[Sample] Monthly Quad Chart as of MM, DD, YYYY

1. January 15, 2013 [Sample] Monthly Quad Chart as of MM, DD, YYYY Next Month Expected Results G Current Customer Business & Strategic Results G • Deployed 24 new Advanced Hydrologic Prediction Service (AHPS) locations. • Archived data available to customers in 24 hours 99.7% of the time. • A total of six POA&Ms are open for NOAA8200. They are due August, 2011 and are on track. Conducted a national flood prediction workshop. Initiated new contract vehicle for flood prediction O&M. • Upgraded 50% of NOAA8200 from HP UNIX to RedHat OS. • BCR approved last month to bring schedule into alignment and provide improved cost estimates. • Deploy 159 new AHPS locations. • Develop non-model related Baseline Operational Capabilities and implement at 4 Regional Forecast Centers. • Commence Graphics Generator Phase 2 software activities • Test hydrology-related AWIPS II software during System Operational Test and Evaluation. • Complete NOAA8200 upgrades to RedHat OS. Y Risks, Issues, and Innovations Y “Actual Cost” ($000) as of date • Risks: System updates may not keep pace with business rules, results in a risk of not accurately forecasting weather conditions. Lack of funding for this effort. • Mitigation: Requested an increase in funding for FY 12. This increase has been approved and included in the FY 12 Passback. • Issues: Not meeting Wx Buoy availability goal - • Continuing reduced Coast Guard vessel support • Equipment beyond expected lifecycle and unavailability of funds for buoy equipment recapitalization • Innovations: Improving data availability and customer service: • Development of multi-purpose buoy platform – NOOSS (weather), TAO (climate) and DART (tsunami). • Budget: Budget change request submitted, new cost estimates as of July 2011, provides better accuracy of resources and improved controls. BAC: 30.981 EAC: 31.616 CPI: .98 SPI: .72 R Y G Red = Management attention required Yellow = Potential management action required Green = Necessary and on-track

2. January 15, 2013 Instructions for Quad Chart Quad Chart data must align with Exhibit 300B milestones and risk register. Current Customer Business & Strategic Results Next Month Expected Results G G • List milestones activities, showing deliverables, including percent complete and the expected results for next month. • Milestones should include major IT Security accomplishments including closure of POA&M s. • List any potential/upcoming rebaselines. • Do not list activities as continuing, rather provide a tangible, objective unit of measure such as completed, or started ,or # of units installed. • This section should directly align with the “Expected Results” of the previous month. • Include tasks or deliverables accomplished or not accomplished as expected. If not accomplished, indicate why or when it will be accomplished. • Describe any recently proposed or approved rebaseline. Y Risks, Issues, and Innovations Y Cost and Schedule Variance • Plan and Actual Costs are for Fiscal Year to Date • Provide accounting (no more than 5 rows) by project or activity (not by cost category) consistent with the project plan and 300B milestones. • Plan total must equal full expected investment spending, for projects and operations, for the fiscal year. • Cost variance = % difference between planned and actual expenses to date. • Schedule variance = % difference between planned and actual duration to date. • Positive cost variance= under budget; Negative cost variance= over budget. • If EVM is generated ,include BAC, EAC, CPI, and SPI at bottom. • If the table shows positive or negative variances of 8% or more, explain causes and mitigation under “Risks and Issues” or on a second page. • Risks & Issues • Explain any significant issues that have been realized and what corrective action is being taken. • If project manager or other key personnel have changed, please list and provide explanation, solution. • Cite any other high profile risks and their planned mitigation • Highlight any major innovations that have been introduced, if appropriate. • Identify any Project Manager change due to vacancy or replacement. R Y G Red = Management attention required Yellow = Potential management action required Green = Necessary and on-track