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Essay / Research Paper Abstract
For any project to be successful there needs to be good inclusive project management. This 4 page paper looks at the reasons why the second attempt to computerise the London Ambulance Service (LAS) failed to meet the majority of targets and resulted in increased human and financial costs. The bibliography cites 3 sources.
Page Count:
4 pages (~225 words per page)
File: TS14_TELASproj.rtf
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Unformatted sample text from the term paper:
due to many areas that included the lack real planning, an unrealistic timetable, the use of unfamiliar project models and a failure to consider the needs of the users and
the final goal. If we look at the way the project was managed there were many failings. There were fears from the beginning by commentators that the company was
too small and did not have a track record in these types of installation. A basis of any project management model is for the critical success and failure factors to
be identified within the plan. Belassi and Tukel, (1996) argue that to undertake a project there is the need to take a broader view, not only at the critical success
and failure factors, but also to look at the interactions and interdependencies that exist between the identified factors. It also take the
approach that potential consequences may not always be immediately apparent and need to be identified (Belassi and Tukel, 1996). This allows for the individuality of a project to be considered
and moves away from the use of generic lists (Belassi and Tukel, 1996). If we look at this we can consider it though success factors. Four main areas
are considered for the classifications of success factors, these are the factors that are directly related to the project, the factors that relate to the organisation the factors that relate
to the project manager and the factors that relate to the project team (Belassi and Tukel, 1996). This is the most commonly considered element of identifying the success factors. In
the London Ambulance some of these were present. However, the some were lacking, these are the factors that relate to the project team and the project manger (Belassi and Tukel,
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