Wildland Fire Information and Technology Standard ... · Wildland Fire Information and Technology Standard Operating Procedure. Project Management. Version 1.0 . Steven Manthei

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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

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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



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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


Categories Activities

DISAA Standards C C C I A I R S S S S I S I I C C C

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

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

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

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

Business Requirements I C I C S I A R I S I I I I

Business Case S C I C S I A R I S I I I I

Technology Requirements C I S C S I A I R I

DISAA Requirements S I C C S C A C R C

Service Requirements I I C C S C A C R C

Project Documents (Schedule, Resources, etc.) C C C C S C A R R C

Pass Pre-Development Gate I I I A C C C I I I R I I C I I I I I

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 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

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 Notification I I I I I A I I I I R I I I I I I

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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, ETG,

FMB

Informed – PMO, PB, DWG, OMWG, TL, FAM, OWF, DOI Fire Directors, Non-Federal and Tribal entities

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, ETG,

FMB

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



Non-Federal and Tribal entities

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, Non-Federal and Tribal entities

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, ETG

PB, NWCG

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

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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, ETG

PB, NWCG

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, NWCG

FMB, PWG

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 IRBs

DOI / USDA CIOs, USFS CIO, DOI ACIOs

TL, FAM, OWF, DOI Fire Directors

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, Acquisitions, CSSO

OMWG

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, Acquisitions, CSSO

PMO

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 CIOs, USFS CIO

BL, TL none

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, TL

none

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

End of Document
