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Management Approach
Introduction: Sea, Land, and Air Professional Services is teamed with a cross-disciplined, multi-functional team ensuring responsive, professional, high quality support at a low risk. We’ll demonstrate below that our integrated management approach adds the flexibility and versatility needed to build and implement innovative solutions for SeaPort e customers. This section was developed by SLA Team Members. 1.0 Integrated Professional Support and Services Approach The SLA Team plans to maximize efficiency and contain costs through an integrated management system that encompasses three key enablers: empower an Integrated Program Management Team (IPMT); coalesce geographically separated team members through an Integrated Digital Environment; and drive quality products and support through a tailored, cost-effective, Systems Engineering Process. 1.1 Integrated Program Management Team The SLA Team is managed and integrated through a core IPMT composed of appropriate management and technical staff, including administrative, quality, contracts, and finance personnel from team members. This teams objective is to assure rapid Task Order Proposal response and on-track performance thereafter. The IPMT provides resources for the entire Task Order process—from solicitation response to closeout. For especially complex Task Orders, the IPMT convenes to help refine requirements and facilitate resource assignment, Task Order planning, development, and execution. The IPMT chairman is the SLA (Prime) SeaPort-e Program Manager who has final decision making authority on all matters. Having unlimited access to the Integrated Digital Environment discussed later, the IPMT can effectively manage all aspects of efforts, to include resource availability, facilities, team member performance, monitor risk and resolve problems. Additionally the IPMT provides a reach-back avenue to each Team Member’s corporate core competencies to accelerate timely resolution to challenges and risks. Figure 1-1 SLA Task Order Planning and Development process. Click to view Figure 1.1 The SLA Team has a demonstrated, streamlined, efficient corporate management system through the IPMT that incorporates processes and controls with a full accounting for task execution and risk management. 1.2 Integrated Digital Environment Figure 1-2 IDE Environment Click to view Figure 1.2 The ability to communicate and integrate activities across different geographical locations is crucial for efficient program management. We master this through IDE, leveraging Livelink. The Livelink system not only provides the software tools and a repository for reports, it’s the digital environment that connects the team members to the customer—giving full visibility and communication avenues for the task. The IDE enables the team to manage and control Task Orders in the planning, development, and execution phases. It provides presence anywhere the Internet can be accessed and serves as an easily referenced repository of critical information on program performance and deliverables. The IDE is the centerpiece enabling cost effective management and a tool to ensure professional services are delivered to SeaPort e customers. 1.3 Rigorous Systems Engineering The final piece for guaranteeing outstanding quality engineering, technical and programmatic support services is through a well-disciplined systems engineering approach. Our approach incorporates tailored versions of standard practices such as: Systems Engineering Management Plans (SEMP), Integrated Master Plans (IMP), and Integrated Master Schedules (IMS). Capitalizing these three tools for each task order allows us to incorporate scalable, expandable products/systems based on potential technology insertion; the need for interoperability; and the desire to provide common equipment for multiple requirements and applications. Using these proven, disciplined approaches the SLA Team can deliver any degree of technical solution for the customer. 2. Describe Approach to mold, manage, and maintain effort for: 2.1 Managing the Effort The SLA Team’s approach to manage the effort is through three key processes: Task Order Management Process; Task Order Execution Process, and the Technical Management Process. 2.1.1 Task Order Management Approach Task Order Management Process SLA’s Task Order management approach is based upon our corporate processes. When a Task Order is awarded, the IPMT finalize the technical, schedule, cost, and performance baselines. These baselines are published on the IDE, and incorporated into risk management and reporting tools resident on the IDE. The Project Manager uses these baselines for proper oversight of program activities. The Task Order Manager uses these baselines and program requirements documentation to focus on day-to-day management activities for program execution. Also published on the IDE are Tailored Quality Assurance and Safety plans. The task is executed while managing risk, performance, and deliverables through the IDE. Figure 2.1 demonstrates our Task Order Management Process. Figure 2.1-2, Task Order Execution Process. Click to view Figure 2.1-2 2.1.2 Task Order Execution Approach The Task Manager is empowered to execute the task order. This approach reduces duplication of work, builds ownership, and ensures that all expectations are met. The Task Manager tracks and manages cost, schedule, and performance through near real-time visibility into critical metrics baselines, plans, and tools mentioned earlier that are resident on the IDE. This also allows the Task Manager to invoke an active, on-going proactive risk analysis and mitigation process, for anything that surfaces and requires formal tracking, and follow to resolution any issues flagged as critical. 2.1.3 Technical – Engineering Management Approach The SLA Technical/Engineering Management Approach begins with a review of the system requirements that are defined in the customer documentation. In parallel, the SLA Team documents requirements specifications, interface requirements specifications, and software requirements specifications for the subsystem engineers. Engineering planning for both hardware and software development is documented before actual design starts. Engineers prepare system integration test plans and procedures, collect part reliability, availability, and maintainability data, and then roll-in requirements for Integrated Logistics Support, Quality Assurance, and Configuration Management. The end product is assured the system design accounts for all levels of performance, testability, and sustainability. 2.2 Manage change to preserve stability and maintain technical expertise in the workforce Program Change Management – The dynamics of executing engineering design task orders may entail a periodic need for technical, cost, or schedule changes in those tasks. These changes, whether a result of internal or external causes, are carefully managed to ensure configuration baseline tracking and program execution viability. The SLA Team’s approach is a Change Control Board-based process for the SeaPort-e contract. Modifications to baselines are reflected through the task documentation residing on the IDE. Modifications are then made to existing subcontracts as necessary and the changes are implemented by the affected subcontractor Task Managers. In terms of workforce, SLA primary means for maintaining technical expertise in the workforce is through a very generous employee benefits package that greatly reduces turn-over. 2.3 Monitor and maximize quality SLA embraces a corporate quality structure that is applied to all SLA program and task activities. Many activities are already discussed in above sections, such as tracking a multitude of metrics impacting quality on the IDE. Additionally, the SLA Team approach embraces two other quality tools: Quality Function Deployment (QFD) and Continuous Process Improvement (CPI) 2.3.1 Quality Function Deployment (QFD) The QFD tool provides a systematic approach to building a team perspective for meeting customer requirements. The structured QFD methodology begins by defining qualities desired by the customer (the objective), identifies the functions required to provide these products or services, and identifies the means for deploying the available resources to best provide these products or services. 2.3.2 Continuous Process Improvement (CPI) CPI is a foundation of SLA’s corporate quality structure and drives each employee to continuously identify new ways of performing our jobs in easier, cheaper, and better ways. Customer focus allows us to define and refine the components of each task looking at what steps in each process adds value to our product and ensures that our programs and products meet or exceed customer requirements. 2.4 Guarantee responsiveness to and cooperation with customers The SLA Team approach is to foster two-way communication with our customers through all phases of a task. From engaging to understand requirements, prepare proposals, through program execution. Having the customer on-board with every step not only builds good teaming, but also identifies risk concerns and program constraints. This is also enhanced by letting customers see task metrics through the IDE so they know that status of the project at all times. 2.5 Problem Resolution Approach In addition to the multiple tracking mechanisms already mentioned, the SLA Team also utilizes a Deficiency Report (DR) accounting and tracking system to track any problems during the task. The DR system assigns tracking numbers, due dates, affected personnel, and primary point of contact for each problem as it is identified. The DR tracking system is maintained and ensures that deficiencies are addressed in a timely manner and closed out. Follow-on inspections are scheduled whenever required to ensure that all DR correction activities are successfully implemented and no further problems have occurred related to the initial DR identified. 2.6 Flow down of Incentives to Team Partners As noted in the Pass on the benefits to/from subcontractors in Volume II. We have all seen prime contractors that push their subs for lower prices, only to keep the increased profits for themselves. When we team with other companies, our commitment is to the entire team – government as well as contractor. Because of this, any savings from our subcontractors will be passed on to the government. Likewise, any savings resulting in actions from the government (i.e. GFE, decreased requirements, etc.) will be shared with our subcontractors. Result – fair cost and savings environment. |
