One notable project often cited as a failure is the United States Federal Bureau of
Investigation's (FBI) Virtual Case File (VCF) project, part of a broader initiative called
Trilogy, which aimed to modernize the FBI’s outdated technology systems in the early 2000s.
The VCF project was ultimately abandoned after spending over $170 million, with none of the
system becoming fully operational.
1. Why is the project considered a failure?
1. Poor Scope Management: One of the main reasons the VCF project failed was poor scope
management. The FBI initially envisioned a system that would replace its antiquated paper-based
case management system. However, as the project progressed, the scope kept expanding without
proper controls in place, leading to scope creep. The FBI continued adding more features and
requirements without adequately assessing the impact of these changes on timelines, budget, and
system architecture. Eventually, the project's scope became unmanageable, which led to delays
and cost overruns (U.S. Department of Justice, Office of the Inspector General, 2005).
2. Lack of Proper Stakeholder Involvement: The project team did not engage key
stakeholders, such as FBI agents and IT personnel, in the early stages of planning and
development. This led to a system that did not meet the real-world needs of its end users. FBI
agents, who were the primary users of the system, found it difficult to operate and unsuitable for
their needs. This misalignment between the project's deliverables and stakeholder expectations
was a significant contributor to its failure. Proper feedback loops and stakeholder engagement
were missing throughout the project lifecycle, which hindered the development of a user-centric
system (Levinson, 2005).
3. Inadequate Project Management Practices: The FBI VCF project lacked effective project
management oversight. There were no clear communication channels, risk management
strategies, or project governance mechanisms in place. As a result, issues such as
mismanagement of contracts and underestimation of technical challenges were not addressed.
Additionally, the contractors hired for the project, Science Applications International
Corporation (SAIC), faced multiple technical challenges and were not held accountable for
delivering on their commitments. The absence of proper monitoring and control processes
further exacerbated the project’s failures (U.S. Government Accountability Office, 2005).
2. What would I do differently to ensure project success?
If I were the project manager, I would take several steps to avoid the failures encountered in the
FBI's VCF project:
1. Implement Stronger Scope Management: One of the first steps would be to establish clear
project scope boundaries and implement a rigorous change management process. Every change
in the project’s scope would be analyzed for its impact on the timeline, budget, and technical
architecture before being approved. A project of this magnitude should also have a phased
approach, allowing for iterative testing and feedback collection after each phase, reducing the
risk of overwhelming complexity. Agile project management principles could have helped
deliver functional increments over time, ensuring continuous progress and stakeholder
alignment.
2. Engage Stakeholders Early and Continuously: Involving stakeholders from the start,
especially FBI agents, in the design and development process would have ensured that the
system met their operational needs. Regular feedback sessions, user testing, and training could
have helped bridge the gap between technical developers and end users. This would have
ensured the system was user-friendly, practical, and aligned with the workflows of FBI agents.
Moreover, fostering a collaborative environment with key stakeholders would have improved
transparency and reduced resistance to the new system.
3. Enhance Project Governance and Risk Management: A comprehensive project governance
structure would be essential to ensure accountability and effective decision-making. Regular
audits, progress reviews, and risk assessments would help in identifying potential issues early
and mitigating them before they escalate. Establishing clear roles and responsibilities for all
parties, including contractors, would enhance accountability. Additionally, adopting an iterative
development model like Agile or Scrum would ensure that the project was continually reviewed,
with feedback incorporated at each stage, preventing the buildup of unresolved issues.
3. How does this exercise prepare me to be a better project manager?
This exercise enhances my understanding of project management by emphasizing the importance
of three critical factors: scope management, stakeholder engagement, and project governance. It
reinforces that projects should be approached with flexibility while maintaining a clear focus on
core objectives. Through studying the failure of the FBI's VCF project, I have learned the
significance of:
Clear and controlled scope definition: Ensuring the project scope is well-defined from
the start and adapting changes through a structured change management process.
Continuous stakeholder involvement: Recognizing the importance of keeping key
stakeholders engaged throughout the lifecycle to ensure alignment with user needs and
expectations.
Effective governance and risk management: Understanding the need for robust
governance structures and regular risk evaluations to detect and mitigate challenges early.
These insights prepare me to better manage projects in the future by adopting proactive measures
that prevent failure and by leveraging tools like agile development, transparent communication,
and meticulous planning to ensure project success.
References
Levinson, M. (2005). The FBI's case for failure. CIO.com.
https://www.cio.com/article/2440597/the-fbi-s-case-for-failure.html
U.S. Department of Justice, Office of the Inspector General. (2005). The Federal Bureau of
Investigation’s management of the Trilogy Information Technology Modernization Project.
https://oig.justice.gov/reports/FBI/a0527/final.pdf
U.S. Government Accountability Office. (2005). FBI Trilogy: Additional Actions Needed to
Achieve Key Outcomes and Manage Risks (GAO-05-368). https://www.gao.gov/products/gao-
05-368
