|DCAA Auditor||ACO & DCMA||DFAS|
|DCAA Branch Office (6151)
171 Elden Street, Suite 315
Herndon, VA 22070
ATTN: Ann Marie Olin
(703) 735-8231 Fax
|DCMA - Virginia
10500 Battleview Parkway, Suite 200
Manassas, VA 20109-2342
ATTN: Dianitza Washington, ACO
(703) 530-3602 Fax Dianitza.Washington@dcma.mil
|DFAS- Columbus Center
P.O. Box 182264
Columbus, OH 43218-2264
ATTN: Mary Ellen Duffy
(800) 756-4571, ext. 12
(614) 693-7872 Fax firstname.lastname@example.org
MANDEX employs a proven approach to task management that ensures timely delivery of quality products. Although this is a formal process for task order development and execution, MANDEX has, and will continue to respond to emergent situations with turnaround approval of task orders in less than 24 hours. Our PM has the authority to react to these emergent situations and direct access to key decision makers in order for MANDEX to provide this type of timely response. The following are the four basic steps that MANDEX uses for each task.
- Labor Distribution Report: This report provides, by task, the actual labor charges for the reporting period. The report provides this information for each employee that charged to the task and totals the actual man hours charged.
- Job Cost Report: This report provides, by task, budget versus actual costs for the reporting period as well as cumulative costs to date. The cost elements shown include direct labor, material, travel, consultant/subcontractor services, and overhead. The report shows reporting period and cumulative costs for each element as well as totals.
Task Definition. The MANDEX team PM ensures that the task is fully understood in terms of schedule, technical requirements, and deliverables; and that the customer requirements can be met. The MANDEX team PM assigns the task to the most appropriate Project Manager for determination of personnel and other resource requirements and availability.
Planning. In the planning phase, the Project Manager develops a detailed schedule identifying milestones, critical path elements, personnel, materials scheduling requirements, and task completion requirements.
Performance. During the performance phase, the Project Manager supervises task accomplishment and verifies that the task is on schedule and quality requirements are being met. The Project Manager keeps the Team MANDEX PM informed as to task status and immediately identifies any problems that may affect accomplishment.
Task Report Feedback. When the task is completed, the Project Manager prepares a Task Report that certifies the task is completed and includes copies of any deliverables that have been provided to the customer. The report also includes any lessons learned or problems encountered.
MANDEX utilizes the Deltek GCS Premier accounting software as the centerpiece of our accounting and management control system. This software is widely accepted as the industry standard for small government contracting concerns and is well adapted to segregate the costs of the contract incurred for personnel of each team member; and to accumulate the costs from the inception of the contract. Our accounting system was considered to be adequate for the accumulation, reporting, and billing of costs under government contracts by the Defense Contract Auditing Agency (DCAA).
MANDEX utilizes a computerized, task-oriented cost control system (Deltek) to budget and track costs. This system gathers costs according to a job number, which is assigned when a task is established. All costs identified with a task are recorded and reported using the assigned job number. Costs are reported at the lowest level into which the job is divided and summarized at each higher level. Our accounting system is approved and audited by the government for accuracy and compliance. Monthly reports used by MANDEX include:
These reports provide specific information as required by each individual TO/DO, as well as cost and performance data common to all TOs/DOs.
“Earned Value is a metric reporting system that uses cost-performance metrics to track the cost and schedule progress of system development against a projected baseline. It is a “big picture” approach and integrates concerns related to performance, cost, and schedule”, Systems Engineering Fundamentals, Department of Defense Systems Management College, January 2001. MANDEX Program Managers have experience in using Earned Value Management Systems (EVMS) for control of complex projects in accordance with the American National Standards Institute, ANSI/EIA-748, Standard. MANDEX PMs have experience in developing tailored EVMS to properly match the reporting requirements to the project. MANDEX currently uses the latest, most recent version of Deltek’s EVM module, COBRA, an ANSI Standard 748A compliant system.
Our PMs uses the Defense Acquisition University, Earned Value Management “Gold Card” as the basis for developing EVMS supported by a properly developed Work Breakdown Structure (WBS) and Organization Breakdown Structure (OBS). When required by complexity, funding level, or risk to the project, EVMS management is put in place to appropriately manage the performance. EVMS reports are produced allowing the MANDEX PM to track Schedule Performance Index (SPI), Cost Performance Index (CPI), progress against the project baseline plan and implementation of corrective actions. The implementation of EVMS is consistent with MANDEX’ systems engineering approach supporting our customer’s projects.