Fbi Virtual Case

Introduction: FBI Virtual Case File project was to build a networked system for tracking criminal cases, designed to replace the bureau’s antiquated paper files. The VCF project was of a larger initiative called Trilogy. A project, started in 2001, which should have taken 3 years, abandoned in 2005 by FBI after spending $170 million with requirements still not met.

Discussion: The FBI’s attempt to move from a paper-based to an electronic case management system began in 2001 with the Virtual Case File (VCF), a major component of the Trilogy project. The VCF was supposed to automate the FBI's paper-based work environment, allow agents and intelligence analysts to share vital investigative information, connect the dots and replace the obsolete Automated Case Support (ACS) system because they lacked a central, shared database between applications. However, the outcome of the project was a product consisting of about 730,000 lines of code that didn’t even begin to approach the functionality laid out in the requirements.

FBI’s mission evolved over the time along with their technological needs and without complete set of defined requirements, FBI faced various obstacles and the project experienced major cost and schedule overruns and never achieved its objectives. The project demonstrated a systematic failure of software engineering practices. a. Overly ambitious goals: Readjust to a complete overhaul of the system after 9/11 attacks, fully replacing the existing system and to be built from scratch. Keeping estimate of time and budget resources before setting the objectives can help with better project planning, such was not in the case with Larry Depew, project manager of VCF as he had no prior IT project management experience which made it impossible for him to give a time estimate required to complete the project. Make goals more attainable, look at what resources are already available that can be incorporated in the project. Opinions from other people who worked on similar projects can help set deadlines in such scenarios.

b. Unclear requirements, repeated changes in specifications: At the start of the realization phase of the VCF project, there was lack of a strong blueprint, FBI didn’t have a clear overview of current systems and intention of the VCF project. It was impossible for project members to make consistent technical decisions. Time spent on gathering required functionality for the system needs to be included in the scope for the project to

overcome such situations. Define the requirements of project, divide tasks and set the deadlines with a clear picture in mind of what the result of project should look like.

c. Communication gap: SAIC knew about time delays in completion of the project, but this was never communicated to the FBI. Knowing there is a problem in the project, proper communication could lead to steps in order to solve the problem with a different overview. Lack of proper