1. Laila Alawi Travis Lytle Vincent Gould Lauren McAdoo
FBI VIRTUAL CASE FILE
Team Case Research Presentation INFS Dr. Melinda Korzaan 12/5/2018
Laila Alawi Travis Lytle Vincent Gould Lauren McAdoo

2. FBI Virtual Case File September 2000 The Trilogy Project
Modernize desktop computers
Develop secure high-performance networks
Replace the Automated Case Support (ACS) software system
In September 2000 the FBI announces the Trilogy program which had 3 objectives
Modernize desktop computers
Develop secure high-performance networks
Replace the Automated Case Support (ACS) software system
Congress allocated $379.8 million to complete the Trilogy project in 3 years.
The first two objectives were completed successfully in April 2004.
The FBI Virtual Case File project was begun to accomplish the third objective

3. Automated Case Support (ACS) System
The ACS was used to:
Store documents related to cases
Allow agents to analyze evidence between different cases
The Automated Case Support Software System was used by the FBI to 
Store documents related to cases
Allow agents to analyze evidence between different cases

4. Project Motivation
The ACS was an outdated system made of many separate applications that were difficult to use: Programming language: Natural Database: ADABAS Interface: IBM 3270 terminals (Green Screen)
The ACS was an outdated system that was made up of many separate applications that were difficult to use:
Programming language: Natural
Database: ADABAS
Interface: IBM 3270 terminals (Green Screen)
The above were developed in the 1970s and were considered obsolete in 2000
Without an effective case management system the FBI could not identify and capitalize on all of the information in its possession – necessary to stop future terrorist attacks.

5. Virtual Case File (VCF)
The new Virtual Case File (VCF) system would allow users to:
Directly input case information instead of scanning and uploading files
Receive electronic approvals
Share data with agents, analysts, other federal employees, and state and local officials
The VCF was designed to improve the FBI’s ability to manage investigative case files, facilitate data and document searches, and share information within and among FBI offices.
The need for a new automated investigative case management system to replace the existing obsolete and limited ACS system was vital to the FBI’s ability to perform its mission effectively.

6. Key stakeholders FBI Agents & Agency Officers. Department of Justice.
United States Congress.
Governments Accountability Office (GAO).
Science Applications International Corporation (SAIC) contractors.
American Taxpayers.

7. Funding and timeline The imminent failure point 12/2001
Funding and Timeline of Events (Adapted from Goldstein, 2005)

8.  Early Warning Signs
December 2001 massive scope change and project deadline moved up.
Contracts did not contain success criteria, project schedules or milestones
Requirements finalized June 2002
5 CIOs in 4 years.
All of these early warning signs can be summed up into 3 key factors that led to project Failure
Poor Planning and lack of experienced people.
No project deadlines
Undefined Leadership 
The initial project scope was to add a web interface to replace the green screens.  Prompted by the Sept 11th attacks, in December 2001, the scope of VCF was changed with the goal being complete replacement of all previous applications and migration of the existing data into an Oracle database. Additionally, the project's deadline was pushed up to December 2003.  At this time the FBI did not have complete requirements for the project.
neither the original software contract nor the modified one specified any formal criteria for the FBI to use to accept or reject the finished VCF software, as the Inspector General reported earlier this year. Furthermore, those contracts specified no formal project schedules at all, let alone milestones that SAIC and DynCorp were contractually obligated to meet on the way to final delivery
Although requirements were officially finalized in June 2002, changes to the system continued at the rate of more than one per day.  roughly 400 from December 2002 to December 2003
Leadership changes – there were 5 CIOs in 4 years

9. Scope Creep
Identify scope creep by comparing original contract, project, charter, and change orders with the current scope defined in the functional and test specifications.
Internal scope Creep – The project team and  management should have stuck with the initial scope.
A recovery manager or someone most qualified for the job should have been put in place.

10. Actions would have made the Project Successful
Balance between ambition and available resources.
Few programmers and a flexible coding system.
Scope change control process would have been used.
An experienced project manager could have been hired.
Appointed few people to avoid confusions.
Discussed the requirements with the internal FBI members before made contracts with SAIC.

11. Risk Management plan or reasons why there wasn’t one
Lack of numerous system engineering practices
No stakeholder requirements 
No system requirements
No extensive planning
No assessment and control
NO RISK MANAGEMENT PLANS 
Would take too much time
Political pressures following the 9/11 attacks
Schedule was accelerated 

12. Lessons Learned
No S.M.A.R.T. goals and goal were too ambitious/complex
No clear set of requirements
Overlooking problems that arise
No good communication channel so limited communication overall
Lack of an organization structure and system to follow 
Rushed schedule 

13. Recommendations Clear goal that can be attained
Better defined and evolving design requirements  
Realistic scheduling of tasks  
Problems fixed or looked into immediately 
Better adequate project integration  
Better resolution of issues raised  
Entire project team move expeditiously with accuracy  
Accountability on all involved individuals  
Contracting and contractors stronger 
IT investment management stronger 
Enterprise Architecture present  
Management continuity and oversight  

14. Conclusion
In January 2002, the FBI requested an additional $70 million to accelerate Trilogy because of 9/11 attacks and Congress approved $78 million 
Funding was never the problem 
VCF was intended on being a system that contained a major new application, database, and graphical user interface 
Project was abandoned in 2005 after over $170 million had been spent 
Outcome was a product consisting of over 700,000 lines of code that didn't match the requirements originally laid out 
Sentinel was put on line for all employees on July 1, 2012, and it ended up at $451 million and 2.5 years overdue  

15. References
C. (2017, June 20). The FBI Virtual Case File System. Retrieved December 3, 2018, from Dreitlein, S., Manzoni, J., Selvaratnam, B. M. A., & Valendra, K. (2017). Analysis of the failed FBI virtual case file project. Journal of Information Technology and Economic Development, 8(1), Retrieved from Federal Bureau of Investigation’s information technology modernization program, Trilogy : hearing before a subcommittee of the Committee on Appropriations, United States Senate, One Hundred Ninth Congress, first session, special hearing, February 3, 2005, Washington, DC. (2005). Federal Bureau of Investigation’s Information Technology Modernization Program, Trilogy : Hearing before a Subcommittee of the Committee on Appropriations, United States Senate, One Hundred Ninth Congress, First Session, Special Hearing, February 3, 2005, Washington, DC, i. Retrieved from live&scope=site Lamore, M. (2016, November 20). Lessons from the Virtual Case File Project. Retrieved December 3, 2018, from case-file-project-2/ Rosencrance, Linda. “FBI Scuttles $170M System For Managing Investigations.” Computerworld, vol. 39, no. 11, Mar. 2005, p. 14. EBSCOhost, ezproxy.mtsu.edu/login?url= S. (2018, October 16). Federal Bureau of Investigation (FBI) Virtual Case File System. Retrieved December 3, 2018, from Who killed the virtual case file? [case management software]. (2005). IEEE Spectrum, Spectrum, IEEE, IEEE Spectr, (9), org.ezproxy.mtsu.edu/ /MSPEC