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show 300 FY2009 | Real Questions and Pass4sure dumps

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

in part I, complete Sections A, B, C, and D for all 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 be achieved for all 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 task (investment) Identifier:For IT investment only, see section fifty three. For all different, use company id gadget.018-forty five-01-06-01-1120-00

I. A. 6. What kind of investment will this be in FY2009?Please note: Investments moving to O&M in FY2009, with Planning/Acquisition actions in advance of FY2009 should now not select O&M. These investments may still indicate their existing fame.mixed existence Cycle

I. A. 7. What became the first price range 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 part 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 help of the enterprise approach. The ITA and EAI task 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 distinct functions are capable of utilize. considering that 2001, the ITA and EAI/ESB initiative have supplied annual cost discounts to the enterprise and delivered an increase in performance for FSA purposes. charge savings are realized via many benefits. The set-up time for applications is minimized because the ITA/EAI/ESB leverages present discipline count number abilities and relationships to expedite constructing out of new environments. software teams cut back building time and effort because ITA/EAI/ESB give common shared services and add-ons, which reduces the amount of custom code application teams need 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 charge 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 new 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 support using shared services.

I. A. 9. Did the agency's govt/funding Committee approve 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 include digital belongings (including computers)?yes

I. A. 12. b. is this investment for brand spanking new 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 help 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 be 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 all that practice:accelerated E-government

I. A. 13. b. in brief and specially describe 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 all students and oldsters. charge mark downs are and will be realized as working costs are decreased and communications between the Federal pupil support and public are more well timed. in addition, citizens will enjoy 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 tool (half)? (For extra advice concerning the half, talk over with

I. A. 14. a. If "yes," does this investment tackle a weakness discovered during the part 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 part ranking did it acquire?

I. A. 15. is that this investment for advice 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 high complexity and/or risk which are important to the mission of the firm. Examples: tasks which are part of a portfolio of initiatives/programs that influence every other and/or have an impact on mission actions. department-extensive projects that have an effect 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 have high complexity, and/or possibility, and have government-wide influence. Examples: executive-vast initiative (E-GOV, President's administration Agenda). excessive 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) task 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 task 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 high chance 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 part fifty two(lengthy text - 2500 characters)

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

I. A. 21. If this assignment produces suggestions dissemination products for the general 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 responsible 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 be 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 high chance Areas?query 24 have to be answered by way of all 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 right here desk. All quantities characterize budget authority in thousands and thousands, and are rounded to three decimal places. Federal personnel fees should still be covered handiest in the row certain "executive FTE charge," and may be excluded from the amounts shown for "Planning," "Full Acquisition," and "Operation/maintenance." The "complete" estimated annual charge of the investment is the sum of prices for "Planning," "Full Acquisition," and "Operation/protection." For Federal buildings and facilities, life-cycle charges may still encompass future power, environmental, decommissioning, and/or restoration fees. The costs linked to the complete lifestyles-cycle of the investment should still be covered during this aware: For the cross-agency investments, this table should consist of all funding (both managing and accomplice corporations).govt FTE costs should still no longer be blanketed as part of the full 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 explain those changes.(lengthy textual content - 2500 characters)

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

I. C. 1. comprehensive the table for all (together with all non-Federal) contracts and/or project orders presently in vicinity or deliberate for this funding. total value should encompass all alternative years for each and every contract. Contracts and/or assignment orders achieved don't should be included.SIS - Share in services contract; ESPC - energy discount rates performance contract ; united states - Utility energy effectivity provider contract; EUL - more suitable use lease contract; N/A - no choice financing used.(character limitations: Contract or task 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 contract 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, choice financing choice is getting used? Is EVM within the contract? Does the contract consist of the necessary security & privateness clauses? name of CO CO Contact advice (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 contract requirement for any of the contracts or assignment orders above, clarify why:(long text - 2500 characters)

I. C. 3. Do the contracts be sure part 508 compliance?

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

I. C. 4. Is there an acquisition plan 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 plan be 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 way to successfully handle this area of the exhibit 300, performance desires need to be provided for the agency and be 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 be provided. These dreams need to map to the hole 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 citizen participation via 300 p.c a year to obtain an overall citizen participation price of 75 p.c by using FY 2xxx, and many others.). The goals need to be certainly measurable investment effects, and if relevant, funding outputs. They do not include the completion date of the module, milestones, or investment, or general dreams, comparable to, big, better, more advantageous that should not have a quantitative measure.

I. D. 1. desk 1. efficiency assistance TableIn order to effectively handle this area of the display 300, efficiency goals need to be offered for the agency and be linked to the annual performance plan. The funding must talk about the company's mission and strategic dreams, and efficiency measures (indications) have to be provided. These goals need 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 citizen participation by 300 % a yr to obtain an normal citizen participation cost of 75 % by way of FY 2xxx, and so on.). The goals must be 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 have a quantitative measure.

corporations need to use here table to report efficiency goals and measures for the essential funding and use the Federal enterprise architecture (FEA) performance Reference model (PRM). Map all dimension indicators to the corresponding "dimension area" and "measurement Grouping" recognized within the PRM. There should still be as a minimum one measurement Indicator for every of the 4 distinct dimension Areas (for each fiscal yr). The PRM is available at The desk can be 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 trouble 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 help 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 support requests (in minutes). 240 one hundred twenty three 2006 purpose three purpose 2: deliver federal pupil support 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 trouble and efficiently. tactics and activities efficiency effectivity: deliver development and trying out atmosphere construct help to utility groups (in company days). 10 6 1.52006 intention 3 purpose 2: bring federal scholar support 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 help to students and oldsters quite simply and successfully. client outcomes Response Time Response Time: regular preliminary response time for customer requests for ITA/EAI-linked creation assist requests (in minutes). 240 90 four 2007 goal three aim 2: bring federal scholar support to college students and fogeys with no trouble 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 difficulty 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 help 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 be gathered end of FY08 2008 goal three objective 2: convey federal pupil help to students and fogeys comfortably and correctly. client outcomes Response Time Response Time: general initial response time for consumer requests for ITA/EAI-connected creation support requests (in minutes). 240 60 suggestions could be gathered end of FY08 2008 aim three aim 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 be gathered conclusion of FY08 2008 aim 3 goal 2: deliver federal student help 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 be gathered conclusion of FY08 2009 aim 3 aim 2: convey federal pupil help 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 be 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: standard preliminary response time for client requests for ITA/EAI-related creation help requests (in minutes). 240 55 tips will be gathered end of FY09 2009 intention 3 purpose 2: carry federal student support to college students and parents without difficulty and effectively. eraAvailability Availability: percentage of time that structure is obtainable, apart from scheduled downtime. 98% ninety nine% guidance can be gathered end 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 support to software groups (in enterprise days). 10 three.fivecounsel may be 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 be gathered end of FY10 2010 goal three aim 2: convey federal student support to students and fogeys with no trouble and successfully. consumer outcomes Response Time Response Time: typical preliminary response time for customer requests for ITA/EAI-linked creation assist requests (in minutes). 240 50 guidance should be gathered end of FY10 2010 purpose 3 goal 2: deliver federal student assist to students and fogeys with no trouble and effectively. eraAvailability Availability: percent of time that structure is available, except scheduled downtime. ninety eight% ninety nine% advice can be gathered end 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 be 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 be gathered conclusion of FY11 2011 purpose 3 goal 2: convey federal pupil support 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 be gathered end 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 be gathered end 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 help to utility groups (in business days). 10 3.2 tips should be gathered end of FY11 2012 purpose 3 aim 2: carry federal scholar help 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 be 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: general preliminary response time for customer requests for ITA/EAI-related production support requests (in minutes). 240 forty five assistance can be gathered end of FY12 2012 goal 3 purpose 2: bring federal scholar help 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 be gathered end of FY12 2012 purpose 3 objective 2: carry federal pupil support 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 be gathered end of FY12 area E: protection and privateness (IT Capital property most effective)

in an effort to successfully tackle this area of the business case, each and every question beneath need to be 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 still healthy the systems on the privateness desk below. programs on the Operational security table have to be included on your agency FISMA gadget inventory and should be quite simply referenced within the inventory (i.e., should use the equal identify or identifier).

For present blended-lifestyles Cycle investments where enhancement, development, and/or modernization is deliberate, include the investment in each the "programs in Planning" desk (table 3) and the "Operational methods" table (desk four). systems which are already operational, however have enhancement, development, and/or modernization pastime, should be covered in each table three and desk four. desk 3 should reflect the deliberate date for the equipment changes to be finished and operational, and the deliberate date for the associated C&A update. table four may still replicate the current reputation of the necessities listed. in this context, guidance contained within table three may still 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 be recognized within the privateness table. The list of programs within the "name of system" column of the privacy desk (desk 8) should still 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 also now not be 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 be listed in column (d) of the privateness desk more than once (for each system covered with the aid of the PIA).

I. E. 1. Have 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 part of the normal possibility management effort for each and every gadget supporting or a part 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 opportunity for free text reason why a working hyperlink is not provided. for instance, a SORN could be required for the equipment, but the equipment is not yet operational. during this circumstance, reply "sure" for column (e) and in the narrative in column (f), explain that since the system isn't operational the SORN is not yet required to be 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 plan confirmed.                

I. E. 5. Have any weaknesses related to any of the techniques a part of or assisting this investment been recognized by way of the company or IG?

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

I. E. 6. point out even if an increase 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 weak 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 sure to (c), provide the link(s) to the publicly posted PIA(s) with which this equipment 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 sure 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 be offered to specific documents not established privateness websites.

  (b) is this a new gadget? (Y/N) (c) Is there a privacy affect assessment (PIA) that covers this device? (Y/N) (d) web link or clarification (e) Is a device of data observe (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 plan 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 make sure 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 explain 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 method supplied in the agency's most contemporary 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 phase structure?yes

I. F. 3. a. If "sure," deliver the identify of the phase 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 seek advice from

a. Use 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 part 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 interesting 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 part supplied with the aid of one other agency in an extra branch. a superb example 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 part 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 new and legacy techniques in support of FSA modernization aims. construction and Integration enterprise application Integration     No Reuse 50 FSA web purposes The FSA web applications provide all 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 answer that helps address key company issues across both legacy and new 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 support applications. development and Integration NEW     No Reuse 50

I. F. 5. table 1. Technical Reference model (TRM) desk:To show 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 still be 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 / Single 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 still be completed best for investments identified as "Planning" or "Full Acquisition," or "mixed existence-Cycle" investments in response to question 6 in part I, area A above

section A: options evaluation (All Capital belongings)

In deciding upon the greatest capital asset, you should determine and accept as true with as a minimum three doable options, moreover the present baseline, i.e., the repute quo. Use OMB circular A-ninety four for all investments and the Clinger Cohen Act of 1996 for IT investments to check the criteria make sure to use 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 be accomplished?

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

II. A. 2. Use 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 charge Estimate possibility Lifecycle benefits Estimate Baseline ? mounted-rate Single Contract ( reputation Quo ) at present ITA/EAI is awarded to a small company contractor proposing a robust infrastructure with 24/7 availabililty.     multiple Contracts This option will distribute the work among a couple of contracts the place every contract will supply distinctive units of support 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 Single agreementThis option is to deliver all inclusive ITA/EAI support services below a single time and fabric contract performed by a single 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 be realized?(long textual content - 2500 characters)here qualitative merits may be realized: 1. the only Contract alternative drastically reduces the variety of individuals who ought to grasp and maintain incredibly really good potential. The ITA/EAI team provides area count experts for over 15 products and applied sciences, and features are shared among utility teams. A Single Contract mannequin requires most effective 15 elements, in comparison to a optimum of a hundred sixty five components that could be required to aid ITA and EAI items using a decentralized approach. 2. Aligning services and guide beneath a fixed-rate Single Contract choice reduces the time and effort via at the least 20% to coordinate product upgrades in a centralized support structure, compared to the time and energy required to coordinate enhancements in dissimilar ITA and EAI environments, supported by distinctive contractors. the use 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 Single Contract alternative, important responsibilities are assigned to a single 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 get to the bottom of problems. The standard production challenge under the first choice takes under one week to unravel. in the past using the decentralized approach, complications took over a month to resolve. This option also 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 difficulty 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 contract constitution to manage and manage. additionally, aligning services and assist under one contract makes it possible for the government to document, video display, and supply consistent performance measurements/metrics using a single 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 choice 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 sure to have carried out a chance assessment right through the early planning and initial thought phase of this funding's lifestyles-cycle, developed a risk-adjusted lifestyles-cycle cost estimate and a plan to eliminate, mitigate or control chance, and be actively managing risk during the investment's life-cycle.

II. B. 1. Does the investment have 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 chance administration Plan been significantly modified when you consider that ultimate year's submission to OMB?no

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

II. B. 2. If there at present isn't any plan, will a plan be 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 describe how investment dangers are reflected within the lifestyles cycle charge estimate and investment agenda:(long text - 2500 characters)an intensive chance inventory and evaluation has been completed for the ITA/EAI/ESB challenge. All advantage dangers had been recognized and the likelihood of the prevalence of the risk has been decided. The have an effect on of each and every prevalence, combined with the probability of the incidence and the mitigation approach for every chance has been incorporated into the cost and time table of this initiative. possibility is monitored on average foundation and mitigation thoughts are deliberate and implemented as vital.

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

EVM is required simplest on DME portions of investments. For mixed lifecycle investments, O&M milestones should still nonetheless be protected in the table (assessment of initial Baseline and current permitted Baseline). This desk may still 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," explain the factors of the variance:(long text - 2500 characters)

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

II. C. 3. Has the funding re-baselined all 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 preliminary Baseline and existing accredited BaselineComplete right here desk to examine exact performance towards the existing performance baseline and to the preliminary performance baseline. in the existing Baseline area, for all milestones listed, make sure 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 experience that a milestone is not found in each the initial and latest baseline, leave the associated cells blank. observe that the 'Description of Milestone' and 'p.c complete' fields are required. indicate '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 still be completed simplest for investments recognized as "Operation and upkeep" (steady State) in accordance with query 6 partially I, part A above.

part A: possibility administration (All Capital belongings)

make sure to have carried out a risk assessment all over the early planning and preliminary theory section of this funding's existence-cycle, developed a risk-adjusted life-cycle can charge estimate and a plan to eliminate, mitigate or manipulate risk, and be actively managing possibility all the way through the investment's existence-cycle.

III. A. 1. Does the funding have 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 Plan been significantly modified given that final year's submission to OMB?

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

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

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

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

part B: can charge 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 charge efficiency baseline. Milestones suggested may additionally include particular particular person scheduled preventative and predictable corrective protection actions, or may well be 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 be 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 part I, part A above. Investments identified as "Multi-company Collaboration" will comprehensive only constituents I and IV of the show 300.

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

Multi-company Collaborations, similar to E-Gov and LOB initiatives, should boost a joint show 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 reveal 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 all associate agency capital property aiding the standard solution (area 300.7); Managing accomplice capital property should even be covered during this joint show 300. These capital belongings should be protected within the summary of Spending desk of half I, part B. All partner agency migration investments (section 53.four) may still even be protected during this desk. Funding contributions/charge-for-service transfers should still now not be blanketed in this table. (accomplice agency Asset UPIs should still also appear on the associate company's display fifty three)

  companion agency Asset namePartner company show 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 still even be included in this volume) and charge-for-service amounts. (partner agency Asset UPIs should additionally appear on the companion company's display 53. For non-IT price-for-carrier amounts the associate display fifty three UPI can be left blank) (IT migration investments should still no longer be protected during this desk)

  partner reveal 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 be achieved?

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

IV. A. 5. Use the results of your alternate options analysis to finished right 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 be realized?(lengthy textual content - 2500 characters)

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

  Budgeted cost reductions can charge Avoidance Justification for Budgeted charge savings Justification for can charge 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 right here information:

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

make sure you have carried out a risk assessment all over the early planning and initial conception phase of this funding's life-cycle, developed a risk-adjusted existence-cycle cost estimate and a plan to eliminate, mitigate or control chance, and be actively managing risk all through the investment's existence-cycle.

IV. B. 1. Does the investment have a chance administration Plan?

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

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

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

IV. B. 2. If there at the moment is not any plan, will a plan be developed?

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

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

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

be sure to additionally periodically be measuring the efficiency of operational assets in opposition t the baseline dependent right through the planning or full acquisition section (i.e., operational evaluation), and be 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 be covered in the table (evaluation of initial Baseline and latest approved Baseline). This table should precisely replicate the milestones within the preliminary 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 all applicable capital belongings helping this funding apart from property by which the efficiency suggestions is stated in a separate display 300.

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

IV. C. 1. a. If "sure," does the earned value management equipment meet the criteria in ANSI/EIA average - 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 effective 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," describe the corrective actions:(long text - 2500 characters)

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

IV. C. three. a. If "sure," when changed into it permitted by the agency head?applicable to ALL 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 preliminary efficiency baseline. within the current Baseline area, for all milestones listed, remember 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 found 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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Configure at will! Allstate improves agent access | real 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 Financial Technology, Allstate Technical Shared Services, Allstate Financial Business Area groups and a small cadre of consultant partners, the winning application engineering app seeks to give field agents access to key transactions and useful financial literature. It serves as a great example of how rigorous project processes can reduce risk while embracing new 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 new information access. They use the Web to interact with the larger system. The goal is to drive profitable growth for the company and meet customers' ongoing financial needs. The new system, which integrates several established systems, improves upon solutions that required the company's network of ''producers'' to call a service center to complete a transaction. It is open for business 24 hours a day.

    Along the way, the Allstate teams used Microsoft's new .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 we 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 important as runtimes and tools may be, the important part of this story may be in the process applied to achieve the solution. How did they get there?

    The answer: With a fair 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 we produced a dashboard that we could use to communicate status. During test, we 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 quality assurance (QA) phase 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 work with outsiders. The company set time and money aside for training, something that some shops try to forgo these days, as they instead send developers to the bookstore to see what can be gleaned from the available literature. Allstate worked with Microsoft and other consulting partners to gain Web services know-how. But a deliberate part of that effort was dedicated to ensuring that knowledge was effectively transferred to Allstate developers.

    This mitigated the risk of using new technology. ''We bolstered our team with contract experts [versed] with the technology required. We work 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 go with WebSphere for the interface for one legacy system. ''It had an API we'd done, and we decided we would use the existing one rather than rebuild it,'' explained Niedzwiecki.

    An important 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 somewhat 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 true 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 we configured the hardware in the production environment and saw a tremendous increase in the stability of the environment,'' said Niedzwiecki. ''That was because we controlled the rights to change configurations of hardware or software components. Our 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 use 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 new Allstate Web site launched as a result of the project provided a wide range of benefits shared across the entire Allstate stakeholder spectrum through features such as the leveraging of Allstate branding, personalization, single sign-on and content management capabilities.

    Allstate identified its major area of challenge and risk to be the technology. To achieve success with their commitment to Microsoft's .NET framework and the tool suite supporting .NET, Allstate partnered with Microsoft while sharing the best practices learned 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 go 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! | real questions and Pass4sure dumps

    Get Your Content Under Control!

    The rise in e-business makes it more important than ever to get a grip on your Web-based information assets. New tools can help 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, all your pertinent business and product information needs to be 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 work backlog, stale data and the introduction of errors into important business information.

    The other solution was to delegate the Web content tasks among workgroups, giving them each a homegrown tool to maintain Web data. Without any centralized management in place, however, most of these companies soon discovered that their data was inconsistent 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 old employee handbooks, dead links and inconsistent workgroup procedural documentation didn't present enough of a business problem to justify any significant financial 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 help 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 make 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 contract management system to streamline e-business transactionsDocumentum

    BMC SoftwareWeb-based customer support 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 all of a company's information assets—not just text but also tables, images, videos, databases and application code itself. Although content management primarily refers to Web-based material, it is quickly expanding to encompass all 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 logical extension of their existing products. E-commerce technology vendors saw a logical fit 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 have enhanced their core product offerings to provide better support for Web content. Examples include 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 new companies have formed with the sole purpose of providing complete Web content management solutions. Such companies include Vignette Corp. and Interwoven Inc.

    More mainstream vendors have also 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 do you know if a content management system is appropriate for your business? Here are some questions to ask.

  • How important is your Web site to your company's ability to attract and win business?
  • Does your Web site contain inaccurate, stale or inconsistent information?
  • How much time does it take to get content onto your Web site, and how many people are involved? Make a map of your information flow process from creation to publication.
  • How many stops are there along the way from creation to publication? Content management workflows can help 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 single content management system can do it all. The market is still so new that vendors are quickly trying to fill in the blanks. In an ideal scenario, however, content management systems should let you do the following:

    Centralized Management. Strong content management tools support decentralized content creation while allowing for centralized management of this content. They do this through the use of templates, which provide form-like interfaces for non-technical users to enter data. Templates eliminate the need for HTML expertise while helping ensure that data has a consistent look and feel across the entire organization.

    Templates also split content into two separate faces: entry templates and presentation templates. This allows your staff to change the look and feel of your Web site without needing to touch 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 also be one of the most challenging aspects of any implementation.

    Before programming a workflow, you need to specify the organizational process. And in most organizations, there's a big difference between how things should be done and how they actually are done.

    If your processes and procedures are already clearly defined and followed, you'll have 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 face an uphill battle.

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

    Version control is also 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 gather data from diverse sources and store it in a central repository. The repository must support multiple data types, not just simple text.

    Many new systems try to automate the addition of metadata, which makes it significantly easier to organize, manage and manipulate the data in this repository. With quality metadata, organizations can personalize the face they put on their information without needing to change any of the underlying data.

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

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

    Things Aren't Coming Up Roses ... Yet As with any new technology, few products meet all these requirements. So be willing to prioritize your needs and make sacrifices.

    Price is also 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 reveal that the system must be implemented by the vendor's consulting staff. Many content management vendors also offer 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 still learning about the technology themselves.

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

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

    Portland, Maine-based interactive agency VIA found 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 decision was made to use Documentum's WebPublish. "Documentum started in a strong position over the competition," explains Engineering Team Lead Jason Chase. "Our client was already using the tool for document management, so the WebPublish add-on let them use 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 old when Chase and his team got their hands on it. They soon encountered problems. Chase recalls, "We discovered this was a more complex implementation than had been done with this product, so we worked with Documentum to create extensions to make it work for this application."

    To overcome these problems, Chase and his team created static HTML pages for the most complex 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 experience 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 complex business environment," offers Chase. "But if you know what you're getting into, and have the right tools, you'll end up in the right place, as we did on this project."

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

    Content Management System Evaluation Criteria

    Here are some suggestions on evaluating a content management system.

  • Be clear about your priorities, because no single product does everything well. For example, do you need the workflow most? The centralized publishing? Or do you need a tool that excels in a specific operating environment?
  • How new is the product? Did the vendor build it in-house or acquire the technology elsewhere? Beware that support may be more difficult for acquired or outsourced products.
  • Can you implement the system in-house, or do you need to hire the vendor's consultants?
  • If you can implement it in-house, what skill set will you need? Do you have the staff to handle this? Vendors can be vague about this, so try to talk directly with customers who already have implemented the system.
  • If you choose to use templates as the client front end, how customizable are they? This can be very problematic. Although most content management systems ship with out-of-the-box templates, companies still need to tweak templates to support their specific requirements.
  • Most content management systems let you bypass the templates and use standard HTML editing tools. Which tools, and which versions of these tools, does the vendor support?
  • Consider the data you'll be importing into the system. Is it in HTML? If so, be sure to check how the product handles the copying of HTML entities. If your data is still in Microsoft Word documents, make sure the product can support simple copy and paste operations. For example, VIA discovered that Documentum's WebPublish had problems pasting the common trademark symbol from Word documents.
  • Think realistically about the number of users who will need 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 memory requirements.
  • Finally, but most important over the long run, don't forget the obvious: How easy is it to use? Interview the technical staff that implemented the product. Also be sure to schedule ample time to talk with the end users who actually enter data into the system.
  • —C.P.

    Future Directions As companies exchange their information with more diverse business partners, expect to see improved support for common standards. In particular, look for a heavier reliance on XML to enable easier content sharing. Personalizing and customizing data for specific customer sets will also continue to be important, especially in the wireless market.

    Software is designed for web content management. | real 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. Support 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 Experience Solution

    New Capabilities Enable Enterprises to Enhance Quality 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 complex projects that span multiple websites and multiple delivery channels. By providing timely, relevant persuasive content through accelerated administration and contribution, quality control, and cross-channel integration, Interwoven is helping companies improve customer satisfaction and deliver an optimal customer experience across global markets.

    As today's companies work to integrate online and offline channels, and to provide new types of Web venues (such as intranets, extranets, customer care portals, special-purpose microsites, and globalized sites), processes for content creation and publishing are becoming increasingly complex and touch virtually every business operation throughout the enterprise. This evolution has driven the need for centrally controlled management of these processes, including the ability 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 Experience 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 experience across all touchpoints, geographies, and stages in the customer lifecycle. The new 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 speed the delivery of customer-facing content while increasing its accuracy and relevance. Further improvements in usability help business personnel work more productively throughout the content creation and publishing process,

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

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

    o Enhanced support for multi-site and multi-channel initiatives make 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 demand for robust, scaleable, open and user-friendly software solutions to automate customer experience 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 new version of TeamSite reinforces Interwoven's strength in providing business professionals with the right tools to rapidly and cost-effectively publish dynamic, business Web sites while ensuring brand consistency across all Web and application touch points."

    "Interwoven continues to deliver on its promise to help enterprises improve their customer experience on a worldwide basis," said Interwoven CMO Bill Seawick. "The latest release of TeamSite gives our 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 be found 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, General 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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