Exhibit 300 (BY2009) for HHS Consolidated Acquisition Solution

1. Date of Submission:

2008-02-04

2. Agency:

009

3. Bureau:

00

4. Name of this Capital Asset:

HHS Consolidated Acquisition Solution

5. Unique Project Identifier:

009-00-02-00-01-0040-00

6. What kind of investment will this be in FY2009?

Full-Acquisition

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

FY2008

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 HHS acquisition community lacks an integrated procurement system that is consistent across HHS; operational contracting offices use different systems and manual processes to support acquisitions. The use of disparate systems complicates interfaces to financial and other HHS systems. To achieve its acquisition standardization goals, HHS determined that it could consolidate its varying configurations of the COTS PRISM application across HHS. This implementation is referred to as the HHS Consolidated Acquisition Solution (HCAS). HCAS is a new system that will be used for all operational contracting components within HHS that use UFMS. HHS will deploy HCAS to the following contracting offices: AHRQ, ASPR, CDC, FDA, PSC, PSC Perry Point, HRSA, IHS, and SAMHSA. As its baseline, HCAS will use a PRISM solution implemented at FDA and at IHS. The new approach allows HHS to choose a baseline that represents half of HCAS users, thus reducing the number of predicted gaps between the baseline and global solution and accelerating deployment by 1 year. HCAS is currently scheduled to be fully deployed across HHS by December 31, 2008, with phase one completing by mid June 2008. Due to a changed approach, the HCAS PMO began significant replanning in March 2007 and the PMO completed an award for system integration services in August 2007. HCAS is replanning and in the acquisition life-cycle. HCAS supports HHS's strategic goal of responsible stewardship and effective management and the OCIO goal for a robust enterprise IT infrastructure. HCAS is the result of ASAM's Acquisition Integration and Modernization initiative, with a goal to integrate policies, processes, systems and vehicles to better serve employees, customers and vendors. HCAS supports this by standardizing business, minimizing duplication and improving efficiency. HCAS establishes a single solution for acquisition, eliminating 4 configurations of PRISM and replacing a CDC legacy system. For remaining clients, HCAS automates manual activities. The primary value of HCAS is to enable integration of acquisition data with UFMS, the enterprise financial management system, allowing real-time funds control. While HCAS enables the integration of acquisition data with UFMS, this investment represents the costs of design, planning, configuring, and implementing the global PRISM solution, under the mission of the PMO, and operating and maintenance of that solution by a future HHS entity.

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
Eliminating Improper Payments
Expanded E-Government
Financial Performance

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?)

By establishing HCAS, HHS consolidates multiple acquisition systems into one, enabling interoperability of HHS enterprise systems. HCAS will leverage the Integrated Acquisition Environment e-gov initiative. It improves timeliness by streamlining business processes and integrating workflow technologies. Further, integrating acquisition data with UFMS creates real-time records such as commitments and receipts, increasing financial data accuracy and reducing erroneous and untimely payments.

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 financial management systems requirements. By enabling integration with UFMS, HCAS increases the timeliness and accuracy of financial reporting; it creates real-time records such as commitments when obligated and records when purchased.

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.

HHS is in the process of incorporating the HHS Consolidated Acquisition Solution (HCAS) in its financial systems inventory.

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

Area	Percentage
Hardware	4
Software	14
Services	80
Other	2

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

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	0.281	3.763	0.000	0.000
Acquisition Budgetary Resources	0.000	2.381	7.183	3.719
Maintenance Budgetary Resources	0.000	0.000	3.714	5.235
Government FTE Cost	0.000	0.418	0.852	0.580
# of FTEs	0	4	6	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.

The investment approach has changed since it was reported in the BY08 OMB Exhibit 300 submission. In its original scope, the HCAS approach was based on using the National Institutes of Health (NIH) configuration of PRISM as the baseline for the global PRISM requirements. HHS proceeded under this scope through January 2007. Subsequently, in February 2007, at the request of the Assistant Secretary for Administration and Management--the system owner for HCAS--the HCAS PMO identified an alternative approach for accomplishing HCAS objectives, one that transforms and standardizes the HHS acquisition process and deploys an enterprise PRISM solution approximately 1 year earlier than previously planned. A feasibility study showed that the alternative approach was viable and could cost HHS less due to lower development, data conversion and site implementation costs. To verify the results of the independent study, the PMO updated its alternatives analysis. HCAS' analysis confirms that the new approach is practicable and preferable, yielding a greater rate of return than the previously selected alternative. It also demonstrates the core value that HHS receives from the earlier delivery of HCAS. The revised AoA includes full life cycle costs for each alternative to ensure an apples to apples comparison. In part, the updated AoA also shows a greater benefit stream due to greater status quo O&M costs for existing acquisition systems than previously estimated, as indicated by the results of a data call conducted by in July 2007. The HCAS PMO used the analysis of alternative results to update its budget as reflected in its Summary of Spending table. For example, the previous budget did not include costs for operating and maintaining (O&M) the HCAS investment. The current table shows $50.667 for O&M the consolidated PRISM solution (of which $3.714 is to support the phased deployment schedule in FY08). Consistent with the advantages of the selected alternative, costs for development and site implementation are lower by approximately $4 million (from $21.3 to $17.3 million). Acquisition costs are highest in FY08, with full deployment occurring in first quarter FY09; the costs are lower in FY09 by approximately $4 million from the previous submission. The HCAS PMO subsequently requested and received approval for re-baselining the HCAS program on July 10, 2007, based on the revised budget and schedule.

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	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Services Acquisition	Percentage of integrated procurement actions in HCAS (of HCAS clients)	12	12	12
2	2006	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Frequency and Depth	Number of actions created outside the system	37960	37960	37960
3	2006	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Average number of business hours required to approve a contract (for manual operations)	22	22	22
4	2006	Effective Management of Human Capital/Information Technology/Resources	Technology	Operations and Maintenance Costs	Total cost of operating and maintaining HHS acquisition systems (millions of Dollars)	$7.2 million	$7.2 million	$7.2 million
5	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Services Acquisition	Percentage of integrated procurement actions in HCAS (of HCAS clients)	12%	65%	TBD
6	2007	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Frequency and Depth	Number of actions created outside the system	37960	15,243	TBD
7	2007	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Average number of business hours required to approve a contract (for manual operations)	22	22	TBD
8	2007	Effective Management of Human Capital/Information Technology/Resources	Technology	Operations and Maintenance Costs	Total cost of operating and maintaining HHS acquisition systems	$7.2 million	$7.2 million	TBD
9	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Services Acquisition	Percentage of integrated procurement actions in HCAS (of HCAS clients)	65%	82%
10	2008	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Frequency and Depth	Number of actions created outside the system	15,243	7,200
11	2008	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Average number of business hours required to approve a contract (for manual operations)	22	18.5
12	2008	Effective Management of Human Capital/Information Technology/Resources	Technology	Operations and Maintenance Costs	Total cost of operating and maintaining HHS acquisition systems	$7.2 million	$5.4 million
13	2009	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Services Acquisition	Percentage of integrated procurement actions in HCAS (of HCAS clients)	83%	88%
14	2009	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Frequency and Depth	Number of actions created outside the system	7,200	5,400
15	2009	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Average number of business hours required to approve a contract (for manual operations)	18.5	14
16	2009	Effective Management of Human Capital/Information Technology/Resources	Technology	Operations and Maintenance Costs	Total cost of operating and maintaining HHS acquisition systems	$5.4 million	$4.1 million
17	2010	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Services Acquisition	Percentage of integrated procurement actions in HCAS (of HCAS clients)	88%	92%
18	2010	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Frequency and Depth	Number of actions created outside the system	5,400	3,500
19	2010	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Average number of business hours required to approve a contract (for manual operations)	14	9
20	2010	Effective Management of Human Capital/Information Technology/Resources	Technology	Operations and Maintenance Costs	Total cost of operating and maintaining HHS acquisition systems	$4.1 million	$4.3 million
21	2011	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Services Acquisition	Percentage of integrated procurement actions in HCAS (of HCAS clients)	92%	96%
22	2011	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Frequency and Depth	Number of actions created outside the system	3,500	1,500
23	2011	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Average number of business hours required to approve a contract (for manual operations)	9	6.8
24	2011	Effective Management of Human Capital/Information Technology/Resources	Technology	Operations and Maintenance Costs	Total cost of operating and maintaining HHS acquisition systems	$4.3 million	$4.4 million
25	2012	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Services Acquisition	Percentage of integrated procurement actions in HCAS (of HCAS clients)	96%	99%
26	2012	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Frequency and Depth	Number of actions created outside the system	1,500	430
27	2012	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Average number of business hours required to approve a contract (for manual operations)	6.8	6.8
28	2012	Effective Management of Human Capital/Information Technology/Resources	Technology	Operations and Maintenance Costs	Total cost of operating and maintaining HHS acquisition systems	$4.4 million	$4.5 million
29	2013	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Services Acquisition	Percentage of integrated procurement actions in HCAS (of HCAS clients)	99%	99%
30	2013	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Frequency and Depth	Number of actions created outside the system	430	400
31	2013	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Efficiency	Average number of business hours required to approve a contract(for manual operations)	6.8	6.8
32	2013	Effective Management of Human Capital/Information Technology/Resources	Technology	Operations and Maintenance Costs	Total cost of operating and maintaining HHS acquisition systems	$4.5 million	$4.7 million

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 Consolidated Acquisition System (HCAS)

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

no

4. Identify the service components funded by this major IT investment (e.g., knowledge management, content management, customer relationship management, etc.). Provide this information in the format of the following table. For detailed guidance regarding components, please refer to http://www.whitehouse.gov/omb/egov/.

Component: Use existing SRM Components or identify as NEW. A NEW component is one not already identified as a service component in the FEA SRM.

Reused Name and UPI: A reused component is one being funded by another investment, but being used by this investment. Rather than answer yes or no, identify the reused service component funded by the other investment and identify the other investment using the Unique Project Identifier (UPI) code from the OMB Ex 300 or Ex 53 submission.

Internal or External Reuse?: Internal reuse is within an agency. For example, one agency within a department is reusing a service component provided by another agency within the same department. External reuse is one agency within a department reusing a service component provided by another agency in another department. A good example of this is an E-Gov initiative service being reused by multiple organizations across the federal government.

Funding Percentage: Please provide the percentage of the BY requested funding amount used for each service component listed in the table. If external, provide the funding level transferred to another agency to pay for the service.

Row	Agency Component Name	Agency Component Description	Service Type	Component	Reused Component Name	Reused UPI	Internal or External Reuse?	Funding %
1	Procurement	Defines the set of capabilities that support the ordering and purchasing of products and services.	Supply Chain Management	Procurement	Procurement	009-00-01-01-01-0001-00	Internal	20
2	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	Sourcing Management	009-00-01-01-01-0001-00	Internal	5
3	Ordering / Purchasing	Defines the set of capabilities that allow the placement of request for a product.	Supply Chain Management	Ordering / Purchasing	Ordering / Purchasing	009-00-01-99-01-0160-24	Internal	20
4	Invoice / Requisition Tracking and Approval	Defines the set of capabilities that support the identification of where a shipment or delivery is within the business cycle.	Supply Chain Management	Invoice / Requisition Tracking and Approval	Invoice / Requisition Tracking and Approval	009-00-01-99-01-0160-24	Internal	5
5	Configuration Management	Defines the set of capabilities that control the hardware and software environments, as well as documents of an organization.	Management of Processes	Configuration Management			No Reuse	3
6	Quality Management	Defines the set of capabilities that help determine the level that a product or service satisfies certain requirements.	Management of Processes	Quality Management			No Reuse	3
7	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	2
8	Information Sharing	Defines the set of capabilities that support the use of documents and data in a multi-user environment for use by an organization and its stakeholders.	Knowledge Management	Information Sharing			No Reuse	2
9	Data Exchange	Defines the set of capabilities that support the interchange of information between multiple systems or applications; includes verification that transmitted data was received unaltered.	Data Management	Data Exchange			No Reuse	5
10	Enterprise Application Integration	Defines the set of capabilities that support the redesigning of disparate information systems into one system that uses a common set of data structures and rules.	Development and Integration	Enterprise Application Integration			No Reuse	15
11	Data Integration	Defines the set of capabilities that support the organization of data from separate data sources into a single source using middleware or application integration and the modification of system data models to capture new information within a single system.	Development and Integration	Data Integration			No Reuse	10
12	Identification and Authentication	Defines the set of capabilities that support obtaining information about those parties attempting to log on to a system or application for security purposes and the validation of those users.	Security Management	Identification and Authentication			No Reuse	5
13	Access Control	Access Control - Support the management of permissions for logging onto a computer, application, service, or network; includes user management and role/privilege management.	Security Management	Access Control			No Reuse	5

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	Procurement	Service Access and Delivery	Access Channels	Web Browser	HHS-supported web browsers such as Internet Explorer to access Compusearch PRISM
2	Sourcing Management	Service Access and Delivery	Delivery Channels	Internet	Internet access to Compusearch PRISM
3	Ordering / Purchasing	Component Framework	Presentation / Interface	Dynamic Server-Side Display	HHS NET to provide server-side support
4	Invoice / Requisition Tracking and Approval	Service Platform and Infrastructure	Delivery Servers	Application Servers	Compusearch PRISM
5	Configuration Management	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	MS Project to track tasks
6	Quality Management	Service Access and Delivery	Service Requirements	Legislative / Compliance	Compliance with Section 508, security, privacy and other legislative requirements
7	Quality Management	Service Platform and Infrastructure	Database / Storage	Database	Oracle Relational Database
8	Strategic Planning and Mgmt	Service Platform and Infrastructure	Data Management	Reporting and Analysis	Compusearch PRISM
9	Information Sharing	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	SUN, HP
10	Information Sharing	Component Framework	Presentation / Interface	Content Rendering	XML, JSP
11	Information Sharing	Component Framework	Data Interchange	Data Exchange	HHS Email, software: MS Exchange and MS Outlooks
12	Enterprise Application Integration	Service Platform and Infrastructure	Hardware / Infrastructure	Network Devices / Standards	Routers
13	Enterprise Application Integration	Service Interface and Integration	Interface	Service Description / Interface	Oracle Compusearch Interface (OCI)
14	Data Exchange	Component Framework	Data Management	Database Connectivity	ODBC
15	Data Exchange	Service Platform and Infrastructure	Hardware / Infrastructure	Wide Area Network (WAN)	HHS NET
16	Data Exchange	Service Platform and Infrastructure	Hardware / Infrastructure	Local Area Network (LAN)	HHS NET
17	Data Exchange	Component Framework	Data Interchange	Data Exchange	Simple Object Access Protocol (SOAP)
18	Data Integration	Service Interface and Integration	Interoperability	Data Format / Classification	Vendor TBD
19	Data Integration	Service Interface and Integration	Integration	Middleware	PL/SQL
20	Identification and Authentication	Component Framework	Security	Certificates / Digital Signatures	HHS PKI Program, vendor selections TBD by department
21	Identification and Authentication	Service Access and Delivery	Service Transport	Service Transport	HTTPS
22	Access Control	Service Platform and Infrastructure	Delivery Servers	Web Servers	Microsoft Internet Information Server to provide scalability and security to Compusearch PRISM
23	Access Control	Service Platform and Infrastructure	Delivery Servers	Web Servers	SSL
24	Access Control	Service Platform and Infrastructure	Hardware / Infrastructure	Network Devices / Standards	Cisco PIX 535

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

no

1. Does the investment have a Risk Management Plan?

yes

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

2007-06-30

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:

The PMO updated its risk management process. For example, although the previous risk management process captured risks and assessed the probability of risks occurring, it did not evaluate the impact of the risks (should they occur) on program objectives. Nor did it provide detailed guidance on the mitigation strategies available to PMO leadership. Finally, the plan did not establish procedures for actively managing project risk, such as identifying a frequency for risk management meetings or updating risk assessments. Under the new process, the HCAS program management team convenes bi-weekly to monitor and track progress on mitigating all identified risks, at both the program and OPDIV levels. In addition to comprehensively identifying risks and evaluating the overall magnitude of the risk on program objectives, each risk is assigned to and owned by a member of the PMO staff. Each risk owner plans activities for mitigating his or her assigned risk and sets completion dates. The PMO anticipates further refinements to its Risk Management process as the SI contractor begins work.

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

HHS factored risk adjustment in its return on investment. The HCAS baseline risk assessment, conducted May 17 2007, identified several areas of risk in HCAS that HHS is actively managing. Risks were quantified for schedule risks, coordination risks, and risks associated with the baseline architecture not being compatible with version 6 of PRISM. As far as schedule risk is concerned, any delay in acquiring the services of SI could delay program start. HHS is mitigating this risk by bringing on an interim contractor for project start up activities. If this risk materializes, additional resources for Design and Configuration Services and Pre-deployment Development Services would need to be expended to bring the project back on schedule. HHS has planned for 20% additional resources for these two CLINs, which equates to an expected cost of $106,211 in FY08 and in FY09. Since the risk mitigation strategy for schedule risk calls for bringing on a contractor to begin start up activities, problems may potentially arise from miscommunication or lack of adequate communication between that interim contractor and the SI. Such coordination risks significantly impact the Gap Analysis and Global Solution Definition Services. Software cost estimation professional services firms, such as Quantitative Software Management, have documented the magnitude of cost impacts from lack of communication. We estimate a 50% increase in costs for this CLIN if the risk materializes, or an expected cost of $258,6155 distributed among FY07, FY08 and FY09 with the largest portion distributed in FY07. If the HCAS initial baseline architecture (FDA's version of PRISM) is not compatible with the PRISM v6 architecture, extensive changes will be required impacting the schedule or upgrade capability. While it is difficult to assess the precise impact these changes would have on the cost of the program if this risk materializes, it is likely to be substantial. For this reason, HHS has included an additional $281,250 to the HCAS development effort in FY08 and in FY09.

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?

yes

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

2007-09-07