ISO Implementation Guide

7/28/2019 ISO Implementation Guide

1/74

MULTIMAX

Quality Manual

Last Date Updated: 8/04/2006

Owner: Brad NelsonFile Name: 080406 Quality Manual


2/74

Multimax Quality Manual

RevisionDate

Approver Scope

2/05/03 None Initial draft issuance

3/31/03 None Revised draft issuance

4/07/03 None Revised draft issuance

4/30/03 Aldrin Leung Approved baseline release

6/09/03 Aldrin Leung Formatting and grammatical changes; expansion of control of

non-conforming product methodologies

7/11/03 Aldrin Leung Expanded Control on non-conforming product/service

process; Expanded Contract Close-Out process; Clarifiedresponsibilities;

7/16/03 Aldrin Leung Added "design" to the scope statement

9/9/03 Aldrin Leung Incorporate changes suggested during pre-assessment in June

2003

9/10/03 Aldrin Leung Clarify responsible parties in the proposal process and change

document retention of proposal review material.

12/02/03 Aldrin Leung Changes and modifications made in respond to open PCARs.

03/29/04 Aldrin Leung Changes and modifications made in response to PCARs.# 27,

28, 42, 58, and 59)

07/12/04 Aldrin Leung Changes and modifications made in response to PCARs # 76-

91

09/10/04 Aldrin Leung Changes and modifications made in response to PCARs #92-

115

10/13/04 Aldrin Leung Changes and modifications made in response to PCARs #124-

126, including the incorporation of competency for key

personnel and changes on the process on Control of Non-

Conforming product4/29/05 Aldrin Leung Changes to expand the scope of the Quality Manual to include

the Air Force NETCENTS contract

8/16/05 Aldrin Leung Changes to include suggestions from June 2005 pre-

assessment

9/23/05 Aldrin Leung Fix typo and minor mistakes and modified process

measurement method.

08/04/06 Brad Nelson Changes to Management Representative description, Section

7.3.3 Project Initiation, and Appendix E Signature Authoritydue to acquisition of Multimax. Appendix H Quality

Records update based on PCAR 188

Table 1. Summary of Revisions .


3/74


Table of Contents

1 Company Overview ................................................................................................................ 1

2 Scope....................................................................................................................................... 12.1 Exclusions.................................................................................................................................... 1

3 Definitions............................................................................................................................... 1

4 Quality Management System.................................................................................................. 24.1 General Requirements (Ref. ISO STD 4.1) ................................................................................. 2

4.1.1 Processes................................................................................................................. 3

4.1.2 Effective Operation and Control of Processes ........................................................ 34.1.3 Availability of Resources........................................................................................ 3

4.1.4 Monitoring, Measurement and Analysis of Processes............................................ 34.1.5 Continual Improvement .......................................................................................... 3

4.1.6 Control of Outsourced Processes............................................................................ 44.2 Documentation Requirements ..................................................................................................... 4

4.2.1 General.................................................................................................................... 44.2.2 Quality Manual (Ref. ISO STD 4.2.2) .................................................................... 4

4.2.3 Control of Documents (Ref. ISO STD 4.2.3) ......................................................... 44.2.4 Control of Records.................................................................................................. 6

5 Management Responsibility.................................................................................................... 75.1 Management Commitment (Ref. ISO STD 5.1).......................................................................... 7

5.1.1 Communicating to the Organization....................................................................... 7

5.1.2 Establishing the Quality Policy............................................................................... 7

5.1.3 Establishing Quality Objectives.............................................................................. 7

5.1.4 Conducting Management Reviews ......................................................................... 8

5.1.5 Availability of Resources........................................................................................ 85.2 Customer Focus (Ref. ISO STD 5.2)........................................................................................... 85.3 Quality Policy (Ref. ISO STD 5.3).............................................................................................. 9

5.3.1 Appropriate to Organizational Purpose .................................................................. 95.3.2 Commitments.......................................................................................................... 9

5.3.3 Framework for Establishing Objectives.................................................................. 9

5.3.4 Communication of the Quality Policy .................................................................... 95.3.5 Review of the Quality Policy.................................................................................. 9

5.4 Planning.......................................................................................................................................9 5.4.1 Quality Objectives (Ref. ISO STD 5.4.1) ............................................................... 9

5.4.2 Quality Management System Planning (Ref. ISO STD 5.4.2) ............................. 105.5 Responsibility, Authority, and Communication........................................................................ 11

5.5.1 Responsibility and Authority (Ref. ISO STD 5.5.1)............................................. 115.5.2 Management Representative (Ref. ISO STD 5.5.2) ............................................. 11


4/74


5.6.3 Review Output (Ref. ISO STD 5.6.3)................................................................... 15

5.6.4 Management Review Flowchart ........................................................................... 16

6 Resource Management.......................................................................................................... 166.1 Provision of Resources (Ref. ISO STD 6.1).............................................................................. 166.2 Human Resources Process......................................................................................................... 17

6.2.1 General (Ref. ISO STD 6.2.1) .............................................................................. 176.2.2 Competence, Awareness and Training (Ref. ISO STD 6.2.2) .............................. 17

6.2.3 Human Resources Process Flowchart................................................................... 186.3 Infrastructure (Ref. ISO STD 6.3) ............................................................................................. 186.4 Work Environment (Ref. ISO STD 6.4).................................................................................... 19

7 Service, Product & Solution Realization .............................................................................. 197.1 Business and Proposal Development Process............................................................................ 21

7.1.1 Business Development.......................................................................................... 21

7.1.2 Proposal Development .......................................................................................... 217.1.3 Business and Proposal Development Process Flowchart...................................... 23

7.2 Contract Management Process .................................................................................................. 247.2.1 Contract Negotiation/Award................................................................................. 24

7.2.2 Subcontractor Management .................................................................................. 25

7.2.3 Contract Close-Out ............................................................................................... 267.2.4 Contract Management Process Flowchart ............................................................ 26

7.3 Project Management Process..................................................................................................... 277.3.1 Planning of Service, Product and Service Realization (Ref ISO STD 7.2.1) ....... 27

7.3.1.1 Services Project Plan......................................................................................... 287.3.1.2 Solutions Project Plan....................................................................................... 29

7.3.2 Design and Development (Ref. ISO STD 7.3) ..................................................... 29

7.3.3 Project Initiation.................................................................................................... 30

7.3.4 Contract Fulfillment.............................................................................................. 317.3.4.1 Services Contracts or Tasks .............................................................................. 32

7.3.4.2 Product Contracts or Tasks ............................................................................... 32

7.3.4.3 Solution Contracts or Tasks .............................................................................. 327.3.4.4 All Contracts or Tasks ...................................................................................... 32

7.3.5 Project Management Process Flowchart ............................................................... 357.4 eCommerce Management Process............................................................................................. 35

7.4.1 Maintain eCommerce Database ............................................................................ 36

7.4.2 Order Management ............................................................................................... 367.4.3 Customer Communication .................................................................................... 36

7.4.4 eCommerce Fulfillment ........................................................................................ 37

7.4.5 Quality Assurance................................................................................................. 377.4.6 eCommerce Fulfillment Process Flowchart.......................................................... 37

7.5 Quality Management Process .................................................................................................... 38


5/74


7.6 Control of Monitoring and Measurement Devices (Ref. ISO STD 7.6).................................... 408 Measurement, Analysis and Improvement ........................................................................... 40

8.1 General (Ref. ISO STD 8.1) ...................................................................................................... 408.2 Measurement ............................................................................................................................. 418.2.1 Customer Satisfaction (Ref. ISO STD 8.2.1)........................................................ 41

8.2.2 Internal Audit Process (Ref. ISO STD 8.2.2) ....................................................... 41

8.2.2.1 Internal Audit Process Flowchart...................................................................... 428.2.3 Monitoring and Measurement of Processes (Ref. ISO STD 8.2.3) ...................... 42

8.2.4 Monitoring and Measurement of Product and Service (Ref. ISO STD 8.2.4)...... 42

8.2.5 Evidence of Conformance..................................................................................... 43

8.3 Control of Non-Conforming Product, Service or Solution (Ref. ISO STD 8.3) ....................... 438.4 Analysis of Data (Ref. ISO STD 8.4)........................................................................................ 448.5 Process Improvement ................................................................................................................ 45

8.5.1 Continual Improvement (Ref. ISO STD 8.5.1)..................................................... 45

8.5.2 Corrective Action (Ref. ISO STD 8.5.2) .............................................................. 46

8.5.3 Preventive Action (Ref. ISO STD 8.5.3) .............................................................. 49Appendix A, Work Instruction Management Review ............................................................... 51

Appendix B, Work Instruction Proposal Development ............................................................. 52

B.1 Assign Responsibility................................................................................................................ 52B.2 Conduct Proposal Planning ....................................................................................................... 52B.3 Complete Requirements Analysis ............................................................................................. 52B.4 Prepare Technical Proposal ....................................................................................................... 53B.5 Prepare Cost Proposal................................................................................................................ 53B.6 Conduct Proposal Reviews........................................................................................................ 53B.7 Obtain Proposal Approval ......................................................................................................... 53

Appendix C, Work Instruction Internal Audit ........................................................................... 54C.1 Internal Audit Schedule.............................................................................................................54C.2 Plan Individual Audit ................................................................................................................ 54C.3 Conduct the Audit...................................................................................................................... 54C.4 Record Findings......................................................................................................................... 54

Appendix D, Work Instruction Corrective & Preventive Action .............................................. 55

D.1 Corrective Action Work Instruction ......................................................................... 55D.1.1 Identify & Review Non-Conformances ................................................................ 55

D.1.2 Evaluate Need & Recommendation for Corrective Action .................................. 55

D.1.3 Approve & Implement Corrective Action ............................................................ 55

D.1.4 Record Results ...................................................................................................... 56D.2 Preventive Action Work Instruction.......................................................................................... 56

D.2.1 Identify & Review Potential Preventive Actions.................................................. 56

D.2.2 Evaluate Need & Recommendation for Preventive Action .................................. 56D.2.3 Approve & Implement Corrective Action ............................................................ 56

D 2 4 Record Results 57


6/74


F.4.1 Segregation of Government Property ................................................................... 62

F.4.2 Property in Possession of Subcontractors ............................................................. 62

F.5 Identification.............................................................................................................................. 62F.6 Physical Inventories................................................................................................................... 62

F.6.1 Inventories Upon Contract Termination or Completion....................................... 63

F.6.2 Reporting Results of Inventories. ......................................................................... 63F.7 Audit of Property Control System............................................................................................. 63

Appendix G, Commitment Letter from the President................................................................... 64

Appendix H, List of Quality Records ........................................................................................... 65

Appendix I, QMS Process Monitoring, Measurement and Analysis............................................ 67

List of Exhibits

Exhibit 1. Overall Structure of the Multimax QMS Process Interaction.....................................3Exhibit 2. Control of Document Requirements ..........................................................................6Exhibit 3. Summary of Records Control Methodologies............................................................7Exhibit 4. Summary of Key Elements of Customer Focus ........................................................8Exhibit 5. Key Quality Elements, Measurement Criteria, Objectives and Responsible Levels10

Exhibit 6. QMS Planning & Approach.....................................................................................10Exhibit 7. Summary of Key Common Positions.......................................................................12Exhibit 8. Organization Chart of Key QMS Positions ..............................................................13Exhibit 9. Summary of Key Program Position.........................................................................14Exhibit 10. Organization Chart of a Typical Project...............................................................14Exhibit 11. Management Review Flowchart..........................................................................16Exhibit 12. Summary of Methodologies Used in the Human Resources Process.................17Exhibit 13. Human Resources Process Flowchart................................................................18Exhibit 14. Multimax Process Model.....................................................................................20Exhibit 15. Business and Proposal Development Process Flowchart...................................23Exhibit 16. Contract Management Process Flowchart..........................................................27Exhibit 17. Planning Requirements for Different Types of Projects.......................................28Exhibit 18. Service Project Planning Requirements..............................................................29Exhibit 19. Solution Project Planning Requirements.............................................................29Exhibit 20. Minimum Requirements for Each Phase of the Design/Development Plan ........30Exhibit 21. Methods of Control in Contract Fulfillment..........................................................34Exhibit 22. Project Management Process Flowchart.............................................................35

Exhibit 23. Methods of Control in eCommerce Fulfillment....................................................37Exhibit 24. eCommerce Fulfillment Process Flowchart........................................................38Exhibit 25. Internal Audit Process Flowchart.........................................................................42Exhibit 26. Data Analysis Methods........................................................................................45Exhibit 27. Key Components of the Continual Improvement Program..................................46Exhibit 28. Corrective Action Flowchart ................................................................................48Exhibit 29 Preventive Action Process Flowchart 50


7/74


8/74


Preventative and Corrective Action Report (PCAR): A report/form, which identifies a service,

product or solution, which fails (or has the potential of failing) to conform to QMS requirements. The

form is used to track the investigation of the root causes and implement actions to correct or prevent theoccurrence or re-occurrence of the non-conformance.

Product: Product is a general term inclusive of tangible items such as hardware and software, services

performed and integrated solutions to fulfilled one or many customer requirement.

Program: A contract or a group of contracts with similar nature that is managed by a designated

Program Manager.

Project: A task order or a group of task orders with similar nature that is managed by a designated

Project Manager. A project plan is required for each project.

Request For Proposal (RFP): A request by a potential customer, to a provider, for a proposal of

services/solution and price.

Request For Quotation (RFQ): A request by a potential customer to a provider for a price quotation of

product, services, and/or solution.

Service: Service is a general term for labor activities performed to meeting customer requirements. In

the context of this manual, service is also considered a type of products.

Shared Network Drive: Electronic storage media shared by personnel in the companies, which includelogical network drives and web portal managed by corporate support personnel. Access to these media

may be password protected for personnel that has the need to know/access.

Solution: A combination of tangible items and associated services performed to fulfill one or many

customer requirement, which will require Multimax to provide design, development activities. In the

context of this manual, solution is also considered a type of products.

Statement of Objectives (SOO): The list of objectives that the customer wishes to obtain from the

services/solution delivered by the provider.

Statement of Work (SOW): The list of services or solutions that the customer wishes the provider to

deliver and the parameter within which the services must be delivered.

Task Order (TO): A written agreement, under a given contract, that specifies the defined requirements,

funding, and specific terms and conditions of services, products and/or solution, to be performed or

delivered by the provider. A TO may synonymously be referred to as a Delivery Order (DO).

Task Order Request (TOR): A specific request for services or solution over a defined period of timefor a set price in accordance with an overarching contract between the customer and service provider.

TOR may synonymously be referred to as a Request for Task Order Proposal, Task Request Notice(TRN).

Validation: The action to confirm that the product delivered to the customer successfully fulfill one or

more customer requirements

Verification: The action to ensure that the product design meets one or more customer requirements.


9/74


processes, procedures, and work instructions that are designed to ensure that the system is deployed,

maintained, and continually improved in accordance with the requirements of ISO 9001:2000.

4.1.1 ProcessesExhibit 1 defines the overall structure of the Multimax QMS and identifies the specific processes that

make up the system.

The definition and documentation of the Multimax QMS is presented within the single

structure of the Multimax Quality Manual. All related work instructions, quality instructions,

and forms have been electronically linked to applicable sections within the Quality Manual.

QMS ProcessesQMS Processes

Management

Business & Proposal

Development

Human Resources

Contract Management

Project Management

eCommerce Management

Quality Management

Internal Audit

MM

Quality

Manual

Processes &

Procedures

Work Instructions, Quality

Instructions, Forms, References

Documents & Records

MM

Quality

Manual

Processes &

Procedures



Documents & Records

MM

Quality

Manual

Processes &

Procedures



Documents & Records

Exhibi t 1. Overall Structure of the Multimax QMS Process Interaction

The sequence and interaction of processes are graphically illustrated within each process described within

this manual. Each process is represented by a process flowchart, which defines the process entry and exit

points, the sequence of operations and the interactions to other processes, as appropriate.

Additionally, a process model of the key Service, Product & Solution Realization processes is shown inSection 7.

4.1.2 Effective Operation and Contro l o f Processes

See 7.3, Project Management Process

4 1 3 Availabi li ty of Resources


10/74


4.1.6 Control of Outsourced Processes

All outsourced services, products or solutions are controlled by Multimax to ensure that Multimax

quality standards as well as Multimax customer requirements are met.

Those outsourced processes and performance requirements are carried out through formal subcontractor

teaming arrangements supported by specific contractual documentation, which may include:

Team quality standards and reporting requirements

Statement of Work or Statement of Objectives

Prime contract flow down clauses

Technical performance standards

Project Plans

Costs

Deliverables

The selection and the continuous re-evaluation of these subcontractors and teaming partners is carried out

through defined criteria that are designed to ensure that Customer requirements are met as well as to

optimize long term relationships. See Section 7.2.2 for a definition of the methodologies used in the

selection, evaluation and control of subcontractors and teaming partners.

4.2 Documentation Requirements

4.2.1 General

The Multimax QMS documents the quality policy, quality objectives and this QM. In addition,

Multimax QMS establishes the documented procedures required by ISO 9001:2000 as well as other

methodologies necessary to ensure the effective planning, operation and control of its processes. Lastly,quality records are maintained to provide evidence of how these processes are carried out and in turn,

demonstrating the effectiveness of the QMS.

4.2.2 Quality Manual (Ref. ISO STD 4.2.2)

Multimax has established this QM, which provides a description of the Multimax QMS. The QM

includes the scope of the QMS; including details and justification for any exclusion (see Section 2.1). It

includes a description of all processes and links to all supporting documentation needed for the

implementation and effective operation of the QMS.

4.2.3 Control of Documents (Ref. ISO STD 4.2.3)

All documents produced or used within the Multimax QMS are categorized as follows:

QMS Documents Documents that define methodologies to be followed in using this QMS,including this QM, forms, templates and other required methodologies. These documents are

controlled in accordance with the requirements detailed in Exhibit 2


11/74


Reference Documents These documents do not dictate specific requirement, product orprocess methodologies but provide general reference information that may be used by employees

in carrying out contractual tasks. These documents are not subject to any document control

requirements. It is the responsibility of the user of the document to determine the appropriateness

and currency of the information being used.

The primary vehicle for providing the level of control for this documentation is the designated Multimax

share electronic drive/folder for the QMS. A PDF version of the document is posted on the Multimax

Intranet for ease of sharing and improvement for employee awareness. The control of any documents not

maintained on the shared drive shall be the responsibility of the document owner.

Requirement Methodology FollowedApprove for

adequacy prior to

issue

All documents requiring control have assigned document owners, except for QMSforms, procedures and templates which are owned by the Management

Representative of the QMS.

The designated document owner approves all documents prior to issuance.

The posting of the QMS document on the QMS folder acknowledges the approvalof the document. File security has been established to prevent anyone other than

the document owner from posting documents on the QMS folder.

If the document owner is the only approver of the document, no formal documentedrecord of those approvals is required, except for the entry of the approving party

in the Revision History Section of the document.

If multiple approvers are required, email or other supporting documentation isrequired to acknowledge their approval of the document.

Review and update

as necessary and re-

approve documents

Documents are reviewed and updated as changes are needed and approved by thedocument owner

All changes are approved by the document owner and, as appropriate, by other

designated approvers with approvals recorded in the Revision History Section ofthe document.

Clarification of

control and use of

forms.

Forms are files used to receive user input in an organized way for the creation ofdocuments and records.

Forms are controlled only by their title and revision date.

Once a form or template has been filled-in, the resulting document or record iscontrolled by either the Control of Documents process or the Control of Records

process, as appropriate.

All current blank forms are placed in the Forms directory in the QMS folderEnsure changes and

current revision

status are identified

All changes are summarized in the Revision History Section of the document. Norevision history is required for forms, procedures and templates.

Documents are identified by the Document Name, Document Owner and a LastDate Updated which serves as the current revision status indicator

Ensure that relevant

versions of All controlled QMS documents are stored in the QMS folder. All controlled Project specific documents are stored on the Project or Proposal


12/74


Requirement Methodology Followed

documents, except QMS forms, procedures and templates:

If printed, this is an uncontrolled copy. The only controlled copy of this document

is the online version maintained in the Multimax Intranet. The reader must ensure

that this or any other copy of a controlled document is current and complete prior to

use. The document owner must authorize all changes. Readers should discard

obsolete copies.

For documents that are not posted on the shared network drive, it is the

responsibility of the document owner to ensure that authorized users have access tothe documents and that they are aware of the methodology for identifying relevant

version and preventing unauthorized updates.

Ensure documents

remain legible and

readily identifiable

Each document owner is responsible for ensuring that the documents will remainlegible and readily identifiable by the latest date.

Ensure documents of

external origin are

identified anddistribution

controlled

When work is performed on customer site, the control of such documents remainsthe responsibility of the customer.

Should external documents, other than customer supplied, be required in theperformance of the contract, the project manager will document in the Project Plan

the method of controlling the currency and distribution of those documents.

After the project plan is approved, a change to external documents does notimmediately apply to the project until customer approval of their applicability.

All contractual documents, including those of external origin, will be owned andcontrol internally by the process owner of the contract management process

Apply suitable

identification toobsolete documents

if retained

All obsolete documents are marked as obsolete if they are to be retained for any

reason. All previous versions of online documents, which are not contract-specific, are

retained in a folder designated obsolete for at least one year.

All previous versions of online documents, which are contract-specific, are retainedin a folder designated obsolete for at least the life of the contract.

The retention of previous documents is the responsibility of the document owner.

Exhibit 2. Control of Document Requirements

4.2.4 Control of RecordsQuality records are collected throughout the Multimax QMS as a means of demonstrating that required

quality activities are performed. The specific methodology for control of these records is defined in

Exhibit 3.

It is the responsibility of the identified custodian of each quality record to ensure that the required quality

records are created maintained and disposed of in accordance with these requirements


13/74



Storage

Records are stored either electronically or hard copy in office filingcabinets, network shared drives or other adequate storage facilities.

The records may be stored on customer site or at Multimax facilities.However, certain records, such as proposals and selected contract

documents, may be stored on the shared drives of Multimax servers or in

the official files of a Multimax facility.

The specific method or location for storage of quality records is identifiedin Appendix H, List of Quality Records.

Protection See storage aboveRetrieval Retrieval is facilitated by the fact that records are generally stored

according to contract and/or job number

Retention Times Retention times for all quality records are listed in Appendix H, List ofQuality Records.

The designated custodian is responsible to ensure that the retentionschedules are followed.

Disposition of Records Records are disposed of in accordance with the defined retention periods.

The custodian of the quality record determines the disposal method. Themethods used are appropriate to the nature, sensitivity and security level

of the record.

Exhibit 3. Summary of Records Control Methodologies

5 Management Responsibil ity

5.1 Management Commitment (Ref. ISO STD 5.1)

The commitment to pursue the registration of the Multimax QMS under the ISO 9001 International

Quality Standard sends a strong message to Multimax employees that the organization is committed to

developing and maintaining an effective QMS.

5.1.1 Communicating to the Organization

The importance of meeting customer requirements as a key element of the QMS is emphasized in the

introduction of the QMS to the employees of contracts/projects within the scope of this QMS as well as to

associated Multimax employees. The decision to bring new contract(s) under the control of the Multimax

ISO registered QMS is evidence of senior managements commitment to expand the system to eventuallyinclude all Multimax contracts.

This message is communicated through a variety of vehicles to ensure employee awareness of senior

managements commitment to quality. See Section 5.5.3, Internal Communications, for a review of the

methods used to communicate this message and to keep employees informed of the progress being made.


14/74


5.1.4 Conducting Management Reviews

Management reviews are conducted on a quarterly basis to ensure the continuing suitability, adequacy,

and effectiveness of the QMS. See Section 5.6.1, Management Review.

5.1.5 Availabi li ty of Resources

Top management continually assesses the resources needed to maintain and continually improve the

QMS. See Section 6.1, Provision of Resources.

5.2 Customer Focus (Ref. ISO STD 5.2)

Exhibit 4 outlines the key elements of customer focus.

Key Elements ofCustomer Focus

Multimax Management Focus

Determining Customer

Requirements

The Business and Proposal Development, the Contract Management and the

Project Management Processes provide methodologies to ensure customer

requirements are documented and understood. Those requirements are

detailed in the formal proposal and resulting contract or task order. The

award of a contract or task order to Multimax is the confirmation that thecustomers requirements have been determined and are understood.

Meeting Customer

Requirements

The fulfillment of requirements is assured through methodologies defined in

the Quality Management Process. The central focus is on ongoing and

frequent contact with the customer to assess their level of satisfaction with

Multimax performance on the contract.

Enhancing Customer

Satisfaction

A formal program of measuring customer satisfaction is used to identify

areas where improvement may be needed.

Exhibit 4. Summary of Key Elements of Customer Focus


15/74


5.3 Quality Policy (Ref. ISO STD 5.3)

The Multimax Quality Policy is as stated below: Continue to build Multimax reputation for excellence in providing technology services, products

and solutions

Enhance customer satisfaction and loyalty by consistently meeting or exceeding customerrequirements and expectations

Recruit and retain a highly competent and motivated Multimax team

Continually improve Multimax Quality Management System and its processes.

5.3.1 Appropriate to Organizat ional Purpose

Top management has established a quality policy that focuses on the critical elements of Multimax

customer requirements.

5.3.2 Commitments

The quality policy includes elements that demonstrate top managements commitment to meeting

customer requirements, as well as continually improving the effectiveness of the QMS.

5.3.3 Framework for Establishing Objectives

Quality objectives have been established for each key element of the quality policy. See Section 5.4.1,

Quality Objectives.

5.3.4 Communication of the Quality Policy

The original Multimax Quality Policy was communicated to all employees of the Headquarters function

as well as the DCC contract. This was reinforced by a letter from the President (See Appendix G,

Commitment Letter from the President) emphasizing the importance of their role in supporting the

companys commitment to quality in meeting customer requirements.

Employees are encouraged to access the Multimax Intranet and review the Multimax quality policy and

supporting quality objectives. The policy is prominently displayed at the Multimax facilities at the Largo

headquarters and regional offices in Ohio and Alabama and in the work areas of the contracts/projects

within the scope of this QMS. Employees are encouraged to display the policy at their workstations as a

reminder of the organizations commitment to quality.

During new employee orientation, employees are informed of the organizations quality policy and the

role that they play in meeting the Multimax quality objectives.5.3.5 Review of the Quality Policy

The review of the quality policy is a standing agenda item for the quarterly Management Review

meetings. See Section 5.6.1, Management Review.


16/74


The Project/Program Managers establish specific quality objectives for each project based on the nature,

size and complexity of the contract/project requirements. Those specific project objectives are

documented in the applicable Project Plans.

The Management Representative is responsible for ensuring that a composite set of quality objectives can

be extrapolated to measure the overall performance of Multimax. As shown in Exhibit 5, results of

quality objectives are reviewed at regularly scheduled Management Reviews.

Key QualityPolicy Elements

Measurement CriteriaQuality

ObjectivesResponsible

Level

Competent &

Motivated Team

Percent of personnel who need labor

category requirement waiver Overall annual performance appraisal

rating

See Management

Review Records

Project

Enhance Customer

Satisfaction Customer Satisfaction Survey Results

Option Years Exercised

See Management

Review Records

Project

Continually improve

our QMS Audit Results

Process effectiveness

See Management

Review Records

Corporate

Cultivate a

reputation of serviceexcellence

Customer Satisfaction Survey Results

Rating from the ContractorPerformance Assessment Reporting

Systems (CPARS) if applicable

See Management

Review RecordsProject

Exhibi t 5. Key Quality Elements, Measurement Criteria, Objectives and Responsible Levels

5.4.2 Quality Management System Planning (Ref. ISO STD 5.4.2)

As shown in Exhibit 6, the Multimax QMS is designed specifically to address the unique program

management requirements of their customers.

Quality ManagementSystem Planning

RequirementsMultimax Quality System Approach

System is Planned to

Meet Customer

Requirements

The Multimax QMS consists of a set of core quality management processes

and methodologies that provide the minimum requirements for managing a

customer contract. Each assigned Project Manager is required to plan the

application and use of those methodologies in fulfilling customerrequirements for a specific contract. The Project Plan is the vehicle for the

Project Manager to record the results of that planning effort and to gain

approval for any requested adaptations. A key element of that planning is to

define the quality actions and objectives that will ensure the assessment and

fulfillment of customer requirements.

I t it f S t i Th M t R t ti t ll h t th QMS


17/74


5.5 Responsibil ity, Authority, and Communication

5.5.1 Responsibili ty and Authori ty (Ref. ISO STD 5.5.1)

Responsibilities and authorities are documented and communicated within the organization and the

Project through the following vehicles:

Reporting Relationships The Organization Charts, in Exhibit 8 and 10 depict the reportingrelationships.

General Authority and Responsibilities Sections 5.5.4 and 5.5.6 outline the general authorityand responsibilities. Additional authorities and responsibilities are defined within each

documented process contained within this QM.

Specific Contract Authorities and Responsibilities Job descriptions are defined for generaljob classifications required for a specific contract. Unique projects/tasks responsibilities for a

specific contract are defined within the Request for Proposal (RFP) or Task Order Request

(TOR). These project descriptions may be supplemented within the Project Plan.

5.5.2 Management Representative (Ref. ISO STD 5.5.2)

The President has appointed a Senior Vice President to serve as the Multimax Management

Representative. The responsibilities of the Management Representative include:

Reporting to top management, via formal management reviews, on the performance of theMultimax QMS and any need for improvement.

Ensuring the promotion of awareness of customer requirements throughout the organization.

Ensure necessary processes for QMS are established, implemented and maintained.

5.5.3 Internal Communications (Ref. ISO STD 5.5.3)

The effectiveness of the Multimax QMS is communicated to the employees through a number of

arrangements and methods, which include:

Newsletters

Intranet

Team/individual meetings

Letters or other management communication to all associated Multimax employees

Applicable issues or changes from the Management review

New employee orientation


18/74


5.5.4 Key Positions Common

Key positions with authority and prime responsibilities that are common to both contracts are defined in

Exhibit 7.

Position Authority & Responsibilities

President Establishes and promotes Multimax' commitment to implementing theQMS

Provides executive oversight

Ensures adequate resources for the execution of the QMSManagement

Representative A designated Senior Director serves as the Management Representative

Approves PCAR actions Oversees QMS implementation and enforces system requirements

Approves changes to QMSProcess Owner Ensures that assigned processes are defined, documented, deployed and

functioning at a high level of effectiveness

Addresses all non-conformance issues resulting from internal or externalaudit findings

Identify and implement monitoring and measurement methods that willensure an on-going assessment of assigned process performance.

Report process performance and process improvement activities toManagement Review

Lead Auditor Owns and manages the Internal Audit process

Reports audit results at quarterly Management Review meetingsAuditor Performs internal audits in accordance with the directions from the Lead

Auditor and the requirements of the internal audit process

Quality Coordinator Executes actions as required by the Management Representative

Coordinates with Business Process Owners to ensure requirements arebeing met

Tracks PCARS

Exhibit 7. Summary of Key Common Positions


19/74


5.5.5 Organization Chart for Key QMS Posi tions

Exhibit 8 depicts the organization of key QMS positions.

Exhibi t 8. Organization Chart of Key QMS Positions

5.5.6 Key Positions A Typical Contract

Exhibit 9 outlines the authority and responsibilities of the key positions.


Program Manager Responsible for total execution of a contract/program including cost,schedule and performance.

Maintains all QMS required records including: PCARs, documentreviews, satisfaction surveys, complaints, commendations related to the

program

Collects and reports QMS performance metrics

See specific RFP, Task Order or Project PlanProgram Manager Office

Staff (optional) Responsible for operations support at the program and contract level

For sizable program, provides support functions to ensure timely supportof customer requirements

Project Manager Responsible for total execution of a project, including cost, schedule, andperformance

ManagementRepresentative

Chief FinancialOfficer

QualityCoordinator

SVPs/VPs DirectorProduct Sales

HumanResourcesManager

PMs

ManagementProcess

Quality ManagementProcess

Project ManagementProcess

eCommerceManagementProcess

HumanResourcesProcess

DirectorContract &

Accounting InternalAuditors

ContractManagementProcess

Internal AuditProcess

Vice PresidentProgram

Development

Business andProposalDevelopmentProcess

Chief Executive

President/ChiefOperations Officer

Officer


20/74



Technical Staffs Responsible for the performance and delivery of task requirements Include a variety of personnel with wide range of disciplines, talents,

experience and expertise to ensure quality delivery of project/task

requirements

See specific RFP, Task Order or Project Plan

Exhibit 9. Summary of Key Program Position

5.5.7 Organization Chart of a Typical Project

Exhibit 10 depicts the organization of a typical project.

President/Chief

Operations Officer

Chief Executive

Officer

Task Leaders

SVP/Vice President

Program/ProjectManager

PMO Staff

Technical Staff

President/Chief

Operations Officer

Chief Executive

Officer

Task Leaders

SVP/Vice President

Program/ProjectManager

PMO Staff

Technical Staff

Exhibit 10. Organization Chart of a Typical Project

5 6 Management Process


21/74


system provides management with the methodologies and information needed for the implementation of

t

The cting these meetings, including the

mai . Critical to the meeting are the

coll resentation of required information and data needed to carry out an effective

in addressing specific issues or to provide information on other areas of focus.

See

)

the Multimax quality policy and the fulfillment of the companys quality objectives. The meeting outpu

should result in decisions and actions, as appropriate, that relate to:

Improvement of the effectiveness of the QMS and it processes

Improvement of our service related to customer requirements

Resource needs

Management Representative is responsible for planning and condu

ntenance of required quality records resulting from the proceedings

ection, analysis and p

assessment. The responsibility for providing this input data is defined in Appendix A, Work Instruction Management Review.

Required participants of the meeting include the President, Management Representative, the Program

Managers or their designees and Lead Internal Auditor. Optionally, other members of the organization

may be invited to assist

Results of Management Review meetings relevant to employees are communicated to the employees.

Section 5.5.3, Internal Communications.

5.6.2 Review Input (Ref. ISO STD 5.6.2)Review inputs are collected from all process owners and related program/project managers before the

management review meeting.

5.6.3 Review Output (Ref. ISO STD 5.6.3

Output and findings from the management reviews are documented in minutes.


22/74


5.6.4 Management Review Flowchart

Exhibit 11 depicts the Management Review Flowchart.

iew Flowchart

Mgt. Rep

Schedules

Meeting

Input Data

Collected &

Summarized

Meeting

Held

Record

Meeting

Minutes

Communicate

Results To

Employees

Implement

Actions/

Decisions

ManagementRepresentative

Office

Areas Reviewed

Quality Policy

Product, Process & System

Performance

Mgt. Rep

Schedules

Meeting

Input Data

Collected &

Summarized

Meeting

Held

Record

Meeting

Minutes

Communicate

Results To

Employees

Implement

Actions/

Decisions

ManagementRepresentatives

Office

Areas Reviewed

Quality Policy & Objectives

Key Monitoring Measurement &

Improvement Elements

Quality Objectives & Metrics

Customer Satisfaction Survey

Results Other Process Monitoring/

Measurement

Status of Preventive & Corrective

Action Requests

Process Owner Updates

Process Improvement Activity/

Results/Recommendations

Resources Impact/Needs

ManagementStaff and/or

Process

Owner

Prepare for

Meeting

Exhibi t 11. Management Rev

6 Resource Management

6.1 Provision of Resources (Ref. ISO STD 6.1)

tation, maintenance and continual

rate Support - The level of resources required providing the necessary

The

The identification and provision of adequate resources for the implemen

improvement of the Multimax quality system is a key area of focus to ensure that customer satisfaction is

enhanced through the consistent achievement of customer requirements. This is accomplished at two

levels as defined below:

Multimax Corpocorporate support services for effective contract fulfillment and customer satisfaction is

determined primarily by the overall level of business volumes and customer commitments.

assessments and decisions relating to the level of resources required to support those volumes rest

with the President and Senior Support Staff of Multimax.


23/74


6.2 Human Resources Process

6.2.1 General (Ref. ISO STD 6.2.1)

The Human Resource (HR) Process defines the methodologies needed to ensure that all personnel

performing work affecting product quality are competent and qualified on the basis of appropriate

education, training, skills, and work experience.

Ensuring the proper level of employee competence is the responsibility of the Project Manager, the

Director of Human Resources and the onsite project Supervisor.

6.2.2 Competence, Awareness and Training (Ref. ISO STD 6.2.2)

Exhibit 12 outlines the methodologies used in the Human Resources Process.


Determine competencies

required Competency requirements are defined in the technical proposal for all

positions affecting quality

Assess competency

needs Competency needs are assessed through the following;

During initial project planning and staffing of a new contract

Annual employee appraisal

Day-to-day observation by Project Management Customer Feedback.

All competency needs are documented on the Employee EvaluationForm and subsequent action plans to satisfy those needs.

Provide actions/training

to fulfill needs Management ensures that appropriate actions/training is carried out to

satisfy such competency needs.

Evaluate effectiveness Assessment of the effectiveness of actions taken is carried out throughmanagement observation of on-the-job performance

Assessment of effectiveness is completed during the annual performancereview

Any actions determined to be ineffective require follow-up actions, whichmay include possible disciplinary action deemed appropriate by

management

Employee Quality

Awareness During new employee orientation and at the employees annual appraisal,

the employee is made aware of the relevance and importance of their

activities and how they contribute to the achievement of Multimax

quality objectives.Maintain records All activities relating to education, training, skills, experience, andcompetency actions are documented and maintained by Human

Resources. See Appendix H, List of Quality Records.

Exhibit 12. Summary of Methodologies Used in the Human Resources Process


24/74


6.2.3 Human Resources Process Flowchart

Exhibit 13 depicts the Human Resources Process.

ces Process Flowchart

Assess

Competency

Needs

Provide for

Competency

Needs

Evaluate

Effectiveness

Record

Results

Proposal

Development

Project

Planning

Process

Contract

Initiation

Orientation

Security

New

Employees:

Existing

Employees:

Conduct

Annual Review

Quality Assurance

Control of

Non-Conforming

Product/Service

Contract

Employees:

Assess

Competency

Needs

Provide for

Competency

Needs

Evaluate

Effectiveness

Record

Results

Proposal

Development

Project

Planning

Process

Contract

Initiation

Orientation

Security

New

Employees:

Existing

Employees:

Conduct

Annual Review

Quality Assurance

Control of

Non-Conforming

Product/Service

Contract

Employees:

Exhibi t 13. Human Resour

6.3 Infrastructure (Ref. ISO STD 6.3)

customer premise in workspace and uses

ludes

y

f the infrastructure by

Much of the services contractual work is performed on

associated utilities and supporting services provided and controlled by the customer. This often inc

required process and technology resources, both hardware and software. In these cases it is theresponsibility of the Project Manager and/or task leader to assess the adequacy of the infrastructure to

support the performance of required task and assignments. Should there be any situation where such

infrastructure would require involvement of Multimax, such requirements and action plans to rectify an

deficiencies would be identified in the Project Plan by the Project Manager.

For several new contracts the MaxNET portal provides a significant element o


25/74


Data compartmentalization according the rights given to defined groups of users on a need-to-know basis

Daily backup including off-site backup media storage. Ongoing anti-virus protection measures and operating systems upgrades and updates.

6.4 Work Environment (Ref. ISO STD 6.4)

As noted in Section 6.3 above, much of the contractual work on the contracts within the scope of thisQMS is performed on customer premise. If any unique work environment requirements are not satisfied

through existing environments, such requirements and action plans to rectify any deficiencies would be

identified in the Project Plan. The Project Manager and/or task leader are responsible for ensuring thatthose plans are carried out.

7 Service, Product & Solution RealizationMultimax has adopted a process approach in the development, implementation and improvement of their

QMS. This approach resulted in the definition and documentation of the set of processes and

methodologies that are used in the design, develop, validation and delivery of services, products and

solutions to ensure that customer requirements are fulfilled. Those processes are outlined in depth in this

section including process sequence and interactions with other processes within the system.A graphic presentation of the Multimax Process Model is presented in Exhibit 14.


26/74


Solution

Product

Management

Internal

Audit

Business &

Proposal

Development

Contract

Management

Human

ResourcesMaxNET

QualityManagement Service

Project Management

CustomerFeedback/

Communication

Feedback/Communication Status/

Monitoring

Delivery

Product

Services/

Solution

eCommerce

Management

Business

Opportunities

RequirementsOverarching Processes

M lti Q lit M l


27/74


7.1 Business and Proposal Development Process

7.1.1 Business Development

The purpose of the business development phase of the Process is to outline the strategic marketing

activities that are taken to ensure an ongoing pipeline of current and new business opportunities. These

activities steer the business of Multimax in accordance with its quality policy, acquiring new business,

calculating the impact of potential new business and making final decisions relative to the decision to

pursue a specific market segment or the development of a solicited or unsolicited proposal.

The Business Development personnel focuses on longer-term mission support and GWAC/IDIQ

opportunities. Assistance is provided to the operating units with the short-term and task marketing in a

support, not a leadership role. Business Development assists the operating units by providing:

High quality, quick response proposal support

Topical marketing materials/conference support

Sales call support

A marketing driven website

Web-based market research tools such as INPUT

Ad hoc web-based market research support (Fed Biz Opps, etc) Opportunity tracking system

All of the above, in conjunction with human contact, will serve to expand the Multimax qualified

opportunity pipeline, and allow opportunities to progress to the proposal stage.

Business Developments primary mission is to support all operational divisions in the pursuit of new

Multimax business through direct marketing of prospective clients and by developing, maintaining, and

distributing the various skills, knowledge-bases, tools and data needed by the operational units to carry

out business development activities. Adjunct responsibilities include serving as the central repository andclearinghouse for all corporate identity, marketing and proposal development materials to support any and

all Multimax revenue generating efforts.

7.1.2 Proposal Development

The objective of the Proposal Development phase of the Process is to determine and understand customer

requirements as they relate to a formal Request for Quotation (RFQ) or Task Order Request (TOR) in

order that a formal proposal may be submitted to respond to those requirements. The Multimax Proposal

Lead sets up a proposal directory on a shared network drive where he/she maintains the RFQ or TOR,

versions of the proposal, and all other documents that support the proposal development.

In determining the requirements relating to the customer request, this process will ensure that the

following is considered:

Requirements specified by the customer, including the requirements for delivery and post-delivery activities if applicable



28/74


Process Amendments to RFQ or TOR. All amendments are formal revisions to the customerrequirements. The Multimax response must address the final customer requirements

incorporating the RFQ or TOR and all associated amendments.

The response by Multimax is a formal written or electronic proposal that documents how Multimax

proposes to fulfill stated requirements. During the proposal development process, the proposal is under

the custody of the Proposal/Task Lead. The Proposal/Task Lead ensures that representatives of functions

contribute appropriately to the design of the service. The proposal is reviewed to ensure that

requirements are adequately defined and that Multimax has the capability to perform all proposed

contractual commitments. Multimax Management formally approves the proposal prior to presentation to

the customer.

Once the proposal is delivered, an electronic copy of the proposal is also placed on a shared network driveor electronic archive for long-term storage. The shared drive has read access only and is actively backed

up to data tapes. The current archive is in compact disk CDROM format managed by the Business and

Proposal Development Process owner.



29/74


7.1.3 Business and Proposal Development Process Flowchart

Exhibit 15 depicts the Business and Proposal Development Process.

Conduct

Requirement

Analysis

Revise

As

Assign

Responsibility

Contract

Management

Process

MaxNET

Review Team

Responses toTRN/Select

Teaming Partner

Project

Management

Process

Review

RFP, RFQ,

TOR or TRN

Post to MaxNet

For Potential

Teaming Input

NETCENTSTRNs

Make Bid/NoBid

Decision

Business

Development

Activities

Identify, Qualify &

Track Opportunities

Obtain

Final

Approval

Proposal

Production

Create Financial

Technical & Plan

Proposal

Deliverables

Yes

No

Stop Proposal

Activities and

Archive Information



30/74


7.2 Contract Management Process

This process has three major components:

Contract negotiation/award

Subcontract management

Contract Closeout

7.2.1 Contract Negotiation/Award

The objective of the Contract Negotiation/Award activities is to conclude a formal contractual agreement

to perform the required services. This includes the negotiation and resolution of all issues that may arise

from the proposed approaches and capabilities documented in the Multimax proposal.The major activities include:

Monitor Award Process. Once the proposal has been submitted, the proposal lead, members ofthe project team or other designee will monitor the award status and keep all necessary Multimax

personnel aware of contract awards given to Multimax.

Complete BAFO Analysis, if necessary. The client may at any time, request from all companiessubmitting proposals a submission of a Best and Final Offer (BAFO). If Multimax is asked to

submit a BAFO proposal, the proposal team and any other necessary personnel should meet,discuss any necessary changes that could be made to the proposal, approve such changes and

submit a BAFO proposal.

Negotiate Contract Specifics. If contract negotiation is initiated by the client, the ProgramManager will lead the negotiation toward final contract award. Once the bid has been awarded to

Multimax, the proposal team, Multimax financial personnel and the Program Manager review the

contract.

Approve Contract. One of the proper corporate approval authorities as defined in Appendix E

approves the contract. This approval, usually via signing of formal proposal or award documents,is an acknowledgement that:

Customer requirements are defined and understood

All issues regarding previous communications and/or the proposal have been resolved

That Multimax has the capability to meet the defined requirements.

The client may make contract award without negotiation. Approval by proper corporate approval

authority on proposal submitted on the effort is considered a formal approval of the contract.

eCommerce. For electronic commerce (eCommerce) contracts, the contract is approved whenthe customer purchases products from the MaxNET eCommerce site. By placing products on the

eCommerce website, Multimax has already reviewed that Multimax and their subcontractor

partners have the capability to meet the defined requirements.

Conduct Loss Review. If the contract is not awarded to Multimax, Multimax will request the



31/74

Q y

7.2.2 Subcontractor Management

Multimax is responsible for the technical, cost, and schedule performance of each task order or contract.

In meeting this responsibility, subcontractors may be used in the performance of contract requirements toensure that the best possible resources, products and solutions are used in fulfilling those requirements.

Subcontractors may be used in:

Teaming Arrangements for Service and Solution Support. Multimax will engage services andsolutions of other organizations that have proven capabilities to work seamlessly with the

Multimax team in delivering quality services and solutions. This allows Multimax to leverage

technical expertise and performance to ensure our customers the higher level of support in

meeting their requirements.

Subcontract Agreements for Service and Solution Support. Multimax will engage otherorganizations with a subcontract agreement before or immediate after a task order is awarded to

Multimax, on which services and solutions of the organizations, that have been pre-selected

and/or have established Teaming Arrangements with Multimax, is required.

Purchase of Products. All products to be purchased in support of contractual requirements thathave a direct impact on the quality of the contract deliverable are acquired from supplies or

subcontractors who have met the Multimax criteria for acceptable subcontractors.

This includes the listing of all products, services and solutions on the applicable eCommerce catalog onthe Multimax portal.

The Subcontractor Management methodology is used to ensure that these activities are carried out inaccordance with established project teams formed through subcontracting agreements operate seamlessly

as coherent units focused on the customer and the mission. The responsibility for deployment and

management of this process is shared across functional lines within the Multimax organization as detailed

below.

Key activities of the Subcontractor Management include:

Evaluation of Potential Subcontractors. All potential subcontractors are evaluated based ontheir ability to supply product, services or solutions in accordance with Multimax requirements.

This evaluation is based on criteria established and controlled by the Director of Contracts and

Finance. That criteria includes:

Quality reputation in product and/or service delivery

Financial strength

Commitment to excellence in customer satisfaction

The Director of Contracts and Finance ensures potential subcontractors meet these criteria. Noteaming agreements or subcontract agreements can be negotiated with any organization that does

not meet any of these criteria.

Selection of Subcontractors for Task Order Proposals. For new RFP or TOR, selectedsubcontractors are given the opportunity to present their interest and relevant capabilities in

i l l i f h b i b d h i bili



32/74

Subcontractor. Depending on the scope and complexity of the contractual requirements, the

Subcontract or Purchase Order may contain some or all of the following sections:

Statement of work Terms and conditions

Contractual flow-down clauses

Schedule, milestone tracking and status reporting

Quality and metrics requirements

Issue resolution and corrective actions

Re-Evaluation of Subcontractor Performance. Subcontractor performance is undercontinually assessment by the Program Manager and is carried out as a part of normal product

and service review activities (See Quality Management Process). The criteria used for thisevaluation includes:

The requirements as set forth in the formal Subcontract agreement and the ProgramManagers on-going assessment of the level of performance in meeting those commitment

and requirements

Customer input based on on-going contact and status meetings.

Customer satisfaction as measured by formal customer satisfaction survey results

A final evaluation of the Subcontractors performance is completed at contract close-out time and

includes an overall performance assessment and the determination of the eligibility of the

subcontractor for future teaming relationships with Multimax. See Contract Close Out below.

7.2.3 Contract Close-Out

The objective of Contract Close-Out is to formally end all obligations of the parties participating in the

contract and determines the success of a project financially and qualitatively. During contract close-out,

all business processes and associated records are finalized, and project qualitative and financial data are

reviewed. Contract Close-Out follows the following steps:

Disposition of Customer Property. If Multimax is in possession of Customer FurnishedProperty/Equipment, Multimax will either return the properties to the Customer or properly

dispose the property according to contractual requirements unless the properties are contractually

considered the properties of Multimax, for example, defective parts replaced under hardware

maintenance activities.

Final Program Review. Review of qualitative data to determine the success of delivering qualityservice to our customer

Final Financial Review. Review of financial data to determine if the contract is profitable

Improvement Opportunities. Identify ways to make our processes more successful for futurecustomers

Records Maintenance. Purge, store all pertinent records in accordance with established retentionrequirements



33/74

Business &

Proposal

Development

Process

Manage Approved

SubcontractorMonitor Award

Select Approved

Subcontractor

Negotiate &

Approve TeamingAgreements

LossReview

Award

ToMultimax

Negotiate

Contract Specifics

Approve (Sign)

Contract

Negotiate & Approve

Subcontractor

Agreement

NO

Subcontractor

Performance

Assessment

Contract Sub

Closeout

Project Management

Process

Exhibi t 16. Contract Management Process Flowchart

7.3 Project Management Process

This process has three major components:

Planning of Service, Product and Solution Realization

Project Initiation

Contract Fulfillment



34/74

methodologies are documented and approved. The Project Plan is the vehicle for documenting and

approving those adaptations.

The content and level of detail of the planning effort is dependent on the scope, nature and criticality of

the contract requirements. To better define the specific planning requirements, contracts are categorized

into three types with each type having a defined set of guidelines for completing the project planning.

Those contract types and the characteristics of each are highlighted in Exhibit 17.

In all cases, any project plan stated as a contractual performance requirement shall be completed as a part

of this project planning. Where there are overlapping or conflicting requirements, the contractual

requirements will take priority.

Project Type Key Characteristi cs ReferenceService Primarily a services contract

May include documentation deliverables

May include products, but no designsolutions

Services Project Plan

(Use Services Project Plan

Template)

Product Exclusively a contract to purchase tangibleproducts

No project plan required.

Solution Primarily a solutions contract requiring

design and/or development actions Typically includes both services and

products associated with the design

solution

Customer may provide design directionand control.

Solutions Project Plan

(Use Solutions Project PlanTemplate)

Exhibit 17. Planning Requirements for Different Types of Projects

7.3.1.1 Services Project Plan

All contracts classified as Services are required to complete a Project Plan using the Services Project

Plan Template. The major contents of the plan are represented in Exhibit 18.

Services PlanSections

Objectives Reference

Service

Requirements

Ensure a clear definition of tasks to be

completed

None

Deliverable

Requirements

Ensure a clear definition of all deliverables to

be completed None

Core

Methodologies

Ensure that all contract performance activities

are carried out in accordance with the core

QMS requirements

Contract Fulfillment under theProject Management Process



35/74

Exhibi t 18. Service Project Planning Requirements

7.3.1.2 Solutions Project Plan

All projects classified as Solutions are required to complete a Project Plan using the Solution Project

Plan Template. The major contents of the plan are represented in Exhibit 19.

SolutionsSections

Objectives Reference

Design/Development

Plan

Ensure a clear definition of design and

development tasks to be completed See description of

Design/Development below

Core Methodologies Ensure that all contractual performanceactivities are carried out in accordance with

the core QMS requirements

Contract Fulfillment underthe Project Management

Process

Resource Plan Ensure proper personnel, product and

support resource is identified and use to

ensure quality solution delivery

Human Resources Process

Project Management Process

Financial Plan Ensure proper financial support, if required,

is identified to ensure quality service

delivery

None

Quality Assurance

Plan

Define quality assurance methodology to

verify quality solution delivery Quality Management Process

Exhibit 19. Solution Project Planning Requirements

7.3.2 Design and Development (Ref. ISO STD 7.3)

In addition to the standard Multimax planning requirements, the Solutions Project Plan requires the

completion of a Design/Development Plan to cover the added responsibilities of applicable design,

development, testing, and installation or support requirements of the contract.

There is no set requirement on the structure, content and level of detail of the Design/Development Plan

as long as the Plan incorporates the basic requirements detailed below. The Design/Development Plan

requirement may be satisfied by multiple documents or planning vehicles, including plans that may be

dictated by the contract itself.

All Design/Development Plans will, at a minimum, incorporate the following:

Planning data is organized into key phases of the development effort. The phases shall include,

as appropriate, the following:

Planning & Analysis

Design

Development

Testing



36/74

Documentation retained as evidence of task or deliverable completion

A Design/Development Plan template is provided to illustrate an example of a Plan format. The

activities, actions and deliverables within each phase will vary depending on the unique characteristics of

the contract/task requirements and may be dictated in part by specific contract requirements. However,the minimum requirements to be addressed for each phase of the Design/Development Plan are identified

in Exhibit 20.

Phase Quality Action/Activi ties Expected Outputs

Planning &

Analysis Gather, analyze and document customer

requirements

Define methodology forrequirements/configuration management in the

requirement / configuration management plan

Approved Requirements Document

Approved requirement /

configuration management plan

Design Translate requirements into a functionalarchitecture and/or specifications that satisfies

defined requirements

Conduct formal review(s) to ensure thesuitability of the evolving design

Approved DesignArchitecture/Specification

Evidence of formal review(s) of theDesign Architecture/Specifications

Development

Create the solution through the developmentand integration of components to meet thedesign specifications and customer

requirements

Conduct verification tests to ensure the evolvingsystem meets design specifications

Operational system with supportingtraining, installation, operational andmaintenance documentation as

required by the contract.

Defined in the Test Plan, asappropriate

Testing Plan and define testing activities to evaluate thefunctionality, performance, interoperability,

security and reliability requirements of the

system

Execute Test Plan

Approved Government Project TestPlan

Evidence of satisfying theacceptance criteria including the

name of individual approving the

release of the system and/or

customer acceptance authority

Installation Plan and define the activities required toimplement the completed solution, based on

contractual requirements.

Conduct validation actions to ensure the system

installed meets system requirements

Installation Plan, as appropriate

Support Define the roles and responsibilities forproviding all contractual support activities

Support Plan, as appropriate

Exhibi t 20. Minimum Requirements for Each Phase of the Design/Development Plan



37/74

Establish Project Accounting System. The first step in Project Initiation is to establish theProject Accounting system

Assign Job account in the Deltek accounting system for Project The accountingpersonnel will assign a job number to the project in the Corporate Accounting System,currently on Deltek.

Determine Labor Categories The customer specific labor codes are outlined in thecontract and are generally different from the labor codes used by Multimax in the Corporate

Accounting System and Electronic Time Recording System. The accounting personnel will

determine/establish appropriate Multimax labor codes that correspond to the given labor

codes provided in the contract and/or the proposal.

Establish T&M Rates For the time and material (T&M) contract, the accounting system

will establish appropriate billing rates that correspond to the given labor categories providedin the contract and/or the proposal.

Establishing Project Work Force For service and solution projects, the next phase of projectinitiation is establishing the project work force. In some cases the proposal and/or contract

outlines the specific employees that are staffed on a project, in which case, the designated

employees are assigned to the project. If personnel were not outlined in the proposal or contract,

the staffing procedure will commence at this point. Human Resources personnel will work with

the project manager to assign any existing Multimax employees on the contract as appropriate or

will begin the process recruiting and hiring new employees. If security clearance forassigned/selected work force is required, the Multimax Facility Security Officer will manage

personnel security review in accordance with DoD 5220.22-M guidelines and the National

Industrial Security Program Operating Manual (NISPOM).

Assign Project Work Force to Project in Deltek The accounting personnel will assign theproject manager to the accounting systems. Once assigned, the Project Manager will assign

employees to the project. Any newly hired employees are entered into the accounting system

through human resources personnel and then assigned to the appropriate project by the Project

Manager.

Complete Contract Master File in Deltek - All necessary contract information is entered intothe Deltek Accounting System by appropriate accounting staff. Once all the necessary

information has been entered, it is then downloaded into the Electronic Time Recording System.

Contract and Multimax employees will use this system as a time recording system. This

completes the creation of the contract master file.

Establish Infrastructure/Work Environment Depending on the existing infrastructure andwork environment, the Project Manager may need to coordinate with the customer and corporate

support to establish or change the infrastructure and work environment before the task starts.

Conduct Kick-Off Meeting (optional) - Depending on the size and complexity of the project,the Project Manager may elect to hold a Kick-Off meeting to coordinate the initiation of contract

fulfillment activities among parties.

C f



38/74

7.3.4.1 Services Contracts or Tasks

Task Definitions - All tasks shall be carried out in conformance with requirements defined in theTask Order, Proposal, Project Plan or other identified requirements. All tasks are to be identified

and defined in sufficient level of detail to allow for the assignment of appropriate resources and

the fulfillment of the task objectives. Action plans are required where there are inadequate task

descriptions and should include the creation of work instructions, as appropriate.

Deliverables All deliverables shall be produced in conformance with requirements defined inthe Task Order, Proposal, Project Plan or other identified requirements. All deliverables required

by the contract are to be identified and defined in sufficient level of detail (content, format,

frequency, etc.) to support fulfillment. Action plans are required where there are inadequate

definitions of project deliverables.

7.3.4.2 Product Contracts or Tasks

All product deliveries are carried out in accordance with the eCommerce Fulfillment of t