ICALEPCS1991 - List of Authors (Kurokawa, S.-I.)

Paper	Title	Page
S02SRU08	The Rejuvenation of TRISTAN Control System	85
	T. Mimashi, J. Urakawa, S.-I. Kurokawa, T. Kawamoto, S. Takeda, A. Akiyama, K. Kudoh, K. Komada, T. Naitoh KEK, Ibaraki, Japan
	The current TRISTAN accelerator control system uses CAMAC as a front end electronics, and they are controlled by twenty five Hitachi minicomputer HIDIC 80’s which are linked with an N-to-N token ring network. After five years from now, these computers must be replaced. This is because of the life time of control system and we have to cope with the requirements imposed by our future project such as the KEK B-Factory and the main ring photon factory projects. The rejuvenation of this control has to be done under some constraints such as the lack of manpower, limited time and financing. First we review the problems of current control system, then the philosophy of the new generation control system is presented. Finally it is discussed how to move to the new generation control system from the current TRISTAN control system.
DOI •	reference for this paper ※ doi:10.18429/JACoW-ICALEPCS1991-S02SRU08
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)

S20PD03	Panel Discussion on Management of Control Systems	598
	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
	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.
DOI •	reference for this paper ※ doi:10.18429/JACoW-ICALEPCS1991-S20PD03
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)

Paper

Title

Page

The Rejuvenation of TRISTAN Control System

85

T. Mimashi, J. Urakawa, S.-I. Kurokawa, T. Kawamoto, S. Takeda, A. Akiyama, K. Kudoh, K. Komada, T. Naitoh
KEK, Ibaraki, Japan

The current TRISTAN accelerator control system uses CAMAC as a front end electronics, and they are controlled by twenty five Hitachi minicomputer HIDIC 80’s which are linked with an N-to-N token ring network. After five years from now, these computers must be replaced. This is because of the life time of control system and we have to cope with the requirements imposed by our future project such as the KEK B-Factory and the main ring photon factory projects. The rejuvenation of this control has to be done under some constraints such as the lack of manpower, limited time and financing. First we review the problems of current control system, then the philosophy of the new generation control system is presented. Finally it is discussed how to move to the new generation control system from the current TRISTAN control system.

DOI •

reference for this paper ※ doi:10.18429/JACoW-ICALEPCS1991-S02SRU08

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)

S20PD03

Panel Discussion on Management of Control Systems

598

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

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.

DOI •

reference for this paper ※ doi:10.18429/JACoW-ICALEPCS1991-S20PD03

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)