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| To maximize value and efficiency for its customers, RSIS uses Structured Methodologies, as outlined below. For some customers, depending on their specific requirements, RSIS has fully implemented one or more of these methodologies and has successfully received certification or assessment for them. With new customers, RSIS works to determine the structured methodologies that best meet their needs. To each and every one of its customers, RSIS brings elements of all of these methodologies to provide added value and enhanced satisfaction. Please use the links below to learn about RSIS Structured Methodologies. | Standard Contract Transition & Management Methodologies | | For every new contract, RSIS brings a set of Standard Contract Transition procedures that includes (as appropriate) contract kick off meetings, staffing, personnel clearance, cacility acquisition and preparation, financial system preparation, subcontracting, government furnished equipment inventory, etc. These activities are performed by a Corporate Transition Team in collaboration with key contract personnel. This team includes, as appropriate, a transition executive, HR representative, contracts representative, financial representative, security specialist, and recruiting specialist. It is at this time that the appropriate use of other Structured Methodologies (e.g., ISO processes, Performance Metrics) is determined and set in place. For all contracts, RSIS has Standard Contract Management procedures. These include: - Regular Performance Evaluations by the Customer. Every 6 months, we ask each of our customers how we are doing. These are formal evaluations of our performance over the previous 6 months, performed by our customer's designated representatives and
based on previously agreed to performance metrics.
- Regular Self-Evaluations. If the customers authorized representative consents, approximately 1 to 2 weeks prior to the customer performance evaluation, RSIS presents to the customer a self evaluation of our performance. For the self evaluation, the RSIS Project Manager and Task Managers detail our actual performance results and the activities we performed to achieve the results.
- Contract/Task Work Schedules and Resource Assignments. For every appropriate contract/task, the RSIS Project Manager uses Microsoft Project or a similar tool to develop a work schedule with resource assignments. This includes task activities, start dates, end dates, contingencies on other tasks, and assigned personnel. The Project Manager updates the work schedule on a regular basis, with a minimum of at least once a month.
- Cost-to-Complete Spreadsheets. For every contract or major task, RSIS Project Managers develop and maintain cost-to-complete spreadsheets containing current levels of funding, cumulative actual costs to date, and forecasted costs-to-complete. These spreadsheets also indicate if current funding is sufficient to cover all forecasted costs, and if not, how much additional funding is needed and when. The Project Manager updates the cost-to-complete spreadsheet on a regular basis (at least once each month).
| | SEI Capability Maturity Model® for Software | | The Software Engineering Institute (SEI) is a federally funded research and development center at Carnegie Mellon University in Pittsburgh. Sponsored by the U.S. Department of Defense, SEI helps software engineering evolve from an ad hoc, labor-intensive activity to a structured discipline that is well-managed and mature. To this end, SEI developed the Capability Maturity Model® for Software — a means for organizations to judge and increase the quality of their software development processes. RSIS Assessed at SEI CMM® Level 2 In August 2001, RSIS was externally assessed at SEI Capability Maturity Model (CMM)® Level 2 at the Office of Naval Research (ONR). Level 2 signifies that 1. Basic project management processes are established to track cost, schedule, and functionality; 2. The necessary process discipline is in place to repeat earlier successes on projects with similar applications. RSIS supports the Integrated Naval Research Information System at ONRs Washington, D.C. headquarters and five regional offices. This system includes interfaces to commercial off-the-shelf (COTS) hardware (e.g., Hewlett-Packard servers) and software products (e.g., Microsoft Windows®, Oracle®, Microsoft® Access, Visual Basic®, and UNIX®). In this effort, RSIS has been proactive in identifying areas for improvement by changing procedures and structures wherever necessary, including processes for requirements management, project planning, configuration management, software quality assurance, task-level project tracking, testing, and procedure documentation. RSIS at ONR follows CMM®-compliant processes for everything from upgrades of COTS products to the reengineering of major subsystems. RSIS application and implementation of CMM®-compliant processes has provided ONR's 1,200 end users with more reliable software created and delivered in a highly organized and predictable manner in accord with negotiated, realizable timelines. - CMM® ensures that technologically optimal, cost-effective design options will be selected that genuinely fulfill the diverse requirements of ONR's end-user communities.
- Clearly defined roles and responsibilities at all project levels and phases enable RSIS' project management to leverage the capabilities of a web team in the support of various complex software projects.
- The CMM®-driven development process allows for better monitoring and traceability of RSIS resource utilization.
- Reliability and quality are built-in through the use of mature, repeatable processes, which include documented software testing procedures.
- Increased operational efficiency makes more time available for planning software development.
- RSIS ONR clients enjoy elevated visibility in the software development process, thereby increasing their understanding, cooperation, and buy-in.
All of these elements contribute to even greater project success for our customer!
| | ISO 9001:2000 | | ISO 9001:2000 is the preeminent international standard for quality management systems. In keeping with its commitment to meet and exceed customer expectations, RSIS has chosen to seek and receive ISO 9001:2000 certification (for its headquarters and four selected sites). RSIS also chooses to submit to third-party re-audits more often than required. RSIS has developed ISO 9001:2000 certified documentation of several key processes that directly produce value for our customers: e.g., Network Services, Telecommunications Services, End User Technical Support, Project/Task Management, and Software Design and Development. Corporate-level Quality Operational Procedures are linked to specific customer requirements through Site Quality Plans and detailed work instructions that ensure that all key requirements are met. RSIS corporate-level documentation, together with the documentation and lessons learned from currently certified sites, enables RSIS to prepare additional customer sites for ISO 9001:2000 certification quickly and successfully. Getting our key processes ISO 9001:2000 certified has enabled RSIS to provide greater efficiencies to our customers and is an important differentiator for many government agencies. Management and improvement of these processes is also supported by RSIS rigorous ISO 9001:2000 certified internal audit process. Every key process within the certified scope is audited internally every year to ensure that it remains ISO 9001:2000 compliant and is maturing, providing even more value for the customer. | | Performance Metrics | | RSIS works with its customers to establish performance metrics that clearly and accurately communicate the value of the service it provides to its customers. As much as possible, performance metrics are tied to quantifiable customer requirements that correspond most closely to overall customer satisfaction. Performance Metric Targets, as appropriate, are based on industry standards, comparable examples, and/or improvement of current performance. The performance metrics must be meaningful (i.e., true indicators of how successful our support is) and measurable (i.e., data can be collected to determine whether we meet the metrics or not) and the targets attainable (i.e., realistic and can be achieved). Where a requirement cannot easily be translated into a metric, RSIS works with its customer to develop a specification, timeline, or other objective measure and then to develop that into a performance metric that corresponds well to customer satisfaction. The specification of requirements and performance metrics for every contract is mutually agreed upon between RSIS, our customers, and our subcontractors and suppliers as appropriate. RSIS works with its customers on an ongoing basis to refine or revise performance metrics and targets whenever necessary, e.g., when there is a significant change in the work or when the established metrics are out of sync with overall customer satisfaction. Once the metrics and targets are defined, our project teams develop and follow standard operating procedures to ensure that we meet or exceed them. Meeting and exceeding performance metrics targets not only creates value for our customers (and their customers), but also helps potential customers understand the value RSIS brings to them. | Back to top |
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