Intelligent Payload Solutions, Inc. has teamed a cross-disciplined, multi-functional group of engineering firms ensuring responsive, professional, high quality support with low risk. Our integrated management approach adds the flexibility and versatility to the experience needed to continually build and implement innovative solutions for SeaPort e customers.
Our approach to integrating professional support services for SeaPort-e customers institutes best practices and cost savings by:
- Correctly identifying a client’s needs;
- Accurately matching highly qualified IPS (and their supporting teammates) personnel to exceed the desired outcome;
- Efficiently manage and execute task orders in order to lower the clients’ costs;
- Accurately report progress and results to concerned client personnel; and
- Develop a reputation for successfully developing and delivering Technologies for OUR Future.
Task Order Management, Risk Management, and Engineering Management are key processes in the IPS Team’s management approach. The IPS Team’s key processes and approaches are based upon IPS’s corporate processes.
The IPS Teams approach to managing change, whether from cost, schedule or technical perspectives, shall utilize a Change Control Board style process. Documentation of changes will exist and be
kept for historical reference on the IPS Team’s SharePoint site, and changes that affect existing contracts are implemented by the Task Order Managers. Communication and transparency are paramount when managing change across programs and the IPS Team will carefully manage these changes (and their effects) to ensure quality program execution.
Monitor and maximize quality
IPS understands that maximizing quality isn’t a straightforward task. It takes hard work from quality people to monitor and reacting to problems in a manner that continuously breeds success. This is why the IPS Team focuses monitoring techniques on Risk Mitigation, Access to Resources, and Cost Control to ensure that when changes take place; not only do we react, but we do so proactively
instead of reactively.
The IPS Team takes the customer relationship seriously. No matter if it’s attempting to understand requirements, preparing documentation, or execution of a Task Order, the IPS Team way is to foster quality two way communications between the customer and our team.
The IPS Team customer interaction includes:
- A single point of contact (POC) for the Government
- Monthly meetings with key stakeholders (more frequent as required)
- A corporate open door policy
- Client feedback
Having the customer on-board with every step not only builds good teaming, but also identifies risk concerns and program constraints. The IPS Team’s management approach employs repeatable services that will be created for each individual Seaport-e task order that become enhanced by letting customers see task metrics through the IPS Team’s SharePoint site, allowing status of projects at all times.
In any project/program or task problems arise, and resolution is reliant on a clear, enforceable management chain. In addition to the multiple tracking mechanisms already mentioned the IPS Team’s management chain will be headed at the SPMO and will reach all the way back to a Project Lead no matter the physical presence of their Task Order might be.
When IPS teams with other companies, we take leading by example incredibly seriously; our commitment to this permeates to the entire team – from Government to our Subcontractors. We believe that results are dependent on the entire team, and as such, fair costs and savings should reflect that. IPS sees that savings resulting in actions from the Government (decreased requirements, etc.) should be shared with our subcontractors – because when they arrive for work they don’t just represent themselves, but also IPS. IPS also sees that savings from our subcontractors will be passed on to the Government – these actions and the IPS Team’s attitude results in a fair costs and savings approach that is repeatable and transparent for all SeaPort-e Tasks.