Abstract

The objective of this project was to develop a document imaging system that would support the government's requirement to process information requests. This imaging project was based on a similar one; one that was operational at a different federal agency and used to demonstrate to the buyer what the contractor and emerging technology could do$.$ As in the original project, the new system was to be delivered in approximately $18-24$ months. However, unlike the first contract, this project was Firm Fixed Price $($FFP$)$ and not Time and Materials $($T&M$).$

The circumstances, issues, and actions of individuals on the buyer and seller teams are detailed. The buyers originated from three different sister organizations: users of the new system, contracts, and the user liaisons that were more technically savvy and interfaced with contracts on the user's behalf. There were three sellers involved in a traditional, tiered contractual arrangement. The prime contractor was new to the relationship while the systems integrator and product developer worked together on the original system. All in all, seven unique roles on the buyer's team and five from the seller's will be explored.

Pertinent facts tying the project details with the Guide to the Project Management Body of Knowledge $($PMBOK$$ Guide$)$ knowledge areas are described, providing the basis of which to analyze and discuss this case. For example, what would you do in any one of the following situations?

One of the first system deliverables, a Concept of Operations, was rejected because it did not follow the existing process. This contract was won, in part, based on showcasing a similar workflow that was operational at a different federal agency.

About $50$ user representatives existed, they couldn't agree on their needs, and senior management didn't provide any guidance or leadership.

Although the system requirements were documented, they were only gleaned during the proposal phase and not thought to be contractually binding. However, they were. What was supposed to be an $18-$month project became a $4-$year effort.

This case study focuses on scope, stakeholder and procurement management, highlights risk management $($or the absence of it$),$ and addresses all of the PMBOK$$ Guide knowledge areas including professional responsibility.

Project Introduction

Like the original, this document imaging project was based on a commercially available product that was enhanced with customized software features. The process workflow begins with preparing documents, scanning and indexing them, redacting sensitive information to protect it from release, and distributing an image of the remaining information to the public. Its implementation would be staged in three phases, building more capability and adding more users in each phase. The first phase would provide limited operational capability within $6$ months to approximately $150$ users in the beginning of the workflow. The middle phase would provide automated redaction capabilities to an additional $250$ users. Finally, approximately $100$ users involved with the release and adjudication process would be added into the fold. The total length of time was anticipated to be approximately $18-24$ months.

This was a ten million dollar project and included a new ATM backbone, new client server hardware, commercial software for $500$ users, custom software, and professional services. As noted in the buyer's proposal, a potential move did occur. Approximately $250$ users, those in the middle of the workflow, were relocated to a new facility a few city blocks away. In addition to the surmised logistical challenges, secure network connections were also required.

Project Stakeholders

Seven unique roles on the buyer's team and five on the seller's team will be revealed as we consider each of the three case studies.

Buyer's Stakeholders

The buyers originated from three different sister organizations within one federal agency and included management and users of the new system, liaisons that interfaced with the users and the contracting organization, and the contracting officer. $($Exhibit $1)$

Buyer's Stakeholders

Exhibit $1$: Buyer's Stakeholders

The six key individuals and one role are detailed below:

Project Sponsor: A department executive; he was the $4$th$-$line manager of the users of the system.

Senior Manager: Promoted to this position $6$ months into the project; team leads reported to directly to him. Although he regularly met and had a good rapport with his team, he often deferred making decisions.

Process Lead: Received a tour and demonstration of the original system. She is offered and accepts more responsibility and authority over time.

Users: Users and team leads of the new imaging system, some of whom received guided tours and demonstrations of the original system. Initially there were $50$ user representatives representing $500$ users. Eventually the number of representatives shrank until it reached a manageable size