Exhibit 300 FY2009

 

 

 

 

 

Exhibit 300 FY2009  

 

 

PART I: SUMMARY INFORMATION AND JUSTIFICATION  

In Part I, complete Sections A, B, C, and D for all capital assets (IT and non-IT). Complete Sections E and F for IT capital assets.

 

 

 

Section A: Overview (All Capital Assets)  

The following series of questions are to be completed for all investments.

 

 

 

I. A. 1. Date of Submission:   

 

 

 

2007-09-10

 

 

I. A. 2. Agency:   

 

 

 

005

 

 

I. A. 3. Bureau:   

 

 

 

45

 

 

I. A. 4. Name of this Capital Asset:   

 

(short text - 250 characters)

 

 

Web Based Supply Chain Management (WBSCM)

 

 

I. A. 5. Unique Project (Investment) Identifier:   

 

For IT investment only, see section 53. For all other, use agency ID system.

 

 

005-45-01-61-01-8012-00

 

 

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.

 

 

Full-Acquisition

 

 

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

 

 

 

FY2004

 

 

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)

 

 

The Web Based Supply Chain Management (WBSCM) system is the proposed replacement for the existing Processed Commodity Inventory Management System (PCIMS). PCIMS, an aging system based on antiquated technology is cumbersome, manual, paper-intensive, and limits the efficiency and effectiveness of USDAs supply chain. At the inter-agency level, AMS, FNS, and FSA are working together to replace the PCIMS with WBSCM. WBSCM will be used to manage USDA's commodity operations including the purchasing and distribution of approximately $2.5 billion in product for distribution to needy recipients through a number of domestic and foreign feeding programs. It will be used to manage inventory of products in support of these programs as well as for price support products.

 

 

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

 

 

 

yes

 

 

I. A. 9. a. If "yes," what was the date of this approval?   

 

 

 

2007-08-29

 

 

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

 

 

 

yes

 

 

I. A. 11. Contact information of Project Manager  

 

 

Name   

 

(short text - 250 characters)

 

 

Gary Batko

 

 

Phone Number   

 

(short text - 250 characters)

 

 

202-720-4353

 

 

E-mail   

 

(short text - 250 characters)

 

 

gary.batko@usda.gov

 

 

I. A. 11. a. What is the current FAC-P/PM certification level of the project/program manager?   

 

 

 

TBD

 

 

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

 

 

 

yes

 

 

I. A. 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

 

 

I. A. 12. b. 1. If "yes," is an ESPC or UESC being used to help fund this investment?   

 

 

 

 

 

 

I. A. 12. b. 2. If "yes," will this investment meet sustainable design principles?   

 

 

 

 

 

 

I. A. 12. b. 3. If "yes," is it designed to be 30% more energy efficient than relevant code?   

 

 

 

 

 

 

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

 

 

 

yes

 

 

I. A. 13. a. If "yes," check all that apply:   

 

 

 

Expanded E-Government

 

 

I. A. 13. b. 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?)   

 

(medium text - 500 characters)

 

 

WBSCM will support expanded electronic government by providing one system supporting multiple commodity programs managed by multiple agencies with a single electronic point of access for federal employees, cooperating agencies and vendors. This integration will help USDA manage these programs more closely across agencies and automate many manual processes. One integrated system will minimize the cost of the investment and reduce duplicative systems, replacing the aging mainframe-based PCIMS.

 

 

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.)   

 

 

 

yes

 

 

I. A. 14. a. If "yes," does this investment address a weakness found during the PART review?   

 

 

 

yes

 

 

I. A. 14. b. If "yes," what is the name of the PARTed Program?   

 

(short text - 250 characters)

 

 

National School Lunch Program; Commodity Supplemental Food Program; The Emergency Food Assistance Program; AMS Commodity Purchasing; Milk Price Support Program; Food Distribution Program on Indian Reservations

 

 

I. A. 14. c. If "yes," what PART rating did it receive?   

 

 

 

Moderately Effective

 

 

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?   

 

 

 

no

 

 

I. A. 19. a. If "yes," does this investment address a FFMIA compliance area?   

 

 

 

 

 

 

I. A. 19. a. 1. If "yes," which compliance area   

 

(short text - 250 characters)

 

 

 

 

 

I. A. 19. a. 2. If "no," what does it address?   

 

(medium text - 500 characters)

 

 

 

 

 

I. A. 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 A-11 section 52   

 

(long text - 2500 characters)

 

 

 

 

 

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

 

 

I. A. 20. a. Hardware   

 

 

 

5

 

 

I. A. 20. b. Software   

 

 

 

25

 

 

I. A. 20. c. Services   

 

 

 

70

 

 

I. A. 20. d. Other   

 

 

 

0

 

 

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?   

 

 

 

n/a

 

 

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

 

 

I. A. 22. a. Name   

 

(short text - 250 characters)

 

 

Gary Batko

 

 

I. A. 22. b. Phone Number   

 

(short text - 250 characters)

 

 

202-720-4353

 

 

I. A. 22. c. Title   

 

(short text - 250 characters)

 

 

Program Manager

 

 

I. A. 22. d. E-mail   

 

(short text - 250 characters)

 

 

gary.batko@usda.gov

 

 

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

 

 

 

no

 

 

I. A. 24. Does this investment directly support one of the GAO High Risk Areas?   

 

Question 24 must be answered by all Investments:

 

 

no

 

 

Section B: Summary of Spending (All Capital Assets)  

 

 

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 Spending Prior to 2007

PY 2007

CY 2008

BY 2009

BY+1 2010

BY+2 2011

BY+3 2012

BY+4 2013 and Beyond

Total

Planning

0.900

0

0

0

 

 

 

 

 

Acquisition

22.500

21.820

21.080

21.070

 

 

 

 

 

Subtotal Planning & Acquisition

23.400

21.820

21.080

21.070

 

 

 

 

 

Operations & Maintenance

0

0

0

0

 

 

 

 

 

TOTAL

23.400

21.820

21.080

21.070

 

 

 

 

 

Government FTE Costs

0.170

1.010

2.560

2.640

 

 

 

 

 

Number of FTE represented by cost

2.7

7.9

22

22

 

 

 

 

 

 

 

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

 

 

 

yes

 

 

I. B. 2. a. If "yes," How many and in what year?   

 

(medium text - 500 characters)

 

 

FTE increases occur as staff transition away from enhancements and support of the exiting legacy PCIMS to support and operations of WBSCM, the PCIMS replacement.

 

 

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)

 

 

 

 

 

Section C: Acquisition/Contract Strategy (All Capital Assets)  

 

 

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)

 

 

 

 

 

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. 3. a. Explain Why:   

 

(medium text - 500 characters)

 

 

Vendor proposals must indicate the capability to comply with Section 508 requirements. Proposals will be evaluated to determine whether it includes a statement indicating its capability to comply with Section 508 requirements. Any proposal that does not include a statement indicating the capability to comply with Section 508 requirements may be eliminated from further consideration for award. Statements of Section 508 compliance will be evaluated on an Acceptable/Not Acceptable basis.

 

 

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

 

 

 

yes

 

 

I. C. 4. a. If "yes," what is the date?   

 

 

 

2006-06-08

 

 

I. C. 4. b. If "no," will an acquisition plan be developed?   

 

 

 

 

 

 

I. C. 4. b. 1. If "no," briefly explain why:   

 

(medium text - 500 characters)

 

 

 

 

 

Section D: Performance Information (All Capital Assets)  

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.

 

 

 

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

2009

Two goals from the USDA Strategic Plan are supported: Goal 1: Enhance international competitiveness of American agriculture; Goal 5: Improve the Nation's health and nutrition.

Mission and Business Results

Food and Nutrition Assistance

Increased level of nutrition assistance provided (additional aid recipients added to programs or increased food proved to current participants)

Export programs:4.7 billion metric tons

Decreased commodity costs enabling USDA to purchase 5-10% more food at same level of non-price support/non-bonus spending assuming other factors remain constant.

N/A (System in control phase)

2009

Two goals from the USDA Strategic Plan are supported: Goal 1: Enhance international competitiveness of American agriculture; Goal 5: Improve the Nation's health and nutrition.

Customer Results

Delivery Time

Delivery window cycle time reduction

Domestic Programs: 30-60 daysExport Programs: 120-180 days (longer lead time required due to ocean shipping)

20-30% increase in domestic orders received by customers in requested time period 20-30% increase in export orders received by customer within 120 days.This target is for FY09 and beyond.

N/A (System in control phase)

2009

Two goals from the USDA Strategic Plan are supported: Goal 1: Enhance international competitveness of American agriculture; Goal 5: Improve the Nation's health and nutrition.

Customer Results

Accuracy of Service or Product Delivered

% of paperless customer transactions(orders)

At least 50% of export orders placed electronically; maintain current level of electronic domestic orders.This target is for FY10 and beyond.

At least 50% of export orders placed electronically; maintain current level of electronic domestic orders.This target is for FY09 and beyond.

N/A (System in control phase)

2009

Two goals from the USDA Strategic Plan are supported; Goal 1: Enhance international competitiveness of American agriculture; Goal 5: Improve the Nation's health and nutrition.

Customer Results

Accuracy of Service or Product Delivered

% of paperless supplier transactions(invitations, bids, awards, contracts, notices-to-deliver, and invoices)

Invoices and disbursement data currently electronic; commodity bids are electronic; all other transactions and forms currently paper-based

20-40% increase in share of electronic supplier transactions. (excluding receipt of paper proofs-of-delivery and records following initial electronic transaction)This target is for FY09 and beyond.

N/A (System in control phase)

2009

Two goals from the USDA Strategic Plan are supported; Goal 1: Enhance international competitiveness of American agrilculture; Goal 5: Improve the Nation's health and nutrition.

Customer Results

Customer Satisfaction

Percentage of perfect orders received by customers(% orders received on time and complete ? order fill rate)

90-95% (varies based on program and agency)

Increase in perfect order rates to industry best-practice levels (90-95%).This target is for FY09 and beyond.

N/A (System in control phase)

2009

Two goals from the USDA Strateigic Plan are supported; Goal 1: Enhnace international competitiveness of American agriculture; Goal 5: Improve the Nation's health and nutrition.

Processes and Activities

Efficiency

Average product purchase cost per unit of commodity

Varies by commodity (over 200 commodities purchased annually)

Reduction in commodity cost for select commodities:3-6% overall reduction in commodity cost from long-term contracting.This target is for FY09 and beyond.

N/A (System in control phase)

2009

Two goals from the USDA Strategic Plan are supported: Goal 1: Enhance international competitiveness of American agriculture; Goal 5: Improve the Nation's health and nutrition.

Processes and Activities

Efficiency

USDA-procured transportation cost as a percentage of commodity distribution program budget

Export Programs: 15% Domestic Programs: Estimate of 10-15%

Reduction in export transportation spend of 10-15% (based on long-term contracting and other means).Reduction in domestic commodity cost of 3-7% (based on decreased transportation cost).

N/A (System in control phase)

2009

Two goals from the USDA Strategic Plan are supported; Goal 1: Enhance international competitiveness of American agriculture; Goal 5: Improve the Nation's health and nutrition.

Processes and Activities

Timeliness

"Procure-to-pay"cycle time (average time from award to payment of supplier)

Varies, but approximately 30-90 days

Reduction in overall cycle time of 5-10%.This target is for FY09 and beyond.

N/A (System in control phase)

2009

Two goals from the USDA Strategic Plan are supported; Goal 1: Enhance international competitiveness of American agriculture; Goal 5: Improve the Nation's health and nutrition.

Mission and Business Results

New Customers and Market Penetration

Number of food aid programs using the WBSCM system

Three agencies representing approx. 8 household-based and child nutrition programs

Six agencies (across USDA, USAID, and MARAD) representing 16 domestic and international food aid programs Thistarget is for FY09 and beyond.

N/A (System in control phase)

2009

Two goals from the USDA Strategic Plan are supported; Goal 1: Enhance international competitiveness of American agriculture; Goal 5: Improve the Nation's health and nutrition.

Processes and Activities

Efficiency

Total staff time devoted to procurement operations

Current per-acquisition processing time approx. 1 -10 staff days

10-20% reduction in overall staff time devoted to bid and contract management processes.This target is for FY09 and beyond.

N/A (System in control phase)

2009

Two goals from the USDA Strategic Plan are supported; Goal 1: Enhance international competitiveness of American agriculture; Goal improve the Nation's health and nutrition.

Customer Results

Accuracy of Service or Product Delivered

Damaged or spoiled products as a percentage of the cost of total commodities procured

Export Programs: Estimated 2-4%

Reduction in amount of export spoilage and shrinkage by 15-25%.This target is for FY09 and beyond.

N/A (System in control phase)

2009

Two goals from the USDA IT Strategic Goals are supported: IT Strategy & Business Alignment; Technology & Architecture.

Technology

Operations and Maintenance Costs

Total cost of commodity distribution IT systems

$12 Million annual cost for current PCIMS system

$6 million annual operations and maintenance cost for WBSCM system (with currently-defined scope). This target is for FY09 and beyond.

N/A (System in control phase)

2009

Two goals from the USDA IT Strategic Goals are supported; IT Strategy & Business Alignment; Technology & Architecture.

Technology

IT Contribution to Process, Customer, or Mission

System uptime(percentage of time system is fully functional)

System currently available for limited hours per day - approx. 13 hours/day

24 x 7 operation, 99.9% overall uptime and reliability (allowing for scheduled maintenance).This target is for FY09 and beyond.

N/A (System in control phase)

 

 

Section E: Security and Privacy (IT Capital Assets only)  

In order to successfully address this area of the business case, each question below must be answered at the system/application level, not at a program or agency level. Systems supporting this investment on the planning and operational systems security tables should match the systems on the privacy table below. Systems on the Operational Security Table must be included on your agency FISMA system inventory and should be easily referenced in the inventory (i.e., should use the same name or identifier).

For existing Mixed-Life Cycle investments where enhancement, development, and/or modernization is planned, include the investment in both the “Systems in Planning” table (Table 3) and the “Operational Systems” table (Table 4). Systems which are already operational, but have enhancement, development, and/or modernization activity, should be included in both Table 3 and Table 4. Table 3 should reflect the planned date for the system changes to be complete and operational, and the planned date for the associated C&A update. Table 4 should reflect the current status of the requirements listed. In this context, information contained within Table 3 should characterize what updates to testing and documentation will occur before implementing the enhancements; and Table 4 should characterize the current state of the materials associated with the existing system.

All systems listed in the two security tables should be identified in the privacy table. The list of systems in the “Name of System” column of the privacy table (Table 8) should match the systems listed in columns titled “Name of System” in the security tables (Tables 3 and 4). For the Privacy table, it is possible that there may not be a one-to-one ratio between the list of systems and the related privacy documents. For example, one PIA could cover multiple systems. If this is the case, a working link to the PIA may be listed in column (d) of the privacy table more than once (for each system covered by the PIA).

 

 

 

 

 

 

Section F: Enterprise Architecture (EA) (IT Capital Assets only)  

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 Invesment 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.

 

 

 

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

 

 

 

yes

 

 

I. F. 1. a. If "no," please explain why?   

 

(long text - 2500 characters)

 

 

 

 

 

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

 

 

 

yes

 

 

I. F. 2. a. If "yes," provide the investment name as identified in the Transition Strategy provided in the agency's most recent annual EA Assessment.   

 

(medium text - 500 characters)

 

 

Web Based Supply Chain Management

 

 

I. F. 2. b. If "no," please explain why?   

 

(long text - 2500 characters)

 

 

 

 

 

I. F. 3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?   

 

 

 

no

 

 

I. F. 3. a. If "yes," provide the name of the segment architecture.   

 

(medium text - 500 characters)

 

 

 

 

 

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)

WBSCM Procurement

Support the ordering and purchasing of agricultural commodities and services.

Supply Chain Management

Procurement

 

 

No Reuse

2

WBSCM Sourcing Management

Support the most economical supply of agricultural commodities and services.

Supply Chain Management

Sourcing Management

 

 

No Reuse

2

WBSCM Inventory Management

Provide for demand visibility, product availability, and on-hand inventory.

Supply Chain Management

Inventory management

 

 

No Reuse

2

WBSCM Ordering/Purchasing

Enable request for commodity products.

Supply Chain Management

Ordering / Purchasing

 

 

No Reuse

2

WBSCM Invoice/Requisition Tracking and Approval

Track status of order.

Supply Chain Management

Invoice / Requisition Tracking and Approval

 

 

No Reuse

2

WBSCM Storefront/Shopping Cart

Enable electronic ordering of commodities.

Supply Chain Management

Storefront / Shopping Cart

 

 

No Reuse

2

WBSCM Warehouse Management

Enable real-time visibility for commodity warehouse operations and management.

Supply Chain Management

Warehouse management

 

 

No Reuse

2

WBSCM Returns Management

Enable issuance and tracking of recall notifications.

Supply Chain Management

Returns Management

 

 

No Reuse

2

WBSCM Logistics and Transportaion

Enable forecasting and management of commodity freight.

Supply Chain Management

Logistics and Transportation

 

 

No Reuse

2

WBSCM Product Management

Provide for the forecasting and management for distribution of commodities.

Customer Relationship Management

Product Management

 

 

No Reuse

2

WBSCM Partner Relationship Management

Enable collaboration with business partners for effective commodity delivery.

Customer Relationship Management

Partner Relationship Management

 

 

No Reuse

2

WBSCM Alerts and Notifications

Provide for dissemination of commodity related information.

Customer Preferences

Alerts and Notifications

 

 

No Reuse

2

WBSCM Process Tracking

Enable real-time monitoring of commodity operations.

Tracking and Workflow

Process Tracking

 

 

No Reuse

1

WBSCM Conflict Resolution

Facilitate the enhancement of commodity operations.

Tracking and Workflow

Conflict Resolution

 

 

No Reuse

1

WBSCM Change Management

Make adjustments in an organized approved manner.

Management of Processes

Change Management

 

 

No Reuse

1

WBSCM Configuration Management

Control the commodity operations hardware and software environments and the documentation.

Management of Processes

Configuration Management

 

 

No Reuse

1

WBSCM Program/Project Management

Manage and control commodity operations.

Management of Processes

Program / Project Management

 

 

No Reuse

1

WBSCM Governance/Policy Management

Provide guidance and oversight of the commodity distribution process.

Management of Processes

Governance / Policy Management

 

 

No Reuse

1

WBSCM Quality Management

Ensure satisfaction of end product.

Management of Processes

Quality Management

 

 

No Reuse

1

WBSCM Business Rule Management

Manage the commodity processes and policies.

Management of Processes

Business Rule Management

 

 

No Reuse

1

WBSCM Risk Management

Provide for risk management and risk mitigation through out the commodity operations.

Management of Processes

Risk Management

 

 

No Reuse

1

WBSCM Workgroup/Groupware

Support the collaboration of commodity efforts.

Organizational Management

Workgroup / Groupware

 

 

No Reuse

1

WBSCM Network Management

Monitor and maintain a commodity communications network.

Organizational Management

Network Management

 

 

No Reuse

1

WBSCM Strategic Planning and Management

Support the identification of long-term commodity goals and a strategy for achieving those goals.

Investment Management

Strategic Planning and Mgmt

 

 

No Reuse

1

WBSCM Reservation/Registration

Allow electronic communications for commodity services.

Customer Initiated Assistance

Reservations / Registration

 

 

No Reuse

1

WBSCM Data Mining

Provide for access and analysis of commodity data.

Knowledge Discovery

Data Mining

 

 

No Reuse

1

WBSCM Modeling

Ensure valid descriptions and categorization of commodity data.

Knowledge Discovery

Modeling

 

 

No Reuse

1

WBSCM Simulation

Utilze models to mimic real-world commodity processes.

Knowledge Discovery

Simulation

 

 

No Reuse

1

WBSCM Demand Forecasting/Management

Facilitate the forecasting of commodity requirements.

Business Intelligence

Demand Forecasting / Mgmt

 

 

No Reuse

1

WBSCM Decision Support and Planning

Support the analysis of commodity information to influence decisions.

Business Intelligence

Decision Support and Planning

 

 

No Reuse

1

WBSCM Ad Hoc

Enable customer access to commodity data for ad hoc reporting.

Reporting

Ad Hoc

 

 

No Reuse

1

WBSCM Standardized/Canned

Provide for generic commodity reports.

Reporting

Standardized / Canned

 

 

No Reuse

1

WBSCM OLAP

Support the analysis of commodity information.

Reporting

OLAP

 

 

No Reuse

1

WBSCM Data Exchange

Support the electronic interchange of commodity information.

Data Management

Data Exchange

 

 

No Reuse

2

WBSCM Data Mart

Support a subset of a commodity data warehouse for a specific entity.

Data Management

Data Mart

 

 

No Reuse

2

WBSCM Data Warehouse

Support the archiving and storage of large volumes of commodity data.

Data Management

Data Warehouse

 

 

No Reuse

2

WBSCM Meta Data Management

Maintain data that describes commodity data.

Data Management

Meta Data Management

 

 

No Reuse

2

WBSCM Data Cleansing

Provide for the purging of commodity data as needed.

Data Management

Data Cleansing

 

 

No Reuse

2

WBSCM Extraction and Transformation

Provide for the modification of commodity data.

Data Management

Extraction and Transformation

 

 

No Reuse

2

WBSCM Loading and Archiving

Support the population of a data source with external commodity data.

Data Management

Loading and Archiving

 

 

No Reuse

2

WBSCM Data Recovery

Support the restoration adn stabilization of commodity data.

Data Management

Data Recovery

 

 

No Reuse

2

WBSCM Data Classification

Allow for the classification of commodity data.

Data Management

Data Classification

 

 

No Reuse

2

WBSCM Payment/Settlement

Support the process of accounts payable.

Financial Management

Payment / Settlement

 

 

No Reuse

1

WBSCM Legacy Integration

Ensure backwards compatibility with newer commodity applications and operations.

Development and Integration

Legacy Integration

 

 

No Reuse

1

WBSCM Enterprise Application Integration

Support the integrations of commodity operations into one system.

Development and Integration

Enterprise Application Integration

 

 

No Reuse

1

WBSCM Data Integration

Support the organization fo commodity data into a single system.

Development and Integration

Data Integration

 

 

No Reuse

1

WBSCM Software Development

Support the creation of a commodity application.

Development and Integration

Software Development

 

 

No Reuse

1

WBSCM Identification and Authentication

Provide for user secure and valid user access.

Security Management

Identification and Authentication

Enterprise Application Integration

005-03-03-11-01-8004-00

Internal

1

WBSCM Access Control

Manage user access and privileges.

Security Management

Access Control

 

 

No Reuse

1

WBSCM Intrusion Prevention

Prevent unauthorized access.

Security Management

Intrusion Prevention

 

 

No Reuse

1

WBSCM Intrusion Detection

Detect unauthorized access.

Security Management

Intrusion Detection

 

 

No Reuse

1

WBSCM Incident Response

Remediate unauthorized access.

Security Management

Incident Response

 

 

No Reuse

1

WBSCM Audit Trail Capture and Analysis

Identify and monitor activity.

Security Management

Audit Trail Capture and Analysis

 

 

No Reuse

1

WBSCM Certification and Accreditation

Ensure C&A compliance.

Security Management

Certification and Accreditation

 

 

No Reuse

1

WBSCM FISMA Management and Reporting

Ensure compliance with FISMA.

Security Management

FISMA Management and Reporting

 

 

No Reuse

1

WBSCM Virus Protection

Provide anti-virus services.

Security Management

Virus Protection

 

 

No Reuse

1

WBSCM Query

Support retrieval of specific commodity information.

Search

Query

 

 

No Reuse

1

WBSCM Precision/Recall Ranking

Support optimization of commodity information recall.

Search

Precision / Recall Ranking

 

 

No Reuse

1

WBSCM Classification

Support selection and retrieval of commodity records organized by shared characteristics in content or context.

Search

Classification

 

 

No Reuse

1

WBSCM Pattern Matching

Support retrieval of commodity recrods based on patterns in content or context.

Search

Pattern Matching

 

 

No Reuse

1

WBSCM License Management

Ensure legal usage of commodity system software and applications.

Systems Management

License Management

 

 

No Reuse

1

WBSCM System Resource Monitoring

Ensure optimal system operations.

Systems Management

System Resource Monitoring

 

 

No Reuse

1

WBSCM Software Distribution

Provide for dissemination of commodity components.

Systems Management

Software Distribution

 

 

No Reuse

1

WBSCM Issue Tracking

Receive and track user-reported issues and problems using the commodity information technology system.

Systems Management

Issue Tracking

 

 

No Reuse

1

WBSCM Remote Systems Control

Support the remote monitoring, administration, and usage of the commodity information technology system.

Systems Management

Remote Systems Control

 

 

No Reuse

1

WBSCM Catalog Management

Provide for a listing of available commodity products and services.

Supply Chain Management

Catalog Management

 

 

No Reuse

1

WBSCM Customer/Account Management

Support the retention and delivery of commodities to clients.

Customer Relationship Management

Customer / Account Management

 

 

No Reuse

1

 

 

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)

Product Management

Service Access and Delivery

Access Channels

Web Browser

TBD after COTS Selection.

Partner Relationship Management

Service Access and Delivery

Delivery Channels

Internet

TBD after COTS Selection.

Alerts and Notifications

Service Access and Delivery

Delivery Channels

Internet

TBD after COTS Selection.

Reservations / Registration

Service Access and Delivery

Access Channels

Web Browser

TBD after COTS Selection.

Process Tracking

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Conflict Resolution

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Change Management

Service Platform and Infrastructure

Software Engineering

Test Management

TBD after COTS Selection.

Configuration Management

Service Platform and Infrastructure

Software Engineering

Software Configuration Management

TBD after COTS Selection.

Program / Project Management

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Governance / Policy Management

Service Access and Delivery

Access Channels

Collaboration / Communications

TBD after COTS Selection.

Quality Management

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

Business Rule Management

Component Framework

Business Logic

Platform Independent

TBD after COTS Selection.

Risk Management

Service Platform and Infrastructure

Software Engineering

Modeling

TBD after COTS Selection.

Workgroup / Groupware

Service Access and Delivery

Access Channels

Collaboration / Communications

TBD after COTS Selection.

Network Management

Service Platform and Infrastructure

Hardware / Infrastructure

Network Devices / Standards

TBD after COTS Selection.

Procurement

Service Access and Delivery

Service Requirements

Legislative / Compliance

TBD after COTS Selection.

Sourcing Management

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Inventory management

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Ordering / Purchasing

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Invoice / Requisition Tracking and Approval

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Storefront / Shopping Cart

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Warehouse management

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Returns Management

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Logistics and Transportation

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Data Mining

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

Modeling

Service Platform and Infrastructure

Software Engineering

Modeling

TBD after COTS Selection.

Simulation

Service Platform and Infrastructure

Software Engineering

Test Management

TBD after COTS Selection.

Demand Forecasting / Mgmt

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Decision Support and Planning

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Ad Hoc

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

Standardized / Canned

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

OLAP

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

Data Exchange

Component Framework

Data Interchange

Data Exchange

TBD after COTS Selection.

Data Mart

Service Platform and Infrastructure

Database / Storage

Database

TBD after COTS Selection.

Data Warehouse

Service Platform and Infrastructure

Database / Storage

Database

TBD after COTS Selection.

Meta Data Management

Service Interface and Integration

Interoperability

Data Format / Classification

TBD after COTS Selection.

Data Cleansing

Service Interface and Integration

Interoperability

Data Types / Validation

TBD after COTS Selection.

Extraction and Transformation

Service Interface and Integration

Interoperability

Data Transformation

TBD after COTS Selection.

Loading and Archiving

Service Platform and Infrastructure

Database / Storage

Storage

TBD after COTS Selection.

Data Recovery

Service Interface and Integration

Interoperability

Data Types / Validation

TBD after COTS Selection.

Data Classification

Service Interface and Integration

Interoperability

Data Types / Validation

TBD after COTS Selection.

Payment / Settlement

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Legacy Integration

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Enterprise Application Integration

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Data Integration

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Software Development

Service Platform and Infrastructure

Support Platforms

Platform Independent

TBD after COTS Selection.

Identification and Authentication

Component Framework

Security

Supporting Security Services

TBD after COTS Selection.

Access Control

Service Access and Delivery

Service Requirements

Authentication / Single Sign-on

TBD after COTS Selection.

Intrusion Prevention

Component Framework

Security

Supporting Security Services

TBD after COTS Selection.

Intrusion Detection

Component Framework

Security

Supporting Security Services

TBD after COTS Selection.

Incident Response

Service Access and Delivery

Access Channels

Collaboration / Communications

TBD after COTS Selection.

Audit Trail Capture and Analysis

Component Framework

Security

Supporting Security Services

TBD after COTS Selection.

Certification and Accreditation

Component Framework

Security

Supporting Security Services

TBD after COTS Selection.

FISMA Management and Reporting

Component Framework

Security

Supporting Security Services

TBD after COTS Selection.

Virus Protection

Component Framework

Security

Supporting Security Services

TBD after COTS Selection.

Query

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

Precision / Recall Ranking

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

Classification

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

Pattern Matching

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

License Management

Service Platform and Infrastructure

Software Engineering

Software Configuration Management

TBD after COTS Selection.

Remote Systems Control

Service Access and Delivery

Service Transport

Service Transport

TBD after COTS Selection.

System Resource Monitoring

Service Access and Delivery

Service Transport

Service Transport

TBD after COTS Selection.

Software Distribution

Service Platform and Infrastructure

Software Engineering

Software Configuration Management

TBD after COTS Selection.

Issue Tracking

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

Strategic Planning and Mgmt

Service Access and Delivery

Service Requirements

Legislative / Compliance

TBD after COTS Selection.

Customer / Account Management

Service Interface and Integration

Integration

Enterprise Application Integration

TBD after COTS Selection.

Catalog Management

Component Framework

Data Management

Reporting and Analysis

TBD after COTS Selection.

 

 

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

 

 

 

yes

 

 

I. F. 6. a. If "yes," please describe.   

 

(long text - 2500 characters)

 

 

WBSCM will use USDA's eAuth application and other existing ESS components to the maximum extent possible.

 

 

PART II: PLANNING, ACQUISITION AND PERFORMANCE INFORMATION  

Part II should be completed only for investments identified as “Planning” or “Full-Acquisition,” or “Mixed Life-Cycle” investments in response to Question 6 in Part I, Section A above

 

 

 

Section A: Alternatives Analysis (All Capital Assets)  

In selecting the best capital asset, you should identify and consider at least three viable alternatives, in addition to the current baseline, i.e., the status quo. Use OMB Circular A-94 for all investments and the Clinger Cohen Act of 1996 for IT investments to determine the criteria you should use in your Benefit/Cost Analysis.

 

 

 

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

 

 

 

yes

 

 

II. A. 1. a. If "yes," provide the date the analysis was completed?   

 

 

 

2003-09-10

 

 

II. A. 1. b. If "no," what is the anticipated date this analysis will be completed?   

 

 

 

 

 

 

II. A. 1. c. If no analysis is planned, please briefly explain why:   

 

(medium text - 500 characters)

 

 

 

 

 

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

1. COTS-single platform, single vendor

WBSCM’s capabilities would be enabled through an integrated supply chain management platform. Application components in this platform will predominantly be sourced from a single vendor. The technology platform would be used to conduct all supply chain management processes, including capabilities in planning, procurement, transportation, order management, and distribution/inventory management.

$142,930,000.000

$792,100,000.000

 

 

 

 

 

 

 

 

 

 

 

 

 

 

II. A. 3. Which alternative was selected by the Agency's Executive/Investment Committee and why was it chosen?   

 

(long text - 2500 characters)

 

 

Alternative 1, based on a single-vendor technology platform, was selected: - it will provide the necessary functionality required by USDA and has been identified to meet all business and technology requirements. It provides the highest return on investment as well as the highest net present value. This alternative has the highest NPV and ROI, and provides all of the necessary functionality identified by USDA.

 

 

II. A. 4. What specific qualitative benefits will be realized?   

 

(long text - 2500 characters)

 

 

The WBSCM system will produce a number of quantitative benefits. The WBSCM system will improve nutrition and health by enabling food aid delivery to both domestic and international recipients, more efficiently. Not only will customer service be improved, encouraging greater participation in food aid programs, but overall costs will be reduced, enabling USDA to deliver more food to a wider audience. WBSCM will make the process of obtaining food aid easier for states and non-profit organization, thus helping them better serve citizens. WBSCM?s advanced order management capabilities will allow Web-based ordering and real-time status tracking for customers, and will integrate all interactions with commodity programs via a single portal. WBSCM will provide improved program administration, lowered costs, and reduced waste through its integrated, modern structure and replace an aging technology system that is beginning to impede the efficient administration of food aid programs. WBSCM will include collaboration and planning tools to ensure that agencies are operating in a synchronized manner, automated workflow management will route orders and other action items to the appropriate people across agencies automatically, and integrated data stores will ensure that all parties involved have access to updated information.

 

 

II. A. 5. Will the selected alternative replace a legacy system in-part or in-whole?   

 

 

 

yes

 

 

II. A. 5. a. If “yes,” are the migration costs associated with the migration to the selected alternative included in this investment, the legacy investment, or in a separate migration investment?   

 

 

 

This Investment

 

 

II. A. 5. b. Table 1. If "yes," please provide the following information:   

 

 

 

 

 

 

Section B: Risk Management (All Capital Assets)  

You should have performed a risk assessment during the early planning and initial concept phase of this investment's life-cycle, developed 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.

 

 

 

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

 

 

 

yes

 

 

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

 

 

 

2007-01-04

 

 

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

 

 

 

no

 

 

II. B. 1. c. If "yes," describe any significant changes:   

 

(long text - 2500 characters)

 

 

 

 

 

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

 

 

 

 

 

 

II. B. 2. a. If "yes," what is the planned completion date?   

 

 

 

 

 

 

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

 

(long text - 2500 characters)

 

 

 

 

 

II. B. 3. Briefly describe how investment risks are reflected in the life cycle cost estimate and investment schedule:   

 

(long text - 2500 characters)

 

 

The Risk Management Plan identifying risk cost was used by the Contractor in developing their cost and technical proposal. After contract award the Contractor aggressively identifies risks and develops mitigation stragegy.

 

 

 

 

PART III: FOR "OPERATION AND MAINTENANCE" INVESTMENTS ONLY (STEADY-STATE)  

Part III should be completed only for investments identified as "Operation and Maintenance" (Steady State) in response to Question 6 in Part I, Section A above.

 

 

 

Section A: Risk Management (All Capital Assets)  

You should have performed a risk assessment during the early planning and initial concept phase of this investment’s life-cycle, developed 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.

 

 

 

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

 

 

 

 

 

 

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

 

 

 

 

 

 

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

 

 

 

 

 

 

III. A. 1. c. If "yes," describe any significant changes:   

 

(long text - 2500 characters)

 

 

 

 

 

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

 

 

 

 

 

 

III. A. 2. a. If "yes," what is the planned completion date?   

 

 

 

 

 

 

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

 

(long text - 2500 characters)

 

 

 

 

 

Section B: Cost and Schedule Performance (All Capital Assets)  

 

 

III. B. 1. Was operational analysis conducted?   

 

 

 

 

 

 

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

 

 

 

 

 

 

III. B. 1. b. If "yes," what were the results?   

 

(long text - 2500 characters)

 

 

 

 

 

III. B. 1. c. If "no," please explain why it was not conducted and if there are any plans to conduct operational analysis in the future:   

 

(long text - 2500 characters)

 

 

 

 

 

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)

 

 

 

III. B. 2. a. What costs are included in the reported Cost/Schedule Performance information (Government Only/Contractor Only/Both)?   

 

 

 

 

 

 

III. B. 2. b. Comparison of Planned and Actual Cost   

 

 

 

 

 

 

PART IV: Planning For "Multi-Agency Collaboration" ONLY  

Part IV should be completed only for investments identified as an E-Gov initiative, an Line of Business (LOB) Initiative, or a Multi-Agency Collaboration effort., selected the “Multi-Agency Collaboration” choice in response to Question 6 in Part I, Section A above. Investments identified as “Multi-Agency Collaboration” will complete only Parts I and IV of the exhibit 300.

 

 

 

Section A: Multi-Agency Collaboration Oversight (All Capital Assets)  

Multi-agency Collaborations, such as E-Gov and LOB initiatives, should develop a joint exhibit 300.

 

 

 

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. 4. a. If "yes," provide the date the analysis was completed?   

 

 

 

 

 

 

IV. A. 4. b. If "no," what is the anticipated date this analysis will be completed?   

 

 

 

 

 

 

IV. A. 4. c. If no analysis is planned, please briefly explain why:   

 

(medium text - 500 characters)

 

 

 

 

 

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. A. 9. a. If "yes," are the migration costs associated with the migration to the selected alternative included in this investment, the legacy investment, or in a separate migration investment?   

 

 

 

 

 

 

IV. A. 9. b. Table 1. If "yes," please provide the following information:   

 

 

 

 

 

 

Section B: Risk Management (All Capital Assets)  

You should have performed a risk assessment during the early planning and initial concept phase of this investment’s life-cycle, developed 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.

 

 

 

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

 

 

 

 

 

 

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

 

 

 

 

 

 

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

 

 

 

 

 

 

IV. B. 1. c. If "yes," describe any significant changes:   

 

(long text - 2500 characters)

 

 

 

 

 

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

 

 

 

 

 

 

IV. B. 2. a. If "yes," what is the planned completion date?   

 

 

 

 

 

 

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

 

(long text - 2500 characters)

 

 

 

 

 

Section C: Cost and Schedule Performance (All Capital Assets)  

You should also periodically be measuring the performance of operational assets against the baseline established during the planning or full acquisition phase (i.e., operational analysis), and be properly operating and maintaining the asset to maximize its useful life. Operational analysis may identify the need to redesign or modify an asset by identifying previously undetected faults in design, construction, or installation/integration, highlighting whether actual operation and maintenance costs vary significantly from budgeted costs, or documenting that the asset is failing to meet program requirements.

EVM is required only on DME portions of investments. For mixed lifecycle investments, O&M milestones should still be included in the table (Comparison of Initial Baseline and Current Approved Baseline). This table should accurately reflect the milestones in the initial baseline, as well as milestones in the current baseline.

Answer the following questions about the status of this investment. Include information on all appropriate capital assets supporting this investment except for assets in which the performance information is reported in a separate exhibit 300.

 

 

 

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

 

 

 

 

 

 

IV. C. 1. a. If "yes," does the earned value management system meet the criteria in ANSI/EIA Standard - 748?   

 

 

 

 

 

 

IV. C. 1. b. If "no," explain plans to implement EVM:   

 

(long text - 2500 characters)

 

 

 

 

 

IV. C. 1. c. If "N/A," please provide date operational analysis was conducted and a brief summary of the results?   

 

(long text - 2500 characters)

 

 

 

 

 

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. 2. a. If "yes," was it the CV or SV or both ?   

 

 

 

 

 

 

IV. C. 2. b. If "yes," explain the causes of the variance:   

 

(long text - 2500 characters)

 

 

 

 

 

IV. C. 2. c. If "yes," describe the corrective actions:   

 

(long text - 2500 characters)

 

 

 

 

 

IV. C. 3. Has the investment re-baselined during the past fiscal year?   

 

Applicable to ALL capital assets

 

 

 

 

 

IV. C. 3. a. If "yes," when was it approved by the agency head?   

 

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.

 

 

 

 

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Patent Pending Application Numbers: 09/334,256;09/536,378;09/536,383;7,062,449;60/642,983;11/090,038
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