Exhibit 300 FY2009

I. A. 1. Date of Submission:
2007-08-07

I. A. 2. Agency:
018

I. A. 3. Bureau:
14

I. A. 4. Name of this Capital Asset:
(short text - 250 characters)
Contracts and Purchasing Support System (CPSS)

I. A. 5. Unique Project (Investment) Identifier:
For IT investment only, see section 53. For all other, use agency ID system.
018-14-01-01-01-1070-00

I. A. 6. What kind of investment will this be in FY2009?
Please NOTE: Investments moving to O&M in FY2009, with Planning/Acquisition activities prior to FY2009 should not select O&M. These investments should indicate their current status.
Mixed Life Cycle

I. A. 7. What was the first budget year this investment was submitted to OMB?
FY2001 or earlier

I. A. 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:
(long text - 2500 characters)
CPSS provides users with a central repository to enter, retrieve and view Acquisition/contract related data. With the data being centralized it provides for: ENHANCE INFORMATION DISSEMINATION - Greater ability to respond to internal and external information requests - Reduce multiple requests for the same information from customers- Better support more informed decisions- Improved communication with related IT systems ACQUISITION OPERATIONS - Faster access and dissemination of contract documents- Improved contracting management controls- Improved contracting and purchasing operations- Strengthened internal controls- Decreased need for hardcopy files storage- Minimized duplication of effort & redundant processes- Improved accuracy and timeliness of payments- Ensures contracts are administered by qualified staff- Supports separation of duties VENDOR/END USER RELATIONSHIPS- Increased user satisfaction- Provides status information to external customers- Improved contractor accountability- Greater focus on vendor performance- More accurate vendor data- Better communication with external customers- Decreased burden on contractors to submit multiple copies of paper proposals FEDERAL DATA INTEGRITY - Expanded data sharing with other Government agencies- Increased participation in E-Gov initiatives- Enhanced data reporting capabilities- Increased accuracy of data shared across the Government.

I. A. 9. Did the Agency's Executive/Investment Committee approve this request?
yes

I. A. 10. Did the Project Manager review this Exhibit?
yes

I. A. 11. Contact information of Project Manager

I. A. 12. Has the agency developed and/or promoted cost effective, energy-efficient and environmentally sustainable techniques or practices for this project?
no

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

I. A. 14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)? (For more information about the PART, visit www.whitehouse.gov/omb/part.)
no

I. A. 15. Is this investment for information technology?
yes

I. A. 16. What is the level of the IT Project? (per CIO Council PM Guidance)
Level 1 - Projects with low-to-moderate complexity and risk. Example: Bureau-level project such as a stand-alone information system that has low- to-moderate complexity and risk.
Level 2 - Projects with high complexity and/or risk which are critical to the mission of the organization. Examples: Projects that are part of a portfolio of projects/systems that impact each other and/or impact mission activities. Department-wide projects that impact cross-organizational missions, such as an agency-wide system integration that includes large scale Enterprise Resource Planning (e.g., the DoD Business Mgmt Modernization Program).
Level 3 - Projects that have high complexity, and/or risk, and have government-wide impact. Examples: Government-wide initiative (E-GOV, President's Management Agenda). High interest projects with Congress, GAO, OMB, or the general public. Cross-cutting initiative (Homeland Security).
Level 2

I. A. 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;(2) Project manager qualification is under review for this investment;(3) Project manager assigned to investment, but does not meet requirements;(4) Project manager assigned but qualification status review has not yet started;(5) No Project manager has yet been assigned to this investment
(1) Project manager has been validated as qualified for this investment

I. A. 18. Is this investment identified as "high risk" on the Q4-FY 2007 agency high risk report (per OMB Memorandum M-05-23)?
no

I. A. 19. Is this a financial management system?
yes

I. A. 20. What is the percentage breakout for the total FY2009 funding request for the following? (This should total 100%)

I. A. 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?
no

I. A. 22. Contact information of individual responsible for privacy related questions:

I. A. 23. Are the records produced by this investment appropriately scheduled with the National Archives and Records Administration's approval?
yes

I. A. 24. Does this investment directly support one of the GAO High Risk Areas?
Question 24 must be answered by all Investments:
no

I. B. 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.
Note: For the cross-agency investments, this table should include all funding (both managing and partner agencies).
Government FTE Costs should not be included as part of the TOTAL represented.

PY-1 and Spending Prior to 2007 PY 2007 CY 2008 BY 2009 BY+1 2010 BY+2 2011 BY+3 2012 BY+4 2013 and Beyond Planning 0.000 0.000 0.000 0.000         Acquisition 1.134 0.200 0.474 0.355         Subtotal Planning & Acquisition                 Operations & Maintenance 0.551 0.780 0.950 0.995         Total                 Government FTE Costs 0.753 0.774 0.811 0.850         Number of FTE represented by cost 7 7 7 7

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

I. B. 3. If the summary of spending has changed from the FY2008 President's budget request, briefly explain those changes.
(long text - 2500 characters)

I. C. 1. Complete the table for all (including all non-Federal) contracts and/or task orders currently in place or planned for this investment. Total Value should include all option years for each contract. Contracts and/or task orders completed do not need to be included.
SIS - Share in Services contract; ESPC - Energy savings performance contract ; UESC - Utility energy efficiency service contract; EUL - Enhanced use lease contract; N/A - no alternative financing used.
(Character Limitations: Contract or Task Order Number - 250 Characters; Type of Contract/Task Order - 250 Characters; Name of CO - 250 Characters; CO Contact Information - 250 Characters)

Type of Contract/Task Order Has the contract been awarded? If so what is the date of the award? If not, what is the planned award date? Start date of Contract/Task Order End date of Contract/Task Order Total Value of Contract/Task Order ($M) Is this an Interagency Acquisition? Is it performance based? Competitively awarded? What, if any, alternative financing option is being used? Is EVM in the contract? Does the contract include the required security & privacy clauses? Name of CO CO Contact Information (phone/email) Contracting officer certification level If N/A, has the agency determined the CO assigned has the competencies and skills necessary to support this aquistion? ED-03-PO-1082 (EDCAPS ISS)                                 ED-03-PO-2901 (CPSS)

I. C. 2. If earned value is not required or will not be a contract requirement for any of the contracts or task orders above, explain why:
(long text - 2500 characters)

I. C. 3. Do the contracts ensure Section 508 compliance?
yes

I. C. 4. Is there an acquisition plan which has been approved in accordance with agency requirements?

I. D. 1. Table 1. Performance Information Table
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.

Strategic Goal(s) Supported Measurement Area Measurement Grouping Measurement Indicator Baseline Target Actual Results 2005 Cross-goal Strategy on Management Mission and Business Results Goods Acquisition Percentage of proposals submitted on the Procurement Website are processed electronically. 0% 5% Due to implementation of a web based applicaton (Comprizon.Suite) this functionality will not be available until 2nd qtr of FY06. 2005 Cross-goal Strategy on Management Customer Results Accuracy of Service or Product Delivered 75% of transactions accurately posting to financial system 75% 85% Due to implementation of a web based applicaton (Comprizon.Suite) this functionality will not be available until 2nd qtr of FY06. 2005 Cross-goal Strategy on Management Processes and Activities Costs Clean audit opinion Clean Maintain clean opinion The Department received a clean audit opion last fiscal year and is expected to receive one this year. 2005 Cross-goal Strategy on Management Technology Availability 75% of availability for electronic submission of proposals System not currently available. System is available 95% of the time for submission of proposals Due to implementation of a web based applicaton (Comprizon.Suite) this functionality will not be available until 2nd qtr of FY06. 2006 Cross-goal Strategy on Management Mission and Business Results Goods Acquisition 75% of transactions not exceed ing quantity order 95% Maintain 95% or greater. 10/23 ? maintained expected results 2006 Cross-goal Strategy on Management Customer Results Accuracy of Service or Product Delivered 75% of transactions correctly posting to financial system 98% Maintain 98% or greater 10/23 ? maintained a 98% posting of all transactions. 2006 Cross-goal Strategy on Management Processes and Activities Costs 75% of transactions sent to financial system with correct Transaction Code 94% Maintain 94% or greater. 10/23 - the results remain at 95%. 2006 Cross-goal Strategy on Management Technology Availability 75% of system availability 90% Maintain 90% or greater 10-23 ? system is available to users 95% of the time. 2007 Cross-goal Strategy on Management Mission and Business Results Goods Acquisition 55% of proposals submitted on the Procurement Website 60% 40% Results expected 12/2007 2007 Cross-goal Strategy on Management Customer Results Accuracy of Service or Product Delivered 75% of required reports needed to reconcile data between the Financial System and Procurement System. 85% 90% . 6/30/07 - e. 90% of the data sent is accurate. 2007 Cross-goal Strategy on Management Technology Availability System is available for submission of proposals System not currently available System is available 98% of the time for submission of proposals results expected 12/2007 2004 Cross-goal Strategy on Management Mission and Business Results Goods Acquisition 75% of proposals submitted on the Procurement Website . 0% Capability Not Available yet. 0% 2004 Cross-goal Strategy on Management Customer Results Accuracy of Service or Product Delivered 75% of proposals submitted on the Procurement Website 0% Capability Not Available yet. 0% 2004 Cross-goal Strategy on Management Processes and Activities Costs Clean audit opinion 0 Capability Not Available yet. 0 2004 Cross-goal Strategy on Management Technology Availability System is available for submission of proposals 0% Capability Not Available yet. 0% 2008 Cross-goal Strategy on Management Customer Results Accuracy of Service or Product Delivered 75% of required reports needed to reconcile data between the Financial System and Procurement System. 87% 92% Results expected 12/2007 2008 Cross-goal Strategy on Management Mission and Business Results Goods Acquisition 60% of proposals submitted on the Procurement Website . 65% 70% Results expected 12/2007 2007 Cross-goal Strategy on Management Processes and Activities Costs 75% of transactions sent to financial system with correct Transaction Code 95% Maintain a 95% or greater 6/07 - 95% or greater of transactions are assigned the correct Transaction code 2008 Cross-goal Strategy on Management Processes and Activities Costs 75% of proposals submitted on the Procurement Website . 96% Maintain a 96% or greater Results expected 12/2007 2008 Cross-goal Strategy on Management Technology Availability System is available for submission of proposals Not yet available System is available 98% of the time or greater Results expected 12/2007 2009 Cross-goal Strategy on Management Customer Results Accuracy of Service or Product Delivered 75% of transactions sent to financial system with correct Transaction Code 92% Maintain a 92% or greater Results expected 12/2008 2009 Cross-goal Strategy on Management Mission and Business Results Goods Acquisition 65% of proposals submitted on the Procurement Website . 70% Maintain a 70% or greater Results expected 12/2008 2009 Cross-goal Strategy on Management Processes and Activities Costs 75% of transactions sent to financial system with correct Transaction Code 96% Maintain a 96% or greater Results expected 12/2008 2009 Cross-goal Strategy on Management Technology Availability System is available for submission of proposals Not yet available System is available 98% of the time Results expected 12/2008 2010 Cross-goal Strategy on Management Customer Results Accuracy of Service or Product Delivered 75% of transactions sent to financial system with correct Transaction Code 92% Maintain a 92% or greater Results expected 12/2009 2010 Cross-goal Strategy on Management Mission and Business Results Goods Acquisition 65% of proposals submitted on the Procurement Website . 70% Maintain a 70% or greater Results expected 12/2009 2010 Cross-goal Strategy on Management Processes and Activities Costs 75% of transactions sent to financial system with correct Transaction Code 96% Maintain a 96% or greater Results expected 12/2009 2010 Cross-goal Strategy on Management Technology Availability System is available for submission of proposals Not yet available System is available 98% of the time Results expected 12/2009 2011 Cross-goal Strategy on Management Customer Results Accuracy of Service or Product Delivered 75% of transactions sent to financial system with correct Transaction Code 92% Maintain a 92% or greater Results expected 12/2010 2011 Cross-goal Strategy on Management Mission and Business Results Goods Acquisition 65% of proposals submitted on the Procurement Website . 70% Maintain a 70% or greater Results expected 12/2010 2011 Cross-goal Strategy on Management Processes and Activities Costs 75% of transactions sent to financial system with correct Transaction Code 96% Maintain a 96% or greater Results expected 12/2010 2011 Cross-goal Strategy on Management Technology Availability System is available for submission of proposals Not yet available System is available 98% of the time Results expected 12/2010

I. E. 1. Have the IT security costs for the system(s) been identified and integrated into the overall costs of the investment?

I. E. 2. Is identifying and assessing security and privacy risks a part of the overall risk management effort for each system supporting or part of this investment?

I. E. 3. Systems in Planning and Undergoing Enhancement(s) – Security Table:
The questions asking whether there is a PIA which covers the system and whether a SORN is required for the system are discrete from the narrative fields. The narrative column provides an opportunity for free text explanation why a working link is not provided. For example, a SORN may be required for the system, but the system is not yet operational. In this circumstance, answer "yes" for column (e) and in the narrative in column (f), explain that because the system is not operational the SORN is not yet required to be published.

Agency/or contractor Operated System Planned Operational Date Planned or Actual C&A Completion Date New P-Card Interface

I. E. 4. Operational Systems - Security:

Agency/or contractor Operated System NIST FIPS 199 Risk Impact level (High, Moderate, Low). Has C&A been Completed, using NIST 800-37? (Y/N) Date C&A Complete. What standards were used for the Security Controls tests? Date Complete(d): Security Control Testing Date the contingency plan tested. CPSS (EDCAPS)

I. E. 5. Have any weaknesses related to any of the systems part of or supporting this investment been identified by the agency or IG?

I. E. 6. Indicate whether an increase in IT security funding is requested to remediate IT security weaknesses?

I. E. 7. How are contractor security procedures monitored, verified, and validated by the agency for the contractor systems above?
(long text - 2500 characters)

I. E. 8. Planning & Operational Systems - Privacy Table:
Details for Text Options:
Column (d): If yes to (c), provide the link(s) to the publicly posted PIA(s) with which this system is associated. If no to (c), provide an explanation why the PIA has not been publicly posted or why the PIA has not been conducted.

Column (f): If yes to (e), provide the link(s) to where the current and up to date SORN(s) is published in the federal register. If no to (e), provide an explanation why the SORN has not been published or why there isn't a current and up to date SORN.

Note: Links must be provided to specific documents not general privacy websites.

(b) Is this a new system? (Y/N) (c) Is there a Privacy Impact Assessment (PIA) that covers this system? (Y/N) (d) Internet Link or Explanation (e) Is a System of Records Notice (SORN) required for this system? (Y/N) (f) Internet Link or Explanation New Pcard Interface           Contracts and Purchasing Support System (CPSS)

I. F. 1. Is this investment included in your agency's target enterprise architecture?
yes

I. F. 2. Is this investment included in the agency's EA Transition Strategy?
yes

I. F. 3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?
no

I. F. 4. Service Component Reference Model (SRM) Table :
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.egov.gov.

a. Use existing SRM Components or identify as "NEW". A "NEW" component is one not already identified as a service component in the FEA SRM.
b. 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.
c. '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.
d. Please provide the percentage of the BY requested funding amount used for each service component listed in the table. If external, provide the percentage of the BY requested funding amount transferred to another agency to pay for the service. The percentages in this column can, but are not required to, add up to 100%.

Agency Component Description FEA SRM Service Type FEA SRM Component (a) Service Component Reused - Component Name (b) Service Component Reused - UPI (b) Internal or External Reuse? (c) BY Funding Percentage (d) Maintenance/Integration CPSS is used to track all stages of the procurment process. Supply Chain Management Ordering / Purchasing     No Reuse 6 Maintenance/Intergration CPSS is used to track all stages of the procurment process. Financial Management Expense Management     No Reuse 6 Reports Ability to maintain and store communication records with internal customers Reporting Standardized / Canned     No Reuse 6 Maintenance/Integration CPSS is used to track all stages of the procurment process. Tracking and Workflow Process Tracking     No Reuse 6 Maintenance/Integration CPSS is used to track all stages of the procurment process. Customer Relationship Management Contact and Profile Management     No Reuse 6 Reports Ability to maintain and store communications records with internal customers Routing and Scheduling Inbound Correspondence Management     No Reuse 7 Reports Ability to maintain and store communications records with internal customers Routing and Scheduling Outbound Correspondence Management     No Reuse 6 Maintenance/Integration CPSS is used to track all stages of the procurment process. Supply Chain Management Procurement     No Reuse 6 Maintenance/Integration CPSS is used to track all stages of the procurment process. Supply Chain Management Invoice / Requisition Tracking and Approval     No Reuse 6 Maintenance/Integration CPSS is used to track all stages of the procurment process. Document Management Document Review and Approval     No Reuse 7 Reports Ability to maintain and store communications records with internal customers Document Management Classification     No Reuse 7 Maintenance/Integration CPSS is used to track all stages of the procurment process. Document Management Classification     No Reuse 7 E-Signature To allow users to electronically submit proposals/deliverables Security Management Digital Signature Management     No Reuse 7 E-Signature To allow users to electronically submit proposals/deliverables Security Management Cryptography     No Reuse 7 E-Signature To allow users to electronically submit proposals/deliverables Security Management Identification and Authentication     No Reuse 7 License Fees Yearly License Fees Systems Management License Management     No Reuse 3 Intergrated Acquisition Environment (e-Gov) (Integrated Acquistion Environment)IAE Servcies provided by the GSA IAE (e-Gov) Investment. Document Management Library / Storage Library / Storage 023-30-01-02-01-0230-24 External 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Asset / Materials Management Computers / Automation Management Computers / Automation Management 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Data Management Data Exchange Data Exchange 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Data Management Extraction and Transformation Extraction and Transformation 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Data Management Meta Data Management Meta Data Management 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Development and Integration Data Integration Data Integration 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Development and Integration Instrumentation and Testing Instrumentation and Testing 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Development and Integration Enterprise Application Integration Enterprise Application Integration 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Development and Integration Legacy Integration Legacy Integration 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Human Resources Education / Training Education / Training 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Management of Processes Change Management Change Management 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Management of Processes Configuration Management Configuration Management 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Management of Processes Program / Project Management Program / Project Management 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Management of Processes Quality Management Quality Management 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Management of Processes Requirements Management Requirements Management 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Security Management Access Control Access Control 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Security Management Digital Signature Management Digital Signature Management 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Security Management Intrusion Detection Intrusion Detection 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Systems Management License Management License Management 018-14-01-01-01-1040-00 Internal 0 ISS Services Integrated Support Services (ISS) proved by the DoED ISS Investment. Systems Management System Resource Monitoring System Resource Monitoring 018-14-01-01-01-1040-00 Internal 0 EDNET Services Information Technology Infrastructure Services provided by the DoED EdNet Investment. Development and Integration Instrumentation and Testing Instrumentation and Testing 018-24-02-00-01-1020-00 Internal 0 EDNet Services Information Technology Infrastructure Services provided by the DoED EdNet Investment. Organizational Management Network Management Network Management 018-24-02-00-01-1020-00 Internal 0 EDNet Services Information Technology Infrastructure Services provided by the DoED EdNet Investment. Security Management Cryptography Cryptography 018-24-02-00-01-1020-00 Internal 0 EDNet Services Information Technology Infrastructure Services provided by the DoED EdNet Investment. Security Management Intrusion Detection Intrusion Detection 018-24-02-00-01-1020-00 Internal 0

I. F. 5. Table 1. Technical Reference Model (TRM) Table:
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.

a. 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
b. 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.

FEA TRM Service Area FEA TRM Service Category FEA TRM Service Standard Service Specification (i.e., vendor and product name) Procurement Service Access and Delivery Service Requirements Legislative / Compliance Federal Acquisition Regulation (FAR) Cryptography Service Access and Delivery Service Requirements Authentication / Single Sign-on IBM Tivoli Identity Manager, Federal Identity Manager, Tivoli IBM Directory Directory Integrator provided by EDNET Network Management Service Access and Delivery Service Requirements Hosting Internal provided by EDNET Network Management Service Access and Delivery Service Transport Supporting Network Services Provided by EDNET Network Management Service Access and Delivery Service Transport Service Transport Provided by EDNET Network Management Service Platform and Infrastructure Support Platforms Platform Dependent Microsoft Windows and Sun Solaris provided by EDNET; IBM-AIX provided by ISS Computers / Automation Management Service Platform and Infrastructure Database / Storage Database Oracle provided by ISS Computers / Automation Management Service Platform and Infrastructure Database / Storage Storage IBM SAN provided by ISS Procurement Service Platform and Infrastructure Delivery Servers Web Servers Apache;Sun Java Enterprise Quality Management Service Platform and Infrastructure Software Engineering Software Configuration Management Rational Enterprise Suite and Rational Clearcase provided by ISS Instrumentation and Testing Service Platform and Infrastructure Software Engineering Test Management Mercury Interactive Load Runner provided by ISS Computers / Automation Management Service Platform and Infrastructure Hardware / Infrastructure Servers / Computers Sun SunFire Boxes provided by ISS;Compaq ProLiant provided by ISS Procurement Component Framework Presentation / Interface Static Display Open source Apache Procurement Component Framework Presentation / Interface Dynamic Server-Side Display CACI - Comprizon.Suite/E-Vendor/Web VPP/BizDoc Procurement Component Framework Business Logic Platform Independent CACI - Comprizon.Suite/E-Vendor/Web VPP/BizDoc Procurement Component Framework Data Management Database Connectivity Java Database Connectivity (JDBC) Data Integration Component Framework Data Management Reporting and Analysis Oracle Runtime;Cognos Impromtu, Cognos Query provided by ISS Data Exchange Service Interface and Integration Integration Middleware Oracle PL SQL and Net 8 provided by ISS Procurement Service Interface and Integration Interoperability Data Format / Classification CACI Comprozon.Suite XML Procurement Service Platform and Infrastructure Support Platforms Platform Independent Java 2 Platform Enterprise Edition (J2EE) Procurement Component Framework Security Certificates / Digital Signatures TBD Procurement Component Framework Presentation / Interface Content Rendering Open Source Apache;Java Enterprise Procurement Service Interface and Integration Interoperability Data Types / Validation CACI Comprozon.Suite XML Schema Requirements Management Service Platform and Infrastructure Software Engineering Modeling Rational Rose provided by ISS Ordering / Purchasing Service Access and Delivery Delivery Channels Peer to Peer (P2P) CACI Comprozon.Suite Expense Management Component Framework Data Management Database CACI Comprozon.Suite Standardized / Canned Component Framework Data Management Reporting and Analysis CACI Comprozon.Suite Process Tracking Component Framework Data Interchange Data Exchange CACI Comprozon.Suite Contact and Profile Management Component Framework Business Logic Platform Independent CACI Comprozon.Suite Inbound Correspondence Management Component Framework Data Interchange Data Exchange CACI Comprozon.Suite Outbound Correspondence Management Component Framework Data Interchange Data Exchange CACI Comprozon.Suite Invoice / Requisition Tracking and Approval Component Framework Data Management Database Connectivity CACI Comprozon.Suite Document Review and Approval Service Interface and Integration Interoperability Data Types / Validation CACI Comprozon.Suite Classification Component Framework Data Management Data Exchange CACI Comprozon.Suite Digital Signature Management Component Framework Security Certificates / Digital Signatures CACI Comprozon.Suite Identification and Authentication Component Framework Security Certificates / Digital Signatures CACI Comprozon.Suite License Management Service Access and Delivery Service Requirements Legislative / Compliance CACI Comprozon.Suite /Contracts office Library / Storage Service Platform and Infrastructure Database / Storage Data Types / Validation System Operations and Management Group (SOMG) Extraction and Transformation Service Platform and Infrastructure Software Engineering Software Configuration Management System Operations and Management Group (SOMG) Meta Data Management Service Platform and Infrastructure Software Engineering Software Configuration Management System Operations and Management Group (SOMG) Enterprise Application Integration Service Platform and Infrastructure Software Engineering Integrated Development Environment System Operations and Management Group (SOMG) Legacy Integration Service Platform and Infrastructure Software Engineering Integrated Development Environment System Operations and Management Group (SOMG) Education / Training Component Framework Data Management Reporting and Analysis CACI Comprizon.Suite/EDCAPS Training Team Change Management Component Framework Data Management Reporting and Analysis CACI Comprizon.Suite/EDCAPS Training Team Configuration Management Component Framework Business Logic Platform Dependent System Operations and Management Group (SOMG) Program / Project Management Component Framework Presentation / Interface Content Rendering ED OCFO Access Control Service Interface and Integration Interoperability Data Types / Validation CACI ComprozionSuite/System Operations and Management Group (SOMG) Digital Signature Management Component Framework Security Certificates / Digital Signatures CACI ComprozionSuite/System Operations and Management Group (SOMG) Intrusion Detection Component Framework Security Supporting Security Services CACI ComprozionSuite/System Operations and Management Group (SOMG) System Resource Monitoring Service Platform and Infrastructure Delivery Servers Application Servers System Operations and Management Group (SOMG) Instrumentation and Testing Service Platform and Infrastructure Software Engineering Test Management CACI ComprizonSuite/ESS Support Contract

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

II. A. 1. Did you conduct an alternatives analysis for this project?
yes

II. A. 2. Use the results of your alternatives analysis to complete the following table:
(Character Limitations: Alternative Analyzed - 250 characters; Description of Alternative - 500 Characters)

Description of Alternative Risk Lifecycle Cost Estimate Risk Lifecycle Benefits Estimate Status Quo (1) "Status Quo" Continue contractor integration support and development of web enhancements. This solution relies on contractor labor for integration with FMSS and oversight of CPSS maintenance and enhancements and provides the highest degree of expertise for maintaining the software and implementing the enhancements. Some important enhancements include adding electronic signature, electronic solicitation, and electronic proposal receipt functionality.     Government Takes Over (2) Government takes over baseline support tasks while the contractor continues to develop enhancements. This option would rely on government labor for maintenance and contractor labor for implementing enhancements. We feel it might be difficult to attract the skill set necessary to maintain the software. The contractor, on the other hand, has better knowledge of the software, is able to draw upon a deeper pool of expertise, and would likely have to be called in the case of a major problem anyway.     Contractor Maintains (3) Contractor maintains system in current state with no further enhancements. While this alternative would be the least expensive it does not include the benefits of the enhancements and, we concluded, would not meet our e-Gov strategy.     New System (4) We would perform requirement analysis and look at other Procurement systems either custom built or COTS to determine what other packages would best meet the needs Department. This analysis would be more costly, since new interfaces, testing and training documentation would be required, but would allow the Department to be on the cutting edge of new technology and processes to offer to our internal as well as external customers.

II. A. 3. Which alternative was selected by the Agency's Executive/Investment Committee and why was it chosen?
(long text - 2500 characters)

II. A. 4. What specific qualitative benefits will be realized?
(long text - 2500 characters)
Qualitative benefits to be realized include improved control over the procurement process, the ability to strenghten internal controls and to improve the Departments reporting capabilites for both internal and external users. This alternative also has the least risk. The application is a COTS package and therefore we rely on vendors expertise of the database to correct systems problems and create new innovative methods/interfaces to work accurately with the intergration to the financial system.

II. A. 5. Will the selected alternative replace a legacy system in-part or in-whole?
no

UPI if available Date of the System Retirement

II. B. 1. Does the investment have a Risk Management Plan?

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

II. B. 3. Briefly describe how investment risks are reflected in the life cycle cost estimate and investment schedule:
(long text - 2500 characters)
Risk are reduced by adding new functionality as technology changes to ensure internal controls are strengthened and access to the application is more defined and authenticated. Monthly reviews are completed to ensure that contingency plans are accurate and up to date. System functionality is tested to ensure that all parts of the application is operable. Data is verified to ensure that it reflects a current snap shot of all transactions within the production environment. Funds are allocated to ensure that data integrity is maintained within the application and that proper security controls are in place to protect the data.

II. C. 1. Does the earned value management system meet the criteria in ANSI/EIA Standard - 748?
no

II. C. 2. Is the CV or SV greater than 10%?
no

II. C. 3. Has the investment re-baselined during the past fiscal year?
no

II. C. 4. Comparison of Initial Baseline and Current Approved Baseline
Complete the following table to compare actual performance against the current performance baseline and to the initial performance baseline. In the Current Baseline section, for all milestones listed, you should provide both the baseline and actual completion dates (e.g., "03/23/2003"/ "04/28/2004") and the baseline and actual total costs (in $ Millions). In the event that a milestone is not found in both the initial and current baseline, leave the associated cells blank. Note that the 'Description of Milestone' and 'Percent Complete' fields are required. Indicate '0' for any milestone no longer active. (Character Limitations: Description of Milestone - 500 characters)

Initial Baseline - Planned Completion Date Initial Baseline - Total Cost Current Baseline - Planned Completion Date Current Baseline - Actual Completion Date Current Baseline - Planned Total Cost Current Baseline - Actual Total Cost Current Baseline Variance - Schedule Current Baseline Variance - Cost Percent Complete Completion of Various Enhancements                   WEB Development Phase II                   WEB Development Phase III                   WEB Development Phase IV                   E-Invoice & Shipment - Phase I                   E-Invoice & Shipment - Phase II                   E-Invoice & Shipment - Phase III-Testing                   Financial Interface Phase I                   Financial Interface Phase II                   FY 2007 Development Cost                   P-Card Phase I                   FY 2008 Development Cost                   FY 2001 Maintenance                   FY 2002 Maintenance                   FY 2003 Maintenance                   FY 2004 Maintenance                   FY 2005 Maintenance                   Issue Resolution                   Maintenance                   FY 2006 Maintenance                   Issue Resolution                   Maintenance                   FY 2007 Maintenance                   Issue Resolution                   Maintenance                   License Fee                   FY 2008 Maintenance                   Maintenance                   Issue Resolution                   License Fee                   P-Card Phase II                   COR/CS Recertification Dates                   CPSS Data Template fields (2.2.3.4)                   Receipts Module (2.2.3.14)                   Micro-Purchases (2.2.3.15)                   WEB Development Phase I                   FY 2009 Issue ID & Resolution                   FY 2009 Maintenance & Integration                   FY 2009 License Fee                   FY 2009 Security                   F 2009 Enhancements                   FY 2008 Security

III. A. 1. Does the investment have a Risk Management Plan?

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

III. B. 1. Was operational analysis conducted?

III. B. 2. Complete the following table to compare actual cost performance against the planned cost performance baseline. Milestones reported may include specific individual scheduled preventative and predictable corrective maintenance activities, or may be the total of planned annual operation and maintenance efforts).

(Character Limitations: Description of Milestone - 250 Characters)

IV. A. 1. Stakeholder Table
As a joint exhibit 300, please identify the agency stakeholders. Provide the partner agency and partner agency approval date for this joint exhibit 300.

IV. A. 2. Partner Capital Assets within this Investment
Provide the partnering strategies you are implementing with the participating agencies and organizations. Identify all partner agency capital assets supporting the common solution (section 300.7); Managing Partner capital assets should also be included in this joint exhibit 300. These capital assets should be included in the Summary of Spending table of Part I, Section B. All partner agency migration investments (section 53.4) should also be included in this table. Funding contributions/fee-for-service transfers should not be included in this table. (Partner Agency Asset UPIs should also appear on the Partner Agency's exhibit 53)

IV. A. 3. Partner Funding Strategies ($millions)
For jointly funded initiative activities, provide in the "Partner Funding Strategies Table": the name(s) of partner agencies; the UPI of the partner agency investments; and the partner agency contributions for CY and BY. Please indicate partner contribution amounts (in-kind contributions should also be included in this amount) and fee-for-service amounts. (Partner Agency Asset UPIs should also appear on the Partner Agency's exhibit 53. For non-IT fee-for-service amounts the Partner exhibit 53 UPI can be left blank) (IT migration investments should not be included in this table)

IV. A. 4. Did you conduct an alternatives analysis for this project?

IV. A. 5. Use the results of your alternatives analysis to complete the following table:

IV. A. 6. Which alternative was selected by the Initiative Governance process and why was it chosen?
(long text - 2500 characters)

IV. A. 7. What specific qualitative benefits will be realized?
(long text - 2500 characters)

IV. A. 8. Table 1. Federal Quantitative Benefits ($millions):
What specific quantitative benefits will be realized (using current dollars)
Use the results of your alternatives analysis to complete the following table:

IV. A. 9. Will the selected alternative replace a legacy system in-part or in-whole?

IV. B. 1. Does the investment have a Risk Management Plan?

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

IV. C. 1. Are you using EVM to manage this investment?

IV. C. 2. Is the CV% or SV% greater than ± 10%? (CV% = CV/EV x 100; SV% = SV/PV x 100)
NOT applicable for capital assets with ONLY O&M.

IV. C. 3. Has the investment re-baselined during the past fiscal year?
Applicable to ALL capital assets

IV. C. 4. Comparison of Initial Baseline and Current Approved Baseline
Complete the following table to compare actual performance against the current performance baseline and to the initial performance baseline. In the Current Baseline section, for all milestones listed, you should provide both the baseline and actual completion dates (e.g., "03/23/2003"/ "04/28/2004") and the baseline and actual total costs (in $ Millions). In the event that a milestone is not found in both the initial and current baseline, leave the associated cells blank. Note that the 'Description of Milestone' and 'Percent Complete' fields are required. Indicate '0' for any milestone no longer active.

Initial Baseline - Planned Completion Date Initial Baseline - Total Cost Current Baseline - Planned Completion Date Current Baseline - Actual Completion Date Current Baseline - Planned Total Cost Current Baseline - Actual Total Cost Current Baseline Variance - Schedule Current Baseline Variance - Cost Percent Complete Agency responsible for activity                   NaN