IAE is the largest and most complex of the E-Government initiative promoted by the E-Govenment Act of 2002 that calls for electronic procurement initiatives. The IAE mission is to standardize, integrate, and streamline the Federal procurement processIAE is the largest and most complex of the E-Government initiative promoted by the E-Govenment Act of 2002 that calls for electronic procurement initiatives. The IAE mission is to standardize, integrate, and streamline the Federal procurement processes, through electronic means, for the acquisition workforce and business partners, while increasing transparency. The vision is to provide the environment where the power of Federal procurement standards is realized. IAE strategic goals are to: A) Integrate Business Processes; B) Enhance Data Quality, Data Sharing, and Transparency; C) Provide Secure Technology Platforms; D) Maximize the Benefit; and E) Empower Efficient Acquisition.IAE optimizes resources to deliver services. Examples include capabilities for:- Vendors, grantees, and loan recipients to register to do business with the government (System for Award Management (SAM) and Dun and Bradstreet services)- Vendors to find government opportunities (FedBizOpps)- Vendors to report subawards (eSRS/FSRS)- Agencies to report contract actions (Federal Procurement Data System)- Contracting officials to check on past performance, if a party has been excluded from doing business with the Federal Government, and check vendor s certifications and representations (Past Performance Information Retrieval System, Excluded Parties List System, and Online Representations and Certifications Application)As a result of these efforts, IAE simplifies, unifies and streamlines the acquisition process for buyers as well as for vendors and sellers. This is done through the essential core of shared services which has freed up agencies to focus on Agency-specific needs while leveraging these government-wide shared services.As per IAE's 2010 Strategy Plan, efforts are focused on delivery of service centric, open architecture, aggregation of applications to provide more full-service and integrated capability for both the acquisition and assistance communities. Key benefits include increasing transparency through data sharing, creating a simpler, common integrated data process for entities, and modernizing acquisition and assistance tools.IAE has a strong and vibrant governance structure. The Acquisition Committee for E-Government (ACE), a subcommittee of the Chief Acquisition Officer's Council (CAOC) , conducts monthly reviews of the IAE program, sets priorities, and approves funding. More..
FY2013 (CY) Spending
Time frame of Investment
2001 - 2099
No change in status
Supply and Technology Activities
IAE is on track to recovery from a less than optimal deployment by focusing on resolving all of the system defects that plagued the system during the IAE is on track to recovery from a less than optimal deployment by focusing on resolving all of the system defects that plagued the system during the first months of use. The IAE team is also focused on better customer service at the help desk by modifying processes so that caller wait and resolution time is decreased. Reviewed May 1, 2013 More..
Number of Projects
|Project Name||Project Life Cycle Costs||Cost Variance||Schedule Variance|
|FY12 DME SAM (System for Award Management)||$14.65 M|
|FY11 Q4 DME SAM (System for Award Management)||$5.34 M|
|FY 13 DME SAM (System for Award Management)||$2.14 M|
|Metric Description||Frequency||Unit of Measure||FY2013 Target||Most Recent Actual||Met/Not Met||Updated Date of Most Recent Actual|
|Increase Frequency and Depth:Cumulative Hits/SearcIncrease Frequency and Depth:Cumulative Hits/Searches per Month averaged for each Month of the CY More..||Monthly||Hits/SearchesHits/Searches||123,127,995||484,263,493||Met||2013-03-31|
|Decrease complaints Cumulative Helpdesk calls averDecrease complaints Cumulative Helpdesk calls averaged for each Month of the CY More..||Monthly||Calls/IncidentsCalls/Incidents||25,452||38,280||Not Met||2013-03-31|
|Increase New Customers and Market Penetration: No Increase New Customers and Market Penetration: No of Customers averaged for each Month of the CY More..||Monthly||UsersUsers||880,613||999,805||Met||2013-03-31|
|Goods Acquistion: Increase Yearly # of RecordsGoods Acquistion: Increase Yearly # of Records||Annual||RecordsRecords||16,291,731||29,435,981||Met||2013-03-31|
|Maintain availability averaged for each Month of tMaintain availability averaged for each Month of the CY More..||Monthly||HoursHours||99||99.98||Met||2013-03-31|
|Increase percentage of the number of calls resolveIncrease percentage of the number of calls resolved during the first contact with the caller, as business rules permit More..||Monthly||CallsCalls||81.95||78.97||Not Met||2013-03-31|
|Related DatasetsRelated Datasets||sam.gov|
|Related APIRelated API||sam.gov|
|General InformationGeneral Information||sam.gov|
|Related to Broader Program/BusinessRelated to Broader Program/Business||sam.gov|
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|Does the investment have any activities with a planned duration greater than a year?:||No|
|Planned duration of the longest activity (days):||239|
|Average planned duration of in-progress and future activities (days):||182|
|Planned cost of one activity is greater than 25% of total planned cost of all activities?:||Yes|
|Number of contracts applying modular development principles:||0|
All activity calculations assess only activities with no related child activities.
Note: All descriptions, dates, and costs are as reported by agencies.
This section includes details about the organizations and leadership responsible for the performance of this investment. Many of the details included in the IT Dashboard are based on the agency’s Exhibit 300 (also known as a Business Case), submitted to the Office of Management and Budget. Access this document by clicking View Exhibit 300. Performance Metrics established by the agency can also be viewed here.
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Cost variance is calculated as the variance between the actual costs of an investment’s activities and their planned costs to date in dollars as a percentage of the activities’ total costs. Visit the FAQs for details on how the IT Dashboard calculates Cost variance.
Schedule variance is calculated as the variance between the investment’s planned and actual progress so far, in days as a percentage of the scheduled work so far. Visit the FAQs for details on how the IT Dashboard calculates Schedule variance.
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