Virtual Case File (or VCF) was a software application developed by the United States Federal Bureau of Investigation (FBI) between 2000 and 2005. The project was officially abandoned in April 2005, while still in development stage and cost the federal government nearly $170 million. In 2006, the Washington Post wrote "In a 318-page report, completed in January 2005 and obtained by The Post under the Freedom of Information Act, [the Aerospace Corporation] said the SAIC software was incomplete, inadequate and so poorly designed that it would be essentially unusable under real-world conditions. Even in rudimentary tests, the system did not comply with basic requirements, the report said. Origins In September 2000, the FBI announced the "Trilogy" program, intended to modernize the bureau's outdated Information Technology (IT) infrastructure. Launch Problems and abandonment of the project Initial development was based on meetings with users of the current ACS system.
Federal Bureau of Investigation Organizational Culture | Justice and SecurityThis essay will discuss the organizational culture of the Federal Bureau of Investigation. A discussion of the historical aspects of the Federal Bureau of Investigation (hereinafter referred to as “FBI”) will occur as well as a comparison and contrast of the disparity between the FBI and the Central Intelligence Agency. Key characteristics of the FBI will be highlighted as well as a determination made as to whether or not the organization supports and fosters changes. Discussion The FBI is one of the most distinguished branches of federal law enforcement. History of the FBI In 1908, the FBI was created from Special Agents during the Theodore Roosevelt presidency. These men were both visionaries in that expertise and efficiency played a more important role than politics when determining what would be most beneficial to government service. On July 26, 2006, the bureau celebrated ninety-eight years of existence and public service. Key Characteristics of the FBI Organization Future of the FBI
DOD's Joint Information Environment lays groundwork for better information sharing -- GCNDOD lays the foundation for better sharing The Joint Information Environment initiative eventually could give warfighters seamless access to data at any time, from anywhere, through any device. An ambitious Defense Department initiative to revamp how it delivers information and systems to the warfighter could take information sharing to a whole new level. The Joint Information Environment aims to simplify and standardize IT operations across the department to create a seamless information ecosystem in which DOD personnel and warfighters are able to access the information they need quickly and securely. JIE, which has its roots in a joint project of the Army, the U.S. Although the initiative is still taking shape, it appears to be positioned as the lens through which DOD officials look at nearly every aspect of their IT operations, from cybersecurity and cloud computing strategies to network and data center consolidation. About this report
Anatomy of an IT disaster: How the FBI blew it | InfoWorldSome FBI agents ruefully refer to the trilogy project, a massive initiative to modernize the FBI's aging technology infrastructure, as the "Tragedy" project. It certainly has all the earmarks of tragedy: the best intentions, catastrophic miscommunication, staggering waste. Featured Resource Presented by Scribe Software Data integration is often underestimated and poorly implemented, taking time and resources. Learn More Trilogy, as the name suggests, had three parts: an enterprisewide upgrade of desktop hardware and software; deployment of a modern network infrastructure; and an integrated suite of software for entering, finding, sharing, and analyzing case information. After more than four years of hard work and half a billion dollars spent, however, Trilogy has had little impact on the FBI's antiquated case-management system, which today remains a morass of mainframe green screens and vast stores of paper records. FBI representatives declined to be interviewed for this story. Sen.
The Disadvantages of Network-based Organization StructureA network-based organizational model is a type of matrix structure that uses digital technology and specialized employees to complete assignments without the need of traditional work spaces. While this model allows employees and managers to function on more even ground, network-based organizational structure can also lead to conflicts due to a lack of formal hierarchy. Problems with Digital Communication A network-based organizational structure depends on clear lines of communication to deliver project assignments and due dates to employees. Too Many Supervisors The nebulous nature of a network or matrix organization structure requires an extra layer of oversight to manage employees operating in many different locations. Related Reading: Advantages & Disadvantages of a Vertical & Horizontal Organization Sharing Skilled Workers Traditional business departments don't exist in the network-based organizational model. Increased Work Strees About the Author Have Feedback?
Organizational structureAn organizational structure defines how activities such as task allocation, coordination and supervision are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment. Organizations are a variant of clustered entities. An organization can be structured in many different ways, depending on their objectives. Organizational structure affects organizational action in two big ways. History Organizational structures developed from the ancient times of hunters and collectors in tribal organizations through highly royal and clerical power structures to industrial structures and today's post-industrial structures. As pointed out by L. Operational organizations and informal organizations The set organizational structure may not coincide with facts, evolving in operational action. Types Pre-bureaucratic structures
Flat organizationA flat organization (also known as horizontal organization or delayering) is an organization that has an organizational structure with few or no levels of middle management between staff and executives. The idea is that well-trained workers will be more productive when they are more directly involved in the decision making process, rather than closely supervised by many layers of management. The flat organization model promotes employee involvement through a decentralized decision-making process. By elevating the level of responsibility of baseline employees and eliminating layers of middle management, comments and feedback reach all personnel involved in decisions more quickly. Expected response to customer feedback becomes more rapid. Self-managing teams The "strong form" of a flat organization is an organization with no middle managers at all. However, some organizations do not take on middle managers even as they become larger, and remain extremely flat. Prof. See also
Hierarchical organizationMembers of hierarchical organizational structures chiefly communicate with their immediate superior and with their immediate subordinates. Structuring organizations in this way is useful partly because it can reduce the communication overhead by limiting information flow; this is also its major limitation. Visualization Common models In modern post-feudal states the nominal top of the hierarchy still remains the head of state, which may be a president or a constitutional monarch, although in many modern states the powers of the head of state are delegated among different bodies. In business, the business owner traditionally occupied the pinnacle of the organization. Studies of hierarchical organizations The organizational development theorist Elliott Jacques identified a special role for hierarchy in his concept of requisite organization. Hierarchiology is the term coined by Dr. Criticism and alternatives See also References