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approval. The process to use the checklist for evaluation is as follows:
·  For each program, group the items in the checklist into four categories:
·  Those explicitly required by the SOW and/or contract
·  Those that, in the view of the reviewer, are desirable or necessary to perform in meeting the
explicitly stated requirements
·  Those that are not applicable to the program for which the evaluation is being performed
·  Those that, in the opinion of the evaluator, were not included in the RFP, SOW, or contract.
·  For purposes of evaluation, the latter two categories must handled delicately. If an important omission
was made by a bidder(s) and not explicitly included in the RFP, all bidders must be given an equal
opportunity to bid the missing SSP elements.
·  Ultimately, the first two categories are used for evaluation. Clearly, the decision process must utilize
the explicitly stated or negotiated requirements. The applicable elements in the checklist can be graded
requirement by requirement either as simply compliant or non-compliant or by assigning "grades" to
the response of each requirement. Grade responses numerically reflect the degree of compliance as:
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0 Unacceptable (does not meet minimum requirements)
1 Marginal (success doubtful)
2 Acceptable (probable success)
3 Excellent (success likely)
4 Superior (success very likely)
5 Outstanding (high probability of success)
A variation of grading management responses might be:
0 No management planning, personnel not qualified, no authority,
resources minimal
1 Planning barely adequate, little management involvement, resources
inadequate
2 Planning adequate, implementation weak, management modestly
concerned, resources ineffectively utilized
3 Planning generally good, implementation good, management involved,
resources adequate and used effectively, program well received in most
program areas
4 Strong planning, implementation, management involvement; good use of
resources, program well received in all affected areas
5 Strong, excellently implemented program in all areas
6 Outstanding innovative program. Industry leader.
The final step is to add (or average) the scores for each bidder to determine acceptability or the best. For
close decisions, the process can be repeated for the implicit requirements as described in group 2 above.
6.3.2 Contractor Evaluation
A good proposal must be backed up with a competent and dedicated staff. A number of programs have
stumbled because the winning organization either did not have the necessary staff or management processes
to execute the proposed program.
Contractor System Safety Components
One way of assessing both contractor system safety capability and intent is to break down the system safety
"big picture" into important organizational activities and examine the documentation used or generated by
each. The following describes six such components, the associated SSP responsibilities, and benefits.
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20
·  Corporate or Division. Many companies establish safety policies at the Corporate and Division
levels. These safety policies or standards are imposed on all company development and/or
production activities. The presence of such standards, accompanied by audit procedures can
provide the evaluation team with an indication of company commitment, standardized safety
approaches, and safety culture.
·  Procurement Activity. Contractors write specifications and SOWs for subcontractors and
vendors. An internal procedure or actual examples of previous subcontracts should demonstrate an
intelligent process or requirements "flow down". It is not sufficient to impose system safety
requirements on a prime contractor and monitor that contractor's SSP if that contractor uses major
system components developed without benefit of a SSP.
·  Management of Program's SSP. The contractor's SSPP describes in detail planned management
controls. The plan should reflect a combination of contractual direction, company polices, and
"hands-on" experience in developing, managing, and controlling the SSP and its resources. The
contractor's SSP manager's credentials must include knowing not only company policies,
procedures, and practices but also the technical requirements, necessary activities and tools, and
the characteristics of the operational environments.
　
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