BTI Quality Assurance Plan

BTI integrates quality Engineering, Technical, and Programmatic support services by applying our Core Engineering Competencies, managed within the context of our ISO 9001:2015 Quality Management Process, and supervised through a very simple but effective management organization that provides SeaPort-e Customers with direct and immediate access at all times to our corporate CEO and President. Our ISO process, combined with our General Management Practices, ensures consistent, repeatable quality, performance, and responsiveness to Customer needs, meeting and exceeding Customer expectations for all awarded tasks.

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BTI effectively manages our project activities, processes, and deliverables through the execution of the BTI ISO 9001:2015 Quality Management System, which ensures that we exceed SeaPort-e customer expectations; deliver high-quality technical performance; adhere to schedule, milestone, and delivery requirements; and ensure efficient and effective control of labor resources. 

Our Core Engineering Competencies, ISO 9001 Process, and Simplified Management and Reporting Structure comprise an effective framework for the management of all efforts. This framework allows our management team to monitor and control each contract throughout its life cycle; provide continuous cost, schedule, and performance risk assessment and mitigation; support the management of Teammates and/or subcontractors through oversight, continuous performance measurement, reviews, and Customer feedback; and ensure rapid, authoritative response to all Customer requests.

Key Elements

Key elements of our Quality Assurance Program are presented in the table below. We have continuously adapted and improved upon the elements of this approach for 18 years, consistently achieving success for our Customers.

Our ISO 9001:2015 requirements are levied upon Teammates, subcontractors, and vendors through a vendor survey and approval process. We conduct informal review sessions with the Customer to assess performance, from the TO/Project level down to the individual employee/subcontractor, continuously seeking areas and opportunities for improvement in the delivery of our services. As they are identified, vetted, and approved, improvements in our service delivery framework are captured in our relevant ISO 9001 process.

BTI has adapted and improved upon the elements of our approach for 18 years, achieving consistent success for our Customers. The key elements of our approach have been captured in our ISO 9001:2015 process for Service Delivery and Development and are applied to ensure success on all tasks. 

Key Elements of BTI’s Quality Assurance Program

Element Features Benefits
ISO 9001:2015  Engagement/Project Management Plan  Guides the establishment (molding) and management of the work and the involvement of relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes. Defines project scope, budget and schedule, life cycle, milestones, risk, data management, resources, knowledge and skills, requirements management, stakeholder involvement, supplier agreement management, metrics, and project monitoring and control.
    • Ensures the delivery of high-quality technical and programmatic performance; adherence to schedule, milestone, and delivery requirements; and efficient, effective control of labor resources.
    • Defines how the project/TO will be monitored to maximize quality, manage risks, and resolve problems quickly.
    • Provides an understanding of the status of ongoing work so that appropriate corrective actions can be taken when the performance deviates significantly from the plan. 

Formalized Management Process Ensures Customer Satisfaction with Programmatic Performance.
 
ISO 9001:2015 Metrics Management Plan and Metrics Tracking Workbook Quantitatively manages all aspects of the services provided to achieve the established quality and process performance objectives for the task. Metrics are selected or developed based on project and organizational needs of the Customer. Data is obtained, stored, analyzed, and reported periodically within the context of specific metric goals.
    • Supports robust, performance-based contracting by providing an unambiguous definition of the critical metrics data that will be collected, analyzed, and reported for task monitoring purposes prior to task kickoff. 
    • Provides ongoing, metrics-based task performance visibility and transparency to the Customer and the entire team throughout the task life cycle. 

Formalized Metrics Management and Reporting Process Ensures Customer Satisfaction with Technical Performance. 

ISO 9001:2015 Quality Assurance Plan The Quality Assurance Plan describes the activities performed to attain quality in product development, product maintenance, and engineering services.
    • Provides management and Customers with outstanding quality engineering and appropriate visibility into the processes being followed by projects and the products being built. 
    • Provides consistent, repeatable results in products developed and services provided.
    • QA has an independent reporting channel within each project/TO and within the BTI engineering management structure. This ensures independent reporting of project non-compliance.
    • Periodic audits of the QA processes and work products provide an ongoing, independent evaluation of QA activities.

Formalized Quality Management Process Ensures Designed-In Quality in Service Delivery and Product Development. 

ISO 9001:2015  Configuration Management Plan  The Configuration Management Plan defines the process that establishes and maintains the consistency and uniformity of products and services with their requirements, and maintains configuration information throughout their life cycles, to satisfy both contractual and internal CM requirements. CM is used to identify, control, report, and audit the functional and physical characteristics of Configuration Items (CIs) and their associated artifacts.
    • Provides an unambiguous definition of the process used to identify products that will be controlled, statused, and audited, and a process for conducting the day-to-day CM activities for the project/task.
    • Prevents loss or inconsistency of CIs, and production of incomplete or unnecessary work products due to a lack of version or document control.
    • Identifies and provides a baseline for work products and a repository for storage.
    • Provides a structured approach for work coordination.
    • Provides a platform for change management.
    • Provides a control point for data integrity.

Formalized Configuration Management Process Lowers Cost by Preventing Loss, Coordinating Efforts, and Avoiding Re-work. 
 
ISO 9001:2015 Requirements Management Plan  The Requirements Management Plan establishes a common understanding of how requirements will be identified, analyzed, documented, and managed for the life cycle of the project/task. It is established and administered to satisfy contractual, internal, and test requirements.
    • Defines an unambiguous methodology for project/task requirements management.
    • Identifies how requirements will be identified and analyzed.
    • Identifies the tools that will be used to support requirements management. 
    • Defines how changes will be documented during the definition, pre-baseline, and post-baseline phases of requirements definition. 

Formalized Requirements Management Process Lowers Cost by Effectively Managing Change throughout the Life Cycle of Each Project/TO.

ISO 9001:2015 Integration Management Plan  The Integration Management Plan defines the approach, resources, and schedule necessary to validate the project/TO framework to support the integration activities whenever integration is required. The Integration Management Plan identifies the sequence, environment, procedures, and readiness criteria; the means to manage interface compatibility; and resources required for performing integration.
    • Provides a detailed Integration Sequence. 
    • Provides a detailed description of the integration environment.
    • Provides the product integration procedures and readiness criteria.
    • Provides a detailed approach to ensure functional and physical interface consistency and compatibility.

Formalized Integration Management Process Lowers Cost by Identifying Integration Issues Early in the Life Cycle, Before Expensive Testing Begins.

ISO 9001:2015 Supplier Management Plan  The Supplier Management Plan describes the process by which the acquisition of products and services from suppliers external to BTI is managed. The term “suppliers” refers to both Commercial-Off-The-Shelf (COTS) vendors and subcontractors.
    • Establishes a robust framework to support the purchase of hardware, software, and services to support project/task requirements. 
    • Establishes a consistent method and procedures to flow requirements down to vendors and subcontractors. 
    • Establishes a consistent method for managing vendors and subcontractors regarding pricing, schedule, performance criteria, inspection and acceptance criteria, and terms and conditions.

Formalized Supplier Management Process Ensures Cost, Schedule, and Performance Risks are Minimized.

Core BTI Corporate Philosophy, Recruiting and Retention, and Employee Morale BTI places the highest priority on employee morale. We firmly believe that a happy workforce is a critical element in providing the highest level of performance for our Customer over extended periods of time. We won Huntsville’s Best Places to Work Award in 2011, 2012, and 2014, and were a runner-up in 2013. BTI has a proven capability to retain existing staff when transitioning new work with an incumbent workforce. We have a history of 100% incumbent workforce retention and no interruption in performance.
    •  Preserves workforce stability, and maintains institutional knowledge and expertise for the Customer. 

BTI’s Corporate Culture, Philosophy, and Employee Retention Rate Ensure High Levels of Incumbent Workforce Retention and No Interruption in TO Performance. 

Flat, Simplified BTI TO Organizational Structure BTI’s simple, flat organizational structure streamlines our ability to organize, direct, and control all of our efforts in fulfilling our Customer’s requirements.
    • Short reporting and communication lines promote innovation and creativity within the project/task organization.
    • The Government PM and Contracting Officer (CO) have immediate and unlimited access to BTI’s CEO, President, and Corporate Management Team for immediate, authoritative response to Customer needs.
    • Reduces overhead costs by implementing streamlined organizational structure.

Promotes Innovation and Creativity within the TO Teams, and Ensures Anticipation and Rapid Response to Customer Needs. 

Management Process to Control Work and Ensure Repeatable Desired Results

BTI’s Engagement Management Plan (EMP) is used to control work, and the BTI ISO 9001:2015 process ensures repeatable, desired results. The EMP guides the establishment and management of the work, and the involvement of relevant stakeholders according to an integrated and defined process. The EMP defines project scope, budget and schedule, life cycle, milestones, risk, data management, resources, knowledge and skills, requirements management, stakeholder involvement, supplier agreement management, metrics, and project monitoring and control.

Ability to Preserve Stability and Maintain Expertise in the Workforce 

BTI places the highest priority on employee morale. We firmly believe that a happy workforce is a critical element in providing the highest level of performance for our Customer over the long-term mission. The success of any mission is dependent upon an experienced and stable contractor workforce. Our objective is to ensure the retention of a talented workforce through the following company policies: pay competitive salaries, provide excellent fringe benefits, promote personal development and morale, encourage two-way employee communications with management, and ensure job satisfaction through appropriate levels of technical challenge. BTI has a demonstrated ability to retain existing staff when transitioning new work with an incumbent workforce.

Ability to Monitor and Maximize Quality 

BTI’s Quality Assurance Plan (QAP) describes the activities performed to monitor and maximize quality in product development, product maintenance, and engineering services. Our QAP provides management and Customers with outstanding quality engineering and appropriate visibility into the processes being followed by projects and the products being built. BTI’s QA team comprises engineers with experience and training in Quality disciplines and processes. Our QA process provides project and corporate management with a critical level of visibility into project processes and work products. While QA Engineers are assigned to support specific projects, QA has an independent reporting channel within BTI. This ensures, when and if necessary, independent reporting of project noncompliance. The QA manager reports directly to the company president, who oversees the effectiveness of QA. The BTI Tracking and Oversight Committee (TOC) periodically conducts audits of company-wide QA processes and work products. These audits provide an ongoing, independent evaluation of QA activities.

Quality Process and Quality Certifications

BTI’s quality certification is ISO 9001:2015.  BTI’s quality processes are based upon SE and industry best practices and principles, and internal best practices and principles based upon lessons learned.

Approach to Guarantee Responsiveness to and Cooperation with Customers

BTI’s management approach ensures our PMs will have on-site autonomy and direct access to the BTI CEO, President, and any other member of the BTI Corporate Management Team to guarantee responsiveness to and cooperation with Customers. The PMs, with support from corporate staff, manage cost and schedule to ensure that contract deliverables are produced to meet or exceed requirements. Each PM is guided by and has unlimited access to our Corporate Management Team. Management Control is accomplished through the TO management structure, which empowers our PMs with the authority and responsibility to execute the requirements of each contract, including all planning, execution, cost, schedule, quality control, and risk control measures. As the primary points of contact for the Government and BTI senior corporate management, our PMs – supported by our Corporate Management Team, contracts administration, and staff – ensure that all program activities are properly coordinated, understood, budgeted, executed, and resourced to ensure timely program execution. Our Customers will always have the uninterrupted and immediate access to BTI leadership that can only be provided by a small company. BTI’s CEO, and our President, are always available for direct contact by the Customer, and will provide rapid response whenever needed.

BTI’s disciplined management approach, clearly defined organizational structure, and efficient processes ensure our ability to organize, direct, and control all of our efforts in fulfilling our Customer’s requirements. An essential benefit is that the PM and the CO have immediate and unlimited access to our CEO, President, and Corporate Management Team for an immediate response when needed. 

Approach to Problem Resolution

BTI’s approach to problem resolution is based upon our ISO 9001:2015 Incident Resolution and Prevention (IRP) process.

Setting clear expectations for client representatives, BTI employees, and subcontractors is key to helping prevent incidents during service delivery. BTI’s process for setting clear expectations begins with a mutual understanding of the associated SeaPort-e Customer SOW and the BTI proposal response. As we move through the other phases of the BTI Services process, we use the following artifacts to help set clear expectations, as well as to reiterate expectations already set: Proposal; Contract Agreement; BTI Policy, Procedures and Expectations Agreement; BTI Subcontractor Teaming Agreement; BTI Subcontract Expectations Agreement; BTI Nondisclosure Agreements; BTI Client Kickoff Meeting Agenda/Summary; BTI Engagement Plan; BTI General Engagement Status Report; BTI Status Meeting Agenda and Minutes; BTI Change Management Log; BTI QA Process Quality Log; BTI Issues and Incidents Log; BTI Metrics Tracking Workbook; BTI CM and QA Checklist; and BTI Lessons Learned Log.

BTI also avoids incidents by recruiting top-notch professionals and maintaining a network of potential team members. BTI proactively manages our service engagements in order to quickly identify and address any issues. Proactively managing engagements, rather than waiting for anticipated events to happen, demonstrates to our clients that we have a vested interest in the success of their projects.

Despite any contractor’s best efforts to prevent incidents, it is inevitable that some will occur. The BTI incident resolution process is designed to proactively address incidents and resolve them as quickly and efficiently as possible. It is supported by preemptive risk analysis and mitigation planning. Each incident will be unique, and our IRP process supports resolution of any incident via a formal incident report, which is delivered to the Customer, logged in an incident log, and maintained in the project/TO records. Responsibilities for incident resolution are assigned, with suspense dates, incident description, and corrective action to be taken. Incident resolution progress is statused weekly. Once resolved, the incident log records are updated, and the Customer is notified. In all cases, we work closely with Customer representatives to minimize their concerns and manage expectations.