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Virtual Case File (VCF) was created as a software application for the United States Federal Bureau of Investigation (FBI) between 2000 and 2005 to replace the Automated Case Support (ACS) system. Developed under the Trilogy Project, VCF aimed to upgrade software and hardware, network infrastructure, and modernize investigative applications. Science Applications International Corporation (SAIC) was contracted in 2001 to design, develop, and implement VCF with an original budget of $379.80 million for deployment in 2004, enhancing the FBI's operational capabilities according to the U.S. Department of Justice in 2005.
The primary goal of VCF was to update the FBI's manual systems and processes, enabling easy access to important case information for FBI agents and analysts nationwide.
This would replace the outdated ACS system (Goldstein, 2005). VCF consisted of modules for evidence management, case management, and records management. Due to a lack of suitable commercial software in 2001, a custom system solution was required for the project (Marchewka, 2010).
The VCF project, which cost $581 million and lasted for 4 years, was officially cancelled by the FBI in April 2005 without being deployed as initially planned (Goldstein, 2005; U.S.
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Department of Justice, 2005).
The FBI Trilogy project experienced a nearly one-year delay, with only the workflow component of Virtual Case File being completed. Although the two other components were successfully finished, the Virtual Case File itself remained unfinished. Users could still utilize the system to create case packages and simplify the submission process.
The FBI's comprehensive test revealed around 400 issues with the VCF system, spanning from opening cases to creating leads and closing investigations.
One major challenge was the ineffective creation, search, and analysis of case leads and files. Additionally, there was a lack of offline mode, hindering agents' access to materials in the field. Users also faced difficulties sorting columns of data for better searches. Despite having an audit trail for case files, security breaches remained a concern. Ultimately, the VCF system did not align with the current needs of the FBI (U.S. Department of Justice, 2005).
The VCF project failed due to a series of errors that ultimately caused its collapse. These reasons are comparable to those found in other unsuccessful IT projects and will be evaluated using the CHAOS critical success factors for projects (Standish Group, 2009).
3.1 User Involvement: The VCF project suffered from a lack of user involvement. Key users were not consulted during important stages such as requirements gathering and usability testing. This made it challenging for the SAIC development team to fully grasp all the necessary requirements, leading to unnecessary features being implemented while essential ones were left out.
3.2 Executive Management Support was lacking from the beginning of the VCF project. Despite funds being allocated, there was mounting pressure internally and externally to expedite the system (Goldstein, 2005). The urgency intensified after the September 11 2001 attacks, leading SAIC to agree to impractical project timelines and to cut corners in planning and development.
According to Mueller (2005), the FBI lacked a comprehensive set of system requirements when awarding the contract to SAIC. The 800-plus requirements document was deemed too complex, incomplete, and vague. Furthermore, the focus was on system layout details rather than high-level system functions (Goldstein, 2005). The failure of the VCF project was also attributed to constantly changing requirements, with the FBI submitting 400 change requests during the project's life-cycle, many of which had significant impacts on existing designs and outputs.
3.4 Proper planning was a major issue in the VCF project. Initially, the FBI did not have a Chief Information Officer (CIO) in place, leading to a lack of standard software infrastructure across its 23 divisions, each with its own IT budget and applications (Goldstein, 2005). Additionally, the FBI did not have an Enterprise Architecture (EA) to assist in decision-making for IT projects. This lack of EA resulted in SAIC developers working without formal documentation on how the FBI's IT systems were aligned with its processes during the development of the VCF system. Furthermore, SAIC was awarded a contract without a defined project schedule and milestones.
3.5Realistic Expectations Despite pressure from the public and government, the urgent need for the VCF system by the FBI led to SAIC agreeing to unrealistic and ambitious project completion dates. As a result, SAIC agreed to deliver the initial version of the VCF 6 months earlier than originally planned.
3.6SAIC decided to forgo smaller project milestones and aimed to deliver a fully functioning system all at once. However, this approach led to significant and frequent alterations to the system during reviews and testing.
3.7Competent Staff At the outset of the project, the FBI lacked a Chief Information Officer, leading to the appointment of an inexperienced project manager without IT project management expertise (Goldstein, 2005). Given the scale and budget of the VCF project, it was crucial to have a highly skilled project manager in charge to avoid poor project management practices. For instance, the contract awarded to SAIC lacked specific completion milestones, review stages, and penalties for missed milestones, with payment based on hours worked rather than deliverables (U.S. Department of Justice, 2005; Mueller, 2005). Essentially, the FBI's inexperienced IT team had no experience in software development projects or general project management.
3.8Ownership According to the U.S. Department of Justice in 2005, the VCF project experienced high turnover with 15 key personnel, including 5 chief information officers and 10 project managers. This turnover resulted in a lack of project ownership and accountability.
3.9 Clear Vision & Objectives The VCF project faced challenges with defining clear objectives, leading to frequent alterations by the FBI in response to significant events like the terrorist attacks on September 11, 2001, the Hanssen espionage case, and the Oklahoma City bombing case (U.S. Department of Justice, 2005).
4. Possible Solutions for Project Failure This section will discuss some of the alternatives that the FBI could have explored to prevent the failure of the VCF project.
4.1 Enterprise Architecture should have been implemented by the FBI prior to starting the VCF project. This would have assisted SAIC in aligning FBI processes and systems. Without an Enterprise Architecture, there is a risk of inadequate requirements analysis and a higher likelihood of IT project failure.
4.2Human Resources The FBI would have been wise to include a CIO and seasoned IT project manager in the decision-making process prior to awarding the contract. With a CIO in place, the FBI could have ensured that the VCF project had the necessary personnel with the appropriate skill set. Additionally, an experienced project manager could have guaranteed that proper project management procedures and planning were implemented.
4.3 Contract management was crucial for the FBI's project, given its size, complexity, and cost. A well-defined contract was needed to address key issues like milestones, deliverables, penalties, and payment terms based on deliverables and milestones.
4.4 Requirement analysis should have been conducted to produce a detailed requirements document before starting system development.
4.5Phased approach is necessary for the project due to its size and complexity. It is recommended that the project be developed and deployed in phases rather than using a big-bang approach, as large IT projects typically fail under such circumstances.
4.6 Improved communication was necessary between the FBI, SAIC, and executive management to prevent unrealistic schedules and expectations among the three parties.
5. Lessons for Management - The following section will outline the key takeaways from the VCF project failure.
Enterprise Architecture (EA) is crucial for overseeing a company's IT investment strategically and should serve as the basis for all significant IT initiatives.
Prior to starting large IT projects, it is crucial to thoroughly plan for the allocation of resources and time. This involves making sure that there are clear and comprehensive requirements established before beginning any development work.
Human capital management is essential for the success of a project, requiring individuals with the right skills and experience in suitable positions. Minimizing turnover of key personnel throughout the project's life-cycle is also critical.
In order to minimize the risk of failure and address problems early, it is advisable to develop and deploy large IT projects in phases using an incremental approach. This approach ensures that the project is gradually implemented and problems can be identified and resolved promptly.
Financial resources play a key role in the success of large IT projects. While having access to financial capital is important, it is not a guarantee for faster delivery. It is crucial for these projects to have realistic schedules in place in order to ensure their success.
Key Factors in the Failure of the FBI's Virtual Case File Project. (2016, Nov 20). Retrieved from https://studymoose.com/analysis-of-fbis-virtual-case-file-essay
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