iRWIn will provide a progressive and modular implementation of an end-to-end interagency wildland fire reporting capability that includes integrated and coordinated processes for collecting, reporting, and updating relevant and timely wildland fire iiRWIn will provide a progressive and modular implementation of an end-to-end interagency wildland fire reporting capability that includes integrated and coordinated processes for collecting, reporting, and updating relevant and timely wildland fire information. Federal agencies that have management and administrative responsibility for large areas of federal land also have the legal authority to protect those lands from the adverse effects of wildfire. Wildland fires are hazardous events that threaten the safety of the general public as well as agency personnel. Wildland fires often move across or take place in multiple emergency response jurisdictions (e.g., BLM, National Park Service, Forest Service, States, Counties, Municipalities), creating a formidable challenge to coordinating the management of a wildland fire. As well, characterizing the entire fire event lifecycle in a historical context. iRWin will reduce multiple instances of redundant data entry across wildland fire information systems. Moreover, iRWIn will promote consistency in providing updated fire data across information systems that produce or contain data related to wildland fire. iRWIn will also promote a consistent and repeatable process to gather information that describe wildland fires. This information will provide agency personnel with a consolidated view of wildland fire data, including the important context of source of the data, the timeliness of the data, how the data sources relate, and the statistical relevance of the information.iRWIn stakeholders will primarily benefit from a consistent, repeatable, and uniform processes (and supporting systems) to collect current and historical information regarding wildland fire. Examples of wildland fire information includes: fire location; status of fire suppression operations; financial accounting and staffing statistics; resources deployed to support the operations (aircraft; personnel, fire engines, etc.); local condition information (such as topology, vegetation inventory, soil composition); situational analysis of the fire compiled from predictive models (e.g., WFDSS); and, current and historical weather conditions. Key Beneficiaries include: Fire Dispatch Personnel, Public Information Officers, Fire Incident Management Personnel, Budget and Finance Personnel, Planning and Research Personnel, Wildland Fire Executive Leadership, and most importantly the Public will be informed with accurate data. More..
FY2013 (CY) Spending
Time frame of Investment
2011 - 2024
No change in status
Kenneth L. Salazar
Department of the Interior
The project is currently being managed by a well qualified Project Manager and Business lead. However, this is the third Project Manager assigned to tThe project is currently being managed by a well qualified Project Manager and Business lead. However, this is the third Project Manager assigned to this investment since it commenced. The permanent PM position has been classified and is being recruited. The rating was lowered to reflect the heightened risk associated with not having a permanent PM in place. (as of 04/26/2012) More..
Number of Projects
|Project Name||Project Life Cycle Costs||Cost Variance||Schedule Variance|
|Design and Build - Module 1||$2.2 M|
|Project Planning||$1.85 M|
|Does the investment have any activities with a planned duration greater than a year?:||No|
|Planned duration of the longest activity (days):||81|
|Average planned duration of in-progress and future activities (days):||76|
|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.
The agency CIO evaluates every investment and assigns a score from 1-5. Visit the FAQs for details on the factors CIOs use to rate an investment.
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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