Exhibit 300 (BY2010) for NIH OD NIH Business System (NBS)

1. Date of Submission:

2009-03-25

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 FY2010?

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 Management and Budget Work Group and the NIH IT Investment Review Board. This investment is reviewed annually, by both the NIH Administrative Management System Steering Committee and the NIH ITIRB most recently on March 18, 2008 The next annual review will take place in April 2009. Both committees continue to recommend the operations and 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. NBS development for unique NIH functionality has been briefed and 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 NBS has the following strategic objectives:- Eliminate redundant and outdated financial systems by implementing a modern integrated HHS-wide system; - Produce accurate, timely, reliable and relevant financial information to help HHS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 Enterprise Resource Performance 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 complete the GovTrip integration in calendar year 2010, and Service Supply Fund operations in 2011. NBS is implementing the HHS Enterprise Performance Life Cycle process in CY 2009.

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

yes

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

2008-03-18

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?

2008-03-02

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.

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
Eliminating Improper Payments
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: NBS leverages data from internal systems to ensure data consistency, minimize duplicate data entry and improve customer service. Expanded E-Gov: Implements the GovTrip eTravel system, web-based procurement, property and requisitioning systems giving NIH admin. staff integrated business processes with business solutions improving staff efficiencies, reducing transaction errors, improving improper payment issues 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	10
Software	10
Services	75
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 -2007	PY 2008	CY 2009	BY 2010
Planning Budgetary Resources	9.267	0.862	0.000	0.000
Acquisition Budgetary Resources	86.408	20.196	8.213	5.300
Maintenance Budgetary Resources	17.300	10.025	10.480	13.613
Government FTE Cost	35.472	7.348	7.128	7.484
# of FTEs	117	28	21	28

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.

It is anticipated that ARRA Stimulus Funding will be received. This funding is now being considered and reviewed by the NBS oversight committees. A rebaselining request is being prepared and will be submitted once the FY 2010 budget review process is completed. This rebaselining will correct milestone and budgetary figures in current and prior years. These corrections are necessary due to delays in the GovTrip implementation, new propsed upgrades and development activities and changes to software functionality due to invoice problems. Corrections are also needed due to the misplacement of contractor expenses as FTE costs. This area is continuing to be researched and corrected in the next few months. Overall. the net change based on these corrections will result in only a 2% increase in the overall budget.

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	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	Service 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	Service 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).	Travel - 7,445 tickets, a 16% reduction from FY06; Budget/Finance - 298 tickets, affected by 2 new major deployments	Travel - 7,445 tickets, a 16% reduction from FY06; Budget/Finance - 298 tickets, affected by 2 new major deployments	Travel - 4,681 tickets by 6/30/2008
12	2008	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Productivity	Percent of total NBS tickets closed by Level 3 personnel	9% of tickets	9% of tickets	Level 3 30% of tickets closed by 6/30/2008
13	2008	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Reporting and Information	Number of purchase orders approved	FY07 123,632 Purchase Orders approved, a 7% reduction due to tighter budget	FY07 123,632 Purchase Orders approved, a 7% reduction due to tighter budget	FY 08 128,577 Purchase orders approved 4% increase
14	2008	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Service Availability	Days to close books	FY 2007 actual results	Monthly/Quarterly - 1 day, Year-end 5 days	Met goal 1 day year-end 5 days
15	2008	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	Percent of server uptime	99.9 uptime	99.8% or higher	Met goal 99.8% uptime
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	Service 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	Service 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	Service 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	Service 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
36	2013	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Efficiency	Number of NBS Help Desk tickets (per module)	FY 2012 actual results	TBD based on PY results	TBD
37	2013	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Productivity	Percent of total NBS tickets closed by Level 3 personnel	FY 2012 actual results	TBD based on PY results	TBD
38	2013	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Reporting and Information	Number of Purchase orders approved	FY2012 actual results	TBD based on PY results	TBD
39	2013	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Service Availability	Days to close books	FY 2012 actual results	TBD based on PY results	TBD
40	2013	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	Percent of server uptime	FY 2012 actual results	99.8% or higher	TBD
41	2014	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Efficiency	Number of NBS Help Desk tickets (per module)	FY 2013 actual results	TBD based on PY results	TBD
42	2014	Effective Management of Human Capital / Information Technology / Resources	Processes and Activities	Productivity	Percent of total NBS tickets closed by Level 3 personnel	FY 2013 actual results	TBD based on PY results	TBD
43	2014	Effective Management of Human Capital / Information Technology / Resources	Mission and Business Results	Reporting and Information	Number of Purchase orders approved	FY 2013 actual results	TBD based on PY results	TBD
44	2014	Effective Management of Human Capital / Information Technology / Resources	Customer Results	Service Availability	Days to close books	FY 2013 actual results	TBD based on PY results	TBD
45	2014	Effective Management of Human Capital / Information Technology / Resources	Technology	Availability	Percent of server uptime	FY 2013 actual results	99.8% or higher	TBD

In order to successfully address this area of the business case and capital asset plan you must ensure the investment is included in the agency's EA and Capital Planning and Investment Control (CPIC) process, and is mapped to and supports the FEA. You must also ensure the business case demonstrates the relationship between the investment and the business, performance, data, services, application, and technology layers of the agency's EA.

1. Is this investment included in your agency's target enterprise architecture?

yes

2. Is this investment included in the agency's EA Transition Strategy?

yes

2.a. If yes, provide the investment name as identified in the Transition Strategy provided in the agency's most recent annual EA Assessment.

NIH 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 HHS implementation of UFMS proceeded in parallel to NIH's implementation of NBS.

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.

032-000

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	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Business Intelligence	Decision Support and Planning			No Reuse	4
2	NIH IT Infrastructure	The NIH IT Infrastructure program consists of network infrastructure, cyber security, office automation, help desk support, and telecommunications for all of NIH. These tools are used by internal and external researchers, patients, and the public.	Customer Relationship Management	Call Center Management	Call Center Management	009-25-02-00-01-3109-00	Internal	1
3	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Supply Chain Management	Warehouse management			No Reuse	1
4	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Financial Management	Billing and Accounting			No Reuse	18
5	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Supply Chain Management	Invoice / Requisition Tracking and Approval			No Reuse	5
6	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Supply Chain Management	Catalog Management			No Reuse	1
7	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Customer Initiated Assistance	Online Tutorials			No Reuse	1
8	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Customer Relationship Management	Partner Relationship Management			No Reuse	1
9	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Customer Initiated Assistance	Reservations / Registration			No Reuse	1
10	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Security Management	Audit Trail Capture and Analysis			No Reuse	1
11	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Asset / Materials Management	Computers / Automation Management			No Reuse	3
12	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Supply Chain Management	Procurement			No Reuse	45
13	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Financial Management	Credit / Charge			No Reuse	1
14	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Systems Management	License Management			No Reuse	1
15	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Customer Relationship Management	Contact and Profile Management			No Reuse	1
16	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Customer Initiated Assistance	Online Help			No Reuse	1
17	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Human Resources	Travel Management			No Reuse	2
18	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Reporting	Ad Hoc			No Reuse	2
19	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Customer Preferences	Personalization			No Reuse	1
20	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Customer Relationship Management	Customer / Account Management			No Reuse	1
21	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Financial Management	Activity-Based Management			No Reuse	1
22	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Supply Chain Management	Storefront / Shopping Cart			No Reuse	1
23	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Security Management	Identification and Authentication			No Reuse	1
24	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Reporting	Standardized / Canned			No Reuse	1
25	NIH IT Infrastructure	The NIH IT Infrastructure program consists of network infrastructure, cyber security, office automation, help desk support, and telecommunications for all of NIH. These tools are used by internal and external researchers, patients, and the public.	Security Management	Access Control	Access Control	009-25-02-00-01-3109-00	Internal	1
26	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Financial Management	Auditing			No Reuse	2
27	NIH OD NIH Business System (NBS)	The NBS replaces the NIH administrative and financial core operations systems & is a component of the HHS UFMS effort. The project will improve NIH's ability to satisfy FFMIA requirements, meet NIH strategic goals & UFMS integration goals.	Customer Initiated Assistance	Assistance Request			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	Decision Support and Planning	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	BMC Remedy Service Management by: BMC Software, Inc.
2	Decision Support and Planning	Service Platform and Infrastructure	Database / Storage	Database	Oracle 9i Database R2 by: Oracle Corporation
3	Decision Support and Planning	Service Access and Delivery	Access Channels	Other Electronic Channels	Oracle Forms by: Oracle Corporation
4	Call Center Management	Service Access and Delivery	Access Channels	Collaboration / Communications	BMC Remedy Service Management by: BMC Software, Inc.
5	Warehouse management	Service Access and Delivery	Access Channels	Collaboration / Communications	Oracle Workflow by: Oracle
6	Billing and Accounting	Service Platform and Infrastructure	Database / Storage	Database	Oracle 9i Database R2 by: Oracle Corporation
7	Billing and Accounting	Service Interface and Integration	Interoperability	Data Types / Validation	Oracle 11i Federal Financials/Veritas by: Oracle Corporation
8	Billing and Accounting	Component Framework	Data Management	Reporting and Analysis	Oracle Reports by: Oracle Corporation
9	Billing and Accounting	Service Interface and Integration	Interface	Service Description / Interface	Oracle Procurement by: Oracle Corporation
10	Invoice / Requisition Tracking and Approval	Service Interface and Integration	Interoperability	Data Types / Validation	Oracle 11i Federal Financials/Veritas by: Oracle Corporation
11	Invoice / Requisition Tracking and Approval	Component Framework	Data Management	Reporting and Analysis	Oracle Reports by: Oracle Corporation
12	Invoice / Requisition Tracking and Approval	Service Interface and Integration	Interface	Service Description / Interface	Oracle Procurement by: Oracle Corporation
13	Catalog Management	Service Interface and Integration	Interface	Service Description / Interface	Oracle Procurement by: Oracle Corporation
14	Online Tutorials	Service Platform and Infrastructure	Delivery Servers	Portal Servers	Plumtree Portal by: BEA
15	Partner Relationship Management	Service Platform and Infrastructure	Database / Storage	Database	Oracle 9i Database R2 by: Oracle Corporation
16	Partner Relationship Management	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Gelco Travel Manager by: Gelco Information Network, Inc.
17	Partner Relationship Management	Service Interface and Integration	Integration	Middleware	BEA AquaLogic User Interaction 6.0 by: BEA Systems, Inc.
18	Reservations / Registration	Component Framework	Data Management	Database Connectivity	Open Database Connectivity by: Microsoft Corporation
19	Reservations / Registration	Component Framework	Data Management	Database Connectivity	Java Database Connectivity by: Sun Microsystems, Inc.
20	Audit Trail Capture and Analysis	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	Integra Codebase by: Integra
21	Audit Trail Capture and Analysis	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	RiskRadar by: American Systems Corporation
22	Audit Trail Capture and Analysis	Service Access and Delivery	Access Channels	Collaboration / Communications	Oracle Workflow by: Oracle
23	Audit Trail Capture and Analysis	Service Access and Delivery	Service Transport	Service Transport	Applimation Setup Reporter by: Oracle
24	Computers / Automation Management	Component Framework	User Presentation / Interface	Dynamic Server-Side Display	Java Server Pages by: Sun Microsystems, Inc.
25	Procurement	Service Interface and Integration	Interface	Service Description / Interface	Oracle Procurement by: Oracle Corporation
26	Procurement	Service Access and Delivery	Access Channels	Other Electronic Channels	Oracle Forms by: Oracle Corporation
27	Procurement	Service Interface and Integration	Interoperability	Data Types / Validation	Oracle 11i Federal Financials/Veritas by: Oracle Corporation
28	Credit / Charge	Service Interface and Integration	Interface	Service Description / Interface	Oracle Procurement by: Oracle Corporation
29	Credit / Charge	Service Platform and Infrastructure	Database / Storage	Database	Oracle 9i Database R2 by: Oracle Corporation
30	License Management	Service Platform and Infrastructure	Hardware / Infrastructure	Servers / Computers	Sun Server by: TBD
31	License Management	Service Platform and Infrastructure	Database / Storage	Storage	EMC SAN Products by: EMC Corporation
32	Contact and Profile Management	Service Platform and Infrastructure	Database / Storage	Database	Oracle 9i Database R2 by: Oracle Corporation
33	Online Help	Component Framework	User Presentation / Interface	Static Display	Hyper Text Markup Language by: International Organization for Standardization
34	Travel Management	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Gelco Travel Manager by: Gelco Information Network, Inc.
35	Ad Hoc	Service Platform and Infrastructure	Database / Storage	Database	Oracle 9i Database R2 by: Oracle Corporation
36	Ad Hoc	Component Framework	Data Management	Reporting and Analysis	Oracle Reports by: Oracle Corporation
37	Ad Hoc	Component Framework	Data Management	Database Connectivity	Open Database Connectivity by: Microsoft Corporation
38	Personalization	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Microsoft Windows XP Professional by: Microsoft Corporation
39	Personalization	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Sun Solaris 9 by: Sun Microsystems, Inc.
40	Personalization	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Microsoft Windows 2000 by: Microsoft Corporation
41	Personalization	Service Platform and Infrastructure	Support Platforms	Dependent Platform	Mac OS X by: Apple Inc.
42	Customer / Account Management	Service Platform and Infrastructure	Software Engineering	Software Configuration Management	BMC Remedy Service Management by: BMC Software, Inc.
43	Activity-Based Management	Service Interface and Integration	Interoperability	Data Types / Validation	Oracle 11i Federal Financials/Veritas by: Oracle Corporation
44	Activity-Based Management	Component Framework	Data Management	Reporting and Analysis	Oracle Reports by: Oracle Corporation
45	Activity-Based Management	Service Interface and Integration	Interface	Service Description / Interface	Oracle Procurement by: Oracle Corporation
46	Storefront / Shopping Cart	Service Platform and Infrastructure	Delivery Servers	Web Servers	Apache by: Apache Software Foundation
47	Storefront / Shopping Cart	Service Platform and Infrastructure	Delivery Servers	Web Servers	Microsoft Internet Information Services by: Microsoft Corporation
48	Storefront / Shopping Cart	Service Interface and Integration	Interface	Service Description / Interface	Oracle Procurement by: Oracle Corporation
49	Identification and Authentication	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	SiteMinder, Netegrity by: CA, Inc.
50	Identification and Authentication	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	Microsoft Active Directory by: Microsoft Corporation
51	Standardized / Canned	Component Framework	Data Management	Reporting and Analysis	Oracle Reports by: Oracle Corporation
52	Standardized / Canned	Service Platform and Infrastructure	Delivery Servers	Application Servers	Oracle 9i Application Server by: Oracle Corporation
53	Standardized / Canned	Component Framework	Data Management	Database Connectivity	SOAP by: World Wide Web Consortium
54	Access Control	Component Framework	Data Interchange	Data Exchange	Lightweight Directory Access Protocol by: The Internet Engineering Task Force
55	Access Control	Service Access and Delivery	Service Requirements	Authentication / Single Sign-on	Microsoft Active Directory by: Microsoft Corporation
56	Access Control	Service Access and Delivery	Service Transport	Service Transport	Hypertext Transfer Protocol with SSL by: The Internet Engineering Task Force
57	Access Control	Service Platform and Infrastructure	Database / Storage	Database	Oracle by: Oracle Corporation
58	Access Control	Service Access and Delivery	Service Transport	Supporting Network Services	SiteMinder, Netegrity by: CA, Inc.
59	Auditing	Service Access and Delivery	Service Transport	Service Transport	Appworx by: Oracle
60	Auditing	Service Access and Delivery	Service Transport	Service Transport	Applimation Setup Reporter by: Oracle

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

no

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?

2008-11-25

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