Wfit Sop Project MGMT

Wildland Fire Information and Technology
Standard Operating Procedure
Project Management
Version 1.0
___________________________
Steven Manthei
Program Manager - Wildland Fire Information and Technology
Program Management Office
United States Department of Agriculture, Forest Service

Department of the Interior
Version 1.0
This page left intentionally blank
Page 1 of 44
Table of Contents
1. Objectives of the Project Management Standard Operating Procedure .............................4
2. PLC Leadership – Decision Bodies and Working Groups.....................................................5
3. Assets managed via the WFIT Project Management SOP ...................................................7
4. Alignment of Investment Activities with Fiscal Definitions ................................................8
5. The WFIT Project Management Life Cycle .......................................................................10
5.1. Idea Phase..........................................................................................................................14
5.2. Concept Phase ...................................................................................................................17
5.3. Pre-development Phase ....................................................................................................21
5.4. Development Phase...........................................................................................................25
5.5. Project Management Status Reviews................................................................................31
5.6. Operations and Maintenance Phase .................................................................................32
5.7. Decommission Phase.........................................................................................................35
6. WFIT Project Life Cycle Summary Definitions ..................................................................38
7. RASCI Chart Roles...........................................................................................................40
8. Definitions .....................................................................................................................42
9. Revision history ..........................................................................................................44
Table of Figures
Figure 1 - Project Management – WFIT Decision Bodies ..............................................................................5
Figure 2 - WFIT Activity RASCI Chart – Execution ..........................................................................................6
Figure 3 -WFIT Project Life Cycle Summary .................................................................................................10
Figure 4 - Components of the PLC ...............................................................................................................11
Figure 5 - Flow of an Asset through the PLC................................................................................................12
Figure 6 - Components of the WFIT Project Life Cycle ................................................................................38
Version 1.0 Page 2 of 44

Page 3 of 44
1. Objectives of the Project Management Standard Operating Procedure

The objectives of the WFIT Project Management Standard Operating Procedure (PMSOP) are:
1) Identify a standard WFIT project life cycle (PLC) by which an asset within the WFIT Portfolio can
be effectively managed by WFIT Leadership during its development and operational life;
2) To establish a standard and consistent process of information compilation and decision making
to competently advance investments through the PLC;
3) To establish a decision making cadence to advance projects through the lifecycle;
4) To establish expected information for each life cycle checkpoint.
The PMSOP seeks to identify the information necessary to make competent investment management
decisions by the appropriate decision makers to maximize the effectiveness of WFIT investment
activities as identified by WFIT Leadership using the Investment Decision Standard Operating Procedure
(ID SOP).

2. PLC Leadership – Decision Bodies and Working Groups

The management structure responsible for WFIT project management considers oversight and
information collection / management of both development activities (Development, Modernization, and
Enhancement or DME) and steady-state activities (Operations and Maintenance, or O&M). The PMSOP
is designed to provide those responsible for oversight with the comprehensive information necessary to
make competent decisions, and to provide those responsible for information collection and
management, well-defined expectations.
This SOP identifies decision bodies as those responsible to approve the transition of an asset through
the PLC. WFIT decision bodies are also noted in the IDSOP as they have been formed to identify, select,
and manage of wildland fire investment activities. They are noted Figure 1 - Project Management –
WFIT Decision Bodies as groups A through F. Each group’s role and responsibility with respect to the
PLC are identified in the PMSOP to ensure their mission, objectives, and strategies are appropriately
considered during investment activities, and are aligned with their roles in the IDSOP.
This SOP identifies working groups to manage the information presented in the PLC processes. These
groups are identified Figure 1 - Project Management – WFIT Decision Bodies as groups 1 through 4.
They are comprised of subject matter experts (SMEs) aligned with the phases they support within the
PMSOP (e.g. Project Management Group is comprised of certified project managers, the Planning
Working Group is comprised of those individuals well versed in technical planning and agency financial
planning processes). The roles and responsibilities of these groups, with respect to the PLC, are detailed
in this document.
Figure 1 - Project Management – WFIT Decision Bodies
Page 5 of 44
This SOP identifies agency decision bodies whose roles are established to meet agency policy (primarily
budget, acquisition, and security). Their roles are defined by their respective agency’s objectives and
responsibilities. WFIT investment decisions and the processes identified in this SOP are intended to
align with their agency’s policies, expectations, and processes;
Finally, the wildfire community is comprised of many stakeholders. This SOP identifies informed
stakeholders who depend on information regarding the WFIT investments, and at times must be
consulted to ensure a comprehensive understanding of the community’s needs;
Each oversight body’s objective is identified in the IDSOP, and their primary oversight responsibility with
respect to the PLC is identified in detail in this document. For each deliverable, parties are identified
who are involved with the completion of the delivery, or notified of its results. These are noted with the
WFIT Activity RASCI Chart, shown in Figure 2 - WFIT Project Activity RASCI Chart and within this
document, below. The RASCI chart identifies roles that impact PLC activities:
1. Responsible: those responsible to complete the defined task – executes the necessary work
2. Accountable: those ultimately answerable for the completion of the task
3. Supportive: assists in completing the task
4. Consulted: opinions are sought (SMEs), or
5. Informed: kept up to date; one way communication
This chart is aligned with activities identified within the WFIT PLC, and is maintained by the WFIT PMO.
Roles noted in the RASCI Chart are briefly defined in Section ‎7 - RASCI Chart Roles.
Figure 2 - WFIT Project Activity RASCI Chart – Execution

RASCI
> Two Accountables
Rev R = Responsible for completing the task or delivery

Technologies Group
A = Accountable to ensure task or delivery is is completed

Executive Council
Non-Federal and
A S = Supportinve to those responsible
Private Forestry
Working Group
Working Group
Working Group
WFIT Program
C = Consulted for inputs to those responsible

Development
Acquisitions
USDA / DOI
I = Informed of task / delivery results

DOI/USDA
Emerging
Technical
Business
Directors
Planning
Program
Manager
Manager
DOI Fire
Project
Budget
Budget
NWCG
ACIOs
Field /
CSSO
Board
USDA
Tribal
Users
USFS
WFIT
State
CIOs
Lead
Lead
OWF
O&M
IRBs
FMB
FAM
PRE
Fire
CIO
DOI
DOI
EB
Categories Activities
Common Project DISAA Standards C C C I A I R S S S S I S I I C C C
Components Services Stds. (Training, Helpdesk, Hosting, etc.) C C C I A C R S S S S C S I I C
Business Need / Intent I I I I I I R A I I I I C
Feasibility Assessment I I C I I I R A
Idea Preliminary Business Value Assessment I C I I I I R A I I I I
Identify Funding Required for Concept Phase I C I I I I R A C C C I
Pass Idea Gate I A C I I I R R I I I I
Provide Funding for Concept Phase I A I S I I R I S C C C
Establish Concept Project Team I I A I S I I S R C C C C
Initial Business Requirements I C I S I I A R I S S I I I I
Initial Business Value I C I S I I A R I S S I I I I
Technology Assessment I I C S I I A S R I R I I I I
Concept DISAA Assessment I I C S I I A I R I S
Services Assessment I I C S C C A C R C C
Proof of Concept I I C S I I A S R C S I I I
Prelim. Project Resource Requirements I I C S C C A C R I C
Identify Funding Req'd for Pre-Dev. Phase I I C S I I A S R I I
Pass Concept Gate I A C S I I R S S C S I I I
WFIT Activity RASCI Chart
Provide Funding for Pre-Development Phase I R I I I I A S C C C C I

Establish Pre-Development Project Team I I A C R I S C C I I I
E Business Requirements I C I C S I A R I S I I I I
x Business Case S C I C S I A R I S I I I I
e Pre-development Technology Requirements C I S C S I A I R I
c DISAA Requirements S I C C S C A C R C
u
Service Requirements I I C C S C A C R C
t
i Project Documents (Schedule, Resources, etc.) C C C C S C A R R C
o Pass Pre-Development Gate I I I A C C C I I I R I I C I I I I I
n Update 5 Year Plan I I I A R S S I I C I I I I I I I I
IRB Approval + Funding Status Gate A S S S S R I I I I I I I I I I I I I I I I
Establish Development Team I I A R I S S S I I
Update Project Documentation C C S I A R R
Requirements Management C C C S C A R C C I I
Acquisition Management C I S C A C S R
Development Development Activities I I I S C A R R S S
Tracking + Reporting I I I I I I A R R I I I I
Project Management Reviews I C I A R S S S I I S S
O&M Plan Development C I C S C A S R
Project Deliverables I C C C I A R R C
Pass Development Gate (User Acceptance) I I I A C C C I I R S S C I I
Pass Development Gate (ATO) A A I I I I I I R S S I I I R
Transition to O&M Organization I I A R S I I I I I
Application Operations I I I A R S S I
Capability Change Management I C C A R C C C I
Operations and Maintenance
Status Reporting I I I I A R S S I I
Decommission Plan I C C C A R S S C C
Pass O&M Gate C C A C I R I I C I
Implement Decommission Plan I I I A S R S S I
Decommission
Decommission Notification I I I I I A I I I I R I I I I I I

3. Assets managed via the WFIT Project Management SOP

The WFIT Portfolio (Portfolio) is comprised of assets developed to provide capabilities to wildland fire
operations and delivered via information and technology components. An asset may be a software
application that collects, analyzes, or reports information, it may be the infrastructure used to support
the software application, or it may be a supporting service (e.g. helpdesk support, training tools, data
management). WFIT Leadership manages the Portfolio to deliver assets in the most effective and
efficient manner, in alignment with agency policies, and supporting the cross-agency mission and
objectives of wildland fire community.
Per the WFIT Portfolio Management Standard Operating Procedure (PtMSOP), assets within the
Portfolio are organized into three tiers. They are:
Tier 1 – those assets that are funded and managed by WFIT Leadership whose capabilities are
developed specifically for the betterment of wildland fire operations (e.g. WFDSS, FEPMIS, ROSS);
Tier 2 – those assets that funded by WFIT allocated funds but whose capabilities are prescribed by
the owner (e.g. NOAA subscriptions, FlamMap); and
Tier 3 – those assets whose capabilities are relied upon by the wildland fire community but not
prescribed, or funded, by WFIT (e.g. VIPER, ).
The PMSOP primarily considers Tier 1 assets. These assets considered as they involve managed
development activities, providing both schedule and resource oversight, as well as ensuring the resulting
asset delivers the expected capability, as prescribed via the Investment Decision Standard Operating
Procedure (IDSOP).
Tier 2 and Tier 3 assets are used by the wildland fire community and share information with Tier 1
assets, and so their impact must be understood and considered during the development and operation
of Tier 1 assets.
The PMSOP organizes the development, compilation, presentation and oversight of pertinent
information associated with asset development and steady state operations, as appropriate.
Page 7 of 44
4. Alignment of Investment Activities with Fiscal Definitions

The insertion of an investment activity into the PLC is at the discretion of the FMB with support and
oversight by the PB and PMO. Appropriate considerations and recommendations must be made by the
oversight groups to ensure that all agency and department expectations are considered to ensure that
investment activities are monitored and reported under the proper OMB classifications.
To support informed investment decisions, the categorization of investments between development and
operations is valuable. These categories are generally defined in the Office of Management and Budget
(OMB) as Development, Modernization and Enhancement (DME) and Operations and Maintenance
(O&M), respectively.
OM’s FY 14 Ex; 300 guidance document refers to DME costs as:
a) Activities leading to new IT assets/systems, and
b) Activities that change or modify existing IT assets to: substantively modify or improve capability
or performance, implement legislative or regulatory requirements, or meet an agency leadership
request. Costs can include hardware, software development and acquisition costs, commercial
off-the-shelf acquisition costs, government labor costs, and contracted labor costs for planning,
development, acquisition, system integration, and direct project management and overhead
support.
OM’s FY 14 Ex; 300 guidance document refers to O&M activities as:
a) Operations - the phase of the life cycle in which the asset is in operations and produces the
same product or provides a repetitive service, and
b) Maintenance - an investment activity necessary to keep an asset functioning as designed

during the O&M phase of an investment. Some maintenance activities should be managed
as projects and reported in Section B of Exhibit 300B. Examples of maintenance projects
may include: operating system upgrades, technology refreshes, and security patch
implementations.
The Federal Accounting Standards Advisory Board (FASAB) Statement of Federal Financial Accounting
Standards Number 10 identifies:
a) Maintenance costs as all costs (including all related personnel costs) needed to sustain an IT
asset at the current capability and performance levels, and specifically excluding activities
aimed at expanding the capacity of an asset, or otherwise upgrading it to serve needs different
from or significantly greater than those originally intended;”
b) Technology refreshment costs are those costs associated with the intentional, incremental
insertion of new technology (hardware or software), targeted at increasing capability, improving
reliability, maintainability, efficiency, or performance.

This SOP, identifies two categories aligned with OM’s and F!S! guidance, and aligned with the PLC
described in the ProjSOP. They are:
 DME
aligned with OM’s DME category
aligned with F!S!’s technology refreshment category,
includes investment activities within the Idea, Concept, and Pre-development phases of the PLC
includes investment activities that modify any implementation, or use of, DISAA components
From DOI Budget Sheet

Development (Contract)
Development Partner (Contract)
Software Purchase
Hardware Purchase
Data Updates
Data Improvements
 O&M
aligned with OM’s O&M category,
aligned with F!S!’s Maintenance category
includes any investment activity within the O&M and Decommissioning phases of the PLC
End User Training
From DOI Budget Sheet

Operations & Support Overhead
Hosting (Gov’t)
Hosting (Contract)
Equipment
Software Licensing
Hardware Licensing/Maintenance
Contract Support Personnel
Help Desk Services (Gov’t)

Help Desk Services (Contract)
Application Training
Acquisition Support
Security Services (Contract)
Security Services (Gov't)
Application Maintenance (Contract)
Application Maintenance (Gov't)
Data management
Application Funded Employee Travel/Training
Page 9 of 44
5. The WFIT Project Management Life Cycle

The PLC is modeled after business standard stage-gate life cycle processes. The PLC intends to follow
the standards established by the (insert Government project management standard) adapted to
consider the cross-agency character of WFIT.
The PLC organizes the management of assets within the Portfolio to:
1) Ensure new assets deliver the desired capabilities as identified via the IDSOP;
2) Ensure asset implementation supports the objectives of WFIT technology strategies;
3) Ensure asset implementations meet the policy of its stakeholder organizations,
4) Manage the delivery of assets within budgeted scope, schedule and resource expectations;
5) Ensure investment processes meet budgetary policy of its stakeholder organizations;
6) Ensure that existing assets continue to meet the needs of the wildland fire community in the
most effective and efficient manner; and
7) Communicate development status of an asset.
The PLC is summarized in the diagram depicted in Figure 3 as a standard stage-gate, phased approach to
product development. The components within the summary diagram are depicted in Figure 4, defined
in Section ‎6 of this document, and described in detail in this SOP by phase.
Figure 3 -WFIT Project Life Cycle Summary

Figure 4 - Components of the PLC
An asset enters into the PLC governance through two mechanisms. First, an idea may initially be
considered by WFIT by engaging the ETG to being formulating the idea into an asset that meets a
business need of the wildland fire community. This process can be initiated by any individual, or group,
with interest in wildland fire activities. Second, an asset whose capabilities have developed a level of
interest to the wildfire community, via interest by the FMB, may be injected into the PLC by the FMB
within the Concept Phase to evaluate the enterprise impact of the asset.
An asset moves through the PLC by meeting the exit criteria established at each stage-gate, as evaluated
by the oversight body. Any asset under the purview of WFIT, i.e. within the WFIT Portfolio, will continue
through the PLC until it is decommissioned and no longer under the purview of WFIT. This cycle is
depicted in Figure 5 - Flow of an Asset through the PLC.
The phase to which an asset is assigned is dependent on its level of development. At times it may occur
that an asset’s development status is impacted by development decisions, policy changes, and changes
in business need and development objectives. At that time, the asset may move back in phase to
accurately reflect its development status and ensure proper oversight of accomplished developments,
per the objectives of the PLC.
Page 11 of 44
Figure 5 - Flow of an Asset through the PLC

Page 13 of 44
5.1. Idea Phase

Assets in this phase introduce ideas providing a new capability to the wildland fire community, due
either to an identified unmet need, or implementing an improved capability by capitalizing on new
technology.
Objectives
 Articulate the business need, feasibility, business value to wildland fire.
 Engage the ETG to provide support

Developed Information/Activities
1. Business Need / Intent
Clarify idea’s ability to meet a business need of the community with respect to WFIT priorities.
Identify key deliverables and how they affect business needs. Creates first pass metric of each
delivery to clarify the deliveries intent.
Responsible Accountable Supportive Consulted
NWCG ETG none Field / Users

Informed – PMO, FMB, PB, PWG, DWG, OMWG, FAM, OWF, DOI Fire Directors,
Non-Federal and Tribal entities
2. Feasibility Assessment
Review technical and implementation feasibility of the idea.
NWCG ETG none PB

Informed – PMO, FMB, PB, PWG, DWG, OMWG
3. Preliminary Business Value Assessment
Establish a preliminary estimate of business value of the asset, considering the asset’s ability to
deliver to the needs of the wildland fire business community and estimated development costs.
During the Idea Phase, this needs only be a very preliminary estimate of costs.
NWCG ETG none FMB

Informed – PMO, PB, PWG, DWG, OMWG, FAM, OWF, DOI Fire Directors, Non-Federal
Tribal Entities
4. Identify Funding Required for Concept Phase
Identify funding sources and levels required during Concept Phase
NWCG ETG none FMB, FAM,

OWF,
DOI Fire
Directors
Informed – PMO, PB, PWG, DWG, OMWG, Non-Federal and Tribal entities
5. Pass Idea Gate
Establish and organize a review of the project by the FMB and NWCG to review the developed
information compiled during the Idea Phase.
ETG,NWCG FMB none PB

Informed – PMO, PB, PWG, DWG, OMWG, FAM, OWF, DOI Fire Directors, Non-Federal
and Tribal entities
Page 15 of 44
Facilitating Group
ETG
 Support development activities targeted at proving the idea through available tools and
collaboration opportunities.
 Minimize duplicity by considering existing capabilities and capabilities in development
 Maximize the idea’s value to Wildland Fire’s business priorities
 Recognizing current WFIT enterprise infrastructure and resources
 Recognize the requirements of WFIT foundational elements (DISAA)
 Recognize the requirements of WFIT service elements (training, deployment, help desk, data
management)
Oversight Bodies
FMB
 Evaluates new asset’s value to the wildland fire community and the ability to provide resources
to the development efforts, in line with WFIT priorities.
NWCG
 Evaluate the ability of the asset to meet the business needs of the Wildland fire community.
Exit Criteria - Idea to Concept Checkpoint Template

5.2. Concept Phase

The Concept Phase is intended to further establish, and communicate, the business requirements
the asset intends to deliver, associated costs, and business value. Investigations are executed to
establish proof of concept, identify technology approaches, evaluate alignment with WFIT
technology strategies, identify risk areas, and potential risk mitigation strategies. Resources and
costs, and sourcing, necessary for pre-development phase activities are identified.
Objectives
 Solidifies business value with success measures
 Validate technology concepts, areas of concern and evaluate risks
 Identify technology requirements alignment with WFIT Foundational elements (DISAA)
 Estimate development expenditure requirements
 Identify funding source
 Identify Pre-development phase team
 Identify risks and potential mitigations
Page 17 of 44
Developed Information/Activities – Prerequisite Activities

1. Provide Funding for Concept Phase
Acquire funding as identified during Idea Phase from supporting agency(ies).
PM FMB PWG, ETG FAM, OWF,

DOI Fire
Directors
Informed – Informed: PMO, PB, DWG, OMWG, NWCG
2. Establish Concept Project Team
Identify the Project Manager, Business Lead, and Technical Lead for Concept Phase activities.
ETG FMB PWG, NWCG FAM, OWF,

DOI Fire
Directors,
Non-Federal
and Tribal
Entities
Informed – EB, PMO, PB, DWG, OMWG
1. Initial Business Requirements
Identify the business requirements delivered by the asset and their alignment with WFIT
priorities.
BL PM PWG, NWCG, FMB

ETG,
Informed – PMO, PB, DWG, OMWG, TL, FAM, OWF, DOI Fire Directors,
2. Initial Business Value
Establish a measure of business value of the asset, considering the asset’s ability to deliver to
the needs of the wildland fire business community and estimated development costs. During
the Concept Phase, this needs only be a first order of cost areas and rough estimates of those
costs.
BL PM PWG, NWCG, FMB

ETG,
Informed – PMO, PB, DWG, OMWG, TL, FAM, OWF, DOI Fire Directors,


3. Technology Assessment
Identify technology approaches and discuss alignment with WFIT strategies.
TL, ETG PM PWG, BL PB

Informed – PMO, FMB, DWG, OMWG, NWCG, FAM, OWF, DOI Fire Directors,
4. DISAA Assessment
Identify alignment of deliverables with respect to WFIT DISAA strategy.
TL PM PWG, ETG, PB
Informed – PMO, DWG, OMWG, BL, NWCG
5. Services Assessment
Identify alignment of deliverables with respect to WFIT services strategy.
TL PM PWG PB, DWG,

OMWG, BL,
NWCG, ETG
Informed – PMO, FMB
6. Proof of Concept
Demonstrate the expected capability of the asset being developed. It is not necessary to have a
finished product, but all components and integrations should be identified. Concerns and issues
should be noted and mitigation plans identified.
TL PM PWG, BL, PB, NWCG

ETG
Informed – PMO, FMB, DWG, OMWG, FAM, OWF, Non-Federal and Tribal entities
7. Preliminary Project Resource Requirements
Identify expected project resources and estimated costs for those resources to give a rough
estimate of the total development cost and O&M costs.
TL PM PWG PB, DWG,

OMWG, BL,
ETG
Informed – PMO, FMB, NWCG
8. Identify Funding Required for Pre-Development Phase
Page 19 of 44
Identify funding sources and levels for pre-development phase activities.
TL PM PWG, BL PB
Informed – PMO, FMB, DWG, OMWG, NWCG, ETG
9. Pass Concept Gate
Arrange a meeting with representatives from the Concept oversight bodies to review delivered
information.
PM FMB PWG, BL, TL, PB, NWCG

ETG
Informed – PMO, DWG, OMWG, FAM, OWF, Non-Federal and Tribal entities
Facilitating Group
Planning Working Group (PWG)
 Reviews the technology aspects of the project with respect to WFIT enterprise requirements.
 Drives activities towards Concept Stage-gate review.
Oversight Bodies
FMB
 Identifies and approves a Business Lead
 Ensures project business requirements address are aligned with WFIT priorities
 Evaluates business value
 Aligns efforts among other agency activities
PB
 Identifies and approves a Project Manager, and Technical Lead
 Validates technical approach, and DISAA elements
NWCG
 Approves and document business requirements and success measures
 Identifies and engages appropriate NWCG committees
Exit Criteria - Concept to Pre-development Checkpoint Template

5.3. Pre-development Phase

The Pre-development Phase establishes the investment activity’s deliverables, ensures alignment
with wildland fire business needs, and compiles a associated proposal package in alignment with
agency IRDB and IEC. The project’s scope schedule and resources requirements are solidified to a
level acceptable for submission to respective IRDB and IEC processes. Successful completion of this
phase is a prepared package to be submitted to respective IRDB and IEC processes.
Submission and successful completion of IRB processes are the prerequisite steps of the next Phase,
Development.
Objectives
 Identify and compile all the necessary documentation to submit a project proposal to the
respective IRDB and IEC processes for the managing agencies.
 Compile Development Plan (approach, costs, schedule, risks)
 Obtain approval to proceed with development activities and associated funding expenditures.
 Identify Project team – team is in a position to execute the project;
 Solidify business requirements and success measures
 Solidify the Project Charter
 Solidify the Core Team
 Solidify Funding plan
 Risk register and mitigation plans
 Develop project proposal for submission to IRDB processes
 Engage the PMO to ensure WFIT Program priorities are considered
Page 21 of 44

1. Provide Funding for Pre-Development Phase
Obtain funding as defined during Concept Phase
FMB PM BL TL, FAM,

OWF,
DOI Fire
Directors
Informed - PMO, PB, PWG, DWG, OMWG, Non-Federal and Tribal
2. Establish Pre-Development Project Team
Identify the project manager, business lead and technical lead for the predevelopment phase of
the project and ensure their availability to execute this phase.
The PB ensures a complete program team is assembled. The FMB assigns the Business Lead.
The PB assigns the Project Manager and, if needed, the Technical Lead.
DWG PB PM PWG, BL, TL

Informed – PMO, FMB, OMWG, NWCG, ETG, Non-Federal and Tribal entities
1. Business Requirements
Establish a list of business requirements with success criteria by which to evaluate with respect
to WFIT business need priorities and measure success of project completion.
BL PM DWG,NWCG FMB, PWG,

Informed – PMO, PB, OMWG, TL, FAM, OWF, DOI Fire Directors, Non-Federal and
Tribal entities
2. Business Case
Establish the business case with respect to identifies business requirements and identified
schedule and resource requirements (Project Documents in this phase)
BL PM PMO, DWG, FMB, PWG

NWCG
Informed – PB, OMWG, TL, FAM, OWF, DOI Fire Directors, Non-Federal and Tribal
entities
3. Technology Requirements
Identify all technology components and approaches to development. Identify risk areas and
mitigations.

TL PM PB, DWG, PMO, PWG

Informed – FMB, OMWG, BL, NWCG
4. DISAA Requirements
Identify alignment of technology approach with respect to DISAA elements. Identify risks and
mitigations.
TL PM PMO, DWG, PB, PWG,

OMWG, BL,
NWCG
Informed – PMO, FMB
5. Service Requirements
Identify alignment of deliverables with respect to WFIT services strategy.
TL PM none PB, PWG,

OMWG, BL,
NWCG
Informed – PMO, FMB,
6. Project Documents (Schedule, Resources, etc.)
Identify project schedule, resources, associated deliverables, milestones, etc. to be used during
development for project tracking.
TL, BL PM DWG PMO, FMB,

PB, PWG,
OMWG,
NWCG
Informed – none
7. Pass Pre-Development Gate
Arrange a meeting with representatives from the Pre-development oversight bodies to review
delivered information.
PM EB none PMO, FMB,

PB, NWCG
Informed – DOI/USDA CIOs, USFS CIO, DOI ACIOs, PWG, DWG, OMWG, BL, TL, ETG,
FAM, OWF, DOI Fire Directors, Non-Federal and Tribal entities
Facilitating Groups
Planning Working Group (PWG)
Page 23 of 44
 Primary owner for this phase of a project. It provides guidance, and support, to the Project
Manager to develop a comprehensive project development package.
Oversight Bodies
EB
 Approves formal proposal; ensures appropriate budgetary authorities (i.e. IEC and\or IRDB) are
advised of desire to approve project funding; Validation that the resulting application meets
business needs; providing executive sponsorship and leadership; ensures business alignment
FMB
 Reviews and submits formal proposal; provides support as needed to resolve interagency
concerns
PB
 Oversight and assistance to the PWG in the development of the proposal.
NWCG
 Provides input and assistance as needed in the development of proposal package
Exit Criteria - Pre-development to Development Checkpoint Template

5.4. Development Phase

The Development Phase obtains funding approval through the IRB process and executes
development of the asset within the scope, schedule and resource budgets established in Pre-
development and approved via agency investment approvals.
Status-gates are implemented at intervals specified by the Program Board to provide updates to
WFIT leadership on progress, and provide an opportunity for desired oversight.
The initial gate (budget) is to submit funding request information to the appropriate agency IRB
process and obtain funding. Once this gate is competed, and funds are available, development
activities are initiated.
Subsequent gates (status) are noted to provide development status information at regular intervals,
as identified by the Program Board.
A status gate is identified as a User Acceptance Gate, at which time the delivered functionality of the
asset is reviewed with respect to its intended capability.
The final gate is identified as having obtained the Authority to Operate (ATO) from the appropriate
agency CIO and CSSO.
Objectives
 Engage in respective IRDB processes
 Achieve funding approvals
 Delivery of objectives as identified within the project charter
 Manage all activities related to a delivering the defined objectives, within the schedule defined,
and resources identified in the Pre-development phase
 Compilation of Operations and Management Plan
 Status checks and reporting – Development Reviews
 Issues reporting and mitigation
 Risk management
 Communication to stakeholders of expectations and status
Page 25 of 44

1. Update 5 Year Plan
The PMO updates the WFIT 5 year plan to reflect the investment decisions approved during the
pre-development phase. This information becomes the basis of inclusion of these investments
into the responsible agency’s IR process;
PMO EB FMB, PB PM
Informed – DOI / USDA CIOs, USFS CIO, DOI ACIOs, DWG, OMWG, BL, TL, NWCG, ETG,
FAM, OWF, DOI Fire Directors, Non-Federal and Tribal entities
2. IRB Approval + Funding Status Gate
The responsible agency executes the agency process necessary to secure funding for the project,
and funding is attained.
PMO USDA / DOI DOI / USDA TL, FAM,

IRBs CIOs, USFS OWF, DOI
CIO, DOI Fire Directors
ACIOs
Informed – FMB, PB, PWG, DWG, OMWG, PM, BL, TL, NWCG, ETG, FAM, OWF, DOI
Fire Directors, Non-Federal and Tribal, DOI Budget, USDA Budget
Facilitating Groups
Development Working Group (DWG)
Oversight Bodies
IRBs
 Monitors progress, expenditures, issues, risks, and priority alignment
Exit Criteria - Development to Operations & Maintenance Checkpoint Template

 Updated WFIT 5 year plan
 IRB submissions
 IRB approval

1. Establish Development Team
With funding available, the development activities are initiated per the plan developed during
pre-development phase.
DWG PB PM, BL, TL None

Informed - PMO, FMB, OMWG, NWCG, ETG
2. Update Project Documentation
Update project documentation to reflect any new information collected during the IRB process
or as a result of updating the 5 year plan.
BL, TL PM DWG PMO, PB

Informed - OMWG
3. Requirements Management
Initiate the management of the business requirements of the development activity.
Management of business requirements includes identification of measurable requirements,
status of meeting requirements during development, issues mitigation, and communication to
the consulted and informed stakeholders.
BL PM DWG PMO, FMB,

PB, OMWG,
TL, NWCG
Informed – FAM, OWF
4. Acquisition Management
Initiate and manage processes to obtain contract resources and manage deliverables based on
pre-development plans.
Acquisitions PM DWG, TL PMO,

OMWG, BL
Informed - PB
5. Development Activities
Initiate and manage processes to track and communicate development activities.
BL, TL PM DWG, OMWG

Acquisitions,
CSSO
Informed – PMO, FMB, PB
Page 27 of 44
6. Tracking + Reporting
Initiate the communication plan for tracking and managing progress, issue identification and
mitigation.
BL, TL PM None None

Informed – EB, PMO, FMB, PB, DWG, OMWG, NWCG, Non-Federal and Tribal entities,
Acquisitions, CSSO
7. Project Management Reviews
Organize and perform project management reviews as established by the PMO
DWG PB PM, BL, TL, PMO

Acquisitions,
CSSO
Informed – EB, FMB, NWCG, Non-Federal and Tribal entities
8. O&M Plan Development
Develop the plan for managing the developed asset during the O&M phase of its life.
TL PM DWG, BL PMO, PB,

OMWG
Informed – FMB
9. Project Deliverables
Manage, monitor and report on project deliverables.
BL, TL PM BL FMB, PB,

DWG, NWCG
Informed – PMO, OMWG
10. Pass Development Gate (User Acceptance)
Validate that the delivered project artifacts meet the expected capabilities desired by the
wildland fire community.
PM EB BL, TL PMO, FMB,

PB, NWCG
Informed – DOI / USDA CIOs, USFS CIO, DOI ACIOs, DWG, OMWG, Non-Federal and
Tribal entities, Field / Users
Facilitating Groups

Oversight Bodies
Executive Board
FMB
 Monitors progress, expenditures, issues, risks, and priority alignment
PB
 Manages PLC activities
NWCG
 Resolves development questions as pertaining to business needs
Exit Criteria - Development ATO Gate Checkpoint Template


Developed Information/Activities – ATO Gate

1. Pass Development Gate (Authority to Operate (ATO))
Provide documentation to the appropriate security groups to procure the Authority to Operate
within the expected O&M environment.
PM, CSSO DOI / USDA BL, TL none

CIOs, USFS
CIO
Informed – DOI ACIOs, EB, PMO, FMB, PB, OMWG, NWCG, Non-Federal and Tribal
entities, Field / Users
Facilitating Groups
Oversight Bodies
OCIOs
 Reviews security documentations and provides Authority to Operate
Page 29 of 44
Exit Criteria - Development ATO to Operations & Maintenance Checkpoint Template

 a

5.5. Project Management Status Reviews

Per Deliverable ‎7, Development Phase Deliverables
Objectives
 Scope, Schedule, Resource Status
Risks, issues, and mitigations
Baseline schedule review
 Checkpoint approval document
Checkpoint Template Requirements to move from Development to Operations & Maintenance

Phase
Objectives: Ensure that all business, technical, and financial requirements have been met
Ensure user community is prepared for operational status of project
Ensure PB, OMWG, and appropriate CCBs are prepared to manage new capability
Exit Criteria - Development to Operations & Maintenance Checkpoint Template

 Functional Product, as identified in the Project Charter
 Review WFIT priorities
 Implementation plan (communications, support, etc.)
 OMWG and CCB teams identified and established
 O&M Plans (e.g. Quality, Disaster, Risk, Training, Configuration Control, User Support, Technical
 support, SLA, Annual Operating Plan, System Certification and Accreditation, System
 Interconnection Agreement)
 WFIT Metrics established (e.g. budget, DISAA, portfolio, 5 Year Plan)
 Certifications and Accreditations
 FITARA plan and documentation
 Cross organizational agreements established and agreed
 Development team transition
 Operational metrics and tracking established
 Annual Operating Plan (AOP)
 Exhibit 300
 Federal Register Notice
 Communication Plan
Page 31 of 44
5.6. Operations and Maintenance Phase

The Operations and Maintenance Phase manages the delivery of an asset’s capability to wildland
fire operations. During this phase the asset is expected to be in steady-state mode with no major
capability changes.
The Office of Budget and Management, and WFIT Leadership, has defined modifications to an asset
that fall within the O&M category. They are defined in the Investment Management Standard
Operating procedure, and duplicated in this document in Section ‎4. Modifications to an asset’s
implementation that go beyond the definition of O&M modifications should be identified as a
separate project and entered into the appropriate PLC phase to ensure proper oversight, and
comprehensive implementation.
The Operations Standard Operating Procedure (OSOP) identifies in detail the processes used to
manage the Portfolio while assets are in the O&M phase of the PLC.
The O&M phase manages the decommissioning of an asset to ensure that needed capability is not
removed from wildland fire operations. The decommissioning of the asset is planned during the
O&M phase and executed in the Decommission phase.
Objectives
 Effectively manage the asset to ensure it meets the capability requirements of Wildland Fire
operations and resolve any negative impacts to changing requirements or operational
conditions.
 Manage the identification, and potential implementation, of minor incremental improvements
of an asset, as defined by OMB and WFIT expectations (see Section ‎4) via Change Control Board
(CCB) activities.
 Management of the assets within established Service Level Agreements and at the planned cost
expenditure.
 Considers, and plan, an asset’s discontinuance and decommissioning;
 Monitor agency policy changes and identify required modifications to existing asset capabilities
or implementation.

1. Transition to O&M Organization
Transition operational information and accountability to the O&M working group.
OMWG OMWG PM
Informed - PMO, FMB, BL, TL, NWCG, Non-Federal and Tribal entities, Field / Users
2. Application Operations
Execute operational processes for the asset.
PM OMWG BL, TL None

Informed – PMO, FMB, PB, NWCG
3. Capability Change Management
Monitor effectiveness of the asset to deliver desired capabilities. Identify capability gaps.
Propose and manage any changes.
PM OMWG None FMB, PB, BL,

TL, NWCG
Informed – PMO, CSSO
4. Status Reporting
Report the operational effectiveness and efficiency of the asset with respect to its ability to
deliver desired capabilities.
PM OMWG BL, TL none

Informed – EB, PMO, FMB, PB, NWCG, Non-Federal and Tribal entities
5. Decommission Plan
When the asset is deemed unneeded, or unavailable, identify and propose a plane for
decommission.
PM OMWG BL, TL PMO, FMB,

PB, NWCG,
CSSO
Informed - EB
6. Pass O&M Gate
This gate is passed when a decommission plan has been proposed and accepted. Beyond this
gate the decommission plan is executed.
Page 33 of 44
PM FMB None EB, PMO, PB,

NWCG
Informed – OMWG, BL, TL, CSSO
Facilitating Groups
Operations and Maintenance Working Group (OMWG)
 Coordinates and manages the activities of Operations and Maintenance for all WFIT assets with
respect to the OSOP.
 Reports on cost and efficiency status of the steady state components of the Portfolio.
 Identifies opportunities, consolidates and prioritizes opportunities for improvement to existing
assets.
Oversight Bodies
FMB
 Monitors and manages expenditures; supports inter agency collaboration
PB
 Identifies desired changes in the system and prioritizes them considering the asset’s scope,
budget and schedule. The Program Board and the FMB will determine if a proposed change
should be considered for implementation.
NWCG
 Ensures there is a comprehensive understanding of any impacts on the user community.
Exit Criteria - Operations and Maintenance to Decommission Checkpoint Template

5.7. Decommission Phase
Objective
The Decommission Phase executes an applications decommissioning in a controlled manner to
minimize any negative impact to the Wildland Fire community. A product Decommissioning Plan is
developed as part of the Operations and Maintenance Phase. Before preparing the plan, the
usiness Leads, through the hange ontrol oard, evaluate the investment/product’s current
and/or long-term relevance to the fire community.
 Manage an asset’s end of life - Decommission
 Manage impact of eliminated capabilities
 Manage impacted stakeholders
 Communicate
 Mitigate risks
1. Implement Decommission Plan
Execute the decommission plan
PM PB OMWG, BL, none

TL
Informed – EB, PMO, FMB, NWCG
2. Decommission Notification
Report to stakeholders that the asset has been decommissioned.
PM FMB None none

Informed – DOI/USDA CIOs, USFS CIOs, DOI ACIOs, EB, PMO, PB, PWG, DWG, OMWG,
BL, TL, NWCG, Non-Federal and Tribal entities, Field / Users, CSSO
Facilitating Groups
OWMG
 Manages the shutdown activities
Oversight Bodies
FMB
 Ensures all issues associated with discontinuance of asset capabilities have been resolved.
 Ensures all stakeholders have been properly informed that asset is no longer in the WFIT
portfolio.
Page 35 of 44
PB
 Ensures all technical elements of the asset have been properly discontinued and any issues
resolved.
Exit Criteria - Decommission Complete Checkpoint Template

 Asset no longer operational or used by wildland fire community
 All stakeholders notified

Page 37 of 44
6. WFIT Project Life Cycle Summary Definitions
Figure 6 - Components of the WFIT Project Life Cycle
Developed Information – each phase prescribes a set of information to be identified during that phase
of development. The prescribed information identifies key elements that ensure the quality of a
delivered asset, its alignment with WFIT implementation policy, its alignment with agency policy,
and in preparation for transition to the next phase. The breadth of information developed is
dependent on the phase, the asset’s scope, and the requirement of its stakeholders; !t the stage
gate for the phase, the oversight group will evaluate the compiled information against a prescribed
set of exit criteria to ensure readiness for the next phase within the PLC.
Exit Criteria – these are the specific criteria necessary for evaluation at the completion of each phase
and before transition into the next phase. In some cases the exit criteria may be information on a
projects deliverables, e.g. impacted NWCG committees, or it may simply be the recognition that a
design strategy was considered, e.g. cloud infrastructure evaluation.
Facilitating Groups – these are subject matter experts (SMEs) that understand details of a phase’s
developed information and/or exit criteria and support the development team during the phase.
For instance, these groups may be comprised of acquisition SMEs or security SMEs to support the
development team in identifying the details necessary to meet a phases Exit Criteria. Each Phase
has at least one facilitating groups to

Investment categories – to facilitate investment activity and budget management, it is helpful to

differentiate activities that maintain a steady state capability of an asset with those that build new,
or enhance existing capabilities. The first four phases of the PLC (Idea, Concept, Pre-development
and Development) are development activities and as such these investment expenditures are
consolidated into the Development Category. The last two phases, (Operations and Maintenance
and Decommission) manage existing asset capability and are consolidated into the Steady-state
category.
The Office of Budget and Management notes these as Development, Modernization and
Enhancement (DME) and Operations and Maintenance (O&M) categories. Further explanation of
these categories with respect to OMB and WFIT expectations are noted in Section ‎4, Alignment of
Investment Activities with Fiscal Definitions.
Oversight Bodies – this group is comprised of representatives from stakeholders associated with the key
deliverables prescribed by the PLC phase for delivery at the phase’s checkpoint. This group ensures
that the developed information assembled at the completion of each phase meets the expectations
of stakeholders, and the goals of the investment activity.
Phase – the PLC is comprised of six phases, each prescribing a level of competency in the definition of an
asset in regards to its delivery objectives, funding, implementation definition, implementation
status, and operation status – each subsequent stage being more comprehensive. Forward
movement through stages occurs through a series of stage gates.
Stage Gates – a stage gate is an oversight activity during which a prescribed Oversight Bodies evaluates
the status of a project against the established Exit Criteria, and approves its transition to the next
phase. The PLC identifies six stage gates that implement a level of oversight to ensure the
competency required for an asset to transition to a subsequent phase. The oversight body is
defined in respect to the information being reviewed.
Status Gates – the PLC identifies status gates as times within the Development Phase to enable WFIT
Leadership to request the status of development prior to completion. This is particularly helpful for
long term development projects, multiphase projects, or project that impact other investment
decisions and WFIT Leadership desires closer attention to progress.
Page 39 of 44
7. RASCI Chart Roles
Roles identified as Responsible and/or Accountable

The PLC identifies bodies either Responsible or Accountable for completion of tasks or deliveries. The
primary objectives, not a comprehensive description of responsibilities) of each of these bodies are as
follows.
 USDA / DOI Information Resources Direction Board (IRDBs) - Agency specific, has final approval of
IT investments for their respective agencies.
 Executive Board (EB) - Leads and oversees the WFIT program and portfolio of investments.
 WFIT Program Manager (PMO) - Ensures enterprise best practices of the WFIT portfolio
 Fire Management Board (FMB) - Recommends to the Executive Board on investments impacting
wildland fire activities
 Program Board (PB) – coordinates development activities and recommends policy, procedures, and
technical standards to apply to WFIT portfolio investments.
 Planning Working Group (PWG) – assembled to support a project team’s oncept and Pre-
development activities
 Development Working Group (DWG) – assembled to support a project team’s development
activities.
 Operation and Maintenance Working Group (OMWG) – assembled to coordinate the operations of
an asset during O&M phase.
 Project Manager (PM) – coordinates classic project management execution and reporting activities
 Business Lead (BL) – Single point of responsibility for identifying the business requirements of an
investment and the business needs of the associates stakeholders.
 Technical Lead (TL) - Single point of responsibility for identifying the technical requirements of an
investment, their alignment with WFIT IT objective, and an investment’s technical approach;
 National Wildfire Coordinating Group (NWCG) - Provides a holistic understanding of the needs
(business) of wildland fire community into the WFIT governance process, and provides a
communication conduit to the wildland fire community.
 Emerging Technologies Group (ETG) - Coordinates and reports on new technologies under
investigation that impact wildland fire investments
 Fire and Aviation Management (FAM) - Coordinates Forest Service activities and investments
related to wildland fire activities.
 Office of Wildland Fire (OWF) - Coordinates Department of the Interior (DOI), and associated
bureaus, activities and investments related to wildland fire activities.
 Acquisitions (ACQ) – coordinates all acquisition activities associated with wildland fire investments
 Computer Systems Security Officer (CSSO) - Final authority to approve operational status of an
asset to ensure agency IT security expectations are met.

Other Roles identified in RASCI

The PLC notes bodies that are not identified as Responsible or Accountable for completion of tasks or
deliveries (Supportive, Consulted, or Informed). The primary role (not a comprehensive description of
responsibilities) of each of those bodies is as follows.
 USDA / DOI CIOs – Agency Office of the Chief Information Officer (OCIO) responsible for establishing
agency policy regarding information technology.
 USFS CIO - Office of the Chief Information Officer (OCIO) for the Forest Service, responsible for
establishing Forest Service policy, aligned with USDA policy in regarding information technology.
 DOI ACIOs – DOI’s !ssociate hief Information Officer responsible for ???
 State and Private Forestry - The State and Private Forestry (S&PF) organization of the USDA Forest
Service reaches across the boundaries of National Forests to States, Tribes, communities and non-
industrial private landowners.
 Public Safety, Resource Protection and Emergency Services (PRE) – A DOI agency (?) responsible for
leadership and strategic guidance in the areas of law enforcement, security, intelligence, and
technology, including wildland fire via the Office of Wildland Fire (OWF).
 Fire Executive Council (FEC) – a cross-agency governing body (USDA and DOI) established to provide
advice for coordinated national-level wildland fire leadership, direction, and program oversight.
 DOI Fire Directors – The fire directors identified for each of the bureaus within DOI.
 Non-Federal and Tribal – Organizations representing non-federal and tribal entities that are
impacted by, or partnered with, the federal wildland fire community.
 Field / Users – Individuals, or groups, that respond to, or manage, wildland fire incidents.
 DOI Budget – The budget office of the DOI responsible to collect and report budgets and
expenditures for the DOI financial reporting, including those for wildland fire expenditures.
 USDA Budget - The budget office of the USDA responsible to collect and report wildland fire budgets
and expenditures for the USDA financial reporting, including those for wildland fire expenditures.
Page 41 of 44
8. Definitions
Business Lead:
A representative of the business community responsible to:
 Single point of responsibility for identifying the business requirements of an investment and the
business needs of the associates stakeholders
 Provide direction to the project from the business community, including guidance and oversight
on application scope, goals, objectives, requirements, resources, and delivery of effort.
 Provide project progress reports and feedback to business community
 Represent the business aspects of the project to the FMB, NWCG, and other interested parties
 Represent the project as spokesperson to the NFAEB, business community, and other interested
parties
 Facilitates business issue resolution between the project and the business community
 Provide PM performance assessment to the PM supervisor of record
Business needs:
The set of capabilities identified as necessary to execute the mission of managing wildland fire. These
are defined by the business and delivered via an asset (e.g. application).
Business requirements:
These are capabilities expected to be addressed by an activity. They are comprised of capabilities
(business needs) identified by the business and intended to be addressed by the investment activity. An
investment activity has associated with it a set of business requirements being addressed.
Capability:
The ability to perform or achieve certain actions or outcomes.
Capability gap:
A capability identified as a business need and not delivered by an asset.
Project Manager:
Provides project management support to the project.
 Coordinates classic project management execution and reporting activities
 Ensure Technical Approvals and USDA Office of the Chief Information Officer (OCIO) waivers are
completed and approved on time
 Ensure Capital Planning and Investment Control processes (CPIC) are completed and approved
on time for DOI and USDA Forest Service
 Ensure relevant budget submission and approval processes are completed on time
 Provide direction and staffing support for Project Management
 Provide direction and staffing support for Business Case development
 Provide direction and staffing support for Assessment and Accreditation (A&A)
 Provide direction and staffing support for acquisition process

 Lead the Project Team in partnership with the Business Lead

 Prepare project budgets and ensure project funding is in place
 Control and report on project activities (Scheduling, Cost Estimating and Tracking)
 Develop, advise, and/or maintain project and sub-project work planning
 Develop and implement project Staffing Plan
 Manage communications and documents
 Develop and implement project Risk Management Plan
 Serve as key point person for communication with contracted and support services staff
 Ensure that the project is completed on time and on budget
Subject Matter Experts:

Subject Matter Experts are responsible to:
 Represent their respective agencies in daily fire management activities, communicate relevant
business and issues
 Provide input on specific areas of expertise within key incident business areas
 Develop and recommend wildland fire decision business process and procedures
 Define wildland fire decision application system requirements
 Review draft business and system requirements documentation to ensure they conform to
business and system requirements
Technical Lead:
Provides a single technical point of responsibility for identifying the technical requirements of an
investment, their alignment with WFIT IT objective, and an investment’s technical approach;
WFIT Operations:
The set of activities and assets necessary to maintain the capabilities provide by the information and
technology assets used by the Wildland Fire community and supported by WFIT governance. These
consider assets owned and operated by federal agencies as well as non-federal assets contracted by the
government. For example (not intended to be a comprehensive listing):
Infrastructures – NESS, Microsoft Cloud
Management of DISAA Elements
Applications – WFDSS, VIPER
Hardware – MIMITs Trailers, Incident Response Team computing equipment, plotters, printers
Incident Response Centers
Decision making entities – the WFIT Decision Bodies, FAM IT,
Page 43 of 44
9. Revision history
A November 17, 2016 - As released to Program Board for comment
B December 8, 2016 - Adjusted signatures per governing principles
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Wildland Fire Information and Technology

Standard Operating Procedure

United States Department of Agriculture, Forest Service

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2. PLC Leadership – Decision Bodies and Working Groups.....................................................5

3. Assets managed via the WFIT Project Management SOP ...................................................7

4. Alignment of Investment Activities with Fiscal Definitions ................................................8

5. The WFIT Project Management Life Cycle .......................................................................10

5.1. Idea Phase..........................................................................................................................14

5.2. Concept Phase ...................................................................................................................17

5.3. Pre-development Phase ....................................................................................................21

5.4. Development Phase...........................................................................................................25

5.5. Project Management Status Reviews................................................................................31

5.6. Operations and Maintenance Phase .................................................................................32

5.7. Decommission Phase.........................................................................................................35

6. WFIT Project Life Cycle Summary Definitions ..................................................................38

7. RASCI Chart Roles...........................................................................................................40

9. Revision history ..........................................................................................................44

Figure 2 - WFIT Activity RASCI Chart – Execution ..........................................................................................6

Figure 3 -WFIT Project Life Cycle Summary .................................................................................................10

Figure 4 - Components of the PLC ...............................................................................................................11

Figure 5 - Flow of an Asset through the PLC................................................................................................12

Figure 6 - Components of the WFIT Project Life Cycle ................................................................................38

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1. Objectives of the Project Management Standard Operating Procedure

3) To establish a decision making cadence to advance projects through the lifecycle;

4) To establish expected information for each life cycle checkpoint.

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2. PLC Leadership – Decision Bodies and Working Groups

Figure 1 - Project Management – WFIT Decision Bodies

Figure 2 - WFIT Project Activity RASCI Chart – Execution

Rev R = Responsible for completing the task or delivery

A = Accountable to ensure task or delivery is is completed

C = Consulted for inputs to those responsible

I = Informed of task / delivery results

Provide Funding for Pre-Development Phase I R I I I I A S C C C C I

Version 1.0 Page 6 of 44

3. Assets managed via the WFIT Project Management SOP

4. Alignment of Investment Activities with Fiscal Definitions

OM’s FY 14 Ex; 300 guidance document refers to DME costs as:

a) Activities leading to new IT assets/systems, and

OM’s FY 14 Ex; 300 guidance document refers to O&M activities as:

b) Maintenance - an investment activity necessary to keep an asset functioning as designed

Version 1.0 Page 8 of 44

From DOI Budget Sheet

Development Partner (Contract)

From DOI Budget Sheet

Contract Support Personnel

Help Desk Services (Gov’t)

Security Services (Contract)

Security Services (Gov't)

Application Maintenance (Contract)

Application Maintenance (Gov't)

Application Funded Employee Travel/Training

5. The WFIT Project Management Life Cycle

Figure 3 -WFIT Project Life Cycle Summary

Version 1.0 Page 10 of 44

Figure 4 - Components of the PLC

Figure 5 - Flow of an Asset through the PLC

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5.1. Idea Phase

OM’s FY 14 Ex; 300 guidance document refers to DME costs as:

OM’s FY 14 Ex; 300 guidance document refers to O&M activities as: