The documented SeBS QA processes ensure that reviews and verifications required by these processes represent unbiased assessments of the quality of our products and services. These QA processes address planning, tracking, reporting, scheduling, and leading QA activities at the project level as addressed in required QA Plans. Through peer and independent reviews, we ensure the clarity, compliance, presentation, and completeness of all deliverables. Upon completion of a review, the PQAO verifies that all defects have been resolved and certifies the deliverable before submission to the client.

Monitoring and Controlling Costs
Upon award, the Task Manager (TM) will oversee a task using a basis of estimate (BOE) as the foundation for scheduling and budgeting. The TM and financial analyst will review the Task Execution Plan (TEP), tracking all monthly and cumulative actual versus planned costs. Per the TEP, the TM will proactively adjust plans and resources as needed to avoid or mitigate potential cost variances. The TM will include all cost-related information from the TEP when generating the monthly Internal Program Review (IPR) for the Business Program Manager (BPM), Program Manager (PM), Functional Manager (FM), and PQAO to review. The TEP also will assist the financial analyst in preparing the monthly Navy Contract Status Report and Task Order (TO) progress reports for PM review and submission to the Contracting Officer's Technical Representative (COTR).

SeBS's policy is to compete via solicitation for the contracting and acquisition of other direct cost (ODC) items, whenever feasible, to provide the best value to our customers. The PM will monitor task activities via each task's IPR documentation and integrate the task data into the Active Contract List (ACL), which tracks funded ceiling amounts for all tasks. The PM also receives the Task Order Expenditures Report that tracks Other Direct Charges (ODC) activities and presents program and project funding and scheduling at the Monthly Management Reviews (MMRs) with senior management. These activities ensure that each TO remains on schedule and within the authorized funding.

When required, the SRA TM will integrate our Earned Value Management System (EVMS) as part of the PMP at the start of the TO, establishing a performance measurement baseline to determine variances in cost, effort, and schedule progress.