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CACI Technology Insights (formerly AlphaInsight) Quality

CACI's ISO 9001:2000 QMS certified QC processes are proven, scalable and tailored to DHS requirements.

Quality Control Review/Audit Process

CACI's Quality Assurance/Quality Control (QA/QC) approach is based on performance metrics and integrated into all contract and Task Order (TO) processes. A contract level Quality Assurance Plan (QAP) describes CACI's EAGLE QA/QC organization, methods, processes and metrics relative to contract execution and overall quality of deliverables. Each TO has its own QAP based on the contract QAP, but tailored to the TO and including details regarding TO specific QC review and audit procedures and metrics.

CACI's organizational approach to QA/QC provides clear lines of authority and responsibility, and includes

  • CACI Corporate Senior Managers and our Project Resource Group (PRG) - responsible for QA policy and CACI Defined Processes (CDPs). They support projects in obtaining quality certifications.

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  • Contract Quality Assurance Manager (QAM) - reports to CACI's Chief Operating Officer (COO) with dotted line reporting to the EAGLE PM for direction. The QAM is responsible for contract QA/QC plans and processes, and provides guidance for TO activities to ensure consistency with QA/QC policy, requirements and DHS objectives.

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  • TO QAM (may be handled by Contract QAM) - reports to the Contract QAM with dotted line reporting to the TO Manager. The TO QAM is responsible for TO QA/QC plans/processes, inspections/audits and adherence reports. The TO QAM also provides guidance for TO QA/QC activities.

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  • QC Team Members - work under the direction of the Contract or TO QAM. The team inspects deliverables, audits processes and develops QC procedures, checklists and reports.
     
  • This figure shows an overview of CACI's QC process, which is driven by a QAP, tailored to TO requirements and objectives and relies on customer approved procedures. The process is driven by metrics that are maintained at the contract and TO levels and includes
    • customer satisfaction
    • schedule
    • cost
    • small business participation
    • quality of deliverables
    • productivity
    • responsiveness and technical performance (e.g., system availability, response times, open issues by priority)

    Specific features include

Review Method

  • Inspections of all document deliverables prior to submission.
  • Audits of processes to verify compliance with applicable QAP, standards and procedures.
  • QC Checklists to evaluate work products and audit processes. CACI maintains a large number of checklists that will be adapted to EAGLE TOs. Checklist templates and completed checklists will be stored in a private website repository.
  • Peer reviews to identify and correct issues during the development of work products such as designs, software code, training materials and test/installation procedures.
  • Surveys to conduct independent assessments of client satisfaction using a scored interview with the customer's key representatives.

Documentation

  • QAPs - A contract level QAP provides contract level guidance and a TO QAP provides TO specific QA/QC
    • organization
    • methods
      • `
    • audit/inspection procedures
    • reports
    • noncompliance and escalation procedures
    • systems/tools
    • metrics/measurements
    • templates
  • Results of all QC reviews and peer reviews are documented and our CDPs define a SEI CMMI compliant peer review process that includes planning and error log documentation.
  • Test plans and procedures are created to document test development, conduct and reporting; the QC team inspects test documentation (including test reports) and audits testing processes to ensure compliance with the associated plans and procedures.
  • EVMS collects forecasted and actual schedule, cost and performance information, and uses it to report on current status and predicted results.

Review Participants

QC team members periodically perform process audits to ensure compliance with plans and procedures, and inspect deliverables for quality and conformance to plans and requirements. Peer reviews are attended by

  • Reviewers (contractor and/or government SMEs)
  • QC team auditor
  • Scribe
  • Project manager

Review Frequency

depends on project complexity and scope. However, all deliverables are inspected prior to submission, technical work products go through a peer review prior to QC inspection, significant processes are audited at least once, and on going processes are audited monthly or quarterly depending on risk, complexity and performance results, and the TO QC is reviewed at weekly (recommended) status meetings and monthly Project Management Reviews (PMRs).

Handling Corrective Actions

CACI's QC process is designed to quickly recognize potential issues, prioritize them to ensure the best use of resources and resolve them before the project is impacted. CACI's Project Management Office (PMO) is empowered to make the decisions and commitments needed to quickly correct problems, including assigning personnel and other resources. In our approach to corrective action

  • Procedures and responsibilities for measuring and reporting performance, trends and escalation are determined up front (with customer approval) to facilitate quick reaction.
     
  • Priority of issues drives escalation actions and resource allocation.
     
  • Proactive meetings to review and plan corrective activities. Meetings are held at different levels and serve different purposes.
    • At the TO execution level operations groups may meet daily to review trouble tickets and coordinate corrective actions. TO weekly status meetings review status and make corrections if needed.
    • At the contract level monthly PMRs take a higher level look at issues and make sure the right resources are applied.
       
  • Operations Executive Officer (OEO) reports and EP results are reviewed up to CACI's COO and provide an opportunity to quickly address any issues at the highest levels of the company.
     
  • CACI's proven risk management approach is an integral part of our overall QC activities. It focuses on avoiding problems by taking proactive mitigation steps. A five-step process is employed
    1. Risk Identification
    2. Assessment
    3. Analysis and Mitigation
    4. Tracking until Closure
    5. Manage and Evaluate

    For most projects we use industry/government recognized tools such as Risk Radar®.

    Risk Radar utilizes standard risk management terminology and supports industry-accepted risk management processes prescribed by the Software Engineering Institute's Capability Maturity Model Level 3, the IEEE Standard 1540 for Software Life Cycle Processes - Risk Management and the Software Program Manager's Network (SPMN) 16 Critical Software Practices for Performance-Based Management, as well as other industry standards.
     

  • Any changes in requirements or scope are coordinated with DHS stakeholders using approved governance procedures (e.g., CCB), documented and made available in a private website, thus assuring changes and revision history are communicated to those with a need to know.