Exhibit 300 (BY2009) for Office of the Secretary, Office of Public Health and Science (OPHS), Commissioned Corps Force Management Solution

1. Date of Submission:

2008-02-04

2. Agency:

009

3. Bureau:

90

4. Name of this Capital Asset:

OS OPHS Commissioned Corps Force Management Solution

5. Unique Project Identifier:

009-90-01-06-01-2101-00

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?

FY2006

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.

On January 18th, 2006, the HHS Secretary announced a far-reaching vision for the Transformation of the Commissioned Corps (CC) to fulfill core public health missions of the Department. The Secretary also prescribed a set of human resource (HR) management practices which would greatly enhance the CC's ability to fulfill those missions. The strategic HR practices require business processes and IT infrastructure that do not currently exist. To fill this performance gap, the CC Force Management System (CCFMS) was introduced. CCFMS will work with reengineered business processes and more HR practices to position HHS and the CC to better fulfill core missions and increase its central management activities. The CCFMS will leverage HHS-wide resources and existing assets in order to close several gaps. Numerous benefits include: * The ability to match officers to positions and readiness activities. * Defining position requirements with fidelity. * Enable the CC to conduct work force planning to determine the required size and composition of the CC and to make recruitment, training and retention plans accordingly. * Streamline and more effectively target recruiting resources. * Eliminate inconsistent, non-comparable training information and track all training and career management activities throughout an officer's career. * Improve the timeliness and FTE efficiency of promotion management, assimilation, retirement, appointment and other career management processes. * More effectively manage readiness and deployment operations. * Reduce time spent correcting and working around shortcomings in data integrity. * And, improve interoperability within the scope of the CC enterprise. CCFMS is still in the development phase. A recently-completed independent requirements analysis: * Provides maps and models of various business processes required for desired functionality covering the areas of career management and training, assignments, position description and review, workforce planning, recruitment, and readiness/deployment. * Defines a conceptual model of a target system, in order to optimize new and existing capabilities. * Identifies current assets that could potentially be retained in the target environment. * Provides a high-level roadmap documenting for a path from the as-is to the to-be state. Requested funding will be used to realize the systems required to implement the reengineered processes.

9. Did the Agency's Executive/Investment Committee approve this request?

yes

9.a. If "yes," what was the date of this approval?

2007-05-22

10. Did the Project Manager review this Exhibit?

yes

11.a. What is the current FAC-P/PM certification level of the project/program manager?

Mid/Journeyman-level

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

yes

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

yes

12.b. Is this investment for new construction or major retrofit of a Federal building or facility? (answer applicable to non-IT assets only)

no

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

yes

If yes, select the initiatives that apply:

Initiative Name
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?)

The Human Capital (HC) PMA item calls for linking HC strategies to organizational mission, vision, core values, goals and objectives using strategic workforce planning and flexible tools to recruit, retain, and reward employees. Existing Commissioned Corps business processes and systems can not meet these needs. This project targets these goals and satisfies mission needs by improving recruiting efficiency and the quality of career management services, and emergency response capabilities.

14. Does this investment support a program assessed using the Program Assessment Rating Tool (PART)?

yes

14.a. If yes, does this investment address a weakness found during the PART review?

yes

14.b. If yes, what is the name of the PARTed program?

2006: OS - Commissioned Corps: Readiness and Response Program

14.c. If yes, what rating did the PART receive?

Results Not Demonstrated

15. Is this investment for information technology?

yes

16. What is the level of the IT Project (per CIO Council's PM Guidance)?

Level 2

17. What project management qualifications does the Project Manager have? (per CIO Council's PM Guidance)

(1) Project manager has been validated as qualified for this investment

18. Is this investment identified as high risk on the Q4 - FY 2007 agency high risk report (per OMB memorandum M-05-23)?

yes

19. Is this a financial management system?

no

19.a.2. If no, what does it address?

CCFMS will address the core public health missions of the Department by enabling better force management of the Corps. It will improve the ability of Corps officers to respond to national emergencies, staff hard-to-fill health-related positions, and satisfy some unmet national health needs.

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

Area	Percentage
Hardware	0
Software	0
Services	100
Other	0

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

n/a

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

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

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

no

24. Does this investment directly support one of the GAO High Risk Areas?

no

1. Provide the total estimated life-cycle cost for this investment by completing the following table. All amounts represent budget authority in millions, and are rounded to three decimal places. Federal personnel costs should be included only in the row designated Government FTE Cost, and should be excluded from the amounts shown for Planning, Full Acquisition, and Operation/Maintenance. The total estimated annual cost of the investment is the sum of costs for Planning, Full Acquisition, and Operation/Maintenance. For Federal buildings and facilities, life-cycle costs should include long term energy, environmental, decommissioning, and/or restoration costs. The costs associated with the entire life-cycle of the investment should be included in this report.

All amounts represent Budget Authority

Note: For the cross-agency investments, this table should include all funding (both managing partner and partner agencies).

Government FTE Costs should not be included as part of the TOTAL represented.

Cost Type	Py-1 & Earlier -2006	PY 2007	CY 2008	BY 2009
Planning Budgetary Resources	0.800	1.000	0.700	0.400
Acquisition Budgetary Resources	0.764	1.710	1.710	2.410
Maintenance Budgetary Resources	0.000	0.500	0.800	1.100
Government FTE Cost	0.030	0.090	0.090	0.090
# of FTEs	0	1	1	1

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.

Spending changes result from a shift from a SOA architecture approach to adoption of Coast Guard's Direct Access HR solution (PeopleSoft-based, pre-existing uniformed services functionality) Note that the original baseline costs of $14.849MM did not include the current PSC estimated costs of approximately $2M per year to maintain the existing Corp legacy systems. If these costs had been included in the original baseline, the total life cycle costs would have reflected $34.849MM, of which $20.000M would have been O&M related. Rebaseline estimates utilizing adoption of Direct Access are based upon a rough order of magnitude and more refined estimates are under development as this solution moves forward. The new baseline total cost of $19.084 MM reflect a reduction in PSC expenditures from the estimated $2MM cost to maintain legacy systems to $0.5MM in PSC expenditures to maintain a reduced PSC-supported IT infrastructure. This is based on the assumption that PSC IT costs are reduced by an estimated $1.5MM annual amount as a result of the Corps legacy systems migration to the Coast Guard HRIS.

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	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Mission and Business Results	HR Strategy	Number of new officers acquired to support Corps Transformation sizing goals	5977 Officers	Increase to 6,010 Officers	5920
2	2006	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Customer Results	Service Efficiency	Average number of qualified candidates submitted to fill a customer (agency) position	0.5 candidates	Increase to 1 candidate per position	unknown
3	2006	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Processes and Activities	Efficiency	Time it takes to complete the Call to Active Duty process	14 months	10 months	14 months
4	2006	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Technology	Data Reliability and Quality	Percentage of data originating directly from unique, authoritative data repository	5% of data from single source	7% of data arises from one authoritative repository	5 % of data from single source
5	2007	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Mission and Business Results	HR Strategy	Number of new officers acquired to support Corps Transformation sizing goals	5920 Officers	Increase to 6,100 Officers	TBD
6	2007	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Customer Results	Service Efficiency	Average number of qualified candidates submitted to fill a customer (agency) position	TBD	Increase to 2 candidate per position	TBD
7	2007	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Processes and Activities	Efficiency	Time it takes to complete the Call to Active Duty process	TBD	7 months	TBD
8	2007	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Technology	Data Reliability and Quality	Percentage of data originating directly from unique, authoritative data repository	TBD	15% of data arises from one authoritative repository	TBD
9	2008	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Mission and Business Results	HR Strategy	Number of new officers acquired to support Corps Transformation sizing goals	TBD	Increase to 6,600 Officers	TBD
10	2008	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Customer Results	Service Efficiency	Average number of qualified candidates submitted to fill a customer (agency) position	TBD	Increase to 3.5 candidate per position	TBD
11	2008	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Processes and Activities	Efficiency	Time it takes to complete the Call to Active Duty process	TBD	3 months	TBD
12	2008	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Technology	Data Reliability and Quality	Percentage of data originating directly from unique, authoritative data repository	TBD	50% of data arises from one authoritative repository	TBD
13	2009	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Mission and Business Results	HR Strategy	Number of new officers acquired to support Corps Transformation sizing goals	TBD	Maintain 6,600 Officers	TBD
14	2009	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Customer Results	Service Efficiency	Average number of qualified candidates submitted to fill a customer (agency) position	TBD	Maintain 3.5 candidates per position	TBD
15	2009	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Processes and Activities	Efficiency	Time it takes to complete the Call to Active Duty process	TBD	2 months	TBD
16	2009	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Technology	Data Reliability and Quality	Percentage of data originating directly from unique, authoritative data repository	TBD	75% of data arises from one authoritative repository	TBD
17	2010	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Mission and Business Results	HR Strategy	Number of new officers acquired to support Corps Transformation sizing goals	TBD	Maintain 6,600 Officers	TBD
18	2010	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Customer Results	Service Efficiency	Average number of qualified candidates submitted to fill a customer (agency) position	TBD	Maintain 3.5 candidates per position	TBD
19	2010	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Processes and Activities	Efficiency	Time it takes to complete the Call to Active Duty process	TBD	Maintain 2 months	TBD
20	2010	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Technology	Data Reliability and Quality	Percentage of data originating directly from unique, authoritative data repository	TBD	100% of data arises from one authoritative repository	TBD
21	2011	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Mission and Business Results	HR Strategy	Number of new officers acquired to support Corps Transformation sizing goals	TBD	Maintain 6,600 Officers	TBD
22	2011	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Customer Results	Service Efficiency	Average number of qualified candidates submitted to fill a customer (agency) position	TBD	Maintain 3.5 candidates per position	TBD
23	2011	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Processes and Activities	Efficiency	Time it takes to complete the Call to Active Duty process	TBD	Maintain 2 months	TBD
24	2011	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Technology	Data Reliability and Quality	Percentage of data originating directly from unique, authoritative data repository	TBD	Maintain 100% of data arises from one authoritative repository	TBD
25	2012	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Mission and Business Results	HR Strategy	Number of new officers acquired to support Corps Transformation sizing goals	TBD	Maintain 6,600 Officers	TBD
26	2012	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Customer Results	Service Efficiency	Average number of qualified candidates submitted to fill a customer (agency) position	TBD	Maintain 3.5 candidates per position	TBD
27	2012	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Processes and Activities	Efficiency	Time it takes to complete the Call to Active Duty process	TBD	Maintain 2 months	TBD
28	2012	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Technology	Data Reliability and Quality	Percentage of data originating directly from unique, authoritative data repository	TBD	Maintain 100% of data arises from one authoritative repository	TBD
29	2013	S.O. 2.4 - Prepare for and respond to natural and man-made disasters	Mission and Business Results	HR Strategy	Number of new officers acquired to support Corps Transformation sizing goals	TBD	Maintain 6,600 Officers	TBD
30	2013	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Customer Results	Service Efficiency	Average number of qualified candidates submitted to fill a customer (agency) position	TBD	Maintain 3.5 candidates per position	TBD
31	2013	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Processes and Activities	Efficiency	Time it takes to complete the Call to Active Duty process	TBD	Maintain 2 months	TBD
32	2013	S.O. 1.4 - Recruit, develop and retain a competent health care workforce	Technology	Data Reliability and Quality	Percentage of data originating directly from unique, authoritative data repository	TBD	Maintain 100% of data arises from one authoritative repository	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.

New direction for this investment to support the transformation of the commissioned corps

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	Online Help	Defines the set of capabilities that provide an electronic interface to customer assistance.	Customer Initiated Assistance	Online Help			No Reuse	0
2	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	0
3	Information Mapping / Taxonomy	Defines the set of capabilities that support the creation and maintenance of relationships between data entities, naming standards and categorization.	Knowledge Management	Information Mapping / Taxonomy			No Reuse	0
4	Information Sharing	Defines the set of capabilities that support the use of documents and data in a multi-user environment for use by an organization and its stakeholders.	Knowledge Management	Information Sharing			No Reuse	0
5	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	0
6	Knowledge Capture	Defines the set of capabilities that facilitate collection of data and information.	Knowledge Management	Knowledge Capture			No Reuse	0
7	Knowledge Distribution and Delivery	Defines the set of capabilities that support the transfer of knowledge to the end customer.	Knowledge Management	Knowledge Distribution and Delivery			No Reuse	0
8	Demand Forecasting / Mgmt	Defines the set of capabilities that facilitate the prediction of sufficient production to meet an organization's sales of a product or service.	Business Intelligence	Demand Forecasting / Mgmt			No Reuse	0
9	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	0
10	Standardized / Canned	Defines the set of capabilities that support the use of pre-conceived or pre-written reports.	Reporting	Standardized / Canned			No Reuse	0
11	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	1
12	Skills Management	Defines the set of capabilities that support the proficiency of employees in the delivery of an organization's products or services.	Human Capital / Workforce Management	Skills Management			No Reuse	1
13	Workforce Directory / Locator	Defines the set of capabilities that support the listing of employees and their whereabouts.	Human Capital / Workforce Management	Workforce Directory / Locator			No Reuse	6
14	Team / Org Management	Defines the set of capabilities that support the hierarchy structure and identification of employees within the various sub-groups of an organization.	Human Capital / Workforce Management	Team / Org Management			No Reuse	1
15	Workforce Acquisition / Optimization	Defines the set of capabilities that support the hiring and re-structuring of employees and their roles within an organization.	Human Capital / Workforce Management	Workforce Acquisition / Optimization			No Reuse	0
16	Query	Defines the set of capabilities that support retrieval of records that satisfy specific query selection criteria.	Search	Query			No Reuse	0
17	Strategic Planning and Mgmt	Defines the set of capabilities that support the determination of long-term goals and the identification of the best approach for achieving those goals.	Investment Management	Strategic Planning and Mgmt			No Reuse	5
18	Resource Planning and Allocation	Defines the set or capabilities that support the determination of strategic direction, the identification and establishment of programs and processes, and the allocation of resources (capital and labor) among those programs and processes	Human Capital / Workforce Management	Resource Planning and Allocation			No Reuse	5
19	Resume Management	Defines the set of capabilities that support the maintenance and administration of one's professional or work experience and qualifications.	Human Resources	Resume Management			No Reuse	10
20	Awards Management	Defines the set of capabilities that support the recognition of achievement among employees of an organization.	Human Resources	Awards Management			No Reuse	5
21	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	3
22	Process Tracking	Defines the set of capabilities that allow the monitoring of activities within the business cycle.	Tracking and Workflow	Process Tracking			No Reuse	2
23	Case Management	Defines the set of capabilities that manage the life cycle of a particular claim or investigation within an organization to include creating, routing, tracing, assignment and closing of a case as well as collaboration among case handlers.	Tracking and Workflow	Case Management			No Reuse	2
24	Recruiting	Defines the set of capabilities that support the identification and hiring of employees for an organization.	Human Resources	Recruiting			No Reuse	3
25	Reservations / Registration	Defines the set of capabilities that allow electronic enrollment and confirmations for services.	Customer Initiated Assistance	Reservations / Registration			No Reuse	3
26	Career Development and Retention	Defines the set of capabilities that support the monitoring of performance as well as the professional growth, advancement, and retention of an organization's employees.	Human Resources	Career Development and Retention			No Reuse	3
27	Education / Training	Education / Training - support the active building of employee competencies, to include the range of training from professional development to general awareness training.	Human Resources	Education / Training			No Reuse	4
28	Business Rule Management	Defines the set of capabilities that manage the enterprise processes that support an organization and its policies.	Management of Processes	Business Rule Management			No Reuse	3
29	Simulation	Defines the set of capabilities that utilize models to mimic real-world processes.	Knowledge Discovery	Simulation			No Reuse	3
30	Task Management	Defines the set of capabilities that support a specific undertaking or function assigned to an employee.	Collaboration	Task Management			No Reuse	4
31	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	2
32	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	2
33	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
34	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
35	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	5
36	Data Warehouse	Defines the set of capabilities that support the archiving and storage of large volumes of data.	Data Management	Data Warehouse			No Reuse	5
37	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
38	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
39	Cryptography	Support the use and management of ciphers, including encryption decryption processes, to ensure confidentiality and integrity of data.	Security Management	Cryptography			No Reuse	1
40	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
41	Certification and Accreditation	Certification and Accreditation - Supports the certification and accreditation (C&A) of federal information systems, as described in NIST SP800-37.	Security Management	Certification and Accreditation			No Reuse	1
42	FISMA Management and Reporting	FISMA Management and Reporting - Support management and reporting of compliance with the Federal Information Security Management Act 0f 2002.	Security Management	FISMA Management and Reporting			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	Contact and Profile Management	Service Access and Delivery	Access Channels	Web Browser
2	Online Help	Service Access and Delivery	Delivery Channels	Intranet
3	Reservations / Registration	Service Access and Delivery	Delivery Channels	Internet
4	Process Tracking	Service Access and Delivery	Service Requirements	Legislative / Compliance
5	Case Management	Service Access and Delivery	Service Requirements	Hosting
6	Business Rule Management	Service Access and Delivery	Service Transport	Supporting Network Services
7	Strategic Planning and Mgmt	Service Access and Delivery	Service Transport	Service Transport
8	Information Retrieval	Service Platform and Infrastructure	Database / Storage	Database
9	Information Sharing	Service Platform and Infrastructure	Support Platforms	Platform Independent
10	Information Mapping / Taxonomy	Service Platform and Infrastructure	Delivery Servers	Web Servers
11	Categorization	Service Platform and Infrastructure	Delivery Servers	Application Servers
12	Knowledge Capture	Service Platform and Infrastructure	Software Engineering	Integrated Development Environment
13	Knowledge Distribution and Delivery	Service Platform and Infrastructure	Software Engineering	Software Configuration Management
14	Simulation	Service Platform and Infrastructure	Software Engineering	Test Management
15	Demand Forecasting / Mgmt	Service Platform and Infrastructure	Software Engineering	Modeling
16	Decision Support and Planning	Service Platform and Infrastructure	Database / Storage	Database
17	Standardized / Canned	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers
18	Data Exchange	Service Platform and Infrastructure	Hardware / Infrastructure	Embedded Technology Devices
19	Data Mart	Service Platform and Infrastructure	Hardware / Infrastructure	Peripherals
20	Data Warehouse	Service Platform and Infrastructure	Hardware / Infrastructure	Wide Area Network (WAN)
21	Data Integration	Service Platform and Infrastructure	Hardware / Infrastructure	Local Area Network (LAN)
22	Recruiting	Service Platform and Infrastructure	Hardware / Infrastructure	Network Devices / Standards
23	Resume Management	Component Framework	Security	Certificates / Digital Signatures
24	Career Development and Retention	Component Framework	Security	Supporting Security Services
25	Awards Management	Component Framework	Presentation / Interface	Static Display
26	Personnel Administration	Component Framework	Presentation / Interface	Dynamic Server-Side Display
27	Education / Training	Component Framework	Presentation / Interface	Content Rendering
28	Legacy Integration	Component Framework	Business Logic	Platform Independent
29	Enterprise Application Integration	Component Framework	Business Logic	Platform Dependent
30	Data Integration	Component Framework	Data Interchange	Data Exchange
31	Resource Planning and Allocation	Component Framework	Data Management	Database Connectivity
32	Skills Management	Component Framework	Data Management	Reporting and Analysis
33	Workforce Directory / Locator	Service Interface and Integration	Integration	Middleware
34	Team / Org Management	Service Interface and Integration	Integration	Enterprise Application Integration
35	Workforce Acquisition / Optimization	Service Interface and Integration	Interoperability	Data Format / Classification
36	Identification and Authentication	Service Interface and Integration	Interoperability	Data Types / Validation
37	Access Control	Service Interface and Integration	Interoperability	Data Transformation
38	Cryptography	Service Interface and Integration	Interface	Service Discovery
39	Audit Trail Capture and Analysis	Service Interface and Integration	Interface	Service Description / Interface
40	Certification and Accreditation	Service Access and Delivery	Service Requirements	Legislative / Compliance
41	FISMA Management and Reporting	Service Access and Delivery	Service Requirements	Legislative / Compliance
42	Query	Component Framework	Data Management	Reporting and Analysis
43	Task Management	Service Platform and Infrastructure	Software Engineering	Software Configuration Management
44	Workforce Directory / Locator	Component Framework	Presentation / Interface	Dynamic Server-Side Display

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.

The CCFMS system will leverage the existing US Coast Guard (USCG) Direct Access system and its associated infrastructure. The USCG Direct Access system uses the PeopleSoft COTS product to perform a variety of force management and human resource functions. Since both the USCG and the Commissioned Corps are uniformed services many of their needs in these functional areas are quite similar. The Commissioned Corps will therefore use the USCG Direct Access system as a foundation that will be tailored to meet the Commissioned Corps requirements. The CCFMS system will be hosted and operated by the USCG following a shared service model.

1. Does the investment have a Risk Management Plan?

yes

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

2007-05-22

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

yes

1.c. If yes, describe any significant changes:

Relative risks have shifted based upon a change in the Alternative chosen - adoption of a Coast Guard pre-existing PeopleSoft HR system significantly mitigates many risks due to the minimization or elimination of development risks. Schedule delays and cost variance risks are minimized through adoption of an existing HR system. The original costs were based on a SOA approach that used existing Corps legacy systems. These cost estimates were rejected as unrealistic by the CIO Council in February 2007. The approach was rejected by the CIO Council in favor of a PeopleSoft-based HR system. Revised costs are higher due to the need to migrate data off legacy systems but this effort will result in an integrated, PeopleSoft-based HRIS that has been approved by the HHS CIO Council, the HHS ITIRB and OMB. Cost variance will be reduced due to the adoption of a deployed system. Schedule variance will be reduced due to the adoption of a deployed system. It should be noted that the proposed adoption of Direct Access is consistent with the HHS Target Enterprise Architecture and the OMB FEA.

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

The Risk Management Plan will be updated in the analysis as part of the development roadmap using the agreed-upon SDLC methodology. This analysis will build upon cost, schedule, migration, and acquisition issues negotiated with the US Coast Guard. Once investment risks are better identified, mitigation strategies will be developed and resulting percentage cost and schedule variations will be applied to the baseline cost and schedule details to provide a risk-adjusted project assessment. Overall, the principal risks to the adoption of the Coast Guard Direct Access HR system include: 1. Direct Access may not fully meet the HR business of the Commissioned Corps 2. Direct Access will cost the Corps more than was initially anticipated 3. Direct Access will take longer to adopt than is anticipated The SDLC-based analysis of Corps requirements, data sources, existing IT systems, and pertinent Direct Access functionality began August 16, 2007 and will result in a joint Corps-Coast Guard decision to implement an IAA in support of adoption of the Direct access system. The business case and requirements analysis efforts will be completed in December 2007. Part of this effort will be to identify a logical migration strategy and schedule/ costs for legacy Corps IT systems and their data. The analysis will be performed up-front before migration of systems and adoption of Direct Access HRIS begins. This will cause an initial delay in systems implementation as we plan ahead, but will allow for a better and more rapid transition once migration begins. The schedule reflects these changes as well as the adoption of a pre-exixting integrated system.

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