Exhibit 300 (BY2009) for National Institutes of Health, NIH, Business Intelligence System (NBIS)

PART ONE

OVERVIEW

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

2. Agency:: 009

3. Bureau:: 25

4. Name of this Capital Asset:: NIH Business Intelligence System (NBIS)

5. Unique Project Identifier:: 009-25-01-06-01-3105-00

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?: FY2003

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 NIH Business Intelligence System (NBIS) is a collaborative, enterprise-wide, business intelligence reporting system supporting the dynamic and diversified management needs of the NIH Institutes, Centers and the Office of the Director. It consolidates the legacy NIH Data Warehouse (DW) and numerous smaller systems, and offers technological updates designed to improve the reporting capabilities of NIH business systems. This consolidation integrates the query and reporting capabilities of NIH business systems into one, stand-alone, cohesive investment. The NBIS provides a major upgrade to the capabilities of the legacy DW. The NBIS is a robust business intelligence system which continuously gathers requirements to meet new and expanding NIH business management needs. It provides accurate, timely, business intelligence reports on NIH funding, human resources, acquisition & contracts, vendors, inventories, research activities and facilities, and other business areas essential to the management of NIH resources. The NBIS transforms data from disparate sources into a cohesive, consistent repository, and provides in-depth reporting tools and reports to define and organize this information. It is optimized for answering both current and historical business questions with easy extraction of data for report generation, exportation into data marts, or downloading into desktop spreadsheets. Users can run predefined queries and reports, as well as develop custom, ad-hoc queries and reports . The NBIS business areas are: Research Contracts and Grants -Acquisitions & Contracts t-NIH Executive Reporting -Procurement-Budget & Finance -Property-Calling Cards & Audio Conferencing - CATS-I-Core Financials- DCIS Reporting -Supply & Replenishment-Travel-Technology Transfer -Staff Training and Development-Human Resources. Funding supports government and contract staff, development and system maintenance, hardware, and software. In closing, the NBIS is the only enterprise business intelligence system available to effectively manage the diversified business reporting needs of the NIH community.

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
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?): NBIS provides electronic business intelligence reporting across NIH administrative systems in support of E-Gov. NBIS allows the NIH to secure greater services at lower cost through expanded business intelligence and analysis for E-gov services.

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?: no

19.a.2. If no, what does it address?: NBIS is a business intelligence program which continuously gathers requirements to meet new and expanded business needs. NBIS provides electronic business intelligence reporting across NIH administrative systems in support of E-Gov.

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

Area	Percentage
Hardware	8
Software	5
Services	73
Other	13

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	Karen Pla
Phone Number	301-402-6201
Title	NIH Privacy Act Officer
Email	plak@mail.nih.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	0.400	0.000	0.000	0.000
Acquisition Budgetary Resources	16.125	4.555	4.792	5.040
Maintenance Budgetary Resources	23.202	5.509	6.001	6.320
Government FTE Cost	7.877	2.703	2.812	2.925
# of FTEs	51	16	16	16

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.: Program costs have been updated to reflect current spending authorization and refinement of requirements. New NBIS system development and maintenance is currently planned through BY 2012.

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	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Help Desk Services	Average initial response time to customer inquiries	TBD	Maintain or improve results	TBD
2	2008	Effective Management of Human Capital/Information Technology/Resources	Customer Results	New Customers and Market Penetration	Percentage of customers satisfied with response time for inquiries.	TBD	Increase percentage of new customers.	TBD
3	2008	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time system is available	TBD	Increase percentage of users trained.	TBD
4	2006	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time system is available	99%	Maintain or improve percentage of availability by 1%.	99%
5	2006	Effective Management of Human Capital/Information Technology/Resources	Customer Results	New Customers and Market Penetration	Number of business area users	13,722 FY 05 registered business area users.	Increase number of business area users by 100 users.	14,122
6	2006	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Help Desk Services	Average initial response time to customer inquiries	99% responded to within 8 work-hours	Maintain or improve results by 1%	100 % of calls are responded to immediately.
7	2007	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of customers satisfied	99%	Zero base Help-Desk dissatisfaction	99%
8	2007	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Training	Number of staff trained by skill or competency area	638 NIH staff members trained in FY 2006	Increase number of users trained	725 NIH staff members trained in various nVision Data Warehouse Business Areas as of 08/15/07
9	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Help Desk Services	Average initial response time to customer inquiries	Calls and emails are responded to immediately.	Maintain or improve 3-hour response time	Improved
10	2006	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (CATS-I) number of views of the A76 reporting area	10,842 views	Maintain or improve views by 100 views.	332,367 hits (views) in FY 2006
11	2006	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (Workforce Plng) number of views of the Workforce reporting area	163 views	Maintain or improve views by 100.	459 hits (views) in FY 06.
12	2007	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (CATS-I) number of views of the A76 reporting area	10,842 views	Maintain or improve views by 100.	357,475 hits (views) in FY 07, as of 08/15/07
13	2007	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (Workforce Plng) number of views of the Workforce reporting area	163 views	Maintain or increase views by 100.	19,698 hits (views) in FY 07, as of 08/15/07
14	2007	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time system is available	99%	Maintain or increase satisfaction by 1%.	99%
15	2007	Effective Management of Human Capital/Information Technology/Resources	Customer Results	New Customers and Market Penetration	Percentage of customers satisfied with response time for inquiries.	100%	Maintain or increase baseline by 1%.	100%
16	2008	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (CATS-I) number of views of the A76 reporting area	TBD	TBD based upon prior results	TBD
17	2008	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (Workforce Plng) number of views of the Workforce reporting area	TBD	TBD based upon prior results	TBD
18	2009	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Help Desk Services	Average initial response time to customer inquiries	TBD	TBD based upon prior results	TBD
19	2009	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of customers satisfied with response time for inquiries.	TBD	TBD based upon prior results	TBD
20	2009	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time system is available	TBD	TBD based upon prior results	TBD
21	2009	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (CATS-I) number of views of the A76 reporting area	TBD	TBD based upon prior results	TBD
22	2009	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (Workforce Plng) number of views of the Workforce reporting area	TBD	TBD based upon prior results	TBD
23	2010	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Help Desk Services	Average initial response time to customer inquiries	TBD	TBD based upon prior results	TBD
24	2010	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of customers satisfied with response time for inquiries.	TBD	TBD based upon prior results	TBD
25	2010	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time system is available	TBD	TBD based upon prior results	TBD
26	2010	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (CATS-I) number of views of the A76 reporting area	TBD	TBD based upon prior results	TBD
27	2010	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (Workforce Plng) number of views of the Workforce reporting area	TBD	TBD based upon prior results	TBD
28	2011	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Help Desk Services	Average initial response time to customer inquiries	TBD	TBD based upon prior results	TBD
29	2011	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of customers satisfied with response time for inquiries.	TBD	TBD based upon prior results	TBD
30	2011	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time system is available	TBD	TBD based upon prior results	TBD
31	2011	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (CATS-I) number of views of the A76 reporting area	TBD	TBD based upon prior results	TBD
32	2011	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (Workforce Plng) number of views of the Workforce reporting area	TBD	TBD based upon prior results	TBD
33	2012	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Help Desk Services	Average initial response time to customer inquiries	TBD	TBD based upon prior results	TBD
34	2012	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Customer Satisfaction	Percentage of customers satisfied with response time for inquiries.	TBD	TBD based upon prior results	TBD
35	2012	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Percentage of time system is available	TBD	TBD based upon prior results	TBD
36	2012	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (CATS-I) number of views of the A76 reporting area	TBD	TBD based upon prior results	TBD
37	2012	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Knowledge Management	HR (Workforce Plng) number of views of the Workforce reporting area	TBD	TBD based upon prior results	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.: NIH Business Intelligence System (NBIS)

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	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	Access Control	009-25-02-00-01-3109-00	Internal	0
2	Alerts and Notifications	Defines the set of capabilities that allow a customer to be contacted in relation to a subscription or service of interest.	Customer Preferences	Alerts and Notifications			No Reuse	5
3	Assistance Request	Defines the set of capabilities that support the solicitation of support from a customer.	Customer Initiated Assistance	Assistance Request	Assistance Request	009-25-02-00-01-3109-00	Internal	0
4	Categorization	Defines the set of capabilities that allow classification of data and information into specific layers or types to support an organization.	Knowledge Management	Categorization			No Reuse	1
5	Customer Feedback	Defines the set of capabilities that are used to collect, analyze and handle comments and feedback from an organization's customers.	Customer Relationship Management	Customer Feedback	Customer Feedback	009-25-02-00-01-3109-00	Internal	0
6	Data Classification	Defines the set of capabilities that allow the classification of data.	Data Management	Data Classification			No Reuse	1
7	Data Cleansing	Defines the set of capabilities that support the removal of incorrect or unnecessary characters and data from a data source.	Data Management	Data Cleansing			No Reuse	5
8	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
9	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	Data Integration	009-25-02-00-01-3109-00	Internal	0
10	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	1
11	Data Mart	Defines the set of capabilities that support a subset of a data warehouse for a single department or function within an organization.	Data Management	Data Mart			No Reuse	2
12	Data Recovery	Defines the set of capabilities that support the restoration and stabilization of data sets to a consistent, desired state.	Data Management	Data Recovery			No Reuse	5
13	Data Warehouse	Defines the set of capabilities that support the archiving and storage of large volumes of data.	Data Management	Data Warehouse			No Reuse	20
14	Decision Support and Planning	Defines the set of capabilities that support the analyze information and predict the impact of decisions before they are made.	Business Intelligence	Decision Support and Planning			No Reuse	2
15	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	5
16	Extraction and Transformation	Defines the set of capabilities that support the manipulation and change of data.	Data Management	Extraction and Transformation			No Reuse	5
17	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	1
18	Incident Response	Incident Response - Provides active response and remediation to a security incident that has allowed unauthorized access to a government information system.	Security Management	Incident Response	Incident Response	009-25-02-00-01-3109-00	Internal	0
19	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	5
20	Instrumentation and Testing	Defines the set of capabilities that support the validation of application or system capabilities and requirements.	Development and Integration	Instrumentation and Testing			No Reuse	8
21	Intrusion Detection	Defines the set of capabilities that support the detection of illegal entrance into a computer system.	Security Management	Intrusion Detection	Intrusion Detection	009-25-02-00-01-3109-00	Internal	0
22	Legacy Integration	Defines the set of capabilities that support the communication between newer generation hardware/software applications and the previous, major generation of hardware/software applications.	Development and Integration	Legacy Integration			No Reuse	5
23	Loading and Archiving	Defines the set of capabilities that support the population of a data source with external data.	Data Management	Loading and Archiving			No Reuse	2
24	Meta Data Management	Defines the set of capabilities that support the maintenance and administration of data that describes data.	Data Management	Meta Data Management			No Reuse	4
25	Online Help	Defines the set of capabilities that provide an electronic interface to customer assistance.	Customer Initiated Assistance	Online Help			No Reuse	1
26	Online Tutorials	Defines the set of capabilities that provide an electronic interface to educate and assist customers.	Customer Initiated Assistance	Online Tutorials			No Reuse	1
27	Partner Relationship Management	Defines the set of capabilities that provide a framework to promote the effective collaboration between an organization and its business partners, particularly members of the distribution chain (e.g., channel and alliance partners, resellers, agents, brokers, and dealers) and other third parties that support operations and service delivery to an organization's customers; includes performance evaluation of partners, if necessary.	Customer Relationship Management	Partner Relationship Management	Partner Relationship Management	009-25-02-00-01-3109-00	Internal	0
28	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	5
29	Query	Defines the set of capabilities that support retrieval of records that satisfy specific query selection criteria.	Search	Query			No Reuse	3
30	Reservations / Registration	Defines the set of capabilities that allow electronic enrollment and confirmations for services.	Customer Initiated Assistance	Reservations / Registration			No Reuse	5
31	Software Development	Defines the set of capabilities that support the creation of both graphical and process application or system software.	Development and Integration	Software Development			No Reuse	2
32	Standardized / Canned	Defines the set of capabilities that support the use of pre-conceived or pre-written reports.	Reporting	Standardized / Canned			No Reuse	1

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	Access Control	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	Microsoft Active Directory
2	Alerts and Notifications	Service Access and Delivery	Access Channels	Other Electronic Channels	NETIQ, SITESCOPE, QUEST CENTRAL
3	Assistance Request	Service Access and Delivery	Access Channels	Collaboration / Communications	IE 6; Remedy
4	Categorization	Service Interface and Integration	Interoperability	Data Format / Classification	Informatica Powercenter
5	Customer Feedback	Service Access and Delivery	Access Channels	Collaboration / Communications	Remedy
6	Data Classification	Service Interface and Integration	Interoperability	Data Format / Classification	Informatica Powercenter
7	Data Cleansing	Service Interface and Integration	Interoperability	Data Transformation	Informatica Powercenter
8	Data Exchange	Service Interface and Integration	Interoperability	Data Transformation	Cobol/DataStage Prism; Informatica Power Ctr.
9	Data Integration	Service Access and Delivery	Delivery Channels	Intranet	NIH Portal
10	Data Integration	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	Cobol
11	Data Mart	Service Interface and Integration	Integration	Enterprise Application Integration	Informatica Powercenter
12	Data Recovery	Service Platform and Infrastructure	Database / Storage	Storage	ADSM
13	Data Warehouse	Service Access and Delivery	Access Channels	Web Browser	Microsoft Internet Explorer
14	Data Warehouse	Service Platform and Infrastructure	Delivery Servers	Web Servers	IIS5, Coldfusion MX7
15	Data Warehouse	Service Platform and Infrastructure	Delivery Servers	Application Servers	Business Objects Crysal Enterprise10;
16	Decision Support and Planning	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	Microsoft Project
17	Decision Support and Planning	Service Interface and Integration	Integration	Enterprise Application Integration	Informatica Powercenter
18	Enterprise Application Integration	Service Platform and Infrastructure	Delivery Servers	Application Servers	Business Objects Crysal Enterprise10; Citrix Presentation Server 4
19	Extraction and Transformation	Service Interface and Integration	Interoperability	Data Transformation	Informatica Powercenter
20	Identification and Authentication	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	Netegrity Siteminder
21	Incident Response	Component Framework	Security	Supporting Security Services	NIH Incident Response Team
22	Information Retrieval	Component Framework	Business Logic	Platform Independent	Business Objects Crysal Enterprise10;
23	Instrumentation and Testing	Component Framework	Data Management	Database Connectivity	Oracle net8
24	Instrumentation and Testing	Service Interface and Integration	Interoperability	Data Format / Classification	Informatica Powercenter
25	Instrumentation and Testing	Service Interface and Integration	Interoperability	Data Types / Validation	Informatica Powercenter
26	Intrusion Detection	Service Access and Delivery	Service Requirements	Legislative / Compliance	SARA Scans, Firewall
27	Legacy Integration	Service Interface and Integration	Interoperability	Data Transformation	Informatica Powercenter
28	Loading and Archiving	Service Access and Delivery	Access Channels	Other Electronic Channels	Informatica Powercenter
29	Loading and Archiving	Service Platform and Infrastructure	Support Platforms	Platform Dependent	Informatica Powercenter
30	Meta Data Management	Service Interface and Integration	Integration	Middleware	Informatica Powercenter
31	Online Help	Service Access and Delivery	Access Channels	Collaboration / Communications	Adobe Flash/ IIS5; Adobe Condfusion MX 7.02
32	Online Tutorials	Service Access and Delivery	Access Channels	Collaboration / Communications	Adobe Flash; MS PowerPoint; IIS5; Cold Fusion MX 7.02
33	Partner Relationship Management	Service Access and Delivery	Access Channels	Collaboration / Communications	Remedy
34	Program / Project Management	Service Access and Delivery	Service Requirements	Legislative / Compliance	EBIB Project Tracking System
35	Query	Component Framework	Data Management	Reporting and Analysis	BI Query 8.5.1, Business Objects Crysal Enterprise10;
36	Reservations / Registration	Service Access and Delivery	Delivery Channels	Intranet	IIS 5, Coldfusion MX7
37	Software Development	Service Interface and Integration	Integration	Middleware	Informatica Powercenter
38	Software Development	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment	Business Objects Crystal Reports; Adobe Dreamweaver8; Hummingbird BI Query Admin 8.5.1
39	Standardized / Canned	Component Framework	Data Interchange	Data Exchange	BIQuery 8.5.1, Business Objects Crystal Enterprise 10

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: Information Sharing Environment (ISE). Information Sharing Environment (ISE)

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?: 2007-10-15

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:: NBIS employs a spiral development methodology to produce deliverables in small manageable products. This allows the project to be able to react to any risk in a real-time nature, quickly addressing and mitigating the risk. Once the risk has been mitigated the development continues through the next spiral. The NIH Business System (NBS) is the source system for the current phase of development of the NIH Business Intelligence System (NBIS). As each new NBS source system is released, the corresponding NBIS reporting business area is deployed. The NBIS development is scheduled through 2012 and beyond. NBIS risk is anticipated in the life cycle costs estimate and investment schedule only in the event of NBS source system schedule slippage. The prime contractor works under a performance based management contract. Prime contractor performance is monitored based on the quality and timeliness of pre-defined deliverables. The work is also monitored and managed using Earned Value Management techniques. Weekly leadership and bi-weekly team meetings are held to closely monitor project progress. Scope and schedule changes are determined when actual fiscal year funds are allocated. Contingency funds are managed at an enterprise systems level by the office of the NIH CIO.

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