Geospatial LoB Program Management Plan 

GEOSPATIAL LINE OF BUSINESS 

PROGRAM MANAGEMENT PLAN 

MARCH 24, 2008 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 i 

Table of Contents 

GEOSPATIAL LINE OF BUSINESS .............................................................................................I

1 INTRODUCTION .................................................................................................................3

1.1 Background......................................................................................................................... 3

1.2 Document Structure ............................................................................................................ 4

2 WORK GROUP TASKS AND DELIVERABLES ................................................................5

3 ROLES AND RESPONSIBILITIES .....................................................................................7

4 PROGRAM MANAGEMENT APPROACH .........................................................................9

4.1 Cost, Schedule, and Outcomes Management .................................................................... 9

4.2 Action Items and Issues Management................................................................................ 9

4.3 Internal Communications and Status Reporting ................................................................. 9

4.4 Knowledge Management .................................................................................................... 9

4.5 Deliverable Quality Review and Submission ...................................................................... 9

4.6 Scope Management............................................................................................................ 9

5 MANAGING TEAM PROGRAM MANAGEMENT SUPPORT ............................................9

5.1 Schedule Management ....................................................................................................... 9

5.2 Briefing Development Support............................................................................................ 9

5.3 OMB Reporting / Budgeting Support .................................................................................. 9

5.4 Financial and Investment Analysis...................................................................................... 9

5.5 Technical Analysis .............................................................................................................. 9

5.6 Advisory Guidance / Document Development Support ...................................................... 9

5.7 Meeting Support.................................................................................................................. 9

5.8 Membership Tracking Assistance....................................................................................... 9

6 WORK GROUP PROGRAM MANAGEMENT SUPPORT..................................................9

6.1 Analysis Support ................................................................................................................. 9

6.2 Advisory Support (e.g. OMB Exhibit 300 expertise) ........................................................... 9

6.3 External Communication and Outreach Support ................................................................ 9

6.4 Meeting Coordination.......................................................................................................... 9

6.5 Schedule Management ....................................................................................................... 9

6.6 Document Coordination ...................................................................................................... 9

6.7 Work Plan Development and Maintenance ........................................................................ 9

APPENDIX A: PROGRAM MANAGEMENT TOOL SUMMARY MATRIX ........................... A-9

APPENDIX B: TASKS AND DELIVERABLES..................................................................... B-9

B.1 PERFORMANCE MANAGEMENT WORK GROUP.................................................... B.1-9

B.2 LIFECYCLE MANAGEMENT WORK GROUP............................................................ B.2-9

B.3 COMMON SERVICE WORK GROUP ......................................................................... B.3-9

B.4 GEO-ENABLED BUSINESS WORK GROUP ............................................................. B.4-9

B.5 GRANTS AND CONTRACTS WORK GROUP ........................................................... B.5-9

B.6 TECHNICAL ARCHITECTURE WORK GROUP......................................................... B.6-9

B.7 JOINT BUSINESS CASE (JBC) WORK GROUP ....................................................... B.7-9
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APPENDIX C: MASTER PROJECT SCHEDULE FY 2008-2009......................................... C-9

APPENDIX D: WORK PLAN TEMPLATE............................................................................ D-9

APPENDIX E: STATUS REPORT TEMPLATE.................................................................... E-9

APPENDIX F: MEETING MINUTES TEMPLATE..................................................................F-9

APPENDIX G: ACTION ITEM TRACKING TEMPLATE.......................................................G-9

APPENDIX H: ISSUE TRACKING TEMPLATE ................................................................... H-9

APPENDIX I: BRIEFING TEMPLATE...................................................................................I-9

APPENDIX J: QUICKPLACE SCREEN SHOTS ..................................................................J-9

APPENDIX K: COMMENT LOG TOOL ................................................................................ K-9

APPENDIX L: COMMENT ADJUDICATION TOOL..............................................................L-9

APPENDIX M: EARNED VALUE MANAGEMENT REPORTING TOOL..............................M-9

APPENDIX N: MEMBER TRACKING TOOL........................................................................ N-9

 
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1 INTRODUCTION 

The Program Management Plan herein referred to as “the Plan,” lays out the Program Management 

Office’s (PMO) approach for achieving the Fiscal Year (FY) 2008-2009 milestones of the Geospatial 

Line of Business (Geospatial LoB) with contracting support from Grant Thornton. Herein, the term 

“PMO” represents the combined parties of Grant Thornton and the Managing Partner Team. The Plan 

builds upon the Performance Management Strategy (PM Strategy), which was completed in June 2007, 

and the Performance Management Plan (PM Plan), which was completed in February 2008. 

The Plan provides processes and tools to measure performance dimensions as introduced in the PM Plan 

as well as practical approaches and tools for initiating, executing, and monitoring tasks, and producing the 

deliverables presented in the PM Plan. Appendix A: Program Management Tool Summary Matrix

provides a comprehensive summary of key program management tools discussed throughout this Plan. 

1.1 Background 

In September 2007, the U.S. Geological Survey (USGS) of the Department of the Interior selected Grant 

Thornton to provide program management office support to the Geospatial LoB. As part of this two-year 

contract, Grant Thornton provides program support to the Geospatial LoB PMO in the setup and 

implementation of various work groups producing multiple deliverables to enhance the efficiency and 

effectiveness of the acquisition and distribution of geospatial data among Federal agencies. 

The Federal Geographic Data Committee (FGDC) Coordination Group oversees the Geospatial LoB and 

serves as the coordination board for operational-level interagency management for the effective and 

efficient prioritization, execution, and administration of the Geospatial LoB and its tasks, milestones, and 

deliverables. 

Figure 1.1: Geospatial LoB Governance Structure provides a graphical depiction of the specific relationships 

and reporting structures associated with implementing this initiative. The green dotted box outlines the 

Geospatial LoB, whose participants come from participating agencies, with additional oversight from the 

FGDC Chair, and Office of Management and Budget (OMB). While this graphic is notionally accurate, the 

governance model may change over time as a result of the work products and deliverables produced by the 

Performance Management Work Group in association with Task 1: Review/Update FGDC Guidance 

Documents. 
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1.2 Document Structure 

The remainder of the Program Management Plan adheres to the following structure: 

• Section Two: Work Group Tasks and Deliverables – summarizes the anticipated deliverables and their 

respective target completion dates for each work group. 

• Section Three: Roles and Responsibilities - provides an overview of the key roles and responsibilities 

for stakeholders in the Geospatial LoB in association with completing FY08 and FY09 tasks and 

deliverables. 

• Section Four: Overall Program Management Approach – introduces the Geospatial LoB Program 

Management Approach including the associated program management activities, roles, and tools. 

• Section Five: Managing Partner Team Support – explains the activities and processes implemented by 

Grant Thornton to support the Managing Partner Team. 

• Section Six: Work Group Support – explains the activities and processes implemented by Grant 

Thornton to support the work groups. 

• Appendices - provides documentation and templates referenced and discussed throughout this Plan. 

Figure 1.1: Geospatial LoB Governance Structure
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2 WORK GROUP TASKS AND DELIVERABLES 

Work groups represent ad hoc groups of interagency participants within the Geospatial LoB assembled to 

execute one or more related tasks and subtasks including the development of deliverables. Each work 

group has at least one identified team lead and works with the PMO to produce at least one deliverable 

per task. Table 2.1 depicts currently identified work groups, their assigned tasks, and proposed 

deliverables. A more detailed schedule of tasks, subtasks, and deliverables is in Appendix B: Tasks and 

Deliverables. 

Geospatial Line of Business 

Work Group Tasks & Deliverables 

Work Group Tasks Major Deliverables 

Target 

Deliverable 

Completion 

Date 

Joint 

Business 

Case 

Revisions/Updates to 

Exhibit 300 

• Resubmission of OMB 300 Exhibit for 

FY09 Following Passback (Q4) 

• Earned Value Management Reports 

• Submission of OMB 300 Exhibit for FY10 

Following (Q2-Q4) 

• 03-15-2008 

• Quarterly 

• 01-15-2009 

Performance 

Management 

Enhance FGDC 

Governance (Task 1) • Memorandum from Deputy Secretary 

Scarlett designating Coordination Group 

as assuming the responsibilities of the 

Geospatial LoB Task Force 

• Geospatial LoB Performance 

Management Plan 

• OMB Strategic Plan 

• OMB concurrence with proposed 

changes to A-16 Appendix on data 

themes

• 02-01-2008 

 

• 02-15-2008 

• 03-03-2008 

• 09-29-2008 

Evaluate and define 

the nine stages of the 

geospatial data 

lifecycle and identify 

common capabilities to 

allow cost-benefit ROI 

for shared services 

(Task 2) 

• FDGC approved lexicon of data lifecycle 

stages 

• FGDC approved criteria for establishing 

priority data sets 

• Proposal for governmentwide 

management of data lifecycle for 

significant data sets 

• 03-31-2008

• 03-31-2008

 

• 09-30-2009

Lifecycle 

Management 

Define and establish A16 data steward 

lifecycle responsibilities 

and performance 

measures (Task 3) 

• Development of a repeatable process for 

modifying A-16 appendices and 

recommendations for specific A-16 

changes

• Plan for use by the FGDC Coordinating 

Committee for recommending priorities 

and funding needs to FGDC Steering 

Committee

• 09-30-2009 

 

 

 

• 06-30-2010 
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Work Group Tasks Major Deliverables

Target 

Deliverable 

Completion 

Date

Develop outreach 

programs to 

demonstrate the value 

of “place based” 

approaches and 

geospatial technology 

(Task 5) 

• Final Communications Strategy and 

Implementation Plan 

• CAP Grants evaluation and compilation 

of best practices 

• Geospatial Best Practices Articles 

• 03-31-2009 

 

• 06-30-2008 

• Varies 

Geo-Enabled 

Business 

Provide a broker 

service for data 

searching among 

agencies which will 

build on and improve 

existing systems (Task 

10) 

• Broker Service Outreach Proposal 

• Selection of Geospatial Broker Service 

• 06-30-2008 

• 

Expand SmartBUY 

(and alternatives) 

efforts for geospatial 

data and technologies 

(Task 4) 

• ELA scope requirements and 

Acquisition Plan 

• Selection of ELAs to pursue 

• ELA Negotiation Strategy 

• Deployed / Hosted Registry of Reusable 

Tools and Components 

• 01-31-2008 

• 04-30-2008 

• 06-30-2008 

• 02-27-2009 

Common 

Services 

Implement 

MOUs/SLAs/ELAs for 

common geospatial 

services (Task 8) 

• Template for data sharing and policy 

sharing 

• Recommended ‘best practice’ for 

establishing MOU/SLA/ELA for data 

sharing across stakeholder communities 

• 02-29-2008 

• 03-31-2011 

Develop and 

implement common 

grants language for 

geospatial information 

and services (Task 6) 

• Adoption of proposed grants guidance 

language in 2 CFR 

• Information packages for grantors and 

grantees

• 09-31-2008 

 

• 09-31-2008 

Grants and 

Contracts 

Develop and 

implement geospatial 

requirements language 

for Federal contracts 

(FAR, DFAR) (Task 7) 

• Development of voluntary agencyspecific contract language models 

• Approved timeline for changes to 

FAR/DFAR or addition to contracts

• 09-31-2008 

 

• 12-31-2009

Technical 

Architecture 

Develop requirements 

and recommendations 

for technology and 

telecommunications 

infrastructure required 

to deliver geospatial 

services (Task 9) 

• Presentations to CIO Council on benefits 

of geospatial applications 

• Geospatial Profile v2.x 

• 12-30-2008 

• 08-1-2008 

Figure 2: Geospatial LoB Work Group Tasks & Deliverables
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3 ROLES AND RESPONSIBILITIES 

A number of parties are involved in the successful execution of the Geospatial LoB. The Managing 

Partner Team, FGDC Coordination Group, Work Group Leads, work group team members, and 

Contractor Support each support program management, managing partner, and work group activities. 

Figure 3.1 depicts the major roles & responsibilities by party for each type of participant in the Geospatial 

LoB. A legend following the table explains these role types identified: participant (P), accountable (A), 

review (R), input (I), and keep informed (K). 

Activity Sample Output PMO Contract 

Support 

Work 

Group 

Lead 

Geospatial 

LoB Agency 

Participants 

FGDC 

Coordination 

Group 

Program Management Tasks 

Cost 

Management 

Budget for FY 09 P, R, 

I, S 

P, A, R, I P P P, K 

Schedule, 

Outcomes 

Deliverable 

Prioritization List 

P, A, 

R, I 

P, A, R, I P, A, R, 

I 

P, R, I K 

Action Item 

Tracking 

Action Item List as of 

11.30.2007 

P, A, 

R, I, S 

P, A, R, I P, A, I P, A, I K 

Issue Tracking Corrective Action Plan 

for issue resolution 

P, A, 

R, I, S 

P, A, I P, I, R A, R, I P, K 

Meeting/Call 

Coordination 

Schedule of activities 

for FY08 

P, A, 

R, I, S 

P, A, R, I P, I P, I P, K 

Status 

Reporting 

Status Report to 

Managing Partner 

Team 

R, I, S A, I P, A, I K K 

Knowledge 

Management 

Posting of Fall 

meeting minutes on 

QuickPlace 

P, R, I P, A, I P P P 

Deliverable 

Quality Review 

& Submission 

Draft of Program 

Management Plan 

P, A, 

R, I, S 

A, R, I, P, A, R, 

I 

P, I P, S, K 

Scope 

Management 

Evaluation of 

proposed subtasks 

P, A 

R, I, S 

P, A, R, I P K K 

Managing Partner Team Tasks 

Project 

Schedule 

Management 

Draft of proposed 

project schedule for 

January & February 

2008 

P, A, 

R, I, S 

P, A, R, I P K K 

Briefings Briefing to FGDC 

Coordination Group 

P, A, 

R, I, S 

P, A, R, I P P P 

OMB Reporting 

/ Budgeting 

Draft of OMB Exhibit 

300 revisions 

P, A, 

R, I, S 

A, R, I K K K 

Financial & 

Investment 

Response to budget 

call 

P, A, 

R, I, S 

A, R, I P K K 

Technical 

Analysis 

Data Call Results 

Assessment 

R, I, 

S, K 

P, A, R, I P P K 
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Activity Sample Output PMO Contract 

Support 

Work 

Group 

Lead 

Geospatial 

LoB 

Agency 

Participants 

FGDC 

Coordination 

Group 

Managing Partner Team Tasks (continued) 

Advisory/Guidance Recommendations 

on OMB Exhibit 

300 revisions 

P, R, 

S, K 

P, A, R, I P P K 

Meeting 

Coordination 

Agenda and 

schedule for next 

FGDC 

Coordination 

Group meeting 

P, I, 

R, S 

P, A, I P P P 

Outreach to 

External 

Geospatial LoB 

stakeholders 

Article for 

publication in 

GeoWorld

P, A, 

R, I, 

S 

P, A, R, I P, I P, I P, K 

Membership 

Tracking 

Updated member 

contact information

R, S A, R, I P, A, I P, I K 

Work Group Tasks 

Analysis Geospatial 

technology tradeoff assessment 

R, I, 

S 

P, A P, A, 

R, I 

P, R, I K 

Work Group 

Advising 

Grants language 

standardization 

recommendations 

R, I, 

S 

P, A P, R, I R, I K 

Work Group 

Meeting 

Coordination 

Schedule of 

upcoming PM Plan 

Work Group 

meetings 

P, I P, A P, A P, A K 

Task/Subtask 

Schedule 

Management 

Set deadline for 

subtasks 

R, A, 

S 

R, I P, A, 

R, I 

P, I K 

Subtask 

Identification 

Listing of A-16 

revision subtasks 

R, S R, I P, A, 

R, I 

P, I K 

Document Review First draft of 

Communications 

Plan 

R, S P, A, R, I, P, A, 

R, I 

P, R, I K 

Deliverable 

Production 

First of two 

licensing 

agreements 

P, R, 

I, S 

P, A, R, I, P, A, 

R, I 

P, R, I K 

Work Plan 

Development & 

Maintenance 

Common Services 

Group Work Plan 

R, I, 

S 

P, A, R, I P, A, 

R, I 

P, R, I K 

Legend 

P = Participant 

actively 

provides or 

receives 

information. 

A = Accountable 

accountable based 

on contract, general 

understanding, or 

leadership position.

R = Review 

reviews draft 

documents (e.g. 

briefings, 

deliverables, etc.) 

upon completion.

I = Input 

provides input at 

meetings or 

produces items 

for inclusion in 

documents.

S = Sign-off 

provides final 

approval of LoB 

documents, subtasks, 

deliverables, etc.; 

without approval the 

item cannot move 

forward.

K = Keep Informed 

inform this 

stakeholder of LoB 

progress, issues, 

opportunities, or 

changes. 

Table 3.1: Geospatial LoB Roles and Responsibilities Matrix
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4 PROGRAM MANAGEMENT APPROACH 

Because the Geospatial LoB is work group-based and involves a number of different parties, the Plan 

entails a flexible and collaborative program management approach that engages the Managing Partner 

Team, the FGDC Coordination Group, and work groups in the activities and processes relating to the 

attainment of milestones and the creation of deliverables. The program management approach is divided 

into six major areas, which guide work groups in the completion of tasks as depicted in Figure 4.1. 

The PMO uses customized program management tools to manage the six areas of program management 

and guide the work groups in the completion of their assigned tasks and subtasks to produce quality 

deliverables. Each of the program management areas and tools shown in Figure 4.1 is explained in more 

detail throughout the remaining sections of this Plan. 

4.1 Cost, Schedule, and Outcomes Management 

Continuous tracking of Geospatial LoB costs, schedule, and outcomes is necessary to coordinate the 

activities of individual work groups as well as to monitor level of effort (LOE) and resources for both 

Government and contractor participants. When managing these project areas, the PMO acts in 

accordance with existing OMB requirements and the master Geospatial LoB project schedule that all 

Figure 4.1: Geospatial LoB Program Management Approach
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participants agreed upon prior to the start of the Geospatial LoB Project. Appendix C: Master Project 

Schedule FY 2008-2009 shows the master schedule for Fiscal Year 2008-2009. Project schedules and 

outcomes remain outwardly visible to all stakeholders with an eye towards results achieved by the 

Geospatial LoB. 

Collectively, Cost, Schedule, and Outcomes Management help ensure the Geospatial LoB accomplishes 

the tasks and produces the deliverables described in the PM Plan and documented in Appendix B: Tasks 

and Deliverables. Individually, each of these disciplines supports the overall Geospatial LoB as further 

described: 

• Cost Management - Cost Management entails tracking LOE for both Government and contractor on 

a weekly basis as well as tracking OMB Joint Business Case - Exhibit 300 allocations and OMB 

budgetary requirements against the larger project to promote accountability and fiscal responsibility. 

• Schedule Management – Schedule Management entails tracking individual task, subtask, and 

deliverable estimated start and end dates to the overarching project schedule and regularly updating 

actual start and end dates upon the completion of tasks, subtasks, and deliverables. The PMO 

incorporates performance and quality review measures when assessing the status of deliverables and 

the overall project. 

• Outcomes Management – Outcomes Management entails determining if deliverables produced meet 

the needs of Geospatial LoB strategies of Governance, Planning and Investment, or Optimization as 

presented in the PM Plan. Additionally, Outcomes Management supports the alignment of individual 

deliverables to the overall project and helps ensure deliverables provide measurable results 

appreciated by stakeholders. 

4.1.1 Cost, Schedule, and Outcomes Management Roles 

The PMO collects and monitors information regarding cost, schedule, and outcomes submitted by work 

groups. The PMO then compares this information to anticipated project costs, schedules, and outcomes 

and reports Geospatial LoB progress to the FGDC Coordination Group. When cost and schedule 

variances occur, the PMO works with Work Group Leads to identify appropriate corrective actions. Once 

corrective action takes place, the PMO updates any project area impacted by the corrective action. If 

variances between estimated and actual costs, schedule, or outcomes do not appear, the project continues 

forward as planned with regular monitoring and status reporting. 
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4.1.2 Cost, Schedule, and Outcomes Management Tools 

The PMO uses four key tools to track cost, schedule, and outcomes: Geospatial Work Group Work Plans, 

Microsoft Project Schedule, Microsoft Excel spreadsheets, and Status Reports, each of which is described 

below. 

• Work Plans – Geospatial LoB work groups use work plans to guide the proposal, progress, and 

completion of subtasks and deliverables associated with their respective assigned tasks. Each work 

group will create work plans detailing their task and deliverable completion schedule, contractor and 

government LOE in FTEs and hours, critical success factors, and task or deliverable dependencies. 

Work Group Leads are responsible for updating their respective work plans and submitting them to 

the PMO. To support the PMO—and inform the FGDC Coordination Group—Grant Thornton will 

use work plan content in populating other management tools described in this plan. Appendix D: 

Work Plan Template depicts the work plan template. 

• Microsoft Project Schedule - Microsoft Project provides primary means of tracking project 

schedules. Upon the completion of tasks, subtasks, and deliverables or the receipt of information 

from work groups and the Managing Partner Team, the PMO updates the impacted areas of the 

master schedule and incorporates updated Microsoft Project content into Status Reports. This tool 

also provides visual representation of the time interdependencies of tasks, subtasks, and deliverables 

and shows where scheduling issues, conflicts, or delays occur. As previously indicated, Appendix C: 

Master Project Schedule depicts the baseline Geospatial LoB 2008-2009 project plan and schedule.

• Microsoft Excel spreadsheets –The PMO suse Microsoft Excel to monitor and share information 

about project costs, schedule, LOE, and outcomes. Financial and mathematical functions found in 

Excel allow for quick and accurate cost tracking and can provide automated summation of key 

variables (e.g. percentage of government LOE needed, contractor cost as a percentage of budget, etc.) 

while the row and column spreadsheet set-up allow for data sorting. Excel content also helps 

populate tables for inclusion in various Geospatial LoB documents. 

• Status Reports – On a bi-weekly basis, Grant Thornton compiles information from key project areas 

to update the Managing Partner Team on current costs, schedules, and outcomes relative to the larger 

Geospatial LoB project. Status Reports summarize work accomplished and deliverable progress for a 

period of project performance, work planned for the next period of performance, and LOE. In 

addition, Grant Thornton identifies any issues that might impact project completion and, when 

appropriate, suggests corrective actions. Status Reports connect Program Management to 

Performance Management and offer a method to track successes and shortcomings by period of 
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performance for the PMO and individual work groups. Appendix E: Status Report Template depicts 

the status reporting template.

4.2 Action Items and Issues Management 

Effectively tracking the assignment and completion of action items as well as tracking the identification 

and resolution of issues are important steps towards achieving outcomes, tasks, and deliverables. An 

“action item” refers to an agreed upon, documented task or activity that must occur to fulfill a goal or 

requirement while an “issue” relates to a vocalized or documented concern or potential problem that may 

be linked to a task, activity, person, group, or document. 

4.2.1 Action Item and Issue Management Roles 

On an ongoing basis, Grant Thornton keeps formal meeting minutes at key meetings to capture action 

items and issues related to Geospatial LoB program management areas. Appendix F: Meeting Minute 

Template depicts the meeting minute template. Once meeting minutes are validated, Grant Thornton 

transfers action items and issues into comprehensive databases where they are monitored from their date 

of entry to their date of closure or resolution. Grant Thornton informs the Managing Partner Team of 

open and closed action items and issues each week and, when appropriate, recommends or takes 

corrective action. 

4.2.2 Action Item and Issue Management Tools 

Both the Action Item and Issue Database provide accountability and transparency as well as encourage 

open communication and attention to overall project cost and schedule. These tools are described below 

and depicted in Appendix G: Action Item Tracking Template and Appendix H: Issue Tracking Template.

• Action Item Database – This database tracks action item factors including: submission date and source 

(e.g. meeting minutes), a brief description, name of who proposed and who owns the action item, target 

completion date, status (i.e. open or closed), and actual completion date. 

• Issue Database – This database tracks current and potential issues associated with documents, tasks, 

subtasks, and deliverables or associated with human or financial resources by logging: submission date, 

submitter’s name, brief description, issue source, level of criticality (i.e. high, medium, low), proposed 

resolution(s), target resolution date, resolution status (i.e. open or closed), and final resolution date. 

4.3 Internal Communications and Status Reporting 

Stakeholders involved with the Geospatial LoB come from varied backgrounds and exhibit a diverse 

range of interests and needs. Inclusive internal communication and regular status reporting creates 

cohesion and focuses stakeholder time, effort, and resources on tasks at hand to promote timely 

production of deliverables. Status Reporting links specific project periods to overall project progress by 
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filtering critical information from project documents (e.g. meeting minutes, work plans) and stakeholders 

into a comprehensive snapshot of document content, conversation, and correspondence. 

4.3.1 Internal Communication and Status Reporting Roles 

The PMO uses a variety of tools, activities, and coordinated processes as it facilitates communication 

among internal stakeholders. The Managing Partner Team, work groups, and the FGDC Coordination 

Group support the communication process by submitting meeting minutes, work plans, document review 

comments, action items, and issues in a timely manner so Grant Thornton can update project plans and 

produce accurate Status Reports. 

4.3.2 Internal Communication and Status Reporting Tools 

While a formal Communications Strategy and Implementation Plan addresses the needs of the larger 

stakeholder community, the tools mentioned below helps Grant Thornton facilitate open, inclusive 

dialogue and information sharing among the Geospatial LoB Managing Partner Team, Geospatial LoB 

work groups, and the FGDC Coordination Group. 

• Meetings, Calls, and Online Collaboration - Pre-arranged in-person meetings, conference calls, and 

online collaborations represent primary modes of internal communication. These meetings and calls 

involve active participation and feedback from stakeholders and provide a semi-structured forum for 

project-related discussions. In some cases “Ready Access” or another similar online collaboration tool are 

used to facilitate discussion among a geographically dispersed participant base. Any dialogue, discussion 

topics, decisions, action items, and issues get captured using a meeting minute template as referenced in 

Section 4.2.1 and as shown in Appendix F: Meeting Minute Template. Upon content validation, the 

PMO disseminates the meeting minutes, adjust action item or issue databases, then posts meeting 

documents on QuickPlace, an interactive online portal for sharing, storing and, managing project 

information and documents. Additionally, the PMO keeps a master schedule of all FGDC Coordination 

Group, Managing Partner Team, and work group meetings to assist in providing program management 

support to these key stakeholders.

• Briefings - Briefings provide overviews of critical information, currents issues, next steps, or 

recommendations, and often call for audience response, comment, or future action. Briefings provide 

additional structure to meetings and conference calls by offering a point of focus for internal 

communication. The PMO archives briefings on QuickPlace for later use. Appendix I: Briefing Template 

provides and example of a briefing template. 

• Status Reports - On a bi-weekly basis, the PMO compiles information from key project areas and 

produces Status Reports. Status Reports provide current information regarding where project components 
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stand relative to the bigger picture and connect Program Management to Performance Management. 

Status Reports also offer a method to track successes and shortcomings. The PMO archives Status 

Reports on QuickPlace. As indicated in Section 4.1.2., Appendix E: Status Report Template shows an 

example of a Status Report.

4.4 Knowledge Management 

Knowledge Management facilitates the exchange of information, ideas, and documents by building an 

accessible archive of documents, resources, schedules, and Geospatial LoB member contact information. 

To support Knowledge Management, Grant Thornton selected Quick Place, an interactive online portal, 

as the primary system to facilitate effective and efficient transfer of Geospatial LoB programmatic and 

contractual documents and information. 

As draft and final documents are produced and information shared, the PMO archives these items on 

QuickPlace for quick and convenient retrieval by Geospatial LoB participants. In addition, the PMO 

posts updated documents and templates as often as needed to support the activities of the Geospatial LoB 

Managing Partner Team and work groups. The Managing Partner Team and each work group has its own 

room in which it can directly manage the creation and posting of deliverables, group meeting schedules, 

assigned activities, and independent collaborative work spaces. Appendix J: QuickPlace Screenshots 

shows some main pages on the QuickPlace portal 

4.5 Deliverable Quality Review and Submission 

The PMO works with the Managing Partner Team, FGDC Coordination Group, and the work groups through 

a structured quality review process to produce high-quality documents and deliverables. The quality review 

process tracks deliverables from initial development to final submission and includes one-time deliverables 

such as public reports, proposals to OMB, or memoranda of agreements among agencies. The development, 

approval, and delivery of high quality geospatial products is the joint responsibility of the entire LOB 

governance structure. Although the specific steps of the quality assurance process may vary depending on the 

nature of the document under review, the high-level quality assurance process consists of five major stages, as 

identified below in Figure 4.5. 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 15 

This process could occur at any level within the Geospatial LoB. Each of these stages are described below: 

• Initial QA Review - This stage focuses on review the quality of Geospatial LoB deliverables in terms of 

accuracy, consistency, and conformance with the intent of the document. 

• Identify & assign quality issues - This stage focuses on identifying key problems with quality in the 

documents reviewed and assigning issues to the appropriate party for resolution. 

• Resolve quality issues – In this stage, issues are resolved by the appropriate party, consolidated and then 

submitted for sign-off. The PMO establishes standard quality control procedures to ensure that comments 

from reviewers are reconciled when there are differences of opinion, and accurately reflected in final 

products. 

• Request sign-off - This step entails submission of geospatial deliverables for approval from the 

appropriate party. 

• Sign-off granted – In this stage, documents submitted for approval could either be approved or directed 

back to the appropriate party with comments for resolution. 

• Implementation – Upon receipt of approval, the deliverable is implemented (e.g. a newsletter article 

would be distributed). 

Quality assurance responsibilities lie with committees, work groups, and individuals during different 

stages of product development. A key feature of the quality review process is tailoring the type of 

reviews conducted and the particular reviewers involved to the categories of LoB products generated. To 

illustrate, technical products are reviewed by Geospatial specialists represented on the work groups and 

by data theme stewards; products that outline governmentwide acquisition and grant policies get reviewed 

by the FGDC Coordination Group and Steering Committee, but receive final approval by OMB. 

Figure 4.5: Geospatial LoB Quality Assurance Process
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 16 

4.5.1 Deliverable Quality Review and Submission Tools 

The PMO uses several different types of tools to support the quality assurance (QA) process from 

development through approval. Some tools at the disposal of the PMO and work groups alike are 

described below. 

• Comment Log Tool – The PMO has developed the Geospatial LoB Comment log tool to allow for the 

collection of comments, and their proposed resolutions, on internal documents, deliverables, etc. The tool 

can be customized for many different types of work products. Appendix K: Comment Log Tool depicts 

the tool used to collect comments. 

• Comment Adjudication Tool – For work products that impact multiple agencies, the PMO developed the 

Geospatial LoB Comment Adjudication tool. The tool allows for the collection of comments on any part, 

section, figure, table, etc. of any work product along with Geospatial LoB. Appendix L: Comment 

Adjudication Tool depicts the tool used to adjudicate comments.

4.6 Scope Management 

The PMO regularly evaluates and validates LOE required for deliverables and tasks including the 

identification and management of variances from the LOE proposed that might occur in the course of the 

contract. An integral part of project management entails keeping attuned to the variances between 

planned and actual timelines, and whether timelines are met at, below, or above planned resource levels. 

If performance deliverables within given time frames become high priority, the PMO identifies those 

instances that necessitate contract amendments: 

4.6.1 Scope Management Roles and Responsibilities 

The appropriate level of authority to approve changes in project scope varies depending on the type of 

change required. The Geospatial LoB Managing Partner Team has responsibility for approval of changes 

to administrative processes and adjustments to the mix of project resources allocated for each task. Each 

individual work group has responsibility for approval of changes to deadlines in project deliverables and 

adjustments in the mix of project resources allocated to specific subtasks. Any change in scope that 

impacts the contractual LOE requires a contract modification facilitated by the Managing Partner Team to 

which Grant Thornton responds. 

4.6.2 Scope Management Tools 

To better control project scope, the PMO uses a variety of standard project management tools. These 

tools help to ensure that the project is properly defined and allow for timely monitoring and reporting of 

variations from the original project plan. 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 17 

• Project Management Plan – As mentioned in section 4.1 (also, Appendix B: Master Project Schedule), 

the PMO developed a project management plan in order to better define project scope. The PMO began 

this process by defining the scope of the project through the use of a Work Breakdown Structure (WBS). 

The WBS served as the framework for grouping tasks, subtasks, activities, and work products to 

define the overall project scope. This tool also serves as the basis for the project schedule and 

reporting. The scope of this plan entails the proper delineation and approval by Geospatial stakeholders. 

The plan serves as the basis for performance measurement under an Earned Value Management (EVM) 

framework. 

• Earned Value Management Reports – The PMO submits EVM Reports on a quarterly basis using 

format shown in Appendix M: Earned Value Management Reporting Tool. Regular EVM reporting 

aids in the identification of changed project scope. The PMO pays specific attention to establishing 

processes that will identify when imbalances in resource allocations occur, and propose approaches 

that redress these imbalances. 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 18 

5 MANAGING TEAM PROGRAM MANAGEMENT SUPPORT 

Over the course of the Geospatial LoB project, Grant Thornton provides various types of program support 

to the Managing Partner Team. Section 5 describes a number of agreed upon support areas that may 

fluctuate in importance or demand or that may expand as Geospatial LoB activities and deliverables 

progress. 

5.1 Schedule Management 

Grant Thornton provides Schedule Management support for all deliverables by developing and facilitating 

updates to estimated task, subtask, and deliverable schedules and, when appropriate, by makes 

recommendations or takes corrective actions to address variances in current schedule from the estimated 

schedule. Managing Partner Team approval occurs before any proposed schedule modifications take 

place. 

5.2 Briefing Development Support 

When requested, the Grant Thornton team creates presentations for the Managing Partner Team’s use in 

presenting critical information and key issues for action or discussion at FGDC Coordination Group or 

Geospatial LoB meetings. Upon content validation, meeting invitees receive a copy of the briefing prior 

to the meeting to provide time for review and meeting preparation. In addition, Grant Thornton archives 

all briefings on QuickPlace for later recall, reference, or distribution. As referenced in Section 4.3.2., 

Appendix I: Briefing Template provides an example of the template used when creating briefings. 

5.3 OMB Reporting / Budgeting Support 

Grant Thornton supports Geospatial LoB reporting and budgeting requirements by assisting the PMO in 

performing budget analysis and preparing various reports as needed. Some of these reports include, but 

are not limited to, the following: 

• Quarterly EVM Reports for Department of the Interior – Using previous EVM reporting formats, 

Grant Thornton reports on project EVM metrics on a quarterly basis.

• OMB Exhibit 300 Planning Documents – On an annual basis, the Grant Thornton team prepares an 

initial draft of the OMB Exhibit 300 and incorporates JBC Work Group and Managing Partner Team 

revisions. Additionally, Grant Thornton assists with Exhibit 300 revisions through the OMB Passback 

process.

• OMB quarterly reports and other ad hoc reports – On an as-needed basis, Grant Thornton supports adhoc reporting to OMB including 12-18 data calls annually. 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 19 

5.4 Financial and Investment Analysis 

Grant Thornton assists the PMO in performing financial and investment analysis including determination 

of appropriate methods for calculating present value as well as downstream costs of capital investments in 

geospatial infrastructure. Proposed approaches are consistent with guidelines specified in the 

governmentwide Capital Planning Investment Control (CPIC) framework, and the Federal Enterprise 

Architecture guidelines for IT investments. 

5.5 Technical Analysis 

Grant Thornton can provide a range of technical analyses tailored to meet specific needs of the project as 

the need arises. Specific areas of technical expertise include: 

• Organization and governance design and assessment – The Grant Thornton team can provide 

consultation to the Managing Partner Team regarding appropriate assignment of roles and 

responsibilities in carrying out the responsibilities of the Geospatial LoB. 

• Performance management and measurement – Grant Thornton can provide ongoing support in 

enhancing the performance management architecture for the Geospatial LoB. As performance 

measures are identified for each level of the performance management framework, Grant Thornton 

provides expertise in precisely defining each performance measure; establishing a calculation 

methodology for each measure; specify reporting protocols; and assuring vertical as well as horizontal 

alignment among all measures. 

• Cost and performance analysis – Grant Thornton can assist the FGDC Coordination Group in 

linking budgeted resources to performance measures in order to estimate incremental performance 

returns for changes in geospatial funding. 

• Benchmarking – Grant Thornton can conduct research and support benchmarking efforts, as 

appropriate to determine ‘best practices’ for functions that are analogous to geospatial mission and 

strategies. Many of these best practices are found in public and private sector organizations that 

perform parallel functions but fall outside of the geospatial community. 

5.6 Advisory Guidance / Document Development Support 

Grant Thornton supports the Managing Partner Team by providing expert guidance, support, and process 

management pertaining to the accomplishment of tasks and development of deliverables. The Grant 

Thornton team analyzes the geospatial business requirements and advise the Managing Partner Team on 

the best strategic, organizational, and technical solutions to execute specific Geospatial LoB program 

tasks. 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 20 

5.7 Meeting Support 

Grant Thornton supports the Managing Partner Team in coordinating schedules, locations, and 

presentations for meetings concerning both internal and external stakeholders. In addition, Grant 

Thornton, when requested, hosts in-person meetings, conference calls, and online collaborative sessions 

via Ready Access, or captures meeting minutes. 

5.8 Membership Tracking Assistance 

Grant Thornton assists the Managing Partner Team in membership tracking by including a “Member 

Section” in the work plans to monitor work group participants and capture the names and contact 

information for meeting attendees. Additionally, the use of a In the event of updates made to the 

contractor team, work group, or FDGC Coordination Group membership, Grant Thornton informs the 

Managing Partner Team in a timely manner as well as document, disseminate, and archive the changes in 

a master membership spreadsheet to keep all stakeholders informed. Appendix N: Membership Tracking 

Template shows the template for tracking membership
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 21 

6 WORK GROUP PROGRAM MANAGEMENT SUPPORT 

Over the course of the Geospatial LoB project, Grant Thornton provides a wide variety of support to 

Geospatial LoB work groups. Specific tasks vary by work group however there are several major 

categories of support further described below. 

6.1 Analysis Support 

The Grant Thornton Team provides the work groups analysis assistance in completing work group tasks 

including: data collection tool design, data capture, data compilation, data analysis, and results 

summation. Specific analysis techniques include: trade off analysis, market analysis, cost-benefit 

analysis, and stakeholder analysis. 

6.2 Advisory Support (e.g. OMB Exhibit 300 expertise) 

Grant Thornton supports the Geospatial LoB work groups by providing expert guidance, support, and 

process management pertaining to the accomplishment of tasks and development of deliverables. 

6.3 External Communication and Outreach Support 

In accordance with the Geospatial LoB Communications Implementation Plan, Grant Thornton works 

with the Managing Partner Team to support development and distribution of communications content and 

materials, such as briefings, fact sheets, articles, and website updates. Grant Thornton also supports 

communications and outreach needs through the execution of various communications events and the 

creation of the Geospatial LoB Communications Strategy and Implementation Plan. 

6.4 Meeting Coordination 

Grant Thornton supports work group leads in coordinating schedules, locations, and presentations for 

meetings concerning both internal and external stakeholders. In addition, Grant Thornton, when 

requested, host in-person meetings, conference calls, and online collaborative sessions via Ready Access, 

or capture meeting minutes. Work Group Meetings will be posted on a QuickPlace calendar so all work 

group members can view upcoming meetings 

6.5 Schedule Management 

The Grant Thornton team maintains the overall LoB schedule documents, and performs the same function 

for each of the work groups. The Grant Thornton Team monitors schedule variances, and informs the 

Managing Partner Team and Work Group Leads of any concerns about the ability of the work groups and 

Managing Partner Team to adhere to the approved schedules. The Grant Thornton team, when 

appropriate, suggests schedule modifications. 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 22 

6.6 Document Coordination 

The Grant Thornton team keeps all documents produced by work groups and takes responsibility for 

version control, archiving documents, and converting draft documents from work groups into approved 

LoB formats. At the request of the Work Group Leads or Managing Partner Team, the Grant Thornton 

team distributes draft documents for comment and produces analyses of comments received to help 

appropriate parties easily understand what decisions need to be made with respect to comments. The 

Grant Thornton team will post draft and final versions of documents onto QuickPlace for easy reference 

and retrieval by work group members. 

6.7 Work Plan Development and Maintenance 

The Grant Thornton Team assists the work groups in refining and pursuing their Work plans, tracks 

progress on all work group deliverables, and maintains current versions of those plans. Grant Thornton, 

in conjunction with the Work Group Leads use the QuickPlace portal to help facilitate the development 

and maintenance of the work plans.
Last Updated 6/19/2008 A-1

Appendix A: Program Management Tool Summary Matrix 

The Program Management Tool Summary Matrix summarizes the program management tools used by the 

Geospatial LoB Program Management Office, their description, and for which tasks the tools are used. Cost, Schedule, Outcomes Management Action Item and Issues Management Internal Communication Management Knowledge Management Deliverable Quality Review Scope Management Briefing Development OMB Reporting / Budgeting Financial, Investment, or Technical Analysis Advisory Guidance Meetings/Meeting Coordination External Communications Membership Tracking Schedule Management Document Coordination

Microsoft Project 

Plan

Microsoft Office Application that 

allows project tracking to appear in 

phases showing task, cost, and 

schedule interdependencies and 

relationships

x x x x x xx x xxx x

Tasks & 

Deliverables Matrix

Visual representation of work 

groups and the tasks or subtasks 

for which they are responsible

x x x x x x xxx

Work Plan Template Flexible template to capture the 

activities, LOE, schedule, and 

membership of each work group

x x x x xx x xxx x x

Status Report 

Template

Template used to create status 

reports that provide a snapshot of 

current project progress to the 

overall project progress

xxx x x x

Meeting Minute 

Template

Template used to capture key 

discussion points, decisions, 

recommendations, issues and 

action items that arise during 

meetings

x x x x x x xxx

Comment Tracking 

Template

Template used to log comments on 

documents during the document 

quality review process

x x xx x

Comment 

Adjudication 

Template

Template used to adjudicate 

comments captured from 

documents during the document 

quality review process

x x xx x

Action Item Tracking 

Template

Template used to capture action 

items collected from meeting 

minutes or during email 

correspondence or stakeholder 

conversations with the PMO

x x x xx x xxx x x

Issue Tracking 

Template

Template used to capture issues or 

concerns raised in meeting minutes 

or during email correspondence or 

stakeholder conversations with the 

PMO

x x x xx x x x

Briefing Template Template used to brief stakeholder 

on the schedule and activities of the 

Geo LoB

x x x x xxx

QuickPlace Online collaborative tool used to 

share programmatic and contractual 

information and documents relating 

to the Geo LoB and its stakeholders

x x x xx x

Member Tracking 

Template

Template used to track contact 

information for participants in the 

Geo LoB

xx x x x x

Geospatial Line of Business

Program Management Tool Summary

Tool Description

Program 

Management Task

Program Management 

Support
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 B.1-1

Appendix B: Tasks and Deliverables The Tasks and Deliverables matrix shows each work group’s tasks, the associated deliverables, deliverable schedule, and L

B.1 Performance Management Work Group 

Subtask Start Date Completion Date Resulting Deliverable 

TASK 1 1.1 Transition LoB Task Force 

roles & responsibilities to FGDC Coordination Group as defined in LoB Common Solutions/Target Architecture document 

07Q4 08Q1 Memorandum from Deputy 

Secretary Scarlet designating Coordination Group as assuming the responsibilities of the Geospatial LoB Task Force, Align Coordination Group Charter to PMI standards and Geospatial LoB objectives. 

1.2 Review and revise FGDC 

operational organizations (theme-based and LOB subgroups) to align with JBC and Program Management Plan objectives (ncluding procedures and criteria for changing data themes and theme leads) 

08Q2 08Q4 FGDC organization is aligned 

with LoB organizational goals and strategies. 

1.3 Complete initial Performance 

Management Plan. The Performance Management Plan (PMP) provides a detailed work breakdown structure for each of the tasks and subtasks. The PMP will define each task linkage and dependencies among and across tasks as well as provide milestones, deliverables and the Return On Investment for each task and subtask. The PMP will become the operational 'roadmap' for the execution of the tasks under the direction of the FGDC Coordination Group 

07Q4 08Q1 Final Performance Management 

Plan. 

Subtask Start Date Completion Date Resulting Deliverable
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 B.1-21.4 Review OMB Circular A-16 to 

identify desired changes, particularly with respect to data themes and theme leads, and secure FGDC Steering Committee and OMB approval 

08Q2 09Q4 OMB reissuance of A-16 with 

changes. 

1.5 Develop and submit 

Geospatial LoB Tactical Plan to OMB per Passback guidance) 

08Q1 08Q2 OMB concurrance with Tactical 

Plan 

1.6 Align FY 09 FGDC CAP grant 

solicitation with JBC and Program Management Plan objectives. 

08Q4 09Q1 FY09 CAP grant guidance 

issued in alignment with Geospatial LoB goals and strategies 

1.7 Review A-130 and FGDC 

Charter and revise to include Data Life Cycle Management (9 stages) requirements for Data Stewards. Develop/define common terminology, processes, and procedures 

08Q4 

(pending 

coordination 

with 

Lifecycle 

Work 

Group) 

09Q2 

(pending 

coordination 

with Lifecycle 

Work Group) 

1) Proposal for revisions to A-16 guidance 2) OMB approval of proposed updates or revisions to A-16 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 B.2-1

B.2 Lifecycle Management Work Group 

Subtask Start Date Completion Date Resulting Deliverable 

2.1 Define the nine (9) lifecycle stages and 

create a detailed lexicon including the following: inventory, collect/produce, process, analyze/use, store, publish, distribute, archive and dispose 

08/Q1 08/Q2 Lexicon of data 

lifecycle stages 

2.2 For each A-16 data theme a) identify 

known data sets;b) based on available information, for each data set, list current leads, production schedules, milestones, performance measures and budget; and c) based on agreed upon criteria, identify the most significant data sets for each theme 

08/Q1 08/Q3 Approved set of 

criteria to identify most significant data sets and list of high scoring data sets 

2.3 Define geospatial data lifecycle stages to 

include: common terminology, practices, and procedures and propose how to reconcile terms under key Federal documents such as the OB CSTA, A-130, and FEA 

08/Q2 08/Q3 Matrix comparing 

lifecycle terms for A16, A-130, CSTA, Service Oriented Architecture (SOA), etc. 

2.4 Based on identification of the most 

significant data sets for each theme, quantitatively assess opportunities to capture efficiencies in development and maintenance (cost, schedule, and quality) of lifecycle stages on a government-wide basis and identify “best practices for each lifecycle phase 

09/Q1 09/Q4 Proposal for 

government-wide management of data lifecycle for most significant data sets 

2.5 Structure annual A-16 theme data steward 

report consistent with the lifecycle lexicon 

08/Q4 09/Q2 Annual A-16 

Theme/Data Steward Report based on the geospatial data lifecycle lexicon to allow analysis of performance and potential efficiencies across all themes 

Subtask Start Date Completion Date Resulting Deliverable
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 B.2-2

Subtask Start Date Completion Date Resulting Deliverable

3.1 Compare the results of the FY 2006/2007 

OMB Geospatial Data Calls and FY 2007 A-16 data theme/layers report to identify commonalities, inconsistencies and discrepancies as a basis for defining data requirements or priorities (see 2.2.2) 

08/Q2 08/Q2 User Requirements 

Baseline to be used as tool for setting development and funding priority process 

3.2 Identify additional key /nationally 

significant data themes, data layers and any associated data content standards that are not on the current A-16 list, but should be considered for inclusion based on user requirements (This subtask includes reconciliation of existing agency A-16 responsibilities with Homeland Security Information Program (HSIP) recommendations 

08/Q2 08/Q4 Tool for FGDC 

Coordinating Committee with which to make decisions on recommendations on development priorities, additions, deletions, and/or outsourcing of data to the A-16 list and selection of new data standards for future development 

3.3 Analyze the difference between work 

currently being done or scheduled under A-16 compared to user requirements for both A-16 and other nationally significant data sets (consult with NGAC) 

09/Q1 09/Q4 User requirements and 

gap analysis for A-16 framework data and nationally significant data layers 

3.4 Complete plan to address identified gaps 

between current A-16 data work and user needs identified under task 3.4 (will be a phased e.g. look at two themes at a time) to include harmonization of data definitions and feature classes, and standards, developing COI and adding /deleting data sets from A-16 

09/Q4 TBD Plan for use by FGDC 

Coordinating Committee for recommending priorities and funding needs to FGDC Steering Committee 

3.5 Make recommendation for establishing 

Minimum Data Standard, definitions and feature classes for non A-16/Nationally Significant Data Themes in support of NSDI. Based on assessments in tasks 3.1-3.3 (consult with NGAC) 

09/Q2 10/Q2 1. Establishment of 

interagency communities of interest under data theme steward leads 2. Identification and comparison of data models and attributes 3. Identification of common definitions and feature classes (e.g. HSPD, DHS Data Model, SDSFIE, NIST), 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 B.3-3

B.3 Common Service Work Group 

Subtask Start Date Completion Date Resulting Deliverable 

4.1 Define scope of Common Services Work 

Group 

08/Q1 08/Q2 Work Group 

Statement of Scope 

4.2 Evaluate Technology Options and Define 

Functional Requirements for licenses 

08/Q2 08/Q3 Technology Trade-off 

Report, License Profiles for Small/Medium/Large Agencies 

4.3 Develop and implement cross-licensing 

agreements and contracts 

08/Q2 09/Q2 Draft Set of Two 

Federal Cross Licensing Agreements 

4.4 Develop and launch reusable tool 

component registry concept 

08/Q1 08/Q2 Concept of Registry 

of Reusable Tools and Components 

4.5 Seek two to three tools and services for 

CY08 deployment

08/Q2 10/Q1 Identified Tools and 

Services 

4.6 Develop approach to continue to expand 

enterprise licenses and share data 

TBD TBD Selection Process for 

License Expansion 

4.7 Assess "50 States Initiative" state plans to 

determine cost share opportunities 

08/Q3 09/Q1 Process to Integrate 

50 State Geospatial Business and Strategic Plans at National Level 

8.1 Identify existing MOU/SLA/ELA across 

Fed for secure data sharing (HSIP) 

09/Q3 10/Q2 Template for Data 

and Policy Sharing 

8.2 Recommend best practices for 

establishing MOU/SLA/ELA for additional data sharing across stakeholder communities 

10/Q2 10/Q2 Recommended Best 

Practices 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 B.4-1

B.4 Geo-Enabled Business Work Group 

Subtask Start Date Completion Date Resulting Deliverable 

5.1 Develop Geospatial LoB Communications 

Strategy and Communications Implementation Plan 

08/Q1 08/Q4 Final Communications 

Strategy and Implementation Plan 

5.2 Execute Communications Implementation 

Plan 

08/Q2 Ongoing 1) Survey and summary 

of survey results from Federal stakeholders 2) Communications products ready for distribution to target communities or ready for publication to target media outlets 

5.3 Execute communication-focused FY07 

Category 4 CAP Grants and evaluate their effectiveness 

07/Q3 08/Q4 1) Geospatial Market 

Soultion Proposal 2) Completion of first round of CAP grants evaluation 

10.1 Identify geospatial best practices 08/Q1 Ongoing 1) Broker Service 

Outreach Proposal 2) Selection of Broker Service
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 B.6-1

B.5 Grants and Contracts Work Group 

Subtask Start Date Completion Date Deliverable 

6.1 Determine process for both grants and 

acquisition updates to 2CFR 

08/Q2 08/Q2 Update work group plan 

6.2 Work with OMB to finalize grants policy 

guidance and terms & conditions language. 

08/Q2 08/Q4 1. Adopted grants 

guidance language in 2 CFR 2. Information package for grantors and grantees 

6.3 Conduct meetings to resolve policy issues 08/Q2 08/Q3 Revise guidance, as 

appropriate, and set proposed contract language 

7.1 Work with acquisition community to assess 

the feasibility of developing voluntary agency-specific contract language 

08/Q2 08/Q4 1. Model contract 

language 2. Explanatory information package for acquisition officers 

7.2 Engage OMB and GSA to develop a strategy 

for FAR and DFAR geospatial contract language provisions. 

08/Q2 09/Q3 FAR/DFAR geospatial 

language 

7.3 Conduct meetings to share guidance or 

contract language 

08/Q2 08/Q3 Meetings conducted with 

NSGIC, NACo, MAPPS, OGC 

7.4 Set timeline for changes to FAR/DFAR or 

addition to contracts 

08/Q2 09/Q1 Schedule for amending 

FAR/DFAR 

B.6 Technical Architecture Work Group 

Subtask Start 

Date 

Completion 

Date 

Resulting 

Deliverable 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 B.6-2

9.1 Solicit and process comments on the 

Geospatial Profile, V2, conclude agency review and approval, gain approval from the CIO Council and FGDC Coordination Group 

08Q3 08Q4 Geospatial profile V2 

9.2 Promote the Profile through all possible 

channels to expand awareness and adoption; assess and develop supplementary documents and documentation to support additional audiences and improve uptake 

08Q4 10Q3 Presentations to CIO 

Council on benefits of geospatial applications 

9.3 Process and advance periodic updates 

to the FEA Geospatial Profile as a result of LoB requirements and feedback and changes and evolution of FEA and external standards and practices 

08Q3 10Q3 Updated FEA Geospatial 

Profile 

9.4 Investigate and document operational 

demands and requirements of geospatial Web services as “Best Practices” for federal operators or contractors 

08Q4 10Q1 Web services testing and 

requirements reporting 

9.5 Engage other Geospatial LoB activities 

in the definition, operation, or acquisition of common geospatial services to assure adherence to the FEA Geospatial Profile and referenced reference model guidance 

08Q4 10Q4 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 B.7-1

B.7 Joint Business Case (JBC) Work Group 

Subtask Start Date Completion Date Resulting Deliverable 

A.1 Revise FY09 OMB Exhibit 300 Passback 08Q1 08Q2 Revised FY09 OMB 

Exhibit 300 

A.2 Develop FY10 OMB Exhibit 300 08Q3 08Q4 Initial FY10 OMB Exhibit 

300 Submission 

A.3 Revise FY10 OMB Exhibit 300 Passback 09Q1 09Q2 Final FY10 OMB Exhibit 

300 Submission 

B.1 FY08 Q1 Quarterly EVM Report 08Q2 08Q2 B.2 FY08 Q2 Quarterly EVM Report 08Q3 08Q3 B.3 FY08 Q3 Quarterly EVM Report 08Q4 08Q4 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.1-2

Appendix C: Master Project Schedule FY 2008-2009 

C.1 Task 1 Review / Update FGDC Guidance Documents 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.2-1

C.2 Task 2 Evaluate existing geospatial lifecycle frameworks (e.g. A-130, CSTA), develop common/standarprocesses for the stages of the geospatial data lifecycle and establish data steward responsibiperformance measures associated with the phases 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.3-1

C.3 Task 3 Review component themes of A-16 and reconcile with user needs 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.4-1

C.4 Task 4 Expand smart-buy (and alternative) efforts for geospatial data and technologies 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.5-2

C.5 Task 5 Develop outreach programs to demonstrate the value of “location based” approaches and geos
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.6-1

C.6 Task 6 Develop and implement common grants language for geospatial information and services 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.7-1

C.7 Task 7 Develop and implement geospatial requirements language for Federal contracts (e.g. FAR, DFA
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.8-1

C.8 Task 8 Implement MOUs/SLAs/ELAs for common geospatial services 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.9-1

C.9 Task 9 Develop Requirements and Recommendations for Technology and Telecommunications InfrastDeliver Geospatial Services 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.10-1

C.10 Task 10 Provide a broker service for data searching among agencies that will build on and improve exis
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 C.11-1

C.11 JBC Tasks  Revisions/Updates to Exhibit 300 and Earned Value Management (EVM) Reporting 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 D-1 

Appendix D: Work Plan Template 

The Work Plan Template is a planning tool to used to manage work groups and their associated activities. 

This work plan template is a planning tool to assist your Work Group and relate its work to the overall 

Geospatial Line of Business (LoB) program management strategy and schedule. The work plan 

consists of four sections that support the identification of the following planning components: purpose, 

current members, tasks, subtasks, deliverables, task schedule, and resource plans. Examples are 

provided in blue font throughout the document. 

SECTION 1: WORK GROUP STATEMENT OF PURPOSE 

Instructions: In this section, list the purpose of your Work Group and how the activities of your 

Work Group impact the overall project. 

Purpose:

Vision: 

Goals: 

Measures: 

GEOSPATIAL LOB

WORK PLAN TEMPLATE

Work Group Name: 

Work Group Lead/Co- Lead: Contractor Support: 

Date Last Revised Plan Type Draft 

 Final 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 D-2 

SECTION 2: WORK GROUP MEMBERSHIP 

Instructions: In this section, list the name of group member(s) and their current contact 

information. List the name and contact information for the Work Group Team Lead on the first 

line and bold his or her name. 

Name 

Agency / 

Organization Email 

Primary 

Phone # 

Alternate 

 Phone # 

 

 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 D-3 

SECTION 3: TASKS, SUBTASKS, AND DELIVERABLES 

Instructions: Individually list each task assigned to your work group. Under each task, provide 

a brief description of the task. Then use the table provided to note each subtask and its 

associated target completion date, duration, primary owner, and any resulting work products or 

deliverables. Deliverables will be further described in Section 4. 

Task X:

Description:

Subtask Start Date Completion 

Date 

Owner Resulting 

Deliverable(s) 

X.1 

X.2 

X.3 

X.4 

X.5 

Task Y:

Description: 

Subtask Start Date Completion 

Date 

Owner Resulting 

Deliverable(s) 

Y.1 

Y.2 

Y.3 

Y.4 

Y.5 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 D-4 

SECTION 4: DETERMINATION OF LEVEL OF EFFORT 

Level of Effort Validation by Subtask for 2008 

Instructions: In the chart below allocate the total FY08 resources shown immediately above for 

each task across the subtasks you have defined for that task. Bear in mind that some of the 

subtasks and the resulting deliverables may be more resource intensive than others. At this 

time, you only need estimate this level of detail for FY08

# Subtask FY08 

Q1 

FY08 

Q2 

FY08 

Q3 

FY08 

Q4 

Total 

Hrs. 

Government 

X.1 

Contractor 

Government 

X.2 

Contractor 

Government 

X.3 

Contractor 

Government 

Y.1 

Contractor 

Government 

Y.2 

Contractor 

Government 

Y.3 

Contractor 

GOVERNMENT HOURS 

CONTRACTOR HOURS 

TOTAL HOURS 
Geospatial LoB Program Management Plan 

Last Updated 6/19/2008 D-5 

SECTION 5: CRITICAL SUCCESS FACTORS AND DEPENDENCIES 

Instructions: List what your Work Group considers to be most important to meet the schedule 

proposed and produce the deliverables. Then list any dependencies of which you are currently 

aware involving your tasks and tasks of other Work Groups. 

 

 Success Factors: 

Dependencies: 
Last Updated 6/19/2008 E-1 

Appendix E: Status Report Template 

The Status Report Template is used to provide a bi-weekly status update from the contractor to Managing 

Partner Team. 

SECTION 1: ACTIVITIES PLANNED

• Includes a summary of work accomplished for the most recent period of performance in this section. 

SECTION 2: ACTIVITIES ACCOMPLISHED

• Includes a summary of major work planned for the next period of performance in this section. 

SECTION 3: TASK MILESTONE SUMMARY 

This section highlights the project’s planned activities, progress, and accomplishment versus the 

established respective time estimate. 

Deliverables Target Date of 

Completion 

Project 

Schedule 

Resource 

Usage 

Comments 

Program Management Office

Communication Plan October 11, 2007 • •

Common Services Work Group 

 

Enterprise Architecture Work Group 

 

Geo-Enabled Business Work Group 

 

Grants and Contracts Work Group 

 

GEOSPATIAL LOB BI-WEEKLY STATUS 

REPORT

FOR WEEKS OF OCTOBER XX, 2007 AND OCTOBER XX, 2007
Last Updated 6/19/2008 E-2 

Joint Business Case Work Group 

 

Lifecycle Management Work Group 

 

Performance Management Work Group 

 

The “project schedule” column depicts whether the deliverable is ‘ahead or on target for scheduled 

completion’ (•), ‘close to scheduled completion date’ (•), or ‘behind scheduled completion date’ (•). The 

resource usage column depicts the level of effort expended by Grant Thornton to complete the scheduled 

deliverable is ‘less than or equal to estimate’ (•), ‘1-10% over estimate’ (•), or ‘> 10% over estimate (•).

SECTION 4: PROJECT ISSUES AND CORRECTIVE ACTIONS

This section lists any project problems and issues that might impact the project progress, such as the 

ability to obtain data in a timely fashion, workload demands related to task, complex communication 

interface issues, any external events or circumstances, or personnel issues and their recommended plan or 

action to resolve the respective problem. Level of criticality is a reflection of the degree to which the 

project issue impacts the ability of the Geospatial LoB program to accomplish its goals. 

Project Issue Level of Criticality 

(Low, Medium, High) Recommended Corrective Action 

 
Last Updated 6/19/2008 F-1

Appendix F: Meeting Minutes Template 

Template that provides a standard for recording key topics, discussion points, recommendations, and 

decisions as well as records action items, who owns each action items, and the target completion date for 

action items. 

1. KEY TOPICS

2. KEY DISCUSSION POINTS

3. RECOMMENDATIONS

4. DECISIONS 

5. ACTION ITEMS

# Action Item Owner Target Due 

Date 

1 

2 

3 

4 

5 

GEOSPATIAL LOB MEETING MINUTES

FEBRUARY XX, 20XX

Meeting 

Type:

 LoB Task Force 

 FGDC 

 Managing Partner/ Team Meeting 

 Work Group:_____________

Meeting 

Location and 

Time:

Meeting 

Attendees: 

(optional) 

. Notes Type: Draft 

 Final 
Last Updated 6/19/2008 G-1

Appendix G: Action Item Tracking Template The Action Items Tracking Template provides a means of cataloging and tracking action items derived from meeting minu

and phone calls. 

 ID #

Date 

Identified

Recommended/ 

Proposed By Action Item 

Source 

(document review, 

meeting minutes, 

call) Owner

Associated Team

(FGDC Coordination 

Group, PMO, Work Group 

- Indicate Name)

Target 

Completion 

Date

Status 

(open, closed)

Date 

Completed 

123456789101112131415161718192021222324252627

Geospatial Line of Business

 Action Item Tracking Worksheet
Last Updated 6/19/2008 H-1

Appendix H: Issue Tracking Template The Issue Tracking Template that provides a means of cataloging and tracking issues that arise from meeting minutes, wor

reviews, emails, and phone calls. 

 ID # Date Input Recommended By Issue

Source 

(document review, 

meeting minutes, 

call)

Level of 

Criticality 

(high, 

medium, 

low)

Associated Team

(FGDC Coordination 

Group, PMO, Work Group 

- Indicate Name)

Proposed Resolution(s) Associated Action Item(s) Proposed Resolution Target Date Status (open or closed) 

12345678910111213141516171819202122232425

Geospatial Line of Business

Issue Tracking Worksheet
Last Updated 6/19/2008 I-1 

Appendix I: Briefing Template 

The Briefing Template that shows the basic format and style used for Geospatial LoB Briefings. 

Title Slide 

Body Slide 
Last Updated 6/19/2008 J-1 

Appendix J: QuickPlace Screen Shots 

Screen shots of QuickPlace log-in page, main room, calendar, and action item page. 

 

QuickPlace Log-in 

QuickPlace Main Room 
Last Updated 6/19/2008 J-2 

QuickPlace Calendar 

QuickPlace Action Items 
Last Updated 6/19/2008 K-1

Appendix K: Comment Log Tool The Comment Log Tool allows users to log comments regarding Geospatial LoB documents. 

Commenter Name: Commenter Agency:Date Submitted:

Comment 

Number Comment Section Page Comment Propose

123456789

10

Geospatial Line of BusinessPerformance Management PlanComment Log Sheet 

Please use this form to track feedback and comments on the draft final deliverable submitted November 2, 2007. For each comment, p"Comment Section" and enter the page of the draft final deliverable that contains the section on which
Last Updated 6/19/2008 L-1

Appendix L: Comment Adjudication Tool The Comment Adjudication Tool allows for adjudication of comments on Geospatial LoB document 

Geospatial Line of Business 

Comment Adjudication Tool

Please use this form to track feedback and comments on the draft final deliverable submitted [M DD, YYYY]. For each comrelevant "Comment Section" and enter the page of the draft final deliverable that contains the section on which you wish to enter your comment in the "Comment" column, and a suggested resolution step in the "Suggested Resolution" column. Agency Comment # Part Section Figure Table Page # Comment Buckets Recommended Response A
Last Updated 6/19/2008 M-1

Appendix M: Earned Value Management Reporting Tool The Earned Value Management Tool allows for providing Earned Value Management Reporting Information to the Manag

Geospatial Line of Business PMO 

Earned Value Management Report

Date Submitted: 

WBS# 

Control Account 

Description 

(Work Package 

Deliverable Title) 

OMB 

Stage 

(P/D/S) 

Planned 

Start 

Date 

Planned 

End 

Date 

Planned 

Cost (in 

Whole 

Dollars) 

Actual 

Start 

Date 

Actual 

End 

Date 

Act

(in 

D
Last Updated 6/19/2008 N-1

Appendix N: Member Tracking Tool The Member Tracking Tool allows the PMO to track active and inactive members of work groups, and contains contact, anfor all stakeholders. 

Last Nam e

F irst Name

A gen cy / O rg anization E m ail P h o n e P h o n e 2

Joint Business Case 

Performance Management

Geo-Enabled Business

Common Services

Grants & Contracts

x = M em ber X = Lead M ember 

G eosp atia l L in e o f B u s in es s

M em bersh ip Trackin g W orksh eet