Exhibit 300 (BY2009) - National Institutes of Health (NIH) OD Business System (NBS), National Institutes of Health

1. Date of Submission:

2008-02-04

2. Agency:

009

3. Bureau:

25

4. Name of this Capital Asset:

NIH OD NIH Business System (NBS)

5. Unique Project Identifier:

009-25-01-01-01-4601-00

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?

FY2001 or earlier

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 NBS Project is replacing the NIH administrative and financial core operations systems, including the general ledger, AP/AR, budget, procurement, supply, travel, and property systems. The NBS project has been approved by the NIH IT Board of Governors and the DHHS IT Investment Review Board as of July 1, 2003 and is one component of the department-wide DHHS' UFMS. This investment is reviewed annually, most recently in June 26, 2007, and the HHS ITIRB continues to recommend the development of the NBS. The project supports HHS Strategic Goal 8 Achieve excellence in management practices and PMA initiatives for financial performance and expanded e-government. The NBS supports e-gov objectives by establishing a web-based COTS E-Gov business system that automates internal processes to improve the federal government's use of IT and to standardize the sharing of financial data between and among government agencies as well as deploying eTravel. The NBS was the pilot for the UFMS as HHS began to modernize and integrate its financial systems to meet JFMIP standards. A 2005 NBS/UFMS merge study concluded that"...UFMS and NBS are not ready for a full merge in the short term." NBS development for unique NIH functionality is coordinated with UFMS. NBS has the following strategic objectives:- Eliminate redundant and outdated financial systems by implementing a modern integrated HHS-wide system; - Produce accurate, timely, reliable and relevant financial information to help HHS managers make fact-based operational decisions; - Comply with applicable federal financial management system requirements; - Strengthen internal controls by instituting standard business rules, data requirements, and accounting policies across HHS; - Streamline operational activities to achieve more efficient and cost-effective business performance; - Continue to achieve unqualified audit opinions on annual financial statements. The NIH chose a COTS product; Oracle E-Business Suite and partnered COTS bolt-ons (GELCO for travel, Compusearch PRISM for contracts and Sunflower Assets for property management). Selection of the ERP solution is in keeping with OMB Circulars No. A-127 and A-130 to give first priority to purchasing for Federal applications. The NBS deployed the General Ledger and Travel in 2003, Warehouse Management and Inventory in Feb 2007, Acquistions and Property Management in May 2007 and will deploy GovTrip integration in 2008, Service Supply Fund management in 2009/2010.

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
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?)

Financial Performance: Implementation leverages data from other agency systems to ensure data consistency, minimize duplicate data entry and provide better customer service. Expanded E-Gov: Implements the NGMS GovTrip eTravel system as well as web-based procurement, property and requisitioning systems giving NIH administrative personnel consistent business processes, integrated business solutions improving employee efficiencies, reducing transaction errors and improving data quality.

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 3

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:

Financial Statements and reporting

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.

NIH OD NIH Business System (NBS)

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

Area	Percentage
Hardware	0
Software	6
Services	90
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	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?

yes

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	8.680	0.587	0.862	0.037
Acquisition Budgetary Resources	71.911	14.497	7.635	7.544
Maintenance Budgetary Resources	16.154	1.146	10.025	10.376
Government FTE Cost	27.893	7.579	7.348	7.103
# of FTEs	96	21	21	21

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

no

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	Processes and Activities	Efficiency	Number of NBS Help Desk tickets (per module).	FY05 Travel - 9,968 tickets. FY05 Budget / Finance - 258 tickets.	Travel - 7.975 tickets. Budget / Finance - 206 tickets, representing a 20% improvement	8854 Travel tickets in FY06 - constitutes an 11% reduction Travel tickets from FY05
2	2006	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Productivity	Percent of total NBS tickets closed by Level 3 personnel	FY05 10% of tickets closed by Level 3 personnel	Less than 15% of total NBS tickets closed by Level 3 personnel	FY06 ave 12% of tickets closed by Level 3 personnel
3	2006	Effective Management of Human Capital/ Information Technology/ Resources	Mission and Business Results	Reporting and Information	Number of purchase orders approved	136,966 purchase orders	141,075 purchase orders approved, representing a 3% increase	FY06 132,853 purpurchase orders approved. This represents a slight decreasefrom FY05.
4	2006	Effective Management of Human Capital/ Information Technology/ Resources	Customer Results	Availability	Days to close books	5 days	4 days, representing a 20% improvement	5 days
5	2006	Effective Management of Human Capital/ Information Technology/ Resources	Technology	Availability	Percent of server uptime	FY05 99.8% NBS component uptime within the support window	99.8% or higher	FY06 99.8% NBS component uptime within the support window
6	2007	Effective Management of Human Capital/ Information Technology /Resources	Processes and Activities	Efficiency	Number of NBS Help Desk tickets (per module).	8854 Travel tickets in FY06	Travel 7800 tickets; Budget / Finance 200	Travel - 7,445 tickets, a 16% reduction from FY06; Budget / Finance - 298 tickets, affected by 2 new major deployments
7	2007	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Productivity	Percent of total NBS tickets closed by Level 3 personnel	FY06 ave 12% of tickets closed by Level 3 personnel	10% of tickets	9% of tickets
8	2007	Effective Management of Human Capital/ Information Technology/ Resources	Mission and Business Results	Reporting and Information	Number of purchase orders approved	FY06 132,853 purchase orders approved	132,000 purchase orders	FY07 123,632 Purchase Orders approved, a 7% reduction due to tighter budget
9	2007	Effective Management of Human Capital/ Information Technology/ Resources	Customer Results	Availability	Days to close books	5 days	Monthly/Quarterly - 1 day, Year-End 5 days	Monthly/Quarterly - 1 day, Year-end 5 days
10	2007	Effective Management of Human Capital/ Information Technology/ Resources	Technology	Availability	Percent of server uptime	FY06 99.8% NBS component uptime within the support window	99.8% or higher	99.9 uptime
11	2008	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Efficiency	Number of NBS Help Desk tickets (per module).	FY 2007 actual results	TBD based on PY results	TBD
12	2008	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Productivity	Percent of total NBS tickets closed by Level 3 personnel	FY 2007 actual results	TBD based on PY results	TBD
13	2008	Effective Management of Human Capital/ Information Technology/ Resources	Mission and Business Results	Reporting and Information	Number of purchase orders approved	FY 2007 actual results	TBD based on PY results	TBD
14	2008	Effective Management of Human Capital/ Information Technology/ Resources	Customer Results	Availability	Days to close books	FY 2007 actual results	TBD based on PY results	TBD
15	2008	Effective Management of Human Capital/ Information Technology/ Resources	Technology	Availability	Percent of server uptime	FY 2007 actual results	99.8% or higher	TBD
16	2009	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Efficiency	Number of NBS Help Desk tickets (per module).	FY 2008 actual results	TBD based on PY results	TBD
17	2009	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Productivity	Percent of total NBS tickets closed by Level 3 personnel	FY 2008 actual results	TBD based on PY results	TBD
18	2009	Effective Management of Human Capital/ Information Technology/ Resources	Mission and Business Results	Reporting and Information	Number of purchase orders approved	FY 2008 actual results	TBD based on PY results	TBD
19	2009	Effective Management of Human Capital/ Information Technology/ Resources	Customer Results	Availability	Days to close books	FY 2008 actual results	TBD based on PY results	TBD
20	2009	Effective Management of Human Capital/ Information Technology/ Resources	Technology	Availability	Percent of server uptime	FY 2008 actual results	99.8% or higher	TBD
21	2010	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Efficiency	Number of NBS Help Desk tickets (per module).	FY 2009 actual results	TBD based on PY results	TBD
22	2010	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Productivity	Percent of total NBS tickets closed by Level 3 personnel	FY 2009 actual results	TBD based on PY results	TBD
23	2010	Effective Management of Human Capital/ Information Technology/ Resources	Mission and Business Results	Reporting and Information	Number of purchase orders approved	FY 2009 actual results	TBD based on PY results	TBD
24	2010	Effective Management of Human Capital/ Information Technology/ Resources	Customer Results	Availability	Days to close books	FY 2009 actual results	TBD based on PY results	TBD
25	2010	Effective Management of Human Capital/ Information Technology/ Resources	Technology	Availability	Percent of server uptime	FY 2009 actual results	99.8% or higher	TBD
26	2011	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Efficiency	Number of NBS Help Desk tickets (per module).	FY 2010 actual results	TBD based on PY results	TBD
27	2011	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Productivity	Percent of total NBS tickets closed by Level 3 personnel	FY 2010 actual results	TBD based on PY results	TBD
28	2011	Effective Management of Human Capital/ Information Technology/ Resources	Mission and Business Results	Reporting and Information	Number of purchase orders approved	FY 2010 actual results	TBD based on PY results	TBD
29	2011	Effective Management of Human Capital/ Information Technology/ Resources	Customer Results	Availability	Days to close books	FY 2010 actual results	TBD based on PY results	TBD
30	2011	Effective Management of Human Capital/ Information Technology/ Resources	Technology	Availability	Percent of server uptime	FY 2010 actual results	99.8% or higher	TBD
31	2012	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Efficiency	Number of NBS Help Desk tickets (per module).	FY 2011 actual results	TBD based on PY results	TBD
32	2012	Effective Management of Human Capital/ Information Technology/ Resources	Processes and Activities	Productivity	Percent of total NBS tickets closed by Level 3 personnel	FY 2011 actual results	TBD based on PY results	TBD
33	2012	Effective Management of Human Capital/ Information Technology/ Resources	Mission and Business Results	Reporting and Information	Number of purchase orders approved	FY 2011 actual results	TBD based on PY results	TBD
34	2012	Effective Management of Human Capital/ Information Technology/ Resources	Customer Results	Availability	Days to close books	FY 2011 actual results	TBD based on PY results	TBD
35	2012	Effective Management of Human Capital/ Information Technology/ Resources	Technology	Availability	Percent of server uptime	FY 2011 actual results	99.8% or higher	TBD

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 OD NIH Business System (NBS) -- The NBS Project will replace the NIH administrative and financial core operations systems and is a component of the department-wide effort of the Health and Human Services Unified Financial Management System (UFMS). The NIH/NBS, a phased deployment, deployed the general ledger module and travel manager system as targeted. The HHS implementation of UFMS proceeded in parallel to NIH's implementation of NBS. As the two systems rely on much of the same underlying

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			No Reuse	0
2	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
3	Activity-Based Management	Defines the set of capabilities that support a defined, specific set of finance-related tasks for a given objective.	Financial Management	Activity-Based Management			No Reuse	0
4	Ad Hoc	Defines the set of capabilities that support the use of dynamic reports on an as needed basis.	Reporting	Ad Hoc			No Reuse	2
5	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	1
6	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	1
7	Assistance Request	Defines the set of capabilities that support the solicitation of support from a customer.	Customer Initiated Assistance	Assistance Request			No Reuse	1
8	Audit Trail Capture and Analysis	Audit Trail Capture and Analysis - Support the identification and monitoring of activities within an application, system, or network.	Security Management	Audit Trail Capture and Analysis			No Reuse	1
9	Auditing	Defines the set of capabilities that support the examination and verification of records for accuracy.	Financial Management	Auditing			No Reuse	2
10	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	18
11	Call Center Management	Defines the set of capabilities that handle telephone sales and/or service to the end customer.	Customer Relationship Management	Call Center Management	Call Center Management	009-25-02-00-01-3109-00	Internal	0
12	Catalog Management	Defines the set of capabilities that support the listing of available products or services that an organization offers.	Supply Chain Management	Catalog Management			No Reuse	1
13	Computers / Automation Management	Defines the set of capabilities that support the identification, upgrade, allocation and replacement of physical devices, including servers and desktops, used to facilitate production and process-driven activities.	Asset / Materials Management	Computers / Automation Management			No Reuse	3
14	Contact and Profile Management	Defines the set of capabilities that provide a comprehensive view of all customer interactions, including calls, email, correspondence and meetings; also provides for the maintenance of a customer's account, business and personal information.	Customer Relationship Management	Contact and Profile Management			No Reuse	1
15	Credit / Charge	Defines the set of capabilities that support the use of credit cards or electronic funds transfers for payment and collection of products or services.	Financial Management	Credit / Charge			No Reuse	1
16	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	Customer / Account Management	009-25-02-00-01-3109-00	Internal	0
17	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	4
18	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	Identification and Authentication	009-25-02-00-01-3109-00	Internal	0
19	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	0
20	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			No Reuse	5
21	License Management	Defines the set of capabilities that support the purchase, upgrade and tracking of legal usage contracts for system software and applications.	Systems Management	License Management	License Management	009-00-01-01-01-0009-00	Internal	0
22	Network Management	Defines the set of capabilities that monitor and maintain a communications network in order to diagnose problems, gather statistics and provide general usage.	Organizational Management	Network Management	Network Management	009-25-02-00-01-3109-00	Internal	0
23	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	0
24	Online Help	Defines the set of capabilities that provide an electronic interface to customer assistance.	Customer Initiated Assistance	Online Help			No Reuse	0
25	Online Tutorials	Defines the set of capabilities that provide an electronic interface to educate and assist customers.	Customer Initiated Assistance	Online Tutorials			No Reuse	0
26	Ordering / Purchasing	Defines the set of capabilities that allow the placement of request for a product.	Supply Chain Management	Ordering / Purchasing			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			No Reuse	0
28	Personalization	Defines the set of capabilities to change a user interface and how data is displayed.	Customer Preferences	Personalization			No Reuse	0
29	Process Tracking	Defines the set of capabilities that allow the monitoring of activities within the business cycle.	Tracking and Workflow	Process Tracking			No Reuse	0
30	Procurement	Defines the set of capabilities that support the ordering and purchasing of products and services.	Supply Chain Management	Procurement			No Reuse	46
31	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	0
32	Reservations / Registration	Defines the set of capabilities that allow electronic enrollment and confirmations for services.	Customer Initiated Assistance	Reservations / Registration			No Reuse	0
33	Revenue Management	Defines the set of capabilities that support the allocation and re-investment of earned net credit or capital within an organization.	Financial Management	Revenue Management			No Reuse	0
34	Standardized / Canned	Defines the set of capabilities that support the use of pre-conceived or pre-written reports.	Reporting	Standardized / Canned			No Reuse	0
35	Storefront / Shopping Cart	Defines the set of capabilities that support the online equivalent of the supermarket cart, where orders and merchandise are placed.	Supply Chain Management	Storefront / Shopping Cart			No Reuse	0
36	Travel Management	Defines the set of capabilities that support the transit and mobility of an organization's employees for business purposes.	Human Resources	Travel Management			No Reuse	2
37	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	0

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	Access Channels	Web Browser	Internet Explorer and Netscape Navigator browser
2	Access Control	Service Access and Delivery	Delivery Channels	Intranet	Netegrity Siteminder and Active Directory
3	Access Control	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	Netegrity Siteminder and Active Directory
4	Activity-Based Management	Service Interface and Integration	Interoperability	Data Types / Validation	Oracle AP, PO, AR and federal financials accounting
5	Ad Hoc	Service Interface and Integration	Interoperability	Data Types / Validation	Data mapping for Oracle standard reports
6	Asset Cataloging / Identification	Service Interface and Integration	Interoperability	Data Format / Classification	Oracle and Progress database indexes, word processing and graphics.
7	Asset Transfer, Allocation, and Maintenance	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	Enterprise class servers running SunOS 9
8	Assistance Request	Service Access and Delivery	Access Channels	Wireless / PDA	BlackBerry
9	Assistance Request	Service Platform and Infrastructure	Support Platforms	Platform Independent	Oracle JInitiator
10	Audit Trail Capture and Analysis	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	Applimation Integra Codebase, Mercury Test Director, Remedy, RiskRadar.
11	Auditing	Service Access and Delivery	Service Transport	Service Transport	Applimation, AppWorx and Ringmaster
12	Auditing	Service Platform and Infrastructure	Database / Storage	Storage	EMC SAN
13	Billing and Accounting	Service Platform and Infrastructure	Hardware / Infrastructure	Embedded Technology Devices	Kodak scanners for AP invoicing and label printers
14	Call Center Management	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	Remedy
15	Catalog Management	Service Platform and Infrastructure	Delivery Servers	Web Servers	Oracle iProcurement
16	Computers / Automation Management	Component Framework	Presentation / Interface	Dynamic Server-Side Display	Java Server Pages (JSP)
17	Contact and Profile Management	Service Interface and Integration	Interoperability	Data Types / Validation	Oracle HR People Data Conversion Interface
18	Credit / Charge	Service Interface and Integration	Interoperability	Data Transformation	Oracle transaction processing
19	Customer / Account Management	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	Remedy
20	Decision Support and Planning	Service Access and Delivery	Access Channels	Collaboration / Communications	Remedy
21	Decision Support and Planning	Service Access and Delivery	Access Channels	Other Electronic Channels	Oracle forms
22	Decision Support and Planning	Service Platform and Infrastructure	Database / Storage	Database	Oracle and Progress.
23	Identification and Authentication	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	CA SiteMinder
24	Identification and Authentication	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	Microsoft Active Directory
25	Inventory management	Service Access and Delivery	Access Channels	Other Electronic Channels	Oracle Inventory and iProcurement
26	Invoice / Requisition Tracking and Approval	Service Interface and Integration	Interoperability	Data Types / Validation	Oracle AP/AR/ iProcurement
27	Network Management	Service Platform and Infrastructure	Hardware / Infrastructure	Wide Area Network (WAN)	Wide Area Network (WAN)
28	License Management	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	E25K Sun Servers, EMC DMX2000 SAN
29	Network Management	Service Platform and Infrastructure	Hardware / Infrastructure	Local Area Network (LAN)	Local Area Network (LAN)
30	Identification and Authentication	Service Access and Delivery	Service Requirements	Legislative / Compliance	NBS Security Program (supports ROLE/PRIVILEGE MANAGEMENT component)
31	Online Help	Component Framework	Presentation / Interface	Static Display	HTML
32	Online Tutorials	Service Platform and Infrastructure	Delivery Servers	Portal Servers	Plumtree Portal software
33	Ordering / Purchasing	Service Platform and Infrastructure	Hardware / Infrastructure	Network Devices / Standards	Computers, telephones
34	Partner Relationship Management	Service Platform and Infrastructure	Support Platforms	Platform Dependent	Oracle and Gelco base functionality
35	Personalization	Service Platform and Infrastructure	Support Platforms	Platform Dependent	The Oracle, Gelco, Sunflower and Prism COTS software is certified deployed for users on Windows 2000, Windows XP and MAC OS X platforms.
36	Process Tracking	Service Access and Delivery	Access Channels	Collaboration / Communications	Oracle Workflow
37	Procurement	Service Interface and Integration	Interface	Service Description / Interface	Oracle Procurement, Compusearch Prism
38	Property / Asset Management	Service Platform and Infrastructure	Hardware / Infrastructure	Peripherals	Loftware barcode printing, Intermec Scanners
39	Reservations / Registration	Component Framework	Data Management	Database Connectivity	Java database connectivity and open database connectivity
40	Revenue Management	Service Interface and Integration	Interoperability	Data Types / Validation	Oracle Federal Financials (Projects, AR)
41	Standardized / Canned	Service Platform and Infrastructure	Delivery Servers	Application Servers	Oracle 9iAS
42	Storefront / Shopping Cart	Service Platform and Infrastructure	Delivery Servers	Web Servers	Apache and IIS are used within the COTS for iProcurement.
43	System Resource Monitoring	Service Access and Delivery	Service Requirements	Hosting	Sun E25K servers
44	Travel Management	Service Platform and Infrastructure	Support Platforms	Platform Dependent	Gelco Travel Manager
45	Warehouse management	Service Interface and Integration	Interoperability	Data Types / Validation	Oracle WMS and inventory

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

yes

6.a. If yes, please describe.

This investment leverages: Budget Formulation and Execution Line of Business, Financial Management Line of Business.

1. Does the investment have a Risk Management Plan?

yes

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

2005-05-19

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

no

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

The Risk Action Management and Mitigation Plan (RAMMP) for the NIH Business System (NBS) is performed throughout the life cycle of the project and includes risk identification, risk quantification, risk planning and risk management. Each item identified is assigned a cost estimate based on probability, cost impact, schedule impact, technical impact, and other impacts as identified. These cost estimates are incorporated into the project life cycle cost estimates during project planning and were incorporated into the analysis of alternatives for this selected alternative; therefore the project cost is also risk-adjusted in the summary of spending table. New risks are analyzed, prioritized, reported against, and incorporated into the overall project plan to effectively manage the project risk until it can either be mitigated or accepted. This incorporates the risk management activities throughout the NBS project's life cycle. Projects risks are regularly monitored to limit their impact on schedule or cost modification. Risk reviews occur twice a month and are attended by all federal and contractor leads. Items identified are entered and tracked into a commercial product, Risk Radar, as the tool for risk management, mitigation planning and monitoring. This process proactively identifies potential problems and addresses associated solutions when it is easier and less risky to do so, thus preventing project-related issues and risk. It also enables more effective use of resources by facilitating the early identification of potential problems and provides input into management decisions regarding resource allocation.

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