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Tuesday, May 21, 2013
Time and Labor Modernization (TLM) investment provides for the collection of time and attendance and labor data for approximately 4,000 Nuclear Regulatory Commission (NRC) employees and consultants. The purpose of this investment is a modernized, webTime and Labor Modernization (TLM) investment provides for the collection of time and attendance and labor data for approximately 4,000 Nuclear Regulatory Commission (NRC) employees and consultants. The purpose of this investment is a modernized, web-based Human Resources Management System (HRMS) Time & Labor (T&L) system for efficient and accurate time entry. An alternatives analysis of T&L and subsequent business process improvement studies confirmed the critical need for a T&L investment that supports human capital initiatives and that equally supports the financial and business objectives of the agency. The T&L system satisfies statutory requirements for billing NRC licensees and managing costs associated with collecting fees prescribed by the OBRA-90 and Nuclear Waste Act. The information provides executives with a tool to manage human resources. The data are used for formulating and executing budgets, operations planning, workload planning, managing costs, payroll processing, and performance monitoring. The data are used in analysis and reporting on resource expenditures, and are core to the decision making processes in the agency. The T&L system interfaces with agency enterprise-wide systems, including the Reactor Program System, Strategic Workforce Planning System, Budget Formulation System, and the Financial Accounting and Information Management System. T&L provides NRC with a means to meet the effective internal control objectives of the Federal Managers Financial Integrity Act. NRC's major financial systems, including T&L, are used to support NRC's two major programs of Nuclear Material and Waste Safety and Nuclear Reactor Safety. More..
FY2013 (CY) Spending
Time frame of Investment
2012 - 2016
No change in status
Allison M. Macfarlane
Nuclear Regulatory Commission
The HRMS System continues to meet users expectations. OCFO is foregoing the 9.1 upgrade to concentrate on the 9.2 upgrade which includes the HRMS mobThe HRMS System continues to meet users expectations. OCFO is foregoing the 9.1 upgrade to concentrate on the 9.2 upgrade which includes the HRMS mobility functionality. HRMS continues to maintain reliability, security, and efficiency expectations. More..
Number of Projects
|Project Name||Project Life Cycle Costs||Cost Variance||Schedule Variance|
|TLM - FY13 O&M||$921.12 K|
|PeopleSoft 9.0 Upgrade||$876 K|
|PeopleSoft 9.1 Upgrade||$394 K|
|TLM - FY12 O&M||$415 K|
|PeopleTools Upgrade||$100 K|
|Metric Description||Frequency||Unit of Measure||FY2013 Target||Most Recent Actual||Met/Not Met||Updated Date of Most Recent Actual|
|% in compliance with federal regulations and polic% in compliance with federal regulations and policies on payroll and time and labor reporting. More..||Semi-Annual||%%||99.3||99.3||Met||2013-03-29|
|% of customers satisfied with the Upgraded T&L% of customers satisfied with the Upgraded T&L System More..||Semi-Annual||%%||65||65||Met||2013-03-29|
|Number of unresolved TLM issues after upgradeNumber of unresolved TLM issues after upgrade||Monthly||UnitsUnits||33||3||Met||2013-03-29|
|System availability during normal and off-peak houSystem availability during normal and off-peak hours. More..||Monthly||%%||99||99.8||Met||2013-03-29|
|Time required to enter, submit and approve employeTime required to enter, submit and approve employee time More..||Monthly||HoursHours||3.5||3.15||Met||2013-03-29|
|Related Social MediaRelated Social Media||http://portal.nrc.gov/OCM/ocfo/TL/Pages/default.as ...|
|General InformationGeneral Information||http://portal.nrc.gov/OCM/ocfo/TL/Pages/default.as ...|
|Related to Broader Program/BusinessRelated to Broader Program/Business||http://portal.nrc.gov/OCM/ocfo/TL/Pages/default.as ...|
The () symbol indicates the link is broken or not publicly available.
|Does the investment have any activities with a planned duration greater than a year?:||No|
|Planned duration of the longest activity (days):||365|
|Average planned duration of in-progress and future activities (days):||193|
|Planned cost of one activity is greater than 25% of total planned cost of all activities?:||No|
|Number of contracts applying modular development principles:||1|
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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