PROCESS BASED APPROACH FOR DESIGN & DEVELOPMENT OF MISSION CONTROL SOFTWARE A Project report submitted in the partial

fulfilment of the requirements for the award of the degree of

Bachelor of Technology
In

Information Technology
Submitted by MARUVADA LAKSHMI PRIYANKA (09KD1A1225) Under the esteemed guidance of K.RAJASEKHARAM HEAD,IV&V DRDL HYDERABAD

LENDI INSTITUTE OF ENGINEERING AND TECHNOLOGY

(Approved by AICTE. Affiliated to JNTUK.) Jonnada, Vizianagaram-535005. 2009-2013
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CONTENTS
1. ABOUT THE ORGANISATION
1.1 History 1.2Projects 3 4

2. SOFTWARE DEVELOPMENT METHODOLOGIES 2.1Corporate Methodologies

2.1.1. Spiral Vs Incremental

9
9

2.2Ground System Design

2.2.1. General 2.2.2. Automation 10 12

2.3 Enhancement Methodologies

2.3.1. Characteristics of Agile Methodologies 2.3.2. Implementation of Agile Process in S/W Organisations 14 18

2.4 Onboard Computer System Design

2.4.1 DSP vs. General Purpose CPUs 2.4.2. Missile guidance for onboard systems 24 24

3. TESTING AND QUALITY ASURANCE 4. CASE STUDY ON AIR DEFENSE

4.1. Health Care 4.2. Communications

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32 34

5.REFERENCES 1. About the Organisation:

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1.1History: Realizing the importance of guided missile weapon systems in the modern warfare, a Special Weapon Development Team (SWDT) was formed in 1958. This team was later expanded into DRDL, a full-fledged laboratory in June 1961 at the campus of Defence Science Centre, Delhi. The laboratory was moved to Hyderabad in Feb' 1962, from where starts the story of guided missiles in India. Realizing the importance of guided missile weapon systems in the modern warfare, a Special Weapon Development Team (SWDT) was formed in 1958. This team was later expanded into DRDL, a full-fledged laboratory in June 1961 at the campus of Defence Science Centre, Delhi. The laboratory was moved to Hyderabad in Feb' 1962, from where starts the story of guided missiles in India. During the initial phase, the laboratory successfully developed an anti tank missile system and indigenous rockets and proved them through flight trials. IBM 1620 was installed in DRDL as early as in 1965, which was used, for flight simulation studies. In 1972, Project Devil, a medium range Surface-to-Surface Missile was initiated. A large number of infrastructure and test facilities were established during this period. The main facilities established during this period included Aerodynamic, Structural and Environmental test facilities, Liquid and Solid propulsion facilities; fabrication and engineering facilities; Control, Guidance, FRP, Rubber and computer centers, ground and flight instrumentation and onboard power supplies development facilities. The development of components / systems for Project Devil formed the technology bricks for the future IGMDP Programme. 1982 onwards DRDL took a quantum jump by taking design and development of various types of missiles systems simultaneously leading them to limited series production under Integrated Guided Missiles Development Programme (IGMDP). Prithvi- a surface to surface missile system, Trishul- a quick reaction short range, surface to air missile system, Nag- a third generation anti tank missile system and Akash- a medium range, surface to air missile system, besides Agni- a technology demonstrator were taken up under the Programme.

In order to meet the growing demands of development, integration, testing and quality assurance, three establishments namely Research Center Imarat (RCI), Composite Products Development Centre (CPDC), and Interim Test Range (ITR) came out under the parenthood of DRDL and a separate qualification agency Missile Systems Quality Assurance Agency (MSQAA) were established during this period. Later these establishments acquired independent status. In the year 1999 another laboratory called 'Advanced System Laboratory' was carved out of DRDL to meet the specific requirements of long range systems. This group of laboratories is now called Missile Complex. Today DRDL, along with other Missile Complex Laboratories is the pioneer Missile Research Institutes in the country. 1.2 PROJECTS: AKASH :

The supersonic surface to air missile AKASH has a range of about 25Km and carries fragmentation warhead which is triggered by radio proximity fuse. The missile uses stateof-technology integral ramjet rocket propulsion system and the onboard digital autopilot ensures stability and maneuvers. The multi function phased array radar tracks the targets and guides missiles towards them. The weapon system has a network of radar sensors to effectively manage the air threats. Salient Features

Multidirectional, Multitarget Engagement Fully automated operation Targets Fighter A/C, UAV, Helicopter, Cruise Missile All Terrain mobility All weather operation Advanced ECCM
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Custom configured to meet user requirements

NAG (Third Generation Anti-Tank Missile)

Third generation Anti-Tank Missile System NAG has fire and forget and top attack capabilities. The Lock-on-before Launch Imaging Infra Red (IIR) homing provides capability for Day & Night operation. The Missile excels as a formidable support weapon for the Mechanised Infantry and Attack Helicopter formations. The Imaging Infra Red homing seeker has all-weather day and night capability. The Nag system is for deployment on NAMICA, A tracked vehicle and on a Helicopter. Top attack mode using the advanced homing guidance system and tandem shaped charge warhead is used to defeat heaviest armour. In addition, high energy, smokeless propellant, light weight, high strength composite airframe with foldable wings and fins, onboard real-time processor with fast and efficient algorithms, compact sensor package and electric actuation system, digital autopilot and high immunity to counter measures make this missile a state-of-art Anti-Tank Guided Missile System. Salient Features

RANGE-4.0Km Fire & Force capability in lock-on-before-launch mode Day & Night operation (imaging infrared seeker) Top-Attack capability High SSKP (Single Shot Kill Probability Capability to defeat future tic tanks & other hard target

NAMICA:
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Salient Features

8 Nos. Ready-to-fire missiles on the turret Option for additional 4 missiles in storage 4 missiles can be fired in 1 minute Mobility matching BMF-11

ASTRA:

ASTRA is a Beyond Visual Range (BVR) air to air missile indigenously designed and developed to engage and destroy highly maneuvering supersonic aerial targets. This highly agile and accurate missile can intercept high speed, highly maneuvering targets and can pull High level maneuvers. The kill boundary of this vehicle gives the enemy no chance of survival. This is one of its class with a low all up weight to have high launch range capability, this weapon system is meant for platforms like SU 30MKI, Mirage 2000 of Indian Air force and LCA developed by DRDO. Salient Features

Airborne Launcher adaptable to Different Fighter Aircrafts Smokeless Propulsion Inertial Mid-Course & Terminal Homing State-of-art ECCM features All weather capability Launch Speed 0.4M to 2M Launch Altitude SL to 20Km
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Launch Range 80Km

PJ-10:

BrahMos is a Supersonic Cruise Missile System developed by DRDL with foreign collaboration. DRDO's share of the work is being executed under the Programme PJ10. Salient Features:

Integral Booster & High Performance Ramjet System Fuel based Actuation System Nose Cap Control Thrusters Inertial Navigation System Active Radar Seeker

HELINA (Helicoptor launched Anti tank Missile):

A variant of NAG Missile to be launched from Helicopter is being developed under the Project named HELINA. The missile will have a range of 7 Km with all other features similar to NAG Missile system. HSTDV (Hypersonic Technology Demonstrator Vehicle)

Mission: Project HSTDV is a technology demonstrator aimed to demonstrate autonomous Flight of a Scramjet Integrated Vehicle using kerosene. The related technologies are new not only for India but for the entire aerospace community in the world and have potential applications in the areas of civil, military and space sectors. A demonstrator flight vehicle has been conceptualise to demonstrate the Scramjet technology for a short duration of about 20 seconds.

Mach No Altitude Flight duration of cruise vehicle

6.5 32.5 KM 20 seconds

2.Software Development Methodologies:

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Spiral - Iterative Model:

It is an Iterative model that uses the systematic and formal approaches of the linear model. The idea of minimizing risks by the use of prototype and other means is the concept underlying the spiral model. After each iteration, the different aspects like risk and the number of iterations to be completed are adjusted.

A spiral model is divided into a number of framework activities also called as Task Regions. Typically there are between three to six task regions Customer Communication, Planning, Risk Analysis, Engineering, Construction and Release, Customer Evaluation. Each of the regions is populated by a set of work tasks called a task set that is adapted to the characteristics of the project. As the evolutionary process begins the team moves around the spiral in a clockwise direction beginning at the center. The first circuit around the spiral might result in the development of specifications; subsequent passes around the spiral might be used to develop a prototype and then progressively more sophisticated versions of the software. Each pass through the planning region results in adjustments to the project plan

This model can be applied to small and large projects with more complex comprehensive and numerous tasks. It may be difficult to convince the customers that the development process is controllable. Also its success relies heavily on the success of the risk analysis expertise used. This model is particularly well suited to the development of object-oriented system.

2.1 Corporate (Spiral Vs Incremental): The spiral model, also known as the spiral lifecycle model, is a systems development lifecycle (SDLC ) model used in information technology (IT). This model of development combines the features of the prototyping model and the waterfall model . The spiral model

is

favoured

for

large,

expensive,

and

complicated

projects.

The steps in the spiral model can be generalized as follows: The new system requirements are defined in as much detail as possible. This usually involves interviewing a number of users representing all the external or internal users and other aspects of the existing system.
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A preliminary design is created for the new system. A first prototype of the new system is constructed from the preliminary

design. This is usually a scaled-down system, and represents an approximation of the characteristics of the final product.

A second prototype is evolved by a fourfold procedure: (1) evaluating the

first prototype in terms of its strengths, weaknesses, and risks; (2) defining the requirements of the second prototype; (3) planning and designing the second prototype; (4) constructing and testing the second prototype.

At the customer's option, the entire project can be aborted if the risk is

deemed too great. Risk factors might involve development cost overruns, operating-cost miscalculation, or any other factor that could, in the customer's judgment, result in a less-than-satisfactory final product.

The existing prototype is evaluated in the same manner as was the previous

prototype, and, if necessary, another prototype is developed from it according to the fourfold procedure outlined above.

The preceding steps are iterated until the customer is satisfied that the The final system is constructed, based on the refined prototype.

refined prototype represents the final product desired.

2.2Ground System Design:

2.2.1General:

Consider providing on-line organized access to all mission telemetry that makes it extremely easy and convenient to perform any on-demand science or engineering investigation. With todays computer technology and the decreasing prices for storage media, this strategy may well provide an excellent return on investment interms of data analysis and results. A trending product like ITPS could provide thiscapability.

Choose fast, reliable, flexible, open-ended, fault-tolerant, and proven data storage systems whose capacity can be upgraded to handle a great deal more data than the mission originally may envision.

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Maximize the use of technologies like Redundant Array of Independent Disks(RAID) that promote reliability and minimize downtime. Mission critical hardware and software (e.g. command system) should have hot backups or other technologies that promote reliability and minimize downtime. All ground systems should be configured to simplify backup procedures by using centralized data storage. Data storage systems should be configured to provide maximum data protection against disk failures.

Use a highly robust operating system (OS) that is reliable, powerful, flexible, and customizable. (e.g., Red hat Linux, Mac OS X). An OS that provides shell scripting capabilities allows all personnelnot only programmersto implement incremental, yet potentially significant, improvements across all areas of a project in a rapid-response fashion. The downsides that may be experienced with this approach are a need for more sophisticated user training and requiring more knowledgeable system administrators. In addition, strict adherence to established CM processes must still be enforced! (This really isnt a downside, but some users see CM as more a burden than a benefit.)

Missions which include data distribution among multiple locations should ensure that their networks can handle the amount of network traffic. This is particularly important given the general migration for satellite operations and data transmission and delivery via the Internet. Pay close attention to NASA security policies and network bandwidth needs when purchasing routers, switches, firewalls and other network equipment.

Missions should use a common standard computer communications protocol. This will preclude the need for proprietary protocols and their associated hardware/software, and will greatly simplify system development, implementation, operation, and maintenance. The current ubiquity of TCP/IP makes it an obvious candidate for the near future.

The use of relational databases or object-oriented databases is extremely valuable for managing data such as command and telemetry definitions and long term engineering trending statistics. However, it is crucial that these databases be properly designed and implemented by a knowledgeable database programmer. If
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poorly implemented, such databases can lead to major maintenance headaches and expenses. Also, database software will typically add overhead time to processes that use them and require special expertise to administer.

Make maximum use of the Internet for any project requiring diverse geographic data distribution, as it can greatly simplify global communications. Its inherent ease of use and platform-independent nature make it an ideal means of on-line communications, and a great way to save money (e.g., paper, phone, and mailing costs). A local web server does, however, require some maintenance time, but this can be minimized if well managed (e.g., via the use of some up-front and consistent internal standards and controls). Be sure to check into security requirements for hosting mission data on a public website

Use programming languages and tools that are appropriate for the task at hand, and do not dictate the use of a particular language and/or tool without consideration for the specific task.

Provide user-configuration capabilities, including command line access. It is often convenient to temporarily modify the monitoring rule parameters (e.g., limit values) or to screen pages for expected conditions (e.g., non-standard payload configurations). This should be implemented within an overall configuration management structure that establishes rules for what can be changed under different levels of authority.

2.2.2 Automation:

User interface tools for an automated system should be capable of providing a means to determine the current status related to operations and to interrupt the automation when necessary. Automation does not need to provide routine display of all spacecraft telemetry, since the purpose of such a system is to replace manual monitoring, but should instead focus on giving a complete status of what automation has done and what it is currently doing. To accomplish the status display, try to leverage the capabilities provided by the Telemetry and Command (T&C) software. As an example, use a status display that shows pseudo-telemetry automation values using mechanisms built into the T&C software.
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There should be two main focuses of ground system automation. The first focus should be to automate routine functions of the ground system that are clearly understood by the mission operations engineers. This can include telemetry data flow verification, product deliveries, and commanding the spacecraft by running specially tailored command procedures to handle common situations that have a predefined and understood response. Any implemented automation procedures should report status data about what they are doing for use by an automation display mechanism. Uncommon situations should not be handled by automation and should generate an alert when encountered.

The second focus should be to detect uncommon spacecraft configurations and anomalies through passive monitoring of telemetry, and then issuing a page fora human operator to investigate and take corrective action. This approach can include database limit monitoring and configuration monitoring, and automated notification by a procedure.

Use e-mail devices that are capable of running software to filter e-mails based on source address and/or message content (e.g., Web Messenger Message Alerts for Blackberry). By using a filtering tool, the set-up can be configured so that an expected or nominal automation messages would generate, for example, a distinct non-continuous ring, while unexpected and possibly critical message types would produce a high volume and continuous ring. Such an arrangement allows the operator to immediately distinguish between notifications that require attention and those that do not.

The paging system should be designed to group related problems into categories by either generation source or subsystem component. The different categories can be associated with different mail list groups to maximize the delivery of information to the pertinent recipients.

Implement a mechanism to gather status data about the primary T&C system for delivery to a server that can display the status information on a website. Additionally, add data checks to validate that the T&C application is functioning properly. Ideally, an alert would notify users that T&C software is not functioning properly.
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It is useful and recommended that there be mechanisms designed for the purpose of monitoring the primary telemetry monitoring system to ensure its availability and functionality. An example is implementing a two-tiered client-server architecture for sending out status information. The primary T&C would act like the client and deliver a status data file to a server at set time intervals. The server could then monitor that an updated file was delivered within the expected time period.

Consider implementing a password protected web server to host pertinent status information about the status of the ground automation and other useful operations information such as data gap reports, network port connection statuses, disk usage of critical system, etc for off-site access by operations personnel.

2.3 Enhancement methodologies:

2.3.1 Characteristics of Agile Methodologies: According to Highsmith and Cockburn [24] , what is new about agile methods is not the practices they use, but their recognition of people as the primary drivers of project success, coupled with an intense focus on effectiveness and manoeuvrability. This yields a new combination of values and principles that define an agile world view. Highsmith further transcribes from the book Agile Competitors and Virtual Organizations the definition of agility: Agility... is a comprehensive response to the business challenges of profiting from rapidly changing, continually fragmenting, global markets for highquality, high-performance, customer-configured goods and services. The following principles of agile methodologies are seen as the main differences between agile and heavyweight: People Oriented- Agile methodologies consider people customers, developers, stakeholders, and end users as the most important factor of software methodologies. As Jim Highsmith and Alistair Cockburn state, The most important implication to managers working in the agile manner is that it places more emphasis on people factors in the project: amicability, talent, skill, and communication. If the people on the project
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are good enough, they can use almost any process and accomplish their assignment. If they are not good enough, no process will repair their inadequacy. As Highsmith highlights, people trump process .

Adaptive The participants in an agile process are not afraid of change. Agilest welcome changes at all stages of the project. They view changes to the requirements as good things, because they mean that the team has learned more about what it will take to satisfy the market. Today the challenge is not stopping change but rather determining how to better handle changes that occur throughout a project. External Environment changes cause critical variations. Because we cannot eliminate these changes, driving down the cost of responding to them is the only viable strategy. Conformance to Actual Agile methodologies value conformance to the actual results as opposed to conformance to the detailed plan. High smith states, Agile projects are not controlled by conformance to plan but by conformance to the business value. Each iteration or development cycle adds business value to the ongoing product. For agilest, the decision on whether business value has been added or not is not given by the developers but instead by end users and customers. Balancing Flexibility and Planning Plans are important, but the problem is that software projects can not be accurately predicted far into the future, because there are so many variables to take into account. A better planning strategy is to make detailed plans for the next few weeks, very rough plans for the next few months, and extremely crude plans beyond that. In this view one of the main sources of complexity is the irreversibility of decisions. If you can easily change your decisions, this means its less important to get them right which makes your life much simpler. The consequence for agile design is that designers need to think about how they can avoid irreversibility in their decisions. Rather than trying to get the right decision now, look for a way to either put off the decision until later or make the decision in such a way that you will be able to
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reverse it later on without too much difficulty. Empirical Process Agile methods develop software as an empirical (or nonlinear) process. In engineering, processes are either defined or empirical. In other words, defined process is one that can be started and allowed to run to completion producing the same results every time. In software development it can not be considered a defined process because too much change occurs during the time that the team is developing the product. Laurie Williams states, It is highly unlikely that any set of predefined steps will lead to a desirable, predictable outcome because requirements change technology changes, people are added and taken off the team, and so on Decentralized Approach Integrating a decentralized management style can severely impact a software project because it could save a lot of time than an autocratic management process. Agile software development spreads out the decision making to the developers. This does not mean that the developers take on the role of management. Management is still needed to remove roadblocks standing in the way of progress. However management recognizes the expertise of the technical team to make technical decisions without their permission. Simplicity Agile teams always take the simplest path that is consistent with their goals. Fowler states, They (agile teams) dont anticipate tomorrows problems and try to defend against them today. The reason for simplicity is so that it will be easy to change the design if needed on a later date. Never produce more than what is necessary and never produce documents attempting to predict the future as documents will become outdated. The larger the amount of documentation becomes, the more effort is needed to find the required information, and the more effort is needed to keep the information up to date. Collaboration Agile methods involve customer feedback on a regular and frequent basis. The customer of the software works closely with the development team, providing frequent feedback on their efforts. As well, constant collaboration between agile team
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members is essential. Due to the decentralized approach of the agile methods, collaboration encourages discussion. As Martin Fowler describes, Agile teams cannot exist with occasional communication. They need continuous access to business expertise. Small Self-organizing teams An agile team is a self organizing team. Responsibilities are communicated to the team as a whole, and the team determines the best way to fulfill them. Agile teams discuss and communicate together on all aspects of the project. That is why agility works well in small teams. As Alistair Cockburn and Jim Highsmith highlight, Agile development is more difficult with larger teams. The average project has only nine people, within the reach of most basic agile processes. Nevertheless, it is interesting to occasionally find successful agile projects with 120 or even 250 people.

Fig. (1) Agile Software Development Methodology

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Implementation of Agile Methodologies: In software development there exists a tension between quality, cost and time. Barry Boehm states that, As we progress from analysis, through to design, coding, testing and production, the cost of fixing a problem increases exponentially. The greatest increase in cost is when fixing the problem after product introduction, a cost of approximately 60 to 100 times more than eliminating the problem in the design phase. Boehm suggests to reduce these costs, use heavyweight methodologies so that more time is spent in upfront requirements gathering. Alistair Cockburn disagrees with Boehms statement and reports, As time goes by and the program gets bigger, it costs LESS to implement a change with XP than with your traditional methodology. In addition, Kent Beck argues that the cost of change curve is said to be flat in agile modelling. Moreover to strengthen this conviction they show several XP practices to ensure that the cost associated with this curve is kept to minimal. Unit Testing and Test-Driven Development ensures that bugs and errors are found quickly and early so that it would be cheaper to fix. On-site customer and functional testing ensure the analysis and specification of the system is up-to-date and precise with business requirements. Pair programming allows two developers working together on one computer, which increases the chances of finding bugs and leads to a simpler design Refactoring and once and only once increases design consistency and adds more simplicity and flexibility to the structure. This ensures that the system is well-designed and easy to change.

Regular releases gives the customer feedback and forces the team to make the release to production and maintenance phases as cheap as possible.

The above agile principles attack the roots of the high cost of fixing errors (with good
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specifications, good designs, good implementation and fast feedback). But according to Laurie Williams this does not mean that agile processes decrease or increase the cost of developing compared to heavyweight . In Figure 12 below, Williams shows two theoretical graphs to illustrate this. It represents the expense of traditional methods over time and mentions that most of the expense is spent on new development and little expense on revision which is done during the development cycle. Conversely, it represents an agile (XP) method projects expense. Here the opposite occurs, demonstrating more spending on the revision and less on the development. According to these results both graphs indicate the same level of expense over similar time periods. William states, Strong anecdotal evidence suggests that the additional revision does not exceed the expense that would have been incurred had extensive up-front requirements engineering, planning and designing. 2.3.2 Implementing Agile Processes in Software Organizations : Software has been part of modern society for more than 50 years, likewise so have software development processes. However agile methods oldest methodology was SCRUM and DSDM and they were not defined till mid-1990. Even though each methodology has excellent anecdotal evidence and research results that their method works, not enough statistical and metric proof has been gathered. Geoffrey Moore, in his book Crossing the Chasm, describes five types of profiles of technology adopters: Innovators who pursue new concepts aggressively; early adopters who pursue new concepts very early in the lifecycle; early majority wait and see before buying into a new concept; the late majority who are concerned about their ability to handle a new concept; and laggards who do not want anything to do with new approaches. According to Scott Ambler, people that fit the innovator or early adopter would adopt agile techniques. Moreover, since there is sufficient anecdotal evidence, the early majority are starting to adopt agility to their organization. Furthermore he adds, It will take several years, perhaps even a decade, until we have incontrovertible proof that agile software

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development work in practice .DaimlerChrysler was the first organization to use agile methods that introduced XP practices with the Chrysler Comprehensive Compensation (C3) project, which is a very successful payroll system implemented in Smalltalk. The C3 project began in January 1995 under a fixed priced contract and a year later failed to deliver a proper working payroll system .Kent Beck, the developer of XP, was called in to help with performance tuning of C3 project and found that the code was poorly factored, there was no repeatable tests, and the management had lost confidence in the project. Beck threw away all the previous code and the fixed-price contract was cancelled. He reorganized the team and made up the rules of XP that they had to follow: putting customer on-site to work with the developers, sharing code techniques, pairing developers, performing automated unit testing and editing code frequently to keep it simple[48]. All these modifications enhanced and developed a successful payroll system that did more than what was needed. Chrysler still uses the XP concept as Christen Wege, portal and Web application architect, mentions, Today, Stuttgart, Germany-based DaimlerChrysler AG still uses extreme programming within several application development groups in the U.S. and Germany. One of the most difficult tasks involved with using agile processes is successfully introducing them into an organization that has been using their traditional organization structure for years. Part of [the Big Design Up-Front] culture is the creation of fiefdoms within the program organization. Adopting [agile processes] will radically change the functions of the organization within the program and consequently change the staff and funding profiles of the organizations [6]. Some of the traditional roles such as the Quality Assurance and testing would resist the change as more attention and work is needed from these roles after each iteration in an agile process. Management are uncomfortable with not having documents to judge the progress of their project and not having a final commitment date of delivery with a bottom line cost . Still accordingly to Chris Dial, an analyst at Forrester Research Inc, organizations are increasingly turning to new techniques to make the most of the smaller development teams and contend with more complex, distributed applications. .

A Singapore lending project was declared undoable until Jeff De Luca, a project director
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of Nebulon, a leading information technology firm in Melbourne, took on the project using the agile methodology Feature-Driven Development (FDD). Previously the deliverables included 3,500 pages of use cases, an object model with hundreds of classes, thousands of attributes (but no methods) and no code. De Luca used techniques such as keeping code simple, testing often and delivering small features of the application as they are ready. Within 2 months De Lucas team was producing demonstrable features for the client and 4 months later the project was completed and under budget. When asked what his key to success De Luca responded was, The key is having good people, good domain experts, good developers and good chief programmers. No process makes up for a lack of talent and skill [49]. This example shows a clear example of why working code is the ultimate arbiter of real progress. As Jim High smith states, In the end, thousands of use cases and hundreds of object model elements did not prove real progress [49]. Caterpillar Financial Services Corp. also used an agile technique to develop a critical web-based financial system for its dealers all over the world. The success of this project according to Tom DePauw, manager of IT at Caterpillar, was using agile methods to build small, usable parts of Java based applications early, rather than one large application at the end of the project. Further more a large US based financial institution agrees that the need to produce functional parts of the application regularly to the customer will drive your company to consider agile methodologies. They state Customers want applications in 90 days now, no matter how complex they are, and you cant do that with traditional methods. However, there are some downfalls in using agile methodologies in the software industry and one of them is their over emphasis towards customer collaboration. According to Erkki Vuorenmaa, manager of IT company in Finland, getting business people involved in the development process is very irritating and awkward job, and without the determined good customer it would be hard to develop a quality software. Another criticism of agile methods is concerning project costs. Agile projects have no fixed price
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or fixed schedule and projects are open-ended and evolve as requirements change. Therefore it becomes harder for the manager and customer to accept this technique as customers would rather know the total cost of the project and overall project schedule beforehand. On the other hand Alistair Cockburn pointed out that agile and fixed price are not mutually exclusive. He came up with the version of agility through a succession of fixed price projects. Cockburn explains, In fixed price projects the price is usually fixed to low, so you want to do everything you can to boost productivity, and that includes using an agile process. Motorolas experience with agile methods in its development organization found that it was not useful for global development projects. Senior architect of Motorola believed that the agile method [Extreme Programming] values small teams and that was not always possible. Surprisingly some believe that after mangers hear the name extreme programming they get turned off. However, on the upside, agile methods provide short daily meetings that would lead to better continual feedback; this keeps the cost to minimal. As a manager at Sunoco Inc says, If the consultant is incompetent or the technology is wrong, I get the first indication after 30 days. Im cutting my losses quickly . Agile practices have been widely accepted in many organizations due to their similarities to CMM (Capability Maturity Model) standards. The development of the CMM has become a standard to well-defined and well-documented software development processes for organizations to follow to succeed in their project. Laurie Williams adds, Many CMM or ISO 9000 now think that partial adoption of agile practices, when handled with care, might increase their efficiencies without damaging their certifications . Mark Paulk, from the Software Engineering Institute, states, XP has good engineering practices that can work well with the CMM and other highly structured models. The key is to carefully consider XP practices and implement them in the right environment. He goes on to show that certain agile practices of XP are similar to Level 2, 3 and some
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of 4 practices of CMM (for the complete table of CMM standards refer to Appendix D). For example, XP meets CMM Level 2 requirements management condition through its use of stories, an onsite customer, and continuous integration. XP address software project planning in the planning game and small releases. XPs practices with big visual chart, project velocity, and commitments for small releases meet Software project tracking and oversight in CMM level 2. In CMM level 3 several XP practices address software product engineering such as metaphor, simple design, refactoring, coding standards and unit testing. XPs strong emphasis on communication and pair programming consecutively addresses intergroup coordination and peer reviews of CMM level 3. Beyond level 3, XP only address as few of the Level 4 and 5 key process areas Moreover this popularity of Extreme programming to the level of alchemy was supported by respected people like Tom DeMarco that once stated that, An organization employing Extreme Programming moved from CMM Level 1 to CMM Level 4 within 5 months. Agile Methods Approach Success Measurement Project size Management Style Perspective Change Culture Documentation Emphasis Cycles Domain Upfront Planning Adaptive Business Value Small Decentralized Change Adaptability Leadership-Collaboration Low People-Oriented Numerous Unpredictable/Exploratory Minimal
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Heavy Methods Predictive Conformation to plan Large Autocratic Change Sustainability Command-Control Heavy Process Oriented Limited Predictable Comprehensive

Return on Investment Team Size

Early in Project Small/Creative

End of Project Large

Table 1: Difference in Agile and Heavyweight Methodologies

2.4Onboard computer systems design:

2.4.1 DSP vs. General Purpose CPUs: DSPs tend to run one program, not many programs. Hence OSes are much simpler, there is no virtual memory or protection, ...

DSPs usually run applications with hard real-time constraints: You must account for anything that could happen in a time slot All possible interrupts or exceptions must be accounted for and their collective time be subtracted from the time interval. Therefore, exceptions are BAD.

DSPs usually process infinite continuous data streams. The design of DSP architectures and ISAs driven by the requirements of DSP algorithms.

2.4.2 Missile guidance for onboard systems: It refers to a variety of methods of guiding a missile or a guided bomb to its intended target. The missile's target accuracy is a critical factor for its effectiveness. Guidance systems improve missile accuracy by improving its "Single Shot Kill Probability" (SSKP), which is part of combat survivability calculations associated with salvo combat model.[1][2] These guidance technologies can generally be divided up into a number of categories, with the broadest categories being "active," "passive" and "preset" guidance. Missiles and guided bombs generally use similar types of guidance system, the difference between the two being that missiles are powered by an onboard engine, whereas guided bombs rely on the speed and height of the launch aircraft for propulsion. History:

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The concept of missile guidance originated at least as early as World War I, with the idea of remotely guiding an airplane bomb onto a target. In World War II guided missiles were first developed, as part of the German V-weapons program. Categories of guidance systems: Guidance systems are divided into different categories according to what type of target they are designed for - either fixed targets or moving targets. The weapons can be divided into two broad categories, Go-Onto-Target (GOT) and Go-Onto-Locationin-Space (GOLIS) guidance systems.[4] A GOT missile can target either a moving or fixed target, whereas a GOLIS weapon is limited to a stationary or near-stationary target. The trajectory that a missile takes while attacking a moving target is dependent upon the movement of the target. Also, a moving target can be an immediate threat to the sender of the missile. The target needs to be eliminated in a timely fashion in order to preserve the integrity of the sender. In GOLIS systems the problem is simpler because the target is not moving. GOT systems: In every GOT system there are three subsystems:

Target tracker Missile tracker Guidance computer

The way these three subsystems are distributed between the missile and the launcher result in two different categories:

Remote Control Guidance: The guidance computer is on the launcher. Homing Guidance: The guidance computers are in the missile and in the

The target tracker is also placed on the launching platform.

target tracker.

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Remote control guidance: These guidance systems usually need the use of radars and a radio or wired link between the control point and the missile; in other words, the trajectory is controlled with the information transmitted via radio or wire. System include Command Guidance - The missile tracker is on the launching platform. These missiles are totally controlled by the launching platform that sends all control orders to the missile. The 2 variants are

Command to Line-Of-Sight (CLOS) Command Off Line-Of-Sight (COLOS)

Line-Of-Sight Beam Riding Guidance (LOSBR) : The missile tracker is on board the missile. It has already some orientation capability, in order to fly inside the beam that the launching platform is using to illuminate the target. It can be manual or automatic.[5] Command to Line-Of-Sight (CLOS): The CLOS system uses only the angular coordinates between the missile and the target to ensure the collision. The missile will have to be in the line of sight between the launcher and the target (LOS), correcting any deviation of the missile in relation to this line. Due to the amount of missiles that use this guidance system, they are usually are subdivided into four groups:

Manual Command to Line-Of-Sight (MCLOS), The target tracking and the missile tracking and control is performed manually. The operator watches the missile flight and uses some sort of signaling system to command the missile back into the straight line between the operator and the target (the "line of sight"). Typically useful only for slower targets where significant "lead" is not required. MCLOS is a subtype of command guided systems. In the case of glide bombs or missiles against ships or the supersonic Wasserfall against slow-moving B-17 Flying Fortress bombers this system worked, but as speeds increased MCLOS was quickly rendered useless for most roles.

Semi-Manual Command to Line-Of-Sight (SMCLOS), The target tracking is automatic and the missile tracking and control is manual
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Semi-Automatic Command to Line-Of-Sight (SACLOS), The target tracking is manual and the missile tracking and control is automatic. Is similar to MCLOS but some automatic system positions the missile in the line of sight while the operator simply tracks the target. *SACLOS has the advantage of allowing the missile to start in a position invisible to the user, as well as generally being considerably easier to operate. SACLOS is the most common form of guidance against ground targets such as tanks and bunkers.

Automatic Command to Line-Of-Sight (ACLOS), The target tracking, missile tracking and control are automatic.

Command Off Line-Of-Sight (COLOS): This guidance system was one of the first to be used and still is in service, mainly in antiaircraft missiles. In this system, the missile tracker and the target tracker can be oriented in different directions. The guidance system ensures the interception of the target by the missile by locating both in space. This means that they will not rely on the angular coordinates like in CLOS systems. They will need another coordinate which is distance. To make it possible, both target and missile trackers have to be active. They are always automatic and the radar has been used as the only sensor in these systems. The SM-2MR Standard is inertially guided during its mid-course phase, but it is assisted by a COLOS system via radar link provided by the AN/SPY-1 radar installed in the launching platform. Line-Of-Sight Beam Riding Guidance (LOSBR): LOSBR uses a "beam" of some sort, typically radio, radar or laser, is pointed at the target and detectors on the rear of the missile keep it centered in the beam. Beam riding systems are often SACLOS, but do not have to be; in other systems the beam is part of an automated radar tracking system. A case in point is later versions of the RIM-8 Talos missile as used in Vietnam - the radar beam was used to take the missile on a high arcing flight and then gradually brought down in the vertical plane of the target aircraft, the more accurate SARH homing being used at the last moment for the actual strike. This gave the enemy pilot the least possible warning that his aircraft was being illuminated by missile guidance radar, as opposed to search radar. This is an important distinction, as the nature of the signal differs, and is used as a cue for evasive action. LOSBR suffers from the inherent weakness of inaccuracy with increasing range as the beam spreads out. Laser beam riders are more accurate in this regards, but are all short27

range, and even the laser can be degraded by bad weather. On the other hand, SARH becomes more accurate with decreasing distance to the target, so the two systems are complementary.[5]

Homing guidance:
Active homing: Active homing uses a radar system on the missile to provide a guidance signal. Typically electronics in the missile keep the radar pointed directly at the target, and the missile then looks at this "angle" of its own centerline to guide itself. Radar resolution is based on the size of the antenna, so in a smaller missile these systems are useful for attacking only large targets, ships or large bombers for instance. Active radar systems remain in widespread use in anti-shipping missiles, and in "fire-and-forget" air-to-air missile systems such as AMRAAM and R-77 Semi-active homing: Semi-active homing systems combine a radar receiver on the missile with a radar broadcaster located "elsewhere". Since the missile is typically being launched after the target was detected using a powerful radar system, it makes sense to use that same radar system to track the target, thereby avoiding problems with resolution or power. SARH is by far the most common "all weather" guidance solution for anti-aircraft systems, both ground and air launched. It has the disadvantage for air-launched systems that the launch aircraft must keep moving towards the target in order to maintain radar and guidance lock. This has the potential to bring it within range of shorter-ranged IR-guided missile systems, an important consideration now that "all aspect" IR missiles are capable of "kills" from head on, something which did not prevail in the early days of guided missiles. For ships and mobile or fixed ground-based systems, this is irrelevant as the speed (and often size) of the launch platform precludes "running away" from the target or opening the range so as to make the enemy attack fail. SALH is a similar system using a laser as a signal. However, most laser-guided weapons employ a turret-mounted laser designator which increases the launching aircraft's ability to manoeuvre after launch. How much manoeuvring can be done by the guiding aircraft will depend on the turret field of view and the systems ability to maintain a lock-on while manoeuvring. As most air-launched, laser-guided munitions are employed against surface
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targets the designator providing the guidance to the missile need not be the launching aircraft; designation can be provided by another aircraft or by a completely separate source (frequently troops on the ground equipped with the appropriate laser designator). Passive homing: Infrared homing is a passive system in which heat generated by the target is detected and homed on. Typically used in the anti aircraft role to track the heat of jet engines, it has also been used in the anti-vehicle role with some success. This means of guidance is sometimes also referred to as "heat seeking". Contrast seekers use a television camera, typically black and white, to image a field of view in front of the missile, which is presented to the operator. When launched, the electronics in the missile look for the spot on the image where the contrast changes the fastest, both vertically and horizontally, and then attempts to keep that spot at a constant location in its view. Contrast seekers have been used for air-to-ground missiles, including the AGM_4 Maverick, because most ground targets can be distinguished only by visual means. However they rely on there being strong contrast changes to track, and even traditional camouflage can render them unable to "lock on". Retransmission homing: Retransmission homing, also called Track Via Missile(TVM), is a hybrid between command guidance, semi-active radar homing and active radar homing. The missile picks up radiation broadcast by the tracking radar which bounces off the target and relays it to the tracking station, which relays commands back to the missile.

3. Testing and Quality Assurance process:

The ability to destroy in-flight hostile aircraft, cruise missiles and the full spectrum of ballistic missiles is critical to the survival of military forces on the battlefield. This capability is accomplished through the employment of a netted and distributed
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architecture composed of sensors, data distribution systems and a variety of air defense weapons. The capabilities of such air defense systems are constantly being advanced to keep pace with the threat in terms of speed, accuracy and lethality. Services: Air defense weapon systems are composed of a variety of major sub-systems to include sensor, BMC3I and interceptor. Our team experts support the testing of all such components to include infrared seekers, command and control battle management systems, communications systems, precision pointing and tracking optics, as well as radar and signal processors. As part of the testing process, multiple operational test events are developed, executed and evaluated. Our personnel develop detailed reports from the raw data that is recorded throughout the testing period. Additionally, personnel participate in the follow-on review of all information and evaluations to determine the success or failure of each test criteria. Personnel also assist in the development of the Final Test Report that is presented to the government representative. TestStages: Planning: Test planning begins with the development of an effective and affordable test concept that serves as the bases for the creation of a test plan. A thorough analysis of all relevant documents is then performed to gain a detailed understanding of the characteristics and capabilities of the system that is being tested. An analysis of the systems operational requirements and design specifications is also necessary to understanding the performance and effectiveness measures that will be evaluated. Such efforts form the basis for all other system analysis activities. Coordination: Close coordination within the test community is essential in order to minimize resource requirements and costs, eliminate unnecessary redundancy and maximize efficiency. Additionally, it serves to align the collective efforts of material developers, evaluators and key decision makers. In this manner test requirements/events are assessed, appropriate test beds are identified, data collection requirements are determined and test resources are allocated. Such coordination is accomplished throughout the testing period via integrated process and product teams, in process reviews, design reviews and technical working groups. Execution: Testing is conducted in one or more environments, such as laboratory, simulation facility and field. Additionally, a test may be conducted at the component,
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subsystem, or system level. Detailed test procedures are developed and implemented to satisfy test plan requirements and ensure appropriate data is collected on each test objective. Analysis: Throughout the conduct of a test, data collectors observe each test event, record information and perform an initial analysis of the data gathered. Test results are then combined assimilating and analyzed to quantify performance and effectiveness of the system in comparison with established norms and requirements. Analytical tools may include specialized data processing equipment and techniques, application software and analytical expertise. Reporting: Once all information has been assessed, the results along with quantifiable measurements of data accuracy and confidence levels are presented in the final test report.

4. Case study on Air defense: 4.1Healthcare:

A Challenging Environment:

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Employing some 7,000 staff across nine different hospitals, United Bristol Healthcare NHS Trust (UBHT) is one of the largest acute trusts in the country as well as being a major teaching and research centre for the South West. In 2005, the Trust had over 110,000 inpatient and day case admissions. Dave Oat way is the Trusts Computer Services Manager, responsible for all operational IT services including support for 4,000 users and the introduction of new technologies and applications to meet clinical needs. His involvement with wireless dates back to 2003 when a number of small pilot systems were installed to overcome specific problems. In common with many other Trusts, UBHT is spread across several buildings and staff are quite frequently relocated from one building to another, often on a temporary basis. The trusts location in the centre of Bristol adds to the challenge of providing connectivity; cabling between sites would mean tunnelling under busy roads, entailing disruption and high costs. Thus, one of the Trusts first wireless installations was a temporary system providing connectivity for a small group of people who had relocated to a different building. Another installation saw wireless being used within a ward to enable haematologists to use laptops equipped with a barcode scanner to scan patients wristbands to check blood groups prior to treatment. With this type of application, data is available immediately on any laptop, avoiding any problems of lag time, for any member of staff or department that has a role in the care of that patient. Seeking a long-term solution for wireless security: As part of the Trusts implementation of the National Programme for IT, there is a commitment to utilise wireless throughout all the hospitals when clinical need justifies the use of the technology. Even with the small, early installations of wireless at Bristol, it had always been recognised that the IT department would need to tackle the issues of control and security associated with the technology before broader-ranging systems could be approved and rolled out across the hospital over a planned two year period. UBHT has been working with IT security specialists Peapod for a decade on a wide range of security integration projects. Early in 2005, Dave Oat way turned to Peapod for advice on identifying a robust approach to wireless which would offer guaranteed security and a foundation upon which more installations could be rolled out. Peapod advised them to consider utilising an Air Defense solution, who provided a demonstration of their proposed system and carried out a survey of the UBHT site, providing a report on what they had found. Dave Oat way commented: We were keen to work with an organisation
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that was independent of manufacturers, and Air Defense fitted this bill, as well as being recommended by Peapod. The ability of their solution to detect rogue access points was critical and more importantly deny them service was a feature which was missing from many other companies offerings. A further important factor was that we felt AirDefense was the type of company with which we could develop a partnership and a long-term relationship rather than just opt for a pure customer/supplier scenario. The proposed system was designed to provide the Trust with a starter solution which could be quickly and easily expanded as the number of wireless installations increased and budget became available. It is an overlay network to the Cisco infrastructure. In early 2006, an Air Defense wireless security appliance and two wireless sensors were installed; by mid 2007 there will be approximately 1,000 access points and 200 sensors. Air Defense Enterprise was installed to constantly monitor and ensure the security of the data over the network. Wireless now and in the future: Since the Air Defense solution was implemented, Dave Oat way and his team have been able to detect when and where people are using wireless equipment and devices, as well as being able to automatically stop any unauthorised attempts to attach to the network. In addition, the system provides moment to moment details presented as graphs of traffic and potential threats, which will enable the Trust to identify and plan for future wireless installations. The Trusts growing number of wireless systems, which are viewed as being complementary to traditional cabling solutions, are predominantly being used in ward environments and in a theatre suite to provide a fast and efficient way of entering and retrieving patient data. UBHT is also looking at introducing wireless telephones which will allow clinicians to speak to whoever is trying to contact them immediately rather than having to respond to a pager at an available phone line, all of which takes up valuable time. Another potential application is for the hospitals Intensive Care Unit. If someone is taken ill within the hospital and ideally needs to be moved to ICU but there are no beds available the requisite monitoring equipment can be taken down to the ward and then connected using wireless back to ICU. In this way, ICU staff will be able to monitor a patient with access to all their sophisticated equipment, without the patient having to be physically within the Unit. Given the pressure on beds in ICU, this has the potential to allow UBHT to offer improved care to a larger number of seriously ill patients. A number of significant national projects are also being progressed, including PACS, a digital archiving and retrieval system for x-rays. With the plan to roll out this
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major new system on wireless, combined with the need to meet government timelines for this service, the need for a robust infrastructure and stringent security is of paramount importance. Dave Oat way is enthusiastic about the benefits and exciting applications that wireless can deliver within a hospital environment, but is keen to stress that patient data confidentiality can only be assured with the installation of a robust infrastructure, such as that recommended by Peapod and delivered by Air Defense. With cabling there are obviously clearly defined boundaries and it is much easier to limit the risk of unauthorised access. At Bristol, we have thousands of people walking around our buildings every single day. Although the vast majority will be law-abiding, we have to protect against threats that we dont even know are out there. The Air Defense solution enables us to do this.

4.2. Communications:
Customer Description: BT is one of the worlds leading providers of communications solutions serving customers in Europe, the Americas and Asia Pacific. Its principal activities include networked IT services, local, national and international telecommunications services, and higher-value broadband and internet products and services. In the UK, BT serves more than 20 million business and residential customers with more than 30 million exchange lines, as well as providing network services to other licensed operators. BT is known internationally as a major technology player - pioneering the digital advances that are shaping and driving the information age.

Problem: BTs employees are highly mobile and needed the flexibility to work securely at multiple locations. Hot desking to give employees access to the companys network was tried but was difficult, expensive and impractical. Wireless technology was generally agreed to be the most beneficial solution and with this came they need to establish the best of breed security for the wireless infrastructure. Employees had laptops and other wireless enabled devices and needed to access email, customer records, and other work applications at multiple locations. The need to do this securely was imperative in the solution BT chose.BT has multiple sites some of which are located in the heart of city centers and many offices could detect more than 30 other Wireless LANs. This meant that a complete
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site survey had to be carried out at each location to understand what the complexities were and how many wireless networks actually invaded BTs airspace.At some sites in central London, the initial survey detected that at regular intervals alarms might be raised from the automated bus stop updates. This type of traffic, while not a threat could create multiple security alarms. Other locations in more rural settings provided different problems of distance between buildings and large communal areas. The risks for BT as an organization and the implications for its management team if the solution they chose was not scalable were immense. The problem of partitioning friendly neighbouring wireless LANs from those that could present a malicious threat was essential. The threats to any wireless deployment are rogue or unauthorized access so the problem for BT was to be able to analyse existing and zero day threats in real-time against historical data to accurately detect all attacks and anomalous behaviour originating inside or outside the organization. Doing this while providing IT support for over 60,000 workers seamlessly and without increasing IT management time was seen to be essential. Requirements: BT needed a solution that could detect intruders and rogue access points automatically and secure their airwaves cost effectively. It needed a solution that could distinguish between the multiple legitimate neighbouring wireless networks and those that were malicious. In addition it needed to be able to terminate wireless connections between an intruder and an authorized access point and also to terminate authorized devices with rogue access points. Most particularly it required the vendor it chose to be able to enforce the BT security policy to all its mobile workforce without disrupting its business. The solution had to work with the Cisco based network infrastructure. Solution: BT evaluated several Wireless LAN security products before deciding which one to purchase. The evaluation process was exacting. Michael Malcolm RF Manager at BT said I was a sceptic. I was not going to allow wireless connectivity at BT unless I was convinced that it could be provided securely. The evaluation and testing process was extremely rigorous and thorough. The site surveys were completed using Air Defense Architect which provides complete design and simulation of wireless LANs based on building-specific environments. This product accurately and predictively helped design the Wireless networks (802.11) before the actual deployment of access points, sensors
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and other wireless devices. For the deployment BT chose to use Air Defense Enterprise provided through a specialist solutions provider in the UK called Pentura. They have currently deployed sensors in 15 of 21 sites in the UK and plan to roll out the solution across European offices. The Air Defense system helps BT to: Increase the productivity of its workforce. Define, enforce and measure adherence to their security policy. Continuously monitor the WLAN providing maximum security and operational integrity of the network Ensure BT employees are not logging onto rogue or neighbouring networks Confirm wireless devices are within permitted areas. References: 1. 2. 3. 4. 5.
http://www.docstoc.com/docs/104654419/DSP-Processor-Architecture

http://www.airdefense.net/partners/bro_sheets/UBHT.pdf http://www.airdefense.net/solutions/pdf/Telecom.pdf http://en.wikipedia.org/wiki/Missile_guidance http://pds10.egloos.com/pds/200808/13/85/A_comparision_between_Agile _and_Traditional_SW_development_methodologies.pdf 6. http://drdo.gov.in/drdo/labs/DRDL/English/index.jsp?pg=HistoricalBG.jsp 7. http://www.glacier-tech.com/mts.htm

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