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Essay / Research Paper Abstract
The London Ambulance Service (LAS) had been using a manual system for many years. In 1992 a new computer system was introduced, this system was a failure and lasted only two weeks. This 11 page paper considers how this project failed to identify and then failed to satisfy the critical success factors. The paper shows this failure and then shows how this could have been avoided. The bibliography cites 21 sources.
Page Count:
11 pages (~225 words per page)
File: TS14_TELAScomp.rtf
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Unformatted sample text from the term paper:
management of the project and the ability to define goals and targets. However, projects can be more complex due to the way in which human interactions take place and the
interdependence of the variables manifest within the plans. There are many examples of spectacular project failures, where technical goals may have been reached, but the implementation was unsuccessful. For example,
plans may have been were short-sighted and fail to consider factors such as the culture of the organisation and the needs of the end users.
Numerous factors can cause project failure, project management systems, such as the Delphi Chassis Systems seek to identify these, taking an approach where factors are classified in terms
of the materials, the location, the technicians and the training (Winarchick and Caldwell, 1997). Others look at the stages, such as the definition of the project, the process analysis and
then the design of the process (Gaughan, 1996). If we look the project to computerise the London Ambulance Service in the early 1990s, this had a failed implementation in
1992. It may be argued that the framework used did take many of these factors into consideration but forgot to account for the human elements when assessing risk and the
critical success factors. By looking at how these critical success and failure factors may be used and overcome we can see how and
why the computerisation of the London Ambulance service failed and how this may have been overcome. The basis of any project recognises that there in a need to identify
the correct success factors and ensure each factor is met, whilst also identifying the risk factors so that they can be eliminated. Belassi
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