ADTS Paper Week 5

8/3/2019 ADTS Paper Week 5

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Allen, Augurson, Gamboa, Harris, Snyder 1

EastSide Team

CMGT 410

Gerald Rojewski

6 February 2002

Automated Data Transmission System

Introduction

This document details the Automated Data Transmission System proposal that has been

developed by the Eastside Network Development Team, consisting of Graham Allen, T. Augurson,

Joe Gamboa, James Harris, and Scot Snyder. This system that has been developed will provide an

efficient, secure, automated, and cost saving solution to the present data transmission system.

Background

Eastside Network Development Team is a consulting agency that provides analysis, design,

development, and maintenance services involving hardware and/or software for virtually any

information system. Currently, Eastside maintains contracts and service agreements with several

military and government agencies, including existing service contracts with the 12Air Force. Due

to the nature and sensitivity of data these military and government contracts comprise, all

employees of Eastside require thorough background checks and are required to qualify for a

security clearance appropriate to the project that is assigned to them.

The 12 Air Force A2 gathers intelligence data from unmanned aircraft that fly over various

locations around the world. Data gathered from these aircraft are used for logistical purposes for

several sectors throughout the government. This data is transmitted in the form of email messages.

Users of this system must sort relevant messages and manually type this data into a report. This


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report is then printed and secure-faxed to a mobile command center. The current process is very

inefficient, time-consuming, and often produces inaccurate information since data must be

manually entered into the preformatted report.

Because this process needs to be performed constantly, a team of individuals is required to

process this data. At this time, there are five people that work on this assignment. Several major

problems with the current process have motivated the Air Force to develop a solution. The main

issue includes the time required to process and deliver these reports, as well as validity of these

documents due to mistyped information. Processing these reports is very time-consuming and

labor-intensive. To produce a finished report, email messages must be manually filtered for

relevant data. Then, data is copied and manually typed into another report. This manual process

often produces inaccurate records resulting in unusable information. Automating this process will

eliminate steps that cause this imprecision. Another issue concerns the way these reports are

delivered. At this time, only a secure facsimile is sent after the data is processed, but alternative

delivery methods have been suggested to enhance distribution of these documents. The last major

issue occurs is when one of these individuals is out sick, or takes vacation. Due to the inadequate

number of individuals assigned to this responsibility, nonattendance strains the rest of the team.

These reports must be processed constantly, so when one member is absent, the others must fill in

and work beyond their normal schedule.

The purpose of the project is to decrease time and man-hours necessary to perform these

duties, while increasing security. There are several obstacles that make this request problematic.

These reports contain classified material, which cannot be sent over regular networks (i.e. phone

lines, email, facsimile, etc) without some sort of protection or encryption. The original data

source is from various military aircraft operating throughout the world that are constantly


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transmitting data. It is not possible to change the method of receipt, as it is necessary to utilize the

existing secure email intranet network. The command center receiving the secure facsimile is

mobile, and is never in the same location for a long period of time. The method of secure facsimile

transmissions must remain intact.

Project Objectives

The objective of this assignment is to develop a cost-saving, efficient, and secure solution

to the current data processing situation. This will incorporate an increase in security, elimination

of erroneous data entries, decrease man-hours required to process these reports, and provide

alternative reporting methods. Once this project is implemented, reporting will be automated and

will require very little user intervention. This will eliminate the need for a team to process this

information twenty-four hours a day. The current team of five users will be downsized to two

users, and the remaining individuals may be reassigned to other critical projects within the 12 th Air

Force. This elimination of personnel will cut costs, and save more than the amount of the cost of

this project in the first year of usage. Upgraded facsimile machines will transmit these documents

more rapidly, and will provide a higher level of security. Alternative reporting methods will

provide the latest and most current data to recipients in the form of automatic printing, and

accurate intranet web page easily accessible to appropriate users within the secured Local Area

Network. The 12Air Force A2 Division has hired Eastside Network Development Team to create

a solution to this problem, and has established a $40,000 target budget for successful completion of

this project.

One risk that may hinder the completion of this project is the installation of the upgraded

facsimile machine in the mobile command center. The hardware technician assigned to this


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project must rendezvous with this vehicle at a scheduled time and location in order to perform this

installation and test its usage. Once this step is complete, all other modifications will be performed

at this location. Another risk that may affect this project is the dependency of newly ordered

hardware to be delivered in a timely manner. If this new hardware is not received at the proper

time, segments of this project will be unable to complete assigned tasks in the allocated time. This

delay will ultimately affect the entire project.

Mission and Goals of Project

Existing LAN based computers will be utilized to receive incoming data transmissions in

email format from the aircraft. As has been noted, these emails are too voluminous to be sorted

manually. Software will be developed and implemented that will automatically receive the

incoming data and filter what is necessary for this location. Intervention from the user will be

dramatically reduced.

Once the email messages have been sorted, the goal is to automatically update a database,

then organize, analyze, and generate reports defined by the project manager and the 12th Air Force

liaison representative. A data conversion system will be designed and implemented that will

convert and import the sorted email data into a format that is compatible the database. This data

will be initially converted into a text file, and then organized and reformatted as necessary by the

database. A new computer will be setup on the secure network to perform all data conversions and

importation, provide user interface for report generation, and function as the database server.

Additional user utilities will be added to the database to allow for customized searches and

regeneration of data reports as necessary. The database development is the core feature of the

automated report generation. It is proposed that once again, user interface will be minimal or non-


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existent, as opposed to the current system that requires constant attention, and is very manually

labor intensive.

The final stage of this design will solve the main issue of secure data transmission. A

three-tiered plan is being proposed that can be altered depending upon budget constraints. The

first item is an upgraded secure facsimile system, which will replace current hardware. This

solution includes a new secure telephone and facsimile unit for both sender and receiver.

Upgrading this hardware allows faster data transmissions and provides more security than the

existing hardware.

A second output option will be to update a web page at regular intervals located on the

existing secure intranet for internal use only. This will provide easily accessible reports to

intelligence officials in a timely manner. A new web server will be installed on this network to

facilitate automatic web page updates.

The third transmission option will send the material to an external, but secure, printer. One

of the automated reports will be printed to this printer not attached to the database server. A new

printer will be purchased that will contain a network card to allow it to function without a

dedicated server. This report will be printed automatically at regular intervals to be determined by

the project manager.

Project (Plan) Approach

The project will be structured and developed, in a manner that is consistent with achieving

all of the aforementioned goals, allowing the proposal to be implemented within the required


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budget and time constraints. Focus will be given to all areas that directly impact the timely

development of the project.

The sponsoring body is the 12th Air Force A2 division. They will oversee all aspects of the

ongoing project and monitor its development, from problem definition through to implementation

and maintenance. This division of the Air Force has employed the services of East Side Network

Developing to solve this problem. A project manager employed with East Side Network

Developing will report directly to the military management and a military liaison will be assigned

to insure communication is maintained at all times. Eastside is not responsible for any wages

accrued by the military liaison, but will provide all other labor required to complete this project.

Details of the project management and technical staff structure are detailed in the next section.

Eastside Network Developing is responsible for providing leadership and technical

personnel for this project. Continuous monitoring of development activities will be necessary so

that all tasks and sub-tasks are completed on time, and any potential delays to the proposed

schedule can be avoided. Should problems occur, it is the project managers responsibility to work

with the team leads to keep any negative impact to a minimum.

The technical staff of engineers and technicians specializing in their respective fields will

complete software development, hardware installation, and integration. A team lead will be

assigned to each key area to insure that progress is made according to the planned schedule.

Continuous feedback from all departments is mandatory, and emphasis will be placed on

constant communication between the team leads and the project manager. The manager will

oversee all aspects of the program and monitor budget levels accordingly. By creating a dynamic

team environment committed solely to the development and integration of the new process, this

program will be implemented on time and within budget.


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Project (Plan) Organization

This section identifies the team members that will be involved in every aspect of

completing this project. Included on the following page is the graphical depiction of the full

project organization chart.

The sponsoring body is the 12 Air Force A2, and they will oversee every phase of the

project development. The project manager will report directly to the Air Force command, on all

issues relating to schedule, budget, and process issues. The project manager will also answer any

questions or issues raised by the military during this program. To enable a smooth transition of the

process upon its completion to military management, a military liaison will be assigned to assist

the project manager and the development teams. This is indicated on the organization chart as the

Tech Sergeant.

The program manager will have prior experience in project development and

implementation and will focus on effective communication between the development teams and

the sponsoring body. An administrative assistant will be assigned to the project manager

throughout this project to assist with clerical and general support functions.

There are a total of three management/leadership positions in the proposed organization.

The second level will consist of a development team lead. The development team is essentially

split into three distinct sections; software, hardware, and test and integration. Each section will

have a team lead responsible for the progress and resource distribution assigned to that particular

area. Each section lead reports directly to the development team lead, which is responsible for

coordinating all development activities, and insuring timely completion of all activities. The


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development team lead, in accordance to direction from the program manager, will also allocate

resources and move personnel if necessary.

The final level of the organization chart shows the technical personnel involved in the

program. The software team will consist of a skilled database programmer, with experience in

software process development, and an application support engineer, responsible for the installation

and running of all necessary software applications.

The primary function of the hardware lead is to insure that all necessary computer and

electronic hardware is installed correctly, and functioning according to specifications. A

technician will be assigned to install and test the hardware.

The third segment of the development team is test and integration. A qualified

electronic/system test engineer and technician will support test and integration. The organizational

structure is designed to maximize efficient use of the skills of the technical staff while providing

the necessary skills to design and implement this project. Effective communication is very

important in order for this to be successful, and the leadership and team structure has been

organized accordingly.

Automated Data Transmission System

Project Organization Chart


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Task/Responsibility Matrix

The following diagram lists Statement Of Work (SOW) duties assigned to each of the

members of this project. This chart represents the matrix of tasks and responsibilities, and the

USAF

Project Management

Technical Staff

Admin Support

A d m i n A s

D a t a b a s A p p . S u p W e b P r

S o f t w a r e

T e c h n i c

H a r d w a r e

T e s t E n g T e s t T e c

T e s t / I n t e g S y s t e m A

D e v e l o p m e n

P r o j e c t M a M i l i t a r y L i

T e c h S e r g

1 2 t h A i r F o

P r o j e c t S p


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individuals that are necessary to perform these duties. The number scheme is the same one used

for Work Breakdown Structure, which is used to identify similar processes.


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Work Breakdown Structure

The Work Breakdown Structure (WBS) of this project is demonstrated in two methods. An

outline shows all work details in a simple text display. This is used to summarize the required


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tasks in a step-by-step fashion. Following the outline, a graphical representation is given in the

form of a hierarchy chart. The numbering scheme used in the WBS graphical chart is the same

one used in the WBS outline, the Gantt chart, and Task/Responsibility Matrix. The following

outline describes the details for the Work Breakdown Structure (WBS) of this project in outline

format. It describes all task involved in creating an automated data transmission system.

Automated Data Transmission System WBS Outline

1.0 Analyze1.1 Current Process

1.1.1 Question operators

1.1.2 Question customers1.1.3 Determine problem

1.2 Propose Solution1.2.1 Desired outcome1.2.2 Outline solution1.2.3 Solution requirements

2.0 Design2.1 Hardware

2.1.1 Determine needs2.1.2 Block diagram of needs

2.2 Software2.2.1 Electronic Mail filter2.2.1.1 Define constraints

2.2.2 Conversion process2.2.3 Web Pages

2.2.3.1 Design web layout2.2.3.2 Document web configuration

2.2.4 Database2.2.4.1 Define data2.2.4.2 Define reports

3.0 Implement3.1 Purchase Hardware

3.1.1 Printer 3.1.2 STU-III3.1.3 Secure Fax machine3.1.4 Database server


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3.1.5 Web server3.2 Build Software

3.2.1 Electronic mail filter3.2.2 Electronic mail conversion script3.2.3 Web pages

3.2.4 Database3.3 Install and Test3.3.1 Hardware

3.3.1.1 Printer3.3.1.2 STU-III3.3.1.3 Secure Fax machine3.3.1.4 Database Server3.3.1.5 Web Server

3.3.2 Software3.3.2.1 Electronic mail filter3.3.2.2 Electronic mail conversion script

3.3.2.3 Web pages3.3.2.4 Database3.4 Walk through of process3.5 Deliver Product

4.0 Support4.1 Write standard operating procedures4.2 Write maintenance contract4.3 Train users

Automated Data Transmission System WBS Diagram

The following chart represents the work breakdown structure outline describing all task

involved in creating an automated data transmission system. Due to its size, the chart is split into

two separate diagrams. The first diagram shows details for the first two major items listed on the

hierarchy chart. The second diagram illustrates last two major items in this chart, and the dotted

boxes refer to items detailed on the other chart.


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Automated Data

Transmission System

2.0 Design1.0 Analyze

1.1 Current Process1.2 Proposed

Solution2.1 Hardware 2.2 Software

1.1.3 Determine

problems

1.1.1 Question

operators

1.1.2 Question

customers

1.2.3 Solution

requirements

1.2.2 Outline

solution

1.2.1 Desired

outcome

2.1.1 Determine

needs

2.1.2 Block

diagram of needs

2.2.1 Electronicmail filter

2.2.1.1 Define

constraints

2.2.2 Conversion

process2.2.3 Web Pages 2.2.4 Database

2.2.3.1 Design web

layout

2.2.4.1 Define

data

2.2.3.2 Document

web configuration

2.2.4.2 Define

reports

3.0 Implement

Continued on pg.2

4.0 Support

Continued on pg.2

1

4.0 Support3.0 Implement

Automated Data

Transmission System

3.1.1 Printer

3.1.2 STU-III

3.1.4 Database

server

4.2 Write maintenance

contract

4.1 Write SOP

4.3 Train users

2.0 Design

Continued on pg.1

1.0 Analyze

Continued on pg.1

2

3.3 Install and Test3.1 Purchase

hardware3.2 Build software

3.4 Walk through

of process

3.5 Deliver

product

3.1.3 Secure fax

machine

3.1.5 Web server

3.2.3 Web Pages

3.2.1 Electronic mail

filter

3.2.2 Electronic mail

conversion script

3.2.4 Database

3.3.2 Software3.3.1 Hardware

3.3.1.3 Secure fax

machine

3.3.1.5 Web

server

3.3.1.4 Database

server

3.3.1.2 STU-III

3.3.1.1 Printer

3.3.2.3 Web

pages

3.3.2.2 Electronic

mail conversion

script

3.3.2.4 Database

3.3.2.1 Electronic

mail filter


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Project Reporting

Each Tuesday at 9 a.m., throughout the duration of the project, the project team will meet

in the corporate conference room to analyze the project status. Between meetings, the project

manager will deliver project updates via e-mail to the applicable staff members. Some verbal

communication will be utilized for minor routine project tasks and to establish contingency plans

in the event of an emergency situation

Project Schedule

This section of the ADTS proposal addresses the project schedule. The following Gantt

chart depicts the planned schedule for all of the tasks in this project that were outlined in the work

breakdown structure. Total project length is planned for 48 days and will be divided into four

distinct phases. This will insure that every task within the program is accounted for, and will

enhance project management and control.

The four stages of the plan encompass an Analyze Situation (11 days), Design Solution (8

days), Implement Solution with testing (20 days), and the Support stage (9 days). Tasks have been

planned to occur concurrently as much as possible within the framework of the project team

structure.

Dependencies are shown on the Gantt chart as links, and the critical path is highlighted in

red. The design phase is planned in the most efficient manner possible, utilizing the three separate

development teams of hardware, software, and test. This allows completion of design activities in

only 8 days. Milestones are shown at the end of each project stage to enable project tracking.

Pending approval the project is scheduled to begin on Monday February 11th and finish on

Wednesday April 17th.


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This documentation is intended to provide an accurate management tool that can be used

and reviewed during the important weekly project communication meetings. The team now has a

baseline for the project that the Project Manager can use to determine progress, successes, failures,

and any potential barriers to the development and deployment of this system.


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Performance Measurement

When measuring performance, there are many variables to consider. All of the major

variables can be identified as milestones on the Gantt charts presented as the project schedule. The

project manager will closely follow the progress of the project utilizing these Gantt charts as a tool

in charting the performance of the project. Every milestone on the Gantt chart indicates a

significant portion of the overall completed project. In the event of delays or setbacks, the project

manager will have to call a meeting with his managers to create a new plan to get the project back

on schedule. This portion of the project is especially crucial if the critical path is affected. The

project manager should present a weekly progress report that indicates the percentage of the

project that has been completed. When the percentile is out of an acceptable range, the project

manager should be able to devise a plan to bring the project back within acceptable tolerances.

Performance Evaluation and Reporting

The project manager will conduct a check on a weekly basis, figuring the actual cost of

work performed, the budgeted cost of work performed, and the budget at completion. The project

manager will be in charge of converting this data into useful information. For example, the Cost

Performance Index and Scheduled Performance Index are used to compare budget and work

completed. To estimate the cost performance index, the project manager will divide the budgeted

cost of work performed by the actual cost of work performed. The scheduled performance index

can be estimated by dividing the budgeted cost of work performed by the budgeted cost of work

scheduled. The project manager will also be in charge of tracking numbers by building an Earned

Value Table. When a portion of the project is completed, an earned value for that portion of the

project is credited. If the project is on schedule, the costs of work performed will be equal to the


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budgeted cost of work scheduled. If there are any scheduled or cost variances, the project manager

can forecast the cost to completion and the cost at completion. With this information, the project

manager can communicate to upper management and to the consumer. Through these weekly

briefings, all the variable factors can be assessed, and if corrective action is necessary, it can be

made without affecting the project cost at completion.

Project Termination

The project will have met all of its objectives when all of the tasks are complete. The

project manager must conduct a post-audit to justify that all vendors have been paid; this may

include closing all accounts connected with the project. The project manager will then prepare a

report stating that the project was a success because it was completed on time and under budget.

This report will also include a termination checklist. The checklist should include account

balances, closure of accounts, and notification of project termination to all stakeholders in the

project. A list of employees that need to be reassigned may also be necessary. This will be helpful

for a timely and effective transfer. Once all of this is complete, the project can be officially

terminated.

Summary of Lessons Learned

In the development of the project management plan, the concept of failures within the plan

evolved. These failures need to be recognized and dealt with in an appropriate manner. The major

contributors to project failure are as follows:

A) The project management model is inadequate. It does not fit the objectives and

environment, and does not receive support from top management.


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B) If the project manager fails to properly utilize basic management skills, the success of the

project would be in jeopardy.

C) Failure to fully define project goals and the use of vague wording will lead to poor

estimations of time and resources. In turn, the project will go through various changes

during its life cycle.

D) Failures in planning and controlling the project will occur if all members of the team are

not engaged in the communication loop.

Eliminating the above failures will not guarantee success of the project, but will greatly enhance

the opportunity for a successful project.

ADTS Paper Week 5

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