The FBI's Virtual Case File project failure and management lessons

¶ … failure of an IT firm owing to organizational faults and proposes solutions to get over such glitches. The influence of top management and strategies towards achieving project goals often defines the progress of any undertaking. All-inclusive leadership attitudes rather than formal managerial capabilities are deemed to prove more productive.

VICTIMS RIGHTS MOVEMENT

The most common IT failure incidents in modern day are the ones that involve public money and other resources (Al Neimat, 2005). The virtual case file provides one of the most recent examples of such a firm for the FBI. According to the investigative agency; Federal Bureau of Investigation (FBI), Virtual Case File did not meet the minimal requirements for the agency.

Further, SUS WRTH 170 and five years' development had gone waste. Science Application International is credited for Virtual Case File. The objective was to enhance the management of case files via integration of data from an older system with the Automated Case Support system and replacing them. The National Research Council did not find any evidence of an official contingency and backup. The plan for transition overlooked the existence of the Case Support system that had been instituted earlier. According to Science Application International, Corporation Support claimed that they had successfully delivered the initial case of the project way before the projected period; and well within the estimated budget.

Leadership Strategies

One of the possible strategies towards resolution is to apply a bottom-up approach. This can succeed if the initiator attempts to marshal support from the senior management by using the grassroots success initiatives as a justification. Such initiatives often show signs of success at the initial stages but present difficulties to sustain their momentum or even expand them (Busch, 2009). Support from senior management may involve training the team, removing any obstacles that may stand in their way and generally smoothing the way for such teams to operate.

The critical implications for project managers and their teams including the stakeholders involved in the management of IT projects are listed as under (Young & Jordan, 2008).

1. The top management teams have to appreciate their influence on the success of projects

2. Boards and their constituent may have to appreciate the fact that the expert advice used right now does not have much impact on success since there is need for a business focus as opposed to a technical one.

3. The project managers need to appreciate that there can be inherent weaknesses to methodologies used. They should allow teams to focus on project success as opposed to the success of project management success; even if they may not be able to account for results in such circumstances.

4. AIS special Interest Group on the management of IT projects and developing the curriculum for project management in IT and the pace setters for the standards for project management (PMI, APM, PRINCE2) may have to incorporate these findings by discussing with the top management teams.

Conclusion

The senior management team wants the goals they set to be implemented. If an initiative by the supply management does not fit or support the goals and objectives set by the senior management, there is a high chance that such goals will not be met. The reason for such failure is associated with the tendency to focus on activities that are not connected to the goals. The senior management teams are focused on meeting goal objectives. A more effective approach lies in initiating a positive feedback between management, employees, and stakeholders.