Exhibit 300 (BY2010) for CMS Modernized IT Infrastructure (EDCs)
PART ONE
OVERVIEW
- 1. Date of Submission:
- 2008-09-08
- 2. Agency:
- 009
- 3. Bureau:
- 38
- 4. Name of this Capital Asset:
- CMS Modernized IT Infrastructure (EDCs)
- 5. Unique Project Identifier:
- 009-38-01-02-01-1050-00
- 6. What kind of investment will this be in FY2010?
- 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.
- This investment was reviewed & approved by CMS' ITIRB & is in the control phase of the CPIC process. The Enterprise Data Centers (EDC) are the foundation of the enterprise infrastructure that will support all CMS production Data Center Operations. They provide an infrastructure & program mgmt office to transition all production operations currently performed by over 20 disparate Data Centers into 3 integrated EDCs. This investment replaced CMS Medicare FFS IT Infrastructure 9/30/2008 & includes the costs of migrating from the legacy system to the new environment. The privately owned EDCs will be operated by industry leaders & will provide CMS with world-class application hosting centers. They will be capable of operating a redundant & scalable environment for mainframe & mid-tier computing. The EDCs will be geographically dispersed & designed for interoperability. With all production applications hosted in one of the EDCs, the Baltimore Data Center will become a test & validation environment for all CMS applications. The EDCs will have the capability to deploy secure, scalable, high-performing applications on the Internet. They will combine "best practice" quality management systems with secure operations found in traditional data centers with the agility, access, & customer responsiveness required for successful e-Business. This investment also supports the development of a common enterprise infrastructure (CEI) that facilitates highly integrated operations (e.g., cyber security), seamless handoffs between EDCs & CMS, & common reporting & management in a distributed environment.The EDCs will provide CMS business owners with many benefits, including:1)I mproving service levels to beneficiaries & providers through support of web-based services, better & timely access to quality data, relief of data center capacity constraints, integrated help desks & enterprise call centers, & more control over security & privacy; 2) Allowing CMS business to host applications in a controlled environment with more flexibility to respond to increased Medicare claims processing; 3) Providing the computing infrastructure for Medicare FFS Contracting Reform, realizing savings from economies of scale; 4) Decreasing the time to implement new applications or change existing ones across any EDC via a standard enterprise-level infrastructure; & 5) Establishing the EDCs in a structured way helps implement its legislative mandates & position CMS to meet its future business needs.
- 9. Did the Agency's Executive/Investment Committee approve this request?
- yes
- 9.a. If "yes," what was the date of this approval?
- 2008-03-27
- 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?
- Waiver Issued
- 11.b. When was the Program/Project Manager Assigned?
- 2008-01-01
- 11.c. What date did the Program/Project Manager receive the FACP/PM certification? If the certification has not been issued, what is the anticipated date for certification?
- 2009-07-31
- 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 Competitive Sourcing 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?)
- This investment supports improved financial performance by using competitive contracting programs to streamline the performance of operations & to assign functional responsibilities to the private sector where they can provide equal or better cost-effective services than the gov't. Performance requirements can be built into the contracts. The EDCs will be owned and operated by industry leaders. In addition, the investment assures better services at lower cost through e-government efforts.
- 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?
- 10001060 - Medicare
- 14.c. If yes, what rating did the PART receive?
- Moderately Effective
- 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?
- no
- 20. What is the percentage breakout for the total FY2009 funding request for the following? (This should total 100%)
Area Percentage Hardware 5 Software 5 Services 90 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?
- no
- 22. Contact information of individual responsible for privacy related questions.
Name Maribel Franey Phone Number 410-786-0757 Title Director, Privacy Compliance Email Maribel.Franey@cms.hhs.gov
- 23. Are the records produced by this investment appropriately scheduled with the National Archives and Records Administration's approval?
- yes
- 24. Does this investment directly support one of the GAO High Risk Areas?
- yes
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
-2007PY
2008CY
2009BY
2010Planning Budgetary Resources 0.000 0.000 0.000 0.000 Acquisition Budgetary Resources 46.140 0.000 11.037 0.000 Maintenance Budgetary Resources 0.000 95.185 86.365 120.636 Government FTE Cost 0.194 2.000 0.212 0.224 # of FTEs 2 2 2 2
- 2. Will this project require the agency to hire additional FTE's?
- no
- 3. If the summary of spending has changed from the FY2008 President's budget request, briefly explain those changes.
- The current funding levels for this investment were developed through the CMS' annual CPIC process. The President's Budget is utilized to create funding targets for each of the CMS portfolios, however specific investments may have thir funding adjusted to reflect re-evaluated Agency priorities.
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 S.O. 1.3 - Improve health care quality, safety, cost and value Mission and Business Results Budget and Performance Integration Number of FFS data centers 22 19 11 2 2006 S.O. 1.3 - Improve health care quality, safety, cost and value Customer Results Customer Satisfaction Percentage of favorable customer surveys 97% 97.5% 97.5% 3 2006 S.O. 1.3 - Improve health care quality, safety, cost and value Processes and Activities Savings and Cost Avoidance Cost per FFS claim 12 cents 10 cents 10 4 2006 Effective Management of Human Capital/Information Technology/Resources Technology Availability Percentage of production jobs completed on time 98% 98.5% 98.5 5 2007 Effective Management of Human Capital/Information Technology/Resources Mission and Business Results Budget and Performance Integration Number of FFS data centers 19 10 14 6 2007 S.O. 1.3 - Improve health care quality, safety, cost and value Customer Results Customer Satisfaction Percentage of favorable customer surveys 97.5% 98% 98 7 2007 S.O. 1.3 - Improve health care quality, safety, cost and value Processes and Activities Savings and Cost Avoidance Cost per FFS claim 10 cents 8 cents 9 8 2007 Effective Management of Human Capital/Information Technology/Resources Technology Availability Percentage of production jobs completed on time 98.5% 99% 99% 9 2008 Effective Management of Human Capital/Information Technology/Resources Mission and Business Results Budget and Performance Integration Number of FFS data centers 14 10 10 10 2008 S.O. 1.3 - Improve health care quality, safety, cost and value Customer Results Customer Satisfaction Percentage of favorable customer surveys 98 99 99 11 2008 S.O. 1.3 - Improve health care quality, safety, cost and value Processes and Activities Savings and Cost Avoidance Cost per FFS claim 9 5 cents 5 cents 12 2008 Effective Management of Human Capital/Information Technology/Resources Technology Availability Percentage of production jobs completed on time 99% 99% 99% 13 2009 Effective Management of Human Capital/Information Technology/Resources Mission and Business Results Budget and Performance Integration Number of FFS data centers 10 4 TBD 14 2009 S.O. 1.3 - Improve health care quality, safety, cost and value Customer Results Customer Satisfaction Percentage of favorable customer surveys 98% 98% TBD 15 2009 S.O. 1.3 - Improve health care quality, safety, cost and value Processes and Activities Savings and Cost Avoidance Cost per FFS claim 5 cents 4 cents TBD 16 2009 Effective Management of Human Capital/Information Technology/Resources Technology Availability Percentage of production jobs completed on time 99% 99% TBD 17 2010 Effective Management of Human Capital/Information Technology/Resources Mission and Business Results Budget and Performance Integration Number of FFS data centers TBD 4 TBD 18 2010 S.O. 1.3 - Improve health care quality, safety, cost and value Customer Results Customer Satisfaction Percentage of favorable customer surveys TBD 99% TBD 19 2010 S.O. 1.3 - Improve health care quality, safety, cost and value Processes and Activities Savings and Cost Avoidance Cost per FFS claim TBD 4 cents TBD 20 2010 Effective Management of Human Capital/Information Technology/Resources Technology Availability Percentage of production jobs completed on time TBD 99% TBD 21 2011 Effective Management of Human Capital/Information Technology/Resources Mission and Business Results Budget and Performance Integration Number of FFS data centers TBD 4 TBD 22 2011 S.O. 1.3 - Improve health care quality, safety, cost and value Customer Results Customer Satisfaction Percentage of favorable customer surveys TBD 99% TBD 23 2011 S.O. 1.3 - Improve health care quality, safety, cost and value Processes and Activities Savings and Cost Avoidance Cost per FFS claim TBD 4 cents TBD 24 2011 Effective Management of Human Capital/Information Technology/Resources Technology Availability Percentage of production jobs completed on time TBD 99% TBD 25 2012 Effective Management of Human Capital/Information Technology/Resources Mission and Business Results Budget and Performance Integration Number of FFS data centers TBD 4 TBD 26 2012 S.O. 1.3 - Improve health care quality, safety, cost and value Customer Results Customer Satisfaction Percentage of favorable customer surveys TBD 99% TBD 27 2012 S.O. 1.3 - Improve health care quality, safety, cost and value Processes and Activities Savings and Cost Avoidance Cost per FFS claim TBD 4 cents TBD 28 2012 Effective Management of Human Capital/Information Technology/Resources Technology Availability Percentage of production jobs completed on time TBD 99% TBD 29 2013 Effective Management of Human Capital/Information Technology/Resources Mission and Business Results Budget and Performance Integration Number of FFS Data Centers TBD 3 TBD 30 2014 Effective Management of Human Capital/Information Technology/Resources Mission and Business Results Budget and Performance Integration Number of FFS Data Centers TBD 3 TBD 31 2013 S.O. 1.3 - Improve health care quality, safety, cost and value Processes and Activities Savings and Cost Avoidance Cost per FFS Claim TBD 4 cents TBD 32 2014 S.O. 1.3 - Improve health care quality, safety, cost and value Processes and Activities Savings and Cost Avoidance Cost per FFS Claim TBD 4 cents TBD 33 2013 S.O. 1.3 - Improve health care quality, safety, cost and value Customer Results Customer Satisfaction Percentage of favorable customer surveys TBD 99% TBD 34 2013 Effective Management of Human Capital/Information Technology/Resources Technology Availability Percentage of production jobs completed on time TBD 99% TBD 35 2014 S.O. 1.3 - Improve health care quality, safety, cost and value Customer Results Customer Satisfaction Percentage of favorable customer surveysof production jobs completed on time TBD 99% TBD 36 2014 Effective Management of Human Capital/Information Technology/Resources Technology Availability Percentage of production jobs completed on time TBD 99% 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.
- CMS Modernized IT Infrastructure (Enterprise Data Centers)
- 3. Is this investment identified in a completed (contains a target architecture) and approved segment architecture?
- yes
- 3.a. If yes, provide the name of the segment architecture as provided in the agency’s most recent annual EA Assessment.
- 024-000
- 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 EDC Change Management Services Defines the set of capabilities that control the process for updates or modifications to the existing documents, software or business processes of an organization. Management of Processes Change Management No Reuse 1 2 EDC Identification and Authentication Services 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 4 3 EDC Computers / Automation Management Services 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 77 4 EDC Data Exchange Services 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 1 5 EDC Information Sharing Services 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 1 6 EDC Information Retrieval Services 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 4 7 EDC Network Management Services 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 No Reuse 9 8 EDC Data Cleansing Services Defines the set of capabilities that support the removal of incorrect or unnecessary characters and data from a data source. Data Management Data Cleansing No Reuse 1 9 EDC Configuration Management Services Defines the set of capabilities that control the hardware and software environments, as well as documents of an organization. Management of Processes Configuration Management No Reuse 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 Change Management Service Platform and Infrastructure Software Engineering Integrated Development Environment IBM Tivoli Information Management for z/OS by: International Business Machines Corp. 2 Identification and Authentication Component Framework Security Supporting Security Services Resource Access Control Facility by: International Business Machines Corp. 3 Identification and Authentication Component Framework Security Supporting Security Services ACF/SSP V4 by: International Business Machines Corp. 4 Computers / Automation Management Service Platform and Infrastructure Hardware / Infrastructure Peripherals Tape Drive, 9840 Cartridge, STK by: StorageTek 5 Computers / Automation Management Service Platform and Infrastructure Hardware / Infrastructure Peripherals Tape Drive, 3480 Cartridge, IBM by: International Business Machines Corp. 6 Computers / Automation Management Service Platform and Infrastructure Hardware / Infrastructure Peripherals Tape Drive, 9490 cartridge, StorageTek by: Storagetek 7 Computers / Automation Management Service Platform and Infrastructure Hardware / Infrastructure Peripherals IBM CPU 2064-1C9 by: International Business Machines Corp. 8 Computers / Automation Management Service Platform and Infrastructure Hardware / Infrastructure Servers / Computers IBM CPU 2086-450 by: International Business Machines Corp. 9 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment z/OS by: International Business Machines Corp. 10 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment Tivoli by: International Business Machines Corp. 11 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment IBM Tivoli Workload Scheduler by: International Business Machines Corp. 12 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment ACF/NCP V7R5 by: International Business Machines Corp. 13 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment Virtual Telecommunications Access Method (VTAM) by: International Business Machines Corp. 14 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment Interactive System Productivity Facility by: International Business Machines Corp. 15 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment Job Entry Subsystem by: International Business Machines Corp. 16 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment IBM Tivoli Omegamon by: International Business Machines Corp. 17 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment Integrated Catalog Forward Recovery Utility by: International Business Machines Corp. 18 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment COBOL by: TBD 19 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment IBM Data Interfile Transfer, Testing, and Operations Utility for ESA by: International Business Machines Corp. 20 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment High Level Assembler and Toolkit by: International Business Machines Corp. 21 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment REstructured eXtended eXecutor by: International Business Machines Corp. 22 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment SYNCSORT by: TBD 23 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment CA Optimizer/II by: CA, Inc. 24 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment File-AID by: Compuware Corporation 25 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment Xpediter by: Compuware Corporation 26 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment Strobe by: Compuware Corporation 27 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment DFSORT by: International Business Machines Corp. 28 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment Serena Comparex by: TBD 29 Computers / Automation Management Service Platform and Infrastructure Software Engineering Integrated Development Environment SDSF by: TBD 30 Data Exchange Service Access and Delivery Delivery Channels Internet TCP/IP by: The Internet Engineering Task Force 31 Information Sharing Service Access and Delivery Delivery Channels Internet Connect:Direct by: Sterling Commerce 32 Information Retrieval Service Platform and Infrastructure Software Engineering Integrated Development Environment Cics by: International Business Machines Corp. 33 Network Management Service Platform and Infrastructure Hardware / Infrastructure Network Devices / Standards Front End Communications Processor, 3745 by: International Business Machines Corp. 34 Network Management Service Platform and Infrastructure Hardware / Infrastructure Network Devices / Standards IBM 3746 Model 950 Controller by: International Business Machines Corp. 35 Network Management Service Platform and Infrastructure Hardware / Infrastructure Network Devices / Standards Cisco Catalyst 2950-24 by: Cisco 36 Data Cleansing Service Interface and Integration Interoperability Data Transformation Finalist by: Pitney Bowes Group 1 Software 37 Configuration Management Service Platform and Infrastructure Software Engineering Software Configuration Management CA Software Change Manager for Mainframe by: CA, Inc.
- 6. Will the application leverage existing components and/or applications across the Government (i.e., FirstGov, Pay.Gov, etc)?
- no
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?
- 2008-03-01
- 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 umbrella contract and a majority of the resulting task orders are performance based, with an award fee based on established SLAs and QPMs. Weekly technical meetings and monthly management meetings are held to ensure risks are identified early and mitigated. Because the Fee-for-Service (FFS) transitions into the EDCs are closely tied to the MAC program and the HIGLAS system, and integrated team with representatiuon from all 3 programs has developed and maintains an integrated project schedule. FFS transitions have been rescheduled as necessary to accommodate changes to the integrated schedule; however, overall project schedule remains on track. The FFS contracts awarded have been firm fixed price, so , as expected, there have not been any cost variances.
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





