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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
U.S. Department of Agriculture eGovernment Program
• 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.
4
U.S. Department of Agriculture eGovernment Program
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
5
U.S. Department of Agriculture eGovernment Program
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
6
U.S. Department of Agriculture eGovernment Program
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
7
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
8
U.S. Department of Agriculture eGovernment Program
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.
9
U.S. Department of Agriculture eGovernment Program
““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
10
U.S. Department of Agriculture eGovernment Program
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
11
U.S. Department of Agriculture eGovernment Program
“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)
21
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
23
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.
24
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
26
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.
21
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
21
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
21
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
21
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
22
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
12
U.S. Department of Agriculture eGovernment Program
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
13
U.S. Department of Agriculture eGovernment Program
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.
14
U.S. Department of Agriculture eGovernment Program
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.
15
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
16
U.S. Department of Agriculture eGovernment Program
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
17
U.S. Department of Agriculture eGovernment Program
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
18
U.S. Department of Agriculture eGovernment Program
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
19
U.S. Department of Agriculture eGovernment Program
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.
20
U.S. Department of Agriculture eGovernment Program
High-level Tasks and Activities
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.
21
U.S. Department of Agriculture eGovernment Program
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.
22
U.S. Department of Agriculture eGovernment Program
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
23
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
24
U.S. Department of Agriculture eGovernment Program
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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U.S. Department of Agriculture eGovernment Program
Business Case Example: eRulemaking
Review eRulemaking Exhibit 300
Business Case Briefing:eRulemaking is cited as good examples of the 300B template.
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U.S. Department of Agriculture eGovernment Program
Business Case Team Packets
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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U.S. Department of Agriculture eGovernment Program
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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U.S. Department of Agriculture eGovernment Program
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