antd-33-00.00.01-001-a-pla (1)

ALMA Project

PROJECT MANAGEMENT PLAN

REFERENCE : DATE : STATUS: VERSION: Page :

ANTD-33.00.00.01-001-A-PLA 2006-01-24 Released A 1 of 142

All rights reserved AEM - ALMA EUROPEAN CONSORTIUM All rights reserved M032-5


Prepared By

Name(s) Organization Date Signature

AEM consortium 2006-01-24

Approved By


A. BOURGEOIS M. SUITA GP. MARCHIORI E. BREMERS

AAS-F AAS-I EIE MT-A

2006-01-24

Released By


Michel APERS AEM Project Manager 2006-01-24

AEM Configuration Manager Date Signature

Ph. AUSINA AEM Configuration Manager 2006-01-24

Documentation Information

ESO DRD n° 01 submitted to ESO for: Filename: I: For Information R: For Review A: For Approval ANTD-33-00.00.01-001-A-PLA.doc

Signature Word 2000 for Windows XP

The approval evidence are kept by the activity Configuration Manager

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All rights reserved AEM - ALMA EUROPEAN CONSORT IUM All rights reserved M032-5

CHANGE RECORDS

VERSION DATE § CHANGE RECORDS AUTHOR

A 2006-01-24 Document creation AEM Consortium

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TABLE OF CONTENTS

1. INTRODUCTION .................................................................................................. 6

1.1 MANAGEMENT PLAN OVERVIEW............................................................................................. 7

2. PROJECT SCOPE AND DESCRIPTION .................................................................... 9

2.1 Project scope............................................................................................................................ 9

2.2 Project workflow overview..................................................................................................... 12

3. ORGANIZATION AND MANAGEMENT............................................................... 15

3.1 Team structure and organization.......................................................................................... 15 3.1.1 The consortium................................................................................................................................ 15 3.1.2 Detailed breakdown of responsibilities ............................................................................................. 17 3.1.3 The ALMA project organization ....................................................................................................... 20 3.1.4 Liaison between the Consortium members ....................................................................................... 22

3.1.4.1 ALCATEL ALENIA SPACE – FRANCE organisation..................................................................... 24 3.1.4.2 EIE – European Industrial Engineering Organisation ( Italy) ...................................................... 26 3.1.4.3 MT-Aerospace organization (Germany) .................................................................................. 28 3.1.4.4 ALCATEL ALENIA SPACE – ITALIA organisation ........................................................................ 30

3.1.5 Role of the main project team members........................................................................................... 32

4. PROJECT MANAGEMENT AND CONTROL PROCESS............................................ 38

4.1 Introduction ........................................................................................................................... 38

4.2 Project Breakdown Structures ............................................................................................... 40

4.3 Schedule Management.......................................................................................................... 42 4.3.1 General .......................................................................................................................................... 42 4.3.2 Schedule Reporting.......................................................................................................................... 42 4.3.3 Updating Schedules......................................................................................................................... 43

4.4 Project Monitoring................................................................................................................. 43 4.4.1 Purpose and Scope.......................................................................................................................... 43 4.4.2 Progress Reports.............................................................................................................................. 43 4.4.3 Red Flag reports .............................................................................................................................. 44 4.4.4 Indicators and Metrics...................................................................................................................... 44 4.4.5 Liaison with the Customer................................................................................................................ 44

4.5 Action Items Management .................................................................................................... 46

4.6 Risk Management.................................................................................................................. 48

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4.7 Configuration Management .................................................................................................. 49 4.7.1 Configuration Management Objectives............................................................................................ 49 4.7.2 Organization................................................................................................................................... 49 4.7.3 Configuration Management Tasks ................................................................................................... 49

4.8 Data and Documentation Management and Control............................................................ 50 4.8.1 General .......................................................................................................................................... 50 4.8.2 Documentation Management........................................................................................................... 51

4.9 Subcontractor Management .................................................................................................. 53 4.9.1 General .......................................................................................................................................... 53 4.9.2 Sub contractors back-up solution ..................................................................................................... 55

4.10 Progress reports and meetings............................................................................................. 57

5. ANNEXE 1 : CURRICULUM-VITAE OF AEM KEY PERSONAL................................. 59

5.1 Alcatel Alenia Space - France................................................................................................ 60

5.2 Alcatel Alenia Space – Italia.................................................................................................. 86

5.3 European Industrial Engineering – Italy ............................................................................. 116

5.4 MT- Aerospace – Germany .................................................................................................. 134

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TABLE OF FIGURES FIGURE 3-1 ALMA EUROPEAN CONSORTIUM CONTEXT 15 FIGURE 3-2 THE ALMA PROJECT ORGANISATION 20 FIGURE 3-3 ALCATEL ALENIA SPACE –F / PROJECT ORGANISATION 24 FIGURE 4-1 : PROJECT MANAGEMENT PROCESS 40 FIGURE 4-2: RISK MANAGEMENT PROCESS 48 FIGURE 4-3: DOCUMENTATION MANAGEMENT PROCESS 52

TABLE OF TABLES N/A

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1. INTRODUCTION

This Project Management Plan constitutes the document applicable to the ALMA Contract.

As required in the Document Requirements List (DRL) included in the Statement of Work appendix 1. and structured according tà DRD-01, this Project Management Plan has been jointly prepared by the ALMA European Consortium composed by Alcatel Alenia Space (France), Alcatel Alenia Space (Italy) , European Industrial Engineering (Italy) and MT-A Aerospace (Germany) and the documents are thus submitted to ESO under the joint names of the parties.

To facilitate reading, the customer and the industrial partners of this project are named as follows in this document:

The customer, defined as the European Southern Observatory (ESO), member of the ALMA Project Office, is named the Customer,

The ALMA European Consortium, the members of which are Alcatel Alenia Space, European Industrial Engineering and MT- Aerospace is named AEM or the Consortium

• AEM Consortium Team Leader, defined as Alcatel Alenia Space- France , is named AAS-F,

• AEM Partner (co-contractor), defined as Alcatel Alenia Space- Italia is named AAS-I,

• AEM Partner (co-contractor), defined as European Industrial Engineering is named EIE,

• AEM Partner (co-contractor), defined as MT- Aerospace is named MT-A.

.

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1.1 MANAGEMENT PLAN OVERVIEW

This section provides briefly the reader with the main management features which are brought in by the European Consortium in order to ensure the full success of the ALMA project. These features will be developed in the rest of the document.

The Consortium proposes a simple industrial organization :

ESO will have ALCATEL ALENIA SPACE – France as the unique

contractual, technical and management interface and retains full responsibility for the performance of the works in terms of schedule, compliance to ESO expectations and cost.

Based upon the provision of the contract which will set in force on the effective date of signature, ALCATEL ALENIA SPACE – France shall derive to all Partners any requirement and specification applicable to each partner which have identified responsibility for each work package and the associated output of this WP in due time. This is ALCATEL ALENIA SPACE – France’s responsibility to guarantee the overall consistency at system level of the proposed workshare.

Furthermore, in order to give a maximum financial guarantee to the Customer, ALCATEL ALENIA SPACE, MT-A and EIE have agreed on a solidarity scheme which is defined as follows:

• ALCATEL ALENIA SPACE, EIE and MT-A are jointly and severally liable to the Customer for the performance of the contract,

• Should a Customer’s claim be directly attributable to one Consortium member, then this Consortium member covenants to meet the consequences of its liability and to save the other Consortium member harmless.

• Should a Customer’s claim not be directly attributable to one Consortium member, then the consequences shall be bore by the Consortium members in relation with their respective workshare of the contract.

The proposal allows for in-depth risk reduction thanks to :

The availability at project kick-off of very experienced staff, most of

them coming from the prototype development.

An industrial organization built around companies already well-known from previous projects led together and selected through a large European competition, thus maximizing the global performance / price ratio of the proposed ALMA Project,

A deep-experienced subcontractor management process enriched

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through many multinational programs, each involving several companies and suppliers,

The selection of proven equipment (hardware,...) already on the market,

allowing to the project gain benefit from future evolution and avoid the potential problems incurred by products still to be stabilized.

The management process allows full visibility to ESO :

The structure of the project through product tree, WBS and

corresponding organizes documentation provides a unique and efficient way to communicate with the customer as well as with the subcontractors,

Beyond the review, progress meeting and special meeting process, ESO

offers the possibility to attend internal meetings and spend some periods of time at AEM premises,

The contacts between the AEM consortium will be made on line with an

efficient way of communication. Thanks to the creation of an INTERNET server on which project information and documents will be exchanged, with relevant security.

The Consortium brings together an operational project structure very rapidly :

The completion of the ALMA prototyping development matches well with

the beginning of the ALMA Production phase, so experienced people will be ready to start working on the Project from KOM.

The project team is composed by experienced people in all related

technical areas such as design and engineering methods, manufacturing processes, Project monitoring and control, assembly activities and acceptance tests. The project team can also be supported, if needed, by the Company’s experts.

The contractual package including statement of work, technical

specification, contract, has been prepared and agreed during the subcontractor selection process, and is now ready to be exercised. This means that there will be no delay to start subcontractor’s work after KOM.

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A common past experience with most of the companies in the industrial team brings a good knowledge of each other, thus avoiding any warm-up phase which is usually necessary at the beginning of a new co-operation.

2. PROJECT SCOPE AND DESCRIPTION

2.1 Project scope

The ALMA scientific challenge

To study star and planet formation, to observe galaxy at high red shift, to detect solar planets, to survey evolved star and stardust distribution, to determine the radius and the rotation of stars and identify chemical composition of dust, to analyse the chemical composition of gases from an erupting volcano on the surface of the stars or to make significant progress on the sun flares, filaments or structure of the low solar atmosphere, here are some amongst the numerous challenges the scientists are faced to.

To enter these domains, scientists need to have access to millimetre and sub millimetre astronomy to fill the gap between optical/infrared telescopes and radio telescopes in operation today, while using aperture synthesis techniques to reach sub arc second angular scales up to 0,01 arcsec.

An answer to this quest is the Atacama Large Millimeter Array ALMA project, an international collaboration between Europe and the United States, with the Republic of Chile.

ALMA is an ambitious interferometer project based on 68 antennas of 12m diameter, operated on the Llano de Chajnantor site at 5000m elevation in the Atacama Region of northern Chile.

The configurable geometrical pattern of the interferometer requires antennas to be moved on demand between predefined locations, and the observations need to work at wavelengths up to 300µm with sub arc second angular scales.

This imply very strong requirements on the surface accuracy, 25µm RSS required with a 20µm goal, on the path delay 15µm RSS required and on pointing performances, 0,6 arcsec RSS required.

A feasibility demonstrated through the validation of the Alcatel Space / EIE consortium antenna prototype

During the prototype development, implemented by the Alcatel Space/EIE consortium, these very challenging requirements associated with options asking for excellence have driven the design to offer the utmost performing concept.

The prototype antenna delivered by the Alcatel Space / EIE consortium for evaluation is a passive cooling antenna. It presents a light mass of about 85 tons with only about 24 tons for the elevation structure. The Back Up Structure (BUS) and the cabin are made of Carbon Fiber Reinforced Plastic (CFRP). The BUS accommodates 120 replicated nickel panels of sandwich type

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which are fixed with 5 adjusters each. Direct drives on both axes with linear motors are benefiting from light elevation structure mass and are enhancing pointing performances.

The performances reached during validation phase of this prototype makes confident that the very challenging performances required are reachable by the production phase antennas based on such a design, with the necessary modifications required by ESO.

Production Consortium requirements

Confident in the feasibility of the concept, the Customer has issued a call for tender to design manufacture, transport and integrate on site in Chile the ALMA antennas.

In order to face the technical challenge it represents, this call for tender is only open to industry: Largely involved in the prototype phase,

Able to rely on a demonstrated design,

Offering a capacity of the industrial set-up to reliably produce up to 68 antennas over the duration of the project.

The proposed industrial consortium

In line with these Customer requirements, the AEM consortium for production phase is based on The former European Consortium formed by Alcatel Space (FRANCE) and European Industrial Engineering EIE (ITALY) who have already been the assignees of the European prototype of the radio-antenna for the ALMA PROJECT to benefit from prototype related experience and technical feasibility demonstration and to capitalise both on the technical experience and concept from EIE and on the ability to manage large and complex antenna development and large and complex CFRP pieces under responsibility of ALCATEL ALENIA SPACE.

MT-A (Germany), 40 years experience on high precision radio telescopes, infrared telescopes. The Industrial Consortium fully benefits from the support of MT-A for on site works through the existence of DSD, a sister local company of MT-A, present in Chile for more than 10 years and having already erected the APEX Radio Telescope (copy of the Vertex ALMA Prototype in Chile).

ALCATEL ALENIA SPACE – Italia brings its huge and reliable expertise in both space and ground structure engineering and AIT facilities in Turin.

Such a consortium with ALCATEL ALENIA SPACE , MT-A and EIE then offers the requested industrial capacity to reliably produce up to 32 antennas over the duration of the project throughout the acquired experience in the development and realisation of the prototype.

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Geographical return

The proposed consortium is pleased to support a very innovative European design with a relevant geographical return fitting the main contributions to ESO. The Contractor undertakes to give access to the competitive procurement process to the countries and companies as mentioned in the Contract. The credibility and competitiveness criterion shall prevail for the selection of the offers received.

Technical baseline proposed

Well aware of the challenging performances expected by the Customer to satisfy scientific community and of the possible loss of performances induced by any design change, The AEM consortium proposes to the Customer for the production phase to derive the technical design baseline as far as possible from the prototype design. Taking in account some changes resulting from prototype experience, validation and modifications of the antenna specifications the consortium has implemented, the evolution from the prototype design to the technical baseline proposed for the production phase are limited to the two mandatory changes the Customer required: The introduction of an hexapod Apex system. The use of a nearly on the shelf subsystem offers an improved design and performances while mitigating risks associated to the change, The major change of the base with a tripod concept. A time and resources consuming change during the detailed design phase resulting in a long antenna #1 delivery delay, but compatible within the duration of time of the project. Such an approach, while protecting against any loss of performances, mitigates planning risks associated to any redesign and avoids extra work load associated to performance modelling and validation through error budgets computation necessitated by changes. Taking the best advantage of prototype related experience acquired by the ALCATEL SPACE/ EIE consortium, it secures the capacity of the consortium to reliably produce all the antennas over the duration of the project. Furthermore, both AAS-I & MT-A’s long experience in large international long leading projects will be in the benefit of this project.

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2.2 Project workflow overview

The following drawings give an overview of the main workflows of the project. Detailed description is explicitly expressed in the Project Plan ( DRD-02)

Antenna #1 workflow (time relative presentation)

Other antennas workflow (time relative presentation)

Design phase

The project starts with the design phase up to PPDR. During this phase:

• The design is updated,

• All the computed models are updated in order to verify that the technical performances remain compliant after the design changes,

• the manufacturing activities are prepared,

• The complete manufacturing file is delivered,

• the manufacturing process and schedule is validated,

• the manufacturing and testing tools are defined,

• the transport facilities are identified, the specific transport packages if relevant are defined and developed,

Some tasks to prepare the manufacturing phase are done in parallel with the design activity:

• detailed analysis of the manufacturing process with the subcontractors (on the basis of the new file as soon as they are available),

• choice of the quality of carbon fibre to use,

Design Manufacturing

Rehearsal assembly in Europe

Transport On Site

assembly On Site test & acceptance

Manufacturing

Transport On Site

assembly On Site test & acceptance

Site preparation

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• launch of carbon fibre purchase to anticipate the manufacturing phase (due to the delay to provide this component).

This phase is closed by the PPDR review.

Manufacturing phase

The manufacturing phase comes after the design phase and the PPDR review.

Few tasks can be anticipated during the Design phase in order to secure the schedule: These forecast tasks concern the material purchasing and specially the carbon fibre.

Manufacturing tasks for modified sub-systems shall begin after PPDR to be sure to launch the manufacturing process on the basis of an up to date manufacturing file (no overlap to mitigate risks).

The manufacturing of non critical parts remaining unchanged from the prototype design is more flexible and could be launch in overlap during the design phase as soon as a complete analysis will have proven that no change is necessary.

For each subcontractor involved in the project, a Manufacturing Tools Review (MTR) is held before the beginning of the production phase. The kick-off of the real manufacturing phase is upon successful MTR, even if some manufacturing tools need to be order in advance.

Based upon the process of the “Engineering & Design “ activities, relevant qualification will be initiated in order to guarantee the full compliance wrt to the specifications. Should additional qualification activities be required furthermore, AEM Consortium will manage them in a proper way.

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Assembly Phase and antenna acceptance

Some of the major subcontractors have a specific role in the assembly process: They are in charge of the first step of the integration: that is to receive parts coming from the other providers and to integrate these parts with their own contribution prior to shipment to Chile.

This integration is performed under the control of the member of the Consortium in charge of the concerned subcontractor.

The interest of such an organisation is to minimise the transportation workflow as well as the integration steps at OSF.

For the first antenna, a rehearsal assembly is performed in Europe before shipment, as described in the Project Plan provided to ESO.

Final assembly is performed on-Site in OSF work area

The Antenna is presented to the Customer at the Antenna Inspection Point in Chile (AIPC), then enters the acceptance phase with the AEM Consortium support.

Guaranty period for each antenna starts at Provisional Acceptance and ends at its Final Acceptance.

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3. ORGANIZATION AND MANAGEMENT

3.1 Team structure and organization

3.1.1 The consortium

The AEM consortium members are ALCATEL ALENIA SPACE F & I, EIE and MT-A.

ALCATEL ALENIA SPACE F & I, EIE and MT-A are co-contractors with ALCATEL ALENIA SPACE - F as Leader reporting to the Customer.

This organisation is supported by a co-contractor’s agreement which allows solidarity within the partnership. ALCATEL ALENIA SPACE F & I, EIE and MT-A. are jointly and severally liable to the Customer for the performance of all obligations under the Contract.

As a leader of the Consortium, the ALCATEL ALENIA SPACE Project Manager interfaces with the respective ALCATEL ALENIA SPACE I, EIE and MT-A Project Managers to insure the successful development of the Project.

Nevertheless, the Project shall be ruled under the Contractor / Customer relationship where ALCATEL ALENIA SPACE-F, as leader , shall be the direct interface with the Customer and shall, on behalf on the AEM Consortium, take any decision for the good progress of the Project.

This consortium brings the know-how and feasibility demonstration expertise acquired during prototype phase from AAS-F and EIE, and supported by both AAS-I & MT-A with their capability to perform turn key antenna projects on a high level.

Figure 3-1 ALMA European Consortium context

ALMA Project Office

ASP Space Co - Contractor

ASP Space Leader

EIE Co - Contractor

MAN Co - Contractor

Co - Contractorship ALMA Project Office

ASP Space Co - Contractor

ASP Space Leader

EIE Co - Contractor

MAN Co - Contractor

Co - Contractorship ALMAProject Office AAS

Leader

AAS Co-Contractor

EIE Co-Contractor

MT-A Co-Contractor

European Consortium is managed by Co-Contractorship Agreement

Main Subcontractors

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A clear and efficient share of responsibility for each Consortium Member:

AAS-F is acting as the Leader and is in charge of Project Management and reports for the Consortium to the Customer.

AAS-F is in charge of Quality and Product Assurance, Project control, Planning, Documentation and Configuration Management.

AAS-F & I brings its experience to manage large antennas complex projects and to manage the production of high technology CFRP sub assemblies such as BUS, cabin, legs and panels. AAS-F & I is in charge of the equipped bus, cabin, legs, feed shutter from the procurement of raw materials up to the delivery at OSF with relevant assistance to support tests and acceptance review with respect to its competency. AAS-I is bringing engineering support at manufacturing level and AIT methodology and procedures. AAS-I is responsible for the complete RAMS study and relevant documentation with the support of the others Partners.

EIE is in charge of engineering design. EIE brings the engineering expertise and prototype concept designing gained through prototype phase. EIE brings also its experience in managing great telescope and antenna projects, the production of the entire drive & control system and the Metrology system for the guarantee of the antenna performances.

MT-A undertakes the production for the steel main subassemblies and the mechanical elements. Taking benefit from its local Chilean company, DSD, already involved recently in the Apex antenna in Chile, MT-A supports strongly the consortium for the on site assembly phase and commissioning of the antennas. Redundant engineering and Quality Assurance competencies in mitigating any production risks

Thanks to wide qualifications of staff and competencies of the three companies involved in the Consortium which are capable to support and overcome any critical situation it might occur during the lifetime of the Project. Particularly for Design and System Engineering MT-A acts as the first Engineering Back-Up and Quality Assurance resource in the Project. AAS-I brings their engineering capability and competencies as well for the full benefit of the Customer.

Collaborative integrated team for decision making

The Consortium recognises the mandatory necessity to work as a single industrial body towards the Customer.

The Consortium have decided to aggregate and gather all relevant engineering and mass manufacturing competencies within an Integrated Team which will be in charge to co-ordinate overall technical matters on due time without altering the normal decision process.

In such a way and according to the mutual responsibility of Partners, the normal flow of information will be properly handled and co-ordinated between the Consortium who are acting as a sole industrial company, under the global responsibility of the AEM Consortium leader.

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3.1.2 Detailed breakdown of responsibilities

The responsibilities of the Consortium members is declined in the following tables Tasks AAS-F EIE AAS-I MT-A Management l Support Support Support QA General l (Back-up) Design & System Engineering l Engineering

support (Back-up)

RAMS, LCC System Engineering

l

CFRP Bus l Cabin l Apex l*) Legs l Interface cylinder l*) Panels + Adjusters Panels l Adjusters l Steel Structure l for all items Base Yoke Access & Platform Mechanical elements Az bearing l El bearing l Stow pins l *) Hard stops l *) Sub reflector subsystem

Subreflector mechanism

l*)

Sub reflector l ACU l*) Az & El drives l *) Az & El brakes l *) Az & El encoders l *) Metrology l *)

*) Items should be bought by the Consortium Member and distributed to other Members to the different built-up sites. Nomenclature: l = Responsibility borne by the dedicated Member of the Consortium

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Tasks AAS-F EIE AAS-I MT-A Auxiliary Equipment Cabling l*) Cable wrap l El l Az Lightning protection system

l*)

Smoke detectors l*) Power distribution l Limit switches l*) HVAC (Air Conditioning)

l*)

Piping l*) Safety devices l *) Insulation l Feed Shutter l Receiver Membrane l Painting Transport/Packing

l For ASP items only

l For EIE items only

l For ALE items only

l For MT-A items only

Erection l Commissioning/Tests (support) (support) (support) l Antenna Acceptance Review, presentation to the client

l (Support) (support) (support)

Site Management & Safety l *) Items should be bought by the Consortium Member and distributed to other Members to the different built-up sites. Nomenclature: l = Responsibility bore by the dedicated Member of the Consortium

A partition of the antenna in main subassemblies independently deliverable in Chile has been implemented when defining the antenna product tree.

This partition gives clear and effective responsibilities to each consortium member:

• Each subassembly is under the complete responsibility of only one member,

• Each sub assembly reflects the best use of each consortium member expertise,

• Each consortium member is fully responsible of manufacturing and delivery to the OSF of the main subassemblies under its responsibility. He manages directly the subcontractors and procurements related to the sub assemblies under its responsibility.

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The detailed working share between the consortium members, with dedicated staff, is defined in the WBS ( Work Breakdown Structure) and the associated WPD ( Work Packages Descriptions) which are presented inside the Project Plan..

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3.1.3 The ALMA project organization

Figure 3-2 The ALMA project organisation

In accordance with the WBS and related WPD and in order to offer the requested engineering and industrial capacity to reliably produce the ALMA antennas, each Consortium member is responsible to appoint the adequate competencies and corresponding human resources in order to fulfil the specificity of tasks and activities to be performed.

In general terms, AAS-F as the Leader is in charge of the overall Project Management and reports for the Consortium to the Customer. AAS-F is in charge of Quality and Product assurance, Project control and Planning, Documentation and Configuration Control.

The AEM Project Manager is supported by a AAS-I Deputy Project Manager for its tasks.

AAS-F brings its experience to provide large antennas complex projects and to manage the production of high technology CFRP sub assemblies such as cabin, legs.

AAS-I is in charge to manage the production of the equipped BUS and to give relevant engineering assistance to the field. AAS-I is responsible to issue the relevant RAMS study of the overall antenna, with the inputs provided by the partners.

Customer ESO

Project Manager M. Apers AAS - F

Project Management

Office A. Bourgeois

AAS - F

Deputy Project Manager

M.Suita AAS - I

Project Team Manager GP.Marchiori EIE

AIV Manager MT - A

Quality Manager T. Rigaud AAS - F

Project Management

Office M. Suita AAS - I

Project Management

Office GP.Marchiori

EIE

Project Management

Office E. Bremers

MT - A

Company Structure

Company Structure

Company Structure

Company Structure

Project Control Configuration Management

P.Ausina AAS - F

Safety Management G.Gregoris AAS - F

Cost Controller F. Malonda

AAS - F

Project Engineer F.Rampini EIE

System Engineer L.Giacomel EIE

Contract Manager E. Zammit AAS - F

E & D Team EIE/AAS - I

Site Installation

Team MT - A

Customer ESO

Project Manager M. Apers AAS - F

Project Management

Office A. Bourgeois

AAS - F

Deputy Project Manager

M.Suita AAS - I

Project Team Manager GP.Marchiori EIE

AIV Manager MT - A

Quality Manager T. Rigaud AAS - F

Project Management

Office M. Suita AAS - I

Project Management

Office GP.Marchiori

EIE

Project Management

Office E. Bremers

MT - A

Company Structure

Company Structure

Company Structure

Company Structure

Project Control Configuration Management

P.Ausina AAS - F

Safety Management G.Gregoris AAS - F

Cost Controller F. Malonda

AAS - F

Project Engineer F.Rampini EIE

System Engineer L.Giacomel EIE

Contract Manager E. Zammit AAS - F

E & D Team EIE/AAS - I

Site Installation

Team MT - A

Site Safety Officer MT-A

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EIE is in charge of engineering & design. EIE brings the engineering expertise and prototype concept designing gained through prototype phase. EIE is in charge of managing the production of the Drive System, ACU & other control system, and mechanical subsystem.

MT-A undertakes the production for the steel main subassemblies and the mechanical elements. Taking benefit from its local company, DSD, already involved recently in the Apex antenna in Chile, MT-A supports strongly the consortium for the on site assembly phase and commissioning of the antennas. MT-A brings all dedicated competencies and skills for the ALMA Project for design and system engineering.

In order to respect the different responsibilities endorsed by each company the subsequent organization charts show the different assignment that the Companies intends to bring into the ALMA Project. A description of the responsibility of the major key personal is developed in the next chapter. The corresponding CVs are attached in annex.

This standard organisation does secure the Customer with the following principles:

• A single point of interface between the Customer and the Consortium for at once technical, management, contractual and financial matters,

• Clear objectives and priorities for each team member,

• Dedicated responsibility of each person in his domain,

• Flexibility through the different periods of the project,

• Simplicity of the structure with few layers and direct reporting to the Project Manager for all the persons who need such a direct access.

In the Consortium each partner brings to ALMA project the relevant wide expertise in staff qualification and methods gained through large similar projects.

The Project Team is composed of well defined responsible persons, each of them in charge of one aspect of the project and covers all technical commercial activities as it is requested to successfully complete the contract as it is explained hereunder.

The ALMA antennas production phase needs to involve a broad palette of skill and expertise including:

• Project management, Project Control, Quality Assurance, Procurement

• System engineering: System architectural design, technical specifications, budget error and modelling computing, Assembly Integration & Validation (AIV) engineering, Reliability Availability Maintainability Safety (RAMS) engineering and Integrated Logistic Support (ILS) engineering,

• Antennas hardware and software development and manufacturing expertise,

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• System integration and validation,

• Shipment and on-site installation and test.

In addition largely redundant resources, in term of management or specific engineering requested by the ALMA antennas production, are available from the different members of the consortium.

All this features give the Customer a strong guarantee to have the antennas reliably produced over the duration of the project.

3.1.4 Liaison between the Consortium members

Regular technical and progress review meetings will be held between the AEM Consortium members during the project on a weekly basis.

The frequency of the progress meetings could be adjusted if necessary for any urgent matters.

The place and time of such progress meetings will be agreed jointly by the AAS-F Project Manager and the Consortium members. Some of them might be managed by teleconference or videoconference.

The AAS-F Project Manager and AAS/I-EIE-MT-A Project Managers [or authorised representative(s)] are mandatory attending the progress meeting.

The purpose of these meetings is to review the progress of activities, based upon the status of activities and to evaluate any immediate and further actions to be achieved for the proper progress of the project.

The proposed meeting agenda is submitted by the AEM project manager to the other members one quarter in advance.

Minutes of the meeting are written by the AEM Project Manager during the meeting and signed by the parties involved. Besides a brief summary of what has been discussed during the meeting, the minutes record primarily the resulting decisions and action items.

Organisation of the Consortial reviews

The following organisation is proposed for internal review, in a monthly basis: The AEM Project Manager and AAS/I-EIE-MT-A Project Managers [or authorised representative(s)] are mandatory attending the progress review.

The AEM Project Manager proposes to the Consortium members, 1 weeks prior to the review, a review organisation note containing:

1. the objectives of the review,

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2. the agenda for the review,

3. the list of participants, roles and responsibilities

4. the documentation data package submitted to the review,

5. the time schedule,

The AEM Project Manager prepares a documentation package containing the copies of the documents and the corresponding electronic files, which are supplied to the Consortium members one weeks before the review,

The Consortium members examines the documents and summarises then its comments / recommendations / questions.

At the review meeting, the Consortium members reviews all issues and define a decision per elements.

The minutes are written by AEM Project Manager with the following information:

• RID forms, including question, answer and Review Board decision,

• Action items list

• Remaining discrepancies/findings,

• Review conclusions (outcome of the Review, with possible conditions for close-out).

Audits and inspections

AEM Project management has the right to access to the Consortium partners and its subcontractors facilities and relevant data for audit, inspection, inquiry or other exceptional events not covered by routine management interaction.

All such assessments are preceded by adequate preparation and collaboration with the subject contractor.

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3.1.4.1 ALCATEL ALENIA SPACE – FRANCE organisation

Figure 3-3 ALCATEL ALENIA SPACE –F / project organisation

The appointed Project Manager from AAS-F is dedicated to the execution of the Project. For this purpose he has delegation of authority from AAS Management, particularly to negotiate and conclude all issues related to the contract with the Customer, with the support of Consortium members if needed and with the subcontractors under the AAS-F responsibility.

Any conflict resolution between the consortium members is performed at the level of each Project Manager / Manager in privileging the proper achievement of the Project on due date.

With the support of the AEM Consortium, each antenna is presented to the Customer for Provisional Acceptance under AEM Project Manager responsibility.

Project Manager

M. APERS

System Engineer A. BOURGEOIS Quality Manager

T. RIGAUD

Industrial Manager G. St MARTORY

Project Control F. MALONDA

Configuration Manager

P. AUSINA

S/C Engineer O. NAUTON

S/C Engineer M. WYBIERALA

Manufacturing process et tools

Manager G. St MARTORY

Contract Manager E. ZAMMIT

Engineering coordination & Support to co-

contractors TBD

Project Plan & Schedule F. LEVY

AIV Manager G. St MARTORY

Team Manager AAS-I

Team Manager EIE Team Manager MT-Arospace

Safety & Maintenability

Engineer O. BARASSIN

Transportation & Customs Manager

J-L BOESSEMBACHER

Specific ponctual expertise in CFRP &

related manufacturing

process O. DAMIANO

SLI Manager O. BARASSIN

Procurement Manager

B. SANCHEZ

Administrative Support

J. Debacq

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Liaison between AEM and ESO

ALMA AEM Project Management Office is located in:

Alcatel Alenia Space 26, avenue J-F Champollion BP 1187 31037 Toulouse Cedex 1 - France

Communications between ESO and AEM will be addressed for : Technical Issues / General Contract Performance at Michel Apers Tel.: 33 (0)5.34.35.41.68 Fax: 33 (0)5.34.35.59.94 E-mail: [email protected] Commercial issues at Eric Zammit Tel.: 33 (0)4.92.92.30.34 Fax: 33.(0)4.92.92.62.20 E-mail: [email protected]

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3.1.4.2 EIE – European Industrial Engineering Organisation ( Italy)

The organisational structure is presented here after:

The dedicated structure of EIE for ALMA PROJECT PRODUCTION is derived of the project team which it has developed all the phases of ALMA prototype.

QUALITY ASSURANCE MANAGER

L.GIACOMEL

SAFETY MANAGER L.GIACOMEL

PROJECT ENGINEER F.RAMPINI

CONTRACT MANAGER

M.C.GAZZATO

PROGRAM MANAGER

L.GIACOMEL

CONSTRUCTION MANAGER A.ZANON

SITE MANAGER A.BUSATTA

PURCHASE & SUBCONTR.

OFFICER

TRANSPORT & EXPORT OFFICER

PROJECT & CONFIGURATION

CONTROL

DOCUMENTATION OFFICER

INSPECTOR OFFICER

TOOL & EQUIPMENT

OFFICER

SAFETY OFFICER

COMM/NING & TEST OFFICER

SYSTEM ENGINEER

LGIACOMEL

VERIFICATION MANAGER

A.BUSATTA

STRUCTURES DEPARTMENT

L.GHEDIN

MECHANICAL DEPARTMENT S.DELORENZI

ELECTRICAL DEPARTMEN C.MANFRIN

HW / SW DEPARTMENT N.MARCHIORI

THERMAL ENGINEER

C.BATTISTEL

PROJECT MANAGER SUPPORT MANAGER

OF CONSORTIUM

G.MARCHIORI

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The same personnel is occupied normally in the astronomical field for the development of projects as VLT/VST/VISTA/LBT/THEMIS/NTT/TNG etc. All the engineering, design and Management of construction, pre-assembly and erection activities on site are carried out in the house. All the staff distribution reported in the plan is described in detail in the following paragraphs. Enclosed also the relevant main CVs. EIE facilities, resources, and capabilities

EIE is a engineering and industrial coordination for turn key projects firm.

EIE works with the most up-to-date CAD, calculations and management systems.

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3.1.4.3 MT-Aerospace organization (Germany)

Figure 3-6 MT-A project organisation

The consortium member MT-A is led by the Antenna Mechatronics Division in Mainz.

Field of business of this Division is the design, construction, commissioning and after-sales services for communication antennas, telescopes and other large mechatronic systems.

For this purpose, the Antenna, Mechatronics Division cooperates with other MT-A sister company, particularly for erection with DSD in Chile.

The functions of the MT-A project team for ALMA are as follows:

Project Manager MT-A Internal,

The Project Manager leads the MT-A project team and is the main operational link to the Consortium.

Project Management

E. Bremers

Mechanical

U. Weis

SteelStructure

Z. Korsos

Electrical

R. Moik

Assembly &Commissioning

J. Heering/B. Onuk

ConfigurationManagement

C. Porelli

CommercialManagement

J. Schüssler/D. Drebusch

System Engineering

P. Emde

Project Management

E. Bremers

Mechanical

U. Weis

SteelStructure

Z. Korsos

Electrical

R. Moik

Assembly &Commissioning

J. Heering/B. Onuk

ConfigurationManagement

C. Porelli

CommercialManagement

J. Schüssler/D. Drebusch

System Engineering

P. Emde

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Design Backup Consortium, System Engineering

System design in the Consortium is led by EIE. MT-A has in all relevant engineering fields equivalent competencies and will act as complementary solution for the Consortium.

Fabrication

The fabrication of the telescope components under responsibility of MT-A is led by the Fabrication Manager.

Transportation

The transportation of the telescope components under responsibility of MT-A is co-ordinated by the Transportation Manager.

Site Activities

The site activities including the erection of the telescopes is led by the Site Manager (member of DSD Chile) and supported by MT-A home office in Mainz.

Commissioning

The commissioning of the telescopes on site is led by telescope specialists from M MT-A Antenna Mechatronics Division.

Quality Assurance Quality Assurance of MT-A activities is co-ordinated and supervised by the independent Quality Assurance Manager. The Antenna, Mechatronics Division of MT-A, located in Mainz, is dedicated to the design and realization of large mechatronic systems, with special impetus on an integrated approach to structures, mechanics and control. With more than 40 years of experience the engineers are specialized in system design, structural design, mechanical design, electrical and control design, commissioning and testing including the related quality control tasks (ISO 9001 certified). Whatever should be necessary to contribute to ALMA will be dedicated to the project.

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3.1.4.4 ALCATEL ALENIA SPACE – ITALIA organisation

M. SuitaProgram Manager

PA ManagerM. Tosi

Technical Officer C. Gennaro

Project Purchase Coordination L. Matteotti

Thermal EngineerD. Battaglia

Performance Engineer S. Mottini

Mechanical EngineerN. Gualtieri

RAMS EngineerM. Grande

EMC EngineerI. Marziali

Logistic EngineerM. Maselli

Production Engineer A. Montemagno

Contract OfficerG. Giacomini

Project Control ManagerG. Alba

Configuration Control ManagerM. Spasaro

Wind AnalysisA.Saluzzi

Sourcing ContractingG. Canaparo

AAS-I will take over the responsibility of the complete BUS procurement and will perform system engineering level activities in integrated team with E.I.E.. The AAS-I Project activities will be centralised and controlled by the ALMA Project Office led by the Program manager. The AAS-I Functional Departments, in a matrix-type organisation will support the ALMA PO. The ALMA PO members will follow the ALMA management instructions, and implement them within theresponsible Functional Departments. Under AAS-I direction, the ALMA Contractors will be responsible for the management of all the assigned tasks, including cost and schedule performance. Contractors are required, through the StatementOf Work, to ensure that their Management System is structured in a manner which provides clearinterfaces with AAS-I for all management, technical and programmatic aspects. The management rules and project organization requirements, as requested by the ALMA SOW, have been made applicable to the main Subcontractors and the ALMA PO is organized in accordance. The Management Requirements Structure ensures proper flow-down of documents and dissemination of information to and from ESO, in particular: • Management plan issued for ALMA Project by AEM will be structured to fully comply with ESO Management Requirements.

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• The approach chosen for management requirements application and the method of communication ensures adequacy of information flow among ESO, AAS-I and the Subcontractors, and gives ESO the opportunity for intervention, if needed.

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3.1.5 Role of the main project team members

The roles of the main functions in the project team are as follows:

AEM Project Manager (AAS-F)

The AEM Project Manager:

• leads the project team and is the main operational link with the Customer,

• interfaces with the Customer for all Project matters, maintaining thorough acquaintance with the Project requirements and any changes that may occur. All Project contract correspondence will be established in conjunction with the contract Officer,

• is fully responsible for ensuring satisfactory performance of all the work defined in the contract within the agreed performance, time schedules, and cost requirements,

• is responsible for the management of all the activities covered by the contract,

• is given full authority to perform the requisite planning, direction and supervision functions with regard to the team members and the suppliers,

• elaborates and implements the technical strategies to achieve the requirements in a proper way by mitigating or preventing risks and unexpected events,

• has full authority over all personnel and resources of the project organisation, and operationally manages all the team members,

• reports to the Customer and to AAS Management about the proper achievement of Project objectives.

The Project Manager is supported in its tasks by the Project Deputy Manager ( AAS-I).

The Project Manager takes (through his Product Assurance Manager) maximum care of product quality, leading to smooth and safe production.

Project Deputy Manager (AAS-I) The Project Deputy Manager supports the AEM Project Manager on its tasks as described here above. During lack of availability of the AEM Project Manager, the Project Deputy Manager gets heritage with the similar rights and prerogatives for the proper organization and progress of the Project.

MT-A and relevant support from EIE are the figures on which the AEM Project Manager of ALMA makes reference and search support in the group and the consortium.

MT-A and EIE support the activities of Management of AEM and arrange the integration on the plan of the contract performances.

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Partners Project Manager (AAS-I, MT-A, EIE) Under the AEM Project Manager control, the Partners Project Manager with the following main activities:

• leads the company resources,

• is fully responsible for ensuring satisfactory performance of all the work defined in the contract under the company responsibility, within the agreed performance, time schedules, and cost requirements,

• is responsible for the management of all the activities covered by the contract under the company responsibility,

• reports to company Management about the proper achievement of Project objectives under company responsibility.

Project Team Manager (EIE)

The project team Manager:

• leads all the Engineering & Design activities of the ALMA Project,

• has the overall responsibility for the management of all the technical aspect of the project and the technical documentation

• is approved by the engineering teams of AAS and MT-A for all the tasks under AAS and MT-A responsibility

• is responsible to prepare and present the technical documentation for Provisional Acceptances.

Contract Officer (AAS-F)

The Contract Officer is responsible for all the contractual and administrative matters with the Customer.

• is fully responsible to collect all the necessities and information from AAS/EIE/MT-A in order to develop all the contract activities towards the customer and towards the partners.

Project Control (AAS-F)

The Project Control Manager:

• has the overall responsibility for collecting, analyse, consolidating and maintaining all the data used as inputs for management decisions. This includes the project structures (WBS, Product Tree), the schedule and cost data, the action items and risks data, the project indicators... ,

• prepares the Project Control Plans in accordance with the Customer requirements and current AAS procedures,

• prepares the schedule plans (Master Network, Bar Charts, Milestone Lists), Budgets and Cost Plans, with the support of responsible departments,

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• guaranties that the Project plans integrate all technical, schedule and planning aspects, and that they are properly assembled, approved, and distributed,

• consolidates schedule information and directs the updating and maintenance of Project schedules,

• implements action item control and ensures timely review and response to all customer inquiries and communication.

• assists the project manager to analyse data, reports and risks , elaborating and evaluating the possible action scenarios, and implementing them in liaison with the other key team members,

• supports the Project Manager to prepare the progress reports,

• supervises the documentation, configuration and data management,

• is supported by AAS resources for management and cost control tasks and for documentation, configuration and data management as well

Quality Assurance Manager (AAS-F)

The Quality Assurance Engineer from AAS-F:

• is responsible for all the Quality activities, he reports to the AAS Quality Department,

• is supported by Quality Assurance engineers from MT-A for all the tasks under MT-A responsibility, and by Quality Assurance engineers from EIE for all the tasks under EIE responsibility.

• is collecting all information from AAS/ MT-A /EIE in order to complete the compliance status of antennas.

A Product Assurance Manager is assigned to the Project . He is fully authorised and supported by the AAS Product Assurance Director to exercise independent judgement and recommendation to be expressed to the Project Manager. He assures the proper implementation of the Product Assurance specifications at overall system level (Reliability, Safety,...) with the support of AAS-I.

Product Assurance is under the responsibility of the Quality Manager from AAS, supported at sub assembly level by Quality Assurance resources of each co-contractors or sub-contractors, and at antenna assembly and tests level by Quality Assurance resources from MT-A.

Purchasing Managers (AAS/ MT-A / EIE)

Purchasing Managers from each co-contractor are in charge of purchasing tasks devoted to the company he belongs to.

Manufacturing Managers (ALCATEL / ALENIA / MT-A / EIE)

Managers from each co-contractor are in charge of the management of all the subcontracts under the responsibility of their Company in assistance of their respective team manager,

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Product and subcontract Managers are responsible of the technical and programmatic interface with the suppliers.

Project Engineer (EIE)

The Project Engineer

• is fully responsible for the development of all the Design & Engineering activities.

• ensures that the performances of the project have been satisfied.

• assists the Production Manager of the partners

• is responsible of the Tests Certification Control.

System Engineer (EIE)

The System Engineer:

• directs system design and verification activities assuring that all technical requirements are met,

• assures the technical system consistency,

• co-ordinates the technical interfaces and directs compatibility between the subsystems and equipment,

• derives engineering definition according to Contract requirements and assure that the subsystems specifications accurately reflect these requirements,

• assures that the technical Project requirements are met by subsystems.

• assures the consistency of the system and subsystems interfaces,

• conducts periodic internal reviews to achieve timely problem identification and resolution and assure adherence to Project schedule and technical requirements,

• contributes to the preparation of co-ordinated Development and Test plans and schedules,

• assembles the Development and Test Plans of subsystems and system ensuring at technical level a coherent and co-ordinated methodology and an adequate strategy for inter-department and inter-company operations,

• expedites, in case of Project deviations, the technical trade-off studies and identifies all the technical impacts of any possible Project redirection to be decided by the Project Manager,

• takes part in operation of all Review Board and assures the technical adequacy of the documents issued through these boards,

• controls achievement of technical milestones such as reviews.

Industrial Manager (AAS-F)

The operational Manager:

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• ensures the overall consistency with antenna technical design and specification of the antenna operations from the delivery and factory assembly of subassemblies all along its operational life,.

• co-ordinates technical consistency of tasks performed by AIV manager ILS Manager and Site Manager,

• supervises assembly and test plan elaboration, on-site technical matters, ILS documentation: spare availability, maintenance procedures and demonstration training’s,

• presets the antennas to the Customer for provisional acceptance.

AIV Manager (MT-A)

The AIV Manager: has the overall responsibility of ensuring satisfactory Antenna Assembly and Test from subassemblies level to Antenna delivery,

elaborates the assembly and test procedures and defines tools and means, taking into account design and validation specifications and following development and test plan indications,

• has the authority to implement assembly and test tasks performed in Europe and in Chile,

• reports on assembly and test progress and results.

Site Manager (in Chile) (MT-A)

The Site Manager: is fully responsible for ensuring satisfactory performance of all the work performed on site in Chile,

• is fully responsible for the work performed in the Consortium Work Area,

• has full authority over all personnel and resources of the project on site,

• has full authority to interact with the Customer on matters pertaining to the execution of the work on site, occupational safety, environmental protection, health and security,

• follows rules and regulations on site, executes orders of the Customer in their respect and has full authority to control consortium resources on site conform to these rules and regulations.

Site Safety Officer (in Chile) (MT-A)

The Site Safety Officer:

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• ensures the safety requirements on site are implemented and applied,

• prepares a Site Safety Manual (DRD-43) to be issued 1 month before on site activities start,

• reviews and supervises all safety relevant procedures and operations on site and ensures full compliance with the relevant ALMA safety requirements,

• authorises or forbids specific delicate operation,

• perform safety training to Contractor’s personnel,

• stops the work in case of lack of non compliance with safety measures and procedures,

• ensures that the special conditions in terms of environmental and archeological protection set in AD 02 are applied.

In addition to these safety responsibilities and tasks, the Site Safety Officer acts as Product Assurance On-Site Manager.

The Site Manager and the Site Safety Officer are two separate persons. The Site Safety Officer reports to the Project Team Quality Manager, then keeping independence from the Site Manager.

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4. PROJECT MANAGEMENT AND CONTROL PROCESS

4.1 Introduction

With the experience gained since more than 30 years of activity in the space domain, AEM has developed an effective management process which has been applied successfully to all kinds of space projects (Antennas, ground systems, payloads, platforms, satellites…).

This process has obtained the ISO 9001 certification

The Consortium project management set by AAS-F for the project is directly derived from AAS management system. It ensures at all levels of the project implementation, enforcement and control of methods and procedures covering in particular schedule control, configuration control, product assurance, reliability and safety design aspects. It is fully qualified in all management aspects needed for the successful completion of the ALMA project.

Dedicated management tools are available for the real time visibility on the project :

DOORS : which is dealing with general and detailed requirements,

PMP : which is dealing with requirements, WBS, WPD, configuration management,

ARTEMIS 9000 / RTP / MSP: which is dealing with general and detailed schedules,

FICHEYES : which is dealing with records and completion of the non-conformity report,

GESCOM -IASI: which is dealing with appointed human resources, financial follow-up,

DEDICATED INFORMATION SYSTEM for ALMA PROGRAM : secured Internet access which is dealing with all communications and data base for documentation and configuration management including the Product Data Management (PDM), data bases, schedule updated, internal approval of documents etc……

Managed by AEM from the effective date of contract, the management process consists of:

• finalising from the statement of work the project WBS et corresponding WPD with the role and responsibilities of each participant responsible of these tasks, identifying clearly the interfaces between the Consortium members; which is defined in the corresponding contractual document issued by AAS to MT-A and EIE from the effective date of the contract.

• defining the tasks to be performed to reach these objectives as well as the corresponding acceptance criteria (this is done through the WBS, the Work Package Descriptions, and the acceptance test plan and procedures

• defining internal and Consortium objectives (in agreement with the partners) in terms of technical, schedule and cost performances, compliant with the specifications,

• optimising the development of the antenna (considering risks, cost and delays) by setting up a clear development scheme and defining a complete monitoring and control system to

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verify the good implementation of this scheme (this is done through the Master Schedule and the Schedule and Progress Control),

• anticipating possible problems by planning the activities to be performed and the resources to be used and performing risk assessment (this is achieved through ALMA planning activities and risk management activities),

• imposing rules, methods and a common language applicable to all participants (this is achieved through the WBS, the Master Schedule, the management plan and through technical guidelines),

• ensuring during the design, manufacturing, integration and test phases that these rules are being applied, identifying any deviation and implementing the corresponding corrective actions (this is specified in the quality Assurance Plan),

• implementing, at each level of responsibility, a reliable and quick information system, to decide efficient corrective actions, in line with the project objectives (this system includes meetings and reviews, Progress Reports, schedule control, action items control and technical issues monitoring),

• enabling implementation of changes in a reliable and controlled manner (this is achieved through the WBS management and the Configuration Management).

The Figure 4-1 : Project management process, illustrates the central role of ALCATEL which is leading the project Management Plan, the Work Breakdown Structure and the Work Package Descriptions in a standard project management process.

Under AEM responsibility, these management activities are described in the following sections of this chapter.

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Mutually agreed by the both parties

Used for monitoring andcontrol work and cost

through the contract period

Progressreport

PMP

WPDs

Updated to reflectcontract evolutions Used as the single reference

for work to be performed

WPChange Control

PMPupdates

1. Objective2. Inputs3. Outputs





1. Objective2. Inputs3. Outputs 1. Objective

2. Inputs3. Outputs



Item 1.1 Item 1.2 Item 1.3

ite m 1

WBS WorkPackages

ALCATEL

Figure 4-1 : Project management process

4.2 Project Breakdown Structures

The purpose of the project breakdown structures is to provide a common ground for communication between all participants to the project.

These structures are used to define the elements to be developed (product tree), the tasks to be performed, the responsibilities and the needed resources (work breakdown structure and associated work package descriptions).

Product Tree

The Product Tree provides a hierarchical breakdown of all the components of the system.

Work Breakdown Structures (WBS)

The purpose of the Work Breakdown Structure (WBS) is to give a clear, exhaustive and non redundant description of all the works necessary to perform the ALMA project.

It is presented in hierarchical tree form in order to allow a clear allocation of the tasks and responsibility to the different participants to the project, together with an efficient sharing of the responsibilities.

This list of tasks, together with the corresponding time schedule constitute the major project tool enabling to:

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• define deliverable units with their limits,

• estimate the cost of the project,

• evaluate and control risks,

• organise and control the work,

• identify necessary inputs,

• define the necessary means,

• define the responsibility and participation of all project members,

• anticipate potential conflicts,

• avoid duplications.

Work Package Description (WPD)

Work Packages (WP) are defined as the lowest element of the WBS. The Work Package Descriptions contain the following information:

• name of the project,

• number identifying the WP uniquely in the WBS,

• WP title,

• issue number and date of issue,

• company in charge of the WP,

• WP manager, responsible for good execution of the WP tasks,

• start and end events and planned dates,

• necessary inputs to the WP and dependencies,

• outputs produced,

• tasks specifically excluded,

• list of the activities to be performed to complete the WP.

Structures management

When approved by the Customer at Kick-off, the Product tree and WBS, at least for the top level items, should not change.

If, however, the WBS must be corrected to take into account project changes (such as unexpected activities, changes in the organisation or the work sharing) it will be modified according to the formal Change Control procedure.

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The evolution with relevant historical status of the new tasks is explained in their Work Package Description (WPD). If an activity has to be deleted the identification number remains allocated and is not reused.

However the data contained in the WPDs, and related to the activities, may sometimes evolve without any contractual consequence. In such occurrences the formal Change Control procedure is not applied.

4.3 Schedule Management

4.3.1 General

In order to provide the Customer and the project manager with the right level of information, a schedule management system is implemented at two levels:

• monitoring level:

6. a Master Schedule, presents the project milestones (reviews, deliveries, delivery of CFI,...) and all tasks identified as Work Packages in the WBS. This schedule is used for overall monitoring of the project, and to give clear objectives to all actors involved in the project,

• working level:

7. detailed Schedules are used and managed by all Work Package managers to plan the work on a day to day basis.

4.3.2 Schedule Reporting

The Master schedule is used to produce external reporting to the Customer through the monthly progress reports (supplied to the Customer within three working days after the end of the reporting period), and internal reporting to AEM management.

The schedule report annexed to the progress report contains the following information:

• project milestones dates,

• the start and end dates of each phase, subdivision, and task of the project (including the procurement of materials, plant, and equipment),

• the project critical path.

The schedule report information is presented in legible bar chart form, on A4 pages. It shows both the planned and the actual progress of activities (in percentage).

The Work Breakdown Structure (WBS) of the project is also provided with the progress report, in legible graphic form.

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4.3.3 Updating Schedules

The Consortium will keep the approved progress schedule and manpower chart in accordance with the job conditions, making internal changes as necessary and incorporating any changes required by the Customer to the schedule.

The Consortium will not make changes of any kind affecting price or the completion date of the project without a written change order or supplemental agreement to the contract.

If extensions of time are granted by the Customer, the Consortium will within five working days revise the schedule and manpower chart accordingly and submit three copies of each.

4.4 Project Monitoring

4.4.1 Purpose and Scope

The aim of Project Monitoring is to provide, at any moment of the contract, a clear picture of the progress of all tasks and activities actually started.

This status is compared to the progress as it was initially planned, in such a way that the deviations are identified, analysed, the impacts on schedule evaluated and possible corrective actions proposed to the Customer.

4.4.2 Progress Reports

The Consortium submits a monthly progress report (or status report) setting forth the status of the work under the contract, signed by the project manager and transmitted to the Customer Project Manager within three working days after the end of the reporting period. The report contains the following items:

• executive Summary to summarise the most important issues,

• work completed during the month (per Work Package),

• progress to date,

• problems encountered and solutions,

• explanation and detail for any schedule delays and recovery schedule plans or schedule advances,

• Product Assurance report,

• planned activity for ensuing month,

• schedule report, as described in the previous section,

• milestones trend chart and analysis,

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• Risk Assessment Report,

• Configuration Status Accounting Report (CSAR),

• list of open action items, list of action items closed since last report.

Independently and in addition to the regular Progress Reports, any event with potential implications on the schedule of delivery of the antennas or their performance is reported to the Customer.

4.4.3 Red Flag reports

For major problems jeopardizing the timely delivery of the antennas, the achievement of the contract milestones, or the achievement of the technical performance and requiring the immediate attention of the Customer, a written notification to ALMA "Red Flag Report" is issued by the Project Team within one day.

4.4.4 Indicators and Metrics

To improve the monitoring and control of the project progress, and to standardize progress reporting procedures, the Consortium progress reports include indicators in graphic form to facilitate the understanding of essential information concerning the project. The main indicators presented are:

• planning drift of milestones,

• workload/staffing,

• number of closed action items vs. expected action items to be closed,

• requirements stability,

• technical progress indicator(s) (such as number (#) of requirements analyzed, # of components manufactured, # of tests performed,...), depending on:

8. the type of work performed under the subcontract,

9. the contract phase.

4.4.5 Liaison with the Customer

Progress Meetings

Regular technical and progress review meetings will be held between the Consortium, and the Customer during the project on a monthly base during the design phase from Kick-off meeting up to the Pre-Production-Design Review PPDR, and every 6 weeks during the manufacturing phase (in sites depending on the project phase). The frequency of the meetings could be adjusted if mutually agreed.

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The place and time of such meetings will be agreed jointly by the Customer Project Manager and the AEM Project Manager in agreement with the partners.

The purpose of these meetings is to review and discuss the progress of activities, based on the monthly progress report, and to discuss technical issues.

The proposed meeting agenda is submitted by the Consortium project manager to the Customer, one week before the meeting.

Minutes of the meeting are written by the consortium during the meeting and signed by the parties involved. Besides a brief summary of what has been discussed during the meeting, the minutes record primarily the resulting decisions and action items.

Other meetings

In addition, ad-hoc meetings between the Customer and the Consortium may be organized at any time on any subject, as needed.

Weekly teleconference

In addition to these face-to-face meetings a weekly teleconference will be held between the Consortium and the Customer personnel to discuss progress and problems.

Reviews

Formal review will take place during the project:

• The Pre-Production-Design Review PPDR

• The Antenna Acceptance Reviews ACRV#i

Organization of the Reviews

The following organisation is proposed for review:

• the Consortium proposes to the Customer agreement, 2 weeks prior to PPDR review, a review organisation note containing:

10. the objectives of the Review,

11. the documentation data package submitted to the review,

12. the list of participants, roles and responsibilities,

13. the agenda for the Review,

14. the time schedule,

• the Consortium prepares a documentation package containing three copies of the deliverable documents and the corresponding electronic files, which are supplied to the Customer four weeks before the Review,

• the Customer examines the documents during three weeks and summarises then its comments / recommendations / questions in the form of Review Item Discrepancy notes (RID),

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• all main RIDs are made available to the Consortium, at least 3 working days before the Review meeting, in order to organise the review according to the RIDs content,

• the Consortium analyses all the RIDs and prepares written answers. The Consortium and co-contractors will therefore incorporate comments made by the Customer in to the Review documentation and present the modified documents to the Customer for approval at the Review meeting, the Review Board reviews the Consortium answers to the and defines a decision per RID.

The minutes are written by The Consortium with the following information:

• RID forms, including question, answer and Review Board decision,

• Action items,

• remaining discrepancies/findings,

• Review Board conclusions (outcome of the Review, with possible conditions for close-out).

Audits and inspections

With a reasonable notice the Customer has access to the Consortium partners and its subcontractors facilities and relevant data for audit, inspection, inquiry or other exceptional events not covered by routine management interaction.

All such assessments are preceded by adequate preparation and collaboration with the subject contractor. They are followed by a report prepared by the assessor which contains the views of both parties.

4.5 Action Items Management

Purpose and scope

The purpose of the Action Item Management is to maintain a record of all the action items decided during meetings - such as questions to be answered, documents to be provided, investigations to be made - to monitor their implementation, and to keep their history throughout the project.

The action items between the Customer and the Consortium are controlled formally via the list of action items attached to each minutes of meetings and the action item status list included in each Progress Report, which is reviewed during the Progress Meetings.

This system uses an ad hoc management tool implemented on PC, which enables to maintain action items data bases and to edit action items status lists.

Process

Action items are raised and generated by mutual agreement between the participants during meetings. They are summarised and listed on a dedicated page of the minutes of the meeting.

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New action items are registered with the status "open item" in the action items date base.

An updated action item status list is issued on a regular basis. This list is attached to the Progress Reports.

When the action items are fulfilled, generally by a fax, an e-mail message or a document, they are registered as “proposed for closure” in the action items data base.

This list is then examined during the next Progress Meeting and the decision is taken to close the action item if both parties agree that the document referenced fulfils the action item satisfactorily.

The minutes of the meeting record this decision and the status of these action items is changed to "closed item".

Action items shall never be closed without common agreement between originator and actionee.

Identification

An action item is identified by:

• a unique identification (minutes identification + sequential number),

• the description of the action item (clear and concise),

• the originator,

• the actionee (or responsible) for the action item,

• the due date,

• the current status (open, proposed for closure, closed),

• the closing date (when the action item is closed),

• a closing reference (document, mail, fax,....).

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4.6 Risk Management

• Identify sources of risk• Categorize risk items• Establish structure for subsequent analysis

• Assess risk (cause, effect, magnitude• Determine occurrence probability• Detail technical and management consequences

• Identify critical and acceptable risks• Determine feasible options and consequences• Estimate impact of occurence of risks on project

• Develop risk managing plan (highest risks only)• Decide actions to implement• Define triggers to monitor

• Implement risk managing plan• Verification of risk reduction• Issue Risk Report• Determine corrective actions

1Risk

Identification

1Risk

Identification

2Risk

Assessment

2Risk

Assessment

3Risk

Analysis

3Risk

Analysis

4Risk Mitigation

Planning

4Risk Mitigation

Planning

5Risk Monitoringand Reporting

5Risk Monitoringand Reporting

Potential New Risk

Residual Risk

Corrective Action

Figure 4-2: Risk management process

Risk management is a very important and necessary component of the program management of a project such as ALMA.

The Figure 4-1 : Project management process gives an overview of the risk management process, which is on-going throughout the ALMA project.

The risk management process is iterated on a monthly basis to ensure that:

• identified risks are continuously monitored until judged acceptable,

• regular evaluation is performed to identify new sources of risks,

• regular update of the Risk Status Report includes risk mitigation actions,

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• Risk mitigation actions are performed and monitored.

The Risk Report is an integral part of the progress reports submitted to the Customer.

A first version of the table of the major risks assessment is presented inside the Project Plan and Schedule document part of this proposal.

4.7 Configuration Management

4.7.1 Configuration Management Objectives

Configuration management objectives are to:

• know at any moment the technical description of the product and its components, using approved documentation,

• control the evolution in the system’s technical description,

• provide the mapping of the evolution of the system’s technical description,

• verify that documentation is and remains the exact image of the products it describes,

• identify the current configuration baseline and the as-built configuration, in order to deal with discrepancies detected during production, delivery or operation of the product,

• enable any user to know the operational possibilities and limitations of each product item and, in case of non-conformance, to know which items are affected,

• properly document all deviation from the design and implement recovery and the Customer approval following request for waivers procedure.

4.7.2 Organization

Configuration Control activities are led under Project Control Manager responsibility.

Configuration management of the software is carried out by the software configuration manager of the co-contractor or sub-contractor in charge of its development.

4.7.3 Configuration Management Tasks

Configuration management comprises the organisation, the implementation and the supervision of the following tasks:

• identification of the configuration; to identify the products concerned and to define their descriptive documentation (configuration identification),

• control of the configuration; to establish configuration baselines, management of changes required by the customer or proposed by the contractor, identification of departures from

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baseline and the management of associated requests for deviations (RFD) or requests for waivers (RFW), control of interfaces (configuration control),

• recording and follow up of the configuration; to record the product’s different configurations, and to permit its use by means of configuration statuses (configuration status accounting),

• verification that the products design, meeting the required attributes, has been adequately documented, and verification of the products compliance with the design in order to establish the product configuration. Implementation and verification of the As Built Configuration Status, (configuration verification),

• auditing of the Configuration Management system; to verify that the Configuration Management system is effective and meets the requirements.

Procedures related to configuration and change control are part of Alcatel Alenia Space Management process. They are detailed inside the Configuration Control plan issued at T0+4 weeks.

4.8 Data and Documentation Management and Control

AAS-F manages and records the Consortium.

4.8.1 General

The data management services include initial reception, classification, co-ordination, transfer, distribution, archiving, data configuration tracking, and custody services for all program data including technical data packages and software.

Data is either in hard copy or in soft form, or both. Soft copy data formats are Microsoft Word, Excel, Project and PowerPoint formats with their latest commercial versions available in the market.

On the Internet, when used for general and unclassified information distribution, data can also be in the formats supported by general web browser and plug-ins, which are available to the public.

All data or data carriers are properly marked to display sufficient information to manage the data, such as release date, version, classification, originator, total number of copies and copy number (if it is a controlled distribution,) authorised approval of the related originator.

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4.8.2 Documentation Management

Introduction

The purpose of this section is to briefly describe all aspects of the documentation management implemented by the Consortium.

Documentation identification

There are two types of documentation, which are handled and identified differently: "Communication data" (typically letters, faxes, e-mails, notes, etc.),

"Documentation", produced as output of the design and manufacturing activities.

Documentation status list

A document list recording all documents produced during the project, will be maintained.

This list will be annexed to the progress reports and reviewed during the progress meeting.

Documentation format and presentation

Each document is composed of:

• a front page containing title, identification label, release number, release data and a document signature table,

• a document change record,

• a document revision log,

• a table of contents,

• the main part of the document,

• appendices (optional).

Unless other common agreement, the documents shall be written in English using Microsoft Word format.

Document Review, Approval and Update Process

All documents follow the life cycle illustrated in the figure below:

• preparation (by the author),

• review,

• approval (potentially by several people, e.g. to confirm correctness of technical contents of document & conformance to quality standard),

• authorisation (to confirm that this document may be used during a later project phase. If it is a configuration item document, it shall be placed under configuration control),

• distribution,

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• modification,

• replacement and archive,

• destruction.

Dead archives

Living archive

Preparation (author)

Review

Approval

Authorization

Distribution

Update to release n+1

Archive release n

Action RIDs (author)RIDs

Document Issue 1

New version of draft document Draft document

Destruction

Figure 4-3: Documentation management process

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4.9 Subcontractor Management

4.9.1 General

This following table shows the Consortium’s baseline choice of subcontractors with different potential main suppliers and subcontractors pre-selected. Others possibilities do however exist that would enable to meet the expected results (both technically, and in terms of schedule) should a problem occur with one or more of the selected subcontractors.

Table 1 : Tentative list of Subcontractors

The philosophy of subcontract choice and management applied by the Consortium is based on the principle that each member of the AEM has the financial & contractual autonomy to place the subcontracts to his supplier(s) and to manage their proper implementation (deliveries, schedule, payments, …). In all cases there is a direct contract between the AEM partner and its supplier AEM shall keep ESO fully informed during the process of selection of the subcontractors. Such a selection shall be made by AEM with the objective to endeavour to reach the geographical distribution in the countries indicated in the Contract, i.e. ESO Member States, Spain and Chile

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and shall result in a baseline industrial team. AEM shall consult with ESO before finalizing this baseline industrial team and shall submit all justifications associated to the selection of the team. The credibility and competitiveness criterion shall prevail for the selection of the offers received.

During the execution of the task it is equally necessary that AEM is completely and timely informed by AEM Partners on the work progress made by each subcontractor, the problems and the risks occurring, to allow for quick action,

in case of problem, both AEM Partners must promptly react towards the subcontractor for the good progress of the project., in accordance with the respective contractual responsibility.

The standard procedure for the choice of the suppliers is divided in major steps which are shortly presented here below:

Research and selection of potential product/supplier couples.

During this phase, placed under the responsibility of the Consortium member in charge of the product, the Consortium uses the data available from:

• Its suppliers data base and the heritage from previous recent programs,

• QUALIFAS data base or equivalent ,

• Information coming from the Consortium partners on the program or from the customer or from other units.

Evaluation criteria are defined in parallel with the Request For Quotation (RFQ) package.

Major criteria are:

• Schedule, quality, acquisition costs,

• Performances and compliance versus requirements,

• Reliability of the offers,

• Available heritage for the involved product(s)/supplier(s),

• Audits and minutes of visits when necessary and/or available,

• COFACE information or equivalent.

All these criteria are classified following their respective importance in the frame of the program in order to guide to a non ambiguous choice.

• Creation of the RFQ package and shipment to the potential suppliers.

• Reception and opening of the offers. • Evaluation and notation of all identified criteria,

• Analysis of the risks linked to all proposals,

Choice performed by a "Make or Buy" committee.

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Technical and commercial negotiations leading to the signature of a contract and to the procurement of the items.

As a result of the above selection process, each of the subcontractors must commit through formal tenders.

Each subcontractor has a well defined responsibility in the project. The relationship between main contractor and subcontractor is formalised by a comprehensive set of contractual documents which comprise:

• contract,

• Statement of Work (SOW) and schedules,

• technical specifications and QA-PA requirements

Subcontractor management plays a major role in the success of a large project like ALMA, as a large part of the work in the project is performed by them.

As a consequence and under responsibility of each member, a very strict industrial survey is put in place in order to properly verify the correct execution of the obligations, with adequate level of meeting and visit.

4.9.2 Sub contractors back-up solution

During the long duration of the ALMA Project and although the precautionary measures taken to insure a proper procurement of the antennas on due time, the Consortium might reach some difficulties with selected subcontractors for many reasons. Should such situation may occur, the AEM Consortium has already anticipate the recovery solution in order to fulfil their obligations, minimizing both schedule and financial risks. For AAS-F/I concerns, the following strategy is adopted: The critical subassemblies of the antenna are the following :

• Backup Structure and Receiver Cabin : both these subassemblies require specific material (CFRP), manufacturing know-how, long production time, handling, transport and assembly precautions. As such they can clearly be considered as critical.

o We can consider that the risk due to the choice of the material is mitigated by the fact that the proposed CFRP ("pitch-fiber") have already been qualified and used for the prototype antenna. The CFRP ("T700") has also already been technically assessed. Being well-known, this "potential replacement" CFRP is enabling mitigation of the risk taken by a change to the prototype design.

o The baseline of the CFRP suppliers and parts manufacturers selected for the proposal are closed from those used for the prototype antenna, we can thus assume that we take no risk in terms of industrial know-how, so then the Consortium assumes that the global performances will meeting the technical

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requirements. Both suppliers and parts manufacturers present us with detailed and credible production schedules prior the beginning of the production phase, thus proving their capacity to meet the schedule requirements. Potential alternative CFRP suppliers and parts manufacturers have also been considered, they can still be used as "backups", which mitigates the risk of a subcontractor failure.

o All the technical handling, transport requiring precautions and/or specific know-how have already been performed on the prototype. Furthermore all the changes between the operations performed on the prototype and those which will have to be performed on the future antennas will be tested during the Rehearsal Assembly phase in Europe.

o The baseline of the subcontractor proposed to be in charge of the BUS is ATR. Based on their heritage on the ALMA prototype and on solid industrial assets, ATR appears as a secured source to perform this critical item. Nevertheless, we secured alternative solutions with DUQUEINE COMPOSITES and MULTIPLAST with represent a reliable alternative solution for the production of bus.

o For the cabin, AAS-F has a double opportunity (Plyform or INDRA)and propose to agree with ESO on the selection of the candidate at kick-off of the overall activity. § Plyform (I) which were involved during the prototype phase and constitutes a

mature candidate. § INDRA (Spain) with ICSA (Spain also) as subtiercontractor. They represent

also a credible industrial entities to perform the production of cabins for ALMA.

• Panels : their design and manufacturing process, which is very specific and linked to a

single subcontractor makes them another critical subassembly. o The suitability of the design and manufacturing of the panels has been tested on

the prototype. Since no change from these is required for the rest of the project, we can consider that we do not take any risk on that account.

o No other supplier of the same type of panels has yet been identified despite our best efforts. To mitigate this risk, we will order and launch the production of the whole required quantity of panels (for full set of antennas and including appropriate spares) a few months after the effective date of contract. This strategic approach enables to mitigate the risk of a long-term failure of this company. This approach is possible only because we are confident that their design and manufacturing, which has been tested on the prototype, fully meets the project requirements and will not require any change.

o The subcontractor proposed to be in charge of the panels is MEDIA-LARIO. Based on their heritage on the ALMA prototype and on solid industrial assets, MEDIA-LARIO appears as a secured source to perform this critical item.

For MT-A concern, the following strategy is adopted:

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Only such companies, which have successfully passed the criteria described in 4.9.1.are considered as reliable subcontractors by MT-A. A major part of MT-A`s work are the on-site activities in Chile. These activities will be performed by MT-A`s sister company named DSD Chile. MT-A and DSD Chile are well known to each other since long years. DSD Chile has already erected the APEX Telescope (copy of Vertex ALMA prototype) in Chile and has demonstrated its capability for this type of work. The manufacturing of steel parts represents a second major part of MT-A`s work. There are at least two reliable potential subcontractors, Tecnogidue in Italy and FCM in Spain. Tecnogidue has already participated in the manufacturing of the European prototype antenna, is aware of all manufacturing processes and has demonstrated its capabilities. MT-A has already successfully worked together with Tecnogidue for a large antenna-project To reduce the risk of a long-term failure of this company MT-A intends to order the whole required quantity at the beginning of the project. FCM is strong enough in terms of financial and technical aspects. To control the subcontractor MT-A uses all tools, starting from progress meetings and reports up to post permanent resident, if necessary. The same applies for the rest of MT-A`s work for ALMA. For most of the components are at least two potential suppliers in Europe, which reduces the risk for the project. For EIE concern, the following strategy is adopted: Only such companies, which have successfully passed the criteria described in 4.9.1.are considered as reliable subcontractors by EIE. The procurement process for drives, ACU ( HW /SW), sub reflector mechanism, HVAC, smoke detectors, encoders is already on progress with some preliminary assessments. Thanks to the worldwide market with similar products in order to reduce the risk for the project.

4.10 Progress reports and meetings

Progress meetings and associated reports for all subcontracted activities are required of each subcontractor, shortly before the reports and meetings between the Customer and the AEM Consortium (this ensures that reporting to the Customer contains up to date information on all project activities).

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The progress reports issued by the subcontractors and co-contractors contain the same type of information and are structured in the same way as the AEM Consortium reports to the Customer. They shall include comprehensive progress information about all activities for which they are responsible.

Progress reports are issued one week prior to the corresponding progress meeting.

Upon request, the Customer representatives may attend any formal progress meetings between the AEM Consortium and subcontractors.

In extreme cases, the AEM Consortium might post permanent resident(s) at a subcontractor location where project work is in progress.

The AEM Consortium reserves the right to perform audits if deemed necessary.

For their part of the work, the subcontractors are requested to present tasks boards (including completion in %, numbers of defects, …) to manage the risks, present their top ten risks to the Consortium on an on-going basis and, at each progress meeting.

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5. ANNEXE 1 : CURRICULUM-VITAE OF AEM KEY PERSONAL

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5.1 Alcatel Alenia Space - France

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Michel APERS /ALMA Project Manager

Age 51 years old

Nationality Belgian Languages French (mother language)

English (fluent) Dutch (working knowledge)

Italian (working knowledge)

EDUCATION

1980 University Course Mastering / Mons (Belgium)

1977 Electronics-Telecom Engineering Degree / UCL / Louvain (Belgium)

PROFESSIONAL COURSES

International Sales Mastering for Engineers, Principles of management, Effective presentations, Spacecraft communications engineering, Decision making and problem solving, Steering a brainstorming session, Leadership, Company financial control methods, common PC softwares (e.g. MS-Office)

PROFESSIONAL EXPERIENCE

Since 1998 Alcatel Space , Toulouse, France

Senior Program Manager

In charge of General Management for service contracts in the field of Ground System Operations.

Responsibilities include:

1. forecasting and planning of needs, in conjunction with potential customer, determination and set-up of the necessary means and resources;

2. organisation of proposal to ensure service delivery, in compliance with the standard of the contract, employment law and health and safety issues;

3. administrative and contractual management.

Co-ordination between European partnerships and the company Headquarters.

Implementation of quality improvement processes based on exchange of experience, brainstorming sessions.

Took part in the set-up of world-wide facilities to take over these activities.

1991-mid 1998 Cegelec -Div. Comsip, Toulouse- France

Business Area Manager

In charge of business development activities and company management support.

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Responsible of 15 Engineers + 25 Technicians (budget of 4 MU$D) for technical support towards CNES, ESA, EUMETSAT, Alcatel Group, Matra, Spot Image.

System engineering of the following projects:

• Kerguelen :TT&C and telecom facilities for CNES,

• Turksat :TT&C and telecom facilities for Turkish PTT,

• Suparco : TT&C station for Pakistanis Space Agency, • TE.SA.M/Globalstar: AIV of gateways for satellite communications.

Improvement of Customer Service : introduction of information systems to improve performances of the Service ;

Set up of a troubleshooting structure to solve problems with minimum time and cost;

Technical training, start-up of a computer based training project;

Introduction of quality control measures and membership of the ISO 9001certification project team.

1988-1991: Cegelec -Div. Comsip, Kourou- French Guyana

Ground Facilities Manager for the European Space Port

Responsible for the preparation of operations for the full profit of the Ariane launcher and multi-purpose satellite tracking services ( ESA and CNES ). Leading a team of 12 engineers and 20 technicians, the responsibilities included:

4. activity planning for all preparation, maintenance and operations mission phases, including manpower profile, definition and allocation of tasks and deliveries;

5. analysis of operations working practices in order to achieve improvements and efficiencies within a severe cost reduction environment;

6. supporting CNES/CSG to co-ordinate recovery actions following anomaly for both satellite and ground systems;

7. participation in Ariane test campaign and milestone reviews; 8. supporting CNES/CSG for any system design process and definition of the

operations concept in the scope of the end to end system of LEO; MEO end GEO satellites, ground stations and processing centres;

9. supporting CNES/CSG for any definition of the ground segment development logic and validation strategy and corresponding project control mechanisms;

10. liasing with industrial partners with respect to definition of contractual deliveries (databases, documentation, technical support);

11. successful execution of ground-spacecraft system validation test; 12. proposed, initiated and became technical officer of ground segment

development for configuration control and validation systems in the operational environment.

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1979-1988: IDEA - Mons, Belgium ( Local subsidiary of the European Economic Community)

Telecom Engineer + Teaching courses in electronics / supervision of students and technicians for telecom programs.

Involving in an pool team, initial responsibilities included mission analysis for any upgrade or renewal of Telecom Projects.

Tasks included:

13. contributions and attendance to Programme Management meetings, inter-agency bilaterals and Director level presentations;

14. management of incremental build-up and activities of telecom projects; 15. definition and management of a end to end system operation validation test,

involving data flow from the source and all data processing facilities in co-ordination;

16. testing of control system deliveries; 17. support of processing facility acceptance tests; 18. engineering of operational procedures; 19. preparation of the operational data base; 20. preparing training plans for operators.

KEY ABILITIES Management of a profit centre in for a huge French group, Professional mobility, dual Sales/Technical backgrounds, Management of operational teams; Team organisation in service oriented businesses Project Management with several Industrial counterparts

Quality management (ESA standards, ISO 9001)

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ALAIN BOURGEOIS /ALMA System Engineer Age 61 years old

Nationality French Languages French (mother language)

English (fluent)

EDUCATION

1966 Graduated from ENSEIRB (Ecole nationale supérieure d’Electronique d’informatique et de Radiocommunication de Bordeaux -France).

1966 Master in Physics

PROFESSIONAL EXPERIENCE Since 2004 Alcatel Space , Toulouse, France Expert on ground antennas sub systems

In charge of Technical overview on mechanical parts, RF parts, servo parts and interfaces for the ground station antennas.

Responsibilities include: 21. Consultant for RF design 22. Validation of global RF performances including feeds, mechanical part, and

servo performances. 23. Help in technical documentation to be supplied to customers.

1995-2003 Alcatel Space, Toulouse France Manager of ground antennas system activities

In charge of Engineering, Development Activities and manufacturing management.

Responsible of 16 Engineers + 15 Technicians + 12 workers located on three different sites (Toulouse, Paris, Grenoble).

System engineering of the following projects:

• GLOBALSTAR: Design, Development, Industrialisation and installation process of 5.50 meters antennas able to track 24 Hours a day LEO satellites. 132 units have been manufactured.

• Radar for EISCAT: Design, Development, Manufacturing and on site installation of one 42 meters antenna in arctic zone.

• SYRACUSE: Design, Development and manufacturing of 2.40 meters Ka band antenna (20/45 GHz), using “monopulse” tracking mode for angular measurements.

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• CNES: Design, Development and manufacturing of 9.30 meters Ku/K bands antenna using “monopulse” tracking mode (in linear and circular polarization) for LEOP application.

• Design, Development and manufacturing of 5.50 meters Ku band antenna using “monopulse” tracking mode for Station keeping application.

System engineering of the following products:

• Design and development of 18M C band antennas (Intelsat standard A) with King post mount or with Turntable mount.

• Design and development of very lox cost antenna (O.35 meter) working in V band (60 GHz) for urban microwave link application.

• Design and development of transportable 4.60/2.80 meters multi band antenna (C, X, Ku) using one feed per band.

• Design and development of transportable 4.60/2.80 meters working in C band with two beams for tropospheric link application.

1984-1995: TELSPACE (Cergy Pontoise France) Manager of Earth station antennas team.

In charge of Engineering and Development of earth station antennas for satellite telecommunications.

Responsible of 8 Engineers + 7 Technicians.

Project manager for the engineering, development, manufacturing of one prototype, site erection and site qualification for a Beam Wave Guide 21 meters antenna.

Expert in the calibration for angular measurement Of TTC/IOT Ku bnad antenna for TURKSAT satellites.

Antenna engineering of the following products:

• Design and development of a Beam Wave Guide 21M antenna working in C band and equipped of a “Wheel and Track “ mount. The feed allow a “monopulse three channels” tracking mode, or new tracking mode based on a beam shift, and equivalent to a “monopulse one channel”.

• Design and development of a new family of 11, 13 and 16 meters C band antennas (Intelsat standard B, Standard “baby A” and Standard A) The same feed is used for the three diameters. 75 units have been installed all over the world.

• Design and development of a new family of 1.20,1.80 and 3.70 meters antennas working in Ku band. Over 1000 units have been manufactured.

Antenna engineering of the following projects:

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• SYRACUSE: Design, development and qualification of :

• 18.00 meters beam Wave Guide and Wheel and Track mount antenna working in X band, “monopulse” tracking and able to angular measurement.

• 2.80 meters antenna working in X band and installed on a trailer with other equipment.

• 1.80 and 0.90 meters antennas working in X band with light manual mount for tactical use.

• French television Satellite: Design and development of a 8.00 meters antenna with Beam Wave Guide and Wheel and Track mount, working in KU/K bands (12/18 GHz) for up link TV. This antenna is able to make angular measurements.

1969-1984: THOMSON/CSF/ATFH( Levallois-Perret France) RF Engineer

§ Responsible of the design and development of earth station antennas of new generation. 11.00 meters (Intelsat Standard B) 32.00 meters (Intelsat standard A) and 18.00 meters (Intelsat Standard C). The two largest antennas are equipped with Beam Wave Guide feed and Wheel and track mount.

§ Responsible of the retrofit for old Intelsat earth station to be compliant with the new specifications for frequency reuse traffic in C band.

§ Responsible of on site metrology of fixed antennas equipped with very thick radomes.

§ Miscellaneous RF activities on antennas for microwave links and tropospheric links.

KEY ABILITIES Management of technical and production team Technical coordination

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Christophe COUTERET / ALMA Technical Engineer

Age 38 years old

Nationality French

Languages French (mother language) English (fluent)

EDUCATION

1991 Mechanical Engineering degree / ENSAM / Lille & Paris (France)


Finite element modelling and analysis, (ANSYS), Computer-Aided Design (Auto-Cad, Pro-Engineer, Micro-Station), Optical Measurements (AXYZ 3D), Satellite Telecommunications, Ground Antennas control, Steering a brainstorming session, Department management, Leadership, Common PC softwares


Since 2000 Alcatel Space, Toulouse, France

Ground antennas mechanical design department manager


24. Mechanical design of ground antennas; 25. Management of multi-competencies design teams for complex technical projects; 26. Technical expertise to answer Calls for Tenders and carry out evaluation

missions; 27. Administrative management of the department.

1994 - 2000 Alcatel CIT, Paris & Toulouse, France

Ground antennas mechanical design engineer

1992 - 1994 Alcatel TELSPACE, Toulouse & Kerguelen Islands, France

Kerguelen project on-site mechanical engineer

1991 - 1992 Alcatel TELSPACE, Paris, France

Ground antennas mechanical design engineer

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KEY ABILITIES Ground antennas mechanical engineering expertise (design, manufacturing, on-site activities), Professional mobility, Dual Management/Technical background.

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Georges SAINT-MARTORY /ALMA INDUSTRIAL Manager

Age 39 years old


English (fluent) Spanish (fluent)

Italian (working knowledge) German (basic knowledge)

EDUCATION

1990 Certificate of “Ecole Nationale d’Ingénieurs De Metz”


Since mid 1994 Alcatel Space , Colombes (Nanterre), France

International site Manager

In charge of site Management for Ground parabolic antennas installation word wide.


28. ALMA prototype site manager. 29. Financial and administrative management on site, site work supervision; 30. Expertise in assembly and adjustments; 31. Maintenance operation when delicate. 32. On site workers training.

1993-mid 1994 Alcatel Telspace, Nanterre, France

Antenna industrial responsible

In charge of parabolic antennas manufacturing. Sub contractors management.


33. Drawing up quotes and budget following-up 34. Design department assistance for new conceptions.

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1991-1992: Alcatel ATFH, Nanterre, France

ALCATEL Libyan branch director assistance.

Responsible for the branch accountancy, and last payments recovery.

Commercial representation for Libyan government and petroleum companies.

1991: Alcatel ATFH, Levallois Perret, France

In charge of purchasing external products for microwave links.


35. Quotes drawing up. 36. Calculation and optimization of pylons

KEY ABILITIES ALMA prototype manufacturing, assembly and setting.

Three-fold of ground antennas: design, manufacturing, on-site activities

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Michel WYBIERALA / ALMA Technical Engineer

Age 48 years old


English (fluent)

EDUCATION

1979 Engineer Degree – ENSAM – Ecole National Supérieure des Arts et Métiers / Paris

1981 Engineer Degree – ESE - Ecole Supérieure d’Electricté / Paris



Technical Manager for Metop ground segment (EPS)

In charge of Technichal Management for the phase C/D of the EPS ground segment. Development performed by an European consortium led by Alcatel.


37. Technical specification and interface specification for subsystems. 38. Acceptance of subsystems : e.g. WAN (satellite), LAN, product generation sub-

systems … 39. Participation to the integration, validation and verification of the ground segment

and centres (Svalbard, Darmstadt, Madrid); 40. Management of Change request in coordination with customer and

subcontractor. 41. Requirements management : coverage matrix, compliance matrix, validation

plan.

2001 - 2003 Alcatel Space , Nanterre, France

Technical Manager for multi-mission Defence ground segment

This work was performed as part of a European Defence initiative triggered by several European countries.

In charge of Technichal Management for the phase B of a multi-mission Defence ground segment for the French Ministry of Defence (MoD).

Participation to the definition of concept with other European partners : European Industry, MoD, and national space agencies (e.g. CNES).

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Definition of the ground segment architecture and preliminary proposal for a phase C/D.

1999 - 2001 Alcatel Space , Nanterre, France

Technical Manager for Envisat ground segment (PDS)

In charge of Technichal Management for the phase C/D of the ENVISAT ground segment (biggest satellite ground segment developed for ESA). Development performed by a large European consortium led by Alcatel.


42. Technical specification and interface specification for subsystems. 43. Participation to the integration, validation and verification of the ground segment

and centres (Kiruna, Rome) : acquisition stations, mission programming centre 44. Management of Change request in coordination with customer and

subcontractor. 45. Requirements management : coverage matrix, compliance matrix, 46. Participation to CCB.

1993-1999 THOMSON CSF, Versailles, France

System Engineer for Envisat ground segment (PDS)

Member of a small team of 5 THOMSON CSF engineers directly nominated by THOMSON CSF managing director in order to start up a ground segment activity within THOMSON CSF.

Participation to the phase B study (in competition with another consortium), the proposal for the phase C/D and the whole phase C/D as the contract was awarded to the consortium led by THOMSON CSF:

47. Functional analysis, requirements management, Generation of specifications and Interface control documents for system and subsystem;

48. analysis of operations in order to achieve improvements and efficiency : fully automated ground segment;

49. Follow-up of design and development of subsystems with European partners; 50. Integration, verification and validation of subsystems;

1991-1993 THOMSON CSF, Meudon la Foret, France

System Engineer for Air Traffic Control (ATC) system

Within THOMSON CSF ATC Department, European leader for ATC centres : 51. First European person to attend to the Training performed by the Software

Engineering Institute (SEI – Pittsburg).

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52. Initiated a SEPG (Software Engineering Process Group) within the ATC Department : first SEPG of THOMSON CSF;

53. Started actions for productivity improvement, process mastering, indicators implementation within the ATC Department (projects with several millions lines of code).

1983-1991 THOMSON CSF, Meudon la Foret, France

Technical Manager for the development of new generation of radar

Within THOMSON CSF Air Traffic Control Radars Department, 54. Development engineer : development of electronics board for radar data

processing 55. In charge of the design and development of a new radar data processing

drawers : VME advanced electronics and embedded software. These products are now in operation within several countries (e.g. German ATC radars are equipped since 1990).

56. System engineer for secondary surveillance radars (SSR – civilian ATC radars) in charge of specification and development of antenna, RF/IF equipment, radar data processor and radar plots generator. Participation to the answer to call for tender. These SSR radars are now in operation in many countries in the world.

57. Radar expert within the French delegation to ICAO : United Nations official organism charged for the international standardisation of ATC (protocols and signals in space between radar and civilian aircrafts).

58. System engineer in charge for the study and prototype development of a new generation of secondary surveillance radars : Mode S (Selective addressing of aircraft). The prototype developed was by far the most advanced in Europe and US and was used in order to validate the on-going standardisation of the new generation of radar : Mode S. This was performed through radar prototypes implemented in several European countries.

KEY ABILITIES Management of Technical and production team : 20 to 30 people. Technical coordination of consortium with high number (10 to 15) of European sub-contractors.

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Olivier NAUTON / ALMA Technical Engineer Nationality : French Date of Birth: 1960 Education: Graduated from ENSAM (National school engineer ARTS ET METIERS)

EXPERIENCE

Since 2002 -: ALCATEL ALENIA SPACE

• In charge of the manufacturing of the ALMA Prototype

1999 - 2001: ALCATEL SPACE

• In charge of the antennas manufacturing department

1995 - 1998: TELSPACE

• In charge of the manufacturing of antennas ground station

– 5.5 m and 9.3 m antennas

– Panels of the 42 m Antenna.

– Transportable antenna: 7*4.6m in C/X/Ku bands for civil and military telecommunications.

– 10 prototype 5.5 m Antenna for Globastar Program.

– 3 * 11m Antenna.

1988- 1994: TELSPACE

• In charge of mechanical design for transportable and tactical cabinets.

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Philippe Ausina /ALMA configuration and data manager

Age 48 years old


English (fluent)

EDUCATION

1996 GRADUATE ENGINEER FROM CESI – PARIS

(CENTRE D’ETUDES SUPERIEURES INDUSTRIELLES)


Principles of management, Configuration & Data Management applied to space program, common PC softwares & Unix Stations.


Since 2004 ALCATEL ALENIA SPACE

Configuration and Documentation Team Leader of the Ground Industrial Unit 59. Projects Tracking (System & AIV CM of EPS Program, Syracuse 3, MUCF Galileo,

Système d’Informations Spatiales), 60. Management of 10 sub-contracting companies on EPS program with a team of 40

persons, 61. Management of 5 persons dedicated to Configuration & Documentation on

different programs, 62. Development of Configuration Management activity for the Ground Industrial

Unit, 63. Customer interface and reporting, participation to Customer reviews for

configuration aspects, 64. Supervision of Project configuration management plan and procedures

redaction, support elements development and implementation.

1999 - 2004 ALCATEL SPACE Configuration and Documentation Team Leader of EGNOS Program

65. Management of 20 sub-contracting companies with a team of 60 persons, 66. Development of Configuration and Documentation Management activity for

EGNOS program, 67. Redaction of EGNOS Configuration Management Plan, procedures and

organisation, 68. Management of 3 persons.

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1996 - 1999 THOMSON-CSF, Services Systèmes Sol Spatiaux Configuration Manager of PDS-ENVISAT Program 69. Management of 10 sub-contracting companies with a team of 40 persons, 70. Development of Configuration Management activity for PDS-ENVISAT program.

1994 - 1996 CESI

Student (Formation Continue) Quality and Management

71. RAMS Memory about Spatial Activities, 72. Audits practise.

1989 - 1994 THOMSON-CSF, Space Division

In Kourou (French Guyana) 73. Integration ,validation and maintenance of the ARIANE Data Processing Center

of Kourou Space Center, in charge of the localisation team, 74. specification of real time systems, 75. integration and follow-up of several full acquisition simulators from specifications

to on-site acceptance, 76. Responsible of the system configuration management, follow-up and control of

the evolutions of the operational center JUPITER 1 and radars computers, 77. Integration and validation of a low level software interfacing with hardware

boards for a software visual, acquisition data (Network, Real Time), 78. Technology/standard: Solar Systems (real time computers), SUN Workstations, 79. Management of 5 persons.

Before 1989 Several THOMSON-CSF Services (THOMAINFOR / CETIA)

80. After-Sale Agencies

KEY ABILITIES Management of operational teams in documentation and configuration data management; Configuration Management with several Industrial counterparts, technical support on data management for great space programs since 10 years Professional mobility, Quality management & Internal Audit (ESA standards, ISO 9001)

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Thierry Rigaud /ALMA QA manager

Age 42 years old


English (fluent) Spanish (working knowledge)

EDUCATION

1987 Engineering Degree in Electronics ENSEEIHT ( INP Institut National Polytechnique )


Techniques for Communication Satellite Engineering, Quality tools, brainstorming, QFD ( quality Functional Deployment )


Since 1996 Alcatel Alenia Space , Toulouse, France

PA Manager

In charge of General Management for Product Assurance on commercial Payloads.

( Globalstar, Hispasat-1D, AMC12 and 13, Arabsat-4 A and 4 B )


81. Negotiation of Quality Requirements and organization of flow down to manufacturing plants, sub-contractors, AIT

82. Management and synthesis of various fields of expertise ( parts; materials & processes, radiations analysis ……. )

83. Management of major anomalies all along the program 84. Reporting to customer

Participation to Enquiry Boards.

Qualification of ground station operators

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1994--1996 Altran Technologies, Paris

Consultant

• For Matra Marconi Space Toulouse France

o In the frame of Nilesat Program, follow up of subcontractors for EPS

o Participation to Qualification Programs

• For Valeo Electronique , Meung/Loire France ( 45 )

o In charge of Quality Assurance for subcontracted electronic boards

o Responsible for subcontractor Audits

o In the frame of this mission I was appointed to the management of the transfer of one external production line

1993 CRP ( Conseil Ressources Prospectives ) Toulouse France

Consultant

For many national and/or regional organizations, marketing and technical surveys,

1990-1992: Motorola Semiconductors Toulouse France

Product Marketing Engineer

o Management of sales for key accounts ( Europe ) for Bipolar IC’s

o Training to new products, training of sales force

o Feasability studies for custom applications ( smart-power IC’s )

1988-1990 SGS Thomson Microelectronics , Rousset ( 13 ) France

o Characterization of a new range of CMOS Memories

o Validation of assembly processes and test means

o Start-up of production in different plants ( Italy, Malta … )

KEY ABILITIES Product Assurance Management in International contexts , Technical Audits, Marketing techniques,

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Jacques LEVY /ALMA Project schedule

Age 35 years old


English (advanced level) Spanish (intermediate level)

EDUCATION

1994 Engineer Degree – ENSIACET – Ecole Nationale Supérieure des Arts Chimiques et Technologiques – INP Toulouse

1996 Engineer Degree – Ingenierie et Management de projets – INP Toulouse



Operation Planning Engineer

In charge of industrial master schedule plans


85. Scheduling of industrial activities (payload level, IOT, purchased equipment..) 86. Organization of monthly meetings with PMO and industrial representatives for

schedule analysis (critical paths, schedule impact, schedule risks analysis)

2001 - 2005 Alcatel Space , Toulouse, France

Product Assurance Engineer

QA leader for Channel Amplifier products


• Coordination of QA activities in development, production, test phases

• Relationships with internal/external customers for QA concerns

• Reporting and cost analysis for Camp PA activities

• Coordination of risk analysis in RFP phase

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1999-2001 Atmel, Rousset, France (US micro electronics company)

Planning Manager for new products industrialization


87. Management of a small team 88. Scheduling of industrialization phase for each new program 89. Schedule coordination with sub contractors and internal operations 90. Cost analysis of new products introduction (manufacturing cost calculation,

impact on sales) 91. Forecast Workload preparation for sub-contractors 92. Reporting to the Industrial Business Unit

1996-2001 Atmel, Rousset, France

Quality Assurance Engineer


93. Management of a small team (4 persons) 94. Quality assurance deployment in Fab for Iso 9001 certification 95. Supplier and internal audits management 96. Document control and metrology management 97. Customer specification processing

Environmental certification team member (Iso 14001)

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OLIVIER Barassin / ALMA SLI Manager Nationality : French Date of Birth: 1964 Education: Graduated from ENSAM (National school engineer ARTS ET METIERS)

EXPERIENCE


• In charge of SLI management for the Ground Infrastructure

1999 - 2001: ALCATEL SPACE

• In charge of the antennas manufacturing department

Since 1988 : CEGELEC

• In charge of the maintenance and operation of antennas ground station at CSG / Kourou

– TT&C and Radar facilities for the benefit of CNES and Arinespace.

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Guy Gregoris / AAS-F Safety Manager Nationality : French Date of Birth: 1957 Education: Graduated from ENSET (Toulouse)

EXPERIENCE


• In charge of general Safety Assessment for overall Ground Product and facilities

1999 - 2001: ALCATEL SPACE I Technical Responsible of the GEOS / ENVISAT Ground segment Coordination of 25 european engineers and tecnicians at Roma Supervision and follow-up of the tests over 3 sites (2 in Italy and 1 in Sweden) Follow-up of the international sub-contractors Interface between the customer and the system team

•

Since 1978 : ALCATEL Roma (Italy)

Integration and validation of the training simulator of the TRANSALL airplane for the French Army. Technical support at CRAWLEY (UNITED kINGDOM) for the integration of a visual system of a generic simulator (airplane, tank, ...). Integration and follow-up of several flight simulators, from specifications up to final acceptance and deployment (for the Canada, the USA, the South Korea). Responsible of the software configuration management of a team composed of 25 developers. Specification and coding of software embedded on a microprocessor board for the images treatement (textures, Z-buffer).

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Fernand MALONDA / ALMA Project Control Office Age : 50 years old Nationality : French Education : 1977 - University post-graduate degree in Econometrics 1983 - Finance and accounting certificate Languages : Spanish (fluent)

English (working knowledge)

Professional experience : 1981–1991 : MINES ET PRODUITS CHIMIQUES DE SALSIGNE (Gold Mine) 500 employees 1981 : Responsible of industrial accounting 1983 : Responsible of Accounting services 1985 : Administrative and finance vice-manager 1988 : Administrative and finance manager Since 1991 : ALCATEL SPACE (Toulouse) 4000 employees

1991 : Representative on consolidation tasks, scheduling and finance analysis (Administrative and finance department)

1993 : Chief accountant 1996 : Cost Engineer (International Sales Department)

2000 : PCO Manager

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Jean-Luc Boessembacher / AAS-F Logistic Manager Age 50 years old

Nationality French

Languages French (mother language) English (working knowledge) Italian (working knowledge)

EDUCATION Baccalauréat G3 (Commerce)

PROFESSIONAL EXPERIENCE De 1978 à 1988 In charge of Packaging, Transport and customs for Thomson CSF located in

Toulouse, Velizy and Bagneux. Since 1998 Logistics Manager for Alcatel Space in Toulouse In charge of General Management for service contracts in the field of Logistics /

Transport and Customs.


98. forecasting and planning of needs, in conjunction with potential customer, determination and set-up of the necessary means and resources;

99. organisation of means to ensure service delivery, in compliance with the standard of the contract, the export control law and International transportation convention.

100. Management of internal resources and subcontractors 101. Implementation of quality improvement processes. 102. Took part in the set-up of world-wide facilities to take over these activities with

Forwarding agent within partnership contract ( tendervet …). n MANAGEMENT

§ Responsible of 15 Technicians on 4 sites

• Management of the transport budget : 2,8 M€

Improvement of the Service : introduction of information systems to improve performances ( Gélog ) to facilitate the customs process

103. preparation mission phases 104. analysis of operations working practices in order to achieve improvements and

efficiencies within a severe cost reduction environment; 105. liasing with industrial partners with respect to definition of contractual deliveries

(databases, documentation, technical support); 106. engineering of operational procedures;

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107. preparation of the operational data base; n ADVICE :

§ 2004 : Organization of Import and export Control seminar for business unit 2004 : Benchmarking with others Companies for the same field of activity § 2003 : Intervention in Gifas « Groupement des Industriels Français de l’Aéronautique et du Spatial » to introduce the new french system of harmonized européan Transit( opérational méthod) § 2002 : Introduction in the south région of the multisite customs process § …/…

n EXPORT CONTROL for military and dual use product / HEAD OF EXPORT LICENCES DEPARTMENT

§ Appointed « Export Control Manager » for the world company Alcatel Space § Organization of the Export Control Process in each site and management from Toulouse § Control and setting up for Export licence ( War and dual use product).

n CUSTOMS § Customs procedure to be set up , looking for positive agreement with administration § Control for application of « Economic Régime « to avoid to pay tax and duties with Inward Processing system. § Control of guarantee system

n TRANSPORT

§ Organisation of The transportation policy to improve saving time by négociation with the corporate and purchasers .

§ Participation in particular agreement of « safety freight Agreement » to be delivered by the Aviation Civile » to secure air freight transport and to go faster at the airport.

§ Risks analysis : choice of the incoterms…

KEY ABILITIES Management of a profit centre Professional mobility Management of operational teams; Team organisation in service oriented Project Management with several Industrial counterparts Quality management ( ISO 9001)

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5.2 Alcatel Alenia Space – Italia

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MICHELE SUITA / AAS-I Project Deputy Manager

Age 42 years old

Nationality Italian Languages Italian (mother language)

English (fluent)

EDUCATION

2002 Aeronautical Engineering, graduated in 1982


1984 - 1985 EDP Consultant

1986 Project Engineering – Fiat Auto Turin (Engine prototype engineering)

Since 1987 employed at Alenia Spazio:

1987 Schedule Control for EURECA Phase C/D, Thermal Control Subsystem

1988 - 1989 Project Control Manager for EURECA (European Space Platform) Phase C/D

1989 ARTEMIX MAX, Project Management training and Utilisation

1989 - 1990 Project Control Manager for AFPM Phase C/D (Microgravity Program)

1990 - 1991 Project Control Manager for :

AFMP Phase C/D (Microgravity Program)

BDPU Phase C/D (Microgravity Program)

1991 - 1992 Project Control Manager and Subcontractor Manager for:

AFMP Phase C/D (Microgravity Program)

BDPU Phase C/D (Microgravity Program)

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1991 - 1993 Project Control Manager and Subcontractor Manager for all Microgravity programs

1994 Project Control Manager for:

Support Study Scientific INTEGRAL Instrument selection (ESA – Study)

1995 - 1996 Project Control Manager for:

INTEGRAL Scientific Satellite - Phase B

1997 - 1999 Project Control Manager for:

INTEGRAL Scientific Satellite - Phase C/D

1999 - 2000 Project Control Manager and responsible for all commercial and administrative aspects for INTEGRAL Scientific Satellite - Phase C/D

2001 - 2002 Deputy Program Manager for INTEGRAL Scientific Satellite Phase C/D, in particular the responsibility of the Flight Model Tests Campaign (ESA – Estec Facilities for 1 year)

2002 Program Manager for INTEGRAL Scientific Satellite - Phase E

(Launch preparation, logistic and technical operations for INTEGRAL Scientific Satellite at Baikonur (Kazakhstan)

2004 Deputy Proposal Manager for ALMA Antennas CFT

Since 2003 to 2005 Deputy Program Manager for HERSCHEL PLANCK Satellite - Phase C/D

Financial & commercial responsible for INTEGRAL - Phase F

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Corrado GENNARO /AAS-I technical responsible

Age 49 years old


English (fluent) French (working knowledge)

EDUCATION

1980 Aeronautical Engineering Degree / Politecnico di Torino (Italy)

Working at Alcatel Alenia Space Italia since December 1981


2006 Responsible for Thermal-Mechanical-Metrology Department within the Business Unit

Optical Observation & Science 2005 Within the Scientific Satellite Directorate “Payloads, Robotics & New Development

Group” responsible for the “Payloads Team” 2001-2005 GOCE Gradiometer Instrument Engineering Manager 1997-2000 Responsible for all the mechanical aspects of INTEGRAL Satellite 1996-1997 Within the Mechanical System Department, responsible for the “Design and Analysis”

group 1993-1996 Within the Structural Department, responsible for design, development, and

verification of the Mechanisms and MGSE 1991-1993 Head of Technical Office at ILMAS 1988-1990 Within the Structural Department, responsible for design, development, verification

and standardisation. 1984-1990 IRIS and LAGEOS Satellite Mechanical S/S responsible 1981-1984 IRIS and LAGEOS Satellite structural and functional analyses

INFORMATICS Microsoft Office package, MathCad, NASTRAN, FEMAP

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MASSIMO TOSI /AAS-I Product assurance Manager

Age 47 years old

Nationality Italian Languages English

EDUCATION 1977 School leaving certificate (qualification) in AERONAUTICAL ENGINEER


Since 1979 Employed at Alenia Spazio, System Quality Assurance Directorate - Product Assurance Department

1979-1983 Participation in the Product Assurance activities for the structure subsystems on MARECS, ECS , TELECOM

1984-1986 Product Assurance manager for Communication Module Structure S/S and Thermal Control S/S of OLYMPUS 1.

1986-1989 Product Assurance manager for Thermal Control S/S of Eutelsat II. 1990-1993 Product Assurance manager for Service Module Structure S/S of SOHO. 1994-1995 Product Assurance engineer for Deployable/Retrieval Booms of TSS-1R. 1995-1996 Quality Assurance Engineer for CASSINI & HOT-BIRD Antenna projects. 1996-1997 Product Assurance manager for Thermal Control S/S of MPLM. 1997-2002 Moved to Purchasing Department of Alenia Spazio as buyer, for managing of: external

manufacturing of metallic/fibers composite items & execution of surface/protective treatments both for Satellites and Pressurized Modules. Good experience gained also in space materials procurement.

2002-2004 Product Assurance manager for Flight Module of CUPOLA Project. Product Assurance manager for Phases 1,2,3 of Large Deployable Antenna Program.

2004-2005 Product Assurance engineer for Herschel/Planck SVM Structure, Solar Array and Passive Thermal Control. and SVM structural P.A focal point for AIT activities.

KEY ABILITIES

Coordination of the P.A. activities with all management and engineering activities.

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GIUSEPPINA ALBA / AAS I Project control Manager

Age 37 years old


English (fluent)

EDUCATION

2002 Degree in Mechanical Engineering at Politecnico di Torino,


Technical course in Aerospace disciplines, Successful Negotiation, Effective communication.

Knowledge and use Primavera Enterprise (Planning & Scheduling SW), Sap R/3 and common PC software’s (e.g. MS-Office)


1990–1992 Joined AERITALIA Space System Group (presently called AAS-I) for a dedicated technical curse in Aerospace disciplines

1993–1995 Analysis and Schedule control of:

BDPU / SAX subsystem AOCS / ARD-DRS-FM1 BFT1

1995–1996 Project Control of ARD-DRS-FM2 BFT2

1997–2003 Project Control of COF DMS-HUB / COF LAPAP SW / COF AIV-DB

1999–2000 Project Control of PICA subsystem STRUTTURA

2001-2004 Support HERSCHEL – PLANCK team for the Project Control Aspects

2003-2004 Preparation of EUROBOT proposal

Project Control of EUROBOT phase A & B

2005 Project Control of BepiColombo and GAIA Development Study

Preparation of GAIA ( SVM & SC AIT) phase B – C/D –E1 proposal

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GIULIO GIACOMINI / AAS-I CONTRACT MANAGER

Age 50 years old


English (standard) French (working knowledge)

EDUCATION 1975 Mechanical Expert


1977-79 Training courses for Management/Commercial Engineers, Domestic Budget Control Methods.


1976-77 Employed at the technical office of FIAT ALLIS. 1978–80 Employed at the Engineering Advanced Project Office as technical supporter for the

commercial proposals of the Giustina Tool Machines. 1981-86 Employed at SKF Aircraft Space Bearing Division,3 years as Project Manager and 3 years as

Sales Area Manager of Europe and Middle East. Since 1987 Employed at the Sales & Contract Administration of Alenia Spazio.

Experience accrued on ASI,ESA,ESO, CNES and NASA contracts as: Spacelab,Spacehab,Ariane4,ARD,Helios,Aristoteles,FSL,Integral,GOCE,Mars-Express,Hershel-Plank,Delta II, Venus-Express, Node 2&3 and other Study Programs.

JOB PROFILE

Contract management ,program budget survey, care of financial aspect ,constant contact vs Customer

and link with the Program Management.

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Luciano matteotti /AAS-I project purchase coordination

Age 51 years old

Nationality iItalian Languages Italian (mother language)


EDUCATION

Aeronautical engineer

PROFESSIONAL EXPERIENCE SUMMARY From 10/2002 - Within the Purchasing department appointed responsible of the products procurement. The team (10 Buyers) is responsible to issue purchase orders and contracts for the Turin site, relevant to raw materials (metallic and non metallic) mechanical parts and components, machining activities E.E.E parts, composites manufacturing, surface treatments, tooling and MGSE. Gained experience in managing suppliers and in commercial negotiation national and international.Team member of several Finmeccanica projects for amelioration of the purchasing activities such as e-auction and e-request for quotation. Member of the working team for the SAP introduction in the company. From 9/97 to 10/02 Moved to the the purchasing office, responsible for the procurement of flight materials mechanical machining, tooling and MGSE (8 Buyers) for Turin , l’Aquila and Rome plants. During this period several outsourcing project and marketing research have been performed. Member of the team for the implementation of SAP system as company purchasing software platform 1995/97 Appointed responsible of the Parts materials and processes disciplines for the Italian scientific satellite SAX . Technical support as quality disciplines expert to the launch campaign of the satellite at NASA J.F. Kennedy at Cape Canaveral. Responsible of the cleanliness aspects with General Dynamics launcher, studied and implemented amelioration of ATLAS fairing for scientific satellites launch. Customer: ASI Prime Contractor: Alenia Spazio 1992/95 Appointed responsible for Contamination Control Program of the UVCS spectrophotometer embarched on SOHO satellite , subsequently responsible of the overall quality assurance activities for the AIT . Established in collaboration with Ball Aerospace and ESA several methodology of cleanliness measurement and control still valid to day as company Know-how Activities performed with Ball Aerospace, NASA JSC, Universita’ di Padova e Barkley University.Customer : ESA Prime Contractor: MATRA

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1989 Appointed responsible for the Materials/processes, Cleanliness and Contamination Control disciplines within the Product Assurance unit of ALENIA SPAZIO, the team was composed of 13 people. This group has operated through, programs and function following all aspects relevant to the use of materials and their application in the space environment, Cleanliness and contamination control aspects ( analysis and requirements definition, inspection and control methodology, issue of specifications and company procedures ). Had been developed in cooperation with the Roma plant colleagues the company data bases for materials/components and mechanical parts still valid today. 1987/89 Appointed responsible for the Quality Assurance e Cleanliness control for the integration of the flight unit of the HIPPARCOS satellite and payload. Appointed Product Assurance Manager for the launch campaign of the satellite at Kourou launch site in the French Guyane. Customer : ESA Prime Contractor: MATRA AERITALIA Sub contractors: MBB-

ERNO, FOKKER, AEG-TELEFUNKEN, MATRA-EPT, SAAB, SELENIA Since 1998 Alcatel Space , Toulouse, France

1984/87 Appointed responsible of the Quality Assurance/Materials and processes disciplines for the Hipparcos program. Subcontractor PA manager for the thermo mechanical subsystems and solar generator Responsible for the Product Assurance activities during the environmental test campaign for the STM satellite tests campaign at IABG,ESA and CNES. 1983/84 Driving member of the proposal group for the phase C/D of the OLYMPUS satellite, appointed responsible for the quality assurance activities, materials and processes disciplines and subsequently Product Assurance manager. In the frame of these activities have been developed several new technologies, such: for the first time onto a thermal control system developed in Italy the use of ammonia constant conductance heat pipes and OSRs (built in Europe) conductive coated with the indium tin oxide. Appointed responsible for the environmental test campaign at satellite level (solar simulation and thermal balance) at NASA Jet Propulsion Laboratory of Pasadena. Customer : ESA Prime Contractor: BRITISH AEROSPACE 1981/82 Appointed Product Assurance manager for the phase C/D of the structure and thermal control of the Italian SIRIO 2 program. Customer : C.N.S Prime Contractor: Selenia Spazio 1978/81

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Appointed Quality Assurance/Materials and Processes responsible for the C/D phase of the AIRLOCK-SPACELAB program. Developed and qualified several technological processes. Customer: ESA Prime contractor: VFW-FOKKER 6-77/12-77 Employed at AERITALIA (now ALCATEL ALENIA SPACE ITALIA S.p.A ) followed a training course in Aerospace science.

1974/76 Employed at “F.lli Naretto Costruzioni Meccaniche” in Torino as worker and quality inspector gained experience in machining, tools manufacturing and inspection of parts and assembly, working methodoly and procedure.

Other experience

Member of the organization committee of the ESA/CNES symposium of the Materials for Space

Application.

Member of the working team for the harmonization of the European space standard ECSS

Member of the working team for the development and implementation of the company data bases for

material and mechanical parts.

Development and implementation of a scientific satellite contamination control plan, from production and

assembling till in orbit operational phase.

Development and implementation of a methodology for the verification and control of particulate and

molecular contamination.

After been transferred to the purchasing department, member of various team and project for the

harmonization of the activities between Turin and L’Aquila/Rome plant:

Participation to various project of outsourcing for finding low cost country in the East Europe and in South

Italy.

Participation to the working group for the Sap implementation.

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Gian maria Canaparo /ALMA subcontractor manager (italian side)

Age 47 years old (@2006)

Nationality Italy Languages Italian (mother language)


EDUCATION

1989 Engineer Degree in Electronics at Politecnico di Torino - Italy


Principles of management, Effective presentations, Decision making and problem solving, Company financial control methods, Electrical metrology courses.

PROFESSIONAL EXPERIENCE Since 1989 Alcatel Alenia Space Italia (at that time Aeritalia – GSS), Torino, Italy

Subcontractor Manager

In charge of Subcontracting Management for Scientific Satellites (institutional contracts) for the Purchase Area of Turin. Responsibilities include: • Make or buy decision • ITT and RFQ preparation • TOB/TEB coordination • Subcontractor proposal negotiation • Contract management

o Subcontractor’s activities follow on o Subcontractor claim management o Internal activities coordination

Past experiences: 2001 – 2005 Subcontractor manager for SVM Herschel & Planck project

Main contracts followed (on board area): TT&C and RFDN, LGA & MGA Antennas, Harness, Battery, CDMU Application S/W, Heat Pipes. Main contracts followed (on ground area): TT&C and PWR EGSE, PLM and CDMU

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EGSE, Central Checkout System, Thermal Bal. test facilities. 1994 – 1999 Electrical Metrological manager

Technical management for electrical metrology laboratory inside the Company. 1993 Electrical Engineer design manager Unit design for pyro's command sequencer of Atmospheric Re-entry Demonstrator. 1992 Electrical Engineer Ground Support Equipment responsible

In support to Operations Directorate of Euro-Hermespace Toulouse, France, for test benches architecture design.

1990 – 1991 Electrical Engineer S/S responsible

S/S electrical/functionality test activity at Kennedy Space Center, Florida, USA for I/F verification with Space Shuttle Orbiter (TSS).

1989 – 1990 Electrical Engineer S/S responsible S/S electrical/functionality test procedures checker (Tethered Satellite System).

KEY ABILITIES

Management of several International Subcontractors, Team organisation in support to Subcontractors’ activities Communication attitude and team decision approach. Common PC software (e.g. MS-Office, e-mail, HTML)

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MARIANO SPASARO /AAS-I CADM RESPONSIBLE

Age 33 years old


English (fluent)

EDUCATION 1992 Graduated in 1992 at the Electronical Technical Institute, Turin


Since 2003 Alenia Space , Turin, Italy

CADM Responsible

Configuration Management responsible of:

Coarse Pointing Device (CPD),

European Drawer Rack (EDR)

Venus Express (VEX)

@BUS

Support for GOCE satellite and MSP exploitation

2002-2003 Configuration Management responsible of FAST2

Configuration Management responsible of MARS EXPRESS satellite during Test and Launch Campaigns.

Configuration Management support for Herschel-Planck satellite 1998-2002 Configuration Management support to INTEGRAL Satellite. In particular coordinator

of configuration control board for what concern technical changes. Responsible of Attitude Orbit Control Sub-system.

1994–1998 EMBRACO Aspera, Turin, Italy

Product responsible

KEY ABILITIES Responsible of specific product along the series production line

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Nunziatino Gualtieri /AAS-I mechanical engineer

Age 53 years old


English (working knowledge) French (working knowledge)

EDUCATION

1978-1979 Army

1980 Degree in Aeronautical Engineering (Pisa, Italy)


Since 1985 Alenia Spazio, Torino, Italy As Structural Analysis responsible (from 1989)

- coordination of structural analysis group (maximum of 30 stress engineers, including internal and consultant people)

- responsible for maintenance and development of structural analysis methods and tools

- responsible for stress analysis activities in many ALENIA’s programs - relevant contribution to pressurized structure analysis and design (SPACEHAB,

MPLM, COLUMBUS PICA, FESTIP, ISS NODE 2 & 3), supervision of analysis teams and direct contribution in analysis organizations and program reviews

- participation to satellite programs: GOCE thermal-elastic analysis methodology is a relevant experience

- static test definition, prediction and correlation (MPLM , ATV and ISS NODES) - coordination of other analysis sub-teams: CAE, Fracture Mechanics,

Department W/S LAN, Structure mass monitoring As CAE responsible (from 1985 to 1989)

- expert of numerical codes for structural analysis (NASTRAN, ABAQUS, STAGS, MARC, BOSOR, PANDA)

- tutor for internal training - software development to support use of analysis codes - software trade-off and evaluation - pre/post processing evaluation and acquiring (PATRAN, I-DEAS, FEMAP,

HYPERWORKS) - contribution to evaluation of department H/W - cooperation with university (stages and thesis activities)

ALMA Project





1980- April 1985 SIAI-MARCHETTI, Sesto Calende, Italy Stress analysis engineer Software development (FORTRAN programs for structural analysis) Design and analysis of structural parts of several aircrafts (SF260, S211, CANGURO) Structure design responsible for S211 structure (airbrakes, fin, cabin and fuselage). Responsible of fatigue and fracture mechanics. Fatigue life monitoring for SF260, based on accelerometer recording

KEY ABILITIES AND EXPERIENCES

- Paper author in several structure conferences - Session chairman in the European Conference on Spacecraft Structures,

Materials & Mechanical Testing (since 2002) - Chairman of ECSS Structure Working Group - Members of ECSS Buckling WG

ALMA Project





MARCO S. GRANDE /RAMS RESPONSIBLE

Age 46 years old


English (fluent)

EDUCATION

1985 Doctor in Electrical Engineer, Politecnico di Torino (Italy)


1986 "System Safety Engineering", organized by Hernandez Engineering GmbH 1986 "Hands On Microprocessor Software, Hardware and Interfacing", org. by ICS 1991 "MACSYMA", org. in Alenia by dott. Claudio Maccone 1992 "Probabilistic Reliability, an Engineering Approach", org. in Alenia by dott. Martin L.

Shooman 2001 "Fire Hazard in Oxygen Systems", org in Alenia by Mike Shoffstall and Harold D. Beeson

(NASA-White Sands Test Facility/ASTM)


1986 Employed in AERITALIA (now Alcatel Alenia Space) in the Product Assurance department.

P.A. responsible for Columbus EPDS. Reliability and Safety analyst for the Columbus system.

1988/89 Specialized in Availability and Maintainability prediction in the frame of Columbus program. Evaluation and use of ESA S/W tool "COLSIM".

1990/91 P.A. responsible for SASC program (the three ground control centers of Columbus, Hermes and DRS).

1991/92 P.A. responsible for APM Center program. RAM analyst on MPLM program 1993 Analyst for Reliability Prediction of Columbus APM using "COLSIM" and for Availability

prediction of ACRV. 1994 RAM engineering responsible for MPLM program with development of Maintainability

prediction, FMECA. 1994/97 RAMS responsible of ASAR-CESA payload of ENVISAT 1997 Safety analyst for PICA Columbus program (System Support). Development of

Maintainability and Reliability Prediction of Columbus system with the DASA S/W tool "MARQ"

ALMA Project





1998 Alenia Safety responsible of Node 2&3 program in support of MSFC system safety responsibility.

1999 Development of Nodes Input to Safety Data Package, participation and support of Safety Review II of Node 2 and Safety Review I of Node 3 and main Program Reviews.

2000/03 Development of Nodes Input to Safety Data Package, participation and support of Delta Safety Review II and Safety Review III of Node 2 and main Program Reviews (DR2 and FAR). Development of Nodes Input to Ground Safety Data Package, support of Ground Safety Review III.

2003 Support to system safety for the programs Radarsat-2, COSMO-Skymed and Sharad. 2004 Updating of CUPOLA Safety Data Package with relative SVTL and lead of Safety Review III. 2004/2005 RAMS activity on EUROBOT and Eurobot Wet Model

ALMA Project





ILARIO MARZIALI

Age 36 years old

Nationality Italian Languages English (working knowledge)

EDUCATION

1999 Graduated, Electronic Engineering, in Telecommunication ,110/110,Ancona University (Italy)

1989 Secondary Schood Degree in Informatics


Since Jul 2004 I’m employed in Software Engineering and I work as consultant in Alcatel Alenia Space as EMC Analyst. I was mainly involved in the following project: GOCE, GAIA, EXPERT as EMC analyst. I performed for Goce Program also ESD analysis and for Gaia Charging Analysis. In other programs I has been involved as EMC supporter. In particular I produced: § EMC spec for GAIA and EXPERT; § EMC Control Plan for EXPERT § EMC Test Report Evaluation for GOCE

From Oct 2000

To Jul 2004

I’m employed In Marconi Mobile Genova in Radio Frequency Link Reasearch and Development Department. I was a designer of Radio Frequency Boards, in particular High power Amplifiers In particular I designed and built the High Power Amplifier for MH544 series in frequency band 4.4-5.0GHz. OTHER DESIGN ACTIVITIES: • Design and Testing of Power board Front –End 23GHz,44GHz, • Design and Testing of a Directional Coupler in III extended Bandwidth at High

Directionality RESEARCH ACTVITY: • Studies on Techique of linearization of a distorted signal, FEEDFORWARD • Broadband Matching Studies at High Frequency

ALMA Project





From nov 1999

To Oct 2000

I was employed in Alenia Spazio, Torino in Avionic Space Department, Analysis Group I was involved in: ANALYSIS ACTVITY • I was an EMC Analyst CONSULTANT ACTIVITY • In Cosmo and Radarsat Programs, I was an EMC Consultant for Alenia Spazio,

Rome. I had to identify EMC Requirements for the above mentioned Programs Frequently I went to Rome for my consultant activity (Roma – Marzo/Ottobre 2000).

SOFTWARE DESIGN ACTIVITY Design and Realization in Matlab of an EMC Simulator to solve typical EMC problems (e.g. Cross Talk)

SOFTWARE SKILLS

Language Programs: MATHLAB and MATHCAD are used daily for analysis.

Electronic Simulator

(ciruital and radio frequency)

Very Good Spice, Fasant Serenade (Ansoft) and above all Microwave Office (AWR) and ADS (Agilent):

ALMA Project





Antonio Saluzzi /ALMA wind analysis

Age 43 years old


English (fluent)

EDUCATION

1990 Nuclear Engineering Degree / Politecnico of Turin / Turin (Italy)


Principles of economy, Effective presentations


Since 1991- Alenia Spazio , Turin, Italy

Project Engineer of Environmental Systems

In charge of Environmental Control System & Fluid-Dynamics department

Major Activities

108. Active Thermal Control System design and Analysis in the frame of Hermes Program

109. Design and testing of the Fire Suppression System in the frame of the ISS MPLM program. This activity also include Mathematical correlation of the gas diffusion test results using the CFD code Fluent

110. Work package responsible for the Transpiration Cooled Leading Edge in the frame of the ESA Festip Technology Developments in Heat Management Program.

111. Design and testing of the Fire Suppression System in the frame of the ESA Columbus program. This activity also include Mathematical correlation of the gas diffusion test results using the CFD code Fluent

112. Responsible for ventilation and atmosphere pressure control system and Subcontractor technical management in the frame of ISS Cupola program

113. Ventilation performances verification and Design and performances verification of Fire suppression System in the frame of ISS Node2 & 3 program

114. Ventilation performances verification and Design and performances verification of Fire suppression System by using the CFD code Fluent in the frame of ISS Node2 & 3 program

115. Ventilation performances verification by using the CFD code Fluent in the frame of ATV ICC program

116. ECLS Architecture definition in the frame of the ESA program Human Space Transportation System

ALMA Project





117. Participation to the preparation of the ALS ALMA proposal as WIND Analysis responsible

KEY ABILITIES Environmental Control System design CFD analysis

ALMA Project





DOMENICO BATTAGLIA /ALMA THERMAL ENGINEER

Age 44 years old

Nationality Italian Languages Italia (mother language)


EDUCATION 1989 Graduate in Nuclear Engineering at the Polytechnic of Turin


Effective presentations, Spacecraft engineering, Principles of Company Economics, common PC software (e.g. MS-Office)


2001-2005 Thermal System Engineering

Thermal System engineering of the following projects:

• GOCE Satellite Phase B & Phase C/D

• CPD Phase C/D (after CDR)

• HEXAPOD Phase C/D (including TV/TB Test Campaign for thermal control system qualification

1998-2000 HEXAPOD and CPD Thermal System Responsible

Thermal analysis and design responsible at System level for HEXAPOD (Space Station Payload) phase C/D project

Thermal analysis and design responsible at System level for CPD (Space Station Payload) phase B project

1996-1997 EUROCOLUMBUS ALENIA/DASA Integrated Team

Thermal analysis responsible at System level for PICA.

ALMA Project





Development of the geometric and thermal mathematical model of the Space Station to be used for the COF thermal analyses and development of local thermal models for System analyses (software utilized: ESARAD and ESATAN).

Part of the phase B System Thermal analysis team for ATV project. Thermal analysis and design responsible at System level for HEXAPOD

phase B project.

1995 EUROCOLUMBUS ALENIA/DASA Integrated Team

Coordination of environmental system thermal analyses (ECLS, ATCS and PTCS).

1989-1994: COLUMBUS Thermal Control Sub-System Engineer Thermal design, geometric and thermal mathematical models for passive thermal analyses related to Columbus project (APM and MTFF). Radiative exchange and orbital fluxes calculation (software utilized: CBTS chain).

Passive thermal analyses of APM and MTFF modules covering all the mission phases (software used: ESATAN):

ALMA Project





SERGIO MOTTINI /PERFORMANCE ENGINEER

Age 34 years old


English (fluent) French (fluent)

Spanish (basic knowledge)

EDUCATION AND PROFESSIONAL COURSES

Graduated in Electrical Engineer at Politecnico di Torino (Feb. 1995) and École Superieure d’Éléctricté (SUPELEC) in Paris (Jul. 1995).

Main areas of study and laboratory experience: Electro-Optics, Acusto-Optics, Non-Linear Optics, Interferometry, Laser Physics, Fiber Optics and Waveguides, Optical Signal Processing, Holography, Real Time Holography, Full Optical Logical Gates and Full Optical Computing Systems.

Advanced course for ray tracing software CODEV at Optical Research Associates in Pasadena , CA (1999)

Course of optical engineering at SIRA, UK (2001)

Course of Optical System Design at the Institut d'Optique Théorique et Appliqué (École Supérieure d'Optique), France (2002)

ALMA Project






Since Nov. 2000 Employed at Alcatel Alenia Space Italia.

Design of the Metrology Sub-system and Error Budgt for the ALMA proposal (ESO)

Contribution to the Error Budget for GAIA study (ESA)

Optical design, integration and test of the Fringe Sensor Unit for the VLTI (ESO)

Preliminary design of the ATLID instrument, EarthCARE Phase A proposal (ESA)

Optical design of the Optical Head for the Laser Metrology project (ESA)

Optical design for the Star Separator and the Fringe Sensor Unit, PRIMA Star Separator proposal, PRIMA FSU proposal (ESO)

Laboratory test for the Fibre Delivery System in the “High Stability Laser for Space Interferometry” Study (ESA)

Optical analysis for the Fibre Delivery System in the “High Stability Laser for Space Interferometry” Study (ESA)

Optical design of the baffle for the sun sensor of the Coarse Pointing Device

Study for an Optical Interferometric Tomograph for 3D optical characterization of transparent materials

Sept. ‘99–Oct. ‘00 Joined Prima Electronics S.p.A (manufacturing automation - Prima Industrie group) as Software Engineer. Involved in design and development of CNC systems for movement and technology control for 3D cutting laser machines. Research in physics of laser cutting processing of materials in collaboration with the Technical University of Denmark and CLFA (Coopération Laser Franco-Allemande).

Feb. ‘98–Aug. ‘99 Collaboration with the Astronomical Observatory of Turin. Involved in feasibility studies of a Beam Combiner for the Large Binocular Telescope (LBT). Attention has been devoted to applications for high resolution astrometry (Interferometry). Modelling and development of analyses tools for the real system (optical performances together with atmospherically contributions) with the aid of optical design tools (CODEV) and mathematical tools (IDL). Collaborations with Astronomical Observatory of Arcetri (Florence, Italy), University of Arizona, Ohio State University, Max Planck Institute for Astronomy (Hidelberg, Germany).

Jan. ‘97–Jan ‘98 Design and development of relational databases for the State Archives in Turin

1996 Commercial activity on Web services for enterprises.

• Commercial activity with FIATauto S.p.A.

1995 Researches in the field of non-linear optical propagation. Activities in a research team at the École Supérieure d'Éléctricité in Paris. Involved in studies on self-collimation (spatial solitons) of low-power optical beams in photorefractive crystals. Development of simulation software and verification on experimental benchmarks.

ALMA Project





1990 Teaching in an introductory course to computer programming for High School students.

INFORMATIC KNOWLEDGE C++, C, Visual Basic, IDL, CODEV (Advanced Course Completion), ASAP, Matlab

ALMA Project





Angelo MONTEMAGNO / PRODUCTION ENGINEER

Age 50 years old


English

EDUCATION AND PROFESSIONAL COURSES

1996-pres.

: Coordinator of Tooling Design group (in Manufacturing Engineering Department), with responsibility on Manufacturing, Welding and Assembly tools for the following programs:

• Meteosat • MPLM • NODE 2 & 3 • Sicral • Radarsat • Columbus • ATV • Cupola • Delta II • Cosmo.

1986-1996

: Manufacturing Engineer (methods) on the following programs:

• IRIS • Lageos • Helios • Soho • Spacehab.

1986 : Employed in Manufacturing Engineering Department.

1984-1986

: Quality Control activity in AIV Department on Olympus and IRIS programs.

1984 : Joined ALENIA Spazio S.p.A..

1977-1984

: Quality Control activity in Tooling Manufacturing Department (including checks on flight items for Boeing programs using DEA control machine).

1972-1976

: Quality Control activity in Metal Forming and Heat Treatment Department.

ALMA Project





1972 : Joined AERITALIA Aeronautica (presently called ALENIA Aeronautica S.p.A.) and employed in Quality Control Department.

ADDITIONAL NOTES

Participation to test campaign in ESTEC (IRIS program), IABG and Matra (SOHO program).

Participation to Spacehab “Double Module” Integration activity in NASA.

Manufacturing Manager for CEV-Technological mockup.

ALMA Project





Marco Maselli /logistic & transportation manager

Age 43 years old



EDUCATION

1981 Mechanical Graduation


Since 1984 Alcatel Alenia Space Italia, Turin Plant, Italy ( was AERITALIA then Alenia Spazio Turin )

Since 2003 In Alcatel Alenia Space Italy Turin plant, in the frame of Operations Maintenance and Logistic Dept as responsible for transportation management with whole interface with our EX-IMP Dept. and the selected Transportation Companies for:

ALMA Project Proposal Preparation

Main involvement in the acquired on going projects for both Space Transportation and Infrastructures and Scientific Satellites Business Units

1984- 2003 Product Specialist for design and development and qualification of the

hardware employed in Passive and Active Thermal Control and Environmental Control and Life Support Systems

1997-2003 Responsible for Alenia Spazio activities on NODES 2&3 ECLSS Design with

technical support on Thermo-Mechanical Laboratory activities for Nodes 2&3 ECLSS Nitrogen and Oxigen High Pressure lines Delta Qualification Campaign

1995-1997 Mini-Pressurized Logistic Module Environmental Control Life S/S ICD Responsibility

for the preparation and custodianship

ALMA Project





1993-1995 Responsible for Alenia Spazio System activities on Mini-Pressurized Logistic Module

Environmental Control Life S/S Design

1991-1993 Major involvement in Engineering support for the Automated Crew Re-Entry Vehicle

Full-Scale and Representative Mock -up' s manufacturing

1988-1990 Responsible for Alenia Spazio activities in Passive Thermal Control Design and Manufacturing of SPACEHAB

1984-1987 Major involvement in design definition and support for procurement

standardization and manufacturing of Passive Thermal Control for Tethered Scientific Satellite.

ALMA Project





5.3 European Industrial Engineering – Italy

ALMA Project





Gianpietro Marchiori / EIE Manager – Alma project team manager

Birth Date 08/06/1953



Spanish (good)

EDUCATION

Electromechanical Engineer, Padua University


1976/1989 MECNAFER SpA, Project Dept. Responsible of the designs and Technical Dept. of MECNAFER SpA

118. CRIV designer for industrial projects. 119. Project Manager for the NTT project (building-mechanical movements-air

conditioning system-electrical installation-remote control-erection and assembly in place).

120. Development of new automation systems on rail grinding trains. 121. In charge of the EDP processing. 122. Project Manager of Venice Airport project (electrical-air conditioning-fire-

safety-sanitary-control systems). 123. Designer of the electrical and control systems for the testing of MOSE, within

the projects of the safeguard of the Venice Lagoon. 124. Consultant to the Columbus Project. 125. Responsible for upgrading Cima Ekar Observatory on behalf of Padua

University.

Since 1990 EUROPEAN INDUSTRIAL ENGINEERING Srl

126. Founder and General Director of European Industrial Engineering. 127. Project Manager of the main projects developed by EIE. 128. Project Manager of the VLT Preliminary Design Study. 129. Project Manager for the upgrading of the Altiforni e Ferriere di Servola,

Trieste. 130. Project Engineer of 4 industrial projects for the Soviet Union.

ALMA Project





131. Project Engineer for the upgrading of the technological installations of Villa Salus Hospital, Venice.

132. Project Manager of the VLT Telescope Main Structure for EIE. 133. Project Engineer of the VLT Telescope Main Structure for AES Consortium

(ANSALDO/SOIMI/EIE). 134. Project Manager of the TNG 3.5 Telescope (Progetto Galileo) for the

Osservatorio Astrofisico di Padua. 135. Project Manager for the supply of SIERRACIN MAGNEDYNE housings for the

TNG 3.5 Telescope (Progetto Galileo). 136. Project Manager of the VLT Telescope Enclosure for SEBIS Consortium

(SOIMI/EIE/BERENGO/IDROMACCHINE/SOICO SUD). 137. Project Manager for the design and supply of one rotating dome for the

Themis Solar Telescope (CNT-Italy/CNRS-France). 138. Project Manager for the design of structures and plants of the LBT Project

Telescope, ordered by OSSERVATORIO ASTROFISICO DI ARCETRI/STEWARD OBSERVATORY.

139. Project Manager for the design of mechanisms for the LBT Project Enclosure, ordered by OSSERVATORIO ASTROFISICO DI ARCETRI/STEWARD OBSERVATORY.

140. Project Manager for the design and management of all plants of the Portogruaro Hospital (U.L.S.S. 10).

141. Project Manager for the design of fire protection and evacuation systems of all hospital units of Gorizia District.

142. Project Manager for the analysis of the Preliminary Design Study of a new fabrication process of car wheels, ordered by SPEEDLINE SpA.

143. Project Manager for the design of a system able to produce aluminium polychloride for MARCHI INDUSTRIALE SpA.

144. Project Manager for the Preliminary Designs Study of “La Fenice" Theatre in Venice.

145. Technical Representative of the LBT corporation for call for tender, contract, manufacturing pre-erection, testing & erection on site activities of the LBT telescope.

146. Project Manager for the design and prototyping of special machines for SIPA INDUSTRIES.

147. Project Manager for the feasibility study of “mobile arm” for space mission (TECNOMARE SpA).

148. Project Manager ALMA Project – Prototype Antenna. 149. Project Manager for TAO Telescope 150. Project Manager for VST Telescope Reassembly 151. Prokect Manager for VISTA Project

ALMA Project





Luigino Giacomel /ALMA safety manager




Spanish (good)

EDUCATION

Electronic Technician-High School of Electronics, diploma, from Zuccante Institute, Mestre Venice


1982/1989 MECNAFER SpA

152. Electrician. 153. Responsible for power panels’ cabling. 154. Quality control eletrical dept. 155. Technical Dept. electrical and electronic systems designers. 156. Responsible for the EDP programs. 157. Assistant to the head of the technical Dept., for the

electrical/electronic/automation system and development. 158. Plants Project Responsable for NTT Enclousure (ESO). 159. Automation and air conditioning PLCS software designer 160. Commissioning responsable.

Since 1990 EUROPEAN INDUSTRIAL ENGINEERING srl

161. Responsible for electrical and electronic developments, layout, CAD system, special components (electrical and electronic).

162. Head of electrical/electrinic design group. 163. Responsible of the electrical Drawings Dept. 164. Plants Project Responsible for the VLT Telescope Project (ESO). 165. Plants Project Responsible for the VLT Telescope Enclousure Project (ESO) 166. Plants Project Responsible for the Themis Solar Telescope (CNR-Rome) 167. Plants Project responsible for the LBT Project (STEWARD

OBSERVATORY/OSSERVATORIO ASTROFISICO DI ARCETRI).

ALMA Project





168. Plants Project Responsable for the TNG Telescope Project (Osservatorio Astrofisico di Padova). Telescope and Enclousure.

169. Project Engineer for Villa Salus Hospital in Mestre (VE). 170. Project Engineer for the LCU System of the VLT Enclousure (ESO).

171. Safety Analysis Responsible for the VLT Telescope and Enclousure (ESO). 172. EMC Analysis Responsible for the VLT Telescope and Enclousure (ESO). 173. Commissioning Responsible for THEMIS (CNR-Rome) 174. QA/QC manager of EIE. 175. Safety manager of EIE. 176. Commissioning Responsible for LBT Project 177. System Engineer for VST Project and Commissioning Manager 178. System Engineer for VISTA Project 179. System Engineer for Alma Prototype Antenna

ALMA Project





Francesco Rampini /ALMA project engineer




EDUCATION:

Civil Structural Engineer / Padua University



180. I knew two importan FEA codes: ANSYS and SAP family. 181. Calculation and verifivation with calculator of Track of LBT (STEWARD

OBSERVATORY/OSSERVATORIO ASTROFISICO DI ARCETRI) 182. Calculation and design of Rolling sector of LBT Project. (STEWARD

OBSERVATORY/OSSERVATORIO ASTROFISICO DI ARCETRI) 183. Static analysis and design with calculator of LBT Telescope. (STEWARD

OBSERVATORY/OSSERVATORIO ASTROFISICO DI ARCETRI) 184. Dinamic analysis of LBT Telescope. 185. Static analysis of LBT buildings. 186. Static and dinamic analysis of Windbracing structure of LBT Telescope. 187. Design and development of Windbracing Structure of LBT Telescope. 188. Verification of assembly and subassembly of structure of LBT Telescope. 189. Study of balancing system of structure LBT Telescope. 190. Dinamic analisys of VLT Telescope (ESO). 191. Commissioning Responsable for design of structure relevant to a callfor bids

of IUAV (VENICE) 192. Calculation and static verification with calculator of prestressed concrete

structure

193. Static and dinamic analisys for the design and prototyping of special machines for SIPA INDUSTRIES

194. Static verification of crane mechanism FINCANTIERI (VENICE) 195. Structural Responsible for VST Project 196. Structural Responsible for VISTA Project 197. Project Engineer for TAO Telescope

ALMA Project





198. Project Engineer for Alma Prototype

ALMA Project





ALBERTO ZANON /ALMA CONSTRUCTION MANAGER



English (fluent) French (good)

Spanish (good)

EDUCATION

High school of mechanical engineer diploma. Pacinotti Institute, Mestre-Venice


1974/1989 MECNAFER SpA,

199. Junior engineer. 200. Assistant to the plate shop foreman. 201. Draftsman, mechanical technical drawing office. 202. Coordinator of the mechanical technical drawing office draftsmen. 203. Mechanical designer. 204. Ist. assistant to the chief engineer in charge of the technical office. 205. Responsible for the development of new mechanical and naval outfittings. 206. attending special course for the design of solar panels and energy saving. 207. Responsible for the design and contruction of solar panels and relative

installations. 208. designer of special rolling stock equipments and machines for the

maintenance and laying of the superstructures. 209. Designer of the drive machanism for the ESO N.T.T.3.5 flaps, slit shutters,

windscreen,sliding doors and relative drawings. 210. Designer of a bench test for grinding stones testing.


211. Responsible of all mechanical developpments for the Preliminary Study of the VLT buildings.

212. Responsible for all the drawings relative to the upgrading of the Altiforni e ferrerie di Serveola, Trieste.

213. Head of Mechanical design group.

ALMA Project





214. Responsible of all mechanical developments for VLT Telescope project. 215. Responsible of Construction and developments of dome of Themis Solar

Telescope (CNR-Rome). 216. Responsable machanical designer and coordinator of the mechanical test of

LBT Project (STEWARD OBSERVATORY/OSSERVATORIO ASTROFISICO DI ARCETRI)

217. Quality management (ESA standards, ISO 9001) 218. Mechanical Designer for VST Project 219. Mechanical Designer for VISTA Project 220. Mechanical Designer for ALMA Prototype 221. Site Responsible for VST Telescope erection

ALMA Project





Leonardo Ghedin /ALMA structural engineer



English (fluent) French (good)

Spanish (good)

EDUCATION

1999 Padua University, Civil Structural Engineer


Since 1995 European Industrial Engineering Srl

Structure Engineer

222. Two important FEA codes: ANSYS and SAP family. 223. Calculation and verification with calculator of Track of LBT (STEWARD

OBSERVATORY/OSSERVATORIO ASTROFISICO DI ARCETRI) 224. Calculation and design of Rolling sector of LBT Project. (STEWARD

OBSERVATORY/OSSERVATORIO ASTROFISICO DI ARCETRI) 225. Static analysis and design with calculator of LBT Telescope. (STEWARD

OBSERVATORY/OSSERVATORIO ASTROFISICO DI ARCETRI) 226. Dynamic analysis of LBT Telescope. 227. Static analysis of LBT buildings. 228. Static and dynamic analysis of Windbracing structure of LBT Telescope. 229. Design and development of Windbracing Structure of LBT Telescope. 230. Verification of assembly and subassembly of structure of LBT Telescope. 231. Study of balancing system of structure LBT Telescope. 232. Dynamic analysis of VLT Telescope (ESO). 233. Commissioning Responsible for design of structure relevant to a call for bids

of IUAV (VENICE) 234. Calculation and static verification with calculator of pre-stressed concrete

structure 235. Static and dynamic analysis for the design and prototyping of special

machines for SIPA INDUSTRIES 236. Static verification of crane mechanism FINCANTIERI (VENICE) 237. Static and dynamic analysis of VST building 238. Static and dynamic analysis of VISTA Project 239. Static and dynamic analysis of ALMA Prototype Antenna

ALMA Project





240. Statica and dynamic analysis of TAO Project

ALMA Project





Simone de Lorenzi/ Mechanical department



English (fluent) Spanish (good)

EDUCATION

Mechanical Engineer


Since 2000 EUROPEAN INDUSTRIAL ENGINEERING Srl 241. From February 2000 until October 2001: Finite Element Model analyst for

ALMA prototype Antenna; 242. From February 2000 until October 2001: mechanical designer for ALMA

prototype antenna; 243. From June 2000 to December 2002: Project Engineer for an industrial

mould transfer line; 244. From December 2001 to March 2003: Project Engineer and mechanical

designer for the VST Enclosure Project; 245. From March 2003: Project Engineer and Mechanical designer for the VISTA

Enclosure Project; 246. From April 2004 to May 2004: Project Engineer for a replacement of a

stream line in an industrial building; 247. From April 2005: Technical supervision on site of VISTA Enclosure at ESO

Paranal Observatory (Chile);

ALMA Project





Andrea Busatta /ALMA Site manager



English (fluent) Spanish (good)

EDUCATION

Mechanical Engineer, Padua University


2000/2001

248. Annual Teacher of Metallurgy, Materials Resistance, Hydraulic Machines and Manufacturing Technologies.

2001/2002

249. Site Manager Assistant for New Plants Installations for DIAB Spa.

2003/2004

250. Design, Management and Site Engineer of plants for the movement and stocking of materials used in quarries and steel mills.

251. Project Engineer in the mechanical field for automatic machines and industrial automation.

2005/2006

252. Site Manager for VISTA Project 253. Program Manager of VST Telescope

ALMA Project





Cristina Battistel /ALMA thermal engineer



French (fluent) English (good)

EDUCATION

Mechanical Engineer, Padua University


Since 2006 European Industrial Engineering srl, Mestre-Venezia

254. New line production of DIAB SpA (Longarone, BL, Italy) design engineer 255. Fire prevention plant and refrigeration plant of Metallic Alloys (Riese Pio X,

Tv, Italy) design engineer 256. Balancing system Engineer for the LBT Project (STEWARD

OBSERVATORY/OSSERVATORIO ASTROFISICO DI ARCETRI) 257. Plant Project Engineer for the VST Telescope Project (ESO)

Responsibilities include: Air conditioning and cooling system Air compressed system Electric cabinet cooling Maintenance Manual Responsible for the VST Telescope Project (ESO)

258. Plant Project Responsible for the Alma Prototype (ESO) Responsibilities include: Hydraulic system Air conditioning and cooling system Electric cabinet cooling Thermal analisys Maintenance Manual Responsible for the Alma Prototype (ESO) Painting system engineer for the Alma Prototype (ESO) Insulating system engineer for the Alma Prototype (ESO)

259. Plant Project Responsible for the VISTA Telescope Project (ESO)

Responsibilities include: Cooling system Air conditioning system

ALMA Project





Heating system Electric cabinet cooling Air compressed system Water system Helium system Fire load study of the fire prevention plant and of the emergency exits Maintenance Manual Responsible for the VISTA Telescope Project (ESO) Spare Part Responsible for the VISTA Telescope Project (ESO)

260. Maintenance Manual Engineer for the SIRCoS - IHPU module (Sonsub, Eni spa)

1999-2001: Facoltà di ing. Meccanica dell’università di Padova, corso di Macchine

Assistant of Prof Renzo Tosato, who had cooperated at the studies for the realisation of the street viability in Italy and its feasibility and at the drawing up activity of the technical reports for Padua court

)

ALMA Project





CRISTIANA MANFRIN /ELECTRICAL DEPARTMENT

Age 14/05/1972


English (good)

EDUCATION

Electrical Engineer, Padua University


Energy manager course, VISION 2000 Quality manager, common PC softwares (e.g. MS-Office)


Since 1998 Elettrostudio srl , Mestre, Italia

Senior Program Manager

261. In charge of cogeneration installations and their study of feasibility

2000/ 2001 F.A.R.T. spa, Treviso- Italia

Responsible of assurance quality

262. Responsible of the quality system of the company, Main product for neon transformers.

2001 - 2006 European Industrial Engineering- Mestre, Italia

263. Responsible electrical division. 264. Electrical Designer for VISTA Project 265. Electrical Designer for ALMA Prototype 266. Electrical Designer for TAO Project 267. Site Engineer for VISTA Project

ALMA Project





NICOLA MARCHIORI /hw -sw DEPARTMENT



English (fluent)

EDUCATION

'ITIS"C. Zuccante" , Mestre, Venice Italy -Diploma, Industrial Electronics, 1990

Microprocessor PCB design, OOP and assembly programming, telecommunications, analog and digital electronic design.


• Specialization Course: Festo Italia, Venice, Italy. Completed a 1000 hour specialization course in industrial automation sponsored by the Regione e dal Fondo Sociale Europeo


Since 1998 European Industrial Engineering srl (E.I.E. srl) Venice Italy

• Enclosures Controls Engineer February 2004 – Current • Designed electrical panels for enclosures such as the VISTA Telescope. PLC

Programmers coordinator and supervisor Coca Cola Bottling Company of Southern California, Downey (Los Angeles Metro Area) -USA

• Maintenance Supervisor 2003 – February 2004 • Responsible for supervising maintenance personnel (mechanics and electricians)

of the bottling plant. PLC software programming, development and device net (Allen Bradley). Electrical and mechanical supply orders, supervising of contractors.

Impianti Elettrici Cazzin Massimo srl, Padova, Italy • Project Manager and Programmer, 2001 - 2002 • Full time project manager and programmer in the Industrial Automation division.

Duties included developing electrical drawings of industrial machinery from customer specifications, ordering electronic components, and programming PLCs and process control software.

Dalmaschio srl, Salzano, Venice, Italy

• Industrial robots producer, 1999 - 2000 • Developed programs for a new series of robots used by plastic materials

manufacturers.

ALMA Project





Alta Meccaniche srl of AveGroup, Mestre, Venice, Italy • Electrician and Programmer, 1997 - 1999 • Employed for extended period by a bottling and packing machine producer in

the United Kingdom. Mac Spa, Treviso, Italy

• Maintenance Electrician, 1996 - 1997 • Electrician coordinator for a polymer production plant. Job included PLC and

Process control programming. Acqua Minerale San Benedetto Spa, Scorze, Venice Italy

• Maintenance Electrician, 1993 - 1996 • Electrical and electronic maintenance and repair of bottling machines,

programming inverters and PLC programming of industrial machines used to run production.

KEY ABILITIES • Technical Experience • PLC Programming: Siemens S5, S7-200, S7-300; Modicon-

Telemecanique PL7; Omron CPM1, CPM2, CQM1, C200Hx; SAIA-burgess PCD2, PCD4; Rockwell Automation Contrologix, Micrologix, SLC; Rslogix. Fielbus: SAIA S-bus, OMRON Ntlink, Profibus.

• Computer Programming: Knowledge of Microsoft .net framework (Visual Basic.net and Visual C#.net) for windows and web applications and for interfacing with Microsoft SQL server and implementing XML web services. Skilled in OOP, Visual C++ 6.0.HTML. IIS 5.1.

ALMA Project





5.4 MT- Aerospace – Germany

ALMA Project





Bremers, Eckhard

Responsibility QA Management

Education Dipl.-Ing.Study of Mechanical EngineeringUniversity of Applied Science, Bingen

Professional Experience

1997 - date Manager of Qualityfor Infrastructure Systems

1997 - date Product Assurance Manager SOFIA

1995 - 1997 Establishing of ISO 9001 SystemInfrastructure Systems

1993 - 1995 ESO VLT Engineering Study M1/ M3

1991 – date MAN, Gustavsburg / Mainz

Related Experience

ISO 9001 QMB for MAN Technologie AG, Mainz

SOFIA Stratospheric Observatory for Infrared AstronomyQBM for Telescope System

ALMA Project





Emde, Peter

Responsibility Head of technic, Development

Education Dipl. -Ing., Dr. -Ing.Study of Civil EngineeringTechnical University Be rlin and KasselPhD University Kassel


1996 – date Head of Technic, Development

1994 – 1995 Project Manager for large -size Steel Bridgesat Br ückenbau Plauen GmbH, Dreieich

1989 - 1994 Engineering Analyst for Structures,Development at MAN, Gustavsburg

1984 - 1988 Scientific Assistant at Kassel Unive rsity

Related Experience

Project Manager for:

ALAS Advanced Large Antenna Structuresfor new Generation of high Precision ESOC AntennasConcept D evelopment and D esign Study

Radio Telescope Effel sberg, Active Gregory ReflectorConcept D evelopment and D esign Study

Large C herenkov Telescopes, M PI für Ker nphysikConcept D evelopment and D esign Studyand Project M anagement for Structure/mechanical SystemEngineering contract

Solar Telescope GREGOR,Kiepenheuer Inst. für Sonne nphysikSystem Design, Project M anagement

System design, structural analysis and project ma nagement for deployable bridge systemsand perm anent bridges

ALMA Project





Dr. Heering, Jürgen R.

Responsibility Project Management

Education Dr.-Ing., Dipl. -Chem.Study of Chemestriy and Process TechnologyUniversity of Karlsruhe

Professional Exper ience

2000 - date MAN Technologie AG MainzLarge-Scale ProjectsTelescope and AntennasProject ManagementConsortium Management

1998 - 2000 Lurgi AG FrankfurtLarge Scale Projects Environmental PlantsProject Management

1992 - 1998 MAN GHH AG, OberhausenIndustrial PlantsLarge Scale Projects Thermal Process PlantsProject ManagementConsortium Management

1992 - 1978 Mannesmann Anlagenbau AG, DüsseldorfGeneral ContractingLarge Scale Projects Oil and Gas FieldsEngineering Management

Related Experience

Management of large internal projects with internal custo mers and partners

MAN Program Manager SOFIA: (Stratospheric Observatory for Infrared Astronomy forDLR/NASA

MAN program Manager SRT: 64m Sardinia RadioTelescope for CNR / Italy

ALMA Project





Ulrich Weis / MT Responsibility Mechanics

Age 37 years old

Nationality German Languages German (mother language)

English

EDUCATION 1989-1995 Study of Mechanical Engineering Darmstadt Technical University

PROFESSIONAL COURSES Trainee courses for cooperation and project management

Different courses for CAD, internal courses for computer applications

PROFESSIONAL EXPERIENCE 2004-2005 Subreflector Effelsberg (Eiffel Germany): Responsible for mechanical systems 2004-2005 Gantry (Device for medical tumour treatment): Development of mechanical

layout 2003-2004 Gregor (Solar Telescope Tenerife): Responsible for all mechanical systems 1995-2003 SOFIA (Stratospheric Telescope For Infrared Astronomy): Subsystem engineer

for mechanical subsystems (rotation isolation system, vibration isolation system, rotation drive system)

1995-date General support in mechanical areas for different telescope projects 1995-date MAN -> MT Aerospace

KEY ABILITIES Development, design, commissioning and testing of challenging mechanical system in the area of telescopes. Cooperation with external institutes and universities during development of telescope Supervision of internal and external design engineers.

ALMA Project





Süß, Martin

Responsibility Servo System Simulation

Education Dipl.-Ing.Study of Mechanical Enginee ringTechnical University, Darmstadt

Professional Exper ience

1997 – date Servo and Control SystemsDevelopment and Engineering, Infrastructure Systems

1997 Multibody System SimulationDaimler Benz, Frankfurt

1997 – date MAN, Gustavsburg / Mainz

Related Experience

Servo System Simulation of:

SOFIAStratospheric Obser vatory For Infrared AstronomyServo test and verification

50m LMT Millimeter Radio Telescope MexicoSystem Simulation

35m Antenna Perth Study

15m CLUSTER II Antenna Villafranca, SpainServo Upgrade and Test

ALMA Project





DSD - CONSTRUCCIONES Y M ONTAJES S.A. Date 7 - April - 2004

RESUM EName Ricardo Carvajal Birth date 01/11/1960 Nationality ChileanStudies Superior Languages: Spanish = Native W orks for DSD as from 1995

Profession Mechanical Engineer Technical English = Fluent

EXPERIENCEYear Function Plant / W ork Client

2002-2004 Site Chief Celulosa Arauco y Constituc ión S.A.

2001-2002 Administrator Engineer Petrox S.A.

2000 Administrator Engineer Celulosa Arauco y Constituc ión S.A.

2000 Administrator Engineer C.M.P.C.

1998 - 1999 Administrator Engineer Petrox S.A.

1997 - 1998 Administrator Engineer Petrox S.A.

1996 - 1997 Administrator Engineer Minera Escondida Ltda.

1996- Project Chief Petrox S.A.

1995-96 Site Chief R.P.C. S .A.

1995-95 Site Engineer Copec S.A

1994-95 Site Engineer R.P.C. S .A.

1993-94 Site Engineer Petrox S.A.

1992-93 Site Engineer Sonacol


1991-91 Site Engineer Basf Chile






Mechanical repairings to crude storage tanks

Tank mechanical repairing

Normalization and Installation of nozzles to LPG cylinders

Civil maintenance to Processes P lant and Intermediate Zone

Oil pipe line maintenance (from Concón to Marga-Marga)

Internal cleaning of Crude O il Storage Tanks

Dispersions Plant Erection

Furnaces B-850, B-652 and B-651 Coil changes

Erection of equipment and Interconnections Topping I - Contract RPC 0'95/017

Modernization and erection of new loading islands - Copec Plant

Oil W ater Treatment Plant Erection - Topping I P lant

Laying run change of an oil pipe line

Mechanical, electrical and instrumental works for Diesel Hydrodesulfurization Unit

Mechanical, electrical and instrumental works for various Plants

Relocation of M ine in Pit Conveyors

Revamping Topping and +D13 Vacuum I - Contract 4522

Contract Nº 901 "Fiber Line" - Valdivia Project

Mechanical, electrical, instrumental and structural works. Recovery Unit Expansion (URL)

Electromechanical erection 10" Digestor. Constitution Plant

Ventilation and Ilum ination Equipment Erection - Dryer Nº2 - Contract Nº732

ALMA Project





Korsos, Zoltan

Responsibility Structural, Mechanical Design

Education Dipl.-Ing.Study of Mechanical EngineeringTechnical University, Dresden


2001 - date MAN, Gustavsburg / MainzAntennas and Telescopes

1995 – 2001 Herd KG, RödermarkSteel construction, welding technology

1991 - 1995 Läster Stahlbau GmbH, Bad CambergSteel construction, welding technology

Related Experience

40m Radio Telescope Spain Design Steel Structure

Radio Telescope Effelsberg, Active Gregory ReflectorDesign Study Subreflector, Exchange Mechanism

Protonen, Ionen Gantries System Design (3D Model)

ALMA Project





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antd-33-00.00.01-001-a-pla (1)

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