Seaport
The Sentek Team
Sentek Global was formed with the goal of providing high-level, exceptional quality information technology services to commercial and government clients. Since our formation, Sentek Global has established and maintained a reputation for providing network design, management consulting, project management, and application development services of unprecedented value. By maintaining a low-overhead structure and investing heavily in our people, we have been able to provide a “Big Five Consulting” quality of service with a small company personal touch and price.
Sentek Global’s approach to effectively integrating best practices and cost savings into its professional support services across the Government will have three touchstones:
- Quality
- Responsibility
- Accountability
As a matter of practical management, Sentek will disseminate these best practices among its employees and team members through the following methods:
- Ongoing Continuing Education;
- Company-Wide Lessons Learned Debriefings
- Regular Best Practices Information Flowdown
Sentek’s first management principle as a professional service organization is quality. By quality we mean that Sentek operates as a high-value organization that provides a team of experienced professionals, each with unique strengths. Sentek professionals are trained to integrate themselves into the client’s operation and to adopt the client’s goals, practices and mission as rapidly as possible. Part of this is accomplished by having more than 90% of Sentek employees on-site at the client’s facilities on a full-time basis. More than the physical location, however, Sentek employees are able to respond to the client’s priorities and direction as if they were coming from Sentek management. Each and every Sentek professional knows that unless we make our clients successful, Sentek cannot be successful. The best indication of success for us is when the client’s managers and executives feel that Sentek professionals are adding value by providing quality work in the time expected.
Responsibility is the second key Sentek imperative. Sentek professionals are taught to assume responsibility for the understanding, execution and consequences of any task assigned. Moreover, Sentek team members are taught and expected to learn, or at least be aware of, the roles and responsibilities of their coworkers and if they see a gap which needs to be filled, to fill it.
Finally, accountability is a Sentek hallmark. Sentek demands that its professionals assume control of their service product and then stand behind the results.
The qualities of seamlessness, responsibility and accountability are what distinguish the broad workplace approach that Sentek professionals bring to their clients. The technical capabilities and the best practices, which enable them to perform their jobs at the highest level are disseminated to Sentek team members first through a focus on ongoing continuing education. Sentek pays 100% of any professional or career-related education, seminars or training for its employees, and encourages them all to take advantage of such opportunities. Secondly, each Sentek employee is debriefed by senior management after the completion of each client assignment for Lessons Learned. The “Lessons Learned” are then communicated to the entire Sentek team through regular meetings, e-mail communications, and telephone conferences. Finally, industry-wide best practices which are acquired through individual Sentek team members’ exposure to other contractors on joint ventures or at industry events, are similarly communicated to the other members of the Sentek team. In this way, Sentek professionals receive both the benefit of our own learning experiences and those of our counterparts in the professional service support community.
| Team Members | Capability Areas | Website |
|---|---|---|
| Alpha Ten Technologies, Inc | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.alphaten.com |
| American Systems Corporation | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.2asc.com/Contracts/_SeaportE.htm |
| ARINC | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.teamseaporte.com/ST_TE_TeamByFunctionalArea.aspx |
| AT&T Government Solutions, Inc | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.corp.att.com/gov/contracts/seaport/ |
| Avaya Government Solutions, Inc. | 3.1, 3.2, 3.5, 3.6, 3.12, 3.13, 3.16, 3.18, 3.20, 3.21 | http://www.avayagov.com/Seaport--Enhanced/ |
| Axon Government and Commercial Services Corp. | 3.1, 3.3, 3.5, 3.11, 3.12, 3.20, 3.21 | http://www.axongcs.com/index_files/Page470.htm |
| Booz Allen Hamilton | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6,3.8, 3.9, 3.10, 3.11, 3.12, 3.14, 3.16, 3.18, 3.20, 3.21 | http://www.boozallen.com/about/doingbusiness/contract-vehicles/agency-macs/seaporte |
| Client Solution Architects | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.10, 3.12 3.16, 3.17, 3.18, 3.20 | http://www.csaassociates.com/seaport-e/index.html |
| Coherent Technical Services, Inc (CTSi) | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.10, 3.11, 3.14, 3.15, 3.16, 3.20, 3.21 | http://www.goctsi.com/contracts/ |
| Computer Sciences Corporation | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.csc.com/public_sector/ds/11237/12818-seaport_enhanced |
| Crossflo Systems, Inc. | http://www.pdsg.com/ | |
| DefenseWeb Technologies, Inc. | 3.2, 3.6, 3.8, 3.10, 3.11, 3.12 | http://www.defenseweb.com/home.aspx |
| Deloitte Consulting LLP | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.deloitte.com/view/en_US/us/Industries/US-federal-government/government-contract-vehicles/navy-seaport-e/seaport-e-team/index.htm |
| EMN Defense Services | 3.1, 3.2, 3.5, 3.6, 3.10, 3.11, 3.12, 3.16, 3.18, 3.19, 3.20 | http://www.emnds.net/seaporte/ |
| Epsilon Systems Solutions | 3.2, 3.5, 3.7, 3.14, 3.16, 3.18, 3.20, 3.21, 3.22 | http://www.epsilonsystems.com/seaporte_index.aspx |
| G2 Software Systems | 3.1, 3.2, 3.3, 3.5, 3.6, 3.10, 3.11, 3.12, 3.18, 3.20, 3.21 | http://www.g2ss.com/Seaport/seaportHome.htm |
| Grove Resource Solutions, Inc. | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.14, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21 | http://www.grsi.com/seaport_e.html |
| Gryphon Technologies | 3.1, 3.2, 3.4, 3.5, 3.6, 3.9, 3.10, 3.11, 3.12, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20 | http://www.gryphonteam.com/Seaport/ |
| INDUS Technology | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.industechnology.com/seaport/capabilities/capabilities.htm |
| intelliSolutions, inc. | 3.1, 3.2; 3.3; 3.5; 3.6; 3.10; 3.11; 3.12; 3.14; 3.15; 3.16; 3.17; 3.18; 3.19; 3.20; 3.21 | http://www.intelliSolinc.com |
| Investment Management Enterprise (IME) Inc. | 3.3, 3.5, 3.6, 3.10, 3.11, 3.12, 3.14, 3.18, 3.20 | |
| KPMG LLP | http://www.kpmg.com/US/en/Pages/default.aspx | |
| Kros-Wise, Incorporated | 3.1, 3.2, 3.5, 3.10, 3.16, 3.18, 3.19, 3.20, 3.21 | http://www.kroswise.com/seaport.html |
| Life Cycle Engineering | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://seaport.lce.com |
| Lockheed Martin Maritime Systems and Sensors | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.lockheedmartin.com/products/seaporte/ |
| Ocean Systems Engineering | 3.1, 3.2, 3.5, 3.6, 3.10, 3.11, 3.12, 3.14, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.qinetiq-na.com/SeaPort-E.htm |
| Odyssey Systems Consulting Group LTD. | 3.1, 3.2, 3.10, 3.11, 3.14, 3.16, 3.18, 3.19, 3.20, 3.21 | http://www.seaport-enhanced.com/ |
| R. Navarro & Associates, Inc | http://www.rnacpa.com/index.htm | |
| Resources Global Professionals | 3.8, 3.10, 3.12, 3.16, 3.17, 3.18, 3.20 | http://www.resourcesglobal.com/index.php?page=02CS14&lang=usen |
| Ricciardi Technologies, Inc. | 3.1, 3.2, 3.3, 3.5, 3.6, 3.7, 3.10, 3.11, 3.12, 3.14, 3.16, 3.18, 3.20, 3.21 | http://www.rti-world.com/list_db_data.php?pageType=GSA&contentID=561 |
| Rockwell Collins Network Enabling Software Inc. | 3.1, 3.2, 3.3, 3.5, 3.6, 3.7, 3.10, 3.11, 3.12, 3.14, 3.16, 3.18, 3.20, 3.21 | http://www.jtids.com |
| Rohrbach Group, Inc. | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.14, 3.15, 3.16, 3.17, 3.18,3.19, 3.20, 3.21, 3.22 | http://www.rohrbach-group.com/seaporte.html |
| Science Applications International Corporation | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21 | http://www.saic.com/contractcenter/seaporte/ |
| Serco, Inc. | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21 | http://www.serco-na.com |
| SPARTA, Inc. | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.seaport-e.sparta.com/ |
| Sys Technologies | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21, 3.22 | http://www.systechnologies.com/seaportenhanced/ | Systems Planning and Analysis SPA | Paragraph 5.1 of the SOW Certification and Accreditation (C&A) Documentation. Prepare certification and accreditation documentation to support the DITSCAP/DIACAP approval process. Provide information for use in improving C&A guidance and recommendations to Assistant Program Managers, Echelon II, and Fleet authorities to reflect changing needs and best practices of IA. Provide information supporting notification to the C&A community of program issues according to established CA guidelines. Paragraph 5.2 of the SOW Review Certification and Accreditation Documentation. Review and track C&A documentation provided by programs of record (POR), centrally managed systems (CMS), Joint Programs and Systems, Legacy, Site, Architecture and Locally Acquired Programs to ensure that DITSCAP/DIACAP documentation complies with the provisions of DoD 5200.40 (DITSCAP), DoD 8500 series IA policy directives and the DoD 8510.bb (DIACAP) instruction. Provide C&A documentation security analysis and review; summarize required information in CA Endorsement Letters to support CA risk determination and IATO/ATO recommendations. | http://seaport.spa.com/seaport/default.asp |
| Syzygy Technologies | 3.1, 3.2, 3.3, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11, 3.12, 3.13, 3.14, 3.15, 3.16, 3.17, 3.18, 3.19, 3.20, 3.21 | http://chafo.syzygy-tech.com/seaport/index.jsp |
| The Agency Consulting Group | http://www.acg-hq.com/ | |
| Wyle Laboratories, Inc. | 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.10, 3.11, 3.12, 3.14, 3.15, 3.16, 3.18, 3.19, 3.20, 3.21 | http://www.wylelabs.com |