NPIC DATA SYSTEM DATA AND CONTROL SEGMENT ACQUISITION PHASE VOLUME III MANAGEMENT PROPOSAL

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84T00037R000400060001-1
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 163
• Document Creation Date: December 28, 2016
• Document Release Date: September 7, 2007
• Sequence Number: 1
• Publication Date: February 24, 1982
• Content Type: REPORT

NPIC DATA 1S
EGMENT'
DATA AND
ACQUISI PHASE
VOLUME Nl.
MANAGEMENT PROPOSAL
STAT
24 Fsbru y 1Y62
UNCLASSIFIED
? K
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
?
NPIC DATA SYSTEM
DATA AND CONTROL SEGMENT
ACQUISITION PHASE
VOLUME III
MANAGEMENT PROPOSAL
STAT
?
This data, furnished in connection with Request for Proposal 82-B-015 as amended, shall not be dis-
closed outside the Government and shall not be duplicated, used, or disclosed in whole or in part for
any purpose other than to evaluate the proposal. If a contract is awarded to this offeror as a result of
or in connection with the submission of this data, the Government shall have the right to duplicate,
use, or disclose the data to the extent provided in the contract. This restriction does not limit the
Government's right to use information contained in the data if it is obtained from another source
without restriction.
STAT
?
UNCLASSI FI ED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSI FI ED
S
Section
Page
2.0
CORPORATE COMMITMENT
111-2-1
2.1
Corporate Structure
111-2-4
2.2
Corporate Support
111-2-8
2.3
Facilities
111-2-12
3.0
PROJECT MANAGEMENT
111-3-1
3.1
Organization
111-3-1
3.1.1
Subcontractor Organization
111-3-6
3.1.2
Organizational Responsibilities
111-3-8
3.2
Project Management
111-3-10
3.2.1
Project Management Plan Overview
111-3-12
3.2.2
Government Visibility
111-3-14
3.3
Subcontractor Management
111-3-15
3.4
Security
111-3-18
3.4.1
Security Procedures
111-3-20
3.4.2
Secure Facilities
111-3-22
3.5
Issues
111-3-24
?
4.0
PROGRAM CONTROL
111-4-1
4.1
Plans and Methodology
111-4-1
4.2
Cost and Schedule Control
111-4-4
4.2.1
Program Control Management System (PCMS)
111-4-4
4.2.2
Schedule Management
111-4-8
4.3
Quality Assurance
111-4-12
4.4
Configuration Management
111-4-16
4.5
Logistics Management
111-4-22
5.0
PROJECT PLANS
111-5-1
5.1
Master Schedule
111-5-1
5.2
Systems Engineering Management Plan
111-5-6
5.2.1
Organization and Relationship
111-5-6
5.2.2
Methodology
111-5-10
5.2.3
Activity Plan
111-5-14
5.3
Software Development Plan
111-5-16
5.3.1
S/W Organization and Responsibilities
111-5-18
5.3.2
S/W Products Control and Methodology
111-5-20
5.3.3
Activity Plan
111-5-24
5.4
IWS Hardware Development Plan
111-5-28
5.4.1
Organization and Responsibilities
111-5-28
5.4.2
Methodology (Plans & Controls)
111-5-32
5.4.3
Activity Plan
111-5-34
?
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
Section
Contents (Continued)
?
Page
5.5
Verification and Test Plan
111-5-36
5.5.1
Organization and Relationships
111-5-36
5.5.2
Methodology
111-5-38
5.5.3
Activity Plan
111-5-42
5.6
Operations and Maintenance Plan
111-5-46
5.6.1
Organization and Relationships
111-5-48
5.6.2
0 & M Methodology
111-5-50
5.7
Training Plan
111-5-52
5.7.1
Organization and Relationships
111-5-53
5.7.2
Methodology
111-5-54
5.7.3
Activity Plan
111-5-57
6.0
PERSONNEL
111-6-1
6.1
Key Personnel
111-6-1
6.2
Staffing and Clearance Plan
111-6-4
7.0
EXPERIENCE AND PAST PERFORMANCE
111-7-1
7.1
Launch Processing System (LPS)
111-7-3
7.2
Shuttle Data Processing Complex (SDPC)
111-7-4
7.3
Applications Development & CAMS
111-7-5
7.4
Star/All Star/Doric
111-7-6
7.5
ASG
111-7-7
7.6
Battlefield Exploitation/Target Acquisition
(BETA)
?
Test Bed
111-7-8
7.7
AFSCF/Computer Program Integration
Contractor (CPIC)
111-7-9
8.0
ALTERNATIVE MANAGEMENT APPROCHES
111-8-1
Appendix
B1
D/C Segment Statements of Work
1
B2
Personnel Resumes
1
B3
Schedules
1
?
I Inln1 AC`C`! CI CI"1
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84TOO037ROO0400060001-1
UNCLASSI FI ED
Figure
Page
2.0-1 Corporate Actions to Assure NDS Commitments
111-2-1
2.0-2 Subcontractors' Letter of Commitment
111-2-3
2.1-1 D/C Segment Project Within
111-2-4
STAT
2.1-2 D/C Segment Project Within FSD
111-2-5
2.1-3 Subcontractor Organizations
111-2-6
2.1-4 Membership of Advisory Councils
111-2-7
2.2-1 Work Station Investment Pilot Model
111-2-9
2.3-1
=Facility
111-2-13
STAT
2.3-2 D/C Segment SCIF
111-2-13
2.3-3 Large Conference Room
111-2-13
2.3-4 Simplified Layout of the Development and Test
Laboratory
111-2-13
3.1-1 NDS D/C Segment Development Organization
111-3-3
3.1-2 Key Managers and Consultants
111-3-4
3.1-3 Operational Support Organization
111-3-5
3.1.1-1
Development Organization
111-3-6
STAT
3.1.1-2
(
Development Organization
111-3-7
STAT
3.1.1-3
Development Organization
111-3-7
3.1.2-1 SOW to WBS Correlation
111-3-9
3.2-1 Integrated Management
111-3-11
3.2.1-1 Project Plans, Control, and Visibility
111-3-13
?
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84TOO037ROO0400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
Illustrations
Figure
Page
is
3.3-1 Subcontractor's Responsibilities
111-3-16
3.3-2
Team Interactions
111-3-17
STAT
3.4-1 Security Organization and Functions
111-3-18
3.4.1-1 Security Standard Practice Procedures
111-3-21
3.5-1 Issues for Continuing Analysis
111-3-25
4.1-1 Features of Management Control Concepts
111-4-1
4.2.1-1
El Programs That Use PCMS
111-4-4
STAT
4.2.1-2 PCMS Documentation Flow and Responsibilities
111-4-7
4.2.2-1 Sections of the Project Master Control Plan (PMCP)
111-4-9
4.3-1 HQA Process
111-4-13
4.3-2 SQA Process
111-4-15
4.4-1 D/C Segment Project Configuration Management
Organization
111-4-17
?
4.4-2 Preliminary Listing of CM Controlled Documentation
to be Prepared by ISM
111-4-19
4.4-3 D/C Segment Change Control Boards
111-4-19
4.4-4 Change Processing Flow
111-4-19
4.5-1 Elements of the Maintenance and Logistics Plan
111-4-23
5.1-1 NPIC D/C Segment Master Schedule
111-5-2
5.1-2 Development and Test Laboratory Schedule
111-5-4
5.2.1-1 System Engineering Organization and Responsibilities
111-5-7
5.2.2-1 SE Methodology Overview
111-5-11
5.2.2-2 Example of Trade Study Methodology
111-5-13
5.2.3-1 SE Activity Summary
111-5-15
5.2.3-2 SE Activity Schedule
111-5-15
is
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
Illustrations (Continued)
Figure
Page
5.3.1-1
S/W Development Organization and Responsibilities
111-5-19
5.3.2-1
The Emerging Products of Software Development
111-5-21
5.3.2-2
FSD S/W Standards and Practices
111-5-21
5.3.2-3
CPCI Source Line Estimates
111-5-22
5.3.3-1
S/W Risk Containment
111-5-24
5.3.3-2
Software Activity Schedule
111-5-26
5.3.3-3
Detail CPCI Development Plan
111-5-27
5.4.1-1
Hardware Development and Acquisition Organization
and Responsibilities
111-5-31
5.4.2-1
Hardware Development Methodology & Plan
111-5-33
?
5.4.2-2
Hardware Development Activity Overview
111-5-33
5.4.3-1
Hardware Activity Schedule
111-5-35
5.5.1-1
Integration Test and Transition Organization and
Responsibilities
111-5-37
5.5.2-1
Test and Verification Methodology Overview
111-5-39
5.5.2-2
Segment Verification Plan
111-5-40
5.5.2-3
Test Documentation Tree
111-5-41
5.5.3-1
Source Lines of Code (X103) Integrated/Tested
per Quarter
111-5-42
5.5.3-2
Major Milestones
111-5-43
5.5.3-3
IT&T Activity Schedule
111-5-45
5.6.1-1
Phase 1 0&M Organization and Responsibilities
111-5-49
5.6.1-2
Phase 2 O&M Organization and Responsibilities
111-5-49
5.6.2-1
Discrepancy Report Process Flow
111-5-51
?
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
Illustrations (Continued)
Figure
Page
5.7-1
Training Challenges
111-5-52
5.7.1-1
Training Organization and Responsibilities
111-5-53
5.7.2-1
System User Categories
111-5-55
5.7.2-2
Training Courses
111-5-56
5.7.3-1
Training Activity Schedule
111-5-57
6.1-1
Key Personnel Committed to D/C Segment Project
111-6-3
6.2-1
Staffing Profile
111-6-5
6.2-2
Project Management Staffing Plan
111-6-6
6.2-3
Systems Engineering Staffing Plan
111-6-7
6.2-4
Development Staffing Plan (3 Sheets)
111-6-8
6.2-5
Support Staffing Plan
111-6-10
6.2-6
Staffing Plan by Skill and Level
III-6-11
7-1.
Experiment & Past Performance
111-7-2
8.0-1
Alternative Development & Staffing Impact
111-8-3
8.0-2
Alternative IWS Configuration Impact
111-8-4
8.0-3
Alternative Facility Impact
111-8-5
is
is
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
0
is
?
The NPIC Data System will undergo significant changes during the 1980s to meet the
new requirements of its users. understands the critical importance of this sy:STAT
to the nation's security. Two key o jectives must be achieved to be successful.
First, the new capabilities to support additional data sources must be delivered on
time for the BOC within tight funding constraints; and second, a system concept must
be provided for FOC which significantly improves the capabilities of the image
analyst to perform their job easier and with greater productivity.
The Team has the project management abilities, techniques and experience to meISTAT
these objectives. We have managed large complex data processing systems for other
Government programs, such as Apollo, Shuttle, LAMPS and our current Data System,
Modernization (DSM) and Global Positioning System (GPS) programs, and have developed
the management expertise required to deliver systems within cost and on schedule.
7is highly committed to the success of the NDS program. Our project will repor STAT
directly to an
focus and quick access
successful managers -
Vice President to provide proper execu STAT
- to be the Program Manager. He has extensive STAT
through out F] We have assigned one of our m STAT
experience in the Intelligence Community and has managed the development of other
large complex systems.
We have developed a detailed plan to staff the NDS program. All of the 166 people
required at contract start have been identified and 72% either have NDS clearances or
only require crossover. Also, we have identified 59 key personnel who will be
included under the key personnel clause.
The required secure facilities are already under construction so that we will be ready
to initiate full program activities the day of contract award.
has teamed with three other companies which complement the kills and brinSTAT
key experience to the program. brin s ind76 STAT
knowledge and experience with NDS operations. The IAI
currently under contract to provide integrated work stations for the Navy and Army
intelligence activities; they bring unique Integrated Work Station concepts to NPIC
which will provide more function to the analysts thereby significantly improving
their productivity. The has performed a wide range of system concSTAT
studies with Intelligence Community Staff, the DIA and other government agencies and
have excellent insight into NDS requirements.
techniques for management of large complex systems will be key to the succesSTAT
of the NDS D/C Segment implementation. These techniques are formulated around four
concepts: (1) firm baseline points throughout the program lifecycle; (2) rigorous
techniques to control changes to these baselines; (3) tracking and evaluating
detailed technical status frequently; and (4) providing an on-going evaluation of the
cost and schedule status of the program. Our day to day management of the program is
tracked through the Program Management Control Plan (PMCP) which collects, at a
detailed level, a description and schedule all project tasks and permits tracking
of target and actual completion dates. Program costs are tracked through the Program
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
Control Management System (PCMS) which incorporates management estimates of cost to
complete individual technical milestones, and provides comparison of this to the ?
actual cost incurred. These two management tools provide key insight into pro-
gram status and permit both= and Government executive management good understand- STAT
ing of program status and direction.
The key challenge of the D/C Segment schedule is the development of the BOC software.
During the DCP, the 0 team performed a comprehensive code audit of the existing STAT
system to ensure thorough understanding of the job to be performed. As a result of
this audit, we have maximized retention of existing code at BOC and partitioned the
CPCIs in a manner which permits parallel development without incurring risk. We have
also developed ways to utilize commercially available software products to reduce the
amount of software to be developed. This is the basis for our confidence that we can
achieve the BOC milestone.
has developed comprehensive software development methodologies and software
engineering practices which have been proven successful on other large software
development programs. These techniques focus on intensive reviews of individual pro-
gram design and code which enables early detection of problems and significantly
reduces the cost of their correction. In addition, these techniques enable the inte-
gration and testing of the software to proceed in a controlled and predictable manner.
We feel our demonstrated ability in this area is the best in the industry.
To facilitate the review of this proposal, a cross-referenced compliancy matrix is
provided in Appendix B-4. This matrix correlates the RFP's Instructions to specific
Sections in this Proposal.
STAT
?
?
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSI FI ED
0
?
?
The a team recognizes the national importance of the NDS program to the Nation's STAT
security. We have committed the people, facilities and resources to assure
successful implementation of the D/C Segment.
Success of the NPIC Data System (NDS) requires that the D/C Segment contractor under-
stand the system's requirements and be fully prepared to assign the people, facili-
ties, financial resources and management attention needed to achieve the program's
objectives.
( ~ T A T
wants to participate in the NDS program. The D/C Segment matche charte:STAT
to undertake challenging, nationally important programs. It ties to other proSTAT
grams and objectives, and allows us to apply our skills in data base managemen and
high speed transactions technology to the NDS problem.
We believe our record of performance on DCP has demonstrated our technical expertise,
management commitment and customer responsiveness. We made all our deliveries on
schedule and we showed flexibility and open-mindedness in responding to NDPO direction.
Our Corporate managements are resolved to see that this dedicated commitment continues
throughout SAP. Figure 2.0-1 highlights the commitments we have made to the SAP.
Figure 2.0-2 makes clear the all-out support of our subcontractors.
PROJECT
MANAGEMENT
ORGANIZATION
REPORTING
EXECUTIVE
ATTENTION
STAFFING
CONSULTANTS
CONTINUITY
INVESTMENTS
FACILITIES
Two Advisory Councils, Management and Technical, To Review/Advise
Project; Composed Of SenioiPlAnd Subcontractor Executives.
380 Positions, Corresponding to Full Peak Load Requirements, Identified and
Filled, By Name.
Imagery Analysis Authorities
Advise Staff, Particularly On Operational Issues.
Project Team Will Continue Activities Through To Contract Award, To Assure Fast,
Effective Start-Up.
And Subcontractors Have Invested More Tharl Preparing For D/C Segment
Project.
Figure 2.0-1. Corporate Actions to Assure NDS Commitments
STAT
STAT
STAT
STAT
STAT
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
February 24, 1982
Mr. R. P. Hazzard
Director, National Photographic
Interpretation Center
Washington, D. C. 20023
Dear Mr. Hazzard:
I am pleased to commi resources to the
successful development of the NPIC Data System. We have worked for
nearly a year with your NPIC Development Program team, and we realize
the critical nature of the NPIC Data System to the nation's security,
We are also sensitive to the need for a cost-effective system solution
to your requirements.
The Data and Control Segment development activity is consistent with the
mission and experience of I have followed
the development of our approach during the Study Phase and the Design
Competition Phase and I assure you that I will continue to give the NPIC
Data System Program the highest= priority throughout the System
Acquisition Phase.
I have personally selected the senior managers for the program and have
positioned the program reporting to the Vice President, Defense and
Space Systems rovidin us with maximum visibility of the program
performance. our program director, is uniquely qualified
to lead our effort. He has extensive experience within the Intelligence
community. He has successfully managed the large scale software devel-
opment effort for the NASA Space Shuttle, and he is recognized widely
throughout industry for his knowledge of large on-line systems imple-
mentation.
I am completely confident that the resources of th~Cor i
nunled with the skills and experience of our team members,
rovide NPIC with the capability to meet
your technical, schedule and cost objectives. Our Corporations are
committed to your program and eagerly anticipate performing on it.
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
?
STAT
STAT
STAT
S
STAT
STAT
STAT
STAT
STAT
STAT
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
0
?
is pleased to be teamed with
on the NPIC Data Systems program. Our professional association
with N VIC xtends back over the last decade and our commitment
to the team has been demonstratedPst year in the
Study an Design Competition phases. has proposed
a team of highly qualified technical, management and support
personnel capable of ensuring that we meet our tasked commitments
on schedule and within cost.
President of our Government
Sector, and Senior Vice President and
Managing Officer of our Co-cations, Electronics and Intelligence
Division, have been designated to be members or the Program Manage-
ment Advisory Comvni tree and Program Technical Advisory Committee,
respectively. These two senior officers, in addition to approving
and auditing our quality assurance program and management controls,
will meet each month with Vice President
and Manager of our Intelligence Systems Practice and our NPIC
Program Manager, to review the technical, cost, staffing, and
schedule status. These reviews will also exc ine all potential
areas of risk and plans for their reduction or elimination. These
senior managers possess the resources and authority necessary to
provide whatever is required by our program team to ensure a
successful accomplishment of the critical program milestones.
looks forward to a s ccessful relationship
ith as well as the NPIC on this program of extreme
importance to the security of the United States. You have
ocr commitment.
er [r emel, pleased to br a ember So c
teas for line National Jbotograon)c Interpretation Tenter data Control legman'
,stem Pcquisiti on Program. Orecogni:rt that Ints program 's cr ti,:.i1
e National date nhr and is pleased to commit any and al', corporate e.~urces
'eilu'. red td enSU rr its unqualified success.
-his orogra is an extremely cnalienginq ne ewpo ant o'
o entraordinar, m nagr
ned?lC and .ecnnical requtrenpnts, and it e ol -Z,
r*nt a,ten[ion ?n~cn w ledge to provide. Because "I Iate i. rot t'-ogram
n priority enfort,O na ies the fdl'i owing ccrc eon co rCd'a to
ommi:,,ents
]11 iey oar sonnet aentifted a r -v-! will oe a ref ',ll-
ti.me at program initiation for the duration Of the - ontraC[
ce President and :hier Opera tins J to rnsare roar to nds
parr to the total resources of the ~., r, oration.
eveered our proposal a , Ie[[rr. and
~as
I I? Imo 1 ts, Ae are 1-11, drd to ,. ,iq t
On the uatalpntrp Droq ram rhichn rill enhance
on,inuinq r. wUr,i nq rela[pnanip a salrc:Pd md; or command, .antral'
"ummun.cat' on s?and intelligence programs
e pleased Sc be teamed it
a su be ant rector for the NPIC Z. INDP1 program. W. fully
appreciate the importance of this program endOi f omitted vi th highly
qualified technical personnel .od ma na gseent Ise in providing a system
which will be affordable, timely, and in accordance with the user ? requirement.
The NDP program manager has been positioned rithen]en alloy the Corporate
office lull v sibility into the program to ensue ee to project perfomance,
poet and schedule.
e look !area rd c very s cce saful r
o1TTNU
tarb>
t
'wa'
Tw>'
-~
---sc Ma. ITS' Kw
.
II.N
I
psi
stain I nl'
.ti
---IK lKI rot KN
n.b
Mlwll
)Cola!, nl'
'
------a
---rK .I1 t nit Kw
Il.w
l
I
.M1.
MAN51 nl
I
l
I
LICK sell"
t
sail
-
I
+
t
-
A
--a vat it me
M.bl
a s)
i
:
)as 1 1)
,
i
M
__In Pa 11 me$
---.< rNT 1 >K s
___sC IKlls MCTSSSI
.NI
ll.w
ri.w
MaaMl
IINTN
MKUI ; > ,
Mswi~ M'
~ ~y
___IK Islls law
---rK IKIw M assn
N.N
w
n~
MKLI
}01[615
) 'M.
IIKC MaY4sNI
'I
fl.
--.K IIaK i[fr RN
.
M.b
Ta,ll.>I
M
Ia[ )1'I
l
I
l
I
I
this
___IK Iisl 7511 ft.
a.N
`T1
{I
MAn
i
i
aleMSj Ill'I
i
t
`
T
~y
tMl
---1K C: M T[SI
I ; .N
I.bl
I
MMNt
1
-
I McMt
l
M](Te(lf
asl
I
a1KTN}
T }
KT
I
+ ?
A
---sC la
L
9
---IK nl I 'IS' an
.
15.20
ll
aw!
I
SI
MaKeL
~ y
---IK MT L TEST ? [K
)S.K
IalTallaa
MANN
1--~
as
rcs,
T fT
o.N
N
M
} te[Nf
t
MAN
e
11
NIT 1[fl
:7K
.
ri.W
tI(tN
MKIN
--?IK .11 nsr
sal nfT meals s.
>.N
N
S.
.1 -ft
MKIt>
6!0.[.)
MAN
I---y
.K
.
I
---,K all list M[WKS
K all 1ES1 -Iftl[s
s,.N
II.N
+
I
MN l
of ARn
u NI
l IOitPtS
+
yI
.-~
rc
... in IWPST t a t
M.N
I
MT[M)
Meawl
__-IK slat t t ?
__.rte Wallis, , t ?
ss.n
t.N
j
Ma1aN
MARn
MAR,
MMalaSI
~.
_..s0. Pava salve's
M.N
Ma s.3
,60,06,4
I.
---I0. Pepa salwls
75.15
Mlssl.s
MsIN,
TTT
.
a.C
__ Mltalals KoKtf
all. )O
I
Ma11L.5
-a.
is.lsliw
a.n
l
AfXM)
I Mary)
l
s
---a0. t"Is ,t ostis
75.75
1 MMM)
{ IoaaTTNI
751
l
an tests as oMn
1!.50
1
f IIKCN
I oIeNSTT t
nI
---rK le-111.0!115
S.>O
I
ARn
I MAanl
i
75,
I
~~
all
---a0. CKt 1111161
I.N
,
WElls
1 IaITITISwI
TM'
sue.
src
?--IK [KI IISIIKS
in.N
MOSS
MKIn
TM'
~y
--l0. CKl Llsn6!
w.>0
I
,00,0.75
t MK[n
Mensal
~ MA'i
T
TM'
TM
~.y
___tK MINSfa 0a1.K
___I0. MssaKS slalsl
.N
M.ia
I
MAn
Ollr
TM
.----ti
Is
___IK MaaTSS5 alas,
s.)a
]sa s.,
MYaltS
TM
~'
___.K In sss le5TS
11.20
lIK rc!
>e(lls
nt
___i0. llai awl 1ei15
>a.N
I1KCN
a
___an 75111 11 was
M.>s
MS[nl
t7ti5
; Meaa(I
T
W
aat
---I0. Ill II e]
II.N
Waal.
Mn,S
Ka
!-i
is
--'K a
is waoo
Figure 5.3.3-2. Software Activity Schedule
?
STAT
?
IIMMPPI ACCI I n
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 ?
?
?
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
Team
Rest, D/C Segment CPCI R
Pre Exploitation BOC DES PAR DESCD CTI sus PEAC BOC PEAC (O&MI
IOC DES CDR
DES PAR DES CDR CTI PJ~T PEAC BA PEAC (O&M)
Exploitation Mgmt. BOC
IOC
Exploitation BOC
Support
Exploitation
Results
BOC
IOC
Statistics Reporting BOC
IOC
IOC
Materials Mgmt. BOC
IOC
FOC
IOC
BOC
PDR
Host System S/W BOC A Note 3
Host Appl. Support BOC
IOC
Work Sta System S/W BOC
SDR PDR CDR (BOC) CDR (fOC) BOC CDR (FOC)
~-----1982 mik 1983 44 1984 4I 1985 -
M J JASON D J F M A M J J A S O N D J F M A M J JASON D J F M A M J J A
DESPAR DES CACTI Pc , A PEAC BOAC PEAC (0&M)
PDR CDF
DES A DES A CTI
PDR
A Note 3
80C - Basic Operational Canahdlly
CDR Critical Design Review
CTI Code, Test, Integrate Activity
DES Design Activity
FOC Fnal Operahnnal Capa11d11y
erahoual Cenahility
PEAC Pruhlem Evaluation and Cor-eclion Activity
PEAC lO&MI - PEAC durinr, O&M S ~ ort
PDR - Preliminary Design Rcview
POT Preliminary ouabhcation Test ICFC Lcv,,,l
SDR Segment Design Renew
PQT
CTI.
DES PDRCDRCTI~ POT
A C,
DES
DES CDR
POT
ICT
DES CAD R
POT
CTI.
Data Manipulation BOC DES P"D R DES CDR POT
CTI A PEAC AC PEAC(O&M)
DES CDR P1
DES P,DsR Note 2 POT PEAC POT
DES CDR CTI PQT
Command BOC DES PDR DES CDR CTI POT PEAC BOC PEAC(D&M)
& Control .,.., ..~.. .._. POT
POP CDR POT BBC
Query Support BOC DES PDR DES CDR CTI POT PEAC BOC
A
PEAC BOC PEAC IO&MI IOC
PEAC BA PEAC(O&M) IOC
DES PA DES CDR CTI P07 PEAC BOAC IOC
A PEAC10&NI
Work Sta. Appl S/W BOC
IOC
Front End Sys BOC
Legend
POT
C71
PEAC
rno
IDDC FOC
1986 --P
S O N D J F M A M J J A S
IOC
IOC
IOC
IOC
IOC
IOC
IOC
IOC PEAC (O&M)
IOC
IOC
A
PEAC IOC PEAC (O&M) FOC
IOC
.d
-A-
IOC
IOC
Note 1 - No Functional Change for IOC, Only Conversion to New Host.
Note 2 - No Change to Existing Code for BOC.
Note 3 - CPCI Consists of Commercially Supplied Software
FOC
FOC
FOC
FOC
FOC
.d
FOC
FOC
FCC
740C
FOC
FOC
PEAC IO&MI FOC
IOC PEAC (O&M) FOC
PEAC (O&M) FOC
IOC PEAC10&NI FAC
Figure 5.3.3-3. Detail CPCI Development Plan
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
5.4 IWS Hardware Development Plan
An IWS hardware configuration responsive to NPIC functional and operational require-
ments will be fabricated using commercially available components. This approach to
the IWS hardware development activity is low risk and cost effective.
The concept of the intelligent IWS evolved through the NPIC study and design phase
activities. After extensive analysis and breadboarding of available components the
following configurations were selected:
?
a. B-20 alpha-numeric terminal to provide full interactive alpha- STAT
numeric capabilities and limited local processing to support the adminis-
b. B-20 alpha-numeric terminal integrated with an 5216 high STAT
reso ution, Tempest approved graphics display to provide the full A/N and
imagery capabilities to support the analysts.
The remainder of the hardware required by the D/C Segment does not require any develop-
ment or specification since they are commercially available. Commercial ADPE is not
discussed in this plan.
This section presents an overview of the IWS Development Plan including organization
and responsibilities, methodology and activity plan.
5.4.1 Organization and Responsibilities
The IWS H/W Development and Acquisition (HD&A) Organization is defined and tailored
to accommodate the acquisition, integration, verification and test of commercially
available components to develop the IWS.
development of the IWS,
?
IWS -- While a retains overall responsibility for the STAT
has been selected to perform the hardware engineering, STAT
development and installation. 0 is uniquely qualified for this role because of STAT
their experience in the NDS program designing an IWS responsive to the needs of NPIC.
=is also involved in other projects, such as the Navy IAIPS program, which STAT
includes the design and development of work stations to support intelligence analysts.
currently has an operational IWS Development Laboratory, an operational Hardware STAT
a rication Facility and a prototype IWS.
HARDWARE DEVELOPMENT AND ACQUISITION ORGANIZATION -- The HD&A organization consists
of four departments. Figure 5.4.1-1 is a summary of the HD&A organization and each
department's SOW and CDRL responsibilities.
The HD&A manage responsible for the qualified IWS configurations. He reports
directly to th D/C Segment Project Manager. Should additional resources or STAT
areas of expertise be required, the Project Manager has ready access to obtain these
resources. The four departments report directly to the HD&A manager. The Vendor
Management Department will place on-site managers at each of the two vendor facili-
ties, to insure their adherence to the development schedule, STAT
compliance with relevant specifications and to enforce Project Quality Assurance
?
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
Standards. In addition, after the initial delivery of IWS units, the Vendor Manage-
40 ment Department will monitor the repair cycle of returned items. The Hardware
Engineering Department will support System Engineering in development of the CI and
Component Specifications, support PDR and CDR of the IWS hardware, including the
alpha-numeric terminal to graphics display interface, conduct Mean Time Between
Failure (MTBF) and Mean Time to Repair (MTR) analysis, and provide the technical inter-
face between the hardware and software development activities. The Installation and
Checkout Department will develop the IWS facility requirements for inclusion in the
Transition and Integration Plan, assemble the components into an IWS configuration,
perform all tests prior to PQT, and install the IWS units at all locations. The
Integrated Logistics Support Department will develop the IWS Maintenance Manual,
inputs for the Segment Training Plan, and an IWS Operator's Manual. They will also
develop the IWS maintenance concept, and provide for provisioning of spares and
maintenance technicians at each Government site.
RELATIONSHIP TO OTHER ORGANIZATIONS -- The HD&A manager will coordinate with all
counterparts to ensure integrity of the IWS with the total D/C Segment. Each of the
four departments of the HD&A organization are closely linked into other project
organizations to insure that the hardware development is fully integrated into the
total development effort. The Vendor Management Department will enforce Configuration
Management and Quality Assurance standards promulgated by the Project's CM and QA
organizations on the two vendors. The Hardware Engineering Department will receive
the CI specification from the System Engineering Department and will function as the
interface to insure that the evolving software and hardware remain compatible, and
that the hardware and software portions of the Segment Development Plan remain compli-
mentary. The Installation and Checkout Department will provide facility requirements,
? delivery schedules and installation schedules for the Segment Transition and Integration
Plan. They will also provide installation technicians to the Project's Installation
and Checkout Team and assist in tests and demonstrations at the NPIC installation
sites. As installation begins, the Integrated Logistics Support Department will sup-
port the Segment O&M organization and become an integral part of the on-site O&M sup-
port organization. Details of the O&M Plan are contained in Paragraph 5.6 of this
section. The HD&A organization will participate in all project PDR's both internal
and external, all CDR's of software and products that have IWS implications, all
internal configuration control boards, and all status overviews. All IWS hardware
will be subjected to testing by the Project's independent Integration, Test and
Transition organization as described in paragraph 5.5.
?
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSI FI ED
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
?
?
is
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSI FI ED
0
?
?
Vendor
Management
? SOW Primary Responsibility'
- 4.6.2.3 Mod of Commercial
Products
? CDRL Primary Responsibility
- None
as Support Activities
- Monitor Vendor Performance
- Coordinate Changes with Vendors
- Obtain Vendor Supplied Software
- Obtain Vendor Supplied Hardware
- Enforce OA Requirements on Vendor
- Monitor Repair Cycle for
Returned Items
'Same responsibilities for corresponding
IOC and FOC SOW paragraphs
Hardware
Engineering
DiC Segment
Protect
Manager
Hardware
Development
and
Acquisition
? SOW Primary Responsibility'
- 4.6.1 Management (11
- 4.6.2 Design
- 4.6.2.1 Cl Specification
- 4.6.2.2 Component Specification
- 4.6.2.3 Component Specification
? CDRL Primary Responsibility
104 Inputs to Segment
Development Plan
- 131 Test Plans (11
? Support Activities
- Design Hardware
- Conduct PDRs and CDRs
- Perform MTBF &MTR Analysis
- Input to Cl Specification
- Input to Component Specification
Product
Assuranc.
Installation
and
Checkout
? SOW Primary Responsibility'
- 4.6.2.4 Test
? CDRL Primary Responsibility
- None
? Support Activities
- Provide Facility Requirements
- Assemble Hardware
- Install IWS
- Perform Site Acceptance
Tests
- Test All Hardware at
Component and Cl Level
Integrated
Logistics
Support
? SOW Primary Responsibility'
- 4.6.2.5 O&M
? CDRL Primary Responsibility
- 136 Operations Manual (1)
- 146 Training Manual (1)
? Support Activities
- Prepare Hardware
- Maintenance Concept
- Develop Spares List
- Provide IWS Maintenance
- Input to O&M Manual
NOTE:
(1) IWS Input towho has
CDRL Responsibl My
Figure 5.4.1-1. Hardware Development and Acquisition Organization
and Responsibilities
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
5.4.2 Methodology (Plans & Controls)
The NPIC 1-WS will be fabricated from commercially available components, without modi-
An interface cable to be used between the alpha-numeric terminal and the
fications. ?
graphics display will be developed. The entire IWS will be modified to comply with
Tempest requirements.
H/W DEVELOPMENT METHODOLOGY BASED ON USING COMMERCIALLY AVAILABLE COMPONENTS -- Figure
5.4.2-1 provides an overview of our Hardware Development Plan. Even though the IWS
hardware will be fabricated from unmodified, commercially available components, com-
prehensive hardware development management techniques will be used. The hardware
will undergo PDR, CDR, PQT, FQT and integration testing. Figure 5.4.2-2 is an expan-
sion of our hardware development plan activities and their relationship to both IWS
and segment software development. The core of the hardware development activity
will take place in the =Hardware Fabrication Facility (HFF). The HFF is cur-
rently operational and includes all equipment, such as Factory Automatic Test Equip-
ment (ATE) and Factory Special Test Equipment, necessary to fabricate the IWS. A
prototype IWS is also available. This prototype will be delivered to the L__]Develop-
ment and Test Laboratory for use by the Segment system engineers to support their
human factors analysis. The development methodology is quite simple. The two com-
ponent vendors will deliver five (5) 5216's and ten (10) B-20 alpha-numeric
terminals to the HFF. Here the grap ics o alpha-numeric interface cable will be
designed, fabricated and installed. The resulting five prototype alpha-numeric IWS
units and the five IWS units W/CID will be tested at the CI and component level to
ensure the proper functioning of all hardware and system software.
STAT
STAT
STAT
Test and Development Software developed in the Development Lab will be delivered STAT
to the HFF to support the hardware verification effort. The modifications necessary
for Tempest qualifications of the B-20 will be determined and implemented. The ten
IWS units in the HFF will then be delivered to the = Development and Test Laboratory STAT
to support Segment development. By this point, the B-20 vendor will have begun pro-
duction and delivery to the HFF of 280 B-20 terminals to be prepared for BOC instal-
lation and to support reliability and maintainability analysis and testing. STAT
will begin production of the 500 graphics displays and begin delivery to the or
assembly in IWS units, test and installation for FOC. All remaining hardware activ-
ities are in support of O&M.
?
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
0
System Ragmt'f Preliminary System Spec
I Analyses Trade-Offs
Study Report IWS
Functional
Description
Other
Program
E.perience
puaom..
Aoo~o n
Itt rvl
Figure 5.4.2-1. Hardware Development Methodology and Plan
?
?
Prototype IWS
Deli vetetl
111821
Gov'ISne
Delve
101WE
TemR41
Owl t ed
Figure 5.4.2-2. Hardware Development Activity Overview
Test Development Software
? Emulators
? -11 D-aup System and
? Diagnostics Application Software
D, D
Vendo Iwerv Del vee Test Development Delwet Application
? 6 62 ,6 Sottwa~, Sowar
z~
~':~ dwar
Fuility o
Vendor Delivery
X216 Test Development
? 10820 Component S"Itwar~
I? 1-dace
10 and Test
Special Regmt
Tempest
Human Factors
Interlace
PDRe
&
CDRs
Del Pr"tot
IWS2
IT 821
? In lettuce
? Tempest Mod
Prototype IWS Testing
? Tempest Mods
? MTBF
? MTR
Software/
Hardware
Integration
Testing
O&M Sulworl
Delwer 5
Sorywate~
Delwet IS IWS'.
? 5W CID
e Tem?nt M"tl'wl
v Inpmenl
Te se
Lab
eAic
IWS W'O CID 11v Halt 851
hit Halt 1984 BOCI
Iltt Half 1985,1OC1
STAT
STA'
STA'
STA'
STA'
STA'
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
5.4.3 Activity Plan
Since the IWS Hardware consists primarily of commercially available components,
delivery schedule is a minimum risk area.
The first major milestone in our H/W Development Plan is the delivery to the EIDTL STAT
a prototype IWS in July 1982 which will be used for human factors analysis. After
interface and tempest modification designs are made and the test/development software
is completed, 10 additional IWS will be delivered to the DTL in August 1983. The
production versions of the IWS will begin in January 1984 when 280 A/N IWS will be
installed at the Government site. Between January and June 1985, 220 A/N IWS and
100 Imagery IWS will be installed. The final shipment of 400 Imagery IWS will be
made between June and September 1985. The Activity Plan schedule that correlates
with the WBS is found in Figure 5.4.3-1.
Tempest testing impact on production will be minimized by the use of the
5216 identified work station which is currently Tempest-certified with a color
monitor. Reconfiguration with a monochrome monitor and Tempest-recertification by
an experienced testing organization should not adversely affect the production
schedule. Risk containment and cost risk reduction efforts include utilizing
off-the-shelf components to minimize hardware/software development and reconfiguration
of a Tempest-certified display system (using an established testing organization).
Technical risks are reduced as a result of using commercially available components
and having a prototype work station available.
STAT
STAT
?
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
LaCAT IBM
PAGE 1
OF 1
SHEET 1
SYMBOLS
OF I
EARLY START OR
FINISH A
ACTUAL START OR
FINISH a
LATE FINISH
V
DURATION :NON-C
RITICAL)
DURATION :CRITI
CAL)
TOTAL FLOAT
- -
LY
LATE
LATE
82
83
84
as
86
07
NODE
NODE
DESCRIPTION
OUR
RESP
START
FINISH
START
FINISH
CDRL
EA009
MANAGEMENT
0.00
30APR82
30APR82
A
EA039
---BOC SET 4 MAINT O/F/T
130.40
30APR82
3000T84
EA041
---IOC SET 4 MAINT 0/F/T
126.20
28FEB83
30JULSS
EA042
---FOC SET A MAINT D/F/T
230.60
28FEB83
30JUL07
ER051
---BOC INPUTS TO SEG OEV
4.20
30APR82
31MAY02
A--A
EB101
PRELIMINARY DESIGN
0.00
30APR82
30APR82
A
E8110
---BOC DES & ROMTS ANAL
13.00
30APR82
30JUL82
AA
E8120
--- BBC SPECS 4 INTERNAL DES RE
13.00
30APR82
30JUL82
143
A A
EB130
---IOC SPECS 4 INTERNAL DES RE
12.80
30NOV82
28FEB83
E8140
---FOC SPECS 4 INTERNAL DES RE
12.80
30NOV82
28FEB83
E8150
---80C COMM PROD DES MOOS
17.60
30JUN82
01NOV82
a- A
E0170
---IOC COMM PROD DES MOOS
25.80
30SEP82
30MAR63
EB180
---FOC CORN PROD DES MOOS
25.80
30SEP82
30MAR83
EC246
CRITICAL DESIGN
0.00
31MAY82
31MAY82
A
EC2117
--- BBC DETAIL DESIGN
35.00
31MAY82
31JAN63
144
EC250
---IOC DETAIL DESIGN
39.40
30MAR83
300EC83
EC260
---FOC DETAIL DESIGN
48.00
30MAY83
30APR84
EC280
---BOC BUILD TO SPECS
30.20
30JUL82
28FEB83
144
EC299
---IOC BUILD TO SPECS
35.00
28FEB83
31OCT83
144
EC301
---FOC BUILD TO SPECS
57.00
30MAY83
02JUL84
EC308
---BOC COMM PROD MOOS DESIGN
21.80
30JUL82
30DEC82
EC310
---IOC COMM PROD MOOS DESIGN
43.40
30DEC82
31OCT83
EC320
---FOC COMM PROD MOOS DESIGN
21.60
30NOV83
30APR84
EC340
---BBC HARDWARE FABRICATION
30.80
28FEB83
30SEP83
A
EC350
---IOC HARDWARE FABRICATION
35.00
28FEB84
3000T84
A
EC360
---FOC HARDWARE FABRICATION
99.80
30JAN85
30DEC86
EC370
---BOC COMM HARDWARE MOOS
26.20
28FEB83
30AUG03
A A
EC380
---IOC COMM HARDWARE MOOS
61.00
30AUG83
3000T84
EC390
---FOC COMM HARDWARE MOOS
104.20
30NOV84
01DEC86
EC392
---BBC PREPARE AS BUILT SPECS
57.00
30MAY83
02JUL84
144
EC393
---IOC PREPARE AS BUILT SPECS
52.00
02JUL84
OIJUL85
144
EC394
---IOC PREPARE AS BUILT SPECS
34.80
01JUL85
28FE886
EE399
TEST
0.00
30JUN82
30JUN82
A
EE400
---BOC PREPARE PROCEDURES
13.20
30JUN82
30SEP82
A A
EE420
---IOC PREPARE PROCEDURES
47.60
30SEP82
30AUG83
EE430
---FOC PREPARE PROCEDURES
39.20
30RUG83
30MAY84
EE440
---BOC TEST HARDWARE
13.20
30AUG83
30NOV83
A A
EE4SO
---IOC TEST HARDWARE
22.00
30JUL84
31BEC84
EE460
---FOC TEST HARDWARE
22.00
30JUL84
31DEC84
EE470
---BOC SUPPORT 14 V
43.60
30MAR83
30JAN84
EE480
---IOC SUPPORT T 4 V
52.40
30JAN84
30JAN65
---A
EE490
--- BBC SUPPORT T 4 V
21.60
30JAN85
01JUL85
?
EFS29
DOCUMENTATION
0.00
30JUN82
30JUN82
A
EFS30
---BBC EON MANUALS
13.20
30JUN82
30SEP82
148
8 A
EFS40
---IOC EOM MANUALS
52.20
30SEP82
30SEP83
148
EF550
---FOC EOM MANUALS
39.20
30SEP83
02JUL84
148
EFS60
'---BBC INPUTS TO SEG/SYS OPS
17.60
30JUN82
01NOV82
0-0
EF570
---IOC INPUTS TO SEG/SYS BPS
52.00
01NOV82
31OCT83
EFS8O
---FOC INPUTS 70 SEG/SYS OPS
39.00
31OCT83
30JUL84
EF590
---BOC TRAINING MANUALS INPUT
17.60
31MAY82
30SEP82
EF600
---IOC TRAINING MANUALS INPUT
8.80
OIAUG83
30SEP83
A--A
[
-A
EF620
---FOC TRAINING MANUALS INPUT
4.20
30JAN85
28FEB85
r
82
83
84
BS
B6
81
Figure 5.4.3-1. Hardware Activity Schedule
UNCLASSIFIED
STAT
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
?STAT
Th~~ team's Integration, Test and Transition (IT&T) organization develops segment
tests plans and executes comprehensive test to insure that the segment specifications
and requirements are satisfied. The test program is designed to proceed in parallel
with the development process to achieve the most efficient schedule.
The test and verification program will be conducted in two phases. Initial testing
will be conducted at the_TL and are directed at incremental build-up of hardware STAT
and software components and integration testing between hardware/software subsystems
to ensure ship readiness of the segment to the site. Subsequent testing is conducted
at the site, starting with installation and checkout and ending with successful com-
pletion of operational readiness tests. The aggressive schedule will be satisfied
by parallel development of segment hardware and software, and early testing by the
IT&T organization on incremental hardware and software capabilities as they become
available.
5.5.1 Organization and Relationships
The IT&T organization is independent from the Segment Development organization to
promote a 1otitty objective and comprehensive verification process.
IT&T DIVIDED INTU? FOUR DEPARTMENTS -- The Segment Planning Department is responsible
for all test, integration and installation planning. The Verification and Test
Department is responsible for the execution of all formal tests and demonstrations.
The Training Department is responsible for providing both initial and ongoing training
to Segment and System users, Operators and Maintenance personnel. The Operations
and Maintenance (O&M) Department is responsible for all post-installation O&M. The
manager of the IT&T organization reports to the Project Manager and will provide
management of all segment test, installation and checkout, training and )&M activities.
The IT&T orgauiz,ition and its SOW and CDRL responsibilities are contained in Figure
5.5.1-1.
MAJOA~ ROLE IN IT&T ORGANIZATION -- While____ retains overall responsibility for STAT
the IT&T ro ram, will produce all of the CDRL items assigned to the IT&T organi- STAT
zation. has been selected for this role to take maximum advantage of their ten STAT
years experience with the current NPIC system, includin test and integration of por-
tions
of the current operational software. By usin in this role has maxi- STAT
mized the independence of the software development activity and the tes and verifi-
cation program; a technique that has been proven to enhance the quality of systems
under development.
IT&T ORGANIZATION INTERFACES WITH OTHER ACTIVITIES -- From the Project System Engineer-
ing Department, the IT&T organization will receive the Segment Test Plan and the Seg-
ment Verification Plan for implementation. In addition, the various specifications
that form the basis for test design will be provided, such as the Segment Design Speci-
fication, the Data Base Specification, the various interface specifications and the
Part I Specifications. Interface with the Software Development Department includes
receipt of Computer Program Components (CPCs) upon which to base PQT and FQT tests.
Program Trouble Reports for any software that fails a level of testing will be pro-
vided to the Software Development Department for analysis and resolution. Software
and hardware will be provided to the IT&T Organization for formal testing through
the CM function. All support provided to the SI for customer site tests and demon-
strations, including inputs, test execution and reporting will be provided by the
IT&T organization. The IT&T will interface with the NDPO while designing the required
CDRL items, by participating in PDR's and CDR's and providing test results analysis
and test reports.
II1-5-36 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
0
?
Is
Transition
Planning
D/C Segment
Project
Manager
Integration
Test and
Transition
Integration
and Test
? S
OW Prima
ry Respon
sibility'
? SOW Primary Responsibility'
? SOW Primary Responsibility
? SO
W Primary Respons
ibility
-
4.13.2
Facility
Planning
- 4.10.1
Test Plans and
-
4.17.1
Management
-
4.18.1 Manageme
nt
Procedures
-
4.17.2
Materials and User
-
4.18.2 Spares
- 4.10.2
Support Testing
Training
-
4.18.3 Software
? C
DRL Res
ponsibility
- 4.10.3
Accomplish Testing,
-
4.17.3
Operator Training
-
4.18.4 Hardware
-
131
Test Plan
s, per
Reports
-
4.17.4
Maint. Training
-
4.18.5 CM
Segment
Test
- 4.10.4
Factory Pre-Ship Test,
-
4.18.6 Admin.
Plan
Report
-
4.18.7 Living
-
139
Facility I
nterface
- 4.13.3
Installation and
? CD
RL Res
ponsibility
Req's (IR
D's)
Transition
-
140
Training Plan
-
147
Segment
Shipping
- 4.13.4
Site Test and Report
-
146
Training Materials
? C
DRL Responsibility
Plan
- 4.13.5
On-Site Testing
-
148 O&M Ma
nual
-
134
Segment
tion Plan
Installa-
- 4.13.6
Support Demos
'Same responsibilities for
corresponding IOC and FOC
SOW paragraphs
? CDRL Responsibility
- 154 Test Reports, each
Test
- 153 Demo and Report
Inputs
NOTE:
All CDRLs in this Figure are
Figure 5.5.1-1. Integration Test and Transition organization
and Responsibilities
Product
Assurance
I ? SOW Primary Responsibilities
J - 4.10.1 Test Procedures'
- 4.13.1 Installation, Checkout & Test Management'
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
5.5.2 Methodology
Segment Testing insures that each requirement in the specification is satisfied and
the D/C Segment performs in a quaZitive and quantitative manner as originally
designed.
BUILDING BLOCK APPROACH USED FOR VERIFICATION -- The test program is a multilevel
verification sequence, requiring quality conformance check points to be satisfied
before proceeding to each higher level of testing. Figure 5.5.2-1 provides an over-
view of the complete Test and Verification program.
TEST PLANS ARE BASED ON REQUIREMENTS FROM D/C SEGMENT SPECIFICATIONS -- NPIC require-
ments and program implementation test directives were allocated to the D/C Segment
Design Specification in the DCP Phase. These Design Specifications will be allo-
cated to the appropriate CPCI/CI Part I Development Specifications during SAP. The
test requirements will be allocated to the specification Quality Assurance sections
and also provide inputs to the Test Plans. The Requirements Traceability and Verifi-
cation Matrix shown in the Technical Proposal (Appendix A3) will trace these alloca-
tions.
VERIFICATION PLAN PROVIDES GUIDANCE TO THE TEST PROCESS -- The Segment Verification
Plan provides primary guidance as to the verification methods, analysis, inspection,
test and demonstration to be used during testing. The plan contains a Verification
Status Matrix for each formal test and will be completed at the post-test briefing
session following a formal test activity. At pre-ship CM will audits these Verifi-
cation Matrices and review them as part of the acceptance process. Figure 5.5.2-2
provides an overview of the Verification Plan including the test categories, docu-
mentation, verification method, tools and responsibilities.
TEST PROCEDURE -- Each test is planned, performed and documented by the responsible
organization using qualified test tools and equipment. Tests are conducted using
test plans and procedures prepared by Engineering, System Engineering, Software Develop-
ment, or Transition, Integration and Test. The method of specification requirements
verification is driven by the Segment Verification Plan.
OPERATION READINESS TESTS -- Successful operational readiness tests will be con-
cluded with trained operators, users and managers in a simulated real time environ-
ment. The Integrated NPIC System will be used to train operations personnel using
simulated scenarios, manuals, positional guides and checklists.
TOOLS FACILITATE TESTING -- Diagnostic tools provide the capability for integrating
the communications network with the host computer and the integrated work stations.
The Test and Training CPCI provides the scenario generation capability to conduct
formal software tests and serves as an aid in the training activities. The Tele-
processing Network Simulation program provides the capability of simulated loading
of terminals to verify response timings. Data Reduction tools will support the
analysis of the test results.
TESTING DOCUMENTATION -- Testing documentation is tailored to specific tests and con-
froms to the data requirements. CPCI and CI formal test plans will be developed in
accordance with the Segment Verification and Test Plans and will be reviewed in PDR's
and CDRs prior to testing. Site planning for equipment layouts and segment
shipping will be documented in advance. CPCI test plans will be submitted incre-
mentally as appendices to a summary index volume. Test reports will be sumitted at
the conclusion of each formal test. An overview of the Test Documentation Tree is
presented in Figure 5.5.2-3.
?
is
111-5-38
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
? ? ?
NP/C
Requirements
Requirements
DC Segment
Design
? DC Segment
Specs
? Derived
Requirements
as 4.0 Duality
Assurance
? ... m.~wi ow=.. w~,
? Me,uye?
Segment Verification
Plan
? Verification Status
Matrix
CPCI Test
Cl Test
CI/CPCI S Sys. Test
- I/C. Seg. Test
Ye
Deficiency No Accept
Reports
CPCI Development
Specifications
DC Segment
Test Plan
? CPCI Tests
? Cl Tests
? CI/CPCI
? I/C Seg. Test
Software Design
Requirements
r
CPCI Test
Plan
Cin
Hardware Test Guidance
CPCI Design
Specifications
CI/CPCI
Subsystem Test
Plan
Cl Test
Plan
Installation/Checkout
Segment Test
Plan
Informal
CPCI
Test
Plan
Verification Status Matrices
Spec
Par
eq
Verification
Method
Test
Case
Status
ID
Comment
3.1
Func. X
T
I
Pass
JO
None
Figure 5.5.2-1. Test and Verification Methodology Overview
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSI FI ED
Test
Test Documentation
Verification
Method
Test Tools/Equipment
Responsibility
Algorithm
Internal
Inspection
Test Programs/Utilities
System
Evaluation Test
Analysis Test
Engineering
Engineering Test
Internal
Inspection
Scopes, Meters/Sig. Generators
Hardware
and Evaluation
Test
Comparators, Test Program
Engineering
Drivers
Unit
Internal
Inspection
Static Data, Debug Aids
Software
Test
(Trace, Dumps)
Development
CPC
Internal
Inspection
Test Drivers, Debug Aids
Software
Test
Development
Informal H/S
Internal
Demo
Diagnostics, Scopes, Data
IT&T Software
Integration
Test
Generators, Recorders, High
Development
Speed Dumps
Prelim. Qual.
Approved Plans/
Test
Test Drivers, Scenario Generator,
IT&T
Reviewed Procedures
Data Log, Data Reduction Programs
Formal Qual.
Approved Plans/
Test
Scenario Generator, Data Log,
IT&T
Reviewed Procedures
Data Reduction Programs
CI Qual.
Approved Plans/
Test
Scenario Generator Data Log,
IT&T
Reviewed Procedures
Data Redirector, Operator Inputs
H/S Subsystem
Approved Plans/
Demo Test
Scenario Generator, Data Log, Data
IT&T
Reviewed Procedures
Reduction Program, Teleprocessing
Network Simulator, GFE Simulators
Installation/
Approved Plans/
Inspection
Diagnostics, Scenario Generator,
IT&T
Checkout
Reviewed Procedures
Demo Test
Data Log, Data Reduction Programs
Intrasegment
Intersegment
System Integration
Demo Test
Scenario Generator, Data Log, Data
SI
H/S
Test Plan/Procedures
Reduction Program, Test Data Base,
Prepared by SI
Operator Inputs
Team Level
Training Plans
Demo
Test Data Base, Scenario Generator,
IT&T
Training
Data Log, Data Reduction Program,
Operational Position Procedures
System
Scenarios/Checklists
Demo
Simulated Data, Operational Checklists,
GOVT.
Operation
Trained Govt. Personnel
Readiness
Figure 5.5.2-2. Segment Verification Plan
40
?
is
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
0
Test Documentation Will
Be Delivered On Schedule
Segment
Verification Plan
DRD 734
Segment
Test Plan
DRD 718
PDR30
CDR-30
Requirements Trace
ability and Veri-
fication Matrix
DRD 717
PDR-30
CDR 30
Hw Quay
EMC
Cl Test
Plans
CPCI Test
Plans
POT
FQT
Reduncy-~
DRD 814
P
0
DRD 814
CI
DR r6
CDR 30
PDR 160
CDR-30
CPCI
Test
Test
Procedures
Cl Test
CPCI Test
Procedures
Report
Report
DRD 733
DAD 733
CI/CPCI
Subsystem
PDR460 CDRL 131
Test Plan
CDR 30
r
Volume I
Cl/CPCI
DRD 814
CDRL 131
Summary
Subsystem
C
& Index
Test Procedures
CI/CPCI
P
CPCI Test
Subsystem
C
Plans
?
Test Report
Tr15 I
PDR 30
Facility
DRD 733
Appendix A
CDR 30
IDR5
Test Plan
Sig T
DRD 742
CPCI A
Segment
Transition and
PDR 30
Integration Plan
CDR 30
Appendix B
DRD 726
H WDEL 90 P
Test Plan
Shippm9
Pl
CDRL
L
CPCI B
an
A
DRD 824
Installation Check
N
Appendix "N"
out and Segment
PDR160 S
Test Plan
Test Plan
CDR 30 L
CPCI "N"
Segment
DRD 814
PDR 30
Installation
CPCI Append
CDR 30
Plan
Shrp 60
DRD 815
Installation Check
BEPPRE A
out and Segment
BEMGMT B
Test Report
BERESU C
In
ll
tio
t
DRD 733
BMANIP D
s
n
a
a
BSTATR E
Checkout and
ment Test
Se
stem
S
BMMGMT F
g
Procedures
y
Test, Demo
BCCNTR G
BOUERY H
Plan
DRD 826
BAPPLS j
CDRL 153
BDMAPS L
System
BTTDEV M
Test/Demo
PI OCedU R's
System Test/
Demo Report
WAPPLS 0
BEXSUP P
DRD 733
T r 15
?
Figure 5.5.2-3. Test Documentation Tree
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
5.5.3 Activity Plan
Verification and Test Activities are consistent with the master schedule and meet
the project milestones by incremental integration and testing in parallel with soft-
ware development.
Development integration and testing of CPCI and CPCs will be conducted using an incre-
mental approach, emphasizing control and visibility of the software products. CPCs
will be tested independently then grouped into strings for inter CPCI integration
and test. Strings will be integrated one at a time; building on the first string as
the baseline. Figure 5.5.3-1 shows CPCI source lines of code integrated and tested
per quarter. The major milestones for integration and testing for each CPCI are
shown in Figure 5.5.3-2. The test planning, transition documentation and test activi-
ties time lines are detailed in Figures 5.5.3-3.
CPCI/CPSs Will be Incrementally Integrated and Tested.
1983
1984
198
5
CPCI
1
2
3
4
1
2
3
4
1
2
3
4
BEPPRE
23.8
44.5
47.3
7.2
11.0
-
-
--
-
-
BEMGMT
23.3
14.0
--
20.3
23.3
8.0
--
54.3
BEXSUP
70.0
93.0
2.5
-
-
--
BDDMSI'
-
-
-
-
-
-
-
-
-
-
BMANIP
99.4
-
-
85.7
-
--
BSTATR
-
-
13.0
32.0
2.9
-
-
--
WSYSTM'
-
-
-
BMMGMT
-
-
--
-
-
8.0
-
13.0
13.0
0.5
-
BCCNTR
-
4.0
--
27.0
-
-
-
4.0
4.0
4.0
-
BQUERY
-
-
24.3
-
38.8
--
-
BAPPLS
34.3
32.4
18.5
-
-
5.0
-
BDMAPS
-
6.0
9.0
2.7
-
7.0
29.0
0.5
BTTDEV
13.9
-
-
7.2
18.0
-
-
-
--
5.0
-
--
BERESU
--37.0
24.2
--
-
BSYSM
-
-
-
-
WAPPLS
25.0
25.0
55.5
55.5
55.5
55.5
-
-
-
--
FE SYS SW"
-
--
-
TOTAL
193.0
123.8
377.9
162.9
173.7
167.2
42.0
54.8
17.0
22.0
4.5
Figure 5.5.3-1. Source Lines of Code (X103) Integrated/Tested per Quarter
is
?
?
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 ?
IDC
FCC
SEGMENT VERIFICATION PLAN
SEGMENT TEST PLAN
AM. TRACE AVER. MATRIX
CPCI TEST PLAN
DEPPRE
w.
BERESU
/IINIP
SSTATR
ameff
/CCNTR
OQUERY
SSYSM
CAPPLS
BODM6I
EOMAPS
8TTOEV
WSYSTN ?
NAPPLS
!E)CSIP
INS TEST PLAN
I16 TEST REPORT
O'CI/IWS SIDSYS. TEST PLAN
SEGMENT T I I PLAN
FACILITY IONS
91IPPING PLAN
SE6IENT INST. PLAN
INST/OOOOUT/SEG TEST PLAN
SYSTEST/DOO PLAN 115-UTS
INS FACTORY TEST
I16 INTGMA. TEST IGFEI
I?M/SN SUSSYS TEST
Ib1/SN SUSSYS TEST APT.
INST./DEOOUT SEG. TEST
I/C SEGMENT TEST APT.
INTER SEGMENT TEST
INTER SYS TEST
TRAINING
SYS OPER READINESS REVIEW
SYS TEST DEC REPORT
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
?
]P 1E M I
P I M
P
I !11 :4, 1
BIC P 14 IJOC F
P F
p T F
P FA A6
I Jac P
P
mx: F F I T
P F T F T F 4__ AW
6 4 F T
p F T
P F T
P I T
-
P F T [ T
0 E
1111 P F T -A b
P F F T I
P F I T
P P F
PA DI A
F P F
U p F U F
so PC JP4 1 U F I
F P F
I DO
?
J F M? M J J A'S O KID
A] A
I F
? ? ?
I
I I
J F N? N J J 1 S O N D J F N A N J J? 5 O M D J F M? M J J? 5 0 M D J
F N A N J ,A S O N D J !JAN J J A S O
Figure 5.5.3-2. IT&T Major Milestones
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
0
0
?
111-5-44
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
Irk nwe 1 r
SKkn I M I
tf Em l 11111 03 211111 e
M 111103 1
KIN 13
50
LITE lIYIN t
.1114 IM1-M111(ILI
.MT I0 6111 I(ILl
IN,. Rat
1
,
AV11a
3.211
I
KM
ST.
INSLLI IIIISY
itn1
rIi (
CML
f
1, 1. IN I-rl-rs I, To 1,
N
7 11 1,
Is
)III
TESL t TEAT!lfela
0.00
311411
~Oar112
1
I1/l
IIMS0K8T
0.00
1042202
61,14
I
KID
---r( 3011 MG TEST SET
.1.
1Nne,
001(11
Ktl
---IK MT KG TEST 304
.25. 20
rM(1T
lames
11
NII
---rot yT MG TEST OCT
---K TIP RIY1
210.20
1110
luaxe
10 ~m erl
m/uY1I
IOY.IM
111
-ti
0031
--IK TIES" Iles
13.000
1034201
)010360
131
0033
---IK TEST 21303
11.10
INPM~
1051,151
131
SI
---K TEST r1K80315
13.00
01101..'
003el'
0011
---IIC TEST PK0ONf5
ESTATES
!
Il 10
f
303ve/
1000033
l
II
a-~
M'
i[1 2111
---K LIE
x.00
rM[1131
10a11Il
I
k---ti
1111
TEST su""T
0."1
]Nam
1031111
e
0013
---K N N 1 NT 0003 T[
11K
U.20
3MM1U
30NGoI
e~ yl
}
201
---IIS N K 1 031 203 TETK
S
0 +
1.0
1
1
1034111
30
1mN
1
~e
-Jot N Na 1 031 Ia ITS
-
0.34
000(1151
0203(15.
l
e--e
111(1STI00 TEST
0.00
3003311
3010113
e
---K IITEI-CKI
5.03
3011011
30Kr13
1--e
I
---IK IM1ES-1301
1.03
311..
10011111
1
1"'e
Coal
---IK 111[1-CPCI
1.10
3111013
100[(03
I
1
---K IYI[A CI
---IK IYIII CI
5.03
0.03
3113013
3011055
gKr13
IO1Re5
H
1'-1
---IK IYIIA (I
5.03
3011113
l000(13
!r
??-K 113EISi[0 32[1/[1
11.00
311181
100!(13
11
---IK EI TEO 3301I
11.03
rML15
10)0015
---K KMIS
0.30
3101!13,
3001011
I
--- ]at REPORTS
5.k
210015
OIAMI5
1-0
I
T T 111[0312 TEST
0.00
l
11KTISI
11KT13
e
ro
???K P . 111[0311
I.SO
AKIN
3011(11
I
?- IK P . M[NII
1.20
31031151
241115
N
3
---IK IrIIA. 133111
1.20
3004031
24185
~
00
---K KM IS
5.20
03[(111
10mY15
ly
I
---I. KM IS
1.10
Me.
OIrNS
to
1
---1. KM'S
1.10
2MIMS
0110305
11
121001-/la CKCIai I TEST
0.03
2111302
IaMN
e
30
Killll IL30KIK
0.00
3110112
)0118
e
30
?--K IKII'll P65IK
1s.20
031082
0111013
1
11
---lot 13011111 30111130
TE.00
210033
301
.
"
--IK /KILITI PLMIK
-
12.50
"k*11
3130111
---K INS
15.20
10APN2
01/0031
is
--- lot 100?S
11.00
24E301
31031.
113
---FE Ir?1
12.10
33 03
31KTI
T"
I
I00100LITIa 4 CKC0a1
0.00
1030012
WG02
e
---K 18 NII
III
31301.
3011115
TIM
M-1
---100 "S 1x11 P1
5.50
Slot[.
N1M5
112
?--rot "S NIP rya
1.10
)ISMS
305115
111
e--e
???K "S IrTILLITII TIN
11.00
310(0812
21[031
131
?--130 "S INTALLITIII PL11
1.00
152311
31K113
Ill
tti
111
---rot 01S I"IILLITIa ft.
5.50
1130[.
N~s
111
no
.--SK NIP. INSTILL 4 (K(1N
0.00
I
even
2M1Ns
e
111
-?300 NIP. INSTILL L (K(1a
1.31
I
3101(.
2MErs
111
-??K 013 IMES I Tab
11.2
NRCIS
311111
81
--?IK "S '"ES G TIAIS
1.03
2M1MS
015115
I-.
ui
--Jot "3 IeES l Tall
60.03
o1Nlh
01",30
I
III x0318 TEST
0.00
34031
JINNI
e
?-r( rpa
I.N
1011111
351.
a-'ti
76
--IK P 9VAlk
1.03
015111
"11155
~I
?-Jot PNKI
/.N
31)4115
a01M
t
... WE Nepal
1.50
3110001
35Th
IM
e"0
is
-?-IK KMl
1.50
3310113
31_18
IM
e--1
-?-IK SPOT
5.M
IIAK1
31KM
IM
t.
1
SITE IIIII 013 01301
0.8
300033
30APOI
e
11
---K 103111/ Ti SI
1.14
"1033
1MIRIl
t 5
I
--- JOE 15YTE 10 11
11.31
hKI.
!lot[.
1
--Jot 15011 10 fl
1.03
0100[11
200[301
---K N SITE 1[1111
11.30
0011.
311115
~~
---IK a SIT! 1ESIIK
11.20
100(11.
03304.
~1
--400 a SIZE 1[5IIK
1.20
110(13015
3151/3
a-S
- N"", KMI IYNT
5.31
OIK1N
311(1.
e-+
---IK KMI IYN1
0.20
111th
311th
H
-Jot KMT IYN=
IN
111188
310083
a-.
INI
Sam 5 at-"
0.30
31Kn3
3111303
e
p11
---K INNS Ti SI
1112
180111
1101[13
IN
KI
---IK INS 11 SI
8.21
311111
2111"
NO
KI
-Jot I5"S 11 at
1.00
2M[r5
315005
IN
~1
Ilr
--K TEST III PNT
21.2
Ilr-r
3000111
3111
??IK TEST 1113011
1.00
351"
301.
Ir
--Jot 1111 II/ENT
rr
.
"11011
30?h
IK
??K -am 1511
1
.30
113014
3Kla
A"1
1130
??K 1111 15111
0.21
Ili"
"x55
1--1
Figure 5.5.3-3. IT&T Activity Schedule
UNCLASSIFIED
UNCLASSIFIED
STAT
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
5.6 Operations and Maintenance Plan ^
understands the importance of O&M activity to the success of NDS and will pro- is STAT
rode an experienced team for all necessary support to NDS during this critical phase
of the project. I
The primary objective of the O&M activity for the D/C Segment is to maintain the system
and to provide technical support on-site for the BOC, IOC, and FOC O&M periods. Our
approach to O&M is cost effective because it is based on a limited number of on-site
staff that relies heavily on off-site support to meet system needs as they arise.
A summary of the features of this O&M Plan are:
a. On-site maintenance support at both
b. Field Engineering Division maintains standard software products and
commercial hardware under standard GSA contract.
c. On-site, depot level repair of Integrated Work Stations with the Govern-
ment assuming responsibility for half the IWS maintenance workload.
d. Factory Development and Test Laboratory and off-site expertise used for
application Software maintenance through IOC Factory Acceptance Testing
(FAC).
e. All required expertise consolidation on-site 0&M team after IOC-FAC.
f. OJT for Government Software Personnel by participating in Applications ?
Software problem analysis and resolution. An assumption is made that Govern-
ment personnel will be responsible for approximately half of the S/W main-
tenance during the O&M time frame.
Active participation and cooperation with NDPO, SI and Configuration Control
Boards.
h. Formal Discrepancy Report Procedures established to monitor all problems
and track their timely resolution.
This 0&M Plan is related to the other plans in this section by requiring reference
material inputs from Systems Engineering (requirements and design), Software Develop-
ment (CPCI documentation), Hardware Development (IWS documentation), Verification
and Test (diagnostics and acceptance criteria) and Training (user, operations and
maintenance procedures).
?
STAT
STAT
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
0
40
111-5-47 (Blank)
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSI FI ED
5.6.1 Organization and Relationships
Two distinct O&M organizations have been structured--the initial organization makes
full use of the Factory Development expertise through IOC factory acceptance testing
and the latter organization consolidates this expertise on-site after the Develop-
ment and Test Laboratory is closed.
O&M PHASE 1 ORGANIZATION DESCRIPTION -- The initial organization maintains a close
relationship between our on-site O&M staff and our off-site (factory) development
expertise. The on-site staff will provide direct contact with system users and the
NDS Operations Staff to respond to discrepancy reports (DR) and to provide initial
assessments of problem diagnosis, required resources and time frame required to accom-
plish corrections. The on-site staff also provides maintenance and depot-level repair
of integrated work stations and maintenance of _ hardware and standard software
products by the _ Field Engineering Division.
Figure 5.6.1-1 delineates the O&M Phase 1 Organization and Responsibilities in rela-
tion to SOW tasks and planned activities. The O&M manager will be on-site and will
be a single point of contact for all O&M activity. Three groups will also reside at
the site. The Technical Support Group will be primarily responsible for analyzing
discrepancy reports and assuring the problems are adequately resolved. The Hardware
Maintenance Group will be primarily responsible for the repair of the Integrated Work
Stations and the commercial hardware. The Software Maintenance Group will be respon-
sible for coordinating all software fixes including standard S/W products and applica-
tion programs. During the Phase 1 organization time frame, most application software
problems will be analyzed and resolved at the Factory rather than at the site. The
Project Control Office will maintain configuration control and update all required
documentation to assure consistency in the baseline.
O&M PHASE 2 ORGANIZATION DESCRIPTION -- The Development and Test Laboratory will be
closed after the IOC Factory Acceptance Test and the required expertise to maintain
the D/C Segment will be transferred to the on-site location. The Phase 2 organiza-
tional structure and responsibilities are shown in Figure 5.6.1-2. Each organiza-
tional group will retain their basic responsibilities from the Phase 1 organization
with the following exceptions: The Technical Support Gourp will take on the
additional responsibility of coordinating computer time and developing procedures at
the site for problem isolation and resolution since the Factory computer facilities
will no longer be available. The Software Maintenance Group will take on the
additional responsibility of correcting all application code problems. However,
this group will have on-call backup expertise available at the Factory in the
Engineering Support Group if the need does arise.
JUSTIFICATION -- The two phase approach to O&M organization is justified based on
the availability of the Development and Test Laboratory at the factory. The objec-
tive in the Phase 1 organization is to provide a limited number of on-site personnel
while supporting the maintenance of the H/W and S/W with the best expertise avail-
able. This expertise will be selectively transferred to the site upon the closing
of the lab. The structure of the O&M organization is justified based on the
following factors:
a. An O&M manager is needed to serve as a single point of contact for all O&M
activities at the site.
b. A Technical Support Group is needed to evaluate Discrepancy Reports to coor-
dinate and assign responsibility for resolution, and to assure that the
fix adequately resolves the problem.
?
STATI
STAT
?
UNCLASSIFIED
Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
 Approved For Release 2007/09/07: CIA-RDP84T00037R000400060001-1
UNCLASSIFIED
?
?
?
c. A Hardware Maintenance Group is needed to maintain both the IWS and the
standard commercial hardware F_ I and to assure
a consistent approach to maintenance is o owe .
Phase 1 O&M Organization Draws Upon Factory Development Expertise as Required
Project
Control
Office
Subcontract
Acquisition
Management
? SOW Primary Responsibility
- 4.18.5 Configuration Control
Subcontractor
Support
and Control
- 4.18.3 Update S/VV Documentation
- 4.18.4 Update H/W Documentation
- 4.18.6 Administrative Support
- 4.18.7 Travel and Living
? Support Activities
- Maintain Versions/Baselines
- S/W Library Updates
- Product Assurance
I
DIC Segment
Project
Manager
Integration
Test and
Transition
Guidance & Test Support
For All Site Activities
Operations
and
Maintenance
Product
Assurance
Systems
Engineering
Problem
Analysis
Support
Segment
Development
Problem
Resolution 4
Support
Development
and Test
Laboratory
? SOW Primary Responsibility
- 4.18.1 O&M Management
? Support Activities
- Draw Upon Factory Expertise as Required
- Schedule Vendor Support
- Manage Discrepancy Reports
- Assure Problem Resolution
- Allocate Resources
- Provide Liaison to NDPO & SI
- Serve on CM Control Board
- Coordinate Project Control
Office Activities
Technical
Support
? SOW Primary Responsibility
- 4.18.3 S/W Problem Resolution
Support
- 4.18.4 H/W Problem Resolution
Support
? Support Activities
- Analyze Discrepancy Reports
- Define Fix Strategy /Responsibility
- Follow-up on all Problems
- Verify that Fix Resolves Problem
- Assist in Conversion to Backup/Backcut
Mode
- Analyze Engineering Change Proposals
- Provide Operational Guidance
Hardware
Maintenance
? SOW Primary Responsibility
- 4.18.4 H/W Maintenance
- 4.18.2 Spares
? Support Activities
- Provide
Maintenance on IWS
and Commercial H/W
- Maintain Spares lnvensory
- Provide Preventative Maintenance
- Install Engineering Changes
Software
Maintenance
? SOW Primary Responsibility
- 4.18.3 S/W Maintenance
? Support Activities
- Provide S/W Maint.
- Execute Diagnostics to Locate Problems
- Correct Stnd Product S/W Problems
- Coordinate Correction of Application
Problems
- Install and Test Corrected Versions
Figure 5.6.1-1. Phase 1 O&M Organizational Responsibilities
d. A Software Maintenance Group is needed to coordinate and resolve all soft-
ware fixes--both in standard software products and in application code and
to assure that segment and system integrity is maintained throughout O&M.
ORGANIZATIONAL RELATIONSHIPS -- Within theuD/C Segment organization, the O&M
organization relies heavily on the Project Control Office for configuration and docu-
mentation of the baseline. The Subcontract Acquisition Management department manages
the subcontractor support needed during O&M. The Systems Engineering and Segment
Development groups provide off-site support to O&M in problem analysis and resolution
as needed. After the closure of the Development and Test Laboratory, the Project
Office will assume Subcontractor Management functions and the systems engineering
and development expertise will be consolidated into an Engineering Support function.
The O&M organization will support the NDPO and the SI in operational analysis and
problem resolution. In addition, the O&M organization will actively participate in
the Interface Control Working Group with other Segment contractors and the NDPO Con-
figuration Control Board.
Following each major delivery (BOC, IOC, FOC), Current Operational Capability (COC)
baseline H/S/O items will be conducted to provide the departure point for O&M con-
figuration Control. Management of H/S/0 products during O&M periods will take place
largely through tracking DRs, Requests for Change, Engineering Change Proposals (ECP),
Specification Change Notices (SCN) and MTMs. Through accurate accounting procedures,
the status and priority of any change will be followed through to implementation.
IBM will provide NPIC on a periodic basis a summary of pertinent change status informa-
tion reflecting all active change documents.
me
SEGYE
PROJECT
-AGE.
? sawRwpavbrn
IS..w Ph.o1O&MI
? Sppon Annum.
IS..w n...e 1 O&M)
Pia - Skamrna Sawort
..it Grod
rL epy1l
M tan
? Sn R.Wsw.binr
IS- w Pew 1 oeM)
? Spon Ante
- P&n Cawaw.. Came.... Tim.
.ml Rrwenw n Sm I. Irob.m
R.toim- nsa Gmrtmn p No$
op-?b Sye...
? Sow Repowbrtr
(Se w P1.t. I O&M)
? mI invw pwt - 0.