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Exhibit 300s - GovITwiki


Exhibit 300s

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Each year, agencies submit to the Office of Management and Budget (OMB) a Capital Asset Plan and Business Case—the exhibit 300—to justify each request for a major information technology (IT) investment. The exhibit’s content should reflect controls that agencies have established to ensure good project management, as well as showing that they have defined cost, schedule, and performance goals. It is thus a tool to help OMB and agencies identify and correct poorly planned or performing investments.

According to The Government Accountability Office (GAO) The agency Exhibit 300s all have ongoing problems. As of 2006, the following Exhibit 300 issues were noted in report GAO-06-250, entitled "INFORMATION TECHNOLOGY - Agencies Need to Improve the Accuracy and Reliability of Investment Information."

  • All exhibit 300s had documentation weaknesses. Documentation either did not exist or did not fully agree with specific areas of the exhibit 300. For example, both these problems occurred in relation to calculations of financial benefits for most investments. In addition, for 23 of the 29 investments, information on performance goals and measures was not supported by explanations of how agencies had initially measured their baseline levels of performance (from which they determine progress) or how they determined the actual progress reported in the exhibit 300.
  • Agencies did not always demonstrate that they complied with federal or departmental requirements or policies with regard to management and reporting processes. For example, 21 investments were required to use a specific management system as the basis for the cost, schedule, and performance information in the exhibit 300, but only 6 did so following OMB-required standards. Also, none had cost analyses that fully complied with OMB requirements for cost-benefit and cost-effectiveness analyses. In contrast, most investments did demonstrate compliance with information security planning and training requirements.
  • In sections that required actual cost data, these data were unreliable because they were not derived from cost-accounting systems with adequate controls. In the absence of such systems, agencies generally derived cost information from ad hoc processes.
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