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Engineering, Technical, and Programmatic Services

NAVSEA has awarded RMGS, Inc. a SeaPort-e Contract supporting a wide range of engineering, technical, and programmatic services and solutions for NAVSEA, NAVAIR, NAVSUP, SPAWAR, Strategic Systems Program (SSP), ONR, NAVFAC, CNI, USMC, DTRA and a variety of other DoD and Defense Agency clients.

SeaPort-e Zones

RMGS, Inc. is approved to bid and execute SeaPort-e work in: Zone 1 (Northeast); Zone 2 (National Capital); Zone 3 (Mid-Atlantic); Zone 4 (Gulf Coast); Zone 5 (Midwest); and Zone 6 (Southwest).

Available Order Types

RMGS, Inc. can support FFP, T&M, CPFF and other cost-type task orders with its DCAA-compliant accounting system.

Contact

Walt Pullar 757-227-9362 for any SeaPort-e or Zone-related questions or additional prime or subcontract teaming opportunities.

Task Orders

RMGS will update this section upon receipt of a Task Order.

SeaPort-e Quality Assurance Program

RMGS quality assurance begins with opportunity planning and our “bid/no bid” decision in the RMGS capture process. If RMGS cannot provide the capability at a reasonable cost with a schedule meeting our client’s needs – then we will make a “no bid” decision. This simple strategy starts our quality process. Once a “bid decision” is made RMGS begins its Quality Assurance strategy. We use the following steps in our quality process: Project Definition, Project Planning, Project Execution and Monitoring, and Project Closeout.

 

  • The initial step is Project Definition. Once a bid decision is made, we carefully review the requirements by developing a work breakdown structure (WBS) and define individual work packages. From the WBS we are able to assess cost, performance, and schedule requirements.
  • The second step is Project Planning. Project planning ensures that we translate the WBS into a project schedule. Through the use of the WBS and an appropriate scheduling tool, RMGS identifies ‘work to be completed’ and matches it against ‘resources required to complete the work defined.’ Once the project plan has defined work and resources required then a Project Plan is developed. The Project Plan is then priced and incorporated into the proposal development process which is then submitted for government review.
  • The third step is Program Execution and Monitoring. When awarded a contract, the Project Plan (with any modifications negotiated prior to contract award) becomes the baseline for schedule, resources, deliverables, and cost. RMGS leaders are accountable to manage the progress of the contract against this baseline. Deviations from the baseline mandate that the Program Manger notify the Division Manager until either the deviation is resolved or the baseline is adjusted. If government approval of the adjustment is required, the baseline adjustment will not be implemented until government approval obtained. If the quality of a process, deliverable or employee performance is identified to be below expected levels, the Program Manager is responsible to identify and execute the remediation plan which is coordinated with the Division Manager to ensure accuracy, responsiveness and appropriateness of the remediation.

The final step is Project Closeout. Once the contract is completed, deliverables, lessons learned, and feedback are collected and results documented. We solicit input from our customers, subcontractors and employees to provide continuous improvement in the quality system. These results are then documented in our existing procedures and implemented on future projects.