Team CACI's organizational approach to QA/QC provides clear lines of authority and responsibilities. The QA subject matter expert (SME) for this task is the lead for coordination of QA activities for the Team. CACI implements standard QA processes on all TOs and will bring those to the UAS task in monitoring and improving the vendor QA issues. CACI processes will be used by Team CACI to provide a consistent, disciplined approach to quality management across the task.

• TO Quality Assurance Manager (QAM) - Reports to contract QAM with dotted line reporting to the TO Manager; responsible for TO QA/QC plans/processes, inspections/audits and adherence reports; provides guidance for TO QA/QC activities. Leslie Platt is also responsible for this function.
• QC Team Members - Work under the direction of TO QAM; inspect deliverables, audit processes and develop QC procedures, checklists and reports. Denise Fitzamaurice is assigned to the Team under the direction of Leslie Platt.

Figure 2-2 shows an overview of CACI's QC process. It is driven by a QA Plan, tailored to TO requirements and objectives, and relies on customer approved procedures. The QA process will apply to our deliverables under the TO and will be used to monitor the performance of the vendors and prime contractor for the UWAS vehicle.

Our overall process is driven by metrics that include 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 Methods

• Inspections of all deliverables prior to submission
• Audits of processes to verify compliance with applicable QA Plan standards and procedures
• QC Checklists to evaluate work products and audit processes
• Peer Reviews to identify and correct issues during the development of work products such as designs, software code, training materials, test procedures and installation procedures
• Surveys to conduct independent assessments of client satisfaction using a scored interview with the customer's key representatives

Documentation

• Results of all QC reviews and peer reviews are documented and our CACI Defined Processes (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 product and system deliverables for quality and conformance to plans and requirements. Peer reviews are attended by reviewers (contractor and/or government SMEs), the QC team auditor, scribe and project manager.

Review Frequency: This 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 ongoing processes are audited monthly or quarterly depending on risk, complexity and performance results. The TO QC is reviewed at weekly status meetings and monthly Program Management Reviews (PMRs).

Merely defining the processes and standards for quality does not equate to QC. To ensure that the significant number of deliverables associated with the UWAS meet quality standards, Team CACI will establish a standard review cycle to ensure all QA/QC deliverables for the program are reviewed and posted to the CMS portal as required by the program schedule.

Quality Inspection System and Comprehensive Checklist

For the 50 vehicles in the UWAS program Team CACI will review the required components and determine which have the highest likelihood of quality problems. We will target those components for frequent inspection to be conducted by the vendor using test procedures approved by the program office and audited in accordance with the QA Plan. Such additions to the requirements for the components may add cost and analysis of the cost tradeoffs will be required to help the program office determine if the additional costs are of sufficient benefit to implement the additional inspections.

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