VMBIP Business Terms Glossary

Category Term

CDC FMO

CDC ISD
CDC NCHHSTP

CDC NCIRD

CDC NCPDCID
CDC NCZVED

CDC PGO

CDC SSPU
CDC VSAB

CDC System ICE

CDC System NIPVAC

CDC System Submittal

CDC System UFMS

CDC System VACMAN

Contract Management 2-Way Match

Contract Management 3-Way Match

Approved Orders Contract

Contract Management Balance
Contract Management CAN
Contract Management CLIN
Common Account Number
Contract Management (CAN)

Contract Management Contract Data

Contract Management Contract Obligation

Contract Management Credits

Contract Management Debit Number

Contract Management Document History Record

Inventory Transactions &

Contract Management Positions

Contract Management Invoice

Contract Management ISD Budgets

Contract Management Issue

Contract Management Manage Contract Balances

Contract Management Manage Vaccine Inventory

Contract Management Manufacturer Contract

Manufacturer Contract
Contract Management Balance
NCIRD Manufacturer
Contract Management Contract
Contract Management Payment
PGO Manufacturer
Contract Management Contract

Contract Management Receipt

Contract Management Replacement Invoice

Contract Management Request for Payment

Contract Management Roadmap
Contract Management ROQ
Contract Management SBU
Contract Management Scenario Groups

Contract Management Schedule Activity

Aggregate Provider Order
Grantee Management Exceptions

Grantee Management Aggregate Provider Orders

Aggregate Provider
Grantee Management Vaccine Transactions

Grantee Management CDC Aggregate Spend Plan

Grantee Management Cohort
Grantee Management EIS
Grantee Management GM
Grantee Management Grantee
Grantee Management Grantee Allocation
Grantee Configuration
Grantee Management Options

Grantee Management Grantee Formulary

Grantee Management Grantee Monitoring (GM)

Grantee Replenishment
Grantee Management Order

Grantee Management IIS

Grantee Management Monitoring Report

Grantee Management Needs Assessment
Grantee Management PES

Population Estimate
Grantee Management Survey (PES)

Grantee Management Provider Account

Provider Annual Need

Grantee Management (PAN)
Grantee Management Provider Formulary

Grantee Management Provider Fulfillment

Grantee Management Provider Group

Grantee Management Provider Inventory

Grantee Management Provider Order

Grantee Management Recommended Order

Grantee Management Registry

Grantee Management Spend Plan

Grantee Management State Finance Policy

Grantee Management VOFA

Process Mapping Capability

Process Mapping Capability Model

Project Management Term Baseline

Project Management Term Budget

Project Management Term Burn Rate

Project Management Term Business Process

Project Management Term Business Process Step

Project Management Term Business Scenario

Project Management Term Business Worker

Project Management Term CAR

Project Management Term Change Control

Project Management Term Change Request

Change Request
Project Management Term Management

Project Management Term Constraint

Project Management Term Corrective Action

Corrective Action Report
Project Management Term (CAR)

Project Management Term Dashboard

Project Management Term Decision

Project Management Term Defect

Project Management Term Deliverable

Project Management Term Duration

Earned Value Management

Project Management Term (EVM)

Project Management Term Effort

Enterprise Performance
Project Management Term Life Cycle (EPLC)

Project Management Term EPLC

Project Management Term EVM

Project Management Term Executive Milestone

Project Management Term Executive Sponsor

Project Management Term Functional Manager

Integrated Master
Project Management Term Schedule

Project Management Term Legacy

Manufacturer Contract
Project Management Term Disbursements
Project Management Term Master Formulary

Project Management Term Matrix Organization

Project Management Term Milestone

Project Management Term Navigation Page

Project Management Term Operations

Paid Invoices Contract
Project Management Term Balance

Project Management Term PAN

Project Management Term Percent Complete

Performance Measurement
Project Management Term Baseline

Project Management Term Period

Project Management Term Phase

Project Management Term Planned Value (PV)

Project Management Term PMO

Project Management Term Presentation

Project Management Term Process Management

Project Management Term Process/Cross Process

Project Management Term Project

Project Management Term Project Execution

Project Management Term Project Management

Project Management Office

Project Management Term (PMO)

Project Management Term Project Management Plan

Project Management Term Project Phase

Project Management Term Project Schedule

Project Management Term Project Workstream

Project Management Term Pull

Project Management Term Push

Project Management Term PV

Project Management Term Report Frequency

Project Management Term Requirement

Project Management Term Resource

Project Management Term Returns File

Project Management Term Risk

Project Management Term Scope

Project Management Term Scope Creep

 Service Level Agreement
Project Management Term (SLA)

Service Level Expectation

Project Management Term (SLE)

Project Management Term SLA

Project Management Term SLE

Project Management Term SME

Project Management Term Stakeholder

Subject Matter Expert
Project Management Term (SME)

Project Management Term Task

Project Management Term Team

Project Management Term Team Lead

Project Management Term Template

Project Management Term Trend Analysis

Project Management Term Variance

Project Management Term WBS

 Work Breakdown Structure
Project Management Term (WBS)

Project Management Term Work Package

System Requirement Order Flags

System Requirement Order Restriction

System Requirement Provider Order Exception

System Requirement Provider Order History

System Requirement Provider Preference

System Requirement Provider Profile

Requirements
System Requirement Management

System Requirement System Use Cases

Advisory Committee on
Immunization Practices
Vaccine Management (ACIP)

Vaccine Management Antigen

Vaccine Management Brand

Vaccine Management CDC Replenishment Order

Vaccine Management Compliance Factor

Vaccine Management Component

Vaccine Management Current Inventory

Vaccine Management Defensible Accountability

Delivery Order
Vaccine Management Specifications

Vaccine Management Demand Forecast

Vaccine Management Depot

Vaccine Management Direct Ship

Vaccine Management Distribution Center
Vaccine Management Distributor
Distributor Replenishment
Vaccine Management Order
Doses Administered -
Vaccine Management Benchmark Data

Vaccine Management Eligible

Vaccine Management Excise Tax

Vaccine Management Excise Tax Credit

Vaccine Management Excise Tax Credit Letter

Vaccine Management Excise Tax Credit Memo

Vaccine Management FETC
Vaccine Management Fulfillment
Vaccine Management Funding Shortage Plan

Vaccine Management Inventory Level

Vaccine Management NDC

Vaccine Management NDC Addition

Vaccine Management NDC Changes

Vaccine Management NDC Removal

Vaccine Management Needs and Forecast

Vaccine Management OMB Funding Request

On-going Operations
Vaccine Management Workstreams

Vaccine Management Partial Shipment

Vaccine Management Pedigree

Vaccine Management Priority Order
Vaccine Management Product Catalog

Vaccine Management Product Family

Vaccine Management Reference Data

Vaccine Management Replacement Order
Vaccine Management Replenishment
Vaccine Management Replenishment Report
Vaccine Management Return Stock

Vaccine Management Special Circumstances

Special Circumstances
Vaccine Management Plan

Vaccine Management Special Initiative

Vaccine Management Special Order
Vaccine Management Stockpile

Vaccine Management Support Documentation

Vaccine Management System of Record

Vaccine Management Vaccine

Vaccine Management Vaccine Hierarchy

Vaccine Inventory
Vaccine Management Instruction
Vaccine Management
Business Improvement
Vaccine Management Project (VMBIP)

Vaccine Needs
Vaccine Management Assessment
Vaccine Management Vaccine Order
Vaccine Management Vaccine Request

Vaccine Management Vaccine Status

Vaccine Management Vaccine Transaction

Vaccine Management VFC Program

Vaccine Management Wastage
Weeks of Coverage (WOC)
Vaccine Management Report
Vaccine Management WOC
VMBIP VMBIP

VMBIP VODS

VMBIP VPOP

VMBIP VTrckS

VMBIP Workstream

VMBIP Workstream Manager

 Description
Financial Management Office; manages UFMS/Manufacturer Contract Dispersements
FMO web site:
http://intra-apps.cdc.gov/fmo/
Immunization Services Division
National Center for HIV, STD and TB Prevention
National Center for Immunization & Respiratory Diseases
 
NCIRD web site:
http://intranet.nip.cdc.gov/
National Center for Preparedness, Detection and Control of Infectious Diseases
National Center for Zoonotic, Vector-Borne and Enteric Diseases
Procurement and Grants Office; manages ICE/Manufacturer Contract Obligations
PGO web site:
http://pgo.cdc.gov/
Strategic Science and Program Unit
Vaccine Supply and Assurance Branch
Integrated Contracts Expert; PGO's system of record for manufacturer contract obligations
ICE web site:
http://pgo.cdc.gov/pgo/GeneralContent.do?chronicleid=0900f3ee8000703c&AudienceID=6
National Immunization Program Vaccine Tracking System
Electronic transmission that provider has done in system
Unified Financial Management System; FMO's system of record for Manufacturer Contract Dispersements
UFMS web site:
http://www.hhs.gov/ufms/
Vaccine Management application used by the grantees to enter provider vaccine orders
The payment accountability for provider direct-ship orders where the vaccine order details are matched to the invoice details;
applies to vaccine purchases less than $25K
The payment accountability for replenishment orders where the vaccine order details, invoice details, and receipt details are
reconciled; for vaccine purchases over $25K
The balance in dollars and doses that is available to approve additional vaccine replenishment purchases and direct-ship provider
purchases; at the beginning of a contract period (i.e., before any orders have been approved) and at the end of a contract period
(i.e., all invoices have been processed for approved orders), the contract balance in VTrckS should match the contract balance in
UFMS and in ICE
See Common Account Number
Contract Line Item Number

Number that originates within UFMS

The official contractual agreement between the CDC and the manufacturers; it is captured in NCIRD’s grantee monitoring system,
PGO’s contract management system and FMO’s financial management system
The Contract Obligation refers to the legal assignment of funds to a specific manufacturer contract and funding source. The total
purchases against that contract and fund source cannot exceed the total amount that was obligated. In order for funds to moved
from one contract and fund source to another, the funds must be de-obligated through a modification to the originating contract
and re-obligated through a modification to the receiving contract.
A positive adjustment to manufacturer contracts; can be in the form of cancelled replenishment orders, federal excise tax credits,
concession from manufacturers for shipping short-dated vaccines, manufacturer recalls, etc.

Original Invoice Number

The Document History Record is used to define the details of the replenishment and direct-ship orders for UFMS purposes.
Inventory transactions and positions by distribution center provide input into the replenishment order calculations. In addition,
this information is used to monitor and manage stockpile and short-dated vaccine inventory and reconcile physical inventory with
system calculated inventory.
A record from the manufacturer of vaccines shipped specifying vaccine(s), doses, cost and contract details; it is used by UFMS to
initiate the payment process
The ISD Budgets track the total available funding at the Program level for both VFC and 317. Contract obligations cannot exceed
ISD budgets.
A project problem that has occurred and requires resolution and/or corrective action.

System functionality that provides the CDC with the ability to capture, track and monitor vaccine contract balances[j1]  including
vaccine orders and returns, and a direct link to UFMS to facilitate contract balance reconciliation.

System functionality that provides the CDC with the ability to have visibility into McKesson Specialty’s inventory including
backorders and the ability to place vaccine replenishment (bulk) orders in order to replenish McKesson Specialty’s inventory.
The Manufacturer Contract is the contract record, which captures information such as the contract number, contract modification,
and obligated dollar amount.
NCIRD (VTrckS) - system of record for Manufacturer Contract Balance
FMO (UFMS) - system of record for Manufacturer Contract Dispersement
PGO (ICE) - system of record for Manufacturer Contract Obligation
Contains values for both doses and $$.  These totals are decremented based on:

a.  Distributor Replenishment Orders (doses and $$)

b.  Provider Direct Ship Orders (doses and $$)
c.  Grantee Funded using the Federal Contract (just doses)
The NCIRD record of the manufacturer contract; contains identical information as PGO Manufacturer Contract but in different
format
Disbursement of funds for goods received; negatively impacts UFMS contract balances
Contains the same data as the NCIRD Manufacturer Contract but in different format; concerned with contract summary
information (header fields  - CLIN, SHIP No, Obligation Dollar Amt)
Distributor sends notification of vaccine receipt to the CDC in order to trigger a request to pay; a receipt of goods can initiate a
request to pay for partial or full shipments.
Contains information identical to the original invoice; a manufacturer may issue a replacement invoice due to a delivery issue that
requires a replacement order; reason codes influence what is designated a replacement
This document will be sent electronically to UFMS to request payment of a manufacturer invoice after the 2-way or 3-way match is
successful.
This lays out the sequence of projects (may include multiple phases) for implementing VTrckS
Recommended Order Quantity
Strategic Business Unit
Fulfillment, Planning & Budgeting, Replenishment and Special Circumstances
A discrete scheduled component of work performed during the course of a project.  A schedule activity normally has an estimated
duration, cost, and resource requirement(s).  Schedule activities are connected to other schedule activities or schedule
milestones with logical relationships, and are smaller components of work packages. Project phases are broken into activities. 
Activity descriptions are nouns describing either deliverables or work products.

This is an aggregate of provider order exceptions by Grantee or overall

Provider order history is what a provider has ordered for each product over a defined historical period. The aggregate provider
orders or provider order history is used as an input to the demand forecast calculation. 

This is an aggregate of all provider vaccine transactions by transaction type

The total of all of the grantee spend plans.

The age group definitions for entities that include a breakdown by age group (e.g. Provider Profile)
External Information System
see Grantee Monitoring
The local public health official who manages the Vaccines for Children Program
The Grantee Allocation is used to define the 317 funding allocated to each Grantee.
Grantee configuration options include the ability for the Grantee to identify program specific requirements such as requiring
temperature log, requiring doses administered data monthly, defining formulary by providers, etc.
The Grantee formulary is a list of NDCs that are defined by the Grantee; include federal NDCs (master formulary) and non-federal
NDCs

The term used to describe the segment of requirements that refer to the overall financial component of VMBIP including contract
management, spend plan development and management, and grantee and CDC/distributor replenishment order management;
system functionality that provides grantees the ability to define annual vaccine spend plans and monitor provider usage against
them; includes the capability for CDC to monitor grantee adherence to spend plans at a local level and nationally across grantees.

A bulk order initiated by the grantee, using state/local funds to purchase the vaccine. This order is used to either build a credit or
replenish the vaccine that has already been sent to providers by the distributor. The grantee replenishment order can use either
the federal or a state contract. The physical vaccine will be sent to the distributor to fulfill provider vaccine orders. The
manufacturer invoice will be sent to the Grantee for payment.

Internal Information System

The Spend Plan Monitoring Report is a mechanism to monitor aggregate provider vaccine orders against the grantee demand
forecast as defined in the Grantee Spend Plan. It is also where the aggregate provider orders for each month are assigned to a
funding source based on the Grantee's Spend Plan for each brand.
The Vaccine Needs Assessment is the estimate of the total annual VFC vaccine need for each Grantee by antigen based on the
ACIP (Advisory Committee on Immunization Practices) vaccine schedule, and assumptions around population estimates, coverage
levels, and "catch up" by grantee.

see Population Estimate Survey

Survey used by the CDC to estimate the size of the VFC steady state population at specific ages—it does not quantify the number
of children who will be served via catch-up campaigns planned by the grantee.

Provider administrative information; includes all supporting details about a provider (e.g. provider group, provider profile, provider
annual need, shipping instructions, physicians, demographics); provider has the capability to request updates
The provider annual need is a vaccine need forecast defined by antigen at the provider level; it will be system generated based
on a CDC defined algorithm which will include the provider submitted doses administered data, state finance policy, and ACIP
recommendations

List of NDCs that a provider can order; determined by which group a provider belongs

System functionality that provides grantees and providers with the ability to place and track provider vaccine orders and capture
accountability data such as current inventory; grantees have the option to manage provider ordering by exception, meaning that
they are only required to review provider orders if those orders do not pass program defined business rules.

Providers belong to provider groups, provider groups indicate what type of provider they are I.e. federally funded health clinic,
pediatric clinic, etc. Provider groups also indicate if a provider belongs to a certain program (i.e. OB-GYN, pediatric, etc).
Quantity of doses on hand at a provider site; submitted along with the provider order as part of the support documentation;
validates order; must be placed to replenish inventory
A vaccine order that could be direct-shipped (routed to manufacturer for shipment) or non direct-shipped (routed to distributor for
shipment).
A quantity of vaccine that the provider is recommended to order; it is calculated based on various inputs including the PAN,
current inventory, provider formulary and/or the provider preferences

More accurately defined as an Immunization Information System; the system that is used to capture vaccine administration for
the local 0-18 population and can also have functionality to submit vaccine orders, capture provider annual need, seasonality, etc.
The Spend Plan is a projection of monthly aggregate provider demand by funding source and by NDC developed by the grantee
based on the VFC Needs Assessment and taking into account available funding for 317 and State. VFC need is assumed to be
funded at 100% of need although the Spend Plan should reflect projected demand, which may be less than 100% of the VFC need.
While the Needs Assessment is by antigen, the Spend Plan is at the Brand level. The Spend Plan for 317 and state/local cannot
exceed the funds that are allocated to the grantee for those sources.
A mechanism used to define Grantee supported initiatives; it is defined by facility type, eligibility category, antigen and funding
source and provides an input into the algorithm to calculate the PAN
Vaccine Order & Forecast Application; Immunization Services Division's (ISD) FoxPro application currently used to create Needs
Assessments and Spend Plans
These are descriptions of “What” needs to be done. Capabilities can be assembled into Processes and are typically represented
by one or more steps in the process.
Capability Models provide structure and are used to describe VTrckS business architecture. Capability Models are not process
maps; capabilities are the "what" that needs to be done, not the "how"
The approved time phased plan, scope, cost, and/or schedule.  (Usually used with a modifier:  cost baseline, schedule baseline,
etc.)

The approved cost estimate for the project or any work breakdown structure component of any schedule activity.
The rate at which the funds allocated to a particular contract are being drawn down; it is currently calculated as the average
actual spend per week since the beginning of the contract's period of performance.
A logical grouping of system transactions or manual steps in order to perform a business functionality. Front office example:
Submit Vaccine Order Back office example: New Contract
Smallest distinctive unit in a business scenario. Individual process steps that represent one or more system transactions. Front
office example: Create Order Back office example: Enter Contract Obligation Budget
Represents a template for a business process, which runs within a particular area of a company’s process. Also known as an end
to end business process where a series of steps are grouped together to achieve a business objective. Front office example:
Vaccine Order Management Back office example: Manage Contract Balances
Most closely relates to a role within the Organizational Boundary. Business Workers interact with Business Entities, Partners and
other Business Workers to accomplish goals. Example would be the CDC role responsible for Grantee Monitoring – this role would
use the Spend Plan and interact with the Grantee who is a Partner.

See Corrective Action Report.

Identifying, documenting, approving or rejecting, and controlling changes to the project baselines.
Requests to expand or reduce the project scope; modify policies, processes, plans, or procedures; modify costs or budgets; or
revise schedules.  Requests for a change can be direct or indirect, externally or internally initiated, and legally or contractually
mandated or optional.  Only formally documented requested changes are processed and only approved change requests are
implemented.

The process of reviewing and approving the workstream response to a business-approved change in requirements.  The PMO will
set workstream direction and may approve criteria for tiered direction-setting at the workstream management level.

An applicable restriction or limitation, either internal or external to a project that will affect the performance of the project.

Documented direction for executing the project work to bring expected future performance of the project work in line with the
project management plan.  We will be using the Corrective Action Report during the Status Reporting Process.

A report designed to document and communicate the corrective action plan to address a project issue.

Data Warehousing term describing a reporting technique which combines several measurements or calculations on one screen for
monitoring purposes. One Layout that includes several Key Performance Indicator for more intelligent decision making. The
Spend Plan Monitor screens are examples of dashboards. SAP BI displays dashboards via Portal screens.

A judgment which outlines the approach or path to follow when multiple options exist.
A verified technical problem with the solution that occurs during testing or production (tracked separately from issues).
Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase,
or project.
The total number of work periods (not including holidays or other nonworking periods) required to complete a schedule activity or
work breakdown structure component.  Usually expressed as workdays or workweeks.  Sometimes incorrectly equated with
elapsed time.
A management methodology for integrating scope, schedule, and resources, and for objectively measuring project performance
and progress.  Performance is measured by determining the budgeted cost of work performed (i.e. earned value) and comparing
it to the actual cost of work performed (i.e. actual cost).  Progress is measured by comparing the earned value to the planned
value.
The number of labor units required to complete a schedule activity or work breakdown structure component.  Usually expressed
as staff hours, staff days, or staff weeks.

The Department of Health and Human Services (HHS) Enterprise Performance Life Cycle (EPLC) is a framework to enhance
Information Technology (IT) governance through rigorous application of sound investment and project management principles and
industry’s best practices. The HHS EPLC provides the context for the HHS IT governance process and describes interdependencies
between its project management, investment management, and capital planning components. The goals of the EPLC framework
are to: Provide a coherent and effective methodology to guide HHS IT investment and project management to ensure that
enterprise needs are met. Promote the effective and consistent use of investment and project management principles and
industry best practices to consistently deliver IT capabilities that provide maximum support to HHS business needs within
approved cost and schedule baselines. Enhance the HHS IT governance process by effectively integrating IT investment planning,
execution, management, and oversight. Ensure Critical Partner and stakeholder functions are performed throughout the life cycle
of the investments to include timely, effective multi-disciplinary reivew of IT investments and reports on them to the HHS IT
Governance Bodies for their assessment of investments within the context of the HHS enterprise-wide IT portfolio.

See Enterprise Performance Life Cycle.

See Earned Value Management.

A significant accomplishment or event in the project scope, such as completion of a major deliverable (e.g., Blueprint acceptance,
etc.)

The person or group that provides the financial resources for a project.

Someone with management authority over an organizational unit within a functional organization.

A networked, multi-layered schedule showing all the detailed tasks required to accomplish the work effort contained in the overall
project or program and the coordination points and interdependencies among workstreams.

Generic term, not specific to SAP. In NCIRD’s vaccine program, VACMAN is a legacy system.

A negative adjustment or debit to manufacturer contracts made in the form of payments to manufacturers for goods received
Comprehensive historical list of NDCs - includes active & inactive NDCs; NDCs include vaccines from the NCIRD federal
manufacturer contracts as well as non-federal vaccines submitted by the grantees.  It drives the available vaccines for the
replenishment order while a special circumstance “status” may determine the quantity or whether or not that vaccine can be
ordered.
Any organizational structure in which the project manager shares responsibility with the functional managers for assigning
priorities and for directing the work of persons assigned to the project.

A significant point or event in the project.

The central dashboard, cockpit or launching pad (SAP CRM Interaction Center Web Client) that will be used by grantee users to
track, monitor and initiate various VTrckS business processes. Not specific to SAP
An organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive
service.

The balance in dollars that is available to pay additional vaccine replenishment invoices and direct-ship provider invoices

see Provider Annual Need

An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a work breakdown
structure component.
An approved integrated scope-schedule-cost plan for the project work against which project execution is compared to measure
and manage performance.  Technical and quality parameters may also be included.

Timeframe within a fiscal year when transactions are posted; usually a specific month will be one period
A block of planned work that will produce a portion of the roadmap. A phase can contain one or more iterations.

The authorized budget assigned to the scheduled work to be accomplished for a schedule activity or work breakdown structure
component.  Also referred to as the budgeted cost of work scheduled (BCWS).

See Project Management Office.

Describes the specific product down to the lowest level of the vaccine hierarchy. See also NDC.
The process of reviewing, analyzing, and approving/rejecting new or changed requirements.  Will be completed by the business
processes owner(s) who will determine if the business agrees with the new or changed requirements.
A process is a self contained set of steps to perform a specific task. A cross process is a set of steps to perform a specific task that
crosses (impacts) more than one process or business function. Example: Process: Manage Vaccine Inventory Cross Process:
Manage Replenishment, Vaccine Order Management

Synonymous with Grantee; Refers to the state, city, island or federation population for which the VFC and 317 funding supports.
A finite endeavor--having specific start and completion dates--undertaken to meet particular goals and objectives, usually to bring
about beneficial change or added value. This finite characteristic of projects stands in contrast to processes, or operations--which
is repetitive, permanent or semi-permanent functional work to produce products or services. In practice, the management of
these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the
adoption of separate management.
Project execution consists of the processes used to complete the work defined in the project management plan to accomplish the
project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the
activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the
processes performed as defined in the project management plan.

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of a
project or group of projects.  Responsibilities can range from providing project management support functions to actually being
responsible for the direct management of a project.
 
The PMO in a business or professional enterprise is the department or group that defines and maintains the standards of process,
generally related to project management, within the organization.  The PMO strives to standardize and introduce economies of
scale in the execution of projects.  The PMO is the source of documentation, guidance, and metrics on the practice of project
management and execution.

A formal, approved document that defines how the project is executed, monitored, and controlled.  It may be summary or detailed
and may be composed of one or more subsidiary management plans and other planning documents.

A collection of logically related project activities, usually culminating in the completion of a major deliverable.

The planned dates for performing schedule activities and the planned dates for meeting schedule milestones.
A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces. 
Also referred to as Workstream.

A distribution method that signifies the end user initiation of the vaccine distribution via a vaccine request.

A distribution method that signifies NCIRD or the Grantee initiation of the vaccine distribution via a pre-defined vaccine allocation.

See Planned Value.

Refers to how often a report is accessed by the BI user. Data in the BW Data Warehouse must be current.
A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract,
standard, specification, or other formally imposed documents.  Requirements include the quantified and documented needs,
wants, and expectations of the sponsor, customer, and other stakeholders.

Skilled human resources, equipment, services, supplies, commodities, material, budgets, or funds.
A returns file is a distributor generated file that includes the details of the returned vaccines that have been sent to the distributor
from the providers

An uncertain event or condition that, if it occurs, has a positive or negative affect on a project’s objectives.

The sum of the products, services, and results to be provided as a project.

Adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without
customer approval.
Contractually defined; should improve service level (e.g. 80% of orders should be distributed within 3 days of receiving the order,
95% of orders should be distributed within 5 days of receiving the order, and 100% of orders should be distributed within 7 days
of receiving the order)
Business expectation; should define the service level expected by the business (e.g. No providers should receive shipments later
than 7 days of the distributor receiving their vaccine order)

see Service Level Agreement

see Service Level Expectation

see Subject Matter Expert

Those parties who have a vested interest in the system(s) being designed. Stakeholders have varied interests – examples of
interest include: cost, technology, functionality as well as relationships with external agencies. Having a well represented sample
of these interests serves the project well

Resources that have sufficient depth of knowledge in specific areas

A piece of work requiring effort, resources and having a concrete outcome (a deliverable).  Although a task may be of any size,
the term task is usually used to refer to a smaller piece of work.  They take place over a period of time and generally consumes
resources. Projects are made up of tasks, usually grouped in work packages.
 
Tasks are "verb-noun" statements of the work that must be done to complete the object described in the owning activity (either
work product or deliverable).

A group of individuals assigned to address a specific functional area or logical grouping of tasks within a project workstream.
The individual assigned responsibility for direct management of the work of the team to which they are assigned.  (This may
either be a government or contractor position.)
A partially completed document in a predefined format that provides a defined structure for collecting, organizing, and presenting
information and data.  Templates are often based upon documents created during prior projects and can reduce the effort needed
to perform work and increase the consistency of results.
An analytical technique that uses mathematical models to forecast future outcomes based on historical results.  It is a method of
determining the variance from a baseline of a budget, cost, schedule, or scope parameter by using prior progress reporting
periods' data and projecting how much that parameter's variance from baseline might be at some future point in the project if no
changes are made in executing the project.

A quantifiable deviation, departure, or divergence away from a known baseline or expected value.

See Work Breakdown Structure.

A deliverable-oriented hierarchical breakdown of the work to be executed by the project team to accomplish the project
objectives and create the required deliverables.  It organizes and defines the total scope of the project.  Each descending level
represents an increasingly detailed definition of the project work.  The WBS is decomposed into work packages.  The deliverable
orientation of the hierarchy includes both internal and external deliverables. 
The WBS is a tree structure, which shows a sub-division of effort required to achieve an objective (for example, a program,
project, and/or contract).  In a project or contract, the WBS is developed by starting with:
- the end objective and
- successively subdividing it into manageable components
- in terms of size, duration, and responsibility (e.g. systems, subsystems, components, tasks, subtasks, and work packages)
- which includes all steps necessary to achieve the objective.
- NOTE:  For VTrckS, the WBS will be maintained in Microsoft Project, the standard project management software for CDC.
A deliverable or project work component at the lowest level of each branch of the work breakdown structure.  The work package
includes the schedule activities and schedule milestones required to complete the work package deliverable or project work
component.
Flags assigned by the grantee to identify any order from a particular provider or to highlight provider orders containing a
particular vaccine; provider orders that qualify will be routed to the Grantee exception worklist
The Order Restriction Entity is used to restrict provider orders during defined circumstances.

Provider orders manually approved by the grantee after the vaccine request has failed the defined system business rules
The provider order history is what the provider has ordered for each product over the defined historical period.

The capability to capture the provider vaccine choices to the presentation level; it provides more detail than the provider
formulary (in the case of brand choice) so that the recommended order can select the particular NDC that the provider prefers
Provider need defined by antigen, vaccine or brand and CDC defined cohort or age group; it will be derived from the provider
submitted doses administered data

The process of collecting and organizing new or changed requirements that will drive changes in the scope of a workstream.
A document that describes interactions between actors (users) and the information system(s) being designed. This interaction is
told from the user perspective and is meant to be a bridge between the users and technical team
Provides advice and guidance to the Secretary, the Assistant Secretary for Health, and the Director, Centers for Disease Control
and Prevention (CDC), regarding the most appropriate application of antigens and related agents (e.g., vaccines, antiserum,
immune globulins) for effective disease control in the civilian population.
The second level of vaccine identification in the vaccine hierarchy; it may indicate a single component that is administered
separately (Hib) or a group of components that are always administered together (DTaP)
The fourth level of the vaccine hierarchy; it indicates the Trademarked name given to a specific vaccine by it's manufacturer. (e.g.
Merck's MMRII®)

The CDC replenishment order is a federally-funded/ federally-contracted vaccine order that replenishes distributor inventory used
to fulfill non direct-shipped provider orders.  The system generates an initial replenishment request based on various inputs,
current inventory level, open POs. The request is routed to the CDC’s worklist for approval. 
Per the National Immunization Survey (NIS), it is the percent of children in each age group that actually receive the ACIP
Recommended Doses of Vaccines. The calculated Needs Assessment Doses count is reduced by the compliance factor in order to
keep from ordering vaccines that will not be used.

The highest level in the vaccine hierarchy; identifies each single component in a vaccine (e.g. measles, mumps, rubella)
The inventory reported by the distributor at a specified period of time; it is defined in two categories - available to promise (on the
shelf) and allocated but not shipped
The conceptual balance point at which measures, policies, and processes are in place that enable CDC to ensure and demonstrate
that funds are being used appropriately (i.e. VFC funds are funding vaccine for VFC eligible population only) without placing undue
burden on NCIRD, the Grantee, or the Provider. Achieving that balance is a critical goal of NCIRD in its management of
the program.
The Delivery Order is used to capture the replenishment and direct-ship order details. The details are captured in a message that
is sent to the manufacturer for shipment.
The demand forecast will be developed in the system, by grantee or distribution center (per user’s choice) and NDC, and may be
based off of multiple inputs including historical demand, spend plan projections, seasonality adjustments, aggregate provider
annual need (PAN), and CDC projections for the impact of NDC changes or other universal events (special circumstances). An
algorithm may be used to appropriately weight the inputs and arrive at the  demand forecast.   Inputs may be weighted
differently based on grantee and/or product.
Distributor warehouse where vaccines are stored before delivery to providers (see Distribution Center)
Vaccine orders placed by Providers that are required to be shipped directly from the manufacturer to the provider (e.g. frozen
vaccines).
Distributor warehouse where vaccines are stored before delivery to providers (see Depot)
The entity responsible for distributing vaccine to providers
A vaccine order that is placed on behalf of the distributor; it is used to replenish a distribution center's inventory of non direct
shipped vaccine products.
Specific doses administered data elements will be required by the CDC (TBD), but can be at any level (antigen, vaccine, brand)
and will be collected for a pre-determined duration

Refers to business partners or populations that are qualified to receive products or services under the terms of a specific Grant
Program. Health Care and Insurance statistics provide the number of children who are ‘not insured’ or ‘under insured’. These
children are considered to be ‘Eligible’ for Federal Grants via the VFC and 317 Grant Programs.
A Federal tax imposed on the manufacture of vaccines; it is used to contribute to the research and liability of adverse events. The
vaccine excise tax is $0.75/antigen that is included in the price of the vaccine. For example, MMR is three antigens, so the excise
tax is $2.25 on this vaccine.
A credit given to each unused vaccine dose that has been returned due to unusability (e.g. damaged, expired)

The Excise Tax Credit Letter is used to define the details of the vaccine wastage being returned for vaccine excise tax credit. This
letter details which funding source (VFC, 317, or state/local), who (grantee or CDC) is receiving the credit, and the amount of the
excise tax credit. It is generated by the CDC in the near term and will be generated by VTrckS in the future.
The Excise Tax Credit Memo is used to define the details of the actual credit as it can be applied to the specific manufacturer
contract or invoice. It is generated by the manufacturer.
Federal Excise Tax Credit
The vaccine order cycle that refers to the fulfillment of a provider vaccine request
The Funding Shortage Plan is used to restrict replenishment ordering and/or the use of funds under defined circumstances.

The total number of doses of each product (defined at the presentation/specific NDC level) that are available at a distribution
center and that have been ordered from the manufacturer for that center, but not yet received by the center.

National Drug Code; describes the specific product down to the lowest level of the vaccine hierarchy. It is a formatted number in
5-4-2, where the first five digits represent the manufacturer, the second four digits represent the generic formulation or vaccine
and the last two digits represent the package size (e.g. 00006-4681-00 is the NDC for Merck's MMRII® 10-pack of 1-dose vials)
The addition of the NDC to the manufacturer federal contract; the addition of an NDC impacts the demand forecast since it
requires an update in the forecast of doses to the new NDC. There are additional impacts to the Grantee Spend Plan, Grantee
Formulary and PAN.
The modification of an NDC on the manufacturer federal contract (e.g., GSK NDC changes); the NDC change impacts the demand
forecast since it requires a shift in the forecast of doses from the old NDC to the new NDC. There are additional impacts to the
Grantee Spend Plan, Grantee Formulary and PAN.
The removal of the NDC from the manufacturer federal contract; the removal of an NDC impacts the demand forecast since it
requires an update in the forecast of doses to substitute NDCs. There are additional impacts to the Grantee Spend Plan, Grantee
Formulary and PAN.

System functionality that provides CDC and grantees the ability to define the annual vaccine needs assessment that is currently
supported by the Vaccine Ordering and Forecast Application (VOFA); includes the determination of the population and subsequent
estimation of vaccine and funding needs.
The NCIRD submitted funding request to support the Vaccines for Children program

VMBIP workstreams that were once sub-projects or "project workstreams", but are now considered to have transitioned into an
"on-going operations" mode.  These workstreams still require issue and scope management.  Additionally, they may have small
improvement initiatives identified, but these initiatives tend to be small and discrete enough to the extent that they can be
worked and managed as issues rather than requiring detailed project management planning and oversight.  As such, these
workstreams are subject to a different status report format than "project workstreams".
The notification of a partial shipment either through a shipment notification or a receipt notification should be captured by the
system.  This notification will trigger a reconciliation with the order; if it reconciles, then the system will generate a request to pay
for the partial delivery.

The high level requirement is the ability to track the saleable unit of vaccine at each transfer point to ensure the integrity of the
product (e.g., manufacturer to distributor to providers); detailed requirements are not clearly defined and requires CDC input.
Orders that need to be filled immediately; rush orders
An SAP term that is used to refer to the NCIRD Master formulary.

A categorization of product / vaccine (i.e. Flu, Varicella, DTP, etc) that will be represented by SAP Product Category hierarchies.
The Reference Data is used to define any supporting data. The Reference Data as it refers to the Needs Assessment is the
Advisory Committee on Immunization Practices (ACIP) recommendations, the Population Estimate Survey (PES), and the National
Immunization Survey (NIS) data.
Order sent to replace the delivery of unusable vaccine
The vaccine order cycle that refers to the replenishment of a distributor inventory
The Replenishment Report is a mechanism to communicate and monitor the Grantee state/local usage. It uses the Grantee Spend
Plan to define the funding breakdown of the aggregate monthly provider orders by brand to determine the amount of the Grantee
state fund commitment. It also tracks any grantee replenishment orders that the grantee has placed with state/local funds and
the balance of doses by brand that the grantee either owes CDC or has a credit for.
Vaccines that have been returned and are managed separately from other vaccines.
A special circumstance includes any shortage, outbreak, natural disaster or other events that require a specially defined method
of vaccine distribution.

A Special Circumstance Plan is a temporary set of parameters within which impacted vaccines are distributed; it is in response to
a shortage, outbreak, natural disaster or any other special circumstance. The grantee allocation provides input into the demand
forecast whereas the CDC allocation provides input into replenishment order calculation.
A mechanism used to track the non-VFC vaccine doses available for allocation; applies to particular initiatives that a Grantee
supports using 317 and/or State funds
Order containing items outside of a Grantee's normal ordering content/timeframe
An accumulation of vaccine; Strategic National Stockpile (SNS) is out-of-scope for VTrckS; VFC stockpile in scope

Includes doses on hand, doses administered, transfers, wastage; could be submitted along with a provider order or separately
The trusted source system of the data (e.g. UFMS is the source system for invoices and manufacturer payments)
The third level of the vaccine hierarchy; indicates all relevant antigens in the vaccine (e.g. MMR, a single-antigen vaccine vs.
MMR-V, a combination vaccine)
The vaccine hierarchy defines the products in the system from the highest level of detail to the lowest level of detail; component,
antigen, vaccine, brand, national drug code (NDC); VTrckS uses this to translate from one business entity to another (e.g.,
Aggregate PAN to Grantee Spend Plan)

Input for the system-generated replenishment order.  The vaccine inventory instruction is a policy maintained by the CDC.  It
indicates how much inventory (an “order-up-to” amount) should be held at the distributor for each product, either in terms of
weeks of coverage or total quantity of vaccine in doses.  Note that the specifications may differ by product (i.e. for Product A, 5
weeks of vaccine vs. 5,000 doses for Product B) and that the instructions may be adjusted as needed.
The overall initiative to implement distribution, funding and system enhancements to improve the effectiveness of the Vaccines
for Children (VFC) Program.  VMBIP is considered the Project and consists of eleven (11) sub-projects, referred to as
"workstreams".
The Vaccine Needs Assessment is the estimate of the total annual VFC vaccine need for each Grantee by antigen based on the
ACIP (Advisory Committee on Immunization Practices) vaccine schedule, and assumptions around population estimates, coverage
levels, and "catch up" by grantee.
An approved vaccine request; can be direct-ship (manufacturer) or non direct-ship (distributor)
A requested amount of vaccine doses; can be initiated by a provider (fulfillment) or distributor (replenishment)
If a vaccine is defined in a special circumstance, providers will be constrained by this indication (e.g., unable to order or able to
order but a different quantity than under normal circumstances)
Vaccine activity at the provider level: includes shipment problems, wastage with reason code & transfer requests
Term referring to how resources (i.e. $$, Vaccine, People, etc.) are applied to solve a defined health problem; in this instance,
program references the entire VFC (Vaccines for Children)/VMBIP program, regardless of funding source, and the options CDC has
made available to the Grantee
Wastage is unusable vaccine that is classed as returnable to the vendor or non-returnable. Non-returnable wastage is destroyed
by the provider/grantee. Planning buffer used by Needs Assessment process (5% is default).
States distributor vaccine inventory in terms of the number of weeks that the inventory for a product (NDC) is expected to last
based on the current forecast.
See Weeks of Coverage Report
See Vaccine Management Business Improvement Project.

Vaccine Ordering and Distribution System; the name previously used to identify the Vaccine Tracking System (VTrckS)

VTrckS Provider Order Pilot

Vaccine Tracking System; will become NCIRD's system of record for Manufacturer Contract Balances, orders, receipts and dose
balances; VTrckS is considered one of VMBIP's workstreams and has eleven (11) "work teams" underneath it.
A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces.  Also
referred to as Project Workstream.
The individual assigned responsibility for direct management of the workstream and the centralized management and
coordination of any teams underneath it.

If anyone has updates, questions, or changes please e-mail them to Karen Keefer at:
gux3@cdc.gov

Date Posted: 02/04/10

This document can be found on the CDC website at:
http://www.cdc.gov/vaccines/programs/vmbip/downloads/newsletters/vmbip-bus-terms-glossary.rtf