About USN SeaPort-E
In 2002, the Chief of Naval Operations (CNO) promulgated Sea Power 21 to provide a framework to align, organize and integrate the U.S. Navy to meet the wide variety of challenges that lie ahead. To meet Sea Power 21 objectives and to increase efficiency, the NAVSEA Warfare Centers established the SeaPort Enhanced (Seaport-e) Multiple Award Contract (MAC) vehicle. This contract vehicle utilizes a web-based, e-business procurement portal, to facilitate performance-based service acquisition, leverage buying power, improve business intelligence and reduce cycle time. In October 2004, the Virtual SYSCOM Commanders formalized an agreement to expand the ordering community of SeaPort-e to include all Virtual SYSCOM activities and to leverage the success of SeaPort-e in achieving the aforementioned objectives across the Virtual SYSCOM. Additionally, other Navy activities, including the Military Sealift Command, Strategic Systems Programs, and the United States Marine Corps have chosen to use SeaPort-e.
Task Areas & Capabilities
To provide services, in response to task orders issued under this contract by the Naval Sea Systems Command, Naval Air Systems Command, Space and Naval Warfare Systems Command, Naval Supply Systems Command, Military Sealift Command, Naval Facilities Command, Strategic Systems Programs, and the United States Marine Corps, that potentially span the entire spectrum of mission areas supported by the activities and technical capabilities that comprise the various ordering offices. Additionally, activities may provide limited support under this contract to other Department of Defense (DoD), non-DoD, or Joint agencies for work that is integrally related to product areas and mission.
SRA's Quality Assurance (QA) process is Capability Maturity Model and Integration (CMMI) Level 3 compliant, as defined in our Project Management Handbook (PMH) and within the Enterprise Lifecycle Integration and Technology Engineering (ELITE)® Methodology-SRA's proprietary program management methodology-and relies on an independent Project QA Official (PQAO) reporting to a corporate officer working outside of the TO chain, but within the QA process. The documented SRA QA processes ensure that reviews and verifications required by these processes represent unbiased assessments of the quality of our products and services. These QA processes address planning, tracking, reporting, scheduling, and leading QA activities at the project level as addressed in required QA Plans.
Through peer and independent reviews, we ensure the clarity, compliance, presentation, and completeness of all deliverables. Upon completion of a review, the PQAO verifies that all defects have been resolved and certifies the deliverable before submission to the client. SRA also performs independent audits to validate task performance and to determine process conformity to our Standards and Procedures Manual, PMH, and ELITE® methodology. Monitoring and Controlling Costs Upon award, the Task Manager (TM) will oversee a task using a basis of estimate (BOE) as the foundation for scheduling and budgeting. The TM and financial analyst will review the Task Execution Plan (TEP), tracking all monthly and cumulative actual versus planned costs. Per the TEP, the TM will proactively adjust plans and resources as needed to avoid or mitigate potential cost variances. The TM will include all cost-related information from the TEP when generating the monthly Internal Program Review (IPR) for the Business Program Manager (BPM), Program Manager (PM), Functional Manager (FM), and PQAO to review.
The TEP also will assist the financial analyst in preparing the monthly Navy Contract Status Report and Task Order (TO) progress reports for PM review and submission to the Contracting Officer's Technical Representative (COTR). SRA's policy is to compete via solicitation for the contracting and acquisition of other direct cost (ODC) items, whenever feasible, to provide the best value to our customers. The PM will monitor task activities via each task's IPR documentation and integrate the task data into the Active Contract List (ACL), which tracks funded ceiling amounts for all tasks. The PM also receives the Task Order Expenditures Report that tracks Other Direct Charges (ODC) activities and presents program and project funding and scheduling at the Monthly Management Reviews (MMRs) with senior management. These activities ensure that each TO remains on schedule and within the authorized funding. When required, the SRA TM will integrate our Earned Value Management System (EVMS) as part of the PMP at the start of the TO, establishing a performance measurement baseline to determine variances in cost, effort, and schedule progress. Our standard processes satisfy most of the EVMS criteria in ANSI/EIA-748 and the Defense Contract Management Agency (DCMA) Earned Value Management Implementation Guide, and we will implement any remaining EVMS criteria on specific TOs as necessary. SRA has extensive experience managing TOs that require earned value reporting, including our six-year, $328M contract with the U.S. Agency for International Development (USAID) to provide enterprise-wide information technology infrastructure support services.
At SRA, we believe our success is measured by the value we bring to our clients.