U.S. Department of Agriculture eGovernment Program February 28, 2002 eGovernment Business Case Kickoff Meeting Chris Niedermayer, USDA eGovernment Executive

U.S. Department of Agriculture

eGovernment Program

February 28, 2002

eGovernment Business Case Kickoff Meeting

Chris Niedermayer, USDA eGovernment Executive

2

U.S. Department of Agriculture eGovernment Program

Agenda

Welcome

eGovernment Program Overview

eGovernment Strategic Direction

Business Case Project Overview Rationale for Developing a Business Case

Key Messages

Roles and Responsibilities: Business Case Development Teams

High-level Tasks and Activities

Schedule and Time Line

Business Case Briefing Business Case Template: OMB’s Exhibit 300

Business Case Example: eRulemaking

Business Case Team Packets

Next Steps

3


• eGovernment is the exchange of value, including services, programs and information, through an electronic medium, and includes interactions and relationships between:• Government and citizens;

• Government and public and private entities; and

• Government and employees.

• eGovernment is enabled by a wide range of electronic, multimedia, and digital solutions, such as:• The Internet

• Personal Digital Assistants

• Call Centers

• Handheld Wireless Devices

• Machine-to-Machine Devices (i.e. Smart Tags)

What is eGovernment? eGovernment is more than the internet, it is about business transformation.

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Why eGovernment? eGovernment at USDA is driven by external and internal demands. Focus is on

leveraging IT investments and Customer-centered Web presence.

President’s Management Agenda makes “Expanding Electronic Government” one of five major initiatives for reforming government The President’s Management Council is requesting that all Departments develop a

strategy for moving towards electronic government; OMB has developed a scorecard to track each Department’s progress

Departmental strategy must prioritize opportunities for leveraged funding decisions In this context: single agency initiatives are obsolete. Blended and collaborative ventures

are the present and future Citizen-centered government - Internet banking, online shopping and travel arrangements,

and electronic bill pay are available to consumers in the private sector and they are expecting the same level of service as citizens and taxpayers from their government Must enable the public to easily transact with and receive quality service from USDA, no

matter which channel (e.g., online, in person, over phone) is chosen Link to government-wide Quicksilver efforts

Internal Pressures and Demands - Duplication of many support and common core functions in each agency increases the need for consolidation and Departmental integration, i.e. human resources, procurement, and content and knowledge management Efficiency and productivity gains similar to private sector Reduce costs and improve resources utilization Unify USDA while at the same time simplifying for customers and partners

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eGovernment Program Overview:To meet OMB requirements, the Department launched a 3 ½ month strategic

planning effort.

*Includes Workplan, Project Scorecard, Status Reports, quality assurance and general project management activities **GPEA, eFILE and 4th Quarter Report

Program Monitoring**

Evaluate External MarketEvaluate USDA customer,

partner, and stakeholder current usage/needs

Focus Groups

Legislative imperatives Internet Best Practices

mapped to USDA core processes

RecommendeGov

Strategy and Roadmap

Mission AreaeStrategy Visioning

Workshops

List of e-Opportunities

Draft and Finalize USDA eStrategyConduct Internal Baseline

Conduct eStrategy interviews with CIOs

Develop mission/vision & goals/objectives

Kickoff Agency eGov Steering Committees

Document current eGov capabilities, projects, and initiatives

Tech Readiness Assessment

• Employee survey

Capture USDA VisionAlign eGov objectives

with USDA strategy & mission

• Strategy• IT/OCIO initiatives• Business Plans

Conduct eStrategy Interviews with top USDA business execs including UnderSecs

Kickoff eGov Working Group and Exec Council

Refine and Evaluate Opportunities

DevelopValue Propo-sitions

Prioritize Initiatives

Assess Capabilities/

Gaps

1

3

4 7

Governance and Policy

Recommendations

Marketing and Communications (e.g., communication plan, brochures, billboards, etc.)

Document eGovernment Strategic Planning Processes for Methodology/Guidebook

8

2

6

Project Management*

5

October 2001 November 2001 December 2001 January 2002

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E G W G A g e ncy R ep

e G o v E xec C ou n c ilM e m b e r e x o ff ic io

C IO /IT A g e n cyS e cu rity R ep

C P IC R e v iewB o a rd C h a ir

P R A R ep

A g e n cyP u b lic A ffa irs R ep

A g e n cyW e b T e a m R ep

A g e n cyR e cord s M a na g e m e nt

R e p re se n ta tive

R e p s from M a jo rB u s in ess U n its

A g e ncy eG ovS te erin g C o m m ittee

A g en cy Le ade x o ff ic io

E G W G A g e ncy R ep E G W G A g e ncy R ep

D e p artm en ta le G overn m e nt

W o rkin g G ro up

e G overn m e ntE xe c C o u n c il

Mission area representatives Provides leadership, direction, and decision-making eGovernment sponsor appointed by Under Secretary

Agency representatives Develops mission, vision, goals, objectives and opportunities for

eGovernment eGovernment sponsor s appointed by Agency Administrator

Agency Member temporarily detailed to eGovernment Program on full-time basis

Assist in day-to-day development

eGovernment Organizational StructureeGovernment Organizational Structure

eGovernment Program Overview:Additionally, each agency is represented on the eGovernment Working Group and each

agency has its own eGovernment Steering Committee.

Agency representatives who work collectively on eGovernment issues for their agency

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Agenda

Welcome




Key Messages







Next Steps

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1. Think Big, Start Small, Scale Fast – Leadership must be willing to generate bold new ideas and envision the future of the organization. Once the larger vision has been articulated, then “small steps” and “quick wins” can be developed, tested and rolled out to initially obtain clear, measurable results.

2. Build off of Current Successes – Existing capabilities and efforts must be leveraged and used as foundations for expanding across the Department and throughout the government.

3. Innovate and Transform - eGovernment must be USDA’s business, not the technology. Leadership must be willing to embrace new ways of conducting business and creating solutions to its challenges.

4. Collaborate and Partner - USDA agencies must work together to drive change. USDA agencies often serve the same customers and internal collaboration is critical to provided one customer experience.

5. Educate, Market and Advocate – both internal and externally, USDA must educate its customers, partners and employees about the value and benefits of eGovernment.

eGovernment Guiding PrincipleseGovernment Guiding Principles

eGovernment Strategic Direction: The Department’s strategy is led by five guiding principles.

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““Transform and enhance the Transform and enhance the delivery of USDA’s programs, delivery of USDA’s programs,

services and information.”services and information.”

eGovernment MissioneGovernment Mission

Better achieve and fulfill the USDA’s core mission and vision.

Establishes the Internet and information technology as a means for organizational “transformation”

Fulfilling this mission necessitates significant changes in the current nature and execution of the Department’s program delivery.

Successful fulfillment of this mission would involve initiatives that are:

Innovative - finding new and better ways of delivering programs and services

Comprehensive - satisfying all of the customers’ USDA-related needs

Integrated - working across the agencies to provide front-end and back-end solutions

eGovernment Strategic Direction: USDA’s eGovernment mission and vision establishes the purpose for eGovernment

and desired end-state for USDA.

eGovernment VisioneGovernment Vision

““USDA, electronically USDA, electronically available any place, any available any place, any

time.”time.”

While simply stated, eGovernment vision is a powerful and ambitious commitment by the Department to create and operate a virtual enterprise.

If achieved, this vision would provide all USDA programs, services and information electronically. Accomplishment of this vision would include:

Multiple channels - Internet, Integrated Voice Response Systems (IVRs), cell phones, Personal Digital Assistants, smart machines/kiosks

Convenience and ease of use - intentions-based around users’ needs

Sufficient infrastructure to make sure services are accessible

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1.1 Promote a stable, safe, and affordable food supply and improve nutritional status.

1.2 Enhance the efficiency and commercial viability of agricultural producers and promote the expansion of agricultural trade.

1.3 Increase the capability of all citizens, especially those living in rural communities, to benefit from eGovernment.

1.4 Provide the public with information and services to benefit from and preserve natural resources and the environment.

Goal 1: Citizens

Improve citizens’ knowledge of and access to USDA to enhance service delivery.

2.1 Empower organizations by providing appropriate and meaningful data and knowledge for timely decision-making.

2.2 Enable business transactions with partners through user-friendly applications and seamless integration across the Department.

2.3 Streamline oversight, regulatory, and cooperative activities with standardized electronic solutions.

2.4 Provide leadership in intergovernmental initiatives to improve service delivery.

Enhance collaboration with public and private sector organizations to develop and deliver USDA’s mission.

Goal 2: Public & Private Organizations

3.1 Foster seamless collaboration to make informed decisions and minimize redundancy to achieve USDA’s mission.

3.2 Increase USDA employees’ skills, understanding, access and use of available eGovernment tools.

3.3 Develop and enhance administrative and support functions that satisfy employee and enterprise needs in an effective, efficient and interoperable manner.

3.4 Create and maintain a management and technical infrastructure capable of supporting USDA’s eGovernment vision.

Improve USDA’s internal efficiency by promoting Enterprise-wide solutions.

Goal 3: Employees & the Enterprise

eGovernment Strategic Direction: USDA’s eGovernment mission and vision are supported with 3 strategic goals and 4

objectives per goal.

eGovernment Strategic Goals and ObjectiveseGovernment Strategic Goals and Objectives

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“Long List”of

Opportunities

WorkingGroup

Visioning Sessions

Industry and Government

BestPractice

Under Secretary

and Executive Interviews

Mission Area Visioning Sessions

Readiness Assessment1

More than 60 proposed opportunity

areas, suggestions and ideas

Grouping and Prioritization(1)

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Business Overview

Customer Offering

The Internet Private Bank will provide personalized, premiumfinancial services to technology savvy, affluent investors.

Self-directed, technology-savvy, high net worth clients receivepremium, personalized banking services

The offering includes interactive on-line private banking andbrokerage services with high level of “internet savvy” humanadvice (e.g., private equity/ venture capital, hedge funds, credit,derivatives, insurance)

The offering is positioned as a high tech, high touch new entrant,yet large in size and European in heritage

Pricing will be at a modest discount from traditional privatebanking

This business is branded separately, but individual “best-in-breed”products and services distributed through the portal could bebranded separately

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Business Overview

Example Site Map

Internet Private BankInternet Presence

Products

Banking

Investments

Insurance

Credit

Planning/Advisory

Financial planning

Tax advisory

Estate/trust

Retirement

Inheritance

PortfolioManagement

Portfolioperformance

Portfolio analytics

Portfolioscenarios

Real time incomestatements andbalance sheets

Communication

Relationshipmanager

Investment advisor

Personal assistant

Product specialists

Equity analysts

Services

Customizable,personalizedwebsite

Investment alerts

Technical support

The Internet Private Bank will offer a broad range ofproducts and services with a customizable, personalizedinterface to maximize speed and convenience.

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The functional capabilities are integrated into the functionalarchitecture.

Required Capabilities to Deliver

Functional Architecture

Navigation

Auto Notification

Analytical Tools/

Portfolio Access

One-to-oneContent/ResearchB

roke

r’sD

esk

Clie

nt S

ide

Proc

essi

ng

Front End

Navigation

Planning and PortfolioManagement

On–line Trading

Search/Push

Market Information

Communications

Intentions

Cus

tom

er

Clie

nt S

ide

Proc

essin

g

Customer Assistance

Back Office

Trade Execut ion

Research

One-to-One Marketing

CRM/Customer Profiling

Customer Service

Clearing and Sett lement

Promotional Services

Secu

rity

Acce

ss L

evel

s

Ord

er a

nd T

rans

actio

n M

anag

emen

t

Inte

llige

nt C

onte

nt F

ilter

ing

& No

tific

atio

n(Pu

sh,

ASP

)

Account Information

Account Administ ration

Interfaces (To Pro ductSystems and Extern al Parties)

Publishing

Market Data

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Required Capabilities to Deliver

ApplicationLayer

InternalLayer

InternetLayer

Sales CustomerService

Internet Other DTP Channels

Client

Settlement and

AccountingResearch

Broker

Market PricingOrder Processing*

and Execution

Account Information

Order Status

On–l ineTrading Search Alerts Analytical

ToolsCommuni-

cations

Bul letin Board

OtherResearch

Portfolio Tools

Account-ing Reporting

Mainten-ance

MarketingeMedia External

Ad AgencyAccount Administration

Sales, Service and Marketing CRM Profil ing

Site Usage andData Warehousing

On-Line Ads

Internet

Firewall

Firewall

Firewall

E-mai l

*Includes intelligent routing engine

3rd Party Information

Technical Architecture

The technical capabilities are integrated into the technicalarchitecture.

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Business Overview

Customer Offering







21

Business Overview

Customer Offering







21

Business Overview

Customer Offering







21

Business Overview

Customer Offering







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Offering Features

The Internet Private Bank will differentiate itself through premiumservices delivered primarily through technology, not people.

Business Overview

Information

ToolsServices

Products

Deposit and payments products

Sophisticated investment products(private equity, venture capital,derivatives, etc)

Insurance (life, home, auto, liability,etc.)

Credit and mortgage products

Real time investment opinions andresearch

Performance reporting

Peer group benchmarking

Tax advisory

Estate and trust advisory

Access to internet-savvy privatebanker

Automatic monitoring oftransaction against financial plan

High degree of personalization

Access through any digital touchpoint (PC, PDA, pager, etc.)

Interactive financial planning

Asset allocator

Graphical modeling capability (“whatif?” scenarios)

Risk management analytics

Citizens

Public/Private Organizations

Employees/ the Enterprise

“Short List” of 24 Opportunities

for USDA’s eGovernment Strategic Plan

Strategic Enabling

StartSmall

Think Big

eGovernment 12 Smart Choice Candidates

eGovernment Opportunity Selection ProcesseGovernment Opportunity Selection Process

eGovernment Strategic Direction: The list of eGovernment opportunities and “smart choice” candidates are outcomes

from WG, EC, interviews, visioning sessions and review of industry best practices .

Selected by the Executive Council

(1) Prioritization criteria consisted of financial, strategic, and implementation criteria, and working group selections

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Strategic opportunities are eGovernment initiatives that directly fulfill the USDA’s mission, achieve the USDA’s eGovernment strategic goals and objectives and/or relate to the USDA’s core business processes.

Enabling opportunities are technology and/or process foundations that support eGovernment initiatives and applications.

eGovernment Strategic Direction: The Department’s eGovernment opportunities were selected with a

balanced “portfolio” in mind.

Strategic and EnablersThree Goals Level of Initiative

Goal 1- Improve citizens’ knowledge of and access to USDA to enhance service delivery.

Goal 2- Enhance collaboration with public and private sector organizations to develop and deliver USDA’s mission.

Goal 3- Improve USDA’s internal efficiency by promoting Enterprise-wide solutions.

Interdepartmental- opportunities in which the USDA can work with other Federal Departments to improve deliver of programs, services and information.

Enterprise-wide- opportunities that affect all USDA agencies

Cross-Mission Area/Cross Agency- opportunities that affect several USDA agencies.

eGovernment Opportunities in the Department’s eGovernment Opportunities in the Department’s eGovernment Strategic PlaneGovernment Strategic Plan

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eGovernment Strategic Opportunity Areas

eEligibility eRulemaking

eLoans Food Safety and Security Tools

eRulemaking Web-based Supply Chain Management

Nutrition/Dietary/Food Safety Awareness Department-wide eProcurement

Online Export Assistance and Marketing Financial Management Tools

eGrants Human Resources Online

eMaps Physical Asset Management

ePermits/Certificates Survey capability

eGovernment Enablers

Application Hosting Knowledge Management

Citizen & Public/Private Organization Database Electronic Document/Records Management with Workflow

Data Management Service Center CRM

eLearning Engine Service Center E-Enablement

USDA Web presence User Authentication/eSignatures

24 Total eGovernment Opportunities24 Total eGovernment Opportunities

eGovernment Opportunities:As the Department strives to expand its capabilities and create new opportunities, it will

pursue 24 eGovernment initiatives.

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eGovernment Strategic Initiatives and Opportunity Areas

Primary Goal Secondary Goal Level of Initiative

eLoans Citizens Public/Private Organizations Interdepartmental

Online Export Assistance and Marketing Citizens Public/Private Organizations Interdepartmental

eGrants Public/Private Organizations N/A Interdepartmental

Food Safety and Security Tools Public/Private Organizations Employees and the Enterprise Cross Mission Area

Web-based Supply Chain Management Public/Private Organizations N/A Cross Mission Area

Department-wide eProcurement Employees and the Enterprise Public/Private Organizations Enterprise-wide

eGovernment Enablers Level of Initiative

USDA Web Presence/Portal Strategy Enterprise-wide

User Authentication and Electronic Signatures Enterprise-wide

Electronic Document/Records Management with Workflow Enterprise-wide

Knowledge Management Enterprise-wide

Data Management Enterprise-wide

eLearning Enterprise-wide

eGovernment Enablers:

Strategic Opportunities:

High Priority Opportunities and EnablersThe first step in implementing the Department’s strategy will focus on developing

business cases for 12 “smart choice candidates” that were selected by the

eGovernment Executive Council and approved by the EITIRB.

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Agenda

Welcome




Key Messages







Next Steps

16


Business Case Overview:Business cases provide the justification and scope for a desired course of action.

1. Provides concrete and compelling qualitative and quantitative benefits and costs of a desired course of action

2. Analyzes the alternatives and recommends the best solution

3. Outlines the desired outcomes and goals of the initiative

4. Determines the short and long-term scope including “quick hits” achievable in less than 18 months

5. Required by OMB as a part of their IT budgeting process in the spirit of Clinger-Cohen

Rationale for Developing a Business Case

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Business Case Overview:Our emphasis is producing quick wins in line with longer-term strategic approach that

leverage investments and promote a customer-centered presence.

Business Cases must be compelling and substantiated by qualitative and quantitative benefits

Clearly articulate the need for action and the consequences of inaction from the Department’s perspective

Establish key metrics that will be achieved, i.e. improved customer satisfaction, decrease time cycle

Identify strategic and financial benefits and costs

Participants should take off their respective “agency hats” and focus on: Best course of action for customers and USDA’s partners

The right thing to do

Tell us how you’re going to do it vs. why it can’t be done

Purpose for the business cases is to leverage IT investments in a way that is comprehensive and aligned with our priorities

Importance of a Phased Approach

Whether the initiative is a long-term or short-term opportunity, it should achieve tangible, measurable outputs and capabilities within 18 months.

Key Messages

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Business Case Development Expected Activities

Executive Council Members

• Ensure development and completion of the business cases

• Ensure appropriate staff and resources for the business case teams in which agencies are leading and participating

• Raise significant issues and mission area concerns to Executive Council and provide appropriate guidance to business case leads

• Attend ½ - 1 hour weekly EC meeting on Tuesdays at 3:00pm

• Gather feedback from full-time representatives, WG member and business case leads on a weekly-biweekly basis

Mission Area Full-time Representatives

• Serve as liaisons to business case leads and eGovernment Program Office

• Provide summaries of key issues and status to OCIO and Executive Council member from his/her mission area

• Attend and participate in weekly business case status meetings on Wednesday at 1:30pm

Business Case Leads

• Lead the development of the business cases and assume responsibility for their completion

• Develop a work schedule and assign responsibilities to team members for completing the business cases

• Provide strategic direction to team members and finalize business case

• Organize and lead meetings with Business Case team members as needed

• Provide weekly to biweekly status updates to Executive Council members

• Work with Business Case Liaisons to discuss issues and coordinate activities with the OCIO

Business Case Participants

• Provide research and analysis on assigned responsibilities within the business case teams (level of participation will be at the discretion of the team lead)

• Meet with the business case leads to discuss progress of work and complete designated assignments

• Write and review business case sections as appropriate

• Meet with business case teams as needed.

OCIO eGovernment Team

• Provide templates and briefing packets

• Provide guidance on developing key metrics and assessing costs and benefits

• Provide industry best practices as relevant

• Ensure timely development of milestones and facilitate discussions as needed

• Meet weekly with Executive Council members to discuss mission area concerns

• Meet weekly with Business Case Liaisons to discuss key issues with business cases

Business Case Overview:Business case leaders will drive the development of the business cases.

Roles and Responsibilities

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Smart Choice Candidates Mission Area Representatives

Business Case Lead Participating Agencies

eLoans TBD RD/FSA - no lead has been designated

TBD

Online Export Assistance and Marketing

Rand Ruggieri FAS - no lead has been designated

FSIS, APHIS, World Board, AMS, GIPSA

Web-based Supply Chain Management

Rand Ruggieri AMS - Gary Batko FAS, USAID, MARED, FSA, FNS

eGrants Rick Schuhardt CSREES - Bob MacDonald FS, FAS, CFO

eProcurement (Complete) None DA - Tish Tucker

Food Safety/Security Tools Sandy Facinoli FSIS - Peggy Nunnery ARS, APHIS, AMS, CSREES

User Authentication and Electronic Signatures

Sandy Facinoli OCIO - Kelvin Fairfax All Agencies

USDA Web Presence (includes Portal strategy)

Anita Byrd OC- Larry Quinn FS, RD, OCE-World Board, ERS, NASS, FAS

Portal Strategy Ron Anderson AMS- Robert Fiduk

Document/records/correspondence management/ workflow tools

Ron Anderson OCIO - Bette FugittOES - TBD

ARS, APHIS, CSREES

eLearning Sandy Facinoli RD – Neil Storms FSIS, FS, RMA, DA, AFM, other(s)

Content/Knowledge management

Rick Schuhardt OCE- Milton EricksenERS- Doug Parry

NAL, OCIO, NASS, FAS

Data Management Shannon Hamm TBD NASS, CSREES, CFO, AMS, other(s)

Business Case Overview:Executive Council members have volunteered their agency’s leadership and

participation of the business cases.

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Task I: What is the opportunity?

Current Environment: Document AS-IS Environment

Short and Long-term Vision: Document TO- BE Environment

Task II: Why is the opportunity important?

Justification: Articulate the value proposition in terms of goals achieved and expected improvements in service delivery, customer satisfaction, mission fulfillment, etc.

Task III: How will the opportunity be developed and operate?

Program Management: Define operating model, management, milestones and key tasks

Acquisition Strategy: Describe contract options and/or outsourcing arrangements

Alternatives and Risk Management: Analyze and summarize alternatives and risk management strategies

Enterprise Architecture: Explain relationship to EA

Telecommunications and Infrastructure: Analyze dependencies and operating needs

Security and Privacy: Analyze and address key issues and recommendations

GPEA and Information Collections: Describe relationship

Task IV. How much will the opportunity cost?

Cost/Benefit Analysis: Quantify financial cost reductions, savings and benefits versus implementation and operating costs

Schedule and Performance Goals: Provide phased approach for the project

Task I: What is the opportunity?

Current Environment: Document AS-IS Environment

Short and Long-term Vision: Document TO- BE Environment

Task II: Why is the opportunity important?

Justification: Articulate the value proposition in terms of goals achieved and expected improvements in service delivery, customer satisfaction, mission fulfillment, etc.

Task III: How will the opportunity be developed and operate?

Program Management: Define operating model, management, milestones and key tasks

Acquisition Strategy: Describe contract options and/or outsourcing arrangements

Alternatives and Risk Management: Analyze and summarize alternatives and risk management strategies

Enterprise Architecture: Explain relationship to EA

Telecommunications and Infrastructure: Analyze dependencies and operating needs

Security and Privacy: Analyze and address key issues and recommendations

GPEA and Information Collections: Describe relationship

Task IV. How much will the opportunity cost?

Cost/Benefit Analysis: Quantify financial cost reductions, savings and benefits versus implementation and operating costs

Schedule and Performance Goals: Provide phased approach for the project

Business Case Overview:Business case teams should focus on describing the what, why, and how of each smart

choice candidate.

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Team Members’ Skills and Knowledge

Team members should have a mix of experience with:

Customers and Partners

Programs and Business Processes

Field Operations

Financial Analysis

Technology

Business Case Team Members

OCIO Subject Matter Experts Telecommunications

IT Planning/Budgeting

Enterprise Architecture

Security and Privacy

Information Collections

eGovernment Team Financial and operational metrics

Cost estimates

Industry best practices

Business Case Support

Business Case Overview:Business case teams members should have a mix of business and technology

experience and will be supported by OCIO subject matter expects and the eGovernment project team.

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Business Case Overview:Each business case leader will have flexibility about their completion dates given the

complexity of the business case and the number of persons involved .

Smart Choice Candidates Expected time to complete

business cases

Expected persons involved

Existing Business Cases

to leverage

Draft Due Date

Final Due Date

eLoans 4-6 weeks 4-5 people Quicksilver 4/8 4/15

Online Export Assistance and Marketing 3-4 weeks 4-5 people Quicksilver 4/3 4/8

Web-based Supply Chain Management 4-6 weeks 5-6 people FATES 4/8 4/15

eGrants 4-6 weeks 4-5 people Quicksilver 4/8 4/15

eProcurement Completed 1-2 people eProcurement - -

Food Safety/Security Tools 4-6 weeks 4-5 people NA 4/8 4/15

User Authentication and Electronic Signatures

3-4 weeks 2-3 people Quicksilver 4/3 4/8

Web Presence (includes portal strategy) 2-3 weeks 2-3 people NA 3/18 3/25

Portal Strategy 3-4 weeks 6-8 people NA 4/3 4/8

Document/records/correspondence management/Workflow tools

3-4 weeks 4-5 people Correspondence Management

4/3 4/8

eLearning 3-4 weeks 5-6 people NA 4/3 4/8

Content/Knowledge management 3-4 weeks 5-6 people NA 4/3 4/8

Data Management 3-4 weeks 4-5 people NA 4/3 4/8

Schedule and Expected Level of Effort

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Agenda

Welcome




Key Messages







Next Steps

24


Business Case Template: 300B

Part 1: Project Profile• Summary of Spending for Project Stages• Project Description

Part II. Justification and Other InformationA.Justification

• Support mission and goals• Core business function• Alternative private/public sector sources• Reduce costs and improve efficiencies

B. Program ManagementC. Acquisition Strategy

• Contracting vehicle/ outsourcing• COTS/Custom-design

D. Alternative Analysis and Risk Management• Feasibility study and/or risk factors• Lifecycle costs• Net present value

E. Enterprise ArchitectureF. Security and PrivacyG. GPEA

Part III. Cost, Schedule and Performance GoalsA. Performance-based systemB. Original Baseline (if previously approved by OMB)C. Proposed Baseline changesD. Actual Performance and Variance from OMB approved baseline

Part 1: Project Profile• Summary of Spending for Project Stages• Project Description

Part II. Justification and Other InformationA.Justification

• Support mission and goals• Core business function• Alternative private/public sector sources• Reduce costs and improve efficiencies

B. Program ManagementC. Acquisition Strategy

• Contracting vehicle/ outsourcing• COTS/Custom-design

D. Alternative Analysis and Risk Management• Feasibility study and/or risk factors• Lifecycle costs• Net present value

E. Enterprise ArchitectureF. Security and PrivacyG. GPEA

Part III. Cost, Schedule and Performance GoalsA. Performance-based systemB. Original Baseline (if previously approved by OMB)C. Proposed Baseline changesD. Actual Performance and Variance from OMB approved baseline

Business Case Briefing:A draft version of OMB’s 300 for ’04 has been distributed but not finalized.

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Review eRulemaking Exhibit 300

Business Case Briefing:eRulemaking is cited as good examples of the 300B template.

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1. eGovernment Strategic Plan

2. Deputy Secretary and Under Secretary Presentation

3. Smart Choice Candidate Project Overview Guide

4. Relevant Business Case/Exhibit 300 Examples (if any)

Quicksilver

USDA

Business Case Briefing:Each business case lead will receive a briefing packet to help guide them and they

should then distribute it to their team members.

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Welcome eGovernment Program Overview eGovernment Strategic Direction Business Case Project Overview

Rationale for Developing a Business Case Key Messages Roles and Responsibilities: Business Case Development Teams High-level Tasks and Activities Schedule and Time Line

Business Case Briefing Business Case Template: OMB’s Exhibit 300 Business Case Example: eRulemaking Business Case Team Packets

Next Steps

Outlines and Table of Contents

Agency Packets

Sample - FSIS

Guidebook on www.egov.usda.gov

Timeline for Completion

Next Steps and Wrap-up

Agenda

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Next Steps

Set-up individual business case team kick-off meetings - 3/4 to 4/8

Coordinate with full-time mission area representatives

Review business case briefing packets that will be distributed to business case team leaders today via email

Develop and submit internal schedule and time line for business case team which may include:

Business case kick-off date

Completion dates for each task/business case section

Status updates and progress meetings

Populate Exhibit 300

Draft review dates for eGovernment project team

Final submission date for complete business case

Assign roles and responsibilities to team members

Documents

U.S. Department of Agriculture eGovernment Program February 28, 2002 eGovernment Business Case Kickoff Meeting Chris Niedermayer, USDA eGovernment Executive