Customer Satisfaction Contact:
Geographic Information Services, Inc.
Susan King
205-941-0442 x166
sking@gisinc.com
Quality Assurance:
MANAGING AND MAINTAINING THE EFFORTS
To ensure we meet our performance commitments, GISi has created a
Delivery Management function within the company. This function includes
people, processes, and technology that are designed to make sure that
our customers receive outstanding value. This section will describe that
function, addressing our approach to: manage the team, manage change,
maximize quality, guarantee responsiveness, and resolve problems.
The Delivery Management function starts with people. There are many
stakeholders on each project: customers, partners, and contractors.
Additionally, there are many tasks and risks that have the potential to
derail a project. To manage this effort, every project that we execute
is assigned a Delivery Manager (DM) from GISi. Job qualifications for
delivery management include certification as a Project Management
Professional (PMP) from the Project Management Institute (PMI).
The DM is responsible for coordination of the project from start to
completion. He/she will facilitate all of the processes outlined below.
The DM is an advocate and point-of-contact for the Navy.
Our processes are designed for execution discipline without
creating bureaucracy (thus maximizing speed and minimizing risk). The
core phases of projects are:
· Initiating phase: includes the
preliminary scoping and estimating of the project
· Planning phase: includes the
planning and analysis of the project
· Executing phase: includes design,
development, and testing activities
· Closing phase: implementation and
wrap-up activities.
· Controlling phase: occurs throughout
the life cycle of the project
Initiating Phase
This phase typically occurs prior to the start of a contract being
awarded in a competitive (bid) situation. When the project occurs in a
partnership or ongoing relationship, it is jointly executed with the
customer.
The primary goal of this phase is to determine project feasibility
and make a Sgo/no goÂý decisions. Preliminary scope, costs, schedules,
benefits, and risks are developed. This information is fed into the
client"s specific approval mechanism and a determination on whether to
proceed is made. In the case of Navy solicitation via Seaport-E, the
Navy has made their own determination on proceeding and our team"s
efforts would be in the preparation of a proposal for a solicitation.
Planning Phase
This phase typically occurs once a project has been awarded to our
team. The primary purpose of this phase is to start the project
correctly and minimize risk in the executing phases by performing proper
planning.
All projects begin with a Project kickoff event. During this event,
the Delivery manager will facilitate a review of project roles,
communication and scope. The next step is to begin detailed requirements
analysis and identification. A functional requirements document is the
typical deliverable and is signed off by the appropriate project
authority. The requirements document is then used to finalize the
project schedule and a detailed project execution plan.
Executing Phase
The purpose of the executing phase is to build and deliver the
solution. The specific steps may vary depending on the methodology that
best suits the need of the project. Our team has expertise in a number
of both sequential and spiral methodologies. In general, there are four
stages that occur during the Executing phase: Design, Development,
Testing/Quality Assurance, and Implementation.
During the Design stage, the functional requirements are translated
into conceptual and detailed designs. These designs are approved by the
appropriate project authority. Test plans are also created that will
validate the design and execution of the solution. If the project is a
software development project, Unified Modeling Language (UML) is used to
develop use cases and technical design documentation.
During the Development stage, the solution is developed and
modularly tested. The particular technologies and tools for the solution
are dependant on the nature of the project. Best practices for software
development are followed, including code documentation, modularity, and
naming conventions.
During the Testing and Quality Assurance stage, the solution is
validated against the functional specifications and test plans developed
in the Design stage. System level testing, integration testing, and
user acceptance testing occurs here. At the end of this stage, the
solution has been validated and accepted as meeting the requirements.
During the Implementation stage, the solution is installed and
adopted by the customer. Preparation for this stage begins at the start
of this project as part of the design and controlling activities. Actual
installation or delivery of the solution occurs based on each
customer"s specific environment. Training and review of the User Guide
and solution documentation follows. Our goal for every project is to
transfer the knowledge and documentation of the solution to the customer
so they can be self-sufficient if desired.
Closing Phase
The purpose of the Closing Phase is to complete the project to the
customer"s satisfaction and incorporate continuous improvement into our
processes. This is where learning occurs. It is an often overlooked
step, but our team views it as critical to providing quality services.
Activities consist of gathering two sets of feedback - external and
internal and incorporating it into our project processes. External
feedback from the customer is gathered via the use of an internet-based
project feedback form. If the project is sufficiently complex, an
interview by an independent source may be performed. Internal feedback
is gathered when the Delivery Manager facilitates a Lessons Learned
review. During this process, participants on the process review and
discuss the activities that went well and that need to be improved upon
during the next project.
Controlling Phase
The Controlling Phase occurs throughout the life of the project.
The activities that occur during this phase are designed to ensure
actual performance matches planned performance. The Delivery Manager is
responsible for executing the controls of the project and delivering a
solution that meets terms of the project award. Activities include:
· Status reporting: reporting progress
of the project to the customer and to our internal project review
committees. Project status is reviewed by the management of the company
on a weekly basis. Project reporting (content and frequency) for the
customer is determined by the customer. Typically a weekly or monthly
status report is produced and project review meetings are held to
discuss status and issue resolution.
· Change control: review of any
changes to the project (scope, cost, schedule) and working jointly to
decide on the course of action. If a change is material, a change impact
document is prepared to support the customer in making an informed
decision on what to do with the change.
· Quality control: monitoring the
quality process (design reviews, test plans, etc.) to ensure the quality
standards of the project are met.
· Risk control: identifying risk
(likelihood, impact, and mitigation) to minimize the potential for
negative consequences from risks.
The project phases and processes described above facilitate the
level of communication and interaction required to manage a project for
maximum quality. They permit our team to be disciplined while still
flexible and responsive.
