Paper |
Title |
Page |
S15CSE01 |
CASE in CERN’s Accelerator Sector |
528 |
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- A. Daneels, A. Albrecht, A. Cabas-Alonso, F. Chevrier, Ch. Delamare, G. Ferran, S. Foffano, P. Heymans, D. Manglunki, Y. Marti, J.P. Matheys, D.P. Missiaen, G. Moorhead, O. Novakov, T. Pettersson, J. Poole, M. Pozzato, J.-P. Quesnel, S. Santiago, J. Schinzel, N. Segura-Chinchilla, C.H. Sicard
CERN, Geneva, Switzerland
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As in the software industry where computer aided software engineering (CASE) methodologies and tools are commonly used, CERN endeavours to introduce this technology to improve the efficiency of designing, producing and maintaining software. A large project is currently under development in the administrative area whereas a dedicated group has been set up to evaluate state of the art techniques for software development relating to physics experiments. A similar activity, though on a smaller scale, has been initiated in the accelerator sector also in view of the large amount of software that will be required by the LEP200 and the LHC projects. This paper briefly describes this technology and gives an account of current experience with the use of CASE methods and tools for technical projects in the accelerator sector at CERN.
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DOI • |
reference for this paper
※ doi:10.18429/JACoW-ICALEPCS1991-S15CSE01
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About • |
Received ※ 11 November 1991 — Accepted ※ 20 November 1991 — Issued ※ 04 December 1992 |
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Cite • |
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S20PD03 |
Panel Discussion on Management of Control Systems |
598 |
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- D.S. Barton
BNL, Upton, New York, USA
- W. Busse
HMI, Berlin, Germany
- L. Coffman
SSCL, Dallas, TX, USA
- A. Daneels
CERN, Geneva, Switzerland
- S.-I. Kurokawa
KEK, Ibaraki, Japan
- R.A. Pose
JINR, Dubna, Moscow Region, Russia
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In scientific organizations one often encounters the opinion that management is a trivial activity and that project managers enjoy the easy side of the project life, far away from where the real work is. However, examples abound of projects failing to meet their objectives, running behind schedule, overrunning costs, etc., because of poor management. To several aspects which are crucial for the successful completion of a project the attention they deserve has to be paid if the project is to meet its objectives within the constraints that are imposed upon it. Whereas the engineers do things, the manager gets things done; managers are particularly concerned with: # what is planned to be done: i.e. the product which should be delivered, in our case the control system, # how long will the project take: i.e. schedule, # how one will know when the project is finished: completion criteria, # how much will it cost to implement and to maintain: Le. the cost. These issues have been discussed in the panel discussion.
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DOI • |
reference for this paper
※ doi:10.18429/JACoW-ICALEPCS1991-S20PD03
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|
About • |
Received ※ 11 November 1991 — Accepted ※ 20 November 1991 — Issued ※ 04 December 1992 |
|
Cite • |
reference for this paper using
※ BibTeX,
※ LaTeX,
※ Text/Word,
※ RIS,
※ EndNote (xml)
|
|
|