A Review of the FBI's Trilogy Information Technology Modernization Program (2004) / Chapter Skim
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Executive Summary
Executive Summary
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modernization program in the last year or so, the committee believes that the FBI's IT modernization program is not currently on a path to success. To get on that path, the committee recommends several key changes.
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In response to this request, the NRC convened the Committee on the FBI's Trilogy Information Technology Modernization Program, consisting of experts with considerable experience in large-scale IT deployments. The committee met twice in 2-day sessions to receive briefings from the FBI about Trilogy and other related matters, and except as explicitly noted otherwise, those briefings constitute the factual base for this effort.
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The committee's review of the approach and methodology being used by the FBI has identified significant issues in four major areas: enterprise architecture, system design, program and contract management, and human resources. ISSUES Enterprise Architecture As in any organization, private sector or government, the operational needs of the FBI must be the driver of its information technology investments.
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The design process was well under way prior to the expansion of the intelligence mission, and the requirements for the processes supporting the intelligence mission were not included in the VCF design. For this reason, and because of the significant differences in IT requirements between systems supporting investigation and those supporting intelligence, the committee strongly recommends that the FBI refrain from using the VCF as the foundation on which to build its analytical and data management capabilities for the intelligence processes supporting the counterterrorism mission.
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While outside contractors play important roles, it is the senior FBI management who must lead in assuming responsibility for these tasks. Human Resources and External Constraints Although the committee did not undertake a comprehensive assessment in the human resources area, presentations to the committee persuaded it that with a few exceptions, the FBI lacks a human resource and skill base adequate to deal with the bureau's IT modernization program.
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are the following: · If the FBI's IT modernization program is to succeed, the FBI's top leadership, including the director, must make the creation and communication of a complete enterprise architecture a top priority. This means that they must be personally involved and invested in the key decisions that the process will require be made, such as the tradeoffs between the security of and access to information in the various data sources that are used in criminal investigation and counterterrorism efforts.
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Nevertheless, the committee believes that a major effort is needed to bring the FBI to the state where it can be characterized as an effective exploiter of information technology. The committee has made recommendations that, if adopted, will significantly increase the likelihood that the FBI's Trilogy IT modernization program will enhance the FBI's effectiveness in carrying out its crime-fighting and counterterrorism missions.
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Given the importance of IT to the FBI's future success in carrying out its missions, the FBI's senior management must concern itself as much with developing a coherent vision for using IT as with budgets, training programs, equipment, and organization. As the complexities of the FBI's evolving role are understood, the committee believes that investment by the FBI's senior management team in the IT process will yield major enhancements to mission achievement as well as substantial operational efficiencies.
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