Federal-Grade Quality

1. Purpose

FCI Advisory is ISO 9001 certified and operates a Quality Management System (QMS) consistent with that standard. This statement documents how we define quality, how we measure it, and how we hold ourselves to it across every engagement.

2. Scope

This statement applies to all FCI deliverables, contractual reporting, and internal work products produced for federal, state, local, and commercial clients. It applies to every employee, subcontractor, and OEM partner participating in FCI-led delivery.

3. Quality Definition

We define quality by three measurable conditions:

1. On time. Deliverables submitted on or before contractually-defined due dates.
2. On standard. Deliverables that meet or exceed the acceptance criteria defined in the controlling Performance Work Statement (PWS), Statement of Objectives (SOO), or Statement of Work (SOW).
3. Accepted without rework. Deliverables formally accepted by the contracting officer's representative or designated client point of contact without requiring resubmission.

We do not define quality by client-sentiment surveys or relationship metrics. We define it by what was contracted and what was delivered.

4. Quality Measurement

The following metrics are tracked at the engagement level and reported in monthly status reports:

• On-time delivery rate — percentage of contractual deliverables submitted on or before due date
• First-pass acceptance rate — percentage of deliverables accepted without rework
• Open and closed corrective actions — tracked in FCI's QMS through closure
• CPARs ratings — past-performance evaluations on completed federal contracts where applicable

Reference benchmark: Across our federal engagements, FCI maintains a strong on-time deliverable record, with quality self-assessments rated met or exceeded each cycle.

5. Standards Applied

• ISO 9001 Quality Management System — internal QMS structure, document control, corrective actions, internal audit
• SAFe Lean-Agile framework — for engagements operating in Agile delivery contexts (federal health and similar programs)
• PMI PMBOK 7th Edition — referenced for waterfall and hybrid delivery
• Client-specific PWS task areas govern the operational definition of quality on each program

6. Continuous Improvement

• Sprint-level and program-level retrospectives produce documented improvement actions
• An Improvement Backlog is maintained at the program level; items are tracked through completion
• An annual QMS management review is conducted by FCI leadership; outputs are documented and closed
• Lessons learned from completed engagements are captured in FCI's Knowledge Center for reuse on future programs

7. Client Feedback

Client feedback is collected through the channels defined in each engagement: monthly status reports, quarterly business reviews, and formal CPARs where applicable. Adverse feedback triggers a documented corrective action that is tracked to closure in the QMS.

8. Governance

The Director of Value Management owns the QMS, reports to the COO, and presents quality performance at the annual management review. Internal audits are conducted at the cadence required by ISO 9001 surveillance, with findings closed to documented evidence. The Founder & CEO serves as the executive sponsor of the QMS.

9. Review

This statement is reviewed annually as part of the ISO 9001 management review, or when a controlling client requirement materially changes.

FCI Advisory, LLC · 1660 International Dr, Ste 600, McLean, VA 22102 · info@fciadvisory.com · +1 (202) 717-1122