Planning and Scheduling
Trinity provides a consistent approach to manage an individual task orders through a specific Task Order (TO) Management Plan that describes the proactive management of all task order activities, timely reporting of project status, management of Change Requests, accurate invoicing for work performed, and close coordination with other technical groups and collaborative partners. All task order approaches are governed by the PMO, which maintains plan consistency. Task Management assumes control of monitoring and executing the project according to plan. For each task, a Work Breakdown Structure with detailed activities, deliverables, schedule, and budget is created to fulfill the purpose.
Task Order ManagementEach TO is initiated through receipt of a Task Order Request. Following a review of TO requirements, requirement are identified, the technical approach is developed, and a project work breakdown structure (WBS) is prepared.
The TO staffing requirements are estimated, based on pertinent SOW (Statement of Work ) elements, schedule requirements, and deliverable requirements. This information is developed into a clear, concise technical response.
Each WBS element forms a task, subtask, or activity that meets the requirements of the Statement of Work (SOW). Flow diagrams are developed to establish the interfaces between activities. Project constraints, objectives, performance measures, labor hours and productivity standards are integrated into the plan. Consistent with the terms and conditions of the SOW, the planning process also identifies the types and levels of staff required to perform the task activities and responsibilities of each.
Staff assignments are worked out, taking into consideration their current commitments. A schedule for deliverables is worked out, and the milestones identified. If the result falls within the timeline requirements accompanying the TO Request, the plan is presented to the PM for approval.
Handling conflicting priorities between Task Orders (TO)
In cases where there is a mismatch, the Project Manager works with the various stakeholders for whom deliverables have been promised to see if adjustments to promised timelines and deliverables can be negotiated, so that the timeline requirements can be met.
If it turns out that the timelines can not be met, the Project Manager engages the help of the PMO to together work out the required adjustments formally. These can result in one or more of the following:
• Some stakeholders agree to adjustments to their program deliverables;
• The timelines for the new TO are suitably adjusted;
• Additional resources are sanctioned and procured;
• Project Staff agree to put in temporary intensive efforts to meet challenging deadlines.
Once the TO Plan has been put together to meet all constraints, the plan is presented to the PMO for approval.
After review and acceptance of the Work Plan, the associated decisions are formalized, and a formal “go ahead” is received to proceed for Execution.
Work performance is initiated and continued according to developed plans and same is modified, and approved by the PM. During TO Execution the activities to control the project, report status, and review performance are carried out by the Contracting Officer. Task controls are provided with emphasis on proactive management to identify, control, and reduce risks and problems, support project priorities and objectives, and reflect them in schedules that provide quality deliverables on time. The Project Manager exercises control of all task activities. Concentration of functional work assignments along with cross-functional and matrix-driven resource applications allows for full teamwork development and control. Responsibility and accountability are assigned to all levels for execution of an activity.
The execution phase involves implementing the plan, and monitoring and reporting progress, with adjustments being made to the plan when necessary to accomplish the overall objective of the task. Any such adjustment in the plan, particularly when projected cost and/or required service levels may stuck, must be approved and follow the same review-and-approval cycle, as it had in the original plan. Reporting is used not only to inform the client of our progress or to fulfill a TO requirement, but also to measure our own productivity. By comparing planned technical and cost activities to achieved performance, we can determine our performance level, identify areas for improvement, and implement management controls to ensure our process improvements are effective. Our experience in information technology support is used to relate dollar and hour burn rates to planned expenditures corresponding to the percentage of work accomplished and milestones achieved.
Trinity will schedule formal and informal reviews to control project performance, resolve problems, and discuss alternative solutions and resource expenditures. The reviews are conducted internally between our Program Manager and your Contracting Officer. In addition, periodic status reports are provided to corporate management, and the client. These activities are intended to maintain a superior level of performance and to ensure that the project is moving ahead successfully.
Sample Task Order
Screening, Validating & Qualifying Candidates
Trinity has a rigorous process of screening, validating and qualifying candidates. Through our rigorous screening processes, we carefully evaluate and select the right candidates – for the position as well as for the organization. Each prospective candidate is interviewed by multiple staff members in order to ensure the best fit for our client.
As soon as a staffing request is raised by a client, the Trinity Talent Acquisition team utilizes multiple channels to locate the most skillful resources available for the position. The Talent Acquisition team then reaches out to the identified candidates for an initial interview. All interviewed candidates are evaluated & compared against each other on various parameters. Subsequently, each candidate is interviewed by senior technical staff (one or two rounds). Based on the feedback of our interviewers, candidates are shortlisted & sent forward for further evaluation by the client’s representatives. As a sample, we have included evaluation reports for a hypothetical position:
Step 1: Initial Vetting by a Recruiter
- Skill Set / PositionOracle DBA
- Candidate NameCandidate 1
- Current LocationVA
- Contact Numbers-
- Visa TypeGC
- Skill Set / PositionOracle DBA
- Candidate NameCandidate 2
- Current LocationVA
- Contact Numbers-
- Visa TypeH1/B
Step 2: Feedback/ Evaluation by Senior Technical Staff
- Candidate 1: “Overall I like the attitude, approach and tech understanding. Shows promising learn ability, good communication (precise, correct and adequate). Able to think through a given problem and come up with right approach / solution”.
- Candidate 2: “Technically more solid. Had specific & pointed answers to many questions. Overall good attitude, approach and tech understanding. Shows promising learn ability, good communication (precise, correct and adequate). Able to think through a given problem and come up with right approach / solution”.
Step 3: Evaluation Based on Client Requirements
Install, configure and implement Oracle E-Business suite R12 and Oracle11g
- Candidate 1: Never worked with EBS! Has been working on Oracle 10g. However, she came across as a quick learner. So unless the field demands someone who can straight up run with EBS, she could work.
- Candidate 2: Never worked with EBS! Has been working on Oracle 10g. Seems to have the drive. So unless the field demands someone who can straight up run with EBS, she could work.
• Patch security vulnerabilities as part of release
- Candidate 1: Has good understanding of patch release process and was able to explain how to confirm patch updates are successful. (6 on this)
- Candidate 2: Has good understanding of patch release process and was able to explain how to confirm patch updates are successful. (6 on this)
Provide Database Refresh/Clone
- Candidate 1: Good. Was able to generally explain how to create clone databases. Could explain relevance of exp and expdp. However, I got a feeling that she was a little weak there. (5 on this)
- Candidate 2: : Knew the relevance of different commands, their uses. (6)
Provide Storage Management Managing Space, Tablespaces, Segments and Extents, Rollback Segments & Data Dictionary
- Candidate 1: Not very strong in backups. Did not come up with the idea of checksum verification to confirm database integrity and consistency. Could not explain what is coherency for a live DB. Could explain tape backup and restore process decently. (4.5 on storage and bkp)
- Candidate 2: : Decent in backups. Did not come up with the idea of checksum verification to confirm database integrity and consistency. But presented checking with reports as a part of his usual strategy! (6 on storage and bkp)
Troubleshoot Apps components like Forms, Apache and Concurrent Managers
- Candidate 1: Has worked with Forms. Decent on dbconnect objects & multipathing for concurrent managers. (5 on this)
- Candidate 2: Has worked with Forms. Decent on dbconnect objects has good understanding of Apache and related problems. (6 on this)
Criminal, arrest, incarceration, and sex offender records
- There are several types of criminal record searches available to employers, some more accurate and up to date than others. These "third party" background checking agencies cannot guarantee the accuracy of their information, thus many of them have incomplete records or inaccurate records. The only way to conduct an accurate background check is to go directly through the state. Most times using the state of choice is much cheaper than using a "third party" agency. Many websites offer the "instant" background check, which will search a compilation of databases containing public information for a fee. These "instant" searches originate from a variety of sources, from statewide court and corrections records to law enforcement records which usually stem from county or metro law enforcement offices. There are also other database-type criminal searches, such as statewide repositories and the national crime file. A commonly used criminal search by employers who outsource is the county criminal search.
Citizenship, immigration, or legal working status
- The hiring of undocumented workers has become an issue for American businesses since the forming of the Department of Homeland Security and its Immigrations and Customs Enforcement (ICE) division. Many history making immigration raids over the past two years have forced employers to consider including legal working status as part of their background screening process. All employers are required to keep government Form I-9 documents on all employees and some states mandate the use of the federal E-Verify program to research the working status of Social Security numbers. With increased concern for right-to-work issues, many outsourcing companies are sprouting in the marketplace to help automate and store Form I-9 documentation. Some jobs are only available to citizens who are residents of that country due to security concerns.
- Employers may want to identify potential employees who routinely file discrimination lawsuits. It has also been alleged that in the U.S., employers that do work for the government do not like to hire whistleblowers who have a history of filing qui tam suits.
Driving and vehicle records
- Employers that routinely hire drivers or are in the transportation sector seek drivers with clean driving records—i.e., those without a history of accidents or traffic tickets. Department of Motor Vehicles and Department of Transportation records are searched to determine a qualified driver.
- Drug tests are used for a variety of reasons—corporate ethics, measuring potential employee performance, and keeping workers' compensation premiums down.
- These are used primarily to see if the potential employee had graduated from high school (or a GED) or received a college degree, graduate degree, or some other accredited university degree. There are reports of SAT scores being requested by employers as well.
- These usually range from simple verbal confirmations of past employment and timeframe to deeper, such as discussions about performance, activities and accomplishments, and relations with others.
- Credit history, liens, civil judgments, bankruptcy, and tax information may be included in the report.
- A government authority that has some oversight over professional conduct of its licensees will also maintain records regarding the licensee, such as personal information, education, complaints, investigations, and disciplinary actions.
Medical, Mental, and Physiological evaluation and records
- These records are generally not available to consumer reporting agencies, background screening firms, or any other investigators without documented, written consent of the applicant, consumer or employee.
- Although not as common today as it was in the past fifty years, employers frequently requested the specifics of one's military discharge.
Social Security Number
- (or equivalent outside the US). A fraudulent SSN may be indicative of identity theft, insufficient citizenship, or concealment of a "past life". Background screening firms usually perform a Social Security trace to determine where the applicant or employee has lived.
- Other interpersonal interviews
- Employers may investigate past employment to verify position and salary information. More intensive checks can involve interviews with anybody that knew or previously knew the applicant—such as teachers, friends, coworkers, neighbors, and family members; however, extensive hearsay investigations in background checks can expose companies to lawsuits. Past employment and personal reference verifications are moving toward standardization with most companies in order to avoid expensive litigation.