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eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
eDeployment - Overview - Presentation v2.9
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eDeployment - Overview - Presentation v2.9

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  • High energy Welcome. Get jazzed. Good things are happening: EITIRB meeting tomorrow for 30 minutes exclusively on eGov EC and I will be meeting with DS ideally this week as well but may slip to next week Relatively positive feedback from OMB based on our efforts – only Yellow Thanks for efforts to date. Time to roll up sleeves again.
  • High energy Welcome. Get jazzed. Good things are happening: EITIRB meeting tomorrow for 30 minutes exclusively on eGov EC and I will be meeting with DS ideally this week as well but may slip to next week Relatively positive feedback from OMB based on our efforts – only Yellow Thanks for efforts to date. Time to roll up sleeves again.
  • High energy Welcome. Get jazzed. Good things are happening: EITIRB meeting tomorrow for 30 minutes exclusively on eGov EC and I will be meeting with DS ideally this week as well but may slip to next week Relatively positive feedback from OMB based on our efforts – only Yellow Thanks for efforts to date. Time to roll up sleeves again.
  • High energy Welcome. Get jazzed. Good things are happening: EITIRB meeting tomorrow for 30 minutes exclusively on eGov EC and I will be meeting with DS ideally this week as well but may slip to next week Relatively positive feedback from OMB based on our efforts – only Yellow Thanks for efforts to date. Time to roll up sleeves again.
  • High energy Welcome. Get jazzed. Good things are happening: EITIRB meeting tomorrow for 30 minutes exclusively on eGov EC and I will be meeting with DS ideally this week as well but may slip to next week Relatively positive feedback from OMB based on our efforts – only Yellow Thanks for efforts to date. Time to roll up sleeves again.
  • High energy Welcome. Get jazzed. Good things are happening: EITIRB meeting tomorrow for 30 minutes exclusively on eGov EC and I will be meeting with DS ideally this week as well but may slip to next week Relatively positive feedback from OMB based on our efforts – only Yellow Thanks for efforts to date. Time to roll up sleeves again.
  • High energy Welcome. Get jazzed. Good things are happening: EITIRB meeting tomorrow for 30 minutes exclusively on eGov EC and I will be meeting with DS ideally this week as well but may slip to next week Relatively positive feedback from OMB based on our efforts – only Yellow Thanks for efforts to date. Time to roll up sleeves again.
  • Transcript

    • 1. eGovernment Program eDeployment Business Case Executive Summary April 22, 2010
    • 2. Agenda Business Case Team Roster Background and Context Business Requirements Alternatives Analyzed Recommendation: Enterprise-wide Distributed Solutions Benefits and Cost Benefit Analysis Timeline & Milestones Next Steps
    • 3. Business Case Team Roster The following people assisted in the development of this business case:
    • 4. Business Case Team Roster (Continued) The following people assisted in the development of this business case:
    • 5. Our Approach For the past 90 days, cross-Agency teams have been working to define the eDeployment business case. <ul><li>The business case includes all sections required by the CPIC process </li></ul><ul><li>The process the teams followed to complete the business case is as follows: </li></ul>Form cross-Agency teams Define business requirements Finalize business requirements from all Agencies Review, modify, and deliver final business case Review and iterate business requirements Complete remaining business case documents 1. Met with Agency key contacts and received names of participants. 2. Facilitated breakout sessions with functional teams to define Agency business requirements. 3. After vetting with teams and with other Agency staff, the requirements were completed. 4. Driven by business requirements, teams completed remaining documents. (included demos, visiting SME’s, understanding best practices and surveys) 5. Business case ready for formal review Complete overall technology approach
    • 6. Our Approach The following are the major sections of the business case: <ul><ul><li>Overview </li></ul></ul><ul><ul><ul><li>Introduction </li></ul></ul></ul><ul><ul><ul><li>Executive Summary </li></ul></ul></ul><ul><ul><ul><li>Concept of Operations </li></ul></ul></ul><ul><ul><li>Business Profile </li></ul></ul><ul><ul><ul><li>Performance Measures </li></ul></ul></ul><ul><ul><ul><li>Functional Requirements </li></ul></ul></ul><ul><ul><li>Risk Profile </li></ul></ul><ul><ul><ul><li>Risk Management Plan </li></ul></ul></ul><ul><ul><ul><li>Early Adopters Plan </li></ul></ul></ul><ul><ul><li>Financial Profile </li></ul></ul><ul><ul><ul><li>Cost Benefit and Alternatives Analysis </li></ul></ul></ul><ul><ul><li>Technological Profile </li></ul></ul><ul><ul><ul><li>Technical Requirements </li></ul></ul></ul><ul><ul><ul><li>Security Plan </li></ul></ul></ul><ul><ul><ul><li>Telecommunications Plan </li></ul></ul></ul><ul><ul><ul><li>Technical Architecture Plan </li></ul></ul></ul><ul><ul><li>Management and Planning Profile </li></ul></ul><ul><ul><ul><li>Project Plan </li></ul></ul></ul><ul><ul><ul><li>Acquisition Plan </li></ul></ul></ul><ul><li>These documents are posted on the USDA eGovernment website. </li></ul><ul><ul><li>http://www.egov.usda.gov/resources/teamspace/enablers/selectbc.html </li></ul></ul>
    • 7. Why is eDeployment Needed? eDeployment is the foundation that will help USDA achieve the goals and objectives outlined in the eGovernment strategy. <ul><li>Improves the quality and consistency of information across the enterprise. </li></ul><ul><li>Increases the availability and accessibility of information for citizens, public and private organizations, and employees. </li></ul><ul><li>  </li></ul><ul><li>Improves internal efficiency by automating and streamlining business processes. </li></ul><ul><li>Enhances collaboration with citizens, public and private organizations, and employees to develop and deliver the USDA mission. </li></ul><ul><li>Recognizes information as a strategic resource by defining standards for information identification and decreasing search and retrieval time for current, quality information.  </li></ul>
    • 8. What is eDeployment? <ul><li>Web Content Management </li></ul><ul><ul><li>A Web Content Management solution will aid the creation, review, delivery, and maintenance of agency-defined information. </li></ul></ul><ul><li>Document Management </li></ul><ul><ul><li>A Document Management solution will enable the sharing and managing of documents and other electronic assets across USDA (according to records retention schedules.) </li></ul></ul><ul><li>Web Presence </li></ul><ul><ul><li>Web Presence will provide standards and guidelines to improve the “look and feel” and usability of Web pages and Web-based applications across USDA. </li></ul></ul><ul><li>Portal Services </li></ul><ul><ul><li>Portals will provide customers, public and private organizations, and USDA employees with integrated access to USDA information and services. </li></ul></ul><ul><li>Data Management </li></ul><ul><ul><li>Data Management will provide standards and services for data design and implementation issues to facilitate cross-Agency data sharing and reuse. </li></ul></ul>eDeployment is a fusion of multiple enabling capabilities that will support delivery of USDA information and services.
    • 9. Current Environment Existing capabilities vary by Agency and often reflect duplicative and redundant business and technical processes. Most notably, there is a lack of consistency and information sharing across the enterprise . <ul><li>Some Agencies are currently evaluating individual Web Content Management, Document Management, and Data Management solutions as well as separate Web Presence and Portal initiatives to meet their distinct needs. </li></ul><ul><li>Workflow processes are conducted manually and there is no means to drive content and documents throughout their lifecycle, from creation to maintenance to archiving. </li></ul><ul><li>Agency documents are primarily static, unstructured content that is not interactive with Web applications, databases, and multiple Web delivery mechanisms. </li></ul><ul><li>Agencies have dissimilar technical architectures, which pose a challenge to interoperability. </li></ul><ul><li>“ Stove-pipe&amp;quot; delivery systems that currently exist are organization bound; content creators from subject matter expertise at any level are not able to contribute to the content that will be delivered to users. </li></ul>
    • 10. Business Requirements Key Web Content Management and Document Management requirements identified by Agencies include: <ul><li>Enable designated authors to create Web content and documents utilizing user-friendly tools and standard templates. </li></ul><ul><li>Provide an automated workflow capability to mirror the review process of information that is currently performed manually. </li></ul><ul><li>  </li></ul><ul><li>Enforce the inclusion of standard metadata, headers, footers, etc. for a file or online content. Enforcing these standards enables information to be organized, re-used, and located. </li></ul><ul><li>Manage how information is “published” once it has been created and reviewed to ensure information integrity. </li></ul><ul><li>Define and support standards for the maintenance of information, including expiration of outdated information, and the appropriate classification of information.  </li></ul><ul><li>  Provide the ability to archive and delete information according to file plans and documented records retention schedules . </li></ul>
    • 11. Business Requirements (Continued) Key Portal Services requirements identified by Agencies include: <ul><li>Provide a comprehensive information architecture (organization and classification of information) to improve access to information.    </li></ul><ul><li>Enable a Web site or application to become a primary communication mechanism inside and outside of USDA. </li></ul><ul><li>Provide a personalized, customizable view of information. </li></ul><ul><li>Provide fast and accurate information retrieval capabilities. </li></ul><ul><li>Support the ability to deliver information to multiple devices, including PDA, cell phone, etc. </li></ul><ul><li>Provide standards and guidelines that ensure a consistent “look and feel” and navigational structure in USDA’s Web pages and Web-based applications. </li></ul>Key Web Presence requirements identified by Agencies include:
    • 12. Alternatives Analyzed <ul><ul><li>Maintain the existing environment – “Status Quo” </li></ul></ul><ul><ul><ul><li>Grants the most flexibility by allowing Agencies to choose their own eDeployment solution and eliminates the need to work through culture barriers; and </li></ul></ul></ul><ul><ul><ul><li>USDA Agencies spend millions in duplicative monies to design, build, deploy, and operate their own solutions and do not benefit from economies of scale pricing. </li></ul></ul></ul><ul><ul><li>Integrated enterprise solutions in a distributed environment </li></ul></ul><ul><ul><ul><li>Leverages existing hardware, network, and personnel resources to optimally deliver enterprise-wide services from multiple hosting facilities; </li></ul></ul></ul><ul><ul><ul><li>Reduces integration costs and facilitates sharing of information across the enterprise; and </li></ul></ul></ul><ul><ul><ul><li>Provides the greatest processing power to ensure optimal response time and ease of integration. </li></ul></ul></ul><ul><ul><li>Integrated enterprise solutions in a centralized environment </li></ul></ul><ul><ul><ul><li>Delivers enterprise-wide services from a centralized hosting facility; </li></ul></ul></ul><ul><ul><ul><li>Provides an effective option if audiences are concentrated in a small geographic region and external systems that need to be integrated are few and centrally located; and </li></ul></ul></ul><ul><ul><ul><li>Provides the same benefits as distributed environment, but the processing power would not be as great and integration would be more complex. </li></ul></ul></ul>Three implementation alternatives were considered for eDeployment.
    • 13. Recommendation: Integrated Enterprise Solutions in a Distributed Environment Distributed application components and data/content repositories will enable USDA to deliver robust, enterprise-wide solutions while leveraging existing technology investments and resources. <ul><ul><li>Supports the ability to leverage existing USDA investments. </li></ul></ul><ul><ul><ul><li>Leverages NITC, other USDA hosting facilities, and potential third-party hosting centers; </li></ul></ul></ul><ul><ul><ul><li>Promotes reuse of existing USDA hardware, software, network, and personnel resources; and </li></ul></ul></ul><ul><ul><ul><li>Utilizes existing telecommunications infrastructure and future UTN plans to reduce overall telecommunications impact. </li></ul></ul></ul><ul><ul><li>Reduces the complexity of system implementation. </li></ul></ul><ul><ul><ul><li>Allows users to be brought on to the solution in the shortest amount of time. </li></ul></ul></ul><ul><ul><ul><li>Houses enterprise solutions in the same hosting facilities as legacy systems to simplify integration. </li></ul></ul></ul><ul><ul><li>Ensures optimal performance for the end user. </li></ul></ul><ul><ul><li>Provides economies of scale for software license purchases. </li></ul></ul>USDA Data Center USDA Data Center USDA Data Center = Agency accessing enterprise solutions = Enterprise solutions are housed in USDA data centers to be leveraged by agencies and strategic initiatives
    • 14. Benefits <ul><ul><li>Strategic Benefits </li></ul></ul><ul><ul><ul><li>Enterprise-wide aggregation, management, and storage of content increase the amount of higher-quality information that is available to citizens. </li></ul></ul></ul><ul><ul><ul><li>USDA employees’ time saved equates to improved program and service delivery for customers. </li></ul></ul></ul><ul><ul><li>Financial Benefits </li></ul></ul><ul><ul><ul><li>Reduces the amount of time spent searching for documents and information and responding to FOIA requests. </li></ul></ul></ul><ul><ul><ul><li>The acquisition of highly extensible and scalable enterprise-wide solutions decreases the number of redundant purchases across USDA and provides for economies of scale. </li></ul></ul></ul><ul><ul><ul><li>Reduces paper costs related to the purchasing, printing, storing, and disposal of paper assets by accessing, storing, and managing content and documents electronically. </li></ul></ul></ul><ul><ul><li>Operational Benefits </li></ul></ul><ul><ul><ul><li>Standardized business and workflow processes instill greater accountability and improve access to more current, accurate, relevant, and organized products, services, information, and data. </li></ul></ul></ul><ul><ul><ul><li>Web-based applications and services can be deployed more quickly. </li></ul></ul></ul>Enterprise solutions will reap financial benefits while simultaneously improving the ability for USDA to deliver online information and services.
    • 15. Benefits <ul><ul><li>Shapes public opinions about USDA’s championing of eGovernment through an integrated online presence; </li></ul></ul><ul><ul><li>Promotes increased creation and publishing of Web content that is usable for all citizens, especially those with disabilities; </li></ul></ul><ul><ul><li>Improves access to more current, accurate, relevant, and organized products, services, information, and data; </li></ul></ul><ul><ul><li>Enables citizens to easily search for and quickly find relevant and timely content via integration with a robust USDA taxonomy; </li></ul></ul><ul><ul><li>Improves USDA compliance with Section 508 standards; and </li></ul></ul><ul><ul><li>Increases the quality of data distributed across eGovernment initiatives, legacy systems, and other systems with mission critical functionality . </li></ul></ul>These enterprise-wide capabilities also provide many intangible benefits.
    • 16. Cost/Benefit Analysis The eGovernment team followed a process in generating cost alternatives to implement and rollout the eDeployment solutions Generate costs based on functional and technical requirements Identify levers to generate alternatives Map levers to identified project risks Assess cost impact of each lever Assess qualitative impact of each lever Generate cost alternatives Cost Benefit Process <ul><ul><li>Core Capabilities (Includes portals, document management, content management, EAI, search engine, common data/content repository) </li></ul></ul><ul><ul><ul><li>Pre-Implementation Tasks </li></ul></ul></ul><ul><ul><ul><ul><li>Vendor assessment and procurement </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Definition of physical architecture </li></ul></ul></ul></ul><ul><ul><ul><li>Implementation </li></ul></ul></ul><ul><ul><ul><ul><li>Design, Installation and custom development </li></ul></ul></ul></ul><ul><ul><ul><li>Testing </li></ul></ul></ul><ul><ul><ul><li>Rollout </li></ul></ul></ul><ul><ul><li>usda.gov Department Portal </li></ul></ul><ul><ul><ul><li>Design, build, test, rollout </li></ul></ul></ul><ul><ul><li>Early-Adopter Support </li></ul></ul><ul><ul><ul><li>Available full-time technical expertise to assist agencies to come on-board </li></ul></ul></ul><ul><ul><ul><li>Project Management </li></ul></ul></ul>Major Deliverables Rank levers based on qualitative impact
    • 17. Cost/Benefit Analysis Based on the functional and technical requirements gathered for eDeployment from all agencies and staff offices, the following are the costs: SCENARIO 1 - COST/BENEFIT BREAKDOWN Scenario 1 - Assumptions <ul><ul><li>All major technology capabilities and standards implemented in Year 1 </li></ul></ul><ul><ul><ul><li>Document management, web-content management, web presence, portal services, content/data aggregation, enterprise search, Electronic Application Integration (eAI) </li></ul></ul></ul><ul><ul><li>Usage tracking and reporting delivered in Year 1 </li></ul></ul><ul><ul><li>7,000 USDA employees use portal in Year 1 (unlimited number of external users) </li></ul></ul><ul><ul><li>500 developers in Year 1 using web content management </li></ul></ul><ul><ul><li>5,000 developers/users using document management in Year 1 </li></ul></ul><ul><ul><li>Flexibility in choosing software and hardware is allowed: dictated by functional and technical requirements only </li></ul></ul><ul><ul><li>Assumes the development of prototypes to “field-test” the newly formed web presence standards </li></ul></ul><ul><ul><li>The technical architecture designed and priced is fully redundant to ensure minimal down-time </li></ul></ul><ul><ul><li>Support of early adopter roll-out (FY03-FY04) </li></ul></ul><ul><li>Note: Risk cost not included. Cost Benefit Analysis includes detailed analysis. </li></ul><ul><li>Labor costs to support agencies in adopting solutions included in total costs. </li></ul><ul><li>Labor costs include project management </li></ul><ul><li>Total costs include security costs </li></ul><ul><li>Benefits include cost avoidance </li></ul><ul><li>Productivity gains </li></ul><ul><li>Cost savings </li></ul><ul><li>Quality gains </li></ul>$35.6M $41.2M $34.3M $29.2M $37.1M TOTAL $17.8M $16.3M $14.8M $9.7M $7.9M Content $9.1M $520K $8.3M FY07 $7.0M $10.4M $11.8M FY03 $7.5M $506K $11.5M FY04 $9.7M $6.8M Software $7.0M $4.2M Hardware $8.3M $8.5M Labor FY06 FY05 Cost TOTAL Benefit $172.8M FY07 $13.0 FY03 $29.7M FY04 $112.4M $62.4M FY06 FY05
    • 18. Cost/Benefit Analysis To show alternatives to the original scenario, “levers” can be adjusted that lower cost, but may also compromise quality, quantity, or realized benefits Medium Medium High Cost High <ul><li>Complexity of interface with other systems is underestimated </li></ul><ul><li>Solution does not deliver usable and useful services </li></ul><ul><li>Software selection will be limited by compatibility and availability of mainframe servers </li></ul><ul><li>Potential to continue culture of using outdated technology </li></ul>Hardware Use of existing hardware in hosting centers 3 2 1 <ul><li>Analysis and reporting of user behavior on the portal will not be available in Year 1 </li></ul><ul><li>Eliminate mechanism to measure success of eDeployment program </li></ul><ul><li>Benefits of Document Management/Records Management will not be realized in Year 1 </li></ul><ul><li>Early-adopters will be a year behind </li></ul><ul><li>Agencies may pursue their own solution. Increased cost to the department </li></ul><ul><li>Delayed adherence to legal mandates </li></ul>Impact <ul><li>Agencies or individual employees are resistant to adopt proposed solution </li></ul><ul><li>Solution does not deliver usable and useful services </li></ul><ul><li>Loss of credibility in legal actions due to degradation of the integrity, validity, and/or authenticity of electronic record material </li></ul>Risks Timeline Timeline Category High High Qualitative Impact Delay delivery schedule of usage tracking and reporting capability by one year Delay delivery schedule of Document/Records Management by one year Lever
    • 19. Cost/Benefit Analysis Medium High <ul><li>Solution does not deliver usable and useful services </li></ul><ul><li>Reduced amount of external content available to employees in first year </li></ul><ul><li>Agencies will incur higher costs for purchase of external content </li></ul>Content Removal of purchase of external content in FY03 7 High High <ul><li>Solution does not deliver usable and useful services </li></ul><ul><li>Loss of credibility in legal actions due to degradation of the integrity, validity, and/or authenticity of electronic record material </li></ul><ul><li>Reduced power of enterprise search in locating relevant content across multiple agency repositories </li></ul><ul><li>Intentions-based design more difficult to achieve without search capability </li></ul>Software Limit scope of enterprise search capability in Year 1 4 High High <ul><li>Complexity of interface with other systems is underestimated </li></ul><ul><li>Solution does not deliver usable and useful services </li></ul><ul><li>Reduce software cost while increasing labor to implement and maintain </li></ul><ul><li>Solutions may not address all functional requirements </li></ul><ul><li>Quality and stability of open-source solutions are often not as fully proven as commercial software </li></ul>Software Use of open-source software 5 <ul><li>Solution does not deliver usable and useful services </li></ul><ul><li>Agencies or individual employees are resistant to adopt proposed solution </li></ul>Risks High Low <ul><li>Reduced buy-in for new web presence guidelines </li></ul><ul><li>Will not demonstrate agency specific usage of new guidelines </li></ul><ul><li>Limited input from design community on guidelines </li></ul>Labor Removal of web presence prototypes. Use of usda.gov as sole prototype 6 Impact Cost Category Qualitative Impact Lever
    • 20. Cost/Benefit Analysis Medium High <ul><li>Solution does not deliver usable and useful services </li></ul><ul><li>Benefits of solution will be realized by a smaller sub-section of the user community in the first year </li></ul><ul><li>Reduced scope of early adopter users will minimize lessons learned to be leveraged in enterprise release </li></ul>Timeline Reduction in number of developers and users in Year 1 8 Low Medium <ul><li>Time required to rollout solution could exceed estimates </li></ul><ul><li>Risk delivery of solutions due to lack of adequate internal resources </li></ul><ul><li>Available skill sets may not match required skills for successful deployment </li></ul>Labor Redirect internal resources for implementation 12 Low Medium <ul><li>Time required to rollout solution could exceed estimates </li></ul><ul><li>Reduced ability to provide database support to strategic and enabler projects in Year 1 </li></ul>Labor Reduction of number of database designers committed to data management 11 Medium High <ul><li>Solution does not deliver usable and useful services </li></ul><ul><li>Higher risk of system downtime </li></ul>Hardware Removal of hardware redundancy 9 <ul><li>Solution does not deliver usable and useful services </li></ul>Risks Low Low <ul><li>Selecting a single software vendor for multiple components may compromise ability to select best of breed solutions for each software component </li></ul>Software Reduce number of vendors by using products that address multiple areas 10 Impact Cost Category Qualitative Impact Lever
    • 21. Cost/Benefit Analysis The following cost/benefit scenario eliminates all cost levers that have a “low” qualitative impact: SCENARIO 2 - COST/BENEFIT BREAKDOWN COMPROMISES <ul><ul><li>Reduce number of database designers to support enabler and strategic initiatives by 50% (2 full time resources) </li></ul></ul><ul><ul><li>Redirect internal resources for use in implementation </li></ul></ul><ul><ul><li>Use single vendor for Document and Web Content Management </li></ul></ul><ul><li>Note: Risk cost not included. Cost Benefit Analysis includes detailed analysis. </li></ul><ul><li>Labor costs to support agencies in adopting solutions included in total costs. </li></ul><ul><li>Labor costs include project management </li></ul><ul><li>Total costs include security costs </li></ul><ul><li>Benefits include cost avoidance </li></ul><ul><li>Productivity gains </li></ul><ul><li>Cost savings </li></ul><ul><li>Quality gains </li></ul>$34.6M $40.2M $33.3M $28.1M $36M TOTAL $17.8M $16.3M $14.8M $9.7M $7.9M Content $8.8M $204K $7.8M FY07 $6.8M $10.1M $11.2M FY03 $7.2M $236K $11.0M FY04 $9.4M $6.5M Software $6.6M $3.9M Hardware $7.9M $8.1M Labor FY06 FY05 Cost TOTAL Benefit $162.1M FY07 $11.2M FY03 $22.6M FY04 $92.7M $47.1M FY06 FY05
    • 22. Cost/Benefit Analysis This cost/benefit scenario eliminates all cost levers that have a “low” and “medium” qualitative impact: SCENARIO 3 - COST/BENEFIT BREAKDOWN COMPROMISES <ul><ul><li>Internal access to the portal is limited (5000 users) </li></ul></ul><ul><ul><li>Number of early-adopters for web content management is limited (150 users) </li></ul></ul><ul><ul><li>Number of early adopters is limited for document management (500 users) </li></ul></ul><ul><ul><li>No hardware redundancy resulting in higher risk of system downtime </li></ul></ul><ul><ul><li>Reduce number of database designers to support enabler and strategic initiatives by 50% (2 full time resources) </li></ul></ul><ul><ul><li>Redirect internal resources for use in implementation </li></ul></ul><ul><ul><li>Use single vendor for Document and Web Content Management </li></ul></ul><ul><ul><li>External content not purchased in Year 1 </li></ul></ul><ul><li>Note: Risk cost not included. Cost Benefit Analysis includes detailed analysis. </li></ul><ul><li>Labor costs to support agencies in adopting solutions included in total costs. </li></ul><ul><li>Labor costs include project management </li></ul><ul><li>Total costs include security costs </li></ul><ul><li>Benefits include cost avoidance </li></ul><ul><li>Productivity gains </li></ul><ul><li>Cost savings </li></ul><ul><li>Quality gains </li></ul>$33.9M $33.9M $28.2M $27.3M $21.8M TOTAL $16.3M $14.8M $9.7M $7.9M $0M Content $9.6M $212K $7.8M FY07 $6.0M $4.7M $11.1M FY03 7.9M $478K $11.0M FY04 $9.0M $6.2M Software $2.3M $4.2M Hardware $7.8M $8.1M Labor FY06 FY05 Cost TOTAL Benefit $124.7M FY07 $600K FY03 $17.4M FY04 $68.6M $36.6M FY06 FY05
    • 23. Cost/Benefit Analysis This cost/benefit scenario eliminates all cost levers that have a “low”,“medium” and “high” qualitative impact: SCENARIO 4 - COST/BENEFIT BREAKDOWN COMPROMISES <ul><ul><li>Searching for content across the enterprise not possible </li></ul></ul><ul><ul><li>Internal access to the portal is limited (5000 users) </li></ul></ul><ul><ul><li>Number of early-adopters for web content management is limited (150 users) </li></ul></ul><ul><ul><li>Number of early adopters is limited for document management (500 users) </li></ul></ul><ul><ul><li>No hardware redundancy resulting in higher risk of system downtime </li></ul></ul><ul><ul><li>Reduce number of database designers to support enabler and strategic initiatives by 50% (2 full time resources) </li></ul></ul><ul><ul><li>Redirect internal resources for use in implementation </li></ul></ul><ul><ul><li>Use single vendor for Document and Web Content Management </li></ul></ul><ul><ul><li>External content not purchased in Year 1 </li></ul></ul><ul><ul><li>Delayed delivery of usage tracking and reporting by one year </li></ul></ul><ul><ul><li>Share existing hardware with other current solutions </li></ul></ul><ul><ul><li>Use open source software to save licensing costs </li></ul></ul><ul><ul><li>Eliminate web presence prototypes </li></ul></ul><ul><li>Note: Risk cost not included. Cost Benefit Analysis includes detailed analysis. </li></ul><ul><li>Labor costs to support agencies in adopting solutions included in total costs. </li></ul><ul><li>Labor costs include project management </li></ul><ul><li>Total costs include security costs </li></ul><ul><li>Benefits include cost avoidance </li></ul><ul><li>Productivity gains </li></ul><ul><li>Cost savings </li></ul><ul><li>Quality gains </li></ul>IMPRACTICAL $30.4M $31.0M $28.1M $26.2M $14.7M TOTAL $16.3M $14.8M $9.7M $7.9M $0M Content $8.4M $182K $5.5M FY07 $2.7M $3.8M $8.2M FY03 $8.9M $870K $8.5M FY04 $7.6M $6.6M Software $2.3M $4.2M Hardware $6.3M $7.6M Labor FY06 FY05 Cost TOTAL Benefit $103.1M FY07 $450K FY03 $15.7M FY04 $57.2M $32.3M FY06 FY05
    • 24. Timeline and Milestones Enterprise-wide implementation of eDeployment will be accomplished in a phased approach. Enterprise-wide Implementation: Phase 3 encompasses a similar set of tasks as the Early Adopter Implementation in Phase 2. During this time, remaining USDA Agencies will conduct full implementation of eDeployment services. Early Adopter Implementation: Phase 2 is the full implementation of eDeployment services for early adopter Agencies. This includes project planning, design, build, test, conversion, pilot, and workforce transition activities. Early adopter Agencies will complete implementation of eDeployment capabilities in a timeframe ranging from Q4 FY2003 – Q2 FY2004. Pre-Implementation Tasks: Phase 1 consists of tasks that must be performed prior to implementation. These initial tasks include the vendor analysis and selection process as well as creating and configuring the technology infrastructure and the physical network required for implementation. Description Q2 FY2003 – Q2 FY2004 2 Q3 FY2004 – Q4 FY2007 3 Q2 FY2003 - Q3 FY2003 1 Schedule Phase
    • 25. Timeline and Milestones USDA Agencies will adopt eDeployment solutions over the next 1-5 fiscal years
    • 26. Proposed Early Adopters <ul><ul><li>Although eDeployment provides an integrated solution, some Agencies may choose to only utilize certain capabilities of the solution. </li></ul></ul><ul><ul><li>The following chart summarizes the Agencies that are interested in being early adopters of the eDeployment solution: </li></ul></ul>A request was sent to all of the Agencies to determine interest in being an early adopter of the eDeployment solution.
    • 27. Next Steps <ul><li>The Next Steps to begin the eDeployment initiative are: </li></ul><ul><ul><li>USDA Approval and Funding </li></ul></ul><ul><ul><ul><li>Incorporate review comments into eDeployment business case; and </li></ul></ul></ul><ul><ul><ul><li>Secure funding for eDeployment project (FY03, FY04, and FY05). </li></ul></ul></ul><ul><ul><li>OMB Approval </li></ul></ul><ul><ul><ul><li>Seek approval from OMB for FY05 budget cycle. </li></ul></ul></ul><ul><ul><li>Project Establishment and Kick Off </li></ul></ul><ul><ul><ul><li>Select eDeployment project manager(s); and </li></ul></ul></ul><ul><ul><ul><li>Identify and staff project team to support implementation. </li></ul></ul></ul><ul><ul><li>Conduct Pre-Implementation Tasks </li></ul></ul><ul><ul><ul><li>Refine application requirements; </li></ul></ul></ul><ul><ul><ul><li>Develop request for proposal (RFP); </li></ul></ul></ul><ul><ul><ul><li>Conduct vendor analysis and select vendors; and </li></ul></ul></ul><ul><ul><ul><li>Begin design of development and production environments. </li></ul></ul></ul>

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