Global InfoTek Quality Assurance Program
Plan, Execute, and Monitor Task Progress
Planning begins with GITI providing a consistent vision throughout our organization, making sure the desired results reflect the task orders strategic goals. GITI will establish governance by assigning key roles, responsibilities and decision making authority in the early stages of project implementation.
The first and foremost function of the team in execution of a task order is to perform to the satisfaction of the customer. This process requires communication not only between the contractor and the customer but within the GITI team. Execution also requires Risk Management, discussed more in depth below. GITI will mitigate identified risks through Avoidance, which is a process of making changes to a project plan to eliminate a risk or condition to protect a projects objective from impact. Collaboration before, during, and after planned change can make the difference between success and failure. Communications must occur on many levels. GITI will also mitigate risks by taking early action to reduce the probability of a risk occurring or reduce the impact of the risk to the project. This is more effective than trying to repair the consequences after it has occurred.
The management methodology is a structure of relationships and processes that allows our customers to maximize technical synergy, cost savings, and best practices across efforts.
The Global InfoTek Quality Assurance (QA) plan applies sound program management principles and integrates all aspects of task order performance. Our management methodology, used on all GITI programs, ensures effective communication about project progress, processes, issues, and risks, and maintains a strong focus on business benefits and structured, predictable outcomes advantageous to the customer.
As required by the SeaPort e customers, GITI will analyze and report status including cost, schedule and performance on a regularly scheduled basis during project execution. We consider positive communication with the Technical Representative one of the most important aspects of program execution.
There are many success factors for measuring performance. GITI will focus on results, defining our quality of performance metrics to the customer in the planning stages of the task order. We will be prepared to work with the customer to allow input and customer interaction to influence the defining process to satisfy customer goals. GITI will measure performance by tracking only the most essential performance measures and assuring the cost of the measure is worth the gain. Tracking too many or too costly performance measures is burdensome and could compromise success. Quantity does not equal quality.
Manage Task Progress
Measurement carries an obligation to manage as measuring performance is not enough. Global InfoTek will take the most feasible and reasonable actions under the circumstances to improve performance. Such actions may include determining problem areas, monitoring performance more closely, changing what is being measured to more accurately indicate performance, reallocating resources, or devising methods for improvement.
GITI will manage performance by measuring our efficiency and effectiveness while executing the task order. In support of this process numerous techniques are available to review and track the progress of a task order, develop relevant performance measures, and incorporate them into regular project reviews in a systematic and disciplined way. This sets a framework for providing the right level of management the right information at the right time for decision making. GITI will include in this process a Quality Assurance Surveillance Plan and will implement an Earned Value Management System if it is a requirement on the Task Order.
Program Quality Assurance
The GITI Quality Assurance (QA) approach defines an organizational structure to support SeaPort that is client-oriented, and empowers our Project Manager and Task Leaders with the authority needed to provide high quality services and products. The Global InfoTek organizational structure is based on the principle of vesting the maximum levels of authority and decision-making power to the level of management closest to the client.
To ensure success, GITI will maintain overall control through proper reporting and communication channels. The heart of our organizational structure is an approach in which our Project Manager and Task Leaders are fully authorized to act on any issues within their respective areas, and to obligate GITI up to the maximum value of any Task Order to satisfy customer requirements. Our corporate level provides resources, tools, strategic guidance, and high-level policies to aid in this effort. Our Project Manager is expected to adapt these resources and policies to best fit the needs of SeaPort clients. To accomplish this, we follow four practices:
• Empower our Project Manager and Task Leaders through comprehensive training in the skills they need to take care of customers without having to face an overly bureaucratic management process.
• Vest our Project Manager and Task Leaders with appropriate authority. The Project Manager has full authority to commit GITI for all aspects of SeaPort contract requirements.
• Back this authority with corporate resources. We realize for this authority to be effective, it must be backed by strong central control of and support for practices, procedures, standards, quality management, productivity tools, reporting methods, accounting and tracking mechanisms, and human resource management.
• Reinforce the entrepreneurial spirit of our managers, and all our employees, by encouraging them to operate autonomously within the company-wide framework of procedures and standards.