Exhibit 300 (BY2009) for National Institute Of Health (NIH) CC Clinical Research Information System (CRIS)

1. Date of Submission:

2008-02-04

2. Agency:

009

3. Bureau:

25

4. Name of this Capital Asset:

NIH CC Clinical Research Information System (CRIS)

5. Unique Project Identifier:

009-25-01-02-01-3006-00

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?

FY2002

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 Clinical Research Information System (CRIS) was designed and implemented to support medical care and research support at the NIH Clinical Center. As the nation's largest research hospital, data collection and analysis for clinical trials is critical to improving the health of the nation. The CRIS supports over 1200 clinical trials at the hospital for the NIH through an enterprise of interfaced applications. As CRIS enters the O & M phase, the vision of multiple interfaced COTS systems is complete: The modules currently in production include: The hospital information core, radiology, nutrition, surgery, scheduling and admissions, Lab, transfusion medicine,EKG, Pharmacy, and Data Mart systems. Replacing a 25 year old legacy system, CRIS now offers a central source of data, images and reports for clinical researchers of the NIH intramural program. The project has mitigated the manual transfer of data, and has created electronic access to clinical and research data. The CRIS has been developed to meet multiple goals of the PMA. The key PMA is the e-government initiative. Clinical and research data including images are now ordered, documented and stored electronically. This has been critical to sustaining the research enterprise at the NIH, and allowed researchers access to larger datasets than in the past. A second PMA goal of human capital is also been addressed with this project. With the nursing shortage and decreased funding, there is decreased staffing. Therefore, the clinical care areas require efficient data capture into a system that accrues data once for care and for research. The CRIS system has reduced time for M.D.'s to enter orders (see performance measures) and also to make care decisions. This system has increased employee satisfaction with an electronic medical record system (see performance measures). The last PMA is R & D investment criteria. The core mission of the NIH is research. CRIS has enabled the intramural program to pool all patient data into one repository creating efficiencies and allowing researchers to analyze increasingly more complex data and results by protocol or across protocols. CRIS continues to meet goals set through a rigorous CPIC process. Budget requests are vetted through the project Steering Committee, the NIH IT Working Group, and evaluated through the NIH Budget and Management Working Group. CRIS became Steady in State with the beginning of Fiscal Year 2007.

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.

yes

12.a. Will this investment include electronic assets (including computers)?

yes

13. Does this investment directly support one of the PMA initiatives?

yes

If yes, select the initiatives that apply:

Initiative Name
Expanded E-Government
Human Capital
R and D Investment Criteria

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?)

CRIS supports the NIH electronic patient & research record. The PMA e-government initiative is supported directly with the creation of an electronic medical record and the creation of standardized databases that will be Interoperable with other medical information systems and allow for data-sharing across government & private health care providers.

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?

no

14.b. If yes, what is the name of the PARTed program?

2007: NIH - Intramural Research

14.c. If yes, what rating did the PART receive?

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)

(4) Project Manager assigned but qualification status review has not yet started

18. Is this investment identified as high risk on the Q4 - FY 2007 agency high risk report (per OMB memorandum M-05-23)?

no

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	55
Software	35
Services	10
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	Karen Pla
Phone Number	301-402-6201
Title	NIH Privacy Act Officer
Email	plak@mail.nih.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

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	4.180	0.000	0.000	0.000
Acquisition Budgetary Resources	55.484	0.000	0.000	0.000
Maintenance Budgetary Resources	4.325	6.500	7.140	7.710
Government FTE Cost	12.460	4.270	4.375	4.868
# of FTEs	98	40	40	40

2. Will this project require the agency to hire additional FTE's?

no

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. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Service Efficiency	Prescriber electronic order entry time	05 results - 34.11 min +/- 8.14 minutes	29 minutes	Multiple order entry took 21.2 minutes, entry of same orders using order sets took 15.5 minutes, a decrease of 27%. Demonstrated efficiencies in creating order sets for patient care and research.
2	2006	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Errors	Number of missing lab specib specimens	Lost or missing lab specimens - 52 per year	39 less missing specimens	Decreased from 52 to 21 lost or mislabeled specimens, a decrease of 60%
3	2006	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Research and Practitioner Education	Perceived Usefulness, Perceived Ease of Use , Support of Clinical Care, Support Research, Customer Support, Training Satisfaction	Perceived usefulness - 52 %, Perceived Ease of Use 46%, Support of Clinical Care - 74%, Support Research 74%, Customer Support - 75%, Training satisfaction - 94%	Improve user satisfaction and ease of use of the medical information system by 10%	Perceived Usefulness - 73% (up 21%), Perceived Ease of Use - 57% (Up 11%), Support of Clinical Care - 85% (Increased 11%), Support Research - 78% (increased 4%), Customer Support - 85% (increased 10%), Training Satisfaction - 96% (increased 2%)
4	2006	Effective Management of Human Capital/Information Technology/Resources	Technology	Interoperability	Number of interface systems	At beginning of project had 5 interfaced systems	6	Built and interfaced scheduling system, surgery system, ADT system
5	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Errors	Percentage use of physician order entry	05 results - 66.3 % of all orders	70%	Percentage of use 66.6% normal orders 77% medication orders
6	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Automation	Number of protocol order sets	Count of protocol order sets	Increase number of order sets by 10%	Protocol order sets added 256
7	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Research and Practitioner Education	Perceived Usefulness, Perceived Ease of Use , Support of Clinical Care, Support Research, Customer Support, Training Satisfaction	Perceived usefulness - 73%, Perceived Ease of use - 57%, Support of Clinical Care - 85%, Support of Research - 78%, Customer Support - 85%, Training Satisfaction - 96%.	Increase user satisfaction with system across all measures by 5%	Perceived usefulness 77% (up .6%)
8	2007	Effective Management of Human Capital/Information Technology/Resources	Technology	Interoperability	Number of interface systems	5	6	Added EKG and ProVation
9	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Research and Practitioner Education	Perceived Usefulness, Perceived Ease of Use , Support of Clinical Care, Support Research, Customer Support, Training Satisfaction	Use prior year results as baseline	Increase by 5%	TBD
10	2008	Effective Management of Human Capital/Information Technology/Resources	Technology	Interoperability	Number of NIH systems interfaced to CRIS to improve efficiency	Use prior year results as baseline	Increase by 1	TBD
11	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Automation	Percent of auditors satisfied with electronic medical record	Currently auditors request paper medical record	100%	TBD
12	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Errors	Number of systems using barcoding to decrease patient errors (lab, pharmacy, blood bank)	In FY 06 only lab has barcoding system	3	TBD
13	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Research and Practitioner Education	Perceived Usefulness, Perceived Ease of Use , Support of Clinical Care, Support Research, Customer Support, Training Satisfaction	Use prior year results as baseline	Increase by 5%	TBD
14	2009	Effective Management of Human Capital/Information Technology/Resources	Technology	Interoperability	Number of NIH systems interfaced to CRIS to improve efficiency	Use prior year results as baseline	Increase by 1	TBD
15	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Automation	Percent of auditors satisfied with electronic medical record	Use prior year results as baseline	100%	TBD
16	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Errors	Percentage use of physician order entry	Use prior year results as baseline	Increase by 5%	TBD
17	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Research and Practitioner Education	Perceived Usefulness, Perceived Ease of Use , Support of Clinical Care, Support Research, Customer Support, Training Satisfaction	Use prior year results as baseline	Increase by 5%	TBD
18	2010	Effective Management of Human Capital/Information Technology/Resources	Technology	Interoperability	Number of NIH systems interfaced to CRIS to improve efficiency	Use prior year results as baseline	Increase by 1	TBD
19	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Automation	Percent of auditors satisfied with electronic medical record	Use prior year results as baseline	100%	TBD
20	2010	S.O. 1.2 - Increase health care service availability and accessibility	Processes and Activities	Errors	Percentage use of physician order entry	Use prior year results as baseline	Increase by 5%	TBD
21	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Research and Practitioner Education	Perceived Usefulness, Perceived Ease of Use , Support of Clinical Care, Support Research, Customer Support, Training Satisfaction	Use prior year results as baseline	Increase by 5%	TBD
22	2011	Effective Management of Human Capital/Information Technology/Resources	Technology	Interoperability	Number of NIH systems interfaced to CRIS to improve efficiency	Use prior year results as baseline	Increase by 1	TBD
23	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Automation	Percent of auditors satisfied with electronic medical record	Use prior year results as baseline	100%	TBD
24	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Errors	Percentage use of physician order entry	Use prior year results as baseline	Increase by 5%	TBD
25	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Health Care Research and Practitioner Education	Perceived Usefulness, Perceived Ease of Use , Support of Clinical Care, Support Research, Customer Support, Training Satisfaction	Use prior year results as baseline	Increase by 5%	TBD
26	2012	Effective Management of Human Capital/Information Technology/Resources	Technology	Interoperability	Number of NIH systems interfaced to CRIS to improve efficiency	Use prior year results as baseline	Increase by 1	TBD
27	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Automation	Percent of auditors satisfied with electronic medical record	Use prior year results as baseline	100%	TBD
28	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Processes and Activities	Errors	Percentage use of physician order entry	Use prior year results as baseline	Increase by 5%	TBD

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.

NIH CC Clinical Research Information System (CRIS)

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	Ad Hoc	Defines the set of capabilities that support the use of dynamic reports on an as needed basis.	Reporting	Ad Hoc	Ad Hoc	009-25-02-00-01-3109-00	Internal	3
2	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	2
3	Categorization	Defines the set of capabilities that allow classification of data and information into specific layers or types to support an organization.	Knowledge Management	Categorization			No Reuse	4
4	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	4
5	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	Configuration Management	009-25-02-00-01-3109-00	Internal	4
6	Data Integration	Defines the set of capabilities that support the organization of data from separate data sources into a single source using middleware or application integration and the modification of system data models to capture new information within a single system.	Development and Integration	Data Integration			No Reuse	2
7	Data Warehouse	Defines the set of capabilities that support the archiving and storage of large volumes of data.	Data Management	Data Warehouse			No Reuse	9
8	Digital Signature Management	Defines the set of capabilities that guarantee the unaltered state of a file.	Security Management	Digital Signature Management	Digital Signature Management	001-25-02-00-01-3109-00	Internal	0
9	Document Classification	Defines the set of capabilities that support the categorization of documents and artifacts, both electronic and physical.	Records Management	Document Classification			No Reuse	4
10	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	9
11	Graphing / Charting	Defines the set of capabilities that support the presentation of information in the form of diagrams or tables.	Visualization	Graphing / Charting			No Reuse	3
12	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	Identification and Authentication	001-25-02-00-01-3109-00	Internal	0
13	Inbound Correspondence Management	Defines the set of capabilities that manage externally initiated communication between an organization and its stakeholders.	Routing and Scheduling	Inbound Correspondence Management	Inbound Correspondence Management	009-25-02-00-01-3109-00	Internal	0
14	Information Mapping / Taxonomy	Defines the set of capabilities that support the creation and maintenance of relationships between data entities, naming standards and categorization.	Knowledge Management	Information Mapping / Taxonomy			No Reuse	11
15	Information Retrieval	Defines the set of capabilities that allow access to data and information for use by an organization and its stakeholders.	Knowledge Management	Information Retrieval	Information Retrieval	001-25-02-00-01-3109-00	Internal	5
16	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	Information Sharing	009-25-02-00-01-3109-00	Internal	4
17	Intrusion Prevention	Intrusion Prevention - Includes penetration testing and other measures to prevent unauthorized access to a government information system.	Security Management	Intrusion Prevention	Intrusion Prevention	009-25-02-00-01-3109-00	Internal	9
18	Issue Tracking	Defines the set of capabilities that receive and track user-reported issues and problems in using IT systems, including help desk calls.	Systems Management	Issue Tracking	Issue Tracking	009-25-02-00-01-3109-00	Internal	6
19	Knowledge Distribution and Delivery	Defines the set of capabilities that support the transfer of knowledge to the end customer.	Knowledge Management	Knowledge Distribution and Delivery	Knowledge Distribution and Delivery	009-25-02-00-01-3109-00	Internal	3
20	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	Network Management	001-25-02-00-01-3109-00	Internal	0
21	Outbound Correspondence Management	Defines the set of capabilities that manage internally initiated communication between an organization and its stakeholders.	Routing and Scheduling	Outbound Correspondence Management	Outbound Correspondence Management	009-25-02-00-01-3109-00	Internal	8
22	Process Tracking	Defines the set of capabilities that allow the monitoring of activities within the business cycle.	Tracking and Workflow	Process Tracking			No Reuse	3
23	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	Quality Management	009-25-02-00-01-3109-00	Internal	2
24	Remote Systems Control	Defines the set of capabilities that support the monitoring, administration and usage of applications and enterprise systems from locations outside of the immediate system environment.	Systems Management	Remote Systems Control	Remote Systems Control	009-25-02-00-01-3109-00	Internal	5
25	Standardized / Canned	Defines the set of capabilities that support the use of pre-conceived or pre-written reports.	Reporting	Standardized / Canned			No Reuse	0

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	Ad Hoc	Component Framework	Data Management	Reporting and Analysis	Crystal Reports
2	Business Rule Management	Component Framework	Business Logic	Platform Dependent	Eclipsys Sunrise Clinical Manager
3	Categorization	Service Interface and Integration	Interoperability	Data Format / Classification	Eclipsys Sunrise Clinical Manager
4	Computers / Automation Management	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	Windows/Intel, Sun, IBM RISC
5	Computers / Automation Management	Service Platform and Infrastructure	Hardware / Infrastructure	Peripherals	USB, IEEE-1284
6	Configuration Management	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	PVCS
7	Data Integration	Service Interface and Integration	Interoperability	Data Format / Classification	QDX Integrator, HL7, Microsoft MSMQ
8	Data Warehouse	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server, Sybase, 4D
9	Data Warehouse	Service Platform and Infrastructure	Database / Storage	Storage	NAS, SAN
10	Digital Signature Management	Component Framework	Security	Certificates / Digital Signatures	FIPS 182-2, FIPS 140-2, NIST Guidance
11	Document Classification	Component Framework	Data Interchange	Data Exchange	Eclipsys Sunrise Clinical Manager
12	Enterprise Application Integration	Service Platform and Infrastructure	Support Platforms	Platform Independent	J2EE
13	Enterprise Application Integration	Service Platform and Infrastructure	Support Platforms	Platform Dependent	.NET
14	Enterprise Application Integration	Service Platform and Infrastructure	Delivery Servers	Web Servers	Microsoft IIS, Apache, Orion
15	Enterprise Application Integration	Service Platform and Infrastructure	Delivery Servers	Application Servers	Eclipsys Sunrise Clinical Manager
16	Enterprise Application Integration	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	Microsoft Visual Studio, Merant Collage
17	Enterprise Application Integration	Component Framework	Data Management	Database Connectivity	ODBC
18	Enterprise Application Integration	Service Interface and Integration	Integration	Middleware	QDX Integrator
19	Enterprise Application Integration	Service Interface and Integration	Integration	Enterprise Application Integration	QDX Integrator
20	Graphing / Charting	Component Framework	Data Management	Reporting and Analysis	Eclipsys Sunrise Clinical Manager
21	Identification and Authentication	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	Active Directory, Citrix
22	Identification and Authentication	Service Access and Delivery	Service Requirements	Legislative / Compliance	SecurID 2-factor Authentication, FISMA
23	Inbound Correspondence Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Exchange
24	Information Mapping / Taxonomy	Service Interface and Integration	Interoperability	Data Transformation	Eclipsys Sunrise Clinical Manager, QDX Integrator
25	Information Retrieval	Service Access and Delivery	Access Channels	Web Browser	Internet Explorer
26	Information Sharing	Service Platform and Infrastructure	Database / Storage	Storage	SAN shared volume
27	Intrusion Prevention	Service Platform and Infrastructure	Hardware / Infrastructure	Network Devices / Standards	Firewall, SecurID
28	Issue Tracking	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	Serena Teamtrack, Remedy
29	Knowledge Distribution and Delivery	Service Platform and Infrastructure	Database / Storage	Storage	SAN shared volume
30	Network Management	Service Access and Delivery	Delivery Channels	Virtual Private Network (VPN)	Cisco Systems VPN3000 Concentrator
31	Network Management	Service Access and Delivery	Delivery Channels	Internet	HTTP, HTTPS
32	Network Management	Service Access and Delivery	Delivery Channels	Intranet	HTTP, HTTPS, SSL
33	Network Management	Service Platform and Infrastructure	Hardware / Infrastructure	Wide Area Network (WAN)	TCP/IP, PoS
34	Network Management	Service Platform and Infrastructure	Hardware / Infrastructure	Local Area Network (LAN)	TCP/IP
35	Network Management	Service Platform and Infrastructure	Hardware / Infrastructure	Network Devices / Standards	SNMP, CA Unicenter
36	Outbound Correspondence Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Microsoft Exchange
37	Process Tracking	Component Framework	Business Logic	Platform Dependent	Eclipsys Sunrise Clinical Manager
38	Quality Management	Service Platform and Infrastructure	Software Engineering	Test Management	Serena TeamTrack
39	Remote Systems Control	Service Access and Delivery	Access Channels	Wireless / PDA	802.11x
40	Remote Systems Control	Service Platform and Infrastructure	Support Platforms	Wireless / Mobile	802.11x
41	Standardized / Canned	Component Framework	Data Management	Reporting and Analysis	Eclipsys Sunrise Clinical Manager

6. Will the application leverage existing components and/or applications across the Government (i.e., FirstGov, Pay.Gov, etc)?

yes

6.a. If yes, please describe.

This investment leverages: Federal Health Architecture (FHA).

1. Does the investment have a Risk Management Plan?

yes

1.a. If yes, what is the date of the plan?

2006-12-06

1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?

yes

1.c. If yes, describe any significant changes:

The CRIS system has moved to steady state. The original plan primarily addresses issues that would be problematic for meeting go-live milestones. The new plan addresses issues with maintaining the system. Our system itself is not very different since in both pre-go live and post go live we continue to use a vigorous configuration management process with technical and functional review board. We have also an established Project Management Office that monitor risk. We annually update the risk plan so the current plan with be updated by the end of this year.

2. If there is currently no plan, will a plan be developed?

no

2.b. If no, what is the strategy for managing the risks?

1. Was operational analysis conducted?

yes

1.a. If yes, provide the date the analysis was completed.

2007-03-10

What were the results of your operational analysis?

The first ORR was performed In August 2004 prior to the original go-live for CRIS CORE. In addition, before each of the ancillary go-lives, or Eclipsys upgrades, an Operational Readiness Review is also performed. This review typically consists of a checklist of readiness objectives that need to be achieved before the system go live, responsible staff member, date, etc. An Operational Analysis will be performed for the entire system each year covering costs, schedule and performance as requested by NIH management (the IT Working Group). As the system has moved into Steady State or Operations and Maintenance reviews are performed when there is a significant event such as a version upgrade. The review consists of preplanning the activation, preparation of a go-live activation check list of tasks and the person or persons responsible for performing the tasks. Minor reviews are performed with the installation of vendor based "hot fixes" or other changes to the system. These are captured in our Configuration Management System through the use of System Change Requests or SCRS. The last major review was performed with the upgrade to version 4.5 which went live on 3/10/07.