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Seaport-e

 

 

Seaport-e Contacts

Customer Satisfaction:

Gwynnen Chervenic
gchervenic@stokesevans.com
Direct: 703-969-6616
113 S Columbus St, Ste 303
Alexandria, VA 22134

Seaport-e Program Manager:

Michael Chervenic
mchervenic@stokesevans.com
Direct: 703-626-4014
113 S Columbus St, Ste 303
Alexandria, VA 22134

 

Official Seaport-e Site

Stokes Evans Seaport-e

 

Stokes Evans Functional Expertise Related To Seaport-e:

1.  Research and Development Support
2.  Engineering, System Engineering and Process Engineering Support
3.  Modeling, Simulation, Stimulation, and Analysis Support
6.  Software Engineering, Development, Programming, and Network Support
12.  Information System (IS) Development, Information Assurance (IA), and Information Technology (IT) Support
18.  Training Support
20.  Program Support
21.  Functional and Administrative Support
22.  Public Affairs and Multimedia Support

Stoke Evans is a Small Business Administration (SBA) certified Economically Disadvantaged Women Owned Small Business (EDWOSB) based in Alexandria, VA. Stokes Evans was founded in 2003 to provide program management, performance management, organizational development, and information technology solutions to both private sector and federal government executives. Our current and past federal government clients include SPAWAR Systems Center Pacific, U.S. Coast Guard, Department of Homeland Security, Internal Revenue Service, and Department of Health and Human Services. We have also provided executive level technology and business consulting services to over 15 commercial clients in including IBM, Dell, Logitech, General Dynamics, Perot Systems, and Verizon.

Functional Area 3.3 Modeling and Simulation

As a management consultant to technology centered companies and government agencies, Stokes Evans approaches every problem with a structured, analytical methodology familiar to our clients. We are careful to make certain we adequately define and bound a problem before jumping ahead to discussing solutions. Part of this definition process is the identification of performance metrics. If you can’t define a problem or measure it, developing a solution becomes a game of chance.

We collect data, measurements and other information to help us understand the nature of the problem. We create models to represent the system surrounding the problem and use this model to analyze for potential gaps, points of failure and deviations from expected performance. We conduct root cause analysis to identify the most basic contributors to a non-conforming condition. During this analysis, we develop and test hypotheses and create a list of solution alternatives to be assessed. The analysis of alternatives must include estimates of cost and effort to make certain only feasible recommendations are put forward.

This approach has proven to be useful in several recent Federal government projects including a modeling study for the DHS Wide Area Response and Resiliency Program (WARRP) and an analysis of mobile computing alternatives for the USCG.

DHS WARRP – Medical Countermeasures Distribution and Dispensing

Medical Countermeasures (MCM) including antibiotics for prophylaxis of potentially exposed but pre-symptomatic individuals must be distributed and taken within 96 hours after an aerosol release of a biological agent like Bacillus Anthracis (Anthrax). Probable delays in detecting or characterizing a release and decision making mean that the actual window for getting MCM to the public is probably less than 48 hours. Ensuring that as close to 100% of an affected population receives antibiotics in this window is absolutely critical to control death rates and enable timely recovery of an area. DHS WARRP hired Stokes Evans to determine how responsive and resilient the MCM supply chain and dispensing mechanisms really were when operating under several sets of realistic assumptions.

The MCM Enterprise within the Federal Government spans several Departments and Agencies including DHS, HHS, FBI, CDC, FEMA, EPA, and FDA. A rigorous, fact-based analysis of current system performance under different assumptions was required to overcome the hurdles presented by the large contingent of interested but not necessarily aligned groups.
Stokes Evans reviewed existing documents, exercises, plans, guides, models, and other process artifacts to build an initial model representing the end to end MCM Distribution and Dispensing process (actually a family of processes). This model was captured in an interactive visualization tool to be validated and improved through meetings and interviews with over 30 recognized experts.

The model was exercised to simulate several likely scenarios for an aerosol Bacillus Anthracis release in a large city. Assumptions regarding failure rates at various points in the process, efficacy of treatments available, and degree of compliance by the public were also tested to determine their relative impact on morbidity and mortality rates.
A total of 119 independent gaps were identified and addressed by 25 recommendations. These recommendations were prioritized using a scoring model designed to weigh the impact on outcome variables against estimated implementation costs and challenges. The result was a collection of priority recommendations and decision support materials based on the system and scoring models.

USCG C4IT Service Center – Mobile Computing

The USCG CIO, CG-6, and C4IT Service Center were recently face with an unexpected challenge when the company providing the software used to secure over 10,000 USCG mobile devices decided to end support. This decision forced the Coast Guard to consider accelerating and converging several mobile computing efforts already underway. Unfortunately, no one had a comprehensive picture of current and future demand for mobile devices and mobile services. Going from a model where choices were from a handful of Windows Mobile devices with limited utility to Android and iOS phones with a greater selection of apps was breaking new ground. Stokes Evans was asked to develop a demand model and recommend an internal pricing structure to completely find the development and support of these new services.

Stokes Evans collected all available usage data from the USCG and other information from outside sources including the Cellular Telephone Industry Association. We then created a model containing a series of demand curves based on differing rates of adoption, different pricing schemes, different rates of rollout of apps, and different policies on priority of users. The model was used to show how pricing could be used to balance supply and demand under different sets of assumptions. A pricing model anticipated to generate demand initially similar to current demand and ultimately three times greater was selected. This decision was anticipated to create enough revenue to offset year one costs while building a reliable, secure infrastructure for out years.

Functional Area 3.12 - Information System (IS) Development, Information Assurance (IA), and Information Technology (IT) Support

Stokes Evans provides Information System Development and Information Technology Support as an element of our delivery of sustainable solutions. We believe that business results are driven by the actual behaviors of people within their assigned business processes. An important element in enabling and reinforcing desirable behaviors is the availability and usefulness of business support systems. As such, Stokes Evans provides services to help clients define, select, implement, and support effective Information Systems and Information Technology.

Recent examples of IS Development and IT Support include assistance provided to the USCG C4IT Service Center with five separate business systems.

USCG C4IT Service Center – Stand Up Support

The USCG C4IT Service Center is a young organization created by the combining of three engineering centers, three headquarters, and over 80 field units. Stokes Evans supported the design and implementation of new business processes and controls across the unified organization. Additionally, Stokes Evans assisted in the generation of requirements, assessment of systems, preliminary design, implementation and support for five Information Systems. These systems include:

      • AVICS: A logistics, configuration, and maintenance information aggregator
      • EPM: An Enterprise Project Management platform based on MS Project Server 2010
      • Service Catalog: A self-service tool to assist users in accessing C4IT services
      • Remedy: A trouble ticketing, problem resolution, and service management tool
      • EOC: A toolkit to enable sharing of geospatial and system status information with DHS

For EPM, Service Catalog, Remedy and AVICS, Stokes Evans developed preliminary requirements to enable a search for suitable COTS and GOTS products. Criteria for assessing fit to the USCG need, enterprise architecture, and budget were developed and used to make product recommendations.

For EPM, Service Catalog and EOC, Stokes Evans generated more detailed requirements and initial concept diagrams (CONOP, OV-1). These concepts were discussed with various stakeholders and technology experts to refine the approach and requirements.

For EOC, Stokes Evans assembled a team from across the C4IT SC to develop an XML data schema based on the Common Alerting Protocol (CAP) developed by FEMA. Widgets to extract data from existing monitoring and alerting systems and convert it into XML packets and to post the XML to a share Enterprise Service Bus (ESB) were developed next. An additional widget to allow the information to be viewed on the CG1View standard GIS viewer was also developed. A complete solution was delivered using only standard USCG and DHS components with the development of only a few widgets designed to be used with all future systems.

Functional Area 3.21 - Analytical and Organizational Assessment Support

Stokes Evans was founded by Gwynnen Chervenic in 2003 to provide Organizational and Human Capital Development support to the Department of Health and Human Services and the Internal Revenue Service. We have a long history of engaging in both strategic level organizational design and “on the deck” implementation of organizational change.

USCG Logistics Transformation Program Office – MSPAIT and C4IT SC

Stokes Evans provided a range of Analytical and Organizational Assessment Support services to multiple USCG clients through the LTPIO during the design and implementation of Coast Guard Modernization. The LTPIO was the hub for both process change and organizational change as the USCG set out to improve logistics and maintenance for all USCG assets. The LTPIO stood up the Mission Support Program Integration Office to in turn charter working groups from within the mission support community to drive changes in their respective organizations. Stokes Evans was retained to provide a common approach across all working groups, facilitate the groups, assist in generating all required organizational documentation, and support strategic communication and change management activities. We directly supported all major and minor work groups including the teams addressing the Surface Forces Logistics Center (SFLC), Shore Infrastructure Logistics Center (SILC), Command, Control, Communications, Computers and IT Service Center (C4IT SC), CG-9 Acquisition Directorate, CG-1 Personnel Directorate, and HQ Support.

The new USCG business model implemented during Modernization was based on best practices and product management principles developed in the Aviation Logistics Center and across the USCG Aviation community. Stokes Evans worked with teams from SFLC and C4IT SC to assess how their existing organizations and functions aligned to over 350 design points from the ALC and to design more compliant organizations. We helped to rewrite functional statements, positions descriptions, reporting structures, and billet maps to define the new organizational elements. We led the evaluation of alternatives for collocation of existing engineering centers and shared services.

We worked very closely with the C4IT SC precomm team and CG-6 leadership to develop implementation, transition and communication plans. We also supported the creation, submission, and defense of formal organizational request documentation required by the USCG and Office of Personnel Management (OPM). We developed a Concept of Operation document, organizational overview, detailed process guides, roles and responsibility analyses, and strategic communications to minimize the risk of implementation