Seaport-E Contract

Seaport-E Contract Number: N00178-14-D-7840

Task Orders: No Task Orders Issued
Team Members: Not applicable
List of last 3 years services experience for all team members: Not applicable

Point of Contact (POC) – Services Inquiry: 

Michael Hague
Program Manager
5285 Shawnee Road, Suite 400
Alexandria, Virginia 22312
(703) 564-3848

Severin Pichon
Contracts Manager
360C Quality Circle, Suite 310
Huntsville, Alabama 35806
(256) 417-6727 

Quality Assurance and Surveillance Plan:

Overview. MTSI recognizes the importance of providing quality products to all our customers. As a means of ensuring that we provide quality products, MTSI has established this Quality Assurance and Surveillance Plan, which is integral to the execution of our project management practices. These practices will apply for all work performed at MTSI. This Quality Assurance and Surveillance Plan will ensure that high quality deliverables are provided to the government or commercial customers at the task and contract level. As a small business, MTSI project managers have direct access to all key technical and administrative support personnel. Additionally, our President/CEO, Kevin Robinson, and Division Vice Presidents, Scott Coale, Tim King, and Brendan Callahan, are easily accessible and are integral to the company’s quality assurance process. The Division Business Unit Leads are responsible for the performance of tasks related to business, financial management, and acquisition management support to clients. They operate under a direct line to the Division Vice Presidents. This short chain of command ensures they have immediate access to all company resources necessary to be successful. Our Compliance Officer, Matt Aljanich, is on hand to review compliance issues within MTSI and ensures all rules and regulations are followed.

MTSI uses a four-step Quality Assurance and Surveillance Plan process as described below.

Step 1 – Task Review and Assignment. The Division Officers, including Division Vice Presidents and Division Business Unit Leads, of MTSI will review all potential new tasks considered for execution to ensure the following questions are answered.

  1. Does MTSI clearly understand the task (engineering services as well as schedule) being requested by the customer?
  2. Does MTSI have the required technical and administrative personnel skills to accomplish the requested task? Is any special training needed to accomplish this task order?
  3. Are the required MTSI technical and administrative personnel available to meet the required government schedule?
  4. What other resources are needed and are they available to accomplish the requested tasks (facilities, computer, special software, test equipment, databases, etc.)?
  5. Are there any unique risks associated with accomplishing the above task?
  6. Are there any organizational conflicts of interest which exist or that might exist in accomplishing this task (actual or perceived)?
  7. Do other existing task orders impact MTSI’s ability to accomplish this (personnel, computers, facilities, etc.)?

Step 2 – Initial Task Planning. One of the Division Officers will have management oversight responsibility for the project and will assign an MTSI project lead for this task. All complex tasks will be broken down into and managed by smaller sub-tasks. MTSI project leaders will be responsible for ensuring that the final product and all sub-tasks meet identified cost, schedule, and performance goals. Initial planning will identify the project schedule to include key milestones and interim and final task reviews. This initial task planning activity will support the contract Kick-Off Meeting as called for in the RFQ. The MTSI task plan will be presented at the Kick-Off Meeting to ensure full understanding of the requirements, due dates, and formats.

Step 3 – Interim Task Reviews. Each project involving a deliverable will have a minimum of one interim review and complex projects may have several reviews. Interim project reviews will review the status and progress on all sub-tasks regarding actual versus planned cost, schedule, and performance goals. Responsible government task managers will be invited and encouraged to participate in each review. As appropriate, other government or industry experts may be invited for participation in the review. The objective of the review is to identify any potential technical or schedule problem that could hinder the project. It is critical that problems be identified in sufficient time to ensure that the necessary corrective measures are taken. The responsible MTSI Division Officer will participate in each review to ensure that any and all needed company assets are identified and made available to meet project goals. MTSI will utilize previous “lessons learned” from similar tasks to insure that appropriate preventative steps are taken.

For those projects involving the delivery of hours and on-site support, MTSI will utilize a monthly Program Management Review when the Program Manager and Business Unit Lead review progress and performance, discuss any issues, and request MTSI resources to solve any open issues. On at least a quarterly basis, the Division Vice President will participate in the Program Management Review.

Step 4 – Final Task Review and Follow-up with Customer. The final review is similar to the interim reviews with the exception that a final product is now available for delivery to the government. This final product may be in the form of a detailed technical report or design, annotated briefing material, specialized engineering and analysis tool, and animated or video documentation of test results or analyses. Where appropriate, final products will be made available in both hard copy and digital formats, as specified in the project task description. The final review will carefully review the original task description ensuring that all identified government objectives are met. Any unmet objectives will be identified and accomplished as soon as possible. Government project task leaders will attend all final reviews. Some tasks may require additional follow-up with government sponsors to ensure that the product meets the intended need.

For those projects involving the delivery of hours and on-site support, MTSI will conduct Status Meetings with the COTR during the performance of the contract and a Close-Out Review at the end of the contract.

Inspection and Acceptance. All deliverables will be reviewed against the criteria established in the SOW prior to submission to the COTR.

As an engineering services firm, MTSI recognizes the importance of delivering sound technical products on time and within planned cost and performance goals. An inability to meet project task objectives will not be accepted by MTSI’s management. MTSI will provide senior level management and technical oversight at each step of a project ensuring that all corporate resources are available and provided as necessary.

Urgent requirements demand special considerations and management skills. While additional personnel may assist in shortening a project, this may not always be the case. MTSI will respond to urgent requirements following the same steps described above. Urgent requirements can frequently be met by quickly initiating a project without excessive start-up delays, accomplishing some sub-tasks in parallel or by making slight adjustments to other project schedules. MTSI is able to respond and change tasking and priorities quickly. MTSI’s Executive Officers and project leaders can quickly assess the impact and feasibility of any new requested urgent task. Conducting some technical sub-tasks in parallel can significantly reduce the time required to accomplish an overall task. This approach requires some additional manpower and at the same time carries increased schedule and cost risk. An overall assessment will be accomplished prior to recommending this approach. Any project schedule changes, which might result in an impact to other government tasks, will be fully coordinated with the responsible government project manager.

To ensure that quality products are delivered to our customers, a development plan is created for each new employee. This plan includes a detailed training plan that incorporates both formal training and on-the-job training. Personnel using government developed software packages are sent to formal training and are provided training by experienced personnel while working on each task. Each person is evaluated periodically to determine his or her progress in relation to the development plan. At that time, the plan is updated accordingly. All personnel are constantly reminded that high quality products are the norm and anything less is unacceptable.

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