PROJECT MANAGEMENT PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-01019R000200060041-3
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 27
• Document Creation Date: December 12, 2016
• Document Release Date: May 6, 2002
• Sequence Number: 41
• Publication Date: November 21, 1975
• Content Type: REQ

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STATINTL
STATINTL
S UPPORT FOR THE
A NALYSTS
F ILE
E NVIRONMENT
PROJECT MANAGEMENT PLAN
THIS PLAN OUTLINES THE MANAGERIAL APPROACH TO THE DEVELOPMENT
OF THE SAFE SYSTEM,
APPROVED:
' _ I TER, c-S
HAR
SAF-E.3 ,a L,:
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A. PROJECT OBJECTIVE
B_ MANAGEMENT APPROACH
C. ORGANIZATION
D. FINANCIAL MANAGEMENT PLAN
E. MILESTONES
F. CONTRACT EFFORT
G. STUDY METHODOLOGY
H.. PROJECT REVIEWS AND REPORTS
1. INDUSTRY RELATIONSHIPS
J. SYSTEM DOCUMENT HANDLING
K.. CONFIGURATION CONTROL
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The objective of the SAFE Project is to assist in the
analytical process by providing to the analyst advanced
data processing techniques for manipulation and analysis of
raw intelligence and to aid in the production of finished
intelligence. Provisions must be made for the use of
computerized analytical techniques as they are developed
to augment the intellectual process.
This set of capabilities will be made available in the
form of a computer/terminal network providing immediate auto-
matic alerting and distribution of incoming raw intelligence
based on information content, generalized search and retrieval
of data bases for items of interest, building of personal and
organizational files, routing of intelligence, distribution of
repository material, and composition/editing of finished
intelligence.
The following pages outline the management approach to
carrying out this objective.
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MANAGEMENT APPROACH
successful . implementation,the SAFE management concept does
not envision the selection of a prime contractor with total
responsibility for developing the system. It is planned,
rather, that major elements of the system will be purchased
and that these elements will be integrated in house, again
using contractors as required.
contracted with industry when such action will further a
the. SAFE Project Management Organization (PMO), using a mini-
mum number of Agency staff positions supplemented by. con
tractor personnel. While some predefined.. tasks may be
developed, and brought to operation under the management of
The SAFE development will be carried=out as an Agency
in-house project. The system will be defined, designed,
The customer for SAFE will be the Central Reference Service
(CRS) acting for the DDI and DDS&T production offices. The
Systems Analysis Staff within CRS (SAS/CRS) will be responsible
for interfacing with users for definition of the system's
functional characteristics.and performance criteria.
The project will be carried out through five distinct
phases, defined as follows for planning purposes:
briefing to solicit ideas in key problem areas
Director and Deputy Director of CRS. This Require-
ments Document will be the basis for an industry
Director of Joint Computer Support (OJCS), and the
will.. be approved by SAS, SAFE PMO, and the Joint
Steering Committee made up of the Director and Deputy
and the implementation ramifications of these
requirements; changes in the basic requirements
will be reviewed by the user representatives
as these ramifications suggest they must. The
final output will be a Requirements Document which
and coordinating meetings, the two organizations will
arrive at a mutual understanding of the,requi.rements
I. Definition of-Requirements: SAS will be
responsible for writing the functional requirements
of the system which will be reviewed by the SAFE
.(PMO) and, through a process of continuing feedback
and for system design.
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11. System Design and Anal sis: The SAFE
PMO will develop a systems architecture capable of
meeting these requirements. The results of this. ac
tivity will be an External Reference 5pecitication
(ERS) outlining the external characteristics of the
system. This specification will require the approval
of.SAS, SAFE PMO, and the Joint Steering Committee.
This systems architecture will be the basis for an
industry briefing to be made prior to the issuance
of requests for proposals (RFP's) for major elements
ofthe.system in order to solicit ideas and approaches
to_refine the RFP's. The logistics and communications
requirements will be specified during this phase..
Additionally, the coordination and responsibilities of
the SAFE project and the Office of Communications
Cable Dissemination System (CDS) and the CRS Automatic
Storage and Retrieval (ADSTAR) projects will be
stabilized during this phase. These projects are
directly related to the SAFE system functions and,
therefore, the coordination and compatibility of
these projects are extremely important.
III. System Development, Acquisition and Test:
This phase will involve the acquisition of harrccware
and development of software. Software packages may
include those defined for outside procurement as well
as the in-house development of those additional ele-
ments necessary to produce the final system. The
system will be documented by an Internal Reference
Specification (IRS) which requires SAFE PMO approval
only. Test activity will be a continuation of the
Test and Quality Assurance (T&QA) functions initiated
at the beginning of the design cycle to ensure that a
consistent and structured test program is in place to
meet the reliability requirements. The results of
this activity will be an initial system in place, ready
for acceptance testing by CRS.
IV. Phasing Into Service: During this phase, CRS
will run acceptance tests on the system. The system
will be phased into service either by function or by
organization over a period of time such that all avail-
able functions become operational. It is anticipated
that some functions of the system may be deferred and
brought into operation later than others, hence the
phasing into service may take place in a number of steps
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-V. Operations and Maintenance:' During'-this
phase, the system will be operate as a special single-
-
those
purpose data processing center , by OJCS,=and
functions which have been deferred or defined as
additions during the development will be developed and
brought on-line as system enhancements. This will be
the on-going phase of the SAFE Project, which includes
the-maintenance of the operating environment and
applications software. The organizational responsibilities
for application software maintenance, exploration of
system. enhancements, and database management have not
been defined in detail at this time.
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The SAFE Project Organization is.shown in Figure I
The in-house organization will consist of managers, technical
and support personnel required to define and manage-the over-
all effort. Contractors will be used primarily as consultants
and implementers. As noted before,it is not'planned that the
total. system will be contracted for. independent development,
although some elements may be so contracted.
The functional responsibilities of the organizational
components are as follows:
Responsible for - System Design
- Coordination with SAS on functional
and processing requirements.
- Software specifications and
implementation
- Acquisition of software "packages"
- Methodology of implementation
- Software/System documentation
- System Integration
OPERATIONS DEVELOPMENT:
Responsible for - Participant in system design
- Physical installation plans and
execution
- User interface characteristics
- System Operation plans and
training
- Systems Operation - including
staffing
- Recommendations.to PD/SAFE on
hardware selection
- Coordination with SAS on terminal
specifications and selection
- Specification of communications
and logistics. requirements.
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 functional andprocessing requirements.
- Test plan and execution to ensure
meeting objectives
- Coordination of test program with
system design and development
Functional test program for system
- Go no-go recommendation to PD/
SAFE at each phase
- Interim SAFE support
Responsible for Developing project schedule
and monitoring progress
Financial management
Control of all documentation
Primary OL interface for pro-
curement
- Monitor of all contracts
Briefing aids
The Collateral Support Committee will be made up of senior
representatives of OL, OC, OS and any other organizations found to
have responsibility for activities upon which SAFE depends but
not having direct Project responsibility. This group will be
convened periodically by PD/SAFE to ensure that these support
activities are planned in concert with SAFE plans, and that they
are occurring as planned and will not impede SAFE progress.
Outside Consultants, as noted in the organizational chart,
will be used to critique the key system characteristics as re-
flected by the Requirements Document and system specifications.
They will.-be called upon initially to critique the Requirements
Document after an initial review by the SAFE Project and SAS in.
order to.ensure that the requirements can be met, and that the
requirements reflect the current state-of-the art for on-line
data systems. They will be called in to review the initial
system definition work and the final systems specifications in
order to ensure that the system as outlined meets the require-
ments, takes maximum advantage of current and immediate future
technology and is achievable.
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QUALITY ASSURANCE AND TEST:
Responsible
PROJECT CONT
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for Setting quantitative reliability.
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STATINTL STAFFING
The staffing for the SAFE Project will be made of
I taff slots in FY-76 with an additional lanne or STATINT
FY-77. The remainder of the team will consistoof contract
personnel, either contracted individually or as.teams. The
initial. plans for in-house staffing are shown in Figure la.
L
The exact contractor staffing will be discussed as a function
of the work phasing rather than by fiscal years, and will be in
final form only after the first analysis of the Requirements
Document. (An initial estimate of Agency staff through 1980
is shown in Figure lb.)
INTERIM SAFE SUPPORT
As shown in Figure 2, there are currently two organizations
within CRS involved in the support of Interim SAFE. These are
SAS and Support Services Division (SSD). The OJCS SAFE PMO will
assume responsibility for the maintenance of application pack-
ages which are unique to SAFE. These packages are as follows:
COLTS, OLTA, and, LITTLE SQUIRL. Since personnel previously
involved in the maintenance of these packages have been trans-
ferred to the SAFE Testing f7 Quality Assurance organization, and
since it is not a full-time activity to support these packages,
responsibility for Interim SAFE will be carried out by the Test-
ing & Quality Assurance Branch.
SAS in CRS will have responsibility for user interface and
any new user support requirements.
SAFE STEERING COI ITTEE
The SAFE Steering Committee, as shown in Figure 2, will be
made up of the D/CRS and D/OJCS, their Deputies, and such other
people as they may select. The Committee will be chaired by the
D/CRS.
The flow of requirements, specifications and day-to-day
work activity coordination will be between the PD/SAFE and
C/SAS. Status and work direction will be reviewed periodi-
cally by the SAFE Steering Committee, and all final requirements
and external specification at the system level will be approved
by the D/CRS and D/OJCS as the Steering Committee. These re-
quirements and specifications will then constitute the mutual
agreement on the system to be developed.
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 PROD,, . ORGANIZATION
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L
APD/SAFE APD/SAFE APD/SAFE
9
;System !Operational} Testing
;Developments Development; ?Quality
;Assurance
STATINTL
Fig 1
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 Next 1 Page(s) In Document Exempt
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 SAFE
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Dot OJCS
/SAFE
Steering
o;,mittee
1-1 i .
quirements
PD/SAFE
Specifications
'Direction and Progress Revi'e%.
JAPD/SAFE
Testing &
Quality -
Assurance
FIG. 2
STATINTL
STATINTL
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D. FINANCIAL MANAGEMENT PLAN
The major financial resources for SAFE will be'included'
in the DDI Management Staff budget. CRS will be responsible
for preparing budgetary justifications for SAFE ' in :coordinati.on
included in the DDI Management Staff budget. After-appropriate
approval,-funds will be transferred to OJCS for contractual
services, equipment, and facility procurements and other
services. OJCS will budget for its staff personnel assigned
to the SAFE Project. The APD/SAFE, Project Control will
establish controls for each task and for overall project costs.
The budget will be allocated against"tasks such that
progress and accrued cost can be related. Each manager will
be responsible for managing and reporting the cost and progress
of his tasks and for providing CRS with whatever data is needed
for Project SAF17 budgetary justifications.
Cost-to-date and cost for current period will be reported
monthly to the II/OJCS with variances of more than five percent
explained.
The Project Control Staff will recommend the allocation of
funds after receipt of an approved task plan. The monthly proj-
ect cost summary will report total budget, actual versus planned
cost-to-date, allocated versus total budget, and projected cost
at fiscal year end. The total project cost projection will be
reported semi-annually to the SAFE Steering Committee.
Contracts will be let as CPF, time-and-material or prefer-
ably, fixed-price. They will be predictable and measureable
and will be reported both as elements of task cost and
as individual line items.
The total funds programmed for SAFE to date are as follows:
FY 1976 FY 1977
$3,000,000 $10,000,000
273,000 575,000
TOTALS $3,273,000 $10,575,'000
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(NOTE: Dates beyond 1 January 1976 are subject to detailed
planning and coordination with other organizations in
progress at the date of this document. There may therefore
be changes as dictated by outside constraints or planning
dependencies not yet defined. They are expectecl.to be
minor.)
1.
Establish support plan for Interim Safe.
09/15/75
2.
Confirm and refine plan for supporting and
processing Interim SAFE during crisis.
09/15t75
3.
Obtain one complete set of first-round func-
tional Requirements'Documents.
09/30/75
4.
Conduct formal review of functional require-
ments with Technical Review Panel.
12/19/75
5.
Comp1?Q_t,,..,review and generate final Require-
'"'"ments Document.
12/31/75
6.
Identify and confirm systems security require-
ments.
01/15/76
7.
Confirm SAFE/CDS system integration and/or
interfaces.
01/15/76
Present initial industry briefing on Require-
ments.
02/01/76
9.
Identify systems communications requirements.
04/15/76
10.
Define system architecture.
10/01/76
11.
Define site requirements - Rough Order of
Magnitude.
11/01/76
12.
Present second industry briefing (on archi-
tecture).
11/15/76
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including evaluation criteria and
methodology.
16. `' Initial
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'Complete detailed System Design
Prepare bid package for initial hardware
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are solidified. For management planning of contract definition
The actual contract effort can not be definedat this
.time but will be specified as the requirements and.architecture
the development effort may be defined as follows:
1. Systems Design and Analysis
2. Terminal and Communication Sub-system
3. System Software Development.
a. Data Management System Development
b.. Back-up Mode and Communication Mode
c. Operating System
4. Equipment Procurement, Installation and Support
a. Mainframes (mini and full size) with Basic
Support Configuration
b. Data Storage
c. Terminals
d. Supplies
5. Operations
6. Facility Preparation
7. Applications Software Development
8. Potential Special Development
a. Hardware Text Search
b. Microfilm Retrieval
c. Communications Facility
d. Remote Document Viewing
It is planned that contract effort in these areas will be
under close control by the project management to ensure proper
integration of the final result.
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F2. FACTORS IN DETERMINING IN-HOUSE VERSUS OUTSIDE EFFORT
It is noted in the organizational discussion that work
lone in-house will be done primarily by staff and contract
personnel under the direction of Agency management.-There.-
will be functions, however, which may be amenable to outside
development, and the following will be some of the factors
considered in determining which course to take on these
activities.
1. Security: Workload for outside contracting
must be dTinedto eliminate security constraints, or
must be let to an organization having. facilities and
personnel cleared to the necessary level.
2. Stability of Requirements: If the require-
ments are not precisely defined or are questionable,
then it is far more difficult to contract this effort
than to control it in-house. Poorly defined or change-
able requirements result in changing technical direc-,
tion; this leads to contractual negotations on change-
of-scope with lost time and pyramiding costs.
3. Conciseness of Task Definition: Tasks to be
contractecf-MUSt be precise y eflne particularly if
bid on a fixed price basis. While lack of conciseness
on in-house work may result in wasted motion and cost
and some redirection during the program, on a contract
effort it will likely result in the delivery of an un-
satisfactory product.
4.. Required Flexibility: Many of the functions
of the initial implementation will change to a degree
during the definition as they are exposed to the ulti-
mate users. This will be a problem to control, regard-
less of how the effort is undertaken. In particular,
it will be difficult to control under fixed cost con-
straints, although it would be amenable to CIPFF manage-
ment or in-house effort.
5. Control: It is difficult to control technical.
effort in a new application. In the event of problems,
there is more immediate feedback if the effort is closer
to the Project Management team or in-house. As the ef-
fort gets further away, there are more people and time
involved in trying to take corrective action before the
out-of-control condition comes to light. This would
indicate that the effort, which may be farmed out, should
be that which has least impact on other elements of this
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6. Cost: Cost is probably minimum of a well-
defined package put out for competitive bids by com
petent outside organizations. It is least controllable
under cost-plus contracts or under in-house efforts.
(The only way to control cost on labor-intensive ac-
tivities is to control the technical schedule.)
7. Available Talent: The primary limiting
factor for in-house effort is availability of suffi-
cient numbers of the proper talent levels. It is par-
ticularly costly, in terms of schedule and dollars, to
undertake effort for which the technical resources are.
not available.
8. Scope of Effort to be Integrated: A limit-
ing factor on the practicality of outside development
is the number and complexity of sub-systems with which
that effort must interface. Where sub-systems of any
complexity must interface with one another, this effort
must be done by the organization having final system
responsibility.
9. The Market Place: When systems and software
houses are full-y-1-0--a eJ, their inclination is to take
only tasks which encompass a significant amount of
responsibility and provide an opportunity for very sub-
stantial profits and/or residual products. When the
market becomes tight, these houses become more amenable
to time-and-material contracts, either on individuals
or groups of people.
10, Need for up port after Installation: In-house
competence is needed for post-Instal atlonsupport. This
competence must be acquired in-house during development.
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F3. MANAGEMENT OF SAFE PROCUREMENTS
The outline-below shows.the management structure, respon-
sibilities, and possible Agency component representation that,.
will oversee:
The writing of RFP's
Evaluation of the proposals
- Awarding of contracts
It is anticipated that system components will be acquired
from several vendors and in varying volumes rather than in one
overall procurement. Like elements will be consolidated for
contract purposes to provide maximum price leverage in negotia-
tions, i.e, all central processors or all memories. On the
other hand, sub-systems such as terminals, communications, mini
or special computers, etc., will be procured separately to per-
mit competitive bidding by a wider range of vendors, to take
advantage of special expertise available in industry, and avoid
over-dependence on and vulnerability to one vendor.
Therefore, a number of RFP's will be generated, and a num-
ber of contracts will be let to make up the total system. The
range of contracts may be from one-hundred thousand to several
million dollars.
The following outlines the transitory organizations involved
in the procurement process and their responsibilities. The ob-
jective is to ensure proper participation by concerned organiza-
tions, fair procurement practices, and maximum value to the
government for the expenditure involved.
I. SOURCE SELECTION AUTHORITY:
D/OJCS - Responsible for:
Final Agency selection of the winning
bidder based on technical assessment,
price, and other factors.
D/OL - Responsible for:
1) Final Agency contract negotiation upon
receipt of obligation of funds authori-
zation.
2) Contract award to the successful bidder.
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Recommending a winning bidder to the -
Source Selection Authority. The recom-
mendation is based, in part, on a review
of the proposal evaluation performed by
the. Source Evaluation'Board.
Composition:
PD/SAFE (Chairman)
CRS/SAS
OL/PD/ADP$ES
APD/SAFE/SYSTEM DEVELOPMENT*
APD/SAFE/OPERATIONAL DEVELOPMENT*
APD/SAFE/PROJECT CONTROL*
APD/SAFE/TESTING & QUALITY ASSURANCE*
III. SOURCE EVALUATION BOARD
1) Responsible for:
Reviewing RFP's, establishing evaluation
criteria, evaluating proposals, and rank-
ing bidders based on technical and cost
consideration.
APD/SAFE/OPERATIONAL DEVELOPMENT (Chairman)
APD/SAFE/PROJECT CONTROL
APD/SAFE/SYSTEM DEVELOPMENT
APD/SAFE/TESTING 4 QUALITY ASSURANCE
CRS/SAS
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II. SOURCE SELECTION BOARD
1) Responsible for:
Establishing bidders' list and its subse-
quent submission for review to the RFP
Review Panel (below).
Presenting recommendations and rationales
to the Source Selection Board.
2). Composition:
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IV. RFP REVIEW PANEL
1) Responsible for:
Reviewing the bidders' list
Predistribution review of the RPF to
assure its technical, administrative,
and legal soundness and clarity
Recommending changes in the bidders'
list and RFP to the Source Evaluation
Board.
2) Composition:
APD/S/PC (Chairman;)
CRS/ SAS-
ORD/Data Processing Research Division*
OL/Real Estate & Construction Division/
Headquarters Engineering :Branch*
OS/Information Systems Security Group
OC/Engineering/Engineering Support Division*
APD/S/OD
APD/S/SD
APD/S/T&QA
Responsible for writing RFP's. Hardware RFP's
will be written by Operations Development. Software
and Systems Integration RFP's will be written by
Systems Development. Project Control will be respon-
sible for processing all RFP's through the procurement
groups outlined above.
* when appropriate
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A number of key technical problems have been identified
in. the development of the SAFE Project and more will be found
as the specifications are further refined.- A problem log will
be established in which each problem will be defined. as it is
identified and potential approaches will be listed..: These state-
ments and approaches will then be used for further definition
and analysis within the Project and for the initiation of early
investigative efforts which must take place in order-to deter-
mine the. feasibility of various approaches.
An example of these problems would be-the remote viewing
of centrally filed hardcopy documents.
Problem Statement: There is a need to view re-
pository documents at the analysis site, to page back
and forth through these documents, and to produce
local hard copy upon command. Documents will normally
be on microfilm.
Potential Approaches:
1. Regional Microfilm Storage/Viewing Stations
2. Central Video file with TV transmission to
the viewing site
3. Automatic picking of microfilm with video
scan (TV) distribution or high-speed,
scan-facsimile transmission
4. If time requirements are not critical, use
fast-copy service and either manual or
pneumatic tube distribution
5. Compute Input Microfilm (CIM)
NOTE: Cost will be one of the critical factors in
final determination of competing architectures.
.Such problem statements will provide the basis for group
problem-solving sessions where technical personnel outside the
Project, as well as Project personnel, can participate in out-
lining various problem solutions. The problem log will be used
only for major technical problems rather than normal develop-
mental difficulties.
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H. PROJECT REVIEWS AND REPORTS
In addition to the weekly abbreviated reports and the
Monday CRS-OJCS Interface Meetings and the bi-monthly MBO re-
ports, a formal review will be held monthly with the Joint
Steering Committee. This review will cover progress against.
plan, financial commitment to date, status of key problem
areas, and plans for the following month.
External Reference Specifications will be reviewed with
the Joint Steering Committee and with the using analyst population as they are completed. These reviews will provide feedback
to the Project within a time frame when action can still be taken
to correct deficiencies noted.
Additionally, PD/SAFE will establish a system of. design re-
views for each element of the system to ensure overall architec-
tural integrity, to, critique the design, and to apply proper
management judgment to design decisions. The review panels will
be selected as appropriate to the subject matter.
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1. INDUSTRY RELATIONSHIPS
It is.the intent of the Project to gain the maximum pos-
sible advantage to the Agency from the meaningful participation
of the industrial community in Project SAFE. Procurements will
.be open and competitive and the specialized knowledge of various
segments of the industry will be brought to bear on the develop-
ment of the system and preparation of SAFE specifications. To
this end,_two industry briefings are currently planned as follows.:
Within two months of the completion of the Re-
quirements Document, industry will be invited to a
briefing on the summary of the requirements defined
to give them a picture of the overall SAFE environ-
ment and requirements, and to solicit voluntary feed-
back on possible approaches to meet some of these
requirements, and on the realizability of the require-
ments in general. This should also help many com-
panies to determine whether they wish to participate
further in the later phase of SAFE development.
After a systems architecture is defined which
appears to meet the SAFE requirements, another brief-
ing will be held to outline the proposed architecture,
with the objectives of soliciting industry reaction
concerning the approach taken, and to elicit novel
approaches which perhaps have not been incorporated.
We would anticipate that after this briefing, there
would be meaningful responses from the major hardware
and. software companies reflecting their best efforts
to solve the problems or to influence the solution
which will be embodied in the request for proposals
for major elements of the system.
The Office of Logistics will be involved in the preparation
of these briefings in order to avoid creating an unrealistic set
of expectations within the community. Their advice will also be
sought prior to this time to avoid establishing conflict of
interest situations which might preclude some companies from
bidding in later phases of the Project.
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The SAFE Requirements Document will. be generated by CRS/
SAS with such assistance as may be requested from the-SAFE
Project. It will be transmitted to the PD/SAFE for review and
will be considered final when signed jointly by PD/SAFE, C/SAS
and the SAFE Steering Committee. This will require review of
interim specifications and collaboration on a continuing basis.
This "System Requirements Document" will become tHie system
functional objective for SAFE development. A-change to this
document, once approved, will require approval as noted in the
Configuration Control section of this plan.
The system design will be defined in an "External Reference
Specification" (ERS), which reflects system function and behavior
as seen from an external point, and by an "Internal Reference
Specification" (IRS), which documents the internal design (which
a user might never perceive). The ERS must embody the perform-
ance documented in the Systems Requirements Document and hence
requires concurrence by C/SAS and PD/SAFE as well as the SAFE
Steering Committee. The IRS requires SAFE/PMO approval only.
A "System Reference Manual" will be written from the final
ERS and will constitute the complete documentation required to
use the system in any application.
An "Operational Procedures Manual" will be written for
operators. (Users will, however, employ tutorial aids and
simple instruction rather than manuals.) The user tutorial
aids will be written by SAS.
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CONFIGURATION CONTROL
products niust be brought under management control. This will
be done by designating "Control Documents" and specifying pro-
cedures for approval of and changes to these documents.
,the specification, design, configuration, and intermediate
In order to ensure development of an operational system,
1. Systems Requirements Documents
2. External Reference Specification
3. Internal Reference Specification
The levels of approval required for each document are as
follows:
Requirements ERS IRS
Initial PD/SAFE, C/SAS, PD/SAFE, PD/SAFE
Approval Steering Committee C/SAS,
Steering Com.
Class I Same
Changes
Class II PD/SAFE
Changes
PD/SAFE PD/SAFE
Class I changes are those which substantially alter the
functional characteristics of the system in a significant way
as seen by the user.
Class II changes are those which clarify or correct a docu-
ment without substantially altering the functional characteristics.
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Once approved, these documents will be under the control
of APD/Project Control who will pre-screen all change requests.
T ese requests will be reviewed at the appropriate level., and
recommendations made to the PD/SAFE who will approve or reject
them, or refer them to the Steering Committee as appropriate.
As the system is further defined, the Control Documents
maybe further broken down for ease of management, and at that
time specific controls will be specified for each new element.
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