Chairman Award Brochure Front 2009 ver1.0.indd - CSC

THE ART OF
INGENUITY
LEADING EDGE FORUM | CSC CHAIRMAN’S AWARD FOR EXCELLENCE1

FOREWARD

2010 CSC
CHAIRMAN’S AWARD FOR
EXCELLENCE
Our purpose is clear: To deliver innovative
business and technology solutions that help
our customers around the world achieve
meaningful results for their business. The CSC
Chairman’s Award for Excellence is a tribute
to talent, skill and ingenuity.
In these turbulent times, organizations must
get the most out of their IT investments
to achieve their goals. By staying abreast
of emerging technologies and quickly
deploying innovative solutions, organizations
can remain competitive. Our success as a
company comes from the contributions of our
employees to help clients accomplish their
business goals during both good and bad
economic times.
Presented annually, the Chairman’s Award
honors those individuals and teams that have
significantly advanced our clients’ business,
or our own, through innovative solutions that
realize maximum benefit for organizations and
their shareholders.
Recognizing such vital contributors is a core
value of our company. Even though only a
select few receive the award, the motivation
and desire for excellence that it inspires reach
throughout the corporation. These individuals
represent all that makes CSC a great
company. Join me in paying tribute to them
and thanking them for their contributions.
Michael W. Laphen
Chairman, President and CEO

LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE
ABOUT THE CSC CHAIRMAN’S
AWARD FOR EXCELLENCE
The Chairman’s Award for Excellence is the most prestigious honor for CSC employees.
It is given each year to recognize people who deliver solutions and services that
demonstrate the highest levels of innovation and value to customers across our
numerous industries.
The criteria for the award mirror the principles we apply to every client engagement:
Innovation — Use technology in creative and unique ways
Leverage — Repeat what we’ve learned to other domains
Proven — Deliver solutions that work
Value — Create qualitative and quantitative value for our clients
Hundreds of achievements have been nominated for the award over its history,
representing the work of thousands of top-flight technology and business specialists.
The select few projects that are chosen each year to receive the award truly are best in
class.
This year six CSC teams behind ground-breaking achievements in the transportation,
technology and consumer, and public sectors are this year’s recipeints of the 2010 CSC
Chairman’s Award for Excellence.
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Recipients
2010 CSC CHAIRMAN’S
AWARD FOR EXCELLENCE
Finalists
2010 CSC CHAIRMAN’S
AWARD FOR EXCELLENCE
CONTENTS
Applying Innovative Software Processes to the Hubble Space Telescope Repair
I-MING (ANNIE) CHIEN, DENNIS P. GARLAND, MICHAEL KELLY, WENDY LINDBOE .............4
Automation of Land Registration in Denmark
ULLA TONNE BECH, HANS L. JAYATISSA, HENRIK KORSBÆK, CLAUS LJUNGGREN ..........6
Eco Orange: Turning a Recycling Program into a New Customer Offering
JEAN-VINCENT CAZAUX, OLIVIER DOUVILLE, MARYNA FEDRIGO, SÉBASTIEN MARIE ....8
An Internet Transformation Program Positions Fnac.com as the Leading Web Merchant
in France
LAURENT ATLANI, FRÉDÉRIC BOUIN, ALI HAGHIPOUR, JOSEPH TEMPIER ............................10
Launching NASA/JPL into the Cloud
VIRINDER DHILLON, J. NEIL KRONIMUS, TODD LUCAS, JOSEPH MARPHIS ............................. 12
Swiss Rail Control System: High Availability to Increase Network Capacity and
Punctuality
FRÉDÉRIC AUBERSON, GILLES IACHELINI, MATTHIAS KRISTA, BENEDIKT SOOM ..............14
C3: Connect, Communicate, Collaborate
JOHN CHAMBERS, CLAIRE FLANAGAN, DON HENN, JOHN MACIOCI ........................................ 16
Cash Management FutureScope: Improving an Organization’s Agility
MICHAEL ARBEN, GEORGE SIMPSON ............................................................................................................ 16
CSC Dynamic Desktop — More than just Desktop Virtualization
TREVOR COLLINS, STEPHEN JEFFERS ......................................................................................................... 17
CSC Dynamic Server — A More Efficient Deployment Process
HUGH BROOKS, JOHN CAMPBELL, GABE D. KAZARIAN, BRIAN POAD .................................... 18
Enterprise Security Roadmap: Protecting What Matters
CHAD ALPERT, GORDON ARCHIBALD .......................................................................................................... 19
Facilitating a Flexible and Secure Enterprise
PAUL CASTRO ............................................................................................................................................................20
Product Lifecycle Management Plus
MICHAEL A. HAYES, MICHAEL LITTRELL, N. THOMAS MILLER, BRENT MYERS ..................... 21
Project Plus: Ensuring CMMI Process Compliance
AMIT BALWANI, HARSH TIKKU ......................................................................................................................... 22
SOX Compliance at Large German Bank
MICHAEL MARKIEWICZ ......................................................................................................................................... 22
STEALTH 3000: ERP for the Fashion Industry
ANGELO CALABRESE, NANCY CHAPMAN, NICOLETTA CREMONESE,
CHARLES TROYER ................................................................................................................................................... 23
Past Award Recipients ...........................................................................................................................................26
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RECIPIENTS
LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE
APPLYING INNOVATIVE SOFTWARE
PROCESSES TO THE HUBBLE SPACE
TELESCOPE REPAIR
CSC software engineering played an
important role in the repair of the Hubble
Space Telescope (HST), thus restoring the
flow of fantastic images of the cosmos and
contributing to mankind’s never-ending
quest to explore and understand the galaxy.
HST’s flagship camera, the Advanced
Camera for Surveys (ACS), suffered a
power failure in January 2007, making ACS
inoperable. In concert with the full ACS-
Repair team, the CSC ACS-R Operations
Team designed, developed and tested the
flight software needed for the repair, which
was the first on-orbit board-level repair by a
NASA crew, successfully performed in May
2009.
The ACS repair was added to the already
I-Ming (Annie) Chien, Dennis P. Garland, Wendy Lindboe, Michael Kelly
planned Service Mission 4 (SM4), scheduled
to launch in May 2009. To meet the SM4
deadlines, the CSC team, based at NASA Goddard Space Flight Center, designed, developed
and tested the software in eight months, a dramatically compressed schedule with no room
for error. Further, two new instruments being installed as part of SM4 had been designed to
complement ACS, elevating the need for a flawless repair.
Rapid Approach
The CSC team innovatively applied well-established software processes to what was originally
viewed as a hardware problem. The team modified the processes, changing from the traditional
waterfall model that historically has been used for flight software to a rapid prototyping
approach, enabling the team to meet the tight deadlines.
A major part of the repair involved interfacing ACS to a new Teledyne application-specific
integrated circuit (ASIC). The work also involved the integration and testing of field
programmable gate array (FPGA) technology. ASICs and FPGAs represent an innovative
advance in space flight hardware because, as programmable integrated circuits, they can
replace custom hardware with software, which is much faster and less expensive to create
(as ground applications have already seen). Hardware can be re-configured by software for
a particular task. For example, the new James Webb Space Telescope (JWST), the successor
to HST, is using the identical ASIC (hardware) but is uniquely programmed to interface with
JWST’s science data detectors. The HST ASIC code is entirely different from that of JWST’s.
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The team treated the ASIC as a flight software change in order to verify its compliance with
proven space flight system integration processes used at Goddard. This shortened the system
integration effort significantly while ensuring quality. (All flight software changes are subjected
to rigorous standards.)
As a result of the combined efforts of the CSC team, the SM4 crew, and the scientists and
engineers at the Space Telescope Science Institute and Goddard, ACS is now able to provide
more than 80 percent of the scientific observations for which it was designed.
With the return of ACS to scientific research, CSC has strengthened NASA’s reputation for
innovation in the international science community and CSC’s reputation for excellence in
mission-critical systems.
5

Ulla Tonne Bech
Hans L. Jayatissa
AUTOMATION OF LAND REGISTRATION IN
DENMARK
For more than 450 years, Denmark used a paper-based system for land
registration. It was time to digitize the process.
Under the Danish Ministry of Justice, the Land Registry Court administers the
registration of all rights on properties in Denmark (ownership, deeds, easements,
mortgages, etc.), with a total property value of more than $20 billion USD. The
system was time consuming, averaging two weeks processing time; managed
a high volume (more than 5 million cases per year); and maintained an archive
of 80 million paper documents. The information in the land registry books is
legally binding and the Government of Denmark is liable and accountable for any
mistakes.
The objectives of the project were clear: modernize and improve efficiency by
digitizing 100% of the process, automating 60-70% of the process within five
years, reducing costs, and improving consistency.
CSC Denmark developed eTL, the Danish digital land registry system. The system
is an important part of a large IT ecosystem that supports the property sales and
mortgage sector in Denmark. It integrates with a large number of public systems
and the Danish PKI infrastructure to handle authentication and legal signatures.
Based on an event-driven service-oriented architecture, eTL uses secure Web
services for its internal and external portals to address the needs of its many
stakeholders (caseworkers, citizens, financial institutions).
In designing the system, CSC developers kept the architecture simple, creating
a system that was easy to deploy as well as maintain. eTL is built almost entirely
on open source technologies on the Java/JEE platform using Oracle application
server and database. Through agile principles and a test-driven approach, the
team delivered consistently high-quality code.
The workhorse of eTL is its core engine that automates legal processing. Danish
land registration is a very complex process, with 80 different types of cases.
Consequently, 80 different manual paper-based processes had to be digitized
and handled automatically. The core engine’s generic framework makes it
possible to represent those 80 different processes (and any future processes)
within one simple process pattern. Within eTL, each type of case is represented
as an XML document and is run through a set of inspections to reach a legal
judgment. If the XML document does not pass all the controls, the case is sent to
the case officer portal for manual processing.
Deployed in September 2009, eTL has successfully met the project’s outlined
objectives. With eTL’s automation, self-service features and reduced process
time (many cases are decided in milliseconds), Danish citizens are able to
register rights on properties themselves and avoid costly lawyer’s fees and the
LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE 6

Henrik Korsbæk
Claus Ljunggren
need for interim financing. With online access to a single source of land registry
information, citizens can track a property they are interested in and receive alerts
when events occur.
To take advantage of eTL, the Danish financial sector created a central exchange
hub, e-Nettet, to handle land registration data shared by the banks and eTL. eTL
has enabled the financial sector, like Danish citizens, to be more self-sufficient,
taking over certain work previously done by lawyers.
With the eTL project, the Danish government has made a tremendous
breakthrough in its global digitization strategy and has vastly improved service
for its citizens.
7

Jean-Vincent Cazaux
Olivier Douville
LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE
ECO ORANGE: TURNING A RECYCLING
PROGRAM INTO A NEW CUSTOMER
OFFERING
How many old mobile phones do you have sitting in a drawer?
Worldwide, it is reported that the majority of people keep their old mobile
phones, even if they don’t use them.
French telecommunications company Orange recognized this inefficiency as a
huge opportunity. With CSC, it set out to transform its process for collecting
old phones into a value generating, environmentally friendly proposition which
could be compared to the French car buyback program for old cars. Its Eco
Orange program, while providing a second life to devices such as mobile
handsets, is helping to improve customer loyalty, increasing their purchasing
power, providing eco-friendly benefits to the planet, and enabling developing
countries to obtain inexpensive mobile phones. The customer benefit is either
to pay less for a mobile replacement or to upgrade its mobile by choosing one
from a superior category. As for Orange, it consists in improving the customers’
satisfaction by offering a more attractive offer and improving the environmental
performance without any impact on Orange margin.
Eco Orange was developed within Orange Care, a new end-to-end portfolio of
care services for customers; from the time they purchase a device to when they
retire it.
CSC designed the Eco Orange concept and managed its implementation. The
concept was ground-breaking because Orange had never set up such a thorough
reverse logistics process before; the program used a standardized system
applicable to multiple countries (the program was launched in eight European
countries simultaneously); and the process included the whole value chain.
Orange was intent on being a leader and proving that new, inventive actions
were possible on a massive scale. All told, Orange expects to realize millions in
additional revenue annually from the program worldwide.
Eco Orange: How It Works
The Eco Orange concept is to collect old mobile phones and laptops from
users, whether Orange customers or not. If the item is in poor condition, Orange
recycles it. If the item is in good condition, Orange issues a credit, in the form of a
voucher, that customers can use in Orange shops towards the purchase of a new
mobile phone or any other item in the shop.
The voucher is key to the program, because it gets people into an Orange store
to buy, often spending 20% more than the amount of the voucher and up to 3
times the amount of the voucher.
Here’s how it works. First a person gets an estimate of the value of their phone
on the Orange Web site, which produces a voucher estimate. Then he or she
8

Maryna Fedrigo
Sébastien Marie
goes into an Orange store or franchise and gives the phone and estimate to a
sales person, who verifies the condition of the phone and issues a real voucher.
The voucher can be used like cash in any Orange store or franchise and is good
for several months. If you buy a 50€ phone and have a 30€ voucher, you simply
pay the 20€ difference.
The old phone is either recycled (taken apart and parts sold) or, if in good
condition, refurbished and resold. Money from parts sold goes to charities like
UNICEF and the World Wildlife Fund. Refurbished phones are sold to developing
countries through brokers.
Orange established a partnership with third parties for the refurbishment and the
reverse logistics flow, so as to test and sort the old devices as well as assess their
value and oversee refurbishment operations.
Eco Orange combines economic efficiency, social equity and environmental
protection in a sustainable business model. The solution can be applied in any
country with minimal modifications; it can be extended to other telcos, the retail
sector, and organizations that have products that can be recycled.
Today Orange is actively encouraging people to recycle. As well, Orange now
sells second-hand mobile phones, a new market that can be extended to other
devices (e.g., PC cards, PDA, netbooks).
With Orange, CSC has shown how to turn a recycling necessity into a successful
business invention.
9

Laurent Atlani
Frédéric Bouin
AN INTERNET TRANSFORMATION
PROGRAM POSITIONS FNAC.COM AS THE
LEADING WEB MERCHANT IN FRANCE
French retail giant FNAC, which sells CDs, DVDs, books, computers, cameras
and other cultural and technical products, faced economic and market pressure
to have a stronger online presence. FNAC wanted its online shoppers to benefit
from what was best in its brick-and-mortar stores: sales expertise and customer
service.
In 2007, FNAC turned to CSC to help design and implement an Internet
transformation program. CSC had already helped FNAC build and launch its
online music distribution service on Fnac.com in 2004. Now, the transformation
program would leverage synergies between FNAC’s 149 stores and Fnac.com.
The three-year program has positioned Fnac.com as the leading Web merchant
in France in terms of traffic, with an average of 750,000 internet users per
day, and as one of the most profitable and innovative players in the European
e-commerce landscape.
Three-Pronged Approach
The transformation program had three thrusts: a new business model based on
an online marketplace strategy, the switch from product to customer-oriented,
and international deployment.
FNAC was the first non-pure-Web company in Europe to open an online
marketplace for third-party sellers. Today some 6,500 sellers offer some 2.4
million products on Fnac.com’s MarketPlace, which was launched in June 2009.
People can make purchases from the Web, a store or their mobile device.
Because the Web captures a wealth of customer information that is difficult
to gather in a physical store, such as recent research, shopping history and
preferences, FNAC is harnessing this information to customize offers, promotions
and recommendations on Fnac.com as well as enrich the customer’s in-store
experience. To this end, My Fnac was launched on Fnac.com in October 2008
to give customers a personalized experience and to enable FNAC to define
customer segments and create targeted offerings.
A key aspect of the transformation program is international expansion. An
international platform was created from the French solution and rolled out
to Italy, Spain and Portugal, with plans for additional country rollouts (Brazil,
Belgium, Greece and Switzerland). The critical part was to design the core
system to be plugged rapidly into any local logistics back office system, and to
ensure that the new business processes were implemented appropriately. Italy,
deployed in April 2009, is reporting strong improvements in sales and order
handling. Spain, deployed in August 2009, is expected to realize strong benefits
too.
LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE 10

Ali Haghipour
Joseph Tempier
Other key elements of the transformation program include NewRef, which
modernizes product catalog management, and a new supply chain, called
“100,000 products in 24h,” to handle expanded 24-hour delivery and seasonal
spikes.
11

Virinder Dhillon
J. Neil Kronimus
LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE
LAUNCHING NASA/JPL INTO THE CLOUD
It’s a common problem many enterprises face: maxed-out data centers. NASA’s
Jet Propulsion Laboratory (JPL) was out of data center space and CSC helped
them determine that the cost of building a new 10,000-square-foot data center
would be $40 million. JPL needed an alternative, cost-effective approach to keep
up with continued exponential growth in computing demand.
CSC had already led a virtualization effort at JPL to maximize the compute
capacity of existing data center floor space; now it was time to take the next
step, to cloud computing.
JPL partnered with CSC to understand cloud computing and embark on a
journey that has led to establishing JPL as a cloud leader in the U.S. federal
government. The goal was to not only solve the compute capacity problem
but do more with less, enabling more of JPL’s budget to be focused on NASA’s
missions of space exploration and climate change research and less on IT.
This was the first time CSC had undertaken a cloud project with the complexities
of a NASA environment. The CSC team drew on extensive experience and
expertise in technical architecture, design, engineering, networking and security
to devise a secure way to handle a federal customer who needs to be compliant
with the Federal Information Security Management Act (FISMA). As a result, CSC
successfully demonstrated the use of trusted clouds in the federal sector and
created a cloud solution for federal clients.
Cloud Journey
CSC’s Trusted Cloud Services (powered by Terremark) provide JPL with
compute, storage and network services. JPL is CSC’s first customer for the
Trusted Cloud environment, a highly secure environment that meets JPL’s
stringent security requirements. The cloud is flexible and fast, enabling JPL to
provision servers in minutes with a few mouse clicks. JPL can be more responsive
to business needs, and only pays for cloud services used (rather than incurring
large up-front costs to buy its own computers).
CSC worked with JPL to identify the approach for deploying applications in the
cloud, including which applications to host and how to transition them. Two
different application environments were migrated: a large transactional database
from the Mars Science Laboratory mission and a Web development environment.
The cloud solution for JPL was one of the first clouds to meet federal compliance
regulations for security, reliability and transparency. In addition, it was one of
the first community clouds built using VMware virtualization technology. This
was significant because most clouds use Xen but most in-house enterprise data
centers use VMware so using a VMware-based cloud facilitates migration from
the enterprise data center to the cloud.
12

Todd Lucas
Joseph Marphis
In addition, new capabilities were developed to: provide a secure virtual private
network (VPN) connection between a community trusted cloud and private data
center resources, enable cloud bursting into a trusted cloud, and use trusted
cloud infrastructure as a disaster recovery site for continuity of operations
planning.
This debut cloud project with JPL positions CSC as a leader in cloud integration.
Establishing JPL as a client in the Trusted Cloud leads the way for other
organizations (federal or commercial) with stringent security regulations and
compliance requirements to embrace cloud computing as a secure and reliable IT
services paradigm.
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LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE
SWISS RAIL CONTROL SYSTEM: HIGH
AVAILABILITY TO INCREASE NETWORK
CAPACITY AND PUNCTUALITY
Benedikt Soom, Frédéric Auberson, Matthias Krista, Gilles Iachelini
A super-precise dispatching system, designed and implemented by SBB with the major
contractor CSC, is fundamental for the Swiss railway to run like clockwork. Over a project
period of 4½ years Rail Control System (RCS) has been developed by a team of about 100
rail and technology experts on customer and IT provider side, with Matthias Krista, Benedikt
Soom, Frédéric Auberson and Gilles Iachelini from CSC in key roles from architecture, business
analytics to software implementation.
RCS is a powerful solution for analyzing complex interactions between trains and providing
accurate operational data to dispatchers fast, ultimately keeping trains on time and passengers
happy.
RCS provides near real-time information on the current operational status of approximately
2,000 trains and 3,000 kilometers of track, switches and signals in the Swiss Federal Railways
system. Overall punctuality has improved from 94 percent to 96 percent, making Switzerland
the leader in international punctuality statistics.
With RCS, timetables can be denser, allowing more throughput, and traffic forecasts are more
accurate. This enables dispatchers to detect conflicts and re-route trains quickly. RCS is the
only known system of its kind that manages extremely detailed data, for a network the size
of the Swiss railway, using sophisticated algorithms that deliver data updates to dispatchers
within one second.
One of the chief innovations of RCS is more accurate forecasting. A specialized algorithm was
devised for forecasting simultaneous train journeys for all trains, including a highly efficient
method for calculating the network-wide impact of delays.
The system receives and handles several hundred messages per second from different
peripheral systems (e.g., timetables, train position sensors), processes these messages within
a fraction of a second, calculates train journey forecasts, and delivers the resulting changes to
hundreds of railway dispatchers and customer systems.
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To do this, RCS uses a fast, message-oriented architecture, data grid technology, and highspeed
graphical user interfaces. Once messages from peripheral systems are received, they are
forwarded to core server components, which handle several thousand messages per second.
A temporal subset of the data is stored in an in-memory data grid. This unique design means
that database queries can be substituted with high-performance object queries distributed
across the grid. Queries are executed in parallel, improving performance by up to an order of
magnitude versus a traditional database query. This “database on steroids” can be scaled up by
simply adding compute servers at a fraction of the cost of an additional database server.
Data reaches the dispatcher at a workplace consisting of eight high-resolution monitors. The
java based application provides the main functions for train dispatching. Powering the monitors
is done by the innovative client and graphical user interface (GUI) software that processes and
displays data in near real time. The software displays the results of intensive parallel processing
of detailed business data, such as track occupancy data and connection timetables, and
redraws up to 18.4 million pixels per second.
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FINALISTS
C3: CONNECT, COMMUNICATE, COLLABORATE
John Chambers, Claire Flanagan, Don Henn, John Macioci
When CSC launched its C3 social networking environment in 2009, it spread like wildfire,
attracting over 24,000 users worldwide in just 20 weeks. Today C3 is used by more than
42,000 employees of our 92,000 employees and is expanding daily. CSCers are breaking down
time zones and corporate boundaries to get work done with others and to share ideas globally.
We are better able to leverage our global expertise, meet or exceed customer needs, and act
as “one CSC.”
The C3 team applied what later became industry-recognized, award-winning adoption
practices. Pledging to “think adoption, not deployment,” the team focused on a people-driven
rather than technology-driven deployment. The team encouraged a flat application taxonomy,
enabling employees to rally around any topic without organizational constraints. Because C3
is completely self-service—organized, governed and moderated by employees—it can evolve
naturally and adapt to employees’ needs.
The team developed a powerful advocate program to further encourage and support global
adoption. These advocates, dubbed “C3 Life Guards,” seeded C3 with content and groups
before it was opened to the larger CSC organization. This created an enticing and nonthreatening
environment for employees and led to C3’s viral adoption. The team also recruited
executives and global account teams as early users, demonstrating C3 was “safe for business”
and a tool for information exchange, team collaboration, and onboarding of new employees.
C3 is built on the Jive SBS platform, a collaborative ecosystem (rather than a point solution)
whose “bridging” capability enables the enterprise to serve many different markets
(employees, customers, partners, project teams) but bridge the content, conversations and
identity among them all.
C3 is delivered as software-as-a-service to enable rapid system updates, and to implement
Web content acceleration technology (Akami) to speed content delivery times by 60-80
percent; pages display in three seconds or less. C3 operates globally but is as fast as if it were
running locally.
CASH MANAGEMENT FUTURESCOPE: IMPROVING AN
ORGANIZATION’S AGILITY
Michael Arben, George Simpson
As companies turn to business intelligence and analytics to find new competitive advantages
and improve decision-making, one fertile area is cash management. Improvements to cash
management decisions go straight to the bottom line.
LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE
16

Recognizing this, CSC developed an advanced analytics application for cash management
called Cash Management FutureScope (CMF). CMF improves the ability of banks and large
organizations to forecast their cash flow—the lifeblood of all businesses.
Every day treasury departments need to forecast cash flows by drawing on information from
all branches of an organization and then deciding what to do about the immediate surplus or
shortage of cash. Current business intelligence and analytics products don’t go far enough;
they focus on aggregating and presenting data in a useable form. CMF goes a step further,
evaluating the likely consequences of different decisions on future cash flows.
By showing how cash management decisions being considered either align with or contradict
policy goals, CMF reduces the risk in cash management decisions. It increases earnings through
more efficient cash management, reduces the risk of a cash shortfall, reduces the cost of
borrowing, and frees up capital for other investments.
The CSC team incorporated several innovations into CMF: use of historic data, policy-risk
decision options, and non-parametric statistics.
CMF extracts patterns from historical data based on transaction size and time, and applies
these to the forecasting model to significantly improve cash flow forecast. In terms of policyrisk
decisions, CMF allows users to explore their cash management decision options (borrowing
or depositing and for how long) and presents the percentage risk that a policy will be violated
in each option. By using non-parametric statistics instead of traditional parametric statistics
(parametric statistics fit a model to past data such as a traditional bell curve), CMF avoids
dangerous assumptions that could underestimate risk.
In this way, CMF delivers higher reliability and lower risk with significant robustness and
accuracy. CMF gives decision-makers the ability to compress time and see the likely future
consequences of the different options they are considering.
CSC DYNAMIC DESKTOP — MORE THAN JUST DESKTOP
VIRTUALIZATION
Trevor Collins, Stephen Jeffers
Desktop management is still one of the most manual, time consuming and costly areas of
IT. It is fraught with security concerns—the company’s applications and data are scattered
all over—and environmental costs. However, it is now possible to overcome many of these
issues through a combination of virtualization and secure access technologies to deliver highly
flexible, personal desktop environments that can be accessed from anywhere. This solution is
CSC Dynamic Desktop powered by Citrix and Microsoft.
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In use at several large companies representing tens of thousands of users, CSC Dynamic
Desktop provides central management and improves business flexibility and security, while
reducing the total cost of ownership and energy consumption of a company’s desktop
environment.
CSC Dynamic Desktop goes far beyond desktop virtualization, providing end-to-end service
for deploying and supporting the desktop environment. It starts with a “service block” virtual
desktop infrastructure, based on Citrix XenDesktop, offered in a desktop-as-a-service model.
This service block includes virtual servers, storage, networks, applications, data, controls and
services.
Application virtualization is a key part of the solution. Applications are virtualized using a
CSC service that assesses applications, determines which are suitable for virtualization, and
virtualizes them using either Citrix XenApp or Microsoft App-V. Because applications are
maintained centrally and linked to the user’s virtual desktop environment, not installed or run
on the user’s end device, the user can access the environment from multiple locations and
devices such as a laptop, netbook, PC, thin client, PDA, smart phone or iPad.
Users can even get a “desktop on a stick,” whereby their desktop-access environment is on a
USB stick drive they can plug into a public machine to create a trusted access environment to
their secured virtual desktop. This is a great boon for mobile workers, who can essentially carry
their desktop-access in their pocket and work from anywhere, securely and with the latest
system updates.
For more information, see www.csc.com/vds.
CSC DYNAMIC SERVER — A MORE EFFICIENT DEPLOYMENT
PROCESS
Hugh Brooks, John Campbell, Gabe D. Kazarian, Brian Poad
As businesses strive for speed, agility and efficiency, setting up computing systems quickly is
paramount. CSC Dynamic Server does just that, enabling organizations to provision enterpriseready
computing infrastructure with a few mouse clicks.
Used to provide server, network and storage infrastructure as a service, CSC Dynamic Server
results in an up to 90 percent more efficient deployment process and an average savings in
total cost of ownership of 30 percent.
But it’s not just about faster deployment; it’s also about faster integration. Integration that
would typically take 6-7 weeks can be done in 2-3 days—a phenomenal improvement that
translates to real business value for the enterprise.
CSC Dynamic Server uses a high degree of automation, coupled with a Web-based
service catalog, to eliminate up to 90 percent of the effort associated with deploying new
LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE
18

infrastructure. The entire system life cycle—provision, modify and decommission—is automated
at the touch of a button.
By delivering infrastructure as virtualized services, CSC Dynamic Server enables significant cost
savings. Its innovative design is over one-third more cost effective than traditional virtualization
designs.
CSC Dynamic Server supports a wide variety of virtualization platforms and operating systems.
Automating different platforms under a standard umbrella is a powerful feature, made possible
by a special multi-platform reservation system that CSC has developed.
Catering to the enterprise, CSC Dynamic Server not only supports multiple platforms but also
offers integrated customer service management for changing, configuring, monitoring,a and
backing up infrastructure.
CSC Dynamic Server furthers our commitment to cost-effective, practical, inventive solutions
that address organizations’ most pressing business needs. As well, it contributes to the Green
IT agenda by enabling organizations to minimize their space, power and cooling needs.
For more information, see www.csc.com/dynamicserver.
ENTERPRISE SECURITY ROADMAP: PROTECTING WHAT
MATTERS
Chad Alpert, Gordon Archibald
Regulatory compliance, business continuity, and security threats—these are hot-button
protection areas all organizations need to address. But how do you balance optimal security
with the right level of investment for your business?
CSC’s Enterprise Security Roadmap (ESR) does just that, treating IT security as a strategic
business element. ESR helps clients make strategic decisions regarding IT security spending
and prioritization while ensuring close business alignment and optimal investment. The solution
answers key business questions about exposure areas, prioritization of security spending for
maximum ROI, and the value and suitability of IT security and information risk for the business.
ESR consists of four phases—current state assessment, enterprise security architecture,
security strategy and roadmap development, and migration plan—and can be scaled as
needed. Examined against ISO 27001 security standard objectives, ESR identifies key risks
and IT security threats. ESR creates a logical depiction of the organization’s IT security model
and identifies interoperating controls and objectives. A security strategy and roadmap is then
developed and key remediation projects along with project criteria such as cost and impact are
identified.
19

The result: a 1-, 3- and 5-year organization objective and end-state roadmap. With this plan,
organizations have a baseline and can track and manage organizational change over time.
IT security is often looked at in terms of IT products and services. ESR includes the Threat
Matrix, a tool that focuses on the value technology products and services bring to the
organization. ESR removes the subjectivity and assesses the organization’s risks and
appropriate mitigation solutions quickly and effectively.
ESR provides organizations with an IT security strategy that is pragmatic and aligned with
their business. The management team is able to articulate and demonstrate a measurable and
defensible IT security strategy that provides the right balance of security investment and risk
mitigation.
FACILITATING A FLEXIBLE AND SECURE ENTERPRISE
Paul Castro
CSC kicked off a national blood drive campaign at one of its locations in July 2009. Behind
the scenes, organizers needed to make the registration process easy and fast. Utilizing a new
wireless network, organizers were able to set up additional registration areas outside the CSC
building and enter and leave without losing their connection.
The connectivity making this possible is a flexible, highly secure wireless infrastructure that
enables employees and guests to connect to the Internet or CSC’s internal network from
anywhere on the CSC campus. With our solution, traditional enterprise campuses, from
hospitals to corporations to government agencies, can safely go wireless and go mobile.
The new network provides robust, highly secure connectivity, enabling teams to come together
quickly and collaborate, and boosting employee productivity as workers move around offices,
floors and buildings and stay connected. Team rooms can be set up in minutes. CSC found
that, on average, wireless users stay connected 55 minutes longer per day.
The solution, which supports standard and high-speed Wi-Fi (802.11a/b/g/n), follows wireless
best practices and meets stringent U.S. Department of Defense security requirements. The
solution provides rogue detection and mitigation, over-the-air threat detection, performance
monitoring and self-healing, proactive threat prevention, and security and compliance
reporting.
Other key design features include centralized management, yielding better visibility and control
of the air space, and a building-block approach to add locations easily.
In addition to improved productivity, collaboration and security, the solution delivers significant
administrative savings. For a healthcare provider, we deployed the wireless solution as the
LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE
20

foundation for voice-activated badges that physicians and nurses use to communicate with
each other, tablet PCs physicians use to access patient records, and Internet access for
patients.
PRODUCT LIFECYCLE MANAGEMENT PLUS
Michael A. Hayes , Michael Littrell, N. Thomas Miller, Brent Myers
When a massive earthquake struck Haiti in January, the U.S. Army sent troops and supplies
immediately. Thanks to an advanced data management system by CSC, Product Lifecycle
Management Plus (PLM+), supplies reached Haiti before the first Army units arrived.
The U.S. Army operates the largest, most complex supply chain and logistics organization in
the world. Its logistics systems manage millions of materials, hundreds of millions of items in
inventory, millions of customers and vendors covering 38 countries worldwide. Data sharing
and process integration have always posed a challenge.
PLM+ meets warfighter needs on demand by automating processes and ensuring that missioncritical
data is clean, accurate and relevant.
Prior to PLM+, master data management was decentralized, paper-driven, labor intensive
and error-prone. The Army needed a solution that integrated internal and external systems,
supported the entire supply chain, and provided a single infrastructure that could facilitate realtime
decision making and the ability to link processes, systems and data anywhere, anytime,
and in multiple formats.
PLM+ addresses these needs by centralizing data management in an enterprise services hub,
synchronizing master data across hundreds of Army and Department of Defense systems and
improving data accuracy to 95 percent or better.
In addition to data management services, PLM+ provides tools to help streamline and improve
business processes across the Army, leverageable and repeatable enterprise integration
services that enable different systems to communicate with each other without requiring
detailed knowledge of each other’s systems, and business intelligence services that include
not only reporting and analysis but end-to-end business activity monitoring for mission-critical
logistics processes, the first Army system to do so.
As a result of PLM+, logistics processes are faster; critical materiel shipments are more accurate
and reach the right field units quickly.
Each day PLM+ helps increase the effectiveness of military personnel around the world. PLM+
moves the Army closer to its vision of achieving a Single Army Enterprise.
21

PROJECT PLUS: ENSURING CMMI PROCESS COMPLIANCE
Amit Balwani, Harsh Tikku
Software development projects can be large, complex and somewhat of an art form. So how
do you get everyone to follow best-in-class processes? How can you analyze project data
systematically to look for improvements?
To address these issues, CSC created Project Plus, a project management toolset for software
development that delivers engineering excellence and business benefits. Project Plus
enables software development organizations to achieve the highly respected CMMI-Level 5
certification, the highest level of the Software Engineering Institute’s CMMI (Capability Maturity
Model Integration) process model for software development.
With Project Plus, one of CSC’s largest business units achieved CMMI Level 5 certification
and is now being used in over 400 projects. It has improved on-time delivery and developer
productivity; developers spend more time on value-adding tasks (development) and less time
on administrative tasks (meetings/emails/putting together reports). Idle time (time waiting for
a customer-related action) has dropped to less than one percent. These results come primarily
from metrics-based management, a hallmark of Project Plus.
Automation Drives Transparency and Continuous Improvement
Project Plus uses intelligent automation to capture data that people otherwise don’t capture
and use for analysis. Project Plus automates data capture, processing and analysis, enabling
metrics on demand, to the level of detail needed, for management as well as customers.
The wealth of data also facilitates continuous improvement across projects, programs and the
business. Project Plus has the power to measure not only processes but sub-processes, where
incremental improvements can be made.
Project Plus is a complete workbench for the developer. In addition to program and project
management and continuous improvement, it includes corrective and preventive actions,
predictive actions, quality assurance and control, time tracking, and detailed dashboards and
reporting at the project, group, program and division level.
SOX COMPLIANCE AT LARGE GERMAN BANK
Michael Markiewicz
A major challenge facing most organizations is accurately identifying the people who access
company data and systems. Identities and roles must be verified on an ongoing basis to ensure
that only authorized personnel have access to only the resources they need. Although off-theshelf
solutions exist, they often require substantial modifications and daily maintenance.
LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE
22

This was the case at a large German bank, whose access governance software required perfect
(i.e., error free) data but whose applications delivered imperfect data. The bank needed a
process that could deliver perfect data on an ongoing basis.
Horizon: The Art of Perfection
The solution was Horizon, a clever application developed by CSC that bridges the gap between
existing imperfect data and the perfect data needed for identity management and compliance
solutions. Horizon rapidly processes and “cleans up” massive amounts of data without any
manual intervention. It has been running flawlessly at the bank since June 2009; because of it,
the bank’s 2009 SOX recertification cycle was successfully completed.
Horizon administers access rights for the bank’s 120,000 employees, extracting data from
over 500 applications daily and processing over 3,000 changes in identity data, organizational
structures and access rights daily. Using artificial intelligence and massively parallel processing,
the solution performs its daily tasks in less than 30 minutes.
Horizon applies artificial intelligence to compensate for inaccurate data in the applications.
Instead of checking the formal correctness of a file, Horizon tries to read the information as
a human would. With this approach, most files that would not pass a formal check can be
processed successfully.
Horizon features a powerful identity correlation engine that needs only milliseconds to identify
an account owner. Even with sparse information, the system identifies account owners with
better than 99 percent accuracy using a sophisticated matching and scoring method.
STEALTH 3000 – ERP FOR THE FASHION INDUSTRY
Angelo Calabrese, Nancy Chapman, Nicoletta Cremonese, Charles Troyer
Nothing fits the fashion industry like STEALTH 3000.
STEALTH 3000 is the secret that powers over 120 fashion companies. An enterprise-class
ERP system for the apparel and footwear sector, STEALTH 3000 is the market leader in Italy.
STEALTH 3000 balances the need for brand uniqueness with world-class business process
efficiency.
Fashion, by definition, means change. Entire product lines, representing tens of thousands
of stock keeping units (SKUs), are recreated two to six times per year, meaning a very short
shelf life and a highly dynamic global supply chain. For example, fabric can be purchased in
Egypt, shipped to Turkey for dyeing and finishing, shipped to contract manufacturers in China
for cutting and sewing, shipped to Italy or the United States for finishing, and shipped to final
markets for sale. A single new style can define a completely new supply chain. Traditional
enterprise software is typically a poor fit for such a volatile and complex environment.
23

All of this complexity is neatly modeled in the STEALTH 3000 database, the heart of the
system. CSC designed and developed the database to not only capture the complexity of the
data relationships, but also to design in the flexibility that enables STEATLH 3000 to adapt to
the unique and changing needs of each organization.
The Web-enabled system supports multiple brands, companies, currencies and languages.
“Flex-fields” are added to virtually all tables so organizations can define their own fields and
menus. A flexible business rules engine lets organizations specify their own business logic and
rules, and create and integrate custom functions.
STEALTH 3000 transforms the economics of fashion companies, better matching supply
to demand, lowering product costs through better controls, increasing inventory turns and
reducing time-to-market.
For more information, see www.csc.com/stealth.
LEADING EDGE FORUM | CHAIRMAN’S AWARD FOR EXCELLENCE
24

LEADING EDGE FORUM | CSC CHAIRMAN’S AWARD FOR EXCELLENCE 24

2009
A CSC-managed Mobility Service for
Royal Mail Group’s Tracked+ Product
Launch
Suzanne Cannon, Lance Illsley, Mike
McKechnie, Colin Walker
eJustice SOA —Service Oriented
eProcessing and Case Management of
Law Violations
Rüdiger Eggers, Roland Heinrichs, Stefan
Knopp, Guido Reiff
Mobile Maintenance for Aircraft at
European Airport
Laurent Bourdery, Antoine Lapert,
Christophe Lienhard, Vincent Roullet
OASIS — Optimization Assessment and
Systems Integration Study
Billy Rollin, David Baird, Michael Paxson,
Randy Arthur
Wikconnect SM — Harnessing Social Power
for CSC’s Property and Casualty Insurance
Community
Carolyn Emerson, Bob Evans, Divya
Khanna, Medha Sutaria
World’s Largest Healthcare Informatics
Data Warehouse
John B. Clark, Jr., Amitava Ghosh, Craig
Guinn, Kumar Chebrolu
2008
Billetel — The French Leading Ticketing
System
Emmanuel Lecomte, David Massou, Viêt-
Hung Alain Nguyen, Joëlle Sikorav
Implementation of Broadband Internet
Onboard Thalys High-Speed Trains
Cécile Anglada, Anne-Sophie Lefeubvre,
Patrick Sautin, Gilles Viennois
Innovative Flexible Grid Solution
Nigel Healy, Ian McKay, John Rawlins, Paul
White
Robust Mobility — Any Device, Any Data,
Anywhere
Paul Bergman, David Greer, David
Hungerford, Michael Riedel
Underground Traffic Information and
Safety System
Kobus Du Plessis
2007
Agility in Government: IRS Integrated
Financial System
Alexander Flom, Mary L. Pollard, Charlotte
D. Retief
Border Control System
Gianrico Bernabei, Luca Bovenzi, Alberto
Buonocore Caccialupi, Giuseppe Ingoglia
FlowViewer: What’s Really Happening on
Your Network
Joe Loiacono
Military Aircraft Safety and Operational
Readiness for Today’s Warfighter
Miguel A. Morales, David S. Dennison,
Darren Braynard, Debasish Ray
Mobile-Enabling a National Utility
Provider’s Field Force
Bernard Chartier, Jérémy Goldschmidt,
Florent Lothon, David Massou
QBOP: Supporting Germany’s Air Security
Oliver Charles Burghardt, Christina Noelle,
Stephan Krause, Jan Engel
Server Transformation Core Team Process
Michele Boone, Michael Paxson, Billy J.
Rollin, David P. Sanchez
2006
BundOnline2005
Boris Neutzler, Ernst Dieter-Wallrodt,
Markus Schmitt, Dr. Wolf Zimmer
CTMS — Managing Transportation Beyond
Roads and Bridges
Jason A. Westra, Ramesh Vellanki
EADS Astrium — European Process and IT
Integration
Alain Chansy, Jean-Pierre Kirch, Lothar
Weberring, Pierre Nivelle
FraudVision: A Software Application for
Automatically Detecting Counterfeit and
Forged Checks
Babur Nugmanov, Charles Engan, John
Lee, Yekaterina Blinova
Project Columbia: Achieving the
Impossible
Davin Chan, Ed Hook, George Myers,
Herbert Yeung
Service-Oriented Architecture (SOA)
Framework for Enterprise and Solution
Architecture
Gerald Love, Gordon W. Babcock, Richard
A. Reba, Jr.
2005
A Digital Identity Every Citizen Can
Afford
Daniel A. Frauman, Marc Stern
EPA Central Data Exchange Network
David J. Dundua, Glenn S. Tamkin
Flight School (FSXXI)
Palmer J. Penny, Charles R. Ridenour,
Everette L. Roper, David W. Swank
FnacMusic — The New, e4 Compliant,
Music Store
Luc Pannetrat, Gilles Le Caro, Stéphanie
Tostivint, Christophe Francisci
Fully Converged Network
Don Harden, Larry Jones, Neil Moodie,
Andy Sykes
26

Mobile Self-Service Airline Check-In
Johan Bygdén, Gunnar Dageryd, Carl
Stålhandske, Carl Ullman
2004
A New Electronic World Transforms
Aircraft Production
Sébastien Merle,Adel Ouederni, Karl
Schubert, Sabine Zilberas
Able Dragon Anti-Ship Missile Concept
Anthony Bartos, Rich Robertson, Raul
Rodriguez, Kevin Veach
Automated aCCount QUery Information
System (ACCQUIS)
Axel Bender, Roland Heinrichs, Stefan
Knopp, Paul Thiele
CSC’s True 7x24 Operation
Mike Dyer, Andy Galat
Joint Strike Fighter Data Exchange Tool
Andrew Brancuccio, Brendon Han, Ronald
Reinhart, Raymond Vogel
U.S. Army Logistics Modernization
Program
Quentin K. Fisher, Kenneth Muss, Larry
Nansel, Paul Solomon
2003
Baggage Logistics Plan
Stephane Berthier, Eric Billhouet, Chantal
Carraud, Christophe Lienhard
Bringing i-mode to Europe
Holger Baten, Alexander Herzlinger,
Andreas Kattus, Erhard Philipp
e-Vergabe Digital Procurement System
Stefan Knopp,Wolfgang Krämer, Joachim
Schäfer, Paul Thiele
@First and PATRIOT Protector
Progress Q. Mtshali
PAST AWARD
RECIPIENTS
Nanodevices for Computing and
Communications
Manjeri P.Anantram, Cun-Zheng Ning,
Deepak Srivastava,Toshishige Yamada
Proactive Service Management
Chuck Beckett, Craig Runnels, Robert Solis,
Paul Tocci
2002
Architecture Visualization and Modeling
Michael J. Dyer, Robert E. Finicle, Robert
W. Milling Jr.
Balanced Scorecard Process
Cynthia P. Dupont, Raymond G. Fleming,
Albert Hoefer III, John G. Tittle
Discovery Data Warehouse
Walter H. Mullikin, Darrell R.Walter, Greg S.
Gaal, Firmino D. Coimbra
e3 — Enabling the Extended Enterprise
Ron E. Brown
EarlyResolution — Managing
Nonperforming Loans in the Mortgage
Industry
James M. Fenner, Richard J. Stankewicz,
Greg Thoreson, Petrina C.Warren
iBPM — Intelligent Business Process
Manager
Kris E. Maenhout, Gary M. Schall,
Christopher L. Sycalik, William J.Tayoun
2001
Internet Spacecraft
Edward Criscuolo Jr., Keith E. Hogie,
Ronald A. Parise
Network, Security and Storage
Architecture for a Global Web Hosting
Service
Tim Dooley, Don W. Harden, John Vindahl
Nielsen, Kim A.Valois
Repeatable Project Management
Vinnie S. Botticelli, Timothy M. Price, Susan
Sizer Dodson, Robert L. Spellmann
Web Patent-In: Analyzing Genetic
Sequences for Patent Applications
Rin Saunders, Naijun Li, Kim Nguyen
2000
Automated “Lights-Out” Operations —
AMOS
Edward C Luczak, W. David Ripley III,
Savannah Lopez Strong
ContinuTrade — A Contingency
Infrastructure for Securities Trading
Glenn Thomas, Renee Casanova, Barbara
A. Hoffman
IRIS — An Intranet-Based Real Estate
Credit Risk Management System
Andrew Doble, Edmund Geesken, Hans-
Joachim Klose, Peter Martin
UMBPLEX Cross Memory Cache
Synchronization
James L. Bartlett, John M. Kerulis, Robert
Ngan, Brian J. Rittenhouse
VIRGINIA Submarine Integrated Product
Data Environment (IPDE)
Karen E. Bowerfind, Christine A. Hendrick,
Robert N. Davis
Voyeur — Intrusion Detection
Management
Christopher J. Jordan
1999
An Electrical Cable Routing System for
Submarines
Ken Boyden, Winston Chin, Robin Gray
Asia-Pacific Hub-Spoke
Stephen J. Hilton
27

Attaining Level 5 Process Maturity
William Decker, Joseph Haskell, Frank E.
McGarry
Rx2000 — Architecture, Infrastructure
and Application for a Central Pharmacy
System
Heather Housman, Bob Switzer, Ron
Raymond, Jamie Solomon
Integrated Standard Engineering Process
(iSEP)
Bryan Cooper, Wendy B. Irion Talbot, Jeff
McGarry, Anthony J. Palazzo
Puissance7, Business Intelligence System
Jean-Guy Perraud, Rémi Retureau,
Véronique Gillet, Cyril Dupont
SICS/nt: Global Reinsurance
Administration Systems Development
Bjørnar Evenshaug, Harald Sverdrup-
Thygeson, Andi Thomas, Renato Torti
1998
Automated Enterprise Management
System
Gary Gardner, Jeffrey Kane, Harold Ryman
Automatische Traject Controle Systeem
(ATCS)
Martin Evertse, Nico van den Herik
Autonomous Satellite Navigation Using
GPS Technology
Taesul Lee, Anne Long, Dipak Oza
Hydra Security Toolset
James Chapple
Implementation of a Customer Care and
Billing System
Luc Van Lier, Jean-Paul Van Vaerenbergh,
Michel De Paepe, Alix Crepin
Integrated Product and Supply Chain
Introduction
Philip Crossland, Andrew Hollinshead, Mark
Sealy, Peter Yates
1997
Accurate Measurements From Inaccurate
Sensors
Joseph Hashmall
MLOL — Online Financial Services
Patrick Burns, Leena Chawla, Lynda Knoll
Cotter, Mona Marquardt
New York State Personal Income Tax
(PIT) 2000
Andy Galat, Atul Kapoor, Evan Stamoulis,
Jim Verrelli
Web Site Stress Testing
Walter Kuketz, Michael Maziarz
Workflow Manager — An Enterprisewide
Workware Product
Vadim Brikman, Sheldon Oxenberg
1996
Development of the JCALS Global Data
Management System (GDMS)
John Demby, Bob Morgen, James
Shepherd, Gary Weeks
Generic Spacecraft Analyst Assistant
(GenSAA) Advanced Toolset for Building
Graphical Real-Time Expert Systems
Jack Craig, Edward C. Luczak, Ernest
Pittarelli, Todd Welden
Interactive Graphics-Based IT Logistics
System for the Management of the
Movement and Location of Logistic
Objects
Bernd Demian, Jörg Hutschenreiter, Ingolf
Knopf, Hans-Joachim Lucke
Nuclear Plant Reengineering
Ed Jenks, Andy Russell, Rex Wang
Reengineering Assessment Tool
Veronica Bellone, Alan Carpenter, Jack
Shankman, Ann Spoleti
Solution Demonstration Lab
Jeff Crawford, Owen Devlin
1995
Biocascade — Method for Remediating
Fuel-Contaminated Soils
Kathleen Meyers-Schulte
Automated Land and Mineral Record
System
Fred Farrokhnia, Roger Moos
Departure Sequencing Engineering
Development Model for Air Traffic Control
F. Joseph Cullen, John Richardson, Brian
Stein
Integrated Image-Based Data Capture
System
Eric Fanjoy, Michael Groat, Wayne Lyle,
Karl Maier
Reengineering a Large Energy Company
Mike Gaumond, Bob Herreid, Mike
McFarland
Swingby — Interactive Visualization
Program for Space Mission Design
John Carrico, Lemuel Hooper, Larry
Roszman, Robert Sperling
1994
Catalyst X/AD — Accelerated Application
Development Methodology
Craig Gustafson, Steve Plante, Deborah
Pulak, Mary Stallings
Client/Server Benchmarking Toolset
— Performance Engineering for New
Technologies
Scott Smith
Electronic Visualization System
Mark Kassab
Syntes Worldwide Registration
Management System
Michael Ashe, Abel Robertson, Steve
Scribner, Joseph Sisto
28

TDRSS Onboard Navigation System for
Satellites
Anne Long, Mina Samii
Veterans Interactive Information System
Mike Benasutti, Lane Solomon
1993
An Integrated Financial Services Solution
Jim Patience, Jonathan Charley, Kevin Cox,
Charles Newstead
Comprehensive Software Reuse
Methodology
Johan Margono, David Wade, Greg Bowen
Distribution Solution for a Footwear
Retailer
Brad Bush, Rob Finicle, Tim Ottinger, Dave
Wallenberg
MCTFIST: Tank Full-Crew Interactive
Simulator Trainer
Richard Gillem, Daniel Yuchnovicz, James
Henion, Stephen Stanfield
The Business Reengineering Lab
Chris Regan, Jack Calhoun, Bruce McRae,
Steven Phillips
Virtual Windtunnel: A High-Performance
Virtual Reality Application
Stephen Bryson
1992
Graphical Spacecraft Monitoring System
Paul Carlton, David Vaules
Interactive Cell Integrated Management
Serge Bourgeois, Jean-Paul Van
Vaerenbergh, Etienne Momont
Optimal Scheduler — A Reengineered
Approach to Master Scheduling for
Process Manufacturers
Jeffrey Schutt, David Friend, Sylvia Spence,
Michael Engquist
PAST AWARD
RECIPIENTS
POSITIVE — A Solution for Electronic-
Funds Transfer
Michel De Paepe
Robotic Offline Programming and
Simulation
Ed Dozier
The Intelligent Physics Tutor
Stephen Mueller, Robert Way, Charles
Patton, Jen Wang
1991
Exploiting the n-Way: How CSC Solved a
Paper Manfacturer’s Order Entry Problem
Paul Gustafson
Network Monitoring and Control System
Luc Mercier
OPS — A Decision Support System for
Maximizing Production Yields in the Steel
Industry
Paul Chapman
Software Toolkit for Low Orbiting
Satellites
Robert Heppe
Upper Atmosphere Research Satellite
Telemetry Simulator
Eric Booth
1990
A Load Makeup Algorithm for Delivering
Cars
Elizabeth Syptak
Ada Real-Time Operating System
Ralph Mattei
Digital Flight Control System Stability and
Control Maneuver System
Ashok K. Desai
Double Lunar Swingby Orbits
David Dunham
REDEX: The Ranging Equipment
Diagnostic Expert System
Edward C. Luczak
TSF IFDAPS Mass Storage Archive
Carl Reinwald
UNIX Workstation Implementation
of Flight Dynamics Facility NASCOM
Interface
Ben Gianni
1989
Acquisition Generation System
Gary Glazner
ANALYZ — Software Engineering Tool for
Large Fortran Programs
Neil Philliber
CDN Network Tools
Patricia Bennett
Digital Signal Processing System
Barnet Schmidt
Integrated Development Approach
(IDEA)
Clay Walker
Large DBMS Logistics System
Donald Roe
Real-Time Firmware
Carl Moore
Systems Development Life Cycle
Daniel Kemp
29

Worldwide CSC Headquarters
The Americas
3170 Fairview Park Drive
Falls Church, Virginia 22042
United States
+1.703.876.1000
Europe, Middle East, Africa
Royal Pavilion
Wellesley Road
Aldershot, Hampshire GU11 1PZ
United Kingdom
+44(0)1252.534000
Australia
26 Talavera Road
Macquarie Park, NSW 2113
Australia
+61(0)29034.3000
Asia
20 Anson Road #11-01
Twenty Anson
Singapore 079912
Republic of Singapore
+65.6221.9095
About CSC
The mission of CSC is to be a global leader in providing technology-enabled business
solutions and services.
With the broadest range of capabilities, CSC offers clients the solutions they need to
manage complexity, focus on core businesses, collaborate with partners and clients and
improve operations.
CSC makes a special point of understanding its clients and provides experts with realworld
experience to work with them. CSC is vendor independent, delivering solutions that
best meet each client’s unique requirements.
For 50 years, clients in industries and governments worldwide have trusted CSC with their
business process and information systems outsourcing, systems integration and consulting
needs.
The company trades on the New York Stock Exchange under the symbol “CSC.”
About the Leading Edge Forum
As part of CSC’s Office of Innovation, the Leading Edge Forum (LEF) is a global
community whose programs help participants realize business benefits from the use of
advanced IT more rapidly.
LEF members work to spot key emerging business and technology trends before others, and
identify specific practices for exploiting these trends for business advantage. Members enjoy
access to a global network of thought leaders and leading practitioners, and to a powerful body
of research and field practices.
LEF programs provide CTOs and senior technologists the opportunity to explore the most
pressing technology issues, examine proven state-of-the-art practices, and leverage CSC’s
technology experts, alliance programs and events. LEF programs and reports are intended to
provoke conversations in the marketplace about the potential for innovation in applying
technology to help advance organizational performance. For more information about LEF
programs, visit www.csc.com/lef.
The LEF Executive Programme is a premium, fee-based program that helps CIOs and senior
business executives develop into next-generation leaders by using technology for competitive
advantage in wholly new ways. Members direct the research agenda, interact with a network of
world-class experts, and access topical conferences, study tours, information exchanges and
advisory services. For more information about the LEF Executive Programme, visit lef.csc.com.
About the Artist
LEANOARDO DA VINCI
“FEMALE HEAD” (LA SCAPIGLIATA)
OIL ON PANEL
MEASURES: 27” X 21”
DATE: C. 1508
GALLERIA NAZIONALE, PARMA, ITALY
ITALIAN RENAISSANCE MASTER LEONARDO DA VINCI (1452-1519) IS WIDELY CONSIDERED ONE OF
THE GREATEST PAINTERS AND MOST DIVERSELY TALENTED INDIVIDUALS OF ALL TIME. HIS FEMALE
FIGURES, SUCH AS LA — AS INTELLIGENT BEINGS AND BIOLOGICAL EQUALS TO MEN. THESE REVOLU-
TIONARY NOTIONS, AS WELL AS HIS MANY OTHER INNOVATIONS, EPITOMIZE DA VINCI AS A GENIUS
INFINITELY AHEAD OF HIS TIME.
Copyright © 2010 Computer Sciences Corporation. All rights reserved.