A Retrospective Analysis And Recommendations For Fbi 's Sentinel Project

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A Retrospective Analysis and Recommendations for FBI’s Sentinel Project
Zichao Zhang
Boston University Abstract
This paper will analyze why the Sentinel, an expensive and long time-consuming FBI late-model digital case management system, failed at the beginning. It will also figure out how the CIO and development team overcame the difficulties. With the development of IT project management, more and more new, eye-catching and effective methods appeared. Waterfall, which is used by FBI as the prior way, is going to be compared with Agile that the approach the agency pivoted to later so that we will see whether Agile can work in Washington. In this research paper, six different parts are taken into consideration step by
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However, the agency abandoned their effort in 2005 after spending numerous money on it which means the VCF was considered as an early death. According to many surveys, its failure is mainly because of misunderstanding of requirements, clumsy architecture design, and disordered project management. Now we have to mention their first contractor--SAIC which programed more than 730 thousands lines of code worked improperly, making the FBI shut down the entire project. Then comes to the Sentinel, another new software case management system which was aim to achieve purely digital workflows during investigations. In fact, we can say that Sentinel has root in a previous IT project failure. Sentinel is the successor to Virtual Case File. On March 16th, 2006, FBI signed a contract with Lockheed Martin. By 2010, FBI has poured more than $350 million to develop Sentinel--on top of the $405 million already spent while it is barely half done and over budget. Obviously, here is not the virtual money we use in computer games but the real $100 million here and another $100 million there. FBI decided to change. First step was to stop cooperating with Lockheed Martin in July 2010 when FBI director Robert Mueller appointed Chad Fulgham to oversee Sentinel for a while. The second step came quickly, which was a transformation from classic to an iterative Scrum approach by Fulgham. He decided to complete the remaining

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