| | Exhibit 300 (BY2009) - Centers for Medicare and Medicaid Services CMS, IT InfrastructurePART ONE
OVERVIEW
- 1. Date of Submission:
- 2008-02-04
- 2. Agency:
- 009
- 3. Bureau:
- 38
- 4. Name of this Capital Asset:
- CMS IT Infrastructure
- 5. Unique Project Identifier:
- 009-38-02-00-01-1150-00
- 6. What kind of investment will this be in FY2009?
- Operations and Maintenance
- 7. What was the first budget year this investment was submitted to OMB?
- FY2001 or earlier
- 8. Provide a brief summary and justification for this investment, including a brief description of how this closes in part or in whole an identified agency performance gap.
- The CMS IT Infrastructure investment is in the control phase of the CPIC process and includes a steady state investment that broadly supports CMS business process. The steady state component is discussed below, followed by a description of the new infrastructure investment. Implementation of the Information Technology is one of the primary tools used to meet CMS's business needs. The role of technology has a strong link throughout CMS's Strategic Plan. CMS is an information-depe ndent organization; its primary business role is the collection, distribution, and analysis of information and making informed decisions based on those analyses. The infrastructure, software systems, hardware platforms, and communication links, must not only handle current business needs, but must also provide the capability to quickly expand to address future volume needs, to adopt new and more efficient technologies, and to support new programs. CMS' IT Infrastructure provides a vital service to the CMS user community by maintaining the computing infrastructure that assures the availability of CMS data to the Agency's staff, researchers and contractors. In addition to supporting the CMS user community, this investment provides the operational data communication for CMS to support Medicare FFS for over 365 million Medicare claims per year. This investment also provides network support to Quality Improvement Organizations, as well as, State survey agencies. Overall, the CMS IT Infrastructure supports all facets of CMS business operations. There are several component projects that comprise CMS IT Infrastructure, they are: Consolidated Information Technology Infrastructure Contract (CITIC), Medicare Data Communications Network (MDCN), Voice/Data Services, CMS Secure Systems, IT Support for Continuity of Operations Plan (COOP) Initiatives, Administrative Systems & Applications, and Data Center Facilities Support.
- 9. Did the Agency's Executive/Investment Committee approve this request?
- yes
- 9.a. If "yes," what was the date of this approval?
- 2007-06-26
- 10. Did the Project Manager review this Exhibit?
- yes
- 11.a. What is the current FAC-P/PM certification level of the project/program manager?
- TBD
- 12. Has the agency developed and/or promoted cost effective, energy-efficient and environmentally sustainable techniques or practices for this project.
- no
- 12.a. Will this investment include electronic assets (including computers)?
- yes
- 12.b. Is this investment for new construction or major retrofit of a Federal building or facility? (answer applicable to non-IT assets only)
- no
- 13. Does this investment directly support one of the PMA initiatives?
- yes
- If yes, select the initiatives that apply:
Initiative Name |
---|
Budget Performance Integration | Competitive Sourcing | Expanded E-Government |
- 13.a. Briefly and specifically describe for each selected how this asset directly supports the identified initiative(s)? (e.g. If E-Gov is selected, is it an approved shared service provider or the managing partner?)
- CITIC accomplished market-based competitive sourcing through its two-phase acquisition approach, designed to promote innovation. The competitive process provided an imperative for the public sector to focus on continuous improvement and removing roadblocks to better performance and greater efficiency. The objective of the open competition with a performance base incentive was to assist the contractor in focusing on accomplishing the agency's mission.
- 14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)?
- yes
- 14.a. If yes, does this investment address a weakness found during the PART review?
- yes
- 14.b. If yes, what is the name of the PARTed program?
- [None]
- 14.c. If yes, what rating did the PART receive?
- Moderately Effective
- 15. Is this investment for information technology?
- yes
- 16. What is the level of the IT Project (per CIO Council's PM Guidance)?
- Level 2
- 17. What project management qualifications does the Project Manager have? (per CIO Council's PM Guidance)
- (1) Project manager has been validated as qualified for this investment
- 18. Is this investment identified as high risk on the Q4 - FY 2007 agency high risk report (per OMB memorandum M-05-23)?
- yes
- 19. Is this a financial management system?
- no
- 20. What is the percentage breakout for the total FY2009 funding request for the following? (This should total 100%)
Area | Percentage |
---|
Hardware | 22 | Software | 31 | Services | 47 | Other | 0 |
- 21. If this project produces information dissemination products for the public, are these products published to the Internet in conformance with OMB Memorandum 05-04 and included in your agency inventory, schedules and priorities?
- n/a
- 22. Contact information of individual responsible for privacy related questions.
Name | Maribel Franey | Phone Number | 410-786-0757 | Title | Director, Privacy Compliance | Email | Maribel.Franey@cms.hhs.gov |
- 23. Are the records produced by this investment appropriately scheduled with the National Archives and Records Administration's approval?
- yes
- 24. Does this investment directly support one of the GAO High Risk Areas?
- no
SUMMARY OF SPEND
- 1. Provide the total estimated life-cycle cost for this investment by completing the following table. All amounts represent budget authority in millions, and are rounded to three decimal places. Federal personnel costs should be included only in the row designated Government FTE Cost, and should be excluded from the amounts shown for Planning, Full Acquisition, and Operation/Maintenance. The total estimated annual cost of the investment is the sum of costs for Planning, Full Acquisition, and Operation/Maintenance. For Federal buildings and facilities, life-cycle costs should include long term energy, environmental, decommissioning, and/or restoration costs. The costs associated with the entire life-cycle of the investment should be included in this report.
All amounts represent Budget Authority
Note: For the cross-agency investments, this table should include all funding (both managing partner and partner agencies).
Government FTE Costs should not be included as part of the TOTAL represented. Cost Type | Py-1 & Earlier -2006 | PY 2007 | CY 2008 | BY 2009 |
---|
Planning Budgetary Resources | 0.000 | 0.000 | 0.000 | 0.000 | Acquisition Budgetary Resources | 0.000 | 0.000 | 0.000 | 0.000 | Maintenance Budgetary Resources | 275.105 | 189.209 | 173.863 | 257.384 | Government FTE Cost | 6.500 | 0.000 | 1.600 | 1.700 | # of FTEs | 22 | 0 | 11 | 11 |
- 2. Will this project require the agency to hire additional FTE's?
- no
PERFORMANCE In order to successfully address this area of the exhibit 300, performance goals must be provided for the agency and be linked to the annual performance plan. The investment must discuss the agency's mission and strategic goals, and performance measures (indicators) must be provided. These goals need to map to the gap in the agency's strategic goals and objectives this investment is designed to fill. They are the internal and external performance benefits this investment is expected to deliver to the agency (e.g., improve efficiency by 60 percent, increase citizen participation by 300 percent a year to achieve an overall citizen participation rate of 75 percent by FY 2xxx, etc.). The goals must be clearly measurable investment outcomes, and if applicable, investment outputs. They do not include the completion date of the module, milestones, or investment, or general goals, such as, significant, better, improved that do not have a quantitative measure.
- Agencies must use the following table to report performance goals and measures for the major investment and use the Federal Enterprise Architecture (FEA) Performance Reference Model (PRM). Map all Measurement Indicators to the corresponding Measurement Area and Measurement Grouping identified in the PRM. There should be at least one Measurement Indicator for each of the four different Measurement Areas (for each fiscal year). The PRM is available at www.egov.gov. The table can be extended to include performance measures for years beyond FY 2009.
Row | Fiscal Year | Strategic Goal Supported | Measurement Area | Measurement Grouping | Measurement Indicator | Baseline | Planned Improvement to the Baseline | Actual Results |
---|
1 | 2006 | S.O. 1.2 - Increase health care service availability and accessibility | Mission and Business Results | Health Care Administration | Percentage of first call resolution to the Service Desk | 75% | Improve performance by 25% | 86% | 2 | 2006 | S.O. 1.3 - Improve health care quality, safety, cost and value | Customer Results | Customer Satisfaction | Percentage of time when a call reaches the service desk queue and the time an agent begins service by improving efficiency | 92% | Improve performance time by 3% | 94% | 3 | 2006 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Percentage of production jobs completed on schedule | 85% | Improve performance by 5% | 90% | 4 | 2006 | S.O. 1.2 - Increase health care service availability and accessibility | Technology | Availability | Percentage of time data communications equipment and services are fully operational | 98% | Improve performance by 1% | 99% | 5 | 2007 | S.O. 1.3 - Improve health care quality, safety, cost and value | Technology | Reliability | Percentage of time data communications equipment and services are fully operational | 99% | Maintain current level of service | 99% | 6 | 2007 | S.O. 1.3 - Improve health care quality, safety, cost and value | Customer Results | Customer Satisfaction | Percentage of time when a call reaches the service desk queue and the time an agent begins service by improving efficiency | 94% | Improve performance by 1% | 95% | 7 | 2007 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Percentage of production jobs completed on schedule | 90% | Improve performance by 1% | 91% | 8 | 2008 | S.O. 1.2 - Increase health care service availability and accessibility | Technology | Reliability | Percentage of time data communications equipment and services are fully operational | 99% | Maintain current level of service | TBD | 9 | 2008 | S.O. 1.3 - Improve health care quality, safety, cost and value | Customer Results | Customer Satisfaction | Percentage of time when a call reaches the service desk queue and the time an agent begins service by improving efficiency | 95% | Improve performance by 1% | TBD | 10 | 2008 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Percentage of production jobs completed on schedule | 91% | Improve performance by 1% | TBD | 11 | 2009 | S.O. 1.2 - Increase health care service availability and accessibility | Technology | Reliability | Percentage of time data communications equipment and services are fully operational | TBD | Maintain current level of service | TBD | 12 | 2009 | S.O. 1.3 - Improve health care quality, safety, cost and value | Customer Results | Customer Satisfaction | Percentage of time when a call reaches the service desk queue and the time an agent begins service by improving efficiency | TBD | Improve performance by 1% | TBD | 13 | 2009 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Percentage of production jobs completed on schedule | TBD | Improve performance by 1% | TBD | 14 | 2010 | S.O. 1.3 - Improve health care quality, safety, cost and value | Technology | Reliability | Percentage of time data communications equipment and services are fully operational | TBD | Maintain current level of service | TBD | 15 | 2010 | S.O. 1.3 - Improve health care quality, safety, cost and value | Customer Results | Customer Satisfaction | Percentage of time when a call reaches the service desk queue and the time an agent begins service by improving efficiency | TBD | Improve performance by 1% | TBD | 16 | 2010 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Percentage of production jobs completed on schedule | TBD | Improve performance by 1% | TBD | 17 | 2011 | S.O. 1.3 - Improve health care quality, safety, cost and value | Technology | Reliability | Percentage of time data communications equipment and services are fully operational | TBD | Maintain current level of service | TBD | 18 | 2011 | S.O. 1.3 - Improve health care quality, safety, cost and value | Customer Results | Customer Satisfaction | Percentage of time when a call reaches the service desk queue and the time an agent begins service by improving efficiency | TBD | Improve performance by 1% | TBD | 19 | 2011 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Percentage of production jobs completed on schedule | TBD | Improve performance by 1% | TBD | 20 | 2007 | S.O. 1.2 - Increase health care service availability and accessibility | Mission and Business Results | Health Care Administration | Percentage of first call resolution to the Service Desk | 86% | Improve performance by 5% | TBD | 21 | 2008 | S.O. 1.2 - Increase health care service availability and accessibility | Mission and Business Results | Health Care Administration | Percentage of first call resolution to the Service Desk | TBD | Improve performance by 5% | TBD | 22 | 2009 | S.O. 1.2 - Increase health care service availability and accessibility | Mission and Business Results | Health Care Administration | Percentage of first call resolution to the Service Desk | TBD | Improve performance by 5% | TBD | 23 | 2010 | S.O. 1.2 - Increase health care service availability and accessibility | Mission and Business Results | Health Care Administration | Percentage of first call resolution to the Service Desk | TBD | Improve performance by 5% | TBD | 24 | 2011 | S.O. 1.2 - Increase health care service availability and accessibility | Mission and Business Results | Health Care Administration | Percentage of first call resolution to the Service Desk | TBD | Improve performance by 5% | TBD | 25 | 2012 | S.O. 1.2 - Increase health care service availability and accessibility | Mission and Business Results | Health Care Administration | Percentage of first call resolution to the Service Desk | TBD | Improve performance by 5% | TBD | 26 | 2012 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Percentage of production jobs completed on schedule | TBD | Improve performance by 1% | TBD | 27 | 2012 | S.O. 1.3 - Improve health care quality, safety, cost and value | Technology | Reliability | Percentage of time data communications equipment and services are fully operational | TBD | Maintain current level of service | TBD | 28 | 2012 | S.O. 1.3 - Improve health care quality, safety, cost and value | Customer Results | Customer Satisfaction | Percentage of time when a call reaches the service desk queue and the time an agent begins service by improving efficiency | TBD | Improve performance by 1% | TBD |
Enterprise Architecture In order to successfully address this area of the business case and capital asset plan you must ensure the investment is included in the agency's EA and Capital Planning and Investment Control (CPIC) process, and is mapped to and supports the FEA. You must also ensure the business case demonstrates the relationship between the investment and the business, performance, data, services, application, and technology layers of the agency's EA. - 1. Is this investment included in your agency's target enterprise architecture?
- yes
- 2. Is this investment included in the agency's EA Transition Strategy?
- yes
- 2.a. If yes, provide the investment name as identified in the Transition Strategy provided in the agency's most recent annual EA Assessment.
- CMS Information Technology Infrastructure
- 3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?
- no
- 4. Identify the service components funded by this major IT investment (e.g., knowledge management, content management, customer relationship management, etc.). Provide this information in the format of the following table. For detailed guidance regarding components, please refer to http://www.whitehouse.gov/omb/egov/.
Component: Use existing SRM Components or identify as NEW. A NEW component is one not already identified as a service component in the FEA SRM.
Reused Name and UPI: A reused component is one being funded by another investment, but being used by this investment. Rather than answer yes or no, identify the reused service component funded by the other investment and identify the other investment using the Unique Project Identifier (UPI) code from the OMB Ex 300 or Ex 53 submission.
Internal or External Reuse?: Internal reuse is within an agency. For example, one agency within a department is reusing a service component provided by another agency within the same department. External reuse is one agency within a department reusing a service component provided by another agency in another department. A good example of this is an E-Gov initiative service being reused by multiple organizations across the federal government.
Funding Percentage: Please provide the percentage of the BY requested funding amount used for each service component listed in the table. If external, provide the funding level transferred to another agency to pay for the service. Row | Agency Component Name | Agency Component Description | Service Type | Component | Reused Component Name | Reused UPI | Internal or External Reuse? | Funding % |
---|
1 | Audit Trail Capture and Analysis | Audit Trail Capture and Analysis - Support the identification and monitoring of activities within an application, system, or network. | Security Management | Audit Trail Capture and Analysis | | | No Reuse | 1 | 2 | Identification and Authentication | Defines the set of capabilities that support obtaining information about those parties attempting to log on to a system or application for security purposes and the validation of those users. | Security Management | Identification and Authentication | | | No Reuse | 3 | 3 | Access Control | Access Control - Support the management of permissions for logging onto a computer, application, service, or network; includes user management and role/privilege management. | Security Management | Access Control | | | No Reuse | 2 | 4 | Software Distribution | Defines the set of capabilities that support the propagation, installation and upgrade of written computer programs, applications and components. | Systems Management | Software Distribution | | | No Reuse | 1 | 5 | License Management | Defines the set of capabilities that support the purchase, upgrade and tracking of legal usage contracts for system software and applications. | Systems Management | License Management | | | No Reuse | 1 | 6 | Email | Defines the set of capabilities that support the transmission of memos and messages over a network. | Collaboration | Email | | | No Reuse | 5 | 7 | Document Library | Defines the set of capabilities that support the grouping and archiving of files and records on a server. | Collaboration | Document Library | | | No Reuse | 1 | 8 | Process Tracking | Defines the set of capabilities that allow the monitoring of activities within the business cycle. | Tracking and Workflow | Process Tracking | | | No Reuse | 2 | 9 | Library / Storage | Defines the set of capabilities that support document and data warehousing and archiving. | Document Management | Library / Storage | | | No Reuse | 1 | 10 | Information Sharing | Defines the set of capabilities that support the use of documents and data in a multi-user environment for use by an organization and its stakeholders. | Knowledge Management | Information Sharing | | | No Reuse | 5 | 11 | Standardized / Canned | Defines the set of capabilities that support the use of pre-conceived or pre-written reports. | Reporting | Standardized / Canned | | | No Reuse | 1 | 12 | OLAP | Defines the set of capabilities that support the analysis of information that has been summarized into multidimensional views and hierarchies. | Reporting | OLAP | | | No Reuse | 1 | 13 | Ad Hoc | Defines the set of capabilities that support the use of dynamic reports on an as needed basis. | Reporting | Ad Hoc | | | No Reuse | 1 | 14 | Data Warehouse | Defines the set of capabilities that support the archiving and storage of large volumes of data. | Data Management | Data Warehouse | | | No Reuse | 3 | 15 | Data Recovery | Defines the set of capabilities that support the restoration and stabilization of data sets to a consistent, desired state. | Data Management | Data Recovery | | | No Reuse | 1 | 16 | Data Cleansing | Defines the set of capabilities that support the removal of incorrect or unnecessary characters and data from a data source. | Data Management | Data Cleansing | | | No Reuse | 1 | 17 | Data Exchange | Defines the set of capabilities that support the interchange of information between multiple systems or applications; includes verification that transmitted data was received unaltered. | Data Management | Data Exchange | | | No Reuse | 2 | 18 | Enterprise Application Integration | Defines the set of capabilities that support the redesigning of disparate information systems into one system that uses a common set of data structures and rules. | Development and Integration | Enterprise Application Integration | | | No Reuse | 1 | 19 | Legacy Integration | Defines the set of capabilities that support the communication between newer generation hardware/software applications and the previous, major generation of hardware/software applications. | Development and Integration | Legacy Integration | | | No Reuse | 1 | 20 | Instrumentation and Testing | Defines the set of capabilities that support the validation of application or system capabilities and requirements. | Development and Integration | Instrumentation and Testing | | | No Reuse | 1 | 21 | Property / Asset Management | Defines the set of capabilities that support the identification, planning and allocation of an organization's physical capital and resources. | Asset / Materials Management | Property / Asset Management | | | No Reuse | 1 | 22 | Computers / Automation Management | Defines the set of capabilities that support the identification, upgrade, allocation and replacement of physical devices, including servers and desktops, used to facilitate production and process-driven activities. | Asset / Materials Management | Computers / Automation Management | | | No Reuse | 25 | 23 | Asset Cataloging / Identification | Defines the set of capabilities that support the listing and specification of available assets. | Asset / Materials Management | Asset Cataloging / Identification | | | No Reuse | 1 | 24 | Asset Transfer, Allocation, and Maintenance | Defines the set of capabilities that support the movement, assignment, and replacement of assets. | Asset / Materials Management | Asset Transfer, Allocation, and Maintenance | | | No Reuse | 1 | 25 | Facilities Management | Defines the set of capabilities that support the construction, management and maintenance of facilities for an organization. | Asset / Materials Management | Facilities Management | | | No Reuse | 1 | 26 | Business Rule Management | Defines the set of capabilities that manage the enterprise processes that support an organization and its policies. | Management of Processes | Business Rule Management | | | No Reuse | 1 | 27 | Program / Project Management | Defines the set of capabilities that manage and control a particular effort of an organization. | Management of Processes | Program / Project Management | | | No Reuse | 1 | 28 | Governance / Policy Management | Defines the set of capabilities that influence and determine decisions, actions, business rules and other matters within an organization. | Management of Processes | Governance / Policy Management | | | No Reuse | 1 | 29 | Quality Management | Defines the set of capabilities that help determine the level that a product or service satisfies certain requirements. | Management of Processes | Quality Management | | | No Reuse | 1 | 30 | Change Management | Defines the set of capabilities that control the process for updates or modifications to the existing documents, software or business processes of an organization. | Management of Processes | Change Management | | | No Reuse | 1 | 31 | Requirements Management | Defines the set of capabilities that gather, analyze and fulfill the needs and prerequisites of an organization's efforts. | Management of Processes | Requirements Management | | | No Reuse | 1 | 32 | Configuration Management | Defines the set of capabilities that control the hardware and software environments, as well as documents of an organization. | Management of Processes | Configuration Management | | | No Reuse | 1 | 33 | Invoice / Requisition Tracking and Approval | Defines the set of capabilities that support the identification of where a shipment or delivery is within the business cycle. | Supply Chain Management | Invoice / Requisition Tracking and Approval | | | No Reuse | 1 | 34 | Catalog Management | Defines the set of capabilities that support the listing of available products or services that an organization offers. | Supply Chain Management | Catalog Management | | | No Reuse | 1 | 35 | Procurement | Defines the set of capabilities that support the ordering and purchasing of products and services. | Supply Chain Management | Procurement | | | No Reuse | 1 | 36 | Inventory management | Defines the set of capabilities that provide for the balancing of customer service levels with inventory investment. | Supply Chain Management | Inventory management | | | No Reuse | 1 | 37 | Warehouse management | Defines the set of capabilities that provide for the storage and movement of materials within a warehouse, including these processes: material receipt, order picking, packaging, labeling and shipping. | Supply Chain Management | Warehouse management | | | No Reuse | 5 | 38 | Network Management | Defines the set of capabilities that monitor and maintain a communications network in order to diagnose problems, gather statistics and provide general usage. | Organizational Management | Network Management | | | No Reuse | 10 | 39 | Voice Communications | Defines the set of capabilities that provide telephony or other voice communications | Communication | Voice Communications | | | No Reuse | 2 | 40 | Virus Protection | Virus Protection - Provides anti-virus service to prevent, detect, and remediate infection of government computing assets. | Security Management | Virus Protection | | | No Reuse | 2 | 41 | Incident Response | Incident Response - Provides active response and remediation to a security incident that has allowed unauthorized access to a government information system. | Security Management | Incident Response | | | No Reuse | 1 |
- 5. To demonstrate how this major IT investment aligns with the FEA Technical Reference Model (TRM), please list the Service Areas, Categories, Standards, and Service Specifications supporting this IT investment.
FEA SRM Component: Service Components identified in the previous question should be entered in this column. Please enter multiple rows for FEA SRM Components supported by multiple TRM Service Specifications.
Service Specification: In the Service Specification field, Agencies should provide information on the specified technical standard or vendor product mapped to the FEA TRM Service Standard, including model or version numbers, as appropriate. Row | SRM Component | >Service Area | Service Category | Service Standard | Service Specification (i.e., vendor and product name) |
---|
1 | Network Management | Service Access and Delivery | Service Transport | Supporting Network Services | , RMF | 2 | Information Sharing | Service Platform and Infrastructure | Hardware / Infrastructure | Wide Area Network (WAN) | AT&T Network | 3 | Voice Communications | Service Access and Delivery | Service Transport | Supporting Network Services | Avaya Telephone System | 4 | Data Exchange | Service Platform and Infrastructure | Support Platforms | Wireless / Mobile | Blackberry | 5 | Network Management | Service Access and Delivery | Service Transport | Supporting Network Services | CiscoWorks | 6 | Requirements Management | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | CITIC / Lockheed Martin | 7 | Governance / Policy Management | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | CITIC / Lockheed Martin | 8 | Quality Management | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | CITIC / Lockheed Martin | 9 | Business Rule Management | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | CITIC / Lockheed Martin | 10 | Procurement | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | CITIC / Lockheed Martin | 11 | Inventory management | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | CITIC / Lockheed Martin | 12 | Catalog Management | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | CITIC / Lockheed Martin | 13 | Invoice / Requisition Tracking and Approval | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | CITIC / Lockheed Martin | 14 | Facilities Management | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | CITIC / Lockheed Martin | 15 | Legacy Integration | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | CITIC / Lockheed Martin | 16 | Document Library | Service Platform and Infrastructure | Software Engineering | Software Configuration Management | CITIC / Lockheed Martin | 17 | Incident Response | Component Framework | Security | Supporting Security Services | CITIC / Lockheed Martin | 18 | Audit Trail Capture and Analysis | Component Framework | Security | Supporting Security Services | CITIC / Lockheed Martin | 19 | Computers / Automation Management | Service Platform and Infrastructure | Hardware / Infrastructure | Servers / Computers | Dell desktop and laptop computers, SUN E15K and 25K Mid-Tier platform, IBM servers, HP servers | 20 | Data Warehouse | Service Platform and Infrastructure | Hardware / Infrastructure | Peripherals | Hitachi SAN | 21 | Data Exchange | Service Access and Delivery | Delivery Channels | Internet | IBM TCP/IP | 22 | Instrumentation and Testing | Service Access and Delivery | Service Transport | Supporting Network Services | Loadrunner | 23 | Virus Protection | Component Framework | Security | Supporting Security Services | McAfee VirusScan | 24 | Data Exchange | Service Access and Delivery | Access Channels | Collaboration / Communications | MS Outlook | 25 | Email | Service Access and Delivery | Access Channels | Collaboration / Communications | MS Outlook | 26 | Information Sharing | Service Access and Delivery | Access Channels | Collaboration / Communications | MS Outlook, MS Office Suite | 27 | Program / Project Management | Service Access and Delivery | Access Channels | Collaboration / Communications | MS Project 2003 | 28 | OLAP | Component Framework | Data Management | Reporting and Analysis | N/A | 29 | Process Tracking | Service Access and Delivery | Access Channels | Collaboration / Communications | Remedy | 30 | Change Management | Service Access and Delivery | Service Transport | Supporting Network Services | Remedy | 31 | Configuration Management | Service Access and Delivery | Service Transport | Supporting Network Services | Remedy | 32 | Warehouse management | Service Access and Delivery | Service Transport | Supporting Network Services | Remedy | 33 | Standardized / Canned | Service Access and Delivery | Service Transport | Supporting Network Services | Remedy | 34 | Property / Asset Management | Service Access and Delivery | Service Transport | Supporting Network Services | Remedy | 35 | Asset Cataloging / Identification | Service Access and Delivery | Service Transport | Supporting Network Services | Remedy | 36 | Asset Transfer, Allocation, and Maintenance | Service Access and Delivery | Service Transport | Supporting Network Services | Remedy | 37 | License Management | Service Access and Delivery | Service Transport | Supporting Network Services | Remedy | 38 | Identification and Authentication | Component Framework | Security | Supporting Security Services | Resource Access Control Facility | 39 | Access Control | Component Framework | Security | Supporting Security Services | Resource Access Control Facility | 40 | Ad Hoc | Service Access and Delivery | Service Transport | Supporting Network Services | SQL Server | 41 | Data Cleansing | Service Interface and Integration | Interoperability | Data Transformation | Sterling Commerce Gentran | 42 | Enterprise Application Integration | Service Access and Delivery | Service Transport | Supporting Network Services | Tivoli | 43 | Software Distribution | Service Access and Delivery | Service Transport | Supporting Network Services | Tivoli | 44 | Network Management | Service Access and Delivery | Service Transport | Supporting Network Services | Tivoli | 45 | Data Warehouse | Service Access and Delivery | Service Transport | Supporting Network Services | Veritas | 46 | Data Recovery | Service Access and Delivery | Service Transport | Supporting Network Services | Veritas | 47 | Library / Storage | Service Platform and Infrastructure | Database / Storage | Storage | Veritas NetBackup |
- 6. Will the application leverage existing components and/or applications across the Government (i.e., FirstGov, Pay.Gov, etc)?
- no
PART THREE
RISK You should perform a risk assessment during the early planning and initial concept phase of the investment's life-cycle, develop a risk-adjusted life-cycle cost estimate and a plan to eliminate, mitigate or manage risk, and be actively managing risk throughout the investment's life-cycle.
Answer the following questions to describe how you are managing investment risks. - 1. Does the investment have a Risk Management Plan?
- yes
- 1.a. If yes, what is the date of the plan?
- 2004-08-04
- 1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?
- no
COST & SCHEDULE
- 1. Was operational analysis conducted?
- yes
- 1.a. If yes, provide the date the analysis was completed.
- 2007-08-31
- What were the results of your operational analysis?
- The analysis results confirmed that the investment has been achieving expected cost, schedule, and performance goals.
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