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Hatred turns to scorching passion, but when Tess is stalked by a rabid fan, an identity crisis is eclipsed by a battle for survival. When Stacie convinces Harris to exhibit his work for the opening of her new gallery she never intended to include him in her other more hazardous plans. But when those plans draw the attention of dangerous business tycoon, Terrance Jamison, Harris comes to her aid. In the shadow of a threat only Stacie understands, can she dare let Harris into her life and make room for love?

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    An Executive Decision

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    Exit Wounds 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. While a contractor might well assist the FBI in developing the enterprise architecture, no contractor will fully understand the operational issues that must be reflected in the enterprise architecture, nor be empowered to make decisions about how to make the tradeoffs with competing concerns.

    A small team, consisting primarily of senior operational managers from the Criminal Investigation Division, the Office of Intelligence, and the Counterterrorism Division, and a senior IT executive to translate what these managers say into architectural terms, should be able to develop the broad outlines of the operational aspects of the enterprise architecture as well as a top-level schematic view of the systems design in a matter of 4 to 6 months of full-time work.

    To decide on the many operational and policy tradeoffs that will inevitably arise, this team must have direct access to and the frequent involvement of the most senior management of the FBI, including the director and the deputy director. When the first draft of the enterprise architecture has been prepared, it should be reviewed by an external panel of independent experts charged with helping the FBI to improve how it uses IT in the long term.

    Given that the counterterrorism mission requires extensive information sharing, the FBI should seek input on and comment from other intelligence agencies regarding its enterprise architecture effort. In the area of system design, the most important recommendations others are presented in the main text are the following:. The FBI should refrain from initiating, developing, or deploying any IT application other than the VCF until a complete enterprise architecture is in place. The FBI should develop a process map for information sharing that clearly defines the current state of and a desired end state for the information-sharing process so that the numerous information-sharing initiatives can be coordinated and properly monitored and managed.

    The FBI should immediately develop plans that address recovery of data and functionality in the event that essential technology services come under denial-of-service attacks e. In the area of program and contract management, the most important recommendations others are presented in the main text are the following:.

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    Because testing is such a critical dimension of system development and deployment, the FBI must allow adequate time for testing before any IT application including the VCF is deployed, even if dates of initial operational capability are delayed. In future IT applications development, particularly of large-scale end-user-oriented applications, procurement contracts should be conditioned on the development of small-scale prototypes that can be built rapidly and tested with user feedback before committing to large-scale development.

    For IT applications beyond the VCF, the FBI should exploit proven methodologies of contracting and contract management, including the use of detailed functional specifications, specific milestones, frequent contract reviews, and earned-value metrics. In the area of human resources, the most important recommendations others are presented in the main text are the following:. In the short term, this effort will almost certainly involve borrowing experienced and capable contract managers from other agencies.

    In the long run, establishing its own internal IT expertise will involve the creation of long-term high-status career tracks with the FBI for IT personnel. The FBI should develop an improved system for internally reviewing the state of progress in key IT programs and for communicating relevant findings to key stakeholders, thus preempting the perceived need for and distraction of constant external investigations.

    The committee believes that the FBI has made significant progress in some areas of its IT modernization efforts, such as the modernization of the computing hardware and baseline software and the deployment of its networking infrastructure. Some useful and valuable returns from the investment in the Trilogy program appear to be within reach.

    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. But it emphasizes the difference between a pro forma adoption of these recommendations and an adoption of these recommendations that is both fully embraced throughout the agency and aggressively executed. The former may be the metric that auditing and oversight agencies and offices often use in assessing agency performance, but it is the attitude and willingness of senior staff to act that really count.

    The senior management of the FBI has a substantive and direct role to play. This role either has not been understood or it has been given a lower priority based on the perception of more immediate operational priorities. The Federal Bureau of Investigation FBI is in the process of developing a modern information technology IT system—the Trilogy program— that is designed to provide a high-speed network, modern workstations and software, and an application—the Virtual Case File VCF —to enhance the ability of agents to organize, access, and analyze information. Implementation of this system has encountered substantial difficulties, however, and has been the subject of much investigation and congressional concern.

    This report presents that review. The current status of four major aspects of the program—the enterprise architecture, system design, program management, and human resources—are discussed, and recommendations are presented to address the problems. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website. Jump up to the previous page or down to the next one. Also, you can type in a page number and press Enter to go directly to that page in the book.

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