HHS Home > OCIO Home > Capital Planning & Budget > Exhibit 300

Exhibit 300 (BY2009) for HHS Asset - Property Management Information System (Sunflower)

PART ONE

OVERVIEW

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

2. Agency:: 009

3. Bureau:: 00

4. Name of this Capital Asset:: HHS Asset - Property Management Information System (Sunflower)

5. Unique Project Identifier:: 009-00-01-06-01-0021-00

6. What kind of investment will this be in FY2009?: Operations and Maintenance

7. What was the first budget year this investment was submitted to OMB?: FY2007

8. Provide a brief summary and justification for this investment, including a brief description of how this closes in part or in whole an identified agency performance gap.: The Property Management Information System (PMIS) will consolidate all HHS personal property asset management systems into a single system and will achieve full integration with the HHS financial system and Federal asset management systems. PMIS is in direct support of government-wide and Department initiatives to improve systems and consolidate administrative functions--making this a major investment for HHS. PMIS will drive toward a more efficient, electronic, and uniform method of asset management for the Department through achieving the following HHS strategic objectives: 1. Eliminate redundant and outdated property systems; 2. Produce accurate, timely, reliable, and relevant property information for fact-based operational decision-making; 3. Comply with applicable Federal financial/property management requirements; 4. Strengthen internal controls through standard business rules, data requirements and accounting policies; 5. Streamline operational activities to achieve more efficient and cost-effective business performance; and 6. Continue to achieve unqualified audit opinions on annual financial statements. In addition to supporting the Department's strategic goals, PMIS supports 6 of the 14 President's Management Agenda (PMA) initiatives: PMA #1 Human Capital, PMA #2 Competitive Sourcing, PMA #3 Financial Performance, PMA #4 Expand E-Gov, PMA #5 Budget Performance, and PMA #13 Right Sized Overseas Presence. The previous, decentralized HHS asset management environment was characterized by redundant investments and a divergence of asset management practices. PMIS standardizes these management practices and creates opportunities for leveraging business processes and resources across HHS to bring about operational improvements and reduced O&M costs. By BY09, PMIS will enter its first full year as a Steady State investment. The $1.337M requested for BY09 will allow for routine system O&M, service delivery improvements, and system enhancments to better service the PMIS customer base. PMIS achieved full funding for the Planning and Acquisition phases in FY07, having received a total of $4.945M in DME funding (including prior years). The FY07 DME funding exceeded original DME estimates, necessitated by additional system requirements. As a result, and to reflect updated steady state estimates, a rebaseline request was made in FY07.

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?: Mid/Journeyman-level

12. Has the agency developed and/or promoted cost effective, energy-efficient and environmentally sustainable techniques or practices for this project.: yes

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

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

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

If yes, select the initiatives that apply:

Initiative Name
Budget Performance Integration
Competitive Sourcing
Expanded E-Government
Financial Performance
Human Capital
Right Sized Overseas Presence

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?): PMA #1 Human Capital: PMIS will enable HHS-wide asset managers. PMA #2 Competitive Sourcing: PMIS will provide more detailed and accurate costs. PMA #3 Financial Performance: PMIS will ensure capital asset data is accurate & timely. PMIS will assist with IMIA. PMA #4 Expand E-Gov: PMIS complies with property mgt. E-Gov initiative. PMA #5 Budget Performance: PMIS will aggregate HHS asset costs. PMA #13 Right Sized Overseas Presence: PMIS will provide a consolidate view of HHS assets overseas.

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)?: no

19. Is this a financial management system?: yes

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

19.a.1. If yes, which compliance area:: Financial Systems and Processes

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.: Property Management Information System - PMIS

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

Area	Percentage
Hardware	1
Software	9
Services	86
Other	5

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

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

Name	Suzi Connor
Phone Number	202-260-5528
Title	OS Senior Privacy Official
Email	Suzi.Connor@hhs.gov

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

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	0.721	0.400	0.000	0.000
Acquisition Budgetary Resources	3.125	0.698	0.000	0.000
Maintenance Budgetary Resources	5.361	1.035	0.880	0.912
Government FTE Cost	0.830	0.280	0.350	0.425
# of FTEs	12	4	4	5

2. Will this project require the agency to hire additional FTE's?: yes

2.a. If "yes," how many and in what year?: One additional government FTE will be hired in FY 2008 to assist in running the HHS Program Support Center (PSC) Help Desk for PMIS. This is a Tier 1 Help Desk currently staffed with 2 FTEs. A third FTE is required to handle the anticipated increase in call volume due to the additional OPDIVs consolidated into PMIS during FY 2008 (CDC and FDA).

3. If the summary of spending has changed from the FY2008 President's budget request, briefly explain those changes.: There were changes in DME, Steady State (O&M), and Government FTE costs reported for the FY2008 President's budget request that have been reflected in this Summary of Spending table for BY2009. HHS OPDIV CFOs mandated several enhancements to be funded and delivery scheduled before agreeing to adopt PMIS. As a result, the HHS ITIRB approved the use of an additional $0.903M of FY2007 DME funding in May 2007. Additional program management support resources were required to manage the increased DME scope. An additional $0.195M of FY2007 DME funding was approved in May 2007 from the HHS Office of Acquisition Management and Policy (OAMP) Asset-Acquisition Integration and Modernization (AIM) project. The total change of $1.098M DME Budgetary Resources for FY 2007 is broken down into $0.400M in Planning and $0.698M in Acquisition costs. In addition to the change in DME funding, the Government FTE costs were modified for all FYs. These costs were not reported on the Summary of Spending table for the FY2008 President's budget request. The HHS PSC, administrator for the PMIS system, determined that an increased level of effort (LOE) would be required to support the administrative and help desk functions for PMIS. These FTE costs correspond to the operations and maintenance of the PMIS system only. No FTE costs are incurred in the DME portion of the lifecycle. The total FTE costs for the period from FY 2005-2013 is $3.771M. These costs include FTE salaries and benefits and a 4.2% annual cost of living increase (in accordance with OMB M-07-02). The increase in Government FTE costs offset some planned Budgetary Resources for contractor Steady State (O&M) support. From FY2008-2012 the contractor O&M Budgetary Resources were reduced by a total of $1.089M. This reduction is due to a decrease in the anticipated LOE for contractor O&M services during these FYs. An additional $1.055M (not including $0.501M in FTE costs) was included for FY2013. Costs for software, hardware, and other equipment were increased by an inflation factor of 2.1% (in accordance with OMB M-07-02).

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	Measure- ment Area	Measure- ment Grouping	Measure- ment Indicator	Baseline	Planned Improvement to the Baseline	Actual Results
1	2006	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Facilities, Fleet, And Equipment Management	Compliance with laws and regulations	2005 JFMIP and CFR compliance	Maintain a clean audit opinion	OK
2	2006	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Inventory Control	% of non-NIH HHS property assets captured in PMIS	10% (FY 2005)	40%	45%
3	2006	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Customer Retention	Number of non-NIH HHS OPDIVs using PMIS in FY2006	1 (FY 2005)	4	4
4	2006	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Savings and Cost Avoidance	Unit cost to administer HHS personal property	$0.50 per accountable asset; $36 per capital asset (FY 2005)	$0.25 per accountable; $15 per capital	$0.25 per accountable; $15 per capital
5	2006	Effective Management of Human Capital / Information Technology / Resources	Technology	Overall Costs	Total overall costs to operate non-NIH HHS property management systems	$3.3 million (FY 2005)	$2.4 million	$2.4 million
6	2006	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	% of time (24/7) PMIS system is available to users	95%	99%	99%
7	2007	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Facilities, Fleet, And Equipment Management	Compliance with laws and regulations	2006 JFMIP and CFR compliance	Maintain a clean audit opinion	TBD
8	2007	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Inventory Control	% of non-NIH HHS property assets captured in PMIS	45% (FY 2006)	70%	TBD
9	2007	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Reporting and Information	Total time to produce monthly and annual PP&E reports	800 hrs	600 hrs	TBD
10	2007	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Customer Retention	Number of non-NIH HHS OPDIVs using PMIS in FY2007	4 (FY 2006)	5	TBD
11	2007	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Savings and Cost Avoidance	Unit cost to administer HHS personal property	$0.25 per accountable; $15 per capital (FY 2006)	$0.15 per accountable; $10 per capital	TBD
12	2007	Effective Management of Human Capital / Information Technology / Resources	Technology	Overall Costs	Number of property management data locations	5 (fy2006)	3	TBD
13	2007	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	% of time (24/7) PMIS system is available to users	99%	99.5%	TBD
14	2008	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Facilities, Fleet, And Equipment Management	Compliance with laws and regulations	2007 JFMIP and CFR compliance	Maintain a clean audit opinion	TBD
15	2008	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Inventory Control	% of non-NIH HHS property assets captured in PMIS	70% (FY 2007)	100%	TBD
16	2008	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Reporting and Information	Total time to produce monthly and annual PP&E reports	600 hrs	400 hrs	TBD
17	2008	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Customer Retention	Number of non-NIH HHS OPDIVs using PMIS in FY2006	5 (FY 2007)	12	TBD
18	2008	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Innovation and Improvement	Integration with UFMS	Design and development of UFMS-PMIS interface	UFMS-PMIS interface deployed with UFMS Release 4	TBD
19	2008	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	% of time (24/7) PMIS system is available to users	99.5%	99.9%	TBD
20	2009	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Cost Accounting / Performance Measurement	Compliance with laws and regulations	2008 JFMIP and CFR compliance	Maintain a clean audit opinion	TBD
21	2009	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Management Improvement	% of non-NIH HHS property assets captured in PMIS	100%	100%	TBD
22	2009	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Asset and Liability Management	Total time to produce monthly and annual PP&E reports	400 hrs	250 hrs	TBD
23	2009	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Customer Retention	Number of non-NIH HHS OPDIVs using PMIS in FY2006	12 (FY 2008)	12	TBD
24	2009	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	% of time (24/7) PMIS system is available to users	99.5%	99.9%	TBD
25	2010	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	% of time (24/7) PMIS system is available to users	99.5%	99.9%	TBD
26	2011	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	% of time (24/7) PMIS system is available to users	99.5%	99.9%	TBD
27	2012	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	% of time (24/7) PMIS system is available to users	99.5%	99.9%	TBD
28	2013	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	% of time (24/7) PMIS system is available to users	99.5%	99.9%	TBD
29	2010	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Customer Retention	Number of non-NIH HHS OPDIVs using PMIS in FY2006	12 (FY 2009)	12	TBD
30	2011	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Customer Retention	Number of non-NIH HHS OPDIVs using PMIS in FY2006	12 (FY 2010)	12	TBD
31	2012	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Customer Retention	Number of non-NIH HHS OPDIVs using PMIS in FY2006	12 (FY 2011)	12	TBD
32	2013	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Customer Retention	Number of non-NIH HHS OPDIVs using PMIS in FY2006	12 (FY 2012)	12	TBD
33	2010	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Asset and Liability Management	Total time to produce monthly and annual PP&E reports	250 hrs	250 hrs	TBD
34	2011	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Asset and Liability Management	Total time to produce monthly and annual PP&E reports	250 hrs	250 hrs	TBD
35	2012	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Asset and Liability Management	Total time to produce monthly and annual PP&E reports	250 hrs	250 hrs	TBD
36	2013	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Asset and Liability Management	Total time to produce monthly and annual PP&E reports	250 hrs	250 hrs	TBD
37	2010	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Management Improvement	% of non-NIH HHS property assets captured in PMIS	100%	100%	TBD
38	2011	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Management Improvement	% of non-NIH HHS property assets captured in PMIS	100%	100%	TBD
39	2012	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Management Improvement	% of non-NIH HHS property assets captured in PMIS	100%	100%	TBD
40	2013	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Management Improvement	% of non-NIH HHS property assets captured in PMIS	100%	100%	TBD
41	2010	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Reporting and Information	Compliance with laws and regulations	2009 JFMIP and CFR compliance	Maintain a clean audit opinion	TBD
42	2011	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Reporting and Information	Compliance with laws and regulations	2010 JFMIP and CFR compliance	Maintain a clean audit opinion	TBD
43	2012	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Reporting and Information	Compliance with laws and regulations	2011 JFMIP and CFR compliance	Maintain a clean audit opinion	TBD
44	2013	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Reporting and Information	Compliance with laws and regulations	2012 JFMIP and CFR compliance	Maintain a clean audit opinion	TBD
45	2009	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Innovation and Improvement	Enterprise Reporting & Ad Hoc Query	Set of PMIS custom Oracle reports as of FY2008	Implementation of a COTS enterprise reporting and ad hoc query system (e.g., Oracle Discover)	TBD
46	2010	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Financial Management	PP&E capital asset General Ledger variance	< 1% of capital base	0%	TBD
47	2011	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Financial Management	PP&E capital asset General Ledger variance	< 1% of capital base	0%	TBD
48	2012	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Financial Management	PP&E capital asset General Ledger variance	< 1% of capital base	0%	TBD
49	2013	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Financial Management	PP&E capital asset General Ledger variance	< 1% of capital base	0%	TBD

Enterprise Architecture

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

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

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

2.a. If yes, provide the investment name as identified in the Transition Strategy provided in the agency's most recent annual EA Assessment.: HHS Asset - Property Management Information System

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?
1	Product Management	Defines the set of capabilities that facilitate the creation and maintenance of products and services.	Customer Relationship Management	Product Management	No Reuse
2	Customer / Account Management	Defines the set of capabilities that support the retention and delivery of a service or product to an organization's clients.	Customer Relationship Management	Customer / Account Management	No Reuse
3	Process Tracking	Defines the set of capabilities that allow the monitoring of activities within the business cycle.	Tracking and Workflow	Process Tracking	No Reuse
4	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
5	Business Rule Management	Defines the set of capabilities that manage the enterprise processes that support an organization and its policies.	Management of Processes	Business Rule Management	No Reuse
6	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
7	Sourcing Management	Defines the set of capabilities that support the supply of goods or services as well as the tracking and analysis of costs for these goods.	Supply Chain Management	Sourcing Management	No Reuse
8	Inventory management	Defines the set of capabilities that provide for the balancing of customer service levels with inventory investment.	Supply Chain Management	Inventory management	No Reuse
9	Warehouse management	Defines the set of capabilities that provide for the storage and movement of materials within a warehouse, including these processes: material receipt, order picking, packaging, labeling and shipping.	Supply Chain Management	Warehouse management	No Reuse
10	Logistics and Transportation	Defines the set of capabilities that provide for efficient freight and traffic management.	Supply Chain Management	Logistics and Transportation	No Reuse
11	Information Retrieval	Defines the set of capabilities that allow access to data and information for use by an organization and its stakeholders.	Knowledge Management	Information Retrieval	No Reuse
12	Ad Hoc	Defines the set of capabilities that support the use of dynamic reports on an as needed basis.	Reporting	Ad Hoc	No Reuse
13	Standardized / Canned	Defines the set of capabilities that support the use of pre-conceived or pre-written reports.	Reporting	Standardized / Canned	No Reuse
14	OLAP	Defines the set of capabilities that support the analysis of information that has been summarized into multidimensional views and hierarchies.	Reporting	OLAP	No Reuse
15	Property / Asset Management	Defines the set of capabilities that support the identification, planning and allocation of an organization's physical capital and resources.	Asset / Materials Management	Property / Asset Management	No Reuse
16	Asset Cataloging / Identification	Defines the set of capabilities that support the listing and specification of available assets.	Asset / Materials Management	Asset Cataloging / Identification	No Reuse
17	Asset Transfer, Allocation, and Maintenance	Defines the set of capabilities that support the movement, assignment, and replacement of assets.	Asset / Materials Management	Asset Transfer, Allocation, and Maintenance	No Reuse
18	Auditing	Defines the set of capabilities that support the examination and verification of records for accuracy.	Financial Management	Auditing	No Reuse
19	Billing and Accounting	Defines the set of capabilities that support the charging, collection and reporting of an organization's accounts.	Financial Management	Billing and Accounting	No Reuse

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	Personalization	Service Access and Delivery	Access Channels	Web Browser	Internet Explorer
2	Customer / Account Management	Service Access and Delivery	Service Requirements	Legislative / Compliance	Section 508
3	Email	Service Access and Delivery	Access Channels	Collaboration / Communications	Electronic Mail (E-mail)
4	Ad Hoc	Component Framework	Data Management	Database Connectivity	Java Database Connectivity (JDBC), Open Database Connectivity (ODBC), Object Linking and Embedding/Database (OLE/DB)
5	Network Management	Service Access and Delivery	Delivery Channels	Intranet	Frame Relay
6	Identification and Authentication	Service Access and Delivery	Service Requirements	Legislative / Compliance	Security
7	Identification and Authentication	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	Secure Sockets Layer (SSL)
8	Data Exchange	Service Access and Delivery	Service Requirements	Hosting	Enterprise Server
9	Email	Service Access and Delivery	Service Transport	Supporting Network Services	Multipurpose Internet Mail Extensions (MIME)
10	Network Management	Service Access and Delivery	Service Transport	Service Transport	Lightweight Directory Access Protocol (LDAP)
11	Data Warehouse	Service Platform and Infrastructure	Database / Storage	Database	Oracle
12	Network Management	Service Platform and Infrastructure	Delivery Servers	Web Servers	Sunflower
13	Business Rule Management	Service Platform and Infrastructure	Delivery Servers	Application Servers	Sunflower
14	Data Warehouse	Service Platform and Infrastructure	Hardware / Infrastructure	Embedded Technology Devices	Hard Disk Drive
15	Network Management	Service Platform and Infrastructure	Hardware / Infrastructure	Local Area Network (LAN)	Ethernet
16	Network Management	Service Platform and Infrastructure	Hardware / Infrastructure	Wide Area Network (WAN)	Asynchronous Transfer Mode
17	Graphing / Charting	Service Platform and Infrastructure	Hardware / Infrastructure	Peripherals	Printer
18	Network Management	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	Enterprise Server
19	Network Management	Service Platform and Infrastructure	Hardware / Infrastructure	Network Devices / Standards	Hub, Router, Switch, NIC, Gateway, T1/T3, Firewall
20	Configuration Management	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	Version Management, Defect Tracking, Issue Management, Task Management, Change Management, Deployment Management, Requirements Management and Traceability.
21	Issue Tracking	Service Platform and Infrastructure	Software Engineering	Test Management	Functional Testing, Business Cycle Testing , Usability Testing (508 Testing), Performance Profiling, Load/Stress/Volume Testing, Security and Access Control Testing, Reliability Testing, Configuration Testing, Installation Testing.
22	Classification	Component Framework	Business Logic	Platform Independent	Enterprise Java Beans (EJB), JavaScript, Java Servlet (JSR 53)
23	Software Development	Service Platform and Infrastructure	Support Platforms	Platform Independent	Java 2 Platform Enterprise Edition (J2EE)
24	Query	Component Framework	Business Logic	Platform Dependent	PowerBuilder
25	Identification and Authentication	Component Framework	Security	Certificates / Digital Signatures	Digital Certificate Authentication , Secure Sockets Layer (SSL)
26	Software Development	Component Framework	Presentation / Interface	Static Display	Hyper Text Markup Language (HTML)
27	Software Development	Component Framework	Presentation / Interface	Dynamic Server-Side Display	Java Server Pages (JSP), PowerBuilder
28	Software Development	Component Framework	Presentation / Interface	Content Rendering	Dynamic HTML (DHTML), Cascading Style Sheets (CSS)
29	Data Exchange	Component Framework	Data Interchange	Data Exchange	Simple Object Access Protocol (SOAP), Electronic Business using XML (ebXML), Web Services User Interface (WSUI)
30	OLAP	Component Framework	Data Management	Reporting and Analysis	Online Analytical Processing (OLAP)
31	Data Integration	Service Interface and Integration	Integration	Middleware	Remote Procedure Call (RPC), Database Access: ISQL/w
32	Enterprise Application Integration	Service Interface and Integration	Integration	Enterprise Application Integration	Oracle (PL/SQL)
33	Data Integration	Service Interface and Integration	Interoperability	Data Format / Classification	eXtensible Markup Language (XML), Namespaces
34	Data Integration	Service Interface and Integration	Interoperability	Data Types / Validation	Document Type Definition (DTD), XML Schema
35	Software Development	Service Interface and Integration	Interface	Service Discovery	Universal Description Discovery and Integration (UDDI)
36	Software Development	Service Interface and Integration	Interface	Service Description / Interface	Web Services Description Language (WSDL), Application Program Interface (API)/Protocol
37	Customer / Account Management	Service Access and Delivery	Access Channels	Other Electronic Channels	Uniform Resource Locator (URL)

6. Will the application leverage existing components and/or applications across the Government (i.e., FirstGov, Pay.Gov, etc)?: no

PART THREE

RISK

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

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

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

1.a. If yes, what is the date of the plan?: 2007-07-03

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

1.c. If yes, describe any significant changes:: Status of risks in risk inventory have been updated. Several program risks have been successfully closed. Risk Management Plan is updated quarterly to reflect current program status.

COST & SCHEDULE

1. Was operational analysis conducted?: yes

1.a. If yes, provide the date the analysis was completed.: 2007-07-31

What were the results of your operational analysis?: While PMIS is still in the mixed use phase in FY2007, there was a IBV and related follow-up conducted and completed in March 2007. This review found that PMIS has appropriate cost, schedule, and performance goals. It should also include a review of related enterprise management issues such as risk, information security, harmonization with the EA transition strategy. As a result of this review, PMIS was removed from HHS watch list status. Since this time PMIS continues to be operative within 10% cost and schedule variance and is achieving targeted performance results. During this review project O&M cost estimates for were updated to reflect actual cost to date and current life span estimates, which extended the PMIS steady state lifecycle by 2 years. As a result, steady state cost for PMIS increased by $4.994M. This, coupled with expanded enhancement requirements prompted, prompted a rebaseline request in FY07.