PARTNERS / TASKS / QUALITY ASSURANCE PLAN

Partners

TCDI bid the Seaport-e IDIQ without team members but actively looks to partner with reliable and qualified partners and will add team members based on the government requirements.

Tasks

Tasking will be updated upon award.

Quality Assurance Plan

1.1  QUALITY ASSURANCE PLAN
TCDI understands that customer involvement and buy-in is the key to success in any endeavor.  We approach our projects as a partnership, focusing on frequent and honest communications between stakeholders to achieve win/win solutions. We take ownership and responsibility for the performance of the entire program team and for oversight on all technical task areas to keep our customers fully informed at every step. TCDI maintains open lines of communication from the corporate level through our onsite lead personnel and staff to ensure that the customers’ expectations are met and that the highest levels of TCDI management are fully engaged.

SeaPort-e Contract
TCDI Site Leads meet regularly with site management and all task members to provide guidance and promote information sharing. The TCDI Site Leads conduct audits and reviews of individual representatives on the project and processes; this ensures adherence to project Service Level Agreements (SLAs) and established procedures. Monitoring specific activities related to productivity, accuracy, timeliness, customer service and scheduling allow us to re-adjust levels and skill mix, as needed, to suit the needs of our clients. It also gives us the opportunity to evaluate evolving skill set requirements and coordinate additional training for staff as needed. 

1.2  CHANGE AND CONFIGURATION MANAGEMENT
Change and Configuration Management are critical in understanding the evolving needs of any project.  By using consistent, systematic methods, TCDI is able to effectively gauge, monitor, plan, deploy, and re-deploy as necessary.  Change management is the most visible element of configuration management. TCDI has implemented a systematic change management process to manage preparation, justification, evaluation, coordination, disposition, and implementation of proposed changes and deviations to baselined Configuration Items (CIs) and configuration documentation as well as other controlled products to ensure that only authorized changes are applied. Baselines include TCDI Program Process Asset Baselines, program-level Baselines (Enterprise Architecture, Release Architecture, and Enterprise Transition Strategy), and Project-level Baselines (Single and project impact).

Changes to these baselines may be necessary for a variety of reasons, such as to incorporate new Naval Programs, insert new technology or processes, respond to technical and operational tests and evaluations, or correct problems. All changes require a Change Request (CR) that documents the proposed change; this is the medium for requesting approval to change a baselined product or service or other controlled product/service. A CR is created in the TCDI Change Request Tracking System. TCDI uses this system to maintain a complete record of the proposed change and to track progress at each step through final resolution by tracking the original CR, along with attachments (as needed).  We ensure that the process and status of each CR is transparent, and provide weekly reports to our customers so that they may rest assured that changes are being addressed in a timely manner.  Completed CRs are retained as permanent, detailed records.

The TCDI Change Management Configuration Control personnel maintain electronic databases to manage CRs and report their status to TCDI Program Management and project personnel. The CR status is documented as part of the monthly Change Management Activity and Configuration Status Accounting Report. The CR report contains the disposition and status of all open CRs. A CR is only considered closed when all actions associated with the CR have been completed. For example, an approved CR that requires a contractual action will have a disposition of “Approved” and a status of “Implementation.” The CR will not be closed until the contractual action implementing the change identified in the CR has been completed.

1.3  CHANGE CONTROL BOARD MEETINGS
Project Change Control Board (CCB) meetings are the highest level project management meetings, as they relate to the identified awarded tasks to evaluate all CRs associated with revising the baselines.  The TCDI CCB forwards recommendations on Change Requests that affect contractual commitments with the Navy or with TCDI partners, vendors, and subcontractors to the TCDI Program Executive for final approval. TCDI CCB recommendations are also forwarded to the Navy COTR/CCB for approval. 

The TCDI Program operates within the context of the Navy Seaport-e Program and forwards decisions from the TCDI CCB, as appropriate, to the Navy Governance CCB, which addresses the overall conduct and management of the Seaport-e Programs.  

1.4  OTHER MEETINGS
TCDI will conduct both joint TCDI and Navy meetings and internal meetings that address specific areas of Program activity. These meetings include other regularly scheduled meetings not discussed above, including risk management, technical, task order specific and ad hoc meetings to address specific topics including alerts, identification of cross dependencies, risk mitigation, and technical interchange. 

1.5  LIFE CYCLE RELATED REVIEW MEETINGS
Many other reviews and meetings, such as quality reviews, business alignment reviews, and accelerated design reviews, are also conducted, as specified in the TCDI Life Cycle. Each project’s management plan defines the approach of the tailored process.

1.6  RISK AND ISSUE MANAGEMENT
Our Continuous Risk Management process includes a comprehensive description of the current conditions that may lead to the loss, wherein Risks are assessed continuously and used for decision-making in all phases of a project. Risks are tracked in the TCDI Risk and Issue Tracking database, and carried forward and dealt with until they are resolved or they turn into Issues, defined as a Risk that has materialized.  As described in the Project Planning for Quality Assurance and Management Approach sections above, TCDI continuously evaluates Risks that appear on the horizon prior to them having an impact. We make our products and services stronger to withstand the test of time by maintaining a partnership with our Navy counterparts, tailoring the risk process to meet the project needs, and identifying these risks for mitigation and resolution before they become Issues.  Should an Issue occur, it will immediately be brought to the attention of TCDI, who will work with Navy stakeholders to ensure prompt resolution of the Issue to the satisfaction of the parties involved.  Both Risks and Issues will be rolled into TCDI’s Lessons Learned reports for process and procedural improvements.

   
1.7    WORKFORCE STABILITY, QUALIFIED AND EXPERIENCED PERSONNEL
TCDI understands the criticality of having the right person with the correct education and skill set for the job, and the importance of retaining and recruiting qualified and dedicated staff. As a rapidly growing business, we are keenly aware that our employees are the key to our success; as we interview prospective employees, we evaluate their potential to enable our clients to achieve their goals and further their mission. TCDI is committed to partnering with Navy program offices to improve quality by providing highly relevant and recent skills at an exceptional value.