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GEOSPATIAL LINE OF BUSINESS 

PROGRAM MANAGEMENT OFFICE 

CONCEPT OF OPERATIONS 

March 2007 

Adjudicated Draft 
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TABLE OF CONTENTS 

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

2 VALUE PROPOSITION ......................................................................................................3

3 ORGANIZING FRAMEWORK ............................................................................................3

3.1 PMO Organizational Structure............................................................................................ 4

3.2 PMO Support Dimensions .................................................................................................. 4

4 STRATEGIC SUPPORT ACTIVITIES.................................................................................5

4.1 Enhanced Governance ....................................................................................................... 5

4.1.1 Performance Management ............................................................................................ 6

4.1.2 Performance Reporting.................................................................................................. 6

4.1.3 PMO Governance .......................................................................................................... 7

4.1.4 Relationship of the PMO................................................................................................ 8

4.1.5 Policy ............................................................................................................................. 8

4.2 Planning and Investment Strategy...................................................................................... 8

4.2.1 Business Requirements Implementation ....................................................................... 8

4.2.2 Coordinating Geospatial Expenditures .......................................................................... 9

4.2.3 Portfolio Management.................................................................................................... 9

4.3 Optimize and Standardize................................................................................................. 10

5 OPERATIONAL SUPPORT ACTIVITIES .........................................................................11

5.1 Outreach and Communications ........................................................................................ 11

5.2 Risk Management ............................................................................................................. 12

5.2.1 Risk Identification –...................................................................................................... 12

5.2.2 Risk Assessment – ...................................................................................................... 13

5.2.3 Risk Response –.......................................................................................................... 13

5.2.4 Risk Monitoring and Control – ..................................................................................... 13

5.2.5 Risk Reporting – .......................................................................................................... 13

6 REPORTING & COMPLIANCE SUPPORT ACTIVITIES .................................................14

6.1 Programmatic Reporting ................................................................................................... 14

6.2 Customer Satisfaction....................................................................................................... 14

6.3 Adoption and Participation ................................................................................................ 14

6.4 Usage................................................................................................................................ 14

6.5 Compliance ....................................................................................................................... 15

7 STAKEHOLDERS AND TASKS.......................................................................................15

8 ATTACHMENTS .............................................................................................................. A1
Geospatial LOB Program Management Office ConOps 

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Geospatial Line of Business Program Management Office 

Concept of Operations 

1 INTRODUCTION 

The Geospatial Line of Business (LoB) commenced a task force in March 2006 comprised of over twenty 

Federal agencies, to develop a set of common solutions, and a target architecture (CS/TA) to enhance the 

management and effectiveness of federal geospatial programs and investments. The Concept of 

Operations (ConOps) contained within the CS/TA introduced a future operating environment within of 

which participating organizations, stakeholders, partners, and individuals will interact and manage 

geospatial assets to support business-driven requirements. It is within this context that the proposed 

common solutions will be deployed in order to realize the vision, goals, and objectives of the Geospatial 

LoB. 

The role of the Geospatial LoB Program Management Office (Geospatial PMO) is to provide contractor 

staff support administered by the Federal Geographic Data Committee (FGDC) Secretariat, with 

management oversight by the FGDC Coordination Group, and with policy guidance by the FGDC 

Steering Committee for task execution of the Geospatial LoB. The Geospatial PMO is responsible for 

enhancing Managing Partner (Department of Interior, USGS) support functions and daily execution of the 

tasks required to hit cost and schedule performance requirements outlined in the FY 2008 Exhibit 300. 

2 VALUE PROPOSITION 

The Geospatial LoB identified a gap between current the FGDC Secretariat mission, funding, and 

functional roles and responsibilities to those that are required by the LoB to execute the FY 2008 Exhibit 

300. A performance baseline and sixteen milestones that must be achieved within cost and schedule 

estimates have been identified in order to effectively develop the solutions identified within the CS/TA 

and realize the Geospatial LoB vision, goals, and objectives. As a government-wide initiative leveraging 

the contributions of over twenty agencies, the LoB identified the need for a PMO to manage execution 

phase performance and administer the LoB. 

Effective Geospatial PMO performance management and administration will allow the FGDC 

Coordination Group (under the guidance of the Steering Committee) to remain focused on the 

development activities outlined in the CS/TA resulting in the following outcomes that are critical to the 

success of the Geospatial LoB: 

• An established governance model that ensures active stakeholder participation in the management 

of nationally significant geospatial assets 
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• Performance measures and service level agreements (SLAs) that provide enhanced data and 

service stewardship to improve service to citizens and government agencies 

• A Federal government-wide geospatial investment strategy is implemented to facilitate more 

coordinated budget planning and acquisitions of geospatial data and services 

• Consistent integration of geospatial capabilities into Federal agencies enterprise architectures 

wherever appropriate 

• Management of nationally significant geospatial assets as a Federal-wide common capital asset 

within a Federal portfolio 

• Enhanced discovery, access, delivery, and brokering services for nationally significant geospatial 

data and services 

• Enhance awareness of geospatial capabilities and their appropriate usage through training and 

outreach 

3 ORGANIZING FRAMEWORK 

3.1 PMO Organizational Structure 

The Geospatial PMO will be administered by the FGDC Secretariat and staffed by contractor support 

personnel. PMO personnel will possess the subject matter expertise to support the FGDC Coordination 

Group by performing all tasks 

assigned to the PMO as defined within 

the Geospatial LoB Statement of 

Work (SOW). The organizational 

structure of the PMO must align with 

the PMO Programs of Work outlined 

in the CS/TA (See Geospatial LoB 

CS/TA, Appendix D). Figure 1 

depicts the required functional roles 

envisioned to meet the PMO Programs 

of Work and sustain Geospatial LoB 

operations. 

3.2 PMO Support Dimensions 

The Geospatial PMO supports the LoB and interfaces with both internal and external stakeholders as 

directed by the FGDC Coordination Group. Stakeholder needs are organized around a set of dimensions 

that serve as an organizing framework throughout the remainder of this document. 

Figure 1 - PMO Organization
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PMO performance will be measured across each support dimension in alignment with the Geospatial 

PMO Performance Management and Risk Management Strategies to ensure a balanced, multidimensional 

view of the PMO’s capability to add value. Primary PMO support functions fall within the following 

dimensions: 

• Strategic – relating to high-level goals, aligned with and supporting the LoB's mission/vision. 

• Operations – relating to the effectiveness and efficiency of PMO operations, including 

performance and return on investment goals. 

• Reporting & Compliance – relating to the effectiveness of the PMOs internal and external 

reporting and compliance with governing bodies, regulations or guidance. 

4 STRATEGIC SUPPORT ACTIVITIES 

 Strategic activities include the development of the common solutions outlined in the CS/TA. As depicted 

in Figure 2, these solutions are organized around three solutions tracks. Each solution track plays a 

critical role in supporting the vision, goals, and objectives of the Geospatial LoB and is overviewed in 

more detail in Attachments, Figure A1. 

4.1 Enhanced Governance 

Enhanced governance solutions will result in enhanced performance accountability and compliance 

mechanisms. For the Geospatial PMO, this includes interfacing with a stakeholder centric governance 

Enhanced

Governance

Implement Performance Accountability 

and Compliance Mechanisms

Planning & Investment 

Strategy

Coordinated Budget Planning, Acquisition, 

and Labor Cost Avoidance

Optimize & Standardize

Shared and Reusable Geospatial and Geoenabled Business Data and Services

defines responsibilities

and accountability for

frames and implements

asset base for 

coordinated use

enforces coordinated lifecycle for

improves effectiveness o

d

f

efine assets for

Enhanced

Governance

Implement Performance Accountability 

and Compliance Mechanisms

Planning & Investment 

Strategy

Coordinated Budget Planning, Acquisition, 

and Labor Cost Avoidance

Optimize & Standardize

Shared and Reusable Geospatial and Geoenabled Business Data and Services

defines responsibilities

and accountability for

frames and implements

asset base for 

coordinated use

enforces coordinated lifecycle for

improves effectiveness o

d

f

efine assets for

Figure 2 Common Solutions Tracks
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model and robust performance, evaluation, accountability, and reporting mechanisms required to make 

the National Spatial Data Infrastructure (NSDI) operational, and improve Federal Agency geospatial 

program coordination and performance. 

4.1.1 Performance Management 

Through subject matter expertise involvement in strategy development and implementation task 

execution, the Geospatial PMO will be responsible for supporting the FGDC Coordination Group in the 

design and implementation of an NSDI Performance Management Plan (NSDI PMP) that improves 

performance accountability across the LoB. As a transitional support activity, the Managing Partner has 

already developed a Geospatial LoB Performance Management Strategy (PMS). This PMS will serve as 

a baseline from which the FGDC Coordination Group can begin its development process of an NSDI 

PMP. 

4.1.2 Performance Reporting 

The PMO will be responsible for supporting the FGDC Coordination Group in the implementation of the 

NSDI PMP. The PMP must contain executable activities and mechanisms that will provide the PMO 

with the capability to assess, track and report on: 

• Planned performance baseline improvements for each Geospatial LoB mission and strategic goal 

in alignment with the Federal Enterprise Architecture (FEA) Performance Reference Model 

(PRM) measurement guidance and established goals in the Exhibit 300, Part I, Section D, Table 2 

• Cost and schedule performance variances for each program milestone detailed in the Exhibit 300, 

Part IV, Section C, Table 9 

• Outcome oriented metrics, reflective of customer-centric results, to ensure that as the common 

solutions are developed, they have the expected performance impact on the LoB 

• Operational performance of the PMO to ensure that it is effectively meeting customer needs 

• Reporting and compliance performance of the LoB to manage risks, and ensure that the 

mechanisms designed to reach strategic and operational objectives are properly utilized 

Enhanced Governance cost and schedule performance factors are outlined in Table 1. 
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Table 1 – Performance Management Milestones 

Exhibit 300 

Schedule 

Exhibit 300 Contract 

Cost Solution Track Outcome Milestones 

Planned Actual Planned ($M) Actual ($M) 

Performance 

Management Strategy 07/01/07 .149 

Performance 

Accountability Performance 

Management Plan Enhanced 08/01/07 .413 

Governance 

Compliance 

Mechanisms 

Performance 

Management 

Implementation 

09/30/07 .293 

4.1.3 PMO Governance 

Figure 3 represents the governance structure surrounding the Geospatial PMO. Please refer to the CS/TA 

for descriptions of PMO constituents, members, and responsibilities. 

Figure 3 Geospatial LoB Governance Structure 

FGDC Steering 

Committee

States, Local, County,

 Regional and Commercial

Data and Service Producers

and Consumers

Federal

Execution

Coordination & 

Collaboration

Federal

 Programs (Geo Data Producers

 and Consumers)

Stakeholder Communities 

FGDC Secretariat

SAOGI

Agency CIO

Agency Capital 

Planning

Programs

Provide Business 

Requirements

Provide Executive Leadership

Ensure Accountability

Manage Responsibilities

Communications

Coordinates With

Governs

OMB (Budget and 

FEAPMO)

Agency

 Management

Manages

Assists with GEO support for

Geospatial LoB 

PMO

Managed Geo - Assets

Policy Performance and

Quality

Investments

GeoServices

A-16 +

Data of 

National

Significance

Security and 

Privacy

Architecture/ 

Standards

Requirements / Planning

SLAs, MOUs, 

Contracts

Coordinates

Approves

Stewards

Member of

DOI/FGDC Chair

National Geospatial 

Advisory Council

FGDC Coordination 

Group

Manages

FGDC Work Groups

(Fed. and Non-Fed.)

Portfolio Submission/Compliance Reporting
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4.1.4 Relationship of the PMO 

The Geospatial PMO is responsible for supporting the FGDC Coordination Group in Federal execution 

of the LoB, therefore its relationship is with internal stakeholders as follows: 

• The PMO is established under DOI, which has been designated as the Managing Partner Agency 

for the Geospatial LoB by The Office of Management and Budget (OMB). DOI will submit the 

business case, which includes member agency funding contributions for the PMO. DOI will also 

provide space, facilities, administrative, management, legal, and contracting support for the PMO 

through the FGDC Secretariat within the USGS National Geospatial Program Office (NGPO). 

• The PMO will provide management and operational support to the FGDC Steering Committee 

and FGDC Coordination Group – made up of Federal employees working towards achieving the 

common solutions. 

4.1.5 Policy 

The PMO will support the development of common process/change management guidance and templates 

for the FGDC Coordination Group and stakeholder agencies for review, selection and implementation. 

The PMO will refine and facilitate organizational governance processes where appropriate. 

4.2 Planning and Investment Strategy 

Planning and investment strategy solutions will result in more coordinated budget planning and cost 

avoidance strategies for the Geospatial LoB. For the Geospatial PMO, this includes business 

requirements planning and cross-agency investment strategies designed to aggregate requirements 

wherever appropriate, reduce unnecessary capability and acquisition redundancies, and coordinate and 

manage nationally significant data and services as a federal portfolio. As a transitional support activity, 

the Managing Partner is currently developing a Geospatial LoB Business Requirements Planning Strategy 

(BRS). This BRS will serve as a baseline from which the FGDC Coordination Group can begin its 

planning and investment strategy development process during LoB execution. 

4.2.1 Business Requirements Implementation 

The PMO will assist the FGDC Coordination Group in the development and implementation of a 

Business Requirements Plan (BRP). Key to this activity is the execution of the OMB 2007 Budget Data 

Request (BDR), and OMB Circular A-16 data steward compliance with FY 2008 budget guidance to 

submit their plans to develop further the NSDI. Through a properly constructed BDR that highlights 

priority geospatial data and service capability requirements; coupled with quality analysis of data steward 

NSDI development strategies, collective strategies can be assessed for their degree of support for LoB 
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priorities, ultimately leading to more informed decisions regarding business requirements necessary to 

develop effectively the NSDI. 

4.2.2 Coordinating Geospatial Expenditures 

The FY 2009 Geospatial LoB Exhibit-300 will leverage the common definitions and findings of the 2007 

BDR to develop cross-agency investment strategies that better coordinate geospatial expenditures to 

reduce or avoid unnecessary costs. The PMO will facilitate the coordination of geospatial acquisitions by 

working with the General Services Administration (GSA) to develop and implement geospatial 

requirements language for Federal contracts (FAR, DFAR), and potentially establish, or more effectively 

use, government-wide contracting vehicles and licensing agreements to satisfy requirements in a more 

coordinated way. In addition, the LoB intends to better track geospatial expenditures by establishing a 

cross-agency geospatial budget-coding scheme. This common coding scheme will fill a capability gap by 

establishing a mechanism to more accurately identify geospatial components of agency data and services 

investments. 

4.2.3 Portfolio Management 

The PMO will support the FGDC Coordination Group in the development and implementation of a 

Portfolio Management Plan (PfMP). This will be accomplished by managing nationally significant data 

as a Federal portfolio wherever common business requirements exist. The PfMP will assist the FGDC 

Coordination Group and the PMO in providing an ongoing, consistent, stakeholder driven business 

process for the development, maintenance, and updating all nationally significant data sets. Effective 

support of FGDC Coordination Group development activities in the areas of performance management as 

well as business requirements planning and investment strategies will result in an effective LoB portfolio 

management capability. 

Planning and Investment Strategy cost and schedule performance factors are outlined in Table 2. 

Table 2 – Planning and Investment Strategy Milestones 

Exhibit 300 

Schedule 

Exhibit 300 Contract 

Cost Solution Track Outcome Milestones 

Planned Actual Planned ($M) Actual ($M) 

Aggregate 

Common 

Requirements 

Business 

Requirements 

Strategy 

12/31/07 .248 

Planning and 

Investment 

Strategies 

Reduce 

Unnecessary 

Redundancies 

Business 

Requirements Plan 02/01/08 .067 
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Begin Budget Coding 

Structure Initiative 03/01/08 ..060 

Investment 

Management Strategy 07/01/08 .214 Coordinated 

Acquisitions 

Investment 

Management Plan 08/01/08 .197 

PfM Strategy 09/01/08 .149 

Manage NSDI 

Data & Service Begin PfM 

Implementation 09/30/08 .133 

4.3 Optimize and Standardize 

The optimization and standardization of geospatial data and services utilizes known best practices and 

open standards to establish widespread, shared and re-useable geospatial asset discovery, access/delivery, 

analysis, training, and brokering services. It also includes mechanisms to standardize agency approaches 

to geospatial business, technology, services, and data. For this segment of strategic activities, the 

outcome will be a shared resource for geospatial business data and services. 

The PMO will work with the government stakeholders and the FGDC Coordination Group to reduce 

unnecessary redundancies of geospatial requirements by defining and clarifying the Geospatial LoB 

resource requirements. This will be accomplished by establishing an LoB-wide business architecture for 

common BRM sub functions associated with geospatial and business information as roadmap for 

communities of interest (COI’s) and sharing implementation guidance and deployments. 

The PMO will support the efforts to geo-enable business and operational data by establishing georeferencing services. This will be accomplished by implementing SLAs/ELAs to facilitate secure 

geospatial information sharing for rapid access and retrieval of existing geospatial information from 

reliable government repositories or commercial sources. The PMO will also facilitate the establishment 

of requirements for posting metadata (data and services) as publicly available for search prior to being 

able to publish to Federal repository catalogs. 

The PMO will work with the FGDC Coordination Group to develop shared geospatial services and assets 

by identifying and implementing interoperability standards and best practices. This will be accomplished 

by establishing Federal-wide hardware and software configuration management and performance 

specifications for data access (e.g. map, web feature and coverage/raster) services, both on the hosting 

and receiving ends. 
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The PMO will support the establishment of, and the point of contact for providing stakeholders discovery 

and access to brokering services, which can be used to enhance Geospatial One-Stop (GOS) and other 

related government-wide tools. This will be accomplished by providing a broker service for data 

searching among agencies (peer to peer, service to service) which will build on and improve existing 

systems. Successful efforts to optimize and standardize geospatial business data and services for shared 

use will be critical milestones for the Geospatial LoB, but FY 2007 and 2008 PMO efforts will be focused 

on, and funded for, solution development activities related to enhanced governance and performance 

accountability as well as business requirements planning and investment strategies. For this reason, 

specific cost and schedule performance factors are not provided at this time. 

5 OPERATIONAL SUPPORT ACTIVITIES 

The Geospatial PMO has been identified as a necessary support organization intended to increase the 

capability of the LoB to provide value for its constituents. Operational activities will be designed to 

achieve this outcome through self-sustaining operations that assist the FGDC Coordination Group in the 

development of the common solutions and the FGDC Secretariat in the management and overall 

effectiveness of the LoB. Sound program and risk management practices as well as effective outreach 

and communications are necessary support functions that will be immediately established upon the LoB 

entering the execution phase. Strategic elements of operational support will be measured for 

effectiveness by identifying metrics and architecting processes to obtain performance information across 

this dimension. The Reporting and Compliance section of this ConOps further details this operational 

performance measurement approach. 

5.1 Outreach and Communications 

Effective outreach and communications are necessary to ensure that strategic focus of the LoB is 

maintained, that stakeholders are aware of the initiatives plans and current activities, and that the role and 

responsibilities of the PMO are clearly understood and accepted by LoB stakeholders. With input form 

the FGDC Coordination Group, the PMO will execute the Geospatial LoB PMO Outreach and 

Communications Strategy (OCS) that has been developed by the Managing Partner as a transitional 

support activity. This OCS includes the development of a written and oral communications plan for 

stakeholder audiences, including website, informational brochures, formal and informal presentations, 

newsletters, etc. 

The PMO is responsible for maintaining a common repository for project information and deliverables 

including templates, reports, documents, and other information. PMO staff will lead the effort to collect 

lessons learned and develop best practices for use by the FGDC Coordination Group, customer agencies, 
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and other stakeholders. In addition, with input from stakeholders, the PMO will develop processes and 

procedures for knowledge management contributors and users, ensuring that strategic focus is maintained, 

and expected agency benefits are clear. 

5.2 Risk Management 

Geospatial LoB execution introduces a high degree of uncertainty and associated risks. This uncertainty 

and risk is vast in scope and complexity, requiring the development of a risk management capability that 

is proactive, properly focused, and 

provides continuous threat 

identification and risk remediation 

activities, to mitigate the affects of 

unacceptable risks that, if they occur, 

would impact the PMOs capability to 

meet the requirements of its intended 

purpose. As a transitional support 

activity, the Managing Partner 

developed a Geospatial LoB PMO 

Risk Management Strategy (RMS) 

that details risk management activities 

that must be performed through 

standard operating procedures in a 

continuous manner. The PMO will be 

focused on mitigating risks to it’s 

capability to add value for multiple 

stakeholder needs that span multiple dimensions. For this reason, as illustrated in Figure 4, the RMS 

leverages the same organizing framework as found in this OCS. 

5.2.1 Risk Identification – 

The Geospatial LoB PMO must search for and identify threats before they become risks that may impact 

the ability of the Geospatial LoB to achieve its mission. A comprehensive set of risks, including the 

LoB’s risk tolerance for each, must be identified in the development of the June 1, 2008 Geospatial LoB 

Risk Management Plan (RMP). 

Figure 4 Risk Management Organizing Framework
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5.2.2 Risk Assessment – 

Once threats and risks have been identified, the Geospatial LoB PMO must analyze the risks in order to 

transform the risk data into decision-making information for the FGDC Secretariat. Evaluating the 

potential impact on the risk mission and assessing the probability and timeframe of occurrence are 

necessary steps in order to prioritize risks identified by the PMO. 

5.2.2.1 Qualitative Analysis - 

Important qualitative assessment factors include the probability of the risk occurring and impact of the 

risk on the project. This qualitative analysis is typically performed when hard data is lacking and 

subjective estimations must be made. 

5.2.2.2 Quantitative Analysis - 

Quantitative analysis can be initiated by PMO personnel to provide more detailed information on the 

effect risk can have on LoB execution. By gathering data on how each prioritized risk can increase cost, 

scope, or schedule, risks can be brought to the attention of the FGDC Secretariat for response and 

reporting purposes. 

5.2.3 Risk Response – 

When risk identification, assessment, and prioritization information presents the need for mitigating 

activity, the Geospatial LoB PMO must respond in alignment with pre-defined risk mitigation actions 

identified in the LoB RMP SOPs. These pre-defined actions must include process and procedures for 

PMO personnel to alert the FGDC Secretariat that a risk tolerance level has been exceeded. These 

processes and procedures should also include actions required to mitigate unacceptable risks, avoid the 

risk by changing direction, accept the risk and the consequences if the risk occurs, or study the risk further 

to acquire more information and better determine the characteristics of the risk to enable decision-making. 

5.2.4 Risk Monitoring and Control – 

Using questionnaires structured around strategic risk categories to conduct routine interviews, the 

Geospatial LoB PMO must continuously capture metrics that drive risk indicators and trigger the need for 

the FGDC Secretariat to make informed decisions regarding risk mitigation, avoidance, acceptance, or the 

need for further study activities. This questionnaire must be included within the LoB RMP. 

5.2.5 Risk Reporting – 

Leveraging the outputs of risk monitoring and control activities, the Geospatial LoB PMO must report 

unacceptable deviations from remediation plans to the FGDC Secretariat. Risk mitigation 
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recommendations can then be outlined by the Geospatial LoB PMO and reported to internal and external 

stakeholders. 

6 REPORTING & COMPLIANCE SUPPORT ACTIVITIES 

The PMO manages status reporting, which includes collecting information from the FGDC Coordination 

Group and agency customers, as well as aggregating and reporting to stakeholders. 

The LoB must ensure that participating agencies are aligning there activities to the LoB initiative where 

appropriate. To do so, metrics must be obtained by the PMO that allow the LoB to track and report on 

these factors. It is expected that OMB will be heavily focused on obtaining outcome- oriented metrics, 

therefore the PMO must assist the Managing Partner in developing robust performance reporting 

capabilities. 

6.1 Programmatic Reporting 

Programmatic reporting will require the PMO to provide planned performance baseline improvements for 

each Geospatial LoB mission and strategic goal in alignment with the Federal Enterprise Architecture 

(FEA) Performance Reference Model (PRM) measurement guidance and established goals in the Exhibit 

300, Part I, Section D, Table 2. In addition to performance baseline improvement reporting, the PMO 

will be required to report on cost and schedule performance variances for each program milestone 

detailed in the Exhibit 300, Part IV, Section C, Table 9. 

6.2 Customer Satisfaction 

Customer satisfaction reporting will require the PMO to report on outcome oriented metrics, reflective of 

customer-centric results, to ensure that as the common solutions are developed, they have the expected 

performance impact on the LoB and result in customer value. 

6.3 Adoption and Participation 

The PMO will be required to measure and report on the degree to which the relevant community 

(agencies, bureaus, other organizations) participates in the initiative, and the extent of that participation as 

demonstrated by contribution of information, involvement in governance, and other means. 

6.4 Usage 

Measuring participating agency participation is important but if common solutions developed to realize 

the strategic vision, goals, and objectives of the LoB are not sufficiently used by the targeted end users, 

value is not being created and outcome expectations will not be realized. The PMO will be required to 

report on LoB performance from a usage perspective. 
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6.5 Compliance 

The PMO must assist the FGDC Coordination Group in ensuring that participating agencies are aligning 

their activities to the LoB initiative where appropriate. To do so, metrics must be obtained by the PMO 

that allow the LoB to track and report on these factors. Tracking performance form this perspective is 

critical as it (more than any other) is on the critical path of measuring performance outcomes versus JBC 

cost and schedule and PMO internal operations. 

7 STAKEHOLDERS AND TASKS 

The following table indicates the major tasks and stakeholders for the Geospatial LoB by 

planned fiscal year. 

Stakeholders 

Function/Service Phase 

Agency FGDC GEO PMO 

Beginning in FY 2007 

Finalize ConOps Document 

for the Geospatial LoB 

Planning USGS Coordination 

Group 

Manager 

Staff 

Establish GEO PMO Planning USGS Coordination 

Group 

Manager 

Staff 

Establish Governance Board 

and Charters 

Planning USGS Coordination 

Group 

Manager 

Staff 

Develop Outreach and 

Communication Plan 

Planning USGS Coordination 

Group 

Manager 

Staff 

Project Life-cycle Activities 

(Scope, Risk, Schedule, 

Staffing, etc.) 

Operational Secretariat Manager 

Business Requirements 

Coordinator 

Investment 

Coordinator 

Architect 

Staff 
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Stakeholders 

Function/Service Phase 

Agency FGDC GEO PMO 

Assess guidance (A16/12906/A-130 and A11/FAR/ICRs) and Geospatial 

LoB objectives alignment. 

Recommend revisions where 

appropriate 

Planning Participating 

Agencies 

Coordination 

Group 

Manager 

Staff 

Develop and implement 

common grants language for 

geospatial information and 

services 

Operational Grants Policy 

Committee 

Secretariat Manager 

Staff 

Establish roles and 

responsibilities of designated 

geospatial agency official to 

include internal and external 

activities 

Planning Participating 

Agencies 

Coordination 

Group 

Manager 

Staff 

Develop and implement a 

common set of geospatial 

investment definitions 

Operational Participating 

Agencies 

Coordination 

Group 

Investment 

Coordinator 

Staff 

Develop and implement 

geospatial requirements 

language for Federal 

contracts (FAR, DFAR) 

Operational GSA Secretariat Acquisition 

Coordinator 

Staff 

Clarify data steward lifecycle responsibilities and 

performance measures for 

Nationally/Federally 

significant datasets 

Planning Participating 

Agencies 

SAOGIs 

Coordination 

Group 

Manager 

Business Requirements 

Coordinator 

Staff 

Develop sustainable funding 

strategy for collaboration 

with state, local, and tribal 

government counterparts 

Operational Participating 

Agencies 

Coordination 

Group 

Manager 

Investment 

Coordinator 

Staff 

Expand smart-buy (and 

alternatives) efforts for 

geospatial data and 

technologies and consider 

shared licenses for smaller 

agencies which could be 

managed by a designated 

agency 

Operational GSA 

Participating 

Agencies 

Coordination 

Group 

Acquisition 

Coordinator 

Staff 
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Stakeholders 

Function/Service Phase 

Agency FGDC GEO PMO 

Expand cross government 

licensing efforts and increase 

outreach to smaller agencies 

Operational Participating 

Agencies 

Coordination 

Group 

Acquisition 

Coordinator 

Staff 

Establish an LoB-wide 

business architecture for 

common BRM sub functions 

associated with geospatial 

and business information as 

roadmap for COIs. Share 

implementation guidance and 

deployments 

Operational Participating 

Agencies 

FEA PMO 

Coordination 

Group 

Business Requirements 

Coordinator 

Investment 

Coordinator 

Architect 

Staff 

Provide an ongoing, 

consistent, stakeholder driven 

business process for the 

development, maintenance, 

and updating all nationally 

significant data sets 

Operational Participating 

Agencies 

Coordination 

Group 

Architect 

Manage nationally significant 

data as a Federal portfolio 

wherever common business 

requirements exist 

Operational Participating 

Agencies 

Coordination 

Group 

Manager 

Business Requirements 

Coordinator 

Investment 

Coordinator 

Staff 

Recommend enhanced 

reporting mechanisms 

(300/53/nonIT Data) to 

reduce reporting burdens on 

Federal agencies 

Planning Participating 

Agencies 

Coordination 

Group 

Investment 

Coordinator 

Staff 

Develop enhanced tools for 

the geospatial business 

planning process and/or 

exploit existing tools 

Planning Participating 

Agencies 

Coordination 

Group 

Business Requirements 

Coordinator 

Architect 
Geospatial LOB Program Management Office ConOps 

_______________________________________________________________________________________________________________________________

. 

Stakeholders 

Function/Service Phase 

Agency FGDC GEO PMO 

Develop Federal-wide 

Communities of Interest 

(COI) around BRM Lines of 

Business and associated 

functions and sub functions. 

Mapping of geo portfolio to 

the various LoB portfolios 

Planning Participating 

Agencies 

Coordination 

Group 

Manager 

Business Requirements 

Coordinator 

Investment 

Coordinator 

Staff 

Beginning in FY 2008

Clarify data steward lifecycle responsibilities and 

performance measures for 

Nationally/Federally 

significant datasets 

Planning Participating 

Agencies 

SAOGIs 

Coordination 

Group 

Manager 

Business Requirements 

Coordinator 

Staff 

Establish more coordinated 

and collaborative 

development and funding 

partnerships between 

National and local data 

producers and consumers for 

nationally significant data 

sets 

Operational FEA PMO Secretariat Manager 

Architect 

Staff 

Implement SLAs/ELAs to 

facilitate secure geospatial 

information sharing for rapid 

access and retrieval of 

existing geospatial 

information from reliable 

government repositories or 

commercial sources 

Operational Participating 

Agencies 

Coordination 

Group 

Manager 

Business Requirements 

Coordinator 

Staff 

Establish requirements for 

posting metadata (data and 

services) as publicly available 

for search prior to being able 

to publish to federal 

repository catalogs 

Planning Participating 

Agencies 

Coordination 

Group 

Manager 

Staff 
Geospatial LOB Program Management Office ConOps 

_______________________________________________________________________________________________________________________________

. 

Stakeholders 

Function/Service Phase 

Agency FGDC GEO PMO 

Develop requirements and 

make recommendations to 

CIO Council to ensure 

Federal –wide support for the 

technology and 

telecommunications 

infrastructure required to 

deliver geospatial services 

Planning IOI LoB 

 Participating 

Agencies 

Coordination 

Group 

Architect 

Staff 

Establish a Federal-wide 

H/W-S/W configuration 

management and performance 

specification for data access 

(e.g. map, web feature and 

coverage/raster) services, 

both on the hosting and 

receiving ends 

Operational Participating 

Agencies 

Coordination 

Group 

Architect 

Staff 

Establish cross-federal 

portfolio requirements for 

nationally-significant data 

Operational Participating 

Agencies 

Coordination 

Group 

Manager 

Business Requirements 

Coordinator 

Investment 

Coordinator 

Staff 

Evaluate the nine stages of 

the lifecycle and identify 

common optimal (mature) 

services and perform costbenefit and ROI for shared 

services 

Planning Participating 

Agencies 

SAOGIs 

CIOs 

CIO Council 

Coordination 

Group 

Business Requirements 

Coordinator 

Investment 

Coordinator 

Beginning in FY 2008

Develop a cross-agency 

investment strategy for nongeospatial data management -

- geo-enabling the business 

Operational Participating 

Agencies 

Coordination 

Group 

Manager 

Business Requirements 

Coordinator 

Investment 

Coordinator 
Geospatial LOB Program Management Office ConOps 

_______________________________________________________________________________________________________________________________

. 

Stakeholders 

Function/Service Phase 

Agency FGDC GEO PMO 

Provide a broker service for 

data searching among 

agencies (peer to peer, service 

to service) which will build 

on and improve existing 

systems 

Operational Participating 

Agencies 

Coordination 

Group 

National 

Geospatial 

Advisory Council 

Manager 

Business Requirements 

Coordinator 

Staff 

Conduct pilots to assess the 

geo-enabling of information 

exchange networks among 

federal and partner networks 

Operational Participating 

Agencies 

Coordination 

Group 

Staff 

Develop outreach programs 

for program managers and 

architects to demonstrate the 

value of “place based” 

approaches and geospatial 

technology to achieving 

mission goals 

Operational Participating 

Agencies 

Coordination 

Group 

Manager 

Staff 
Geospatial LOB Program Management Office ConOps 

_______________________________________________________________________________________________________________________________

 

. 

8 ATTACHMENTS 

Figure A1: Common Solutions Overview

Designated

Data 

Stewards

FGDC Steering Committee

Sr. Agency Official for Geospatial Information 

(SAOGI)

How

The National Geospatial Advisory 

Council (FACA)

Ensure 

responsibility 

& accountability 

for key

datasets

What

Provide advice and 

recommendations on 

national geospatial 

policies and priorities Agencies

FGDC 

Geospatial LoB

PMO

Implement

NSDI 

Performance 

Management

Provide executive 

leadership

Ensure accountability

Manage responsibilities

Outcome

Enhanced 

Performance 

Accountability & 

Compliance 

Mechanisms

Establish BPAs

 and leverage 

SmartBuy for high

priority data and

services

Develop Geospatial Budget Coding Structure

How

Implement Cross-Agency Standardization 

and Investment Strategies

Coordinate 

Aquisition

What

Business 

Requirements 

Planning

Develop & Execute

Portfolio 

Management

Strategy 

Implement 

Governmentwide 

Geospatial

Portfolio 

Management 

Track Geospatial 

Expenditures

Outcome

Coordinated 

budget planning 

& cost avoidance

Who

PMO

Identify and 

Implement 

Interoperability 

Standards & Best

Practices

En

G

Defin

Share

Services & 

Assets

R
Geospatial LOB Program Management Office ConOps 

_______________________________________________________________________________________________________________________________

 

. 

Figure A2: Concept of Operations Workflow 

GEOSPATIAL LOB ROLES AND RESPONSIBILITIES 

Mediated

Access Consumer

Provider

Stakeholders Policy & Mandates Budget Guida

Asset Management

Find

Acquire

Publish

Services

Informatio

Assets,

Knowledg

Utilize Visualize

GuidancePolicy

Charters, Requirements, Standards, MOUs 

MonitBusinPerfo

Implementation Planning

Data Flow

Control Flow

Requirements (Explicit)

Need (Implicit)

Contract

Need

Reporting

Manage Manage

Geospatial Asset

Improved Mission and Decision Support

SLAsPartnerships BudgetCRADA

● Business Alignment ● Prioritization● Optimization 

● Stewardship● Portfolio Management● Outreach / Collaboration

Governance

● Business Alignment ● Prioritization● Optimization 

● Stewardship● Portfolio Management● Outreach / Collaboration

Governance