LETTER TO (Sanitized) FROM (Sanitized)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP66B00728R000300100002-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 69
• Document Creation Date: December 16, 2016
• Document Release Date: September 2, 2004
• Sequence Number: 2
• Publication Date: May 1, 1963
• Content Type: LETTER

ApProved For ReleasSli
Dear
tytmeR0derfe.01T4
1 May 1963
Enclosed are six (6) copies each of the booklets
containing photo reductions of the briefing aids used during
Dr. McMillan's visit. Each pair of copies is marked with the
names of the individuals who should receive them, including
one ,:iJr your own file.
If you have any questions concerning them, don't
hesitate to call.
DJ cm
Enclosures (6)
Very truly yours,
DOCUMENT NO. /4 ('17
NO CHANGE IN CLASS.
0 DECLASSIFIED
CLASS. CHANLLI; TO; TS S C
NEXT Fit VIEW 07E1 .2-61
AUTH: HD 7J1/
DATE:/16-77-6 REVIEWER:
NRO review(s) completed. SECRET
Approved For Release 2004/12/15 : CIA-RDP66600728R000300100002-4
25X1
'25X1
Approved For R6sp?GIV*24.61allitia00728R000300100002-4
PROGRAM OBJECTIVES
TECHNICAL INTELLIGENCE FROM A SATELLITE VEHICLE
1 FOOT GROUND DETECTION OR BETTER IN STEREO
HIGH TARGET ACQUISITION RATIO
ADEQUATE GEOGRAPHICAL COVERAGE
TIMELY SYSTEM RESPONSE
RAPID ECONOMICAL DEVELOPMENT
EARLIEST OPERATIONAL CAPABILITIES AND MINIMUM
COST DURING OPERATION
Approved For
lea4
CI HAFN
IM/000300100002-4
12yey? ?f?tf
25X1
(AL HANDLING
Approved For Reled5PL.J,14/15 : CIA-RDP66600728R000300100002-4
RECONNAISSANCE REQUIREMENTS
TARGET SIZE
RESOLUTION
STEREO
LOW ALTITUDE
AVAILABLE TARGET SWATH
ACQUISITION RATIO
ILLUMINATION
MISSION
4 X 4 N. MILES
VERTICAL PHOTO DETECTION CAPABILITYOF
1 FOOT IN 2:1 -4:1 CONTRAST RANGE AS
PRESENTED TO CAMERA
RESOLUTION IMPROVEMENT AND PHOTO
INTERPRETATION AID
90 N. MILES OVER AREA OF INTEREST
70 " PERIGEE
80 N. MILES WITH ? 30.ROLL STEERING
90Z PROBABILITY OF PHOTOGRAPHING
TARGET
10' SUN 7 MONTHS TO 75' NORTH LAT.
20' ,, ,, 5
NO LIGHT 3
99
19 75?
ABOVE 75'
99 19
30 DAYS ON ORBIT WITH GROUND CONTACT
FOR PROGRAMMING FLEXIBILITY AND
WEATHER ALLOWANCE
80 LBS. OF FILM- 4 DAYS OF OPERATION
Approved For Rilease 2004/12/1?10101300721 00300100002-4
:SPECIAL HAN
1
100
90
80
Approved For Release 2004/12/15 : CIA-RDP66600728R000300100002-4
SPECIAL HANDLING
PROBABILITY OF TARGET ACQUISITION
70-
60
PROBABILITY
IN 50
PERCENT
40
30
20
10?
Si"MIMI
oisitilisstateistslialsteletwiststelstisisiotutunutonsissatuassissamusimiiii
4x4N.MILE TARGET
TARGET ACQUISITION
ERRORS
!ALONG
TRACK
CROSS
TRACK
ALIGNMENT
.33
.21?
.28
.18?
VEHICLE ATTITUDE
CONTROL
.38
.24?
.38
.24?
PROGRAMMER
TIMING
.5
Bec
0
ROLL STEERING
0
,
.39
.25?
TARGET LOCATION
.25
.25
TRACKING
.5
.1
N. MILES RSS
.90
.67
I I I I I
70 80 90 100 110 120 130 140
OVER TARGET ALTITUDE ? N. MILES
Approved For !Neese 2004/12/15 : CIA7RDF'66130072811Q00300100002-4
'IF SPECIAL
Approved For Release 2004/12/15 ? CIA-RDP66600728R000300100002-4
SPECIAL HANDLING
IMAGE MOTION FACTORS
STABILIZATION
90% PROBABILITY
PRESENT CAPABILITY
ALONGTRACK CROSSTRACK
15 MONTHS
ALONGTRACK CROSSTRACK
PITCH ANGLE
ROLL ANGLE
YAW ANGLE
.005%
.002%
1.18%
.001%
.001 %
.53%
PITCH RATE
ROLL RATE
YAW RATE
10? /HR
30? /HR
10? /HR
.1 0/0
.32%
3? /HR
6? /HR
3? /HR
.032%
.06%
CAMERA
V1 SENSING AND CONTROL .55%
RSS .56% 1.22%
.55%
.55% .53%
EQUIVALENT v/h ERROR
11-7
4 ?
Approved For Rebase 2004/12/15
'SPECIAL h
TRPPKB9072840300100002-4
V44.2
FILM
SO 130
SO 206
SO 132
Approved For Rely
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11'"' HANDLING
RESOLUTION COMPUTATION
h 1
d = (? )
F RD dg= 1 FT.
h=70 N. MI. MINIMUM
90 N. MI. MEAN
RESOLUTION (1./MM.)
2:1 4:1
90 120
140 205
240 330
EXPOSURE TIME FOR 20 SUN
f 10 f5 f2.5
1/ 1/
1/100 -400 1600
1/50 1/200 1/800
1 1/400
25 /
100 400
OPTICS RESOLUTION (L/MM.)
150 300 600
DEPTH OF FOCUS(.001in.) ?4
REQ.
DYNAMIC
RESOLUTION
?1
(1./MM.) 46 112 197
Approved For R ease 20SpECfAtA-NIAMID 00300100002-4
Approved For Relsrope2?Aig/1KAtAl-alaga0728R000300100002-4
OPTIMIZATION ANALYSIS
OPTICAL
DIAMETER
IN INCHES
40
30
20
0
2:1 CONTRAST
?0? SUN ANGLE
0= 0 . 17 MILTctiS
SO-132
SO-130
100 200 300 400
FOCAL LENGTH IN INCHES
Approved For lipaep?411A15 :1d141.69MEN092 00300100002-4
1
SPECIAL HANDLING
Approved For Release 2004/12/15 : CIA-RDP66600728R000300100002-4
DESIGN SUMMARY
CAMERA
FOCAL LENGTH
REQUIRED
FORMAT WIDTH
in.
FILM
TYPE
SCALE@
70 n.m.
STEREO COVER
IN SQ. n .m.
WITH 80-180
LBS. OF FILM
f /2.5
85
6.5
SO -132
1:60,000
156,000 -352,000
f /5
15011.5
SO- 132
SO - 206
134,000
50,000 -113,000
f/10
365
,
28
50-130
1:14,000
8,450 - 19,100
Approved For Rlase 2004/12/15 :410300100002-4
SPECIAt T;111497eP
1
Approved For ReleaseSFbEa/AL CHA9tOWASR000300100002-4
WEIGHT COMPARISON
CAMERA
W/OUT
FILM
STRUCTURE,
PROGRAMER,
RECOVERY
W/OUT FILM
SYSTEM
TOTAL PAYLOAD (LBS. FILM)
80
180
80-80
DBL. RECOVERY
180-180
DBL. RECOVERY
80-80-80-80
QUAD. RECOVERY
ETC.
MARK 5A
MARK 8
f/2.5
980
400
290
420
1750
1980
212 0
2580
2540
f/5
920
650
290
420
1940
2170
2310
2 770
2 730
--.
f/10
1 360
1600
290
420
3330
3560
3700
4160
4120
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0300100002-4
Approved For Release 2004/12/15 : CIA-RDP66600728R000300100002-4
S "
STRIP CAMERA FEATURES
INHERENT SIMPLICITY
MINIMUM INTERNAL VIBRATION
ROLL CORRECTION OPTICS
METAL MIRRORS
MINIMUM APERTURE OBSTRUCTION
DECREASED THERMAL SENSITIVITY
IMAGE MOT ION DETECTION
Approved For Ftle.sNp.01/A2/15::.6,611a0,,0,7?, 28 000300100002-4
Approved For R a h04/121,15. :,CIA-RpffNe900728R000300100002-4
STEREO STRIP GEOMETRY
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25X1
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25)0
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PROJECT 9040
ORGAN IZATION
AND OPERATION
6 JUNE 1962
9040 Project Manager
9040-1
SECTION
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CONTENTS
INTRODUCTION
ORGANIZATION
CONTRACT MANAGEMENT OPERATIONS
PLANNING AND SCHEDULING
FISCAL CONTROL
ENGINEERING
DESIGN, DRAFTING AND SERVICES
MODEL CONTROL
MODEL SHOP AND ASSEMBLY
FIELD ENGINEERING
FACILITIES
RESUMES
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PAGE
1
2
10
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26
29
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34
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41
mwmtriimm.440000.014.111011.11,0011,
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TUUSTRATIONS
Figure
Page
1
9040 Manpower Forecast
2
2
Project 9040 Organization Chart
5
3
Examples of Overtime Control Forms
13
4
Project Charge Number Matrix
19
5
Sample Task Assignment/Selective Work Order Form
21
6
Engineering Section Organization Chart
24
7
Design, Drafting, and Services, Organization Chart
27
8
Model Control, Organization Chart
30
9
Model and Prototype Shop, Organization Chart
33
10
Optical Research and Fabrication Area
37
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Li I
Approved For Release 2004/12/15 : CIA-RDP66600728R000300100002-4
I. INTRODUCTION
Project 9040 Organization and Operations briefly describes the
manner in which the Project functions within the Optical Systems Division of
Itek Corporation for fulfillment of contract obligations, This publication
is not classified in the literal sense, It does, however, contain informa-
tion which Itek would prefer to keep confidential.
The nucleus of the 9040 organization is a group who have worked
together as a team throughout the entire Itek Project 9118 Program.
Additional personnel have been acquired to form an efficient streamlined
organization in a special branch of the Optical Systems Division.
The 9040 Project as of June 1 comprises approximately 130 people,
of which 95 are directly assigned in Department 390, including 15 engineers,
35 designers and draftsmen, 35 in procurement and assembly, 10 in management
and administration, and outside support of 35 people from manufacturing,
optics, quality assurance and field service
Figure 1, Manpower Forecast, shows the project manpower buildup to
date by principal function, A total program cost-to-complete through
September 1963 is currently in process for submission of a cost proposal
and an early contract negotiation,
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9040 Manpower Forecast to Date
No. of People
150
100
50
0
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MAY
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II, ORGANIZATION
gpIipAlly_q.ems Division
The Optical Systems Division of Itek Corporation indicates a strons
project organization for fulfillment of research and development contracts
of both ground and flight equipments.
Project departments are set up exclusively for a specific program
and are made as self-sufficient as possible. Functional ties to individuals
that are assigned to projects are maintained serving as a central head-
quarters for reassignment of personnel and to insure that company policies
and procedures are applied throughout all projects.
Advanced Pro rams Branch: The advanced programs branch
incorporates departments 310 and 390 and provides integration and continuity
between projects.
E2211222.17112s_Branch: The Engineering Branch provides a
"homeroom" within the division from which assignments of engineers and
designers and draftsmen are made to a specific project. In addition, all
projects are subject to technical review by the System Design Staff.
Ma.____Lqs121_2f.pjlicInat: The Materiel Department provides
individuals to specific projects to provide quick reaction and improved pur-
chasing service to the project in addition, major subcontracts are handled
by the central procurement group.
Model and Prq21,m_gisE!_p_TE2E1g221 The Model and Prototype
Shops department assigns model control personnel to a specific project. The
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or where shop loading does not permit the work to be placed within the
company, outside vendors are contacted via the assigned purchasing agents
under the direction and guidance of project model control, In addition,
mechanical and electrical technicians are assigned to specific projects for
breadboards and prototypes and assembly of deliverable equipment,
glIali_ty Assurance De artment: A quality assurance represen-
tative is attached to a project providing an independent channel directly to
management. Q.A. personnel are attached to witness tests, accept equipment,
etc. This serves as a check on the project in terms of monitoring equipment
performance, compliance with. specifications, etc. In addition, quality
control performs an incoming inspection function on all parts and material
from outside vendors as well as an inspection of all fabrication and assembly
work performed "in house",
Environmental Laboratory: The Environmental Laboratory
provides equipment and services to projects for engineering, acceptance,
environmental and qualification tests, Environmental lab personnel are
involved with specific projects in equipment design, review and generation
of specifications, test equipment and fixture design and all other functions
necessary for project environmental testing.
Pridfct 9040
Project 9040 (See Figure 2 ) is comprised of a "project office",
department 390 operations, and inter-company relations with: Optics and
Manufacturing, who act essentially as subcontractors to the project office;
Quality Assurance, providing test monitoring and quality control; itek, Palo
Alto, providing field personnel. All light dotted lines indicate attachment
or other arrangement rather than assignment.
Project Office The following are the definitions, functions,
and responsibilities of the 9040 Project Manager and his Staff, which
comprise the "Project Office".
25X1
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department operations and administration to optimize use of available
resources, Responsible for inter- and intra-company liaison as it may
effect the Project,
Project Contracts Manager: Under the daily direction of
the Project Manager and under the direction of the Manager of the Contracts
Management Department for matters of compliance with policies, the Project
Contracts Manager: establishes a communications channel; formalizes instruc-
tions received from the customer; participates in planning of anticipated
contract requirements; participates in proposal preparation; chairs, when
delegated by the Manager of Contracts Department, the contract negotiation
team; reviews progress and submits contract status reports; insures compli-
ance with contract requirements including approval of overtime and sub-
contacts; requests and obtains all waivers and deviations; and expedites
approval and collection of billed costs,
Project Scheduler: Under the direction of the Project
Manager, and in conjunction with the Contracts Manager, the Project Admin-
istrator, and the Project Operations Director, establishes project plans and
schedules to meet contractual program requirements insuring a timely
integration, Assists in programming performance against schedules, and
preparing schedule reports to the Project Manager, cognizant project
personnel, and other Itek organizations, In addition, prepares material for
submission of required schedule reports via the Contracts Manager, to the
Customer and Systems Engineering. Recommends schedule and resource adjust-
ments when required,
Project Administrator: Under the direction of the
Project Manager, the Project Administrator is responsible for all general
administrative functions required for compliance with Itek procedures and
contractual requirements, Responsible for all publications and briefing
aids, personnel actions, space and equipment requirements and adherence to
security policies. Insures adequate project cost control including
providing direction to budgets and cost estimating personnel assigned to the
Project, cooperating with project personnel in the development of financial
budgets adequate for cost control and the evaluation of project financial
performance in conjunction with schedule performance, and reporting therein
to the Project Manager.
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6
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TI2ifEL 0 eratthns Director: Under the direction of the
Project Manager, the Project Operations Director is responsible for the
integration of the activities of Engineering, Design and Drafting, Model
Control, Model Shop and Assembly and the Environmental Laboratory for all
phases of operation of Project 9040. Insures that all contractual commit-
ments are fulfilled on schedule and within allocated budget.
Department 390 Operations
Department 390 operations may be described as follows. Project
9040 Engineering is divided into four major groups:
The Systems Engineering Group is responsible for establishing and
integrating all system and subsystem parameters to insure that the final
product satisfies all requirements and is compatible with the equipment
specification and the established external interfaces.
The Electrical Engineering Group is responsible for the design and
packaging of all electrical circuitry.
The Mechanical Engineering Group is responsible for the design of
all mechanical devices and for their incorporation into the structure.
The Structural Engineering Group is responsible for design of the
primary structure and for maintaining a detailed weight summary. In
addition, they review all design work to ascertain that structural integrity
will be maintained.
When the initial design concept had been established the unit was
broken down into functional subsystems. To each of these a team, consisting
of a systems engineer, an electrical engineer and a mechanical engineer, was
assigned. Each team is responsible for selecting a basic approach, completing
a detail design analysis, including analog computer studies when necessary,
and working directly with assigned design draftsmen and electrical or
mechanical technicians to develop a final design layout and circuit
schematic.
A team of the four engineering group supervisors is responsible
for guiding and coordinating the efforts of the subsystems teams. This team
provides the overall system design layout and circuit schematics. This team
7
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Approved For Release 2004/12/15 : CIA-RDP66600728R000300100002-4
also keeps the project operation director informed of day to day progress
against the schedule and calls his attention to problems requiring action by
project management as they arise.
Services groups under the Project Operations Director work with
engineering within the project structure. The groups take care of much of
the routine detail, freeing the engineers
technical problems involved in the design
to devote their time to the
and test of the equipment,
The Design and Drafting Section assigns designers and draftsmen
who work with the engineers to create the required drawings. In addition,
they maintain uniform drafting standards, keep the Engineering Drawing List
up to date, and in conjunction with the Model Control Group, schedule the
completion of detail drawings to meet procurement lead times.
The Model Control Section consults with engineering to determine
what long lead items are anticipated. These are then ordered as soon as
their requirement is established. When unforeseen procurement problems
arise, engineering is consulted so the best solution to these difficulties
can be found.
The Model Shop and Assembly Section provides technicians to work
with engineering on the construction and testing of breadboard and prototype
assemblies. In addition, they advise engineering of any drawing deficiencies
or manufacturing difficulties encountered during assembly in order that
modifications may be considered at the earliest possible time. Engineering
aides work under the technical guidance of engineers to accomplish performance
and qualification tests of deliverable equipment during the development phase.
Environmental Laboratory.
The Environmental Laboratory works in conjunction with engineeri
to accomplish environmental testing.
A Quality Assurance Group is attached to the Project. Their
function. is to monitor project performance in terms of deliverable equipment
performance to ensure compliance with company workmanship standards and tests
in accordance with applicable specifications and test procedures.
8
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Approved For Release 2004/12/15 : CIA-RDP66600728R000300100002-4
Optics
Optics relationship to Project 9040 in the optical systems division
is analogous to a major subcontractor. Specifications, schedules, and
budgets are negotiated and a member of the optics organization is assigned to
the project as liaison,
1.11sLEELIERniaa
Under the direction of the 9040 Project Manager, the itek Palo Alto
personnel are provided as required to ensure that 9040 field activities are
accomplished,
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III, CONTRACT MANAGEMENT OPERATIONS
..g.2.12.112EL211D2EfE2EL
By Company Policy, a Contracts Manager is assigned from the
Contract Management Department to every contract awarded to Itek. Project
9040 has a full-time Contracts Manager assigned owing to its relative
importance, magnitude, and complexity. His daily direction is received from
the Project Manager, while notification of changes in Company and other
policy regulations are maintained by direction from the Manager of the
Contracts Department.
More specifically, assignment of the Contracts Manager is made
as soon as a proposal team is formed. The requirements are to provide
guidance to the team by insuring compliance with the Customer's requirements,
Company Policies relating to pricing, review or formulation of applicable
contract clauses, participation in formulation of the Work Statement,
Specification, and Schedule,
It is also the function of the Contracts Manager to chair, when
delegated by the Manager of the Contracts Department, the formal megotia-
tions of the definitive contract as well as changes of scope that may occur.
As applied to Itek 9040 the Contracts Manager also represents the formal
communications link between the Corporation and the customer, SE, the
associate(s), and other organizations.
Some of these responsibilities are indicated in the following to
show how the Corporation and Project 9040 comply with specific requirements
of the Contract and Company Policy.
Documents: As is customary in most contracts, the Contract
and its contract clauses in turn makes reference to support documents. A
summary of these are as follows:
1.0
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-,11i1,444141WWW0thWUNIMMONIM.A1
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Work Statement: The purpose of this document is to
list the equipments to be delivered, the work to be accomplished, obliga-
tions assumed by organizations other than Itek, and otherwise include all
deliverables such as reports, manuals, etc.
Specification: The purpose of this document is to
identify the specific technical description of the equipments to be
delivered. This document is prepared in accordance with the format of an
applicable Military Specification which is customarily used by the industry.
Schedule: The purpose of this document is to list every
item to be delivered by Itek and items to be received from organizations
other than Itek and identify the dates by which those items will be com-
pleted.
T122212.1 Procedure: Company Policy CR 1, Proposal Prepara-
tion and Processing, is implemented by Project 9040 as follows: Upon com-
pletion of the negotiation of the work to be performed as detailed in the
Work Statement, Specification, Schedule, and by contract clauses; the
Project Manager convenes a meeting of all supervisors who will contribute
hours
these
or dollars to
documents are
written to describe
Task. Statements, by
the accomplishment of the program, At this meeting
reviewed in conjunction with Task Statements which are
each of the various subphases of the Program. These
subphases, are written around the Project cost collection
system which has been previously determined,
The estimates received from the Project supervisors are then
reviewed in specific detail by Project Management after which. a Rough Order
Magnitude estimate is performed for further review. These raw costs are
then given to the Budgets and Estimating Department for pricing in accord-
ance with Company Policy. In parallel with the pricing effort, the tech-
nical portion of the proposal package is gathered from existing documents,
and the proposal transmittal letter is prepared by the Contracts Manager.
The completed proposal is then finally reviewed by the
Optical Systems Division and Itek Corporation Management. Changes are
incorporated, and the proposal letter signed by an Officer of the Corpora-
tion, and then mailed to the Customer.
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Communications: The Contracts Manager establishes and main-
tains a channel of all formal communications to and from the customer and
other organizations regarding contract matters, as well as the exchange of
technical, schedule, and budget matters. He also reviews informal corres-
pondence between Project Management or other personnel both inter- and intra-
company and maintains copies in the master file.
Overtime: The 9040 Customer requires that overtime be fore-
casted on a quarterly basis with actuals reported on a monthly basis. Over-
time expended in excess of the forecast will have approval requested at the
quarter forecasted0 ltek recognizes the undesirability of prolonged over-
time in terms of decreasing efficiency as well as excess costs to the
Customer. For this reason prior weekly overtime requests are filed by each
supervisor to 9040 Project Management which details the Department, the
names of personnel, the specific task to be performed, the number of hours
required, and the reason why this work cannot be performed on a straight-
time basis. These requests must be approved by the Project Manager and are
monitored by Project Administration for the actual hours expended against
the budget. Owing to the schedule of the Contract, the Program must be
forecast on an average 50-hour week. However, we intend to accomplish
this average only by specific approval in limited areas rather than effect
a 50-hour week for all Department 9040 personnel. Figure 3 shows examples
of the overtime forms that are used to implement this procedure.
Reports: The responsibility of complying with report
requirements of the Contract is assigned to the Publications Group, except
for scheduling reports, They gather the necessary detail from the super-
visors concerned and present the detail to the Project Manager for approval
and to the Contracts Manager for submission in accordance with our obliga-
tions.
_qh.angs.C2R.LE21.: The Change Control Procedure is established
to accept the change requirements or investigation requests from within the
Project, from within Itek, or from any source outside of Itek.
In the case of an investigation request, the Project Office
reviews the request, obtains necessary responses from other organizations,
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and responds with the effect on the technical objective and price or
delivery.
In the event a mandatory change is issued prior to such an
investigation request, the same Project group reviews the requirement,
establishes the technique of compliance and issues direction to the Project
organization. If price is affected, a proposal is prepared in accordance
with the Project and Company Proposal Procedures,
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IV, PLANNING AND SCHEDULING
Introduction
The function of Project Planning and Scheduling is implemented in
Project 9040 by the assignment of a Scheduler as a part of the project
management team in a staff capacity to the Project Manager, This allows
for integrated planning between all project levels of organization, the
development of detailed schedules supporting each of these groups and the
timely analysis and rescheduling of problem areas where required thus insuring
the successful completion of major delivery milestones.
Proposal Planning
During the time when the technical proposal is being prepared, a
semi-detailed plan establishing known tasks and milestones and their inter-
faces is prepared using the Program Evaluation Review Technique (PERT).
This PERT flow plan provides the basis for the proposal schedule and estab-
lishes to a first-order the iumtediate work activities necessary upon
proposal acceptance and contract go-ahead.
First Unit - Pro ect R&D Plannin and Schedulin
Contract go-ahead provides and makes firm the customer's equip-
ment requirements and delivery dates. The impact of these requirements
and delivery dates are then completely analyzed and all new events and
activities are incorporated into a new detailed PERT plan covering the
engineering, design and drafting, procurement, fabrication and assembly,
and test of the first unit. This PERT flow plan is then adjusted to make
maximum use of present and contemplated manpower efforts where trade-offs
in time, resources and/or performance can either improve the delivery date
or the confidence in achieving the desired delivery on time. This adjust-
ment in the PERT plan is a continuing process as the project continues
and unforeseen events and requirements occur. The PERT statistical
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technique provides the Project Manager and Planner a tool which is both
diagnostic and prognostic and quantifies knowledge about the uncertainties
faced in completing project activities and tasks on time, thereby aiding
in the formulation of timely decisions. Detailed project schedules of the
required project activities and milestones are prepared in bar-chart form
for easy reference and use. A PERT Schedule Chart displaying the flow
plan against a background of time fixes the project time requirements for
every event and activity. All schedules are updated as required and the
PERT Schedule Chart is distributed biweekly with current completion status
indicated, As a further means of displaying biweekly progress and the
overall trend in sustaining the scheduled contractual delivery date, a.
PERT Status Thermometer Chart is maintained which shows the predicted
variation from the delivery date each time a computer analysis and status
up-dating is performed.
Multi-Deliver Plannin and Schedulin&
With the first unit milestones and work activities integrated and
scheduled in detail, the requirements of each additional unit are considered
by developing an Assembly Sequence Chart. This chart is a variation of the
Line of Balance production plan and establishes graphically the time spans
of major Line Flow subassemblies and their priority into the final installa-
tion and assembly sequence. Calendar dates are applied to the assembly
sequence chart for each unit and this provides Model Control specific need
dates of all parts on hand for each major subassembly of each unit. With
the use of both historical and standard fabrication and procurement time
span setbacks, detailed parts and subassembly scheduling for multiple unit
production is achieved.
Those specific unit subassemblies, which due to quantity or usage,
cannot be included on the standard assembly sequence chart are scheduled
individually on Itek ADM-8 schedule forms. Progress monitoring and an
evaluation of current status for each deliverable PAN unit are done on a
biweekly basis. Progress and status, information on critical problem areas,
effects on delivery, possible courses of action and recommended changes in
schedules are reported to the Project Manager and Project Operations
Director. Project review and schedule status briefings are held biweekly
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with the Project Manager and supervisors attending. Upon approval, required
schedule changes are incorporated into individual PAN unit schedules. Delays
in procurement and/or assembly and test are each evaluated as to their impact
in final unit delivery by using a PERT procurement, assembly and test flow
plan and computer statistical output for each PAN unit.
Ground Support a_iliarEuirlanninand Sched2iiaa
The requisite ground support equipment such as Test and Checkout
Consoles, instrumentation. Consoles, Shipping and Handling Dollies and
Transit Cases must be completed and available based on PAN unit schedule
need and the contractual work statement.
such as special tools and test equipment,
company capital acquisitions and facility
Auxiliary equipment requirements
assembly and test fixtures,
changes are also directly integrated
with the PAN unit schedule and completion dates support the tasks and activity
efforts leading to on-time PAN delivery.
Estimated work and procurement time spans are applied to each
item of Ground Support and Auxiliary Equipment and this provides a de-
tailed schedule which establishes effort need and priority. The detail
considered in planning and
scope and intricacy of the
schedules are prepared and
scheduling this equipment is dependent upon the
individual item. Individual item and
distributed to cognizant supervisors.
monitoring is conducted biweekly and both actual and anticipated
delays reported together with their effect on PAN unit delivery.
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equipment
Progress
schedule
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V. FISCAL CONTROL
Introduction
Project cost estimates, budgets, and collection is based on Project
Organization and equipment requirements. This correlation is provided by
the Project 9040 Labor Charge Matrix. Material charges are by subsystem
and equipments (See Figure 4),
Project ChaIg!_liaIElls
The Project 9040 Labor Charge Matrix provides a subproject
designation for each major project functional group, i.e. Project Manage-
ment and Administration, -9040.01; Structural/Mechanical Engineering - 9040,09.
Principal task work areas collation to one or more functional sub-
project groups have each been given a common alpha designation to be used
in completing and describing the effort involved. 9040.09C, an example of
a completed charge description by this system indicated mechanical engineering
effort on special tools and fixtures. Each combination of subproject number
and alpha designation as shown on the enclosed Labor Charge Matrix provides
an area of cost collection.
Definitions
Forecast: The forecast is the cost estimate proposed to and
accepted by the Customer. It reflects the target costs and defines the
intensity and duration of effort in all phases of the project.
ILtslat_t: The budget is the estimate of costs on all phases of
the Project. It serves as a mechanism for the day-to-day cost control of
each phase of the Project by imposing realistic estimates against which the
Project Engineer and/or Task Supervisor must measure his performance.
1.8
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Project Charge Number Matrix
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