The Federal Bureau of Investigation's Pre-Acquisition Planning for
and Controls Over the Sentinel Case Management System

Audit Report 06-14
March 2006
Office of the Inspector General

Appendix 7

The FBI'S Risk Mitigation Strategy

Rank Risk Condition Risk Consequence Mitigation Plan
1 There are a number of parallel initiatives within the FBI that can impact the scope of Sentinel Parallel development efforts may result in changes to Sentinel functional content or interface requirements M1. Monitor parallel development efforts; develop MOUs for content, interfaces, and funding strategy; incorporate into Sentinel plans as appropriate
2 The project award schedule is very aggressive and the target award date may not be attainable The target award slip delays identification of resources M1. Develop the draft Request For Proposal
M2. Develop OMB 300
M3. Establish schedule baseline
3 Sentinel increments must interface with numerous legacy systems operated outside the OCIO The coordination and information required to develop the interfaces may consume significant, unforeseen schedule and resources M1. Document external systems and interface requirements for inclusion in the solicitation
M2. Establish a working partnership and collaborate with the legacy systems" owning organization
4 FBI mission evolves or user requirements change, resulting in scope creep prior to system completion Funding and schedule will not support project completion M1. Place the System Requirements Specifications (SRS) under configuration control prior to RFP release
M2. Maintain strict requirements and configuration controls throughout the project
M3. Ensure user advocacy group is the focal point for all user changes or needs
M4. Ensure contractors are aware and adhere to change process, including communication with user community
M5. Ensure FBI capabilities are addressed early in system development
M6. Ensure continuous feedback with user community
M7. Concurrence of SRS contents to be achieved by each division
5 Initial project costs are underestimated Budgeted costs are not sufficient to complete project M1. Establish the SRS early enough to serve as a baseline for the initial cost estimate
M2. Perform a market survey of COTS and GOTS products to support baseline development
M3. Generate multiple, independent cost estimates
6 Availability of staffing resources (prime and subcontractors) that meet FBI requirements may not be available when needed Project plans, schedules, and scope will required modification; Sentinel vision prolonged or not achieved M1. Identify the government and support contractor resources, (and associated timeline, skills, et al.) in the Sentinel Project Plan
M2. Assess the realism of contractor staffing during source selection
M3. Define security clearance requirements consistent with the access required by development contractor personnel, likely reducing the number of Top Secret security clearances required
M4. Require staffing plan submission, with clearance status, in project review reporting
M5. Ensure active government involvement
7 The development contractor may be unable to meet the proposed notional schedule Delivery schedule will be delayed, having a cascading effect on project M1. Evaluate realism of proposed schedules during source selection
M2. Perform Integrated Baseline Reviews, as needed, to ensure that the government and contractor have a common understanding of the project baselines and risks
M3. Use an integrated master schedule and regular status/remediation reporting to support schedule control
M4. Implement Earned Value Management in accordance with ANSI/EIA Standard M7M4M8A
M5. Hold weekly project status meetings and regular risk management meetings with the development contractor
M6. Impose Resource Loaded Schedule (RLS) submission

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