WO-200 IT Baseline for Bureau IT Investments Background and Recommendations Summary

1. WO-200 IT Baseline for Bureau IT InvestmentsBackground and Recommendations Summary July 25, 2006 Melanie Rhinehart

2. Introduction • Purpose • Successful Team Approach • Overview • Recommendations • Detailed Explanation of Recommendations • Accept or Reject Recommendations • Move Forward 2

3. IT Baselining Approach Methodology used to Baseline WO-200 Bureau IT Investments Actions #1: Align each IT system within a Line of Business #2: Assess system alignment to mission and priorities #6: Assess the health of each system #3: Identify system functionality duplications and overlaps #4: Assess overlapping infrastructure #5: Develop recommendations for moving forward 3

4. Focus on business use of IT User Survey System structure Portfolio optimization Alignment with organization and Federal directions Portfolio-relative financials Focus on project mechanics Artifacts Documentation Project optimization Alignment with project projections Project-focused financials IT Baselining Approach In Contrast to IV&V 2 different approaches ― both add value IT Baseline Approach IV&V Approach Focus on Portfolio as a whole Focus on Project-level assessment 4

5. IT Baselining ApproachFinancial Analysis Findings What we did What we found Recommendation Reviewed MIS, PM-Tracked and Business Case Projected IT Costs • Inconsistent financial data • Data validation not required for MIS • Project Manager cost tracking is more detailed than MIS • Financial data useful for broad conclusions only To make financial information usable for IT Baselining, require more detailed MIS data and rigor in definition and collection What the BLM Enterprise Architecture is already doing BEA working with WO-200 budget teams to identify as-is processes and developing recommendations for process improvement through BEA’s Business Process Reengineering services 5

6. IT Baselining ApproachExtensive Data Collection for these Line of Business Systems Range/Vegetation Rangeland Administration System (RAS) Rangeland Improvement Project System (RIPS) Rangeland Information System (RIS) Emergency Stabilization & RehabilitationProof of Concept (ES&R) Inventory Data System (IDS) Native Seed Network (NSN) Weeds Forestry Forest Vegetation Inventory System (FORVIS) Timber Sales Information System (TSIS) Geographic Information Systems Enterprise-GIS Services (E-GIS) Planning/Socioeconomics e-Planning version 1 e-Planning version 2 Economic Profile System (EPS) Wild Horse and Burro Wild Horse and Burro Information System (WHBIS) Wild Horse and Burro Program System (WHBPS) Recreation Recreation Management Information System (RMIS) Accessibility Data Management System (ADMS - DOI-mandated) 6

7. WO-200 Business ModelHow Do IT Systems Fit into the Information Value Chain? Planning and Decision Support Field Operations Feeds • Work with BLM customers • Collect raw data • Implement plans and decisions • Organize raw data • Analyze data • Create information toinform managementdecisions • Create plans or decisions Guides RAS, TSIS RIPS, RIS, Weeds, ES&R RMIS, ADMS EGIS EPS, NSN IDS, FORVIS ePlanning V1, V2 WHBIS, WHBPS 7

8. WO-200 National Portfolio Scope Size of the WO-200 Portfolio in contrast to the IT Cap for FY03 through FY06 WO-200 Systems 2.6% WO-200 Systems 2.6% WO-200 Systems 3.3% WO-200 Systems 3.0% Remaining Investments 97.4% Remaining Investments 97.4% Remaining Investments 96.7% FY06 Remaining Investments 97% FY05 FY04 8 FY03 Source: Spending Cap Documents ― http://web.blm.gov/itim/capital_planning/index.htm

9. Collected InformationBaseline Project Data Collection in Partnership with WO-200 Information Focus Areas Data Collected Information for current and projected project IT tasks Information Management priorities Data components User information Hardware (development, staging, and production) Software (development, staging, and production) System interfaces (current and future needs) System dependencies (current and future needs) Costs tracked by PMs Costs tracked by MIS Costs projected in business cases PERFORMANCE OF IT TASKS SYSTEM FINANCIAL 9 USER OPINION WO-200 end user satisfaction survey

10. Survey Perspective User Survey System Health Example3 Perspectives to Assess the Health of the WO-200 Systems Strategy Perspective Extent of Collection ofStrategic Data / Unique Data Structural Perspective Technology Alignment / Design Healthier systems cover as much red and yellow as possible 10

11. System HealthRange/Vegetation NOTE RIS-transitioning. IDS-data preservation. In Development, Not Surveyed External Investment 11 Using Survey, Structural and Strategy Perspectives

12. System HealthPlanning/Socioeconomics NOTE ePlanning V2 is currently in procurement External Investment 12 Using Survey, Structural and Strategy Perspectives

13. System HealthForestry, GIS 13 Using Survey, Structural and Strategy Perspectives

14. System HealthRecreation, Wild Horse and Burro DOI – Mandated Investment Currently Being Rehosted In Development, Not Surveyed 14 Using Survey, Structural and Strategy Perspectives

15. RecommendationsOverview Highest Value, Highest Priority Investment / Savings Opportunities Shared data services for treatment data. Consider longer term replacement of current range/vegetation systems. IRM Strategic Plan alignment suggestions. Expanded E-GIS data strategy. Specialized IT services. Blueprints, O&M and remaining investment suggestions. Minimal IT infrastructure savings available. 2 1 1 High 3 4 2 5 Benefit / Value 3 6 7 4 5 6 Low 7 Business Priority Alignment Low High 15

16. Next Steps • Does this approach have sufficient merit to move on to analyze WO-300? • What process shall we utilize for making WO-200 decisions on the recommendations? Next up: • Detailed recommendation presentations 16