0. Agenda HRSA Overview Capital Planning at HRSA
Challenges in Implementing Capital Planning at HRSA
CPIC successes at HRSA
Growing and Maturing the CPIC Process
Review agenda.
Why are we doing this? The service we really want to provide is more than just demonstrating how the tool works, its about maximizing its effectiveness to produce desired results – a sound business investment in IT projects. Blending of the technical support (provided by Ryan & the eCPIC team) with some of the implementation support and exposure to day-to-day CPIC activities that folks like myself have experienced by working hands-on with agencies on a day to day basis…

1. HRSA Overview HHS Op. Div. Budget Authority ($M) FY20081 IT Budget
Centers for Medicare & Medicaid Services
615,535
Administration for Children & Families
47,345
42.785
National Institutes for Health
29,547
Health Resources & Services Administration
6,990
55.265
Centers for Disease Control & Prevention
6,197
Indian Health Services
3,497
95.679
Substance Abuse & Mental Health Services
3,234
66.602
Food and Drug Administration
2,270
Administration on Aging
1,413
1.463
Agency for Healthcare Research & Quality -
32.505
HRSA provides access to health care for underserved and disadvantaged populations
Provides grants to states to treat at risk individuals
Oversees the training and staffing of healthcare providers
Provides oversight for tissue and organ donation and monitors malpractice suits nationwide
Benefits of Capital Planning at HRSA
IT is an enabler for programs to meet their business needs
Capital Planning allows us to measure how well IT is being planned for, managed and achieving results
The HRSA IT portfolio includes the following investments:
2 Majors (annual IT costs greater than $10M)
1 Tactical (annual IT costs greater than $3M, but less than $10M)
19 Supporting (annual IT costs greater than $100k, but less than $3M)
(1) HHS Office of Budget FY2009 Budget In Brief
(2) Office of Management and Budget Report on Information Technology (IT) Spending for the Federal Government for Fiscal Years 2007, 2008, and 2009 1

2. Select Cycle at HRSA 1
HRSA has been refining the Select Cycle for several years
All investments greater than $100K go through an internal review cycle at HRSA
HRSA tailors business case requirements for investments according to their IT Portfolio Classification (Major, Tactical or Supporting)
Major/Tactical investments also participate in a Departmental review
Training and individual assistance is available to all PMs that are interested in improving their business cases
Select evaluation is conducted through a critical partner review approach
Subject matter experts, including governance board reps, score business cases on their area of expertise
The CPIC team consolidates scores, analyzes results, and presents the ranked IT portfolio
Overall scores are reviewed and discussed by governance boards before being finalized
Highest tier governance board recommends IT Portfolio to the HRSA Administrator, which feeds IT spending plan decision-making
Develop Screening and Scoring Criteria 2
Create or Update Business Cases 3
Review and Score Business Cases 4
Analyze, Compare, and Rank Investments 5
Approval of IT
Portfolio by Governance Boards and Administrator

3. Control Process at HRSA1
HRSA has completed one full year of Periodic Reporting (Control Review)
HRSA has received praise on our maturing Capital Planning procedures from the Department
Criteria Maturity
Originally PMs reported Cost and Schedule only on a quarterly basis
Reporting criteria now includes Security and Performance Measure reporting on a quarterly basis
Security criteria is aligned to the Security Team’s requirements for ease of reporting by PMs
Increased reporting on Performance and Cost/Schedule milestones has improved Select scores in those areas
Results Reporting
The CPIC team provides Scorecards and Corrective Action Plans to create a feedback loop for PMs
Governance boards utilize score trending and variance analysis to understand how individual investments and the overall IT portfolio are performing
Investments that show a downward trend work with the CPIC team and governance boards to improve performance
Project Managers (PMs) update data in portfolio management tool 2
CPIC analyzes data to identify gaps and assign an overall score 3
PMs create Corrective Action Plans (CAPs) 4
CPIC creates Scorecards with CAPs and results briefings 5
Results are presented to two tiers of Governance Bodies

4. HRSA’s IT Clearance Process1
Information entered into requisition system
Overview:
HRSA has instituted an internal control process to monitor, review, and correct IT contracts before they are released to the public
Ensures that necessary contract language is included to meet all Federal, HHS, and HRSA IT requirements
Leverages the input of Subject Matter Experts (SMEs) on SOW areas
Benefits
Integrates CPIC into the procurement cycle
Mechanism to ensure that IT procurements are mapped to an approved Business Case
Provides an opportunity for PMs to begin planning for new IT investments outside of the scheduled CPIC cycle 2
OIT assigns/verifies IT investment number and determines reporting requirements 3
SOW entered into collaboration tool for review and comment by appropriate SMEs 4
PMs are contacted with required changes to SOWs 5
SOW is cleared and sent to Contracting for release

5. Challenges and Solutions of Capital Planning at HRSA
Challenge Area
Description
Solution
Governance
Enterprise needs are often different from those of Programs, and it can be difficult to accommodate both
HRSA OIT tailors the Select and Control processes to best meet the needs of PMs and Governance Bodies
Compliance-driven Activities
Some non-technical PMs do not understand the value of Capital Planning and see it as a compliance-based activity
HRSA OIT is proactive in streamlining data collection and assisting PMs in meeting requirements to alleviate PM burden, wherever possible
Limited Financial and Human Resources
Finding a way to manage small- and medium-sized investments without over-burdening limited resources is an on-going challenge
HRSA OIT encourages (and requires) PMs to investigate and leverage government-wide, Departmental, or enterprise-HRSA solutions to meet their business needs

6. Developed CPIC Process Earned Value Management
CPIC Successes at HRSA
What Has Been Done
Impact
Developed CPIC Process
Initiated both Select and Control phases based on best practices
Process tailored to HRSA’s unique needs
HRSA now actively managing and monitoring the IT portfolio
Insight into individual investments increased at all levels
Organization has embraced process as meaningful 1
Investment data reviewed by agency executives on a regular basis
Executives realize greater transparency from PMs
Increased importance of CPIC in budgeting process
IT Governance
Established and chartered two separate IT Governance review boards
Conduct regular meetings to review IT Capital Planning data 2
Earned Value Management
Developed tailored EVM guidance and reporting process
Institutionalized a Baseline Change Request process
Forged routine communications with Contracting on EVM implementation and use
Elevated understanding of EVM principles
Improved control over investment baselines and IT Spending in HRSA contracts
Incorporated EVM reporting into Quarterly Control process for all investments greater than $100K 3 6

7. Growing and Maturing the CPIC process at HRSA
Next Steps
Continue to improve the Periodic Reporting process. Find a way to collect better data for decision-making without increasing PM burden
Increase coordination between Budgeting, Acquisition, and IT for better re-use of existing information
Mature IT Project Management through use of a standardized management framework
Leverage existing Governance structures for Capital Planning to support other IT functional areas, such as Enterprise Architecture, Security, and IT Project Management

8. Questions?