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Exhibit 300 (BY2009) for the Office of the Secretary OS, Assistant Secretary of Administration and Management ASAM, Enterprise Human Resource System (EHRP)

PART ONE

OVERVIEW

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

2. Agency:: 009

3. Bureau:: 91

4. Name of this Capital Asset:: OS ASAM Enterprise Human Resource System (EHRP)

5. Unique Project Identifier:: 009-91-01-06-01-1100-00

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?: FY2002

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.: HHS Program Support Center (PSC) replaced the aging legacy Human Resources (HR) system with the Commercial off the Shelf (COTS) Federal PeopleSoft Human Resources Management System (HRMS) 8.01 as the enterprise HR application for the Department. The aging HR system was developed over 35 years ago using the COBOL language and Wang infrastructure which was no longer supported by the vendor. The Department's PeopleSoft replacement system, EHRP, is a COTS product that utilizes current web-based technology. The EHRP is an enterprise solution for HR processing that directly supports two portions of the President's Management Agenda: Strategic Management of Human Capital, and Expanded Electronic Government. The EHRP "core functionality" is defined as any functionality required to electronically process and approve personnel actions, produce SF-50s, and provide data to the payroll provider, DFAS. The system offers desktop access to workforce demographic information that can be used for strategic planning purposes. In support of e-gov initiatives and the President's Mgmt Agenda, electronic interfaces are provided to OPM for the EHRI and eOPF systems. Interfaces are generated from EHRP in support of Departmental initiatives, such as eWITS and Learning Management System (LMS). As new requests for system enhancements are requested by the HR functional areas of HHS, the proposed items are vetted through the HR Center Directors prior to going before the Information Technology Investment Review Board (ITIRB) process. EHRP was designed to ensure data integrity, continued availability of data, and protect data confidentiality. It adheres to HHS Enterprise Architecture (EA) standards, OMB Circular A-130, NIST Special Publication 800-26, FISMA, requirements for Privacy Impact Analysis (PIA), the e-Gov Act, as well as other applicable guidelines. CPIC control procedures are fully integrated into the Enterprise Architecture as implemented by the CIOs office and the FEAF. The system integrates a full life cycle of EA processes that include the SDLC (security, change control, etc). Operational Analysis is conducted on a monthly basis that includes: performance reviews, systems tuning, enhancement reviews, change mgmt and problem reviews. In 2005, Oracle acquired the PeopleSoft vendor and plans to replace the HR product in 2010 with an Oracle solution. which will require replacement of this investment. Therefore, Summary of Spending is not reflected beyond 2011.

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.: yes

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

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

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

If yes, select the initiatives that apply:

Initiative Name
Budget Performance Integration
Competitive Sourcing
Expanded E-Government
Human Capital

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?): Strategic Management of Human Capital-creates a framework for a Government-wide, modern, cost effective, standardized and interoperable HR solution that provides common core functionality and maximizes, streamlines and automates HR process. It allows the administration to leverage the human capital agenda in strategic planning, measurement, monitoring and evaluation; Expanded Electronic Government - provides electronic data transfers to OPM in support of the e-gov initiatives EHRI and eOPF.

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)?: no

19. Is this a financial management system?: no

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

Area	Percentage
Hardware	15
Software	15
Services	43
Other	28

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?: no

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?: no

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

SUMMARY OF SPEND

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

Cost Type	Py-1 & Earlier -2006	PY 2007	CY 2008	BY 2009
Planning Budgetary Resources	18.751	1.390	1.400	1.700
Acquisition Budgetary Resources	3.600	1.739	1.800	1.600
Maintenance Budgetary Resources	19.040	4.000	4.000	4.000
Government FTE Cost	1.000	1.100	1.200	1.300
# of FTEs	8	9	10	10

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

PERFORMANCE

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

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

Row	Fiscal Year	Strategic Goal Supported	Measurement Area	Measurement Grouping	Measurement Indicator	Baseline	Planned Improvement to the Baseline	Actual Results
1	2006	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	Systems Maintenance	Actions required to support 65,000 HHS employees	na	na
2	2006	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Response Time	90% responds to calls with in 3 hrs.	90%	96%
3	2006	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Cycle Time	Timeliness	Resolve reported issues 85% within 3 days	85%	93%
4	2006	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Reliability	95% Uptime	95%	99%
5	2007	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	System Maintenance	Actions required to support 65,000 HHS employees	na	TBD
6	2007	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Response Time	90% responds to calls with in 3 hrs.	90%	TBD
7	2007	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Timeliness	Resolve reported issues 85% within 3 days	85%	TBD
8	2007	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Cycle Time	Reliability	95% Uptime	95%	TBD
9	2008	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	System Maintenance	Actions required to support 65,000 HHS employees and one other government agency	na	TBD
10	2008	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Response Time	90% responds to calls with in 3 hrs.	90%	TBD
11	2008	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Timeliness	Resolve reported issues 85% within 3 days	85%	TBD
12	2008	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Reliability	95% Uptime	95%	TBD
13	2009	Effective Management of Human Capital/Information Technology/Resources	Mission and Business Results	Information Management	System Maintenance	Actions required to support 65,000 HHS employees and two or more other government agency	na	TBD
14	2009	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Timeliness	Response Time	90% responds to calls with in 3 hrs.	90%	TBD
15	2009	S.O. 4.4 - Communicate and transfer research results into clinical, public health and human services practice	Processes and Activities	Cycle Time	Timeliness	Resolve reported issues 85% within 3 days	85%	TBD
16	2009	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Reliability	95% Uptime	95%	TBD
17	2010	S.O. 4.4 - Communicate and transfer research results into clinical, public health and human services practice	Mission and Business Results	Information Management	Systems Maintenance	Actions required to support 65,000 HHS employees and two or more other government agency	na	TBD
18	2010	Effective Management of Human Capital/Information Technology/Resources	Customer Results	Response Time	Response Time	90% responds to calls with in 3 hrs.	90%	TBD
19	2010	Effective Management of Human Capital/Information Technology/Resources	Processes and Activities	Cycle Time	Timeliness	Resolve reported issues 85% within 3 days	85%	TBD
20	2010	Effective Management of Human Capital/Information Technology/Resources	Technology	Availability	Reliability	95% Uptime	95%	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.: PSC Enterprise Human Resource System (EHRP)

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	Personnel Administration	Defines the set of capabilities that support the matching between an organization's employees and potential opportunities as well as the modification, addition and general upkeep of an organization's employee-specific information.	Human Resources	Personnel Administration			No Reuse	100

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	Personnel Administration	Service Access and Delivery	Access Channels	Web Browser	I.E. - Microsoft
2	Personnel Administration	Service Access and Delivery	Delivery Channels	Internet	Internet Services
3	Personnel Administration	Service Access and Delivery	Service Transport	Supporting Network Services	HTTP
4	Personnel Administration	Service Platform and Infrastructure	Delivery Servers	Web Servers	HP
5	Personnel Administration	Service Platform and Infrastructure	Delivery Servers	Application Servers	HP
6	Personnel Administration	Service Platform and Infrastructure	Database / Storage	Database	Oracle
7	Personnel Administration	Component Framework	Data Management	Database Connectivity	Oracle
8	Personnel Administration	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	HP
9	Personnel Administration	Component Framework	Security	Certificates / Digital Signatures	Verisign
10	Personnel Administration	Service Interface and Integration	Integration	Enterprise Application Integration	BPM
11	Personnel Administration	Service Interface and Integration	Interoperability	Data Types / Validation	Oracle

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: Human Resources Line of Business. multi-OPDIVs -- proposed solution for HR IT LOB

PART TWO

RISK

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

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

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

1.a. If yes, what is the date of the plan?: 2006-06-06

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:: Program risk management is an ongoing part of project management on the Capital HR (EHRP) investment. We have a very robust risk management capability in place that requires biweekly meetings with active participation spanning all aspects of the investment. The systems integrator and HHS actively work together to identify, manage and track risks that could adversely impact the program. Costs associated with the risk capability are captured in individual task orders and included in the cost estimated throughout the lifecycle. Schedule and cost risks are continously monitored and mitigated through our established processes. In some cases, scope and/or schedule must be adjusted to avert cost overruns. Risks associated with added functionality to Capital HR (EHRP) are assessed and mitigation and/or contingency plans are developed as necessary. Risks relative to government mandates are managed within existing risk management processes.

COST & SCHEDULE

1. Does the earned value management system meet the criteria in ANSI/EIA Standard 748?: no

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

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