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show 300 FY2009 | existent Questions and Pass4sure dumps

integrated Technical architecture/ commercial enterprise utility Integration (ITA/EAI) demonstrate 300 FY2009 part I: summary counsel AND JUSTIFICATION

in portion I, complete Sections A, B, C, and D for sum capital property (IT and non-IT). comprehensive Sections E and F for IT capital assets.

section A: Overview (All Capital belongings)

here collection of questions are to exist achieved for sum investments.

I. A. 1. Date of Submission:2007-09-10

I. A. 2. agency:018

I. A. three. Bureau:forty five

I. A. four. identify of this Capital Asset:(brief text - 250 characters)built-in Technical architecture/ commercial enterprise software Integration (ITA/EAI)

I. A. 5. exciting job (investment) Identifier:For IT investment only, espy section fifty three. For sum different, expend company id gadget.018-forty five-01-06-01-1120-00

I. A. 6. What kindly of investment will this exist in FY2009?Please note: Investments moving to O&M in FY2009, with Planning/Acquisition actions in forward of FY2009 should now not select O&M. These investments may quiet witness their existing fame.mixed being Cycle

I. A. 7. What became the first expense gain 12 months this investment changed into submitted to OMB?FY2001 or previous

I. A. 8. provide a short abstract and justification for this investment, including a brief description of how this, closes in portion or in total, an recognized company performance gap:(long text - 2500 characters)ITA and EAI/enterprise carrier Bus (ESB) deliver an business technical architecture that makes it possible for Federal pupil aid (FSA) to control the development /execution of FSA applications in assist of the enterprise approach. The ITA and EAI job became initiated in 2000 to enforce FSA's modernization and integration approach. the usage of ITA and EAI expertise, FSA successfully migrated numerous legacy techniques and functions to a typical platform and customary specifications. The venture realizes a number of benefits, including reductions in application building, renovation, and hardware/software expenses, as smartly as the institution of a common set of technical requisites and reusable enterprise methods that discrete functions are capable of utilize. considering that 2001, the ITA and EAI/ESB initiative enjoy supplied annual cost discounts to the enterprise and delivered an multiply in performance for FSA purposes. impregnate savings are realized via many benefits. The set-up time for applications is minimized because the ITA/EAI/ESB leverages present discipline import number abilities and relationships to expedite constructing out of novel environments. software teams slice back building time and exertion because ITA/EAI/ESB give common shared services and add-ons, which reduces the amount of custom code application teams exigency to strengthen. instructions realized from each and every architectural undertaking are utilized to linked projects, saving Federal pupil aid useful time, effort, and money. The venture extra reduces application team building fees through a discount in hardware necessities. Efficiencies are received via internet hosting varied functions in a clustered ambiance it is effectively scaled to meet skill and performance requirements. furthermore, the ITA/EAI mission brings extra can impregnate discount rates with the capacity to share enormously professional product specialists among multiple teams, in preference to each and every team presenting redundant talents. On ordinary, four to 6 novel purposes migrate to the ITA and EAI environments annually, cutting back the variety of stove-piped purposes and methods. In 2008, the initiative is enforcing FSA's ESB, in alignment with the target state imaginative and prescient (TSV). The ESB is an integration structure that leverages EAI technologies and implements business internet capabilities requirements. The ESB will provide foundational functions for provider-oriented Architectures (SOAs). The ESB will assist verbal exchange between programs and may back using shared services.

I. A. 9. Did the agency's govt/funding Committee accredit this request?sure

I. A. 9. a. If "yes," what turned into the date of this approval?2007-08-30

I. A. 10. Did the assignment manager evaluate this display?sure

I. A. 11. Contact tips of challenge supervisor

identify(short textual content - 250 characters)

telephone quantity(short textual content - 250 characters)

email(brief textual content - 250 characters)

I. A. 11. a. what's the existing FAC-P/PM certification degree of the challenge/software supervisor?

I. A. 12. Has the company developed and/or promoted within your budget, power-efficient and environmentally sustainable strategies or practices for this challenge?no

I. A. 12. a. Will this funding comprise digital belongings (including computers)?yes

I. A. 12. b. is this investment for brand spanking novel construction or foremost retrofit of a Federal constructing or facility? (answer relevant to non-IT property only)no

I. A. 12. b. 1. If "yes," is an ESPC or united states of america getting used to assist fund this funding?

I. A. 12. b. 2. If "yes," will this funding meet sustainable design ideas?

I. A. 12. b. three. If "yes," is it designed to exist 30% more energy productive than significant code?

I. A. 13. Does this investment directly aid one of the PMA initiatives?yes

I. A. 13. a. If "yes," investigate sum that practice:accelerated E-government

I. A. 13. b. in brief and specially picture for each and every selected how this asset at once helps the identified initiative(s)? (e.g. If E-Gov is chosen, is it an approved shared carrier issuer or the managing companion?)(medium textual content - 500 characters)ITA/EAI/ESB helps the accelerated E-government initiative with the aid of using expertise to streamline Federal scholar assist capabilities for sum students and oldsters. impregnate heed downs are and will exist realized as working costs are decreased and communications between the Federal pupil back and public are more well timed. in addition, citizens will devour a straightforward and straightforward technique when gaining access to Federal student aid features.

I. A. 14. Does this funding assist a application assessed the usage of the application assessment score implement (half)? (For extra recommendation concerning the half, talk over with

I. A. 14. a. If "yes," does this investment tackle a weakness discovered during the portion evaluate?no

I. A. 14. b. If "yes," what's the identify of the PARTed application?(brief textual content - 250 characters)

I. A. 14. c. If "sure," what portion ranking did it acquire?

I. A. 15. is that this investment for recommendation expertise?sure

I. A. 16. what's the stage of the IT mission? (per CIO Council PM information)level 1 - initiatives with low-to-reasonable complexity and possibility. instance: Bureau-level challenge corresponding to a stand-on my own counsel gadget that has low- to-reasonable complexity and possibility.level 2 - initiatives with elevated complexity and/or risk which are significant to the mission of the firm. Examples: tasks which are portion of a portfolio of initiatives/programs that influence every other and/or enjoy an impact on mission actions. department-extensive projects that enjoy an sequel on go-organizational missions, reminiscent of an agency-huge gadget integration that contains tremendous scale enterprise resource Planning (e.g., the DoD business Mgmt Modernization application).level three - tasks that enjoy elevated complexity, and/or possibility, and enjoy government-wide influence. Examples: executive-vast initiative (E-GOV, President's administration Agenda). inordinate activity initiatives with Congress, GAO, OMB, or the regular public. go-chopping initiative (place of origin security).level 2

I. A. 17. What venture administration qualifications does the assignment supervisor have? (per CIO Council's PM guidance):(1) job supervisor has been validated as certified for this investment;(2) assignment manager qualification is beneath assessment for this investment;(3) mission supervisor assigned to investment, but doesn't meet necessities;(4) challenge manager assigned but qualification popularity assessment has now not yet began;(5) No job supervisor has yet been assigned to this funding(1) mission supervisor has been validated as certified for this investment

I. A. 18. is that this funding recognized as "high possibility" on the q4-FY 2007 company elevated desultory report (per OMB Memorandum M-05-23)?no

I. A. 19. is this a economic management gadget?no

I. A. 19. a. If "sure," does this funding tackle a FFMIA compliance enviornment?no

I. A. 19. a. 1. If "sure," which compliance enviornment(brief textual content - 250 characters)N/A

I. A. 19. a. 2. If "no," what does it handle?(medium textual content - 500 characters)

I. A. 19. b. If "yes," please establish the system name(s) and device acronym(s) as reported in the most fresh monetary methods stock update required by round A-11 portion fifty two(lengthy text - 2500 characters)

I. A. 20. what is the percent breakout for the entire FY2009 funding request for perquisite here? (This should total a hundred%)

I. A. 21. If this assignment produces suggestions dissemination products for the common public, are these items posted to the information superhighway in conformance with OMB Memorandum 05-04 and included in your company stock, schedules and priorities?n/a

I. A. 22. Contact assistance of individual amenable for privacy related questions:

I. A. 22. a. identify(short textual content - 250 characters)

I. A. 22. b. cellphone number(brief textual content - 250 characters)

I. A. 22. c. Title(brief text - 250 characters)

I. A. 22. d. electronic mail(brief text - 250 characters)

I. A. 23. Are the information produced by using this investment as it should exist scheduled with the national Archives and facts Administration's approval?yes

I. A. 24. Does this funding at once aid one of the crucial GAO elevated desultory Areas?query 24 enjoy to exist answered by pass of sum Investments:no

part B: summary of Spending (All Capital belongings)

I. B. 1. supply the overall estimated lifestyles-cycle cost for this investment by means of finishing perquisite here desk. sum quantities characterize budget authority in thousands and thousands, and are rounded to three decimal places. Federal personnel fees should quiet exist covered handiest in the row confident "executive FTE charge," and may exist excluded from the amounts shown for "Planning," "Full Acquisition," and "Operation/maintenance." The "complete" estimated annual impregnate of the investment is the sum of prices for "Planning," "Full Acquisition," and "Operation/protection." For Federal buildings and facilities, life-cycle charges may quiet encompass future power, environmental, decommissioning, and/or restoration fees. The costs linked to the complete lifestyles-cycle of the investment should quiet exist covered during this aware: For the cross-agency investments, this table should consist of sum funding (both managing and accomplice corporations).govt FTE costs should quiet no longer exist blanketed as portion of the replete represented.

  PY-1 and Spending earlier than 2007 PY 2007 CY 2008 via 2009 with the aid of+1 2010 by using+2 2011 by means of+3 2012 by using+four 2013 and past making plans0.000 0.000 0.479 0.000         Acquisition 0.000 1.6002.000 0.347         Subtotal Planning & Acquisition                 Operations & preservation four.241 3.972 four.021 7.153         complete                 executive FTE fees 0.206 0.268 0.329 0.451         variety of FTE represented via can charge 2 three four four        

I. B. 2. Will this undertaking require the company to rent additional FTE's?

I. B. 2. a. If "yes," how many and in what year?(medium text - 500 characters)

I. B. three. If the abstract of spending has changed from the FY2008 President's finances request, in brief clarify those changes.(lengthy textual content - 2500 characters)

part C: Acquisition/Contract approach (All Capital property)

I. C. 1. comprehensive the table for sum (together with sum non-Federal) contracts and/or project orders presently in vicinity or deliberate for this funding. total value should encompass sum alternative years for each and every contract. Contracts and/or assignment orders achieved don't should exist included.SIS - share in services contract; ESPC - energy discount rates performance condense ; united states - Utility energy effectivity provider contract; EUL - more suitable expend lease contract; N/A - no option financing used.(character limitations: condense or job Order quantity - 250 Characters; classification of Contract/assignment Order - 250 Characters; identify of CO - 250 Characters; CO Contact assistance - 250 Characters)

  type of Contract/assignment Order Has the condense been awarded? if so what is the date of the award? If not, what's the planned award date? beginning date of Contract/task Order end date of Contract/assignment Order complete value of Contract/project Order ($M) is that this an Interagency Acquisition? Is it efficiency primarily based? Competitively awarded? What, if any, option financing option is getting used? Is EVM within the contract? Does the condense consist of the necessary security & privateness clauses? name of CO CO Contact recommendation (cellphone/email) Contracting officer certification level If N/A, has the agency decided the CO assigned has the expertise and talents essential to aid this aquistion?                                                                                                                                                                          

I. C. 2. If earned cost is not required or should not a condense requirement for any of the contracts or assignment orders above, clarify why:(long text - 2500 characters)

I. C. 3. execute the contracts exist confident portion 508 compliance?

I. C. 3. a. clarify Why:(medium text - 500 characters)

I. C. 4. Is there an acquisition project which has been authorized in accordance with agency requirements?

I. C. 4. a. If "sure," what is the date?

I. C. four. b. If "no," will an acquisition project exist developed?

I. C. 4. b. 1. If "no," briefly clarify why:(medium textual content - 500 characters)

section D: performance assistance (All Capital property)

as a pass to successfully maneuver this zone of the exhibit 300, performance desires exigency to exist provided for the agency and exist linked to the annual efficiency plan. The funding ought to focus on the company's mission and strategic desires, and efficiency measures (warning signs) should exist provided. These dreams exigency to map to the pocket within the company's strategic goals and goals this funding is designed to fill. they're the inner and exterior efficiency benefits this funding is expected to carry to the company (e.g., improve efficiency via 60 %, raise subject participation via 300 p.c a year to obtain an overall subject participation expense of 75 p.c by using FY 2xxx, and many others.). The goals exigency to exist certainly measurable investment effects, and if relevant, funding outputs. They execute not comprise the completion date of the module, milestones, or investment, or common dreams, comparable to, big, better, more advantageous that should not enjoy a quantitative measure.

I. D. 1. desk 1. efficiency assistance TableIn order to effectively maneuver this zone of the pomp 300, efficiency goals exigency to exist offered for the agency and exist linked to the annual performance plan. The funding must talk about the company's mission and strategic dreams, and efficiency measures (indications) enjoy to exist provided. These goals exigency to map to the gap in the company's strategic goals and targets this funding is designed to fill. they're the inside and external efficiency advantages this funding is anticipated to convey to the agency (e.g., improve efficiency with the aid of 60 percent, enhance subject participation by 300 % a yr to obtain an ordinary subject participation cost of 75 % by pass of FY 2xxx, and so on.). The goals must exist naturally measurable funding outcomes, and if applicable, investment outputs. They don't encompass the completion date of the module, milestones, or funding, or well-known goals, comparable to, large, enhanced, stronger that shouldn't enjoy a quantitative measure.

corporations exigency to expend here table to report efficiency goals and measures for the essential funding and expend the Federal enterprise architecture (FEA) performance Reference model (PRM). Map sum dimension indicators to the corresponding "dimension area" and "measurement Grouping" recognized within the PRM. There should quiet exist as a minimum one measurement Indicator for every of the 4 discrete dimension Areas (for each fiscal yr). The PRM is available at The desk can exist prolonged to consist of performance measures for years past FY 2009.

  Strategic aim(s) Supported size area size Grouping size Indicator Baseline objectiveprecise outcomes 2005 goal three purpose 2: convey federal pupil assist to college students and fogeys with no vicissitude and effectively. Mission and business consequences IT Infrastructure upkeep IT Infrastructure preservation: percentage of problems regarding ITA and EAI product features or adapters which are resolved within one week of notification. 95% 96% 100% 2005 intention 3 objective 2: carry federal student assist to college students and oldsters quite simply and correctly. eraAvailability Availability: percentage of time that structure is accessible, aside from scheduled downtime. 98% ninety eight.5% 99.sixty three% 2006 purpose three goal 2: bring federal pupil assist to students and fogeys without problems and efficiently. consumer effects Response Time Response Time: typical initial response time for consumer requests for ITA/EAI-linked creation back requests (in minutes). 240 one hundred twenty three 2006 purpose three purpose 2: deliver federal pupil back to students and oldsters with ease and successfully. Mission and company results IT Infrastructure upkeep IT Infrastructure renovation: percent of issues related to ITA and EAI product features or adapters which are resolved inside one week of notification. ninety five% 97% 99.ninety nine% 2006 intention 3 purpose 2: bring federal pupil assist to college students and fogeys with no vicissitude and efficiently. tactics and activities efficiency effectivity: deliver development and trying out atmosphere construct assist to utility groups (in company days). 10 6 1.52006 intention 3 purpose 2: bring federal scholar back to college students and parents comfortably and correctly. generationAvailability Availability: percentage of time that architecture is purchasable, aside from scheduled downtime. ninety eight% ninety eight.7% 99.99% 2007 intention three objective 2: deliver federal scholar assist to college students and fogeys quite simply and correctly. Mission and business outcomes IT Infrastructure renovation IT Infrastructure preservation: percent of complications regarding ITA and EAI product functions or adapters which are resolved within one week of notification. 95% ninety eight% 100% 2007 goal 3 goal 2: deliver federal pupil assist to students and oldsters quite simply and successfully. client outcomes Response Time Response Time: regular introductory response time for customer requests for ITA/EAI-linked creation assist requests (in minutes). 240 90 four 2007 goal three point 2: bring federal scholar back to college students and fogeys with no vicissitude and correctly. eraAvailability Availability: percentage of time that structure is available, except for scheduled downtime. ninety eight% ninety nine% ninety nine.98% 2007 purpose three goal 2: convey federal pupil assist to college students and fogeys without vicissitude and effectively. tactics and activities effectivity effectivity: provide building and testing ambiance build aid to application groups (in company days). 10 5three 2008 intention 3 purpose 2: carry federal pupil assist to college students and fogeys quite simply and efficaciously. Mission and enterprise consequences IT Infrastructure maintenance IT Infrastructure preservation: percentage of issues regarding ITA and EAI product services or adapters that are resolved within one week of notification. ninety five% 98.7% counsel will exist gathered quit of FY08 2008 goal three objective 2: convey federal pupil assist to students and fogeys comfortably and correctly. client outcomes Response Time Response Time: common initial response time for consumer requests for ITA/EAI-connected creation back requests (in minutes). 240 60 suggestions could exist gathered quit of FY08 2008 aim three point 2: carry federal scholar aid to students and parents effortlessly and efficaciously. eraAvailability Availability: percent of time that structure is purchasable, apart from scheduled downtime. 98% 99% advice may exist gathered conclusion of FY08 2008 aim 3 goal 2: deliver federal student assist to college students and fogeys with ease and effectively. processes and actions effectivity efficiency: supply construction and testing environment build assist to software teams (in company days). 10 four tips might exist gathered conclusion of FY08 2009 aim 3 point 2: convey federal pupil assist to students and parents simply and correctly. Mission and enterprise consequences IT Infrastructure maintenance IT Infrastructure maintenance: percentage of problems involving ITA and EAI product services or adapters that are resolved within one week of notification. ninety five% 98.eight% suggestions could exist gathered conclusion of FY09 2009 purpose three goal 2: convey federal scholar aid to students and oldsters simply and correctly. customer consequences Response Time Response Time: gauge introductory response time for client requests for ITA/EAI-related creation assist requests (in minutes). 240 55 tips will exist gathered quit of FY09 2009 intention 3 purpose 2: carry federal student back to college students and parents without vicissitude and effectively. eraAvailability Availability: percentage of time that structure is obtainable, apart from scheduled downtime. 98% ninety nine% guidance can exist gathered quit of FY09 2009 intention three objective 2: bring federal scholar assist to college students and oldsters readily and efficiently. processes and activities efficiency efficiency: deliver construction and checking out ambiance build back to software groups (in enterprise days). 10 three.fivecounsel may exist gathered conclusion of FY09 2010 goal three objective 2: deliver federal pupil aid to students and fogeys simply and effectively. Mission and business results IT Infrastructure protection IT Infrastructure protection: percentage of complications concerning ITA and EAI product services or adapters that are resolved within one week of notification. ninety five% 98.9% information could exist gathered quit of FY10 2010 goal three point 2: convey federal student back to students and fogeys with no vicissitude and successfully. consumer outcomes Response Time Response Time: typical introductory response time for customer requests for ITA/EAI-linked creation assist requests (in minutes). 240 50 guidance should exist gathered quit of FY10 2010 purpose 3 goal 2: deliver federal student assist to students and fogeys with no vicissitude and effectively. eraAvailability Availability: percent of time that structure is available, except scheduled downtime. ninety eight% ninety nine% advice can exist gathered quit of FY10 2010 goal three goal 2: deliver federal student assist to college students and parents comfortably and successfully. strategies and activities effectivity efficiency: give building and trying out atmosphere build assist to utility groups (in company days). 10 three.three assistance can exist gathered conclusion of FY10 2011 intention three objective 2: bring federal pupil assist to college students and fogeys conveniently and effectively. Mission and company results IT Infrastructure upkeep IT Infrastructure renovation: percentage of complications concerning ITA and EAI product capabilities or adapters which are resolved within one week of notification. ninety five% ninety nine% counsel may exist gathered conclusion of FY11 2011 purpose 3 goal 2: convey federal pupil back to students and fogeys easily and efficiently. client effects Response Time Response Time: common initial response time for customer requests for ITA/EAI-related production aid requests (in minutes). 240 forty seven suggestions will exist gathered quit of FY11 2011 purpose 3 purpose 2: carry federal student assist to students and fogeys with ease and efficaciously. eraAvailability Availability: percentage of time that structure is available, aside from scheduled downtime. ninety eight% ninety nine% suggestions should exist gathered quit of FY11 2011 aim 3 purpose 2: convey federal student assist to students and fogeys effortlessly and successfully. approaches and actions efficiency efficiency: deliver development and trying out atmosphere construct assist to utility groups (in business days). 10 3.2 tips should exist gathered quit of FY11 2012 purpose 3 point 2: carry federal scholar assist to college students and fogeys effortlessly and effectively. Mission and company results IT Infrastructure preservation IT Infrastructure upkeep: percentage of issues concerning ITA and EAI product features or adapters that are resolved within one week of notification. 95% 99% tips may exist gathered conclusion of FY12 2012 aim three objective 2: deliver federal scholar aid to students and parents without problems and effectively. consumer consequences Response Time Response Time: common introductory response time for customer requests for ITA/EAI-related production back requests (in minutes). 240 forty five assistance can exist gathered quit of FY12 2012 goal 3 purpose 2: bring federal scholar assist to students and fogeys conveniently and effectively. technologyAvailability Availability: percentage of time that structure is obtainable, apart from scheduled downtime. ninety eight% 99% counsel might exist gathered quit of FY12 2012 purpose 3 objective 2: carry federal pupil back to students and oldsters with ease and effectively. techniques and activities efficiency efficiency: supply building and checking out environment build aid to application teams (in company days). 10 3 tips should exist gathered quit of FY12 area E: protection and privateness (IT Capital property most effective)

in an exertion to successfully tackle this zone of the business case, each and every question beneath exigency to exist answered at the gadget/utility level, not at a application or company degree. programs assisting this funding on the planning and operational systems protection tables should quiet hardy the systems on the privateness desk below. programs on the Operational security table enjoy to exist included on your agency FISMA gadget inventory and should exist quite simply referenced within the inventory (i.e., should expend the equal identify or identifier).

For present blended-lifestyles Cycle investments where enhancement, development, and/or modernization is deliberate, comprise the investment in each the "programs in Planning" desk (table 3) and the "Operational methods" table (desk four). systems which are already operational, however enjoy enhancement, development, and/or modernization pastime, should exist covered in each table three and desk four. desk 3 should reflect the deliberate date for the paraphernalia changes to exist finished and operational, and the deliberate date for the associated C&A update. table four may quiet replicate the current reputation of the necessities listed. in this context, guidance contained within table three may quiet characterize what updates to trying out and documentation will ensue before implementing the enhancements; and table four should signify the latest state of the substances linked to the present gadget.

All programs listed within the two protection tables should exist recognized within the privateness table. The list of programs within the "name of system" column of the privacy desk (desk 8) should quiet match the techniques listed in columns titled "name of gadget" within the protection tables (Tables 3 and four). For the privacy table, it is viable that there may too now not exist a one-to-one ratio between the checklist of programs and the related privacy documents. for example, one PIA might cover diverse methods. If here is the case, a working link to the PIA may exist listed in column (d) of the privateness desk more than once (for each system covered with the aid of the PIA).

I. E. 1. enjoy the IT safety costs for the equipment(s) been recognized and built-in into the usual costs of the investment?

I. E. 1. a. If "sure," deliver the "percentage IT safety" for the budget year:

I. E. 2. Is deciding on and assessing security and privateness hazards portion of the ordinary possibility management exertion for each and every gadget supporting or a portion of this funding?

I. E. three. methods in Planning and present process Enhancement(s) – protection desk:The questions asking whether there is a PIA which covers the device and even if a SORN is required for the gadget are discrete from the narrative fields. The narrative column offers an opening for free text judgement why a working hyperlink is not provided. for instance, a SORN could exist required for the equipment, but the paraphernalia is not yet operational. during this circumstance, reply "sure" for column (e) and in the narrative in column (f), clarify that since the system isn't operational the SORN is not yet required to exist published.

  company/or contractor Operated equipment deliberate Operational Date planned or actual C&A Completion Date        

I. E. four. Operational methods - protection:

  company/or contractor Operated device NIST FIPS 199 possibility impact stage (excessive, moderate, Low). Has C&A been accomplished, the usage of NIST 800-37? (Y/N) Date C&a complete. What specifications were used for the safety Controls checks? Date comprehensive(d): security control trying out Date the contingency project confirmed.                

I. E. 5. enjoy any weaknesses related to any of the techniques a portion of or assisting this investment been recognized by pass of the company or IG?

I. E. 5. a. If "sure," enjoy these weaknesses been included into the agency's project of action and milestone system?

I. E. 6. point out even if an multiply in IT safety funding is requested to remediate IT protection weaknesses?

I. E. 6. a. If "sure," specify the volume, deliver a regularly occurring description of the fragile spot, and clarify how the funding request will remediate the weakness.(lengthy text - 2500 characters)

I. E. 7. How are contractor safety approaches monitored, proven, and validated by means of the agency for the contractor systems above?(long textual content - 2500 characters)

I. E. 8. Planning & Operational programs - privacy table:particulars for textual content alternatives:Column (d): If confident to (c), provide the link(s) to the publicly posted PIA(s) with which this paraphernalia is associated. If no to (c), provide a proof why the PIA has no longer been publicly posted or why the PIA has not been carried out.

Column (f): If confident to (e), give the link(s) to the Place the latest and up up to now SORN(s) is published in the federal register. If no to (e), deliver a proof why the SORN has now not been published or why there is rarely a latest and up thus far SORN.

be aware: links ought to exist offered to specific documents not established privateness websites.

  (b) is this a novel gadget? (Y/N) (c) Is there a privacy move assessment (PIA) that covers this device? (Y/N) (d) web link or clarification (e) Is a device of data commemorate (SORN) required for this equipment? (Y/N) (f) cyber web link or clarification             section F: business structure (EA) (IT Capital assets only)

with the intention to efficaciously address this enviornment of the enterprise case and capital asset project you ought to ensure the investment is protected in the agency's EA and Capital Planning and Invesment manage (CPIC) technique, and is mapped to and helps the FEA. You must additionally build confident the company case demonstrates the connection between the funding and the company, efficiency, statistics, services, utility, and technology layers of the agency's EA.

I. F. 1. is this funding included for your company's target business architecture?yes

I. F. 1. a. If "no," please clarify why?(long textual content - 2500 characters)

I. F. 2. is that this funding covered in the company's EA Transition strategy?yes

I. F. 2. a. If "sure," supply the funding identify as identified in the Transition routine supplied in the agency's most simultaneous annual EA assessment.(medium text - 500 characters)built-in Technical architecture/ commercial enterprise application Integration/enterprise service Bus (ITA/EAI/ESB)

I. F. 2. b. If "no," please clarify why?(long textual content - 2500 characters)

I. F. three. is that this funding identified in a achieved (includes a target architecture) and approved aspect structure?yes

I. F. 3. a. If "sure," deliver the identify of the aspect structure.(medium textual content - 500 characters)loan segment

I. F. four. carrier component Reference mannequin (SRM) desk :establish the carrier accessories funded via this primary IT investment (e.g., competencies administration, content material administration, client relationship administration, etc.). provide this suggestions in the layout of here desk. For specific information related to accessories, please hunt recommendation from

a. expend existing SRM add-ons or determine as "NEW". A "NEW" element is one no longer already identified as a service component within the FEA SRM.b. A reused portion is one being funded by means of an extra funding, but being used by using this funding. as opposed to reply yes or no, establish the reused carrier component funded by using the other investment and identify the different funding the usage of the piquant venture Identifier (UPI) code from the OMB Ex 300 or Ex fifty three submission.c. 'inner' reuse is inside an agency. for example, one agency within a department is reusing a carrier component provided via a further company inside the identical branch. 'external' reuse is one agency within a department reusing a carrier portion supplied with the aid of one other agency in an extra branch. a superb case of here's an E-Gov initiative carrier being reused through numerous groups across the federal govt.d. please deliver the percent of the through requested funding quantity used for every carrier element listed within the table. If exterior, supply the percent of the with the aid of requested funding quantity transferred to an extra agency to pay for the provider. the percentages in this column can, however are not required to, add as much as one hundred%.

  company element Description FEA SRM provider classification FEA SRM element (a) carrier portion Reused - element identify (b) provider component Reused - UPI (b) interior or external Reuse? (c) by means of Funding percent (d) commercial enterprise utility Integration/commercial enterprise carrier Bus EAI provides a messaging infrastructure and integration capability that standardizes interfaces to novel and legacy techniques in back of FSA modernization aims. construction and Integration enterprise application Integration     No Reuse 50 FSA web purposes The FSA web applications provide sum Federal scholar assist audiences with tips significant to them. content managementcontent material evaluation and Approval     No Reuse 0 protection architecture protection structure gives a comfy, automated and coverage-primarily based person management reply that helps address key company issues across both legacy and novel environments. safety managementIdentification and Authentication     internal0 built-in Technical architecture The integrated Technical architecture (ITA) gives a common, shared environment and standardized technologies for hosting of Federal scholar back applications. development and Integration NEW     No Reuse 50

I. F. 5. table 1. Technical Reference model (TRM) desk:To clarify how this principal IT funding aligns with the FEA Technical Reference model (TRM), please list the service Areas, categories, requirements, and service standards aiding this IT funding.

a. provider add-ons identified in the outdated query should quiet exist entered during this column. please enter assorted rows for FEA SRM components supported with the aid of numerous TRM service Specificationsb. within the service Specification container, groups should supply tips on the distinctive technical regular or dealer product mapped to the FEA TRM carrier typical, together with model or version numbers, as acceptable.

  FEA TRM carrier area FEA TRM provider class FEA TRM provider standard service Specification (i.e., seller and product identify) NEW provider Platform and Infrastructure start Servers utility Servers IBM ,WebSphere V 6.0, Google Search appliance V four.4, Interwoven Teamsite and Open installation V 6.5, suggestions, WebFOCUS V 5.3.3, Siebel CRM provider V 7.5, Microstrategy v8, Oracle agency, Oracle RDBMS edition 10g, Informatica v7.fiveIdentification and Authentication carrier entry and start carrier necessitiesAuthentication / sole signal-on IBM organization, Tivoli access manager V 6.0, Tivoli id manager V 4.6 commercial enterprise application Integration provider Interface and Integration Integration Middleware IBM, Websphere MQSeries Server V6, WebSphere enterprise Integration-Message broking service 6.0, MetaStorm, process supervisor for facts (PM4DATA), version 8.0

I. F. 6. Will the software leverage latest accessories and/or purposes throughout the government (i.e., FirstGov, Pay.Gov, etc)?no

I. F. 6. a. If "yes," please describe.(long text - 2500 characters)

half II: PLANNING, ACQUISITION AND efficiency information

part II may quiet exist completed best for investments identified as "Planning" or "Full Acquisition," or "mixed existence-Cycle" investments in response to question 6 in portion I, zone A above

section A: options evaluation (All Capital belongings)

In deciding upon the greatest capital asset, you should determine and accept as actual with as a minimum three doable options, moreover the present baseline, i.e., the repute quo. expend OMB circular A-ninety four for sum investments and the Clinger Cohen Act of 1996 for IT investments to check the criteria build confident to expend in your benefit/cost evaluation.

II. A. 1. Did you habits an alternatives evaluation for this project?yes

II. A. 1. a. If "sure," provide the date the evaluation became completed?2007-08-15

II. A. 1. b. If "no," what is the anticipated date this analysis could exist accomplished?

II. A. 1. c. If no analysis is deliberate, please briefly clarify why:(medium text - 500 characters)

II. A. 2. expend the consequences of your alternate options analysis to comprehensive here desk:(personality limitations: alternative Analyzed - 250 characters; Description of option - 500 Characters)

  Description of alternative chance Lifecycle impregnate Estimate possibility Lifecycle benefits Estimate Baseline ? mounted-rate sole condense ( reputation Quo ) at present ITA/EAI is awarded to a little company contractor proposing a robust infrastructure with 24/7 availabililty.     multiple Contracts This option will distribute the toil among a brace of contracts the Place every condense will supply distinctive units of back capabilities, e.g., for different functions or distinctive technologies.     Hybrid supportThis option separates and divides duties between distinctive corporations of govt and contractor personnel.     Tiime and fabric sole agreementThis option is to deliver sum inclusive ITA/EAI back services below a sole time and fabric condense performed by a sole contractor.    

II. A. 3. Which option turned into chosen by the agency's government/funding Committee and why become it chosen?(long text - 2500 characters)

II. A. four. What particular qualitative advantages may exist realized?(long textual content - 2500 characters)here qualitative merits may exist realized: 1. the only condense alternative drastically reduces the variety of individuals who ought to grasp and maintain incredibly really marvelous potential. The ITA/EAI team provides zone import experts for over 15 products and applied sciences, and features are shared among utility teams. A sole condense mannequin requires most efficient 15 elements, in comparison to a optimum of a hundred sixty five components that could exist required to aid ITA and EAI items using a decentralized approach. 2. Aligning services and lead beneath a fixed-rate sole condense option reduces the time and exertion via at the least 20% to coordinate product upgrades in a centralized back structure, compared to the time and energy required to coordinate enhancements in dissimilar ITA and EAI environments, supported by distinctive contractors. the expend of the first option, the period of time and energy spent on product upgrade coordination is lower than a day, whereas during the past, under the decentralized mannequin, product upgrades took over per week to communicate, coordinate, and agenda. 3. In a hard and fast-fee sole condense alternative, significant responsibilities are assigned to a sole EAI/ITA aid contractor and not to numerous groups or contractors, leading to streamlined issue resolution strategies, accounting for a 25% discount in the time and energy to win to the bottom of problems. The gauge production challenge under the first option takes under one week to unravel. in the past using the decentralized approach, complications took over a month to resolve. This option too outcomes in a 25% reduction in risk to the executive as a result of responsibility and accountability are evidently assigned to one birthday celebration, and vicissitude resolution is more without problems tracked and stated. four. This alternative requires best 3.50 FTEs in comparison to 20.50 for different options. This option gives the government with the easiest condense constitution to manage and manage. additionally, aligning services and assist under one condense makes it possible for the government to document, video display, and supply consistent performance measurements/metrics using a sole statistics repository. 5. This strategy is presently getting used and remains a hit with admire to presenting functions, decreasing the ordinary venture costs through at the least 50% in comparison to different feasible alternate options.

II. A. 5. Will the selected option replace a legacy gadget in-part or in-whole?no

II. A. 5. a. If "sure," are the migration costs associated with the migration to the selected option covered in this funding, the legacy investment, or in a separate migration investment?

II. A. 5. b. table 1. If "sure," please supply the following assistance:

  UPI if accessible Date of the device Retirement       area B: possibility administration (All Capital assets)

make confident to enjoy carried out a desultory assessment perquisite through the early planning and initial thought aspect of this funding's lifestyles-cycle, developed a risk-adjusted lifestyles-cycle cost estimate and a project to eliminate, mitigate or control chance, and exist actively managing risk during the investment's life-cycle.

II. B. 1. Does the investment enjoy a possibility management Plan?yes

II. B. 1. a. If "sure," what's the date of the plan?2007-08-15

II. B. 1. b. Has the desultory administration project been significantly modified when you deem that ultimate year's submission to OMB?no

II. B. 1. c. If "sure," picture any tremendous alterations:(long textual content - 2500 characters)

II. B. 2. If there at present isn't any plan, will a project exist developed?

II. B. 2. a. If "sure," what's the planned completion date?

II. B. 2. b. If "no," what's the strategy for managing the dangers?(lengthy textual content - 2500 characters)

II. B. 3. in brief picture how investment dangers are reflected within the lifestyles cycle impregnate estimate and investment agenda:(long text - 2500 characters)an intensive desultory inventory and evaluation has been completed for the ITA/EAI/ESB challenge. sum edge dangers had been recognized and the likelihood of the prevalence of the risk has been decided. The enjoy an sequel on of each and every prevalence, combined with the probability of the incidence and the mitigation approach for every desultory has been incorporated into the cost and time table of this initiative. possibility is monitored on middling foundation and mitigation thoughts are deliberate and implemented as vital.

part C: can impregnate and time table efficiency (All Capital belongings)

EVM is required simplest on DME portions of investments. For mixed lifecycle investments, O&M milestones should quiet nonetheless exist protected in the table (assessment of initial Baseline and current permitted Baseline). This desk may quiet accurately mirror the milestones within the initial baseline, in addition to milestones within the existing baseline.

II. C. 1. Does the earned value administration gadget meet the criteria in ANSI/EIA typical - 748?sure

II. C. 2. Is the CV or SV stronger than 10%?no

II. C. 2. a. If "yes," turned into it the CV or SV or each ?

II. C. 2. b. If "yes," clarify the factors of the variance:(long text - 2500 characters)

II. C. 2. c. If "yes," picture the corrective movements:(long text - 2500 characters)

II. C. 3. Has the funding re-baselined sum over the previous fiscal yr?sure

II. C. three. a. If "yes," when changed into it approved by means of the agency head?2007-02-28

II. C. 4. comparison of introductory Baseline and existing accredited BaselineComplete perquisite here desk to examine exact performance towards the existing performance baseline and to the introductory performance baseline. in the existing Baseline area, for sum milestones listed, build confident to supply each the baseline and specific completion dates (e.g., "03/23/2003"/ "04/28/2004") and the baseline and exact complete fees (in $ thousands and thousands). within the suffer that a milestone is not establish in each the initial and latest baseline, leave the associated cells blank. commemorate that the 'Description of Milestone' and 'p.c complete' fields are required. witness '0' for any milestone not active. (personality obstacles: Description of Milestone - 500 characters)

  preliminary Baseline - planned Completion Date preliminary Baseline - total cost existing Baseline - deliberate Completion Date latest Baseline - precise Completion Date existing Baseline - deliberate total can charge present Baseline - precise complete can charge present Baseline Variance - agenda current Baseline Variance - can charge % comprehensive FY 2002 Devel can charge                   FY 2002 preservation                   FY 2003 Devel cost                   FY 2003 protection                   FY 2004 protection                   FY 2005 maintenance                   FY 2006 preservation                   FY 06 know-how Contingencies                   FY 2007 renovation                   FY 2008 upkeep                   FY 2009 maintenance                   FY 2010 renovation                   FY 2011 maintenance                   FY 2012 preservation                   FY 2013 upkeep                   FY 2014 maintenance                   half III: FOR "OPERATION AND renovation" INVESTMENTS best (regular-STATE)

half III should quiet exist completed simplest for investments recognized as "Operation and upkeep" (steady State) in accordance with query 6 partially I, portion A above.

part A: possibility administration (All Capital belongings)

make confident to enjoy carried out a risk assessment sum over the early planning and introductory theory section of this funding's existence-cycle, developed a risk-adjusted life-cycle can impregnate estimate and a project to eliminate, mitigate or maneuver risk, and exist actively managing possibility sum the pass through the investment's existence-cycle.

III. A. 1. Does the funding enjoy a risk management Plan?

III. A. 1. a. If "sure," what is the date of the plan?

III. A. 1. b. Has the possibility administration project been significantly modified given that final year's submission to OMB?

III. A. 1. c. If "yes," picture any colossal changes:(long textual content - 2500 characters)

III. A. 2. If there at present is no plan, will a project exist developed?

III. A. 2. a. If "yes," what's the planned completion date?

III. A. 2. b. If "no," what's the routine for managing the hazards?(lengthy text - 2500 characters)

part B: can impregnate and agenda performance (All Capital property)

III. B. 1. turned into operational evaluation conducted?

III. B. 1. a. If "yes," supply the date the analysis become completed.

III. B. 1. b. If "yes," what had been the results?(lengthy text - 2500 characters)

III. B. 1. c. If "no," please clarify why it was now not carried out and if there are any plans to behavior operational analysis sooner or later:(long text - 2500 characters)

III. B. 2. complete the following desk to compare genuine cost performance in opposition t the planned impregnate efficiency baseline. Milestones suggested may additionally comprise particular particular person scheduled preventative and predictable corrective protection actions, or may well exist the entire of planned annual operation and preservation efforts).

(character limitations: Description of Milestone - 250 Characters)

III. B. 2. a. What expenses are protected in the pronounced charge/time table efficiency guidance (govt simplest/Contractor only/both)?

III. B. 2. b. evaluation of deliberate and precise can charge

half IV: Planning For "Multi-agency Collaboration" handiest

part IV should exist achieved only for investments identified as an E-Gov initiative, an Line of business (LOB) Initiative, or a Multi-agency Collaboration effort., chosen the "Multi-agency Collaboration" option according to query 6 in portion I, portion A above. Investments identified as "Multi-company Collaboration" will comprehensive only constituents I and IV of the clarify 300.

section A: Multi-company Collaboration Oversight (All Capital assets)

Multi-company Collaborations, similar to E-Gov and LOB initiatives, should boost a joint clarify 300.

IV. A. 1. Stakeholder TableAs a joint exhibit 300, please establish the agency stakeholders. give the associate company and companion company approval date for this joint betray 300.

  Joint demonstrate approval date    

IV. A. 2. accomplice Capital assets inside this InvestmentProvide the partnering concepts you're enforcing with the participating companies and agencies. identify sum associate agency capital property aiding the gauge solution (area 300.7); Managing accomplice capital property should even exist covered during this joint clarify 300. These capital belongings should exist protected within the summary of Spending desk of half I, portion B. sum confederate agency migration investments (section 53.four) may quiet even exist protected during this desk. Funding contributions/charge-for-service transfers should quiet now not exist blanketed in this table. (accomplice agency Asset UPIs should quiet too materialize on the associate company's pomp fifty three)

  companion agency Asset namePartner company clarify 53 UPI      

IV. A. three. companion Funding techniques ($tens of millions)For collectively funded initiative actions, give within the "partner Funding innovations table": the identify(s) of companion organizations; the UPI of the companion company investments; and the accomplice company contributions for CY and by means of. please point out accomplice contribution amounts (in-form contributions should quiet even exist included in this volume) and charge-for-service amounts. (partner agency Asset UPIs should additionally materialize on the companion company's pomp 53. For non-IT price-for-carrier amounts the associate pomp fifty three UPI can exist left blank) (IT migration investments should quiet no longer exist protected during this desk)

  partner betray fifty three UPI CY Contribution CY price-for-carrier by means of Contribution by using fee-for-provider     NaN NaN NaN NaN

IV. A. 4. Did you habits an alternate options analysis for this project?

IV. A. four. a. If "sure," supply the date the analysis was accomplished?

IV. A. four. b. If "no," what's the predicted date this evaluation might exist achieved?

IV. A. four. c. If no evaluation is planned, please briefly clarify why:(medium text - 500 characters)

IV. A. 5. expend the results of your alternate options analysis to finished perquisite here desk:

  Description of choice chance Adjusted Lifecycle expenses estimate chance Adjusted Lifecycle advantages estimate     NaN NaN

IV. A. 6. Which alternative turned into selected by using the Initiative Governance system and why turned into it chosen?(lengthy textual content - 2500 characters)

IV. A. 7. What selected qualitative advantages could exist realized?(lengthy textual content - 2500 characters)

IV. A. eight. table 1. Federal Quantitative benefits ($tens of millions):What confident quantitative merits will exist realized (the usage of existing dollars)Use the results of your alternatives analysis to complete here table:

  Budgeted cost reductions can impregnate Avoidance Justification for Budgeted impregnate savings Justification for can impregnate Avoidance   NaN NaN    

IV. A. 9. Will the selected alternative substitute a legacy system in-half or in-whole?

IV. A. 9. a. If "sure," are the migration fees associated with the migration to the selected option covered during this investment, the legacy funding, or in a separate migration funding?

IV. A. 9. b. desk 1. If "yes," please deliver perquisite here information:

  UPI if available Date of the device Retirement       area B: desultory administration (All Capital assets)

make confident you enjoy carried out a risk assessment sum over the early planning and initial conception aspect of this funding's life-cycle, developed a risk-adjusted existence-cycle cost estimate and a project to eliminate, mitigate or control chance, and exist actively managing risk sum through the investment's existence-cycle.

IV. B. 1. Does the investment enjoy a desultory administration Plan?

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

IV. B. 1. b. Has the risk administration project been drastically changed because terminal year's submission to OMB?

IV. B. 1. c. If "yes," picture any gigantic alterations:(lengthy text - 2500 characters)

IV. B. 2. If there at the minute is not any plan, will a project exist developed?

IV. B. 2. a. If "yes," what is the planned completion date?

IV. B. 2. b. If "no," what's the routine for managing the dangers?(long text - 2500 characters)

part C: cost and schedule efficiency (All Capital belongings)

be confident to additionally periodically exist measuring the efficiency of operational assets in opposition t the baseline contingent perquisite through the planning or replete acquisition section (i.e., operational evaluation), and exist correctly working and retaining the asset to maximise its useful life. Operational analysis may additionally identify the should redecorate or adjust an asset through deciding upon prior to now undetected faults in design, development, or installation/integration, highlighting no matter if actual operation and upkeep fees fluctuate vastly from budgeted expenses, or documenting that the asset is failing to meet program necessities.

EVM is required handiest on DME portions of investments. For blended lifecycle investments, O&M milestones should nonetheless exist covered in the table (evaluation of initial Baseline and latest approved Baseline). This table should precisely replicate the milestones within the introductory baseline, in addition to milestones within the latest baseline.

answer the following questions in regards to the popularity of this investment. consist of counsel on sum applicable capital belongings helping this funding apart from property by which the efficiency suggestions is stated in a separate pomp 300.

IV. C. 1. Are you using EVM to manage this funding?

IV. C. 1. a. If "sure," does the earned value management paraphernalia meet the criteria in ANSI/EIA middling - 748?

IV. C. 1. b. If "no," clarify plans to implement EVM:(long textual content - 2500 characters)

IV. C. 1. c. If "N/A," please provide date operational analysis became conducted and a short summary of the consequences?(lengthy textual content - 2500 characters)

IV. C. 2. Is the CV% or SV% improved than ± 10%? (CV% = CV/EV x one hundred; SV% = SV/PV x one hundred)no longer applicable for capital belongings with most efficient O&M.

IV. C. 2. a. If "yes," became it the CV or SV or each ?

IV. C. 2. b. If "yes," clarify the causes of the variance:(long textual content - 2500 characters)

IV. C. 2. c. If "yes," picture the corrective actions:(long text - 2500 characters)

IV. C. 3. Has the funding re-baselined perquisite through the previous fiscal 12 months?relevant to sum capital assets

IV. C. three. a. If "sure," when changed into it permitted by the agency head?applicable to sum capital property

IV. C. four. comparison of initial Baseline and latest permitted BaselineComplete the following desk to examine specific performance in opposition t the existing performance baseline and to the introductory efficiency baseline. within the current Baseline area, for sum milestones listed, bethink to give each the baseline and specific completion dates (e.g., "03/23/2003"/ "04/28/2004") and the baseline and exact complete fees (in $ thousands and thousands). in the adventure that a milestone isn't establish in both the initial and present baseline, leave the linked cells clean. note that the 'Description of Milestone' and '% comprehensive' fields are required. point out '0' for any milestone not lively.

Return to OMB exhibit 300 web page

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Interwoven TeamSite 6.5 Technical Consultant

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Configure at will! Allstate improves agent access | existent questions and Pass4sure dumps


Configure at will! Allstate improves agent access
  • By Jack Vaughan
  • 03/28/2003
  • ADT's 2003 Innovator Awards

    Application Engineering Winner

    Built by Allstate pecuniary Technology, Allstate Technical Shared Services, Allstate pecuniary business zone groups and a little cadre of consultant partners, the winning application engineering app seeks to give sphere agents access to key transactions and useful pecuniary literature. It serves as a worthy case of how rigorous project processes can reduce risk while embracing novel technology paradigms.

    And, yes, it uses Web services.

    Front row: Gregory Miller, John Kastning, Bob Niedzwiecki, Joe Tomalavage, Ken Kushman

    Second row: Brian O’Sullivan, Lisa Flanary, Kelly Dickinson

    Third row: Brenda Wiest, Jayanthi Krishnan, Pat Coffey

    Back row: Cathleen Halliburton, Beverly Edwards provides Allstate's business partners with powerful novel information access. They expend the Web to interact with the larger system. The goal is to drive profitable growth for the company and meet customers' ongoing pecuniary needs. The novel system, which integrates several established systems, improves upon solutions that required the company's network of ''producers'' to muster a service seat to complete a transaction. It is open for business 24 hours a day.

    Along the way, the Allstate teams used Microsoft's novel .NET Framework, and related tools and servers, including Visual Studio .NET, Visual C# .NET, Source Safe, SQL Server, Sharepoint, Project 2000 and Biztalk Server 2000. As they talked with the Allstate team, the word was that the system was ready to interface with five different legacy systems.

    An Interwoven TeamSite Content Management system was utilized (there are at least 3,000 'pieces of content' in this site), as well as IBM's WebSphere app server and various Mercury Interactive test tools.

    As significant as runtimes and tools may be, the significant portion of this fable may exist in the process applied to achieve the solution. How did they win there?

    The answer: With a just degree of rigor. There were four project managers on the task, said Robert Niedzwiecki, project manager, Allstate.

    ''We established a project office, and out of the office on a weekly basis they produced a dashboard that they could expend to communicate status. During test, they established some metrics that broke down the functionality of the Web site into about four dozen features,'' he said.

    This allowed Niedzwiecki and crew to measure progress during the attribute assurance (QA) aspect to determine when the system was ready to launch.

    There were about 16,000 test conditions to track, added Brenda Wiest, QA manager.

    Because it was moving into the infant realm of .NET Web services, Allstate was prepared to toil with outsiders. The company set time and money aside for training, something that some shops try to forgo these days, as they instead forward developers to the bookstore to espy what can exist gleaned from the available literature. Allstate worked with Microsoft and other consulting partners to gain Web services know-how. But a deliberate portion of that exertion was dedicated to ensuring that scholarship was effectively transferred to Allstate developers.

    This mitigated the risk of using novel technology. ''We bolstered their team with condense experts [versed] with the technology required. They toil side by side,'' said Niedzwiecki, ''to bring the expertise in-house.''

    While the choices made in technology were largely in the Microsoft camp, the team managers decided to proceed with WebSphere for the interface for one legacy system. ''It had an API we'd done, and they decided they would expend the existing one rather than rebuild it,'' explained Niedzwiecki.

    An significant project step was to ''nail down the system in terms of the software and hardware configurations,'' he added. Such rigor, admitted Niedzwiecki, was more prevalent in earlier computing eras, and was quite hard to find during the client/server and early Web computing eras.

    Both of Niedzwiecki's and Wiest's experiences included mainframe environments. ''We were used to the rigor of mainframe environments, and it is actual that the discipline or the controls -- once you migrate to other platforms -- isn't there,'' they said.

    ''One of the key moments of this project was when they configured the hardware in the production environment and saw a tremendous multiply in the stability of the environment,'' said Niedzwiecki. ''That was because they controlled the rights to change configurations of hardware or software components. Their success has hinged on us controlling the environment.''

    Application profile


    Purpose: was developed to provide Allstate's producers with the most up-to-date information, products and services while simplifying and expediting service to their customers.

    Benefits: Improved graphics and content, leverage of Allstate branding, recognition of users while visiting the site.

    Tools: Microsoft Visual Studio .NET, Visual C# .NET, Source Safe, SQL Server, Sharepoint, Project 2000, Biztalk Server 2000, Interwoven TeamSite, IBM WebSphere and Mercury Interactive test tools

    Development team: Pat Coffey, Kelly Dickinson, Beverly Edwards, Lisa Flanary, Cathleen Halliburton, John Kastning, Renee Konczal, Jayanthi Krishnan, Ken Kushman, Greg Miller, Bob Niedzwiecki, Brian O'Sullivan, Joe Tomalavage and Brenda Wiest

    Keane Report's innovation lies in its approach and its technology. Allstate achieved significant gains by combining innovative expend of the Microsoft Visual Studio .NET development environment with an iterative development approach that allowed core components of the Web site created in early iterations to validate and build out the technical architecture. Additional technology employed in the project included MS SQL Server 2000, IBM WebSphere, MS Biztalk Server 2000 and Mercury Interactive's suite of testing tools.

    The novel Allstate Web site launched as a result of the project provided a wide gain of benefits shared across the entire Allstate stakeholder spectrum through features such as the leveraging of Allstate branding, personalization, sole sign-on and content management capabilities.

    Allstate identified its major zone of challenge and risk to exist the technology. To achieve success with their commitment to Microsoft's .NET framework and the implement suite supporting .NET, Allstate partnered with Microsoft while sharing the best practices erudite with the Allstate design and development teams.

    Team Leader: Jack Fuchs, Manager, Architecture Services, Keane Inc.


    Click here to read about the finalist in this category, ''Best practices rule at Weston'', or click here to proceed to the Innovator Awards home page.

    About the Author

    Jack Vaughan is former Editor-at-Large at Application development Trends magazine.

    Get Your Content Under Control! | existent questions and Pass4sure dumps

    Get Your Content Under Control!

    The soar in e-business makes it more significant than ever to win a grip on your Web-based information assets. novel tools can assist you manage your Web content.

  • By Clara Parkes
  • 09/01/2001
  • Conducting business over the Web is a content-heavy proposition. Whether you're selling directly to customers or working through resellers, Value Added Resellers (VARs) or b-to-b partners, sum your pertinent business and product information needs to exist easily available.

    Moving huge volumes of paper-based information to the Web, and then keeping this information up to date, is a constant business challenge.

    Previous Solutions Early on, most companies migrated their content to the Web using homegrown solutions. As businesses grew and the demands on this data grew more complex, maintaining control over this crucial information became impossible, especially at larger companies.

    Many organizations established a central group of HTML "jockeys" who developed, converted and maintained the company's Web content. But again, as the organizations grew, these Web groups quickly became overwhelmed by volume. As a result, companies faced a toil backlog, stale data and the introduction of errors into significant business information.

    The other solution was to delegate the Web content tasks among workgroups, giving them each a homegrown implement to maintain Web data. Without any centralized management in place, however, most of these companies soon discovered that their data was incompatible and that it was impossible to know exactly what was being represented at any specific time. In cases where a consistent site navigation and look-and-feel were central to business success, semi-autonomous workgroups quickly collided.

    This problem has impacted corporate intranets for years. But used employee handbooks, extinct links and incompatible workgroup procedural documentation didn't present enough of a business problem to warrant any significant pecuniary outlay to fix.

    Today, however, these Web content problems pose a threat to successful e-business operations. Companies are investing heavily in systems that will assist them gain control over their Web assets, allowing for decentralized content creation, and centralized content management and workflow, as well as tracking and versioning capabilities. These systems build up a rapidly growing market segment called content management.

    Content Management in Action: Who's Doing What

    CustomerSystemUnderlying Technology

    American Airlineswww.aa.comBroadVision

    BellSouthWeb-based condense management system to streamline e-business transactionsDocumentum

    BMC SoftwareWeb-based customer back systemDocumentum

    Harrah's Entertainment Inc.www.harrahs.comInterwoven TeamSite and IBM WebSphere

    IBMPartnerWorld, PartnerWorld for Developers, developerWorks and AlphaWorks Web sitesVignette

    State of and Interwoven TeamSite

    The Arizona Republic (daily newspaper)www.azrepublic.comOpen Market


    What's Content Management? The term "content" has been reinvented as a high-level umbrella word that covers sum of a company's information assets—not just text but too tables, images, videos, databases and application code itself. Although content management primarily refers to Web-based material, it is quickly expanding to encompass sum enterprise content, Web-based and otherwise.

    The Players The content management market is already populated with vendors, most of whom came to content management as a analytic extension of their existing products. E-commerce technology vendors saw a analytic felicitous and incorporated content management technology into their existing product offerings. The biggest vendors in this market are Open Market Inc., which acquired its content management technology from FutureTense Inc.; and BroadVision Inc., which acquired its content management technology from Interleaf Inc.

    Traditional document management vendors enjoy enhanced their core product offerings to provide better back for Web content. Examples comprise Documentum Inc. and FileNET Corp.

    Small niche players provide specific solutions within a larger content management framework. For example, IntraNet Solutions Inc. focuses exclusively on intranet and extranet development.

    And finally, entirely novel companies enjoy formed with the sole purpose of providing complete Web content management solutions. Such companies comprise Vignette Corp. and Interwoven Inc.

    More mainstream vendors enjoy too given content management their seal of approval. Microsoft Corp. entered the fray in May with its acquisition of Windows-based content management vendor NCompass Labs Inc. And IBM Corp. resells Interwoven TeamSite under the TeamExpress name.

    Is Content Management in Your Future?

    How execute you know if a content management system is preempt for your business? Here are some questions to ask.

  • How significant is your Web site to your company's competence to attract and win business?
  • Does your Web site contain inaccurate, stale or incompatible information?
  • How much time does it buy to win content onto your Web site, and how many people are involved? build a map of your information tide process from creation to publication.
  • How many stops are there along the pass from creation to publication? Content management workflows can assist track and promote the processes of managing information.
  • How many people currently can modify and publish content to your Web site? Where are they located?
  • —C.P.

    Key Ingredients No sole content management system can execute it all. The market is quiet so novel that vendors are quickly trying to fill in the blanks. In an exemplar scenario, however, content management systems should let you execute the following:

    Centralized Management. tough content management tools back decentralized content creation while allowing for centralized management of this content. They execute this through the expend of templates, which provide form-like interfaces for non-technical users to enter data. Templates eliminate the exigency for HTML expertise while helping ensure that data has a consistent watch and feel across the entire organization.

    Templates too split content into two separate faces: entry templates and presentation templates. This allows your staff to change the watch and feel of your Web site without needing to palpate any of your actual data.

    Automate Workflow. Automating a company's workflow process is one of the biggest promises of content management. But it can too exist one of the most challenging aspects of any implementation.

    Before programming a workflow, you exigency to specify the organizational process. And in most organizations, there's a magnificient incompatibility between how things should exist done and how they actually are done.

    If your processes and procedures are already clearly defined and followed, you'll enjoy no problem. But if procedures are vague and rarely followed, or if workgroups operate on hidden agendas and frequently bypass others in the organization, then you'll mug an uphill battle.

    Version Control and Tracking. These are significant features for companies whose workflows require multiple stages of review and approvals. They build it light to locate bottlenecks and determine where errors were introduced into the data.

    Version control is too a crucial legal tool, enabling companies to re-create their Web information as it was presented at any specific date and time. This snapshot can span from specific files to entire Web sites.

    Smart Repository. Content management systems amass data from diverse sources and store it in a central repository. The repository must back multiple data types, not just simple text.

    Many novel systems try to automate the addition of metadata, which makes it significantly easier to organize, manage and maneuver the data in this repository. With attribute metadata, organizations can personalize the mug they achieve on their information without needing to change any of the underlying data.

    Easy Distribution. Finally, content management systems enable the light distribution and tracking of Web-based information assets. This includes publishing by approved parties via simple, user-friendly interfaces. It too includes the competence to distribute data through multiple channels, including wireless devices.

    Here's where adherence to standards becomes important. Many content management systems back XML, which makes it easier to exchange content objects among diverse business partners.

    Things Aren't Coming Up Roses ... Yet As with any novel technology, few products meet sum these requirements. So exist willing to prioritize your needs and build sacrifices.

    Price is too an issue. Most large-scale content management systems are as costly and difficult to implement as full-blown Enterprise Resource Planning (ERP) systems. In a recent Forrester Research report, 40 percent of the companies interviewed spent more than $500,000 just getting started on their content management projects.

    These costs aren't always immediately obvious to the customer, either. Vendors often pitch a system for one price, only to betray that the system must exist implemented by the vendor's consulting staff. Many content management vendors too present limited-time licenses for their systems. If it takes five or six months to build the system and roll it out across your company, these numbers can add up quickly.

    Moreover, the immaturity of the market makes it difficult to obtain solid product support. Many vendors bought their content management components from other companies and are quiet learning about the technology themselves.

    Fortunately, there are several lively content management newsgroups where you can bypass vendors and talk directly with the customers implementing these systems. One of the largest, most lively groups is located at

    Still in Diapers: A Case in Point In an exertion to gain the market quickly, many vendors are shipping products that haven't been sufficiently tested or documented. Early adopters often quit up using software that isn't fully mature.

    Portland, Maine-based interactive agency VIA establish itself in exactly this situation. VIA was brought in to redesign the Web site for a global electronics components provider. The site included over 10,000 pages of product data, as well as innumerable scripts calling to disparate databases.

    After conducting interviews and performing gap analysis, the determination was made to expend Documentum's WebPublish. "Documentum started in a tough position over the competition," explains Engineering Team Lead Jason Chase. "Our client was already using the implement for document management, so the WebPublish add-on let them expend their existing systems to manage Web content. Also, because they were already licensed for the eContent server, the licensing fee was much less than other systems."

    Documentum's WebPublish applet was only a few months used when Chase and his team got their hands on it. They soon encountered problems. Chase recalls, "We discovered this was a more knotty implementation than had been done with this product, so they worked with Documentum to create extensions to build it toil for this application."

    To overcome these problems, Chase and his team created static HTML pages for the most knotty and least replicated data types on the site, simplified the specification for the templated pages wherever possible and created a content entry lab with workstations that met the specific requirements of the applet.

    In that regard, VIA's suffer with Documentum's WebPublisher system was not different from other major software deployments. "There is no such thing as off-the-shelf, plug-and-play simple in a knotty business environment," offers Chase. "But if you know what you're getting into, and enjoy the perquisite tools, you'll quit up in the perquisite place, as they did on this project."

    Chase's advise to others is simple: "Decisions about e-business platforms require the very due diligence as traditional enterprise software. As they learned, it is absolutely critical to achieve a major novel system—even one from a known vendor—through some kindly of real-world emulation."

    Content Management System Evaluation Criteria

    Here are some suggestions on evaluating a content management system.

  • Be transparent about your priorities, because no sole product does everything well. For example, execute you exigency the workflow most? The centralized publishing? Or execute you exigency a implement that excels in a specific operating environment?
  • How novel is the product? Did the vendor build it in-house or acquire the technology elsewhere? Beware that back may exist more difficult for acquired or outsourced products.
  • Can you implement the system in-house, or execute you exigency to hire the vendor's consultants?
  • If you can implement it in-house, what skill set will you need? execute you enjoy the staff to maneuver this? Vendors can exist vague about this, so try to talk directly with customers who already enjoy implemented the system.
  • If you choose to expend templates as the client front end, how customizable are they? This can exist very problematic. Although most content management systems ship with out-of-the-box templates, companies quiet exigency to tweak templates to back their specific requirements.
  • Most content management systems let you bypass the templates and expend gauge HTML editing tools. Which tools, and which versions of these tools, does the vendor support?
  • Consider the data you'll exist importing into the system. Is it in HTML? If so, exist confident to check how the product handles the copying of HTML entities. If your data is quiet in Microsoft Word documents, build confident the product can back simple copy and paste operations. For example, VIA discovered that Documentum's WebPublish had problems pasting the common trademark attribute from Word documents.
  • Think realistically about the number of users who will exigency to access the system at any specific time. How well does it scale?
  • What is the optimum operating environment for this system? As much as possible, try to nail down the vendor on specific details. This includes browsers, operating systems and remembrance requirements.
  • Finally, but most significant over the long run, don't forget the obvious: How light is it to use? Interview the technical staff that implemented the product. too exist confident to schedule ample time to talk with the quit users who actually enter data into the system.
  • —C.P.

    Future Directions As companies exchange their information with more diverse business partners, hope to espy improved back for common standards. In particular, watch for a heavier reliance on XML to enable easier content sharing. Personalizing and customizing data for specific customer sets will too continue to exist important, especially in the wireless market.

    Software is designed for web content management. | existent questions and Pass4sure dumps

    Press Release Summary:

    Reducing dependency of content managers on core IT resources, TeamSite v6.7 enables non-technical business personnel to manage multiple initiatives and multiple sites. It supports Solaris 10 OS, reducing total cost of ownership. back for multi-site and multi-channel initiatives enables companies to enhance management, contribution, and cross-channel delivery processes, and to achieve responsiveness, efficiency, and accuracy throughout entire global marketing ecosystem.

    Original Press Release: New Enhancements to Interwoven TeamSite Further Extend Interwoven Customer suffer Solution

    New Capabilities Enable Enterprises to Enhance attribute and Consistency Across Channels, Accelerate Time-to-Market

    SUNNYVALE, Calif., May 11 / -- Interwoven, Inc. (NASDAQ:IWOV), provider of Enterprise Content Management (ECM) solutions for business, today announced enhancements to Interwoven TeamSite for web content management making it simpler for non-technical personnel to execute, manage, and control knotty projects that span multiple websites and multiple delivery channels. By providing timely, relevant persuasive content through accelerated administration and contribution, attribute control, and cross-channel integration, Interwoven is helping companies improve customer satisfaction and deliver an optimal customer suffer across global markets.

    As today's companies toil to integrate online and offline channels, and to provide novel types of Web venues (such as intranets, extranets, customer impregnate portals, special-purpose microsites, and globalized sites), processes for content creation and publishing are becoming increasingly knotty and palpate virtually every business operation throughout the enterprise. This evolution has driven the exigency for centrally controlled management of these processes, including the competence to delegate administration to those closest to the business.

    The latest version of TeamSite, TeamSite 6.7, plays a central role in the Interwoven Customer suffer Solution, which makes it possible to transform the highly complex, disordered information processes now commonly in Place in businesses today into a standardized, globalized ecosystem for the efficient delivery of a relevant, accurate customer suffer across sum touchpoints, geographies, and stages in the customer lifecycle. The novel release further extends the capabilities and benefits of the solution through several key enhancements:

    o Enhanced administration features enable non-technical business personnel to more easily manage multiple initiatives and multiple sites. By allowing managers to delegate administration and contribution to the most relevant front-line businesspeople, reducing the dependency of content managers on core IT resources, companies can quicken the delivery of customer-facing content while increasing its accuracy and relevance. Further improvements in usability assist business personnel toil more productively throughout the content creation and publishing process,

    o back for the Solaris 10 operating system supports open standards to reduce total cost of ownership and multiply ROI from customer suffer management and other processes,

    o Enhanced APIs for SOA Web services enable deeper and richer integrations with customer suffer systems and other applications, and

    o Enhanced back for multi-site and multi-channel initiatives build it possible for companies to optimize their management, contribution, and cross-channel delivery processes, and to achieve greater responsiveness, efficiency, and accuracy throughout their entire global marketing ecosystem.

    "There is an increasing claim for robust, scaleable, open and user-friendly software solutions to automate customer suffer management for global enterprises," said Mike Maziarka, Director of InfoTrends, the leading worldwide market research and strategic consulting firm for the digital imaging and document solutions industry. "The novel version of TeamSite reinforces Interwoven's energy in providing business professionals with the perquisite tools to rapidly and cost-effectively publish dynamic, business Web sites while ensuring brand consistency across sum Web and application palpate points."

    "Interwoven continues to deliver on its pledge to assist enterprises improve their customer suffer on a worldwide basis," said Interwoven CMO Bill Seawick. "The latest release of TeamSite gives their customers even more control over their brands and the processes used to deliver consistent experiences across channels and geographies. By enabling managers to delegate administration and contribution to the most relevant front-line businesspeople, the solution helps companies improve the responsiveness and efficiency of their marketing operations."

    Interwoven TeamSite 6.7 is available now for immediate distribution. More information can exist establish at

    About Interwoven

    Interwoven, Inc., provider of Enterprise Content Management solutions for business, enables organizations to unify people, content and processes to minimize business risk, accelerate time-to-value and sustain lower total cost of ownership. Interwoven delivers deep industry-specific solutions, which reduce business process cycle time from initial collaboration through design, production, sales, marketing, legal review, IT and service. Interwoven leads the industry with a service-oriented architecture today and easy-to-use, best-in-class components and solutions. Today, nearly 3,400 enterprises, law firms, and professional services organizations worldwide are Interwoven customers including BT, Ford, Freshfields Bruckhaus Deringer, common Motors, Jones Day, Motorola and Yamaha. Interwoven is headquartered in Sunnyvale, Calif., with offices around the world. For more information visit

    Source: Interwoven, Inc.

    Web site:

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