FBI Virtual Case File Case Study

Name

Professor

Course

Date

The FBI Virtual Case File Case Study

Any form of inconsistency among the models results in a model clash.

In the Virtual Case File system, there was a clash between the waterfall model and the product model.

The waterfall model calls for the progressive determination of the adopted system requirements such as its codes and design (Gabrys et al, 46).

On the other hand, product model demands the visualization of operational concepts together with their interrelationships.

The waterfall model has a number of assumptions that are to be considered for its successful implementation.

The first assumption is that the partakers in the project determine all necessities prior to implementation money (Kymmell, 241).

Secondly, the determined requirements must not have costly repercussions.

The partakers in the project must have sufficient knowledge about the architecture to be implemented in order to achieve the determined requirements.

The stakeholders’ expectation must be realized through the actual implementation of the requirements.

The project’s generic nature will not undergo mammoth transformation during its development.

Finally, the deadlines set for the project must permit ample time for sequential progress.

If any of the aforementioned assumptions proves to be false then the project that adopts this model will grind to a halt.

The Virtual Case File system second, third and fourth assumption of the waterfall model contradicted with the underpinning principle of property model (Kuhn and Hacking 304).

With regard to the second assumption under the waterfall model, the parties in the project determined requirements, which had high-risk consequences.

The SAIC devised a new management system, which would phase out the ACS. This was considered to be a high-risk maneuver since in the event of VCF failing to work there would be no contingency plan.

The other assumption that made the two models clash is the participants’ insufficient understanding of the right architecture for the successful implementation of the requirements.

Majority organizations rely on enterprise architecture acts as a blueprint, which guides vital determination of requirements.

The enterprise architecture gives a description, organizes the IT structure, and proceeds to outline the objectives of the project organization.

However, the problem with the VCF project was that the FBI did not have the enterprise architecture.

Results from numerous reports such as the one conducted by the National Research Council reveal that the FBI department without the blueprint could not make coherent determinations on the project’s requirements.

The final assumption that contributed to the model clash was that the determined requirement was not equivalent to the stakeholders’ expectations.

The FBI, working with the SAIC, approached Congress for more funds to quicken the process of developing the system. Congress accepted the request and in exchange to that act, it expected the system to be ready in December 2003 instead of June 2004.

However, the FBI had not mapped out a strategic course for the achievement of completion within the stipulated deadline.

The project contract was amended to show the new deadlines but the original software contracts were not amended to reflect the formal criteria for the FBI to accept the VCF system (Feenberg and Norm 71).

Works Cited

Feenberg, Andrew, and Norm Friesen. (re) inventing the Internet: Critical Case Studies. Rotterdam: Sense, 2012

Gabrys, Bogdan, Robert J. Howlett, and L C. Jain. Knowledge-based Intelligent Information and Engineering Systems: 10th International Conference, Kes 2006, Bournemouth, Uk, October 9-11, 2006: Proceedings. Berlin: Springer, 2006.

Kuhn, Thomas and Hacking Ian. The Structure of Scientific Revolutions. Chicago, IL [etc.: The University of Chicago Press, 2012.

Kymmell, Willem. Building Information Modeling: Planning and Managing Construction Projects with 4d Cad and Simulations. New York: McGraw-Hill, 2008.