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EE0-065 exam Dumps Source : Interwoven TeamSite 6.5 Technical Consultant

Test Code : EE0-065
Test Name : Interwoven TeamSite 6.5 Technical Consultant
Vendor Name : ExamExpress
Q&A : 189 Real Questions

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exhibit 300 FY2009 | Real Questions and Pass4sure dumps

built-in Technical structure/ commercial enterprise application Integration (ITA/EAI) reveal 300 FY2009 half I: summary guidance AND JUSTIFICATION

in part I, finished Sections A, B, C, and D for all capital property (IT and non-IT). comprehensive Sections E and F for IT capital property.

section A: Overview (All Capital belongings)

here collection of questions are to be completed for all investments.

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

I. A. 2. company:018

I. A. 3. Bureau:forty five

I. A. four. name of this Capital Asset:(brief text - 250 characters)built-in Technical architecture/ business application Integration (ITA/EAI)

I. A. 5. enjoyable assignment (funding) Identifier:For IT investment simplest, see part 53. For all other, use agency identity equipment.018-45-01-06-01-1120-00

I. A. 6. What form of investment will this be in FY2009?Please word: Investments moving to O&M in FY2009, with Planning/Acquisition actions in advance of FY2009 may still no longer choose O&M. These investments should still point out their present popularity.combined existence Cycle

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

I. A. eight. provide a quick summary and justification for this funding, together with a short description of how this, closes in part or in complete, an identified agency efficiency gap:(long text - 2500 characters)ITA and EAI/business provider Bus (ESB) provide an commercial enterprise technical structure that enables Federal scholar help (FSA) to control the building /execution of FSA functions in guide of the enterprise strategy. The ITA and EAI assignment changed into initiated in 2000 to enforce FSA's modernization and integration method. the usage of ITA and EAI know-how, FSA effectively migrated numerous legacy methods and applications to a standard platform and customary necessities. The mission realizes a number of advantages, together with rate reductions in software building, protection, and hardware/application charges, as neatly as the institution of a common set of technical standards and reusable company processes that numerous purposes are able to make the most of. on the grounds that 2001, the ITA and EAI/ESB initiative have supplied annual can charge rate reductions to the enterprise and delivered a rise in efficiency for FSA applications. cost mark downs are realized through many merits. The set-up time for functions is minimized because the ITA/EAI/ESB leverages current area remember skills and relationships to expedite building out of latest environments. software groups reduce development time and effort as a result of ITA/EAI/ESB deliver common shared functions and accessories, which reduces the amount of customized code utility groups deserve to boost. classes discovered from each architectural challenge are utilized to connected projects, saving Federal student aid positive time, effort, and cash. The challenge additional reduces utility group building charges through a reduction in hardware necessities. Efficiencies are won by using internet hosting multiple applications in a clustered environment it's effectively scaled to satisfy capacity and performance necessities. additionally, the ITA/EAI task brings extra charge discount rates with the skill to share tremendously skilled product specialists among distinctive groups, as opposed to each and every crew presenting redundant potential. On general, four to six new purposes migrate to the ITA and EAI environments yearly, cutting back the variety of range-piped functions and programs. In 2008, the initiative is implementing FSA's ESB, in alignment with the goal State imaginative and prescient (TSV). The ESB is an integration structure that leverages EAI technologies and implements business internet services necessities. The ESB will deliver foundational features for service-oriented Architectures (SOAs). The ESB will assist communique between programs and should aid using shared features.

I. A. 9. Did the company's executive/funding Committee approve this request?yes

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

I. A. 10. Did the challenge manager assessment this reveal?yes

I. A. eleven. Contact guidance of undertaking manager

identify(short text - 250 characters)

mobile quantity(short textual content - 250 characters)

email(brief text - 250 characters)

I. A. 11. a. what's the existing FAC-P/PM certification degree of the assignment/application manager?

I. A. 12. Has the agency developed and/or promoted cost-effective, power-efficient and environmentally sustainable thoughts or practices for this mission?no

I. A. 12. a. Will this investment encompass electronic assets (together with computer systems)?sure

I. A. 12. b. is that this funding for brand new development or most important retrofit of a Federal constructing or facility? (answer relevant to non-IT assets simplest)no

I. A. 12. b. 1. If "yes," is an ESPC or u.s. being used to aid fund this investment?

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

I. A. 12. b. 3. If "yes," is it designed to be 30% extra energy effective than vital code?

I. A. 13. Does this investment at once support one of the crucial PMA initiatives?sure

I. A. 13. a. If "sure," assess all that observe:improved E-government

I. A. 13. b. in short and specially describe for each selected how this asset at once helps the recognized initiative(s)? (e.g. If E-Gov is selected, is it an authorized shared provider provider or the managing accomplice?)(medium textual content - 500 characters)ITA/EAI/ESB supports the accelerated E-govt initiative with the aid of employing expertise to streamline Federal student assist functions for all students and fogeys. cost rate reductions are and will be realized as working expenses are decreased and communications between the Federal pupil aid and public are extra well timed. furthermore, citizens will delight in an easy and simple procedure when having access to Federal student aid services.

I. A. 14. Does this funding support a software assessed the use of the software assessment score tool (part)? (For more counsel in regards to the part, visit

I. A. 14. a. If "yes," does this investment tackle a weakness found all over the half review?no

I. A. 14. b. If "yes," what's the name of the PARTed application?(short text - 250 characters)

I. A. 14. c. If "sure," what half rating did it obtain?

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

I. A. sixteen. what is the level of the IT mission? (per CIO Council PM counsel)degree 1 - initiatives with low-to-average complexity and possibility. instance: Bureau-degree project equivalent to a stand-by myself information device that has low- to-reasonable complexity and chance.stage 2 - initiatives with excessive complexity and/or risk that are critical to the mission of the organization. Examples: initiatives that are a part of a portfolio of initiatives/systems that have an effect on each and every other and/or have an impact on mission actions. department-huge tasks that have an impact on cross-organizational missions, such as an company-wide system integration that includes gigantic scale enterprise aid Planning (e.g., the DoD business Mgmt Modernization program).stage 3 - tasks that have high complexity, and/or risk, and have executive-wide have an effect on. Examples: executive-large initiative (E-GOV, President's administration Agenda). high pastime projects with Congress, GAO, OMB, or the regularly occurring public. move-chopping initiative (homeland safety).level 2

I. A. 17. What challenge management skills does the mission manager have? (per CIO Council's PM tips):(1) undertaking manager has been validated as certified for this funding;(2) project supervisor qualification is below assessment for this funding;(three) project supervisor assigned to investment, however doesn't meet necessities;(four) project manager assigned however qualification repute evaluation has now not yet started;(5) No undertaking manager has yet been assigned to this funding(1) venture supervisor has been validated as certified for this investment

I. A. 18. is that this funding recognized as "high risk" on the this fall-FY 2007 agency excessive risk record (per OMB Memorandum M-05-23)?no

I. A. 19. is that this a monetary management gadget?no

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

I. A. 19. a. 1. If "yes," which compliance area(short textual content - 250 characters)N/A

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

I. A. 19. b. If "yes," please determine the gadget identify(s) and system acronym(s) as stated within the most contemporary monetary techniques stock replace required by means of circular A-eleven part 52(long text - 2500 characters)

I. A. 20. what's the percentage breakout for the full FY2009 funding request for here? (This may still total one hundred%)

I. A. 21. If this venture produces suggestions dissemination products for the general public, are these items published to the web in conformance with OMB Memorandum 05-04 and blanketed in your agency inventory, schedules and priorities?n/a

I. A. 22. Contact tips of individual responsible for privacy connected questions:

I. A. 22. a. name(short text - 250 characters)

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

I. A. 22. c. Title(short textual content - 250 characters)

I. A. 22. d. email(short text - 250 characters)

I. A. 23. Are the information produced with the aid of this investment as it should be scheduled with the country wide Archives and records Administration's approval?yes

I. A. 24. Does this funding directly assist one of the vital GAO excessive chance Areas?query 24 have to be answered via all Investments:no

area B: abstract of Spending (All Capital assets)

I. B. 1. supply the overall estimated lifestyles-cycle can charge for this investment by finishing right here desk. All amounts characterize finances authority in millions, and are rounded to 3 decimal locations. Federal personnel prices should still be included best in the row unique "executive FTE can charge," and will be excluded from the amounts shown for "Planning," "Full Acquisition," and "Operation/upkeep." The "total" estimated annual can charge of the funding is the sum of charges for "Planning," "Full Acquisition," and "Operation/renovation." For Federal constructions and facilities, life-cycle expenses should consist of future energy, environmental, decommissioning, and/or restoration expenses. The costs associated with the whole life-cycle of the funding should be covered during this document.notice: For the go-company investments, this table may still include all funding (each managing and associate businesses).government FTE expenses should still not be included as part of the full represented.

  PY-1 and Spending ahead of 2007 PY 2007 CY 2008 with the aid of 2009 with the aid of+1 2010 through+2 2011 by means of+3 2012 through+4 2013 and beyond making plans0.000 0.000 0.479 0.000         Acquisition 0.000 1.6002.000 0.347         Subtotal Planning & Acquisition                 Operations & preservation 4.241 3.972 four.021 7.153         complete                 govt FTE expenses 0.206 0.268 0.329 0.451         variety of FTE represented through cost 2 three four four        

I. B. 2. Will this venture require the company to rent extra FTE's?

I. B. 2. a. If "sure," how many and in what yr?(medium textual content - 500 characters)

I. B. three. If the summary of spending has changed from the FY2008 President's price range request, in brief explain those adjustments.(long textual content - 2500 characters)

section C: Acquisition/Contract strategy (All Capital belongings)

I. C. 1. comprehensive the table for all (together with all non-Federal) contracts and/or project orders at the moment in region or deliberate for this investment. total price should include all alternative years for every contract. Contracts and/or task orders completed do not should be covered.SIS - Share in functions contract; ESPC - power savings performance contract ; usa - Utility power effectivity provider contract; EUL - greater use hire contract; N/A - no choice financing used.(character obstacles: Contract or project Order number - 250 Characters; type of Contract/task Order - 250 Characters; name of CO - 250 Characters; CO Contact counsel - 250 Characters)

  classification of Contract/task Order Has the contract been awarded? if so what's the date of the award? If not, what is the deliberate award date? start date of Contract/task Order conclusion date of Contract/assignment Order total price of Contract/task Order ($M) is that this an Interagency Acquisition? Is it performance based mostly? Competitively awarded? What, if any, option financing option is getting used? Is EVM in the contract? Does the contract encompass the necessary protection & privateness clauses? identify of CO CO Contact advice (cell/e mail) Contracting officer certification stage If N/A, has the agency determined the CO assigned has the knowledge and expertise integral to assist this aquistion?                                                                                                                                                                          

I. C. 2. If earned price is not required or should not a contract requirement for any of the contracts or project orders above, explain why:(long textual content - 2500 characters)

I. C. three. Do the contracts make certain area 508 compliance?

I. C. three. a. explain Why:(medium textual content - 500 characters)

I. C. 4. Is there an acquisition plan which has been authorized based on agency requirements?

I. C. four. a. If "yes," what is the date?

I. C. four. b. If "no," will an acquisition plan be developed?

I. C. four. b. 1. If "no," in short clarify why:(medium text - 500 characters)

area D: performance information (All Capital belongings)

with a purpose to correctly tackle this enviornment of the demonstrate 300, efficiency desires should be offered for the company and be linked to the annual performance plan. The investment must discuss the agency's mission and strategic dreams, and performance measures (warning signs) have to be offered. These goals deserve to map to the hole in the company's strategic dreams and aims this investment is designed to fill. they are the internal and exterior performance benefits this investment is expected to bring to the agency (e.g., increase effectivity by way of 60 %, increase citizen participation by using 300 % a year to achieve an basic citizen participation expense of 75 p.c through FY 2xxx, and many others.). The goals should be evidently measurable funding results, and if relevant, investment outputs. They don't include the completion date of the module, milestones, or funding, or standard dreams, equivalent to, gigantic, enhanced, more desirable that should not have a quantitative measure.

I. D. 1. desk 1. performance information TableIn order to effectively address this enviornment of the show 300, efficiency dreams should be provided for the company and be linked to the annual performance plan. The investment should discuss the agency's mission and strategic dreams, and efficiency measures (symptoms) ought to be offered. These goals deserve to map to the gap in the agency's strategic desires and goals this investment is designed to fill. they're the inner and exterior efficiency benefits this investment is anticipated to bring to the agency (e.g., increase effectivity by using 60 p.c, increase citizen participation by 300 p.c a year to obtain an basic citizen participation cost of 75 percent by means of FY 2xxx, etc.). The goals ought to be clearly measurable funding consequences, and if relevant, funding outputs. They do not encompass the completion date of the module, milestones, or investment, or widespread desires, akin to, colossal, more desirable, superior that would not have a quantitative measure.

businesses must use right here desk to report performance goals and measures for the important investment and use the Federal business architecture (FEA) efficiency Reference model (PRM). Map all size warning signs to the corresponding "measurement area" and "size Grouping" identified in the PRM. There should be as a minimum one measurement Indicator for each and every of the 4 diverse dimension Areas (for each fiscal year). The PRM is available at The table can be extended to consist of efficiency measures for years past FY 2009.

  Strategic aim(s) Supported dimension enviornment measurement Grouping size Indicator Baseline objectiveexact outcomes 2005 goal three objective 2: bring federal student help to college students and oldsters readily and efficiently. Mission and enterprise consequences IT Infrastructure maintenance IT Infrastructure renovation: percent of issues involving ITA and EAI product services or adapters that are resolved within one week of notification. 95% ninety six% a hundred% 2005 purpose 3 objective 2: carry federal student assist to students and parents comfortably and effectively. eraAvailability Availability: percentage of time that structure is available, except scheduled downtime. 98% ninety eight.5% 99.63% 2006 intention three objective 2: bring federal scholar aid to college students and oldsters without difficulty and successfully. consumer results Response Time Response Time: commonplace preliminary response time for consumer requests for ITA/EAI-linked creation guide requests (in minutes). 240 one hundred twenty 3 2006 aim 3 purpose 2: carry federal student aid to students and parents effectively and effectively. Mission and company outcomes IT Infrastructure preservation IT Infrastructure maintenance: percentage of problems involving ITA and EAI product features or adapters which are resolved inside one week of notification. ninety five% 97% 99.99% 2006 intention three goal 2: carry federal scholar help to students and fogeys without difficulty and efficaciously. tactics and activities effectivity effectivity: deliver building and testing ambiance build assist to software teams (in business days). 10 6 1.five2006 aim three objective 2: carry federal scholar support to students and oldsters with ease and efficaciously. technologyAvailability Availability: percent of time that architecture is accessible, except scheduled downtime. ninety eight% 98.7% 99.ninety nine% 2007 purpose three aim 2: carry federal student assist to college students and fogeys without difficulty and effectively. Mission and company results IT Infrastructure preservation IT Infrastructure protection: percentage of complications concerning ITA and EAI product features or adapters which are resolved within one week of notification. ninety five% 98% one hundred% 2007 aim three goal 2: deliver federal student aid to college students and fogeys effortlessly and efficiently. client outcomes Response Time Response Time: average preliminary response time for customer requests for ITA/EAI-linked production aid requests (in minutes). 240 ninety 4 2007 goal 3 objective 2: carry federal scholar aid to students and fogeys effectively and efficiently. technologyAvailability Availability: percentage of time that architecture is accessible, with the exception of scheduled downtime. ninety eight% ninety nine% 99.98% 2007 aim 3 goal 2: deliver federal pupil help to students and fogeys with no trouble and correctly. tactics and actions efficiency effectivity: provide construction and testing atmosphere build guide to software groups (in business days). 10 53 2008 aim three purpose 2: convey federal scholar support to college students and oldsters readily and successfully. Mission and business results IT Infrastructure protection IT Infrastructure protection: percentage of problems related to ITA and EAI product functions or adapters that are resolved inside one week of notification. 95% 98.7% information might be gathered conclusion of FY08 2008 aim three objective 2: deliver federal scholar assist to college students and fogeys readily and correctly. client outcomes Response Time Response Time: average preliminary response time for client requests for ITA/EAI-related production assist requests (in minutes). 240 60 assistance might be gathered end of FY08 2008 purpose 3 purpose 2: convey federal scholar support to students and fogeys conveniently and efficiently. generationAvailability Availability: percentage of time that structure is obtainable, except for scheduled downtime. ninety eight% 99% suggestions should be gathered conclusion of FY08 2008 goal three objective 2: bring federal scholar aid to college students and parents effortlessly and efficiently. techniques and activities efficiency effectivity: give development and checking out atmosphere construct support to software groups (in business days). 10 four assistance may be gathered conclusion of FY08 2009 goal 3 goal 2: deliver federal scholar aid to college students and fogeys without problems and efficiently. Mission and business effects IT Infrastructure renovation IT Infrastructure maintenance: percent of complications regarding ITA and EAI product functions or adapters that are resolved within one week of notification. 95% ninety eight.8% guidance could be gathered end of FY09 2009 goal 3 objective 2: carry federal scholar aid to students and fogeys conveniently and correctly. consumer effects Response Time Response Time: standard initial response time for client requests for ITA/EAI-related creation support requests (in minutes). 240 fifty five counsel may be gathered conclusion of FY09 2009 aim three aim 2: carry federal pupil support to college students and parents effortlessly and efficaciously. eraAvailability Availability: percent of time that architecture is accessible, except scheduled downtime. 98% 99% information could be gathered end of FY09 2009 goal three goal 2: deliver federal scholar support to college students and fogeys readily and efficiently. tactics and actions effectivity effectivity: provide development and trying out environment construct guide to application groups (in enterprise days). 10 3.5information may be gathered conclusion of FY09 2010 goal 3 goal 2: bring federal scholar assist to college students and parents without problems and efficaciously. Mission and business outcomes IT Infrastructure preservation IT Infrastructure renovation: percentage of complications concerning ITA and EAI product functions or adapters that are resolved within one week of notification. ninety five% ninety eight.9% suggestions should be gathered end of FY10 2010 intention 3 objective 2: deliver federal pupil assist to students and fogeys conveniently and efficaciously. customer outcomes Response Time Response Time: normal preliminary response time for client requests for ITA/EAI-related construction aid requests (in minutes). 240 50 assistance might be gathered conclusion of FY10 2010 goal three objective 2: convey federal pupil help to college students and parents readily and correctly. generationAvailability Availability: percent of time that architecture is accessible, apart from scheduled downtime. ninety eight% 99% information may be gathered conclusion of FY10 2010 goal 3 aim 2: carry federal student help to college students and parents simply and efficaciously. methods and actions efficiency efficiency: supply construction and trying out ambiance construct guide to utility teams (in business days). 10 3.three advice might be gathered conclusion of FY10 2011 aim 3 aim 2: convey federal scholar help to students and parents quite simply and efficaciously. Mission and enterprise effects IT Infrastructure upkeep IT Infrastructure protection: percent of complications concerning ITA and EAI product functions or adapters that are resolved within one week of notification. ninety five% ninety nine% assistance should be gathered conclusion of FY11 2011 goal 3 goal 2: bring federal pupil aid to college students and oldsters effectively and correctly. consumer consequences Response Time Response Time: common preliminary response time for consumer requests for ITA/EAI-linked creation assist requests (in minutes). 240 47 tips may be gathered conclusion of FY11 2011 purpose three objective 2: deliver federal scholar help to students and oldsters without problems and successfully. generationAvailability Availability: percentage of time that architecture is accessible, with the exception of scheduled downtime. ninety eight% ninety nine% information might be gathered conclusion of FY11 2011 intention three objective 2: convey federal student help to college students and oldsters with ease and efficiently. techniques and activities effectivity efficiency: supply building and trying out atmosphere build assist to utility teams (in enterprise days). 10 3.2 counsel may be gathered conclusion of FY11 2012 goal three goal 2: carry federal student assist to college students and parents without difficulty and effectively. Mission and company effects IT Infrastructure protection IT Infrastructure protection: percent of issues concerning ITA and EAI product features or adapters which are resolved inside one week of notification. 95% ninety nine% information could be gathered end of FY12 2012 intention 3 purpose 2: carry federal student assist to students and oldsters effectively and effectively. customer effects Response Time Response Time: typical preliminary response time for client requests for ITA/EAI-connected production support requests (in minutes). 240 forty five suggestions can be gathered end of FY12 2012 goal three purpose 2: carry federal student support to college students and parents comfortably and efficiently. eraAvailability Availability: percent of time that structure is purchasable, except scheduled downtime. ninety eight% ninety nine% counsel might be gathered conclusion of FY12 2012 goal three purpose 2: carry federal pupil support to students and parents without difficulty and efficaciously. approaches and activities effectivity efficiency: give building and checking out ambiance construct guide to software teams (in enterprise days). 10 3 tips might be gathered end of FY12 part E: protection and privacy (IT Capital property simplest)

in an effort to efficaciously address this area of the enterprise case, each and every query beneath have to be answered on the equipment/application level, now not at a application or company degree. programs assisting this investment on the planning and operational programs security tables should still healthy the programs on the privacy desk below. systems on the Operational protection desk must be blanketed to your company FISMA system stock and should be simply referenced in the inventory (i.e., may still use the equal identify or identifier).

For present combined-existence Cycle investments where enhancement, building, and/or modernization is planned, encompass the investment in each the "techniques in Planning" desk (desk three) and the "Operational methods" desk (table four). programs which are already operational, however have enhancement, development, and/or modernization endeavor, may still be blanketed in both table 3 and table 4. table three should mirror the deliberate date for the gadget alterations to be complete and operational, and the deliberate date for the linked C&A replace. desk 4 should replicate the current reputation of the requirements listed. in this context, tips contained inside table 3 should signify what updates to trying out and documentation will occur earlier than enforcing the enhancements; and desk 4 should still signify the current state of the materials linked to the existing device.

All programs listed in the two security tables should be recognized within the privateness table. The checklist of programs in the "name of gadget" column of the privateness desk (table 8) may still in shape the programs listed in columns titled "name of equipment" within the safety tables (Tables three and 4). For the privateness table, it's viable that there may additionally now not be a one-to-one ratio between the record of methods and the related privateness files. for example, one PIA could cowl distinct systems. If here is the case, a working hyperlink to the PIA could be listed in column (d) of the privateness desk greater than as soon as (for each and every equipment coated via the PIA).

I. E. 1. Have the IT protection charges for the system(s) been identified and built-in into the normal prices of the investment?

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

I. E. 2. Is making a choice on and assessing safety and privateness dangers part of the ordinary chance administration effort for each system aiding or a part of this investment?

I. E. 3. methods in Planning and undergoing Enhancement(s) – safety table:The questions asking even if there's a PIA which covers the system and whether a SORN is required for the gadget are discrete from the narrative fields. The narrative column provides a chance for free text reason why a working link isn't supplied. for example, a SORN could be required for the device, but the system isn't yet operational. during this circumstance, answer "sure" for column (e) and in the narrative in column (f), clarify that because the device isn't operational the SORN isn't yet required to be posted.

  agency/or contractor Operated device deliberate Operational Date deliberate or specific C&A Completion Date        

I. E. 4. Operational systems - protection:

  company/or contractor Operated gadget NIST FIPS 199 possibility impact stage (high, average, Low). Has C&A been achieved, the use of NIST 800-37? (Y/N) Date C&an entire. What requisites were used for the protection Controls exams? Date finished(d): protection handle trying out Date the contingency plan confirmed.                

I. E. 5. Have any weaknesses concerning any of the techniques part of or supporting this funding been recognized with the aid of the agency or IG?

I. E. 5. a. If "yes," have those weaknesses been included into the company's plan of action and milestone manner?

I. E. 6. point out even if a rise in IT safety funding is requested to remediate IT safety weaknesses?

I. E. 6. a. If "yes," specify the amount, supply a standard description of the weak spot, and explain how the funding request will remediate the weakness.(long textual content - 2500 characters)

I. E. 7. How are contractor security processes monitored, demonstrated, and validated by using the company for the contractor programs above?(lengthy text - 2500 characters)

I. E. 8. Planning & Operational programs - privacy table:particulars for text alternate options:Column (d): If yes to (c), deliver the link(s) to the publicly posted PIA(s) with which this device is associated. If no to (c), supply a proof why the PIA has no longer been publicly posted or why the PIA has no longer been conducted.

Column (f): If sure to (e), supply the link(s) to the place the present and up to date SORN(s) is published within the federal register. If no to (e), supply an explanation why the SORN has not been published or why there isn't a present and up thus far SORN.

note: hyperlinks should be supplied to selected documents no longer widespread privateness websites.

  (b) is this a new device? (Y/N) (c) Is there a privateness influence assessment (PIA) that covers this device? (Y/N) (d) web link or rationalization (e) Is a device of facts notice (SORN) required for this gadget? (Y/N) (f) internet hyperlink or rationalization             part F: business architecture (EA) (IT Capital property handiest)

with a view to effectively handle this enviornment of the business case and capital asset plan you need to ensure the investment is blanketed in the agency's EA and Capital Planning and Invesment manage (CPIC) procedure, and is mapped to and helps the FEA. You ought to additionally be certain the enterprise case demonstrates the connection between the funding and the company, performance, information, capabilities, utility, and technology layers of the agency's EA.

I. F. 1. is that this funding included in your agency's goal enterprise structure?sure

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

I. F. 2. is this funding protected within the company's EA Transition strategy?sure

I. F. 2. a. If "sure," provide the funding identify as recognized within the Transition method provided within the agency's most recent annual EA assessment.(medium textual content - 500 characters)integrated Technical structure/ commercial enterprise utility Integration/commercial enterprise carrier Bus (ITA/EAI/ESB)

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

I. F. 3. is that this funding identified in a achieved (consists of a goal architecture) and accepted segment architecture?yes

I. F. three. a. If "yes," supply the name of the section structure.(medium textual content - 500 characters)mortgage segment

I. F. four. provider component Reference mannequin (SRM) desk :establish the provider add-ons funded by this principal IT investment (e.g., capabilities administration, content material management, consumer relationship administration, and many others.). deliver this information in the format of here table. For targeted assistance involving components, please confer with

a. Use present SRM add-ons or establish as "NEW". A "NEW" component is one no longer already recognized as a service element within the FEA SRM.b. A reused element is one being funded by using yet another investment, but being used with the aid of this funding. as opposed to answer yes or no, determine the reused service component funded by way of the different funding and establish the other funding the use of the wonderful venture Identifier (UPI) code from the OMB Ex 300 or Ex fifty three submission.c. 'internal' reuse is inside an agency. for instance, one company inside a department is reusing a provider component offered by way of one more agency inside the equal department. 'exterior' reuse is one agency within a branch reusing a service component provided by using another agency in one more branch. an outstanding example of this is an E-Gov initiative carrier being reused via assorted companies across the federal govt.d. Please provide the percent of the through requested funding quantity used for each carrier component listed in the desk. If external, supply the percent of the via requested funding volume transferred to an additional company to pay for the service. the chances during this column can, however don't seem to be required to, add as much as one hundred%.

  company element Description FEA SRM carrier type FEA SRM component (a) carrier component Reused - element name (b) service component Reused - UPI (b) inside or external Reuse? (c) by means of Funding percentage (d) enterprise software Integration/enterprise service Bus EAI provides a messaging infrastructure and integration means that standardizes interfaces to new and legacy methods in help of FSA modernization pursuits. building and Integration business software Integration     No Reuse 50 FSA internet applications The FSA internet purposes provide all Federal student help audiences with counsel critical to them. content controlcontent material assessment and Approval     No Reuse 0 safety structure protection structure provides a at ease, computerized and coverage-based person administration answer that helps handle key company considerations across both legacy and new environments. safety controlIdentification and Authentication     inner0 built-in Technical architecture The built-in Technical architecture (ITA) offers a standard, shared atmosphere and standardized technologies for internet hosting of Federal scholar assist applications. construction and Integration NEW     No Reuse 50

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

a. service add-ons recognized within the outdated question should still be entered during this column. Please enter assorted rows for FEA SRM accessories supported via dissimilar TRM service Specificationsb. in the carrier Specification box, organizations should still supply assistance on the specified technical average or dealer product mapped to the FEA TRM service standard, including model or edition numbers, as acceptable.

  FEA TRM service area FEA TRM provider category FEA TRM carrier commonplace carrier Specification (i.e., seller and product identify) NEW service Platform and Infrastructure beginning Servers software Servers IBM ,WebSphere V 6.0, Google Search appliance V 4.4, Interwoven Teamsite and Open set up V 6.5, guidance, WebFOCUS V 5.three.three, Siebel CRM provider V 7.5, Microstrategy v8, Oracle supplier, Oracle RDBMS version 10g, Informatica v7.5Identification and Authentication service access and start provider requirementsAuthentication / Single signal-on IBM employer, Tivoli entry manager V 6.0, Tivoli id supervisor V four.6 enterprise utility Integration service Interface and Integration Integration Middleware IBM, Websphere MQSeries Server V6, WebSphere business Integration-Message broking service 6.0, MetaStorm, process manager for records (PM4DATA), edition eight.0

I. F. 6. Will the utility leverage latest accessories and/or applications throughout the executive (i.e., FirstGov, Pay.Gov, and so on)?no

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

half II: PLANNING, ACQUISITION AND performance tips

half II should be completed only for investments recognized as "Planning" or "Full Acquisition," or "combined lifestyles-Cycle" investments in keeping with question 6 in part I, area A above

area A: alternate options evaluation (All Capital assets)

In deciding upon the most beneficial capital asset, be sure you identify and accept as true with as a minimum three potential alternatives, apart from the current baseline, i.e., the repute quo. Use OMB round A-94 for all investments and the Clinger Cohen Act of 1996 for IT investments to assess the criteria you should use in your improvement/can charge analysis.

II. A. 1. Did you habits an options analysis for this mission?sure

II. A. 1. a. If "yes," give the date the analysis become accomplished?2007-08-15

II. A. 1. b. If "no," what's the predicted date this evaluation may be completed?

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

II. A. 2. Use the outcomes of your options evaluation to finished here desk:(character boundaries: option Analyzed - 250 characters; Description of choice - 500 Characters)

  Description of option risk Lifecycle can charge Estimate risk Lifecycle benefits Estimate Baseline ? fixed-rate Single Contract ( fame Quo ) currently ITA/EAI is awarded to a small company contractor presenting a robust infrastructure with 24/7 availabililty.     multiple Contracts This choice will distribute the work among several contracts where each contract will give distinct sets of guide capabilities, e.g., for distinct functions or distinct applied sciences.     Hybrid supportThis alternative separates and divides duties between different organizations of govt and contractor personnel.     Tiime and material Single contractThis option is to supply all inclusive ITA/EAI assist functions beneath a single time and fabric contract performed via a single contractor.    

II. A. 3. Which option turned into selected via the agency's government/funding Committee and why turned into it chosen?(lengthy textual content - 2500 characters)

II. A. four. What specific qualitative merits will be realized?(lengthy textual content - 2500 characters)here qualitative advantages will be realized: 1. the single Contract choice vastly reduces the number of americans who ought to grasp and preserve enormously specialized talents. The ITA/EAI group provides subject count specialists for over 15 products and technologies, and functions are shared amongst application groups. A Single Contract mannequin requires only 15 elements, in comparison to a highest of one hundred sixty five elements that would be required to support ITA and EAI items using a decentralized approach. 2. Aligning functions and guide under a set-price Single Contract choice reduces the time and effort through as a minimum 20% to coordinate product enhancements in a centralized aid structure, compared to the time and effort required to coordinate improvements in varied ITA and EAI environments, supported through diverse contractors. the usage of the first alternative, the period of time and effort spent on product upgrade coordination is lower than a day, whereas during the past, under the decentralized model, product upgrades took over per week to speak, coordinate, and agenda. three. In a set-price Single Contract choice, important tasks are assigned to a single EAI/ITA guide contractor and never to assorted teams or contractors, leading to streamlined problem decision processes, accounting for a 25% reduction in the time and energy to unravel complications. The normal construction problem beneath the first option takes lower than one week to get to the bottom of. during the past using the decentralized strategy, issues took over a month to get to the bottom of. This option additionally outcomes in a 25% reduction in risk to the executive because accountability and accountability are clearly assigned to 1 birthday celebration, and problem decision is more comfortably tracked and reported. four. This option requires best three.50 FTEs in comparison to 20.50 for other options. This option provides the government with the simplest contract constitution to administer and control. moreover, aligning features and aid beneath one contract permits the government to document, video display, and provide consistent efficiency measurements/metrics using a single statistics repository. 5. This strategy is at the moment getting used and is still a success with appreciate to providing services, decreasing the typical project costs by using as a minimum 50% compared to different feasible options.

II. A. 5. Will the chosen alternative change a legacy gadget in-half or in-whole?no

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

II. A. 5. b. table 1. If "sure," please deliver here information:

  UPI if purchasable Date of the equipment Retirement       section B: possibility management (All Capital property)

you should definitely have performed a possibility evaluation throughout the early planning and initial concept phase of this investment's life-cycle, developed a chance-adjusted life-cycle charge estimate and a plan to eliminate, mitigate or manage possibility, and be actively managing risk right through the funding's lifestyles-cycle.

II. B. 1. Does the investment have a risk management Plan?sure

II. B. 1. a. If "yes," what is the date of the plan?2007-08-15

II. B. 1. b. Has the chance administration Plan been significantly modified due to the fact last 12 months's submission to OMB?no

II. B. 1. c. If "yes," describe any huge changes:(long text - 2500 characters)

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

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

II. B. 2. b. If "no," what's the approach for managing the risks?(long textual content - 2500 characters)

II. B. 3. in brief describe how investment dangers are reflected in the lifestyles cycle cost estimate and investment agenda:(lengthy textual content - 2500 characters)a radical chance inventory and assessment has been completed for the ITA/EAI/ESB undertaking. All talents hazards had been recognized and the likelihood of the incidence of the chance has been decided. The have an impact on of each occurrence, mixed with the likelihood of the incidence and the mitigation method for each and every chance has been incorporated into the cost and schedule of this initiative. possibility is monitored on common foundation and mitigation concepts are planned and carried out as mandatory.

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

EVM is required only on DME portions of investments. For blended lifecycle investments, O&M milestones should still still be protected in the table (assessment of initial Baseline and latest accepted Baseline). This desk should still accurately mirror the milestones within the preliminary baseline, as well as milestones within the current baseline.

II. C. 1. Does the earned price administration gadget meet the standards in ANSI/EIA usual - 748?yes

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

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

II. C. 2. b. If "sure," explain the causes of the variance:(lengthy textual content - 2500 characters)

II. C. 2. c. If "sure," describe the corrective actions:(lengthy textual content - 2500 characters)

II. C. 3. Has the funding re-baselined right through the previous fiscal yr?sure

II. C. 3. a. If "yes," when became it approved through the company head?2007-02-28

II. C. four. comparison of preliminary Baseline and latest authorized BaselineComplete here table to evaluate precise performance in opposition t the latest performance baseline and to the preliminary performance baseline. in the existing Baseline section, for all milestones listed, you'll want to supply both the baseline and specific completion dates (e.g., "03/23/2003"/ "04/28/2004") and the baseline and genuine complete prices (in $ millions). in the experience that a milestone isn't found in each the initial and existing baseline, depart the linked cells clean. note that the 'Description of Milestone' and '% finished' fields are required. point out '0' for any milestone now not lively. (character limitations: Description of Milestone - 500 characters)

  preliminary Baseline - deliberate Completion Date initial Baseline - total can charge latest Baseline - deliberate Completion Date current Baseline - genuine Completion Date existing Baseline - planned complete charge current Baseline - exact complete can charge present Baseline Variance - time table latest Baseline Variance - cost percent finished FY 2002 Devel cost                   FY 2002 protection                   FY 2003 Devel can charge                   FY 2003 maintenance                   FY 2004 protection                   FY 2005 renovation                   FY 2006 upkeep                   FY 06 know-how Contingencies                   FY 2007 upkeep                   FY 2008 protection                   FY 2009 upkeep                   FY 2010 protection                   FY 2011 upkeep                   FY 2012 maintenance                   FY 2013 maintenance                   FY 2014 renovation                   half III: FOR "OPERATION AND upkeep" INVESTMENTS most effective (consistent-STATE)

half III may still be achieved simplest for investments recognized as "Operation and preservation" (consistent State) in accordance with question 6 partly I, part A above.

part A: chance administration (All Capital assets)

you'll want to have carried out a chance evaluation all the way through the early planning and preliminary conception part of this funding's lifestyles-cycle, developed a chance-adjusted lifestyles-cycle cost estimate and a plan to eliminate, mitigate or control possibility, and be actively managing risk all over the investment's existence-cycle.

III. A. 1. Does the investment have a possibility management Plan?

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

III. A. 1. b. Has the chance management Plan been drastically changed considering remaining year's submission to OMB?

III. A. 1. c. If "sure," describe any massive adjustments:(long textual content - 2500 characters)

III. A. 2. If there presently isn't any plan, will a plan be developed?

III. A. 2. a. If "sure," what is the deliberate completion date?

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

part B: charge and time table efficiency (All Capital assets)

III. B. 1. became operational evaluation conducted?

III. B. 1. a. If "yes," deliver the date the analysis became completed.

III. B. 1. b. If "sure," what had been the outcomes?(lengthy textual content - 2500 characters)

III. B. 1. c. If "no," please explain why it became not performed and if there are any plans to conduct operational analysis sooner or later:(lengthy text - 2500 characters)

III. B. 2. comprehensive here desk to evaluate genuine charge efficiency towards the planned charge efficiency baseline. Milestones said may include selected individual scheduled preventative and predictable corrective preservation actions, or may well be the full of planned annual operation and protection efforts).

(personality boundaries: Description of Milestone - 250 Characters)

III. B. 2. a. What fees are blanketed within the said can charge/time table performance tips (govt best/Contractor most effective/each)?

III. B. 2. b. assessment of planned and genuine charge

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

part IV should be accomplished handiest for investments identified as an E-Gov initiative, an Line of business (LOB) Initiative, or a Multi-company Collaboration effort., selected the "Multi-company Collaboration" choice in accordance with question 6 in part I, section A above. Investments identified as "Multi-agency Collaboration" will comprehensive only constituents I and IV of the exhibit 300.

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

Multi-agency Collaborations, comparable to E-Gov and LOB initiatives, should strengthen a joint show 300.

IV. A. 1. Stakeholder TableAs a joint display 300, please establish the company stakeholders. give the companion agency and accomplice agency approval date for this joint reveal 300.

  Joint display approval date    

IV. A. 2. partner Capital belongings inside this InvestmentProvide the partnering ideas you're imposing with the participating corporations and organizations. identify all accomplice company capital assets assisting the general answer (area 300.7); Managing partner capital belongings should still even be included in this joint demonstrate 300. These capital property should still be blanketed within the abstract of Spending desk of half I, section B. All accomplice agency migration investments (area 53.four) should still even be protected during this desk. Funding contributions/fee-for-carrier transfers should still no longer be covered in this desk. (accomplice agency Asset UPIs should additionally seem on the companion company's display fifty three)

  associate agency Asset identifyPartner company display fifty three UPI      

IV. A. 3. partner Funding options ($hundreds of thousands)For collectively funded initiative activities, provide within the "associate Funding innovations table": the name(s) of companion businesses; the UPI of the accomplice agency investments; and the companion company contributions for CY and by way of. Please point out associate contribution quantities (in-type contributions should still also be protected in this quantity) and price-for-service quantities. (partner agency Asset UPIs should additionally appear on the associate agency's display 53. For non-IT price-for-service amounts the accomplice reveal fifty three UPI can also be left blank) (IT migration investments should still not be covered in this table)

  companion demonstrate 53 UPI CY Contribution CY price-for-carrier with the aid of Contribution by payment-for-provider     NaN NaN NaN NaN

IV. A. four. Did you conduct an options evaluation for this project?

IV. A. four. a. If "sure," supply the date the evaluation was completed?

IV. A. 4. b. If "no," what is the predicted date this evaluation might be completed?

IV. A. 4. c. If no evaluation is planned, please briefly clarify why:(medium text - 500 characters)

IV. A. 5. Use the outcomes of your alternatives evaluation to finished the following desk:

  Description of option possibility Adjusted Lifecycle fees estimate chance Adjusted Lifecycle advantages estimate     NaN NaN

IV. A. 6. Which alternative changed into chosen through the Initiative Governance technique and why changed into it chosen?(long textual content - 2500 characters)

IV. A. 7. What selected qualitative merits may be realized?(long textual content - 2500 characters)

IV. A. eight. table 1. Federal Quantitative benefits ($millions):What selected quantitative merits will be realized (the use of existing dollars)Use the outcomes of your alternate options analysis to finished the following desk:

  Budgeted charge discount rates can charge Avoidance Justification for Budgeted can charge savings Justification for cost Avoidance   NaN NaN    

IV. A. 9. Will the chosen choice substitute a legacy system in-part or in-whole?

IV. A. 9. a. If "sure," are the migration charges linked to the migration to the selected alternative protected in this investment, the legacy funding, or in a separate migration investment?

IV. A. 9. b. desk 1. If "sure," please give right here tips:

  UPI if available Date of the gadget Retirement       part B: risk administration (All Capital belongings)

be sure you have performed a possibility evaluation all over the early planning and preliminary theory section of this investment's lifestyles-cycle, developed a chance-adjusted lifestyles-cycle cost estimate and a plan to eliminate, mitigate or manage risk, and be actively managing chance all the way through the investment's lifestyles-cycle.

IV. B. 1. Does the investment have a possibility management Plan?

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

IV. B. 1. b. Has the chance management Plan been vastly changed considering remaining 12 months's submission to OMB?

IV. B. 1. c. If "yes," describe any big changes:(long 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 strategy for managing the risks?(lengthy text - 2500 characters)

section C: can charge and time table performance (All Capital belongings)

make sure to additionally periodically be measuring the performance of operational assets in opposition t the baseline dependent during the planning or full acquisition section (i.e., operational analysis), and be accurately working and holding the asset to maximise its constructive existence. Operational evaluation may additionally establish the should remodel or regulate an asset by opting for up to now undetected faults in design, development, or setting up/integration, highlighting whether genuine operation and preservation fees fluctuate significantly from budgeted charges, or documenting that the asset is failing to meet program necessities.

EVM is required simplest on DME parts of investments. For blended lifecycle investments, O&M milestones should still still be protected within the desk (evaluation of initial Baseline and existing accepted Baseline). This desk should still accurately reflect the milestones within the preliminary baseline, as well as milestones within the current baseline.

answer right here questions about the repute of this funding. encompass suggestions on all acceptable capital belongings aiding this funding except for property through which the performance advice is mentioned in a separate reveal 300.

IV. C. 1. Are you the use of EVM to manipulate this investment?

IV. C. 1. a. If "yes," does the earned cost administration gadget meet the standards in ANSI/EIA average - 748?

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

IV. C. 1. c. If "N/A," please supply date operational analysis become carried out and a quick abstract of the outcomes?(lengthy textual content - 2500 characters)

IV. C. 2. Is the CV% or SV% more advantageous than ± 10%? (CV% = CV/EV x a hundred; SV% = SV/PV x one hundred)not relevant for capital property with simplest O&M.

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

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 moves:(lengthy textual content - 2500 characters)

IV. C. three. Has the investment re-baselined throughout the previous fiscal 12 months?relevant to ALL capital property

IV. C. three. a. If "yes," when became it accredited by way of the company head?relevant to ALL capital property

IV. C. four. comparison of initial Baseline and latest accepted BaselineComplete right here table to compare genuine performance towards the present efficiency baseline and to the preliminary performance baseline. within the latest Baseline area, for all milestones listed, remember to give each the baseline and actual completion dates (e.g., "03/23/2003"/ "04/28/2004") and the baseline and precise complete prices (in $ millions). in the experience that a milestone is not found in both the preliminary and present baseline, leave the associated cells blank. observe that the 'Description of Milestone' and 'percent comprehensive' fields are required. point out '0' for any milestone now not active.

Return to OMB reveal 300 web page

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Interwoven TeamSite 6.5 Technical Consultant

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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.

    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:

    Related Thomas Industry Update Thomas For Industry

    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.

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