Task Orders Received
Below are the SeaPort-e task orders. Click on the task order below to view that task order’s documentation (PDF)
TASK ORDER NUMBER ORDERING ACTIVITY
N00178-05-D-4508-NB04 RCO Camp Lejeune
N00178-05-D-4508-V701 RCO SPAWAR Charleston
N00178-05-D-4508-V70213 RCO SPAWAR Charleston
N00178-05-D-4508 MUT1 RCO Quantico
N00178-05-D-4508-MUT2 RCO Quantico
N00178-05-D-4508-MUT3 RCO Quantico
N00178-05-D-4508-MUT318 RCO Quantico
Technical Instructions Issued
Technical instructions will be posted as they are issued.
Team Members Proposed on Task Order
Team members will be posted upon receipt of task order.
All team members, as listed at the Seaport-e Contractor Information Registration site, their capability/area of expertise, and services experience:
ProSol Quality Assurance Program
Quality management receives major emphasis at PS. We make it clear that we expect the same concern about quality from our subcontractors. We develop a Quality Assurance Plan for each task that is derived from and consistent with the proven principles of CMMI. Our internal Quality Assurance (QA) Program ensures that products and services are delivered with the highest of quality standards. We have found that active involvement by the Quality Assurance Team assures high quality technical performance, timely and accurate status reporting and delivery of products on time and within budget. At no cost to the government, we assign an independent QA advisor to each task with a direct reporting relationship to our PM.
The QA advisor is a vital link in our ability to continually implement and improve processes, procedures and training necessary to ensure that all products and services are delivered with the highest quality and workmanship and satisfy the customer’s requirements. Since we assign this advisor at the beginning of the task and monitor quality at each stage in the development of a deliverable we avoid the costly retrofit often seen when quality control measures are used at the end of the development cycle. As we perform more repetitive tasking under this contract, we believe it will soon be possible to anticipate quality issues based on sample data from the processes, insert corrective actions sooner, predict our cost savings accurately and include the savings in our budgets. For example, as the processes for repetitive tasking become well-defined, we can implement controls that automatically trigger corrective action when specified thresholds are reached.
The QA organization is responsible for preventing the occurrence of product and service non-conformity. It is also responsible for identifying, recording and evaluating quality problems. Once the organization has gathered data from their observations and performed the necessary analyses, it recommends, provides and initiates solutions for the problems identified. Its specific tasks are to evaluate the products produced by our teams; audit the processes used by the teams; participate in the peer review processes; review subcontractor deliverables; attend customer re-views such as PDRs and CDRs and establish quality goals and measure progress toward those goals.
One of our fundamental support processes is a training program focused providing trained employees to work within the contract structure. Our training program requires that we provide new employees who have some previous work experience in this industry with refresher training in their assigned project area and in our use of the Capability Maturity Model Integrated peer re-view processes, configuration management processes, and appropriate engineering processes such as requirements analysis, and preliminary system design to mention only a few. Newly hired, inexperienced employees have a slightly different program, starting with company specifics and an orientation on how the company works, how our customers are organized and how they work as well. New hires are trained in specific processes they will use as members of an engineering or scientific team, and participate in a professional development program to prepare them for later roles in the team. Object-oriented design is an example of a subject available as part of professional development.
Our formal issue identification and resolution process provides a controlled and documented methodology to track and resolve non-technical and technical issues. The key objectives of this process are to ensure issues are identified, evaluated, prioritized, assigned, reviewed, and either resolved or deferred. The process also ensures that any lessons learned are given consideration for future work to resolve any deferred issue. It starts with capturing knowledge, that is, the task statement, task context, and risk information, then moves to identifying execution issues. Once information is collected and categorized as cost-, schedule-, or performance-related, the information is presented at a FMG meeting, where discussion begins. Action items are usually as-signed for further analysis and assessment, and the issue tracked to ensure it doesn’t go unresolved.
The FMG continues to evaluate the issue until a number of resolution alternatives are available, at which point a plan for resolution or solution implementation is formed. For this process, the FMG is the controlling body, thereby assuring management involvement and emphasis. The group sets objectives and uniform criteria which may be tailored to specific situations. The group also controls criteria definitions, which may also be tailored as the task or the resolution process matures. Issues with an overall low assessment do not require specific resolution plans, but are discussed and tracked informally in weekly meetings until retired. Issues with an overall moderate assessment do not require formal plans, but are reported as part of the monthly review and discussed with government technical leads. Assessment of the criticality of the issue is of paramount importance. Any issue assessed as high interest or impact requires a conversation with the involved customer and a formal problem resolution plan is prepared and implemented.