Exhibit 300 (BY2009) - Health Impact Planning (HI.Net/IRIS), Centers for Disease Control and Prevention

PART ONE

OVERVIEW

1. Date of Submission:: 2008-02-04

2. Agency:: 009

3. Bureau:: 20

4. Name of this Capital Asset:: CDC Health Impact Planning (HI.Net/IRIS)

5. Unique Project Identifier:: 009-20-01-01-01-0177-00

6. What kind of investment will this be in FY2009?: Mixed Life Cycle

7. What was the first budget year this investment was submitted to OMB?: FY2006

8. Provide a brief summary and justification for this investment, including a brief description of how this closes in part or in whole an identified agency performance gap.: CDC's current planning, management, and reporting processes that address agency strategic alignment, goal achievement, investment management, and budget and performance integration can be characterized as cumbersome. The current process requires compilation of data from several disparate, unsynchronized tools, involves redundant processes, and does not provide agency-wide access to basic information needed by CDC managers at all levels. Health Impact Planning (also known as HI.net) is an umbrella project to consolidate budget planning and performance integration tools within CDC. It provides an effective and efficient technical architecture to facilitate future development while reducing steady state maintenance costs. HI.net is a combined effort to integrate planning and management tools across the agency, and to enable alignment of programs with agency goals and is a first step to integrate management and planning functions into a single, cohesive process that incorporates all perspectives. HI.net reduces duplication of data requests, integrates performance and budget, forecasts procurement/grant activities, accommodates strategic plans - and accomplishes these efforts before the fiscal year begins. HI.net is designed to be an integrated "full life-cycle" agency-wide planning and tracking tool and is intended to provide value to everyone working at CDC by helping to establish a clear "line-of-sight" from their work to agency level goals, objectives, and strategic imperatives that demonstrates the value of each individual's contribution to CDC's mission. HI.net will support budget planning and execution down to the project level and interface with the newly established Unified Financial Management System (UFMS), CDC's accounting system of record. Organizing information around a core work process is critical for sharing of knowledge and creating the firm linkages between agency efforts and achievement of Health Protection Goals and Strategic Imperatives. HI.net will make strategy, budget, and procurement information transparent and available to everyone in the agency. HI.net supports organization-wide learning and trust, promotes collaboration, makes exchange of information more efficient, and accelerates our achievement of Health Protection Goals. HI.net, currently a mixed life cycle, has been reviewed and approved by the CDC TRB and Executive Review Board. HI.net is primarily aligned with HHS' goal of "Budget and Performance Integration."

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

9.a. If "yes," what was the date of this approval?: 2007-06-26

10. Did the Project Manager review this Exhibit?: yes

11.a. What is the current FAC-P/PM certification level of the project/program manager?: Senior/Expert-level

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

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

12.b. Is this investment for new construction or major retrofit of a Federal building or facility? (answer applicable to non-IT assets only): no

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

If yes, select the initiatives that apply:

Initiative Name
Budget Performance Integration
Expanded E-Government

13.a. Briefly and specifically describe for each selected how this asset directly supports the identified initiative(s)? (e.g. If E-Gov is selected, is it an approved shared service provider or the managing partner?): This investment is most closely aligned with the PMA objective Budget Performance Integration. The CDC Management Council launched an initiative to substantially improve agency budget planning and alignment with goals. As a first step in FY 2006, FMO, OSI, COTPER, PGO and MISO have worked together to develop a single planning process supported by enhanced information systems (IRIS B&PI and HealthImpact.Net).

14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)?: no

15. Is this investment for information technology?: yes

16. What is the level of the IT Project (per CIO Council's PM Guidance)?: Level 2

17. What project management qualifications does the Project Manager have? (per CIO Council's PM Guidance): (1) Project manager has been validated as qualified for this investment

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

19. Is this a financial management system?: yes

19.a. If yes, does this investment address a FFMIA compliance area?: yes

19.a.1. If yes, which compliance area:: Federal Funds Management

19.b. If yes, please identify the system name(s) and system acronym(s) as reported in the most recent financial systems inventory update required by Circular A11 section 52.: Health Impact Planning (HI.net/IRIS)

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

Area	Percentage
Hardware	6
Software	29
Services	59
Other	7

21. If this project produces information dissemination products for the public, are these products published to the Internet in conformance with OMB Memorandum 05-04 and included in your agency inventory, schedules and priorities?: n/a

22. Contact information of individual responsible for privacy related questions.

Name	Alice M. Brown
Phone Number	770-488-8223
Title	IT Security Project Manager
Email	AMBrown1@cdc.gov

23. Are the records produced by this investment appropriately scheduled with the National Archives and Records Administration's approval?: no

24. Does this investment directly support one of the GAO High Risk Areas?: no

SUMMARY OF SPEND

1. Provide the total estimated life-cycle cost for this investment by completing the following table. All amounts represent budget authority in millions, and are rounded to three decimal places. Federal personnel costs should be included only in the row designated Government FTE Cost, and should be excluded from the amounts shown for Planning, Full Acquisition, and Operation/Maintenance. The total estimated annual cost of the investment is the sum of costs for Planning, Full Acquisition, and Operation/Maintenance. For Federal buildings and facilities, life-cycle costs should include long term energy, environmental, decommissioning, and/or restoration costs. The costs associated with the entire life-cycle of the investment should be included in this report. All amounts represent Budget Authority Note: For the cross-agency investments, this table should include all funding (both managing partner and partner agencies). Government FTE Costs should not be included as part of the TOTAL represented.

Cost Type	Py-1 & Earlier -2006	PY 2007	CY 2008	BY 2009
Planning Budgetary Resources	0.475	0.000	0.000	0.000
Acquisition Budgetary Resources	0.850	2.994	3.785	3.960
Maintenance Budgetary Resources	2.210	1.825	1.079	1.014
Government FTE Cost	1.107	0.521	0.545	0.565
# of FTEs	10	5	5	5

2. Will this project require the agency to hire additional FTE's?: no

3. If the summary of spending has changed from the FY2008 President's budget request, briefly explain those changes.: No change for FY 2005: $1.578M Ops and Maint, and $.51M for DME. For FY 2006 the DME was reduced from $1.628M to $1.2M, and Ops and Maint was reduced from $1.732M to $1.354 for a net reduction of $.806M (recall there was a mandated 15% overall reduction. For FY 2007 the DME was increased from $1.432M to $3.576M, and Ops and Maint was decreased from $2.07M to $1.472M for a net increase of $1.546 (primarily for hardware, software tools and maintenance). As changes in approved funding occur for this investment, the summary of spending will be updated to reflect adjustments for the remainder of FY 2007, through FY 2014. Rebaseline requests will be submitted using appropriate CDC and HHS processes.

PERFORMANCE

In order to successfully address this area of the exhibit 300, performance goals must be provided for the agency and be linked to the annual performance plan. The investment must discuss the agency's mission and strategic goals, and performance measures (indicators) must be provided. These goals need to map to the gap in the agency's strategic goals and objectives this investment is designed to fill. They are the internal and external performance benefits this investment is expected to deliver to the agency (e.g., improve efficiency by 60 percent, increase citizen participation by 300 percent a year to achieve an overall citizen participation rate of 75 percent by FY 2xxx, etc.). The goals must be clearly measurable investment outcomes, and if applicable, investment outputs. They do not include the completion date of the module, milestones, or investment, or general goals, such as, significant, better, improved that do not have a quantitative measure.

Agencies must use the following table to report performance goals and measures for the major investment and use the Federal Enterprise Architecture (FEA) Performance Reference Model (PRM). Map all Measurement Indicators to the corresponding Measurement Area and Measurement Grouping identified in the PRM. There should be at least one Measurement Indicator for each of the four different Measurement Areas (for each fiscal year). The PRM is available at www.egov.gov. The table can be extended to include performance measures for years beyond FY 2009.

Row	Fiscal Year	Strategic Goal Supported	Measurement Area	Measurement Grouping	Measurement Indicator	Baseline	Planned Improvement to the Baseline	Actual Results
1	2006	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Mission and Business Results	Budget Formulation	Percentage of projects with ability to document, review, approve, monitor, and evaluate the health impact of CDC's projects and activities	90% of projects	95% of projects	Expanded to include L&M -> 95%
2	2006	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Percentage of satisfied customers based on a survey of the HI.net users of the web portal's ease of use, value of the services provided, and value of the information and services provided	70%	80%	HIP Survey -> 86%
3	2006	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Processes and Activities	Efficiency	Number of separate data calls processes	Integration of two separate data call processes	Integration of three separate data call processes	Expanded to include PGO Forecasting -> 3 separate data calls
4	2006	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of availability of the system and related hardware.	95%	97%	Results exceeded 97% for FY 2006
5	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Budget Formulation	Percentage of projects with ability to document, review, approve, monitor, and evaluate the health impact of CDC's projects and activities	95% of projects	99% of projects	Expanded to include 99% of projects
6	2007	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Percentage of satisfied customers based on a survey of the HI.net users of the web portal's ease of use, value of the services provided, and value of the information and services provided	80%	85%	HIP Survey at 90.7% satisfaction level
7	2007	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Processes and Activities	Efficiency	Number of separate data calls processes	Integration of three separate data call processes	Integration of four separate data call processes	Integrated 5 processes
8	2007	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of availability of the system and related hardware	97%	99%	Achieved 99% availability
9	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Budget Formulation	Percentage of projects with ability to document, review, approve, monitor, and evaluate the health impact of CDC's projects and activities	99% of projects	100% of projects	Results to be determined at the end of FY 2008.
10	2008	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Percentage of satisfied customers based on a survey of the HI.net users of the web portal's ease of use, value of the services provided, and value of the information and services provided	85%	90%	Results to be determined at the end of FY 2008.
11	2008	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Processes and Activities	Efficiency	Number of separate data calls processes	Integration of four separate data call processes	Integration of five separate data call processes	Results to be determined at the end of FY 2008.
12	2008	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of availability of the system and related hardware	99%	99.5%	Results to be determined at the end of FY 2008.
13	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Budget Formulation	Percentage of projects with ability to document, review, approve, monitor, and evaluate the health impact of CDC's projects and activities	100% of projects	Maintain 100% of projects	Results to be determined at the end of FY 2009.
14	2009	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Percentage of satisfied customers based on a survey of the HI.net users of the web portal's ease of use, value of the services provided, and value of the information and services provided	90%	Greater Than 90%	Results to be determined at the end of FY 2009.
15	2009	S.O. 3.2 - Protect the safety and foster the well-being of children and youth	Processes and Activities	Efficiency	Number of separate data calls processes	Integration of five separate data call processes	Integration of six separate data call processes	Results to be determined at the end of FY 2009.
16	2009	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of availability of the system and related hardware	99.5%	99.9%	Results to be determined at the end of FY 2009
17	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Budget Formulation	Percentage of projects with ability to document, review, approve, monitor, and evaluate the health impact of CDC's projects and activities	100% of projects	maintain 100% of projects	Results to be determined at the end of FY 2010
18	2010	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Percentage of satisfied customers based on a survey of the HI.net users of the web portal's ease of use, value of the services provided, and value of the information and services provided	90%	Greater Than 92%	Results to be determined at the end of FY 2010
19	2010	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Processes and Activities	Efficiency	Number of separate data calls processes	Integration of six separate data call processes	Integration of seven separate data call processes	Results to be determined at the end of FY 2010
20	2010	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of availability of the system and related hardware	99.9%	Maintain 99.9%	Results to be determined at the end of FY 2010
21	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Budget Formulation	Percentage of projects with ability to document, review, approve, monitor, and evaluate the health impact of CDC's projects and activities	100% of projects	maintain 100% of projects	Results to be determined at the end of FY 2011
22	2011	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Percentage of satisfied customers based on a survey of the HI.net users of the web portal's ease of use, value of the services provided, and value of the information and services provided	92%	Greater than 93%	Results to be determined at the end of FY 2011
23	2011	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Processes and Activities	Efficiency	Number of disparate reporting mechanisms	Several disparate reporting mechanisms	2 Combined reporting mechanisms	Results to be determined at the end of FY 2011
24	2011	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of availability of the system and related hardware	99.9%	Maintain 99.9%	Results to be determined at the end of FY 2011
25	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Budget Formulation	Percentage of projects with ability to document, review, approve, monitor, and evaluate the health impact of CDC's projects and activities	100% of projects	maintain 100% of projects	Results to be determined at the end of FY 2012
26	2012	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Percentage of satisfied customers based on a survey of the HI.net users of the web portal's ease of use, value of the services provided, and value of the information and services provided	93%	Greater than 94%	Results to be determined at the end of FY 2012
27	2012	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Processes and Activities	Efficiency	Number of disparate reporting mechanisms	Two combined reporting mechanisms	3 Combined 3 reporting mechanisms	Results to be determined at the end of FY 2012
28	2012	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of availability of the system and related hardware	99.9%	Maintain 99.9%	Results to be determined at the end of FY 2012
29	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Mission and Business Results	Budget Formulation	Percentage of projects with ability to document, review, approve, monitor, and evaluate the health impact of CDC's projects and activities	100% of projects	maintain 100% of projects	Results to be determined at the end of FY 2013
30	2013	S.O. 1.3 - Improve health care quality, safety, cost and value	Customer Results	Customer Satisfaction	Percentage of satisfied customers based on a survey of the HI.net users of the web portal's ease of use, value of the services provided, and value of the information and services provided	94%	95% or Better	Results to be determined at the end of FY 2013
31	2013	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Processes and Activities	Efficiency	Number of disparate reporting mechanisms	Three combined reporting mechanisms	4 Combined reporting mechanisms	Results to be determined at the end of FY 2013
32	2013	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of availability of the system and related hardware	99.9%	Maintain 99.9%	Results to be determined at the end of FY 2013

Enterprise Architecture

In order to successfully address this area of the business case and capital asset plan you must ensure the investment is included in the agency's EA and Capital Planning and Investment Control (CPIC) process, and is mapped to and supports the FEA. You must also ensure the business case demonstrates the relationship between the investment and the business, performance, data, services, application, and technology layers of the agency's EA.

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

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

2.a. If yes, provide the investment name as identified in the Transition Strategy provided in the agency's most recent annual EA Assessment.: CDC Health Impact Planning (HI.net/IRIS)

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

4. Identify the service components funded by this major IT investment (e.g., knowledge management, content management, customer relationship management, etc.). Provide this information in the format of the following table. For detailed guidance regarding components, please refer to http://www.whitehouse.gov/omb/egov/. Component: Use existing SRM Components or identify as NEW. A NEW component is one not already identified as a service component in the FEA SRM. Reused Name and UPI: A reused component is one being funded by another investment, but being used by this investment. Rather than answer yes or no, identify the reused service component funded by the other investment and identify the other investment using the Unique Project Identifier (UPI) code from the OMB Ex 300 or Ex 53 submission. Internal or External Reuse?: Internal reuse is within an agency. For example, one agency within a department is reusing a service component provided by another agency within the same department. External reuse is one agency within a department reusing a service component provided by another agency in another department. A good example of this is an E-Gov initiative service being reused by multiple organizations across the federal government. Funding Percentage: Please provide the percentage of the BY requested funding amount used for each service component listed in the table. If external, provide the funding level transferred to another agency to pay for the service.

Row	Agency Component Name	Agency Component Description	Service Type	Component	Internal or External Reuse?	Funding %
1	Program / Project Management	Defines the set of capabilities that manage and control a particular effort of an organization.	Management of Processes	Program / Project Management	No Reuse	40
2	Strategic Planning and Mgmt	Defines the set of capabilities that support the determination of long-term goals and the identification of the best approach for achieving those goals.	Investment Management	Strategic Planning and Mgmt	No Reuse	30
3	Portfolio Management	Defines the set of capabilities that support the administration of a group of investments held by an organization.	Investment Management	Portfolio Management	No Reuse	20
4	Performance Management	Defines the set of capabilities that measure the effectiveness of an organizations financial assets and capital.	Investment Management	Performance Management	No Reuse	10

5. To demonstrate how this major IT investment aligns with the FEA Technical Reference Model (TRM), please list the Service Areas, Categories, Standards, and Service Specifications supporting this IT investment. FEA SRM Component: Service Components identified in the previous question should be entered in this column. Please enter multiple rows for FEA SRM Components supported by multiple TRM Service Specifications. Service Specification: In the Service Specification field, Agencies should provide information on the specified technical standard or vendor product mapped to the FEA TRM Service Standard, including model or version numbers, as appropriate.

Row	SRM Component	>Service Area	Service Category	Service Standard	Service Specification (i.e., vendor and product name)
1	Program / Project Management	Service Interface and Integration	Interoperability	Data Format / Classification	Health Level 7 (HL7)
2	Strategic Planning and Mgmt	Service Interface and Integration	Interoperability	Data Format / Classification	Health Level 7 (HL7)
3	Portfolio Management	Service Interface and Integration	Interoperability	Data Format / Classification	Health Level 7 (HL7)
4	Performance Management	Service Interface and Integration	Interoperability	Data Format / Classification	Health Level 7 (HL7)
5	Program / Project Management	Service Interface and Integration	Interoperability	Data Format / Classification	International Classification of Diseases
6	Strategic Planning and Mgmt	Service Interface and Integration	Interoperability	Data Format / Classification	International Classification of Diseases
7	Portfolio Management	Service Interface and Integration	Interoperability	Data Format / Classification	International Classification of Diseases
8	Performance Management	Service Interface and Integration	Interoperability	Data Format / Classification	International Classification of Diseases
9	Program / Project Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2005
10	Strategic Planning and Mgmt	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2005
11	Portfolio Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2005
12	Performance Management	Service Platform and Infrastructure	Database / Storage	Database	Microsoft SQL Server 2005
13	Program / Project Management	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	PowerBuilder
14	Strategic Planning and Mgmt	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	PowerBuilder
15	Portfolio Management	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	PowerBuilder
16	Performance Management	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	PowerBuilder
17	Program / Project Management	Service Platform and Infrastructure	Hardware / Infrastructure	Wide Area Network (WAN)	SONET, Bellsouth
18	Strategic Planning and Mgmt	Service Platform and Infrastructure	Hardware / Infrastructure	Wide Area Network (WAN)	SONET, Bellsouth
19	Portfolio Management	Service Platform and Infrastructure	Hardware / Infrastructure	Wide Area Network (WAN)	SONET, Bellsouth
20	Performance Management	Service Platform and Infrastructure	Hardware / Infrastructure	Wide Area Network (WAN)	SONET, Bellsouth
21	Program / Project Management	Service Platform and Infrastructure	Database / Storage	Database	Sybase
22	Strategic Planning and Mgmt	Service Platform and Infrastructure	Database / Storage	Database	Sybase
23	Portfolio Management	Service Platform and Infrastructure	Database / Storage	Database	Sybase
24	Performance Management	Service Platform and Infrastructure	Database / Storage	Database	Sybase
25	Program / Project Management	Service Access and Delivery	Service Transport	Supporting Network Services	T1
26	Strategic Planning and Mgmt	Service Access and Delivery	Service Transport	Supporting Network Services	T1
27	Portfolio Management	Service Access and Delivery	Service Transport	Supporting Network Services	T1
28	Performance Management	Service Access and Delivery	Service Transport	Supporting Network Services	T1
29	Program / Project Management	Service Access and Delivery	Service Transport	Supporting Network Services	T3
30	Strategic Planning and Mgmt	Service Access and Delivery	Service Transport	Supporting Network Services	T3
31	Portfolio Management	Service Access and Delivery	Service Transport	Supporting Network Services	T3
32	Performance Management	Service Access and Delivery	Service Transport	Supporting Network Services	T3
33	Program / Project Management	Service Platform and Infrastructure	Support Platforms	Platform Dependent	Windows.Net
34	Strategic Planning and Mgmt	Service Platform and Infrastructure	Support Platforms	Platform Dependent	Windows.Net
35	Portfolio Management	Service Platform and Infrastructure	Support Platforms	Platform Dependent	Windows.Net
36	Performance Management	Service Platform and Infrastructure	Support Platforms	Platform Dependent	Windows.Net

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

6.a. If yes, please describe.: This investment leverages: Budget Formulation & Execution Line of Business, Federal Health Architecture (FHA), Financial Management (FM) Line of Business

PART TWO

RISK

You should perform a risk assessment during the early planning and initial concept phase of the investment's life-cycle, develop a risk-adjusted life-cycle cost estimate and a plan to eliminate, mitigate or manage risk, and be actively managing risk throughout the investment's life-cycle.

Answer the following questions to describe how you are managing investment risks.

1. Does the investment have a Risk Management Plan?: yes

1.a. If yes, what is the date of the plan?: 2006-07-14

1.b. Has the Risk Management Plan been significantly changed since last year's submission to OMB?: no

3. Briefly describe how investment risks are reflected in the life cycle cost estimate and investment schedule:: The investment is risk and cost adjusted. The schedule is less flexible, but, as a contingency, the scope of deliverables can be adjusted. The planned milestones for Health Impact Planning are time and resource constrained. The milestone deliverables coincide with CDC's Budget Planning and execution cycles. Therefore, any missed project delivery dates would significantly impact CDC's budget cycle. This risk is mitigated by fall-back manual processes. The hardware and software acquisition plan is one of the critical success factors. The cost estimates allow for some slippage in the acquisition of hardware, and software development tools.

COST & SCHEDULE

1. Does the earned value management system meet the criteria in ANSI/EIA Standard 748?: yes

2. Is the CV% or SV% greater than ± 10%?: no

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