engineering, operations and logistics, the WBS
will become the system-level plan from which budgets
can be allocated.
Project Management is the first task described by the
tasks overview. The general management structure shown
in figure I 3.3.2 is further expanded in figure I.3.3.5
to show a more formal project organisation. The key
managers in the Project Office and the support functions
are identified.
The Project Office is responsible for the overall conduct
of the entire ACDN project under the direction of the
Project Manager. The Project Office includes an Engineering
Manager, Operations Manager and Logistics Manager supported
by a Contracts Administrator. The principal responsibilities
of the ACDN project staff are briefly outlined:
Fig. I 3.3.4
Fig. I 3.3.5
A̲C̲D̲N̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ As the executive responsible
for successful execution of the project, the Project
Manager has authority over and is responsible for budget
allocation, cost, control, schedule and timely performance,
technical cognizance of design and development, 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 ACDN top-level system specifications, will be
responsible for the ultimate technical performance
and compliance of the ACDN installations. He provides
the correct technical interpretation of Air Canada
requirements. He plans, directs, monitors, audits and
controls the design, development, testing, installation
and cut-over of the Data Network with regard to all
technical aspects. He provides the technical liaison
with the customer, with the in-house development and
production groups, and with sub-contractors and suppliers.
This position will be filled by a senior systems engineer
excperienced in computer systems design, and data communications.
O̲p̲e̲r̲a̲t̲i̲o̲n̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ This manager will provide the liaison
between the Project Office and the procurement and
production activities. Scheduling, cost control, configuration
control, production status, and quality control are
his major concerns. He is responsible for establishing
and maintaining an up-to-date baseline configuration
and to access the status and quality of ACDN production
during implementation.
Fig. I 3.3.6
L̲o̲g̲i̲s̲t̲i̲c̲s̲ ̲M̲a̲n̲a̲g̲e̲r̲.̲ The installation and site support
tasks will be combined under one manager. The Logistics
Manager will be responsible for site surveys, delivery
and installation, training, maintenance, spares, documentation
and site support. Logistic support tasks will be carried
out by staff from the integrated Logistics Support
Department of Christian Rovsing and the installation
& maintenance staff of CNCP Telecommunication.
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 I 3.3.6.
3.3.5 O̲p̲e̲r̲a̲t̲i̲n̲g̲ ̲P̲r̲o̲c̲e̲d̲u̲r̲e̲s̲
Formal operating procedures and proven management methods
will be used by the Project Office to control the ACDN
project.
Management procedures define the methods used within
Christian Rovsing for planning, work assignment, monitoring
and coordination of activities within a project such
as ACDN.
The Project Office and its staff operates within these
well-established procedures and is responsible for:
P̲l̲a̲n̲n̲i̲n̲g̲:̲
- Evaluation of contract requirements and allocation
of work to the various functional departments.
W̲o̲r̲k̲ ̲A̲s̲s̲i̲g̲n̲m̲e̲n̲t̲s̲:̲
- Assurance of work statements, specification, budgets
and schedules reglecting requirements.
M̲o̲n̲i̲t̲o̲r̲i̲n̲g̲:̲
- Periodic review of technical schedule and cost
performance applying programme control through
budget authorisation.
C̲o̲-̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲:̲
- Co-ordination of all projects activities between
operating departments.
Internal management procedures have been developed
as a practical cost/schedule control system which produce
valid, auditable and timely performance reports. Variancies
from budget and schedule are quickly identified and
significant deviations are flagged for immediate project
management attention and corrective action.
Technical supervision and monitoring are effected through
periodic design reviews with hardware and software
engineering managers.
The primary management controls are based on a well-planned
WBS, master schedule and budget. Firm baselines established
early in the project provide the basis for managing
it. (see figure I 3.3.7).
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 I 3.3.7
The master schedule incorporates customer-directed
milestones and indicates the timing relationships of
the WBS elements. Detailed plans derived from the master
schedule establish work package milestones.
The budget baseline allocates the resources between
operating departments following contract award. Work
authorisations are timephased based on schedule constraints.
Internal budget allocations allow for the retainment
of funds for contigencies and unforeseen effort.
All detailed packages identified and assigned from
the WBS are defined by a statement of work, schedule,
and budget thus establishing a performance measurement
baseline.
3.3.6 C̲o̲s̲t̲ ̲C̲o̲n̲t̲r̲o̲l̲
The project cost and schedule control system (CSCS)
applied by Christian Rovsing to medium and large size
projects is based upon a multi-level Work Breakdown
Structure (WBS).
o Level 1 defines the Main WBS items within the responsibility
of each functional manager.
o Intermediate levels define Summary Work Packages
(SWP) within the responsibility of a single task
manager.
o The lowest level defines the Work Packages (WP)
constituting an SWP. WP's are the units of effort/tasks
from which project schedule and cost performance
are monitored. As a guideline each WP is defined
not to exceed a 3 months duration from start to
completion. The total effort is not to exceed 6
manmonths.
Reporting by SWP-Managers in progress, i.e. degree
of completion, and effort spent on the WP-lewvel takes
place monthly. These reports serve a dual purpose by
giving early warnings of both threatening schedule
delays and cost overruns.
The overall impact of a threatening delay in completion
of a WP is judged from Tracking Forms easily identifying
the interrelations between SWP's in terms of due dates
for input necessary for the timely performance.
The impact of a threatening cost overrun is judged
from regular quarterly and ad hoc project budget revisions
taking into account both cost-to-date and the latest
estimates of effort needed for completion. The computerised
processing of these data ensures up-to-date information.
By constantly monitoring schedule and cost performance
from a single source of information, i.e. the SWP-managers
monthly reporting, the CSCS applied by Christian Rovsing
ensures consistency in the information from which the
Project Management identifies problem areas and takes
subsequent corrective action.
3.3.7 Q̲u̲a̲l̲i̲t̲y̲ ̲A̲s̲s̲u̲r̲a̲n̲c̲e̲ ̲(̲Q̲A̲)̲
The Quality Assurance Manager (QAM) is responsible
for all QA tasks within the division. This includes
the establishment and control of general QA procedures
and special QA procedures for dedicated projects.
The Engineering Drawing Office and Secretariat operate
in accordance with the procedures established and controlled
by the QAM.
The Quality Assurance Manager is in particular responsible
for:
3.3.7.1 P̲a̲r̲t̲s̲ ̲a̲n̲d̲ ̲M̲a̲t̲e̲r̲i̲a̲l̲ ̲(̲P̲&̲M̲)̲
P&M is responsible for procurement control, vendor
evaluation & qualification, and performs a support
function for receiving inspecton and purchasing.
3.3.7.2 R̲e̲l̲i̲a̲b̲i̲l̲i̲t̲y̲
This is a supervision function available for all projects.
Reliability analysis, trade-offs, and tests are performed
by the project team under the supervision and control
of QA.
3.3.7.3 Q̲u̲a̲l̲i̲t̲y̲ ̲C̲o̲n̲t̲r̲o̲l̲ ̲(̲Q̲C̲)̲
This includes the establishment and control of general
QC procedures within the division and special QC procedures
for dedicated projects, and the establishment and control
of QC requirements relating to subcontractors and suppliers.
The QC function is in particular responsible for:
- Evaluation of quality control plans
- Evaluation of inspection plans
- Incoming inspection of parts and materials and
subcontractual items
- In-process inspection
- End-item acceptance test
- Shop procedures
- Control of special procedures
- Metrology and calibration relating to test instrument
and tools
- Electrical and environmental tests
- Entrance control and cleanliness control of restricted
clean room areas
- Control of packing & shipping
- Trend reporting
- Quality audits
3.3.7.4 Q̲A̲-̲P̲o̲l̲i̲c̲y̲
The Quality Assurance Policy of the company is defined
in CR/QAP/001, "Quality Assurance Policy" which has
been amended.
Based on this policy, the company has implemented a
standard QA-system which is fully compliant with "NATO
Quality Control System Requirements for Industry",
AQAP-1.
3.3.7.5 Q̲A̲-̲S̲y̲s̲t̲e̲m̲
The standard QA system comprises a series of functions
among whuich are:
o Q̲u̲a̲l̲i̲t̲y̲ ̲P̲l̲a̲n̲n̲i̲n̲g̲
At an early point in the contract performance,
the quality requirements are reviewed and a contract
related Quality Plan is established. This plan
is based on the standard QA system but may contain
amendments or exemptions, if necessary. The plan
contains detailed scheduling of QA participation
in such activities like design reviews, factory
test, acceptance test, etc.
o D̲e̲s̲i̲g̲n̲ ̲C̲o̲n̲t̲r̲o̲l̲
The QA system provides strict control of all new
designs of both hardware and software. Design Reviews
are scheduled and performed and no design is released
for production/programming without proper approval.
o C̲o̲n̲f̲i̲g̲u̲r̲a̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲C̲h̲a̲n̲g̲e̲ ̲C̲o̲n̲t̲r̲o̲l̲
A Configuration and Change Control system assures
that all necessary documentation is established
and baselined. Also software is placed under control
after programming and development test. The Change
Control is managed by a board with participation
of a customer representative, if required.
o W̲o̲r̲k̲ ̲I̲n̲s̲t̲r̲u̲c̲t̲i̲o̲n̲s̲
In all areas where necessary for quality, work
instructions and standards are established. Standards
define the required quality level and instructions
define processes needed to reach that level.
o I̲n̲s̲p̲e̲c̲t̲i̲o̲n̲ ̲a̲n̲d̲ ̲T̲e̲s̲t̲
Detailed procedures are established for Inspection
and Tests to be performed during development, production
and upon completion of the contract (acceptance
test).
o R̲e̲c̲o̲r̲d̲s̲
All inspection and test results - as well as any
other events significant for the documentation
of the product quality - are recorded and kept
in the QA files until completion of the contract.
3.3.8 C̲o̲n̲f̲i̲g̲u̲r̲a̲t̲i̲o̲n̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲
Configuration Management will benefit from the experience
gained on other major projects.
The Configuration Management function covers the following
areas:
o Organisation
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 organisational 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 apporved 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.
3.3.9 C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲ ̲&̲ ̲A̲d̲m̲i̲n̲i̲s̲t̲r̲a̲t̲i̲o̲n̲
Contracts Management and Administration is a staff
function within the division providing support services
to the Project Manager.
The function is responsible for the following:
o Contract terms and conditions in relation to the
customer
o Contract terms and conditions for purchase orders
on sub-contractors and suppliers of standard equipment
and supplies
o Project budgets
o Invoicing
o Settlement of suppliers and sub-contractors
o Finance
o Cost control
The function is required to keep such cost and accounting
records as are required to perform audit consistent
with Danish law and according to the terms and conditions
of the contract.
The function is responsible for the conversion of all
capacity and other budgets and plans into economic
terms permitting the safe establishment of rolling
budgets and long range financial forecasts.
3.3.10 S̲u̲b̲-̲C̲o̲n̲t̲r̲a̲c̲t̲o̲r̲ ̲M̲a̲n̲a̲g̲e̲m̲e̲n̲t̲
The ACDN project will use the already proven SUBCONTRACTOR
CONTROL PROCEDURE for managing subcontractors and major
vendors.
A sub-contractor is defined as an organisation outside
the company performing work in connecton with the project.
The scope of the effort must be such that a legal contract
must be established between Christian Rovsing and the
sub-contractor prior to commencement of work.
T̲h̲e̲ ̲P̲r̲o̲j̲e̲c̲t̲ ̲O̲f̲f̲i̲c̲e̲ is ultimately responsible for the
performance of a sub-contractor.
Before the contract is signed the sub-contractor must
be given a statement of work and schedules for the
task in question. During contract negotiations the
Project Office will assist the contracts department
to ensure that the technical aspects are understood
by the sub-contractor. Furthermore, the Project Office
must ensure that all relevant elements of
o performance schedule
o technical requirements
o management control requirements
o payment principles
are included in the sub-contract.
The following is a description of the major requirements
imposed on a sub-contractor by the Project Office.
P̲l̲a̲n̲n̲i̲n̲g̲ ̲a̲n̲d̲ ̲S̲c̲h̲e̲d̲u̲l̲i̲n̲g̲.̲ The sub-contractor is required
to utilise a planning system which enables the prime
contractor to have full visibility of the sub-contractor's
performance.
S̲u̲b̲-̲C̲o̲n̲t̲r̲a̲c̲t̲o̲r̲ ̲R̲e̲p̲o̲r̲t̲i̲n̲g̲.̲ The sub-contractor will at
regular intervals submit progress reports to the Project
Office. In addition, requests for payment must be submitted
according to principles stated in the contract.
R̲e̲v̲i̲e̲w̲s̲.̲ Project reviews will take place on a scheduled
basis. The Project Office will hold reviews with the
subcontractor in order to access interpretation of
the requirements, progress against schedule and cost
and the early identificaion of potential problem areas.
The subcontractor will present presentation material
in such depth as to give full visibility of the review
period and current status.
S̲u̲b̲-̲C̲o̲n̲t̲r̲a̲c̲t̲o̲r̲'̲s̲ ̲O̲r̲g̲a̲n̲i̲s̲a̲t̲i̲o̲n̲.̲ Sub-contractor is requested
to set-up a project organisation. The sub-contractor
must provide, to be included in the contract, a description
of the organisation including relevant responsibilities
assigned to members of the organisation. This description
will also describe the interface points between the
subcontractor and the ACDN project organisation.
P̲u̲r̲c̲h̲a̲s̲i̲n̲g̲ ̲D̲e̲p̲a̲r̲t̲m̲e̲n̲t̲ is the official channel for release
of work packages and funds to the sub-contractor. This
is usually done by an invoice referencing the contract.
C̲o̲n̲t̲r̲a̲c̲t̲s̲ ̲D̲e̲p̲a̲r̲t̲m̲e̲n̲t̲ has the responsibility for the
generation and negotiation of the sub-contract.
Q̲u̲a̲l̲i̲t̲y̲ ̲A̲s̲s̲u̲r̲a̲n̲c̲e̲ ̲D̲e̲p̲a̲r̲t̲m̲e̲n̲t̲ must ensure that applicable
quality control requirements are imposed on sub-contractor
by incorporation in the contract. When work is being
performed the department is responsible for controlling
that the requirements are being followed.
3.3.11 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲ ̲&̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
3.3.11.1 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲c̲o̲g̲n̲i̲t̲i̲o̲n̲
From project start to start of acceptance test the
exchange of information between the Project Manager
and the customer is performed via:
- regular meetings
- progress reports, and
- telexes, letters, and telephone
The information to be exchanged makes it possible for
the customer to monitor the project and continually
to be kept informed about the status of the product
and thus enables the customer to intervene if some
deficiencies which might not be covered by the specification
are foreseen.
In case that such deficiencies should occur, these
are handled as Change Requests, which are acted upon
by the Project Manager specifying the cost and schedule
impact that the change might create.
However, in case that the Project Manager recognizes
that a specific requirement cannot be fulfilled within
the frame of the project he immediately informs the
customer and includes suggestions for the soluton.
3.3.11.2 M̲e̲e̲t̲i̲n̲g̲s̲
During the period of design, development, and implementaton
regular meetings are held between the customer and
the Project Manager. Discussions at these meetings
deal with the concept of the equipment, the various
solutions affecting the operation, and possible modificaitons
and changes, which are requested during the period.
In order to achieve a minimum response time in decision,
the mutual agreeable changes and conclusions obtained
during these meetings automatically form part of the
work statement and the specificaiton.
3.3.11.3 R̲e̲p̲o̲r̲t̲i̲n̲g̲
The reporting by the Project Manager consists of:
- progress reports
- minutes of progress meetings with the Project Team
- minutes of other relevant meetings and
- other documents associated with the control, the
test and the delivery of the product.
Progress Reports describing all activities regarding
design, manufacturing and management are submitted
at regular intervals according to negotiation between
Christian Rovsing and the customer.
The contents of Progress Reports are typically as follows:
o Technical Status
- Technical Summary
- Assembly Level Progress Report
o Outstanding problems
o Quality Assurance Status
o Schedule Status & Report
o List of documents received and submitted within
the reporting period
o Action Item List
The scheme presented above has been used successfully
on other projects including development efforts.
3.3.11.4 P̲r̲o̲b̲l̲e̲m̲ ̲R̲e̲s̲o̲l̲u̲t̲i̲o̲n̲
Whenever internal problems and deviations are ascertained
the Project Manager refers the matter to the party
responsible.
The Project Manager takes action if responsibility
for the problem discovered is difficult to place.
Questions relating to the financial and economic schedules
of the project re-referred by the Project Manager to
Contracts Management for consideraion.
QA problems within production are referred to the Operations
Manager and the Project Manager.
3.3.11.5 C̲u̲s̲t̲o̲m̲e̲r̲/̲C̲o̲m̲p̲a̲n̲y̲ ̲C̲o̲o̲r̲d̲i̲n̲a̲t̲i̲o̲n̲
Possible problems which may arise and which require
customer acton are reported directly to the customer
by telex for necessary follow-up and action, whatever
the case may be.
3.4 P̲r̲o̲j̲e̲c̲t̲ ̲I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲i̲o̲n̲ ̲P̲l̲a̲n̲
3.4.1 B̲a̲r̲ ̲C̲h̲a̲r̲t̲ ̲o̲f̲ ̲A̲c̲t̲i̲v̲i̲t̲i̲e̲s̲ ̲a̲n̲d̲ ̲M̲i̲l̲e̲t̲o̲n̲e̲s̲
Below Figure I 3.4.1-1 shows the bar chart of activities
for the Air Canada Data Network (ACDN) project.
The bar chart gives an overview of the activities involved
and indicates the milestones where progress is monitored.
It is seen that the initial installation of the Toronto
site starts 15 months after date of order. This lead
time is caused by the S/W development time which including
sytem integration and test at Christian Rovsing factory
is scheduled for a duration of 15 months for a full
capability S/W system. However, earlier delivery can
be achieved by a phased S/W development with implementation
of a limited capability network in 1983. We would
like to discuss this possibility further with Air Canada
in order to meet the requested delivery date 1. quarter
1983.
Figure I 3.4.1-1
3.4.2 D̲e̲l̲i̲v̲e̲r̲y̲ ̲S̲c̲h̲e̲d̲u̲l̲e̲
At this stage the following major milestones are identified.
1. S̲y̲s̲t̲e̲m̲ ̲R̲e̲q̲u̲i̲r̲e̲m̲e̲n̲t̲ ̲S̲p̲e̲c̲i̲f̲i̲c̲a̲t̲i̲o̲n̲
At the end of this phase a complete system requirement
specification will be approved by both parties.
The duration of this phase assumes that a preliminary
specification has been established during the contract
negociation phase. This preliminary specification
becomes final by adding detail, not by changing
scope.
2. S̲y̲s̲t̲e̲m̲ ̲D̲e̲s̲i̲g̲n̲ ̲
During this phase the system will be specified
down to the functional level of the individual
system element. This phase may overlap the System
Requirements phase as some system design areas
may commence based on the preliminary specifications.
The phase will be completed by a system design
review.
3. D̲e̲t̲a̲i̲l̲e̲d̲ ̲D̲e̲s̲i̲g̲n̲
Based on the approved system design the detailed
design will be performed. The result of this phase
is "Code-to" computer program specifications.
This phase may be subdivided in a preliminary design
and a final design phase.
4. C̲o̲d̲e̲ ̲a̲n̲d̲ ̲U̲n̲i̲t̲ ̲T̲e̲s̲t̲
Each identified S/W Module will be coded and a
unit test performed. Each unit test will be documented
by a Module test report.
5. S̲u̲b̲s̲y̲s̲t̲e̲m̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲i̲o̲n̲
Modules will be integrated into subsystems and
each subsystem will be tested according to a test
procedure.
6. S̲y̲s̲t̲e̲m̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲i̲o̲n̲
This phase is completed by a System Integration
test performed for each major system in the network.
There will be a system test for the following elements:
Node, NCC, Gateway, NMH and EMH.
7. N̲e̲t̲w̲o̲r̲k̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲i̲o̲n̲ ̲&̲ ̲T̲e̲s̲t̲
Finally the Network Systems will be interconnected
in the Christian Rovsing factory for the verification
of the entire network functioning. This phase
will be completed by a provisional Network acceptance
test, and will be a prerequisite for subsequent
site installation and final network integration.
8. S̲i̲t̲e̲ ̲I̲n̲s̲t̲a̲l̲l̲a̲t̲i̲o̲n̲
This activity commence in Toronto 15 months after
order date and is completed by a site acceptance
test which verifies the proper functioning of the
installed equipment. Before shipment the equipment
has been verified by a similar factory acceptance
test at Christian Rovsing factory
9. N̲e̲t̲w̲o̲r̲k̲ ̲I̲n̲t̲e̲g̲r̲a̲t̲i̲o̲n̲,̲ ̲F̲i̲n̲a̲l̲
After Site Installation the Network will be integrated
and a Final Network Acceptance test performed.
Integration will be performed in two phases:
Phase I: Network integration of nodes in Toronto
and Montreal
Phase II: Network integration including all nodes
(Toronto, Montreal and Winnipeg).
Montreal Site is installed in month No. 17 - 18,
and finally Winnipeg Site is installed in Month
No. 26-27, which is mid. 1984.
10. S̲i̲t̲e̲ ̲U̲p̲g̲r̲a̲d̲e̲s̲
Upgrades after 1985 are done by means of standard
expansion racks, which are described in section
III 5.3.9, of the tehcnical proposal.
3.4.3 W̲o̲r̲k̲ ̲B̲r̲e̲a̲k̲d̲o̲w̲n̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲ (WBS)
A detailed WBS will be established at the start of
the program. The higher level activities and associated
work package descriptions will be established as part
of the contract. The WBS will be implemented in an
integrated computer system which provides plot of bar
charts and activity networks.
3.4.4 C̲a̲n̲a̲d̲i̲a̲n̲ ̲S̲u̲p̲p̲o̲r̲t̲ ̲S̲t̲r̲u̲c̲t̲u̲r̲e̲
As mentioned in para. 3.2.2.4 CNCP's experience with
complex computer-based switching system has resulted
in the development of an enviable capability to engineer,
install and maintain such systems.
3.4.4.1 I̲m̲p̲l̲e̲m̲e̲n̲t̲a̲t̲o̲n̲ ̲T̲e̲a̲m̲
The Air Canada System implementation activities will
be co-ordinated by a Project Manager reporting to the
CNCP Director of Operations. The Project Manager's
responsibility will be to provide overall co-ordination
of all functional activities related to the installation
of the Christian Rovsing Systems in Toronto, Montreal
and Winnipeg. The function of the Project Manager will
be to interface with Christian Rovsing in all aspects
of the delivery, installation and turn-up phases of
the project and to liaise with Air Canada on the installation
phases of the project, where required.
Also assigned to the implementation team is a CNCP
Professional Engineer. The Engineer will be actively
involved in the site preparation activities, the production
of site installation plans and the site verification.
He will also laise with Christian Rovsing to determine
the power, cooling space and cabling requirements for
the system as well as supervise the installation of
the hardware.
The implementation team will also include a CNCP Computer
Equipment Instructor, who after receiving formal training
at the Christian Rovsing facilities in Denmark will
be responsible for the additional training of Computer
Technicians in Canada. He will conduct and supervise
classroom, on-the-job and refresher training of Computer
Technicians to ensure they acquire and retain the necessary
skills and knowledge to maintain, take corrective action
and restore to service, all CR80 computer systems and
associated peripheral equipment in the computer centre.
CNCP currently has 18 fully qualified computer technicians
in Toronto, 12 in Montreal, and their Winnipeg computer
installations are supported by regular equipment technicians
who are trained to maintain to the board level. A number
of these technicians depending on the site location,
will receive additional training on the Christian Rovsing
CR80 Systems and be responsible for the installation
and hardware verificaion of the systems in Canada.
They will then assume the responsibilities for on-going
preventive and emergency maintenance of the systems.
CNCP Telecommunications presently maintains a staff
of installers throughout Canada. Formal training will
be given to one of these installers on the physical
attributes of the Christian Rovsing CR80 systems. The
installers at each site under the guidance of the engineer
and the trained installer, will be responsible for
the uncrating and assembly of the equipment racks and
for the installation of all cabling.
3.4.4.2 O̲n̲-̲g̲o̲i̲n̲g̲ ̲M̲a̲i̲n̲t̲e̲n̲a̲n̲c̲e̲ ̲S̲u̲p̲p̲o̲r̲t̲
As mentioned in para. 3.4.4.1 the Computer Technicians
involved with the installation of the CR80 systems
will also assume the responsibility for the on-going
maintenance of the systems.
In Toronto, 5 Computer Technicians will be assigned
to support the system on-site, 24 hours a day. Their
reporting line is within the CNCP department responsible
for all of their computerized data communication systems.
This department has the full resources of the CNCP
engineering and operational departments available for
consultation and assistance.
In Montreal, 2 Computer Technicians will be assigned
to support the system, 24 hours a day. Their reporting
line is within the CNCP department in Montreal responsible
for the support of the computerized data communication
systems located in Montreal. Again this department
has the full resources of the engineering and operational
departments available to it, as well as they can call
upon the Toronto installation for assistance should
the need ever arise.
In Winnipeg, 2 Computer Technicians will be assigned
to support the system, 24 hours a day. Their reporting
line is within the CNCP department in Winnipeg responsible
for all equipment maintenance, including the board
level repair of similar computerized systems. Should
the need arise additional levels of support will be
available from the Toronto installation, including
Computer Technicians, Engineers, etc.
3.5 K̲e̲y̲ ̲P̲e̲r̲s̲o̲n̲n̲e̲l̲
We believe that Christian Rovsing has the right combination
of management and technical skills that are essential
for the successful design and implementation of the
Data Network for Air Canada (ACDN).
The project management organisation has been presented
in Fig. I 3.3.5. A highly integrated team of engineers
and specialists will be assembled around this management
core.
Details of the background and experience of the key
personnel who will be assigned to the ACDN project
are presented on the following pages.
Their functions qwithin the project team are identified:
Mr. Keld M]nsted - Project Manager
Mr. Mehboob E. Chakera - Engineering Manager
Mr. Lars Skov Jensen - Operations Manager
Mr. Ole W. Eskedal - Logistics Manager
Mr. Henrik [st Hansen - Systems Engineer
Mr. Holger Bay - Hardware Manager
Mr. J]rgen Vahlstrup - Software Manager
C.V. for KM[ inds`ttes her
C.V. for MEHBOOB CHAKERA
C.V. for LSJ
C.V. for OWE
C.V. for H[H
H[H forsat
C.V. for HBA
HBA fortsat
C.V. for JRV
JRV fortsat
3.6 C̲o̲r̲p̲o̲r̲a̲t̲e̲ ̲H̲i̲s̲t̲o̲r̲y̲ ̲&̲ ̲O̲r̲g̲a̲n̲i̲s̲a̲t̲i̲o̲n̲
3.6.1 C̲o̲m̲p̲a̲n̲y̲ ̲B̲a̲c̲k̲g̲r̲o̲u̲n̲d̲
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
programme. It has since participated in most of the
major ESA programmes. Successful participation in these
programmes has broadened the company's resources, 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.
The experience gained from engagement in the European
space programme 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 Programme. 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.
Fron the design and production switching power supplies
from the European space programme 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 programmed
undertaken by both commercial and defence customers.
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 now acquired extensive
experience in the design, development and manufacture
of computer and aerospace electronics.
Billed af CR A/S inds`ttes
3.6.2 C̲o̲m̲p̲a̲n̲y̲ ̲O̲r̲g̲a̲n̲i̲s̲a̲t̲i̲o̲n̲
Christian Rovsing was founded in 1963. In the first
year the company worked mainly in a consulting and
advisory capacity within the EDP field. Activities
developed strongly in the first year, and the business
gradually changed character from consultant to supplier
of EDP systems.
Around 1970, with 70 employees, the company was organised
into an EDP division and an electronics division. Today,
the company employs over 600 people and has an annual
turnover of approx. 150 million Kroner ($22 mio) -
1980.
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.
COMPANY ORGANISATION
Christian Rovsing has a plan of organisation corresponding
to the two main fields in which the company operates:
o Data Processing
o Electronics
As can be seen from the organisation chart there are
today three major divisions within the company.
o Data Processing Division
o Electronics Division
o Systems Division
and three wholly owned subsidiaries:
o Christian Rovsing Corporation in Los Angeles, California
supports the mother company in major contracts
with North American customers and has its own software
development centre.
o Christian Rovsing International located in Copenhagen
delivers computer systems for communication nets
and process control, and contract staff to large
international customers.
o CR Card System located in Copenhagen delivers electronic
systems for the automation of gas (petrol) stations.
The Data Processing Division is located in 5,000 sq.
metre 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 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.
3.6.3 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
System, 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
Radio 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 programmes, this
division 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 being expanded from 300 CR80
computers per year towards 1000 per year by the end
of 1981.
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 specialises in the
design of OEM equipments, 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.
ELECTRONICS DIVISION
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.
3.6.4 S̲y̲s̲t̲e̲m̲s̲ ̲D̲i̲v̲i̲s̲i̲o̲n̲
The Systems Division was structured late in 1979. Systems-related
activities were consolidated tio improve the handling
of large, integrated hardware/software data communications
programmes. The division is organised on a project
basis including CAMPS and FIKS. 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 ground based remote sensing 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.
SYSTEMS DIVISION
3.6.5 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 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.
DATA PROCESSING DIVISION
3.6.6 P̲e̲r̲s̲o̲n̲n̲e̲l̲ ̲&̲ ̲F̲a̲c̲i̲l̲i̲t̲i̲e̲s̲
3.6.6.1 E̲m̲p̲l̲o̲y̲e̲e̲ ̲P̲r̲o̲f̲i̲l̲e̲
The company employs over 600 persons.
Approximate staffing levels by functional groupings
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
3.6.6.2 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.) 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.̲ ̲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 Other 9,300 99,500
3.6.7 E̲x̲c̲e̲r̲p̲t̲s̲ ̲f̲r̲o̲m̲ ̲C̲h̲r̲i̲s̲t̲i̲a̲n̲ ̲R̲o̲v̲s̲i̲n̲g̲ ̲1̲9̲8̲0̲ ̲A̲n̲n̲u̲a̲l̲ ̲R̲e̲p̲o̲r̲t̲
1980 was a year of continued expansion. Sales increased
to Dkr. 144.8 million from 106.4 million in 1979, a
rise of 36 per cent. 1980 thus became the seventh year
in succession showing a rise in sales of more than
20 per cent.
Consolidated net profit amounted to Dkr. 5.9 million.
At Dkr. 60.4 million exports accounted for more than
40 per cent of sales.
o S̲t̲a̲t̲e̲m̲e̲n̲t̲ ̲o̲f̲ ̲I̲n̲c̲o̲m̲e̲ ̲(̲0̲0̲0̲,̲0̲ ̲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
o B̲a̲l̲a̲n̲c̲e̲ ̲S̲h̲e̲e̲t̲ ̲(̲0̲0̲0̲,̲0̲ ̲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
Reserves funds 14,722
8,795
o K̲e̲y̲ ̲F̲i̲g̲u̲r̲e̲s̲ ̲(̲0̲0̲0̲,̲0̲ ̲D̲k̲r̲.̲)̲
1975 1976 1977 1978 1979
1980
Turnover 32,432 39,958 66,210 86,010 106,397
144,840
Operational
result 1,871 2,120 6,302
5,927
Number of
employees
(average) 167 185 226 285 334
431
Total assets 8,398 17,023 24,144 36,073 53,824
110,805
Own capital 1,081 1,316 3,187 5,193 11,495
17,422
Picture of Production Assembly
