| | Exhibit 300 (BY2009) - National Institutes of Health (NIH) OD Business System (NBS), National Institutes of HealthPART ONE
OVERVIEW
- 1. Date of Submission:
- 2008-02-04
- 2. Agency:
- 009
- 3. Bureau:
- 25
- 4. Name of this Capital Asset:
- NIH OD NIH Business System (NBS)
- 5. Unique Project Identifier:
- 009-25-01-01-01-4601-00
- 6. What kind of investment will this be in FY2009?
- Mixed Life Cycle
- 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 NBS Project is replacing the NIH administrative and financial core operations systems, including the general ledger, AP/AR, budget, procurement, supply, travel, and property systems. The NBS project has been approved by the NIH IT Board of Governors and the DHHS IT Investment Review Board as of July 1, 2003 and is one component of the department-wide DHHS' UFMS. This investment is reviewed annually, most recently in June 26, 2007, and the HHS ITIRB continues to recommend the development of the NBS. The project supports HHS Strategic Goal 8 Achieve excellence in management practices and PMA initiatives for financial performance and expanded e-government. The NBS supports e-gov objectives by establishing a web-based COTS E-Gov business system that automates internal processes to improve the federal government's use of IT and to standardize the sharing of financial data between and among government agencies as well as deploying eTravel. The NBS was the pilot for the UFMS as HHS began to modernize and integrate its financial systems to meet JFMIP standards. A 2005 NBS/UFMS merge study concluded that"...UFMS and NBS are not ready for a full merge in the short term." NBS development for unique NIH functionality is coordinated with UFMS. NBS has the following strategic objectives:- Eliminate redundant and outdated financial systems by implementing a modern integrated HHS-wide system; - Produce accurate, timely, reliable and relevant financial information to help HHS managers make fact-based operational decisions; - Comply with applicable federal financial management system requirements; - Strengthen internal controls by instituting standard business rules, data requirements, and accounting policies across HHS; - Streamline operational activities to achieve more efficient and cost-effective business performance; - Continue to achieve unqualified audit opinions on annual financial statements. The NIH chose a COTS product; Oracle E-Business Suite and partnered COTS bolt-ons (GELCO for travel, Compusearch PRISM for contracts and Sunflower Assets for property management). Selection of the ERP solution is in keeping with OMB Circulars No. A-127 and A-130 to give first priority to purchasing for Federal applications. The NBS deployed the General Ledger and Travel in 2003, Warehouse Management and Inventory in Feb 2007, Acquistions and Property Management in May 2007 and will deploy GovTrip integration in 2008, Service Supply Fund management in 2009/2010.
- 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?
- Senior/Expert-level
- 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 |
---|
Expanded E-Government | Financial Performance |
- 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?)
- Financial Performance: Implementation leverages data from other agency systems to ensure data consistency, minimize duplicate data entry and provide better customer service. Expanded E-Gov: Implements the NGMS GovTrip eTravel system as well as web-based procurement, property and requisitioning systems giving NIH administrative personnel consistent business processes, integrated business solutions improving employee efficiencies, reducing transaction errors and improving data quality.
- 14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)?
- no
- 15. Is this investment for information technology?
- yes
- 16. What is the level of the IT Project (per CIO Council's PM Guidance)?
- Level 3
- 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?
- yes
- 19.a. If yes, does this investment address a FFMIA compliance area?
- yes
- 19.a.1. If yes, which compliance area:
- Financial Statements and reporting
- 19.b. If yes, please identify the system name(s) and system acronym(s) as reported in the most recent financial systems inventory update required by Circular A11 section 52.
- NIH OD NIH Business System (NBS)
- 20. What is the percentage breakout for the total FY2009 funding request for the following? (This should total 100%)
Area | Percentage |
---|
Hardware | 0 | Software | 6 | Services | 90 | Other | 5 |
- 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?
- yes
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 | 8.680 | 0.587 | 0.862 | 0.037 | Acquisition Budgetary Resources | 71.911 | 14.497 | 7.635 | 7.544 | Maintenance Budgetary Resources | 16.154 | 1.146 | 10.025 | 10.376 | Government FTE Cost | 27.893 | 7.579 | 7.348 | 7.103 | # of FTEs | 96 | 21 | 21 | 21 |
- 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 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Number of NBS Help Desk tickets (per module). | FY05 Travel - 9,968 tickets. FY05 Budget/Finance - 258 tickets. | Travel - 7.975 tickets. Budget/Finance - 206 tickets, representing a 20% improvement | 8854 Travel tickets in FY06 - constitutes an 11% reduction Travel tickets from FY05 | 2 | 2006 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Productivity | Percent of total NBS tickets closed by Level 3 personnel | FY05 10% of tickets closed by Level 3 personnel | Less than 15% of total NBS tickets closed by Level 3 personnel | FY06 ave 12% of tickets closed by Level 3 personnel | 3 | 2006 | Effective Management of Human Capital/Information Technology/Resources | Mission and Business Results | Reporting and Information | Number of purchase orders approved | 136,966 purchase orders | 141,075 purchase orders approved, representing a 3% increase | FY06 132,853 purpurchase orders approved. This represents a slight decreasefrom FY05. | 4 | 2006 | Effective Management of Human Capital/Information Technology/Resources | Customer Results | Availability | Days to close books | 5 days | 4 days, representing a 20% improvement | 5 days | 5 | 2006 | Effective Management of Human Capital/Information Technology/Resources | Technology | Availability | Percent of server uptime | FY05 99.8% NBS component uptime within the support window | 99.8% or higher | FY06 99.8% NBS component uptime within the support window | 6 | 2007 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Number of NBS Help Desk tickets (per module). | 8854 Travel tickets in FY06 | Travel 7800 tickets; Budget/Finance 200 | Travel - 7,445 tickets, a 16% reduction from FY06; Budget/Finance - 298 tickets, affected by 2 new major deployments | 7 | 2007 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Productivity | Percent of total NBS tickets closed by Level 3 personnel | FY06 ave 12% of tickets closed by Level 3 personnel | 10% of tickets | 9% of tickets | 8 | 2007 | Effective Management of Human Capital/Information Technology/Resources | Mission and Business Results | Reporting and Information | Number of purchase orders approved | FY06 132,853 purchase orders approved | 132,000 purchase orders | FY07 123,632 Purchase Orders approved, a 7% reduction due to tighter budget | 9 | 2007 | Effective Management of Human Capital/Information Technology/Resources | Customer Results | Availability | Days to close books | 5 days | Monthly/Quarterly - 1 day, Year-End 5 days | Monthly/Quarterly - 1 day, Year-end 5 days | 10 | 2007 | Effective Management of Human Capital/Information Technology/Resources | Technology | Availability | Percent of server uptime | FY06 99.8% NBS component uptime within the support window | 99.8% or higher | 99.9 uptime | 11 | 2008 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Number of NBS Help Desk tickets (per module). | FY 2007 actual results | TBD based on PY results | TBD | 12 | 2008 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Productivity | Percent of total NBS tickets closed by Level 3 personnel | FY 2007 actual results | TBD based on PY results | TBD | 13 | 2008 | Effective Management of Human Capital/Information Technology/Resources | Mission and Business Results | Reporting and Information | Number of purchase orders approved | FY 2007 actual results | TBD based on PY results | TBD | 14 | 2008 | Effective Management of Human Capital/Information Technology/Resources | Customer Results | Availability | Days to close books | FY 2007 actual results | TBD based on PY results | TBD | 15 | 2008 | Effective Management of Human Capital/Information Technology/Resources | Technology | Availability | Percent of server uptime | FY 2007 actual results | 99.8% or higher | TBD | 16 | 2009 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Number of NBS Help Desk tickets (per module). | FY 2008 actual results | TBD based on PY results | TBD | 17 | 2009 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Productivity | Percent of total NBS tickets closed by Level 3 personnel | FY 2008 actual results | TBD based on PY results | TBD | 18 | 2009 | Effective Management of Human Capital/Information Technology/Resources | Mission and Business Results | Reporting and Information | Number of purchase orders approved | FY 2008 actual results | TBD based on PY results | TBD | 19 | 2009 | Effective Management of Human Capital/Information Technology/Resources | Customer Results | Availability | Days to close books | FY 2008 actual results | TBD based on PY results | TBD | 20 | 2009 | Effective Management of Human Capital/Information Technology/Resources | Technology | Availability | Percent of server uptime | FY 2008 actual results | 99.8% or higher | TBD | 21 | 2010 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Number of NBS Help Desk tickets (per module). | FY 2009 actual results | TBD based on PY results | TBD | 22 | 2010 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Productivity | Percent of total NBS tickets closed by Level 3 personnel | FY 2009 actual results | TBD based on PY results | TBD | 23 | 2010 | Effective Management of Human Capital/Information Technology/Resources | Mission and Business Results | Reporting and Information | Number of purchase orders approved | FY 2009 actual results | TBD based on PY results | TBD | 24 | 2010 | Effective Management of Human Capital/Information Technology/Resources | Customer Results | Availability | Days to close books | FY 2009 actual results | TBD based on PY results | TBD | 25 | 2010 | Effective Management of Human Capital/Information Technology/Resources | Technology | Availability | Percent of server uptime | FY 2009 actual results | 99.8% or higher | TBD | 26 | 2011 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Number of NBS Help Desk tickets (per module). | FY 2010 actual results | TBD based on PY results | TBD | 27 | 2011 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Productivity | Percent of total NBS tickets closed by Level 3 personnel | FY 2010 actual results | TBD based on PY results | TBD | 28 | 2011 | Effective Management of Human Capital/Information Technology/Resources | Mission and Business Results | Reporting and Information | Number of purchase orders approved | FY 2010 actual results | TBD based on PY results | TBD | 29 | 2011 | Effective Management of Human Capital/Information Technology/Resources | Customer Results | Availability | Days to close books | FY 2010 actual results | TBD based on PY results | TBD | 30 | 2011 | Effective Management of Human Capital/Information Technology/Resources | Technology | Availability | Percent of server uptime | FY 2010 actual results | 99.8% or higher | TBD | 31 | 2012 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Efficiency | Number of NBS Help Desk tickets (per module). | FY 2011 actual results | TBD based on PY results | TBD | 32 | 2012 | Effective Management of Human Capital/Information Technology/Resources | Processes and Activities | Productivity | Percent of total NBS tickets closed by Level 3 personnel | FY 2011 actual results | TBD based on PY results | TBD | 33 | 2012 | Effective Management of Human Capital/Information Technology/Resources | Mission and Business Results | Reporting and Information | Number of purchase orders approved | FY 2011 actual results | TBD based on PY results | TBD | 34 | 2012 | Effective Management of Human Capital/Information Technology/Resources | Customer Results | Availability | Days to close books | FY 2011 actual results | TBD based on PY results | TBD | 35 | 2012 | Effective Management of Human Capital/Information Technology/Resources | Technology | Availability | Percent of server uptime | FY 2011 actual results | 99.8% or higher | 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.
- NIH OD NIH Business System (NBS) -- The NBS Project will replace the NIH administrative and financial core operations systems and is a component of the department-wide effort of the Health and Human Services Unified Financial Management System (UFMS). The NIH/NBS, a phased deployment, deployed the general ledger module and travel manager system as targeted. The HHS implementation of UFMS proceeded in parallel to NIH's implementation of NBS. As the two systems rely on much of the same underlying
- 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 | 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 | 0 | 2 | 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 | Access Control | 009-25-02-00-01-3109-00 | Internal | 0 | 3 | Activity-Based Management | Defines the set of capabilities that support a defined, specific set of finance-related tasks for a given objective. | Financial Management | Activity-Based Management | | | No Reuse | 0 | 4 | Ad Hoc | Defines the set of capabilities that support the use of dynamic reports on an as needed basis. | Reporting | Ad Hoc | | | No Reuse | 2 | 5 | 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 | 6 | 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 | 7 | Assistance Request | Defines the set of capabilities that support the solicitation of support from a customer. | Customer Initiated Assistance | Assistance Request | | | No Reuse | 1 | 8 | 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 | 9 | Auditing | Defines the set of capabilities that support the examination and verification of records for accuracy. | Financial Management | Auditing | | | No Reuse | 2 | 10 | Billing and Accounting | Defines the set of capabilities that support the charging, collection and reporting of an organization's accounts. | Financial Management | Billing and Accounting | | | No Reuse | 18 | 11 | Call Center Management | Defines the set of capabilities that handle telephone sales and/or service to the end customer. | Customer Relationship Management | Call Center Management | Call Center Management | 009-25-02-00-01-3109-00 | Internal | 0 | 12 | 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 | 13 | 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 | 3 | 14 | Contact and Profile Management | Defines the set of capabilities that provide a comprehensive view of all customer interactions, including calls, email, correspondence and meetings; also provides for the maintenance of a customer's account, business and personal information. | Customer Relationship Management | Contact and Profile Management | | | No Reuse | 1 | 15 | Credit / Charge | Defines the set of capabilities that support the use of credit cards or electronic funds transfers for payment and collection of products or services. | Financial Management | Credit / Charge | | | No Reuse | 1 | 16 | Customer / Account Management | Defines the set of capabilities that support the retention and delivery of a service or product to an organization's clients. | Customer Relationship Management | Customer / Account Management | Customer / Account Management | 009-25-02-00-01-3109-00 | Internal | 0 | 17 | Decision Support and Planning | Defines the set of capabilities that support the analyze information and predict the impact of decisions before they are made. | Business Intelligence | Decision Support and Planning | | | No Reuse | 4 | 18 | 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 | 009-25-02-00-01-3109-00 | Internal | 0 | 19 | 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 | 0 | 20 | 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 | 5 | 21 | 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 | License Management | 009-00-01-01-01-0009-00 | Internal | 0 | 22 | 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 | 009-25-02-00-01-3109-00 | Internal | 0 | 23 | 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 | 0 | 24 | Online Help | Defines the set of capabilities that provide an electronic interface to customer assistance. | Customer Initiated Assistance | Online Help | | | No Reuse | 0 | 25 | Online Tutorials | Defines the set of capabilities that provide an electronic interface to educate and assist customers. | Customer Initiated Assistance | Online Tutorials | | | No Reuse | 0 | 26 | Ordering / Purchasing | Defines the set of capabilities that allow the placement of request for a product. | Supply Chain Management | Ordering / Purchasing | | | No Reuse | 1 | 27 | Partner Relationship Management | Defines the set of capabilities that provide a framework to promote the effective collaboration between an organization and its business partners, particularly members of the distribution chain (e.g., channel and alliance partners, resellers, agents, brokers, and dealers) and other third parties that support operations and service delivery to an organization's customers; includes performance evaluation of partners, if necessary. | Customer Relationship Management | Partner Relationship Management | | | No Reuse | 0 | 28 | Personalization | Defines the set of capabilities to change a user interface and how data is displayed. | Customer Preferences | Personalization | | | No Reuse | 0 | 29 | Process Tracking | Defines the set of capabilities that allow the monitoring of activities within the business cycle. | Tracking and Workflow | Process Tracking | | | No Reuse | 0 | 30 | Procurement | Defines the set of capabilities that support the ordering and purchasing of products and services. | Supply Chain Management | Procurement | | | No Reuse | 46 | 31 | 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 | 0 | 32 | Reservations / Registration | Defines the set of capabilities that allow electronic enrollment and confirmations for services. | Customer Initiated Assistance | Reservations / Registration | | | No Reuse | 0 | 33 | Revenue Management | Defines the set of capabilities that support the allocation and re-investment of earned net credit or capital within an organization. | Financial Management | Revenue Management | | | No Reuse | 0 | 34 | Standardized / Canned | Defines the set of capabilities that support the use of pre-conceived or pre-written reports. | Reporting | Standardized / Canned | | | No Reuse | 0 | 35 | Storefront / Shopping Cart | Defines the set of capabilities that support the online equivalent of the supermarket cart, where orders and merchandise are placed. | Supply Chain Management | Storefront / Shopping Cart | | | No Reuse | 0 | 36 | Travel Management | Defines the set of capabilities that support the transit and mobility of an organization's employees for business purposes. | Human Resources | Travel Management | | | No Reuse | 2 | 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 | 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 | Access Control | Service Access and Delivery | Access Channels | Web Browser | Internet Explorer and Netscape Navigator browser | 2 | Access Control | Service Access and Delivery | Delivery Channels | Intranet | Netegrity Siteminder and Active Directory | 3 | Access Control | Service Access and Delivery | Service Requirements | Authentication / Single Sign-on | Netegrity Siteminder and Active Directory | 4 | Activity-Based Management | Service Interface and Integration | Interoperability | Data Types / Validation | Oracle AP, PO, AR and federal financials accounting | 5 | Ad Hoc | Service Interface and Integration | Interoperability | Data Types / Validation | Data mapping for Oracle standard reports | 6 | Asset Cataloging / Identification | Service Interface and Integration | Interoperability | Data Format / Classification | Oracle and Progress database indexes, word processing and graphics. | 7 | Asset Transfer, Allocation, and Maintenance | Service Platform and Infrastructure | Hardware / Infrastructure | Servers / Computers | Enterprise class servers running SunOS 9 | 8 | Assistance Request | Service Access and Delivery | Access Channels | Wireless / PDA | BlackBerry | 9 | Assistance Request | Service Platform and Infrastructure | Support Platforms | Platform Independent | Oracle JInitiator | 10 | Audit Trail Capture and Analysis | Service Platform and Infrastructure | Software Engineering | Software Configuration Management | Applimation Integra Codebase, Mercury Test Director, Remedy, RiskRadar. | 11 | Auditing | Service Access and Delivery | Service Transport | Service Transport | Applimation, AppWorx and Ringmaster | 12 | Auditing | Service Platform and Infrastructure | Database / Storage | Storage | EMC SAN | 13 | Billing and Accounting | Service Platform and Infrastructure | Hardware / Infrastructure | Embedded Technology Devices | Kodak scanners for AP invoicing and label printers | 14 | Call Center Management | Service Platform and Infrastructure | Software Engineering | Software Configuration Management | Remedy | 15 | Catalog Management | Service Platform and Infrastructure | Delivery Servers | Web Servers | Oracle iProcurement | 16 | Computers / Automation Management | Component Framework | Presentation / Interface | Dynamic Server-Side Display | Java Server Pages (JSP) | 17 | Contact and Profile Management | Service Interface and Integration | Interoperability | Data Types / Validation | Oracle HR People Data Conversion Interface | 18 | Credit / Charge | Service Interface and Integration | Interoperability | Data Transformation | Oracle transaction processing | 19 | Customer / Account Management | Service Platform and Infrastructure | Software Engineering | Software Configuration Management | Remedy | 20 | Decision Support and Planning | Service Access and Delivery | Access Channels | Collaboration / Communications | Remedy | 21 | Decision Support and Planning | Service Access and Delivery | Access Channels | Other Electronic Channels | Oracle forms | 22 | Decision Support and Planning | Service Platform and Infrastructure | Database / Storage | Database | Oracle and Progress. | 23 | Identification and Authentication | Service Access and Delivery | Service Requirements | Authentication / Single Sign-on | CA SiteMinder | 24 | Identification and Authentication | Service Access and Delivery | Service Requirements | Authentication / Single Sign-on | Microsoft Active Directory | 25 | Inventory management | Service Access and Delivery | Access Channels | Other Electronic Channels | Oracle Inventory and iProcurement | 26 | Invoice / Requisition Tracking and Approval | Service Interface and Integration | Interoperability | Data Types / Validation | Oracle AP/AR/ iProcurement | 27 | Network Management | Service Platform and Infrastructure | Hardware / Infrastructure | Wide Area Network (WAN) | Wide Area Network (WAN) | 28 | License Management | Service Platform and Infrastructure | Hardware / Infrastructure | Servers / Computers | E25K Sun Servers, EMC DMX2000 SAN | 29 | Network Management | Service Platform and Infrastructure | Hardware / Infrastructure | Local Area Network (LAN) | Local Area Network (LAN) | 30 | Identification and Authentication | Service Access and Delivery | Service Requirements | Legislative / Compliance | NBS Security Program (supports ROLE/PRIVILEGE MANAGEMENT component) | 31 | Online Help | Component Framework | Presentation / Interface | Static Display | HTML | 32 | Online Tutorials | Service Platform and Infrastructure | Delivery Servers | Portal Servers | Plumtree Portal software | 33 | Ordering / Purchasing | Service Platform and Infrastructure | Hardware / Infrastructure | Network Devices / Standards | Computers, telephones | 34 | Partner Relationship Management | Service Platform and Infrastructure | Support Platforms | Platform Dependent | Oracle and Gelco base functionality | 35 | Personalization | Service Platform and Infrastructure | Support Platforms | Platform Dependent | The Oracle, Gelco, Sunflower and Prism COTS software is certified deployed for users on Windows 2000, Windows XP and MAC OS X platforms. | 36 | Process Tracking | Service Access and Delivery | Access Channels | Collaboration / Communications | Oracle Workflow | 37 | Procurement | Service Interface and Integration | Interface | Service Description / Interface | Oracle Procurement, Compusearch Prism | 38 | Property / Asset Management | Service Platform and Infrastructure | Hardware / Infrastructure | Peripherals | Loftware barcode printing, Intermec Scanners | 39 | Reservations / Registration | Component Framework | Data Management | Database Connectivity | Java database connectivity and open database connectivity | 40 | Revenue Management | Service Interface and Integration | Interoperability | Data Types / Validation | Oracle Federal Financials (Projects, AR) | 41 | Standardized / Canned | Service Platform and Infrastructure | Delivery Servers | Application Servers | Oracle 9iAS | 42 | Storefront / Shopping Cart | Service Platform and Infrastructure | Delivery Servers | Web Servers | Apache and IIS are used within the COTS for iProcurement. | 43 | System Resource Monitoring | Service Access and Delivery | Service Requirements | Hosting | Sun E25K servers | 44 | Travel Management | Service Platform and Infrastructure | Support Platforms | Platform Dependent | Gelco Travel Manager | 45 | Warehouse management | Service Interface and Integration | Interoperability | Data Types / Validation | Oracle WMS and inventory |
- 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: Budget Formulation and Execution Line of Business, Financial Management Line of Business.
PART TWO
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?
- 2005-05-19
- 1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?
- no
- 3. Briefly describe how investment risks are reflected in the life cycle cost estimate and investment schedule:
- The Risk Action Management and Mitigation Plan (RAMMP) for the NIH Business System (NBS) is performed throughout the life cycle of the project and includes risk identification, risk quantification, risk planning and risk management. Each item identified is assigned a cost estimate based on probability, cost impact, schedule impact, technical impact, and other impacts as identified. These cost estimates are incorporated into the project life cycle cost estimates during project planning and were incorporated into the analysis of alternatives for this selected alternative; therefore the project cost is also risk-adjusted in the summary of spending table. New risks are analyzed, prioritized, reported against, and incorporated into the overall project plan to effectively manage the project risk until it can either be mitigated or accepted. This incorporates the risk management activities throughout the NBS project's life cycle. Projects risks are regularly monitored to limit their impact on schedule or cost modification. Risk reviews occur twice a month and are attended by all federal and contractor leads. Items identified are entered and tracked into a commercial product, Risk Radar, as the tool for risk management, mitigation planning and monitoring. This process proactively identifies potential problems and addresses associated solutions when it is easier and less risky to do so, thus preventing project-related issues and risk. It also enables more effective use of resources by facilitating the early identification of potential problems and provides input into management decisions regarding resource allocation.
COST & SCHEDULE
- 1. Does the earned value management system meet the criteria in ANSI/EIA Standard 748?
- yes
- 2. Is the CV% or SV% greater than ± 10%?
- no
- 3. Has the investment re-baselined during the past fiscal year?
- no
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