11

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2

Evolution of ERAIssues and Good NewsCurrent progress-statusResources for the Project

FTE’s and Contract DollarsModel for tracking expenditures

How to manage the beastEstablishing PrioritiesCommunicating Priorities and ProgressActions/Issues/Decisions for the SC

Discuss your issues

Topics for DiscussionTopics for DiscussionTopics for DiscussionTopics for Discussion22

04/19/23

3

In the beginning…………………..IMPAC I In the beginning…………………..IMPAC I In the beginning…………………..IMPAC I In the beginning…………………..IMPAC I

GM

CM

RRA

REV

Snap Shot

33

04/19/23

4

IC IC referralreferral

Evolution of Evolution of IMPAC I IMPAC IEvolution of Evolution of IMPAC I IMPAC I

BudgetBudgetReportsReports

CodingCoding

PaylinePayline

ProjectionsProjections

GM

CM

RRA

REV

Snap Shot

CouncilCouncil

operationsoperations

44

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5

Evolution of Evolution of

IMPACIMPAC

Evolution of Evolution of

IMPACIMPAC

CouncilCouncil

operationsoperations

BudgetBudgetReportsReports

CodingCoding

IC IC referralreferral

PaylinePayline

ProjectionsProjections

5 5

04/19/23

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Extension Extension Systems ? Systems ? Extension Extension Systems ? Systems ?

CouncilCouncil

operationsoperations

BudgetBudgetReportsReports

CodingCoding

IC IC referralreferral

PaylinePayline

ProjectionsProjections

66

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7

IMPAC II : IMPAC II : IMPAC II : IMPAC II :

New technology/more power/more complexExpectations high Built on existing business process and designLow resources impacted on:

Critical path decision making to develop the modules Sometimes collapsing functionality within a moduleMinimal resources to outreach, communication, help desk, and training.Lack of understanding decision making and priority setting

Enterprise not prepared for the migration of extension systems

Staff or time and knowledge to link and plan for the changes.

77

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8

IMPAC II IMPAC II (cont )(cont ): : IMPAC II IMPAC II (cont )(cont ): :

Integration of Commons Data into IMPAC 2Stability of the databaseBudget reports needed

IMPAC 15-6 Standard formats in excelBuild query tools for budget in:

IMPAC 2Data Warehouse

Communications and Outreach

88

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9

Most Modules in Production Most Modules in Production

QV (QuickView)

PV (PowerView)

CP (CRISP Plus F&U)

Infrastructure & Shared Modules

Interface Module

GM(Grants Management)

ICO (IC Operations)

CM(Committee Management)

RRA(Receipt, Referral, Assignment)

REV(Review)

TA / Payback(Training Activities)

GUM

People

API

UA

RAE

Query tools

Gaps in modulesGaps in modules

Production Date

April 98

April 98

June 99

May 00

June 99/May 00

June 99

June 99

Nov 96

Nov 96

99

04/19/23

10

IMPAC 2 IMPAC 2

Good News-Current ProgressGood News-Current Progress

Others in final stages of deploymentReview – summary statements in JuneReceipt\Referral for CSR – MayPercentiles in the Fall

Release redesign for CM for GSA reports

1010

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11

Logons the First Two Weeks of Logons the First Two Weeks of AprilApril

1111

04/19/23

12

Evolution of ERA SystemsEvolution of ERA Systems

19651965 19901990 19951995 20002000

Edison

NIH Commons

Support NIH Grantee

Requirements

Interagency Edison

Federal Commons

Support Gov’t-wide Grantee

Requirements

IMPAC II

IMPACSupport NIH IC Staff

Requirements

1212

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Applicant/GranteeApplicant/Grantee

NIHNIH

Grants PolicyStatement

Priority Score

Notice of Grant Award

Post-AwardCorrespondence

Other Support

Project Specific Assurances

ApplicationSpecification

ApplicationMaterialsAssurances Periodic Reports

- progress - financial - inventions - women/minorities

Final Reports - progress - financial - inventions

Certifications

Assignment SummaryStatement

Commons an Interface to Integrate Data Commons an Interface to Integrate Data from Extramural Community to the NIH from Extramural Community to the NIH

1313

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14

Common FileCommon File

Assurances

ScientificProposals

Certifications

Other SupportProject Specific Assurances

Periodic Reports - progress - financial - inventions - women/minorities

Final Reports - progress - financial - inventions

Applicant/GranteeApplicant/Grantee

NIH IMPAC 2 NIH IMPAC 2 (and other granting agencies)(and other granting agencies)

Grants PolicyStatement

ApplicationSpecification

Assignment

Priority Score

SummaryStatement

Notice of Grant Award

Post-AwardCorrespondence

Institutes and CentersInstitutes and Centers

A Process OverviewA Process Overview1414

04/19/23

15

pilotpilot

pilotpilot

pilotpilot

worksworks

Commons a Parallel Commons a Parallel DevelopmentDevelopment

pilotpilot

worksworks

pilotpilot

pilotpilot

pilotpilot

1515

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Help Needed To Assess Help Needed To Assess Priorities Priorities

Report of th

e Peer Review of th

e NIH Commons

Report of th

e Peer Review of th

e NIH Commons

April 10, 2000

April 10, 2000

Report of th

e Peer Review of th

e NIH Commons

Report of th

e Peer Review of th

e NIH Commons

April 10, 2000

April 10, 2000

1616

04/19/23

17

Involved Constituencies Involved Constituencies 1717

04/19/23

18

Recommendations Recommendations (draft)(draft)1818

04/19/23

19

Highlights of The Commons Highlights of The Commons Review Review

Urge NIH to consolidate all IC-based ERA activities into the Commons, they want a single siteBusiness practices of E-SNAP need to be redefined:

Changes in policy and in designUser group with NIH and the Extramural community needs to be established.

Focus efforts on:Integration with IMPAC 2E-SNAP, X-Train, 194 data set transmission

Link the grantee community into priority setting.

1919

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20

Highlights of The Commons Highlights of The Commons Review Review (continued)(continued)

Not financed sufficiently to meet objectivesConstituencies need to be better involved:

NIH IC’s, Grantee Community, other federal agencies, small business etc.

NIH needs to be aware and benefit from the commons

Pilots need to integrated with IMPAC 2 into the NIH community so direct benefits seen in IMPAC 2.

2020

NIH Commons Deployment Plan: 1998-2000 NIH Commons Deployment Plan: 1998-2000 (pre-(pre-review)review)

CY1998 CY1999 CY2000

CRISP on the Web

Commons Registration

Accounts Administration

Application/Award Status

Institutional & Professional Profiles

e-SNAP

Trainee Appointments (X-Train)

Competitive Application

Fellowships

Full Prod. - Open Deployment

FDP Pilot - 65 Grantee OrganizationsPre-Prod. - ~ 120-150 Organizations

2121

NIH Commons Deployment as a Result of NIH Commons Deployment as a Result of ReviewReview

CY1998 CY1999 CY2000

CRISP on the Web

I-Edison

Commons Registration

Accounts Administration

Application/Award Status

Inst. & Prof. Profiles

e-SNAP

Trainee Appointments (X-Train)

Competitive Application

Fellowships

None transact with IMPAC 2Pilot of commons interface with 65 institutions

Expand pilot of interfaceProduction

priorit

y

hold

holdhold

hold

2222

04/19/23

23

Good News/Current ProgressGood News/Current Progress(Commons)(Commons)

CRISP on the WebPublic access - 35,000 queries a week

Interagency Edison (97)230 organizations registered ~8,500 inventions & 3,800 patents on file (95)11 agencies now utilize it

Registration/Profiles/Status in Pre-Production

142 Grantee Organizations Registered3,356 User Accounts created ~40 logons/day

E-SNAP 15 Grantee Organizations ~160 grant applications

2323

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24

The Matrix Must Be BuiltThe Matrix Must Be BuiltThe Matrix Must Be BuiltThe Matrix Must Be Built

IMPAC IIIMPAC IIIMPAC IIIMPAC II

NBSNBS

FederalFederalCommonCommon

ss

GranteeGranteeCommunityCommunity

IC IC ExtensionsExtensions

2424

04/19/23

25

As Project Manager As Project Manager

What resources are available?FTE’s

2525

04/19/23

26

52 FTEs Committed to the Project*52 FTEs Committed to the Project*

L = Legacy, IMPAC I I2 = IMPAC II NC=NIH CommonsE=Edison FC=Fed. Commons

FTEs Effort System

30 63% L30 63% L

12 26% I212 26% I2

5 11% NC5 11% NC

FTEs Effort System

3.4 68% E3.4 68% E

0.6 12% NC0.6 12% NC

1.0 20% FC1.0 20% FC

Jim Cain, Jim Cain, DEISDEIS47 Total FTEs47 Total FTEs

George Stone, George Stone, CEITRBCEITRB,, DGPDGP

5 Total FTEs5 Total FTEs

•21 FTE’s under Dorrette Finch in the Office of Reports and 21 FTE’s under Dorrette Finch in the Office of Reports and Analysis Analysis utilize the systems but are not part of development and utilize the systems but are not part of development and supportsupport

2626

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Division of Extramural Information Division of Extramural Information SystemsSystems

James CainDirector, DEIS

25% L, 75% I2Legacy Migration CoordinationDolly Sparkman (Matrix Team)

50% L, 50% I2

User Support BranchChief, T. Twoney

100% I2

Ass’t to Chief, James Tucker25% L, 75% I2

Enterprise Central Reporting, Sup., Virginia Moxley75% L, 25% I2

4 FTEs56%L, 19%I2, 25%NC

Software Quality Assurance, Sup.,

Lawrence Fanning25% L, 75% I2

3 FTEs67% L, 33% I2

Software Development and Programming Branch

Chief, Carla Flora

50% L, 50% I2

System and Database Management Branch

Chief, Kelly Landre, 90%

25% L, 75% I2

System Quality Control and Interfaces BranchChief, Emily Mitchell

50% L, 50% I2

Software Engineering and Architecture Branch

Chief, Vacant

100% I2

2 FTEs50% I2, 50% NC

Data Quality Assurance, Sup., Carolyn Stelle

100% L

4 FTEs100% L

Team Green,Supervisor,

Vacant50%L, 50% I2

5 FTEs70% L, 30% I2

4 FTEs50% I2, 50% NC

2 FTEs50% I2, 50% NC

Team Blue,Supervisor,

Vickie Fadeley100%L

5 FTEs85% L, 15% I2

Team Orange, Deputy Chief, Sup.,

Mark Siegert50%L, 50% I2

4 FTEs56% L, 44% I2

L = Legacy, IMPAC I I2 = IMPAC II NC = NIH CommonsLegend

:

2727

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28

Division of Grants PolicyDivision of Grants Policy

NC = NIH Commons FC = Fed. CommonsLegend

:E = Edison

Commons, Extramural Inventionsand Technology Resources Branch

Chief, George Stone50% NC, 10% FC, 40% E

Carol Tippery,Director, DGP

5 FTE’s reassigned to DEIS5 FTE’s reassigned to DEIS

2828

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29

As Project Manager As Project Manager

What resources are available?52 - FTE’s Contract dollars for FY 2000

IMPAC 2 - 5.0 million Commons - 1.0 million (needs endorsement for release)

Mitertek - 0.7 million

IC extension systems ? Internet review, council, and reporting tools ECB

Other Agencies ?Outside community ?

Academic Private sector

CollationsCollations Note o

f appre

ciatio

n to:

Note o

f appre

ciatio

n to:

Mart

ha Pin

e, NIG

MS

Mart

ha Pin

e, NIG

MS

2929

04/19/23

30

Future and Retro Cost Model Future and Retro Cost Model (draft)(draft)

Applications & Business Applications & Business AreaArea

Applications, Software Applications, Software InfrastructureInfrastructure

& Database Design& Database Design

Operations & MiscOperations & Misc

COTS, HW, & CITCOTS, HW, & CIT

Project ManagementProject Management

$2.9 $16.2

$0.0 $ 1.1

$0.2 $ 1.3

$1.2 $ 6.3

$1.2 $ 8.5

IMPAC 2 Costs IMPAC 2 Costs

Cur. Yr* TotalCur. Yr* Total

* Dollars in millions -costs from June to February and include include DEIS FTE’s* Dollars in millions -costs from June to February and include include DEIS FTE’s

3030

Detail Tracking of CostsDetail Tracking of Costs 3131

$1M

$800K

$600K

$400K

$200K

$0

$200K

$150K

$100K

$50K

$0

$200K

$150K

$100K

$50K

$0

Commons Development, Deployment, & CostsCommons Development, Deployment, & Costs

Admin Interface &

Profiles

$192K - Dev. $154K - Oper.

Projections for ‘00 as of Feb. 2000Projections for ‘00 as of Feb. 2000

Commons Platform & Database

$1.97M - TYC $1.13M - CIT

CRISP

$150K - Dev.$342K - Oper.

CIT ChargesDbase Admin

‘‘9696 ‘97 ‘97 ‘98 ‘99 ‘00 ‘98 ‘99 ‘00

OperationsDevelopment

Operations

Development

3232

$50K

$40K

$30K

$20K

$10K

$0

$400K

$300K

$200K

$100K

$0

$300K

$200K

$100K

$0

X-Train

$66K - Dev. $41K - Oper.

Projections for ‘00 as of Feb. 2000Projections for ‘00 as of Feb. 2000

Status

$456K - Dev. $146K - Oper.

e-SNAP

$831K - Dev.$479K - Oper.

‘‘9696 ‘97 ‘97 ‘98 ‘99 ‘00 ‘98 ‘99 ‘00

NIH Commons Development, Deployment, NIH Commons Development, Deployment, and Costs…cont.and Costs…cont.

Development

Operations

DevelopmentOperations

Operations

Development

3333

$200K

$150K

$100K

$50K

$0

$200K

$150K

$100K

$50K

$0

$200K

$150K

$100K

$50K

$0

Fellowships

$233K - Dev.

Projections for ‘00 as of Feb. 2000Projections for ‘00 as of Feb. 2000

CompetitiveApplication

$356K - Dev.

‘‘9696 ‘97 ‘97 ‘98 ‘99 ‘00 ‘98 ‘99 ‘00

NIH Commons Development, Deployment, NIH Commons Development, Deployment, and Costs…cont.and Costs…cont.

ComplexNoncompeting

Application

$188K - Dev.

Development

Development

Development

3434

04/19/23

35

How to Manage the Beast ?How to Manage the Beast ?3535

04/19/23

36

NIH Commons User GroupAcademic Institutions

Private SectorNIH CommunityFederal Agencies

Federal Commons

IT Shared Design Group

Management Management TeamTeamIC Representatives

Project Management StructureProject Management Structure

IT Board of Governors

ERA Steering CommitteeIC Director-Chair

DDER, CIO, Project Manager, IC Rep, DDER

Project Manager

Daily Operations ManagerJim Cain

CIT Tech LiasonDonna Frahm

CIO

Multiple Functional GroupsCM

GMACRPC

EPMC

3636

04/19/23

37

How to Set Competing How to Set Competing Priorities ?Priorities ?

3737

04/19/23

38

Modules-Functional & User Groups Modules-Functional & User Groups

QV (QuickView)

PV (PowerView)

CP (CRISP Plus F&U)

Infrastructure & Shared Modules

Functional Group Interface Module

GM(Grants Management)

ICO (IC Operations)

CM(Committee Management)

RRA(Receipt, Referral, Assignment)

REV(Review)

TA(Training Activities)

GMAC(Grants Mgmt. Adv. Comm.)

CMO(Committee Management Org.)

RPC(Review Program Committee)

TPC(Training Policy Committee)

GUM

People

API

UA

RAE

CSR(Review Program Committee)

Query tools

CP (CRISP on the web)

User Group

Edison

Gaps in modulesGaps in modules

E-SNAP

X-Train

CGAP

Public/Press/Scientists

Type 5’s / VP research

T32’s – F32’s

Applicants/VP Research

Institution / NIH

EPMC

NIH Commons User GroupAcademic Institutions

Private SectorNIH CommunityFederal Agencies

3838

04/19/23

39

Priority Setting at the User LevelPriority Setting at the User Level

ERA Modul

e

Functional Group Establish priorities and relative costs with input from the user group

User GroupRecommends fixes and enhancements works with POC from OER responsible for the module

Project Team Determines priorities to fund within the framework of competing prioritiesUnfunded priorities used to build future budget requests

Recommendations and priorities from the user and functional group, and project team posted on the web and community formed through newsletter.

3939

04/19/23

40

Give Authority to a Person(s) to Develop Give Authority to a Person(s) to Develop Trans NIH Need into Core FunctionalityTrans NIH Need into Core Functionality

GM

Modules

CM

RRA

REV

TA

SITSNBS New Module

ICO

4040

04/19/23

41

Provide a Process for Anyone Group or Organization Provide a Process for Anyone Group or Organization to Obtain Input or Decide Whether to Incorporate a to Obtain Input or Decide Whether to Incorporate a Function into a Trans-NIH FunctionFunction into a Trans-NIH Function

EPMCRecommend via rating system whether a system should be incorporated into the IMPAC 2

CSR Check writing

Internet Assisted Review

Electronic Council Book

IT Shared Design Group

IC Enhancement Leveraged Leveraged

ResourcesResources

Project Team Seeks input from functional group when needed.Determines priorities to provide resources within the framework of competing prioritiesUnfunded priorities used to build future budget requests

4141

04/19/23

42

Structure forStructure for

Priority Setting for ERA ProjectsPriority Setting for ERA Projects

Functional groups User groups – consist of

Users of the system within IC’s to do their jobs, Nominated by members of the functional groups

OER liaison and support contractor. Develops cost estimates for priorities with support contractor Helps the group advocate develop a business plan Assures that issues raised by User and Functional Groups are being addressed and has ability to make minor fixes and enhancementsProvide feedback as needed to either group.

Group advocate – selected by the Project Manager Is the person responsible for this subproject or moduleEstablishes priorities for fixes, enhancements or a total redesign with broad input and a process established with both groups .Communicates the priorities of the groups to the project team and serves as a member of the project team.

ERA Project Management Team – leads the overall effort.

4242

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43

Criteria to Rank Projects for:Criteria to Rank Projects for:

Phasing and FundingPhasing and Funding

CriteriaCriteria Maximum Point Maximum Point ValueValueManagement Support 15Business Risk of Not Doing It 10Culture Change 10Technical Risk 10Scope of Change 20Business Process Redesign 15Business Model 10Quality of Work Life 10TOTAL TOTAL 100 100

4343

04/19/23

44

Sample of Criteria Sample of Criteria 4444

04/19/23

45

Priority SettingPriority Setting Establish Budgets and Phase Establish Budgets and Phase ProjectsProjects

TimeTime

Priority Set

Review & Establish Business Practice

Business Plan

Production

Pilot & Review

Design & Review

Budget

Build Budget Next FY

4545

04/19/23

46

Priorities Will Turn Into Project Priorities Will Turn Into Project PlanPlan

FY 2001 Project Plan submitted for the BOG Review last night

Next the Project Plan developed through the priority setting process Current list is not prioritized but follows the cost model

4646

04/19/23

47

Life of a Module Expected to Be 4-6 Life of a Module Expected to Be 4-6 Years Years

Policy Technology

UsersProcess

Committee ManagementModule

4747

04/19/23

48

Communications & Outreach Communications & Outreach NeededNeeded

Redesign website Establish a newsletter to keep all informed Target e:mails Standardizing formats for updates and changesStaff and run focus groups with constituenciesIdentify resources for this function

4848

04/19/23

49

Ensure All Are Informed as to Ensure All Are Informed as to Priorities/DecisionsPriorities/Decisions

Tracking of Specific Changes / CMO User GroupTracking of Specific Changes / CMO User Group

4949

04/19/23

50

Key Concerns At This PointKey Concerns At This Point

Resources this and next fiscal year.$2 million dollar drop in FY 2001 for contracts

The effect of shutting down the commons increases the risk for NIH to loose:

creditability with the grantee communityleadership in implementing the Federal Commonsthe ability to meet the deadlines established in legislation

5050

04/19/23

51

IDEA’s for ResourcesIDEA’s for Resources

NCRR Idea ProgramOther NCRR infrastructure mechanismsBISTISBIR ProgramOMB Separate line item Open for suggestions

5151

04/19/23

52

Actions/Issues/Decisions for the Actions/Issues/Decisions for the SCSC

Is the Steering Committee, BOG, NIH is committed to the Commons?Endorsement and help towards:

Establishing the funding for the project using the existing process and using alternative grant mechanismsImplementing the structure and process outlined in the presentation to establish priorities and to manage the project

5252

04/19/23

53

Actions/Issues/Decisions for the Actions/Issues/Decisions for the SCSC

Is the model for priority setting acceptable to the Steering Committee? To recap in the model:

Priorities are decided within a module by the Group Advocate with input from the user group, functional group and the community. Across modules by the Project Leader with input from the group advocates, project team members, and the community. The project leader will seek advice from the Steering Committee for more complex issues and those that impact significantly in a shift of resources between the grantee community and internal NIH operations.

5353

04/19/23

54

Evolution of ERAIssues and Good NewsCurrent progress-statusResources for the Project

FTE’s and Contract DollarsModel for tracking expenditures

How to manage the beastEstablishing PrioritiesCommunicating Priorities and ProgressActions/Issues/Decisions for the SC

Discuss your issues

Topics for DiscussionTopics for DiscussionTopics for DiscussionTopics for Discussion5454

04/19/23

55

It’s a work in progress!!It’s a work in progress!!

Please provide feedback

5555