Quality Assurance Plan
Organization is the first step in an effective Quality Assurance (QA) plan. Controlled work conditions will significantly reduce variation and allow managers to better predict and improve performance over time. Constant communication throughout the process will allow the rapid identification and mitigation of concerns, ensuring Client satisfaction. A standardized delivery process will ensure all products are properly reviewed before submission to the Client. Finally, SBG’s iterative QA improvement process will measure and analyze the delivery of service and products, allowing for continual improvement and Client satisfaction.
Organization, Roles and Responsibilities
o Employee(s) – SBG personnel directly supporting the Client effort. Reports directly to the Task Manager.
o Task Manager – SBG employee assigned day-to-day responsibility for the management and execution of a particular Client effort or task. The Task Manager works directly with the Client to ensure satisfaction with delivered services and/or products. Reports to the Contract Manager.
o Contract Manager – SBG employee assigned overall responsibility for the management and execution of a particular contract. Oversees the Task Manager and works with the Contracting Officer to ensure contract compliance and customer satisfaction. Reports to the CEO.
o Client – The person assigned responsibility for employing SBG services or products. Reports contract compliance and quality issues to the Contracting Officer.
o Contracting Officer – The person or representative who entered into a binding contract with SBG and manages its execution.
Controlled conditions will directly impact quality of service and performance over time. SBG will strive to control the following conditions:
• A suitable working environment.
• Use of suitable tools and equipment.
• Documentation of procedures.
• Compliance with standards/codes, quality plans, and/or documented procedures.
• Monitoring and control of suitable process parameters and product performance characteristics.
• A formalized approval and rejection/correction process, as appropriate.
While a variety of communication channels exist, including telephone, email and text messaging, face-to-face interaction should be achieved as often as possible. The Client and Task Manager should determine the preferred method(s) of communication at the beginning of any effort and periodically review its effectiveness, adjusting as necessary.
The Client and Task Manager must maintain daily contact to ensure goals, objectives, and expectations are clearly understood. The task manager must then relay appropriate information to the employees performing the work. Daily communication will improve information flow, prevent duplication or rework, and ensure overall product quality.
The Contract Manager will communicate with the Task Manager on an appropriate periodic basis to review progress toward contract compliance. The Contract Manager then follows up with the Contracting Officer to ensure customer satisfaction and identify any concerns.
Service/Product Delivery Process
A standardized delivery process will allow for quality reviews and improve consistency. The delivery process includes the identification and assignment of tasks, product review and Client feedback. SBG uses a database, called the Deliverable Tracker, to assist in tracking product deliveries and producing measurable data for process improvement.
SBG’s product delivery process is described below:
1. Identification – A task is required in the statement of work or identified by the Client. The Task Manager enters the task, deadline and other associated information into the Deliverable Tracker.
2. Assignment – The Task Manager assigns the task to an appropriate employee, ensuring the employee understands the assignment, deadline and any additional requirements.
3. Development – The employee develops the product or accomplishes the task.
4. Peer Review – One of the employee’s peers reviews the product or result of service and provides feedback to the employee on how to improve the product, if necessary.
5. Task Manager Review – The task manager reviews the results of the employee’s effort, ensuring the product or service meets the Client’s expectation and is in compliance with the contract.
6. Client Handover – The Task Manager delivers the product to the Client and notes delivery in the deliverable tracker.
7. Feedback – The Client provides feedback on the delivered product, enabling the Task Manager and employees to improve future performance.
Regular reports generated from the Deliverable Tracker are presented to the SBG Contract Manager to determine whether progress and performance standards are being met on each task order.
Quality-relevant data collected in the Deliverable Tracker includes:
• Date Due and Date Delivered, resulting in Days Early/Late
• Review Status, indicating what level of review the deliverable has been assessed
• Client Assessment, indicating whether the deliverable exceeded, met, or did not meet Client expectations
Iterative Quality Assurance Improvement Process
SBG uses an iterative process to measure and collect metrics, perform analysis, and report findings to the management team. This iterative process, used across the organization, achieves uniformity and consistency of measures and metrics in all areas of support. The process comprises the following six major activities:
• Produce Estimate – Determine measurements that identify critical factors for successful goal completion. A refined estimate is then used as a baseline and compared with actual results.
• Collect Measures – Collect measurement data regularly from support service areas. This data informs performance standards and task order performance requirements.
• Document Measures – Validate the measurement data and store it in a repository, such as the SBG Deliverable Tracker.
• Analyze Measures – Assess estimate assumptions at each measurement-reporting cycle. If assumptions change, estimates are revised with new assumptions. Significant variances are justified to ensure consistency with assumptions and metric analysis.
• Report Results – Analyze estimates and measurements to produce program, process, and product metrics results. Corrective activities are identified, if necessary. SBG uses this data for required progress, status, and management reports. Required reports are consolidated annually for a master performance assessment report.
• Continuous Improvement – Evaluate trade-offs between the cost to implement change and resulting benefit from improvements using ongoing measurement and analysis. SBG provides performance incentives to its staff as appropriate.