| | Exhibit 300 (BY2009) for Office of the Secretary, Office of Public Health and Science (OPHS), Commissioned Corps Force Management SolutionPART ONE
OVERVIEW
- 1. Date of Submission:
- 2008-02-04
- 2. Agency:
- 009
- 3. Bureau:
- 90
- 4. Name of this Capital Asset:
- OS OPHS Commissioned Corps Force Management Solution
- 5. Unique Project Identifier:
- 009-90-01-06-01-2101-00
- 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?
- FY2006
- 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.
- On January 18th, 2006, the HHS Secretary announced a far-reaching vision for the Transformation of the Commissioned Corps (CC) to fulfill core public health missions of the Department. The Secretary also prescribed a set of human resource (HR) management practices which would greatly enhance the CC's ability to fulfill those missions. The strategic HR practices require business processes and IT infrastructure that do not currently exist. To fill this performance gap, the CC Force Management System (CCFMS) was introduced. CCFMS will work with reengineered business processes and more HR practices to position HHS and the CC to better fulfill core missions and increase its central management activities. The CCFMS will leverage HHS-wide resources and existing assets in order to close several gaps. Numerous benefits include: * The ability to match officers to positions and readiness activities. * Defining position requirements with fidelity. * Enable the CC to conduct work force planning to determine the required size and composition of the CC and to make recruitment, training and retention plans accordingly. * Streamline and more effectively target recruiting resources. * Eliminate inconsistent, non-comparable training information and track all training and career management activities throughout an officer's career. * Improve the timeliness and FTE efficiency of promotion management, assimilation, retirement, appointment and other career management processes. * More effectively manage readiness and deployment operations. * Reduce time spent correcting and working around shortcomings in data integrity. * And, improve interoperability within the scope of the CC enterprise. CCFMS is still in the development phase. A recently-completed independent requirements analysis: * Provides maps and models of various business processes required for desired functionality covering the areas of career management and training, assignments, position description and review, workforce planning, recruitment, and readiness/deployment. * Defines a conceptual model of a target system, in order to optimize new and existing capabilities. * Identifies current assets that could potentially be retained in the target environment. * Provides a high-level roadmap documenting for a path from the as-is to the to-be state. Requested funding will be used to realize the systems required to implement the reengineered processes.
- 9. Did the Agency's Executive/Investment Committee approve this request?
- yes
- 9.a. If "yes," what was the date of this approval?
- 2007-05-22
- 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?
- Mid/Journeyman-level
- 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
- 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 |
---|
Human Capital |
- 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?)
- The Human Capital (HC) PMA item calls for linking HC strategies to organizational mission, vision, core values, goals and objectives using strategic workforce planning and flexible tools to recruit, retain, and reward employees. Existing Commissioned Corps business processes and systems can not meet these needs. This project targets these goals and satisfies mission needs by improving recruiting efficiency and the quality of career management services, and emergency response capabilities.
- 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?
- 2006: OS - Commissioned Corps: Readiness and Response Program
- 14.c. If yes, what rating did the PART receive?
- Results Not Demonstrated
- 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
- 19.a.2. If no, what does it address?
- CCFMS will address the core public health missions of the Department by enabling better force management of the Corps. It will improve the ability of Corps officers to respond to national emergencies, staff hard-to-fill health-related positions, and satisfy some unmet national health needs.
- 20. What is the percentage breakout for the total FY2009 funding request for the following? (This should total 100%)
Area | Percentage |
---|
Hardware | 0 | Software | 0 | Services | 100 | 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 | Suzi Connor | Phone Number | 202-260-5528 | Title | OS Senior Privacy Official | Email | Suzi.Connor@hhs.gov |
- 23. Are the records produced by this investment appropriately scheduled with the National Archives and Records Administration's approval?
- no
- 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 | 0.800 | 1.000 | 0.700 | 0.400 | Acquisition Budgetary Resources | 0.764 | 1.710 | 1.710 | 2.410 | Maintenance Budgetary Resources | 0.000 | 0.500 | 0.800 | 1.100 | Government FTE Cost | 0.030 | 0.090 | 0.090 | 0.090 | # of FTEs | 0 | 1 | 1 | 1 |
- 2. Will this project require the agency to hire additional FTE's?
- no
- 3. If the summary of spending has changed from the FY2008 President's budget request, briefly explain those changes.
- Spending changes result from a shift from a SOA architecture approach to adoption of Coast Guard's Direct Access HR solution (PeopleSoft-based, pre-existing uniformed services functionality) Note that the original baseline costs of $14.849MM did not include the current PSC estimated costs of approximately $2M per year to maintain the existing Corp legacy systems. If these costs had been included in the original baseline, the total life cycle costs would have reflected $34.849MM, of which $20.000M would have been O&M related. Rebaseline estimates utilizing adoption of Direct Access are based upon a rough order of magnitude and more refined estimates are under development as this solution moves forward. The new baseline total cost of $19.084 MM reflect a reduction in PSC expenditures from the estimated $2MM cost to maintain legacy systems to $0.5MM in PSC expenditures to maintain a reduced PSC-supported IT infrastructure. This is based on the assumption that PSC IT costs are reduced by an estimated $1.5MM annual amount as a result of the Corps legacy systems migration to the Coast Guard HRIS.
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. 2.4 - Prepare for and respond to natural and man-made disasters | Mission and Business Results | HR Strategy | Number of new officers acquired to support Corps Transformation sizing goals | 5977 Officers | Increase to 6,010 Officers | 5920 | 2 | 2006 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Customer Results | Service Efficiency | Average number of qualified candidates submitted to fill a customer (agency) position | 0.5 candidates | Increase to 1 candidate per position | unknown | 3 | 2006 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Processes and Activities | Efficiency | Time it takes to complete the Call to Active Duty process | 14 months | 10 months | 14 months | 4 | 2006 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Technology | Data Reliability and Quality | Percentage of data originating directly from unique, authoritative data repository | 5% of data from single source | 7% of data arises from one authoritative repository | 5 % of data from single source | 5 | 2007 | S.O. 2.4 - Prepare for and respond to natural and man-made disasters | Mission and Business Results | HR Strategy | Number of new officers acquired to support Corps Transformation sizing goals | 5920 Officers | Increase to 6,100 Officers | TBD | 6 | 2007 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Customer Results | Service Efficiency | Average number of qualified candidates submitted to fill a customer (agency) position | TBD | Increase to 2 candidate per position | TBD | 7 | 2007 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Processes and Activities | Efficiency | Time it takes to complete the Call to Active Duty process | TBD | 7 months | TBD | 8 | 2007 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Technology | Data Reliability and Quality | Percentage of data originating directly from unique, authoritative data repository | TBD | 15% of data arises from one authoritative repository | TBD | 9 | 2008 | S.O. 2.4 - Prepare for and respond to natural and man-made disasters | Mission and Business Results | HR Strategy | Number of new officers acquired to support Corps Transformation sizing goals | TBD | Increase to 6,600 Officers | TBD | 10 | 2008 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Customer Results | Service Efficiency | Average number of qualified candidates submitted to fill a customer (agency) position | TBD | Increase to 3.5 candidate per position | TBD | 11 | 2008 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Processes and Activities | Efficiency | Time it takes to complete the Call to Active Duty process | TBD | 3 months | TBD | 12 | 2008 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Technology | Data Reliability and Quality | Percentage of data originating directly from unique, authoritative data repository | TBD | 50% of data arises from one authoritative repository | TBD | 13 | 2009 | S.O. 2.4 - Prepare for and respond to natural and man-made disasters | Mission and Business Results | HR Strategy | Number of new officers acquired to support Corps Transformation sizing goals | TBD | Maintain 6,600 Officers | TBD | 14 | 2009 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Customer Results | Service Efficiency | Average number of qualified candidates submitted to fill a customer (agency) position | TBD | Maintain 3.5 candidates per position | TBD | 15 | 2009 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Processes and Activities | Efficiency | Time it takes to complete the Call to Active Duty process | TBD | 2 months | TBD | 16 | 2009 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Technology | Data Reliability and Quality | Percentage of data originating directly from unique, authoritative data repository | TBD | 75% of data arises from one authoritative repository | TBD | 17 | 2010 | S.O. 2.4 - Prepare for and respond to natural and man-made disasters | Mission and Business Results | HR Strategy | Number of new officers acquired to support Corps Transformation sizing goals | TBD | Maintain 6,600 Officers | TBD | 18 | 2010 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Customer Results | Service Efficiency | Average number of qualified candidates submitted to fill a customer (agency) position | TBD | Maintain 3.5 candidates per position | TBD | 19 | 2010 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Processes and Activities | Efficiency | Time it takes to complete the Call to Active Duty process | TBD | Maintain 2 months | TBD | 20 | 2010 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Technology | Data Reliability and Quality | Percentage of data originating directly from unique, authoritative data repository | TBD | 100% of data arises from one authoritative repository | TBD | 21 | 2011 | S.O. 2.4 - Prepare for and respond to natural and man-made disasters | Mission and Business Results | HR Strategy | Number of new officers acquired to support Corps Transformation sizing goals | TBD | Maintain 6,600 Officers | TBD | 22 | 2011 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Customer Results | Service Efficiency | Average number of qualified candidates submitted to fill a customer (agency) position | TBD | Maintain 3.5 candidates per position | TBD | 23 | 2011 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Processes and Activities | Efficiency | Time it takes to complete the Call to Active Duty process | TBD | Maintain 2 months | TBD | 24 | 2011 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Technology | Data Reliability and Quality | Percentage of data originating directly from unique, authoritative data repository | TBD | Maintain 100% of data arises from one authoritative repository | TBD | 25 | 2012 | S.O. 2.4 - Prepare for and respond to natural and man-made disasters | Mission and Business Results | HR Strategy | Number of new officers acquired to support Corps Transformation sizing goals | TBD | Maintain 6,600 Officers | TBD | 26 | 2012 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Customer Results | Service Efficiency | Average number of qualified candidates submitted to fill a customer (agency) position | TBD | Maintain 3.5 candidates per position | TBD | 27 | 2012 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Processes and Activities | Efficiency | Time it takes to complete the Call to Active Duty process | TBD | Maintain 2 months | TBD | 28 | 2012 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Technology | Data Reliability and Quality | Percentage of data originating directly from unique, authoritative data repository | TBD | Maintain 100% of data arises from one authoritative repository | TBD | 29 | 2013 | S.O. 2.4 - Prepare for and respond to natural and man-made disasters | Mission and Business Results | HR Strategy | Number of new officers acquired to support Corps Transformation sizing goals | TBD | Maintain 6,600 Officers | TBD | 30 | 2013 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Customer Results | Service Efficiency | Average number of qualified candidates submitted to fill a customer (agency) position | TBD | Maintain 3.5 candidates per position | TBD | 31 | 2013 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Processes and Activities | Efficiency | Time it takes to complete the Call to Active Duty process | TBD | Maintain 2 months | TBD | 32 | 2013 | S.O. 1.4 - Recruit, develop and retain a competent health care workforce | Technology | Data Reliability and Quality | Percentage of data originating directly from unique, authoritative data repository | TBD | Maintain 100% of data arises from one authoritative repository | 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.
- New direction for this investment to support the transformation of the commissioned corps
- 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 | Online Help | Defines the set of capabilities that provide an electronic interface to customer assistance. | Customer Initiated Assistance | Online Help | | | No Reuse | 0 | 2 | 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 | | | No Reuse | 0 | 3 | 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 | 0 | 4 | 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 | 0 | 5 | 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 | 0 | 6 | Knowledge Capture | Defines the set of capabilities that facilitate collection of data and information. | Knowledge Management | Knowledge Capture | | | No Reuse | 0 | 7 | 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 | | | No Reuse | 0 | 8 | Demand Forecasting / Mgmt | Defines the set of capabilities that facilitate the prediction of sufficient production to meet an organization's sales of a product or service. | Business Intelligence | Demand Forecasting / Mgmt | | | No Reuse | 0 | 9 | 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 | 0 | 10 | Standardized / Canned | Defines the set of capabilities that support the use of pre-conceived or pre-written reports. | Reporting | Standardized / Canned | | | No Reuse | 0 | 11 | Personnel Administration | Defines the set of capabilities that support the matching between an organization's employees and potential opportunities as well as the modification, addition and general upkeep of an organization's employee-specific information. | Human Resources | Personnel Administration | | | No Reuse | 1 | 12 | Skills Management | Defines the set of capabilities that support the proficiency of employees in the delivery of an organization's products or services. | Human Capital / Workforce Management | Skills Management | | | No Reuse | 1 | 13 | Workforce Directory / Locator | Defines the set of capabilities that support the listing of employees and their whereabouts. | Human Capital / Workforce Management | Workforce Directory / Locator | | | No Reuse | 6 | 14 | Team / Org Management | Defines the set of capabilities that support the hierarchy structure and identification of employees within the various sub-groups of an organization. | Human Capital / Workforce Management | Team / Org Management | | | No Reuse | 1 | 15 | Workforce Acquisition / Optimization | Defines the set of capabilities that support the hiring and re-structuring of employees and their roles within an organization. | Human Capital / Workforce Management | Workforce Acquisition / Optimization | | | No Reuse | 0 | 16 | Query | Defines the set of capabilities that support retrieval of records that satisfy specific query selection criteria. | Search | Query | | | No Reuse | 0 | 17 | Strategic Planning and Mgmt | Defines the set of capabilities that support the determination of long-term goals and the identification of the best approach for achieving those goals. | Investment Management | Strategic Planning and Mgmt | | | No Reuse | 5 | 18 | Resource Planning and Allocation | Defines the set or capabilities that support the determination of strategic direction, the identification and establishment of programs and processes, and the allocation of resources (capital and labor) among those programs and processes | Human Capital / Workforce Management | Resource Planning and Allocation | | | No Reuse | 5 | 19 | Resume Management | Defines the set of capabilities that support the maintenance and administration of one's professional or work experience and qualifications. | Human Resources | Resume Management | | | No Reuse | 10 | 20 | Awards Management | Defines the set of capabilities that support the recognition of achievement among employees of an organization. | Human Resources | Awards Management | | | No Reuse | 5 | 21 | 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 | 3 | 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 | 2 | 23 | Case Management | Defines the set of capabilities that manage the life cycle of a particular claim or investigation within an organization to include creating, routing, tracing, assignment and closing of a case as well as collaboration among case handlers. | Tracking and Workflow | Case Management | | | No Reuse | 2 | 24 | Recruiting | Defines the set of capabilities that support the identification and hiring of employees for an organization. | Human Resources | Recruiting | | | No Reuse | 3 | 25 | Reservations / Registration | Defines the set of capabilities that allow electronic enrollment and confirmations for services. | Customer Initiated Assistance | Reservations / Registration | | | No Reuse | 3 | 26 | Career Development and Retention | Defines the set of capabilities that support the monitoring of performance as well as the professional growth, advancement, and retention of an organization's employees. | Human Resources | Career Development and Retention | | | No Reuse | 3 | 27 | Education / Training | Education / Training - support the active building of employee competencies, to include the range of training from professional development to general awareness training. | Human Resources | Education / Training | | | No Reuse | 4 | 28 | 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 | 3 | 29 | Simulation | Defines the set of capabilities that utilize models to mimic real-world processes. | Knowledge Discovery | Simulation | | | No Reuse | 3 | 30 | Task Management | Defines the set of capabilities that support a specific undertaking or function assigned to an employee. | Collaboration | Task Management | | | No Reuse | 4 | 31 | 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 | 2 | 32 | 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 | 2 | 33 | 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 | 1 | 34 | 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 | 5 | 35 | Data Mart | Defines the set of capabilities that support a subset of a data warehouse for a single department or function within an organization. | Data Management | Data Mart | | | No Reuse | 5 | 36 | Data Warehouse | Defines the set of capabilities that support the archiving and storage of large volumes of data. | Data Management | Data Warehouse | | | No Reuse | 5 | 37 | 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 | 38 | 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 | 39 | Cryptography | Support the use and management of ciphers, including encryption decryption processes, to ensure confidentiality and integrity of data. | Security Management | Cryptography | | | No Reuse | 1 | 40 | 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 | 41 | Certification and Accreditation | Certification and Accreditation - Supports the certification and accreditation (C&A) of federal information systems, as described in NIST SP800-37. | Security Management | Certification and Accreditation | | | No Reuse | 1 | 42 | FISMA Management and Reporting | FISMA Management and Reporting - Support management and reporting of compliance with the Federal Information Security Management Act 0f 2002. | Security Management | FISMA Management and Reporting | | | 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 | Contact and Profile Management | Service Access and Delivery | Access Channels | Web Browser | | 2 | Online Help | Service Access and Delivery | Delivery Channels | Intranet | | 3 | Reservations / Registration | Service Access and Delivery | Delivery Channels | Internet | | 4 | Process Tracking | Service Access and Delivery | Service Requirements | Legislative / Compliance | | 5 | Case Management | Service Access and Delivery | Service Requirements | Hosting | | 6 | Business Rule Management | Service Access and Delivery | Service Transport | Supporting Network Services | | 7 | Strategic Planning and Mgmt | Service Access and Delivery | Service Transport | Service Transport | | 8 | Information Retrieval | Service Platform and Infrastructure | Database / Storage | Database | | 9 | Information Sharing | Service Platform and Infrastructure | Support Platforms | Platform Independent | | 10 | Information Mapping / Taxonomy | Service Platform and Infrastructure | Delivery Servers | Web Servers | | 11 | Categorization | Service Platform and Infrastructure | Delivery Servers | Application Servers | | 12 | Knowledge Capture | Service Platform and Infrastructure | Software Engineering | Integrated Development Environment | | 13 | Knowledge Distribution and Delivery | Service Platform and Infrastructure | Software Engineering | Software Configuration Management | | 14 | Simulation | Service Platform and Infrastructure | Software Engineering | Test Management | | 15 | Demand Forecasting / Mgmt | Service Platform and Infrastructure | Software Engineering | Modeling | | 16 | Decision Support and Planning | Service Platform and Infrastructure | Database / Storage | Database | | 17 | Standardized / Canned | Service Platform and Infrastructure | Hardware / Infrastructure | Servers / Computers | | 18 | Data Exchange | Service Platform and Infrastructure | Hardware / Infrastructure | Embedded Technology Devices | | 19 | Data Mart | Service Platform and Infrastructure | Hardware / Infrastructure | Peripherals | | 20 | Data Warehouse | Service Platform and Infrastructure | Hardware / Infrastructure | Wide Area Network (WAN) | | 21 | Data Integration | Service Platform and Infrastructure | Hardware / Infrastructure | Local Area Network (LAN) | | 22 | Recruiting | Service Platform and Infrastructure | Hardware / Infrastructure | Network Devices / Standards | | 23 | Resume Management | Component Framework | Security | Certificates / Digital Signatures | | 24 | Career Development and Retention | Component Framework | Security | Supporting Security Services | | 25 | Awards Management | Component Framework | Presentation / Interface | Static Display | | 26 | Personnel Administration | Component Framework | Presentation / Interface | Dynamic Server-Side Display | | 27 | Education / Training | Component Framework | Presentation / Interface | Content Rendering | | 28 | Legacy Integration | Component Framework | Business Logic | Platform Independent | | 29 | Enterprise Application Integration | Component Framework | Business Logic | Platform Dependent | | 30 | Data Integration | Component Framework | Data Interchange | Data Exchange | | 31 | Resource Planning and Allocation | Component Framework | Data Management | Database Connectivity | | 32 | Skills Management | Component Framework | Data Management | Reporting and Analysis | | 33 | Workforce Directory / Locator | Service Interface and Integration | Integration | Middleware | | 34 | Team / Org Management | Service Interface and Integration | Integration | Enterprise Application Integration | | 35 | Workforce Acquisition / Optimization | Service Interface and Integration | Interoperability | Data Format / Classification | | 36 | Identification and Authentication | Service Interface and Integration | Interoperability | Data Types / Validation | | 37 | Access Control | Service Interface and Integration | Interoperability | Data Transformation | | 38 | Cryptography | Service Interface and Integration | Interface | Service Discovery | | 39 | Audit Trail Capture and Analysis | Service Interface and Integration | Interface | Service Description / Interface | | 40 | Certification and Accreditation | Service Access and Delivery | Service Requirements | Legislative / Compliance | | 41 | FISMA Management and Reporting | Service Access and Delivery | Service Requirements | Legislative / Compliance | | 42 | Query | Component Framework | Data Management | Reporting and Analysis | | 43 | Task Management | Service Platform and Infrastructure | Software Engineering | Software Configuration Management | | 44 | Workforce Directory / Locator | Component Framework | Presentation / Interface | Dynamic Server-Side Display | |
- 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.
- The CCFMS system will leverage the existing US Coast Guard (USCG) Direct Access system and its associated infrastructure. The USCG Direct Access system uses the PeopleSoft COTS product to perform a variety of force management and human resource functions. Since both the USCG and the Commissioned Corps are uniformed services many of their needs in these functional areas are quite similar. The Commissioned Corps will therefore use the USCG Direct Access system as a foundation that will be tailored to meet the Commissioned Corps requirements. The CCFMS system will be hosted and operated by the USCG following a shared service model.
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?
- 2007-05-22
- 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:
- Relative risks have shifted based upon a change in the Alternative chosen - adoption of a Coast Guard pre-existing PeopleSoft HR system significantly mitigates many risks due to the minimization or elimination of development risks. Schedule delays and cost variance risks are minimized through adoption of an existing HR system. The original costs were based on a SOA approach that used existing Corps legacy systems. These cost estimates were rejected as unrealistic by the CIO Council in February 2007. The approach was rejected by the CIO Council in favor of a PeopleSoft-based HR system. Revised costs are higher due to the need to migrate data off legacy systems but this effort will result in an integrated, PeopleSoft-based HRIS that has been approved by the HHS CIO Council, the HHS ITIRB and OMB. Cost variance will be reduced due to the adoption of a deployed system. Schedule variance will be reduced due to the adoption of a deployed system. It should be noted that the proposed adoption of Direct Access is consistent with the HHS Target Enterprise Architecture and the OMB FEA.
- 3. Briefly describe how investment risks are reflected in the life cycle cost estimate and investment schedule:
- The Risk Management Plan will be updated in the analysis as part of the development roadmap using the agreed-upon SDLC methodology. This analysis will build upon cost, schedule, migration, and acquisition issues negotiated with the US Coast Guard. Once investment risks are better identified, mitigation strategies will be developed and resulting percentage cost and schedule variations will be applied to the baseline cost and schedule details to provide a risk-adjusted project assessment. Overall, the principal risks to the adoption of the Coast Guard Direct Access HR system include: 1. Direct Access may not fully meet the HR business of the Commissioned Corps 2. Direct Access will cost the Corps more than was initially anticipated 3. Direct Access will take longer to adopt than is anticipated The SDLC-based analysis of Corps requirements, data sources, existing IT systems, and pertinent Direct Access functionality began August 16, 2007 and will result in a joint Corps-Coast Guard decision to implement an IAA in support of adoption of the Direct access system. The business case and requirements analysis efforts will be completed in December 2007. Part of this effort will be to identify a logical migration strategy and schedule/ costs for legacy Corps IT systems and their data. The analysis will be performed up-front before migration of systems and adoption of Direct Access HRIS begins. This will cause an initial delay in systems implementation as we plan ahead, but will allow for a better and more rapid transition once migration begins. The schedule reflects these changes as well as the adoption of a pre-exixting integrated system.
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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